INTRODUCTIO

N
1
INTRODUCTION
Founded in 1984 by Michael HP No.1 PC provider in the Us and No.2 orldide !ased
in "ound "oc#$ %e&as '(ploys (ore than 82$)** people orldide. +re durin, the
198*s and 199*s to beco(e a brand Model is the -oundation -or HP.s bUsiness HP
(aintains a consistent -ocUs on o--erin, the best value HP is a trusted technolo,y
innovator ith a diversi-ied$ co(prehensive /% port-olio. HP is a ,lobal co(pany
co((itted to its custo(ers and e(ployees
History :
0 /n 1991$ HP be,an sellin, co(puters via its eb site
0 /ntroduced the 2113%$ the co(pany.s -irst noteboo#
co(puter in 1989
0 4oined the top5-ive co(puter syste( (a#ers orldide in 1992
0 'arnin, appr. 61 (illion per day ) (onths a-ter the launch o- HP.co( in 1991
0 /ntroduced '57upport$ an online tool to provide technical support to custo(ers 1999
0 1999$ HP overtoo# Co(pa8 to beco(e the lar,est seller o- personal co(puters in the
U7
0 2**)$ HP set a ,oal o- beco(in, the ,reenest technolo,y co(pany on 'arth -or the
lon, ter(. %he co(pany launched a 9ero5carbon initiative
0 For the -irst ti(e$ HP achieves No. 1 ran#in, in ,lobal (ar#et share in 2**1
0 2**2$ na(e as chan,ed to :HP /nc.:
0 2**1$ HP purchased the co(puter hardare (anu-acturer ;lienare
0 4anuary 2**)$ started a turnaround plan that pro(ises to yield 62 billion in annual
savin,s over the ne&t three years.
Recent Developments :
0 /n 4anuary 2*12$ HP announced that they ill ithdra all (anu-acturin, -ro(
3i(eric# and (ove it to its ne plant in the Polish city o- 3od9 by 4anuary 2*12.
0 "aised their cost5reduction tar,et to 64 billion.
0 HP also announced that it ai(ed to beco(e a :onepercent co(pany$: ,ivin, aay 1 <
o- preta& pro-its to education and di,ital inclUsion pro=ects (ainly in
e(er,in, (ar#ets$ by February 2*12.
2
Product line
2
HISTORY OF Hewlett-Packard
c. 1905
In Palo Alto, California, a hoUse and shed are built at 367 (then numbered 369) Addison Ave. First
documented residents are r. John Spencer, a !h"sician# his $ife, Ione, and t$o adult dau%hters, Alice and
&artha. In '9(9, r. )!encer is named the first ma"or of *alo Alto under the charter form of %overnment.
1918
+he hoUse is divided into t$o a!artments numbered 367 and 369.
1924
A ', - '. foot garage a!!ears on Sanborn Insurance ma!s of *alo Alto. +his rou%hl" coincides $ith the
!avin% of the cit" streets to accommodate the increasin% number of automobiles.
1934
/ill 0e$lett and ave Packard %raduate from Stanford University.
1935
ave moves to )chenectad", 1e$ 2or3 to $or3 for 4eneral 5lectric. /ill com!letes %raduate $or3 at
)tanford.
1936
/ill com!letes %raduate $or3 at &I+ and returns to *alo Alto, as a )tanford research assistant to
develo! medical equipment for a )an Francisco doctor. (Arran%ed b" )tanford !rofessor Fred +erman.)
1937
ave visits /ill in *alo Alto# the" have their first official bUsiness meeting.
1938
urin% the summer, Fred +erman arran%es a )tanford fello$shi! for ave to $or3 $ith 6Uss 7arian
onvacuum tube technolo%". ave ta3es a leave of absence from 45 to move bac3 to *alo Alto and 8ma3e
a run for it8 $ith /ill.
/ill searches for an a!artment for ave and s!ecificall" chooses 367 Addison Avenue becaUse it has a
%ara%e that the t$o of them can $or3 in.
In )e!tember ave and 9ucile move into the three:room apartment on the first floor (;367), and /ill moves
into a shed in the bac3. &rs. )!encer, the no$:$ido$ed landlad", lives in the u!stairs a!artment (;369).
