Dave Packard and William Hewlett (Dave Packard, William Hewlett): HP*** with the founders
In the summer of 1938, with the help of their teacher, Trotman, and with the help of the $538 Trotman lent, they set out to start up the company from a garage Hewlett-Packard. Silicon Valley garage business model, *** with the entrepreneurial model, as well as a unique "HP Way" management model, later became the achievements of the Silicon Valley high-tech industry brilliant spiritual core. 1987, the garage was officially assessed as a milestone in the history of the development of the State of California building, and became the world-famous The garage was officially recognized as a landmark building in the history of California's development, and became known throughout the world as the "Birthplace of Silicon Valley".
Name (Chinese)
William Hewlett
Dave Packard
Name (English)
William Hewlett
Dave Packard
Organizations and Positions
HP*** Same Founder, Former Chairman and CEO
Birth Year
May 20, 1913-January 12, 2001
September 7, 1912-March 26, 1996
Country, Place of Birth
Ann Arbor, Michigan, USA
Columbia, USA
Columbia, USA
Columbia, USA
Columbia, USA
Columbia, USA
Columbia, USA
Pueblo, Colorado, USA
Educational Background
Master of Science, Massachusetts Institute of Technology, 1936
Bachelor of Arts, Stanford University, 1934
Master of Science, Electrical Engineering, 1939
Bachelor of Arts, Stanford University, 1934
Career background
Retired in 1978 to serve only on the board of directors
Chief executive officer of HP, 1969
Elected president of HP, 1964
Vice president of HP, 1947
U.S. Army communications officer during the Great War, 1941
Founded Hewlett-Packard Company
1971, returned to the company to resume chairmanship
1969, served as U.S. Undersecretary of Defense
1964, elected Chairman and CEO
1947, served as President
1939, *** co-founded Hewlett-Packard Company
1936 -General Electric engineer, 1938
Books
The Hewlett-Packard Way
Biography of William Hewlett
Born in Ann Arbor, Michigan, USA, in 1913
Enrolled at Stanford University in 1930, where he met his business partner, Packard. Packard
1934 receives a Bachelor of Arts degree from Stanford University
1936 receives a Master of Science degree from the Massachusetts Institute of Technology
1939 Founds Hewlett-Packard Technology with Packard with $538
1941 serves as a U.S. Army communications officer during the Great War
1947 serves as a vice president of HP
1964 re-founded as a business consultant
1965 serves as a vice president of HP.
1964 Re-elected president of HP
1969 Began serving as HP's chief executive officer
1978 Retired to serve only on HP's board of directors and in public service
2001 Died at his home on January 12, 2001, at the age of 87
William and David came together
Man is a pack animal, and is afraid of being alone. . Therefore, we often need to pull a few like-minded people to start a business together; but people are selfish animals, *** with the business, often break up in the success of the time, is the so-called "*** poor easy, *** rich difficult", good start and good end of the person is very little. Of course, there are exceptions, such as Yahoo! Yang Zhiyuan and Ferro, Intel's Noyce and Moore, Adobe's Charles Geschke (Charles Geschke) John Warnock (John Warnock), and the most typical is still Hewlett Packard's *** with the founders of Hewlett Packard and Hugh Litt. They wrote a song of entrepreneurship with the same **** with extraordinary personality and created a great company. To depict these two characters, if they are separated, they will undoubtedly lose the most important connotation. In the industry, the two are inseparable.
In 1924, Fred Terman, a Ph.D. graduate of MIT, returned to Stanford to take charge of the Radio Communications Laboratory. The lab welcomed many young people who were "electronics buffs, as interested in tubes, semiconductors, and computers as they were in girls". Terman's lab produced many talented engineers destined for electronic fame and began to change the face of the Santa Clara Valley. In particular, two unusual students came to Terman's class in the mid-1930s: William and David.
