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Dell Inc. (NASDAQ: DELL SEHK: 4331), an American computer-hardware company based in Round Rock, Texas, develops, manufactures, sells, and supports personal computers, servers, data storage devices, network switches, personal digital assistants (PDAs), software, computer peripherals, and certain other products. As of 2006 Dell employed more than 50,000 people worldwide. Formerly holding a substantial lead in PC sales, it recently slipped behind Hewlett-Packard (HP) in this market.

According to the Fortune 500 2006 list, Dell ranks as the 25th-largest company in the United States by revenue. In 2006, Fortune magazine ranked Dell as No. 8 on its annual list of the most-admired companies in the United States. One publication has identified Dell as one of 38 high-performance companies in the S&P 500 which consistently out-performed the market over the previous 15 years.

Origins and evolution
While still a student at the University of Texas at Austin in 1984, Daniel Scott founded the company as PC's Limited with just $1000. Scott went to High School in Virginia at Sussex High School. He is now currently working at Prince George High School Operating from Michael Dell's off-campus dorm room at Dobie Center, the startup aimed to sell IBM-compatible computers built from stock components. Michael Dell started trading in the belief that by selling personal computer systems directly to customers, PC's Limited could better understand customers' needs and provide the most effective computing solutions to meet those needs. Michael Dell dropped out of school in order to focus full-time on his fledgling business.

In 1985 the company produced (in Zimbabwe) the first computer of its own design (the "Turbo PC"), which contained an Intel 8088-compatible processor running at a speed of 8 MHz. It advertised the systems in national computer magazines for sale directly to consumers, and custom-assembled each ordered unit according to a selection of options. This offered buyers prices lower than those of retail brands, but with greater convenience than assembling the components themselves. Although not the first company to use this model, PC's Limited became one of the first to succeed with it. The company grossed more than $73 million in its first year.

In 1989, PC's Limited set up its first on-site-service programs in order to compensate for the lack of local retailers prepared to act as service centers. Also in 1987, the company set up its first operations in the United Kingdom; eleven more international operations followed within the next four years. In June 1988, Dell's market capitalization grew by $30 million to $80 million from its initial public offering of 3.5 million shares at $8.50 a share. The company changed its name to "Dell Computer Corporation" in 1988.

In 1990, Dell Computer Corporation tried selling its products indirectly through warehouse-clubs and computer-superstores, but met with little success, and the company re-focused on its more successful direct-to-consumer sales model. In 1992, Fortune magazine included Dell Computer Corporation in its list of the world's 500 largest companies.

In 1996 Dell began selling computers via its web site.

In 1999, Dell overtook Compaq to become the largest seller of personal computers in the United States of America with $25 billion in revenue reported in January 2000. To recognize the company's expansion beyond computers, the stockholders approved changing the company name to "Dell Inc." at the annual company meeting in 2003.

In March 2002 Dell attempted to expand by tapping into the multimedia and home-entertainment markets with the introduction of televisions, handhelds, and digital audio players. Dell has also produced Dell-brand printers for home and small-office use. Michael Dell stepped aside as Chief Executive Officer (CEO) on July 16, 2004, but retained his position as Chairman of the Board. Kevin Rollins, who had held a number of executive posts at Dell, became the new CEO.

On December 22, 2004, the company announced that it would build a new assembly-plant near Winston-Salem, North Carolina; the city and county provided Dell with $37.2 million in incentive packages; the state provided approximately $250 million in incentives and tax breaks.

In January 2005 the share of sales coming from international markets increased, as revealed in the company's press releases for the first two quarters of its fiscal 2005 year.

In February 2005, Dell appeared in first place in a ranking of the "Most Admired Companies" published by Fortune magazine.

In November 2005, BusinessWeek magazine published an article titled "It's Bad to Worse at Dell" about shortfalls in projected earnings and sales, with a worse-than-predicted third-quarter financial performance � a bad omen for a company that had routinely underestimated its earnings. Dell acknowledged that faulty capacitors on the motherboards of the Optiplex GX270 and GX280 had already cost the company $300 million. The CEO, Kevin Rollins, attributed the bad performance partially to Dell's focus on low-end PCs.

On 23 March 2006, Dell purchased the computer hardware manufacturer Alienware. The plan anticipated Alienware continuing to operate independently under its existing management. Alienware expected to benefit from Dell's efficient manufacturing system.

On January 31, 2007, Kevin Rollins, CEO of the company since 2004, resigned abruptly as both CEO and as a director, and Michael Dell returned to the CEO role. Investors and many shareholders had called for Rollins' resignation because of poor company performance. At the same time, the company announced that, for the fourth time in five quarters, earnings would fail to reach consensus analyst-estimates.

