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康柏电脑的发展历程(The development process of Compaq Computer)

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康柏电脑的发展历程(The development process of Compaq Computer)康柏电脑的发展历程(The development process of Compaq Computer) 康柏电脑的发展历程(The development process of Compaq Computer) Compaq computer, by three from TI's senior manager Rod Kenneth (Rod Canion), Jimmy Harris (Jim Harris) and Bill Morton (Bill Murto) in February 1982 ...

康柏电脑的发展历程(The development process of Compaq Computer)
康柏电脑的发展历程(The development process of Compaq Computer) 康柏电脑的发展历程(The development process of Compaq Computer) Compaq computer, by three from TI's senior manager Rod Kenneth (Rod Canion), Jimmy Harris (Jim Harris) and Bill Morton (Bill Murto) in February 1982 to invest $1000 to create. In 2002, Compaq was acquired by Hewlett-Packard Co. [editor this paragraph] brand introduction Compaq's original product was the first version of IBM, a personal computer with portability and compatibility. In March 1983, it sold for $3590. This big guy should be the ancestor of today's notebook computer. Although the first portable computer it is not the world production, but the first portable computer which is produced by IBM, the first IBM admit compatible personal computer, it quickly gained recognition. COMPAQ sold 53000 units in its first year, creating record sales for the first three years of business in the United states. It's a big 9 inch black and white screen with two 5 1/4 inch floppy disks and weighs 20kg. Compaq computer before sign (before 1990) IBM in PC machine parts most not by themselves directly to production may be the main reason that Compaq is so successful, because Microsoft has not the licensed operating system for any computer manufacturer. The only copy needed is BIOS, but Compaq spent $1 million to buy the patent, and can welcome it back to the compiler. It quickly became an industry leader in other companies in the industry. COMPAQ laid its important place in its place in the industry in 1987 this year, they launched the first design used by Intel, a new generation of X86 Series in the first 32 bit processor - 80386PC. [edit this paragraph] main course Winning growth Rights: Pfeiffer took office immediately after improving the cost structure of the company, he will reduce staff 14%, each unit management fee cut 63%, and cut the dealer profits. These drastic measures enabled the company to regain its former profit margin. Faif vows that Compag Computer Corporation will be the world's leading PC company in 1996. He achieved his goal ahead of 1994. Start growth: in order to make Compaq back growth rate, Pfeiffer implemented several initiatives. COMPAQ moves into new markets and speeds up new product development. In 1992, Compaq lost its PC minimum by 10%~35% in order to compete with repeat products. In 1991~1996, Compaq introduced some new products, such as file and print servers, low-cost commercial PC machines, application servers, medium range servers, NT professional workstations and super servers. At the same time, the company made a large-scale adjustment of the manufacturing sector and sales system, reducing unit costs. Regional expansion: while winning new customers, Compaq expanded its business range first from Western Europe and later to Japan, Latin America, Eastern Europe and the Asia Pacific region. Industry consolidation: 1997, Compaq completed a high terminal server manufacturer tianteng (TANDEM) acquisition of the company. In June 1998, it bought digital equipment company, which enabled Compaq to strengthen its position in the micro computer and computer server market. [editor this paragraph] history and overview of Compaq COMPAQ was founded in 1982. Revenue in 1984 was 111 million 200 thousand, a record of the United States business. Revenue reached 329 million in 1985, setting an industry record. Shares are listed on the New York securities exchange. Revenue in 1986 was 503 million 900 thousand, a record of the United States business. Personal computer sales reached 500000 units, access to global fortune 500. In 1987, 1000000th PCs were sold. Sales report for 1988 sales reached 1 billion 200 million. COMPAQ notebook launched in 1989. Launch the first server server. The first printer was launched in 1992. In 1993, PC Division was divided into two divisions, Desktop and Notebook PC. Stop printer business. In 1995, it achieved the largest market share of PC in the world. Greater China was established in 1997. In 1998, Forbes magazine named Compaq as the 1997 company. Launched a remote access server based on the Windows NT server, April announced in 2001 that HP Compaq merged. At the beginning of 1998, the U.S. computer industry two superstars, one is Mr. Grove, he was "time" magazine named "influential man"; another is Compaq CEO Pufei Yi fa. Forbes, an authoritative economic magazine, has been carefully selected to confirm that Compaq is the best company in the United States of the year. The results by the advent of Aike Pu Fei Yi hade? (Eckhard Pfeiffer) by suddenly fame, Among the computer giants. Pu Fei Yi Fa began to charge the Compaq in 1991, make painstaking efforts, hardships, after seven years of temper, and eventually became immortal, led by Compaq into the international information industry 10. According to statistics, in 1997, compaq's revenue reached $25 billion, an annual growth rate of 24%, ranking first in the world. The "Forbes" will Compaq as the best company of the year, Pu Fei Yi to become the nation's best behoove by chief executive. Pu Fei Yi Fa Mr. not paranoid, he is a calm management personnel, as the Prussians, he relies on rational, scientific and practical, will bring a broad road compaq. When he was heady, if his business along the trajectory a little attention, it is not difficult to find, Compaq is no longer the old cheap computer assembly factories, a new business model has emerged. Always keep a low profile in Iraq Pu Fei has no need to hide their French strategic intent, Compaq has full-fledged, as an annual income of $25 billion in international Super Company, not rely on others breath, with the footsteps of others behind, but the strong lead. Compaq is the international information industry in a big tree, can