...Case Study 13-3: Texas Instruments and Hewlett-Packard Case Context: Texas Instrument (TI) and Hewlett Packard (HP) are two companies famous for introducing Electric and electronic products. Although competing in similar industries, their strategies are very much different. Problem Definition: Given the differences in strategy between two firms, what would you expect would be the differences between TI & HP in their planning and control system; strategic planning systems; budgeting systems; reporting systems; performance evaluation systems and incentive compensations systems. Inferred from the case, we expect some differences in planning and control system between Texas Instruments and Hewlett Packard. This paper will discuss and propose some strategic planning systems, budgeting systems, reporting systems, performance evaluation systems and incentive compensation system for each company. . Strategic Planning Systems: In term of corporate level strategy, both firms have the same definition of business in which the firm will participate. TI and Hewlett-Packard (HP) are both in high-technology electric and electronics. But, the second aspect of corporate level strategy, which is deployment of resources among the business, may be different for each firm depends on the objectives that they want to achieve and competitive advantages that they have. I am well known for its first...
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...Chapter 1 3 Controls for Differentiated Strategies 597 Case 13-3 Texas Instruments and Hewlett-Packard Texas Instruments (TI) and Hewlett-Packard (HP) developed, manufactured, and sold high-technology electric and electronic products. Texas Instruments had three main lines of business in 1984: components, which includ ed semi conductor integrated circuits, semiconductor subassemblies, and electronic control devices; digital products, which included minicomputers, personal com puters, scientific instruments, and calculators; and government electronics, which included radar systems, missile guidance and control system s, and in frared surveillance systems. The three businesses generated 46 percent, 19 percent, and 24 percent, respectively, of TI’s sales in 1984. Hewle tt-Packard operated in two main lines of business: computer products, which included factory automation computers, engineering workstations, data termin als, per sonal computers, and calculators; and electronic test and measu rement sys tems, which included instruments that were used to evaluate the operation of electrical equipment against standards, instruments that would measu re and display electronic signals, voltmeters, and oscilloscopes. These busine sses gen erated 53 percent and 37 percent, respectively, of HP’s 1984 sales. Summary financial information for each company is presented in Exhibit 1. Although Texas Instruments and Hewlett-Packard competed in similar industries, the strategies chosen by these...
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...Change management project: The HP merger with Compaq Table of content: • HP- presentation • Subject of change- Hp’s merger with Compaq • Promoters of the change and their motivation • Resisting forces • Critical mass • Trigger. Reducing resisting forces. Results • Change process-dynamics of the forces that promote change and the inertial forces • Analysis of the result. Residual stress • Conclusions HP In 1938, two Stanford graduates in electrical engineering, William Hewlett and David Packard, started their own business in a garage behind Packard’s Palo Alto home. One year later, Hewlett and Packard formalized their business into a partnership called Hewlett-Packard. HP was incorporated in 1947 and began offering stock for public trading 10 years later. Annual net revenue for the company grew from $5.5 million in 1951 to $3 billion in 1980. By 1997, annual net revenue exceeded $42 billion and HP had become the world’s second largest computer supplier. HP posted net revenue in 2009 was $115 billion, with approximately $40 billion coming from services. In 2006, the intense competition between HP and IBM tipped in HP's favor, with HP posting revenue of US$91.7 billion, compared to US$91.4 billion for IBM; the gap between the companies widened to $21 billion in 2009. In 2007, HP's revenue was $104 billion,] making HP the first IT company in history to report revenues exceeding $100 billion In 2008 HP...
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...Hewlett-Packard Company Company Profile Publication Date: 16 Apr 2010 www.datamonitor.com Europe, Middle East & Africa 119 Farringdon Road London EC1R 3DA United Kingdom t: +44 20 7551 9000 f: +44 20 7551 9090 e: euroinfo@datamonitor.com Americas 245 5th Avenue 4th Floor New York, NY 10016 USA t: +1 212 686 7400 f: +1 212 686 2626 e: usinfo@datamonitor.com Asia Pacific Level 46 2 Park Street Sydney, NSW 2000 Australia t: +61 2 8705 6900 f: +61 2 8088 7405 e: apinfo@datamonitor.com Hewlett-Packard Company ABOUT DATAMONITOR Datamonitor is a leading business information company specializing in industry analysis. Through its proprietary databases and wealth of expertise, Datamonitor provides clients with unbiased expert analysis and in depth forecasts for six industry sectors: Healthcare, Technology, Automotive, Energy, Consumer Markets, and Financial Services. The company also advises clients on the impact that new technology and eCommerce will have on their businesses. Datamonitor maintains its headquarters in London, and regional offices in New York, Frankfurt, and Hong Kong. The company serves the world's largest 5000 companies. Datamonitor's premium reports are based on primary research with industry panels and consumers. We gather information on market segmentation, market growth and pricing, competitors and products. Our experts then interpret this data to produce detailed forecasts and actionable recommendations, helping you create new business opportunities...
