Hewlett-Packard (HP) is a company unlike any other. They serve everyone from consumers to small and mid-sized businesses to enterprises to public sector customers with an extensive portfolio of market-leading solutions specifically designed to meet the needs of each customer segment. In July 1999, Carly Fiorina joined HP as chief executive officer, and was named chairman a year later. A computer maker, HP was the largest business in the country run by a woman. But her initial success at Hewlett-Packard began to falter with the $19 billion acquisition of Compaq Computer in 2002, referred to by some as "Fiorina's Folly." The deal was vehemently opposed by the heirs of HP's founders. Fiorina prevailed, but most industry analysts considered the acquisition a mistake, and HP's stock stagnated in the two years following the merger. Fiorina was also faulted for not fostering HP's long tradition as an innovator. In Feb. 2005, her six-year tenure at Hewlett-Packard ended when she was abruptly ousted. According to HP, the departure stemmed from disagreements over how to execute the company's strategy. Within that time, Fiorina led the reinvention of the company many associate with the birth of Silicon Valley by returning HP to its roots of innovation and invention, reorganizing it to be more agile and competitive, and charting a new strategy to use HP's depth and breadth to help customers and consumers prosper in the digital age. She also led the company's 2002 merger with Compaq Computer, one of the largest high-tech mergers in history. Fiorina not only brought leadership to HP but also savvy marketing and sales techniques. Her coddling of customers at Lucent was legendary.
During her time at HP, Carly Fiorina made some very bad care...
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...er contract, likely to be worth $21m. Some are saying that Fiorina's resignation was a difference in portfolio priorities between the board of directors and its chief executive. Others say the dismissal was more about strategy, not financial performance. What is most important to the board is an improvement in bottom-line profitability. They want nothing more than seeing their shares rise. There is a variety of areas in which she had the opportunity to improve that performance. But she could not converge on them and in turn lost her job. As the leader of the computer and printer maker, Fiorina was the first woman to hold all three titles president, chairman and chief executive officer of a Fortune 500 company. Some called her the most powerful woman in corporate America. She was one of eight female CEOs at Fortune 500 companies.
Hewlett Packard (HP) is a company founded in 1939 by William Hewlett and David Packard. It manufactures a variety of products and operates in over 50 countries worldwide. The products manufactured are grouped partially by function. One such group is the peripherals group which includes products such as printers, plotters, magnetic discs, tape drives and network products.
Hewlett-Packard is one of the most innovating companies in today's modern world. They specialize in building and producing computer software, hardware, and networking devices, but their main manufactures in their production lines are personal computers and a vast amount of printers. In addition to manufacturing computer technology, they're also involved in various military contracts that help the United States in their defense systems and infrastructure. As a result, how are these contracts helping our country's military progression and why have we developed a partnership with this private company to build numerous long-term contracts? In this paper, I plan to inform you on the company of Hewlett-Packard and how their help to the military has progressed the United States and their war efforts in fighting around the globe.
Ellen Kullman, shares a mixed background. Though born in Turkey and raised in Italy, her parents are both of Jewish Iranian descent. However she grew up there since the age of five as a permanent resident who never became Italian. She further traveled to the United States on a student visa, a work visa, obtained her green card, and finally became a U.S. citizen. She holds a bachelor of sciences degree in mechanical engineering from Tufts University and a master’s degree in management from Kellog/University. Here is how she reached the top: a Sales Rep at Westinghouse where she discovered her passion for business and a Management Trainee at General Electric. She joined DuPont as a Marketing Manager in 1988 where she quickly moved up the corporate ladder and ultimately became the first female CEO of the 210 year old organization in January 1, 2009. Away from work, she married and had three children. Ms. Kullman travels the world to promote face to face relationships with her enormous corporate team but believes her own family is the most important. She is the 19th executive to lead the company founded in 1802. Prior to becoming CEO, Ms. Kullman was president of the company from Oct. 1 through Dec. 31, 2008. In 2012, Ms. Kullman was ranked at number five in Fortune’s list of Most Powerful Women. Though DuPont is known for its dominance in chemicals, since becoming CEO Ms. Kullman has pushed the 210 year old company into unexpected new businesses (World of CEOs Dossiers, 2012).
For a few years HP tried to make strategic changes that will reposition the company on the market and give driving force to keep distance between them and competitors. Until 2011 when Meg Whitman took CEO role, HP struggled with problems such as too many employees, spiraling debt, poorly executed and expensive acquisitions and declines in every one of its lines of business. Two big acquisitions (EDS in 2008 and Autonomy in 2011) instead to have positive impact on the company, were painful when the HP had to write down combined value of 17 billion US dollars. According to Meg Whitman, HP’s CEO, company is focusing onto the major trends in the industry, IT investment—cloud computing, information optimization and data security. Gross Domestic Product is currently growing faster than HP’s revenue, however CEO expects that will change by 2016. So far company solved some problems such as repaying debt. Currently all divisions excluding finance has debt of zero. HP is in process of reducing n...
The Computron, Inc. is facing problems regarding pricing the bid for Computron 1000X, future functioning of Frankfurt plant, impact on production due to current market breakdown.
