Subject: Strategic Management

Topic: HEWLETT PACKARD (Case Study “7”)

Name : Muhammad Aamir Awan

&
Fareeha Saleem

Submitted to: Miss Tayyaba

Department: Management Sciences

Class: MBA (3yrs – afternoon)

Semester: 5th
 TABLE OF CONTENTS

DIAGRAMICAL VIEW OF HP Page 02 - 06

VISION & MISSION STATEMENT Page 07

HISTORY OF HP Page 08 – 10

SALES PIE GRAPH Page 11

EXTERNAL ANALYSIS Page 12

AUDIT PROCESS & EFE MATRIX Page 13

INTERNAL ANALYSIS Page 14

COMPETITIVE PROFILE MATRIX Page 15

RATIO ANALYSIS, LIQUIDITY RATIOS Page 16

LEVERAGE RATIOS Page 17

ACTIVITY RATIOS Page 18

PROFITABILITY RATIOS Page 19

GROWTH RATIOS Page 20

VALUE CHAIN ANALYSIS Page 22 – 26

INTERNAL FACTOR EVALUATION Page 27

IE – MATRIX Page 28

THE SPACE MATRIX Page 29

BCG MATRIX Page 30

GRAND STRATEGY MATRIX Page 31

SWOT ANALYSIS Page 32

CONCLUSION Page 33

REFRENCES Page 34

Page 02
Page 03
Page 04
Page 05
Page 06
 Page 07

VISION STATEMENT OF HP

“To view change in the market as an opportunity to grow; to use our profits and our ability to develop and
produce innovative products, services and solutions that satisfy emerging customer needs.”
 MISSION STATEMENT OF HP

“To provide products, services and solutions of the highest quality and deliver more value
to our customers that earns their respect and loyalty.”

ALTERNATIVE VISION & MISSION STATEMENT

MISSION STATEMENT

HP mission statement can be:

"HP's mission can be the most successful computer company in the world at delivering the best
customer experience in markets we serve”.

VISION STATEMENT

Its the way we do business. It's the way we interact with the community. It's the way we interpret
the world around us-- our customers needs, the future of technology, and the global business
climate. Whatever changes the future may bring our vision -- HP Vision -- will be our guiding
force.

So HP needs full customer satisfaction. In order to become the most successful computer
company.

Page 08

The 30s
Following graduation as electrical engineers from Stanford University in 1934, Bill Hewlett and Dave Packard
go on a two-week camping and fishing trip in the Colorado Mountains during which they become close
friends. Bill continues graduate studies at MIT and Stanford while Dave takes a job with General Electric.
With the encouragement of Stanford professor and mentor Fred Terman, the two decide to start a business “and
make a run for it” themselves. Hewlett-Packard Company is founded January 1, 1939.

The 40s
Products from the fledgling company win excellent acceptance among engineers and scientists. The start of
World War II turns a trickle of U.S. government orders for electronic instruments into a stream and then a
flood. HP builds the first of its own buildings and adds several new products.
As HP grows, Bill Hewlett and Dave Packard create a management style that forms the basis of HP’s famously
open corporate culture and influences how scores of later technology companies will do business. Dave
practices a management technique — eventually dubbed “management by walking around” — which is marked
by personal involvement, good listening skills and the recognition that “everyone in an organization wants to do
a good job.” As managers, Bill and Dave run the company according to the principle later called management
by objective — communicating overall objectives clearly and giving employees the flexibility to work toward
those goals in ways that they determine are best for their own areas of responsibility.
HP also establishes its open door policy — opens cubicles and executive offices without doors — to create an
atmosphere of trust and mutual understanding. The open door policy encourages employees to discuss problems
with a manager without reprisals or adverse consequences.
Bill and Dave make other important management decisions: providing catastrophic medical insurance, using
first names to address employees (including themselves), and throwing regular employee parties and picnics.

