HP's Compaq Acquisition (D)


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Please note:

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:

Price:

Case Code : BSTA023 For delivery in electronic format: Rs. 300;
For delivery through courier (within India): Rs. 300 + Rs. 25 for Shipping & Handling Charges

Themes

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Case Length : 11 Pages
Period : 2000 - 2005
Organization : Hewlett Packard, Compaq
Pub Date : 2005
Teaching Note : Not Available
Countries : USA
Industry : Information Technology

Abstract:

This is the fourth of a four-case series. On 9 February 2005, the board of Hewlett-Packard (HP) announces its decision to fire Chief Executive Officer (CEO) Carly Fiorina after the controversial acquisition of Compaq failed to produce the benefits expected. Robert Wayman, Chief Financial Officer of HP, is appointed interim CEO and is also nominated to the company's board of directors. The long battle with important shareholders like William Hewlett and David Packard and their family foundations has consumed a significant portion of Fiorina's time. Distracted by the acquisition, HP seems to have lost its way. The printing business has been HP's mainstay even through some tough times.

But many analysts and investors wonder if it can withstand the increasing threat from Dell. As 2005 gets underway, analysts wonder what HP has to do to overcome Fiorina's legacy and find a suitable leader to take the company forward and re-invent itself.

Contents:

  Page No.
Introduction 1
Continuing Slide 1
The Road Ahead 3
Exhibits 4

Keywords:

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

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