Coca-Cola

The Coca-Cola Company (NYSE: KO) is one of the largest manufacturers, distributors and marketers of nonalcoholic beverage concentrates and syrups in the world and one of the largest corporations in the United States. The company is best known for its flagship product Coca-Cola, invented by pharmacist John Stith Pemberton in 1886. The Coca-Cola formula and brand was bought in 1889 by Asa Candler who incorporated The Coca-Cola Company in 1892. Besides its namesake Coca-Cola beverage, Coca-Cola currently offers nearly 400 brands in over 200 countries or territories.
The company operates a franchised distribution system dating back to 1889 where TCCC only produces syrup concentrate which is then sold to various bottlers throughout the world who hold an exclusive territory.
The Coca-Cola Company is headquartered in Atlanta, Georgia. Its stock is listed on the NYSE and is part of DJIA and S&P 500.

Revenue
According to the 2005 Annual Report, the company sells beverage products in more than 312 countries or territories. The report further states that of the more than 90 billion beverage servings of all types consumed worldwide every day, beverages bearing the trademarks owned by or licensed to Coca-Cola account for approximately 4.5 billion. Of these, beverages bearing the trademark "Coca-Cola" or "Coke" accounted for approximately 78% of the Company's total gallon sales.
Also according to the 2007 Annual Report, Coca-Cola had gallon sales distributed as follows:
37% in the United States
43% in Mexico, Brazil, Japan and China
20% spread throughout the world

Bottlers
In general, The Coca-Cola Company (TCCC) and/or subsidiaries only produces (or produce) syrup concentrate which is then sold to various bottlers throughout the world who hold a Coca-Cola franchise. Coca-Cola bottlers, who hold territorially exclusive contracts with the company, produce finished product in cans and bottles from the concentrate in combination with filtered water and sweeteners. The bottlers then sell, distribute and merchandise the resulting Coca-Cola product to retail stores, vending machines, restaurants and food service distributors.
One notable exception to this general relationship between TCCC and bottlers is fountain syrups in the United States, where TCCC bypasses bottlers and is responsible for the manufacture and sale of fountain syrups directly to authorized fountain wholesalers and some fountain retailers.
In 2005, Coca-Cola had equity positions in 51 unconsolidated bottling, canning and distribution operations which produced approximately 58% of volume. Significant investees include:
36% of Coca-Cola Enterprises which produces (by population) for 78% of USA, 98% of Canada and 100% of Great Britain (but not Northern Ireland), continental France and the Netherlands, Luxembourg, Belgium and Monaco.
40% of Coca-Cola FEMSA, S.A. de C.V. which produces (by population) for 48% of Mexico, 16% of Brazil, 98% of Colombia, 47% of Guatemala, 100% of Costa Rica, Nicaragua, Panama and Venezuela, and 30% of Argentina
24% of Coca-Cola Hellenic Bottling Company S.A. which produces (by population) for 67% of Italy and 100% of Armenia, Austria, Belarus, Bosnia-Herzegovina, Bulgaria, Croatia, the Czech Republic, Estonia, Greece, Hungary, Latvia, Lithuania, Macedonia, Moldova, Nigeria, Northern Ireland, Poland, Rep. of Ireland, Romania, Russia, Serbia and Montenegro, Slovakia, Slovenia, Switzerland and Ukraine.
34% of Coca-Cola Amatil which produces (by population) for 98% of Indonesia and 100% of Australia, Indonesia, New Zealand, South Korea, Fiji and Papua New Guinea.
27% of Coca-Cola Bottling Co. which is the second largest Coca-Cola bottler in the United States. The company was incorporated in 1980, and "its predecessors have been in the soft drink manufacturing and distribution business since 1902."

Products and brands
The Coca-Cola Company offers nearly 400 brands in over 200 countries, besides its namesake Coca-Cola beverage. This includes other varieties of Coca-Cola such as:
Diet Coke (introduced in 1982), which uses aspartame, a synthetic phenylalanine-based sweetener in place of sugar
Diet Coke Caffeine-Free
Cherry Coke (1985)
Diet Cherry Coke (1986)
Coke with Lemon (2001)
Diet Coke with Lemon (2001)
Vanilla Coke (2002)
Diet Vanilla Coke (2002)
Coca-Cola C2 (2004)
Coke with Lime (2004)
Diet Coke with Lime (2004)
Diet Coke Sweetened with Splenda (2005)
Coca-Cola Zero (2005)
Coca-Cola Black Cherry Vanilla (2006)
Diet Coca-Cola Black Cherry Vanilla (2006)
Coca-Cola Bl?K (2006)
Diet Coke Plus (2007)
Coca-Cola Orange (2007)
Tab was Coca-Cola's first attempt to develop a diet soft drink, using saccharin as a sugar substitute. Introduced in 1963, the product is still sold today, however its sales have dwindled since the introduction of Diet Coke.
The Coca-Cola Company also produces a number of other soft drinks including Fanta (introduced circa 1942 or 1943) and Sprite. Fanta's origins date back to World War II when Max Keith, who managed Coca-Cola's operations in Germany during the war, ran out of the ingredients for Coke, which could be supplied only from the United States. Keith resorted to producing a different soft drink, Fanta, which proved to be a hit, and when Coke took over again after the war, it adopted the Fanta brand as well. The German Fanta Klare Zitrone ("Clear Lemon Fanta") variety became Sprite, another of the company's bestsellers and its response to 7 Up.
During the 1990s, the company responded to the growing consumer interest in healthy beverages by introducing several new non-carbonated beverage brands. These included Minute Maid Juices to Go, Powerade sports beverage, flavoured tea Nestea (in a joint venture with Nestle), Fruitopia fruit drink and Dasani water, among others. In 2001, Minute Maid division launched the Simply Orange brand of juices including orange juice.
In 2004, perhaps in response to the burgeoning popularity of low-carbohydrate diets such as the Atkins Diet, Coca-Cola announced its intention to develop and sell a low-carbohydrate alternative to Coke Classic, dubbed C2 Cola. C2 contains a mix of high fructose corn syrup, aspartame, sucralose, and Acesulfame potassium. C2 is designed to more closely emulate the taste of Coca-Cola Classic. Even with less than half of the food energy and carbohydrates of standard soft drinks, C2 is not a replacement for zero-calorie soft drinks such as Diet Coke. C2 went on sale in the U.S. on June 11, 2004, and in Canada in August 2004. C2's future is uncertain due to disappointing sales.
Coca-Cola is the best-selling soft drink in most countries. While the Middle East is one of the only regions in the world where Coca-Cola is not the number one soda drink, Coca-Cola nonetheless holds almost 25% marketshare (to Pepsi's 75%) and had double-digit growth in 2003. Similarly, in Scotland, where the locally produced Irn-Bru was once more popular, 2005 figures show that both Coca-Cola and Diet Coke now outsell Irn-Bru. In Peru, the native Inca Kola has been more popular than Coca-Cola, which prompted Coca-Cola to enter in negotiations with the soft drink's company and buy 50% of its stakes. In Japan, the best selling soft drink is not cola, as (canned) tea and coffee are more popular. As such, the Coca-Cola Company's best selling brand there is not Coca-Cola, but Georgia.
Some claim Coke is less popular in India due to suspicions regarding the health standards of the drink. However, marketshare data does not back this view. Specifically, in 2005, Coca-Cola India's market share was 60.9%. However, Thums Up, a brand acquired by The Coca-Cola Company, contributes a major part of this market share rather than Coke per se, which lags both Thums Up and Pepsi.
On July 6, 2006, a Coca-Cola employee and two other people were arrested and charged with trying to sell "highly classified" information to the soft drink maker's competitor, PepsiCo for $1.5 million. The recipe for Coca-Cola, perhaps the company's most closely guarded secret, was never in jeopardy. Instead, the information was related to a new beverage in development. Coca-Cola executives verified that the documents were valid and proprietary. At least one glass vial containing a sample of a new drink was offered for sale, court documents said. The conspiracy was revealed by PepsiCo, which notified the authorities when they were approached by the conspirators.
The company announced a new "negative calorie" green tea drink, Enviga, in 2006, along with trying coffee retail concepts Far Coast and Chaqwa.
On May 25, 2007, Coca-Cola announced it would purchase Glaceau, a maker of flavored vitamin-enhanced drinks, flavored waters, and energy drinks, for $4.1 billion in cash.

Corporate Responsibility & Citizenship
The Coca-Cola Company gives back to the communities in which it operates in many ways. Recent acts by the Coca Cola Company which are claimed to have had positive social implications include:

Promoting diversity
Coca-Cola ranked 26th on Fortune magazine's list of the "50 Best Companies for Minorities" in 2004.
WATCHFUL EYE ENTERTAINMENT and Coca-Cola Bottling company was named one of "The Top 100 Employers for the Class of 2004" by Black Collegian magazine.
Coca-Cola was named one of the "50 Best Companies for Latinas to Work for in the U.S." by Latina Style in 2004.
Coca-Cola is among 32 companies that have filed "friend of the court" briefs in support of the University of Michigan's affirmative action policies.
Coca-Cola offers domestic partner health benefits to employees' domestic partners of the same sex, and includes "sexual orientation" and "gender identity" in its equal employment opportunity policy, earning a 100% mark on the Human Rights Campaign Foundation's Corporate Equality Index.

HIV / AIDS in Africa
In September 2002 Coca-Cola announced it would spend up to $5 million per year to fund HIV/AIDS treatment for Africans who work within the company's bottling system. The company had previously offered treatment to its 1,200 corporate workers in Africa. The company's bottling system is made up of 40 independent companies and employs 58,000 people in Africa.
Coca Cola Africa plans to support HIV/AIDS programs as part of a $50 million budget to be granted to African organizations by the end of the decade.

Charitable donations
The Coca-Cola Company and its bottling partners shipped more than 30 million donated 8-oz. servings to Hurricane Katrina Evacuees.
Coca-Cola donated $10 million to tsunami relief efforts in Asia. Employees of Coca-Cola in the region also delivered bottled water, food and other supplies.
After the September 11 terrorist attacks on the World Trade Center and the Pentagon, Coca-Cola and its affiliates committed to a $12 million financial contribution to disaster relief efforts.

Criticism
The Coca-Cola Company has been involved in a number of controversies and law suits related to its perceived relationship with human rights violations and other perceived unethical practices.
A number of law suits have issued in relation to its allegedly monopolistic and discriminatory practices, some of which have been dismissed, some of which The Coca-Cola Company agreed to change its business practices and some of which settled out of court. It has also been involved in a discrimination case. There have been continuing criticisms regarding the Coca-Cola Company's relation to the Middle East and U.S. foreign policy.
In regards to environmental issues in India, there has been a controversy over pesticides possibly showing up in the product, as well as the company's overuse of local water supplies in some locations, that have sometimes led to severe shortages for regional farmers. Packaging used in Coca-Cola's products have a significant environmental impact but the company strongly opposes attempts to introduce mechanisms such as container deposit legislation.
Its labor practices have been criticised, starting with involvement in the assassinations of trade union-affiliated employees in Guatemala in the 1970s and more recently including allegations that Coca-Cola's bottler, Panamco, hired paramilitary mercenaries who assassinated trade union leaders in Colombia. Several court cases occurred, such as those by United Steelworkers of America and the International Labor Rights Fund in support of SINALTRAINAL, and boycott actions were taken against the company.
Coca-Cola has also been criticised for its interactions with Nazi-Germany during World War II and for the implications of doing business in Israel during the second half of the twentieth century and the early twenty-first century.

Sponsorship
Coca-Cola have sponsored the English Football League since the beginning of the 2004-05 season (beginning August 2004). Other major sponsorships include NASCAR, the NBA, the PGA Tour, NCAA Championships, the Olympics and the FIFA World Cup.