The 50s
Hewlett-Packard goes through a growing and maturing process in the 1950s, learning much about the “new”
technology of electronics and about the internal effects of growth. “How” the company should grow is as hotly
debated as “how much” the company should grow. HP hammers out its corporate objectives — the basis of its
special management philosophy and the core of the HP Way.
The company goes public in 1957. In keeping with Bill Hewlett and Dave Packard’s respect for
workers, HP takes the then-unusual step of giving stock grants to employees.
The growing company begins building on the site that will become its corporate headquarters in Palo Alto,
California. HP also embarks on a path toward globalization, establishing manufacturing and marketing
operations in Europe.

Page 09
The 60s
HP continues its steady growth in the test-and-measurement marketplace and branches out into related fields
like medical electronics and analytical instrumentation. It also develops its first computer (the HP 2116A),
making its entry into that business in 1966.
The company continues its expansion overseas, forming several subsidiary companies. Early in the decade it
expands into Asia with a Japanese joint venture. In the U.S., HP opens its first manufacturing plants outside
Palo Alto.
HP begins to be noticed as a progressive, well-managed company — and a great place to work.

The 70s
HP continues its tradition of innovation with the introduction of a new array of computing products. Foremost
among them is the HP-35, the first scientific handheld calculator, which ushers in a new era of portable,
powerful computing.
HP continues to look for new opportunities around the globe, laying the groundwork for an eventual joint
venture with China over the course of several trips by HP representatives to that country.
The decade is marked by significant growth in earnings and employment, with HP passing the $1 billion mark
in sales in 1976. The company will pass the $2 billion mark three years later in 1979. Toward the end of the
decade, Bill Hewlett and Dave Packard delegate day-to-day operating management of the company to John
Young.

The 80s
HP becomes a major player in the computer industry in the 1980s with a full range of computers, from desktop
machines to portables to powerful minicomputers. HP also links computers with its electronic instruments and
medical and analytical products, making them faster and more powerful.
HP makes its entry into the printer market with the launch of inkjet printers and laser printers that connect to
personal computers. HP's high-quality, inexpensive inkjet printers spell the end of dot-matrix printers. The HP
LaserJet printer line, which debuts in 1984, goes on to become the company's most successful single product
line ever. The quality and reliability of HP's printers make HP a highly recognizable brand by both consumers
and businesses.
Near the end of the decade, HP is recognized for its rich past as well as for its technological advances and
products. The garage where the company started is declared a California historical landmark, and HP celebrates
its 50th anniversary.

Page 10
The 90s
HP is one of the few companies in the world to successfully marry the technologies of measurement, computing
and communication. The company makes new advances in portable computing, enters the home-computing
market and continues to invent new printing and imaging solutions. For most of the decade, HP enjoys growth
rates of 20 percent.
Early in the 90s, John Young retires and is replaced by Lew Platt, under whose leadership HP continues to
grow. HP becomes recognized as a company whose policies on work-life balance, diversity and community
involvement help attract and retain top employees.
At the end of the decade, HP spins off its measurement and components businesses to form a new company,
Agilent Technologies. It also brings on board a new CEO, Carleton (Carly) Fiorina, who focuses the company
on reinventing itself for growth and leadership in the 21st century.

The 21st century

At the beginning of the 21st century, HP focuses on simplifying technology experiences for all of its customers,
from individual consumers to the largest businesses. With a portfolio that spans printing, personal computing,
software, services and IT infrastructure, HP grows to become the world's largest technology company.
On May 3, 2002, HP completes its merger transaction with Compaq Computer Corp. The new HP is a leading
global provider of products, technologies, solutions and services to consumers and business. The company's
offerings span IT infrastructure, personal computing and access devices, global services, and imaging and
printing.
Later in the decade, a steady stream of acquisitions increases HP’s influence in the software, personal
computing and printing markets, and in 2007, HP achieves $100 billion in revenue. In 2009, after the
acquisition of EDS, HP moves up to No. 9 on the Fortune 500 list.
 Page 11

