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Technology Stocks : Compaq -- Ignore unavailable to you. Want to Upgrade?


To: rudedog who wrote (67193)9/1/1999 1:42:00 PM
From: Elwood P. Dowd  Read Replies (2) | Respond to of 97611
 
rude.... thanks for your response. In part, I agree with you. I still, however, feel like their promise to be open and stay in touch with shareholders has been violated. They could come forward with a straight and honest update for us on how things are going after 2/3 of Q3 has gone by withut massaging or misleading us. I feel we are entitled to that and that is more or less what I thought we would get based on Rosen's and Capellas conviction. >>>The feedback I get is that these executives are dynamic and convincing in their discussions, that the conversations are very frank and CPQ is ready to talk about their weaknesses as well as their strengths.<<< Why can't they address shareholders directly? Why do we have to have feedback or feedback of feedback??? >>> some of these people have been personally visited recently by Capellas, Pesatori or Winkler.<<< Why can't the shareholders be visited in the form of a news release by these guys? Aren't we entitled to know what's going on, too? have they forgotten who owns the company? >>>I would rather have them out preserving or gaining customers than soothing my nerves about CPQ stock.<<< I'm certain they have plenty of time to do both.... and I'm not looking to be soothed, I WANT FACTS. You can be sure that they have plenty of time for $50.00 per plate lunches, fund raisers, and the likes. They certainly have time to crank out a short news release on what's going on for the shareholders. Example..... "Capellas says CPQ turnaround on track" or "Capellas says turnaround going forward, but slowly." OR WHATEVER. El



To: rudedog who wrote (67193)9/1/1999 1:59:00 PM
From: John Koligman  Read Replies (2) | Respond to of 97611
 
Rudedog -

Sounds once again very much like the tack that Gerstner took when he became IBM's CEO. Spent a bunch of time talking with customers and visiting them, listening and also
laying out what he thought needed to change at IBM (arrogance, lack of customer focus, etc.). I like the direction...

John