Compaq - Compaq - Wikipedia

Buni chalkashtirib yubormaslik kerak Compal Electronics.
Compaq Computer Corporation
Jamiyat kompaniyasi
SanoatKompyuter texnikasi
Kompyuter dasturlari
TaqdirTomonidan sotib olingan Hewlett-Packard, 2013 yilda HP tomonidan iste'foga chiqarilgan brend nomi
VorisO'zi (ning sho'ba korxonasi sifatida Hewlett-Packard; 2002−2013)
Hewlett-Packard /HP Inc.[a] (2013 yildan beri)
Tashkil etilgan16 fevral 1982 yil; 38 yil oldin (1982-02-16)
Ta'sischilarRod Canion
Jim Xarris
Bill Murto
Ishdan bo'shatilgan2002 yil (alohida kompaniya sifatida)
2013 yil (HPning filiali sifatida, AQShdan tashqarida ham faol)
Bosh ofis
Xarris okrugi, Texas
,
BIZ.
Xizmat ko'rsatiladigan maydon
Qo'shma Shtatlar
Birlashgan Qirollik
Argentina
Hindiston
MahsulotlarIsh stollari, Daftarlar, Serverlar, Telekom uskunalari, dasturiy ta'minot
FiliallarTandem kompyuterlari
Raqamli uskunalar korporatsiyasi
Veb-saytn / a

Compaq (a portmanteau ning Moslik va sifat, vaqti-vaqti bilan CQ oxirgi logotipidan oldin) Amerika ma'lumoti bo'lgan texnologiya kompaniyasi 1982 yilda tashkil etilgan bo'lib, kompyuterlar va unga tegishli mahsulotlar va xizmatlarni ishlab chiqqan, sotgan va qo'llab-quvvatlagan. Compaq birinchisini ishlab chiqardi IBM PC mos keladi qonuniy ravishda birinchi kompaniya bo'lgan kompyuterlar teskari muhandis The IBM Shaxsiy Kompyuter.[1][2] U ko'tarildi kompyuter tizimlarining eng yirik etkazib beruvchisi 1990-yillar davomida o'zib ketishdan oldin HP 2001 yilda.[3] Narxlar urushiga qarshi kurashish Dell, shuningdek, xavfli sotib olish bilan DEK,[4] Compaq 25 milliard AQSh dollariga sotib olingan HP 2002 yilda.[5][6] Compaq brendi HP tomonidan 2013 yilgacha ishlab chiqarishni to'xtatib bo'lguniga qadar quyi darajadagi tizimlar uchun ishlatilgan.[7]

Kompaniya tomonidan tashkil etilgan Rod Canion, Jim Xarris va Bill Murto, barchasi avvalgi Texas Instruments katta menejerlar. Murto (SVP savdo) 1987 yilda Compaqdan ketgan, Canion (prezident va bosh ijrochi direktor) va Harris (muhandislik bo'yicha SVP) 1991 yilda titroq ostida qolishgan. Ekxard Pfayfer prezident va bosh direktor etib tayinlandi. Pfeiffer 1990-yillarda xizmat qilgan. Ben Rozen sharti bilan venchur kapitalini moliyalashtirish endigina paydo bo'lgan kompaniya uchun va u 1983 yildan 2000 yil 28 sentyabrgacha 17 yil davomida boshqaruv raisi bo'lib ishlagan, u nafaqaga chiqqan va uning o'rnini egallagan Maykl Kapellas, HP bilan birlashgunga qadar so'nggi rais va bosh direktor bo'lib ishlagan.[8][9]

Qabul qilguniga qadar kompaniyaning shtab-kvartirasi shimoli-g'arbda joylashgan birlashtirilmagan Xarris okrugi, Texas, endi shunday davom etmoqda HP Qo'shma Shtatlarning eng yirik inshooti.[iqtibos kerak ]

Tarix

Ta'sis

Birinchi Compaq logotipi, 1992 yilgacha ishlatilgan

Compaq 1982 yil fevral oyida tashkil etilgan Rod Canion, Jim Xarris va Bill Murto, yarimo'tkazgich ishlab chiqaruvchilardan uchta katta menejer Texas Instruments. Ularning uchtasi TI rahbariyatiga ishonch yo'qligi va ishonchni yo'qotganligi sababli chiqib ketishdi va dastlab Meksika restoranlari tarmog'ini ochishga qaror qilishdi.[10][11] Vaqtinchalik Gateway Technology nomi bilan tashkil etilgan kompaniyani tashkil etish uchun ularning har biri 1000 dollar sarmoya kiritdi. "COMPAQ" nomi "Muvofiqlik va Sifat" dan kelib chiqqan deb aytilgan, ammo bu tushuntirish keyin o'ylangan. Ism ko'pchilik tomonidan tanlangan Ogilvy va Mather, bu eng kam rad etilgan ism. Birinchi Compaq kompyuter Ted Papajon tomonidan pirog do'konida muassislar bilan birga ovqatlanayotganda platsemaga eskiz tushirilgan,[10][12] (nomlangan Pies uyi Xyustonda). Ularning birinchi tavakkal kapitali kelib tushdi Benjamin M. Rozen va Sevin Rozen mablag'lari yangi boshlanayotgan kompaniyaga dastlabki kompyuterini ishlab chiqarish uchun 1,5 million dollar ajratishda yordam bergan.[13] Umuman olganda, muassislar venchur kapitalistlardan 25 million dollar yig'ishga muvaffaq bo'lishdi, chunki bu yangi kompaniyaga barqarorlik berdi, shuningdek dilerlar yoki vositachilarga kafolat berdi.

Ko'pgina boshlang'ich kompaniyalardan farqli o'laroq, Compaq o'z takliflarini boshqa ko'plab IBM klonlaridan farq qildi, asosan narxlarga e'tiborni qaratmadi, aksincha yangi xususiyatlarga e'tiborni qaratdi, masalan, portativlik va yaxshi grafik displeylar, shuningdek ishlash - va barchasi IBM shaxsiy kompyuterlari bilan taqqoslanadigan narxlarda. . Dell Computer va Gateway 2000-dan farqli o'laroq, Compaq o'rtacha 15 yillik tajribaga ega bo'lgan faxriy muhandislarni yolladi, bu esa Compaqning mijozlar orasida ishonchliligi obro'siga ishonch hosil qildi.[14][15] Intel bilan hamkorlik tufayli Compaq bozorda texnologik etakchilikni saqlab qoldi, chunki u har bir Intel protsessorining keyingi avlodini o'z ichiga olgan kompyuterlar bilan birinchi bo'lib chiqdi.[10]

Canion rahbarligi ostida Compaq kompyuterlarni faqat dilerlar orqali sotdi, bu to'g'ridan-to'g'ri savdo kanalining kuchayishiga olib keladigan potentsial raqobatni oldini olish uchun sotuvchilar o'rtasida sadoqatni kuchaytirishga yordam berdi. Dilerlarga Compaq takliflarini narxlashda ancha ko'proq imkoniyat yaratib, ko'proq foyda olish uchun sezilarli qo'shimcha yoki ko'proq sotish uchun chegirma berish orqali dilerlar Compaqni reklama qilishda katta rag'batga ega edilar.[14][15]

Sotuvning birinchi yilida (ishning ikkinchi yili) kompaniya 53 ming dona shaxsiy kompyuterni 111 million dollarga sotdi, bu 100 million dollarlik tezlikni birinchi marta ishga tushirgan birinchi startap. Compaq 1983 yilda NYSE-da ommaviy bo'lib, 67 million dollar yig'di. 1986 yilda u 150 ming dona shaxsiy kompyuterdan 329 million dollarlik rekord savdoni amalga oshirdi va ushbu mahsulotni ishlab chiqargan eng yosh firma bo'ldi. Fortune 500. 1987 yilda Compaq 1 milliard dollarlik daromad darajasiga erishdi va bu marraga erishish uchun eng kam vaqt sarfladi.[13][14] 1991 yilga kelib, Compaq kompyuterlar bozorida o'sha yili 3 milliard dollarlik savdo bilan beshinchi o'rinni egalladi.[16]

Kompaqning dastlabki yillarida marketingning ikkita asosiy menejeri Jim D'Arezzo va Sparki Sparks kelgan. IBM ning PC Group. 1980-yillarning oxiri va 1990-yillarning boshlarida kompaniyaning meteorik o'sishi uchun mas'ul bo'lgan boshqa muhim rahbarlar IBMning yana bir sobiq hamkori Ross A. Kuli bo'lib, u uzoq yillar davomida Shimoliy Amerikaning GM SVP-si sifatida ishlagan; Dastlabki yillarda kompaniyaning marketing bo'yicha bosh direktori bo'lgan va oxir-oqibat Shimoliy Amerika tashkilotini boshqargan Maykl Svevelli, keyinchalik Svaveli nafaqaga chiqqanida Kuliga ushbu mas'uliyatni topshirdi. Qo'shma Shtatlarda Brendan A. "Mac" McLoughlin (IBMning yana bir uzoq vaqtdan beri boshqaruvchisi) G'arbiy AQSh Operatsion zonasini tashkil etgandan so'ng kompaniyaning dala savdo tashkilotini boshqargan. Ushbu rahbarlar, Kevin Ellington, Duglas Jons, Stiven Flannigan va Gari Stimak kabi boshqa muhim ishtirokchilar bilan birga, kompaniyaning IBM korporatsiyasiga qarshi barcha shaxsiy kompyuter sotish toifalarida raqobatlashishiga yordam berishdi, chunki ko'pchilik begemot bilan hech kim raqobatlasha olmaydi deb taxmin qilishgan.

