HP*** co-founders David Packard and William Hewlett:
David Packard and William Hewlett (Dave Packard, William Hewlett: co-founder of HP
In the summer of 1938, with the help of their teacher Terman, they used the $538 borrowed by Terman to start Hewlett-Packard in the garage. The Silicon Valley garage entrepreneurship model, the collaborative entrepreneurship model, and the unique "HP Way" management model became the spiritual core that later made Silicon Valley's high-tech industry brilliant. In 1987, this garage was officially rated as a landmark building in the development history of California and became the famous "Birthplace of Silicon Valley".
Name (Chinese)
William Hewlett
David Packard
Name (English)
William Hewlett
Dave Packard
Organization and Position
HP*** co-founder, former chairman and CEO
Date and month of birth
May 20, 1913 - January 12, 2001
September 7, 1912 - March 26, 1996
Country and place of birth
Ann Arbor, Michigan, USA
Pueblo, Colorado, USA
Education background
In 1936, he received a Master of Science degree from the Massachusetts Institute of Technology
In 1934, he received a Bachelor of Arts degree from Stanford University
In 1939, he received a Master's degree in electrical engineering
Received a Bachelor of Arts degree from Stanford University in 1934
Professional background
In 1978, he retired and only served on the board of directors
In 1969, he served as CEO of HP
In 1964, he was elected president of HP
In 1947, he served as vice president of HP
In 1941, he served as a communications officer for the US military during the war
In 1939 , founded Hewlett-Packard Company
In 1971, he returned to the company and served as chairman again
In 1969, he served as the U.S. Deputy Secretary of Defense
In 1964, he was elected chairman and CEO
Served as president in 1947
In 1939, he co-founded Hewlett-Packard Company
1936-1938, General Electric Engineer
Books
"The HP Way"
Biography of William Hewlett
Born in 1913 in Ann Arbor, Michigan, USA )
1930 Entered Stanford University and met his later entrepreneurial partner Packard
1934 Obtained a Bachelor of Arts degree from Stanford University
1936 Obtained a bachelor's degree from the Massachusetts Institute of Technology Master of Science degree
1939 and Packard established Hewlett-Packard Technology with only $538 on hand
1941 Served as a U.S. military communications officer during the war
1947 Served as Vice President of HP
1964 Re-elected as President of HP
1969 Started to serve as CEO of HP
1978 After retirement, he only served on the board of directors of HP and for public welfare Activities
Died at home on January 12, 2001 at the age of 87
William and David came together
People are social animals and are afraid of loneliness. Therefore, it is often necessary to recruit several like-minded people to start a business together; but people are selfish animals. After starting a business together, they often break up when they become successful and famous. This is the so-called "it is easy to be poor, but it is difficult to be rich." Those who start well and end well Rarely.
Of course there are exceptions, such as Yahoo! Jerry Yang and Ferro, Intel's Noyce and Moore, Adobe's Charles Geschke, John Warnock, and the most typical one is HP's co-founder Hugh Little and Packard. With their extraordinary charisma, they composed an entrepreneurial song of sharing the joys and sorrows and created a great company. To describe these two characters, if they are separated, the most important connotation will undoubtedly be lost. In the industry, the two are inseparable.
In 1924, Fred Terman, who graduated from MIT with a Ph.D., returned to Stanford University and took charge of the Radio Communications Laboratory. The experiment has welcomed many young people who are "electronics fans and are as interested in vacuum tubes, semiconductors, and computers as they are in girls." Terman's laboratory produced many talented engineers destined to become famous in the electronics industry and began to change the shape of the Santa Clara Valley. Especially in the mid-1930s, two unusual students came to Terman's class, namely William and David.
Among Terman's many students, they did not stand out from the beginning. Both were born in the middle of the United States (Hewlett from Ann Arbor, Michigan, and Packard from Pueblo, Colorado), and both had highly skilled fathers (Hewlett's father was a professor of medicine, and Packard's father was a medical professor). (his father is a lawyer), their resumes are nothing special. At first glance, the two men look very different. Packard was 6 1/2 feet tall, with a high forehead and nose; Hewlett was thick and fat, no taller than Packard's shoulders. Later, in the company's annual report, the only way to include the two men in the same shot was to have Packard sit.
Aside from their different appearances, the most similar personality between the two is that they have extraordinary sensitivity to changes in other people's emotions. This is very critical for both long-term cooperation between the two parties and for the establishment of future corporate culture.
