...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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...TRANSFORMATION Leadership at HP | Under supervision of DR. Ahmed Farouk | | This report will present transformation process of hp corp. By discussing the following topics: Organization background, organization culture specifically “hp way”, One of the leaders who leaded the company towards a great transformation, hp before and after the transformation and finally discussing the role of the human resource in the transformation process. | | | 1/30/2012 | | CONTENTS 1. INTRODUCTION …………………………………………………………………………………… | 03 | 2. ORGANIZATION BACKGROUND ……………………………………………………………….2.1 HP Background …………………………………………………………………………………..2.2 HP Mission Statements …………………………………………………………………………..2.2 HP Vision Statements ……………………………………………………………………………2.3 HP Workforce …………………………………………………………………………………… | 0505111212 | 3. THE RISE AND FALL OF "THE HP WAY" ……………………………...................................... 3.1 Rising the HP Way ……………………………………………………………………………….3.2 Losing the HP Way ……………………………………………………………............................ | 131316 | 4. HP SIGNIFICANT TRANSFORMATION ……………………………………………………….. 4.1 HP Before The Transformation …………………………………………………………………4.1.1 Lewis Platt ……………………………………………………………………………4.1.2 HP's Carly Fiorina: The CEO of HP …………………………………………………4.1.3 HP's Carly Fiorina: The Transformation leader ……………………………………...4.2 Hp Transformation ………………………………………………………………………………...
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...Dell Computer Corporation Dell Computer Corporation since its arrival in the computer manufacturing business has been following the “Direct Model” that has helped it to leverage its position as a leading manufacturer of PCs. When Dell entered the PC manufacturing industry there were already established competitors like IBM, HP, COMPAQ, Gateway and Apple.IBM was the pioneer with respect to technical standards in the PC industry and also had an open architecture allowing developers to build applications suitable for running on the IBM machines. The industry was rallying around the standards set by IBM and all major players in the industry had IBM clone machines except for Apple which was using alternative standards and had its own proprietary architecture. The major players had strong sales force teams and dealer networks .So the PC industry had a lot of competition and there was very less opportunity for any substantial growth in the industry. Because of presence of so many competitors in the industry price wars were common and locking in customers could only be done by providing them with a cost effective solution. Also the PC manufacturing industry had two prominent suppliers for the microprocessor (Intel) and the operating system (Microsoft) ,the two most important things required in building a PC. Even though Intel made the microprocessor available to purchasers at a standard price it rationed new products to PC makers based on the proportion of their previous purchases...
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...COMPETE Acknowledgement: This research has been supported by grants from the CISE/IRIS/CSS Division of the U.S. National Science Foundation, and the NSF Industry/University Cooperative Research Center, whose members include: ATL Products, The Boeing Company, Canon Information Systems, IBM Global Services, Nortel, Rockwell, Seagate Technology, Sun Microsystems and Systems Management Specialists (SMS). The authors would like to acknowledge the research assistance of Bryan MacQuarrie. They would also like to acknowledge the cooperation and assistance of numerous Acer Group executives and managers who agreed to be interviewed and provided vital data and information Acer_case_10-99.doc 2 Acer: An IT Company Learning to Use IT to Compete Jason Dedrick, Kenneth L. Kraemer, Tony Tsai I. INTRODUCTION Acer Computer is an unusual company in the personal computer industry. Companies such as Dell, Compaq and Gateway focus on designing, configuring, marketing and servicing PCs and increasingly leave the manufacturing to contract manufacturers and OEM producers. By contrast, Acer is a diversified, vertically integrated manufacturer of PCs, components and peripherals that it sells under its own brand name and on an OEM basis for other PC makers. Acer’s diversified product line resembles that of giants such as IBM, Hewlett-Packard, Toshiba and NEC, yet it is only a fraction of their size. Acer’s strategies and culture are the product of founder and chairman Stan Shih. Shih started the...
