Subject category:
Strategy and General Management
Published by:
Stanford Business School
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.
Location:
Industry:
Size:
142,000 employees, USD73 billion revenues
Other setting(s):
2004
Subject category:
Strategy and General Management
Published by:
Stanford Business School
Version: 15 July 2004
Length: 31 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
Stanford Business School
Version: 15 July 2004
Length: 38 pages
Data source: Field research
About
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.
Settings
Location:
Industry:
Size:
142,000 employees, USD73 billion revenues
Other setting(s):
2004
Related
Subject category:
Strategy and General Management
Published by:
Stanford Business School
Version: 15 July 2004
Length: 31 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
Stanford Business School
Version: 15 July 2004
Length: 38 pages
Data source: Field research