HP's Compaq Acquisition (B)
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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Case Details: |
Price: |
| Case Code |
: |
BSTA021 |
Electronic Format: Rs.
300;
courier (within India): Rs. 25 Extra
Themes- |
| Case Length |
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07 Pages |
| Period |
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2000 - 2005 |
| Organization |
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Hewlett-Packard (HP), Compaq |
| Pub Date |
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2005 |
| Teaching Note |
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Not Available |
| Countries
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USA |
| Industry |
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Information
Technology |
Abstract:
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This is the second of a four-case series. Though the Hewlett-Packard (HP) Compaq
merger has overcome regulatory issues both in Europe and the US, it faces stiff
resistance from Walter Hewlett, board members and David Packard. Packard,
Chairman of the Packard Humanities Institute, has decided to oppose the deal.
Hewlett and Packard have spent tens of millions of dollars on newspaper and
Internet adverts, road shows, meetings with investors, legal fees and public
relations blitzes against the merger. Fiorina finally succeeds in winning the
vote of shareholders by a small margin. But integrating Compaq into HP has not
been a smooth process. Customers have become frustrated with the confused
product lines.
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Concerns that the integration is not going smoothly increase
when HP's revenues fall 3% for the second quarter of 2003, the first drop in
nine quarters. As 2003 begins, it is becoming clear that all is not well with
the HP-Compaq merger.
Contents:
Keywords:
Hewlett-Packard (HP), Compaq, Carly Fiorina, Acquisition, Takeover, Integration problems, Family, Corporate strategy, Restructuring
HP's Compaq Acquisition (B)
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