/ill and ave be%in !art:time $or3 in the %ara%e $ith <=3. in $or3in% ca!ital. +he <=3. consists of cash
and a Used )ears Craftsman drill !ress. +he" develo! an audio oscillator, 0*>s first !roduct.
1939
?anuar" ', /ill and ave formali@e their !artnershi!. +he" decide the com!an">s name $ith a coin toss.
/ill moves out of the shed $hen he and Flora marr". +he small buildin% becomes the com!an">s bUsiness
office $ith a des3 and file case.
1940
0avin% out%ro$n the %ara%e, 0e$lett:*ac3ard moves to a rented buildin% at A.' *a%e &ill 6oad. ave and
9ucile move to /arron *ar3 in *alo Alto.
1944
&rs. )!encer leaves *alo Alto. )ubseBuent o$ners continue to subdivide the hoUse and rent out its
a!artments and the %ara%e.
1984
0* decides to !ursue historic landmar3 statUs in order to ensure that the %ara%e $ill be !reserved at its
ori%inal location.
1985
4ara%e is named a cit" landmar3 b" the *alo Alto 0istoric 6esources /oard.
1987, AugUst 7
4ara%e is %ranted California )tate 9andmar3 statUs as California 6e%istered 9andmar3 1o. 976. +he state
also %rants !ermission for a bron@e !laBue to be installed at the !ro!ert".
1989, May 19
4
4ara%e is dedicated as a state historic landmar3 and the C/irth!lace of )ilicon 7alle".D A !laBue is set in a
sandstone roc3 in the front "ard.
2000
,((( 0* !urchases the !ro!ert".
2004
0* announces !lans to renovate and rehabilitate the %ara%e, hoUse and shed at 367 Addison Ave.
2005, December 6
Eith !reservation efforts com!lete, the 0* %ara%e is re:dedicated as a state historic landmar3 and the
C/irth!lace of )ilicon 7alle".D
>/7/?N 7%;%'M'N%
@%hrou,h e--ective and strate,ic co((unity partnership$ HP supports educational
services pro,ra(s that address the critical and (ost basic technolo,y access needs o- its
nei,hbours in HP co((unities prere8uisite to success in di,ital orld.A
HP provides a classic e&a(ple o- ho the principles o- strate,ic (ana,e(ent have been
Used to translate an innovative vision into a success-ul and sUstainable enterprise. %heir
vision state(ent basically tells the ay they do their bUsiness. %hey ant to be
success-ul in the di,ital orld -or this they rely on latest technolo,y. HP provides
8uality products to cater the needs o- the people. /n intend to build ,ood relationship
ith their cUsto(ers and suppliers.
M/77/?N 7%;%'M'N%
@%o provide cUsto(ers ith superb value$ hi,h 8uality$ relavent technolo,y$
cUsto(i9ed syste(s$ superior service and support and products and services that are
easy to purchase and Use.A
B
>;3U'7
%heir -irst priority is to be a success-ul bUsiness and that (eans investin,
-or ,roth and balancin, short ter( and lon, ter(.
?!4'C%/>'7
Folloin, are the ob=ectives o- HP Corporation
1. Modi-y laptop desi,ns accordin, to student.s pre-erences.
2. Couble laptop sales in student (ar#et.
2. /ncrease revenues by 2B< by the end o- the second year o- launchin,.
4. Cevelop a pro(otional ca(pai,n to pro(ote the (odi-ied laptops.
B. /ncrease aareness o- the e&istent a,ency pro=ect ob=ective research strate,ic
plan conclUsion.
1
+?;37
+oals are the speci-ic interi( or the ulti(ate ti(e based (easure(ent to be achieved.
Dhile i(ple(entin, strate,ies in pursuit o- co(panies ob=ectives. %he ,oal o- the
or,ani9ation are set consistent $ achievable and realistic. ;s per survey.s the present
(a=or ,oal o- the or,ani9ation is to adopt the best technolo,y and appoint -e (ore
personnel that ould brin, e--iciency in the or,ani9ation.