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...titida@scitech.au.edu Abstract. The aim of this research is to investigate the sale promotion factors that impact on consumers’ purchasing decision on Portable PCs or notebooks in Thailand. This study was designed to use the survey research method and the convenience sampling technique was used in collecting the sample data. Questionnaires were distributed to qualified respondents in Commart Thailand 2011 Event at Queen Sirikit Convention Center on 17th – 20th March 2011. A total of 191 respondents were participated in this study. The data were analyzed and summarized with SPSS software and binary logistic regression analysis was used to examine which sale promotion factors that impact on consumers’ purchasing decision of Portable PC Acer and Compaq & HP. The results of this research is indicated that the sale promotion factors “Offer member card for discount” , “Extend warranty period” , “Bundled with scanner” , “Billboard, radio, leaflet, and magazine”, and “Able to pay by installments” are the important factors that impact on consumers’ purchasing decision on Portable PCs. Furthermore, the researcher found that the marketer can enhance more effectiveness of customers need, increase customer base and make more market shares in this segmentation by using sale promotion strategies about developing member card for discount, increasing the number of advertising media, warranty period conditions, setting the special premiums, and how to pay...
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...Economics of Competitive Strategy Professor R. Preston McAfee Apple Computer Inc.: Digital Connectivity in the Age of the Maturing PC 8 April 2002 Group : Alp Buyukuygur Yuma Maris Amit Bhardwaj Brief Background Apple Computer is a major developer, manufacturer, and marketer of personal computers and peripheral products for sale primarily to the business, creative, education, government, and consumer markets. Apple also sells operating systems, utilities, languages, developer tools, and database software. California-based Apple Computer aims its colorful iMac (desktop) and iBook (laptop) computers at the consumer and education markets. It targets high-end consumers and professionals involved in design and publishing with its more powerful G4 portable and desktop computers. Apple also makes publishing and multimedia software, and offers Internet services such as Web page hosting. The company's FileMaker subsidiary makes database software. Once the world's top PC maker, Apple Computer has been relegated to niche status in a market dominated by "Wintel" machines (computers using Microsoft Windows software and Intel processors). Macintosh computers (Macs) forgo the Intel Pentium for processors made by IBM and Motorola. Apple has offered unique designs such as the colorful iMac that distinguish its computers from their competitors. Looking to attract customers into "the era of the Digital Lifestyle," Apple has conducted a marketing campaign that casts Macs as the centerpiece...
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...David Packard in a garage. It started as an electronic measuring and testing instruments company and then it expanded into imaging, printer, personal computer and technology business. Traditionally when the company was under the CEO John Young in 1978, it produced wide array of products and managed to shine out as the market leader in printer business but then gradually its growth became stagnant due to various reasons. The organizational structure was too decentralized and complex. At that time HP had more than 130 products, which were managed by multiple divisions. These divisions lacked coordination thereby wasted time and effort in duplication of resources. Since they did not make most of the e-business revolution, companies like IBM and Sun Microsystems gained advantage over them. Their inability to cope with the changing conditions in the industry and recession in US by the end of 1990s had a further negative impact on their growth. In order to bring about changes in the organization, Carly Fiorina was appointed as the CEO in 1999. She had a clear vision and she concentrated on marketing to increase the company's profit. She restructured the organization by dividing the firm into 4 groups with 2 groups focusing on sales for business and customers and other 2 for manufacturing for each printing business and personal computer and IT business. While under her leadership the issue regarding lack of clear direction and complexity of the organization structure improved, there...
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...Assignment # 2 – Chapter 14 Case – “Hewitt-Packard Company” 1. Discuss the three most serious problems you have identified in the case. Defend why you think they are the most serious. When Mark Hurd, the new CEO, took over, he found matrix structures ambiguous, confusing and inefficient. The main reason is that there is no clarity on the roles that each unit in the matrix is intended to play. Unit roles suppose, responsibilities and relationships in a way that is clear, but not excessively detailed and hierarchical. Although the matrix seems to be a logical organizational solution, Fiorina, has not found it an easy structure. She has struggled with ambiguous responsibilities and reporting relationships, been slowed down by the search for consensus decisions, and found it hard to get all the different units to work constructively together. In fact, CEO Carly Fiorina was so preoccupied with immediate issues that she lost sight of her ultimate objectives. Fiorina and her staff consider that the HP Way is an anachronism of a different, slower time, and that for the company to survive and succeed in the future it must be driven purely by a rational business strategy. After all of the layoffs, organizational changes, assertion of executive hierarchies and the destruction of traditional company rules of behavior, the HP Way that the old-timers are fighting to save is probably already dead. Fiorina and her team appear not to believe in the Way, they are now reduced to appealing...
