'Google'에 해당되는 글 32건

  1. 2010.03.05 Apple Asks Court To Ban Google Phones by CEOinIRVINE
  2. 2010.01.29 Google And The iPad by CEOinIRVINE
  3. 2009.04.16 Google (Finally) Finds Its Voice by CEOinIRVINE
  4. 2009.03.25 Google's top execs keep $1 salaries amid turmoil by CEOinIRVINE
  5. 2009.03.25 Life After Google by CEOinIRVINE
  6. 2009.03.14 GM by CEOinIRVINE
  7. 2009.03.14 AOL taps Google executive Armstrong as CEO by CEOinIRVINE
  8. 2009.03.07 Midday Glance: Internet companie by CEOinIRVINE
  9. 2009.03.06 Google Disrupts--Again by CEOinIRVINE
  10. 2009.02.25 The InfoTech 100 by CEOinIRVINE

ple on Tuesday asked the U.S. International Trade Commission to block the importation into the country of HTC's Google Android-based mobile phones, including the Google-branded Nexus One.

Apple asked the court for "a permanent exclusion order" that would bar from entry "all mobile communications devices and components" made by HTC that carry the offending technologies, according to court documents.

Apple on Tuesday sued HTC for alleged, multiple patent violations, claiming the Taiwan-based manufacturer's products infringe on its iPhone technology. Apple filed the actions with the ITC and the U.S. District Court for Delaware.

In the ITC filing, Apple says 11 HTC phones violate its patents, including the Nexus One, Touch Pro, Touch Diamond, Pure, Imagio, and myTouch 3G. Apple claims HTC infringed on a total of 20 patents governing a range of technologies.

Apple wants the ITC to block HTC and its partners from "importing, marketing, advertising, demonstrating, warehousing inventory for distribution, distributing, offering for sale" any of the listed phones.

Apple is also seeking unspecified monetary damages in the Delaware court.

"We can sit by and watch competitors steal our patented inventions, or we can do something about it. We've decided to do something about it," said Apple CEO Steve Jobs, in a statement. "We think competition is healthy, but competitors should create their own technology, not steal ours," said Jobs.

Patent suits are not uncommon in the ultra-competitive tech industry, but vendors generally take a low-key approach and let court documents speak for themselves. That Apple issued a press release featuring its high-profile CEO indicates the company views HTC's alleged infringements as a serious competitive threat.

"Apple has been and continues to be damaged by defendants' infringement," Apple said in its filing with the Delaware court. HTC has yet to file a formal response to the allegations.

InformationWeek has published an in-depth report on a data-centric approach to

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Google And The iPad

IT 2010. 1. 29. 03:33

BURLINGAME, Calif. -- Apple's new iPad aims to remake a market touched on by laptops, tablet computers, netbooks and even the iPod--portable devices for the creation and consumption of media, largely text and video. That also hits its increasingly active competitor Google.



The iPad met a mixture of reviews Wednesday, largely inflected with disappointment by people who were expecting much more--a salvation of journalism, the remaking of reading, destruction of the broadcast world, something like that. On its own, however, it may be a worthy device with an acceptable price point (one likely to fall) that should attract a lot of third-party developers. There is also talk of a new kind of electronic bookstore, which should make publishers happy.

Google ( GOOG - news - people ), on the other hand, may not be so amused. Chief Executive Eric Schmidt has talked openly of creating a powerful and cheap netbook computer by late 2010. Judging from his words, the Google netbook (or, given the way fashions are trending, perhaps now a tablet) will be priced far below Apple's ( AAPL - news - people ) range of $499 to $829.

Both companies are aiming at the business market, but with very different intentions. Apple, long a seller of hardware, is thinking in terms of something cheaper than a laptop, or better than a netbook. Google sees its device as a means to accessing its main businesses of Internet search and, increasingly, Internet-based office applications like word processing. The Google machine might even be subsidized like a cellphone, thrown on at a deep discount for a subscriber to Google Apps.

The two companies have been coming at each other for a while. Google's Nexus One phone is a rival to Apple's iPhone, and Apple is said to be building big data centers to offer online services a la Google. Earlier this week, Google released software for the iPhone that lets users make cheap long distance calls via the Internet, avoiding some charges by phone companies. Google tried this last year, but Apple did not approve the product. Schmidt resigned from Apple's board soon after. The new Google software can be accessed via the Internet, dodging Apple's control.