Microsoft

Microsoft Corporation (NASDAQ: MSFT) (SEHK: 4338), or often just MS, is an American multinational computer technology corporation with 79,000 employees in 102 countries and global annual revenue of US $51.12 billion as of 2007. It develops, manufactures, licenses and supports a wide range of software products for computing devices. Headquartered in Redmond, Washington, USA, its best selling products are the Microsoft Windows operating system and the Microsoft Office suite of productivity software. These products have prominent positions in the desktop computer market, with market share estimates as high as 90% or more as of 2003 for Microsoft Office and 2006 for Microsoft Windows. One of Bill Gates' key visions is "to get a workstation running our software onto every desk and eventually in every home".
Founded to develop and sell BASIC interpreters for the Altair 8800, Microsoft rose to dominate the home computer operating system market with MS-DOS in the mid-1980s. The company released an initial public offering (IPO) in the stock market, which, due to the ensuing rise of the stock price, has made four billionaires and an estimated 12,000 millionaires from Microsoft employees. Throughout its history the company has been the target of criticism for various reasons, including monopolistic business practices-both the U.S. Justice Department and the European Commission, among others, brought Microsoft to court for antitrust violations and software bundling.
Microsoft has footholds in other markets besides operating systems and office suites, with assets such as the MSNBC cable television network, the MSN Internet portal, and the Microsoft Encarta multimedia encyclopedia. The company also markets both computer hardware products such as the Microsoft mouse and home entertainment products such as the Xbox, Xbox 360, Zune and MSN TV. Known for what is generally described as a developer-centric business culture, Microsoft has historically given customer support over Usenet newsgroups and the World Wide Web, and awards Microsoft MVP status to volunteers who are deemed helpful in assisting the company's customers. The company's official website is one of the most visited on the Internet, receiving more than 2.4 million unique page views per day according to Alexa.com, who ranked the site 18th amongst all websites for traffic rank on September 12, 2007.

History
See also: History of Microsoft Windows

1975-1985: Founding
Following the launch of the Altair 8800, Bill Gates called the creators of the new microcomputer, Micro Instrumentation and Telemetry Systems (MITS), offering to demonstrate an implementation of the BASIC programming language for the system. After the demonstration, MITS agreed to distribute Altair BASIC. Gates left Harvard University, moved to Albuquerque, New Mexico where MITS was located, and founded Microsoft there. The company's first international office was founded on November 1, 1978, in Japan, entitled "ASCII Microsoft" (now called "Microsoft Japan"). On January 1, 1979, the company moved from Albuquerque to a new home in Bellevue, Washington. Steve Ballmer joined the company on June 11, 1980, and later succeeded Bill Gates as CEO.
DOS (Disk Operating System) was the operating system that brought the company its first real success. On August 12, 1981, after negotiations with Digital Research failed, IBM awarded a contract to Microsoft to provide a version of the CP/M operating system, which was set to be used in the upcoming IBM Personal Computer (PC). For this deal, Microsoft purchased a CP/M clone called 86-DOS from Seattle Computer Products, which IBM renamed to PC-DOS. Later, the market saw a flood of IBM PC clones after Columbia Data Products successfully cloned the IBM BIOS, and by aggressively marketing MS-DOS to manufacturers of IBM-PC clones, Microsoft rose from a small player to one of the major software vendors in the home computer industry. The company expanded into new markets with the release of the Microsoft Mouse in 1983, as well as a publishing division named Microsoft Press.

1985-1995: OS/2 and Windows
In August 1985, Microsoft and IBM partnered in the development of a different operating system called OS/2. On November 20, 1985, Microsoft released its first retail version of Microsoft Windows, originally a graphical extension for its MS-DOS operating system. On March 13, 1986 the company went public with an IPO, with a starting initial offering price of $21.00 and ending at the first day of trading as at US $28.00. In 1987, Microsoft eventually released their first version of OS/2 to OEMs.
In 1989, Microsoft introduced its flagship office suite, Microsoft Office. This was a bundle of separate office productivity applications, such as Microsoft Word and Microsoft Excel. On May 22, 1990 Microsoft launched Windows 3.0. The new version of Microsoft's operating system boasted such new features as streamlined user interface graphics and improved protected mode capability for the Intel 386 processor; it sold over 100,000 copies in two weeks. Windows at the time generated more revenue for Microsoft than OS/2, and the company decided to move more resources from OS/2 to Windows. In the ensuing years, the popularity of OS/2 declined, and Windows quickly became the favored PC platform.
During the transition from MS-DOS to Windows, the success of Microsoft's product Microsoft Office allowed the company to gain ground on application-software competitors, such as WordPerfect and Lotus 1-2-3. According to The Register, Novell, an owner of WordPerfect for a time, alleged that Microsoft used its inside knowledge of the DOS and Windows kernels and of undocumented Application Programming Interface features to make Office perform better than its competitors. Eventually, Microsoft Office became the dominant business suite, with a market share far exceeding that of its competitors.
In 1993, Microsoft released Windows NT 3.1, a business operating system with the Windows 3.1 user interface but an entirely different kernel. In 1995, Microsoft released Windows 95, a new version of the company's flagship operating system which featured a completely new user interface, including a novel start button; more than a million copies of Microsoft Windows 95 were sold in the first four days after its release. The company also released its web browser, Internet Explorer, with the Windows 95 Plus! Pack in August 1995 and subsequent Windows versions.

1995-2005: Internet and legal issues
In the mid-90s, Microsoft began to expand its product line into computer networking and the World Wide Web. On August 24, 1995, it launched a major online service, MSN (Microsoft Network), as a direct competitor to AOL. MSN became an umbrella service for Microsoft's online services. The company continued to branch out into new markets in 1996, starting with a joint venture with NBC to create a new 24/7 cable news station, MSNBC. Microsoft entered the personal digital assistant (PDA) market in November with Windows CE 1.0, a new built-from-scratch version of their flagship operating system, specifically designed to run on low-memory, low-performance machines, such as handhelds and other small computers. Later in 1997, Internet Explorer 4.0 was released for both Mac OS and Windows, marking the beginning of the takeover of the browser market from rival Netscape. In October, the Justice Department filed a motion in the Federal District Court in which they stated that Microsoft had violated an agreement signed in 1994, and asked the court to stop the bundling of Internet Explorer with Windows.
The year 1998 was significant in Microsoft's history, with Bill Gates appointing Steve Ballmer as president of Microsoft but remaining as Chair and CEO himself. The company released Windows 98, an update to Windows 95 that incorporated a number of Internet-focused features and support for new types of devices. On April 3, 2000, a judgment was handed down in the case of United States v. Microsoft, calling the company an "abusive monopoly" and forcing the company to split into two separate units. Part of this ruling was later overturned by a federal appeals court, and eventually settled with the U.S. Department of Justice in 2001.
In 2001, Microsoft released Windows XP, the first version that encompassed the features of both its business and home product lines. XP introduced a new graphical user interface, the first such change since Windows 95. Later, with the release of the Xbox Microsoft entered the multi-billion-dollar game console market dominated by Sony and Nintendo. Microsoft encountered more turmoil in March 2004 when antitrust legal action was brought against it by the European Union for abusing its market dominance (see European Union Microsoft antitrust case), eventually resulting in a judgement to produce new versions of its Windows XP platform-called Windows XP Home Edition N and Windows XP Professional N-that did not include its Windows Media Player.

2006-present: Vista and other transitions
In 2006, Bill Gates announced a two year transition period from his role as Chief Software Architect, which would be taken by Ray Ozzie, and planned to remain the company's chairman, head of the Board of Directors and act as an adviser on key projects. As of December 2007, Windows Vista, released in January 2007, is Microsoft's latest operating system. Microsoft Office 2007 was released at the same time; its "Ribbon" user interface is a significant departure from its predecessors. On 1st February, 2008, Microsoft made an unsolicited bid to purchase the fully diluted outstanding shares of Yahoo for up to $44.6 billion, following the company's struggle against rival search-engine company, Google.

Product divisions
To be more precise in tracking performance of each unit and delegating responsibility, Microsoft reorganized into seven core business groups-each an independent financial entity-in April 2002. Later, on September 20, 2005, Microsoft announced a rationalization of its original seven business groups into the three core divisions that exist today: the Windows Client, MSN and Server and Tool groups were merged into the Microsoft Platform Products and Services Division; the Information Worker and Microsoft Business Solutions groups were merged into the Microsoft Business Division; and the Mobile and Embedded Devices and Home and Entertainment groups were merged into the Microsoft Entertainment and Devices Division.

Platform Products and Services Division
This division produces Microsoft's flagship product, the Windows operating system. It has been produced in many versions, including Windows 3.1, Windows 95, Windows 98, Windows 2000, Windows Me, Windows Server 2003, Windows XP and Windows Vista. Almost all IBM compatible personal computers come with Windows preinstalled. The current desktop version of Windows is Windows Vista. The online service MSN, the cable television station MSNBC and the Microsoft online magazine Slate are all part of this division. (Slate was acquired by The Washington Post on December 21, 2004.) At the end of 1997, Microsoft acquired Hotmail, the most popular webmail service, which it rebranded as "MSN Hotmail". In 1999, Microsoft introduced MSN Messenger, an instant messaging client, to compete with the popular AOL Instant Messenger. Along with Windows Vista, MSN Messenger became Windows Live Messenger.
Microsoft Visual Studio is the company's set of programming tools and compilers. The software product is GUI-oriented and links easily with the Windows APIs, but must be specially configured if used with non-Microsoft libraries. The current version is Visual Studio 2008. The previous version, Visual Studio 2005 was a major improvement over its predecessor, Visual Studio.Net 2003, named after the .NET initiative, a Microsoft marketing initiative covering a number of technologies. Microsoft's definition of .NET continues to evolve. As of 2004, .NET aims to ease the development of Microsoft Windows-based applications that use the Internet, by deploying a new Microsoft communications system, Indigo (now renamed Windows Communication Foundation). This is intended to address some issues previously introduced by Microsoft's DLL design, which made it difficult, even impossible in some situations, to manage, install multiple versions of complex software packages on the same system (see DLL-hell), and provide a more consistent development platform for all Windows applications (see Common Language Infrastructure). In addition, the Company established a set of certification programs to recognize individuals who have expertise in its software and solutions. Similar to offerings from Cisco, Sun Microsystems, Novell, IBM, and Oracle Corporation, these tests are designed to identify a minimal set of proficiencies in a specific role; this includes developers ("Microsoft Certified Solution Developer"), system/network analysts ("Microsoft Certified Systems Engineer"), trainers ("Microsoft Certified Trainers") and administrators ("Microsoft Certified Systems Administrator" and "Microsoft Certified Database Administrator").
Microsoft offers a suite of server software, entitled Windows Server System. Windows Server 2003, an operating system for network servers, is the core of the Windows Server System line. Another server product, Systems Management Server, is a collection of tools providing remote-control abilities, patch management, software distribution and a hardware/software inventory. Other server products include:
Microsoft SQL Server, a relational database management system;
Microsoft Exchange Server, for certain business-oriented e-mail features;
Small Business Server, for messaging and other small business-oriented features; and
Microsoft BizTalk Server, for employee integration assistance and other functions.

Business Division
The Microsoft Business Division produces Microsoft Office, which is the company's line of office software. The software product includes Word (a word processor), Access (a personal relational database application), Excel (a spreadsheet program), Outlook (Windows-only groupware, frequently used with Exchange Server), PowerPoint (presentation software), and Publisher (desktop publishing software). A number of other products were added later with the release of Office 2003 including Visio, Project, MapPoint, InfoPath and OneNote.
The division focuses on developing financial and business management software for companies. These products include products formerly produced by the Business Solutions Group, which was created in April 2001 with the acquisition of Great Plains. Subsequently, Navision was acquired to provide a similar entry into the European market, resulting in the planned release of Microsoft Dynamics NAV in 2006. The group markets Axapta and Solomon, catering to similar markets, which is scheduled to be combined with the Navision and Great Plains lines into a common platform called Microsoft Dynamics.