Page 12

EXTERNAL ANALYSIS
OF
OPPORTUNITIES & THREATS
Some of very important External Opportunities are as below:

• The biggest advantage to HP by the merger with Compaq it became world's biggest computer
hardware and Peripherals Company in the world, ranking 20 in the Fortune 500 list.
• Another advantage is that, Company is doing business in more then 170 countries including the ones
that are developing and under-developed. Being a large company gives HP many advantages like
dominating the market for printers, both laser and inkjet, and both for consumers and companies
using the economies of scale.
• The company is also taking an active role in developing the capacity of new markets all around the
world, engaging with other multinational corporations, non-governmental organizations and other
world governing bodies to reignite the competitiveness at home and abroad through policies and
strategies that can support free-market economies. This is one of the reasons that makes HP a
leading technology company in the growing IT markets (HP Annual Report, 2003).
• Another advantage to HP is e-commerce expansion.
• One of the most important advantages to HP is, day by day development of imaging and printing
business.
 Some External Threats to HP are as follows:

• Intense competition from other PC manufacturers.

• Slowdown in economic conditions in over all world.
• Increasing competition on imaging and printing.
• Product recalls and supply chain disruptions.
• The past acquisition of Peregrine made the HP’s portfolio even more diverse and complete but HP
Open View’s lack of mainframe management capabilities created several problems.
• Operating in global market means many competitors and therefore, the company has to be at the
forefront of changing technologies as well as addressing the changing customer demands and needs.
• The global economic recession is also a threat for the company’s sales and profits. The prices have
also fallen as the stock markets are at historic low positions.
• Many other competitors including Dell are entering the printer business whereas IBM has become a
market leader.

Page 13

EXTERNAL AUDIT PROCESS

The purpose of an external audit is to develop a finite list of opportunities that could benefit a firm and threats
that should be avoided.

The process of External Audit is as follows:

1. Involves as many managers and employees as possible.

2. A company first must gather competitive intelligence and information about economic, social, cultural,
demographic, environmental, political, governmental, legal and technological trends.
3. These persons can submit periodic scanning reports to a committee of managers charged with
performing the external audit.
4. The information can also be collected from internet, corporate, university and public libraries.
5. Vital information can also be collected from other sources such as suppliers, distributors, salespersons,
customers and competitors.
6. Once information is gathered, it should be assimilated and evaluated.
7. A meeting or series of meeting is needed to collectively identify the most important opportunities and
threats facing the firm.
8. These key external forces should be listed on flip charts and notice boards.
9. The most important 20 opportunities/threats should be displayed.
10. These opportunities/threats should be listed as 1to 20, at no.1 the most important opportunity/threat must
be marked at on no. 20 the most least important threat or opportunity.

EFE MATRIX
 FOR
HEWLETT PACKARD
Key External Forces
OPPORTUNITIES Weight Rating Weighted
Score
HP merger with Compaq 0.15 4 0.60
Business in Global Markets 0.10 4 0.40
Developing capacity of new markets 0.10 4 0.40
e-commerce expansion 0.10 3 0.30
Day by day development of imaging & printing 0.08 3 0.24
business
THREATS
Intense competition from other PC manufacturers 0.07 3 0.21
Slowdown in economic condition 0.05 3 0.15
Increasing competition on imaging and printing 0.05 3 0.15
Product recalls and supply chain disruptions 0.07 3 0.21
The past acquisition of Peregrine 0.05 2 0.12
other competitors including Dell are entering the printer 0.04 3
business
The global economic recession 0.08 4 0.32
many competitors 0.06 3 0.18
1.00 3.28

Page 14

INTERNAL ANALYSIS
FOR
HEWLETT PACKARD\

All organization has strengths and weaknesses in the functional areas of businesses. No enterprise is equally
strong or weak in all areas. Internal strengths/weaknesses coupled with external opportunities/threats and clear
statement of mission, provide the basis for establishing objectives and strategies. Strategies are established with
intention of capitalizing upon internal strengths and overcoming weaknesses.

