The Total Economic Impact™ Of HP Laptops And Business Solutions
Cost Savings And Business Benefits Enabled By Laptops And Business Solutions
A Forrester Total Economic Impact™ Study Commissioned By HP, March 2025
In today’s fast-paced, technology-driven business environment, organizations must equip their employees with efficient tools to ensure productivity and seamless operations. Managing a large-scale laptop deployment across a diverse workforce presents significant logistic and technical challenges, requiring solutions that simplify the process while maintaining security and performance standards. Organizations looking to modernize and support their workforce need solutions that not only streamline deployment but also reduce internal management burdens over time.
The Laptops and Business Solutions package from HP addresses these challenges by providing organizations with comprehensive deployment, configuration, and support services. This solution enables companies to efficiently roll out thousands of laptops while ensuring consistent security, simplified management, and long-term scalability. By leveraging HP’s integrated solutions, companies can minimize upfront technical hurdles and ongoing maintenance efforts, allowing their teams to focus on core business activities instead of IT management.
HP commissioned Forrester Consulting to conduct a Total Economic Impact™ (TEI) study and examine the potential return on investment (ROI) enterprises may realize by deploying Laptops and Business Solutions.1 The purpose of this study is to provide readers with a framework to evaluate the potential financial impact of Laptops and Business Solutions on their organizations.
Return on investment (ROI)
112%112%
Net present value (NPV)
$21.72M$21.72M
To better understand the benefits, costs, and risks associated with this investment, Forrester interviewed four decision-makers with experience using Laptops and Business Solutions. For the purposes of this study, Forrester aggregated the interviewees’ experiences and combined the results into a single composite organization that is a global organization with 20,000 laptop users and a 200-person IT support team consisting of end-user support staff, endpoint management personnel, and systems management professionals. This team is responsible for device deployment, day-to-day user support, proactive maintenance, and issue resolution to ensure operational efficiency across the organization.
has 0 endpoint and systems management personnel dedicated to maintaining its laptops and business solutions. These FTEs earn an average fully burdened annual salary of $0. also employs 0 FTEs dedicated to end-user support and endpoint management. These FTEs earn an average fully burdened annual salary of $0. Custom results are based on your inputs and the TEI case study.
Prior to implementing Laptops and Business Solutions from HP, organizations typically faced fragmented approaches to technology management. Individual departments often selected their own devices and solutions, leading to a lack of standardization, higher IT support costs, and discrepancies in user experience and security protocols. These piecemeal strategies often resulted in inefficiencies, with IT teams stretched thin managing various systems and resolving compatibility issues.
After transitioning to HP’s Laptops and Business Solutions, the interviewees’ organizations experienced a more streamlined and unified IT infrastructure while maintaining a strong employee experience. The standardized laptop deployment and cohesive business solutions enabled easier management and faster issue resolution, reducing IT support costs. The most significant results from this strategic overhaul were enhanced end-user productivity and reduced operational costs achieved through a unified approach to technology provisioning and support. This approach not only simplified internal processes but also allowed IT departments to focus on more strategic initiatives rather than constant troubleshooting and maintenance.
Key Findings
Quantified benefits. Three-year, risk-adjusted present value (PV) quantified benefits for the composite organization include:
- Improved IT operational efficiency from streamlined management. Consolidating laptop vendors and adopting standardized HP devices simplifies IT operations, enabling more efficient endpoint and systems management. Leveraging HP’s business solutions for tasks such as device configuration and deployment further reduces IT complexity. These improvements save the composite organization $1.7 million over three years.
For , this benefit could be worth over three years.
- Reduced IT support effort from enhanced issue resolution. Standardizing with HP devices leads to fewer hardware-related issues and enables faster support ticket resolution. This standardization reduces the workload for end-user support teams, such as help desk personnel and field technicians, contributing to $2.0 million in savings over three years.
For , this benefit could be worth over three years.
- Improved end-user productivity. HP Laptops and Business Solutions reduces disruptions, improve system performance, and enhance employee efficiency for the composite. HP can tailor devices to social and environmental responsibility requirements. Employees also experience fewer technical issues and faster recovery times on optimized devices, gaining valuable working hours that increase their productivity. These benefits are worth $37.5 million over three years.
For , this benefit could be worth over three years.
Unquantified benefits. Benefits that provide value for the composite organization but are not quantified for this study include:
- Enhanced employee experience. Upgrading to HP laptops improves employees’ day-to-day experiences, reducing frustration from technical disruptions and contributing to employee satisfaction.