The two didn't stand out at first among Terman's many students. Both born in the middle of the country (Hewlett is from Ann Arbor, Michigan, and Packard is from Pueblo, Colorado), with skilled fathers (Hewlett's father is a professor of medicine, Packard's father is a lawyer), there was nothing unusual about either man's resume. At first glance, the two men look very different. Packard was 6.5 feet tall, with a high forehead and nose; Hewlett was thick and fat, and less than Packard's shoulders in height. Later in the company's annual report, the only way to get the two men in the same shot was to have Packard sit.
Besides their differences in appearance, the two men's most similar personalities were: a remarkable sensitivity to changes in other people's feelings. That's something that will be crucial both to their long-term partnership and to laying the groundwork for a future corporate culture.
Hewlett-Packard start-up garage
From acquaintance to entrepreneurship, Hewlett, born on May 20, 1913 in Ann Arbor, Michigan (Annarbor), the United States, at the age of 3 years old with his father came to San Francisco, where he grew up. His father was a professor of medicine at Stanford University, and his family was well educated and prosperous, with a "happy and busy" childhood. When Hewlett was 12, his father died of a brain tumor. In high school, Hewlett excelled in the natural sciences, but was very mediocre in other areas, graduating from Stanford University on the recommendation of the principal, who recommended him because Hewlett's father was the best student he had ever taught. In fact, Hewlett participated in many extracurricular activities in high school, showing a keen interest in radio. and showed talent in physics. Hewlett often recalled that if his father hadn't died after a long illness, he would have become a doctor, but ultimately he chose a career as an electrical engineer and failed to make the jump to studying medicine.
And Packard's father had hoped his son would follow in his footsteps, but Packard was more interested in the natural sciences: "I was never interested in law. Similarly, my father knew nothing about mechanical physics." Luckily, his parents were very supportive of his hobby. Once, while making dynamite, he blew up his left hand, and since then his left thumb has been deformed. He had a wide range of interests, with a hand in music, fishing, horseback riding, and various other sports. More so than Hewlett, Packard excelled in high school, not only as class president, but also as a center on the All-Metro high school basketball team, setting a new state record for one man winning the discus, high jump, long jump, low hurdles, and high hurdles in statewide track and field. His father expected him to excel in sports, but Packard viewed sports purely as a recreation.
Hewlett met David Packard when he enrolled at Stanford in the fall of 1930. Both attended freshman football games at Stanford and deepened their understanding. It wasn't until their sophomore year of college that the two became good friends. Facilitating this was radio junkie Ed Porter, and they often went out fishing, skiing and hiking together. With Terman's support, the four of them, along with Porter and Oliver, concocted a business plan.In 1934, Packard and Hewlett, who had just graduated from Stanford with a degree in electrical engineering, went on a two-week fishing safari in the Colorado mountains. The *** same hobby of nature deepened their friendship, due to each other's views on many things, and formed a pair of lifelong friends. Bill went on to graduate school at MIT and David got a job at General Electric. Plans were put on hold.
In the summer of 1938, Terman was able to secure Stanford scholarships for both of them, and they returned to school to pursue doctoral degrees in electrical engineering. With another $538 borrowed by Terman, they set out to start their own business. They had a garage with room for only one car, which became their earliest workshop. The tools of the trade were rudimentary, consisting of a workbench, a set of vices, a drill press, a screwdriver, a file, a soldering iron, a hacksaw, and a few purchased components. The pair didn't move out of the garage until 1940, and in 1987 it was officially recognized as a landmark building in California's history, becoming known as the "Birthplace of Silicon Valley.
Without a doubt, Trotman's support and the two men's friendship were the most critical factors in their success. Packard's expertise and experience in manufacturing processes and Hewlett's expertise in circuitry complemented each other in the production and design of electronic products.
On Jan. 1, 1939, the two men decided to formalize their partnership and flipped a coin to determine whose name would precede the company name. The result produced HP, not PH.Once the company was formed, the first problem was determining what to produce. Terman came up with the idea of producing audio oscillators. Samples were introduced in November of that year. Based on a list provided by Professor Terman, they presented the product to about 25 possible customers, and surprisingly the orders came in quickly, some with checks. Disney also took a liking to the product and ordered eight modified HP 200Bs from them for use in the production of a movie, Fantasia.
