To: Elwood P. Dowd who wrote (63779 ) 6/21/1999 6:03:00 PM From: J.Maz Respond to of 97611
El & Thread: Here's the text of an interesting column in this week's PC Week by John Dodge: Things looked grim at Compaq eight years ago, too. It dug itself out then with cheap PCs, but the problems are much different now. Without a CEO and with many of its top execs racing for the door, the company seems to be in a tailspin. Last week, it said a sweeping reorganization will save $2 billion in annual costs and that layoffs will be incurred. How did things go awry? I can still hear former Chief Financial Officer Earl Mason's words about a year ago when he said the Digital acquisition would turn a profit or break even by the end of 1999. Chairman Ben Rosen says pressure on PC pricing (a constant in the business), inadequate revenue growth and a burdensome cost structure combined to hurt the company in the past two quarters. Given that it has $14 billion to $15 billion in current assets, its financial situation looks stable. But it's hard to tell if those assets are cash or even liquid from the data on the Compaq Web site. My prescription? Scrap Eckhard Pfeiffer's overly ambitious revenue targets. Concentrate on PCs, servers, networks and migrating to the Dell direct model. As for Digital, sell off all but the services division. Compaq has neither the resources nor the expertise to continue supporting all legacy Digital architectures. At its core, Compaq is a PC company, not a diversified computer company like IBM or HP. By the way, Compaq, about twice as big as Microsoft in revenues, has averaged 1.15 press releases a day in 1999. How can Compaq pull out of its dive? Write me at john_dodge@zd.com. John Dodge is a very savvy guy who's been around the PC industry for a long time. It should be interesting to see what kind of suggestions he receives. Regards, JMaz