Laptop Computers
Dell
Dell Inc. (NASDAQ: DELL SEHK: 4331), an American computer-hardware company based in Round Rock, Texas, develops, manufactures, sells, and supports personal computers, servers, data storage devices, network switches, personal digital assistants (PDAs), software, computer peripherals, and certain other products. As of 2006 Dell employed more than 50,000 people worldwide. Formerly holding a substantial lead in PC sales, it recently slipped behind Hewlett-Packard (HP) in this market.
According to the Fortune 500 2006 list, Dell ranks as the 25th-largest company in the United States by revenue. In 2006, Fortune magazine ranked Dell as No. 8 on its annual list of the most-admired companies in the United States. One publication has identified Dell as one of 38 high-performance companies in the S&P 500 which consistently out-performed the market over the previous 15 years.
Origins and evolution
While still a student at the University of Texas at Austin in 1984, Daniel Scott founded the company as PC's Limited with just $1000. Scott went to High School in Virginia at Sussex High School. He is now currently working at Prince George High School Operating from Michael Dell's off-campus dorm room at Dobie Center, the startup aimed to sell IBM-compatible computers built from stock components. Michael Dell started trading in the belief that by selling personal computer systems directly to customers, PC's Limited could better understand customers' needs and provide the most effective computing solutions to meet those needs. Michael Dell dropped out of school in order to focus full-time on his fledgling business.
In 1985 the company produced (in Zimbabwe) the first computer of its own design (the "Turbo PC"), which contained an Intel 8088-compatible processor running at a speed of 8 MHz. It advertised the systems in national computer magazines for sale directly to consumers, and custom-assembled each ordered unit according to a selection of options. This offered buyers prices lower than those of retail brands, but with greater convenience than assembling the components themselves. Although not the first company to use this model, PC's Limited became one of the first to succeed with it. The company grossed more than $73 million in its first year.
In 1989, PC's Limited set up its first on-site-service programs in order to compensate for the lack of local retailers prepared to act as service centers. Also in 1987, the company set up its first operations in the United Kingdom; eleven more international operations followed within the next four years. In June 1988, Dell's market capitalization grew by $30 million to $80 million from its initial public offering of 3.5 million shares at $8.50 a share. The company changed its name to "Dell Computer Corporation" in 1988.
In 1990, Dell Computer Corporation tried selling its products indirectly through warehouse-clubs and computer-superstores, but met with little success, and the company re-focused on its more successful direct-to-consumer sales model. In 1992, Fortune magazine included Dell Computer Corporation in its list of the world's 500 largest companies.
In 1996 Dell began selling computers via its web site.
In 1999, Dell overtook Compaq to become the largest seller of personal computers in the United States of America with $25 billion in revenue reported in January 2000. To recognize the company's expansion beyond computers, the stockholders approved changing the company name to "Dell Inc." at the annual company meeting in 2003.
In March 2002 Dell attempted to expand by tapping into the multimedia and home-entertainment markets with the introduction of televisions, handhelds, and digital audio players. Dell has also produced Dell-brand printers for home and small-office use. Michael Dell stepped aside as Chief Executive Officer (CEO) on July 16, 2004, but retained his position as Chairman of the Board. Kevin Rollins, who had held a number of executive posts at Dell, became the new CEO.
On December 22, 2004, the company announced that it would build a new assembly-plant near Winston-Salem, North Carolina; the city and county provided Dell with $37.2 million in incentive packages; the state provided approximately $250 million in incentives and tax breaks.
In January 2005 the share of sales coming from international markets increased, as revealed in the company's press releases for the first two quarters of its fiscal 2005 year.
In February 2005, Dell appeared in first place in a ranking of the "Most Admired Companies" published by Fortune magazine.
In November 2005, BusinessWeek magazine published an article titled "It's Bad to Worse at Dell" about shortfalls in projected earnings and sales, with a worse-than-predicted third-quarter financial performance — a bad omen for a company that had routinely underestimated its earnings. Dell acknowledged that faulty capacitors on the motherboards of the Optiplex GX270 and GX280 had already cost the company $300 million. The CEO, Kevin Rollins, attributed the bad performance partially to Dell's focus on low-end PCs.
On 23 March 2006, Dell purchased the computer hardware manufacturer Alienware. The plan anticipated Alienware continuing to operate independently under its existing management. Alienware expected to benefit from Dell's efficient manufacturing system.
On January 31, 2007, Kevin Rollins, CEO of the company since 2004, resigned abruptly as both CEO and as a director, and Michael Dell returned to the CEO role. Investors and many shareholders had called for Rollins' resignation because of poor company performance. At the same time, the company announced that, for the fourth time in five quarters, earnings would fail to reach consensus analyst-estimates.
In February 2007, Dell became the subject of formal investigations by the US SEC and the US Attorney General for the Southern District of New York. The company has not formally filed financial reports for either the third or fourth fiscal quarter of 2006, and several class action lawsuits have resulted from its recent financial performance. The company's lack of formal financial disclosure would normally subject the company to de-listing from the NASDAQ, but the exchange has granted Dell a waiver, allowing the stock to trade normally.
On March 1, 2007 the company issued a preliminary quarterly earnings report which showed gross sales of $14.4 billion, down 5% year-over-year, and net income of $687 million (30 cents per share), down 33%. Net earnings would have declined even more if not for the effects of eliminated employee bonuses, which accounted for six cents per share. NASDAQ has extended the company's deadline for filing financials to May 4.