Who wins this battle may depend on the market result of corporate style. Both Apple and Google have outstanding recent track records on innovation and disruption, but the companies go about it in very different ways. Older Apple, schooled in selling delightful consumer technology products, has a discipline of process control. Its stuff comes out with the hardware and software created in parallel for maximum performance. With the iPod music player, the online store became part of that process. New versions of products roll out, and sometimes (as with the Mac or the iPhone) outside developers contribute ancillary products, but Apple's taste in the matter rules.








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Google (Finally) Finds Its Voice

For people who spend a lot of time thinking about disruptive innovation, there are few companies more interesting to watch than Google. The many ad-supported online services it's been rolling out over the years have disrupted everything from libraries to snail mail to word processors, and the image it's acquired in the popular imagination as a sort of Anti-Microsoft--a young, nimble, innovative, un-evil kind of company--doesn't hurt either. Maybe now it's time to ask: What isn't Google disrupting out in Mountain View? Well, now that we've had some time to reflect on the mid-March release of Google Voice, it looks like one answer is phones.


First, some background. Back in 2007, Google ( GOOG - news - people ) acquired a small but fascinating company called GrandCentral for about $50 million, and it has reworked and expanded GrandCentral's innovative menu of features to create Google Voice. Although at the time there was some concern that GrandCentral would enter (and possibly never emerge from) what Slate's Farhad Manjoo called the "Google Black Hole," it's clear that Google has made a healthy investment creating a slick service with plenty of interesting features.


The new service, which should soon open its doors to new, non-GrandCentral users, assigns users a new, single phone number, and that number rings all of your phones at once. Google Voice offers some neat technological advances to help users manage phone calls: features available through the site include voicemail storage and computerized transcription, Gmail-like SMS storage (you can send SMS messages through the site as well), call blocking (it even plays a recording to tell persistent callers your number has been disconnected), conference calling, and the ability to place calls (although the calls are placed via your phone, so you won't save any minutes). In a nutshell, Google Voice makes managing your telephonic life a little easier.

Click here to download a new free Special Report "10 Big Name Stocks That Can Beat The Recession."

So what does it all mean? Google has indicated that Google Voice will be free for users (except international calls--more on those below) and won't include ads, so there is little doubt that it will attract a healthy user base, but I'm not sure how much of an impact the service will have, either for the market or for Google itself.

Big-Picture Market Implications
Internet-based telephony (VoIP) has been getting a great deal of attention in recent years, and leading services Skype and Vonage ( VG - news - people ) have certainly had more than their share of attention from the media and from other companies. (Skype was acquired by eBay ( EBAY - news - people ), of all companies, in 2005). Commentators have said that Google Voice could be threatening to both these companies and to more "traditional" telecoms, but four factors make me skeptical...

First, it's not clear that the VoIP industry is a particularly attractive industry to enter, or that incumbents are doing at all well. Since its "most successful IPO in years" in 2006, Vonage stock has done nothing but decline (from above $12 a share to less than 50 cents a share). Skype, on the other hand, is a fairly popular way to make free computer-to-computer video calls and has certainly done a fine job accumulating and pleasing users, but as a revenue generator for eBay it's been very disappointing, and persistent rumors of a sale have been floating around for more than a year.

Second, VoIP's woes aside, Google Voice's Internet-based calling features don't seem to be particularly attractive and seem designed to supplement, not replace, existing phones. Sure, you can initiate calls through the Web site, but unlike Skype, Google Voice routes those calls through your cellphone or land line, so you're still basically using your old phone company and won't save any minutes (although it's worth noting that international calls are quite cheap if begun through Google Voice). Unlike Vonage, Google Voice can't actually replace your phones; it just makes them easier to use.

Third, Google Voice's success will depend on consumers' willingness to adopt it--and the fact that Google is demanding consumers change their telephonic habits may impede that adoption. Google Voice would shift the experiences of checking voicemail, sending text messages, and even making calls from the phone itself to the computer, and unless consumers see a substantial benefit, they will not be motivated to make that change. On the other hand, many of us have demonstrated our willingness to make big changes to our communications habits (certainly, carrying phones around with us everywhere was a big change), so this obstacle may not be so problematic.