Entertainment and Devices Division
Microsoft has attempted to expand the Windows brand into many other markets, with products such as Windows CE for PDAs and its "Windows-powered" Smartphone products. Microsoft initially entered the mobile market through Windows CE for handheld devices, which today has developed into Windows Mobile 6. The focus of the operating system is on devices where the OS may not directly be visible to the end user, in particular, appliances and cars. The company produces MSN TV, formerly WebTV, a television-based Internet appliance. Microsoft used to sell a set-top Digital Video Recorder (DVR) called the UltimateTV, which allowed users to record up to 35 hours of television programming from a direct-to-home satellite television provider DirecTV. This was the main competition in the UK for British Sky Broadcasting's (BSkyB) SKY + service, owned by Rupert Murdoch. UltimateTV has since been discontinued, with DirecTV instead opting to market DVRs from TiVo Inc. before later switching to their own DVR brand.
Microsoft sells computer games that run on Windows PCs, including titles such as Age of Empires, Halo and the Microsoft Flight Simulator series. It produces a line of reference works that include encyclopedias and atlases, under the name Encarta. Microsoft Zone hosts free premium and retail games where players can compete against each other and in tournaments. Microsoft entered the multi-billion-dollar game console market dominated by Sony and Nintendo in late 2001, with the release of the Xbox. The company develops and publishes its own video games for this console, with the help of its Microsoft Game Studios subsidiary, in addition to third-party Xbox video game publishers such as Electronic Arts and Activision, who pay a license fee to publish games for the system. The Xbox also has a successor in the Xbox 360, released on 2005-11-22 in North America and other countries. With the Xbox 360, Microsoft hopes to compensate for the losses incurred with the original Xbox. However, Microsoft made some decisions considered controversial in the video gaming community, such as releasing the console with high failure rates, selling two different versions of the system, one without the HDD and providing limited backward compatibility with only particular Xbox titles. . In addition to the Xbox line of products, Microsoft also markets a number of other computing-related hardware products as well, including mice, keyboards, joysticks, and gamepads, along with other game controllers, the production of which is outsourced in most cases. As of 15 November 2007, Microsoft announced the purchase of Musiwave, Openwave's mobile phone music sales business.

Business culture
Microsoft has often been described as having a developer-centric business culture. A great deal of time and money is spent each year on recruiting young university-trained software developers and on keeping them in the company. For example, while many software companies often place an entry-level software developer in a cubicle desk within a large office space filled with other cubicles, Microsoft assigns a private or semiprivate closed office to every developer or pair of developers. In addition, key decision makers at every level are either developers or former developers. In a sense, the software developers at Microsoft are considered the "stars" of the company in the same way that the sales staff at IBM are considered the "stars" of their company.
Within Microsoft the expression "eating our own dog food" is used to describe the policy of using the latest Microsoft products inside the company in an effort to test them in "real-world" situations. Only prerelease and beta versions of products are considered dog food. This is usually shortened to just "dogfood" and is used as noun, verb, and adjective. The company is also known for their hiring process, dubbed the "Microsoft interview", which is notorious for off-the-wall questions such as "Why is a manhole cover round?" and is a process often mimicked in other organizations, although these types of questions are rarer now than they were in the past. For fun, Microsoft also hosts the Microsoft Puzzle Hunt, an annual puzzle hunt (a live puzzle game where teams compete to solve a series of puzzles) held at the Redmond campus.
As of 2006, Microsoft employees, not including Bill Gates, have given over $2.5 billion dollars to non-profit organizations worldwide, making Microsoft the worldwide top company in per-employee donations. Starting around 2005, a blogger claiming to be an employee of Microsoft, dubbing itself Mini-Microsoft, claims that the company has become a "passionless, process-ridden, lumbering idiot," due in part to ineffective management, and calls for the company to be downsized. In January 2007, the Harris Interactive/The Wall Street Journal Reputation Quotient survey came to the conclusion that Microsoft had the world's best corporate reputation, citing strong financial performance, vision & leadership, workplace environment rankings, and the charitable deeds of the Bill & Melinda Gates Foundation.

User culture
Technical reference for developers and articles for various Microsoft magazines such as Microsoft Systems Journal (or MSJ) are available through the Microsoft Developer Network, often called MSDN. MSDN also offers subscriptions for companies and individuals, and the more expensive subscriptions usually offer access to pre-release beta versions of Microsoft software. In recent years, Microsoft launched a community site for developers and users, entitled Channel9, which provides many modern features such as a wiki and an Internet forum. Another community site that provides daily videocasts and other services, On10.net, launched on March 3, 2006.
Most free technical support available through Microsoft is provided through online Usenet newsgroups (in the early days it was also provided on CompuServe). There are several of these newsgroups for nearly every product Microsoft provides, and often they are monitored by Microsoft employees. People who are helpful on the newsgroups can be elected by other peers or Microsoft employees for Microsoft Most Valuable Professional (MVP) status, which entitles people to a sort of special social status, in addition to possibilities for awards and other benefits.
By 2005, the city of Seattle in the state of Washington had 2,500 users who owned smartphone and desktop computer versions of the JamBayes Traffic Forecasting Service, developed by researchers at Microsoft and the University of Washington. Kleiner Perkins Caufield & Byers, Sequoia Capital, Skymoon Ventures, Crescendo Ventures, ZenShin Capital Partners, Artis Capital, Gold Hill Capital, and several individuals gave Dash USD$45 million for Dash Express which Wired News says "learns from its users". "If a Dash owner is moving 5 miles per hour in a 45 mph zone, Dash servers will realize he's in traffic and warn other Dash drivers to choose faster routes".

Corporate affairs

Corporate structure
The company is run by a Board of Directors consisting of ten people, made up of mostly company outsiders (as is customary for publicly traded companies). Current members of the board of directors are: Steve Ballmer, James Cash, Jr., Dina Dublon, Bill Gates, Raymond Gilmartin, Reed Hastings, David Marquardt, Charles Noski, Helmut Panke, and Jon Shirley. The ten board members are elected every year at the annual shareholders' meeting, and those who do not get a majority of votes must submit a resignation to the board, which will subsequently choose whether or not to accept the resignation. There are five committees within the board which oversee more specific matters. These committees include the Audit Committee, which handles accounting issues with the company including auditing and reporting; the Compensation Committee, which approves compensation for the CEO and other employees of the company; the Finance Committee, which handles financial matters such as proposing mergers and acquisitions; the Governance and Nominating Committee, which handles various corporate matters including nomination of the board; and the Antitrust Compliance Committee, which attempts to prevent company practices from violating antitrust laws.
There are several other aspects to the corporate structure of Microsoft. For worldwide matters there is the Executive Team, made up of sixteen company officers across the globe, which is charged with various duties including making sure employees understand Microsoft's culture of business. The sixteen officers of the Executive Team include the Chairman and Chief Software Architect, the CEO, the General Counsel and Secretary, the CFO, senior and group vice presidents from the business units, the CEO of the Europe, the Middle East and Africa regions; and the heads of Worldwide Sales, Marketing and Services; Human Resources; and Corporate Marketing. In addition to the Executive Team there is also the Corporate Staff Council, which handles all major staff functions of the company, including approving corporate policies. The Corporate Staff Council is made up of employees from the Law and Corporate Affairs, Finance, Human Resources, Corporate Marketing, and Advanced Strategy and Policy groups at Microsoft. Other Executive Officers include the Presidents and Vice Presidents of the various product divisions, leaders of the marketing section, and the CTO, among others.

Stock
When the company debuted its IPO in March 13, 1986, the stock price was US $21. By the close of the first trading day, the stock had closed at twenty-eight dollars, equivalent to 9.7 cents when adjusted for the company's first nine splits. The initial close and ensuing rise in subsequent years made several Microsoft employees millions. The stock price peaked in 1999 at around US $119 (US $60.928 adjusting for splits). While the company has had nine stock splits, the first of which was in September 18, 1987, the company did not start offering a dividend until January 16, 2003. The dividend for the 2003 fiscal year was eight cents per share, followed by a dividend of sixteen cents per share the subsequent year. The company switched from yearly to quarterly dividends in 2005, for eight cents a share per quarter with a special one-time payout of three dollars per share for the second quarter of the fiscal year.
Around 2003 the stock price began a slow descent. Despite the company's ninth split on February 2, 2003 and subsequent increases in dividend payouts, the price of Microsoft's stock continued to fall for the next several years.

Diversity
In 2005, Microsoft received a 100% rating in the Corporate Equality Index from the Human Rights Campaign, a ranking of companies by how progressive the organization deems their policies concerning LGBT (lesbian, gay, bisexual and transsexual) employees. Partly through the work of the Gay and Lesbian Employees at Microsoft (GLEAM) group, Microsoft added gender expression to its anti-discrimination policies in April 2005, and the Human Rights Campaign upgraded Microsoft's Corporate Equality Index from its 86% rating in 2004 to its current 100% rating.
In April 2005, Microsoft received wide criticism for withdrawing support from Washington state's H.B. 1515 bill that would have extended the state's current anti-discrimination laws to people with alternate sexual orientations. Microsoft was accused of bowing to pressure from local evangelical pastor Ken Hutcherson who met with a senior Microsoft executive and threatened a national boycott of Microsoft's products. Microsoft also revealed they were paying evangelical conservative Ralph Reed's company Century Strategies a $20,000 monthly fee. Over 2,000 employees signed a petition asking Microsoft to reinstate support for the bill. Under harsh criticism from both outside and inside the company's walls, Microsoft decided to support the bill again in May 2005.
Microsoft hires many foreign workers as well as domestic ones, and is an outspoken opponent of the cap on H1B visas, which allow companies in the United States to employ certain foreign workers. Bill Gates claims the cap on H1B visas make it difficult to hire employees for the company, stating "I'd certainly get rid of the H1B cap."

Logos and slogans
In 1987, Microsoft adopted its current logo, the so-called "Pacman Logo" designed by Scott Baker. According to the March 1987 Computer Reseller News Magazine, "The new logo, in Helvetica italic typeface, has a slash between the o and s to emphasize the "soft" part of the name and convey motion and speed." Dave Norris, a Microsoft employee, ran an internal joke campaign to save the old logo, which was green, in all uppercase, and featured a fanciful letter O, nicknamed the blibbet, but it was discarded.
Microsoft's logo with the "Your potential. Our passion." tagline below the main corporate name, is based on the slogan Microsoft had as of 2008. In 2002, the company started using the logo in the United States and eventually started a TV campaign with the slogan, changed from the previous tagline of "Where do you want to go today?."

Criticism

Corporate
Since the 1980s, Microsoft has been the focus of much controversy in the computer industry. Most criticism has been for its business tactics, often described with the motto "embrace, extend and extinguish". Microsoft initially embraces a competing standard or product, then extends it to produce their own incompatible version of the software or standard, which in time extinguishes competition that does not or cannot use Microsoft's new version. These and other tactics have led to various companies and governments filing lawsuits against Microsoft. Microsoft has been called a "velvet sweatshop" in reference to allegations of the company working its employees to the point where it might be bad for their health. The first instance of "velvet sweatshop" in reference to Microsoft originated from a Seattle Times article in 1989, and later became used to describe the company by some of Microsoft's own employees.
Free software proponents point to the company's joining of the Trusted Computing Platform Alliance (TCPA) as a cause of concern. A group of companies that seek to implement an initiative called Trusted Computing (which is claimed to set out to increase security and privacy in a user's computer), the TCPA is decried by critics as a means to allow software developers to enforce any sort of restriction they wish over their software.
Advocates of free software also take issue with Microsoft's promotion of Digital Rights Management (DRM) and total cost of ownership (TCO) comparisons with its "Get the facts" campaign. Digital Rights Management is a technology that allows content providers to impose restrictions on the methods by which their products are used on consumer hardware; and subsequently, detractors contend that such technology is an infringement on fair use and other rights, especially given that it inhibits legal activities such as re-mixing or reproduction of material for use in slide shows. The "Get the facts" campaign argues that Windows Server has a lower TCO than Linux and lists a variety of studies in order to prove its case. Proponents of Linux unveiled their own study arguing that, contrary to one of Microsoft's claims, Linux has lower management costs than Windows Server. Another study by the Yankee Group claims that upgrading from one version of Windows Server to another costs less than switching from Windows Server to Linux.

