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Published by:
Stanford Business School (2004)
Version:
3 February 2006
Length:
34 pages
Data source:
Field research

Abstract

This case describes the strategic analysis that went into identifying Compaq as an acquisition target to help HP achieve its objective of becoming the leading technology company in the world. Through in depth interviews with HP senior executives including Chairman and CEO Carly Fiorina and others, the case describes the planning and execution of the merger, and the actual processes created to achieve the strategic, administrative, and cultural integration of the two companies.

Topics

Imaging and printing; Merger integration; Strategy; Mergers & acquisitions (M&A); Computer industry
Location:
Size:
142,000 employees, USD73 billion revenues
Other setting(s):
2004

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