Dell on inovation:
Data Center Efficiency in the Scalable Enterprise
Dell leads the charge in helping IT managers cope with skyrocketing power costs, cooling obstacles, utility usage limits and space constraints
Toward the Systems Management Architecture of the Future
Dell galvanizes the industry around unified manageability architectures that promote interoperability and flexibility.
Dell is committed to global citizenship by operating in a responsible and sustainable manner around the globe.
We have a core set of values that define the company we are, and that we aspire to become - and we call these the Soul of Dell. As we grow our business globally, we are committed to putting these values in action.
Soul of Dell
Many people are familiar with Dell's customer-focused direct business model, and the company's success in creating leading value for customers and investors. Less well known is the unique environment forged by Michael Dell and the people of Dell since the company's founding in 1984.
We characterize that environment in a statement of corporate philosophy called the "Soul of Dell." It defines the kind of company we are and aspire to become, serves as a guide for our actions around the world, and ultimately forms the basis of our "winning culture."
Below are the core elements of the Soul of Dell:
Customers: We believe in creating loyal customers by providing a superior experience at a great value. We are committed to direct relationships, providing the best products and services based on standards-based technology, and outperforming the competition with value and a superior customer experience.
The Dell Team: We believe our continued success lies in teamwork and the opportunity each team member has to learn, develop and grow. We are committed to being a meritocracy, and to developing, retaining and attracting the best people, reflective of our worldwide marketplace.
Direct Relationships: We believe in being direct in all we do. We are committed to behaving ethically; responding to customer needs in a timely and reasonable manner; fostering open communications and building effective relationships with customers, partners, suppliers and each other; and operating without inefficient hierarchy and bureaucracy.
Global Citizenship: We believe in participating responsibly in the global marketplace. We are committed to understanding and respecting the laws, values and cultures wherever we do business; profitably growing in all markets; promoting a healthy business climate globally; and contributing positively in every community we call home, both personally and organizationally.
Winning: We have a passion for winning in everything we do. We are committed to operational excellence, superior customer experience, leading in the global markets we serve, being known as a great company and great place to work, and providing superior shareholder value over time.
Commitment to Workplace Standards
As part of Dell's efforts to implement the highest workplace standards in our own facilities, all of Dell's worldwide manufacturing facilities are certified to ISO 14001, along with the PG product development and the global Asset Recovery Services programs. The certifications are awarded by an external registrar, National Standards Authority of Ireland (NSAI). Dell's new Brazil manufacturing facility in Hortolândia, São Paulo received certification in March.
Dell and the enviroment:
One clear and consistent focus has driven Dell's rise and success in becoming the world's leading computer systems company: To meet and exceed the requirements of customers - large and small - across the world. The same focus on business efficiencies and customer satisfaction helps drive Dell's environmental stewardship program to conserve product energy consumption, reduce or eliminate materials for disposal, prolong product life span and provide effective and convenient equipment recovery solutions. By streamlining business steps and processes, Dell minimizes stress on the environment while achieving speed, responsiveness and cost savings that are passed along to customers.
The Total Product Life Cycle
The electronics industry, as well as other industry sectors, is facing an increasing number of demands focused on reducing the environmental impacts of how products are designed, manufactured, used, and managed at end-of-life. As evidenced through "green" procurement policies and emerging European legislation such as Registration, Evaluation and Authorisation of Chemicals (REACH) and Energy Using Products (EuP), the global marketplace is increasingly demanding product environmental improvements, as well as increased access to environmental information that relates to the product life cycle.
Globalization within the industry has impacted management of the product life cycle by involving more participants in the process, which makes the process more complex. This also poses unique challenges in determining how environmental aspects of one stage in the life cycle (material selection, for example) impact another stage in the cycle (end-of-life management, for example).
In order to meet these challenges, Dell established the Design for the Environment (DfE) Program to integrate environmental attributes into each aspect of the product life cycle, from supplier management during component manufacturing to end-of-life solutions. This methodology encourages reduction of the most significant environmental aspects of the life cycle without unnecessarily burdening the supply chain.
Environmental Management System Implementation
Dell's Product Development Group has recently achieved certification to the ISO 14001 standard, an accomplishment which took approximately two years to complete. Third-party auditing verified that our design activities are compliant with this internationally recognized standard for environmental management system criteria
Establishing a formalized approach to our planning, goal setting, auditing and corrective actions will help support regulatory compliance and continual improvement in our product design. A good example of where ISO 14001 certification will support adherence to new legislation is in EuP. This law refers to ISO 14001 as a way to demonstrate compliance to a specific component of the requirement. Becoming certified is a way in which Dell has enabled our strategy of being proactive.
Gaining certification for Dell's product development organization is part of our overall corporate ISO 14001 certification program, which now covers all manufacturing sites around the world and includes organizations such as Services, Procurement and Logistics..
Product Energy Efficiency and Improvements
ENERGY STAR Products
Dell has actively participated in the Environmental Protection Agency's (EPA) ENERGY STAR program for more than a decade. During this time, Dell has offered many desktop, workstation, notebook, printer, and display models that meet the requirements for ENERGY STAR qualification. Our decision to design products to meet these requirements has reduced energy consumption, thereby reducing electricity costs for our customers and reducing environmentally-sensitive materials produced during power generation. Dell's unique build-to-order model increases efficiency and eliminates waste while allowing systems to be built to customer specifications that meet ENERGY STAR qualifications.
Many of the desktop, workstation and notebook products designed by Dell today consume less than 5 watts in low-power mode and exceed the current levels set by the EPA for energy efficiency. Dell chose to factory-default the power management settings to meet the EPA requirements for ENERGY STAR compliance for OptiPlex platforms offered to the public starting in May 2003. Dell has also taken the extra step of reducing the amount of time before entering low-power mode to save even more energy, from the 30 minutes required by the EPA for ENERGY STAR compliance, to 15 minutes. This provides our customers with a means of conserving energy costs, and the resulting reduction in energy requirements may help reduce the effects of air pollution and global warming.