)
INPUT STAGE
8
IFE AND EFE MATRI
AN INTERNA! " ETERNA! EN#IRONMENT ANA!YSIS
/n order to analyse the (anner in hich the internal and e&ternal environ(ent e--ect
toards HP ,ainin, opportunities to understand the (ain -or(s o- threats the
or,ani9ation -aces -ro( its co(petitors and ho HP (iti,ates its internal ea#nesses
via its corporate stren,ths$ #enichi oh(ae.s 2c (odel has been adopted.
Internal Factor E$aluation %IFE&
1. Socially Responsible
Company
0.03 3 0.09
2. HP products enjoy 0.07 3 0.21
3. Sale force 0.0 3 0.1
!. "uality product 0.0# 2 0.1$
. Profit increase 0.20 ! 0.#0
$. %ess price 0.0 3 0.1
7. &'port Sales 0.1# ! 0.72
1. %ac( of a)areness amon*
+,
0.0! 2 0.0#
2. %o) -d.ertisement 0.09 2 0.1#
3. Re.enue from confectionary 0.0# 2 0.1$
%o) credit Sale and profit
mar*in
0.0 3 0.1
!. /ea( promotion acti.ities
t0rou*0 )ebsites
0.0 3 0.1
. Cant launc0 e'pensi.e brand
due to lo) income *roups
0.03 1 0.03
Total
1.00 2.99
9
Strengths
Key Internal Factors Weight Rate 1-4
Weighted Score
Weaknesses
E'ternal Factor E$aluation %EFE&
1. 1e) and )ea( competitors in
mar(et
0.12 2 0.2!
2. Consumer e'penditure on
tec0nolo*y 0as increased by 3.$2
0.07 3 0.21
3. Population density 3ncreased by
2.1#2
0.09 ! 0.3$
!. Credit policy can be adopted to
increase sale
0.0 3 0.1
. Potential in mar(et 0.03 3 0.09
$. -ll companies contribute only
22 to processed mar(et
0.02 3 0.0$
7. 4s as 7
t0
lar*est producin*
country
0.12 ! 0.!#
#.5ispose income increase 3.$2 0.12 3 0.3$
9.3ncrease in Consumer +ec0onol*y
ind4stry by 1!2
0.0 ! 0.20
1*
Opportunities
Threats
Co()etiti$e Pro*ile Matri' %CPM&
1. &n*ro and S0a(ar*ani as major
competitors
0.1! 3 0.!2
2. ,ar(et se*ment *ro)t0 could
attract ne) entrants
0.0! 2 0.0#
3. +aste of t0e consumer 0as
already de.eloped
0.02 2 0.0!
!. %e*al 6 et0ical issues 0.01 2 0.02
. &conomic slo)do)n can reduce
demand
0.01 2 0.02
$. &ffect of seasonality upon sales 0.0 3 0.1
7.Stromn* ad.ertisement by major
competitors
0.0# 3 0.2!
Total
1.00 3.02
11
Critical
Success
Factors
Weight Rating W. Score Rating W. Score Rating W. Score
0.0 to 1.0 1 to ! 1 to ! 1 to !
,ar(et S0are 0.12 3 0.3$ 2 0.2! 1 0.12
3n.entory
system
0.0 3 0.1 2 0.10 2 0.10
1inancial
position
0.20 ! 0.#0 2 0.!0 3 0.$0
Product "uality 0.1 ! 0.$0 3 0.! 3 0.!
Consumer
%oyalty
0.07 3 0.21 2 0.1! 1 0.07
Relations0ip
)it0 Suppliers
0.03 3 0.09 3 0.09 2 0.0$
7lobal
&'pansion
0.0$ 3 0.1# 1 0.0$ 1 0.0$
8r*ani9ation
Structure
0.02 3 0.0$ 2 0.0! 1 0.02
Product
Capacity
0.0 3 0.1 2 0.10 2 0.10
-d.ertisin* 0.1 2 0.30 ! 0.$0 3 0.!
&fficient Cost
,ana*ement
0.0 3 0.1 3 0.30 2 0.20
Product R65 0.0 3 0.1 2 0.0! 2 0.0!
Totals 1 3.20 2.56 2.27
12
MATCHING STAGE
12
+C, Matri'
Problem Child/Question mark:
Dhen a ne product is launched in a pro(isin, (ar#et
but it has a lo (ar#et share but ,ot potential to be a 7tar then a Cash co or i- everythin, -ails
it
could beco(e a Co,. /n HP.s case its latest product -ro( N5series 7(artphone N91 is stru,,lin,
to
,et the (ar#et share li#e its predecessor N9B 7(artphone.
