Hewlett-Packard (HP) :

Hewlett-Packard Company (NYSE: HPQ), commonly referred to as HP, is an American multinational information technology corporation headquartered in Palo Alto, California, USA. The worlds largest technology company, HP brings together a portfolio that spans printing, personal computing, software, services and IT infrastructure at the convergence of the cloud and connectivity, creating seamless, secure, context-aware experiences for a connected world.

Current Fast Facts :

Hewlett-Packard Company, Known as HP(NYSE: HPQ). Its headquarter is in Palo Alto, California. HP serves more than 1 billion customers in more than 170 countries on six continents. HP has approximately 324,600 employees worldwide. HP's 2010 Fortune 500 ranking: No. 10. HP's revenue for the four fiscal quarters ended Oct. 31, 2010: $126 billion.

Founding History :
Bill Hewlett and Dave Packard graduated in electrical engineering from Stanford University in 1935. The company originated in a garage in nearby Palo Alto during a fellowship they had with a past professor, Frederick Terman at Stanford during the Great Depression. Terman was considered a mentor to them in forming Hewlett-Packard On January 1,1939, Packard and Hewlett established Hewlett-Packard (HP) in Packard's garage with an initial capital investment of US$ 538. Hewlett and Packard tossed a coin to decide whether the company they founded would be called Hewlett-Packard or Packard-Hewlett. Packard won the coin toss but named their electronics manufacturing enterprise the "HewlettPackard Company". HP incorporated on August 18, 1947, and went public on November 6, 1957. Of the many projects they worked on, their very first financially successful product was a precision audio oscillator, the Model HP 200A. Their innovation was the use of a small light bulb as a temperature dependent resistor in a critical portion of the circuit. This allowed them
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to sell the Model 200A for $54.40 when competitors were selling less stable oscillators for over $200. Hps first customer was The Walt Disney Company, which bought eight Model 200B oscillators (at $71.50 each) for use in certifying the Fantasound surround sound systems installed in theaters for the movie Fantasia. For over 70 years since then, HP has continued innovating and helping people, businesses, and communities worldwide use technology to improve their businesses and lives.

Operational Headquarters :
HP's global operations are directed from its headquarters in Palo Alto, California, USA. Its U.S. operations are directed from its facility in unincorporated Harris County, Texas. Its Latin America offices in unincorporated Miami-Dade County, Florida, U.S., near Miami. Its Europe offices in Meyrin , Switzerland, near Geneva. Its Asia-Pacific offices are in Singapore. It also has large operations in Boise, Idaho, Roseville, California, San Diego, California, and Plano, Texas (the former headquarters of EDS, which HP acquired). In the UK, HP is based at a large site in Bracknell, Berkshire with offices in various UK locations, including a landmark office tower in London, 88 Wood Street. Its recent acquisition of 3Com will expand its employee base to Marlborough, Massachusetts.

Products and Organizational Structure :

HP has successful lines of printers, scanners, digital cameras, calculators, PDAs, servers, workstation computers, and computers for home and small business use; many of the computers came from the 2002 merger with Compaq. HP today promotes itself as supplying not just hardware and software, but also a full range of services to design, implement, and support IT infrastructure. HP's Imaging and Printing Group (IPG) is "the leading imaging and printing systems provider in the world for printer hardware, printing supplies and scanning devices, providing solutions

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across customer segments from individual consumers to small and medium businesses to large enterprises." HP's Personal Systems Group (PSG) claims to be "one of the leading vendors of personal computers ("PCs") in the world based on unit volume shipped and annual revenue." HP Enterprise Business (EB) incorporates Technical services, Enterprise Services (an

amalgamation of the former EDS, and what was known as HP Services), HP Software Division, and Enterprise Servers, Storage and Networking Group (ESSN). The Enterprise Servers, Storage and Networking Group (ESSN) oversees "back end" products like storage and servers. HP's networking business unit ProCurve is responsible for the family of network switches, wireless access points, and routers. They are currently a business unit of ESSN HP Software Division is the company's enterprise software unit. From September 2005 through 2010, HP purchased a total of 15 software companies between as part of a publicized, deliberate strategy to augment its software offerings for large business customers. The division markets its software in four categories: HP IT Management Software (also known as business technology optimization software), HP Information Management Software, business

intelligence solutions, and communications and media software and solutions.