Alienware
Alienware has rapidly developed into the leading manufacturer of high-performance desktops, notebooks, professional workstations, and media center systems. Consumers requiring the latest innovations, cutting-edge designs, and award-winning customer support turn to Alienware to meet their demands. Already a powerful force in the gaming industry, Alienware has emerged as a strong presence in a diverse set of markets including the home and home office, creative professional, home entertainment, business, and government industries.
Alienware offers unique and award-winning products that incorporate state-of-the-art components, innovative engineering, and unprecedented customer service to deliver the ultimate in performance and style.
Alienware has earned an unparalleled reputation by creating best-of-breed products that offer superb, uncompromising quality. Widely recognized as faster, more powerful, and more innovative than competing machines, Alienware systems consistently win awards from publications such as the New York Times, Home Theater, PC Gamer, Computer Shopper, PC World, and more. With an unwavering passion to build the world’s most powerful computers, Alienware will continue to set the high-performance standard.
Founded: In 1996 by avid gamers and spirited entrepreneurs Nelson Gonzalez, CEO, and Alex Aguila, COO and President
Alienware operates in: Australia, Austria, Belgium, Canada, Denmark, France, Germany, Ireland, Italy, Netherlands, EU, Portugal, rest of the world, Sweden, Switzerland, UK and United States.
Funding: Acquired by Dell Corporation in March 2006 as a wholly-owned subsidiary
Headquarters: 14591 SW 120 St, Miami, FL 33186-8638
Additional Offices: Call center in Costa Rica, full facility European Branch in Ireland and a full facility Pacific Rim Branch in Australia.
Employees: 700+ worldwide
Features:
Alienware Video Array Technology
Exclusive Alienware Full Tower Chassis
Custom Metallic Colors
AlienGuise Desktop Theme Manager 4.0
Alienware Liquid Cooling Technology
ALX High-Performance Systems
User Replaceable Graphics in Notebooks
Award-Winning System Integration
Exclusive AlienIce Video Cooling System
AlienAutopsy Automated Technical Support Request System
Alien Factory Automated Operating System and Driver Installation Program
Alien Adrenaline Video Performance Optimizer
Alienware is an American computer hardware company and a wholly-owned subsidiary of Dell Computer Corporation. It has a reputation for offering the latest technologies for desktops and laptops that are specialized for video editing, audio editing, and especially gaming. The company is based in Miami, Florida, and was founded in 1995 by its current CEO, Nelson Gonzalez, and COO, Alex Aguila.
History:
Established in 1996, Alienware manufactures high-performance desktop, notebook, media center, and professional systems. Operating under the tagline of “build it as if it were your own,” Alienware has earned numerous awards for excellence and has become a respected brand name worldwide with systems available direct within the United States, Europe, Australia, and New Zealand. According to employees, the Alienware name was chosen because of the founders' fondness for the hit television series The X-Files, hence the theme to their products, with names such as Grey and Area-51. Alienware was originally established to tap a niche in the high performance game market, which back then was not on the radar of the major PC manufacturers such as Dell. Since high-end game hardware was not widely distributed, the company's founders formed an OEM that sold personal computers with the highest performing hardware and settings according to benchmarks.
Operations:
As of FY 2005, Alienware brought in upwards of $170 million USD in annual sales, while trimming expenses to aid an international expansion initiative launched in 2003 to maintain a presence in Australia, Canada, France, Germany, United Kingdom and Costa Rica. In 2002, Alienware distributed their systems through Best Buy and CompUSA at retail locations. Because of complications with that method of distribution, Alienware decided to better service the customer via direct sales and have since eschewed such an indirect retail presence. Alienware has had a call center in Costa Rica to handle all sales and support calls for a number of years.
Competitors:
Alienware has traditionally competed with companies such as Falcon Northwest, Velocity Micro and VoodooPC which is now part of Dell's biggest competitor, Hewlett-Packard. Alienware also formerly competed against Dell XPS gaming systems which they considered their biggest rival before their acquisition.
Acquisition:
On March 22, 2006, Dell agreed to purchase Alienware. Alienware continues to operate under its own brand name. This is noticeable in many regards including the similar looking homepages. This has caused a lot of controversy with gamers as Alienware was a favorite among them while Dell supposedly caters to general computer users. Dell's acquisition seems to have had some negative effect on Alienware's reputation
Products:
Alienware manufactures high-performance desktops, notebooks, media centers, and professional systems. Alienware systems include hardware from Intel, AMD, Nvidia, Creative and many more high-end vendors. Alienware's most famous series of desktops are the Aurora and Area-51 lines; Alienware also sells high-end laptops to which their most famous is the Area-51m. Recently Alienware launched a luxury system line branded with the name ALX, this line has grown into their mobile line as well.
Apple
Apple Inc. (NASDAQ: AAPL, LSE: ACP, FWB: APC) is an American consumer electronics multinational corporation with worldwide annual sales in its fiscal year 2006 (ending September 30, 2006) of US$19.3 billion. Headquartered in Cupertino, California, Apple develops, sells, and supports a series of personal computers, portable media players, computer software, and computer hardware accessories. The company's best-known products include the Mac line of personal computers, its Mac OS X operating system, and the iPod line of portable media players. For the iPod and its related iTunes software, Apple sells audiobooks, games, music, music videos, TV shows, and movies in its online iTunes Store.