Cash Cow
: Dhen a certain product.s (ar#et (atures and its de(and slos but it has a
lar,e (ar#et share is #non as Cash Co. HP has (any products that reached their (aturity and
died aay in recent days its hi,h end 7(artphone N9B reached its (ar#et de(and and is sloly
dyin,
aay becaUse ne technolo,y is introduced every day.
Star: /t.s a ne product hen launched has a hi,h (ar#et response and its sales rise.
Co(panies li#e HP are in a search o- ne products hich can be turned into stars and they
invest
(oney in Proble( Child and Co,s to turn the( in to a 7tar and then hope to turn the( in to
Cash
Co.
Dog: ; Co, is a product ne or old (ar#et shares and sales decline very -ast. /n (obile
indUstry technolo,y chan,es very drastically so even a 7tar ith bad strate,y and (ar#etin, can
be
turned in to a Co, =Ust as easy.
14
MICHAE! PORTER-S #A!UE CHAIN ANA!YSIS FOR HP
1B
MICHAE! PORTERS FI#E FORCE ANA!YSIS
H= HIH != !"DI#! $= $%W
&hreat o' ne( entrants
'cono(ies o- scale
Product di--erentiation
Capital re8uire(ents
7itchin, costs
;ccess to distribution
channels
Cost o- advanta,es
+overn(ent policies
H
,
H
H
H
H
H
)argaining po(er o' s*ppliers
Concentration and si9e
o- suppliers
!uyer i(portance in
ter(s o- cost and 8uality
7itchin, costs
Possibility o- -orard
and vertical inte,ration
H
H
%
H
)argaining po(er o' +*yers
Concentration o- buyers
/(portance o- price to buyers
No o- alternative sources
7tandardi9ation >s
substitutes
7itchin, costs
Possibility o- vertical
H
H
H
,
%
H
&hreat o' s*+stit*te prod*cts
No o- alternatives
Cost e--ectiveness
7itchin, costs
Price sensitiveness
H
H
%
H
11
$evel o' intensiveness o' rivalry among e,isting Firms
No o- (ain co(petitors
Mar#et ,roth rate
Ce,ree o- di--erentiation
Cost o- 7tructures
M
M
3
H
S.OT ANA!YSIS OF HP
STREN,THS/ .EA0NESS/ OPPORTUNITIES AND THREATS
ASSESSMENT FOR HP
1)
Po1iti$e e**ect toward1
acco()li12(ent o* 3oal1
Ne3ati$e e**ect toward1
acco()li12(ent o* 3oal1
/nternal
Stren3t21
;de8uate nu(ber o- people to do
the or#
/n-or(ation syste(s that Use the
best technolo,y available
7tron, brand na(e and brand
reco,nition
Hi,h investor con-idence.
Positive consu(er perception
re,ardin, price.
3eader o- indUstry.
Consu(ers de(and ease o-
shoppin,.
'cono(ies o- scale due to the
or,ani9ational lar,e si9e and
structure.
Positive consu(er perception
re,ardin, 8uality o- service.
Hi,h levels o- -inancial stability
;bility to ta#e over or ipe out
co(petition.
.eakne11e1
'&tensive labor relation proble(s
Co((unity relation proble(s.
Hi,h levels o- criticis( re,ardin,
or,ani9ational strate,y o-
do(inance.
MiscellaneoUs public relation
proble(s
Nu(eroUs issues re,ardin, labor
union de(ands.
Me(bership li(ited to 7a(s club
stores.
3ac# o- diversi-ication on service
o--erin,$ all diversi-ication are
ithin sa(e indUstry.
No -or(al >ision state(ent.
Fe o(en and (inorities in
hi,her (ana,e(ent.
O))ortunitie1
%he orld econo(ic crisis has le-t
(any retailers -ace ban#ruptcy.
7upernor(al pro-its provide
-inancial security -or -uture
diversi-ications.
Cecrease o- consu(er buyin,
poer o- lu&ury and branded ,oods.