be their own point of view to the world that Compaq will reach $50 billion in revenue in 2000, and will start the fight in the large field of computer. The Compaq spearhead is not the other, but the world's computer Empire - IBM! It was originally thought that today's world can challenge IBM to the homes of Microsoft and Intel, whose? But now people have never xianshanlushui only see light suddenly, Compaq is trying to establish themselves, instead of the bright younger generation. Indeed, Bill Gate and Grove's personal charm so unforgettable, the hero worship of the era, the media hype tends to make people ignore a key fact: Microsoft strong men, but the end is a software company; although the software is the soul, but there is no hardware support system, adhere to the soul? Intel as a chip Empire, the strength of which no one denies, but only rely on the chip, why the strategic decisive battle? Intel has recently made a strategic adjustment, started to enter the network product market, however, to achieve the strategic control, I'm afraid in time. In times like this, the Compaq company sprang up and stood out, not alone, but with the world. COMPAQ not playing for second, the third and fourth position is Tandem company merger last year, sniff at, enter the mainframe market, the rest of the heart, and has white world. The computer industry has always been a leapfrog game, today you skip me, I skip you tomorrow. This is the motto of little Watson, the second generation leader of IBM company. This time, Compaq began to challenge the IBM throne, it is "ill intent, the one who is coming, the Compaq prepared, since Needless to say, veteran soldiers and able captains, Zhenfa clear, orderly retreat, open a comprehensive decisive battle. It seems that IBM has had to start a defensive battle. When war begins, the computer industry has no peace. Who is the winner? People are waiting to see. In his book "the road to the future" in his famous book "the road to the future" in 1980s, Mr. Bill Gate, compaq's Microsoft Corp, talked about the beginning of compaq's process. He said: "three engineers saw the opportunity for IBM to enter the personal computer market, resigned from TI's work and formed a new company Compaq computer. The hardware they produce uses the same attachment cards as the IBM personal computers and is licensed to use MS - DOS, so that their computers can run the same application as the IBM personal computer. The computers they produced are the exact same functions as the IBM personal computer, but they are more portable." At that time, with the IBM286 computer listed, many computer companies also introduced IBM compatible computers, of which Compaq 286 computer because of the graphics ability, and exquisite design, quickly attracted market attention. COMPAQ immediately became a successful example of the American business, with sales of $more than 100 million in its first year of operation. Later, IBM postponed the sale of personal computers with Intel 386 chips to protect its low-end large computer sales market. IBM hopes to use its own microprocessor, the application of CMOS technology to develop their own 286 products, while the development of IBM proprietary 16 bit operating system OS/2, to use in 286 computers. At that time, large computers used 32 bit architecture, so IBM decided that 32 bit is a large computer field, and if 386 computers are developed, it will affect the large computer market, As a result, they tried to use 16 bit PCs as the basic terminal power to connect large computers, refusing to adopt the 386 chip. IBM this time, the market situation was wrongly evaluated. The world is the world of people, not IBM exclusive control. IBM refused to produce 386, several other computer companies are eager to take advantage of a weak point. The lead is compaq. COMPAQ has always stressed the need to produce one hundred percent compatible PCs that are compatible with IBM, but better than IBM, and have always been in touch with Intel and are confident of 386. In the Intel chip at the same time, Compaq has begun to design 386 computer, and in September 1986 launched the world's first 386 desktop computer, suddenly popularity increased sharply, gain a complete victory. But arrogant soldiers tend to fail. Compaq computer market slogan is more delicate than IBM computer, cheaper to sell; then more and more expensive, the manufacturing cost is high, the decline, more bad days. [editor this paragraph] Compaq was acquired by HP In September 4, 2001, a confirmed merger agreement was announced in a statement jointly issued by Hewlett-Packard Co and Compaq, a high-tech enterprise with an annual turnover of $87 billion. The new HP will provide the business and consumer customers with the best in the industry IT products and services, and promised to use open systems and architecture to serve users. The merged company will have the world's largest turnover in servers, access to [1] facilities, images and print, and is a global leader in IT services, storage and management software. Three years ago, Compaq ate DEC, and today HP ate compaq. The oriole in the post. Today, compaq's acquisition of DEC is largely a failure. The acquisition of Compaq is a big challenge for HP. Will HP repeat the mistake of compaq's acquisition of DEC, and will the merger succeed? From the experience of compaq's acquisition of DEC, there will be some inspiration for today's HP. DEC, HP, IBM, these are nearly a hundred years old shop, and Compaq has only ten years of history, it has become such a scale today, is tantamount to a miracle. Three years ago, aspiring after the acquisition of DEC, Compaq, HP and Kang Bo turnover almost matched, rushed to the front. The practice proved that, contrary to expectations, compaq's business has been a far cry from its original growth in the past three years. When Compaq merged with DEC, its sales were $39 billion, and HP's $39 billion 500 million. So far, compaq's first four quarters of sales were $40 billion 400 million, while HP's $47 billion. Acquisition of DEC failure, the most important lesson, the first is the conflict of culture, at least two sides without sufficient preparation; on the other hand, sales channel conflict, Compaq is not successful on sales integration, there