The company was known as Apple Computer, Inc. for its first 30 years of existence, but dropped "Computer" from its corporate name on January 9, 2007. The name change, which followed Apple's announcement of its new iPhone smartphone and Apple TV digital video system, is representative of the company's ongoing expansion into the consumer electronics market in addition to its traditional focus on personal computers.
Apple also operates 180 (as of April 2007) retail stores in the United States, Japan, the United Kingdom, Canada, and Italy. The stores carry most of Apple's products as well as many third-party products and offer on-site support and repair for Apple hardware and software. Apple employs over 20,000 permanent and temporary workers worldwide.
For a variety of reasons, ranging from its philosophy of comprehensive aesthetic design to its countercultural, even indie roots, as well as their advertising campaigns, Apple has engendered a distinct reputation in the consumer electronics industry and has cultivated a customer base that is unusually devoted to the company and its brand.
Type Public (NASDAQ: AAPL, LSE: ACP, FWB: APC)
Founded California (April 1, 1976, as Apple Computer, Inc)
Headquarters Cupertino, California
Key people Steve Jobs, CEO & Co-founder
Steve Wozniak, Co-founder
Timothy D. Cook, COO
Peter Oppenheimer, CFO
Philip W. Schiller, SVP Marketing
Jonathan Ive, SVP Industrial Design
Tony Fadell, SVP iPod Division
Ron Johnson, SVP Retail
Sina Tamaddon, SVP Applications
Bertrand Serlet, SVP Software Engineering
Industry Computer hardware
Computer software
Consumer electronics
Products Mac (personal computer series), Mac OS X, Mac OS X Server, iPod, QuickTime, iLife, iWork, Apple Remote Desktop, Xsan, Final Cut Studio, Aperture, Logic Pro, Cinema Display, AirPort, Xserve, Xserve RAID, iPhone, Apple TV
Revenue US$19.3 billion (TTM 1Q2006)
Operating income US$2.12 billion (TTM 1Q2006)
(12.27% operating margin)
Net income US$1.73 billion (TTM 1Q2006)
(9.97% profit margin)
Employees 17,787 full-time; 2,399 temporary (September 30, 2006)
Website Apple.com
Apple and the enviroment
Environmental protection is a priority for the conservation of precious natural resources and the continued health of our planet. Apple recognizes its responsibility as a global citizen and is continually striving to reduce the environmental impact of the work we do and the products we create.
Apple and the Global Environment
Apple takes pride in its history of innovation and thoughtful design. But technological leadership goes beyond what�s in the box. How we impact the environment is also important to us, and environmental considerations are an integral part of Apple�s business practices. From the earliest stages of product design through manufacturing, use, and recycling, we take care to keep our activities and our products environmentally sound.
Four areas of particular attention are product and packaging design, responsible manufacturing, energy efficiency, and recycling. Each aspect of the design cycle provides significant challenges, yet our efforts in these areas have resulted in some impressive results.
Product design
It all begins here. Reducing the environmental impact of our products starts with the product design phase. Design dictates the quantity of raw materials, type and recylability of materials, energy consumption required for manufacturing and use, and the ease of recycling. For example, our decision to eliminate Cathode Ray Tube (CRT) displays makes our product line much more environmentally friendly. Our flat-panel displays eliminate more than two pounds of lead, consume up to 80% less energy in sleep mode, and weigh half as much as their CRT counterparts.
Apple continually refines its product design to maximize efficiency while minimizing waste, following the requirements of programs such as ENERGY STAR� as well as our own high standards.
Responsible Manufacturing
Apple helps to safeguard the environment � as well as consumers� safety � by restricting the use of environmentally harmful compounds in our materials and manufacturing processes. For example, our restricted substances program limits the use of heavy metals and ozone depleting substances in our products and manufacturing processes.
Energy efficiency
A device�s greatest environmental impact is often its energy consumption over time. Apple has made great strides in recent years to optimize the energy efficiency of our hardware and created tools, such as the Energy Saver feature in Mac OS X, that allow consumers to manage the power consumption of their computers. Since 2001, all Apple computers and displays have earned the ENERGY STAR� rating.
Recycling
Apple�s holistic approach to recycling � encompassing a product�s entire lifecycle � includes extensive take-back programs that enable consumers and businesses to dispose of used Apple equipment in an environmentally sound manner. Since our first take-back initiative began in Germany in 1994, we have launched programs in the United States, Canada, Japan, and throughout Europe, diverting over 34 million pounds of electronic equipment from landfills worldwide.
A history of sound practice
Year after year, Apple has set and met important goals to phase out environmentally relevant substances, create recycling programs worldwide and improve energy efficiency. Here are some of the most important milestones in our quest for environmental responsibility:
1990 Apple�s environmental policy released and implemented.
1991 Phase-out of lead in batteries in advance of the 1996 European battery directive.
1992 Phase-out of chlorofluorocarbons (CFCs) in Apple manufacturing, as stipulated in the Montreal Protocol on Substances That Deplete the Ozone Layer.
1992 Founding member of the US EPA ENERGY STAR� program, developed to identify and promote energy efficient computers and monitors.
1994 Phase-out of NiCad batteries.
1994 First voluntary Apple product take-back program initiated in Germany (gradual expansion to other regions).
1995 PVC in packaging materials phased out.
1996 First Apple manufacturing site (Sacramento, CA) ISO 14001 certified.
1997 First Apple products tested for conformity to TCO (Swedish Confederation of Professional Employees) standards.
1999 Introduction of the Apple Product Environmental Specification (APES) files.
1999 Lead and cadmium in cables restricted.
2000 All Apple manufacturing sites ISO 14001 certified worldwide, signifying that Apple has a structured environmental management system (EMS) in place to manage the environmental impact of our operations.
