Compaq Computer Corporation: E-Commerce challenge CASE V - Trevor Gavinchuk & Michael Gandhi

Background for case Compaq was facing difficult decisions on how to combat the increasing threat posed by Dell Computers. Compaq Computer had recently removed it’s CEO (Eckhard Pfeiffer) due to poor response to competitors in the PC market (Dell) Yearly earnings were less than half of forecast in 1999 Only 10 % of Compaq sales were via direct channels (internet/telephone)

Background for case Compaq trying to grow scale through inorganic acquisitions but lacked integration of its businesses. Compaq lost sight of the need to service its customer and missed out on customers need for tailored products and relationships. Dell grew through mainly organic growth and had strong relationships with its customers. It leveraged this with its “Dell Direct Model”

Compaq - History Formed in 1982 Global leader in PC market Sales of $31 Billion in 1998 (loss of $2.7 Billion) Revenues up 250% between mainly thru acquisitions (Tandem) & mergers (DEC) – integration problems with the inorganic growth. Merged with Hewlett Packard in 2002 Currently employs 321,000 people in 170 countries

Compaq – Business Units 3 Main Business Units 1- Enterprise Solutions- Servers and High Power workstations (Windows NT) 2- Commercial PC –Desktop and Laptop solutions for small business 3- Consumer PC-High end and value added PC’s for the home PC market

Dell (the B2C leader in PC sales) - History Incorporated in 1984 Direct sales model created in 1987 $18 billion of revenue in 1998 Internet sales began 1996 (40% of sales by 1999) 90% of sales in 1999 made to institutions (66% of sales were $1 million or more)

Dell Critical Success Factors Produce a line of high quality products that were IBM compatible It’s Direct relationship marketing concept ▫Why is this important? Efficient and flexible manufacturing operation.

Dell Direct Model Powerful model that relies on sophisticated IT infrastructure to deliver a superior customer experience. ▫Enables direct relationship with customers ▫Alliances with key technology partners ▫Computer solutions tailored to customers needs

No clear solution to the Direct sales strategy used by it’s competitors (Dell) Customer sales strategy known as “customer confusion” strategy Change in sales strategy is alienating its traditional indirect sales team (VAR’s, resellers) Organizational Problem

Component Manufacturers Direct Marketers eg Gateway, Dell Component Distributors Local Assemblers Organizational and Individual End Users VARs: eg Micron, Microage Retail Channels: e.g. CompUSA., Walmart, Fry’s, Radio Shack, Circuit City Future Shop Costco Global Logistics Centers Traditional Producers::e.g. Compaq, IBM, PackardBell, HP Distributors: e.g.. Ingram, Micro, Tech Data OEM Producers: e.g. Acer, Mitac

Definitions: E-Commerce: Conducting business operations electronically beyond organizational boundaries Business to Business (B2B): Buying and selling between firms, no intermediary Business to Consumer (B2C):activities of businesses serving end consumers with products and/or services

Information aspect of the problem E-commerce (B2C & B2B) needs to increase to improve customer sales and support In 1999 only 10% of Commercial PC sales are via direct channels (B2C)

IT/IS Impact Comparison of go-to market models for small to medium businesses

IT/IS IMPACT ON INFORMATION B2B/B2C allows business to gain immediate information on needs and wants of customers for both hardware & software. Enables shorter “product to market” times Provides easier access to technical troubleshooting resulting in less “down time” and more D.I.Y. solutions Rapid gathering of information regarding service problems for parts vendors and manufacturers.

IT/IS ALTERNATIVES Balanced mix of indirect and direct sales using B2B and B2C forms of E-commerce Direct sales approach using solely an E- commerce (B2C) approach

IT/IS Solutions Balanced approach of indirect/direct sales using B2B & B2C and traditional indirect sales methods ProsCons Higher Commisions Disgruntled indirect sales force (VAR’s, resellers, etc) resulting in overall higher costs ie electronic storefronts, etc Lower costs with increased use of direct sales approach Access to IT-inept consumers On-line payments are only optional

IT/IS Solutions Direct Sales approach solely using E-commerce ProsCons 2nd place behind Dell Abandoning indirect sales force Continually need to update technology and security IT have-nots ignored Public still unsure about online payment (1999) Low relative sales costs Immediate customer feedback Global reach 24/7 operations Less “people” intensive Customer service profiling Increased productivity

Preferred solution Balanced approach Increase direct sales approach specifically for low yield sales ie <$600 PC’s Increased use of B2B and B2C (E-Commerce) Continue to utilize VAR’s/ indirect channels for large customers but providing option of using direct channel Survey to determine which markets will benefit form direct sales and target them specifically

Messages for Modern Leader E-Commerce is now a necessary part of all business (B2B and/or B2C) Adaptability is crucial the IT/IS environment Culture of Continuous Improvement Foundation of Governance (Policies and Procedures)