3o cost ,ood (anu-acture -ro(
risin, nations E/ndia$ ChinaF
C7" pro=ects (ini(i9in, da(a,es
caUsed to corporate ,ood ill.
?ba(a ad(inistration #eenness to
lend a helpin, hand to U7
corporations in order to boo( the
U7 econo(y
+roin,$ lar,er and potential ;sian
(ar#ets.
T2reat1
/ncreasin, nu(bers o- online
retailers
+lobal recession a-ter(ath e--ects
/ncreasin, nu(ber o- co(petitors
creatin, price ars.
7(all co((ittees disli#e HP
enterin, their (ar#et
Ci(inishin, pro-it (ar,ins.
"espective local las pro=ectin,
s(all scale bUsiness EU7 and
internationalF
U7 inco(e ta&ation policies.
"e,ulation o- HP phar(acies
18
'&ternal
PEST ANA!YSIS
19
; scan o- the e&ternal (acro5environ(ent in hich the -ir( operates can be e&pressed
in ter(s o- the -olloin, -actorsG
Political
'cono(ic
7ocial
%echnolo,ical
-%$I&I./$
%he political environ(ent in the U7 has been chan,in, abruptly in the previoUs year.
HP bein, an inte,ral part o- this econo(y has also been ,reatly a--ected by these
chan,es and has not been able to counter the(. Chan,es in the le,islation and las o-
the U7 ,ovt. have tried to revive the PC bUsiness but the reciprocations have been less
then hat as e&pected. %he co(pany has been able to beat the e&pectations o- Dall
street ho predicted (ore dip by postin, less losses by uttin, costs. %he conservatis(
that e&ists in the consu(er spendin, has been increasin, hich has adversely a--ected
HP.s per-or(ance. /ssues o- environ(ent policies has also a--ected HP as HP ca(e
under si,ni-icant pressure -ro( environ(ental ,roups across the U7 to assu(e
responsibility -or its old products and this e&perience sensiti9ed co(pany o--icials to the
ris#s and opportunities o- state and -ederal e5aste re,ulations and the need to ta#e
proactive steps a,ainst the(.
".%0%!I.
Hi,h tarri-s on /% products (a#es HP di--icult to enter other (ar#ets apart -ro( U7; 1
since (ost o- the population o- the orld is youn, and adaptive to chan,e in technolo,y$
HP ai(ed to (anu-acture its products hich are (ore User -riendly and can be a--orded
by youn, pro-essionals$ becaUse purchasin, poer o- or#in, population sa an
increase over the past -e decades. 7ince the econo(y sa a chan,e due to the
(eltdon and recession$ HP also had to (odi-y so(e o- its policies to cope up ith the
chan,in, scenario.%he chan,e in the U7 econo(y also e--ected HP ith it brin, chan,e
in its core policies o- inventory and credit (ana,e(ent o- receivables and inventory
conversion days to decrease its operatin, cycle and thUs reduce cost.
S%.I/$
2*
/ncrease o- youn,er population and or#in, population have led to the increase o- the
Use o- co(puters. ; technolo,ical revolution has been around the corner$ people have
beco(e techsavy $that have resulted in the increase in the de(and -or
co(puters .%hese days people have ti(e constrains and as a result o- it they pre-er to
buy the product online $hich has ,iven HP an advanta,e over others becaUse o-
HP.co(.
&".H0%$%I./$
%ecnolo,ical chan,es are happenin, at a very -ast rate due to hich HP is able to
provide advanced technolo,y products to the cUsto(ers.;s a result o- chnolo,ical
chan,es HP has also increased their product line./t is adoptin, to the echnolo,ical
chan,es as he old technolo,y is beco(in, obsolete.?ne o- the (ost i(portant a--ets o-
technolo,ical chan,es that have led to the increase o- the de(and o- HP
co(puters is their Cirect !Usiness Model.%hey have e&cellent eco((erce capabilities$
hich can be seen ith the success o- the HP. %he recent chnolo,ical chan,es can be
seen in their recent products li#e Ne Poer'd,e 7ervers$ Ne 'nterprise Co(putin,
Port-olio$ /nnovation ;ids "ecovery$ Ultra5%hin 3aptop$ ;da(o$hich ill be in the
(ar#et very soon. HP could e&ploit the netor#5internet$e&tranet to reach the corners o-
the orld.