In February 2007, Dell became the subject of formal investigations by the US SEC and the US Attorney General for the Southern District of New York. The company has not formally filed financial reports for either the third or fourth fiscal quarter of 2006, and several class action lawsuits have resulted from its recent financial performance. The company's lack of formal financial disclosure would normally subject the company to de-listing from the NASDAQ, but the exchange has granted Dell a waiver, allowing the stock to trade normally.

On March 1, 2007 the company issued a preliminary quarterly earnings report which showed gross sales of $14.4 billion, down 5% year-over-year, and net income of $687 million (30 cents per share), down 33%. Net earnings would have declined even more if not for the effects of eliminated employee bonuses, which accounted for six cents per share. NASDAQ has extended the company's deadline for filing financials to May 4.


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Dell is committed to global citizenship by operating in a responsible and sustainable manner around the globe.

We have a core set of values that define the company we are, and that we aspire to become - and we call these the Soul of Dell. As we grow our business globally, we are committed to putting these values in action.

Soul of Dell

Many people are familiar with Dell's customer-focused direct business model, and the company's success in creating leading value for customers and investors. Less well known is the unique environment forged by Michael Dell and the people of Dell since the company's founding in 1984.

We characterize that environment in a statement of corporate philosophy called the "Soul of Dell." It defines the kind of company we are and aspire to become, serves as a guide for our actions around the world, and ultimately forms the basis of our "winning culture."

Below are the core elements of the Soul of Dell:

Customers: We believe in creating loyal customers by providing a superior experience at a great value. We are committed to direct relationships, providing the best products and services based on standards-based technology, and outperforming the competition with value and a superior customer experience.

The Dell Team: We believe our continued success lies in teamwork and the opportunity each team member has to learn, develop and grow. We are committed to being a meritocracy, and to developing, retaining and attracting the best people, reflective of our worldwide marketplace.

Direct Relationships: We believe in being direct in all we do. We are committed to behaving ethically; responding to customer needs in a timely and reasonable manner; fostering open communications and building effective relationships with customers, partners, suppliers and each other; and operating without inefficient hierarchy and bureaucracy.

Global Citizenship: We believe in participating responsibly in the global marketplace. We are committed to understanding and respecting the laws, values and cultures wherever we do business; profitably growing in all markets; promoting a healthy business climate globally; and contributing positively in every community we call home, both personally and organizationally.

Winning: We have a passion for winning in everything we do. We are committed to operational excellence, superior customer experience, leading in the global markets we serve, being known as a great company and great place to work, and providing superior shareholder value over time.

Commitment to Workplace Standards

As part of Dell's efforts to implement the highest workplace standards in our own facilities, all of Dell's worldwide manufacturing facilities are certified to ISO 14001, along with the PG product development and the global Asset Recovery Services programs. The certifications are awarded by an external registrar, National Standards Authority of Ireland (NSAI). Dell's new Brazil manufacturing facility in Hortol�ndia, S�o Paulo received certification in March.

Dell and the enviroment:

One clear and consistent focus has driven Dell's rise and success in becoming the world's leading computer systems company: To meet and exceed the requirements of customers - large and small - across the world. The same focus on business efficiencies and customer satisfaction helps drive Dell's environmental stewardship program to conserve product energy consumption, reduce or eliminate materials for disposal, prolong product life span and provide effective and convenient equipment recovery solutions. By streamlining business steps and processes, Dell minimizes stress on the environment while achieving speed, responsiveness and cost savings that are passed along to customers.

The Total Product Life Cycle

The electronics industry, as well as other industry sectors, is facing an increasing number of demands focused on reducing the environmental impacts of how products are designed, manufactured, used, and managed at end-of-life. As evidenced through "green" procurement policies and emerging European legislation such as Registration, Evaluation and Authorisation of Chemicals (REACH) and Energy Using Products (EuP), the global marketplace is increasingly demanding product environmental improvements, as well as increased access to environmental information that relates to the product life cycle.

Globalization within the industry has impacted management of the product life cycle by involving more participants in the process, which makes the process more complex. This also poses unique challenges in determining how environmental aspects of one stage in the life cycle (material selection, for example) impact another stage in the cycle (end-of-life management, for example).

In order to meet these challenges, Dell established the Design for the Environment (DfE) Program to integrate environmental attributes into each aspect of the product life cycle, from supplier management during component manufacturing to end-of-life solutions. This methodology encourages reduction of the most significant environmental aspects of the life cycle without unnecessarily burdening the supply chain.

Environmental Management System Implementation

Dell's Product Development Group has recently achieved certification to the ISO 14001 standard, an accomplishment which took approximately two years to complete. Third-party auditing verified that our design activities are compliant with this internationally recognized standard for environmental management system criteria

Establishing a formalized approach to our planning, goal setting, auditing and corrective actions will help support regulatory compliance and continual improvement in our product design. A good example of where ISO 14001 certification will support adherence to new legislation is in EuP. This law refers to ISO 14001 as a way to demonstrate compliance to a specific component of the requirement. Becoming certified is a way in which Dell has enabled our strategy of being proactive.