The six elements I found comprised of her personality, loyalty, perseverance, understanding, knowledge and judgment. I consider that most politicians do have these abilities in today’s world but aren’t implementing them in an ethical manner. I believe that Carly Fiorina can bring her life experience and skills to the political world and bridge the gap between politics and corporate entities in a way that’s fair and ethical for everyone in America rather then just a select few. To give you some back ground information on “Fiorina became Hewlett-Packard CEO in 1999” (1), where her main vision was to reinvent HP and establish HP's own brand, instead of the numerous sub brands. As a leader she wanted to balance the demands of shareholders, employees, customers, and communities. “In 2000, she also became HP’s chairwoman of the board.” (2) For the first time, Carly was at the top and had much more responsibility and duties than ever before. As usual, she studied the industry and the company before she determined and implemented strategies, improved profitability, and accelerated growth. Swimming in new waters, she was thrown into situations she had never been in before she adapted to technical changes, merged divisions, and championed buyout of Compaq. Because she had no previous experience in these matters, Carly was on the constant flow of actions and decisions.
Seitel stated Circuit City’s management responded to the CFO’s departure by offering an additional cash in of $250,000 on top of his $1,000,000 a year (p.218). Management was more concerned about losing one high up employee, but did nothing to help preserve the jobs of 3,400 sales employees. Management should have been counseled to treat all employees with equality and dignity regardless of position. Interestingly, “The firings…are expected to reduce expenses for the electronics retailer by $110 million in fiscal year 2008” (Mui, 2007). In comparison, Circuit City’s CFO’s salary was $1 million. One top-level manager’s pay was almost equal to the total expenses that firing employees cut. This showed that lower level employees are dispensable and not as valuable to the company as a higher level employee
began to take over the worlds market for tabulators, clocks, and electric type writers. By 1940 it was the us largest office firms that deals with machines. There sales had reach $50 million.
Frier, Sarah, and Carol Hymowitz. "Women CFOs Reach Record Level in U.S. as Top Job Remains Elusive." Bloomberg.com. Bloomberg, 5 Feb. 2013. Web. 18 May 2014. .
My report is on the company Hewlett – Packard (HP) which was founded in 1939. I mainly focused on the Personal Systems Group (PSG): business and consumers PCs mobile computing devices and workstations which is one of the major industries of HP. In order to succeed in the business industry a company needs to understand its customer’s needs and create wants for them. HP found out that the customer needed light weight, useful notebook PCs through its Research & Development (R&D) centre. Hence, it created a want; a New Commercial Notebook PC Compaq Evo Notebook N1015v which packs the power and performance necessary for mobility into a stylish design for only $899(US $). HP also finds out about its customer needs through online feedback forms and survey. Via that, HP was also able to understand that not everyone are able to use their products hence it has created this HP accessibility products which can be accessed by anyone including people with disabilities and age – limitations. Example of such product under the PSG industry is the Mobile Speak Pocket which was specially made for the visually impaired people. ( Refer To Exhibit 1a – 1c )
Lou Gerstner's IBM 1. What struggles does Lou Gerstner face in his plan to make IBM network-centric? Consider internal and external impediments. In order to make Lou Gerstner’s plan effective he had to make many changes with in the IBM company. Gerstner set up a team with Jerry York and Richard Thoman along board.
Originated as low-cost manufacturer of black and white televisions in the year 1969, super sized with a semiconductor segment in 1970s, Samsung delivered massive volume of low-cost consumer electronics to domestic and OEM products to both domestic and global markets until 1993. Due to this fact, company didn’t develop global brand awareness until then. In the global arena, Samsung’s brand message was fragmented and its logo presentations were inconsistent.
From 1980 to 1996, Apple’s competitive range in the PC industry was rocky. Although Apples products were unique and well built, they were overpriced compared to competing products from IBM and others. As competitor prices dropped, Apple prices stayed the same and the company saw a decline in sales as customers opted to purchase from its competitors. John Sculley, former CEO of Apple, took many steps to improve the company’s competitive advantage. One of those steps was to compete with price by producing a low-cost computers that appealed to a mass-market. The second step was to form an alliance with rivals IBM and Novel in order to create new operating systems and applications...
Microsoft is a computing software company. Microsoft was made and founded on April 4th 1975 by two young men who were captivated by computers. Their names were Bill Gates and Paul Allen. The homebase was in Redmond, Washington. Microsoft became one of the most famous and successful companies in the world. “Microsoft was one of the pioneers responsible for bringing the personal computer into the lives of millions of people.” (Musolf). The company has had such a great impact that now the name “Microsoft” is now virtually synonymous with computer software.
The company did not show much success until its expansion in 2005. In 2005, Lenovo acquired IBM’s “ThinkPad” business (Martin, 2014). This acquisition was a major strategic move for the company as it allowed the company to gain access to the foreign markets and consumers. It also allowed the company to signficantly increase its product offering in terms of volume. By acquiring IBM’s personal computer business, the company became the third largest PC manufacturer in the world (Martin, 2014).