Costs. Three-year, risk-adjusted PV costs for the composite organization include:
- Device and bundled solutions. The total expenditure for acquiring devices and related business solutions is $15.7 million over three years, which includes procurement, imaging, and services bundled into the capex purchase.
For , this cost could be over three years.
- Internal implementation and oversight. Internal IT teams invest time and resources in overseeing deployment, managing project timelines, and ensuring a smooth transition. These efforts total $2.4 million over three years.
For , this cost could be over three years.
- End-user learning and optimization. As employees transition to new devices, they spend a limited amount of time learning features, customizing settings, and optimizing their workflows. This cost is $1.4 million over three years.
For , this cost could be over three years.
The representative interviews and financial analysis found that a composite organization experiences benefits of $41.19 million over three years versus costs of $19.47 million, adding up to a net present value (NPV) of $21.72 million and an ROI of 112%.
Key Statistics
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Return on investment (ROI)
112%112%
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Benefits PV
$41.19M$41.19M
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Net present
value (NPV)$21.72M$21.72M
-
Payback
13 months13 months
Benefits (Three-Year)
Improved IT operational efficiency from streamlined management Reduced IT support effort from enhanced issue resolution Improved end-user productivityTEI Framework And Methodology
From the information provided in the interviews, Forrester constructed a Total Economic Impact™ framework for those organizations considering an investment in Laptops and Business Solutions.
The objective of the framework is to identify the cost, benefit, flexibility, and risk factors that affect the investment decision. Forrester took a multistep approach to evaluate the impact that Laptops and Business Solutions can have on an organization.
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Due Diligence
Interviewed HP stakeholders and Forrester analysts to gather data relative to Laptops and Business Solutions.
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Interviews
Interviewed four people at organizations using Laptops and Business Solutions to obtain data about costs, benefits, and risks.
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Composite Organization
Designed a composite organization based on characteristics of the interviewees’ organizations.
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Financial Model Framework
Constructed a financial model representative of the interviews using the TEI methodology and risk-adjusted the financial model based on issues and concerns of the interviewees.
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Case Study
Employed four fundamental elements of TEI in modeling the investment impact: benefits, costs, flexibility, and risks. Given the increasing sophistication of ROI analyses related to IT investments, Forrester’s TEI methodology provides a complete picture of the total economic impact of purchase decisions. Please see Appendix A for additional information on the TEI methodology.
Disclosures
Readers should be aware of the following:
This study is commissioned by HP and delivered by Forrester Consulting. It is not meant to be used as a competitive analysis.
Forrester makes no assumptions as to the potential ROI that other organizations will receive. Forrester strongly advises that readers use their own estimates within the framework provided in the study to determine the appropriateness of an investment in Laptops and Business Solutions. For the interactive functionality using Configure Data/Custom Data, the intent is for the questions to solicit inputs specific to a prospect’s business. Forrester believes that this analysis is representative of what companies may achieve with Laptops and Business Solutions based on the inputs provided and any assumptions made. Forrester does not endorse HP or its offerings. Although great care has been taken to ensure the accuracy and completeness of this model, HP and Forrester Research are unable to accept any legal responsibility for any actions taken on the basis of the information contained herein. The interactive tool is provided ‘AS IS,’ and Forrester and HP make no warranties of any kind.
HP reviewed and provided feedback to Forrester, but Forrester maintains editorial control over the study and its findings and does not accept changes to the study that contradict Forrester’s findings or obscure the meaning of the study.
HP provided the customer names for the interviews but did not participate in the interviews.
Consulting Team:
Kris Peterson
Drivers leading to the Laptops and Business Solutions investment
Interviews
| Role | Industry | Region | Employees |
|---|---|---|---|
| Director of IT business operations | Life sciences/manufacturing | Global | 122,000 |
| Director of IT | Retail | North America | 94,000 |
| Vice president of technology engineering | Financial services | North America | 50,000 |
| Technology implementation manager | Telecommunications | North America | 4,300 |
Key Challenges
Prior to implementing HP Laptops and Business Solutions, interviewees described their organizations as operating within fragmented end-user computing environments. Business units independently managed hardware procurement, software deployments, and IT support, resulting in a disparate mix of devices, processes, and tools. This lack of standardization created inefficiencies, increased support burdens, and introduced security vulnerabilities that impacted daily operations and broader strategic initiatives.
