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HEWLETT v HEWLETT PACKARD Click to find out why . . .



Keywords & Phrases
CaseNo: C.A. No. 19,513, Plaintiff: HEWLETT, State: DE Delaware, UniqueCaseRef: DE>CC>00019513, CourtCode: CC, CourtName: IN THE COURT OF CHANCERY OF THE STATE OF DELAWARE, Merger, Deutsche Bank, Revenue, Fiorina, Management, Vcu, Integration, Wayman, Hewlett, Dtx, Cost Synergies, Compaq, Vote, Pwg, Conference, Revenue Loss, Mckinsey, Shares, Business Units, Planning Process, Ptx, Future Business, Shareholders, Proposed Merger, Walter Hewlett, Hewlett Parties, Iss Recommendation, Capture Team, Business Relationship, According, Dbam, Hpe, Cost Synergy, Bottom-up, Long-term Strategic Options , ContentID: 120254668

Case Documents
1 2002-04-30 OPINION
[ see first page and extracted highlights below  ] ItemID: 131679
42 pages
PDF
2 2002-04-30 MEMORANDUM OPINION (REVISED PAGES
[ see first page and extracted highlights below  ] ItemID: 131678
19 pages
PDF
Total Documents: 2 documents , 61 pages
Price: $ 24.95


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1 . OPINION

EXTRACTED KEY WORDS
DEUTSCHE BANK
MERGER
FIORINA
MANAGEMENT
REVENUE
INTEGRATION
BUSINESS
WAYMAN
VCU
VOTE
DTX
MEETING
SHARES
HEWLETT
COST SYNERGIES
PWG
DEFENDANT
REVENUE LOSS
CONFERENCE
SHAREHOLDERS
BUSINESS UNITS
PLANNING PROCESS
HEWLETT PARTIES
ISS RECOMMENDATION
PTX
BUSINESS RELATIONSHIP
ACCORDING
DBAM
FUTURE BUSINESS
       IN THE COURT OF CHANCERY OF THE STATE OF DELAWARE
                           IN AND FOR NEW CASTLE COUNTY

WALTER B. HEWLETT, WALTER                   )
B. HEWLETT as Trustee of the                >
WILLIAM R. HEWLETT                          >
REVOCABLE TRUST, EDWIN                      )
E. van BRONKHORST, as                       >
Co-Trustee of the WILLIAM R.                )
HEWLETT REVOCABLE TRUST,                    >                   C.A. No.  19513-NC
                                            >
                             Plaintiffs,    >1
                    V .                     )1
HEWLETT-PACKARD COMPANY,                    >
a Delaware corporation,                     >)
                             Defendant.      >

                                       O P I N I O N

                              Date Submitted: April  27,2002
                              Date Decided: April  30,2002

Lawrence C.  Ashby,  Stephen E. Jenkins, Richard D.  Heins, Philip Trainer, Jr.,
Richard I. G. Jones, Jr., Carolyn Hake, Tiffany L. Geyer, of  ASHBY   & GEDDES,
Wilmington, Delaware; OF COUNSEL:                 Stephen C. Neal, James Donato, Linda
Callison, Neal Stephens; of COOLEY  GODWARD  LLP, Palo Alto, California; Paul
H. Schwartz, Steven G. Sklaver, J. Lucas McFarland, of COOLEY  GODWARD  LLP,
Broomfield, Colorado, Attorneys for Plaintiffs.

Robert K.  Payson, Donald J. Wolfe, Jr., Peter J. Walsh, Jr., John F. Grossbauer,
Matthew E. Fischer, Nancy N. Waterman, Richard L.  Renck, of POTTER
ANDERSON  & CORROON LLP, Wilmington, Delaware; OF COUNSEL: Steven
M. Schatz, Boris Feldman, David J. Berger, Douglas J. Clark, Ignacio E. Salceda,
Ellen H. Solomon, Cynthia A. Dy, John Stigi, Daniel W. Turbow, Kimberley A.
Fonner, of WILSON SONSINI GOODRICH  & ROSATI, Palo Alto, California,
Attorneys for Defendant.


CHANDLER, Chancellor


      This lawsuit challenges the shareholder vote in connection with the proposed

merger of defendant Hewlett-Packard Company ("HP") and Compaq Computer

Corporation ("Compaq"). HP is a publicly traded Delaware corporation with its

principal place of business in Palo Alto, California. Compaq is a publicly traded