Brand and Legacy :

According to a Business Week Study, HP is currently the world's 10th most valuable brand. Since its creation, the HP Logo has remained largely the same. Because of its extreme simplicity, the logo is recognized all over the world. HP has many sponsorships. One well known sponsorship is of Walt Disney World's Epcot Park's Mission: SPACE. Others can be found on Hewlett-Packard's website. From 1995 to 1999 they were the shirt sponsor of Premier League club Tottenham Hotspur. They also sponsored the BMW Williams Formula 1 team until 2006 (a sponsorship formerly held by Compaq), and as of 2010 sponsor Renault F1. Hewlett-Packard also has the naming rights arrangement for the HP Pavilion at San Jose, home of the San Jose Sharks NHL hockey team.

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Agilent Technologies, not HP, retains the direct product legacy of the original company founded in 1939. Agilent's current portfolio of electronic instruments are descended from HP's very earliest products. HP entered the computer business only after its instrumentation competencies were well-established. When Agilent was spun off, items in the Corporate Archives were split-up along product lines, with Agilent retaining almost all of the original HP archives - only where there was duplication of material, was HP given early Test and Measurement material. Both companies retained an original 200A Audio Oscillator. After the acquisition of Compaq in 2002, HP has maintained the "Compaq Presario" brand on low-end home desktops and laptops, the "HP Compaq" brand on business desktops and laptops, and the "HP ProLiant" brand on Intel-architecture servers. (The "HP Pavilion" brand is used on home entertainment laptops and all home desktops.) HP uses DEC's "Storage Works" brand on storage systems; Tandem's "NonStop" servers are now branded as "HP Integrity NonStop".

Entry Strategy :
The choice of correct entry strategy for a particular market is a crucial one for international firms. It needs to explore every alternatives possible and try to understand the advantages and disadvantages of each alternative and weight those to take the right decision. Before entering a foreign market, a multinational company should construct a detailed marketing plan based on reliable data on every aspect of both the macro and micro-environment of the targeted market. Furthermore, several key internationalization issues are identified in terms of the SLEPT (social, legal, economic, political and technological) framework. HP used different tactics that it felt suitable to enter in each market. It uses exporting, merger, acquisition, joint ventures and wholly owned subsidiaries. Exporting : HP uses exporting strategy in the countries that it feels other entry strategy would not be as effective because of low growth opportunity. A prime example is our country Bangladesh. HP exports its product to this country using sole distributor that is Flora

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Computers. It also use the same strategy in Africa continent. It used exporting this technique in it very early day back in 60s n 70s in Europe. Joint Ventures : HP partnered in the 1960s with Sony and the Yokogawa Electric companies in Japan to develop several high-quality products. The products were not a huge success, as there were high costs in building HP-looking products in Japan. HP and Yokogawa formed a joint venture (Yokogawa-Hewlett-Packard) in 1963 to market HP products in Japan. HP bought Yokogawa Electric's share of Hewlett-Packard Japan in 1999. Acquisitions : As of 2008, Hewlett-Packard has made a total of 116 acquisitions since 1986. Its first acquisition was the F.L. Moseley Company in 1958. This move enabled HP to enter the plotter business, which was the predecessor to its printer business today. In 1989, HP purchased Apollo Computer for US $ 476 million, enabling HP to become the largest supplier of computer workstations. In 1995, the company bought another computer

manufacturer Convex Computer for US $ 150 million. In 2000, HP spun off its measurement, chemical and medical businesses into an independent company named Agilent