The interviewees noted how their organizations struggled with common challenges, including:
- Higher IT support costs due to fragmented IT ecosystems. The proliferation of vendors and device types required IT teams to manage diverse hardware, software, and processes, each with unique maintenance needs and spare parts. This lack of uniformity increased operational overhead, extended resolution times for hardware issues, and diverted IT resources from more strategic tasks.
- Inconsistent end-user experience impacting productivity. Employees faced varied device performance and usability due to the nonuniform hardware environment. This inconsistency caused frequent disruptions, compatibility issues, and workflow delays. IT teams received high volumes of support requests, which further strained resources and affected productivity across departments.
- Heightened security risks from disparate practices. Independent departmental IT practices created gaps in security policies, patch management, and software updates. These inconsistencies weakened organizations’ overall cybersecurity posture, leaving systems vulnerable to external threats, data breaches, and compliance risks.
Composite Organization
Based on the interviews, Forrester constructed a TEI framework, a composite company, and an ROI analysis that illustrates the areas financially affected. The composite organization is representative of the interviewees’ organizations, and it is used to present the aggregate financial analysis in the next section. The composite organization has the following characteristics:
Description of composite. The composite organization is a global enterprise with 20,000 end users in roles such as administration, customer support, technical operations, data science, design and engineering, product development, and field services. Prior to adopting HP Laptops and Business Solutions, the organization operated in a fragmented IT environment with multiple hardware vendors and inconsistent support structures, leading to inefficient management, higher support costs, and frequent disruptions.
To support its workforce, the organization maintains a dedicated IT support team of 200 personnel, with approximately 70 end-user support staff, 50 endpoint management personnel, and 80 systems management professionals that include desktop engineers, security engineers, and infrastructure specialists. This team is responsible for managing devices, resolving support issues, implementing system updates, and ensuring the smooth operation of IT systems across the organization.
Deployment characteristics. Deploying HP Laptops and Business Solutions begins with a planning and preparation period involving IT leadership and senior managers to ensure alignment with organizational needs. The initial roll out prioritizes critical roles and departments, equipping 5,000 users within the first six months to address immediate operational needs. By the end of Year 1, the composite onboards an additional 5,000 users, bringing total coverage to 10,000. In Years 2 and 3, the deployment transitions to a standard device replacement cycle, rolling out 5,000 units per year to achieve full coverage for all 20,000 end users by the end of Year 3. This structured approach ensures consistent deployment while minimizing disruptions to ongoing operations.
has 0 endpoint and systems management personnel dedicated to maintaining its laptops and business solutions. These FTEs earn an average fully burdened annual salary of $0. also employs 0 FTEs dedicated to end-user support and endpoint management. These FTEs earn an average fully burdened annual salary of $0. Custom results are based on your inputs and the TEI case study.
Quantified benefit data as applied to the composite
Total Benefits
| Ref. | Benefit | Year 1 | Year 2 | Year 3 | Total | Present Value |
|---|---|---|---|---|---|---|
| Atr | Improved IT operational efficiency from streamlined management | $353,400 $353,400 | $706,800 $706,800 | $1,060,200 $1,060,200 | $2,120,400 $2,120,400 | $1,701,949 $1,701,949 |
| Btr | Reduced IT support effort from enhanced issue resolution | $420,280 $420,280 | $840,560 $840,560 | $1,260,840 $1,260,840 | $2,521,680 $2,521,680 | $2,024,038 $2,024,038 |
| Ctr | Improved end-user productivity | $10,260,000 $10,260,000 | $15,390,000 $15,390,000 | $20,520,000 $20,520,000 | $46,170,000 $46,170,000 | $37,463,261 $37,463,261 |
| Total benefits (risk-adjusted) | $11,033,680 $11,033,680 | $16,937,360 $16,937,360 | $22,841,040 $22,841,040 | $50,812,080 $50,812,080 | $41,189,248 $41,189,248 | |
Improved IT Operational Efficiency From Streamlined Management
Evidence and data. Interviewees shared that their organizations benefited from standardized and simplified laptop management through the HP partnership. Prior to adopting a standardized solution, managing multiple hardware and software configurations created inefficiencies, increased troubleshooting time, and led to redundant maintenance efforts. By deploying standardized HP laptops and leveraging HP’s business solutions for configuration, deployment, and endpoint management, interviewees’ organizations streamlined their processes, reduced repetitive work and improved IT operational efficiency.