 

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Google's top execs keep $1 salaries amid turmoil

By MICHAEL LIEDTKE , 03.24.09, 08:15 PM EDT
pic

Google Inc. Chief Executive Eric Schmidt and co-founders Larry Page and Sergey Brin maintained their traditional salaries of $1 last year even as the value of their combined stakes in the Internet search leader plunged by nearly $26 billion.

The paltry paychecks, disclosed Tuesday in a regulatory filing, come as no surprise because Schmidt, Page and Brin have insisted on their annual salaries remaining at $1 since Google (nasdaq: GOOG - news - people ) went public in 2004.

The trio also don't get any bonuses or the stock awards that most of Google's other 20,000 employees receive.

That's because Page and Brin, who founded the company in 1998, already are Google's largest stockholders with about 29 million shares apiece.

Page, 36, and Brin, 35, made Schmidt, 53, a major shareholder when they hired him as CEO in 2001.

 
Schmidt received perquisites valued at $508,763 last year, mostly to cover personal security bills totaling $402,562. Google also paid a total of $106,201 to fly his family and friends on airplanes chartered by the Mountain View, Calif.-based company.

Including his perks, Schmidt's 2008 compensation package edged up 6 percent from 2007 when his package totaled $478,662.

The Associated Press formula is designed to isolate the value the company's board placed on the executive's total compensation package during the last fiscal year. It includes salary, bonus, performance-related bonuses, perks, above-market returns on deferred compensation and the estimated value of stock options and awards granted during the year. The calculations don't include changes in the present value of pension benefits, and they sometimes differ from the totals companies list in the summary compensation table of proxy statements filed with the Securities and Exchange Commission, which reflect the size of the accounting charge taken for the executive's compensation in the previous fiscal year.

 

Limiting their salaries to $1 didn't seem like a big sacrifice for Schmidt, Brin and Page until 2008. That's because they became multibillionaires as their holdings in Google soared eight-fold between the time of the company's initial public offering in August 2004 and the end of 2007.

Although all three men remain among the world's wealthiest people, they suffered a major setback last year. Combined, their fortunes plunged by a combined $25.8 billion, or nearly 56 percent, in 2008, as investors began to fret that Google would be hurt by the faltering economy.

Google held up better than many people feared as its revenue rose 38 percent to $21.8 billion, but the company's stock price still plummeted from $691.48 at the close of 2007 to $307.65 at the end of last year.

Google shares have rallied along with the overall market recently, closing Thursday at $347.17.

The steep decline in Google's market value prompted the company to recently decrease its employees' cost to exercise a total of 7.64 million stock options. The re-pricing gives the 15,642 who participated in the program a better chance to strike it rich in future years.

Signaling its intent to hand out even more stock options as it expands, Google wants to add another 8.5 million shares to the pool of available awards. The request will be voted on at the company's annual meeting May 7.

Other Silicon Valley billionaires, such as Yahoo Inc. (nasdaq: YHOO - news - people ) co-founder Jerry Yang and Apple Inc. (nasdaq: AAPL - news - people ) co-founder Steve Jobs, also have limited their salaries to $1 while serving as CEO.

But mogul CEOs haven't been as egalitarian. For instance, Oracle Corp. (nasdaq: ORCL - news - people ) CEO Larry Ellison pocketed a $1 million salary in the company's last fiscal year and received an additional 7 million stock options valued at $71.4 million when they were granted.

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Life After Google

IT 2009. 3. 25. 08:09

BURLINGAME, Calif.--There is life after Google--though the increasing number of search alternatives popping up around the U.S. are careful not to take the search giant head-on.

With three-quarters of all search traffic, Google (nasdaq: GOOG - news - people ) might seem unassailable. But potential competitors are busy developing new ways of finding information and hunting down the investors they need to support them. Last year, more than 50 new search companies raised $330 million in venture financing, according to MoneyTree.

So how are these aspiring search engines proceeding? Mostly, by not following the example of Cuil.com (pronounced "cool"). Cuil's name means "knowledge" in Gaelic, but it might as well stand for "cautionary tale."

