![]() ![]() ![]() Now the business requires a very different kind of manager. who transformed their personalities into companies. As Rosen-who had lost a $400,000 investment in another PC start-up-explained in Management Today in 1985, "In the early days, it was an area for flamboyant people. When Compaq arrived on the scene, venture capitalists were beginning to force many entrepreneurs to turn over control of their companies to more experienced management professionals. While these early companies were successful in technological leadership and often had a flair for marketing, deficiencies in inventory management and quality control eventually led many of them to fail. As a result, many new PC companies were established. Because this much less expensive microprocessor served to miniaturize computers, the demand for PCs increased, and development costs decreased significantly. The technological breakthrough of the microprocessor-an extraordinarily powerful semiconductor chip&mdash-abled smaller computers to be built that were also faster, less expensive, and easier to use. Rosen, who became Compaq's chairman, offered an initial investment of $2.5 million.Ĭompaq was established just after an era in which PC entrepreneurs had proliferated. With only $1,000 each to invest in their company, Canion, Harris, and Murto approached Ben Rosen, president of Sevin-Rosen Partners, a high-technology venture capital firm in Houston. The entrepreneurs eventually decided to build a portable PC that met industry standards set by IBM. They had not yet determined what their company would produce and market managing a Mexican restaurant or manufacturing storage devices for minicomputers or beeping devices for finding misplaced items were among their original ideas. ![]() Murto, three senior managers from TI, decided to start their own company. Compaq's staff also had the technical and business grounding to establish new industry standards on its own-without following IBM.Ĭompaq's beginning was in the summer of 1981, when Joseph R. Made up of seasoned professionals from Texas Instruments (TI) and IBM, the team's prior experience in the volatile computer industry gave Compaq the tools necessary to survive a period of phenomenal growth in 1983. Compaq's management team also set the company apart from others in the PC industry. Compaq set itself apart from other clone manufacturers by becoming an innovator itself, producing IBM-compatible PCs that were faster, superior in quality, and offered additional user features. When International Business Machines Corporation (IBM) introduced its first personal computer (PC) in 1982, Compaq was among dozens of other companies entering the market with IBM clones-computers that look and perform like IBM PCs, and are often less expensive. Compaq products are marketed in more than 100 countries worldwide. In addition to designing, developing, manufacturing, and marketing portables, laptops, desktops, workstations, and servers for businesses and consumers, the company also develops and markets computer hardware, software, solutions, and services. By continuing to do so, we believe that we will strengthen our capability to lead the future of computing.Ĭompaq Computer Corporation is the world's largest supplier of personal computers and, as a result of its acquisition of Digital Equipment Corporation in June 1998, is the second largest computer firm in the world (trailing only IBM). We've achieved this by consistently executing our strategic plans, delivering on our promises and striving to provide customers with the highest levels of innovation and flexibility at the lowest total cost of ownership. SICs: 3571 Electronic Computers 3577 Computer Peripheral Equipment, Not Elsewhere Classified 7372 Prepackaged Software 7373 Computer Integrated Systems DesignĬompaq has become one of the world's most successful companies and today leads the computer industry in market share performance and balance sheet strength. ![]()
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