- The vice president of technology engineering at a financial services organization stated: “Having a single fleet of devices from HP has made a huge difference for us. We don’t have to deal with multiple hardware vendors, and that alone saves us time and effort. It’s just more efficient to manage.”
- This interviewee also noted that the move to HP Laptops and Business Solutions led to efficiency gains for endpoint and systems management personnel of approximately 30%.
- The technology implementation manager at a telecommunications organization noted: “One of the big drivers for us was consolidating everything. Before, we were dealing with too many vendors, which made management a headache. Moving to HP let us streamline operations, and my team isn’t bogged down as much now. We’ve saved a lot of time just by having fewer systems to deal with.”
- The director of IT business operations at a life sciences/manufacturing organization added: “We have older lab equipment that still needs to work alongside newer systems, and HP’s range of products makes that easier. We don’t have to jump between vendors to find something compatible — it’s all streamlined for us now. Procurement and management have gotten a lot simpler.”
- When asked about IT operational efficiencies gained from HP Laptops and Business Solutions, some interviewees agreed that the improvements resulted in at least 10% time savings for endpoint and systems management personnel. Simplified processes, proactive tools, and reduced administrative overhead were cited as key contributors to this efficiency.
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
- The composite organization employs 100 endpoint and systems management personnel, each with an average fully burdened annual salary of $93,000.
- Standardizing on HP devices and using business solutions such as imaging, deployment, and endpoint management tools leads to incremental time savings for IT personnel of 5% in Year 1, 10% in Year 2, and 15% in Year 3 as the organization completes laptop deployment and fully optimizes its management processes.
- Productivity recapture is 80% as most time savings translate to value-added, strategic work for the IT team.
Risks. The value of this benefit can vary across organizations due to the following:
- Variability in IT skill levels. Organizations with less experienced IT teams may struggle to optimize the full benefits of standardized device management.
- Adoption challenges. Resistance to change among IT staff or end users could slow the realization of streamlined efficiencies.
- Ongoing IT complexity. Despite standardizations, ongoing updates, customizations, and integration needs, organizations may still face challenges that limit potential time savings.
Results. To account for these risks, Forrester adjusted this benefit downward by 5%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $1.7 million.
For , this benefit may have a three-year, risk-adjusted total PV of .
The following table shows custom results for .
Improved IT Operational Efficiency From Streamlined Management
| Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | |
|---|---|---|---|---|---|---|
| A1 | Endpoint and systems management personnel | CompositeComposite | 100100 | 100100 | 100100 | |
| A2 | Fully burdened annual salary for endpoint and systems management personnel | CompositeComposite | $93,000 $93,000 | $93,000 $93,000 | $93,000 $93,000 | |
| A3 | Time saved from standardization and simplified management | InterviewsTEI case study | 5%5% | 10%10% | 15%15% | |
| A4 | Productivity recapture | TEI methodology | 80%80% | 80%80% | 80%80% | |
| At | Improved IT operational efficiency from streamlined management | A1*A2*A3*A4 | $372,000 $372,000 | $744,000 $744,000 | $1,116,000 $1,116,000 | |
| Risk adjustment | ↓5% | |||||
| Atr | Improved IT operational efficiency from streamlined management (risk-adjusted) | $353,400 $353,400 | $706,800 $706,800 | $1,060,200 $1,060,200 | ||
| Three-year total: $2,120,400 $2,120,400 | Three-year present value: $1,701,949 $1,701,949 | |||||
Reduced IT Support Effort From Enhanced Issue Resolution
Evidence and data. Interviewees reported that before adopting HP laptops and associated business solutions, fragmented end-user computing environments with multiple vendors and device types prolonged issue resolution, diverted IT resources, and increased user downtime. By standardizing on HP devices and leveraging support tools like remote diagnostics, proactive management, and 24/7 support, interviewees’ organizations simplified troubleshooting, accelerated issue resolution, and reduced IT support overhead.
- The director of IT business operations at a life sciences/manufacturing organization shared: “HP devices are reliable and durable. We see fewer failures or issues, and when they do arise, we can handle them with internal support or escalate quickly if needed.”
- Other interviewees explained how HP Laptops and Business Solutions enhanced issue resolution through fewer hardware problems, reduced troubleshooting processes, and streamlined support processes. When asked about the impact of HP Laptops and Business Solutions on IT issue resolution, some interviewees agreed that time savings reached at least 10% for IT support teams. They emphasized that fewer hardware-related issues, faster troubleshooting, and streamlined escalation processes drove these improvements.
