Hewlett-Packard Case Study

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Hewlett-Packard Case Study. International Corporate Strategy Hanoi, December 2003. Group #1 Members. Nguyen Anh Tuan VACO Nguyen Xuan Tien Ford VN Tran Lan Anh UBK VN Nguyen Thang Quang EVN Hanoi Nguyen Thanh Ha Prudential VN Le My Hanh VID Public Bank. 2.
Hewlett-PackardCase StudyInternational Corporate Strategy Hanoi, December 2003Group #1 MembersNguyen Anh Tuan VACONguyen Xuan Tien Ford VNTran Lan Anh UBK VNNguyen Thang Quang EVN HanoiNguyen Thanh Ha Prudential VNLe My Hanh VID Public Bank2Table of ContentsSection 1. Company ProfileSection 2. External AnalysisSection 3. Internal AnalysisSection 4. Past Challenges & MeasuresSection 5. Future Challenges & MeasuresSection 6. Strategic Idea for Thinking3Section 1. Company Profile4Company ProfileFound by Hewlett & Packard in 1933Headquarter: USAAFTER MERGER WITH COMPAQ 2002: Numbers of staff: 141,800 globalRevenue as of 31 October 2003: $73.1 billionOperation: In 187 countries5Corporate Governance & Key StakeholdersInvestorsPublic FirmBoard of DirectorsCEOBusiness GroupBusiness GroupBusiness GroupBusiness Group6Vision & Mission “Diversity Inclusion Work&Life Balance”7OperationsFOUR CORE BUSINESS GROUPS: 1. Enterprise System Group (ESG) 2. Imaging and Printing Group (IPG) 3. HP Services (HPS) 4. Personal System Group (PSG)Operation internationally under global strategyStrategic alliance partners to provide servicesDistribution through multi local agentsR&D $4 billion annual investment8Products & ServicesDesktops & WorkstationsNotebook & Table PCHandheld DevicesMonitors & ProjectorsPrinting & MultifunctionFax, Copiers, ScannersDigital PhotographyStorageServerNetworkingSoftware ProductsSupplies & AccessoriesServices9Vietnam Market Share (%)Monochrom Laser PrinterHP 85Epson 15ServerCompaq 48IBM 26HP 15CD-ROM writer HP 47LG 26Yamaha 8Other 19ScannerHP 48Epson 36Acer 9Other 7 Color InkJet PrinterEpson 60HP 37Canon 2Other 110Section 2. External Analysis11Industry Matrix12EFAS13Section 3. Internal Analysis14IFAS15SFAS16Section 4. Past Challenges & Measures17Past ChallengesOperating loss 1,012 million in 2002Strong competitors (IBM for solution; Dell for PC)Poor infrastructureHR issuePast MeasuresMerge Compaq for More CompetitiveCost cut, staff reduceSupport Government’s InitiativesStaff re-organizationMERGE WITH COMPAQ (May 2002)Section 5. Future Challenges & Measures20Future ChallengesHR issue after mergeTwo strategic management stylesLoss carried forwardOne company two brandsStronger Competition From Both International Players and ChinaFuture MeasuresIntegration of two management styles/ One should accept the otherReorganizationRevenue improvement & cost cuttingClear communication to public about brandsProduct quality and innovationSection 6. Strategic Idea for Thinking23TOWS Matrix24Thank You For Your Attention!Q&A
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