HP’s some strengths are as follows:

1. Strong brand equity.

 2. Diversified product portfolio (offerings spans personal computing and other access devices; imaging and
printing-related products and services; enterprise information technology infrastructure, multi-vendor
customer services, consulting and integration and outsourcing services).
3. Solid market position in key segments.
4. Strong financial condition. The enterprise has a large amount of cash in hand about $10 billion.

Some weaknesses of HP are:

1. The company was in a long term debt for many years which kept it from investing in different growth
opportunities.
2. A major problem and complaint about the hardware supplies of HP is its touch pads. These touch pads
are either finicky, unreliable, or are difficult to use because of friction.
3. When it comes to Software that HP provides there are also some weaknesses. Some heavy software’s
were paired with slow hardware like Touch Smart.
4. Internal control issues.
5. Lack of in-house management consulting division.
6. No aggressive investments in R&D compared to historical spending.
7. No Good People retention policy or HR practices to ensure employee is protected.

Page 15

COMPETITIVE PROFILE MATRIX

FOR
HEWLETT PACKARDS

HEWLETT PACKARDS DELL

Critical Success Factors Weight Rating Score Rating Score

1. Strong brand equity. 0.20 4 0.80 4 0.80

Solid market position 0.20 4 0.80 4 0.80

 Strong financial condition 0.15 4 0.60 3 0.45

Internal control 0.08 2 0.16 3 0.24

Products Quality 0.13 3 0.39 4 0.52

Diversified product portfolio 0.10 4 0.40 4 0.40

Organizational Culture 0.07 3 0.21 3 0.21

Cost of common products 0.07 4 0.28 3 0.21

Total 1.00 28.00 3.64 28.00 3.63

Page 16

RATIO ANALYSIS
OF
HEWLETT PAKCARD
Note : All Figures Are Rounded off to Two Decimal points.

a. LIQUIDITY RATIOS:
a.i) Current Ratio = Current Assets / Current Liabilities

For 2006 For 2005

Current Ratio = 48264 / 35850 Current Ratio = 43334/31460

 = 1.35 : 1 = 1.38 : 1

INTERPRETATION:
• This ratio shows the extent to which a firm can meet its short term obligations.
• 2 : 1 shows good position according financial analysts. If this ratio increase by 2 : 1 ( e.g. 3:1 )
this is also moment to worry as extra cash is held by business or staked in current assets.
• If we horizontally analyze this ratio, the results of 2006 shows decrease in firm’s power of
meeting short term obligation by “0.03.”
• This decrease might be due to the reason that, firm has invested extra cash any where else.
• Current Liabilities of 2006 are also increased by 13.95%.

a.ii) Quick Ratio or Acid test ratio = Current Assets – Inventory / Current Liabilities

For 2006 For 2005

Quick Ratio = 48264 – 7750 / 35850 Quick Ratio = 43334 – 6877 / 31460

= 1.13 : 1 = 1.16 : 1

INTERPRETATION:
• The extent to which a firm can meet its short term obligations without relying upon the sales of
its inventories.
• Inventories are minus because; inventories of one firm cannot be sold very quickly, but at lower
price.
• The difference of same “0.03” is also shown here, the reasons of this difference are discussed
above.

