Abstract
The paper examines the case study, "Merging Information Technology and Cultures at Compaq-Digital (B): Becoming A Single Firm". The paper explores how the acquisition of Digital Equipment Corporation by Compaq Computer presented both companies with major changes in how they each did business. The paper examines the goals of Compaq IM, the obstacles they faced, their approach to the problems, what they failed to do and what they did well. The paper looks at Compaq's biggest strategic error, what their options were and what the author would have done in this situation.

Outline:
Executive Summary
What Are the Issues?
What Are the Goals?
What Are the Obstacles?
What Did they Do?
What Did They Fail to Do?
What Did They Do Well?
What Did They Do Poorly?
What Were Their Options?
What Would You Do?
Why Would You Do It?

From the Paper
"The case study, Merging Information Technology and Cultures at Compaq-Digital (B): Becoming A Single Firm illustrates and exemplifies the struggles of making mergers of two highly complex and significantly different businesses and the challenges of making their business processes, information management technologies and systems, selling and distribution strategies, and services strategies align with one another. The acquisition of Digital Equipment Corporation by Compaq Computer presented both companies with major changes in how they each did business, and also forced the issue of remote workers on Compaq's management, who had advocated a highly centralized IT architecture, and from reading the case, an attitude of having IT workers in the office working, not remote. This personnel issue is just one of many but aptly illustrates how wide apart Compaq and Digital were at the time of the merger."

Tags:Information, Management, personnel, policies, goals, obstacles, errors

Abstract
Compaq Computer Corporation's June, 1998, takeover of Digital Equipment Corporation will be elaborated below. Eckhard Pfeiffer, as President and CEO of Compaq Corporation played an important role in the takeover and the rationale that guided his decision(s) will be the focus of this paper.

Abstract
This paper provides background information about the Compaq Computer Corporation, including where it stands now in terms of Personal Computer (PC) production, sales, market shares, number of employees, services offered and where company headquarters are located. Next, the paper takes a thorough look at the downward trend the company is experiencing, its mounting problems and the managerial changes prompted by the company's indecision about sales, marketing and pricing. The paper also describes some of the decisions that management at Compaq is suggesting in order to handle their current problems and the new challenges on the horizon.

From the Paper
"The company is headquartered in Houston, and has 71,000 employees worldwide. Among its divisions are Compaq Capital, which provides leasing and financing products and services, Compaq Factory Outlet, which offers a full line of refurbished Compaq products including notebooks, servers, and desktop computers; Compaq Online Small/Medium business, which offers online service and product information; Compaq TestDrive, a program which allows one to test new equipment; Compaq Works, which offers returned, overstocked or refurbished products, and various divisions for laptop, personal, and professional computer products."

Tags:hardware, manufacture, packaging, software, servers, global, link-ups, dell, houston

Abstract
In the world of portable computing there are truly a broad range of brands, options, configurations and choices to make. The PC world is filled with competing companies who all offer the same basic thing - a compact computer in a portable format. What people want from their computers and what they get are often not the same thing; this is particularly true in relation to pre-configured systems with limited customization options. But, for those companies that offer fully customized catalogues, the differences from portable to portable become harder to discern. Two of the largest manufacturers of portable computers are Dell and Compaq. Each offers a large line of systems that are slightly different from one to the next in terms of processor, hard drive, memory, ports, optical drives and physical configurations. As both companies make Windows portable PC's, the actual functional differences between the two in terms of capability are negligible. What decisions come down to when deciding between the two companies are based upon service, quality of manufacturing and product, price and longevity of product. There are other features to the computing experience as well, but they are universal to all forms of computers and not just laptops. It is the purpose of this paper to present a comparison between the portable computer offerings of Dell and of Compaq.

Abstract
The paper explores why companies consider mergers and acquisitions and why the merger of Hewlett Packard and Compaq raised a lot of controversy among the public, shareholders and people within the technology industry. The paper then assesses the performance of the consolidated company since its merger.

Outline:
Introduction
Reasons for Merging
Performance Since Merger
Conclusion

From the Paper
"In 1999, a graduate from Stanford University by the name of Carleton S. Fiorina took over as the CEO of Hewlett Packard replacing Lewis E. Platt. When she became the CEO of HP, she became the first woman to lead a large entity and also became the most well-known female executives. Without Fiorina taking over, the merger of HP and Compaq would never have happened. In 2001, Fiorina announced HP's plan to acquire Compaq. Since the announcement, there have been many people against the acquisition. Why was there an opposition if there are so many benefits to merging? How is the company doing now since the merger?"