is no certain rules, both located in the sales model, sales channels and target goals are not good integration. The integration of smart is to respect each other's different, different ways don't go a pinch, pinch a problem will be at a certain level, some technology to communicate, but not to the entire organization are disrupted. DEC was originally a very good enterprise technology, culture is also very good to adapt to the technology's culture, so the basic concept is the first high-tech investment, once the R & D investment income accounted for 13 percentage points, is very high, in terms of technology, until today is still the advanced DEC. DEC's management concept is to some extent good wine, not afraid of deep alley, rarely speak of management, always talk about technology, a propaganda, talk about technology, think that the technology is good, everything is fine. Compaq is famous for its business performance, and the most famous is that it can run 14 times a year at its peak. But compaq's technology investment, R & D investment is very low, probably less than 3 percentage points. COMPAQ turned out to be a PC, so Compaq expanded badly at that time. Became PC eldest brother, think of buying DEC, want to manage the master of the expert, Compaq and technical master DEC combine. However, when we really combined, we found it difficult. The problem was so great that the differences between the two companies were too great. DEC has more than 40 years of history, headquartered in Boston, is a place of scientific and technological elite, a bit of the taste of technology aristocracy. COMPAQ headquarters in Texas, "Khost", not in the bustling place, and history is only a short 10 years, deep cultural foundation is not. After the acquisition of DEC, because of the culture are not compatible with the original DEC people think that technology will no longer be taken, so a lot of talent to go away, lost control and technical personnel, a large number of people to the Microsoft and Intel technology company. After Compaq bought DEC, it wasn't easy to fuse on the sales front. Compaq sold PC machines, Pay attention to channels, layered, the main channel, a level of agents, distributors, a deal to make 300 units, 500 units are small, is expected to be this month tens of thousands of Taiwan, that month tens of thousands of taiwan. Their main pursuit is capital turnover, the whole distribution channel does not have much technical level, and more is service maintenance. DEC agents are industry, large customers, a year may also sell five sets of machines, however, the value of the machine are particularly large, each of the millions of dollars, they do is mostly minicomputers or call the server, not the machines moved people there would be finished, they also give people to provide application, provide solution. DEC and compaq's agents are two different models, and DEC's proxy doesn't look like compaq's agents. Compaq's proxy doesn't seem to be DEC's proxy, and the agent's front is rather messy. As a result, in the three years of compaq's acquisition of DEC, the sales force and sales channels were tossing and turning, and the digestion and absorption of the entire sales channel were difficult. Today's HP ate Compaq and its Compaq ate DEC, not quite the same. The Compaq eat DEC, the feeling is very good, rich, purpose is to expand, at that time did not consider now people pay special attention to the market environment is good, to resist the wind together at that time, Compaq is one-way, is to buy DEC, DEC will be acquired it over. Today is a big acquisition by HP Compaq environment, except for the location of the market, there is still a considerable number of passive components, because if not acquired Compaq, may be worse in a complete mess. HP and Compaq have a lot of complementarities. At first glance, the high-end server, PC server, PC, on both sides, in fact there are different grades of high-end servers, PC servers also have different grades, PC workstation is the same, so the whole point of view, the two sides complementary part of the product line is very much, so he and the new HP product line will be very neat, certainly have overlapping, but the grade level, and so on is not the same, so HP and Compaq merger, complementary than some repeat. HP whole idea is very clear, from ten or twenty years ago, it is a printer, PC, high-end servers all have, the system is responsible for the high-end products, the PC department is responsible for the PC department is responsible for the printer, the printer. At that time, many people said that HP's instrumentation and computer are quite good, and can complement each other, the East is not bright, the West bright, why separate it? In fact, HP is very clear, PC, printers are low-end products, HP has always maintained the independence of high-end product management. Last year, HP made some attempts to share some of the resources that could be shared. So after Compaq, HP's product line looks very neat, with more complementary parts than repeated parts, and HP has a lot of experience in running different products together. HP has been a 62 year old company this year. It is the first high-tech enterprise created in Silicon Valley. It is the birthplace of Silicon Valley and has a very strong technical background. HP culture is people-oriented. HP has been quite mature now in terms of technology, management, and the market as a whole. So, after the merger of HP and Compaq, HP should be able to manage the new HP. On the whole of HP, in many ways it is possible to avoid compaq's previous mistakes. Coupled with its chairman and CEO Ms. Carly to acquire and to have considerable experience, she is brave, she is to go ahead, to seize the market, occupy the position, the position to improve HP. HP is also likely to receive compaq's share and proportion of Compaq services. Ms. Carly argues that HP is weaker than IBM in terms of services. IBM has been expanding services for the past 20 years, especially since Guo Shina took control of IBM. The original DEC has its own strong set of service consulting system, in the high-end technology consulting, Compaq today still maintain that set of consulting technical services.
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