Technologies. The company's largest acquisition came in 2002, when it merged with Compaq, a personal computer manufacturer, for US$25 billion. The combined company overtook Dell for the largest share of the personal computer market worldwide in the second quarter. HPs latest big acquisition is buying Palm Computers for $ 1.2 billion to strength its positions in the hand held computing devices. Since then, stream of acquisitions strengthened HP position in the software business. The largest software company purchased during this time was Mercury Interactive for US$4.5 billion. This acquisition doubled the size of HPs software business by US$2 billion in annual revenue. The majority of companies acquired by HP are based in the United States. Merger : One the significant merger in the history was the merger between HP and Compaq. Before going the reason analysis first lets know about some brief detail of Compaq. Compaq : The company is better known as Compaq Computer Corporation. This was company that started itself as a personal computer company in the year 1982. It had the charm of being
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called the largest manufacturers of personal computing devices worldwide. The company was formed by two senior managers at Texas Instruments. The name of the company had come from-"Compatibility and Quality". The company introduced its first computer in the year 1983 after at a price of 2995 dollars. In spite of being portable, the problem with the computer was that it seemed to be a suitcase. Nevertheless, there were huge commercial benefits from the computer as it sold more than 53,000 units in the first year with a revenue generation of $ 111 million. Reasons of the merger: A very simple question that arises here is that, if HP was progressing at such a tremendous pace, what was the reason that the company had to merge with Compaq? Carly Fiorina, who became the CEO of HP in the year 1999, had a key role to play in the merger that took place in 2001. She was the first woman to have taken over as CEO of such a big company and the first outsider too. She worked very efficiently as she travelled more than 250,000 miles in the first year as a CEO. Her basic aim was to modernize the culture of operation of HP. She laid great emphasis on the profitable sides of the business. This shows that she was very extravagant in her approach as a CEO. In spite of the growth in the market value of HP's share from 54.43 to 74.48 dollars, the company was still inefficient. This was because it could not meet the targets due to a failure of both company and industry. HP was forced to cut down on jobs and also be eluded from the privilege of having Price Water House Cooper's to take care of its audit. So, even the job of Fiorina was under threat. This meant that improvement in the internal strategies of the company was not going to be sufficient for the company's success. Ultimately, the company had to certainly plan out something different. So, it was decided that the company would be acquiring Compaq in a stock transaction whose net worth was 25 billion dollars. Initially, this merger was not planned. It started with a telephonic conversation between CEO HP, Fiorina and Chairman and CEO Compaq, Capellas. The idea behind the conversation was to discuss on a licensing agreement but it continued as a discussion on competitive strategy and finally a merger. It took two months for further studies and by September, 2001, the boards of the two companies approved of the merger. In spite of the decision coming from the CEO of HP, the merger was strongly opposed in the company. The two CEOs believed that the only way to fight the growing competition in terms of prices was to
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have a merger. But the investors and the other stakeholders thought that the company would never be able to have the loyalty of the Compaq customers, if products are sold with an HP logo on it. Other than this, there were questions on the synchronization of the organization's members with each other. This was because of the change in the organization culture as well. Even though these were supposed to serious problems with respect to the merger, the CEO of HP, Fiorina justified the same with the fact that the merger would remove one serious competitor in the over-supplied PC market of those days. She said that the market share of the company is bound to increase with the merger and also the working unit would double. Strategic Sharing : Marketing : HP and Compaq would now have common channels as far as their buying is concerned. So, the benefits in this concern is that even for those materials which were initially of high cost for HP would now be available at a cheaper price. The end users are also likely to increase. Now, the company can re frame its competitive strategy where the greatest concern can be given to all time rivals IBM. The advantages of this merger in the field of marketing can be seen in the case of shared branding, sales and service. Even the distribution procedure is likely to be enhanced with Compaq playing its part. Now, the company can look forward to cross selling, subsidization and also a reduced cost. Operations : The foremost advantage in this area is that in the location of raw material. Even the processing style would be same making the products and services synchronized with the ideas and also in making a decent operational strategy. As the philosophical and mechanical control would also be in common, the operational strategy would now be to become the top most in the market. In this respect, the two companies would now have co-production, design and also location of staff. So, the operational strategy of HP would now be to use the process based facility layout and function with the mentioned shared values. Technology : The technical strategy of the company can also be designed in common now. There is a disadvantage from the perspective of the differentiation that HP had in the field of inkjet printers but the advantages are also plentiful. With a common product and process technology, the technological strategy of the merged company would promote highly
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economical functioning. This can be done through a common research and development and designing team. Wholly Owned Subsidiaries : HP has also set up some wholly owned subsidiaries for strategic beneficial reasons. A prime example of wholly owned subsidiaries is making plant in Singapore. At first HP set up only manufacturing plant for printer and then assemble them in USA. The headquarters for the Asia Pacific region are in Singapore, where operations commenced in 1970 with only 62 employees. Today they have more than 36,000 employees in the Asian region with operations across 14 countries. HP Singapore is home to the regions head sales office and coordinate logistics for other HP business in Asia. It focuses on simplifying technological experience for all of its customers, from individual consumers to large business. Reasons : There are vast differences between the national cultures of Singapore and the United States, particularly in Hofstedes dimensions of individualism, uncertainty avoidance and power distance. However, Singapores culture is more westernized due to their technology -based economy and the growing presence of western multinational organizations.