Yumshoq so'zli Canion xodimlarga yoqdi va u qurgan madaniyat Compaqga eng yaxshi iste'dodlarni jalb qilishga yordam berdi. Kompaniya bosh qarorgohi Xyuston osmono'par binosida joylashgan o'rniga, Canion G'arbiy Sohil uslubidagi o'rmonlar bilan o'ralgan shaharchani tanladi, u erda har bir ishchining o'xshash idoralari bor edi va hech kim (hatto bosh direktor ham) avtoulov joyiga ega emas edi. Yarim yillik yig'ilishlarda faollik yuqori bo'ldi, chunki har qanday xodim katta menejerlarga savollar bilan murojaat qilishi mumkin edi.[10][14]

1987 yilda kompaniya hammuassisi Bill Murto Sent-Tomas universitetida diniy ta'lim dasturida o'qish uchun iste'foga chiqdi. Murto kompaniyaning marketing va vakolatli dilerlarni tarqatish strategiyasini tashkil qilishda yordam bergan va 1985 yil iyun oyidan buyon savdo bo'yicha katta vitse-prezident lavozimini egallab kelgan. Murtoning o'rnini korporativ savdo direktori Ross A. Kuli egallagan. Kuli marketing bo'yicha vitse-prezident Maykl S. Sveveliga javobgarlikni kuchaytirdi va unga savdo va marketing bo'yicha vitse-prezident unvoni berildi.[17]

Compaq Portable taqdimoti

Compaq Portable

1982 yil noyabr oyida Compaq o'zining birinchi mahsulotini e'lon qildi Compaq Portable, ko'chma IBM PC mos keladi shaxsiy kompyuter. U 1983 yil mart oyida 2995 dollardan chiqarildi. Compaq Portable bugungi kunning ajdodlaridan biri edi noutbuk; ba'zilari uni kattaligi va ishining ko'rinishi uchun "chamadon kompyuter" deb atashgan. Bu ishlayotgan barcha dasturlarni ishga tushirishga qodir bo'lgan ikkinchi IBM PC mos keladi IBM PC. Bu birinchi yilida 53 ming dona sotilgan va savdo daromadidan 111 million dollar ishlab topgan tijorat yutug'i edi. Compaq Portable assortimentida birinchi bo'ldi Compaq Portable seriyali. Compaq IBM-ning qonuniy klonini sotishga muvaffaq bo'ldi, chunki IBM asosan "javondan tashqarida" ishlatiladigan qismlar Kompyuter. Bundan tashqari, Microsoft litsenziya huquqini saqlab qolgan edi operatsion tizim boshqa kompyuter ishlab chiqaruvchilariga. Ko'paytirish kerak bo'lgan yagona qism bu edi BIOS, buni Compaq qonuniy ravishda ishlatgan toza xona dizayni dollar qiymatida.[18][19][20]

Boshqa kompaniyalardan farqli o'laroq, Compaq bunday qilmadi paketli dasturiy ta'minot kompyuterlari bilan. Savdo va xizmat ko'rsatish bo'yicha vitse-prezident H. L. Sparks 1984 yil boshida shunday dedi:[21]

Biz buni ko'rib chiqdik va har safar ko'rib chiqqanimizda uni rad etamiz. Men ishonmayman va bizning dilerlik tarmog'imiz bu mahsulotlarni sotishning eng yaxshi usuli ekanligiga ishonmaydi.

Dasturiy ta'minotni yig'ishda dilerlardan haqiqatan ham tovar ayirboshlash erkinligini olib tashlaysiz. Bu ko'p odamlar tomonidan marketing hiyla-nayranglari sifatida qabul qilinadi. Bilasizmi, 3000 dollarlik bepul dasturiy ta'minot bilan 3000 dollarlik kompyuterni reklama qilsangiz, bu haqiqat bo'lishi mumkin emas.

Dastur o'z mohiyatida turishi va qo'llab-quvvatlanishi kerak, shuningdek qo'shimcha qurilmalar ham bo'lishi kerak. Nega sizga qo'shimcha qurilmalar bilan ta'minlangan dasturiy ta'minotdan foydalanish cheklanishi kerak? Menimcha, bu uzoq muddat davomida sotuvga to'sqinlik qilishi mumkin.

Buning o'rniga Compaq Kompyuterning mosligini ta'kidladi, 1983 yil may oyida Future Computing Compaqni "Eng yaxshi" misollar qatoriga kiritdi.[22] "Ko'pgina sanoat kuzatuvchilari [Compaq] meteorik o'sishga tayyor deb o'ylashadi", The New York Times o'sha yilning mart oyida xabar bergan.[23] Oktyabrgacha, kompaniya Compaq Plus-ni 10 MB qattiq disk bilan e'lon qilganida, Kompyuter jurnali "o'zining ko'chma ko'chma diski bilan yaratilgan moslik obro'si" haqida yozgan.[24] Compaq kompyuterlari 1984 yilga qadar eng mos kompyuter klonlari bo'lib qoldi,[25] va o'z obro'sini yillar davomida saqlab qoldi,[26] BIOS-larning klonlari mavjud bo'lganda ham Feniks Texnologiyalari va boshqa kompaniyalar, shuningdek, IBM dizaynini o'zgartirgan, keyin o'zlarining versiyasini klon ishlab chiqaruvchilariga sotgan.

Compaq Deskpro

1984 yil 28-iyun kuni Compaq Compaq Deskpro, dan foydalangan holda 16 bitli ish stoli kompyuter Intel 8086 7,14 MGts chastotada ishlaydigan mikroprotsessor. Bu an-dan ancha tezroq edi IBM PC va asl nusxasi kabi edi Compaq Portable, shuningdek, IBM dasturini ishga tushirishga qodir. Bu Compaqning birinchi ko'chma kompyuteri edi va Deskpro kompyuterlar qatorini boshladi.

Compaq DeskPro 386

Compaq birinchi kompyuterni taqdim etdi Intel yangi 80386 mikroprotsessor, Compaq Deskpro 386, 1986 yilda.[27][28] Bill Geyts Microsoft keyinchalik dedi[29]

IBM-dagi odamlar 386-ga ishonishmadi. Ular buni amalga oshishini o'ylamadilar. Shunday qilib, biz Compaq-ni oldinga borishga va shunchaki 386 ta mashinani bajarishga undadik. Bu birinchi marta odamlar nafaqat IBM standartlarini o'rnatayotgani, bu sohaning o'ziga xos hayoti borligi va u erda Compaq va Intel kabi kompaniyalar odamlar e'tibor berishlari kerak bo'lgan yangi ishlarni qilayotgani haqida tushuna boshladilar. ga.

IBM tomonidan ishlab chiqarilgan 386 mashina deyarli bir yildan so'ng bozorga chiqdi.[27] Compaq 386 kompyuteri IBM tomonidan boshlanmagan shaxsiy kompyuter platformasidagi birinchi protsessor o'zgarishini belgiladi, ammo o'sha paytga qadar Compaq tanlagan 386 ta etkazib beruvchisi bo'ldi va IBM texnik etakchilik obro'sini yo'qotdi.

E'lon qilinganidan keyin dastlabki uch oy ichida Deskpro 386 Windows / 386 bilan ta'minlandi. Bu Windows 2.1 ning 80386 protsessoriga moslashtirilgan versiyasi edi. Uchun qo'llab-quvvatlash virtual 8086 rejimi Compaq muhandislari tomonidan qo'shilgan.

Compaq SystemPro

Compaqning texnik rahbariyati va IBM bilan raqobati qachon ta'kidlangan SystemPro server 1989 yil oxirida ishga tushirildi - bu ikkinchi CPU uchun standart qo'llab-quvvatlanadigan haqiqiy server mahsuloti va RAID, shuningdek, xususiyati bo'lgan birinchi mahsulot EISA avtobus, IBM MCA-ga javoban ishlab chiqilgan (MicroChannel Architecture ) asl AT avtobusiga mos kelmaydigan.