Tags:acquisitions, strategic, capacity, management

Abstract
The merger of Hewlett Packard and Compaq would create an $87 billion global technology leader. However, this would not come without a cost. The founder's eldest son, Walter, strictly opposed the deal. During several campaigns and meetings, Walter Hewlett and Carly Fiornia battled to gain supporters, but in the end, only one side would prevail. This paper explores reasons that explain why the merger was considered in the first place, why there was such political campaigning, and whether or not the decision making process was fair or ethical.

From the Paper
"Illegitimate political behavior is evident from both parties within this case. This is defined as "extreme political behavior that violates the implied rules of the game" (R 363). Behavior of this type is common when there is a lack of trust within an organization (R 367). Several events have taken place that are seemingly unethical. Hewlett Packard launched an ad campaign that bad-mouthed Walter Hewlett and accused him of "flip-flopping." They have also published several letters that portray him in a negative light, and Fiorina says that he has become "more extreme in his claims and predictions." From the other side of the conflict, Walter Hewlett has published internal documents concerning a $70 million executive pay package if the merger takes place. H-P denies these claims (Tam). All of these actions are excessive and go against standard business ethics. Team Hewlett and Team Fiorina have resorted to this level in a desperate attempt to gain the majority of the 900,000 shareholders votes. Here, the stakes are high and whoever comes out on top acquires control of a "silicon valley icon" (Tam)."

Tags:ISS, development, teams

Abstract
This report analyzes the Hewlett-Packard acquisition of Compaq. The focus is on the strategic planning process associated with the acquisition. The perspective of the analysis is Hewlett-Packard's and the conclusion is that Hewlett-Packard's strategy was effective and appropriate and benefited the company.

Tags:Strategic, planning, acquisition, Internal-External, Matrix, TOWS, Matrix, SWOT

Abstract
This paper focuses on the merger of the aforementioned companies. It looks at the history behind the merger and opposition to it. It mentions the corporate staff involved and lists the events leading up to the merger. It deals with the position of stock holders and lists the benefits of the merger. The paper concludes with a look at how the merger has been accepted by the market.

From the Paper
"Hewlett Packard is a Houston based corporation that has a reputation for selling computer accessories, such as printers, calculators, electronic notebooks, computer software, etc. Compaq headquarters is a Dallas based corporation, headquarters in Plano TX, that sells mainly computers. Carly Fiornia, HP'S CEO, decided that in a rapidly changing economy, the company would be more productive by merging together and combining into one big company."

Tags:corporate, staff, stock, holder, benefit, high-tech

From the Paper
"Today Compaq Computer Corporation is a Fortune 50 and Fortune Global 100 company. It is a worldwide information technology company, with worldwide sales of $24.6 billion in 1997, $31.2 billion in 1998, and $38.5 in 1999 (Compaq Annual Report, 1997, 1998, 1999). Compaq develops and markets hardware, software, and solutions and services. The company is logging experience in several new technological fields; the Internet, handheld systems, and the combination of computers and televisions. The company's latest products emphasize innovation and diversity, such as high-end PC servers that link several systems resources, and machines that compete with low-end UNIX systems. Compaq is the world largest personal computer manufacturer and the fourth largest information technology (IT) company. The company is an industry leader in environmentally friendly programs as well as business practices."

Tags:build, order, to, industry, economy, internet, computers, investment

Abstract
This paper discusses the company in terms of production and operations, with consideration to how marketing, finance, human relations and Information services contribute to the scenario. Also discussed is the company's need to remain competitive while integrating with Hewlett Packard following the merger of the two companies.

From the Paper
"Compaq Computer Corporation was founded in 1982 by a group of disgruntled Texas Instrument employees who felt they could run a better company and make better products on their own. Led by Joseph "Rod" Canion, they set out to build personal computers and digital products compatible with the IBM industry-standard architecture which would be technologically superior to those available at the time.
Compaq quickly built a reputation in the personal computer market for providing powerful and reliable systems, setting standards the other, more established computer companies ended up following. Compaq experienced initial huge success and growth, becoming the first company in history to reach $2 billion in sales after only five years in business. Factors contributing to this achievement included an underlying young and dynamic digital culture, enabling Compaq was able to take advantage of the exponential market growth and high visibility of the industry through sales and serving of products such as desktop personal computers, laptops and notebook computers ("Managing," 1988)."

Tags:products, distributed, solely, authorized, dealers, support, selling, servicing, training, programs, quarterly, loss, three, months, ending, company, reorganized, distribution, strategy, developed, sales, force, The, original, business, model, called, for, the, company, to, pursue