SNIPPETS:
  • Defendant.
  • Callison, Neal Stephens; of COOLEY GODWARD LLP, Palo Alto, California; Paul H. Schwartz,
  • This lawsuit challenges the shareholder vote in connection with the proposed
  • merger of defendant Hewlett-Packard Company and Compaq Computer
  • Delaware corporation with its principal place of business in Houston,
  • He is the son of the late William R. Hewlett,
  • special meeting on March 19, 2002, by a very slim margin.
  • Hewlett Parties filed this action pursuant to 8 Del.
  • they assert that HP management knowingly misrepresented material facts about the
  • integration of the two companies throughout the proxy campaign;
  • contend that HP management improperly coerced and enticed Deutsche Bank into
  • voting 17 million HP shares in favor of the transaction.
  • 228:23 (Fiorina).
  • These two items reappear later as the $2.5 billion cost synergy and 4.9% revenue loss numbers
  • Robert Wayman, and others, believed that the integration of the two companies
  • The factors that HP identified but decided not to include in external communications were
  • DTX 7
  • Citations to "PTX" are to the plaintiffs' trial exhibits.
  • for each of four business units; 13 teams representing "horizontal processes," such
  • prior business relationship with HP,' and since August 2001 Deutsche Bank's
  • Pursuant to this agreement, Deutsche Bank performed a variety of services for HP, including
  • November 8 VCU was generated primarily from clean team reports,
  • According to a VCU dated January 30,
  • Accordingly, at a Goldman Sachs Technology Conference on February 4, Fiorina
  • Fiorina described this aspect of the process as follows: What happens in February that is
  • 54 DTX 49 (ISS recommendation) at HPE 0594.
  • Voting decisions for shares held by DBAM are made by a five-member
  • The PWG, and more generally DBAM, usually follows ISS recommendations on questions of
  • management that Deutsche Bank's future business relationship with HP would

  • 2 . MEMORANDUM OPINION (REVISED PAGES)

    EXTRACTED KEY WORDS
    REVENUE
    COMPAQ
    MANAGEMENT
    VCU
    FIORINA
    MEETING
    MCKINSEY
    BUSINESS
    HEWLETT
    INTEGRATION
    COST SYNERGIES
    WAYMAN
    DEUTSCHE BANK
    DTX
    PLAINTIFFS
    CONFERENCE
    PROPOSED MERGER
    WALTER HEWLETT
    BUSINESS UNITS
    CAPTURE TEAM
    REVENUE LOSS
    HPE
    PLANNING PROCESS
    PWG
    PTX
    COST SYNERGY
    BOTTOM-UP
    FUTURE BUSINESS
    LONG-TERM STRATEGIC OPTIONS
    
             Original case is
    
    Walter Hewlett v. Hewlett Packard
    
                  dated
    
             April 30,2002
    
    
                                   II. FACTUAL BACKGROUND
    
            The merger between HP and Compaq was first rumored in the market in late
    
    summer of the year 2000. In the spring of 2001, HP began to consider seriously
    
    the prospect of acquiring and merging with Compaq. The merger was first
    
    discussed by HP's board as a whole at a board dinner in May, 2001. From that
    
    point forward, the HP board met thirteen times to discuss the proposed merger
    
    before it finally voted unanimously in favor of the merger on September  3,200l.
    
            In connection with the proposed merger, HP engaged McKinsey  &
    
    Company ("McKinsey") to assess its strategic alternatives. At a board meeting on
    
    July 17, 2001, McKinsey made a presentation to HP's board. One portion of this
    
    presentation addressed the long-term strategic options available to HP, a subject on
    
    which the board conducted a "pretty rich  dialogue."3  Another portion of the
    
    presentation addressed the projected effects of a merger with Compaq and
    
    identified five main areas of synergy and risk that would aggregate to create the
    
    overall financial impact of the merger. HP decided to focus specifically on two of
    
    these five items, hard cost synergy and revenue risk, in its external  models.4 The
    
    
    
    3  Tr.  228:23   (Fiorina).   Citations in this form are to page and line numbers of the trial
    with witness names in parentheses.
    4 These two items reappear later as  the $2.5  billion cost synergy and  4.9%  revenue loss numbers
    that were repeated by HP throughout the proxy campaign. Those numbers were presented in the
    first public announcement of the merger and they were repeated thereafter in the S-4 proxy
    statement/prospectus filed by HP and Compaq and in several presentations made by HP
    
    SNIPPETS:
  • Walter Hewlett v. Hewlett Packard
  • The merger between HP and Compaq was first rumored in the market in late
  • In connection with the proposed merger,
  • At a board meeting on
  • July 17, 2001, McKinsey made a presentation to HP's board.
  • presentation addressed the long-term strategic options available to HP,
  • These two items reappear later as the $2.5 billion cost synergy and 4.9% revenue loss numbers
  • Those numbers were presented in the first public announcement of the merger and they were
  • HP management, including CEO and Chairwoman Carleton S. Fiorina, CFO
  • Robert Wayman, and others, believed that the integration of the two companies
  • The factors that HP identified but decided not to include in external communications were
  • DTX 7
  • Citations to "PTX" are to the plaintiffs' trial exhibits.
  • November 8 VCU was generated primarily from clean team reports,
  • HP's public target of $2.5 billion.24 Moreover, the supply chain value capture team
  • We thought we would lose 30 percent of our NT business.
  • Accordingly, at a Goldman Sachs Technology Conference on February 4, Fiorina
  • The January 30 VCU was the first of several VCUs to include "bottom-up"
  • The business units develop plans to meet those targets and provide them to the value capture
  • see also DTX 179 at HPE 8248-50.
  • Fiorina described this aspect of the process as follows: What happens in February that is
  • competing presentations on the merits of the proposed merger from Walter Hewlett
  • Deutsche Bank was coerced by threats, either implied or explicit, from HP
  • to the PWG.
  • Griswold and Thornton, responding to HP's threat to withhold future business,
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