The document discusses the proposed merger between HP and Compaq in the early 2000s. It describes both the pros and cons of the merger from HP's perspective, including gaining Compaq's large storage and server businesses but also risks of exposing HP's core printing business. It also outlines challenges faced after the merger, such as a steep drop in HP's stock price and market share. The document performs a SWOT analysis of the merger and considers potential solutions for building strong management after integrating the two large companies.

1. Merger Of Two
Companies
Abhishek Chadha
RA67B1A11
7460070126

2. Introduction
• Dell Computers and IBM posed threat for HP (Hewlett Packard) and
Compaq.
• Decision regarding whether HP should merge with Compaq or not.
• Carleton S Fiorina strongly in favor of merger while Walter B Hewlett, son
of one of the founder member was against the merger.
• Certain pros and cons for HP regarding merger:
Pros Cons
i. Compaq’s huge storage business i. New CEO could start fresh strategy
ii. Compaq’s Himilaya server ii. Merger will expose HP as PC
popular computers, diluting its printing
business
iii. Deal could double the size of iii. Difficult to merge such two large
HP’s repair-business. firms

3. Strengths and Weaknesses
HP
Strengths Weaknesses
i. Imaging and printing system i. Declining growth of PC market
ii. Strong reputation for innovation ii. Weak in server market that has
and quality profit potential
iii. Strong in UNIX servers. iii. Vague direction of working.
Compaq
Strengths Weaknesses
i. Hardware business i. At time of merger, it had
huge.
inventory
ii. Strong distribution channel ii. Dell had strong position in
online business
iii. Known for information technology iii. Less capable of taking orders
and customizing computers

4. Problem Faced
• Difficult for Fiorina to make up minds of all board members in favor of
merger.
• Workers anger because of laying off workers and les salaries offered.
• Steep fall in Stock of HP after merger.
• Shares fall from $23.5 billion to $17.70 billion as investors slashed value
of deal from $25 billion to $19 billion.
• Sales of HP’s Window server fall from 10.6% to 8.2%
• Share of HP’s PC dropped from 7.8% to 6.9%
• Fiorina promised 15% revenue in 2000. But at the end of the year it was
realized that company earnings of $9.22 million was 25% below.

5. Solutions

6. SWOT Analysis of Case
Strengths
• HP is a renowned company and is well established in imaging and printing system. So
as Compaq that is renowned and well established company in providing PCs.
• HP is known for innovation and quality and Compaq at the same time is also known for
its information technology service which provides one-stop solution
• HP’s software and service businesses had great potential; no doubt it was only a small
part of the total business. And Compaq on other side had a strong distribution channel.
Weaknesses
• HP has a declining growth of market share whereas Compaq had a strong market share
in respect of PC.
• Soon after the merger was announced, the shares of HP started falling down as many
shareholders pulled back themselves.
• The profits and market share also faced a steep downfall which affected not only the
earning capacity of HP but also the goodwill of the company.
• Moreover, HP faced problem from employees due to merger of such two large firms
which had a huge employee stock, managing and expending on them was the biggest
problem for HP.

7. Cont…..
Opportunities
• With this merger, HP would find new horizons in PC hardware. As HP is renowned in
imaging and printing systems and Compaq in PC hardware. So with this merger HP
could make a place in PC hardware as well which might prove beneficial for it.
• Both the companies were well established and with huge market share which gave HP
an absolute advantage and a competitive edge as compared to other rival companies.
• Providing PC hardware and printing and imaging system in one system might prove
beneficial for HP as a complete package would be provided to the customer and this
facility could attract more customers.
Threats
• At the time of merger Compaq had a huge inventory which was supposed to be taken
care of by HP and managing this inventory was the biggest threat.
• Compaq’s competitors like Dell who were providing facility like online business for
corporate customers poses a serious threat to the company. As because of this facility
the liking for Dell was more in customer.
• HP faced a serious threat from Compaq that after the merger, HP could find itself being
exposed in the PC hardware business rather than its own printing and imaging business
which might face dilution.

8. Questions/
Answers

9. Question 1
• Pros of Mergers:
– Compaq’s huge storage business
– Compaq’s strong Himilaya servers which was popular amongst
corporate customers.
– Deal could double the size of Hp’s computer-repair business moving to
roughly $1 billion annually profits
– Better advantage of powerful Itanium micro processors developed by
Hp and Intel Corporation
– Both firm maintained competitive situation which could result in cost
saving
• Cons of Merger:
– New CEO would try to figure out fresh strategy for HP.
– Acquisition would expose Hp as PC business, diluting earnings of
printing business of HP
– Difficult to merge such two large firms
– Both firms had different organizational cultures

10. Question 2
• Personal risk for Fiorina
– Her stay at HP was at danger.
– Danger that she might ejected out of the organization
– Had to make board members believe that the merger could be
beneficial for HP and had to show relevant reasons behind it.
– If she fails to make all the members agree in merger she might loose
her job.

11. Question 3

12. Question 4
• Fiorina lost confidence of Workforce because of
following reasons:
– Management announced laying off 6,000 workers.
– 80,000 employees were paid less salaries.
– Voluntary for getting less salaries was no guarantee of continuing
employment.

13. Question 5
Strong cohesive management could be built up in following
ways:
• Employees being the most important resource of the organization should
be motivated towards achieving the goals and should be motivated to trust
on the organization.
• The biggest threat of HP of loosing or diluting its printing and imaging
business ones the merger take place should be taken care of and necessary
strategies should be formulated to prevent the same from happening.
• Availability of huge inventory should be used elsewhere in the HP’s
system so that they could be efficiently made to usage and optimum output
could be draw

14. Thanks for your
Cooperation