Garchi Compaq 100 foiz IBM-ga mos kelishi bilan muvaffaqiyatga erishgan bo'lsa-da, u asl AT avtobusini davom ettirishga qaror qildi - u qayta nomlandi ISA[26]- IBM MCA-ni litsenziyalash o'rniga. EISA Compaq ishlab chiqilishidan oldin MCA kompaniyasining teskari muhandisligi uchun katta mablag 'sarflagan, ammo uning rahbarlari to'g'ri hisoblab chiqqanlaricha, korporatsiyalar tomonidan IBM-ga mos keladigan texnologiya uchun sarflangan 80 milliard dollar hatto IBM tomonidan ishlab chiqaruvchilarni yangi MCA dizaynini qabul qilishga majbur qilish qiyin bo'ladi. MCA klonlash o'rniga Compaq Hewlett Packard va boshqa yettita yirik ishlab chiqaruvchilar bilan ittifoq tuzdi.To'qqiz to'da ", EISAni rivojlantirish uchun.[15][26]

1990-yillar

Compaq shtab-kvartirasining havo xaritasi, hozir HP AQShdagi kampus birlashtirilmagan Xarris okrugi, Texas

1989 yilga kelib Times 80386-sonli shaxsiy kompyuterni birinchi bo'lib chiqarganligi Compaqni sanoatning etakchisiga aylantirganligi va "hech bir kompaniyaga - obro'si va dollarga nisbatan IBM-ga zarar etkazmaganligi" haqida yozgan.[27] Kompaniya shu qadar ta'sirli ediki, kuzatuvchilar va uning rahbarlari "Compaq mos" haqida gapirishdi. InfoWorld "[ISA bozorida] Compaq allaqachon xavfsiz garov sifatida qaralishi bilan IBM-ga teng" deb xabar berdi. sotuvchi tahlilchi buni "hozir The shaxsiy kompyuterlarda xavfsiz tanlov ". Hatto raqib Tendi korporatsiyasi To'qqiz to'dada "prezidentga xat yozish uchun stol oldida 10 kishi o'tirganda, kimdir xat yozishi kerak. Compaq yozuv mashinasida o'tiribdi", deb ta'kidlab, Compaq rahbariyatini tan oldi.[26]

Hammuassilarni quvib chiqarish

1989 yil may oyidan beri Compaqning Shimoliy Amerika bo'linmasining prezidenti Maykl S. Svaveli 1991 yil yanvar oyida olti oylik ta'tilga chiqdi (bu oxir-oqibat 1991 yil 12 iyulda pensiyaga chiqadi). Ekxard Pfayfer, keyinchalik Compaq International prezidenti bo'lib, uning o'rnini egalladi. Pfeiffer, shuningdek, Canion strategiyaga ko'proq vaqt ajratishi uchun butun dunyo bo'ylab kompaniya faoliyati uchun mas'uliyat bilan bosh operatsion direktor unvonini oldi.[30] Svevelining yanvar oyida to'satdan ketishi Compaqning ijro xonasida notinchlik, shu jumladan, Canion va Swavely o'rtasidagi ishqalanish haqidagi mish-mishlarga olib keldi, ehtimol Svevelining raqibi Pfeiffer ikkinchi raqamli mavqega ega bo'lgan. Swavely kompaniyasining AQShdagi marketing tashkiloti bozordagi 7 foizga nisbatan Compaq uchun atigi 4 foiz o'sish bilan yutqazmoqda, ehtimol bu LTE 386 samolyotlarining qisqa vaqt ichida etkazib beruvchilarning etishmasligi, Compaq narxlarini 35 foizgacha pasaytirgan raqiblari va katta xaridorlar. Compaqning faqat dilerlik siyosati yoqmadi.[31] Pfeiffer o'sha yil oxirida, boshqaruv kengashi raisi boshchiligidagi kengash zalidagi to'ntarish natijasida Compaq prezidenti va bosh direktori bo'ldi Ben Rozen bu majburiy asoschilar Rod Canion prezident va bosh direktor lavozimidan iste'foga chiqish.[32]

Pfayffer Compaq kompaniyasiga qo'shildi Texas Instruments va Evropada ham, Osiyoda ham noldan operatsiyalarni yo'lga qo'ydi. Compaq Europe-ni ishga tushirish uchun Pfayfferga 20000 AQSh dollari berildi[33] U Compaqning Myunxendagi birinchi chet eldagi vakolatxonasini 1984 yilda boshlagan. 1990 yilga kelib Compaq Europe 2 milliard dollarlik biznes bilan shug'ullangan va ushbu mintaqada IBM kompaniyasining orqasida ikkinchi o'rinni egallagan va tashqi savdo Compaq daromadlarining 54 foizini tashkil etgan.[34][35] Pfeiffer, Compaqning Evropaga faqat dilerlarga tarqatish bo'yicha AQSh strategiyasini ko'chirishda, Compaq AQShda bo'lganiga qaraganda dilerlarni ro'yxatdan o'tkazishda ko'proq tanlangan edi, shunda evropalik dilerlar tobora murakkablashib borayotgan mahsulotlarini boshqarish uchun malakali edilar.[31]

1980-yillarda Canion rahbarligi ostida Compaq muhandislik, tadqiqot va sifat nazorati yo'naltirilgan bo'lib, yuqori foyda keltiradigan yuqori rentabellikga ega mashinalarni ishlab chiqaradi, bu esa Compaq-ga muhandislik va yangi avlod texnologiyalariga investitsiyalarni davom ettirishga imkon beradi. Ushbu strategiya muvaffaqiyatli bo'ldi, chunki Compaq ishonchli brend deb hisoblandi, boshqa IBM klonlari esa past ishonchliligi tufayli ishonchsiz edi. Biroq, saksoninchi yillarning oxiriga kelib, ko'plab ishlab chiqaruvchilar o'zlarining sifatlarini yaxshilab oldilar va arzon komponentlar bilan ta'minlangan, ular tarkibiy qismlarga ega bo'lib, hech qanday ilmiy-tadqiqot ishlariga sarf qilmadilar, bu esa ularga Compaqning qimmat kompyuterlarini qisqartirishga imkon berdi.[10] Kabi arzon narxlardagi raqiblarga duch kelmoqdalar Dell Computer, AST tadqiqotlari va Gateway 2000, Compaq ushbu chorakda 71 million dollarlik zarar ko'rdi, bu ularning kompaniya sifatida birinchi zarari, aksiyalar esa uchdan ikki qismiga kamaydi.[36][37] Tahlilchining ta'kidlashicha, "Compaq so'nggi bir yarim yil ichida juda ko'p taktik xatolarga yo'l qo'ydi. Ular trendni o'rnatgan edi, endi ular orqada qolmoqda". Kion dastlab 1990-yillardagi tanazzul Compaq-ning savdosining pasayishi uchun javobgar deb hisoblagan, ammo iqtisodiyot yaxshilanganidan keyin ular tiklanishini talab qilgan, ammo Pfeifferning Evropa bozorini kuzatishi bu raqobat ekanligini ta'kidladi, chunki raqiblar Compaq-ga tannarxning bir qismiga teng kelishi mumkin edi. Compaq kengashining xarajatlari ustidan nazoratni talab qilganligi sababli, AQShdagi savdo hajmi pasayganiga qaramay, xodimlar Xyustondagi shtab-kvartirasida havo sharlarini puflab turishgan, shu bilan birga amerikalik bo'lmagan xodimlar soni doimiy bo'lib turishgan, Compaq birinchi marta ishdan bo'shatilgan (bu ishchilar sonining 12%). ) Pfeiffer EVP va COO darajalariga ko'tarilgan.[10]

Rozen va Canionlar arzonroq Osiyo kompyuterlari importiga qarshi qanday kurashish to'g'risida kelishmovchiliklarga duch kelishdi, chunki Canion Compaqning muhandislik va sifat bo'yicha obro'sini saqlab qolish uchun Compaq kompaniyasida ishlab chiqilgan komponentlar bilan arzon narxlardagi kompyuterlar ishlab chiqarishni xohlagan edi, Rozen Compaq standartni sotib olish kerak deb hisoblar edi. etkazib beruvchilarning tarkibiy qismlari va bozorga tezroq etib borish. Canion arzon narxlardagi kompyuterlar liniyasini yaratish bo'yicha 18 oylik rejani ishlab chiqqanda, Rozen o'zining Compaq muhandislik guruhini Comdex-ga Caniondan xabardor qilmasdan yubordi va arzon narxdagi kompyuterni yarim vaqtda va arzon narxlarda ishlab chiqarish mumkinligini aniqladi. Canionning tashabbusi.[10][38] Bunga ham ishonishgan[kim tomonidan? ] Canionning konsensus uslubidagi boshqaruvi kompaniyaning bozordagi reaksiya qobiliyatini sekinlashtirgan bo'lsa, Pfeifferning avtokratik uslubi narxlar va mahsulotlar raqobatiga mos keladi.[33]