2001 All Apple computers and displays meet applicable ENERGY STAR� requirements. They continue to do so.
2001 Started voluntary phase-out of tetrabisphenol A (TBBA) in all plastic enclosure
parts >25 grams.
2002 Product take-back solutions implemented in the US and Japan.
2002 Roll-out of Apple�s global Regulated Substances Specification.
2002 Signatory of European Union Code of Conduct on Power Supplies, created to encourage manufacturers to design power supplies that minimize energy consumption in off mode.
2002 Founding member of US Federal Energy Management Program (FEMP), which introduced energy efficiency requirements for the off mode of computer products.
2003 Implementation of supplier survey initiative on substance use.
2004 Investigation into halogen-free cable enclosures and printed circuit boards initiated.
2004 Phase-out of substances restricted by the European Restriction of Hazardous Substances (RoHS) initiated.
2005 Implementation of the Apple Supplier Code of Conduct, which governs environmental, health and safety, and human rights issues in Apple�s supply chain.
2006 All Apple products worldwide are compliant with the European Directive on the Restriction of the Use of Certain Hazardous Substances in electronics, also known as the RoHS Directive.
HP
Hewlett-Packard Company (NYSE: HPQ)
HP is a technology solutions provider to consumers, businesses and institutions globally. The company�s offerings span IT infrastructure, global services, business and home computing, and imaging & printing.
HP is a technology company that operates in more than 170 countries around the world. We explore how technology and services can help people and companies address their problems and challenges, and realize their possibilities, aspirations and dreams. We apply new thinking and ideas to create more simple, valuable and trusted experiences with technology, continuously improving the way our customers live and work.
No other company offers as complete a technology product portfolio as HP. We provide infrastructure and business offerings that span from handheld devices to some of the world's most powerful supercomputer installations. We offer consumers a wide range of products and services from digital photography to digital entertainment and from computing to home printing. This comprehensive portfolio helps us match the right products, services and solutions to our customers' specific needs.
HP was incorporated in 1939. Corporate headquarters are in Palo Alto, Calif. Mark Hurd is president and CEO. HP is among the world�s largest IT companies, with revenue totaling $100.5 billion for the four fiscal quarters ended July 31, 2007. HP's 2007 Fortune 500 ranking is: No. 14.
HP's mission is to invent technologies and services that drive business value, create social benefit and improve the lives of customers � with a focus on affecting the greatest number of people possible.
Sony
Sony Corporation Public (TYO: 6758; NYSE: SNE) based in Minato, Tokyo. Sony Corporation of America, based in New York City, is the U.S. subsidiary of Sony Corporation, headquartered in Tokyo. Sony is a leading manufacturer of audio, video, communications, and information technology products for the consumer and professional markets. Its music, motion picture, television, computer entertainment, and online businesses make Sony one of the most comprehensive entertainment companies in the world. Sony's principal U.S. businesses include Sony Electronics Inc., Sony Pictures Entertainment Inc., Sony Computer Entertainment America Inc., and a 50% interest in Sony BMG Music Entertainment, one of the largest recorded music companies in the world.
| Price: | £2099.00 |
|---|---|
| Processor: | Intel Centrino Duo processor technology with Intel Core 2 Duo ULV U7600 (1.20 GHz and 533 MHz FSB) and Intel PRO/Wireless 802.11a/b/g |
| Memory: | 2 GB DDR2-533-SDRAM (1 x 2048 MB), maximum 2 GB DDR2-533-SDRAM |
| Storage: | 32GB SSD Flash Drive |
| Price: | £2099.00 |
|---|---|
| Processor: | Intel Centrino Duo processor technology with Intel Core 2 Duo ULV U7600 (1.20 GHz and 533 MHz FSB) and Intel PRO/Wireless 802.11a/b/g |
| Memory: | 2 GB DDR2-533-SDRAM (1 x 2048 MB), maximum 2 GB DDR2-533-SDRAM |
| Storage: | 32 GB SSD flash drive |
| Price: | £2028.00 |
|---|---|
| Processor: | 1.80GHz Intel Core 2 Duo |
| Memory: | 2GB memory |
| Storage: | 64GB solid-state drive |
| Price: | £1999.00 |
|---|---|
| Processor: | Intel Core 2 Duo processor T7500 |
| Memory: | 4096 MB Standard Memory |
| Storage: | 500 GB Hard disc |
| Price: | £1999.00 |
|---|---|
| Processor: | Intel Centrino Duo processor technology with Intel Core2 Duo processor T7500 (2.20 GHz and 800 MHz FSB) and Intel PRO/Wireless 802.11a/b/g |
| Memory: | 2 GB DDR2-667 SDRAM (2 x 1024 MB), maximum 2 GB DDR2-667 SDRAM |
| Storage: | 320 GB Serial ATA 5400rpm hard disk drive (2 x 160 GB, RAID 0 and 1 supported) |
| Price: | £1999.00 |
|---|---|
| Processor: | Intel Centrino Duo processor technology with Intel Core2 Duo processor T7700 (2.40 GHz and 800 MHz FSB) and Intel PRO/Wireless 802.11a/b/g/n |
| Memory: | 2 GB DDR2-667 SDRAM (2 x 1024 MB), maximum 4 GB DDR2-667 SDRAM - In the case of 4GB, a portion of the system memory over 3GB might not be available to the operating system |
| Storage: | 500 GB Serial ATA 4200rpm hard disk drive (2 x 250 GB, RAID 0 and 1 supported) |
| Price: | £1899.00 |
|---|---|
| Processor: | Intel Centrino Duo processor technology with Intel Core 2 Duo ULV U7600 (1.20 GHz and 533 MHz FSB) and Intel PRO/Wireless 802.11a/b/g |