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
- The organization employs 140 IT support personnel, primarily in end-user support and endpoint management roles. The average fully burdened annual salary of an IT employee is $79,000.
- Time savings for IT personnel begin at 5% in Year 1 and increase to 10% in Year 2 and 15% in Year 3 as issue resolution becomes more efficient with standardized HP devices and support tools.
- Productivity recapture is 80% as most time savings can be redirected toward other value-added IT tasks.
Risks. The value of this benefit can vary across organizations due to differences in:
- Complexity of existing IT environments. Organizations with diverse or custom IT systems may require additional time to standardize processes and achieve expected efficiencies.
- User familiarity and adaptability. End users may experience a learning curve when transitioning to standardized devices, which could initially impact support demands.
- Deployment timelines. Staggered or delayed rollouts of HP laptops and tools may delay time savings and reduce the speed of benefit realization.
Results. To account for these risks, Forrester adjusted this benefit downward by 5%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $2.0 million.
For , this benefit may have a three-year, risk-adjusted total PV of .
The following table shows custom results for .
Reduced IT Support Effort From Enhanced Issue Resolution
| Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | |
|---|---|---|---|---|---|---|
| B1 | End-user support and endpoint management personnel | CompositeComposite | 140140 | 140140 | 140140 | |
| B2 | Fully burdened annual salary for end-user support and endpoint management personnel | CompositeComposite | $79,000 $79,000 | $79,000 $79,000 | $79,000 $79,000 | |
| B3 | Time saved on issue resolution activities | InterviewsTEI case study | 5%5% | 10%10% | 15%15% | |
| B4 | Productivity recapture | TEI methodology | 80%80% | 80%80% | 80%80% | |
| Bt | Reduced IT support effort from enhanced issue resolution | B1*B2*B3*B4 | $442,400 $442,400 | $884,800 $884,800 | $1,327,200 $1,327,200 | |
| Risk adjustment | ↓5% | |||||
| Btr | Reduced IT support effort from enhanced issue resolution (risk-adjusted) | $420,280 $420,280 | $840,560 $840,560 | $1,260,840 $1,260,840 | ||
| Three-year total: $2,521,680 $2,521,680 | Three-year present value: $2,024,038 $2,024,038 | |||||
Improved End-User Productivity
Evidence and data. Interviewees reported measurable improvements in employee productivity after deploying standardized HP laptops and associated business solutions. IT productivity gains — achieved through more effective management, fewer hardware-related issues, and faster troubleshooting — also positively impacted end users. By improving system reliability and minimizing downtime, employees experienced fewer disruptions and were able to maintain focus on their work.
- The vice president of technology engineering at a financial services organization said: “We have seen a downward trend in our end-user device calls and more standardization since we’ve gone to this model. When we looked at the data, the reduction was somewhere between 10% and 15%.”
- Other interviewees highlighted how HP Laptops and Business Solutions improved employee productivity by reducing workflow disruptions. They described fewer device-related issues, faster problem resolution, and better device performance as enhancing day-to-day efficiency.
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
- The composite rolls out new HP laptops to 10,000 employees in Year 1 and increases this to 15,000 employees in Year 2 and 20,000 employees in Year 3.
- Employees save an average of 0.25 hours per day due to fewer disruptions, better device performance, and faster issue resolution.
- The organization achieves a 50% productivity recapture, meaning half of employees’ time savings translate into additional, productive work.
- The fully burdened hourly rate for an end user is $38.
Risks. The extent of productivity gains can vary depending on:
- Initial learning curves. Users may face short-term disruptions as they adapt to new devices and workflows.
- Technology adoption variability. Some employees may not fully leverage the capabilities of the new devices, limiting overall productivity improvements.
- Rollout effectiveness. Inadequate IT support or inconsistent deployment practices may delay the realization of productivity benefits.
Results. To account for these risks, Forrester adjusted this benefit downward by 10%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $37.5 million.
For , this benefit may have a three-year, risk-adjusted total PV of .
The following table shows custom results for .