The garage where HP started its business
From acquaintance to starting a business, Hewlett was born on May 20, 1913 in Ann Arbor, Michigan, USA. He followed his father when he was 3 years old. Came to San Francisco and grew up here. His father is a professor of medicine at Stanford University. His family has a good education and a wealthy life. His childhood life was "happy and busy." When Hewlett was 12, his father died of a brain tumor. In middle school, Hewlett excelled in natural sciences, but was very average in other aspects. When he graduated, he was able to enter Stanford University because of the recommendation of the principal. The principal recommended him because Hewlett's father was taught by him. The best student. In fact, Hewlett participated in many extracurricular activities in middle school and showed a keen interest in radio. and showed talent in physics. Hewlett often recalled that if his father had not died of illness, he would have become a doctor, but he ultimately chose a career as an electrical engineer instead of taking the leap to medicine.
Packard’s father also hoped that his son would inherit his father’s business, but Packard was more interested in natural science: “I have never been interested in law. Similarly, my father knew nothing about mechanical physics. "Fortunately, his parents are very supportive of his hobby. Once, I blew up my left hand while making explosives, and my left thumb has been deformed ever since. He has a wide range of interests, including music, fishing, horse riding and other sports. Compared to Hewlett, Packard performed outstandingly in middle school. Not only did he serve as class president, but he was also selected as the center of the All-American high school basketball team. He created the only record in the discus, high jump, long jump, low hurdles and high hurdles in the state track and field competition. A new state record for a championship. His father expected him to achieve something in sports, but Packard regarded sports purely as entertainment.
When Hewlett enrolled at Stanford University in the fall of 1930, he met David Packard. Both played freshman football at Stanford and got to know each other better. It wasn't until their sophomore year of college that the two became good friends. The catalyst was radio fan Ed Porter, and they often went out fishing, skiing and hiking together. With Terman's support, they, Porter and Oliver concocted a business plan.
In 1934, Packard and Hewlett, who had just graduated from Stanford University's Department of Electrical Engineering, went on a two-week fishing camping trip to the Colorado Mountains. Their common interest in nature deepened their friendship, and because they had the same views on many things, they became lifelong friends. After that, Bill went to MIT to continue his graduate studies, while David found a job at General Electric. The plan was shelved.
In the summer of 1938, Terman won scholarships for the two of them from Stanford, and they returned to school to study for a doctorate in electrical engineering. They used the $538 borrowed by Terman to start their business. They owned a garage that could only store one car, which became their earliest workshop. The tools used when starting the business were extremely simple and primitive, including only a workbench, a set of vise, a drill press, a screwdriver, a file, a soldering iron, a hacksaw and some components bought outside. It wasn't until 1940 that the two moved out of the garage. In 1987, this garage was officially rated as a landmark building in the development history of California and became the famous "Birthplace of Silicon Valley".
Undoubtedly, Terman's support and the friendship between the two became the most critical factors in their success. Packard is proficient in production technology and has rich experience, while Hewlett is good at circuit technology. The two complement each other and are suitable for the production and design of electronic products.
On January 1, 1939, the two decided to formally establish a partnership and used a coin toss to determine whose name came before the company name. The result is HP, not PH. After the company is established, the first issue is to determine what to produce. Terman came up with ideas and suggested the production of audio oscillators. Samples were launched in November of that year. According to the list provided by Professor Terman, they sent the product introduction to about 25 possible customers. Surprisingly, the orders came quickly, and some even came with checks. Disney also took a fancy to this product and ordered eight improved HP 200Bs from them for the production of a movie "Fantasia".
In the first year, the revenue was US$5,369 and the profit was US$1,563. It seems pathetic, but the company is off to a solid start. Especially since then, HP has been making profits every year and has never suffered a loss, which can be described as a miracle in the corporate world.
Creating the "HP Way"
In the spring of 1941, Hewlett enlisted in the Army as an Army reservist. After some accommodation, I returned to the company in the fall. Hewlett re-enlisted in February 1942 and severed ties with the company.
With the outbreak of World War II, the U.S. government's orders for electronic instruments came in like flakes. HP's new products continued to increase, with annual sales reaching US$1 million. In 1942, the first company building was built. In 1943, Hewlett-Packard entered the field of microwave technology by developing a signal generator and radar jammer for the Naval Research Laboratory. During World War II, Hewlett-Packard was recognized as the leader in the signal generator industry with its complete line of microwave test products.