Rozen 14 soatlik kengash yig'ilishini tashkillashtirdi va direktorlar Pionter bilan bir necha soat davomida Canionga xabar bermasdan intervyu berishdi. Xulosa qilib, kengash bir ovozdan Pionerni Canion ustidan tanladi. Canion kompaniya ishchilari orasida mashhur bo'lganligi sababli, 150 nafar xodim "Biz sizni yaxshi ko'ramiz, Rod" yozuvlari bilan tezkor ravishda norozilik namoyishlarini o'tkazdilar. va "Rod, sen bizning qanotlarimiz ostidagi shamolsan. Biz seni yaxshi ko'ramiz" degan gazetadagi e'lonni chiqarib tashlashdi.[14] Canion Compaq boshqaruv kengashida qolish taklifini rad etdi[35] va Rozen bilan ko'p yillar davomida gaplashmaganligi sababli, uning haydalishi haqida achchiq edi, garchi ularning munosabatlari yana samimiy bo'lib qoldi. 1999 yilda Canion "Men kuyib ketdim. Ketishim kerak edi. U [Rozen] mening shoshilinch tuyg'uga ega emasligimni his qildi", deb aytganligi sababli uning quvib chiqarilishini oqlaganini tan oldi. Canion quvilganidan ikki hafta o'tgach, yana beshta yuqori darajali rahbar iste'foga chiqdi, shu jumladan qolgan kompaniya asoschisi Jeyms Xarris muhandislik mutaxassisligi sifatida. Ushbu ketishlar kuchaytirilgan ishdan bo'shatish yoki erta nafaqaga chiqish, shuningdek ularning vazifalari vitse-prezidentlarga o'tkazilishi kerakligi sababli yaqinda tushirilish bilan bog'liq edi.[39]

Bozor ko'tarilishi

Pfeifferning ijrochi direktori sifatida Compaq chakana kompyuter bozoriga Compaq Presario 1990-yillarning o'rtalarida birinchi ishlab chiqaruvchilardan biri sifatida 1000 dollarga teng shaxsiy kompyuterni bozorga chiqargan. Istagan narxlarni ushlab turish uchun Compaq protsessorlardan foydalangan birinchi darajali kompyuter ishlab chiqaruvchisi bo'ldi AMD va Cyrix. Compaq harakatlaridan kelib chiqqan ikkita narx urushi oxir-oqibat ko'plab raqobatchilarni bozordan chetlashtirdi, masalan Packard Bell va AST tadqiqotlari. 1993 yildagi uchinchi o'rindan Compaq Apple Computer-ni ortda qoldirdi va hatto 1994-yilda eng yaxshi kompyuter ishlab chiqaruvchisi sifatida IBM-ni ortda qoldirdi, chunki IBM ham, Apple ham o'sha davrda ancha qiynalgan.[40] Compaqning inventarizatsiyasi va yalpi tushumlari raqobatchilarnikidan yaxshiroq edi, bu esa narxlar urushlarini olib borishga imkon berdi.[36][41]

Compaq 1989 yilda ulamolar ishlab chiqarishni yo'lga qo'yishga qaror qildi va birinchi modellar 1992 yilda ijobiy baholandi. Biroq, Pfayfer bozor etakchisini tanlash istiqbollarini ko'rdi. Hewlett Packard (u bozorning 60 foiz ulushiga ega bo'lgan) qattiq edi, chunki bu Compaqni dastlab ushbu loyihaga ko'proq mablag 'va odamlarni sarflashga majbur qiladi. Compaq printer biznesini Xerox-ga sotdi va 50 million dollar oldi.[10][42]

1995 yil 26 iyunda Compaq kompaniyasi bilan kelishuvga erishildi Cisco Systems Inc. kichik biznes va korporativ bo'limlar tomonidan ma'qul bo'lgan raqamli modemlar, routerlar va ulagichlarni o'z ichiga olgan tarmoqqa kirish uchun, bu hozirda 4 milliard dollarlik biznes va kompyuter uskunalari bozorining eng tez o'sib borayotgan qismi edi. Compaq shuningdek, tarmoq muhandisligi va marketing xodimlarini yaratdi.[42]

Boshqaruv aralashuvi

1996 yilda, Compaq-dagi rekord savdo va daromadga qaramay, Pfeiffer yuqori lavozimlarda katta boshqaruvni silkitishni boshladi.[43] Ilgari Compaqning ish stoli kompyuter bo'limini boshqargan Jon T. Rouz korporativ server biznesini iste'foga chiqqan SVP Gari Stimakdan oldi. Roz 1993 yilda Compaqga Digital Equipment Corporation kompaniyasida qo'shilgan, u erda shaxsiy kompyuter bo'limi va butun dunyo bo'yicha muhandislik ishlarini boshqargan, Stimak esa 1982 yildan beri Compaq kompaniyasida bo'lgan va eng uzoq vaqt ishlagan rahbarlardan biri bo'lgan. Shimoliy Amerika bo'yicha katta vitse-prezident Ross Kuli o'z iste'fosini 1996 yil oxirida e'lon qildi. 1983 yil yanvar oyida kompaniyaga qo'shilgan moliya direktori Daryl J. Uayt 1996 yil may oyida 8 yillik moliyaviy direktor sifatida iste'foga chiqdi. 1995 yilda Compaq kompaniyasiga ko'chma kompyuter bo'limini boshqarish uchun qo'shilgan Maykl Vinkler yangi kompyuter mahsulotlari guruhining bosh menejeri lavozimiga ko'tarildi.[44][45] 1996 yil may oyida Inland Steel kompaniyasidan yollangan Earl Mason darhol yangi moliya direktori sifatida ta'sir o'tkazdi. Masonning rahbarligi ostida Compaq nafaqat daromad va foydaga e'tibor qaratish o'rniga o'z aktivlaridan yanada samarali foydalangan, bu esa Compaq pul mablag'larini bir yilda 700 million dollardan 5 milliard dollarga etkazgan. Bundan tashqari, Compaqning investitsiya qilingan kapitalning rentabelligi (operatsion aktivlarga bo'linadigan soliqdan keyingi operatsion foyda) ikki baravarga oshdi, shu davrdagi 25 foizdan 50 foizgacha.[36]

Compaq o'zining zavodida shaxsiy kompyuter shassisini ishlab chiqaradi Shenchjen, Xitoy xarajatlarni kamaytirish uchun. 1996 yilda Compaq o'z zavodini kengaytirish o'rniga Tayvanlik etkazib beruvchidan mexanikani ishlab chiqarish uchun yangi zavod yaratishni so'radi, Tayvanlik etkazib beruvchi Xyustondagi Compaqga yetguncha inventarizatsiyaga egalik qildi.[45] Shuningdek, Pfeiffer yangi tarqatish strategiyasini joriy qildi, bu buyurtma asosida tayyorlangan kompyuterlarni yaratish, bu omborlarda kompyuterlar zaxirasini yo'q qilish va komponentlar zaxirasini ikki haftagacha qisqartirishga imkon beradi, ta'minot zanjiri etkazib beruvchidan dilerga murakkab dasturiy ta'minot bilan bog'lanadi.[44]

Korporativ rivojlanish bo'yicha vitse-prezident Kennet E. Kurtsman Compaq kompaniyalarini o'rganish va har bir birlik strategiyasini va asosiy raqiblarini baholash uchun beshta jamoani yig'di. Kurtmanning jamoalari Pfayfferga uch yil ichida har bir biznes bo'linmasi o'z bozorida birinchi yoki ikkinchi bo'lishni tavsiya qildi, aks holda Compaq bu qatordan chiqishi kerak edi. Shuningdek, kompaniya endi yuqori rentabelli korxonalardan olinadigan foydani marjinal rentabellik bilan ishlashga sarflamasligi kerak, chunki buning o'rniga har bir birlik investitsiyalarning rentabelligini ko'rsatishi kerak.[45] Pfeifferning maqsadi Compaqni chakana kompyuterlarni ishlab chiqarishning asosiy biznesidan tashqariga chiqib, IBM yaxshi ishlagan kompyuter serverlari kabi yanada serdaromadroq biznes xizmatlari va echimlariga o'tib, to'laqonli kompyuter kompaniyasiga aylantirish edi. dilerlardan yoki Compaq xodimlarining o'zlaridan.[44] IBM va HP kompaniyalaridan farqli o'laroq, Compaq dala texniklari va dasturchilarini o'z tarkibida ishlab chiqarmaydi, chunki ular qimmatbaho aktivlar bo'lishi mumkin, aksincha Compaq korporativ tizimlarni o'rnatish va qo'llab-quvvatlash uchun sherikliklaridan foydalanadi (shu jumladan Andersen Consulting va dasturiy ta'minot ishlab chiqaruvchisi SAP). Bu Compaq-ga "katta temir bozorida" o'z xizmatlari yoki dasturiy ta'minot bilan shug'ullanadigan xarajatlarni talab qilmasdan raqobatlashishiga imkon berdi.[46]

1998 yil yanvar oyida Compaq avjiga chiqqan edi. Bosh direktor Pfeiffer jasorat bilan bashorat qildi Microsoft /Intel "Wintel" ikkilamchi o'rnini "Wintelpaq" egallaydi.

