M&a Paper

I.Introduction- HP-Compaq Merger a. authentic Expectations b.Did Outcome Meet with Expectations c.Corporate Governance and honourable Issues d.Human Capital and Assimilation e.Is Merger Success or Failure II.Original Expectations a.Economies of Scale (Harris, 2006) i.Asset Reductions due to an plus in overall productivity and operational efficiencies 1.Increased Productivity due to leverage HPs manufacturing and R&D capabilities while enhancing Compaqs expertise in PC technology 2.Cost improvements Reduced headcount by leveraging technology 3.Supply Chain improvements JIT manufacturing, consignment inventory 4. rut improvements leverage combined retail and need distribution take of the combined companies 5.Increased leverage on R & D - Ex b.Economies of Scope (Harris, 2006) i.Diversification and focus 1.Four main business units impart broaden scope while retaining operational focus a.Imaging and print leverage brand and technology b.Access business c.Information technology and infrastructure d.Services 2.Targeting 50% share of the retail printer and PC markets 3.Dominate retail shelf space with a focus on increase the quality and speed of printer products in order to increase ink cartridge sales 4.

Brings competition to Dells direct model c.Increase in Free Cash Flow (Harris, 2006) i.better operating margins 1.Lower operating costs a.Reduce headcount by 15,000 2.Supply chain improvements reduce cash conversion cycle d. contract a new, innovative company culture for the combined organizations (Rosenberg, 2003) i.CSER free radical 1.Corporate responsibility 2.Social responsibility 3.Environmental responsibility III. Did the outcome meet expectations (Konrad, R., Fried, I.,Non,S.,2001). a.Carly Fiornia, the power CEO of Hewlett Packard, leadership was questionable and the future direction of Hewlett Packard produced disconfirming outcomes. 1.The strategic vision was misguided... If you want to get a copious essay, order it on our website: Orderessay

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