The first year's revenues were $5,369, with a profit of $1,563. It looked pathetic, but the company had gotten off to a steady start. Especially since then, Hewlett-Packard has made a profit every year and never lost money, a corporate miracle.
Pioneering the "HP Way"
In the spring of 1941, Hewlett was drafted as an Army reservist. He was accommodated and returned to the company in the fall. Hewlett enlisted again in February 1942, severing his ties with the company.
World War II was in full swing, the U.S. government's orders for electronic equipment came in like snowflakes, and Hewlett-Packard's new products continued to increase, with annual sales reaching $1 million. 1942 saw the construction of the first company building, and in 1943 Hewlett-Packard entered the field of microwave technology with the development of signaling and radar-jamming instruments for the Naval Research Laboratory. In World War II, HP was recognized as the leader in the signal generator industry for its complete line of microwave test products.
Hewlett-Packard grew rapidly. The company introduced the principle of profit-sharing among employees, which led to a great increase in productivity. Together with the reinvestment of profits, the company was energized. he returned to the company during Christmas 1945 and found himself vice president of the multi-million asset company. When he left the company, there were only 15 people; when he returned, there were 250.
The war was over, and HP, with $2 million in assets and 200 workers, had to deal with a sharp decline in market demand, and the company furloughed more than 100 workers (the only time in HP's history). But in 1950, the company was back up to 200.
In 1952, the two men went hunting together in San Felipe, south of San Francisco Bay, and heard that the owner of the land was putting it up for sale. The two men immediately decided to buy it and build a ranch in partnership. The ranch became the perfect place for both families to relax and play, and it served as a bond that tied their friendship even tighter and deeper.
Because of Hewlett and Packard's character, HP developed a new kind of corporate culture: "The HP Way is policies and actions derived from a belief that anyone who is willing to work hard and work creatively can succeed if they are given the right environment." It was a style with an academic flavor not previously seen in any major company. There is full trust in employees and near-perfect job security.
There's a joke that says the only way to get fired from a company is to kill your own boss? But the company might even give you a chance. The company has also set a precedent by adopting cubicle-style offices, reflecting the spirit of equality. The company's structure also reflects the spirit of innovation, with each department having sales, research and development, and production, each accomplishing its own profit targets.
Throughout the 1950s, the company's annual growth rate was a staggering 50 to 100 percent. The two men were still worried about their ability to manage a 200-person business when they suddenly realized that 1,500 people were already on the payroll and it was working well.
1957 was a milestone year for Hewlett-Packard, with an unprecedented number of new orders, tremendous growth in production, more than 1,000 people, and four plants. in November, the stock went public, and the company's market capitalization reached $48 million. unimaginably, David Packard took the subway in New York City to go to the stock exchange to attend the listing ceremony. Ten percent of the common stock owned by the two men went on sale at $16 a share.
Another big event in early 1957 was a meeting of the company's top people in Sonoma to discuss company policy, and Hewlett and Packard drafted a list of company goals and objectives. These goals, along with the development of corporate values on how to achieve them, *** together laid the theoretical foundation for the "HP Way" of business management. The Hewlett-Packard Way has been modified many times since then, but its basic core remains unchanged: "Customers come first, value the individual, and strive for profit". The company has established a relaxed and free working environment, providing engineers with good creative space and allowing employees to practice flexible working hours. The company's parts bins and storerooms are always open, and here's a story: one weekend, Hewlett went to the factory to do some work, but found that the equipment storeroom had been locked, and he smashed the latch and left a note insisting that people not lock the storeroom again.
Silicon Valley business model
Hewlett-Packard was also one of the first companies to implement a stock purchase plan for employees and cash profit-sharing, and the amount of money shared each year was calculated based on the company's pre-tax profit, which was paid out at a range of 4.1% to 9.9% of base salary. At the same time the company also had another kind of sharing, in 1970 due to the downturn in the U.S. economy, the company's orders were lower than the production capacity and the employees were facing layoffs. They took a different approach, the implementation of nine days of work every two weeks, the workload reduced by 10%, the wage reduced by 10%, the economy rebounded after the reintroduction of the full-time work week. The employees were always with the company.