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...leader in the computer industry. HP started as a test and measurement company, however, the company began selling computers and printers in the 1970. The computer industry started to grow in the 1990s due to the growing popularity of personal computers and the introduction of the internet. While the test and measurement equipment remained one of HP’s business products, computers and printers became HP’s main source of revenue because of the rapid growth in the computer industry. HP’s products are all innovative and fairly new to the public market. This allows HP to have a large market share in its industry. However, HP is also vulnerable because competitors will start making competing products. HP could lose market share if it does not continue to be innovative with its current products and creating new products. This is shown throughout HP’s history. Age of Organization and History Bill Hewlett and Dave Packard created HP in 1939. Quickly, HP became known for its management procedures and innovative products. Mr. Hewlett and Mr. Packard created a cultural norm called the “HP Way” that focused on “profits more than revenue growth, teamwork, open-door management, full employment, egalitarian pay practices, and flexible work hours” (Beers, 2005). The first 40 years of HP’s existence focused on test and measurement equipment. HP was innovative and a leading company in the industry, therefore, HP was seeing high profit margins. In 1970, HP started selling computer and printer...
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...Recommendation 11 Porter five forces Analysis of HP 12 Recommendation 14 SWOT Analysis 14 Conclusion / Recommendation 15 Reference: 16 Abstract This Company audit was conduct using publicly available information about Hewlett-Packard. The Audit includes mission statement, company philosophy, PEST SWOT, Financial Analysis, market position analysis, corporate governance analysis. The analysis uses industry standards for company audits such as, Porter, SWOT, and PEST as a guideline for the areas to be assessed. HP Background Hewlett Packard is a publicly traded company on the New York Stock Exchange. The firm was started by Bill Hewlett and David Packard. The merger with Compaq was one of HP’s major strategic moves recently. Even in naming the new company the two founders flipped a coin in the famous garage, Dave Packard won the coin toss but conceded to pit Hewlett name at the front. "It is necessary that people work together in unison toward common objectives and avoid working at cross purposes at all levels if the ultimate in efficiency and achievement is to be obtained." — Dave Packard Company Mission HP’s Shared Values Passion for customers We put our customers first in everything we do. Trust and respect for...
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...until there is nothing left. I believe that the prime responsibility of a manager is to guard constantly against other people’s attacks.1 This case begins by describing Intel’s origins as a semiconductor company before turning to its evolution into the leading manufacturer of microprocessors. Intel: The Early Years Intel was founded in 1968 by Robert Noyce (one of the co-inventors of the integrated circuit) and Gordon Moore, both of whom had been senior executives at Fairchild Semiconductors. They, in turn, recruited Andy Grove, who was then Assistant Director of Research at Fairchild. From the beginning, this trio was the driving force behind Intel. The company’s initial strategy was to develop semiconductor memory chips for mainframe computers and minicomputers. Andy Grove recalled that after receiving a Ph. D. in chemistry from the University of California at Berkeley, he interviewed for jobs at Bell Laboratories as well as Fairchild. For him, “the choice was very easy: Bell Labs was the place to work back then. So I picked Fairchild.”2 Grove’s youthful bravado was tempered by some concerns when he moved to Intel: When I came to Intel, I was scared to death. I left a very secure job...