HP has developed rapidly. The company introduced the principle of profit sharing among employees, which greatly improved production efficiency. Coupled with the reinvestment of profits, the company's vitality has greatly increased. During the Christmas period of 1945, he returned to the company and found that he was already the vice president of this multi-million dollar company. When he left the company, there were only 15 people in the company, and when he came back, it had 250 people.
The war was over. HP, with assets of 2 million US dollars and 200 workers, had to face a sharp decline in market demand. The company laid off more than 100 workers (this was the only time in HP's history ). But in 1950, the company returned to 200 people.
In 1952, the two went hunting together in San Felipe, south of San Francisco Bay, and heard that the owner of the land was selling it. The two immediately decided to buy a partnership and build a farm. This ranch has become the best place for their two families to relax and play. It is also a link that binds the friendship between the two closer and deeper.
Due to the character of Hewlett and Packard, HP formed a new type of corporate culture: "The HP Way is the policies and actions derived from a belief, which is: I believe that anyone is willing to work hard and work creatively, and as long as they are given the right environment, they will be successful. "This is an academic style that has never been seen in any large company before. Full trust in employees and provide near-perfect job security.
There is a joke: If you want to be fired from the company, the only way is to kill your boss? But the company may give you another chance. The company also set a precedent by adopting cubicle-style offices to embody the spirit of equality. The company structure also reflects the spirit of innovation. Each department has sales, R&D and production, and each completes profit targets.
Throughout the 1950s, the company's annual growth rate reached an astonishing 50% to 100%. The two were still worried about their ability to manage a company with 200 people, but suddenly they discovered that there were 1,500 people on the payroll and it was running smoothly.
1957 was a milestone in the development of Hewlett-Packard. There were an unprecedented number of new orders, production had developed tremendously, the company had more than 1,000 employees, and had four factories. In November, the stock was publicly listed, and the company's market value reached US$48 million. What is unimaginable is that David Packard actually took the subway to the Stock Exchange in New York to attend the stock listing ceremony. 10% of the common stock owned by the pair was listed for sale at $16 per share.
Another major event in early 1957 was a meeting of company executives in Sonoma to discuss company policy. Hewlett and Packard drafted a copy of the company's goals and objectives. These goals, together with the corporate values ??that define how to achieve the goals, lay the theoretical basis for the management of the "HP Way". The HP Way has been modified many times since then, but its basic core remains unchanged: "Customer first, value individuals, and strive for profits." The company has established a relaxed and free working environment, providing engineers with good creative space and allowing employees to implement flexible working hours. The company's parts bins and storage rooms are always open. Here's a story: One weekend, Hewlett went to the factory to do some work, but found that the equipment storage room was locked. He broke the door latch and left a note, insisting. Ask people to stop locking storage rooms.
Silicon Valley Enterprise Model
HP is also the first company to implement employee participation in stock purchase plans and cash profit sharing. The amount distributed each year is calculated based on the company's pre-tax profits. This payment remains Within the range of 4.1% to 9.9% of the basic salary. At the same time, the company also shared another story. In 1970, due to the economic downturn in the United States, the company's order quantity was lower than its production capacity, and employees faced the dilemma of being laid off. They adopted a different approach, implementing a 9-day work week every two weeks, reducing workload by 10%, reducing wages by 10%, and reintroducing a full-time work week after the economy rebounded. Employees are always with the company.
The company's atmosphere is also uniquely warm. The two often chatted and laughed with employees around the coffee pot and plates of donut rings. Although Hewlett's hands were small, his grip was strong; Packard's hands were large, but his grip was soft. Both of their offices were in the most remote areas of the company, and although they were large, they were both shabby: old offices, couches, coffee tables, and some bookshelves.
All talk of their wealth and prestige offends them. Packard resented being listed among the 3-4 richest people in America. A female reporter from Time magazine interviewed Lichute. She was warned repeatedly in advance that she could ask any questions but not discuss wealth. During the interview, Hewlett was very enthusiastic and even helped the woman turn on the tape recorder, but as soon as the first question came out: "Mr. Hewlett, how do you feel as one of the richest people in the United States?" Hewlett laughed. Laughed, clicked off the tape recorder, and politely sent the poor reporter on his way out.
To Silicon Valley tycoons, Hewlett and Packard were monsters in their aversion to wealth. At this time, the main roads in the Stanford research area were beginning to be crowded with limousines of the nouveau riche, and Packard was still driving an outdated car. Until after repeated struggles, he was forced to replace it.
