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WAC-HP Business Strategy Analysis

WAC-HP Business Strategy Analysis

Ratings: (0)|Views: 1,472 |Likes:
Published by SAM
Hewlett-Packard Company (NYSE: HPQ), commonly referred to as HP,

For further detail contact with me (SAM Arians) at Tahir_sami1@yahoo.com and in case of emergency 0092-321-4696154
Hewlett-Packard Company (NYSE: HPQ), commonly referred to as HP,

For further detail contact with me (SAM Arians) at Tahir_sami1@yahoo.com and in case of emergency 0092-321-4696154

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Published by: SAM on Jul 27, 2010
Copyright:Attribution Non-commercial

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04/27/2013

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IntroductionHewlett-Packard Company
( NYSE:HPQ), commonly referred to as
HP
, is anAmerican multinationalinformation technologycorporation headquartered inPalo Alto, California, USA. HP is one of theworld's largest information technology companiesand operates in nearly every country. HP specializes in developing and manufacturingcomputing, data storage, and networking hardware, designing software and deliveringservices. Major product lines include personal computing devices, enterprise servers,related storage devices, as well as a diverse range of printers and other imaging products.HP markets its products to households, small- to medium-sized businesses andenterprises directly as well as via online distribution, consumer-electronics and office-supply retailers, software partners and major technology vendors.HP's posted net revenue in 2009 was $115 billion, with approximately $40 billion comingfrom services. In 2006, the intense competition between HP and IBM tipped in HP'sfavor, with HP posting revenue of US$91.7 billion, compared to $91.4 billion for IBM;the gap between the companies widened to $21 billion in 2009. In 2007, HP's revenuewas $104 billion, making HP the first IT Company in history to report revenuesexceeding $100 billion. In 2008 HP retained its global leadership position in inkjet, laser,large format and multi-function printers market, and its leadership position in thehardware industry. Also HP became #2 globally in IT services as reported by IDC &Gartner.Major company changes include aspin-off of part of its business asAgilent Technologies  in 1999, itsmerger withCompaqin 2002, and the acquisition of EDSin 2008, which led to combined revenues of $118.4 billion in 2008 and aFortune 500ranking of 9 in 2009.In November 2009, HP announced the acquisition of 3Com. On April 28, 2010, HPannounced the buyout of Palmfor $1.2 billion. On May 16, 2010, the acquisition of Palmwas final.
 
Industry Analysis Porter Five Forces
Threat of new Entrant (Low)
DeterminantsDefining QuestionAssess the power of BuyersCircle one of the following.1 = low, 5 = high, or N/A if itdoesn’t apply to your industry.
Economies of Scale andexperienceDoes successful entry require thatcompanies have significanteconomies of scale or experience
 
1
2 3 4
5
N/ABrand IdentityDo new companies need to spendheavily on brand identification?1 2 3
4
 
5
N/AProductDifferentiationDo new entrants need to differentiate by spending heavily on advertising,customer services or productdifferences to over come existingcustomer loyalty? 
1
2 3 4 5N/ASwitching CostsDoes the buyer have to pay to switchfrom one supplier product toanother?1 2
3
4 5N/ACapital Required Does the new company need toinvest large financial resources?1 2 3
4
5N/AAccess toDistributionDoes the new comer have access todistribution channel for product or services? 
1
2 3 4
5
N/ACost advantage Established companies have costadvantages over new rivals. 
1
2 3 4 5N/AGovernment policiesGovernment policies can help to preserve or limit competition.1 2 3 4 5
N/A
(Threat of new Entrant of Low)
 
Intensity of Rivalry (High)
DeterminantsDefining QuestionAssess the power oBuyersCircle one of thefollowing.1 = low, 5 = high, or  N/A if it doesn’t apply toyour industry.Industry growthHow slowly or quickly is theindustry growing? Intense fightamong rivals for market share1 2 3
4
5N/AFixed Cost Does your business have a highfixed cost?1 2 3 4
5
N/AProductDifferentiationIs your product commodity? Thecloser the product is to being acommodity the higher intensityof rivalry.1 2
3
4 5N/ASwitching CostsHow costly is it for your buyeto switch between providers?1
2
3
4
5N/ABrand IdentityIs branding critical for youRival’s success? Brandidentification by buyer reducesthe threat of rivals.1 2 3 4
4
 
5
N/AConcentrationand balanceAre there a large number of firms of equal size and power,all chasing after the samecustomer?1 2 3
4
5N/ADiversity of competitorsAre there competitors withdifferent strategies and frame of reference? When competitors arediverse it is more difficult toestablish the rules of game1
2
3 4
 
5N/A
(Intensity of Rivalry is high)

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