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...Solectron Supply Chain Management Best Practice Background Solectron was founded in 1977 as the as the “Solar Energy Company”, and originally produced solar energy products. Today it is a worldwide provider of electronics manufacturing services to original equipment manufacturers (OEM’s). The company provides customized, integrated manufacturing services that span all three stages of the product life cycle, including pre-manufacturing, manufacturing, and post-manufacturing (see Table 1). These servies are now integrated to the point where Solectron is now responsible for all supply chain processes associated with sourcing parts, building, and distribution of electronics and systems for almost every major OEM customer in the industry. A list of primary OEM customers is shown in Table 2, which spans the telecommunication, networking, computer systems, peripherals, semiconductors, consumer electronics, industrial equipment, medical electronics, avionics, and automotive electronics industries. These industries are in different stages of maturity, with network manufacturers fairly new, and computer systems fairly mature. The diversity of major customers in this list is testimony to their success. In 1991, Solectron won the Malcolm Baldrige National Quality Award, reflecting the high level of performance achieved within this company. The company has also been honored with more than 100 recognition awards, 25 of which were received this year (see Table 3). The...
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...SUSTAINING COMPETITIVE ADVANTAGE AT DELL Michael Dell started Dell Inc. in 1984 when he was an undergraduate student at the University of Texas. Just over two decades later, Dell, with headquarters in Round Rock, Texas, in the United States is now one of the 25 largest companies in the US. It has grown to become one of the world’s great computer companies, with near leading shares in the personal computer and server businesses. In early 2007, annual sales revenues stood at US$56 billion. In fiscal 2003, a year in which most computer makers lost money due to slumping global demand for PCs, Dell saw its revenues jump by US$5 billion to US$36 billion, made US$2.8 billion in operating profit, and gained 2.3% in global market share. For half a decade Dell was the market-share leader but in 2005 it lost its market-share lead to one of its main rivals, Hewlett- Packard (HP). Approximately one-third of Dell’s sales are made outside the United States. Nearly 65% of its revenue originates in North and South America, 23% in Europe, the Middle East and Africa, and 12% in the Asia and Pacific region, a region that includes Australia, China, India, New Zealand and Japan. Dell is experiencing rapid increases in sales outside of the US. For example, in 2006 and early 2007 sales in Brazil grew by 84%, 24% in Germany, 93% in India and 33% in China. Dell’s global competitors include HP, Lenovo, Acer, Fuji-Siemens and Gateway. In Australia and New Zealand, Dell holds second position in the PC and...
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...Solectron Supply Chain Management Best Practice Background Solectron was founded in 1977 as the as the “Solar Energy Company”, and originally produced solar energy products. Today it is a worldwide provider of electronics manufacturing services to original equipment manufacturers (OEM’s). The company provides customized, integrated manufacturing services that span all three stages of the product life cycle, including pre-manufacturing, manufacturing, and post-manufacturing (see Table 1). These servies are now integrated to the point where Solectron is now responsible for all supply chain processes associated with sourcing parts, building, and distribution of electronics and systems for almost every major OEM customer in the industry. A list of primary OEM customers is shown in Table 2, which spans the telecommunication, networking, computer systems, peripherals, semiconductors, consumer electronics, industrial equipment, medical electronics, avionics, and automotive electronics industries. These industries are in different stages of maturity, with network manufacturers fairly new, and computer systems fairly mature. The diversity of major customers in this list is testimony to their success. In 1991, Solectron won the Malcolm Baldrige National Quality Award, reflecting the high level of performance achieved within this company. The company has also been honored with more than 100 recognition awards, 25 of which were received this year (see Table 3). The...
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... www.smartlabelsUSA.com Now in its 5th Year Smart Labels USA - the must-attend RFID event of the year - is back in Boston, bigger and better than ever before. The Smart Labels world-series of events by IDTechEx provides renowned, independent, global-reach RFID information and solutions through conferences, masterclasses, seminars and trade expositions. The Smart Labels series address how RFID and allied technologies are developing and being used in the U.S and around the World. Smart Labels USA is the biggest global event uniquely drawing Executive Level Representatives from the LABEL, PRINTING, PACKAGING, CONVERTING and USER market, teaching; RFID impact on businesses across a wide range of applications such as retail, manufacturing, healthcare, airlines and airports, passenger transport, archiving… RFID implementation – experience from the experts Manufacturing RFID smart labels Cutting edge RFID smart label technologies RFID Market growth – what’s in it for you? In 2006, almost three times the volume of RFID tags will be sold than over the previous 60 years since their invention. Primarily this will be because retailers and military forces are demanding that suppliers fit tags to pallets and cases to save cost and improve service but many other applications will be growing very rapidly. This exponential growth will continue and by 2015, the value of sales of RFID tags will have increased...
