Compaq

their value and have faded away. Compaq was one such brand. It was a well-known brand once but has faded away in the face of rising & stiffing competition. Brand: Compaq Compaq was a brand that was very well known in the 1980’s.

hiring decisions, and conduct of clients, client fulfillment and every other feature of operations.( Bouwman,2013). The HP and Compaq merger: The largest technological deal in the history of the computer industry leader was when HP bought Compaq for US$ 24 billion in stock, which are combined operations more than 160 countries and more than 145,000 employees. HP-Compaq would offer the most set of product and results, as a result of the merger, HP’s shares fell by 11%. The cause of the merge is

Compaq Computer Corporation was a company founded in 1982 that developed, sold, and supported computers and related products and services. Compaq produced some of the first IBM PC compatible computers, and were the first company to legally reverse engineer the IBM Personal Computer. They possessed a large marketplace and were a severe competitor for the technical giant Hewlett Packard. Both of these organization were at a crossroads with regards to their financial futures and they were competing

The Hewlett-Packard and Compaq Merger Analysis The Proposed Merger with Compaq 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. To evaluate this transaction for the benefits of HP’s shareholders, we use the excess earnings model to forecast HP’s stock price if it standalone

Minor competitors Compaq One of the PC company acquired by HP in 2001. America As a minor brand of HP, Compaq also enjoy the benefit of brand equity from HP. The benefit of sharing the knowledge, technology and infrastructure from HP also one of the Compaq advantages. Too much focus on consumer orientated product also limits the possibility of exploring the brand opportunity in different product category. With only 1 product line for home consumer (Compaq Presario), Compaq was perceived by customers

when possible. HP Acquires Compaq Case – Competitive Considerations 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

INTRODUCTION 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: -reasons for the merger -reasons against the merger -assessment of the performance of the consolidated company since the merger completion. BACKGROUND OF THE COMPANIES Hewlett-Packard (HP) is a leading technology solutions provider for both consumers and businesses. “We invent, engineer and deliver technology solutions that drive

merger and acquisition strategy between HP and Compaq, members of the IT and electronics industry all over the world were threatened with the intensified effort that could result from the integration. Others were surprised because mergers and acquisition strategies may also result to negative implications on the part of the merging companies particularly when differences in the context of strategies,

Introduction      In this paper I will discuss the industry structure and the behavior of firms in the Personal Computer Industry. The personal computer industry has five leaders: Compaq Computer Corporation (CCC), Dell Computer Corporation, International Business Machines (IBM), Hewlett-Packard, and Gateway, (Industry Survey, Apr. 2000). The PC industry, as discussed in the paper, is comprised only of home/business use machines, not mainframes, databases, or any kind of

well known reputation for being ambitious were among the reasons she was hired by the Board in their desire to turn the company around. For example, she faced greater challenges than most CEOs in having to guide HP through a merger of computer maker Compaq, the acquisition culminating in 2002. It is identified that she was over ambitious in her leadership. A Leader wanting to grow the company is to be admired, but sometimes a company’s culture and resources place practical limits on growth, especially