| HBS Case Collection
(Revised from original 2005 version)
Since its controversial merger with Compaq, Hewlett-Packard had been under pressure by analysts and some stockholders to divest itself of its low-margin PC business. For CEO Carly Fiorina and others on HP's management team, however, PCs seemed integral to the company's broader strategy of becoming more customer focused. In May 2004, with HP's stock substantially undervalued, Mike Winkler, HP's chief marketing officer, was asked to weigh in on the company's PC strategy going forward. Could HP serve its customers better with PCs or without them? And if HP stayed in PCs, how should the company price them?
Keywords: Problems and Challenges;
Customer Focus and Relationships;
Mergers and Acquisitions;
Deshpande, Rohit, and Seth Schulman. "Hewlett-Packard (A)." Harvard Business School Case 505-065, November 2006. (Revised from original February 2005 version.)