Singapore and the US were among the highest ranking countries with respect to performance orientation. People in these societies tend to take initiative, strive for performance and place importance on performance excellence , which to some degree contradicts Hofstedes individualism score for Singapore.
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With the similarity in culture HP planted this operation purely for business reasons. The reason was to counter Japanese printer company like Cannon. By establishing this plant HP enjoyed the benefits of location economics, cost reduction due to low labor cost in Singapore. In turn HP gained 30% market share of Japans printer market in only 15 years.

HP and its Relationship with Various theories :

Porters theory : Barrier to entry: (Low/ High Barrier) Capital requirement: This is the industry which demands huge investment so due to high investment there is a barrier for completely new entrants. Product Differentiation: In computer industry product differentiation is a big challenge these days. in short here is very low chance for product differentiation. Access to distribution channel: Distribution channel of existing big companies is already very strong in this industry. If any new company wants to enter in this market, it must have strong plan and resources for its distribution channel network. Switching cost: People are conscious about brands in this industry. If someone is using HP and one is satisfy, he/she will not change brand easily. Bargaining power of supplier: (High) Suppliers are in power in this industry in terms of raising price and lowing quality. In computer hardware industry, there are few suppliers so customers have not much option. Intels microprocessor chips are used in approximately 85% of personal computers. Microsoft operating system are used in 90% of computers Bargaining power of buyer: (High) Power of buyer is increasing as it is becoming commodity product. Another factor which could be the reason for the power of buyer is the possibility of backward integration. So we can say that in case of Individual, buyer power is moderately high while in case of organization, buyer power is high. Threat of new substitute: (Low) :There is no as such anything which is proper substitute of personal computer and laptop. But a little threat of substitutes of its printing products. It

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obviously has substitutes as there are following things like PDAs, Palm tops and Smart phones which have similar functions. Rivalry Among existing customers (High) : Rivalry is high in this market because there are some brands that have strong brand recognition in market n rivalry for market share is also high. As we can see there are a lot of companies which giving tough time to HP. As quickly the industry is growing so its very hard to compete with competitors such as HP is competing with Dell, IBM, CANNON, Lenovo, Acer, Toshiba, Apple and so many other its competitors in different segments and different products. Such as this business have a high fixed cost co there is very hard to out from this industry which makes competition intents. And Switching cost in this field high so its very hard to any company to get customers which makes intensity of rivalry high for existing firm such as Dell, IBM, CANNON, Lenovo, Acer, Toshiba, Apple etc facing. External Factor Evaluations (EFE) and SWOT analysis : HP has a score of 2.87 in EFE analysis where the industry average is 2.50. this shows why HP is a market leader but there is a lot of scope to improve the current situation.

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SWOT analysis : Strengths

Technological advancement Decrease Expense (R&D) Recognized Brand Technology Research Lab Customer Loyalty International Trade Worlds Leading Brand Product Line Extension Larger IT Firms ( App. Industry) Engineering Design

Weakness
Unit Vendor Shipment Lack In-house Management consulting Division Decreasing Investment in R&D Not using Online Selling

Opportunity
Globalization In (PCs) Acquisitions Customized Provider) Covering Major Markets (Public Business Education) Up Selling n Cross selling Product Development Innovation Related Diversifications (Solution

Threats
Intense Competition ( PC, Printing and Imaging) Short Product Life Cycle High Switching Cost Frequent Change in

Behavior and Demand of Customer Price War (Ink Cartridge) New Viable Competitor

(Software, Printing & Web Security) B2B Selling (To Dell) Product Differentiation

Value Chain Analysis : Firm Infrastructure Human Resource Technological Development Procurement Strong R&D culture, $3.64 billion invested in 2007 (3.4% of net revenue), It capitalize with patents and licensing technology. Huge negotiating power, Always use secondary source of supply, High volume to reduce cost. Inbound Logistics Operations Outbound Logistics Marketing Sales & Service 6 business units, Highly decentralized, Presence globally, in the process of reducing number of facility to reduce cost. 304,000 employees, Extensive training provided to labor force.

