Mergers, Acquisitions and Takeovers Case Study

HP-COMPAQ IN 2005: A FAILING MERGER?

OR

Abstract:
In September 2001, under the leadership of Chief Executive Officer Carly Fiorina, Hewlett Packard (HP) acquired Compaq for $25 billion. This was one of the most expensive deals in the history of the information technology (IT) industry. HP expected that the deal would help it become a stronger competitor in businesses other than imaging and printing, like Windows-based servers, handhelds etc. But analysts were sceptical about Fiorina?s ability to integrate the two companies successfully. While the printer business of the company was still producing profits, other businesses remained underachievers. The case presents the expectations that led to the merger and also the scenario that the IT giant found itself in, four years after the merger.

Pedagogical Objectives:

Keywords : Hewlett Packard, Compaq, Consumer PC, Supply chain, Distribution channel, Integration, Product line, Synergy, Printing and imaging, Dell, IBM, Merger, Acquisition

Contents : 
The Companies
Background Of The Deal
Expectations That Led To Merger
The Post-Merger Scenario
Distribution Networks
Hp Products And Services
Pc Industry Market Share In Percentage
Stock Price Movement Of Hp
High Availability Clusters