Sotib olish

Pfeiffer, shuningdek, bir nechta yirik (va ba'zi bir kichik) xaridlarni amalga oshirdi. 1997 yilda Compaq sotib oldi Tandem kompyuterlari, ular uchun tanilgan To'xtovsiz server liniyasi.[47] Ushbu sotib olish bir zumda Compaq-ga yuqori darajadagi biznesni hisoblash bozorida ishtirok etish imkoniyatini berdi. Kichik sotib olishlar tarmoq qo'lini yaratish atrofida joylashgan bo'lib, Irving, Texas shtatidagi NetWorth (1998) va Ostin (Texas) da joylashgan Tomas-Konrad (1998).[48] 1997 yilda Mikrokom shuningdek, Maorifning Norvud shahrida joylashgan bo'lib, u qator modemlar, masofaviy kirish serverlari (RAS) va mashhur Carbon Copy dasturini taqdim etdi.[49]

1998 yilda Compaq sotib oldi Raqamli uskunalar korporatsiyasi 9 milliard AQSh dollarini tashkil etgan o'sha paytdagi sanoat rekordlari uchun. Birlashish o'sha paytda Compaq-ni dunyoda kompyuter ishlab chiqaruvchisi sifatida IBM-dan keyingi daromadlari bo'yicha dunyoda ikkinchi o'rinda turardi.[36] Daromadning yarmini ishlab topishda Compaqdan deyarli ikki baravar ko'p ishchi bo'lgan Digital Equipment 1970 va 1980 yillarning boshlarida kompyuterlarning etakchi kompaniyasi bo'lgan. Biroq, Raqamli 1990-yillarda, yuqori operatsion xarajatlar bilan kurashgan. To'qqiz yil davomida kompaniya pul yo'qotdi yoki hatto zo'rg'a sindirdi va yaqinda o'zini "tarmoq echimlari ishlab chiqaruvchi kompaniya" ga aylantirdi. 1995 yilda Compaq Digital uchun taklifni ko'rib chiqdi, ammo 1997 yilda Digital kompaniyasining asosiy ajralishlaridan va Internetga e'tiborini qaratgandan so'nggina jiddiy qiziqish paydo bo'ldi. Sotib olish paytida xizmatlar raqamli daromadlarning 45 foizini (taxminan 6 milliard dollar) tashkil etdi va ularning xizmatlar bo'yicha yalpi tushumlari o'rtacha 34 foizni tashkil etdi, bu Compaq-ning kompyuter savdosi bo'yicha 25 foiz marjasidan ancha yuqori va shuningdek, ko'proq xizmatlarni talab qilgan mijozlarni qondirdi. Yillar davomida Compaq. Compaq dastlab faqat Digital kompaniyasining xizmatlarini sotib olmoqchi edi, ammo bu rad etildi.[50] E'lon qilinganida, dastlab u mag'lubiyat zarbasi deb qaraldi, chunki u darhol Compaq-ga korporatsiyalarga katta texnologik xaridlarni amalga oshirishda yordam berish uchun 22000 kishiga xizmat ko'rsatadigan global xizmatni taqdim etdi (2001 yilga kelib xizmatlar Compaq daromadlarining 20% ​​dan ortig'ini tashkil etdi, bu asosan raqamli IBM bilan raqobatlashish maqsadida birlashishdan meros qolgan xodimlar). Ammo bu ham xavfli birlashish edi, chunki birlashgan kompaniya Compaqdan 2000 va Digital kompaniyasidan 15000 xodimni ishdan bo'shatishi kerak edi, bu esa ruhiy holatga zarar etkazishi mumkin. Bundan tashqari, Compaq Raqamli operatsiyalarni integratsiyalashuvidan orqada qoldi, bu esa kompaniyani raqobatdoshlariga yo'l qo'yadigan yangi avlod tizimlarini ishlab chiqarishda bozorni boshqargan past darajadagi shaxsiy kompyuterlardagi kuchidan chalg'itdi. Dell bozor ulushini tortib olish.[10][51] Xabar qilinishicha, Compaq-da uchta raqamli konsalting kompaniyasi bo'lgan, ular faqatgina Digital-ni birlashtirishga harakat qilgan.[52]

Biroq, Pfayffer birlashgan kompaniyalar nima qilishi kerakligi, yoki haqiqatan ham keskin farq qiluvchi uchta madaniyat qanday qilib bitta vujudga kelishi mumkinligi haqida juda kam tasavvurga ega edi va Compaq strategiyaning noaniqligidan va diqqatni yo'qotishdan kurash olib bordi, natijada past daraja va bozorning yuqori darajasi.[53] Mark Anderson, Strategic News Service tadqiqot kompaniyasi, Washning Juma-Harbor shahrida joylashgan. "Uning so'zlariga ko'ra," U aktsiyadorlarga yaxshi tuyulgan edi, masalan 2000 yilgacha 50 milliard dollarlik kompaniya bo'lish yoki yutish. IBM - lekin ular mijozlar bilan hech qanday aloqasi yo'q edi. Yangi bosh direktor Ekxard sotib olgan barcha narsalarga qarab, so'rashi kerak: mijoz bundan foyda ko'rdimi. Agar javob ijobiy bo'lmasa, ular bundan qutulishlari kerak. " Bir tomondan, Compaq ilgari narxlar urushi bilan kompyuter bozorida hukmronlik qilgan, ammo endi unga qarshi kurashmoqda Dell, to'g'ridan-to'g'ri xaridorlarga sotilgan, dilerlik kanalidan va uning belgilanishidan qochgan va har bir mashinani zaxiralar va xarajatlarni minimal darajada ushlab turish uchun qurgan.[52] Shu bilan birga, Compaq o'tgan yili Digital Equipment Corporation va 1997 yilda Tandem Computer kompaniyalarini sotib olganligi sababli IBM va Hewlett-Packard singari yirik tizim kompaniyasiga aylanishga harakat qildi. IBM va HP korporativ mijozlardan o'zlarining turli bo'limlari savdosini boshqarish uchun takroriy biznesni ishlab chiqarishga muvaffaq bo'lishgan bo'lsa-da, Compaq hali yangi sotib olingan savdo va xizmat ko'rsatish tashkilotlarini muammosiz ishlashiga muvaffaq bo'lmadi.[54][55]

Pfayferni haydab chiqarish

1998 yil boshida Compaqda shishgan kompyuter zaxiralari muammosi paydo bo'ldi. 1998 yil yozida Compaq mahsulot sifati bilan bog'liq muammolarga duch keldi. Robert W. Stearns, Biznesni rivojlantirish bo'yicha SVP, "[Pfeiffer] ning buyuklikka intilishida u xaridor haqida tushunchasini yo'qotdi va men bo'sh bozor ulushi deb atagan narsani yaratdi - katta, ammo foydali emas", deydi Jim Mur, texnologiya strategiyasi. Kembrijdagi (Mass.) GeoPartners Research kompaniyasining maslahatchisi, Pfeiffer "o'lchov iqtisodiga ega bo'lmagan holda miqyosda yugurdi". Pfeiffer qurgan "ulkan" narsa tez o'zgaruvchan kompyuter sanoatiga moslasha oladigan darajada chaqqon emas edi. O'sha yili Compaq prognoziga ko'ra talab yomon va juda ko'p sonli kompyuterlarni haddan tashqari oshirib yubordi, bu esa sotuvchilar ularni yong'in sotish narxlarida tushirishiga olib keldi va Compaq sotuvchilarni katta yo'qotishlardan himoya qilgani sababli, bu ularning operatsion foydasining to'rtdan uchiga tushdi.[50]