HP is competing with Dell in its distribution system and also struggling to reduce cost as its major portion of manufacturing is taking place in USA where the labor cost is very high.
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Competitive Profile Matrix (CPM) Analysis : By analyzing critical success factors, a study reports 3.24 is the score of HP and 3.18 of Dell and 2.93 of IBM. Which shows that among its nearest competitors HP is performing well and at second number is Dell and then after that IMB which shows HP could face threat from Dell.

Marketing Mix of HP :
Product strategy:

Hp believes in innovation. So in the product strategy HP always look for innovative products to hit the market. The products are very effective and technologically advanced. In recent years HP is going through diversification strategies. Hewlett-Packard, the Palo Alto, California-based information Technology Company, has been geared to a diversification strategy in recent years. The company wants to get more software-based products into its lineup. Such diversification helps companies guard against too much exposure to a specific product or industry. Not putting all their eggs in one basket means that if there is a downturn in one area, there is less of a chance that the company will be impacted.
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Mark Hurd, the former CEO of HP, laid emphasis on software acquisitions to add value to the company's hardware platform. Hurd deployed money into this strategy, giving new life to the company's software division. HP is focusing on using its software and solutions division to crosssell its hardware offerings. To this end, the company has made certain strategic acquisitions. In September 2010, HP completed the acquisition of Fortify Software.
Pricing strategy:

Over the past years HP has developed high performance technology with a diverse product portfolio, offered strong customer service, and has decreased its prices. HP uses both fixed and dynamic price strategies in order to offer its consumers the best customer service and products. In terms of segmented pricing strategy to offer its customers a variety of options to pay for its services or technology. According to Business Wire, One of the options HP is giving its consumers is pay-per-use utility pricing which charges consumers for actual usage on a monthly basis. This technology works by measuring the percentage of utilization on each Central Processing Unit. The advantage for HP customers is that they will only pay for processing they are utilizing. They also have the option to use additional processors, therefore processing is not limited. CUSTOMER SEGMENT: Household and industrial customers: Pay different prices for the same product. Product Form Pricing: Different versions of the same product priced differently because of different features In terms of fixed pricing, HP utilizes the promotional and bundling pricing strategies. Used as an incentive for consumers to buy more than one product, promotional pricing is used by many computer companies. HP is currently offering several discounted, free, and bundled products and services to appeal to consumers by using both the bundling and promotional price strategies. One example of HP utilizing these strategies is the New HP Pavilion dvgz laptop.
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Priced at $599.99, if you buy this laptop you receive other services as well as several discounts which include: a free memory upgrade to 3GB memory as well as a 320GB hard drive, $100 rebate, free color customization (stated as a $25 value), $30 off Microsoft Office Small Businesses 2007, $50 off on Blu-ray drive, and free shipping. (Source HP online store). Another example we can illustrate that the pricing strategy for the Printers. The price of printer is low but the cartridge price is high. This pricing strategy is very much customer focused and customers are very happy with the strategy. HP has a strong brand value and customer service of HP is great so customer is satisfied with the strategy. Promotional strategy: Marketing strategy of HP Has changed now. The promotional strategy of HP is given below: Current strategy of HP is, according to Barney Beal's 2004 article, HP's new approach was developed to deal with the 86 marketing departments in use at the time of the merger. When the merger occurred, it created a series of internal problems. HP had to deal with multiple platforms, legacy systems and a lack of continuity among its marketing departments. Each department had separate budgets and resources, leaving the company with no idea of the marketing focus or the total amount spent on marketing. The new strategy allowed the company to focus on a results-based, data-driven model. The aim of this strategy was to give the new company a single language that enabled parts of the marketing campaign to be integrated. In order to create this singular approach, HP began using Seibel CRM and Marketing Resource Management tools. The tools provided HP's top executives and department managers with the ability to speak the same language using numbers to measure marketing success, the accuracy of forecasted expenses and program effectiveness. With the chief financial officer and department heads effectively communicating, the company could focus on speaking to the customer. The focus on the customer is a great strategy of HP. HP has customers in every arena of the business world. To get the most out of its customers, the company began using the consumer
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as a guide to its small business and corporate initiatives. Their customers have shown a marked enthusiasm for this approach, which in turn has given HP more qualified leads and business partners. This strategy allows the company to be led by the customer. HP's reliance on a Customer Relationship Management program is no accident. By creating goals that can be measured, HP has managed to cut spending by 10 percent. These goals allow the company to funnel the marketing dollars to the strategies that show tangible results, creating a more efficient and effective marketing strategy. HP has created two major initiatives within the company that have motivated the staff and increased the efficiency of the company. The campaigns are called Achieve More with Less and Operation One Voice. Achieve More With Less challenged the company to consolidate systems and reduce redundancy. Operation One Voice was used to take all of the marketing initiatives to the customer, raising the profile of the brand's image. HP used this initiative to reach out, employing the methods that customers used to contact the company. By using customer-driven communication lines, HP was able to convey its message directly to the customer. The use of the customer-driven approach has led to a successful launch of the company's marketing strategy. Distribution Strategy : While H-P used to own the #1 spot in the PC market, Dell took over the top spot in 2003. Dells direct distribution model became the envy of all PC manufacturers . It started in 2005 when HP CEO Mark Hurd hired Todd Bradley to run its PC business. Bradley quickly found out that HP was concentrating resources where Dell was strong: in direct sales over the internet and phone. More importantly, in focusing in head-to-head competition with Dell, H-P was neglecting its retail stores. Bradley found a slew of problems: (i) Late and incomplete deliveries (ii) Strained

