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...
... middle of paper ...
...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.
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.
CEO compensation has been a heated debate for many years recently, and it can be argued that they are either overpaid or that there payment is justified by the amount of work they do and their performance. To answer the question about whether CEO compensation is justified it must be looked at by the utilitarian viewpoint where the good of many outweighs the good of one. It is true that many CEO’s are paid an exorbitant amount of money; however, their payment is justified by the amount of money that they bring back to the company and the shareholders. There are many factors that impact the pay that the CEO receives according to Shah et.al CEO compensation relies on more than just the performance of the CEO, there are a number of factors that play a rule in the compensation of the CEO including the fellow people who help govern the corporation (Board of Directors, Audit Committee), the size of the company, and the performance that the CEO accomplishes (2009). In this paper the focus will be on the performace aspect of the CEO.
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
...n it all comes down to it, it all depends on what you really want to spend. Intel does have higher performing processors but all that means is that they have a wider array of selection. AMD has some processors that can compete with Intel, but if you want the most “bang for your buck” or you want the highest performance, Intel has proven to be on an entirely different playing field. Intel and AMD will continue to duke it out as long as both of the companies live, and ultimately one’s experience with either company’s processor is what determines whether or not one would purchase it. You hear enough bad things about AMD and Intel to not want to purchase either one of them, but really there is no other choice. The best route would be to not pick a company to stand by, but to pick a product that has good reviews and stick to that; regardless of which company produced it.
Byte Products, Inc., headquartered in the midwestern United States, is regarded as one of the largest volume supplier for the production of electronic components used in personal computers. Byte Products, Inc., was a privately owned firm that has now entered to be a publicly traded company. The majority of the stockholders are the initial owners of Byte, when it was still privately owned. The products that Byte produces are primarily found in computers used for business and engineering applications. Byte Products, Inc., has been the leader in this industry for the past six year with consistent yearly revenues of 12% and total sales of approximately $265 million. Byte also has 32% of the market share.
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. .
Strategic management is the ongoing process of ensuring a competitively superior fit between the organization and its ever-changing environment (Kreitner, G13). Strategic management serves as the competitive edge for the entire management process. It effectively blends strategic planning, implementation, and control. Organizations that are guided by a coherent strategic framework tend to execute even the smallest details of their mission in a coordinated fashion. The strategic management process includes the formulation of a strategy/strategic plans, implementation of the strategy, and strategic control. A clear statement of the organizational mission serves as the focal point for the entire planning process. People inside and outside the organization are given a general idea of why the organization exists and where it is headed. Working from the mission statement, management formulates the organization's strategy, a general explanation of how the organization's mission is to be accomplished. Then general intentions are translated into more concrete and measurable plans, policies, and budget allocations. Implementation is the most important part of the strategy. Strategic plans must be filtered down to lower levels to be success. Strategic plans can go astray, but a formal control system helps keep strategic plans on track. In the strategic management process general managers who adopt a strategic management perspective appreciate that strategic plans require updating and fine-tuning as conditions change. Given today's competitive pressures, management cannot afford to let strategic plans sit as is. A strategic orientation encourages farsightedness. Sun Microsystems Inc. is one company that developed a strategy to become the competitive leader and become the most reliable in the net business. I will explain how Sun's strategy integrates their marketing, management, technology, and service functions into one effective strategy. First I'll discuss who Sun is and what encouraged them to develop their strategy.
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.
Let’s take a trip back in time and review the evolution of a computer company. It’s not IBM or Microsoft. This company is Apple Computers, Incorporated. In the year 1976, before most people even thought about buying a computer for their homes. Back then the computer community was only a few nerds building simple computers from hobby kits. When Steve Wozniak and Steve Jobs sold a van and two programmable calculators for thirteen hundred dollars and started Apple Computers, Inc., in Jobs garage, the reach for success seemed far.
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.
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 )
Michael Dell founded the company Dell to offer network servers, workstations, storage systems, Ethernet switches, desktops, and notebook PCs after successfully selling his computers to customers directly in Texas. Over the course of three years his sales volume warranted the opening of an international sales office in 1987. In 1988 he began selling to large customers including several government agencies and Dell became a publicly traded company.
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.
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.
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...