Pfeiffer, shuningdek, Rozenning Compaq prezidentining alohida lavozimini yaratish uchun bir necha rahbarlarni jalb qilish haqidagi taklifini rad etib, potentsial merosxo'rni ishlab chiqishdan bosh tortdi. Kengash Pfayffer o'zini moliya direktori Erl Meyson, katta vitse-prezident Jon T. Rouz va inson huquqlari bo'yicha vitse-prezidentning "klikasi" bilan o'ralganligi sababli, rahbariyatdan va oddiy xodimlardan chetlatilganidan shikoyat qildi. Resurslar Hans Gutsch. Compaqning amaldagi va sobiq xodimlari Gutschning "Jamoa" deb nomlangan yuqori lavozimli ma'murlar guruhining bir qismi bo'lganligidan shikoyat qildilar, ular Pfeifferga kirishni nazorat qildilar. Gutsch "korporativ siyosatning ustasi, katta vitse-prezidentlarni bir-biriga qarshi qo'ygan va o'zini odatda kompaniyaning tarkibiga kirmaydigan qismlarga qo'shib qo'ygan" deyilgan. Xavfsizlikni nazorat qilgan Gutsch kompaniyaning katta vitse-prezidentlari ishlagan CCA-11 sakkizinchi qavatida keng xavfsizlik tizimi va qo'riqlash stantsiyasini o'rnatgan.[56] Gutsch va boshqalar yuqori menejmentni bo'lishga intilganlikda ayblovlar bo'lgan, ammo boshqalar buni Tandem va Digital Equipment Corp kompaniyalarini sotib olish bilan bog'liq bo'lgan rejadan tashqarida qolgan rahbarlarning nordon uzumlari deb hisoblashgan.[39][57] Yangiliklar tarqalishi sababli Pfayffer bitim ustida ishlayotgan guruhning sonini qisqartirdi va "Biz jamoani eng kam odam soniga qisqartirdik - bu to'g'ridan-to'g'ri ishtirok etishi kerak bo'lganlar emas, bir kishi ko'proq" dedi. Kompaktning biznesni rivojlantirish bo'yicha katta vitse-prezidenti Robert W. Stearns birlashish va qo'shilish uchun mas'uliyat bilan ikkala kompaniya o'rtasidagi madaniy tafovutlar juda katta bo'lganligi sababli Digital kompaniyasini sotib olishga qarshi chiqqan va uni "B jamoasi" ga joylashtirilganidan shikoyat qilgan natija.[58]

Compaq 1999 yil katta umidlar bilan qadam qo'ydi. 1999 yil yanvar oyida e'lon qilingan to'rtinchi chorakdagi daromad, kutilgan natijani olti tsentga engib, rekord 48 foizga o'sdi. Kompaniya ishga tushirildi Compaq.com to'g'ridan-to'g'ri yangi savdo strategiyasining kaliti sifatida va 1999 yil oxiriga kelib dotcom pufakchasidan foydalanish uchun AltaVista uchun IPO rejalashtirgan.[59] Biroq, 1999 yil fevralga kelib, tahlilchilar Compaqning to'g'ridan-to'g'ri va sotuvchilarga sotish rejasiga shubha bilan qarashdi. Compaq, moliya direktori Earl Meyson, SVP Jon Ruz va boshqa rahbarlarning tahlilchilar bilan konferents-konferentsiya oldidan 50 million AQSh dollari miqdoridagi aktsiyalarni sotishi natijasida ikkita sud jarayoni bilan bog'liq bo'lib, ular kompyuterlarga bo'lgan talab sekinlashayotganini ta'kidladilar.[60][61][62]

1999 yil 17 aprelda, Compaq birinchi chorakdagi foyda analitiklar kutgan natijaning yarmida, deb hisobot berganidan to'qqiz kun o'tgach, daromadlar umidsizliklarining so'nggi pog'onasi, Pfeiffer kengash raisi boshchiligidagi to'ntarishda bosh direktor lavozimidan ketishga majbur bo'ldi. Ben Rozen. Xabar qilinishicha, 1999 yil 15 aprelda bo'lib o'tgan maxsus kengash yig'ilishida direktorlar bir ovozdan Pfeifferni ishdan bo'shatishgan. Kompaniya aktsiyalari 1999 yil yanvaridagi eng yuqori ko'rsatkichdan 50 foizga tushib ketdi.[52] 1999 yil boshida 51,25 dollargacha bo'lgan savdo-sotiqni amalga oshirgan Compaq aktsiyalari 1999 yil 12 aprelda, birinchi chorak e'lon qilinganidan keyin savdolarning birinchi kunida 23 foizga tushib ketdi va keyingi juma kuni 23,62 dollarni yopdi.[60] Pfayferning oxirgi olti chorakdan uchtasida kompaniya daromadlari yoki daromadlari kutilgan natijalarni o'tkazib yuborgan.[63] Raqib esa Dell Computer 1999 yil birinchi choragida AQShda kompyuter sotish hajmi 55% o'sgan bo'lsa, Compaq faqat 10% ni boshqarishi mumkin edi.[39][54][55][61] Rozen Internet tomonidan amalga oshirilayotgan tezkor o'zgarish Compaq boshqaruv menejerlarini ortda qoldirgan deb taxmin qildi va "Internet tarmog'ida o'z sanoatini o'zgartiradigan kompaniya sifatida biz Internet tezligida harakat qilish uchun zarur bo'lgan tashkiliy moslashuvchanlikka ega bo'lishimiz kerak" deb aytdi. O'zining bayonotida Pfayffer "Compaq men 1983 yilda kompaniyaga kelganimdan beri juda katta yo'lni bosib o'tdi" va "Benning rahbarligi ostida men ushbu kompaniya o'z imkoniyatlarini ishga solishini bilaman" dedi.[64] Rozenning ustuvor yo'nalishi Compaq-ni elektron tijorat raqibi sifatida egallash edi va u operatsiyalarni soddalashtirishga va kompaniyani qiynayotgan qarorlarni kamaytirishga o'tdi.[39]

Xalqaro Ma'lumotlar Korporatsiyasi tahlilchisi Rojer Kay, Compaqning ba'zida o'zini tutishi shaxsiy vendetta kabi ko'rinishini kuzatib, "Ekxard Delldan oldinda qolish bilan shunchalik ovora ediki, ular bozor ulushiga juda qattiq e'tibor berishdi va rentabellikka e'tibor berishni to'xtatdilar. likvidlik. Ular o'zlari boshlagan narxlar urushida xafa bo'lishdi. "[65] Kompaqning raqiblari Dell, Gateway, IBM va Hewlett-Packardlarning keyingi daromadlari, Pfeiffer aytganidek, muammolar butun kompyuter sanoatiga ta'sir qilmasligini taxmin qildi.[56] Dell va Gateway to'g'ridan-to'g'ri sotishdi, bu ularga Compaq inventarizatsiyasida muammolardan qochish va dilerlarning narxlarini qo'shmasdan narxlar bo'yicha raqobatlashishda yordam berdi, shuningdek Gateway veb-kirish va kichik biznesga moslashtirilgan dasturiy ta'minotni sotdi. Hewlett-Packard Kompyuter biznesi Compaq singari qiyinchiliklarga duch keldi, ammo bu HPning juda serdaromad printerlari biznesi hisobiga amalga oshirildi, IBM esa kompyuterlarni zarar bilan sotdi, lekin ularni mijozlar bilan ko'p yillik xizmatlar shartnomalarini tuzish uchun ishlatdi.[50]

