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Submitted by yusuki on October 23, 2006
Category: Business
Words: 369 | Pages: 2
Views: 226
Popularity Rank: 49,919
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Hewlett-Packard is a global technology solutions provider to consumers, businesses and institutions. Some of their products include desktops and notebooks, printers and scanners, copiers and fax machines, handheld devices and calculators, monitors and projectors, digital cameras, entertainment devices, storage devices, servers, supplies and accessories, software products, and networking.
Hewlett-Packard employs over 151,000 workers in countries around the world. In 2005 HP's total revenue grew approximately $7 billion, to nearly $80 billion. Last year their gross cash earnings were approximately $13 billion and net cash was $5.9 billion. No single country outside of the United States represented more than 10% of HP's total net revenue, which means that HP won't be devastated by economic problems in any one country. During the year the US accounted for sales of $29.36 billion, while non-US regions generated $50.54 billion. HP also owns Compaq, which gives it room for expansion. Hewlett-Packard offers employment opportunities throughout several different countries. Employees have a chance to travel abroad and aren't restricted to working in North America.
HP's stock volume is 16,380,600 and each stock price is currently around $38 US. The stock is traded in New York. The HP ticker is HPQ. HP's stock prices have, on average, been on the rise for the past five years. This time last year the price for Hewlett-Packard stocks was around $18 per share; now it is almost $38 per share. There was a net increase of $20 per share.
Currently, Hewlett-Packard has job opening in China, India, and in other parts of Central Asia. This could be good if you wish to travel and work in another country; however, for people that wish to stay in North America it might be difficult to find a position with HP.
The larges stain on Hewlett-Packard's image at this time is the chairman scandal. Patricia Dunn, a former HP senior...
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