| Memory: | 2 GB DDR2-533-SDRAM (1 x 2048 MB), maximum 2 GB DDR2-533-SDRAM |
| Storage: | 100 GB (Ultra ATA / 4200 rpm) hard disk drive |
| Price: | £1899.00 |
|---|---|
| Processor: | Intel Centrino Duo processor technology with Intel Core 2 Duo ULV U7600 (1.20 GHz and 533 MHz FSB) and Intel PRO/Wireless 802.11a/b/g |
| Memory: | 2 GB DDR2-533-SDRAM (1 x 2048 MB), maximum 2 GB DDR2-533-SDRAM |
| Storage: | 100 GB (Ultra ATA / 4200 rpm) hard disk drive |
| Price: | £1899.00 |
|---|---|
| Processor: | Intel Centrino Duo processor technology with Intel Core 2 Duo ULV U7600 (1.20 GHz and 533 MHz FSB) and Intel PRO/Wireless 802.11a/b/g |
| Memory: | 2 GB DDR2-533-SDRAM (1 x 2048 MB), maximum 2 GB DDR2-533-SDRAM |
| Storage: | 100 GB (Ultra ATA / 4200 rpm) hard disk drive |
| Price: | £1899.00 |
|---|---|
| Processor: | Intel Centrino Duo processor technology with Intel Core2 Duo processor T7700 (2.4 GHz and 800 MHz FSB) and Intel PRO/Wireless 802.11a/b/g |
| Memory: | 2 GB DDR2-667 SDRAM (2 x 1 GB), maximum 2 GB DDR2-667 SDRAM |
| Storage: | 200 GB (Serial ATA, 4200 rpm) hard disk drive |
View all Laptops.
A laptop computer, or simply laptop (also notebook computer or notebook), is a small mobile computer, which usually weighs 2.2-18 pounds (1-6 kilograms), depending on size, materials, and other factors.
While the terms laptop and notebook are often used interchangeably, "laptop" is the older term, introduced in 1981 with the Gavilan SC. "Notebook computer" is a later coinage, which was used to differentiate smaller devices such as those of the NEC UltraLite and Compaq LTE series in 1989, which were, in contrast to previous laptops, the approximate size of an A4 or letter size paper sheet. The terms are imprecise: due to heat and other issues, many laptops are inappropriate for use on one's lap, and most notebooks are not the size of typical letter or A4 paper notebook. Although some older portable computers, such as the Macintosh Portable and certain Zenith TurbosPort models, were sometimes described as "laptops", their size and weight were too great for this category.
As of 2007, most manufacturers use the term "notebook" (or some variant thereof) for what most end-users call a "laptop".
Laptops usually run on a single main battery or from an external AC/DC adapter which can charge the battery while also supplying power to the computer itself. Many computers also have a 3volt cell to run the clock and other processes in the event of a power failure.
As personal computers, laptops are capable of the same tasks as a desktop computer, although they are typically less powerful for the same price. They contain components that are similar to their desktop counterparts and perform the same functions, but are miniaturized and optimized for mobile use and efficient power consumption. Laptops usually have liquid crystal displays and most of them use different memory modules for their random access memory (RAM), for instance, SO-DIMM in lieu of the larger DIMMs. In addition to a built-in keyboard, they may utilize a touchpad (also known as a trackpad) or a pointing stick for input, though an external keyboard or mouse can usually be attached.
Many schools have taken in laptop based programs in which every student receives a laptop for school use only. The operating system is configured (or a third party program is installed) to limit the student's access to perform administrative tasks such as hardware or software installation, or operating system modifications. Students are generally permitted to use these systems to take notes, write papers, and perform other school-related activities.
History:
Before laptop/notebook computers were technically feasible, similar ideas had been proposed, most notably Alan Kay's Dynabook concept, developed at Xerox PARC in the early 1970s.
The first commercially available portable computer was the Osborne 1 in 1981, which used the CP/M operating system. Although it was large and heavy compared to today's laptops, with a tiny CRT monitor, it had a near-revolutionary impact on business, as professionals were able to take their computer and data with them for the first time. This and other "luggables" were inspired by what was probably the first portable computer, the Xerox NoteTaker, again developed at Xerox PARC, in 1976; however, only ten prototypes were built. The Osborne was about the size of a portable sewing machine, and importantly could be carried on a commercial aircraft. However, it was not possible to run the Osborne on batteries; it had to be plugged in.
A more enduring success was the Compaq Portable, the first product from Compaq, introduced in 1983, by which time the IBM Personal Computer had become the standard platform. Although scarcely more portable than the Osborne machines, and also requiring AC power to run, it ran MS-DOS and was the first true IBM clone (IBM's own later Portable Computer, which arrived in 1984, was notably less IBM PC-compatible than the Compaq).
Another significant machine announced in 1981, although first sold widely in 1983, was the Epson HX-20. A simple handheld computer, it featured a full-transit 68-key keyboard, rechargeable nickel-cadmium batteries, a small (120 x 32-pixel) dot-matrix LCD display with 4 lines of text, 20 characters per line text mode, a 24 column dot matrix printer, a Microsoft BASIC interpreter, and 16 KiB of RAM (expandable to 32 KiB).