Pfayfer iste'foga chiqqandan so'ng, kengash direktorlar triumvirati bilan bosh direktorning idorasini tashkil etdi; Rozen vaqtincha bosh direktor va uning o'rinbosarlari sifatida Frank P. Doyl va Robert Ted Enloe III.[66] Ular "uyni tozalash" bilan shug'ullana boshladilar, chunki ko'p o'tmay Pfayferning ko'plab rahbarlari iste'foga chiqardilar yoki haydab chiqarildilar, jumladan Jon J. Rando, Erl L. Meyson va Jon T. Rouz. Compand Services kompaniyasining katta vitse-prezidenti va bosh menejeri Rando birlashish bo'yicha munozaralarda muhim rol o'ynagan[67] va Digital kompaniyasining eng yuqori lavozimli ijro etuvchisi, sotib olish yopilgandan keyin Compaqda qolishi kerak[68][69][70] va ba'zilar uni Pfeiffer uchun merosxo'r deb atashgan. Randoning bo'linmasi birinchi chorakda 1,6 milliard dollarlik savdoni 1998 yilgi 113 million dollar bilan taqqoslaganda juda yaxshi natijalarga erishdi, bu kutilgan natijalarga erishdi va kelgusida tezlashtirilgan va daromadli o'sishni kutgan edi. Rando ketayotganda Compaq Services IBM va EDS kompaniyalaridan keyin uchinchi o'rinni egallab turgan bo'lsa-da, biroz oldinda edi Hewlett-Packard va Andersen konsalting kompaniyasi ammo, mijozlar Raqamli va Tandem texnologiyasiga asoslangan ish stantsiyalaridan HP, IBM va Sun Microsystems-ga o'tdilar.[71] Katta vitse-prezident va moliyaviy masalalar bo'yicha bosh direktori Meysonga ilgari Chikagoda joylashgan oziq-ovqat mahsulotlarini tarqatuvchi Alliant Foodservice, Inc kompaniyasining bosh ijrochi direktori lavozimi taklif qilingan edi va u Compaq kengashiga ushbu taklifni qabul qilganligi to'g'risida xabar berdi.[72][65][73][74] Compaqning Enterprise Computing guruhining katta vitse-prezidenti va bosh menejeri Ruz 3 iyundan boshlab iste'foga chiqdi va uning o'rnini Tandem faxriysi Enriko Pesatori egalladi. Xabarlarga ko'ra, Roz uni bosh direktor lavozimiga tayinlanmaganidan xafa bo'lgan, bu bir marta aniq bo'lgan Maykl Kapellas COO deb nomlangan. Xabar qilinishicha, tarmoq serverlari, ish stantsiyalari va ma'lumotlarni saqlash mahsulotlarini muhandislik va marketing uchun mas'ul bo'lgan Enterprise Computing Compaq daromadlarining uchdan bir qismini va, ehtimol, uning foydasining katta qismini tashkil qilgan bo'lsa-da, 1999 yil 1-choragida tushgan daromad uchun javobgar bo'lgan.[75] Bundan tashqari, Roz sobiq bosh direktor Pfayfferga yaqin bo'lgan "eski gvardiya" tarkibida bo'lgan va u va Compaqning boshqa rahbarlari kompaniyaning yillik yig'ilishida aktsiyalarni sotish pasayganligi haqida xabar berishdan oldin sotilganligi uchun tanqid qilingan edi.[76] Rouzdan keyin SVP Enrico Pesatori o'rnini egalladi, u ilgari Olivetti, Zenith Data Systems, Digital Equipment Corp. va Tandem Computers kompaniyalarida katta ijrochi sifatida ishlagan.[61] Rozenga doimiy bosh direktorni topish uchun bosim o'tkazilgandan so'ng, Capellas COO etib tayinlandi, ammo potentsial nomzodlar Rozen ostida rais sifatida ishlashni xohlamasliklari haqida xabar berildi.[59] Around the same time Pesatori was placed in charge of the newly created Enterprise Solutions and Services Group, making him Compaq's second most powerful executive in operational responsibility after Capellas.[77][78]

Pfeifferning doimiy o'rnini egalladi Maykl Kapellas, who had been serving as Compaq's SVP and CIO for under a year. A couple months after Pfeiffer's ouster, Capellas was elevated to interim operatsion bosh direktor on June 2, 2000,[75] and was soon appointed president and CEO. Capellas also assumed the title of chairman on September 28, 2000 when Rosen stepped down from the board of directors.[8] At his retirement, Rosen proclaimed "These are great achievements—to create 65,000 jobs, $40 billion in sales and $40 billion in market value, all starting with a sketch and a dream".[79]

Late 1990s–2000s

Kurash

Capellas Pfeiffer davrining keyingi qismida yo'qolgan ba'zi bir yorqinlikni tiklay oldi va u bilan munosabatlarni tikladi. Microsoft which had deteriorated under his predecessor's tenure.[80]

However Compaq still struggled against lower-cost competitors with direct sales channels such as Dell 2001 yilda Compaq kompaniyasining shaxsiy kompyuterlarini ishlab chiqaruvchi birinchi o'rinni egallab oldi.[81] Compaq relied significantly on reseller channels, so their criticism caused Compaq to retreat from its proposed direct sales plan, although Capellas maintained that he would use the middlemen to provide value-added services.[63] Despite falling to No. 2 among PC manufacturers, Capellas proclaimed "We are No. 2 in the traditional PC market, but we're focused on industry leadership in the next generation of Internet access devices and wireless mobility. That's where the growth and the profitability will be." The company's longer-term strategy involved extending its services to servers and storage products, as well as handheld computers such as the iPAQ PocketPC which accounted for 11 percent of total unit volume.[82]

During November 1999, Compaq began to work with Microsoft to create the first in a line of small-scale, web-based computer systems called MSN Companions.[83]

In 1998, Compaq also signed new sales and equipment alliance with NaviSite. Under the pact, Compaq agreed to promote and sell NaviSite Web hosting services. In return, NaviSite took Compaq as a preferred provider for its storage and Intel asoslangan serverlar.

Compaq struggled as a result of the collapse of the Dot-com pufagi, which hurt sales of their high-end systems in 2001 and 2002, and they managed only a small profit in a few quarters during these years. They also accumulated $1.7 billion in short-term debt around this time.[84] The stock price of Compaq, which was around $25 when Capellas became CEO, was trading at half that by 2002.[85]

Acquisition by Hewlett-Packard

In 2002, Compaq signed a merger agreement with Hewlett-Packard for $24.2 billion,[86] including $14.45 billion for xayrixohlik, where each Compaq share would be exchanged for 0.6325 of a Hewlett-Packard share. There would be a termination fee of US$675 million that either company would have to pay the other to break the merger.[87] Compaq shareholders would own 36% of the combined company while HP's would have 64%.[87] Hewlett-Packard had reported yearly revenues of $47 billion, while Compaq's was $40 billion, and the combined company would have been close to IBM 's $90 billion revenues. It was projected to have $2.5 billion in annual cost savings by mid-2004. The expected layoffs at Compaq and HP, 8500 and 9000 jobs, respectively, would leave the combined company with a workforce of 145,000.[85] The companies would dole out a combined $634.5 million in bonuses to prevent key employees from leaving if shareholders approve the proposed merger, with $370.1 million for HP employees and $264.4 million for Compaq employees.[88][89]

Both companies had to seek approval from their shareholders through separate special meetings.[90] While Compaq shareholders unanimously approved the deal, there was a public proxy battle within HP as the deal was strongly opposed by numerous large HP shareholders, including the sons of the company founders, Walter Hewlett and David W. Packard, as well as the California Public Employees’ Retirement System (Kalplar ) va Ontario o'qituvchilarining pensiya rejasi.[91][92] Walter Hewlett only reluctantly approved the merger, in his duty as a member of the board of directors, since the merger agreement "called for unanimous board approval in order to ensure the best possible shareholder reception".[87] While supporters of the merger argued that there would be economies of scale and that the sales of PCs would drive sales of printers and cameras, Walter Hewlett was convinced that PCs were a low-margin but risky business that would not contribute and would likely dilute the old HP's traditionally profitable Imaging and Printing division.[84][93] David W. Packard in his opposition to the deal "[cited] massive layoffs as an example of this departure from HP’s core values...[arguing] that although the founders never guaranteed job security, 'Bill and Dave never developed a premeditated business strategy that treated HP employees as expendable.'" Packard further stated that "[Carly] Fiorina ’s high-handed management and her efforts to reinvent the company ran counter to the company’s core values as established by the founders". The founders' families who controlled a significant amount of HP shares were further irked because Fiorina had made no attempt to reach out to them and consult about the merger, instead they received the same standard roadshow presentation as other investors.[87]

Analysts on Wall Street were generally critical of the merger, as both companies had been struggling before the announcement, and the stock prices of both companies dropped in the months after the merger agreement was made public. Particularly rival Dell made gains from defecting HP and Compaq customers who were wary of the merger.[94] Carly Fiorina, initially seen as HP's savior when she was hired as CEO back in 1999, had seen the company's stock price drop to less than half since she assumed the position, and her job was said to be on shaky ground before the merger announcement.[87] HP's offer was regarded by analysts to be overvaluing Compaq, due to Compaq's shaky financial performance in the past recent years (there were rumors that it could run out of money in 12 months and be forced to cease business operations had it stayed independent), as well as Compaq's own more conservative valuation of its assets.[84][85][95] Detractors of the deal noted that buying Compaq was a "distraction" that would not directly help HP take on IBM's breadth or Dell Computer's direct sales model. Plus there were significant cultural differences between HP and Compaq; which made decisions by consensus and rapid autocratic styles, respectively. One of Compaq's few bright spots was its services business, which was outperforming HP's own services division.[96]

The merger was approved by HP shareholders only after the narrowest of margins,[tushuntirish kerak ] and allegations of vote buying (primarily involving an alleged last-second back-room deal with Deutsche Bank ) haunted the new company. It was subsequently disclosed that HP had retained Deutsche Bank's investment banking division in January 2002 to assist in the merger. HP had agreed to pay Deutsche Bank $1 million guaranteed, and another $1 million contingent upon approval of the merger. On August 19, 2003, the AQSh SEC charged Deutsche Bank with failing to disclose a material conflict of interest in its voting of client proxies for the merger and imposed a civil penalty of $750,000. Deutsche Bank consented without admitting or denying the findings.[97]

Compaq's pre-merger belgi was CPQ. This was combined with Hewlett-Packard's ticker symbol (HWP) to create the current ticker symbol (HPQ).