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...convenience store several blocks away, so intensity of distribution is essential here. However, for sewing machines, consumers will expect to travel at least to a department or discount store, and premium brands may have more credibility if they are carried only in full service specialty stores. Retailers involved in a more exclusive distribution arrangement are likely to be more “loyal”—i.e., they will tend to * Recommend the product to the customer and thus sell large quantities; * Carry larger inventories and selections; * Provide more services Thus, for example, Compaq in its early history instituted a policy that all computers must be purchased through a dealer. On the surface, Compaq passed up the opportunity to sell large numbers of computers directly to large firms without sharing the profits with dealers. On the other hand, dealers were more likely to recommend Compaq since they knew that consumers would be buying these from dealers. When customers came in asking for IBMs, the dealers were more likely to indicate that if they really wanted...
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...Octavia Brown MGMT303 – Professor Runyon July 29th, 2011 SWOT Analysis Introduction Hewlett-Packard is a global technology company that provides various products, software, and services to a range of customers, including data storage, servers and solutions to business customers as well as a consulting services segment that offers information technology integration solutions for a range of technology issues. After its merger with Compaq, it became the world’s biggest computer hardware company, ranking number 20 in the Fortune 500 list. HP is doing business in more than 170 developed and under-developed countries. Being a large company gives HP many advantages such as dominating the market for printers (laser and inkjet), both for consumers and businesses using the economies of scale. The company is also taking an active role in developing the capacity of new markets all around the world, engaging with other multinational corporations, non-governmental organizations, and other world governing bodies to reignite the competitiveness at home and abroad through policies and strategies that can support free-market economies. This is one of the reasons HP a leading technology company in the growing IT markets (HP Annual Report, 2003). (S) Strengths Hewlett-Packard generated nearly $6.1 billion in cash flow from its operations and increased its cash and equivalents by 3 billion in 2003 (Datamonitor, 2004). Debt levels in this year were also very low which was significantly...
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...hummed with state of the art equipment. Hermetically sealed machines dispensed adhesive onto tiny boards. ext, high speed machines picked micro chip components off tapes and placed them onto the boards. Other machines soldered, cleaned and tested, until the guts of a notebook personal computer (PC) popped out to be encased in black plastic or metallic silver by human hands. Each line produced a new notebook computer every 16 seconds, for a combined output of 13,500 PCs per day . However, none of these PCs carried the Inventec name. Instead, the notebooks produced in this Chinese factory bore the brand logos of three competing multinational computer companies. Each PC was packaged in a brand manufacturer box, and shipped to client distribution centers around the world. Some were shipped via UPS from the Shanghai factory directly to consumers in the United States, with return address labels bearing the name and U.S. address of the brand company. Inventec, with annual revenues topping 150 billion ew Taiwan Dollars (NT$)a and market capitalization valued at over $1 billion, was one of Taiwan's leading Original Design Manufacturers (ODM). ODMs designed and manufactured electronic products such as computers, servers, MP3 players, PDAs and cellular telephones for client companies that marketed the products globally. In early 2005, scenes like the one above were taking place simultaneously in at least 10 Taiwanese ODM PC factories in and around Shanghai. Taiwan's four major notebook PC manufacturers...
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...MARKETING CASE STUDY MATCHING DELL SUBMITTED BY: GROUP C2 Aniruddh Singh Rathore Himanshu Arora Jeevan James Raghavendra B Shenoy Ramya Dadi 1. Executive Summary Dell Computer Corporation is one of the world’s largest computer systems companies. Since its establishment in 1984, Dell has been selling personal computer systems with a great after sales support. It designs and customizes products and services according to the requirements of the end-user. It also offers them the extensive list of peripherals and software which can be chosen while placing an order. The company has experienced a very good growth over the last several years and has been incredibly profitable. Its products and services are sold in more than 140 countries to customers ranging from government agencies, major corporations and educational and medical institutions to small businesses and individuals. Traditionally, Dell has been targeting its products to a small number of segments. So, in future it has to break into segments which are currently controlled by its customers. According to our analysis of the data, Dell is financially into a very good position currently and it is predicted that in the next year also it will continue to grow. The analysis, strategy and financial predictions are henceforth discussed. 2. Situation Analysis The case has been analysed using the 5C analysis where 5C’s stand for: Company, Consumers, Collaborators...
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