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Founding[ edit ] Early Compaq logo.
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 first Compaq PC was sketched out on a placemat by Canion while dining with the founders in a Houston pie shop.
Unlike many startups, Compaq differentiated its offerings from the many other IBM clones by not focusing mainly on price, but instead concentrating on new features, such as portability and better graphics displays as well as performance—and all at prices comparable to those of IBM's PCs.
In contrast to Dell Computer and GatewayCompaq hired veteran engineers with an average of 15 years experience, which lent credibility to 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.
Other key executives responsible for the company's meteoric growth in the late 80s and early 90s were 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.
In the United States, Brendan A.
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 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.
The Compaq Portable was one of the progenitors of today's laptop ; some called it a "suitcase computer" for its size and the look of its case. The Compaq Portable was the first in the range of the Compaq Portable series. Furthermore, Microsoft had kept the right to license the operating system to other computer manufacturers.
Vice President of Sales and Service H. Sparks said in early 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. The software should stand on its merits and be supported and so should the hardware.Alex Cho is the President of the Personal Systems business at HP.
As head of the $35 billion business, he leads a global technology portfolio spanning PCs, displays and accessories, services, software, and immersive computing.
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From to , Measure magazine was the voice of HP to its employees and associates. Published “For the people of HP,” the award-winning magazine chronicled the culture and achievements of HP from to , when our print publication moved to the Web.
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