4SPM
1inancial Resources 11.1%

0.55
+ec0nolo*y and
inno.ati.eness
11.1%

0.55
8r*ani9ational culture 11.1%
!
0.44
%ocation of operations 11.1%
3
0.33
1 2 2 4 B
21
Factors Weight
*n'avora+le Favora+le
$i2ert scale Score Weight
score
Policies and practices 11.1%

0.44
+0e ,ar(et s0are in
terms of :et sales
11.1%

0.55
,ar(et se*ments 11.1%
3
0.33
+op mana*ement 11.1%

0.55
-ssociates 11.1%

0.55
!erall score 100%
39 4.29
%he overall 8uantitative co(pany resources audit revealed a score o- 4.29 indicatin, that
the internal resources o- the or,ani9ation are su--icient -or HP to (aintain its current
position as (ar#et leader$ thUs i(plyin, that the or,ani9ation is internally stron,.
22
DECISION
STAGE
,ENERIC STRATE,Y
7trate,ic ;dvanta,e
Uni8ueness Precived !y 3o cost position
CUsto(er
22
/ndUstry5Dide
Particular 7e,(ent ?nly
11 .ost leadership
;nalysis o- the value addin, activities supportin, the ,eneric strate,y shos clear
ele(ents o- cost -ocUs. 3o cost leadership helps the -ir( above avera,e returns in the
indUstry despite stron, co(petitive -orces. %races o- cost leadership are noticeable in
the value chain. HP saves costs by holdin, stoc#s -or less than 48 hours in its inventory.
HP is #non to ne,otiate ith suppliers -or the loest cost o- the product ithout any
-rills and (ar#etin, e&penses hich adds to the cost later. HP.s purchase by the
truc#load saves costs a,ain by bul# purchasin,. HP.s inventory handlin, and lo,istics
distribution ith its on -leet o- 2*** plUs truc#s help attain a cost e--ective distribution
channel than relyin, on unreliable suppliers netor#s hich costs in delays.
31 Di''erentiation
HP appears to have a di--erentiation strate,y. %he di--erentiation strate,y is one o-
di--erentiatin, the product or service o--erin, o- the -ir($ creatin, so(ethin, that is
perceived indUstry5ide as bein, uni8ue. /t can be desi,n or brand i(a,e$ technolo,y$
-eatures$ cUsto(er service$ dealer netor# or other di(ensions. Hi,h de,ree o-
cUsto(er service ith store ,reeters and .1* -oot attitude. policies rea--ir(s HP.s
di--erentiation -ro( its co(petitors.
14141 Foc#s
%he third ,eneric strate,y advocated by Porter is the -ocUs strate,y. %he -ocUs strate,y
is -ocUsin, on a particular buyer ,roup$ se,(ent o- the product line or ,eo,raphic
5ifferentiate 8.erall Cost %eaders0ip
24
FocUs
(ar#et as ith di--erentiation$ -ocUs (ay ta#e (any -or(s. HP ri,ht -ro( its -oundation
located its stores to out o- ton areas ith s(all populations. %his as a se,(ent i,nore
by its co(petitors ,ivin, HP an ed,e over co(petition by locatin, itsel- in a lo
co(petitive environ(ent be-ore it creates co(petition. HP.s -ocUs on the se,(ent o-
people tar,eted as ell as its location o- stores$ does ,ive it an attribute o- the -ocUs
strate,y. '--ective i(ple(entation o- any o- these ,eneric strate,ies Usually re8uires
total co((it(ent and supportin, or,ani9ational arran,e(ents that are diluted i- there is
(ore than one pri(ary tar,et. ;r,uably Porter ter(ed or,ani9ations atte(ptin, cost
leadership and di--erentiation to,ether as Hstuc#5in5the5(iddle. and it does not lead to
co(petitive advanta,e and its sUstainability.
.%0.$#SI%0
2B
%he 7tudy conducted an internal stren,ths I ea#ness and e&ternal opportunities and
threats assess(ent -or HP. 7tores /nc$ an or,ani9ation considered as ,lobal bUsiness
titan and classi-ied as the lar,est retailer in the United 7tates. %he 7D?% assess(ent
revealed that the strate,ic -actors that has the ,reatest i(pact on the or,ani9ational
per-or(ance.
