In a new book (page 15), BusinessWeek Department Editor Peter Burrows describes the wrenching changes that Hewlett-Packard Co. has undergone in trying to regain its former glory. Despite the sky-high hopes that greeted her appointment as CEO in mid-1999, Carleton S. "Carly" Fiorina struggled to maintain profits and morale. Then, in September, 2001, she proposed the most dramatic move of all: a $25 billion merger with floundering rival Compaq Computer Corp. When skeptical investors drove HP shares down 35% during the next three weeks, Walter B. Hewlett, son of co-founder William R. Hewlett, publicly came out in opposition to the deal, which required shareholder approval. That December, after the David & Lucile Packard Foundation threw its 10.8% stake against the merger, Fiorina faced an opposition armed with 18% of HP'S shares before she had gathered one vote.
展开▼
机译：在《商业周刊》部门编辑彼得·伯罗斯（Peter Burrows）的新书（第15页）中，描述了惠普公司在试图恢复昔日辉煌时所经历的艰巨变化。尽管她在1999年中期被任命为首席执行官时抱有很高的希望，但Carleton S.“ Carly” Fiorina仍然努力保持利润和士气。然后，在2001年9月，她提出了最引人注目的举动：与陷入困境的竞争对手康柏（Compaq Computer Corp.）进行250亿美元的合并。当持怀疑态度的投资者在接下来的三周内使惠普股价下跌35％时，沃尔特·B·休利特（Walter B. Hewlett）创始人威廉·休利特（William R. Hewlett）公开反对这项交易，这项交易需要股东批准。去年12月，在大卫与露西尔·帕卡德基金会（David＆Lucile Packard Foundation）放弃了对合并的10.8％股份之后，菲奥莉娜在获得一票通过之前，面对着持有18％惠普股票的反对派。
展开▼