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...in Delaware in January of 1991. In 1993, the company went public, trading on the NASDAQ before transferring its stock to the New York Stock Exchange in 1997. Today, the company’s corporate headquarters are located in California in the city of Poway. As a major supplier of personal computers and related products and services, Gateway Inc. is a firm currently competing in the computer manufacturing industry along with Dell, Hewlett-Packard, IBM, Toshiba, Apple, and others. It does not only manufacture PCs and laptops, the company also offers servers, workstations, an assortment of computer accessories (monitors, printers, software, memory, etc.), and a line of digital electronics. Gateway Inc. has a broad target market. It consists of small to large business, government and educational institutions, and home and home office. It sells its products nationally through a number distribution channels, including its Website, telephone call centers, and retail stores. The company’s mission is “to be the leading integrator of personalized technology solutions,” by “improving the quality of life through technology,” via “leadership, Innovation, Caring, Honesty, Discipline and Focus.” Why Gateway? Since I was a child I have been attracted to the mechanics behind every toy I was given to play with. This curiosity developed into a hobby as electronic components, computers, and other gadgets have become my toys. As a college student I would like for this hobby to evolve into a career...
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...ACCTG 331 – INTEGRATIVE ACCOUNTING TOPICS I FINANCIAL REPORTING MODULE FALL 2014 INSTRUCTORS: Amy Barry EMAIL: abarry@welkgroup.com or abarry@mail.sdsu.edu CLASS TIMES: W; 7:00PM – 9:40PM; SSW 2501 OFFICE: Student Services East Building (SSE) 2419 OFFICE HRS: Wednesdays: 4:00PM – 5:30PM (If students cannot make these above times, students can always make an appointment to come see me in my office.) PREREQUISITES: Admission to Accountancy major, minor, or certificate. Minimum grade of C in both ACCTG 201 and 202. Completion of General Education requirement in Communication and Critical Thinking. Proof of completion of prerequisites required: Copy of transcript. TEXTBOOKS: Intermediate Accounting, 7th Edition (with Connect access card); Spiceland, Sepe, Nelson and Tomassini (REQUIRED) Financial Accounting Exam Questions & Explanations 18TH W/ A/C Test Prep Software – Gleim (Optional) ADDITIONAL: We will be using the red Parscore forms (F-289) for ALL EXAMS AND QUIZZES. STUDENT LEARNING OUTCOMES FOR THIS MODULE: The purpose of this module of ACCT 331 is to enhance and expand your current understanding of corporate financial reporting for the subject areas covered in the module. More specifically, we will take an in-depth look at the mechanics of financial accounting and the theory behind U.S. GAAP as presented in the statement of operations (i.e., income statement) and the statement of financial position (i.e., balance sheet). We...
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...Business York University Course Outline FINE 2000T “Introduction to Finance” Class Day: Mondays & Wednesdays, 10:00-11:30 a.m. Room: SSB W136 Term: Winter, 2014 Instructor: Tony Mayadunne amayadunne@schulich.yorku.ca Room Office hours: Mondays & Wednesdays, 11:30 a.m. to 12:30 p.m., or by appointment. Brief Description: Students learn about investment and financing in this core course. The investment decision allocates scarce resources to projects in the organization, and involves asset valuation, capital budgeting, risk management, working capital management and performance assessment. The financing decision chooses sources of cash to finance the investment decisions and involves capital structure, financial instruments, the risk-return trade-off, financial planning and the cost of capital. Ethical considerations and management in the global context are integrated into these topics. Course Credit Exclusion: AP/ECON 3.00 (AS/ECON 4400 3.00 or AK/ECON 4082 3.00) Prerequisite: none Course objectives: The course objectives are to introduce students to the theory of financial management and its application to the business world. It analyzes how financial managers make decisions within a framework which emphasizes the time value of money (TVM) and the relationship between expected return and risk. In addition, we examine the techniques that financial managers use to evaluate feasibility of undertaking new projects (i.e., capital budgeting). ...