Page 17

b. LEVERAGE RATIOS:
b.i) Asset to Debt Ratio = Total Debt / Total Assets

For 2006 For 2005

Asset to Debt Ratio = 43837/ 81981 Asset to Deb Ratio = 40141 / 77317

= 0.53 : 1 or 53% = 0.52 : 1 or 52%

INTERPRETATION:
• The percentage of total funds that are provided by the creditors.
• This ratio shows the relationship between debts obtained by an entity’s assets.

b.ii) Long term Debt to Equity Ratio = Long term Debt / Total stock holders equity
 For 2006 For 2005

Long term Debt to Equity Ratio = 2490 / 38144 Long term Debt to Equity Ratio = 3392 / 37176

= 0.06 or 6% =0.09 or 9%

INTERPRETATION:
• The percentage of total funds provided by creditors versus by owners.
• The ratio indicates how much of capital backing is available against debt.
• If the ratio is higher it means that the entity is depending more on debt than its own capital.
• The difference of 3% between 2006 & 2005, is a good sign that a firm has lack its dependence on
debt.

b.iii) Time Interest Ratio = Profit before Interest and Taxes / Total Interest charges

For 2006 For 2005

Time Interest Ratio = 6560 / 606 Time Interest Ratio = 3473 / 189
= 10.83 times = 18.38times
INTERPRETATION:
• The extent to which earnings can decline without the firm becoming unable to meet its annual
interest cost.
• The Time Interest Ratio is very important from the lender’s point of view. It indicates the
number of time interest is covered by the profit available to pay interest charges.
• There is a great decline in this ratio in 2006, which is alarming position for HP.
• As it can lead to decrease in investment.

Page 18

c. ACTIVITY RATIOS:
c.i) Inventory Turnover Ratio = Sales / Inventory of finished goods
For 2006 For 2005
Inventory Turnover Ratio = 91658 / 7750 Inventory Turnover Ratio = 86696 / 6877
= 11.83 times = 12.61 times

INTERPRETATION:
• Whether a firm holds excessive stocks of inventories and whether a firm is slowly selling its
inventories compared to the industry slowly.
• This ratio indicates that for how many days the inventory remained before it is sold.
• The higher the day the more the inventory is kept before sale.
• If compare both years results, there is difference of “0.78” time.
• Although this number is not so greater but, the firm should take care that this decrease should not
become consistent in future too.

c.ii) Average of Inventory = 360 / inventory turnover

For 2006 For 2005
Average of Inventory = 360 / 11.83 Average of Inventory = 360 / 12.61
 = 30.43days = 28.55 days
INTERPRETATION:
• This ratio tells average age of inventory, that for how long finished goods are kept in store.
• Comparing both results there is a increase of app 2 days in year 2006, which is not a good sign.

c.iii) Average Collection Period = Accounts Receivable / Average sales day

For 2006 For 2005
Average Collection Period = 10873 / (91658/360) Average Collection Period = 9903 / (86696/360)
= 42.70 days = 40.45days

INTERPRETATION:
• This ratio shows that averagely in how much day’s credit sale are being converted in to cash.
• The increase in 2006 might be the done to increase the sale.

c.iv) Average Payment Period = Accounts Payable / Average Purchas per day
For 2006 For 2005

Average Payment Period = 12102 / (7750/360) Average Payment Period = 10233 / (6877/360)

= 562.10 days = 535.76 days

INTERPRETAION:
• This ratio shows the result, that after how long credit purchases are been paid.
• Higher the result shows the company having full advantage of credit available.

Page 19

c.v) Total Assets Turnover = Total Sales / Total Assets

For 2006 For 2005
Total Assets Turnover = 91658 / 81981 Total Assets Turnover = 86696 / 77317
= 1.12 : 1 = 1.12 : 1

INTERPRETATION:
• This shows how many $ are generated by each $ of assets.
• The decline in the ratio shows that although capital is increased, sales have not increased vice
versa.
• There is no growth shown in total Asset turn over.

d. PROFITABILITY RATIOS:

d.i) Gross Profit Margin = Gross profit / Sales

For 2006 For 2005
Gross Profit Margin = 22480 / 91658 Gross Profit Margin = 20472 / 86696
= 0.25 or 25% = 0.24 or 24%
INTERPRETATION:
 • The total margin available to cover operating expenses and yield a profit.
• This ratio shows percentage increase / decrease in the gross profit over the year if compared
horizontally.
• And the difference between sales and the cost of goods sold if vertical calculation is carried out.

