How do big companies get started.?

Question

How did these big software and electronics companies get started? I'm talking about Dell, Microsoft, Apple, EA Games, Toshiba etc.

Answer 1

they started out small with a great idea.

There are MANY MANY books on these companies.

Answer 2

Many big companies start out very small.

Dell stared in Michael Dell's college dorm room.

Microsoft was started by a Harvard dropout with an idea.

Apple was started in a garage in California.

Other companies start out large and grow from there. Toshiba started from the merger of two large Japanese companies in the late 1930s. IBM was another merger in the late 1800s, of 3 companies that made a wide variety of items including tabulating machines, scales, and meat slicers!

Answer 3

I trust me who answered this is 100% correct. for instance there is no need for two clothing stores in a town of 5000 people. unless the one clothing store is high priced.

Answer 4

like apple computers, they start off with a great idea. gather people around them and spread the idea.

like microsoft. they start off with somebody else's idea. gather lawyers around them and steal the ideas.

Answer 5

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.[21] 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").[21] On January 1, 1979, the company moved from Albuquerque to a new home in Bellevue, Washington.[21] Steve Ballmer joined the company on June 11, 1980, and later succeeded Bill Gates as CEO.[21]

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.[22][23][24][25][26][27][28] The company expanded into new markets with the release of the Microsoft Mouse in 1983, as well as a publishing division named Microsoft Press.[21]


1985–1995: OS/2 and Windows
In August 1985, Microsoft and IBM partnered in the development of a different operating system called OS/2.[29] On November 20, 1985, Microsoft released its first retail version of Microsoft Windows, originally a graphical extension for its MS-DOS operating system.[21] 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.[30]


The sign at a main entrance to the Microsoft corporate campus. The Redmond Microsoft campus today includes more than 8 million square feet (approx. 750,000 m²) and over 30,000 employees.[31]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.[21] On May 22, 1990 Microsoft launched Windows 3.0.[32] 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.[33] 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.[34] 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.[35][36] 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.[37] Eventually, Microsoft Office became the dominant business suite, with a market share far exceeding that of its competitors.[38]

In 1993, Microsoft released Windows NT 3.1, a business operating system with the Windows 3.1 user interface but an entirely different kernel.[35] 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.[35] The company also released its web browser, Internet Explorer, with the Windows 95 Plus! Pack in August 1995 and subsequent Windows versions.[39]

Dell: While a student at the University of Texas at Austin in 1984, Michael Dell founded the company as PC's Limited with capital of $1000[3]. Operating from Michael Dell's off-campus dorm room at Dobie Center [1], the startup aimed to sell IBM-compatible computers built from stock components. Michael Dell started trading in the belief that by selling personal computer systems directly to customers, PC's Limited could better understand customers' needs and provide the most effective computing solutions to meet those needs. Michael Dell dropped out of school in order to focus full-time on his fledgling business, after getting about $300,000 in expansion capital from his family.

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

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

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

In 1996, Dell began selling computers via its web site.

In 1999, Dell overtook Compaq to become the largest seller of personal computers in the United States of America with $25 billion in revenue reported in January 2000.

In 2002, Dell attempted to expand by tapping into the multimedia and home-entertainment markets with the introduction of televisions, handhelds, and digital audio players. Dell has also produced Dell-brand printers for home and small-office use.

In 2003, at the annual company meeting, the stockholders approved changing the company name to "Dell Inc." to recognize the company's expansion beyond computers.

In 2004, the company announced that it would build a new assembly-plant near Winston-Salem, North Carolina; the city and county provided Dell with $37.2 million in incentive packages; the state provided approximately $250 million in incentives and tax breaks. In July, Michael Dell stepped aside as Chief Executive Officer while retaining his position as Chairman of the Board. Kevin B. Rollins, who had held a number of executive posts at Dell, was appointed the new CEO.

In 2005, the share of sales coming from international markets increased, as revealed in the company's press releases for the first two quarters of its fiscal 2005 year. In February 2005 Dell appeared in first place in a ranking of the "Most Admired Companies" published by Fortune magazine. In November 2005 BusinessWeek magazine published an article titled "It's Bad to Worse at Dell" about shortfalls in projected earnings and sales, with a worse-than-predicted third-quarter financial performance — a bad omen for a company that had routinely underestimated its earnings. Dell acknowledged that faulty capacitors on the motherboards of the Optiplex GX270 and GX280 had already cost the company $300 million. The CEO, Kevin Rollins, attributed the bad performance partially to Dell's focus on low-end PCs.

