Analysis Of Hewlett Packard And Dell Packard Enterprise

Dell and Hewlett Packard (HP) are two of the most influential companies in the PC market. The CEO of HP requires an understanding of how dells strategy allows it to achieve a competitive advantage so that he/she can counteract it. This report has been carried out to provide the CEO with the necessary information to do this. Therefore the objective of the report is to provide the CEO with detailed information on Dell as a business and its strategy. In order to achieve this, first the main strategies of Dell and how they provide competitive advantage will be identified, then the business models and e-business initiatives used

HP entered into an agreement with Compaq Computer Corporation in September 2001. In this definitive agreement, HP is going to purchase all of Compaq’s common shares outstanding, and pay a total price of 0.6325 shares of its common stock for each share of Compaq’s common stock.

Present CEO and chairman of the board Michael Dell founded Dell in 1984, as a leading technology provider that designs, develops, manufactures, and supports PCs, software and peripherals, storage and servers, and associated services. With operations in four geographic areas and additional business centers and manufacturing sites in more than 20 locations around the world, Dell is able to reach more than 24,000 retail locations worldwide. Dell’s ability to process in-depth customer knowledge and the tailoring of solutions to the specific customer, through a direct customer sales model, catapulted the company in 2008 to the top PC provider in the United States and second worldwide in terms of sales.

She delegated important operational tasks to her team of chosen executives, rather than the directors traditionally in charge of certain divisions. Also, she modified HP’s corporate hierarchy to create a chain of command from the top down; in a company accustomed to bottom-up collaboration and teamwork. Carly alienated employees, post-merger layoffs decreased company motivation and her marketing campaigns upset people who were worried about job security and financial loss. Nevertheless, Fiorina doubled HP's revenue as CEO, taking them from the 28th - to 11th-largest company in the United States during her reign.

The first hard drive, a magnetic information storage and retrieval device for computers and other electronic products, was developed by IBM engineers in 1956 in San Jose, California. This hard drive was the size of two side by side refrigerators and could store 5 MB of information. Incredible technological progress ensued, and by the early 1990’s, disk drives had decreased from their original bulky configuration to 2.5 square inches in diameter and had a four-fold increase in their data capacity to 20MB. The disk drive business had grown into a multi-billion dollar industry marked by frequent innovation, rapid growth and intense competition amongst a few select firms such

REF OF GROUP MEMBERS’: TABLE 1 : 5 C’s SITUATION ANALYSIS Factors Dell Company: Resources 1.4 Licensing, Distribution channel, Supply • Intellectual property, Human resources, Patent, Competences Brand acuity1 chain management 24 25 Techno structure • Just-in-Time; CRM; Engineer R&D, Acquisition

HP has long been one of the largest and best-respected companies in technology for decades. The company had made multiple M&A throughout the years, some very successful and others not so much. However, the acquisition of Autonomy (of around $11 billion) has earned HP a spot among the worst, most value-destroying acquisition deal of all time. This acquisition deal was said to be a disaster almost from day 1. The decision has been proved controversial, with many shareholders claiming that HP has over-paid. Although nobody could have really guessed the outcome of this deal, they were a few red flags that were raised throughout the entire process that could have saved HP its pride and money. In M&A, post-deal closing surprises are more common than one may think. Of course, a surprise of this magnitude is huge and clearly points to mistakes on HP’s part. Nonetheless, several lessons could be learned from HP’s misfortune. First, the acquiring firm should have a pre-acquisition protocol and respect it. Second, if a red flag is raised, and how ever insignificant, needs to be thoroughly inspected and cleared before continuing. Finally, there should be a post-acquisition plan put in place beforehand and the company should follow it.

Keep it simple and make it concrete: All employees of the organisation should be able to understand what the organisation will and will not do.

The cause of the merge is to recover HP's market share across the hardware line and double the size of HP's service unit-both critical steps in being able to contend with industry-giant IBM. Moreover, they expect to produce a full-service technology firm capable of doing everything from selling PCs and printers to setting up complex networks. The

The paper will examine the merger of Hewlett-Packard Company (NYSE:HPQ) and Compaq Computer Corporation in 2001. The following key issues will be examined:

Hewlett Packard is a technology solutions provider to consumers, businesses and institutions globally. The company’s offerings span IT infrastructure, global services, business and home computing, imaging and printing. Hewlett Packard company headquarters are located in Palo Alto, California. HP serves more than one billion customers in more than 170 countries on 6 continents. HP has approximately 150,000 employees worldwide.

Hewlett-Packard was an American multinational information technology corporation established in 1939. In November, 2015 it split into two new companies, HP Inc. and Hewlett Packard Enterprise. The former company’s employees took great pride in its corporate culture known as the HP Way. Comprising various values, objectives and practices, this widely admired management philosophy was based on integrity, teamwork, trust in individuals, innovation and contribution to both customers and the community. The management used to be part of the team, demonstrating its true care for the employees. People would be reassigned rather than fired, and those who could not be reassigned were offered to quit so that their records remained unharmed. Another common practice was “management by objectives” (MBO) which nurtured innovative thinking and entrepreneurial spirit by allowing employees to decide upon how their goals could be achieved best. The human factor was fundamental. However, things changed drastically after both Bill Hewlett and Dave Packard died in 1996 and 2001, respectively. HP found itself in an extremely competitive PC market, with its infrastructures falling behind the changing market trends and its revenue growth slowing down. Measures had to be taken. A new CEO, Carly Fiorina, was hired in 1999 from outside the company, thus having no knowledge of the HP Way. When the employees were asked to take voluntary cuts or additional vacation time to save the corporation’s money,

Dell Case study. In this report we are going to analyse the business environment of the computer industry in the form of a PESTE which stands for Political, Economical, Social-Cultural, Technological and Environmental. We feel that it is important to analyse the environment of a business as it will help the business to identify the Opportunities and Threats surrounding it.

The changes that Dudley recommends are intelligent in that he recognizes the importance of the technological environments on the company’s success. By focusing on innovation and upstream selling HP will be able to make more technological advancements. They need to ear top management respect and not be limited or they will become followers rather than leaders in the industry. Also the employees are the most important ingredient in the recipe to a successful organization. If the HP salespeople are not satisfied their attitude will begin to affect their performance on which the entire HP company’s success hinders upon. It is evident through Dudley’s audit that HP employees are not satisfies and feel they are being overworked and stretched to their limits. The fact that they are consciously ignoring opportunities because it would take too much time away from existing relationships is an issue that will eventually lead to the demise of the organization. If HP does not act on Dudley’s recommendations for the restructuring of the sales strategy and force HP could begin to fade as industry leader.

As discussed in our lecture, development of new technology is impeded without sufficient and appropriate support in intensity of competition. Fear of losing to a competitor led Hewlett-Packard acquire a peer company like Compaq. Carly Fiorina, after becoming the Chief Executive of HP believed that HP had become sluggish and less productive over the years. She decided to merge HP and Compaq. Both HP and Compaq suffered risks like, unable to cater to