d.ii) Operating Profit Margin = Earnings before interest and taxes / Sales
For 2006 For 2005
Operating Profit Margin = 6560 / 91658 Operating Profit Margin = 3473 / 86696
= 0.07 or 7% = 0.04 or 4%
INTERPRETATION:
• Profitability without concern for taxes and interest.
• This ratio shows the percentage increase / decrease in the operating profit.
• It indicates the operational efficiency of management.

d.iii) Net Profit Margin = Net Income / Sales

For 2006 For 2005
Net Profit Margin = 6198 / 91658 Net Profit Margin = 2398 / 86696
= 0.07 or 7% = 0.03 or 3%
INTERPRETATION:
• This ratio show after tax profit per $ of sales.
• This tells the extent to which dividend may be paid to the share holders and the amount that
should be retained as reserves.

Page 20

d.iv) Return on Total Assets = Net Income / Total Assests

For 2006 For 2005
Return on Total Assets = 6198 / 81981 Return on Total Assets = 2398 / 77317
= 0.07 : 1 = 0.03 : 1
INTERPRETATION:
• This ratio show after tax profit per $ of assets.
• This ratio also called return on inventory.

d.v) Return on Stock holder Equity = Net Income / Total Stock holders Equity

For 2006 For 2005

Return on Stock holder Equity = 6198 / 38144 Return on Stock holder Equity = 2398 / 37176

= 0.16 : 1 = 0.06 :1

INTERPRETATION:
• This ratio show after tax profit per $ of Stock holder’s Equity in the firm.
• Higher ratio shows firms best utilizing policy of Stock holder’s Equity.
 d.vi) Earnings Per Share = Net Income / No. of Shares of Common Stock Outstanding

For 2006 For 2005

Earnings Per Share = 6198 / 2782 Earning Per Share = 2398 / 2879

= $2.23 per share = $0.83 per share

INTERPRETATION:
• This ratio shows earnings available to the owner of stock holder’s equity.
• The EPS is a good measure of profitability and when compared with EPS of similar companies,
it gives a view of the comparative earning or earning power of the firm.
• This result clearly indicates the increase in EPS of fir.

e. GROWTH RATIOS:
e.i) Sales growth = Annual % Growth in Sales
For 2006 For 2005
Sales growth = 5% increase from 2005 Sales growth = 8% increase from 2004

INTERPRETATION:
• This ratios result shows how much a company has grown in respect of sales from previous year.

Page 21

e.ii) Net Income growth = Annual percentage growth in profits

For 2006 For 2005

Net Income growth = 158% increase from 2005 Net Income growth = (31.43%) decrease from 2004

INTERPRETATION:
• This ratios result shows how much a company has grown in respect of Net Income from previous
year.

e.iii) Earnings Per Share growth = Annual percentage growth in EPS

For 2006 For 2005

EPS growth = 168% increase from 2005 EPS growth = (28.45%) decrease from 2004

INTERPRETATION:
• This ratios result shows how much a company has grown in respect of EPS from previous year.
 Page 22

VALUE CHAIN ANALYSIS

OF
HEWLETT PACKARD

Page 23

Page 24

Page 25
 Page 26

HP’s Value Chain

 Inbound logistics

 Number of contract manufacturers (‘‘CMs’’) and original design manufacturers

(‘‘ODMs’’) around the world to manufacture HP-designed products.

 Manufacturing

 Plants spread throughout the world; Try to be as independent as possible.

 Outbound logistics

 Besides traditional channel, individual distributors (in untapped markets), OEMs

& independent software vendors (ISVs).

 Marketing and Sales

 Manufacturing divisions of enterprise/ public sector, commercial and consumer

markets, responsible for marketing as well.