The atmosphere at the company is also warm and welcoming. The two men often talk and laugh with employees around the coffee pot and a few plates of doughnuts. Hewlett's hands, though small, have a strong grip; Packard's are large but softer. Both men's offices were in the most out-of-the-way parts of the company, and despite their size, both looked shabby: old offices, long couches, coffee tables, and some bookshelves.
All talk of their wealth and prestige is offensive to them. Packard was indignant at being ranked among the 3-4 richest people in America. One time a female reporter from Time interviewed Licht. She was repeatedly warned in advance that she could ask any question, but not discuss wealth. During the interview, Hewlett was very enthusiastic and helped the lady turn on the tape recorder, but as soon as the first question came out, "Mr. Hewlett, how do you feel about being one of the richest people in America?" Hewlett laughed, turned off the tape recorder with a click and politely escorted the poor reporter out.
To the moguls of Silicon Valley, Hewlett and Packard's aversion to wealth was as monstrous as anything. By this time the main thoroughfares of the Stanford Research District had begun to fill up with the limousines of the boomers, and Packard was still driving his old, decrepit automobile. That is, until a repeated struggle forced him to replace it.
Creating a country club
Of course no one is perfect. Hewlett sometimes bursts into a rage, especially when managers are asked questions and are not prepared. Packard was extremely bad-tempered in the mornings, when smart people avoided him. And both men had an old-school bias against working women.When they retired in 1981, none of the company's managerial staff was female.
Both men were over 60 in the 1970s, and they lost their original vibrant, innovative spirit. in 1977, Wozniak, a company employee, proposed making a personal computer, and when that was rejected, he and Jobs started Apple. In addition, the company also made a series of mistakes, it entered the small machine market (1968) too late, so that its competition with IBM, DEC has always been in a disadvantage; and the company only entered the commercial small market in 1970, once again too late to decide and fall into an embarrassing situation; the mid-70's production of the HP-01 watch calculator is the company's most humiliating failure!
The HP-01 watch calculator, produced in the mid-1970s, was the company's most humiliating failure, a product that centrally exposed the company's various shortcomings: a misguided understanding of the consumer market, and an overly demanding focus on quality, as if it were designed to meet the challenges of craftsmanship rather than to satisfy customers.
However, HP weathered these difficulties and succeeded, becoming the first company in Silicon Valley to exceed $1 billion in sales and maintaining its position as Silicon Valley's top earner to this day. There have been no scandals in the company's history, no mass layoffs, no excruciating slumps. And, of course, there have never been any particularly exciting moments.
Hewlett-Packard was like a quiet family by the side of the road, with a heart of gold, and a perfectly manicured, fungus-green lawn of loveliness. As Silicon Valley began its expansion spree, the company remained fair and honest, earning a reputation as a "country club".
The two men's loyalty to Trotman is one of the most touching episodes in Silicon Valley history. Trotman was a member of the company's board of directors for 40 years, and when he died in 1982, he was called the father of the electronic revolution. Hewlett and Packard continued to hold the teacher in high esteem long after they themselves had become gray-headed old men. It was their extraordinary character that founded the most admired company in America and created a standard ? by which every high-tech company measures its quality, conduct and work ethic.
Packard became an aristocrat of corporate America, nominated by the Nixon administration in December 1968 to be deputy secretary of defense and holding a long list of directorships and positions. Hewlett, on the other hand, focused his activities on science and technology, and was elected president of the Society of Radio Engineers in 1954.
The two men faced retirement and selected a young John Yong from the company as his successor. Young was handsome, dashing and supremely intelligent, the kind of man who believed all his life that he was absolutely right and was blessed and destined for great things. But it is this very same perfection that is his downfall. He lacked Hewlett's easygoing nature and Packard's gentleness. "Young does not give the impression of being more humane. But he is handsome and makes one feel confident about the company. He looks like a president should look."
