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But the biggest HP play right now is on networking competing 40 percent off on HP routers
I disagree with you. I am going to give you a weird metaphor. I think that Cisco lost its way on pricing. How much did you pay for a notebook in 2000? Somewhere around $2,500-$3,000. The sweet spot of the US retail consumer market right now is $599 and you are running an i3 with 4Gig Memory and a half a terabyte drive.
The evolution of a space as it got mature the average selling price came down because value was placed elsewhere. Networking, routing at the campus level, at the workgroup level, at the wide area level. Look, we are a lot further down that path than we were before. And I would argue networking isn't price per port. It is capability and it is being able to apply application specific quality and application surety from end to end. And Cisco plays in a spot. We play end-to-end. So the economics of networking have to be more -- and I don't want to say commoditized -- but where networking is in the world.
What is the biggest thing Leo has changed that you are pumped up about?
Leo is a very strategic thinker. I think he has put a lot of passion around strategy not just at an operational level which when you are at our scale, at $120 plus billion with a supply chain that is $80 billion and you sell two PCs every seconds, you have to be operationally savvy, but our strategy was very operationally tilted.
I think what Leo has brought is layered on top of that operational excellence is a vision around our technology footprint, a vision around the relationship with the end customer and a vision around one HP. And one HP does not mean we are going to centralize everything. But it does mean in global relationships like with global distributors or global customers that we are going to bring more unification of HP's efforts into those environments so that we get better economices and better execution. I think he has really brought that strategic push to the company.