In 2006, Dell purchased the computer hardware manufacturer Alienware. Dell Inc.'s plan anticipated Alienware continuing to operate independently under its existing management. Alienware expected to benefit from Dell's efficient manufacturing system.[4]

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

In February 2007, Dell became the subject of formal investigations by the US SEC [5] and the US Attorney General for the Southern District of New York. [6] The company has not formally filed financial reports for either the third or fourth fiscal quarter of 2006, and several class action lawsuits [7] in the wake of its recent financial performance. The company's lack of formal financial disclosure would normally subject the company to de-listing from the NASDAQ, [8] but the exchange has granted Dell a waiver, allowing the stock to trade normally. [9]

On 1 March, 2007, the company issued a preliminary quarterly earnings report which showed gross sales of $14.4 billion, down 5% year-over-year, and net income of $687 million (30 cents per share), down 33%. Net earnings would have declined even more if not for the effects of eliminated employee bonuses, which accounted for six cents per share. NASDAQ extended the company's deadline for filing financials to May 4. [10]

EA Games: In February 1982, Trip Hawkins arranged a meeting with Don Valentine of Sequoia Capital[2] to discuss financing his new venture, Amazin' Software. Valentine encouraged Hawkins to leave Apple Inc., in which Hawkins served as Director of Product Marketing, and allowed Hawkins use of Sequoia Capital's spare office space to start the company. On May 28, 1982, Trip Hawkins incorporated and established the company with a personal investment of an estimated US$200,000. Seven months later in December 1982, Hawkins secured US$2 million of venture capital from Sequoia Capital, Kleiner Perkins Caufield & Byers, and Sevin Rosen Funds.

For more than seven months, Hawkins had refined his Electronic Arts business plan. With aid from his first employee (whom he worked in marketing with at Apple), Rich Melmon, the original plan was written, mostly by Hawkins, on an Apple II in Sequoia Capital's office in August 1982. During that time, Hawkins also employed two of his former staff from Apple, Dave Evans and Pat Marriott, as producers. The business plan was again refined in September and reissued on October 8, 1982.

Between September and November, employee headcount rose to 11, including Tim Mott, Bing Gordon, David Maynard, and Steve Hayes. Having outgrown the office space provided by Sequoia Capital, the company relocated to a San Mateo office that overlooked the San Francisco Airport landing path. Headcount rose rapidly in 1983, including Don Daglow, Richard Hilleman, Stewart Bonn, David Gardner, and Nancy Fong.


[edit] Sales strategy
Hawkins was determined to sell directly to buyers. Combined with the fact that Hawkins was pioneering new game brands, this made sales growth more challenging. Retailers wanted to buy known brands from existing distribution partners. Despite this, revenue was $5 million in the first year and $11 million the next.[citation needed] Former CEO Larry Probst arrived as VP of Sales in late 1984 and helped the company sustain growth into $18 million in its third full year. Teaming with the existing sales staff that included Nancy Smith, David Klein, and David Gardner, Probst built the largest sales force of any American game publisher.[citation needed] This policy of dealing directly with retailers gave EA higher margins and better market awareness, key advantages the company would leverage to leapfrog its early competitors.

In December of 1986 David Gardner and Mark Lewis moved to the UK to open a European headquarters. Up until that point publishing of Electronic Arts Games, and the conversion of many of their games to compact cassette versions in Europe was handled by Ariolasoft. A small company in Wales was already called Electronic Arts, and until 1997 Electronic Arts in the UK was known legally as EOA, a name derived from its square/circle/triangle logo. The Welsh company ceased trading in 1997 and Electronic Arts acquired the rights to the name.[citation needed]


[edit] Name change
Some of the early employees of the company disliked the Amazin' Software name that Hawkins had originally chosen when he incorporated the company.[citation needed] While at Apple, Hawkins had enjoyed company offsite meetings at Pajaro Dunes and organized such a planning offsite for EA in October 1982. Following a long business day at the offsite, the dozen employees and advisers who were present agreed that they would stay up that night and see if they could agree unanimously on a new name for the company.[citation needed]

Hawkins had developed the ideas of treating software as an art form and calling the developers, "software artists." Hence, the latest version of the business plan had suggested the name "SoftArt". However, Hawkins and Melmon knew the founders of Software Arts, the creators of VisiCalc, and thought their permission should be obtained. But Dan Bricklin did not want the name used because it sounded too similar (perhaps "confusingly similar") to Software Arts. However, the name concept was liked by all the attendees. Hawkins had also recently read a best-selling book about the film studio, United Artists, and liked the reputation that company had created. Early advisers Andy Berlin, Jeff Goodby, and Jeff Silverstein (who would soon form their own ad agency) were also fans of that approach, and the discussion was led by Hawkins and Berlin. Hawkins said everyone had a vote but they would lose it if they went to sleep.[citation needed]

Hawkins liked the word "electronic", and various employees had considered the phrases "Electronic Artists" and "Electronic Arts". Other candidates included Gordon's suggestion of "Blue Light", a reference from the movie "Tron".[citation needed]

When Gordon and others pushed for "Electronic Artists", in tribute to the film company United Artists, Steve Hayes opposed, saying, "We're not the artists, they are..." meaning that the developers whose games EA would publish were the artists. This statement from Hayes immediately tilted sentiment towards Electronic Arts and the name was unanimously endorsed.[citation needed]

Toshiba: Toshiba was founded by the merging of two companies in 1939.