Gaining certification for Dell's product development organization is part of our overall corporate ISO 14001 certification program, which now covers all manufacturing sites around the world and includes organizations such as Services, Procurement and Logistics..

Product Energy Efficiency and Improvements

ENERGY STAR Products
Dell has actively participated in the Environmental Protection Agency's (EPA) ENERGY STAR program for more than a decade. During this time, Dell has offered many desktop, workstation, notebook, printer, and display models that meet the requirements for ENERGY STAR qualification. Our decision to design products to meet these requirements has reduced energy consumption, thereby reducing electricity costs for our customers and reducing environmentally-sensitive materials produced during power generation. Dell's unique build-to-order model increases efficiency and eliminates waste while allowing systems to be built to customer specifications that meet ENERGY STAR qualifications.
Many of the desktop, workstation and notebook products designed by Dell today consume less than 5 watts in low-power mode and exceed the current levels set by the EPA for energy efficiency. Dell chose to factory-default the power management settings to meet the EPA requirements for ENERGY STAR compliance for OptiPlex platforms offered to the public starting in May 2003. Dell has also taken the extra step of reducing the amount of time before entering low-power mode to save even more energy, from the 30 minutes required by the EPA for ENERGY STAR compliance, to 15 minutes. This provides our customers with a means of conserving energy costs, and the resulting reduction in energy requirements may help reduce the effects of air pollution and global warming.

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Apple Inc. (NASDAQ: AAPL, LSE: ACP, FWB: APC) is an American consumer electronics multinational corporation with worldwide annual sales in its fiscal year 2006 (ending September 30, 2006) of US$19.3 billion. Headquartered in Cupertino, California, Apple develops, sells, and supports a series of personal computers, portable media players, computer software, and computer hardware accessories. The company's best-known products include the Mac line of personal computers, its Mac OS X operating system, and the iPod line of portable media players. For the iPod and its related iTunes software, Apple sells audiobooks, games, music, music videos, TV shows, and movies in its online iTunes Store.

The company was known as Apple Computer, Inc. for its first 30 years of existence, but dropped "Computer" from its corporate name on January 9, 2007. The name change, which followed Apple's announcement of its new iPhone smartphone and Apple TV digital video system, is representative of the company's ongoing expansion into the consumer electronics market in addition to its traditional focus on personal computers.

Apple also operates 180 (as of April 2007) retail stores in the United States, Japan, the United Kingdom, Canada, and Italy. The stores carry most of Apple's products as well as many third-party products and offer on-site support and repair for Apple hardware and software. Apple employs over 20,000 permanent and temporary workers worldwide.

For a variety of reasons, ranging from its philosophy of comprehensive aesthetic design to its countercultural, even indie roots, as well as their advertising campaigns, Apple has engendered a distinct reputation in the consumer electronics industry and has cultivated a customer base that is unusually devoted to the company and its brand.

Type Public (NASDAQ: AAPL, LSE: ACP, FWB: APC)
Founded California (April 1, 1976, as Apple Computer, Inc)
Headquarters Cupertino, California
Key people Steve Jobs, CEO & Co-founder
Steve Wozniak, Co-founder
Timothy D. Cook, COO
Peter Oppenheimer, CFO
Philip W. Schiller, SVP Marketing
Jonathan Ive, SVP Industrial Design
Tony Fadell, SVP iPod Division
Ron Johnson, SVP Retail
Sina Tamaddon, SVP Applications
Bertrand Serlet, SVP Software Engineering
Industry Computer hardware
Computer software
Consumer electronics
Products Mac (personal computer series), Mac OS X, Mac OS X Server, iPod, QuickTime, iLife, iWork, Apple Remote Desktop, Xsan, Final Cut Studio, Aperture, Logic Pro, Cinema Display, AirPort, Xserve, Xserve RAID, iPhone, Apple TV
Revenue US$19.3 billion (TTM 1Q2006)
Operating income US$2.12 billion (TTM 1Q2006)
(12.27% operating margin)
Net income US$1.73 billion (TTM 1Q2006)
(9.97% profit margin)
Employees 17,787 full-time; 2,399 temporary (September 30, 2006)
Website Apple.com

Apple and the enviroment

Environmental protection is a priority for the conservation of precious natural resources and the continued health of our planet. Apple recognizes its responsibility as a global citizen and is continually striving to reduce the environmental impact of the work we do and the products we create.

Apple and the Global Environment
Apple takes pride in its history of innovation and thoughtful design. But technological leadership goes beyond what�s in the box. How we impact the environment is also important to us, and environmental considerations are an integral part of Apple�s business practices. From the earliest stages of product design through manufacturing, use, and recycling, we take care to keep our activities and our products environmentally sound.