 Services (maintenance)

 HP Services provides multi-vendor IT services, and collaborates internally with

other divisions.
 Page 27

INTERNAL FACTOR EVALUATION MATRIX

In the table below we have done the internal evaluation of the firm by taking some major factors as Strength and
Weakness of the firm. After identifying the strength and weakness we assigned weight to them according to
their importance. In rating column we assigned rate to each factor in this 1= Major Weakness, 2= Minor
Weakness, 3= Minor Strength and 4= Major Strength. Then we multiplied the weight with rating and took the
sum of score, which is 2.68, which shows that the firm is performing above average.

Key Factors Weight Rating Score

STRENGTHS
Brand Name 0.13 4 0.60
Work experience 0.10 4 0.40
Trained personals 0.09 3 0.27
Widely spread network 0.10 3 0.30

Targeting all segments 0.08 3 0.24

Quality 0.07 2 0.14

Diversified product portfolio 0.13 2 0.26

WEAKNESSES
Advertisement 0.03 2 0.08
Internal control issues 0.04 2 0.08
Unrest among internal 0.05 2 0.10
employees
No Good People retention 0.06 1 0.06
policy

Intellectual Capital is under 0.05 2 0.10

estimated
No aggressive investments in 0.07 2 0.14
R&D
TOTAL 1 2.77
 Page 28

IE-MARTIX

The IFE Total Weighted Scores

Strong Average Weak

3.0 to 4.0 2.0 to 2.99 1.0 to 1.99

HEWLETT
PACKARD

4.0 3.0 2.0 1.0

High
3.0 to 4.0

EFE MATRIX SCORE

3.0
 Medium
2.0 to 2.99

2.00

Low
10 to 1.99

1.00

Page 29

THE Space Matrix

Page 30
 Page 31

Page 32

Computer Hardware >> Hewlett-Packard (HP) SWOT Analysis:

Weaknesses
• Internal control issues
Strengths • Lack of in-house
• Strong brand equity management consulting
• Diversified product portfolio division
• (offerings spans personal computing and • No aggressive investments
• other access devices; imaging and printing-related in R&D compared to
• products and services; enterprise historical spending
• information technology infrastructure, • Unrest among internal
• multi-vendor customer services, consulting and integration and employees due to pay cuts
outsourcing services) and lack of "people care"
• Solid market position in key segments • Intellectual Capital is under
• Strong financial condition estimated
• No Good People retention
policy or HR practices to
ensure IC is protected
 Threats
Opportunities • Intense competition from
• Emerging markets, particularly BRIC countries other PC manufacturers
• e-Commerce expansion • Increasing competition on
• Restructuring of internal IT structure imaging and printing
• Imaging and printing businesses • Slowdown in economic
conditions in US, Europe
• Product recalls and supply
chain disruptions

Page 33

CONCLUSION
HP and dell are in a dogfight with Hp having just overtaken Dell in total revenues, market share,
and financial condition. But Dell still has by far the dominant position in the Internet and phone
sales of PCs.

Dell computers are now available in Wal-Mart stores and Sam’s Clubs in a break from their
historical absence in retail stores.

At HP we have recognized that creating a diverse, inclusive work environment is a journey of

continuous renewal. Each step in the process has an important significance to remember as HP
move forward into the 21st century. Together the steps create a diversity value chain upon which
HP is building winning global workforce and workplace.

HP had many accomplishments in continuing journey toward creating a diverse, inclusive

workplace. As HP expands efforts to build a culture of inclusion not only in our workplace but
also in the marketplaces and communities where HP serves, HP remember the milestones that
brought it here. Each has made a difference.

Page 34

REFERENCES:
• www.google.com
• www.hp.com
• www.answers.com
• www.opapers.com
• www.crn.com
• www.wsj.com
• www.investor.reuters.com
• Finance.yahoo.com
• “ Strategic Management Concepts and Cases” by “Fred R. David”