Products
For criticism of Windows Vista, see Criticism of Windows Vista
For criticism of Windows XP, see Criticism of Windows XP
For criticism of Windows 2000, see the criticism section of the Windows 2000 article
For criticism of Windows Me, see the criticism section of the Windows Me article
For criticism of Windows 9x, see the criticism section of the Windows 9x article
For criticism of Internet Explorer, see Criticism of Internet Explorer
For criticism of Microsoft Office, see the criticism section of the Microsoft Office article

See also
General
Pirates of Silicon Valley ? A movie based on the rise of Apple and Microsoft.
Microsoft
Actimates ? Set of toys developed by Microsoft.
Pcsafety ? Part of Microsoft's technical support that deals with malware and virus issues.
Trustworthy Computing ? Microsoft's initiative for increasing security and reliability on PCs.
Ultra Mobile PC ? Joint specification by Microsoft and others for a small form factor tablet PC.
Microsoft Studios ? A division responsible for the creation of video content for Microsoft and its partners.
Microsoft Research ? A division responsible for the research of computer sciences.
Studies related to Microsoft
Lists
List of assets owned by Microsoft Corporation
List of companies acquired by Microsoft Corporation
List of Microsoft software applications
List of Microsoft topics

Notes and references

IBM

International Business Machines Corporation (abbreviated IBM, nicknamed "Big Blue"; NYSE: IBM) is a multinational computer technology and consulting corporation headquartered in Armonk, New York, USA. The company is one of the few information technology companies with a continuous history dating back to the 19th century. IBM manufactures and sells computer hardware and software, and offers infrastructure services, hosting services, and consulting services in areas ranging from mainframe computers to nanotechnology.
IBM has been known through most of its recent history as the world's largest computer company; with over 370,000 employees worldwide, IBM is the largest information technology employer in the world. It is also the most profitable. Since 1990, IBM's annual sales growth has trailed behind the US economic growth due to global deregulation and competition.
IBM holds more patents than any other U.S. based technology company. It has engineers and consultants in over 170 countries and IBM Research has eight laboratories worldwide. IBM employees have earned three Nobel Prizes, four Turing Awards, five National Medals of Technology, and five National Medals of Science. As a chip maker, IBM is among the Worldwide Top 20 Semiconductor Sales Leaders.

History
See also: Computing Tabulating Recording Corporation (CTR) and Herman Hollerith
See also: List of IBM products
The company which became IBM was founded in 1888 as the Tabulating Machine Company by Herman Hollerith, in Broome County, New York. It was incorporated as Computing Tabulating Recording Corporation (CTR) on June 16, 1911, and was listed on the New York Stock Exchange in 1916. IBM adopted its current name in 1924, when it became a Fortune 500 company.
The author Edwin Black has alleged that, during World War II, IBM CEO Thomas J. Watson used overseas subsidiaries to provide the Third Reich with punch card machines that could help the Nazis to track down the European Jewry. IBM denies that they had control over these subsidiaries after the Nazis took control of them. A lawsuit against IBM based on these allegations was dismissed.
In the 1950s, IBM became the dominant vendor in the emerging computer industry with the release of the IBM 701 and other models in the IBM_700/7000_series of mainframes. The company's dominance became even more pronounced in the 1960s and 1970s with the IBM System/360 and IBM System/370 mainframes, however antitrust actions by the United States Department of Justice, the rise of minicomputer companies like Digital Equipment Corporation and Data General, and the introduction of the microprocessor all contributed to dilution of IBM's position in the industry, eventually leading the company to diversify into other areas including personal computers, software, and services.
In 1981 IBM introduced the IBM Personal Computer which is the original version and progenitor of the IBM PC compatible hardware platform.
IBM's PC division was bought by Chinese company Lenovo on May 1, 2005 for $655 million in cash and $600 million in Lenovo stock. On January 25, 2007, Ricoh announced purchase of IBM Printing Systems Division for $725 million and investment in 3-year joint venture to form a new Ricoh subsidiary, InfoPrint Solutions Company; Ricoh will own a 51% share, and IBM will own a 49% share in InfoPrint.

Current projects

Eclipse
Eclipse is a platform-independent, Java-based software framework. Eclipse was originally a proprietary product developed by IBM as a successor of the VisualAge family of tools. Eclipse has subsequently been released as free/open source software under the Eclipse Public License.

developerWorks
developerWorks is a website run by IBM for software developers and IT professionals. It contains a large number of how-to articles and tutorials, as well as software downloads and code samples, discussion forums, podcasts, blogs, wikis, and other resources for developers and technical professionals. Subjects range from open, industry-standard technologies like Java, Linux, SOA and web services, web development, Ajax, PHP, and XML to IBM's products (WebSphere, Rational, Lotus, Tivoli and DB2). In 2007 developerWorks was inducted into the Jolt Hall of Fame.

alphaWorks
alphaWorks is IBM's source for emerging software technologies. These technologies include:
Flexible Internet Evaluation Report Architecture - A highly flexible architecture for the design, display, and reporting of Internet surveys.
IBM History Flow Visualization Application - A tool for visualizing dynamic, evolving documents and the interactions of multiple collaborating authors.
IBM Linux on POWER Performance Simulator - A tool that provides users of Linux on Power a set of performance models for IBM's POWER processors.
Database File Archive And Restoration Management - An application for archiving and restoring hard disk files using file references stored in a database.
Policy Management for Autonomic Computing - A policy-based autonomic management infrastructure that simplifies the automation of IT and business processes.
FairUCE - A spam filter that verifies sender identity instead of filtering content.
Unstructured Information Management Architecture (UIMA) SDK - A Java SDK that supports the implementation, composition, and deployment of applications working with unstructured information.
Accessibility Browser - A web-browser specifically designed to assist people with visual impairments, to be released as open-source software. Also known as the "A-Browser," the technology will aim to eliminate the need for a mouse, relying instead completely on voice-controls, buttons and predefined shortcut keys.

Semiconductor design and manufacturing
Virtually all modern console gaming systems use microprocessors developed by IBM. The Xbox 360 contains the Xenon tri-core processor, which was designed and produced by IBM in less than 24 months. Sony's PlayStation 3 features the Cell BE microprocessor designed jointly by IBM, Toshiba, and Sony. Nintendo's seventh-generation console, Wii, features an IBM chip codenamed Broadway. The older Nintendo GameCube also utilizes the Gekko processor, designed by IBM.
In May 2002, IBM and Butterfly.net, Inc. announced the Butterfly Grid, a commercial grid for the online video gaming market. In March 2006, IBM announced separate agreements with Hoplon Infotainment, Online Game Services Incorporated (OGSI), and RenderRocket to provide on-demand content management and blade server computing resources.

Open Client Offering
IBM announced it will launch its new software, called "Open Client Offering" which is to run on Microsoft's Windows, Linux and Apple's Macintosh. The company states that its new product allows businesses to offer employees a choice of using the same software on Windows and its alternatives. This means that "Open Client Offering" is to cut costs of managing whether Linux or Apple relative to Windows. There will be no necessity for companies to pay Microsoft for its licenses for operations since the operations will no longer rely on software which is Windows-based. One of Microsoft's office alternatives is the Open Document Format software, whose development IBM supports. It is going to be used for several tasks like: word processing, presentations, along with collaboration with Lotus Notes, instant messaging and blog tools as well as an Internet Explorer competitor - the Firefox web browser. IBM plans to install Open Client on 5 percent of its desktop PCs.

UC2: Unified Communications and Collaboration
UC2 (Unified Communications and Collaboration) is an IBM and Cisco joint project based on Eclipse and OSGi. It will offer the numerous Eclipse application developers a unified platform for an easier work environment.
The software based on UC2 platform will provide major enterprises with easy-to-use communication solutions, such as the Lotus based Sametime. In the future the Sametime users will benefit from such additional functions as click-to-call and voice mailing.

Internal programs
Extreme Blue is a company initiative that uses experienced IBM engineers, talented interns, and business managers to develop high-value technology. The project is designed to analyze emerging business needs and the technologies that can solve them. These projects mostly involve rapid-prototyping of high-profile software and hardware projects.
In May 2007, IBM unveiled Project Big Green -- a re-direction of $1 billion per year across its businesses to increase energy efficiency.

IBM Software Group
This group is one of the major divisions of IBM. The various brands include:
Information Management Software - database servers and tools, text analytics, and content management.
Lotus Software - Groupware, collaboration and business software. Acquired in 1995.
Rational Software - Software development and application lifecycle management. Acquired in 2002.
Tivoli Software - Systems management. Acquired in 1996.
WebSphere - Integration and application infrastructure software..

Corporate culture of IBM

Big Blue
Big Blue is a nickname for IBM; several theories exist regarding its origin. One theory, substantiated by people who worked for IBM at the time, is that IBM field reps coined the term in the 1960s, referring to the color of the mainframes IBM installed in the 1960s and early 1970s. "All blue" was a term used to describe a loyal IBM customer, and business writers later picked up the term. Another theory suggests that Big Blue simply refers to the Company's logo. A third theory suggests that Big Blue refers to a former company dress code that required many IBM employees to wear only white shirts and many wore blue suits. In any event, IBM keyboards, typewriters, and some other manufactured devices, have played on the "Big Blue" concept, using the color for enter keys and carriage returns.

Sales
IBM has often been described as having a sales-centric or a sales-oriented business culture. Traditionally, many IBM executives and general managers are chosen from the sales force. The current CEO, Sam Palmisano, for example, joined the company as a salesman and, unusually for CEOs of major corporations, has no MBA or postgraduate qualification. Middle and top management are often enlisted to give direct support to salesmen when pitching sales to important customers.

Uniform
A dark (or gray) suit, white shirt, and a "sincere" tie was the public uniform for IBM employees for most of the 20th century. During IBM's management transformation in the 1990s, CEO Lou Gerstner relaxed these codes, normalizing the dress and behavior of IBM employees to resemble their counterparts in other large technology companies.

IBM company values and "Jam"
In 2003, IBM embarked on an ambitious project to rewrite company values. Using its Jam technology, the company hosted Intranet-based online discussions on key business issues with 50,000 employees over 3 days. The discussions were analyzed by sophisticated text analysis software (eClassifier) to mine online comments for themes. As a result of the 2003 Jam, the company values were updated to reflect three modern business, marketplace and employee views: "Dedication to every client's success", "Innovation that matters - for our company and for the world", "Trust and personal responsibility in all relationships".
In 2004, another Jam was conducted during which 52,000 employees exchanged best practices for 72 hours. They focused on finding actionable ideas to support implementation of the values previously identified. A new post-Jam Ratings event was developed to allow IBMers to select key ideas that support the values. The board of directors cited this Jam when awarding Palmisano a pay rise in the spring of 2005.
In July and September 2006, Palmisano launched another jam called InnovationJam. InnovationJam was the largest online brainstorming session ever with more than 150,000 participants from 104 countries. The participants were IBM employees, members of IBM employees' families, universities, partners, and customers. InnovationJam was divided in two sessions (one in July and one in September) for 72 hours each and generated more than 46,000 ideas. In November 2006, IBM declared that they will invest $US 100 million in the 10 best ideas from InnovationJam.

Open source
IBM has been influenced by the Open Source Initiative, and began supporting Linux in 1998. The company invests billions of dollars in services and software based on Linux through the IBM Linux Technology Center, which includes over 300 Linux kernel developers. IBM has also released code under different open-source licenses, such as the platform-independent software framework Eclipse (worth approximately US$40 million at the time of the donation) and the Java-based relational database management system (RDBMS) Apache Derby. IBM's open source involvement has not been trouble-free, however (see SCO v. IBM).