partner relations (iii) No marketing focus (the printer division handled PC marketing)

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Diagram : HPs product Distribution strategy with Product Life Cycle Theory (PLC)

HPs research also showed that 58% of PC buyers had no preference whether they bought a PC in a store or online. So instead of fighting a losing battle online, Bradley shifted H-Ps focus to a battle it could win: in the retail distribution channel. Bradley immediately began repairing relations with retailers, freshened designs to appeal to retail buyers, formed the PCs own marketing group, upped his retail outlet marketing budget, and designed new campaigns targeted to the retail buyers.

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Some of his campaigns such as The Computer is Personal Again with rapper Jay-Z and fashion designer Vera Wang alarmed HP employees, who felt Bradley was too focused on consumer PCs, ignoring corporate business. The results? H-Ps retail outlet strategy vaulted it back to the undisputed world lead in personal computer sales. HP is putting the final touches on its next generation of channel programs and plans to roll out details over the next few weeks. On the consulting and services side, HP is looking to implement "Hard Deck" policies similar to the program covering its indirect channel product sales, says Kevin Gilroy, general manager of North American commercial channels at HP. Under the Hard Deck program, HP specifies certain large customers as direct accounts and promises to keep its direct-sales team away from the others.

Strategy that Keep HP Always on Top :

An Eye on the Future - Constant Innovation : Population shifts will present the worlds governments, businesses, and citizens with tremendous challengesbut also tremendous opportunities. And HP is dedicated to

addressing these challenges, to empowering people, and to creating solutions that will allow all of us to thrive in this new world. HPs recent projects are : (a) Computers that learns. (b) Flexible Disp lays (c) A Central Nerve System for Earth (CNSE) (d) Faster Recalls (e) One billion Colors (f)Smart skin patches for

painful injections. (g) Protecting privacy in a connected world. Enterprise Business : HP always look for cost reduction of its products so that it can supply better information technology to people at their affordability. Leading By Example : HPs own IT organization has
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revolutionized the way technology is applied inside the company. Virtualization technology is at the heart of a move from 85 data centers down to just six. The result: we have cut IT costs in halfby more than $1 billion per year from fiscal year 2005 levels. Up until 2003, we spent 70% of the IT budget on maintenance and the rest on development. The percentages are now 20% and 80% respectively, says Randy Mott, HP executive VP and CIO. Corporate Social Responsibility (CSR) : Can a supply chain consisting of more than 700 suppliers and hundreds of thousands of people be expected to employ fair labor practices, implement sound environmental policies, and avoid conflict minerals? HP thinks it can. Our supply chain social and environmental

