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Mergers are rarely of exact equals, but their global impact often
includes interesting situations when the company being absorbed is much stronger
than the buyer.
Compaq India was so far ahead, it was reasonably certain that the post-merger
HP would be Compaq-dominated. And this happened not only with top managers, but
also product lines.
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Compaq held on to its #4 position in the DQ Top20, while HP slipped to #10,
in Compaq’s last year of operation before the two merged in May 2002. With a
wide range of PCs, notebooks, storage products and servers of all types, it made
it to well over twice its nearest competitor, IBM, in systems revenue. Even
though it lost the PC top slot to HCL, and Sun was ahead again in Unix servers,
Compaq stayed ahead in the overall servers segment.
Compaq’s share of the merged HP-Compaq revenue pie is a healthy 57%. Along
with Digital GlobalSoft, it also adds up to 57% of the 2001-02 revenues of the
five companies (HP, Compaq, HP ISO, Digital GlobalSoft and HP Global e:Business
Operations).
What did Compaq bring to the merger table in India? Almost everything that HP
was missing in: strong PC and laptop brands, servers, mainframes–and services.
In the Intel-based range, the Compaq sub-brands will carry on globally along
with the HP brands. In India, however, HP’s Pavilion and Brio are withdrawn,
while the Compaq products live on: Presario, Evo, Proliant, iPaq, and so on.
In storage products, both HP and Compaq product lines are alive. At the top
end, Compaq’s Himalaya (now HP Nonstop server) is a stock-exchanges’
favorite and a strong, high-value addition to HP’s already strong portfolio.
As with all such mergers, the Compaq brand name will gradually die, as
Digital’s brand did, barring its software and services subsidiary. You’ll
still find Digital VAX/VMS systems and even PDP11s from the 1980s in data
centers, with half the world’s global fund transfers and forex trading still
happening on VMS-based systems. "Ultimately the Compaq brand will fade
away," says Balu Doraisamy, former Compaq chief, now heading the new HP
India. "It has to. You cannot have two strong brands competing with each
other internally."