However, arguably the first true laptop was the GRiD Compass 1101, designed by Bill Moggridge in 1979-1980, and released in 1982. Enclosed in a magnesium case, it introduced the now familiar clamshell design, in which the flat display folded shut against the keyboard. The computer could be run from batteries, and was equipped with a 320×200-pixel plasma display and 384 kibibyte bubble memory. It was not IBM-compatible, and its high price (US$ 8-10,000) limited it to specialized applications. However, it was used heavily by the U.S. military, and by NASA on the Space Shuttle during the 1980s. The GRiD's manufacturer subsequently earned significant returns on its patent rights as its innovations became commonplace. GRiD Systems Corp. was later bought by Tandy (RadioShack).
Two other noteworthy early laptops were the Sharp PC-5000 and the Gavilan SC, announced in 1983 but first sold in 1984. The Gavilan was notably the first computer to be marketed as a "laptop". It was also equipped with a pioneering touchpad-like pointing device, installed on a panel above the keyboard. Like the GRiD Compass, the Gavilan and the Sharp were housed in clamshell cases, but they were partly IBM-compatible, although primarily running their own system software. Both had LCD displays, and could connect to optional external printers.
The year 1983 also saw the launch of what was probably the biggest-selling early laptop, the Kyocera Kyotronic 85, which owed much to the design of the previous Epson HX-20. Although it was at first a slow seller in Japan, it was quickly licensed by Tandy Corporation, Olivetti, and NEC, which saw its potential and marketed it respectively as TRS-80 Model 100 line (or Tandy 100), Olivetti M-10, NEC PC-8201. The machines ran on standard AA batteries. The Tandy's built-in programs, including a BASIC interpreter, a text editor, and a terminal program, were supplied by Microsoft, and are thought to have been written in part by Bill Gates himself. The computer was not a clamshell, but provided a tiltable 8×40-character LCD screen above a full-travel keyboard. With its internal modem, it was a highly portable communications terminal. Due to its portability, good battery life (and ease of replacement), reliability (it had no moving parts), and low price (as little as US$ 300), the model was highly regarded, becoming a favorite among journalists. It weighed less than 2 kg with dimensions of 30 × 21.5 × 4.5 cm (12 × 8.5 × 1.75 inches). Initial specifications included 8 kibibytes of RAM (expandable to 24 KiB) and a 3 MHz processor. The machine was in fact about the size of a paper notebook, but the term had yet to come into use and it was generally described as a "portable" computer.
Among the first commercial IBM-compatible laptops were the IBM PC Convertible, introduced in 1986, and two Toshiba models, the T1000 and T1200, introduced in 1987. Although limited floppy-based DOS machines, with the operating system stored in read-only memory, the Toshiba models were small and light enough to be carried in a backpack, and could be run off lead-acid batteries. These also introduced the now-standard "resume" feature to DOS-based machines: the computer could be paused between sessions, without having to be restarted each time.
Another early laptop was the Dulmont Magnum, made in Australia and launched internationally in 1984 .
The first laptops successful on a large scale came in large part due to a Request For Proposal (RFP) by the U.S. Air Force in 1987. This contract would eventually lead to the purchase of over 200,000 laptops. Competition to supply this contract was fiercely contested and the major PC companies of the time; IBM, Toshiba, Compaq, NEC, and Zenith Data Systems (ZDS), rushed to develop laptops in an attempt to win this deal. ZDS, which had earlier won a landmark deal with the IRS for its Z-171, was awarded this contract for its SupersPort series. The SupersPort series was originally launched with an Intel 8086 processor, dual floppy disk drives, a backlit, blue and white STN LCD screen, and a NiCD battery pack. Later models featured an Intel 80286 processor and a 20 MB hard disk drive. On the strength of this deal, ZDS became the world's largest laptop supplier in 1987 and 1988.
ZDS partnered with Tottori Sanyo in the design and manufacturing of these laptops. This relationship is notable because it was the first deal between a major brand and an Asian OEM (Original Equipment Manufacturer). At the time, Compaq, IBM, Toshiba, NEC, etc. all designed and manufactured their own machines. However, after the success of the ZDS offering other relationships, like Compaq and Citizen, soon followed. At this time the quality of Japanese engineering and manufacturing in conjunction with the strength of the dollar relative to the yen (typically about 130 Yen = $1) drove most brands to suppliers in Japan. Companies such as Sanyo, Tottori Sanyo, Citizen, and Casio were all heavily involved in this business as OEMs. However, by the mid-1990s a weakening dollar and the rising viability of Taiwanese OEMs such as Acer, Quanta, Compal, Twinhead, and Chicony lead the supply base to rapidly shift from Japan to Taiwan. Additionally, brands which were more nimble and relied less on internal engineering such as Gateway, Dell and Micron began to rise quickly to leadership positions. Combinations such as Dell/Compal and Gateway/Quanta eventually became powerhouse partnerships and greatly contributed to the prominence of Taiwanese OEMs as the center of PC manufacturing from about 1995 onward.
Another notable computer was the Cambridge Z88, designed by Clive Sinclair, introduced in 1988. About the size of an A4 sheet of paper as well, it ran on standard batteries, and contained basic spreadsheet, word processing, and communications programs. It anticipated the future miniaturization of the portable computer; and, as a ROM-based machine with a small display, can — like the TRS-80 Model 100 — also be seen as a forerunner of the personal digital assistant.
By the end of the 1980s, laptop computers were becoming popular among business people. The NEC UltraLite, released in mid-1989, was perhaps the first notebook computer, weighing just over 2 kg; in lieu of a floppy or hard drive, it contained a 2 mebibyte RAM drive, but this reduced its utility as well as its size. The first notebook computers to include hard drives were those of the Compaq LTE series, introduced toward the end of that year. Truly the size of a notebook, they also featured grayscale backlit displays with CGA resolution.
