The project was based on a concept called RISC Reduced-Instruction-Set Computing , which enabled programs to run at double or triple conventional speed by eliminating many routine instructions. In spite of critics' claims that the stripped-down instruction set made the program less flexible and overspecialized, other computer companies soon began developing their own RISC chips.
While market projections for Spectrum were good, and the system itself was state of the art, HP initially failed to capitalize on its technology because of the company's strategy of focusing on markets rather than product lines. Sales efforts, however, were soon redoubled on every level. The company even began joint marketing with telecommunications and peripherals companies previously regarded as competitors. John Young's leadership of Hewlett-Packard was highly regarded.
The Precision Architecture line gained wider acceptance after a problematic introduction, and came to be seen as a bold gamble.
By , Young had restored the company's momentum, with net earnings rising 27 percent during that year. Directors Hewlett and Packard were no longer involved in the day-to-day running of the business, and, in , Walter B. Hewlett and David Woodley Packard, the sons of the founders, were elected to the board.
In , the company's stock began trading on the Tokyo stock exchange--its first listing outside the United States. Integrating the two companies and eliminating unnecessary engineers and salespeople proved more time-consuming than anticipated, and as sales dropped, Hewlett-Packard slipped back to second position in late The company faced a further setback when Motorola Inc.
These technologies increased the speed of PCs, enabling them to perform such complex operations as networking and multitasking. An added advantage of EISA was its ability to attract customers accustomed to using more powerful minicomputers and mainframe computers.
We knew it would take some time. International sales accounted for over half of Compaq's total revenue in , eclipsing North American sales for the first time.
By the end of , Compaq had 3, authorized dealers throughout the world, over 2, of them in North America. Following a trend that developed in the information processing industry in the late s and early s, HP forged alliances with a number of companies that had previously been competitors.
These included Hitachi, a microchip company; Canon, which provided the engines for HP's best-selling laser printer line; and 3Com, with which HP had a marketing and research agreement.
Purchases during this period included Eon Systems, a manufacturer of equipment that monitored computer networks; and Hilco Technologies, a maker of factory software in which HP obtained a 25 percent stake. In spite of the new focus on workstation technology and cooperative trade agreements, HP began with sagging profits and a lackluster consumer response to its new product line.
David Packard, the retired cofounder of the company, returned to his office to take a more active role in running the business. By eliminating excess layers of management and dividing computer products into two main groups: those sold directly to big customers workstations and minicomputers and those sold through discount dealers printers and PCs. In a move away from the consensus style of management, he set up a virtually autonomous design group within the computer division, and put it in charge of developing a new workstation based on the RISC technology that Digital had helped pioneer.
The results were impressive. After only a year of development, the Series workstations were introduced in to universally favorable reviews. The machines were considered several years ahead of their time, a crucial advantage in an industry where the constant development of new technologies makes products obsolete almost as soon as they reach the market.
HP's 95LX palmtop personal computer, also introduced in , established an important new market in information devices. The resurgence of the company was not achieved without a price. HP cut 3, positions in and a further 2, positions in While executives agreed that downsizing was a necessary evil, the staff reductions, together with a more aggressive advertising stance, changed the company's image.
When John Young announced his retirement in July , he presided over a dynamic, if less paternalistic, company. His successor, Lewis E. Platt, an executive vice-president and head of the company's computer systems organization, took over in November For reasons ranging from economic recession and price competition to problems with the flow of distribution, Compaq's sales and earnings fell in for the first time in the company's history.
In September , a new line of Compaq computers was introduced with "Intelligent Modularity. Compaq was forced to alter its established distribution strategy somewhat in ; eight of the company's ten most important dealer chains had merged into four.
This led Compaq to gradually start authorizing computer consultants and discount chains to sell its products. Direct sales techniques of its own, such as a toll-free hotline, were stepped up as well. In late , a dramatic management shake-up took place. Pfeiffer, who had been promoted to executive vice-president and chief operating officer, replaced Canion. A major reorganization of the corporate structure ensued. The company was realigned into desktop and systems divisions.
As part of a 1,person staff reduction program, about 12 percent of the company's entire work force was laid off. In addition, five high-ranking executives left the organization, including senior vice-president of engineering James C.
Harris, the last remaining company founder. The same month, Compaq announced the initiation of a new Peripherals Division, a worldwide arm whose mission would be to develop printers and printer-related items.
The division's initial line of products, including the August debut of the Compaq Pagem printer, launched Compaq into the rapidly growing market for network printers. The printer line was a failure, however, and was abandoned in Under the leadership of Eckhardt, Compaq began a major push into the consumer and home office markets with an effort centered around the Presario line of home computers launched in August By , the company managed not only to fend off its low-price competitors, it also surpassed IBM as the number one seller of PCs worldwide.
Not content with its PC dominance, Compaq in the mids aimed to capture a much wider market. On the lower-end server front, in Compaq launched the ProSignia VS server, which cost only about five to ten percent more than a desktop PC.
Also in , Compaq revamped its logistics system in order to begin building its PCs to order from a huge stockpile of parts. With a build-to-order system, Compaq would realize significant inventory and manufacturing cost savings.
With a wider range of products, Compaq generated about 15 percent of its revenues from the consumer PC market, 48 percent from corporate desktop PCs, and 35 percent from servers and workstations in When Platt took over as CEO of Hewlett-Packard in , its share of the personal computer market was a mere one percent.
Moreover, PCs accounted for only 5. By , HP was the fastest-growing maker of PCs in the world, having initially targeted corporate customers. Throughout this revitalization of the company's PC lines, HP adopted a much more aggressive pricing policy.
Its market share soared, with the company leaping to third place in mid, edging out Dell Computer and trailing only Compaq Computer Corporation and IBM. By , Hewlett-Packard derived HP's pursuit of personal computer prominence was problematic given that sector's relatively low margins, but Platt felt the company had to be a major player in PCs in order to remain one of the top computer companies in the world. Although Platt did not want HP to be "just" a peripherals company, the firm continued to churn out successful products in that area: the HP Color LaserJet printer and the HP OfficeJet multifunction machine a combined printer, fax machine, and copier , both introduced in ; and the HP OmniGo handheld organizer, which debuted in Back to Business Sale.
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Contact us. Depending on your desktop model you can find it on the side, top, front or back of the computer. For All-in-One PCs you will find it on the back. If your computer is currently functioning you can find the serial number by using a simple keyboard command. Need help? Locate the product label.
For almost all HP products, the product information label can be found from one of the following locations : A label attached to the product usually on the underside Laser etching on the surface of the product Inside the battery compartment A purchase invoice or receipt Product packaging or shipping box Documentation that came with the product. Examples of where to find your product information label.
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