HP-Compaq - A Failed Merger?

 
Strategic Management|Management Strategy |Business Strategy Case Study|Business Strategy Case Studies

ICMR HOME | Case Studies Collection

To download HP-Compaq - A Failed Merger? case study (Case Code: BSTR202) click on the button below, and select the case from the list of available cases:

Business Ethics Case Studies | Case Study in Management, Operations, Strategies, Business Ethics, Case Studies

OR


Buy With PayPal

Amount to be paid:



Prefer to pay in another currency ?
Select Currency for Payment



Exchange Rates: Click Here
Delivery Details: Click Here

Business Strategy Case Studies
Case Studies Collection
Business Strategy Short Case Studies
View Detailed Pricing Info
How To Order This Case
Business Case Studies
Case Studies by Area
Case Studies by Industry
Case Studies by Company

Custom Search



Please note:

This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.



Chat with us

Strategic Management Formulation, Implementation, & Control, 12e

Please leave your feedback

Leave Your Feedback

ICMR India ICMR India ICMR India ICMR India RSS Feed

Case Details:

Price:

Case Code : BSTR202 For delivery in electronic format: Rs. 400;
For delivery through courier (within India): Rs. 400 + Rs. 25 for Shipping & Handling Charges

Themes

Mergers | Acquisitions | Strategic Alliances
Case Length : 21 Pages
Period : 1999-2005
Organization : HP, Compaq
Pub Date : 2006
Teaching Note : Available
Countries : US
Industry : Information Technology and Related Services

Abstract:

The case gives an overview of the merger between two leading players in the global computer industry - Hewlett -Packard Company (HP) and Compaq Computer Corporation (Compaq). The case explores the reasons for HP's failure to realize the synergies identified prior to the merger. It highlights that the leadership, legacy and cultural issues play an important role in mergers. The case describes in detail the rationale for HP -Compaq merger, problems faced in integrating the merged entities and whether the merger made business and economic sense. It also describes the product profile of the merged entity and how the new HP compares with its major competitors, IBM and Dell Computers.

Business Strategy | Case Study in Management, Operations, Strategies, Business Strategy, Case Studies

Finally, the case presents the challenges faced by the new CEO of HP, Mark Hurd, in mid -2005. The case is designed to help students critically analyze a merger deal and understand the various issues involved such as product synergies, cost savings and technological compatibility. The case also provides an insight into the possible hurdles that might crop up while implementing a mega - merger.

Issues:

The basic objectives underlying the merger move between HP and Compaq
The possible reasons for unsuccessful mergers
How mergers fail to create shareholders' value
Role of a leader in making merger successful
The importance of cultural compatibility in making mergers successful
The global PC industry structure

Contents:

  Page No.
A Mega-Merger 1
Background Note 2
The Rationale for the Merger 4
The Merger Integration 6
Does the Merger Make Business Sense 6
Does the Merger Make Economic Sense 8
The Challenges Ahead 10
Exhibits 13

Keywords:

HP, Compaq, Mergers and Acquisitions, Merger Integration, Analysis of a Merger, Product Integration, Cultural Mismatch, Competitive Advantage, Restructuring, HP's Corporate Organization, Dell Computers, IBM

HP-Compaq - A Failed Merger? - Next Page>>

 

Case Studies Links:- Case Studies, Short Case Studies, Simplified Case Studies.

Other Case Studies:- Multimedia Case Studies, Cases in Other Languages.

Business Reports Link:- Business Reports.

Books:- Textbooks, Work Books, Case Study Volumes.