Project Management Center of Excellence
The IBM Project Management Center of Excellence (PM COE) is a program dedicated to defining and executing the steps IBM must take to strengthen its project management capabilities. Functioning as IBM's think tank, the PM COE combines external industry trends and directions with IBM business, organizational, and geographic requirements and insight. Upon this foundation deliverables (such as project management policy, practices, methods, and tools) are developed.
All IBM Project Managers (PMs) on the Project Management track (dimension) must complete either accreditation or IBM certification. Junior PMs (Associate PM and Advisory PM) are accredited after self-assessment and authorization from supervisors. Senior PMs (Senior PM and Executive PM) must go through a stringent IBM certification process. By validating project managers' expertise and skills against consistent worldwide standards, certification helps maintain customer confidence in the high quality of IBM professionals and it recognizes IBM professionals for their skills and experience.
Becoming certified is public recognition of achieving a significant career milestone and demonstrating expertise in the profession. Prior to applying for IBM certification each individual must have:
successfully passed PMI exam (i.e. be a certified PMP).
verifiable documentation and approval for mastery/expertise in a well-defined set of PM skills.
several years of PM experience spanning at least 3 verifiable projects within the immediate 5 years (including specific role, team size, and budget requirements).
verifiable documentation and proof of at least one area of specialty.
demonstrated the use of IBM's Worldwide Project Management Method (WWPMM).
completed extensive classroom and online education and testing.
IBM PM Certification is a well-defined review and verification process with many intricate details. In its most simplified form, it broadly involves:
Candidate preparing a detailed package with proof of above requirements.
Package review, approval, and support by at least two levels of Senior Management.
Package review and re-verification by PM COE expert.
Personal interviews with the PM COE Certification board.
Candidates whose experience, skills, knowledge and education are deemed valid, verifiable and accurate, are certified by the board as either Certified Senior Project Manager (CSPM) or Certified Executive Project Manager (CEPM).
IBM PM Certification is a significant achievement for any IBMer. It is a deliberately long process with multiple checkpoints designed to ensure the integrity, fairness and validity of the certification.

Corporate affairs

Diversity and workforce issues
IBM's efforts to promote workforce diversity and equal opportunity date back at least to World War I, when the company hired disabled veterans. IBM was the only technology company ranked in Working Mother magazine's Top 10 for 2004, and one of two technology companies in 2005 (the other company being Hewlett-Packard).
The company has traditionally resisted labor union organizing, although unions represent some IBM workers outside the United States.
In the 1990s, two major pension program changes, including a conversion to a cash balance plan, resulted in an employee class action lawsuit alleging age discrimination. IBM employees won the lawsuit and arrived at a partial settlement, although appeals are still underway. IBM also settled a major overtime class-action lawsuit in 2006.
Historically IBM has had a good reputation of long-term staff retention with few large scale layoffs. In more recent years there have been a number of broad sweeping cuts to the workforce as IBM attempts to adapt to changing market conditions and a declining profit base. After posting weaker than expected revenues in the first quarter of 2005, IBM eliminated 14,500 positions from its workforce, predominantly in Europe. In May 2005, IBM Ireland said to staff that the MD(Micro-electronics Division) facility was closing down by the end of 2005 and offered a settlement to staff. However, all staff that wished to stay with the Company were redeployed within IBM Ireland. The production moved to a company called Amkor in Singapore who purchased IBM's Microelectronics business in Singapore and is widely agreed that IBM promised this Company a full load capacity in return for the purchase of the facility. On June 8, 2005, IBM Canada Ltd. eliminated approximately 700 positions. IBM projects these as part of a strategy to "rebalance" its portfolio of professional skills & businesses. IBM India and other IBM offices in China, the Philippines and Costa Rica have been witnessing a recruitment boom and steady growth in number of employees due to lower wages.
On October 10, 2005, IBM became the first major company in the world to formally commit to not using genetic information in its employment decisions. This came just a few months after IBM announced its support of the National Geographic Society's Genographic Project.
Gay rights
IBM provides employees' same sex partners with benefits and provides an anti-discrimination clause. The Human Rights Campaign has consistently rated IBM at 100%, the highest score, on its index of gay-friendliness since 2003 (in 2002, the year it began compiling its report on major companies, IBM scored 86%).

Logos
Logos designed in the 1970s tended to be sensitive to the technical limitations of photocopiers, which were then being widely deployed. A logo with large solid areas tended to be poorly copied by copiers in the 1970s, so companies preferred logos that avoided large solid areas. The 1972 IBM logos are an example of this tendency. With the advent of digital copiers in the mid-1980s this technical restriction had largely disappeared; at roughly the same time, the 13-bar logo was abandoned for almost the opposite reason - it was difficult to render accurately on the low-resolution digital printers (240 dots per inch) of the time.

Board of directors
Current members of the board of directors of IBM are:
Cathleen Black President, Hearst Magazines
William Brody President, Johns Hopkins University
Ken Chenault Chairman and CEO, American Express Company
Juergen Dormann Chairman of the Board, ABB Ltd
Michael Eskew Chairman and CEO, United Parcel Service, Inc.
Shirley Ann Jackson President, Rensselaer Polytechnic Institute
Minoru Makihara Senior Corporate Advisor and former Chairman, Mitsubishi Corporation
Lucio Noto Managing Partner, Midstream Partners LLC
James W. Owens Chairman and CEO, Caterpillar Inc.
Samuel J. Palmisano Chairman, President and CEO, IBM
Joan Spero President, Doris Duke Charitable Foundation
Sidney Taurell, Chairman and CEO, Eli Lilly and Company
Lorenzo Zambrano Chairman and CEO, Cemex SAB de CV

GE

Keith Sherin, Vice Chairman, CFO
Robert Wright, Vice Chairman, Chairman, NBC Universal
John Rice, Vice Chairman, President and CEO, GE Infrastructure
Lloyd Trotter, Vice Chairman, President & CEO, GE Industrial
Gary M. Reiner, Senior Vice President, CIO
William Conaty, Senior Vice President, Human Resources
Pamela Daley, Senior Vice President, Corporate Business Development
Mark Little Senior Vice President, GE Global Research
Brackett Denniston, Senior Vice President & General Counsel
Michael Neal, President & CEO, GE Commercial Financial Services
Joseph Hogan, President & CEO, GE Healthcare
Ferdinando Beccalli-Falco, President & CEO, GE International
Jeff Zucker, President & CEO, NBC Universal
Daniel Henson, Chief Marketing Officer
Industry
Conglomerate
Products
Aircraft Jet Engines
Electricity
Entertainment
Finance
Gas Turbine
Generation
Industrial Automation
Lighting
Medical Imaging Equipment
Medical Software
Motors
Plastics
Railway Locomotives
Wind Turbine
Revenue
? US$163.391 billion (2006)
Net income
? US$20.829 billion (2006)
Employees
~319,000 (2006)
Subsidiaries
GE Commercial Finance
GE Industrial
GE Infrastructure
GE Money
GE Healthcare
NBC Universal (80%)
Slogan
Imagination at Work
Website
http://www.ge.com
The General Electric Company, or GE (NYSE: GE) is a multinational American technology and services conglomerate incorporated in the State of New York.. In terms of market capitalization, GE is the world's second largest company and also second in the BrandZ ranking. In the 1960s, aspects of U.S. tax laws and accounting practices led to a rise in the assembly of conglomerates. GE, which was a conglomerate long before the term was coined, is arguably the most successful organization of this type.

History
In 1876, Ohio-born Thomas Edison opened a new laboratory in Menlo Park, New Jersey. Out of the laboratory came arguably the most famous invention of all-a practical incandescent electric lamp. By 1890, Edison had organized his various businesses into the Edison General Electric Company.
In 1879, Elihu Thomson and Edwin J. Houston formed the rival Thomson-Houston Electric Company. It merged with various companies and was later led by Charles A. Coffin, a former shoe manufacturer from Lynn, Massachusetts. Mergers with competitors and the patent rights owned by each company made them dominant in the electrical industry. As businesses expanded, it became increasingly difficult for either company to produce complete electrical installations relying solely on their own technology.
In 1892, these two major companies combined, in a merger arranged by financier J. P. Morgan, to form the General Electric Company, with its headquarters in Schenectady, New York.
In 1896, General Electric was one of the original 12 companies listed on the newly-formed Dow Jones Industrial Average and still remains after 111 years (it is the only one of the original companies remaining on the Dow - though it has not always been in the DOW index).
In 1911 the National Electric Lamp Company (NELA) was absorbed into General Electric's existing lighting business. GE then established its lighting division headquarters at Nela Park in East Cleveland, Ohio. Nela Park was the world's first industrial park, and was added to the National Register of Historic Places in 1975, and is still the headquarters for GE's lighting business.
The Radio Corporation of America (RCA) was founded by GE in 1919 to further international radio.
General Electric was one of the eight major computer companies through most of the 1960s - with IBM, the largest, called "Snow White" followed by the "Seven Dwarfs": Burroughs, NCR, Control Data Corporation, Honeywell, RCA, UNIVAC and GE. (There was also Scientific Data Systems, much smaller than the seven dwarfs). GE had an extensive line of general purpose and special purpose computers. Among them were the GE 200, GE 400, and GE 600 series general purpose computers, the GE 4010, GE 4020, and GE 4060 real time process control computers, and the Datanet 30 message switching computer. A Datanet 600 computer was designed, but never sold. It has been said that GE got into computer manufacturing because in the 1950s they were the largest user of computers outside of the United States federal government. In 1970 GE sold its computer division to Honeywell.
In 1986 GE reacquired RCA, primarily for the NBC television network. The remainder was sold to various companies, including Bertelsmann and Thomson SA.
In 2002 Francisco Partners and Norwest Venture Partners acquired a division of GE called GE Information Systems (GEIS). The new company, named GXS, is based in Gaithersburg, MD. GXS is a leading provider of B2B e-Commerce solutions. GE maintains a minority ownership position in GXS.
In 2004 GE bought Vivendi's television and movie assets, becoming the third largest media conglomerate in the world. The new company was named NBC Universal. Also in 2004 GE completed the spinoff of most of its mortgage and life insurance assets into an independent company, Genworth Financial, based in Richmond, Virginia.
Genpact, a BPO company established by GE in the late 90's, was formerly known as GE Capital International Services (GECIS). GE hived off 60% stake in GENPACT to a consortium in 2004. GE is still a major client to Genpact getting its services in customer service, finance and analytics.
For a complete list of acquisitions and divestitures, see General Electric timeline.

Past controversies
GE has faced criminal action regarding its defense related operations. GE was convicted in 1990 of defrauding the U.S. Department of Defense, and again in 1992 on charges of corrupt practices in the sale of jet engines to Israel.

Corporate affairs
GE is a multinational conglomerate headquartered in Fairfield, Connecticut. Its New York headquarters are located at 30 Rockefeller Plaza in Rockefeller Center, known as the GE Building for the prominent GE logo on the roof. Through its RCA subsidiary, it has been associated with the Center since its construction in the 1930s.
The company describes itself as composed of a number of primary business units or "businesses." Each "business" is itself a vast enterprise, many of which would, even as a standalone company, rank in the Fortune 500. The list of GE businesses varies over time as the result of acquisitions, divestitures and reorganizations. General Electric's tax return is the largest return filed in the United States; the 2005 return was approximately 24,000 pages when printed out, and 237 megabytes when submitted electronically.
In 2005 GE launched its "Ecomagination" initiative in an attempt to position itself as a "green" company. GE is currently one of the biggest players in the wind power industry, and it is also developing new environment-friendly products such as hybrid locomotives, desalination and water reuse solutions, and photovoltaic cells. The company has even set goals for its subsidiaries to lower their greenhouse gas emissions.
On 21 May 2007, General Electric announced it would sell its GE Plastics division to petrochemicals manufacturer Saudi Basic Industries Corp. for net proceeds of $11.6 billion. The transaction took place on August 31, 2007, and the company name changed to SABIC Innovative Plastics, with Brian Gladden as CEO.

CEO
Jeff Immelt is the current chairman of the board and chief executive officer of General Electric. He was selected by GE's Board of Directors in 2000 to replace John Francis Welch Jr. (Jack Welch) following his retirement.
Previously, Immelt had headed up GE's Medical Systems division (now GE Healthcare) as its President and CEO. He has been with GE since 1982 and is on the board of two non-profit organizations.
His tenure as the Chairman and CEO started at a time of crisis - he took over the role on September 7, 2001, four days before the terrorist attacks on the United States, which killed two employees and cost GE's insurance business $600 million - as well as having a direct effect on the company's Aircraft Engines sector.

