HP's Compaq Acquisition (C)
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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 |
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BSTA022 |
Electronic Format: Rs.
300;
courier (within India): Rs. 25 Extra
Themes- |
| Case Length |
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04 Pages |
| Period |
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2000 - 2005 |
| Pub Date |
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2005 |
| Teaching Note |
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Not Available |
| Organization |
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Hewlett
Packard, Compaq |
| Industry |
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Information
Technology |
| Countries |
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USA |
Abstract:
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This is the third of a four-case series. The Compaq acquisition seems to have
weakened Hewlett-Packard (HP) financially. Compaq has brought $600 million in
long-term debt and $11 billion in short-term debt into HP's balance sheet,
increasing HP's long- term debt more than six times and doubling its short-term
debt. Fiorina seems to have bitten off more than she can chew by attempting a
massive restructuring of a company of HP's size and complexity. Slowly but
steadily, HP is finding it hard to deliver the synergies projected before the
merger. As HP continues to lean heavily on its profitable printing business
while its personal computer and server businesses struggle to generate profits,
most analysts value HP's printing business as equal to the entire company value,
leaving the rest of HP's businesses as next to nothing.
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As 2004 comes to an end, media speculation increases about
the future of Fiorina and HP.
Contents:
Keywords:
Hewlett-Packard (HP), Compaq, Carly Fiorina, Acquisition, Takeover, Integration problems, Family, Corporate strategy, Restructuring
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