Creating a Country Club
Of course no one is perfect. Hewlett would sometimes fly into fits of rage, especially when managers were asked questions they were unprepared for. Packard was so bad-tempered in the morning that smart people avoided him. And the two have an old-school prejudice against working women. When they retired in 1981, none of the company's managers were women.
In the 1970s, both of them were over 60 years old, and they lost their original vibrant and innovative spirit. In 1977, company employee Wozniak proposed the production of personal computers. After being rejected, he and Jobs founded Apple. In addition, the company also made a series of mistakes. It entered the minicomputer market (in 1968) too late, which always put it at a disadvantage in the competition with IBM and DEC; and the company only entered the commercial small market in 1970, and once again failed due to The decision was made too late and fell into an embarrassing situation; the HP-01 watch calculator produced in the mid-1970s was the company's most embarrassing failure. This product exposed the company's various shortcomings: a wrong understanding of the consumer market, an excessive focus on quality. Being demanding seems to be to meet the challenges of craftsmanship rather than to meet the needs of customers.
In any case, HP overcame these difficulties and achieved success, becoming the first company in Silicon Valley with sales of more than 1 billion US dollars, and it still maintains the highest revenue position in Silicon Valley. There have been no scandals, no mass layoffs, no painful downturns in the company's history. Of course, there was never a particularly exciting moment.
HP is like a quiet family on the side of the road, where children are born, the lawn is neatly trimmed, and the bacteria are green and cute. As Silicon Valley began to expand like crazy, the company remained fair and honest, earning it a reputation as a "country club."
The two men’s loyalty to Terman is the most touching episode in the history of Silicon Valley. Terman has been a member of the company's board of directors for 40 years. When Terman died in 1982, people called him the father of the electronic revolution. Even after they became old men, Hewlett and Packard still respected this teacher very much. It was their extraordinary character that created one of America's most admired companies and created a standard by which every high-tech company should measure its quality, conduct and work ethics.
Packard became an aristocrat of American business. In December 1968, he was nominated by the Nixon administration to serve as Deputy Secretary of Defense and held a host of directors and positions. Hewlett's activities were mainly in science and technology, and in 1954 he was elected president of the Society of Radio Engineers.
The two faced retirement and selected young John Yong from the company as their successor. Yang is handsome, handsome, and extremely smart. He is the kind of person who believes that he is absolutely right in his life, is very blessed, and is destined to do great things. But his shortcoming is also his perfection. He lacked Hewlett's approachability and Packard's gentleness. "Yang doesn't give people a more humane feeling. But he is handsome and makes people full of confidence in the company. He looks like a president should look like."
Crisis Emerged
In 1977, Hewlett resigned as president and in 1978 he resigned as CEO. These official positions fell to Yang one after another. At this time, the personal computer wave began to sweep across Silicon Valley, and then expanded to the world. HP missed the opportunity to be a pioneer in PCs, but it became a leader in the development of PC printers. In 1984, HP launched laser printers and Think Jet thermal inkjet printers. In the ten years to 1994, more than 2 million units were sold worldwide.
But development cannot hide problems. Because the succeeding managers valued IBM too much, the company's organizational structure became highly centralized. By 1990, bureaucracy was prevalent and the entire management system was rigid. Even hiring a secretary had to be approved by five managers. The decision-making cycle is getting longer and longer, which runs counter to the ever-accelerating computer industry. The management crisis caused serious damage to the company, and the company's stock continued to decline, falling to $25 per share.
The two retired old people can no longer be calm. Although they participate in the board of directors, it is more of a decoration.
In the face of crisis, the two intervened decisively and intervened quickly. Cut management layers, cure system bureaucracy, and promote younger Lewis Platt as president. Much of the bureaucracy was dismantled and each department was given greater freedom. The company was revived, and in 1993, the stock soared to $70 a share.
On March 26, 1996, Packard died. The friendship of more than half a century was ended by nature. Only Hewlett remains as the company's honorary president. And many titles: honorary director of the California Scientific Society, member of the National Academy of Engineering, the National Academy of Sciences, and the American Academy of Arts and Sciences. In 1985, former U.S. President Ronald Reagan awarded him the National Medal of Science, the highest scientific honor in the United States.