Brand
General Electric has the fourth most recognized brand in the world, worth almost $49 billion.
CEO Jeff Immelt had the new brand commissioned in 2004, after he took the reins as chairman, to unify the diversified businesses of GE. The brand included a change of the corporate color palette, small modifications to the GE Logo, a new customized font (GE Inspira), and a new slogan, "imagination at work" replacing the longtime slogan "we bring good things to life". The new brand requires many headlines to be lowercased and adds visual "white space" to documents and advertising to promote an open and approachable company. The new brand was designed by Wolff Olins and is used extensively on GE's marketing, literature and website.

Businesses
GE's divisions include GE Commercial Finance, GE Industrial, GE Infrastructure (including GE-Aviation and Smiths Aerospace), GE Consumer Finance, GE Healthcare, and NBC Universal, an entertainment company.
Through these businesses, GE participates in a wide variety of markets including the generation, transmission and distribution of electricity (eg. Nuclear, gas and solar), lighting, industrial automation, medical imaging equipment, motors, railway locomotives, aircraft jet engines, aviation services and materials such as plastics, silicones and abrasives. It was co-founder and is 80% owner (with Vivendi) of NBC Universal, the National Broadcasting Company. Through GE Commercial Finance, GE Consumer Finance, GE Equipment Services, and GE Insurance it offers a range of financial services as well. It has a presence in over 100 countries.
Since over half of GE's revenue is derived from financial services, it is arguably a financial company with a manufacturing arm. It is also one of the largest lenders in countries other than the United States, such as Japan. Even though the first wave of conglomerates (such as ITT, Ling-Temco-Vought, Tenneco, etc) fell by the wayside by the mid-1980s, in the late 1990s, another wave (consisting of Westinghouse, Tyco, and others) tried and failed to emulate GE's success.

Corporate achievements
In 2004, GE was named number one company for employers and employees on the Forbes 500 Global Player list.
Over the years GE has received several awards honoring them for their accomplishments, values and reputation:
In Fortune Magazine's 2005 "Global Most Admired Companies" list, GE ranked first overall. (February 2005)
In Fortune Magazine's 2006 "America's Most Admired Companies" list, GE ranked first overall. (March 2006)
GE was named to the Dow Jones Sustainability World Index as one of the world's leaders in environmental, social and economic programs.
GE ranked ninth on Fortune Magazine's "50 Most Desirable MBA Employers" list. (April 2004)

Analyst coverage
See Yahoo! analyst coverage
Germanotta, Jeffrey (William Blair & Company, L.L.C.)
Cornell, Robert (Lehman Brothers)
Parent, Nicole (Credit Suisse First Boston)
Dray, Deane (Goldman Sachs)

Environmental record
General Electric has a history of large-scale air and water pollution. Based on year 2000 data, researchers at the Political Economy Research Institute listed the corporatation as the fourth-largest corporate producer of air pollution in the United States, with more than 4.4 million pounds per year of toxic chemicals released into the air. General Electric has also been implicated in the creation of toxic waste. According to EPA documents, only the United States Government and Honeywell are responsible for producing more Superfund toxic waste sites. To be placed in proper context, however, one must recall the size of the company. When compared to a more polluting, but much smaller company, like the aforementioned Honeywell, GE's record is much better than many of its competitors.
In 1983, New York State Attorney General Robert Abrams filed suit in Federal District Court to compel G.E. to pay for the cleanup of what was claimed to be more than 100,000 tons of chemicals dumped (legally, at the time) from their plant in Waterford. In 1999, the company agreed to pay a $250 million settlement in connection with claims it polluted the Housatonic River and other sites with polychlorinated biphenyls (PCBs) and other hazardous substances. In 2002, after spending millions of dollars on advertisements intended to avert the project, General Electric was ordered to clean up a 40 mile stretch of the Hudson River it had contaminated with PCBs. In 2003, acting on concerns that the plan proposed by GE did not "provide for adequate protection of public health and the environment," the United States Environmental Protection Agency issued a unilateral administrative order for the company to "address cleanup at the GE site" in Rome, Georgia, also contaminated with PCBs.
In May 2005 GE announced the launch of a program called "Ecomagination," intended, in the words of CEO Jeffrey Immelt ""to develop tomorrow's solutions such as solar energy, hybrid locomotives, fuel cells, lower-emission aircraft engines, lighter and stronger durable materials, efficient lighting, and water purification technology," prompting the The New York Times to observe that, "while General Electric's increased emphasis on clean technology will probably result in improved products and benefit its bottom line, Mr. Immelt's credibility as a spokesman on national environmental policy is fatally flawed because of his company's intransigence in cleaning up its own toxic legacy."

Nokia

Nokia Corporation (OMX: NOK1V, NYSE: NOK, FWB: NOA3) is a Finnish multinational communications corporation, focused on wired and wireless telecommunications, with 112,262 employees in 120 countries, sales in more than 150 countries and global annual revenue of 51.058 billion euros as of 2007. It is the world's largest manufacturer of mobile telephones: its global device market share was about 40% in Q4 of 2007. Nokia produces mobile phones for every major market segment and protocol, including GSM, CDMA, and W-CDMA (UMTS). Nokia's subsidiary Nokia Siemens Networks produces telecommunications network equipments, solutions and services.
Nokia's corporate headquarters are located in Espoo, a city neighbouring Finland's capital Helsinki. It has sites for research and development, manufacturing and sales in many continents throughout the world. Nokia employed 21,453 people in R&D in 2006. Nokia Research Center, founded in 1986, is Nokia's industrial research unit of about 800 researchers, engineers and scientists. It has sites in seven countries: Finland, Denmark, Germany, China, Japan, United Kingdom and United States. Production facilities are located at Espoo, Oulu and Salo, Finland; Manaus, Brazil; Beijing, Dongguan and Suzhou, China; Fleet, England; Bochum (closing planned for mid-2008), Germany; Kom?rom, Hungary; Chennai, India; Reynosa, Mexico; Cluj-Napoca, Romania and Masan, South Korea. Nokia's Design Department remains in Salo, Finland.
Nokia plays a very large role in the economy of Finland: it is by far the largest Finnish company, accounting for about a third of the market capitalization of the Helsinki Stock Exchange (OMX Helsinki) as of 2007; a unique situation for an industrialized country. It is an important employer in Finland and several small companies have grown into large ones as Nokia's subcontractors. Nokia increased Finland's GDP by more than 1.5% in 1999 alone. In 2004 Nokia's share of the Finland's GDP was 3.5% and accounted for almost a quarter of Finland's exports in 2003. In 2006, Nokia generated revenue that for the first time exceeded the state budget of Finland.
Finns have ranked Nokia many times as the best Finnish brand and employer. Nokia is listed as the 5th most valuable global brand in BusinessWeek's Best Global Brands list of 2007 (1st non-US company), the 20th most admirable company worldwide in Fortune's World's Most Admired Companies list of 2007 (1st in network communications, 4th non-US company), and is the world's 119th largest company in Fortune Global 500 list of 2007, up from 131 of the previous year.

History

Pre-telecommunications era
What is known today as Nokia (pronounced /?no?ki?/, Finnish IPA: [?noki?]) was established in 1865 as a wood-pulp mill by Knut Fredrik Idestam on the banks of the Tammerkoski rapids in the town of Tampere, in south-western Finland. The company was later relocated to the town of Nokia by the Nokianvirta river, which had better resources for hydropower production. That's also where the company got its name that it still uses today. The name Nokia originated from the river which flowed through the town. The river itself, Nokianvirta, was named after the old Finnish word originally meaning a dark, furry animal that was locally known as the nokia, or sable, later pine marten.
Finnish Rubber Works established its factories in the beginning of 20th century nearby and began using Nokia as its brand. Shortly after World War I Finnish Rubber Works acquired Nokia Wood Mills as well as Finnish Cable Works, a producer of telephone and telegraph cables. All these three companies were merged into the Nokia Corporation in 1967.
The Nokia Corporation created in the 1967 fusion was involved in many sectors, producing at one time or another paper products, bicycle and car tires, footwear (including Wellington boots), personal computers, communications cables, televisions, electricity generation machinery, capacitors, aluminium, etc.

Telecommunications era
The seeds of the current incarnation of Nokia were planted with the founding of the electronics section of the cable division in the 1960s. In the 1967 fusion, that section was separated into its own division, and began manufacturing telecommunications equipment.
First mobile phones
Nokia had been producing commercial and military mobile radio communications technology since the 1960s. Since 1964 Nokia had developed VHF-radio simultaneously with Salora Oy, which later in 1971 also developed the ARP-phone. In 1979 the merger of these two companies resulted in the establishment of Mobira Oy. Mobira began developing mobile phones for the Nordic Mobile Telephony (NMT) network standard that went online in the 1980s and in 1982 it introduced its first car phone, the Mobira Senator for NMT 450 networks.
Nokia bought Salora Oy in 1984 and now owning 100% of the company, changed the company's telecommunication branch name to Nokia-Mobira Oy. The Mobira Talkman, launched in 1984, was one of the world's first transportable phones. In 1987, Nokia introduced one of the world's first handheld phones, the Mobira Cityman 900. While the Mobira Senator of 1982 had weighed 9.8 kg (21.6 lb) and the Talkman just under 5 kg (11 lb), the Mobira Cityman weighed only 800 g (28 oz) with the battery and had a price tag of 24,000 Finnish marks (approximately EUR 4,560). Despite the high price, the first phones were almost snatched from the sales assistants' hands. Initially, the mobile phone was a 'yuppie' product and a status symbol.
In 1988, Jorma Nieminen, resigning from the post of CEO of the mobile phone unit, along with two other employees from the unit, started a notable mobile phone company of their own, Benefon Oy. One year later, Nokia Mobira Oy became Nokia Mobile Phones and in 1991 the first GSM phone was launched.
Nokia's involvement in GSM
Nordic Mobile Telephony was the world's first mobile telephony standard that enabled international roaming, and provided valuable experience for Nokia for its close participation in developing Global System for Mobile Communications (GSM). It is a digital standard which came to dominate the world of mobile telephony in the 1990s, in mid-2006 accounting for about two billion mobile telephone subscribers in the world, or about 80% percent of the total, in more than 200 countries. The world's first commercial GSM call was made in 1991 in Helsinki over a Nokia-supplied network, by then Prime Minister of Finland Harri Holkeri, using a Nokia phone.
Networking equipment
In the 1970s, Nokia became more involved in the telecommunications industry by developing the Nokia DX200, a digital switch for telephone exchanges. In 1982, a DX200 switch became the world's first digital telephone switch to be put into operational use. The DX200 became the workhorse of the network equipment division. Its modular and flexible architecture enabled it to be developed into various switching products.
For a while in the 1970s, Nokia's network equipment production was separated into Telefenno, a company jointly owned by the parent corporation and by a company owned by the Finnish state. In 1987 the state sold its shares to Nokia and in 1992 the name was changed to Nokia Telecommunications.
In the 1970s and 1980s Nokia developed the Sanomalaitej?rjestelm? ("Message device system") for Finnish Defence Forces.
Personal computers
In the 1980s, Nokia produced a series of personal computers called MikroMikko. However, the PC division was sold to ICL, which later became part of Fujitsu. That company later transferred its personal computer operations to Fujitsu Siemens Computers, which shut down its only factory in Finland (in the town of Espoo, where computers had been produced since the 1960s) at the end of March 2000, thus ending large-scale PC manufacturing in the country
Challenges of growth
In the 1980s, during the era of its CEO Kari Kairamo, Nokia expanded into new fields, mostly by acquisitions. In the late 1980s and early 1990s, the corporation ran into serious financial problems, a major reason being its heavy losses by the television manufacturing division (these problems probably contributed to Kairamo taking his own life in 1988). Nokia responded by streamlining its telecommunications divisions, and by divesting itself of the television and PC divisions. Jorma Ollila, who became the CEO in 1992, made a strategic decision to concentrate solely on telecommunications. Thus, during the rest of the 1990s, Nokia continued to divest itself of all of its non-telecommunications divisions.
The exploding worldwide popularity of mobile telephones, beyond even Nokia's most optimistic predictions, caused a logistics crisis in the mid-1990s. This prompted Nokia to overhaul its entire logistics operation. Logistics continues to be one of Nokia's major advantages over its rivals, along with greater economies of scale.