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...Steve jobs and Bill Gates weren’t even born. It is the company from which PC industry giants like Apple and Microsoft inherited corporate culture. Bill and Dave were graduates of the electrical engineering program of Stanford University. They decided to start business on drawing on Bill’s study of negative feedback. So there first product became the resistance capacitance audio oscillator, used to test sound equipment. First client was Walt Disney which used HP product in his animated movie Fantasy. From the day of founding HP was distinguished from other tech companies by it’s corporate culture. They called it HP way. Even Steve Wozniak founder of Apple praises HP corporate culture and says that the Apple seed was planted in Hewlett-Packard cubicle. It was philosophy which emphasized integrity, respect for individuals, teamwork, innovation and contribution to customers. HP grow from garage to world's one of the most valuable company. Most of the large companies have problems, which they haven’t had when they were small. In 1972 HP introduced first scientific calculator, in 1980 it introduces first PC and in1985 Laser Jet Printer. These are the years of HP innovations. From 1983 Printer and it’s accessories has become HP main sales driver. These are the years on which HP was holding...
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...@ STRATEGY IMPLEMENTATION MDP 111M GROUP ASSIGNMENT 01 Due Date: Aug-2011 ANALYSING THE EXTERNAL AND INTERNAL ENVIRONMENT OF “DELL” Inc By Group DRIVE (Delegate, Research, Interview, Verify, Execute) |Group members |Student numbers | |1 |HYLTON LUDWIG |73014699 | |2 |GERT LABUSCHAGNE |73030074 | |3 |SAM BALOYI |73019909 | |4 |AVINAASH SINGH |73030090 | |5 |VICTOR MTHOMBENI |71914161 | |6 |SHAWN GORMAN |73026700 | |7 |JACO BIERMAN |73051764 | Contents 1. INTRODUCTION 1 2. ANALYSIS OF THE EXTERNAL ENVIRONMENT USING PESTLE 2 2.1 Political 2 2.2 Economical 2 2.3 Social 3 2.4 Technological 4 2.5 Legal 5 2.6 Environmental 5 3. ANALYSIS OF THE EXTERNAL ENVIRONMENT USING PORTERS 5 FORCES 6 3.1 Threat of New Entrants 6 3.2 Bargaining Power of Customers. 7 3.3 The Threat of Substitute Products 8 3.4 The Bargaining Power of Suppliers...
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...Harvard Business School 9-799-158 June 6, 1999 D Matching Dell O N Between 1994 and 1998, the revenue of Dell Computer Corporation rose from $3.5 billion to $18.2 billion, and profits increased from $149 million to $1.5 billion. The company’s stock price rose by 5,600%. During the same period, Dell grew twice as fast as its major rivals in the personal computer market and tripled its market share. In the first half of 1998, Dell reported operating earnings that were greater than the personal computer earnings of Compaq, Gateway, Hewlett1 Packard, and IBM combined. On Forbes magazine’s list of the richest Americans, Michael Dell, the 33-year-old founder of Dell Computer, ranked fourth with an estimated worth of $13 billion. He trailed only Bill Gates, Warren Buffett, and Paul Allen on the list and was worth more than Gates had 2 been at the same age. O Dell Computer had pioneered the widely publicized “Direct Model” in the personal computer (PC) industry. While competitors sold primarily through distributors, resellers, and retail sites, Dell took orders directly from customers, especially corporate customers. Once it received an order, Dell rapidly built computers to customer specifications and shipped machines directly to the customer. T The success of the Direct Model attracted the intense scrutiny of Dell’s competitors. By 1997, headlines such as “Now Everyone in PCs Wants to Be Like Mike,” “Compaq Reengineers the Channel: Will...
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...withdrawn from this course by your instructor, School of Business Dean’s Office or by the Graduate Studies Department. The course syllabus provides a general plan for the course; deviations may be necessary. COURSE PREREQUISITE: All MBA Foundations classes must be completed or waived before enrollment in FIN 611. REQUIRED MATERIALS: 1. Textbook – Corporate Finance: The Core, by J. Berk and P. DeMarzo, published by Prentice Hall, ISBN (10‐digit) 0132153688. Available in loose leaf (3‐ring) format in the U Tampa bookstore. Textbook are also available as an e‐book from coursesmart: 1 Revised 08/21/2012 2. Cases and readings: available from www.study.net – available by 8/27/12 3. Additional files and readings will be distributed via Blackboard 4. Calculator - A financial calculator is required for this class. A Hewlett Packard 10B or a Texas Instruments BAII+ is ideal. Other brands/models may also suffice. Bring your calculator to class every day. Be sure you know how to use it. 5. Laptop computer – Many students find it useful to use their laptop computer during class. This is not required. Any student using a laptop during class is expected to stay fully focused on the subject at hand at all times – no e-mail, internet, etc....
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