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- Last logo of Compaq Computer Corp. This logo continued to be used after the merger with HP until 2007.
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Compaq - Wikipedia. Compaq Computer Corporation. Last logo of Compaq Computer Corp. This logo continued to be used after the merger with HP until 2.
Public. Industry. Computer hardware.
Computer software. Fate. Acquired by Hewlett- Packard, brand name retired by HP in 2. Successor. Itself (as a subsidiary of Hewlett- Packard; 2. Hewlett- Packard/HP Inc. Compaq produced some of the first IBM PC compatible computers, being the first company to legally reverse engineer the IBM Personal Computer.
Murto (SVP of Sales) departed Compaq in 1. Canion (President and CEO) and Harris (SVP of Engineering) left under a shakeup in 1. Eckhard Pfeiffer appointed President and CEO. Pfeiffer served through the 1.
Ben Rosen provided the venture capital financing for the fledgling company and served as chairman of the board for 1. September 2. 8, 2. Michael Capellas, who served as the last Chairman and CEO until its merger with HP. The three of them had left due to lack of faith and loss of confidence in TI's management, and initially considered but ultimately decided against starting a chain of Mexican restaurants. The name was chosen from many suggested by Ogilvy and Mather; it being the name least rejected.
The first Compaq PC was sketched out on a placemat by Canion while dining with the founders in a Houston pie shop. Rosen and Sevin Rosen Funds who helped the fledgling company secure $1. In contrast to Dell Computer and Gateway 2. Compaq hired veteran engineers with an average of 1. Compaq's reputation of reliability among customers. By giving dealers considerable leeway in pricing Compaq's offerings, either a significant markup for more profits or discount for more sales, dealers had a major incentive to advertise Compaq.
Compaq went public in 1. NYSE and raised $6. In 1. 98. 6, it enjoyed record sales of $3. PCs, and became the youngest- ever firm to make the Fortune 5. In 1. 98. 7, Compaq hit the $1 billion revenue mark, taking the least amount of time to reach that milestone. Other key executives responsible for the company's meteoric growth in the late 8. Ross A. Cooley, another former IBM associate, who served for many years as SVP of GM North America; Michael Swavely, who was the company's chief marketing officer in the early years, and eventually ran the North America organization, later passing along that responsibility to Cooley when Swavely retired.
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In the United States, Brendan A. Area of Operations. These executives, along with other key contributors, including Kevin Ellington, Douglas Johns, Steven Flannigan, and Gary Stimac, helped the company compete against the IBM Corporation in all personal computer sales categories, after many predicted that none could compete with the behemoth.
The soft- spoken Canion was popular with employees and the culture that he built helped Compaq to attract the best talent. Instead of headquartering the company in a downtown Houston skyscraper, 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. At semi- annual meetings, turnout was high as any employee could ask questions to senior managers. Murto had helped to organize the company's marketing and authorized- dealer distribution strategy, and held the post of senior vice president of sales since June 1. Murto was succeeded by Ross A. Cooley, director of corporate sales. Cooley would report to Michael S.
Swavely, vice president for marketing, who has been given increased responsibility and the title of vice president for sales and marketing. It was released in March 1.
Canadian Hyperion. The Compaq Portable was one of the progenitors of today's laptop; some called it a . It was the second IBM PC compatible, being capable of running all software that would run on an IBM PC. It was a commercial success, selling 5.
The Compaq Portable was the first in the range of the Compaq Portable series. Compaq was able to market a legal IBM clone because IBM mostly used .
Furthermore, Microsoft had kept the right to license the operating system to other computer manufacturers. The only part which had to be duplicated was the BIOS, which Compaq did legally by using clean room design at a cost of $1 million.
Vice President of Sales and Service H. Sparks said in early 1. I don't believe and our dealer network doesn't believe that bundling is the best way to merchandise those products.
You remove the freedom from the dealers to really merchandise when you bundle in software. It is perceived by a lot of people as a marketing gimmick. You know, when you advertise a $3,0. The software should stand on its merits and be supported and so should the hardware.
Why should you be constrained to use the software that comes with a piece of hardware? I think it can tend to inhibit sales over the long run. Compaq instead emphasized PC compatibility, of which Future Computing in May 1. Compaq as among the . It was considerably faster than an IBM PC and was, like the original Compaq Portable, also capable of running IBM software. It was Compaq's first non- portable computer and began the Deskpro line of computers.
Compaq Desk. Pro 3. An IBM- made 3. 86 machine eventually reached the market seven months later, but by that time Compaq was the 3. IBM had lost its image of technical leadership. For the first three months after announcement, the Deskpro 3.
Windows/3. 86. This was a version of Windows 2. Support for the virtual 8. Compaq engineers. Compaq System. Pro. Prior to developing EISA Compaq had invested significant resources into reverse engineering MCA, but its executives correctly calculated that the $8. IBM- compatible technology would make it difficult for even IBM to force manufacturers to adopt the new MCA design.
Instead of cloning MCA, Compaq formed an alliance with Hewlett Packard and seven other major manufacturers, known collectively as the . Info. World reported that . Even rival Tandy Corporation acknowledged Compaq's leadership, stating that within the Gang of Nine . Compaq is sitting down at the typewriter. Swavely, president of Compaq's North American division since May 1.
January 1. 99. 1 (which would eventually become retirement effective on July 1. Eckhard Pfeiffer, then president of Compaq International, was named to succeed him. Pfeiffer also received the title of Chief Operating Officer, with responsibility for the company's operations on a worldwide basis, so that Canion could devote more time to strategy. Elder Scrolls Iii Morrowind Crack Pobierz Gta.
Swavely's U. Pfeiffer was given $2. USD to start up Compaq Europe. By 1. 99. 0, Compaq Europe was a $2 billion business and number two behind IBM in that region, and foreign sales contributed 5. Compaq's revenues. This strategy was successful as Compaq was considered a trusted brand, while many other IBM clones were untrusted due to being plagued by poor reliability.
However, by the end of the eighties many manufacturers had improved their quality and were able to produce inexpensive PCs with off- the- shelf components, incurring none of the R& D costs which allowed them to undercut Compaq's expensive computers. They were trend- setters; now they are lagging. Canion initially believed that the 1. Compaq's declining sales but insisted that they would recover once the economy improved, however Pfeiffer's observation of the European market noted that it was competition as rivals could match Compaq at a fraction of the cost. Under pressure from Compaq's board to control costs as staff was ballooning at their Houston headquarters despite falling U.
S. While Canion developed an 1. Rosen sent his own Compaq engineering team to Comdex without Canion's knowledge and discovered that a low- priced PC could be made in half the time and at lower cost than Canion's initiative. At the conclusion, the board was unanimous in picking Pfeiffer over Canion. As Canion was popular with company workers, 1. We love you. In 1. Canion admitted that his ouster was justified, saying . I needed to leave.