Crisis arises
Hewlett resigned as president in 1977 and as CEO in 1978. these official positions fell successively to Young. At this time, the wave of personal computers began to sweep across Silicon Valley, and then expanded to the world. Hewlett-Packard lost the opportunity to become a pioneer in personal computers, but became a leader in the development of personal computer printers. 1984 Hewlett-Packard introduced laser printers and Think Jet thermal inkjet printers, and by 1994 ten years, **** sales of more than 2 million units.
But growth did not mask problems. As succeeding managers became too attached to IBM, the company's organizational structure began to be highly centralized, and by 1990, bureaucracy was rampant, and the entire management system was so rigid that even the hiring of a secretary had to be approved by five layers of management. The decision-making cycle was getting longer and longer, contrary to the ever-accelerating computer industry. The management crisis took a heavy toll on the company, and its stock slid downward to $25 a share.
The two retirees could no longer be at peace. Although they participate in the board of directors, it is more in the sense of posing. In the face of the crisis, the two men stepped in decisively and intervened quickly. They cut management layers, cured the system of bureaucracy and put a younger Lewis Platt in the president's chair. Much of the bureaucracy was dismantled, and each department was given greater freedom. The company was revitalized, and in 1993, the stock pulled up, rising to $70 a share.
On March 26, 1996, Packard died. More than half a century of friendship was ended by nature. Only Hewlett remained, still serving as president emeritus of the company. As well as many titles: honorary trustee of the California Academy of Sciences, a member of the National Academy of Engineering, a member of the National Academy of Sciences, and a member of the American Academy of Arts and Sciences. in 1985, former U.S. President Reagan awarded him the National Medal of Science, the nation's highest scientific honor.
Packard's death is considered the end of the first era of Silicon Valley. His nearly half-century partnership with Hewlett is also considered a classic of entrepreneurial partnership. "The Hewlett-Packard Way has also been cited as the best way to run a business in America.
In 1997, Hewlett-Packard's sales exceeded $36.6 billion, with approximately $35.4 billion in sales of computers and related products. Sixty years, Hewlett-Packard through the electronic instruments, scientific calculators, printers, personal computers and other different product phases, always catch the pulse of the times, high-speed development, for many years has been ranked among the "Fortune" 500 companies in the forefront of the 1997 was more by the Dow Jones Indexes listed as one of the indicators of the evaluation of the stock market companies. But into 1998, just in the PC industry high song of HP, found themselves behind again with the rhythm of the Internet era, the company once again to implement a major reorganization.
Now, there was nothing more Hewlett could do for the company's business. His job is to fully enjoy his various outdoor hobbies. The botanical amateur, mountaineer, skier, hunter and fisherman still owns 5.9 percent of HP's stock and is among the top 10 billionaires in high technology. The grandfatherly Silicon Valley legend allocates nearly $100 million annually to charitable activities such as population control and environmental protection. In California and Idaho, his and Packard's ranches and dairy farming are still alive and well. In his later years, his interests were botany, photography and history.
When he's fishing alone in the Bay Area, he must be convinced that the culture he and Packard built is alive and well, and he must be thinking of the endless good things that have happened in the course of history.
Silicon Valley legend Hewlett dies
Hewlett died on the morning of Jan. 12, 2001, at the age of 87 at his home. "We join his family in mourning the loss of a great and charitable old man." Carly Fiorina, chairman, president and CEO of Hewlett-Packard, said. "We, as his successors, will certainly cherish Bill's creative spirit and carry it forward, always remembering the weight he and Dave placed on us and living up to it."
Hewlett retired from management activities in 1978, having made indelible contributions to technology and business throughout his tenure. Today, Hewlett-Packard had fiscal 2000 operating revenues of $48.8 billion and 88,500 employees worldwide. The spun-off instrumentation concept, Agilent Technologies, had 2000 revenues of $10.8 billion and 47,000 employees. The legendary garage - symbolic of the birthplace of Silicon Valley - is now a historical landmark in California.