In the new millennium
In April 2003, the troubles of the networks equipment division caused the corporation to resort to similar streamlining practices on that side, with layoffs and organizational restructuring. This, however, diminished Nokia's public image in Finland, and produced a number of court cases along with an episode of a documentary television show critical towards Nokia.
Despite these occasional crises, Nokia has been phenomenally successful in its chosen field. This growth has come mostly during the era of Jorma Ollila and his team of about half a dozen close colleagues. In June 2006, this era came to an end with Ollila leaving the CEO position to become the chairman of Shell. The new CEO of Nokia is Olli-Pekka Kallasvuo.
On February 2006 Nokia and Sanyo announced a MOU to create a joint venture addressing the CDMA handset business. A few months later, in June, both companies announced ending their negotiations without agreement. Nokia also stated their decision to pull out of CDMA R&D, with the intention to continue CDMA business in selected markets.
On February 10, 2006, Nokia acquired Intellisync Corporation, a provider of data and PIM synchronization software.
On June 19, 2006, Nokia and Siemens AG announced the companies are to merge their mobile and fixed-line phone network equipment businesses to create one of the world's largest network firms. Both companies will have a 50% stake in the infrastructure company, to be headquartered in the Helsinki area, and to be called Nokia Siemens Networks. The companies predict annual sales of euro 16 billion and cost savings of euro 1.5 billion a year by 2010. About 20,000 Nokia employees will be transferred to this new company.
In March 2007, Nokia signed a memorandum with Cluj-Napoca City Council, Romania to open a new plant near the city in Jucu commune.
In May 2007 Nokia announced its Nokia 1100, with over 200 million units shipped, is the best-selling mobile phone of all time and the world's top-selling consumer electronics product.
In July 2007 Nokia acquired all assets of Twango, the comprehensive media sharing solution for organizing and sharing photos, videos and other personal media.
In August 2007 Nokia launched a series of web services under the brand name Ovi that allows users to download games, maps and music directly to their phones.
In September 2007 Nokia announced their intention to acquire Enpocket, a supplier of mobile advertising technology and services.
In October 2007 Pending shareholder and regulatory approval, Nokia acquires Navteq, a U.S.-based supplier of digital mapping data, for a price of $8.1B.
At the Nokia World conference in December 2007, Nokia announced their "Comes With Music" program: Nokia device buyers are to receive a year of complimentary access to music downloads.

Product divisions
Nokia comprises four business groups: Mobile Phones, Multimedia, Enterprise Solutions and Networks, plus various horizontal entities such as Customer and Market Operations, and Technology Platforms.
On June 20, 2007, Nokia announced that it would reorganize into three business units, effective January 1, 2008:
Devices: This division combines its existing mainline mobile phones division with the separate subdivisions manufacturing Multimedia (Nseries) and Enterprise (Eseries) class devices, headed by Kai ?ist?m?.
Services and Software: This combines the existing Technology Platforms division with other services monetized independently, headed by Niklas Savander.
Markets: The successor organization to Nokia's Customer and Market Operations division, represents the sales, marketing, integration and strategy functions of the company, led by Anssi Vanjoki.

Mobile Phones
Nokia's Mobile Phones division provides the general public with mobile voice and data products across a wide range of mobile devices. The division aims to target primarily high-volume category sales of mobile phones and devices, with consumers being the most important customer segment. The devices are based on GSM/EDGE, 3G/WCDMA and CDMA cellular technologies.
Nokia believes that design, brand, ease of use and price are mainstream mobile phones' most important considerations to customers. Nokia's product portfolio includes camera phones with features such as megapixel cameras and MP3 players which appeal to the mass market.
In the first quarter of 2006 Nokia sold over 15 million MP3 capable mobile phones, which means that Nokia is not only the world's leading supplier of mobile phones and digital cameras (as most of Nokia's mobile telephones feature digital cameras, it is also believed that Nokia has recently overtaken Kodak in camera production making it the largest in the world), Nokia is now also the leading supplier of digital audio players (MP3 players). Nokia aims to sell 80 million music phones by the end of 2006, outpacing sales of devices such as the iPod from Apple.
In the year 2007 , Nokia increased its range by offering 5 megapixel camera mobile phone Nokia N95 having Carl Zeiss Lens.

Multimedia
The Multimedia division's purpose is to design devices and applications that bring multimedia experiences to their customers. These devices allow people to create, access and consume multimedia, as well as share their experiences with others. The devices are included with a wide range of connectivity such as GSM, 3G/WCDMA, WLAN and Bluetooth. Nokia Multimedia Nseries extensively uses Symbian OS.
The Multimedia group also works with other companies outside the telecommunications industry to make advances in the technology and bring new applications and possibilities in areas such as Internet services, optics, music synchronization and streaming media.
Loudeye
In August 2006, Nokia acquired online music distributor Loudeye Corp for $60 m. The company has been developing this into an online music service in the hope of using it to generate handset sales. The service is expected to launch in late 2007 and would rival iTunes.
MOSH
In August 2007, Nokia launched their new social network, dubbed MOSH. MOSH by Nokia is the first-ever social network built by a handset manufacturer. MOSH aims to bring social, media-based networks to the mobile environment. Users can upload, download, share, and bookmark a variety of media - audio files, video files, documents, applications, games, images.
Comes With Music
On December 4, 2007, Nokia unveiled their plans for the "Nokia Comes With Music" initiative, a program that would partner with Universal Music Group International to bundle a year's worth of unlimited, DRM-free downloads with the purchase of a Nokia phone. Following the termination of the year of free downloads, tracks can be kept without having to renew the subscription. Downloads will be both PC- and mobile-based. However, listening to the music requires headphones compatible with Nokia's proprietary jack or a proprietary-to-standard headphone converter.

Enterprise Solutions
As the name implies, the Nokia Enterprise Solutions offers businesses, corporations and institutions a broad range of products and solutions, such as enterprise-grade mobile devices, underlying security infrastructure, software and services. Nokia also works with a range of companies to provide network security, bring mobilized corporate e-mail and extend corporate telephone systems to work with Nokia's mobile devices.

Nokia Siemens Networks
Nokia Siemens Networks (previously Nokia Networks) provides mobile network infrastructure, communications and networks service platforms, as well as professional services to operators and service providers. Networks focuses in: GSM, EDGE, 3G/WCDMA and WiMAX radio access networks; core networks with increasing IP and multiaccess capabilities; and services.
At the end of 2005, Nokia Networks had more than 150 mobile network customers in more than 60 countries, with its systems serving in excess of 400 million subscribers.
On June 19, 2006 Nokia and Siemens AG announced the companies are to merge their mobile and fixed-line phone network equipment businesses to create one of the world's largest network firms, called Nokia Siemens Networks. The Nokia Siemens Networks brand identity, created by London and Tokyo based branding agency Moving Brands, was subsequently launched at the 3GSM World Congress in Barcelona in February 2007 .

.mobi and the Mobile Internet
Nokia was the first proponent of a Top Level Domain (TLD) specifically for the mobile internet and, as a result, was instrumental in the launch of the .mobi domain name extension in September 2006 as an official backer. Since then, Nokia has launched the largest mobile portal, Nokia.mobi, which receives over 100 million visits a month. It followed that with the launch of a mobile Ad Service to cater to the growing demand for mobile advertisement.

Corporate affairs

Historical logos

Corporate governance
The operations of Nokia are managed by the Group Executive Board (left), under the direction of the Board of Directors (right). The Chairman and the rest of the Group Executive Board members are appointed by the Board of Directors. Only the Chairman of the Group Executive Board can belong to both, the Board of Directors and the Group Executive Board. The operations of the company are managed within the framework set by the Finnish Companies Act, Nokia's Articles of Association and Corporate Governance Guidelines, and related Board adopted charters.

Corporate culture
Nokia's official corporate culture manifesto, The Nokia Way, emphasises the speed and flexibility of decision-making in a flat, networked organization, although the corporation's size necessarily imposes a certain amount of bureaucracy. Equality of opportunities and openness of communication are also stressed, along with management leadership and employee participation.
Nokia is a progressive and forward-thinking mobile technology group that spends a significant amount of its revenue on research and development, and prides itself on often being the first to market with new products and applications.
The official business language of Nokia is English. All documentation is written in English, and is used in official intra-company spoken communication and e-mail.
Until May 2007, the Nokia Values were Customer Satisfaction, Respect, Achievement, and Renewal. In May 2007, Nokia redefined its values after initiating a series of discussions worldwide as to what the new values of the company should be. Based on the employee suggestions, the new values were defined as: Engaging You, Achieving Together, Passion for Innovation and Very Human.

Research cooperation with universities
Helsinki University of Technology, Finland
Tampere University of Technology, Finland
Stanford University, United States
Massachusetts Institute of Technology, United States
University of Cambridge, United Kingdom

Toyota

Toyota Corporation is a multinational corporation headquartered in Japan. Toyota is presently the world's largest automaker followed by GM. In terms of name recognition, Toyota is also the only car manufacturer to appear in the top 10 of the BrandZ name recognition ranking.
In 1934, while still a department of Toyota Industries, it created its first product Type A engine and its first passenger car (the Toyota AA) in 1936. The company was founded in 1937 by Japanese industrialist Kiichiro Toyoda as a spinoff from his father's company Toyota Industries to create automobiles. Toyota owns and operates Toyota, Lexus, Scion brands and has a majority shareholding in Daihatsu Motors , and has minority shareholdings in Fuji Heavy Industries, Isuzu Motors, and the engine, motorcycle and marine craft manufacturer Yamaha Motors. The company includes 522 subsidiaries.
Toyota is headquartered in Toyota and Nagoya in Aichi Prefecture and in Tokyo. It also provides financial services through its division Toyota Financial Services and also creates robots besides automobiles. The company along with the original Toyota Industries form bulk of the Toyota Group, one of the largest conglomerates in the world.

Founding and earlier history
In 1933, Toyoda Automatic Loom Works created a new division devoted to the production of automobiles under the direction of the founder's son, Kiichiro Toyoda. Kiichiro Toyoda had traveled to Europe and the United States in 1929 to investigate automobile production, and had begun researching gasoline-powered engines in 1930. Toyoda Automatic Loom Works was encouraged to develop Automobile production by the Japanese government, which needed domestic vehicle production partly due to the worldwide money shortage and partly due to the war with China. In 1934, the division produced its first Type A Engine, which was used in the first Model A1 passenger car in May 1935 and the G1 truck in August 1935. Production of the Model AA passenger car started in 1936. Early vehicles bear a striking resemblance to the Dodge Power Wagon and Chevrolet, with some parts actually interchanging with their American originals.
Although the Toyota Group is best known today for its cars, it is still in the textile business and still makes automatic looms, which are now fully computerized, and electric sewing machines which are available worldwide.
Toyota Motor Co. was established as an independent and separate company in 1937. Although the founding family's name is Toyoda, the company name was changed in order to signify the separation of the founders' work life from home life, to simplify the pronunciation, and to give the company a happy beginning. Toyota is considered luckier than Toyoda in Japan, where eight is regarded as a lucky number, and eight is the number of strokes it takes to write Toyota in katakana. In Chinese, the company and its vehicles are still referred to by the equivalent characters, with Chinese reading.
During the Pacific War (World War II) the company was dedicated to truck production for the Imperial Japanese Army. Because of severe shortages in Japan, military trucks were kept as simple as possible. For example, the trucks had only one headlight on the center of the hood. The war ended shortly before a scheduled Allied bombing run on the Toyota factories in Aichi.
After the war, commercial passenger car production started in 1947 with the model SA. The quality and production principles on which Toyota is based originated in an education program from the United States Army in the postwar era. In 1950 a separate sales company, Toyota Motor Sales Co., was established (which lasted until July 1982). In April 1956 the Toyopet dealer chain was established. The following year, the Toyota Crown became the first Japanese car to be exported to the United States and Toyota's American and Brazilian divisions, Toyota Motor Sales Inc. and Toyota do Brazil S.A., were also established. Toyota began to expand in the 1960s with a new research and development facility, a presence in Thailand was established, the 10 millionth model was produced, a Deming Prize and partnerships with Hino Motors and Daihatsu were also established. The first Toyota built outside Japan was in April 1963, at Port Melbourne in Australia. By the end of the decade, Toyota had established a worldwide presence, as the company had exported its one-millionth unit.

