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The encyclopedia · Strategy & Leadership · Strategic decision · 2011

HP bought Palm for $1.2B to get webOS — then killed the tablet in 49 days

HP acquired Palm for $1.2B in 2010 to get its webOS platform. The HP TouchPad launched in July 2011 and was discontinued in August. 49 days.

Hewlett-Packard · Palm · 2011-08

What happened

In 2010, HP acquired Palm for $1.2 billion, primarily to acquire webOS, Palm's mobile operating system. HP planned to use webOS across its entire product line — phones, tablets, printers and PCs — creating a unified ecosystem to compete with Apple and Google.

The HP TouchPad, the first webOS tablet, launched in July 2011 to mediocre reviews. It was underpowered, had a limited app ecosystem and was priced at $499 — the same as the iPad 2, which had a vastly superior app library. Sales were disappointing.

On August 18, 2011 — just 49 days after the TouchPad's launch — HP announced it was discontinuing all webOS devices. The remaining TouchPad inventory was fire-sold for $99, creating a brief frenzy. HP later open-sourced webOS. The case illustrated how a company can acquire a platform and then abandon it before giving it a chance to succeed, and how a 49-day product lifespan destroys more value than the acquisition cost.

Why it happened

  • HP acquired Palm for $1.2B to get webOS, then killed all webOS devices 49 days after the TouchPad launched.
  • The TouchPad was underpowered, had a limited app ecosystem and was priced at iPad parity.
  • HP's new CEO (Léo Apotheker) decided to exit the consumer hardware business, killing webOS as collateral.
  • The $99 fire sale of remaining TouchPads created a brief frenzy but destroyed the platform's premium positioning.
What it cost$1.2B acquisition; platform killed in 49 dayscostly

The lesson

Acquiring a platform and killing it before it has a chance is worse than never acquiring it. HP spent $1.2B on webOS and gave it 49 days.

Aftermath

HP open-sourced webOS, which was later acquired by LG for its smart TVs. Palm's brand was revived briefly by TCL. The case is cited as an example of how strategic inconsistency at the leadership level can destroy an acquired asset.

Sources

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