Further(ore$ this study evaluates and understands the -uturistic orientation o- the
or,ani9ation in co(parison to %ar,et Corporation$ the or,ani9ations (ain co(petitor.
%he analysis revealed both or,ani9ations despite HP not possessin, a clear vision
state(ent does indeed posses clear and speci-ic -uturistic orientation re,ardin, their
respective -uture strate,ic direction.
%he study (oreover identi-ies and e&plains each strate,ic (ove the or,ani9ation has
i(ple(ented in all levels o- the or,ani9ational structure in order to beco(e the (ar#et
leader. %hUs critically evaluatin, the e--ectiveness o- these strate,ies in ter(s o- HP.s
-inancial and none -inancial per-or(ance$ hich indicates that re,ardless o- varioUs
criticis( -ro( un-avorable (edia$ s(all ton co((unities and varioUs labor unions$
HP has achieved substantial ,roth in its B* years o- operational history via its sound
strate,ic (ana,e(ent operations and policies and practices.
Hoever the author reco((ends that the or,ani9ation should indenti-y and thUs re5
(odi-y its strate,ic approaches toards its role as environ(entally sUstainable and
socially responsible ,lobal or,ani9ation and pay -urther(ore close attention to its
/nternational hu(an resources and 3ocal hu(an resources ithin the U7.
REFERENCE
21
;rticle base$E2*12FJ?nlineK$ ;vailable httpGII.articlesbase.co(Istrate,ic5plannin,5
articlesIstrate,ic5(ana,e(ent5a5case5study5o-5HP5inc594B21*.ht(l$E3ast ;ccessed$
Nov $14$2*12F
+unase#ara$ M. E2*12F. 7trate,ic Mana,e(ent$ !3!1**8952. E3ecture notesF The
Process of Strategic Management. ;sia Paci-ic /nstitute o- /n-or(ation %echnolo,y$
3a school$ 3ecture %heatre 2.
+unase#ara$ M. E2*12F. 7trate,ic Mana,e(ent$ !3!1**8952. E3ecture notesF Setting
the Future Direction. ;sia Paci-ic /nstitute o- /n-or(ation %echnolo,y$ 3a school$
3ecture %heatre 2.
+unase#ara$ M. E2*12F. 7trate,ic Mana,e(ent$ !3!1**8952. E3ecture notesF Strategy
Formulation. ;sia Paci-ic /nstitute o- /n-or(ation %echnolo,y$ 3a school$ 3ecture
%heatre 2$.
+ear live $2*12 $J?nlineK$ ;vailable $httpGII.,earlive.co(InesIarticleI84*95blac#5
-riday52*125HP5ad5lea#ed5)85blu5ray5playerIE3ast ;ccessed$ Nove(ber $1*$2*12F
Har9in,$ ;. D. and "uysseveldt$ 4.>. Eeds.F E2**4F. /nternational hu(an resource
(ana,e(ent. 2nd ed. 3ondonG 7;+' Publications 3td.
/c(r /ndia$ $E2*12FJ J?nlineK$
;vailable$httpGII.ic(rindia.or,IcasestudiesIcatalo,ueI!Usiness
<2*7trate,yI!7%"114.ht($E3ast ;ccessed$ 7epte(ber$14$2*12 F
/nvestors .HP stores $E2*12FJ J?nlineK$ ;vailable
httpGIIinvestors.HPstores.co(Iphoeni&.9ht(lLcM112)11NpMirol5
nes;rticleN/CM14)48*2Nhi,hli,htM$$E3ast ;ccessed$ Nove(ber $2$2*12 F
2)
RECOMMENDATION 5 SU,,ESTION
1. OOOOOO.
OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO
OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO
O
OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO..

PPPPPPPPPPPPPPPPPP
7i,nature
2. OOOOOO.
OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO
OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO
O
OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO..

PPPPPPPPPPPPPPPPPP
7i,nature
28
2. OOOOOO.
OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO
OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO
O
OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO..

PPPPPPPPPPPPPPPPPP
7i,nature
4. OOOOOO.
OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO
OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO
O
OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO..

PPPPPPPPPPPPPPPPPP
7i,nature
29