Hewlett, known for his scientific expertise, and Packard, remembered for his brilliant business acumen, complemented each other at HP. Their lifelong partnership and friendship has been a companion to their business successes and the continuous innovation of the company's operations for over 60 years. It is because of Hewlett and Packard's shared vision that Hewlett-Packard has gained a worldwide reputation for excellence in employee practices, business management, product quality and service. Its innovative approach to people and management - known as "The HP Way" - has been widely emulated by companies around the world today. Hewlett-Packard is also one of the world's most caring philanthropic companies, and as such, reflects the founders' ongoing commitment to being good citizens.
Hewlett credits one of his greatest accomplishments to the people-oriented management approach he created with Packard***. Catastrophic health insurance, flexible work schedules, open offices, decentralized decision-making, management by objectives, and employee "coffee talks" are just a few examples of the many policies and practical measures they developed for HP. Many companies have adopted the HP Way as a legacy of the founders' influence.
"We don't want to have a hire-and-fire system, but a loyal and committed workforce," Hewlett said at one point. Hewlett said this at one point. "We think this team should be able to be with the company as it grows ****." HP has had a cash profit sharing system for all employees since its formation. Thus satisfying the founders' desire to commit their employees to ****sharing in the company's success.
During his lifetime, Hewlett served as a director of Chrysler Corporation, president of Chase Manhattan Bank, director of FMC Corporation, president of the Overseas Development Council, and director of the Kaiser Foundation Health Care Program and Palo Alto-Stanford Medical Center. In the 1960s, he was a member of the President's Council of Advisors on General Affairs on foreign assistance programs and the President's Council of Scientific Advisors, a trustee of Stanford University from 1963 to 1974, and a member of the San Francisco Regional Panel of the White House Council of Advisors from 1969 to 1970, and was awarded the nation's highest scientific honor, the National Science Award, by President Reagan in 1958. -National Medal of Science. In addition, he received 14 honorary degrees from various colleges and universities, including an Honorary Fellowship in 1996 for his enormous contributions to education and science. At the time of his death, Hewlett was also serving as director of the Monterey Bay Aquarium Research Institute, which Packard founded.
Hewlett was a co-author of several technical papers in the field of electrical engineering and the holder of numerous patents. He is a member of the National Academy of Sciences and a Fellow of the American Academy of Arts and Sciences. He was a *** co-founder of the American Electronics Association; a member of the National Academy of Engineering, where he received the Founder's Award in 1993; a former Life Fellow of the Institute of Electrical and Electronic Engineering; and a Life Member of the American Society for Devices.
In 1966, the Hewlett family established the William and Flora Hewlett Fund to support the family's broad interest in philanthropy. The fund is awarded to organizations in the following areas: controversial solutions, education, environmental protection, U.S.-Latin American relations, family and community development, performing arts, and population.
Over the years, Hewlett and Packard have donated $300 million to Stanford in their individual capacities. They contributed $77.4 million in October 1994 for the completion of the Distinguished Science Project, and another $12.5 million each in 1994 for the Frederick Terman Scholarships to encourage Stanford professors who became their mentors.In 1994, Hewlett made another contribution to the California Institute for Public **** Policy, an independent, nonprofit research organization designed to help improve state public **** policy) with a $70 million donation.
In 1939, in a cramped garage at 367 Edison St. in Palo Alto, California, two young inventors, Bill Hewlett and Bill Hewlett, were working on a new product that would be used in the future. Hewlett (Bill Hewlett) and David. Packard (David Packard), with a bright vision of the future development of technology and a passion for invention and creation founded HP, began the road of innovation in Silicon Valley.