Improved End-User Productivity
| Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | |
|---|---|---|---|---|---|---|
| C1 | End users with HP laptops | CompositeComposite | 10,00010,000 | 15,00015,000 | 20,00020,000 | |
| C2 | Hours saved per day per end user from faster startup, improved performance, fewer disruptions, and enhanced issue resolution | InterviewsTEI case study | 0.250.25 | 0.250.25 | 0.250.25 | |
| C3 | Productivity recapture | TEI methodology | 50%50% | 50%50% | 50%50% | |
| C4 | Subtotal: End-user hours saved and redirected to value-added work | C1*C2*C3*240 | 300,000300,000 | 450,000450,000 | 600,000600,000 | |
| C5 | Fully burdened hourly rate for an end user | CompositeComposite | $38 $38 | $38 $38 | $38 $38 | |
| Ct | Improved end-user productivity | C4*C5 | $11,400,000 $11,400,000 | $17,100,000 $17,100,000 | $22,800,000 $22,800,000 | |
| Risk adjustment | ↓10% | |||||
| Ctr | Improved end-user productivity (risk-adjusted) | $10,260,000 $10,260,000 | $15,390,000 $15,390,000 | $20,520,000 $20,520,000 | ||
| Three-year total: $46,170,000 $46,170,000 | Three-year present value: $37,463,261 $37,463,261 | |||||
Unquantified Benefits
Interviewees mentioned the following additional benefits that their organizations experienced but were not able to quantify:
- Enhanced employee experience. Interviewees shared that HP’s diverse portfolio of devices ensured employees received tools tailored to their roles and workloads. They also acknowledged that employees appreciated the reliable performance and modern technology, which contributed to increased satisfaction and empowered day-to-day work. Help desk resources were also more available and resolved issues faster when they did arise, further augmenting this benefit.
Flexibility
The value of flexibility is unique to each customer. There are multiple scenarios in which a customer might implement Laptops and Business Solutions and later realize additional uses and business opportunities, including:
- Scalability to meet evolving business demands. Interviewees highlighted HP’s ability to support large-scale, global deployments and adapt to changing workforce needs. HP’s diverse range of devices, combined with simplified procurement processes, allowed organizations to scale operations efficiently, whether accommodating new employees, expanding operations, or adjusting to operational changes. Standardized devices enabled seamless onboarding and reduced complexity, and HP’s ability to bundle devices and solutions into a single procurement cycle further streamlined scaling efforts during periods of growth.
- Financial flexibility through opex and capex options. Interviewees discussed how HP’s purchasing flexibility allowed their organizations to optimize financial planning by choosing between opex or capex models. This adaptability helps organizations effectively align spending with strategic priorities, manage cash flow, and respond to budget constraints or economic fluctuations.
- Support for sustainability initiatives. Interviewees spoke positively about HP’s commitment to energy efficient devices and recycling programs and felt they could align their IT operations with corporate sustainability goals to help reduce their organizations’ environmental impact.
Flexibility would also be quantified when evaluated as part of a specific project (described in more detail in Appendix A).
Quantified cost data as applied to the composite
Total Costs
| Ref. | Cost | Initial | Year 1 | Year 2 | Year 3 | Total | Present Value |
|---|---|---|---|---|---|---|---|
| Dtr | Device and bundled solutions | $4,500,000 $4,500,000 | $4,500,000 $4,500,000 | $4,500,000 $4,500,000 | $4,500,000 $4,500,000 | $18,000,000 $18,000,000 | $15,690,834 $15,690,834 |
| Etr | Internal implementation and oversight | $0 $0 | $1,542,450 $1,542,450 | $771,225 $771,225 | $462,735 $462,735 | $2,776,410 $2,776,410 | $2,387,263 $2,387,263 |
| Ftr | End-user learning and optimization | $399,000 $399,000 | $399,000 $399,000 | $399,000 $399,000 | $399,000 $399,000 | $1,596,000 $1,596,000 | $1,391,254 $1,391,254 |
| Total costs (risk-adjusted) | $4,899,000 $4,899,000 | $6,441,450 $6,441,450 | $5,670,225 $5,670,225 | $5,361,735 $5,361,735 | $22,372,410 $22,372,410 | $19,469,351 $19,469,351 | |
Device And Bundled Solutions
Evidence and data. Interviewees provided estimates for the cost of HP Laptops and Business Solutions, which were used to create the estimate for the composite of $900 per HP laptop and the bundled business solutions (corroborated by HP). This cost reflects a mix of models tailored to meet diverse user needs, ranging from standard business laptops for general users to high-performance devices for power users and lightweight, portable options for frequent travelers. Pricing may vary. Contact HP for additional details.
Modeling and assumptions. To quantify this cost, Forrester assumes the following:
- The composite organization deploys 5,000 laptops in the first six months of Year 1, followed by an additional 5,000 units by the end of Year 1. It deploys 5,000 laptops in Year 2 and an additional 5,000 in Year 3, totaling 20,000 laptops by the end of Year 3.