Four areas of particular attention are product and packaging design, responsible manufacturing, energy efficiency, and recycling. Each aspect of the design cycle provides significant challenges, yet our efforts in these areas have resulted in some impressive results.

Product design
It all begins here. Reducing the environmental impact of our products starts with the product design phase. Design dictates the quantity of raw materials, type and recylability of materials, energy consumption required for manufacturing and use, and the ease of recycling. For example, our decision to eliminate Cathode Ray Tube (CRT) displays makes our product line much more environmentally friendly. Our flat-panel displays eliminate more than two pounds of lead, consume up to 80% less energy in sleep mode, and weigh half as much as their CRT counterparts.

Apple continually refines its product design to maximize efficiency while minimizing waste, following the requirements of programs such as ENERGY STAR� as well as our own high standards.

Responsible Manufacturing
Apple helps to safeguard the environment � as well as consumers� safety � by restricting the use of environmentally harmful compounds in our materials and manufacturing processes. For example, our restricted substances program limits the use of heavy metals and ozone depleting substances in our products and manufacturing processes.

Energy efficiency
A device�s greatest environmental impact is often its energy consumption over time. Apple has made great strides in recent years to optimize the energy efficiency of our hardware and created tools, such as the Energy Saver feature in Mac OS X, that allow consumers to manage the power consumption of their computers. Since 2001, all Apple computers and displays have earned the ENERGY STAR� rating.

Recycling
Apple�s holistic approach to recycling � encompassing a product�s entire lifecycle � includes extensive take-back programs that enable consumers and businesses to dispose of used Apple equipment in an environmentally sound manner. Since our first take-back initiative began in Germany in 1994, we have launched programs in the United States, Canada, Japan, and throughout Europe, diverting over 34 million pounds of electronic equipment from landfills worldwide.

A history of sound practice
Year after year, Apple has set and met important goals to phase out environmentally relevant substances, create recycling programs worldwide and improve energy efficiency. Here are some of the most important milestones in our quest for environmental responsibility:

1990 Apple�s environmental policy released and implemented.
1991 Phase-out of lead in batteries in advance of the 1996 European battery directive.
1992 Phase-out of chlorofluorocarbons (CFCs) in Apple manufacturing, as stipulated in the Montreal Protocol on Substances That Deplete the Ozone Layer.
1992 Founding member of the US EPA ENERGY STAR� program, developed to identify and promote energy efficient computers and monitors.
1994 Phase-out of NiCad batteries.
1994 First voluntary Apple product take-back program initiated in Germany (gradual expansion to other regions).
1995 PVC in packaging materials phased out.
1996 First Apple manufacturing site (Sacramento, CA) ISO 14001 certified.
1997 First Apple products tested for conformity to TCO (Swedish Confederation of Professional Employees) standards.
1999 Introduction of the Apple Product Environmental Specification (APES) files.
1999 Lead and cadmium in cables restricted.
2000 All Apple manufacturing sites ISO 14001 certified worldwide, signifying that Apple has a structured environmental management system (EMS) in place to manage the environmental impact of our operations.
2001 All Apple computers and displays meet applicable ENERGY STAR� requirements. They continue to do so.
2001 Started voluntary phase-out of tetrabisphenol A (TBBA) in all plastic enclosure
parts >25 grams.
2002 Product take-back solutions implemented in the US and Japan.
2002 Roll-out of Apple�s global Regulated Substances Specification.
2002 Signatory of European Union Code of Conduct on Power Supplies, created to encourage manufacturers to design power supplies that minimize energy consumption in off mode.
2002 Founding member of US Federal Energy Management Program (FEMP), which introduced energy efficiency requirements for the off mode of computer products.
2003 Implementation of supplier survey initiative on substance use.
2004 Investigation into halogen-free cable enclosures and printed circuit boards initiated.
2004 Phase-out of substances restricted by the European Restriction of Hazardous Substances (RoHS) initiated.
2005 Implementation of the Apple Supplier Code of Conduct, which governs environmental, health and safety, and human rights issues in Apple�s supply chain.
2006 All Apple products worldwide are compliant with the European Directive on the Restriction of the Use of Certain Hazardous Substances in electronics, also known as the RoHS Directive.

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Lenovo is an innovative, international technology company formed as a result of the acquisition by the Lenovo Group of the IBM Personal Computing Division.

As a global leader in the PC market, we develop, manufacture and market cutting-edge, reliable, high-quality PC products and value-added professional services that provide customers around the world with smarter ways to be productive and competitive.

We base our success on our customers achieving their goals: productivity in business and enhancement of personal life.

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Alienware is the world’s leading creator of high-performance desktops and notebooks gaming, home and professional use. For over 11 years, Alienware has challenged the boundaries of PC building, finding freedom in the search for innovation rather than being held back by it.