responsibility (SER) program focuses on building supplier capabilities, promoting collaboration, and increasing transparency. In practical terms, that means working with NGOs to correct issues found through risk assessments and supplier audits; collaborating with other industry leaders on issues that transcend any single companylike human rights violations associated with the trade of minerals from The Democratic Republic of Congo (DRC); and encouraging openness by making information about our suppliers public. In 2008, for instance, HP was the first in its industry to publish a list of its first-tier suppliers. We again broke new ground in 2009, when we reported greenhouse gas emissions data for our largest suppliers. STEMMING THE TIDE OF BRAIN DRAIN : An estimated 70,000 skilled professionals, scientists, academics, and researchers leave Africa each year to work in developed countries. A collaboration between HP and UNESCO is turning this brain drain into a brain gain by allowing university faculty to engage in real-time scientific collaboration from their home countries through grid and cloud computing. Since the pilot project launched in 2006, the program has connected 20 higher education institutions throughout the Middle East and Africa. Customer Driven Products : To supply unbeatable experience to its customers HP works hand to hand with SAP, Oracle and Microsoft. Relationships with these corporations dated back in 90s.

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Figure : HP and Global citizenship Energy Efficient Technology : HP is the first company in the market to offer ENERGY STAR qualified server. To help the upcoming energy crisis of the world it was a hallmark step. There are also project of : (a) Green machines (b) All paper is not created equal (c) The halo

effect (d) New data center (e) Promise of nanotechnology. Transnational Strategy : A strategy which exploits both global integration and local

responsiveness. HPs operations in each country are independent entities that attempt to respond to local market needs. However, they share ideas, technologies and managerial approaches in what is commonly referred to as a two way flow of skills and products. Some advantages are the effect of location economics and experience curve effect, as well as the benefit of global learning.
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Total Quality Management : HPs strategic thinking has been based on the concept of TQM in order to achieve improvement and customer satisfaction. The company embrace TQM in areas like customer focus, employee

participation and improvement cycle, and process management. Figure : Transnational Corporation Hoshin-Kanri Model : HP uses this standardized method in order to improve communication and speed up the implementation process. Hoshin-Kanri is a systematic process of defining key issues at each level of organization rather than having a centralized structure. To ensure that everyone in the organization is working towards the same objectives, standardized templates are cascaded down through the organization. Figure : Hierarchical temple

So all in all HP should concentrate on attaining Sustainability in the long run which will work as the best competitive advantage in the world market.

Conclusion :
Hewlett-Packard (HP) is in the business for 72 years and still growing. What started in a garage in California is now one of the most respectable MNC in the world and largest IT firm in the world. Constant improvement is the bottom line HP used to mark its presence in the global market and it will continue to grow.

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http://www.hp.com/hpinfo/globalcitizenship/gcreport/intro/priorities.html Hofstede, G. (2003), Geert Hofstede Cultural Dimensions, *Online accessed 09 April 2011+ URL: http://www.geert-hofstede.com/hofstede_dimensions.php Feurer, Rainer, Chaharbaghi, Kazem & Wargin, John, (1995), Analysis of strategy formulation and implementation at Hewlett-Packard, Management Decision, vol. 33, no. 10, pp. 4-16. Grant, Robert M. (2005), Contemporary Strategy Analysis, 5th edition, Blackwell Publishing, Oxford. Agarwal R. (2011), Merger and acquisition- A case study and analysis of HP-Compaq merger. [online accessed on- 06 April 2011] URL : http://EzineArticles.com/?expert=Rohit_Agrawal Hoopes L. C. (2001), The Hewlett-Packard and Compaq Merger: A Case Study in Business Communication, [ Online accessed on : 09 April 2001] URL : http://www.awpagesociety.com/images/uploads/HP-Compaqcase.pdf http://www.scribd.com/doc/34913067/WAC-HP-Business-Strategy-Analysis Lowitt M. E. and Grimsley J. (2009) Hewlett-Packard: Sustainability as a competitive advantage, Accenture. May 2009

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