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Handspring Inc. In 1999, Handspring embarked into the PDA market by introducing
its first handheld computing device, the Visor (Hunger ...
Handspring INC Evaluation and Control. Solution EVALUATION AND CONTROL Evaluation
of the sales staff should be done in order to improve their performance. ...
... Handspring's Hawkins Tells Audience he is an “Accidental Entrepreneur”. ... Retrieved
January 13, 2005 from: www.findarticles.com Time, Inc., (2005). ...
... called Handspring, the only company as of 2001 to take a meaningful share of the
market away from Palm (Yoffie, 2001). Currently the CEO at Palm, Inc is Edward ...
... competitors at bay. Environmental Aspects - Competition Palmone (formerly, Palm
Inc) had one major competitor , Handspring. In 2003 , Palm ...
Submitted by spoild_one on August 18, 2005
Category: Business
Words: 2756 | Pages: 12
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In 1999, Handspring embarked into the PDA market by introducing its first handheld computing device, the Visor (Hunger & Wheelen, 2004, Case 11, p.11-7). The Visor featured a unique expansion capability attribute that made this product portable yet versatile (Hunger & Wheelen, 2004, Case 11, p.11-7).
The initial demand for Visor was strong and the company was overwhelmed with the order fulfillment process. In the summer of 2000, Handspring went public with an initial public offering price of $20 per share (Hunger & Wheelen, 2004, Case 11, p.11-7). A few months later, its stock price soared to $95 per share. As a result, Handspring gained tremendous prestige in the PDA arena throughout 2000 and the beginning of 2001.
Unfortunately, Handspring was soon confronted with steep competition from rivals such as Palm and Microsoft. Thus, Handspring was forced to engage in a price war with them in order to secure the PDA market share (Hunger & Wheelen, 2004, Case 11, p.11-7). Pricing wars with Palm had a substantial impact on Handspring’s return on investment. Handspring’s Consolidated Statements of Operations showed the end of 2001’s fiscal year at a net loss of $125,963,000, and a net loss of $1.21 per share (Hunger & Wheelen, 2004, Case 11, p.11-14). While Visor sales were high, net profit was down.
To cope with the declining sales revenues, the overcrowded PDA market, and a number of external and internal factors, Handspring had to reinvent its strategies and products to achieve their mission of greater future profitability.
The following SWOT Analysis highlights Handspring’s resources and competencies as well as its deficiencies:
External Factor Analysis Summary (EFAS)
External Factors Weight Rating Weighted Score Comments
Opportunities
O1 •Market expansion 0.05 2.0 0.10 Expand beyond consumer market
O2 •New marketing campaign 0.15...
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