One, Tanaka Seizosho (Tanaka Engineering Works), was Japan's first manufacturer of telegraph equipment and was established by Hisashige Tanaka in 1875. In 1904, its name was changed to Shibaura Seisakusho (Shibaura Engineering Works). Through the first part of the 20th century, Shibaura Engineering Works became a major manufacturer of heavy electrical machinery as Japan, modernized during the Meiji Era, and became a world industrial power.

The second company, Hakunetsusha, was established in 1890 and was Japan's first producer of incandescent electric lamps. It diversified into the manufacture of other consumer products and in 1899 was renamed Tokyo Denki (Tokyo Electric).

The merger in 1939 of Shibaura Seisakusho and Tokyo Denki created a new company called Tokyo Shibaura Denki. It was soon nicknamed Toshiba, but it wasn't until 1984 that the company was officially renamed Toshiba Corporation.

The group expanded strongly, both by internal growth and by acquisitions, buying heavy engineering and primary industry firms in the 1940s and 1950s and then spinning off subsidiaries in the 1970s and beyond. Groups created include Toshiba EMI (1960), Toshiba Electrical Equipment (1974), Toshiba Chemical (1974), Toshiba Lighting and Technology (1989), Toshiba America Information Systems (1989) and Toshiba Carrier Corporation (1999).

Toshiba was responsible for a number of Japanese firsts, including radar (1942), the TAC digital computer (1954), transistor television and microwave oven (1959), color video phone (1971), Japanese word processor (1978), MRI system (1982), laptop personal computer (1986), NAND EEPROM (1991), DVD (1995), the Libretto sub-notebook personal computer (1996) and HD DVD (2005).

In 1987, the company was accused of illegally selling CNC milling machines used to produce very quiet submarine propellers to the Soviet Union in violation of the CoCom agreement, an international embargo on Western exports to East Bloc countries. The Toshiba-Kongsberg scandal involved a subsidiary of Toshiba and the Norwegian company Kongsberg Vaapenfabrikk. The incident strained relations between the United States and Japan, and resulted in the arrest and prosecution of two senior executives, as well as the imposition of sanctions on the company by both countries.[1] The US had always relied on the fact that the Soviets had noisy boats, so technology that would make the USSR's submarines harder to detect created a significant threat to America's security. Senator John Heinz of Pennsylvania said "What Toshiba and Kongsberg did was ransom the security of the United States for $517 million."

In 2001, Toshiba signed a contract with Orion Electric, one of the world's largest OEM consumer video electronic makers and suppliers, to manufacture and supply finished consumer TV and video products for Toshiba to meet the increasing demand for the North American market.

In December 2004, Toshiba quietly announced it would discontinue manufacturing traditional cathode ray tube (CRT) televisions. In 2006, Toshiba terminated production of plasma TVs. Toshiba quickly switched to Orion as the supplier and maker of Toshiba-branded CRT-based TVs and plasma TVs. However, to ensure its future competitiveness in the flat-panel digital television and display market, Toshiba has made a considerable investment in a new kind of display technology called SED.

Before World War II, Toshiba was a member of the Mitsui Group zaibatsu. Today Toshiba is a member of the Mitsui keiretsu (a set of companies with interlocking business relationships and shareholdings), and still has preferential arrangements with Mitsui Bank and the other members of the keiretsu. Membership in a keiretsu traditionally meant loyalty, both corporate and private, to other members of the keiretsu or allied keiretsu. This loyalty could extend as far as the beer that workers would consume, which in Toshiba's case was Asahi.

In July 2005, BNFL confirmed it planned to sell Westinghouse Electric Company, then estimated to be worth $1.8bn (£1bn)[2]. However the bid attracted interest from several companies including Toshiba, General Electric and Mitsubishi Heavy Industries and when the Financial Times reported on January 23, 2006 that Toshiba had won the bid, it valued the company's offer at $5bn (£2.8bn). The bid surprised many industry experts who questioned the wisdom of selling one of the world's largest producers of nuclear reactors shortly before the market for nuclear power is expected to grow substantially; China, the United States and the United Kingdom are all expected to invest heavily in nuclear power [3]. The acquisition of Westinghouse for $5.4bn was completed on October 17, 2006, with Toshiba obtaining a 77% share, and partners The Shaw Group a 20% share and Ishikawajima-Harima Heavy Industries Co. Ltd. a 3% share

As a chip maker, Toshiba Semiconductors is a major player. During the eighties, it was one the two largest semiconductor companies (with NEC). During the nineties and up to now, Toshiba Semiconductors was almost always among the Top 5. In 2005, Toshiba Semiconductors is number 4, behind Intel, Samsung and Texas Instruments, but before STMicroelectronics.