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.

Case Details:


Case Code : BSTA021 For delivery in electronic format: Rs. 300;
For delivery through courier (within India): Rs. 300 + Rs. 25 for Shipping & Handling Charges


Case Length : 07 Pages
Period : 2000 - 2005
Organization : Hewlett-Packard (HP), Compaq
Pub Date : 2005
Teaching Note : Not Available
Countries : USA
Industry : Information Technology


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.

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.


  Page No.
Introduction 1
Family Opposition 1
The Approval 2
Integration Issues 3
The Road Ahead 4
Exhibits 5


Hewlett-Packard (HP), Compaq, Carly Fiorina, Acquisition, Takeover, Integration problems, Family, Corporate strategy, Restructuring

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