Packard's death is considered the end of Silicon Valley's first era. His nearly half-century partnership with Hewlett is also regarded as a classic of partnership entrepreneurship. The "HP Way" has also been listed as the best business management method in the United States.
In 1997, HP's sales revenue exceeded 36.6 billion US dollars, and sales of computers and related products were approximately 35.4 billion yuan. Over the past sixty years, HP has gone through different product stages such as electronic instruments, scientific calculators, printers, and personal computers. It has always been able to grasp the pulse of the times and develop rapidly. It has been ranked among the top 500 companies in Fortune for many years. In 1997, it was even named The Dow Jones Index is listed as one of the indicator companies for evaluating stock prices. But in 1998, HP, which had just triumphed in the PC industry, found itself lagging behind the pace of the Internet era, and the company once again implemented a major reorganization.
Now, there is nothing Hewlett can do about the business. His job is to enjoy his various outdoor hobbies to the fullest. The amateur botany, mountaineering, skiing, hunting and fishing expert still owns 5.9% of Hewlett-Packard stock, firmly ranking among the top ten richest people in high technology. This Silicon Valley grandfather legend allocates nearly 100 million US dollars every year for charity activities such as population control and environmental protection. He and Packard's ranching and dairy farming operations are still going strong in California and Idaho. In his later years, his interests were botany, photography and history.
When he was fishing alone in the Bay Area, he must have firmly believed that the corporate culture created by himself and Packard would last forever, and he would also recall the endless good memories in the long history.
Silicon Valley legend Hewlett passed away
On the morning of January 12, 2001, Hewlett died at home at the age of 87. "We join his family in mourning the loss of a great and charitable man," said Carly Fiorina, chairman, president and CEO of HP Inc. "We, as his successors, will cherish Bill's creative spirit and carry it forward, always remembering that the trust he and Dave have placed in us lives up to our expectations."
Hewlett retired from management activities in 1978. , who has made indelible contributions to technology and business throughout his tenure. Today, HP's fiscal year 2000 revenue was $48.8 billion and it has 88,500 employees worldwide. Spin-off instrumentation company Agilent Technologies had 2000 revenue of $10.8 billion and had 47,000 employees. The legendary garage—symbolizing the birthplace of Silicon Valley—is now a historic landmark in California.
Hewlett is well-known for his scientific expertise, and Packard will always be remembered for his smart business acumen. They learned from each other's strengths and worked together sincerely at HP. Their lifelong collaboration and friendship have accompanied their business success and continuous innovation in company operations for 60 years. It is precisely because of the unique vision of Hewlett and Packard that HP is famous around the world for its excellent employee practical measures, business management, product quality and service. Its innovative approach to employees and management - known as the "HP Way" - has been widely emulated by businesses around the world today. HP is also one of the world's most compassionate philanthropic companies, reflecting its founder's ongoing efforts to be a good citizen.
Hewlett believes that one of his greatest achievements is the people-oriented management method he co-created with Packard. Catastrophic health insurance, flexible work arrangements, 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 their founder's influence.
“We don’t want to have a hire-and-fire system, but a committed workforce,” Hewlett once said. "We believe that this team should be able to financially support the company as it grows." HP has implemented a cash profit distribution system for all employees since its establishment. This satisfies the founder's desire for employees to fully enjoy the company's success.
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 Kaiser Foundation Healthcare Plan 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 Advisors on Science. From 1963 to 1974, he served as a trustee of Stanford University; from 1969 to 1970, he was a member of the San Francisco Regional Group of the White House Advisory Council. In 1958, U.S. President Ronald Reagan awarded him the nation's highest scientific honor, the National Medal of Science. In addition, he received 14 honorary degrees from various colleges and universities, including an honorary scholarship in 1996 for his significant contributions to education and science. At the time of his death, Hewlett was still serving as director of the Monterey Bay Aquarium Research Institute founded by Packard.
Hewlett is a co-author of numerous technical papers in the field of electrical engineering and is 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 co-founder of the American Electronics Association; a member of the National Academy of Engineering, receiving the Founders Award in 1993; a lifelong fellow of the School of Electrical and Electronic Engineering; and a lifetime member of the American Instrument Association.
In 1966, the Hewlett family established the William and Flora Hewlett Fund to support the family's extensive interests in philanthropy. Funds are awarded to organizations in the following areas: contentious solutions, education, conservation, U.S.-Latin America relations, family and community development, executive arts, and population.
