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You are here: Resources Free Essays Strategic Analysis (SWOT, Porter, PESTEL) on
Hewlett Packard
1. Introduction
Hewlett Packard (HP) is a multinational information technology corporation headquarterd
in Palo Alto, California, USA. This report examines the external and internal factors that
have influenced HP defining their strategic and competitive position. Evaluation of the
companys strategic choices is presented. The models of Porters five forces, Ansoff Matrix,
SWOT and PESTEL are used in the analysis.
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was amalgamated and Ann Livermore took over to run this new Enterprise Computing
Solutions Organisation (ECSO), with an investment of $15 billion and an employee base of
44,000 employees (Moore and Snyder, 2000).
Environmental: HPs operations are subject to regulations under federal, state, local and
foreign laws concerning the environment, including laws addressing the discharge of
pollutants into the air and water, the management and disposal of hazardous substances
and wastes, and the cleanup of contaminated sites.
Legal: Patent Reform Legislation As one of the largest patent holders in U.S, HP is on
average granted four patents every day. HP is a constant target of frivolous patent lawsuits.
These lawsuits force HP to divert resources away from innovation and product
development, leading to reduced economic benefits from invention (HP, 2009).
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US$ billion
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Data Systems Corporation (EDS) in 2008. In Nov 2009, HP announced that it had reached an
agreement to acquire 3Com, a provider of computer network equipment for $2.7 billion.
Strong Market Position: HP can boast of a 30% global server market. Its domination of the
global printer market is evidenced by its 40% market share. In 2008 HP took a major step in
strengthening its position in the IT services market by acquiring EDS.
4. Relevant Frameworks
4. (i) With reference to Ansoffs growth strategies, HP used product
development strategy in acquiring Palm.
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Suitability: HP had already acquired the iPaq line of smartphones in 2001 when it bought
Compaq Computer although there had been a decline in profits. Before the acquisition, HP
had no legitimate play in the vital smartphone space, so this strategy is suitable. The deal
would give HP access to Palms homegrown software that could run phones, as well as
other types of devices like computer-tablets. It was an opportunity not to be missed.
Feasibility: HP has all it takes in terms of finance, technology and skills, to make the
acquisition profitable. This came at the right time as both companies were struggling and
therefore needed a big fix. Palms innovative operating system provides an ideal platform
to expand HPs mobility strategy and create a unique HP experience spanning multiple
mobile connected devices. Product development is therefore a feasible strategy.
Acceptability: The strategy is acceptable but with some risks of new strategic capabilities
and project management risk. Both companies were failing in the smartphone industry
therefore there was no guarantee that when the two companies come together, there will
be any improvement, especially since Palm chief executive was to stay on. Product
development also involves heavy investments which could be a risk in case the project fails.
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