Birlashgandan keyin

Former Compaq headquarters, now the Hewlett-Packard United States campus

Capellas, Compaq's last chairman and CEO, became president of the post-merger Hewlett-Packard, under chairman and CEO Karli Fiorina, to ease the integration of the two companies. However, Capellas was reported not to be happy with his role, being said not to be utilized and being unlikely to become CEO as the board supported Fiorina. Capellas stepped down as HP president on November 12, 2002, after just six months on the job, to become CEO of MCI Worldcom where he would lead its acquisition by Verizon. Capellas' former role of president was not filled as the executives who reported to him then reported directly to the CEO.[98][99]

Fiorina helmed the post-merger HP for nearly three years after Capellas left. HP laid off thousands of former Compaq, DEC, HP, and Tandem employees,[100][101] its stock price generally declined and profits did not perk up. Several senior executives from the Compaq side including Jeff Clarke and Peter Blackmore would resign or be ousted from the post-merger HP.[102] Though the combination of both companies' PC manufacturing capacity initially made the post-merger HP number one, it soon lost the lead and further market share to Dell which squeezed HP on low end PCs.[103][96][104] HP was also unable to compete effectively with IBM in the high-end server market. In addition, the merging of the stagnant Compaq computer assembly business with HP's lucrative printing and imaging division was criticized for obstructing the profitability of the printing/imaging segment.[105] Overall, it has been suggested that the purchase of Compaq was not a good move for HP, due to the narrow profit margins in the commoditized PC business, especially in light of IBM's 2004 announcement to sell its PC division to Lenovo. Surishtiruvchi noted that the continued low return on investment and small margins of HP's personal computer manufacturing business, now named the Personal Systems Group, "continues to be what it was in the individual companies, not much more than a job creation scheme for its employees".[84] One of the few positives was Compaq's sales approach and enterprise focus that influenced the newly combined company's strategy and philosophy.[106]

In February 2005, the board of directors ousted Fiorina, with CFO Robert Wayman being named interim CEO.[107] Former Compaq CEO Capellas was mentioned by some as a potential successor, but several months afterwards, Mark Xird was hired as president and CEO of HP. Hurd separated the PC division from the imaging and printing division and renamed it the Personal Systems Group, placing it under the leadership of EVP Todd R. Bradley. Hewlett Packard's PC business has since been reinvigorated by Hurd's restructuring and now generates more revenue than the traditionally more profitable printers. By late 2006, HP had retaken the #1 sales position of PCs from Dell, which struggled with missed estimates and poor quality, and held that rank until supplanted in the mid-2010s by Lenovo.

Most Compaq products have been re-branded with the HP nameplate, such as the company's market leading ProLiant server line (now owned by Hewlett Packard Enterprise, which spun off from HP in 2015), while the Compaq brand was repurposed for some of HP's consumer-oriented and budget products, notably Compaq Presario PCs. HP's business computers line was discontinued in favour of the Compaq Evo line, which was rebranded HP Compaq. HP's Jornada PDAs were replaced by Compaq iPAQ PDAs, which were renamed HP iPAQ. Following the merger, all Compaq computers were shipped with HP software.

Post merger logo for Compaq products.

In May 2007, HP announced in a press release a new logo for their Compaq Division to be placed on the new model Compaq Presarios.[108]

In 2008, HP reshuffled its business line notebooks. The "Compaq" name from its "HP Compaq" series was originally used for all of HP's business and budget notebooks. Biroq, HP EliteBook line became the top of the business notebook lineup while the HP Compaq B series became its middle business line.[109] As of early 2009, the "HP ProBook " filled out HP's low end business lineup.[110]

An example of a HP Compaq.

In 2009, HP sold part of Compaq's former headquarters to the Lone Star kollej tizimi.[111]

On August 18, 2011, then-CEO of HP Leo Apotheker announced plans for a partial or full spinoff of the Personal Systems Group. The PC unit had the lowest profit margin although it accounted for nearly a third of HP's overall revenues in 2010. HP was still selling more PCs than any other vendor, shipping 14.9 million PCs in the second quarter of 2011 (17.5% of the market according to Gartner ), while Dell and Lenovo were tied for second place, each with more than a 12% share of the market and shipments of over 10 million units.[112][113] However, the announcement of the PC spinoff (concurrent with the discontinuation of WebOS, and the purchase of Autonomy Corp. for $10 billion) was poorly received by the market, and after Apotheker's ouster, plans for a divestiture were cancelled.[114][115] In March 2012, the printing and imaging division was merged into the PC unit.[105] In October 2012, according to Gartner, Lenovo took the lead as the number one PC manufacturer from HP, while IDC ranked Lenovo just right behind HP.[116] In Q2 2013, Forbes reported that Lenovo ranked ahead of HP as the world's number-one PC supplier.[117]

HP discontinued the Compaq brand name in the United States in 2013. In 2015, the Argentine company Grupo Newsan acquired the brand's license, alongside with a $3 million investment, and developed two new lines of Presario notebooks for the local market over the course of the year.[118][119] By March 2019, Compaq's Argentine web site went offline, with the last archived copy dated October 2018, featuring the same models introduced in 2016.[120][yaxshiroq manba kerak ]

Bosh ofis

Compaq World Headquarters (now HP United States) campus consisted of 80 acres (320,000 m2) of land which contained 15 office buildings, 7 manufacturing buildings, a product conference center, an employee cafeteria, mechanical laboratories, warehouses, and chemical handling facilities.[121][122]

Instead of headquartering the company in a downtown Houston skyscraper, then-CEO Rod Canion chose a West Coast-style campus surrounded by forests, where every employee had similar offices and no-one (not even the CEO) had a reserved parking spot.[10][14] As it grew, Compaq became so important to Houston that it negotiated the expansion of Magistral 249 in the late 1980s, and many other technology companies appeared in what became known as the "249 Corridor".[123]

After Canion's ouster, senior vice-president of human resources, Hans W. Gutsch, oversaw the company's facilities and security. Gutsch had an extensive security system and guard station installed on the eight floor of CCA-1, where the company's senior vice presidents had their offices. Eckhard Pfeiffer, president and CEO, introduced a whole series of executive perks to a company that had always had an egalitarian culture; for instance, he oversaw the construction of an executive parking garage, previously parking places had never been reserved.[56][124]

On August 31, 1998, the Compaq Commons was opened in the headquarters campus, which featured a conference center, an employee convenience store, a wellness center, and an employee cafeteria.[125]

In 2009, HP sold part of Compaq's former headquarters to the Lone Star kollej tizimi.[111] Hewlett Packard Buildings #7 & #8, two eight-story reinforced concrete buildings totaling 450,000 square feet, plus a 1,200-car parking garage and a central chiller plant, were all deemed by the college to be too robust and costly to maintain so they were demolished by implosion on September 18, 2011.[126][127][128][129]

2013 yil yanvar holatiga ko'ra the site is one of HP's largest campuses, with 7,000 employees in all six of HP's divisions.[123]. In 2018 HP announced the sale of the entire former Compaq HQ campus.

Raqobatchilar

Compaq originally competed directly against IBM, manufacturing kompyuter tizimlari equivalent with the IBM PC, shu qatorda; shu bilan birga Apple Computer. In the 1990s, as IBM's own PC division declined, Compaq faced other IBM PC Compatible manufacturers like Dell Computer, Packard Bell, AST tadqiqotlari va Gateway 2000.

By the mid-1990s, Compaq's price war had enabled it to overtake IBM and Apple, while other IBM PC Compatible manufacturers such as Packard Bell and AST were driven from the market.

Dell became the number-one supplier of PCs in 2001.

At the time of their 2002 merger, Compaq and HP were the ikkinchi va uchinchi largest PC manufacturers, so their combination made them number one. However, the combined HP-Compaq struggled and fell to second place behind Dell from 2003 to 2006. Due to Dell's struggles in late 2006, HP has led all PC vendors from 2007 to 2012.

During its existence as a division of HP, Compaq primarily competed against other budget-oriented personal computer series from manufacturers including Acer, Lenovo va Toshiba. Most of Compaq's competitors except Dell were later acquired by bigger rivals like Acer (Gateway 2000 and Packard Bell) and Lenovo absorbing IBM's PC division. Lenovo has been the PC world leader from 2013 onwards.

Homiylik

Before its merger with HP, Compaq sponsored the Uilyams Formula-1 jamoasi when it was still powered by BMW engines. HP inherited and continued the sponsorship deal for a few years.

Shuningdek qarang

Izohlar

  1. ^ Some remnants of Compaq (such as the ProLiant server line) are currently owned by Hewlett Packard Enterprise 2017 yildan boshlab.

Adabiyotlar

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