Over the years, Hewlett and Packard have personally donated $300 million to Stanford University. They donated US$77.4 million in October 1994 for the completion of outstanding scientific projects. In 1994, another US$12.5 million was donated to the Frederick Terman Scholarship to encourage those Stanford professors who became their mentors. In 1994, Hewlett donated $70 million to the California Public Policy Institute (an independent, non-profit research organization designed to help improve national public policy).
In 1939, in a narrow garage at 367 Edison Street in Palo Alto, California, two young inventors, Bill Hewlett and Dai. David Packard founded HP with a vision for future technological development and a passion for invention and creation, and started the path of innovation in Silicon Valley.
For more than sixty years, HP has never stopped innovating and changing. This spirit has enabled HP to develop from a company with annual revenue of US$4,000 to an information industry giant with 145,000 employees worldwide, branches in 170 countries and regions, and operating revenue of US$86.7 billion in fiscal year 2005. Its business scope covers IT infrastructure, global services, commercial 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, ranks 12th among the U.S. Fortune 500, 28th among the Global Fortune 500, and is ranked among the "World's Most Valuable Brands" by the U.S. Business Week. No. 13. The garage where HP started its business was also designated by the US government as the birthplace of Silicon Valley. HP's innovative spirit has inspired the entrepreneurial passion of thousands of people in Silicon Valley.
Based on years of rich experience in serving various users around the world, unparalleled talent resources in the industry, increasingly perfect service and support system, and strong partnerships, HP is committed to helping people in business activities, social activities and Use technology more flexibly in your personal life to achieve your dreams.
It all started in a "car garage" and bakery
HP was founded in 1939 by Stanford University students Bill Hewlett and Dave Packard. The company was built in a Silicon Valley garage and its first product was an audio frequency 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 film "Fantasia."
Compaq Computer Company 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 team spirit of efficiency and flexibility, and a commitment to trusting and respecting others.
Continuous innovation
In order to better serve customers and continuously explore new markets, HP invests US$4 billion in R&D every year to develop products, solutions and New technology. HP invents, designs, and delivers technology solutions that drive business value, create social value, and improve customers' lives, and holds leadership positions in the following areas:
Inkjet MFPs worldwide and single-function printers, black and white and color laser printers, large format printers, scanners, print servers, and inkjet and laser supplies industries
In x86, Windows, Linux, UNIX and Blade servers Ranked first in the industry
Ranked first in the global disk storage system industry
Ranked second in the global notebook computer industry
Pocket PC Global No. 1 in market share
No. 1 in customer support
No. 1 in customer satisfaction with Proliant servers
HP is Silicon Valley The source of myth is a symbol of innovative technology and innovative corporate culture. However, now that Silicon Valley has become a global innovation mecca, HP's pace of innovation has stopped for many years. Although HP is still the largest company (revenue) in Silicon Valley, HP has lost its leadership position in any important field. Today, IBM still leads the way in services and mainframes, Microsoft and Intel still hold global monopoly positions in operating systems and CPUs, and Cisco's strong gross profit margin of 70% shows that its position as the king of network equipment is still strong, while direct sales Dell, the magic weapon of models, has never shown any signs of slowing down in its rapid development. However, it is a huge irony that the small but hugely profitable printer ink cartridges support HP's huge body.
HP's present is full of ups and downs, and HP's future is even more full of suspense. "Iron Lady" Carly, through a "bloodbath-like" power war, crushed the counterattack of HP veterans and completely severed the tradition of "HP Way". So, can the decision with tradition really save HP and achieve success? HP, that's a huge hello. As one of the earliest IT giants to enter China, HP has always been in trouble in China. Of course, such good days have become history forever. In China, HP will also embark on a long downhill road. Paying attention to HP means paying attention to our IT itself.
HP is the most successful example of government public relations, media public relations and customer public relations in China, so there is almost no reflection or criticism of HP's problems in the media. So, is HP really that perfect? Today, we try to break through the fog, go deep into HP, see through the reality, and see through the problems that have been covered up in layers.
HP has captured 40% of the global printer market. The printer business has helped the computer giant weather one tough year after another. In 2002, Josh's printer division's sales accounted for 28% of the entire group's $72 billion in total revenue and 105% of the group's $3.1 billion in profits - other divisions were losing money. The printer business helped HP survive the technology industry's recession and played a central role in its controversial acquisition of Compaq. As Bear, Stearns & Co. analyst Leif said, "In the past