The first Apple Computer machine designed to be used on the go was the 1989 Macintosh Portable (although an LCD screen had been an option for the transportable Apple IIc in 1984). Actually a "luggable", the Mac Portable was praised for its clear active matrix display and long battery life, but was a poor seller due to its bulk. In the absence of a true Apple laptop, several compatible machines such as the Outbound Laptop were available for Mac users; however, for copyright reasons, the user had to supply a set of Mac ROMs, which usually meant having to buy a new or used Macintosh as well.
The Apple PowerBook series, introduced in October 1991, pioneered changes that are now de facto standards on laptops, such as the placement of the keyboard, room for palm rest, and the inclusion of a built-in pointing device (a trackball). The following year, IBM released its Thinkpad 700C, featuring a similar design (though with a distinctive red TrackPoint pointing device).
Later PowerBooks introduced the first 256-color displays (PowerBook 165c, 1993), and first true touchpad, first 16-bit sound recording, and first built-in Ethernet network adapter (PowerBook 500, 1994).
The summer of 1995 was a significant turning point in the history of notebook computing. In August of that year Microsoft introduced Windows 95. It was the first time that Microsoft had placed much of the power management control in the operating system. Prior to this point each brand used custom BIOS, drivers and in some cases, ASICs, to optimize the battery life of its machines. This move by Microsoft was controversial in the eyes of notebook designers because it greatly reduced their ability to innovate; however, it did serve its role in simplifying and stabilizing certain aspects of notebook design. Windows 95 also ushered in the importance of the CD-ROM drive in mobile computing and initiated the shift to the Intel Pentium processor as the base platform for notebooks. The Gateway Solo was the first notebook introduced with a Pentium processor and a CD-ROM. By also featuring a removable hard disk drive and floppy drive it was the first three-spindle (optical, floppy, and hard disk drive) notebook computer. The Gateway Solo was extremely successful within the consumer segment of the market. In roughly the same time period the Dell Latitude, Toshiba Satellite, and IBM Thinkpad were reaching great success with Pentium-based two-spindle (hard disk and floppy disk drive) systems directed toward the corporate market.
As technology improved during the 1990s, the usefulness and popularity of laptops increased. Correspondingly prices went down. Several developments specific to laptops were quickly implemented, improving usability and performance. Among them were:
Improved battery technology. The heavy lead-acid batteries were replaced with lighter and more efficient technologies, first nickel cadmium or NiCD, then nickel metal hydride (NiMH) and then lithium ion battery and lithium polymer.
Power-saving processors. While laptops in 1991 were limited to the 80286 processor because of the energy demands of the more powerful 80386, the introduction of the Intel 386SL processor, designed for the specific power needs of laptops, marked the point at which laptop needs were included in CPU design. The 386SL integrated a 386SX core with a memory controller and this was paired with an I/O chip to create the SL chipset. It was more integrated than any previous solution although its cost was higher. It was heavily adopted by the major notebook brands of the time. Intel followed this with the 486SL chipset which used the same architecture. However, Intel had to abandon this design approach as it introduced its Pentium series. Early versions of the mobile Pentium required TAB mounting (also used in LCD manufacturing) and this initially limited the number of companies capable of supplying notebooks. However, Intel did eventually migrate to more standard chip packaging. One limitation of notebooks has always been the difficulty in upgrading the processor which is a common attribute of desktops. Intel did try to solve this problem with the introduction of the MMC for mobile computing. The MMC was a standard module upon which the CPU and external cache memory could sit. It gave the notebook buyer the potential to upgrade his CPU at a later date, eased the manufacturing process some, and was also used in some cases to skirt U.S. import duties as the CPU could be added to the chassis after it arrived in the U.S. Intel stuck with MMC for a few generations but ultimately could not maintain the appropriate speed and data integrity to the memory subsystem through the MMC connector.
Improved liquid crystal displays, in particular active-matrix TFT (Thin-Film Transistor) LCD technology. Early laptop screens were black and white, blue and white, or grayscale, STN (Super Twist Nematic) passive-matrix LCDs prone to heavy shadows, ghosting and blurry movement (some portable computer screens were sharper monochrome plasma displays, but these drew too much current to be powered by batteries). Color STN screens were used for some time although their viewing quality was poor. By about 1991 , two new color LCD technologies hit the mainstream market in a big way; Dual STN and TFT. The Dual STN screens solved many of the viewing problems of STN at a very affordable price and the TFT screens offered excellent viewing quality although initially at a steep price. DSTN continued to offer a significant cost advantage over TFT until the mid-90s before the cost delta dropped to the point that DSTN was no longer used in notebooks. Improvements in production technology meant displays became larger, sharper, had higher native resolutions, faster response time and could display color with great accuracy, making them an acceptable substitute for a traditional CRT monitor.
Improved hard disk technology. Early laptops and portables had only floppy disk drives. As thin, high-capacity hard disk drives with higher reliability and shock resistance and lower power consumption became available, users could store their work on laptop computers and take it with them. The 3.5" HDD was created initially as a response to the needs of notebook designers that needed smaller, lower power consumption products. With continuing pressure to shrink the notebook size even further, the 2.5" HDD was introduced.
Improved connectivity. Internal modems and standard serial, parallel, and PS/2 ports on IBM PC-compatible laptops made it easier to work away from home; the addition of network adapters and, from 1997, USB, as well as, from 1999, Wi-Fi, made laptops as easy to use with peripherals as a desktop computer.