- The average cost per laptop, including bundled services, is $900. This includes bundled business solutions providing configuration, deployment, and management tool support to streamline IT operations.
Risks. Factors that could influence this cost include:
- Variations in laptop and service costs. Organizational requirements, such as higher-end models or additional services, could have an impact on overall pricing.
- Potential upgrade or expanded services costs. Organizations that take advantage of new HP laptops or service enhancements introduced over time may incur additional costs.
Results. Forrester assumes a 0% risk adjustment for this cost, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $15.7 million.
For , device and bundled solutions fees to HP may have a three-year, risk-adjusted total PV of .
The following table shows custom results for .
Device And Bundled Solutions
| Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 | |
|---|---|---|---|---|---|---|---|
| D1 | HP laptops deployed | CompositeComposite | 5,0005,000 | 5,0005,000 | 5,0005,000 | 5,0005,000 | |
| D2 | Average cost of device and bundled solutions | InterviewsTEI case study | $900 $900 | $900 $900 | $900 $900 | $900 $900 | |
| Dt | Device and bundled solutions | D1*D2 | $4,500,000 $4,500,000 | $4,500,000 $4,500,000 | $4,500,000 $4,500,000 | $4,500,000 $4,500,000 | |
| Risk adjustment | 0% | ||||||
| Dtr | Device and bundled solutions (risk-adjusted) | $4,500,000 $4,500,000 | $4,500,000 $4,500,000 | $4,500,000 $4,500,000 | $4,500,000 $4,500,000 | ||
| Three-year total: $18,000,000 $18,000,000 | Three-year present value: $15,690,834 $15,690,834 | ||||||
Internal Implementation And Oversight
Evidence and data. Interviewees shared that implementing HP laptops and associated business solutions required internal coordination to oversee planning, ensure smooth integration, and align with internal IT policies. Senior IT personnel led these efforts, providing oversight and strategic direction, and HP managed most of the deployment and provisioning work.
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
- The implementation effort requires 10 FTEs in Year 1 to oversee the deployment of 10,000 laptops.
- In Year 2, the required effort decreases to five FTEs as deployment slows to 5,000 units.
- In Year 3, the deployment of the final 5,000 laptops requires oversight from three FTEs.
- The average fully burdened annual salary for an IT professional involved in implementation and oversight is $146,900.
Risks. Several factors could influence the internal effort required, including:
- Complexity of existing IT infrastructure. Legacy systems may require additional oversight to ensure compatibility.
- Customization requirements. Unique configuration needs could increase internal workloads.
- Organizational readiness. Companies with limited experience managing large-scale deployments may face delays or require additional resources.
Results. To account for these risks, Forrester adjusted this cost upward by 5%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $2.4 million.
For , implementation and oversight may have a three-year, risk-adjusted total PV of .
The following table shows custom results for .
Internal Implementation And Oversight
| Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 | |
|---|---|---|---|---|---|---|---|
| E1 | Internal implementation and oversight team | CompositeComposite | 1010 | 55 | 33 | ||
| E2 | Fully burdened annual salary for an implementation team member | CompositeComposite | $146,900 $146,900 | $146,900 $146,900 | $146,900 $146,900 | ||
| Et | Internal implementation and oversight | E1*E2 | $0 $0 | $1,469,000 $1,469,000 | $734,500 $734,500 | $440,700 $440,700 | |
| Risk adjustment | ↑5% | ||||||
| Etr | Internal implementation and oversight (risk-adjusted) | $0 $0 | $1,542,450 $1,542,450 | $771,225 $771,225 | $462,735 $462,735 | ||
| Three-year total: $2,776,410 $2,776,410 | Three-year present value: $2,387,263 $2,387,263 | ||||||
End-User Learning And Optimization
Evidence and data. Interviewees shared that end users did not need formal training but spent some time familiarizing themselves with their new HP laptops, customizing settings, and integrating the devices into their workflows.
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
- End users spend an average of two hours learning basic functionality, customizing settings, and optimizing workflows.
- The average fully burdened hourly rate for an end user is $38.
Risks. The time investment for learning and optimization may vary due to:
- Familiarity with previous devices. Users transitioning from similar devices may require less time, although others may face a steeper learning curve.
- Specialized applications. Roles requiring advanced tools or specific software configurations may extend the learning and optimization period.
Results. To account for these risks, Forrester adjusted this cost upward by 5%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $1.4 million.
