Word: packards
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Burdick and Wheeler, like Packard, Robbins and others, are merely clever peddlers of cheap, sensational trash seen at a lower intellectual level in the glossy pulps, and they estimate their market with similar acumen...
...David Packard, 50, and William R. Hewlett, 49, are shirtsleeved electrical engineers whose idea of a satisfying day's work is just puttering about in a laboratory. Somewhat to their bemusement, Packard and Hewlett now find themselves running a $100 million corporation that won't stop growing. In the 24 years since they went into business together, their Hewlett-Packard Co. of Palo Alto, Calif., has grown from a combined office-laboratory in a one-car garage into the world's biggest manufacturer of electronic measuring devices. Last year, true to a growth pattern the company...
...from Disney. Packard and Hewlett have made a success out of two deceptively simple decisions: to make nothing but electronic measuring instruments, and to insist on rigid standards of quality. At Hewlett-Packard, specialization is only relative. The company's catalogue lists more than 900 devices designed for such esoteric tasks as timing electrical impulses that last only one-thousandth of a millionth of a second. The surge in the company's 1962 sales was not because any single product was a bestseller, but because H.-P.'s fertile research department turned out so many new products...
...Bullpen. Nowadays Packard, who is the company's president, and Hewlett, who is executive vice president in charge of the product line, put quality above all else. To give their factory hands some pride of accomplishment, they periodically have individual workers put together an instrument from start to finish rather than pass it down an assembly line. And they strive to preserve the creative informality of their old garage days. Even though Hewlett-Packard operates out of a modern six-building complex in Stanford's industrial park and has subsidiaries all over the U.S. and Europe, only...
Hewlett and Packard are resigned to the fact that they cannot stop developing new products. To adjust to bigness, they have decentralized and delegated authority. "There are advantages to bigness, too," says Hewlett briskly. "We want to combine the strength of the big with the "initiative of the small...