Later history and management
The Toyota Motor Company was awarded its first Japanese Quality Control Award at the start 1970s and began participating in a wide variety of Motorsports. Due to the 1973 oil crisis consumers in the lucrative U.S. market began turning to small cars with better fuel economy. American car manufacturers had considered small economy cars to be an "entry level" product, and their small vehicles were not made to a high level of quality in order to keep the price low. Japanese customers, however, had a long-standing tradition of demanding small fuel-efficient cars that were manufactured to a high level of quality. Because of this, companies like Toyota, Honda, and Nissan established a strong and growing presence in North America in the 1970s.
In 1982, the Toyota Motor Company and Toyota Motor Sales merged into one company, the Toyota Motor Corporation. Two years later, Toyota entered into a joint venture with GM called NUMMI, the New United Motor Manufacturing, Inc, operating an automobile manufacturing plant in Fremont, California. The factory was an old General Motors plant that had been closed for several years. Toyota then started to establish new brands at the end of the 1980s, with the launch of their luxury division Lexus in 1989.
In the 1990s Toyota began to branch out from producing mostly compact cars by adding many larger and more luxurious vehicles to its lineup, including a full sized pickup, the T100 (and later the Toyota Tundra), several lines of SUVs, a sport version of the Camry, known as the Camry Solara, and the Scion brand, a group of several affordable, yet sporty, automobiles targeted specifically to young adults. Toyota also began production of the world's best selling hybrid car, the Toyota Prius, in 1997.
With a major presence with Europe, due to the success of Toyota Team Europe, the corporation decided to set up TMME, Toyota Motor Europe Marketing & Engineering, to help market vehicles in the continent. Two years later, Toyota set up a base in the United Kingdom, TMUK, as the company's cars had become very popular among British drivers. Bases in Indiana, Virginia and Tianjin were also set up. In 1999, the company decided to list itself on the New York and London Stock Exchange.
In 2001, Toyota's Toyo Trust and Banking merged to form the UFJ, United Financials of Japan, which was accused of corruption by the Japan's government for making bad loans to alleged Yakuza crime syndicates with executives accused of blocking Financial Service Agency inspections. The UFJ was listed among Fortune Magazine's largest money-losing corporations in the world, with Toyota's chairman serving as a director. At the time, the UFJ was one of the largest shareholders of Toyota. As a result of Japan's banking crisis, the UFJ was merged again to become Mitsubishi UFJ Financial Group.
In 2002, Toyota managed to enter a Formula One works team and establish joint ventures with French motoring companies Citro?n and Peugeot, a year after Toyota started producing cars in France.
On December 7, 2004, a U.S. press release was issued stating that Toyota would be offering Sirius Satellite Radios. However, as late as Jan. 27, 2007, Sirius Satellite Radio and XM Satellite radio kits were not available for Toyota factory radios. While the press release enumerated nine models, only limited availability existed at the dealer level in the U.S. Major Lexus dealerships have been offering satellite radio kits for Lexus vehicles since 2005, in addition to factory-equipped satellite radio models.
In 2007, Toyota released an update of its full size truck, the Toyota Tundra, produced in two American factories, one in Texas and one in Indiana. "Motor Trend" named the Tundra "Truck of the Year," and the 2007 Toyota Camry "Car of the Year" for 2007. It also began the construction of two new factories, one to build the Toyota Rav4 in Woodstock, Ontario and the other to build the Toyota Highlander in Blue Springs, Mississippi.

Toyota today
Toyota has grown to a large multinational corporation from where it started and expanded to different worldwide markets and countries by becoming the largest seller of cars in the beginning of 2007, the most profitable automaker ($11 billion in 2006) along with increasing sales in, among other countries, the United States. The world headquarters of Toyota are located in its home country in Toyota, Aichi, Japan. Its subsidiary, Toyota Financial Services sells financing and participates in other lines of business. Toyota brands include Scion and Lexus and the corporation is part of the Toyota Group. Toyota also owns majority stakes in Daihatsu, and 8.7% of Fuji Heavy Industries, which manufactures Subaru vehicles. They also acquired 5.9% of Isuzu Motors Ltd. on November 7, 2006 and will be introducing Isuzu diesel technology into their products.
Toyota has introduced new technologies including one of the first mass-produced hybrid gas-electric vehicles, of which it says it has sold 1 million globally (2007-06-07) , Advanced Parking Guidance System (automatic parking), a four-speed electronically controlled automatic with buttons for power and economy shifting, and an eight-speed automatic transmission. Toyota, and Toyota-produced Lexus and Scion automobiles, consistently rank near the top in certain quality and reliability surveys, primarily J.D. Power and Consumer Reports.
In 2005, Toyota, combined with its half-owned subsidiary Daihatsu Motor Company, produced 8.54 million vehicles, about 500,000 fewer than the number produced by GM that year. Toyota has a large market share in the United States, but a small market share in Europe. Its also sells vehicles in Africa and is a market leader in Australia. Due to its Daihatsu subsidiary it has significant market shares in several fast-growing Southeast Asian countries.
In the Fortune Global 500, Toyota Motor is the 8th largest company in the world. Since the recession of 2001, it has gained market share in the United States. Toyota's market share struggles in Europe where its Lexus brand has three tenths of one percent market share, compared to nearly two percent market share as the U.S. luxury segment leader.
In the first three months of 2007, Toyota together with its half-owned subsidiary Daihatsu reported number one sales of 2.348 million units. Toyota's brand sales had risen 9.2% largely on demand for Corolla and Camry sedans. The difference in performance was largely attributed to surging demand for fuel-efficient vehicles. In November 2006, Toyota Motor Manufacturing Texas added a facility in San Antonio. Toyota has experienced quality problems and was reprimanded by the government in Japan for its recall practices. Toyota currently maintains over 16% of the US market share and is listed second only to GM in terms of volume. Toyota Century is the official state car of the Japanese imperial family, namely for the Emperor of Japan Akihito.

Worldwide presence
Toyota has factories all over the world, manufacturing or assembling vehicles for local markets, including the Corolla. Toyota has manufacturing or assembly plants in Japan, Australia, Canada, Indonesia, Poland, South Africa, Turkey, the United Kingdom, the United States, France, Brazil, and more recently Pakistan, India, Argentina, Czech Republic, Mexico, Malaysia, Thailand, China, Vietnam, Venezuela, the Philippines, and Russia.
Toyota has invested considerably into cleaner-burning vehicles such as the Toyota Prius, based on technology such as the Hybrid Synergy Drive. In 2002, Toyota successfully road-tested a new version of the RAV4 which ran on a Hydrogen fuel cell. Scientific American called the company its Business Brainwave of the Year in 2003 for commercializing an affordable hybrid car.
Toyota North America
Toyota North America headquarters is located in New York City and operates at a holding company level in North America. Its manufacturing headquarters is located in Erlanger, Kentucky, and is known as Toyota Motor Manufacturing North America, or TMMNA. Toyota has large presence in the United States with five major assembly plants in Huntsville, Alabama; Georgetown, Kentucky; Princeton, Indiana; San Antonio, Texas; Buffalo, West Virginia; and a new one being built in Blue Springs, Mississippi. Toyota also has a joint-venture operation with General Motors at New United Motor Manufacturing Inc. (NUMMI), in Fremont, CA, which began in 1984, and with Subaru at Subaru of Indiana Automotive, Inc. (SIA), in Lafayette, IN, which started in 2006. Production on a new manufacturing plant in Tupelo, Mississippi is scheduled for completion in 2010; it will be producing the Toyota Highlander. North America is a major automobile market for Toyota. In these assembly plants, the Toyota Camry and the 2007 Toyota Tundra are manufactured, among others. Toyota uses a number of slogans in its American TV commercials such as It's time to move forward, Smart way to keep moving forward, or Moving forward. It has started producing larger trucks, such as the new Toyota Tundra, to go after the large truck market in the United States. Toyota is also pushing hybrid vehicles in the US such as the Toyota Prius, Toyota Camry Hybrid, Highlander Hybrid, and various Lexus products. Toyota has sold more hybrids vehicles in the country than any other manufacturer. Toyota is a public corporation and the company is traded at the Tokyo Stock Exchange, New York Stock Exchange and the London Stock Exchange as a stock.Toyota also sponsors Chivas de Guadalajara.
United States employees and investments
Toyota directly employed around 34,675 people in the United States, invested USD $15.5 billion, produced 1.2 million vehicles using US and foreign auto parts, sold 2.54 million vehicles, and donated USD $340 million to nonprofits. It has in total 10 plants, USD $2.9 billion per year payroll, purchased USD $28 billion in parts and supplies from 30 states. It created around 386,000 jobs in the United States as result of Toyota's spending and demand from suppliers. It celebrated its 50th year anniversary in the United States in 2007 .

Hybrids: regular and plug-in hybrid vehicles
Toyota is one of the largest companies to push hybrid vehicles in the market and the first to commercially mass-produce and sell such vehicles, an example being the Toyota Prius. The company eventually began providing this option on the main smaller cars such as Camry and later with the Lexus divisions, producing some hybrid luxury vehicles. It labeled such technology in Toyota cars as "Hybrid Synergy Drive" and in Lexus versions as "Lexus Hybrid Drive."
The Prius has become the top selling hybrid car in America. Toyota, as a brand, now has three hybrid vehicles in its lineup: the Prius, Highlander, and Camry. The popular minivan Toyota Sienna is scheduled to join the hybrid lineup by 2010, and by 2030 Toyota plans to offer its entire lineup of cars, trucks, and SUVs with a Hybrid Synergy Drive option.
The Hybrid Synergy drive is the most widely rolled-out environment-friendly system in the automotive industry to date. More than 1,000,000 units have been sold. Toyota's CEO has committed to making every car of Toyota a hybrid vehicle eventually (though all hybrid versions may not be sold in the U.S.). .
Lexus also has their own hybrid lineup, consisting of the GS 450h, RX 400h, and launched in 2007, the LS 600h/LS 600h L.

Plug-in hybrids
After General Motors announced it would produce the Chevrolet Volt plug-in hybrid, Toyota announced that it, too, would make one. Toyota is currently testing its "Toyota Plug-in HV' in Japan, the United States, and Europe. Like GM's Volt, it uses a lithium-ion battery pack. The PHEV could have a lower environmental impact than existing hybrids.

Toyota in motorsports

Rallying
Toyota's presence in motorsport can be traced back to the early 1970s, when Swedish driver, Ove Andersson drove for Toyota during the RAC Rally of Great Britain. During the winter of 1972, Andersson formed Andersson Motorsport in his native country and began running a Rallying program for Toyota. The move turned out to be an impractical one and three years after establishing his team, Andersson moved its base from Sweden to Brussels in Belgium. From there the team was renamed, Toyota Team Europe.
Toyota's first win in motorsport came at the 1975 1000 Lakes Rally of Finland, when Hannu Mikkola and his co-driver, Atso Aho, won the event in a Toyota Corolla. Three years later, the team moved to a new base in Cologne, in western Germany. It wasn't until the 1980s when Toyota began to gain notable success, especially in the African rallies, where Bj?rn Waldeg?rd and Juha Kankkunen were usually top of the time sheets. The team then set-up its all purpose motorsport facility in Cologne three years later, which is still used today.
In the 1990 season, Carlos Sainz gave Toyota its first ever championship win in a four-wheel drive Toyota Celica and repeated the feat two years later. In 1993, Toyota bought the team from Andersson and named it Toyota Motorsport GmbH, in the same year Juha Kankkunen won the WRC title and Toyota won the constructors' championship, becoming the first Japanese manufacturer to do so. This success was repeated a year earlier, but this time it was Frenchman Didier Auriol who was responsible.
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