For , this cost may have a three-year, risk-adjusted total PV of .
The following table shows custom results for .
End-User Learning And Optimization
| Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 | |
|---|---|---|---|---|---|---|---|
| F1 | HP laptops deployed | CompositeComposite | 5,0005,000 | 5,0005,000 | 5,0005,000 | 5,0005,000 | |
| F2 | End-user hours spent learning new laptop functionality and optimization | InterviewsTEI case study | 22 | 22 | 22 | 22 | |
| F3 | Fully burdened hourly rate for an end user | CompositeComposite | $38 $38 | $38 $38 | $38 $38 | $38 $38 | |
| Ft | End-user learning and optimization | F1*F2*F3 | $380,000 $380,000 | $380,000 $380,000 | $380,000 $380,000 | $380,000 $380,000 | |
| Risk adjustment | ↑5% | ||||||
| Ftr | End-user learning and optimization (risk-adjusted) | $399,000 $399,000 | $399,000 $399,000 | $399,000 $399,000 | $399,000 $399,000 | ||
| Three-year total: $1,596,000 $1,596,000 | Three-year present value: $1,391,254 $1,391,254 | ||||||
Consolidated Three-Year, Risk-Adjusted Metrics
Cash Flow Chart (Risk-Adjusted)
Total costs Total benefits Cumulative net benefits Initial Year 1 Year 2 Year 3-
The financial results calculated in the Benefits and Costs sections can be used to determine the ROI, NPV, and payback period for the composite organization’s investment. Forrester assumes a yearly discount rate of 10% for this analysis.
These risk-adjusted ROI, NPV, and payback period values are determined by applying risk-adjustment factors to the unadjusted results in each Benefit and Cost section.
Cash Flow Analysis (Risk-Adjusted)
| Initial | Year 1 | Year 2 | Year 3 | Total | Present Value | |
|---|---|---|---|---|---|---|
| Total costs | ($4,899,000)($4,899,000) | ($6,441,450)($6,441,450) | ($5,670,225)($5,670,225) | ($5,361,735)($5,361,735) | ($22,372,410)($22,372,410) | ($19,469,351)($19,469,351) |
| Total benefits | $0 $0 | $11,033,680 $11,033,680 | $16,937,360 $16,937,360 | $22,841,040 $22,841,040 | $50,812,080 $50,812,080 | $41,189,248 $41,189,248 |
| Net benefits | ($4,899,000)($4,899,000) | $4,592,230 $4,592,230 | $11,267,135 $11,267,135 | $17,479,305 $17,479,305 | $28,439,670 $28,439,670 | $21,719,897 $21,719,897 |
| ROI | 112%112% | |||||
| Payback | 13.013.0 | |||||
Appendix A: Total Economic Impact
Total Economic Impact is a methodology developed by Forrester Research that enhances a company’s technology decision-making processes and assists solution providers in communicating their value proposition to clients. The TEI methodology helps companies demonstrate, justify, and realize the tangible value of business and technology initiatives to both senior management and other key stakeholders.
Total Economic Impact Approach
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Benefits represent the value the solution delivers to the business. The TEI methodology places equal weight on the measure of benefits and costs, allowing for a full examination of the solution’s effect on the entire organization.
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Costs comprise all expenses necessary to deliver the proposed value, or benefits, of the solution. The methodology captures implementation and ongoing costs associated with the solution.
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Flexibility represents the strategic value that can be obtained for some future additional investment building on top of the initial investment already made. The ability to capture that benefit has a PV that can be estimated.
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Risks measure the uncertainty of benefit and cost estimates given: 1) the likelihood that estimates will meet original projections and 2) the likelihood that estimates will be tracked over time. TEI risk factors are based on “triangular distribution.”
The initial investment column contains costs incurred at “time 0” or at the beginning of Year 1 that are not discounted. All other cash flows are discounted using the discount rate at the end of the year. PV calculations are calculated for each total cost and benefit estimate. NPV calculations in the summary tables are the sum of the initial investment and the discounted cash flows in each year. Sums and present value calculations of the Total Benefits, Total Costs, and Cash Flow tables may not exactly add up, as some rounding may occur.
Appendix B: Endnotes
1 Total Economic Impact is a methodology developed by Forrester Research that enhances a company’s technology decision-making processes and assists vendors in communicating the value proposition of their products and services to clients. The TEI methodology helps companies demonstrate, justify, and realize the tangible value of IT initiatives to both senior management and other key business stakeholders.
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