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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.

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Hewlett packard case study l.jpg
Hewlett-PackardCase Study

International Corporate Strategy

Hanoi, December 2003


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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


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Table of Contents

Section 1. Company Profile

Section 2. External Analysis

Section 3. Internal Analysis

Section 4. Past Challenges & Measures

Section 5. Future Challenges & Measures

Section 6. Strategic Idea for Thinking

3



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Company Profile

Found by Hewlett & Packard in 1933

Headquarter: USA

AFTER MERGER WITH COMPAQ 2002:

Numbers of staff: 141,800 global

Revenue as of 31 October 2003: $73.1 billion

Operation: In 187 countries

5


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Corporate Governance & Key Stakeholders

Investors

Public Firm

Board of Directors

CEO

Business Group

Business Group

Business Group

Business Group

6


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Vision & Mission

“Diversity Inclusion Work&Life Balance”

7


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Operations

FOUR 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 strategy

Strategic alliance partners to provide services

Distribution through multi local agents

R&D $4 billion annual investment

8


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Products & Services

Desktops & Workstations

Notebook & Table PC

Handheld Devices

Monitors & Projectors

Printing & Multifunction

Fax, Copiers, Scanners

Digital Photography

Storage

Server

Networking

Software Products

Supplies & Accessories

Services

9


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Vietnam Market Share (%)

Monochrom Laser Printer

HP 85

Epson 15

Server

Compaq 48

IBM 26

HP 15

CD-ROM writer

HP 47

LG 26

Yamaha 8

Other 19

Scanner

HP 48

Epson 36

Acer 9

Other 7

Color InkJet Printer

Epson 60

HP 37

Canon 2

Other 1

10




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EFAS

13



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IFAS

15


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SFAS

16



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Past Challenges

Operating loss 1,012 million in 2002

Strong competitors (IBM for solution; Dell for PC)

Poor infrastructure

HR issue


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Past Measures

Merge Compaq for More Competitive

Cost cut, staff reduce

Support Government’s Initiatives

Staff re-organization

MERGE WITH COMPAQ (May 2002)



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Future Challenges

HR issue after merge

Two strategic management styles

Loss carried forward

One company two brands

Stronger Competition From Both International Players and China


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Future Measures

Integration of two management styles/ One should accept the other

Reorganization

Revenue improvement & cost cutting

Clear communication to public about brands

Product quality and innovation





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