For more than 60 years, HP has never stopped innovating and changing. This spirit has enabled HP to grow from a company with annual revenues of $4,000 to the information industry giant it is today, with 145,000 employees worldwide, offices in 170 countries and territories, and fiscal 2005 revenues of $86.7 billion, spanning IT infrastructure, global services, business and home computing, and printing and imaging. More than one billion people around the world are currently using HP technology. Today, HP, as the world's leading high-tech company, ranked 12th in the U.S. Fortune 500, 28th in the global Fortune 500, and ranked 13th in the U.S. Business Week's "World's Most Valuable Brands." HP's garage was also established by the U.S. government as the birthplace of Silicon Valley, and its spirit of innovation inspired thousands of Silicon Valley entrepreneurs to start up their own businesses.
Based on years of experience serving a wide range of users around the world, unparalleled talent resources, an increasingly sophisticated service and support system, and strong partnerships, HP is committed to helping people in business, society, and their personal lives to be more flexible in the application of technology and to realize their dreams.
It all started in a "garage" and a pie store
HP was founded in 1939 by Stanford students Bill Hewlett and Dave Packard. The company was built in a Silicon Valley garage, and its first product was an acoustic oscillator, an electronic test instrument used by sound engineers. HP's first customer was Walt Disney Studios, which purchased eight audio oscillators to develop and test an innovative sound system for the movie Fantasia.
Compaq Computer Corporation was founded in 1982 in a bakery in Houston, Texas. In short, the people of the new HP are sharing a passion for customer satisfaction, a spirit of efficient and flexible teamwork, and a commitment to trust and respect for others.
Continuing to innovate
To better serve our customers and continue to expand into new markets, HP invests $4 billion annually in research and development to develop products, solutions, and new technologies.HP invents, designs, and delivers technology solutions that drive business value, create social value, and improve the lives of our customers, and is a leader in:
Inventing, designing, and delivering technology solutions that drive business value, create social value, and improve the lives of our customers, with leadership in several areas:
Number one worldwide in inkjet MFPs and single-function printers, black-and-white and color laser printers, large-format printers, scanners, print servers, and inkjet and laser consumables
Number one worldwide in x86, Windows, Linux, UNIX and Blade servers
Number one worldwide in the disk No. 1 in the storage systems industry
No. 2 in the notebook computer industry worldwide
No. 1 in worldwide market share for Pocket PCs
No. 1 in customer support
No. 1 in customer satisfaction with Proliant servers
Hewlett-Packard is a source of Silicon Valley myths and a symbol of innovative technology and innovative corporate culture. But now that Silicon Valley is the global mecca of innovation, HP's pace of innovation has been halted for many years. Although, HP is still the largest company (in terms of revenue) in Silicon Valley, HP has lost its leadership position in any significant area. Today, IBM is still the leader in services and mainframe, Microsoft and Intel in the operating system and CPU still hold a global monopoly, Cisco up to 70% of the firm gross margin shows that the king of the network equipment is still solid, and the end of the direct sales model of Dell, its rapid progress has never been any signs of slowing down, but to support the huge body of the HP actually is a small but profitable Printer cartridges, which can not be said to be a huge irony.
Hewlett-Packard's present is full of storms, HP's future is full of suspense." Iron Lady" Carrie through a "blood-washed" power war, crushed the HP elders counterattack, but also completely cut the "HP Way" tradition, then, and the traditional decision can really save HP, HP achievements, this is a huge question. As one of the earliest IT giants to enter China, HP has always had a smooth ride in China, but of course such good times have become history forever. In China, HP will also embark on a long downhill road. To focus on HP is to focus on our IT itself.
Hewlett-Packard has been the most successful model for government, media and customer relations in China, so there has been very little reflection or criticism of HP's problems in the media. So is HP really so perfect? Today, we are trying to break through the fog, into the depths of HP, to see the real, but also to see the layers of concealment of the problem.
Hewlett-Packard captures 40 percent of the global printer market. The printer business has helped the computer giant through one tough year after another, and in 2002, Josh's printer division accounted for 28 percent of the group's $72 billion in sales and 105 percent of the group's $3.1 billion in profits -- all other divisions were losing money. The printer business to make HP safely through the technology industry recession, in the controversial, the acquisition of Compaq, but also played a pivotal role.