The Menlo Park, Calif.-based company was founded by former Google executives and made a splash when it debuted last May by bragging of a search index three times the size of Google's. It got the expected traffic bump from curiosity seekers, but traffic quickly cooled off as people returned to Google. However better Cuil might have been than Google, it wasn't better enough to get users to make the switch.

In Pictures: 10 Search Engines To Watch

Lesson learned. "There's really not much point in building another search engine," says Anand Rajaraman, co-founder of Kosmix, one of the new, specialized search companies. Trying to out-Google Google, he says, "is the wrong attitude and the wrong approach."

The right approach, investors hope, is the sort of niche-oriented search offered by Like.com. The San Mateo, Calif.-based company started life in 2004 as a facial-recognition software, aiming to help users sort and tag their photos. But Chief Executive Munjal Shah revamped it for shopping. Give Like.com a picture of a product you like--such as a favorite watch--and its computers will find stores selling it, as well as suggest alternatives. The site is especially popular with women shopping for shoes.

Shah says Like.com was able to use roughly 80% of the code from the previous iteration of his computer vision technology, and is now forecasting $20 million in revenues this year, up from $10 million last year and $1 million the year before.

Rather than use pictures, another new search engine, Aardvark, asks questions. Pose it a query, and Aardvark looks through your extended social network, pulling information from sites like Facebook. The search engine finds those best in a position to field your question and asks them if they'd care to answer it. It then forwards whatever answers it gets.

To a reporter's question, "What's a good cure for writer's block?," Aardvark was able, in a couple of minutes, to come back with advice from Joe M. in New York: "Force yourself to write 3-5 paragraphs about a topic: Go to a book on your shelf, open to page 87. Paragraph 3, and the first noun and that will be your topic."

Aardvark says that over time, its software gets smarter about which users are the most likely to answer questions on which topics.

In contrast, Kosmix is trying to carve out a new niche by smartly combining results from other search engines. In response to a topic search, its computers automatically create a page full of information, pulled from big sites like Wikipedia and YouTube, as well as blogs, Twitter feeds and more.

Rajaraman and Kosmix Co-Founder Venky Harinarayan say their computers comb through 10,000 Web sites and applications. Want to research a trip to Hawaii? Kosmix can find you opinions from Twitter, a guide on Mahalo and the latest photos from Flickr, then display it all on one page ordered by relevance.

Users also see advertisements, of course; all of these sites plan on making money by selling ads or cashing in on affiliate referral fees.

The new mini-search engines are still a tiny part of search, estimated to have less than 2% of total search traffic. But Web traffic monitor Hitwise says they are growing rapidly. Kosmix has seen its market-share grow 730% year-over-year. On Microsoft (nasdaq: MSFT - news - people )-owned Powerset, which answers questions asked in plain English, traffic is double from that of a year ago.

These companies sense an opening in part because Google searches continue to get longer, with users giving it more and more search terms in the hopes of finding ever-more detailed niche information.

Forrester Research analyst Shar VanBoskirk says it isn't a technology gap with Google that is holding these companies back. Rather, she said, they have to deal with the juggernaut of the Google brand. "The biggest problem I see facing any emerging search engine is the same problem facing Microsoft, which is critical mass of users," she says.

And even if the new search engines persuade users to try more than just Google, they still face the prospect of Google moving into their turf. Blog search used to be a separate market segment in search, with several companies battling to dominate. After Google added blog search to its main search menu, there was the predictable shake-out.

Of course, this also means that should any of these companies become a success inside their niche, they would become a Google acquisition target--which may be all the motivation any of them need. "I think it's fair to say that the conventional search game is over," says Kosmix's Rajaraman. "But that doesn't mean the Internet game is over."

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GM

Business 2009. 3. 14. 14:53
General Motors is seeing a slight pullback after hours, following a huge run-up in regular trading. Shares closed up more than 24% after the company told U.S. officials it can survive without $2 billion in additional aid that it had requested to get through March. Stepped-up cost-cutting measures and holding off on some planned spending helped. Shares are down more than 6% in extended trading.

Shares of Lions Gate Entertainment (nyse: LGF - news - people ) also fell after hours, down more than 4% on the idea that billionaire Carl Icahn could gain control of the boutique movie company. Fitch analyst Jamie Rizzo told investors that if Icahn’s latest move to buy up the company’s convertible bonds succeeds, he'll have "effective control." 

Anadys Pharmaceuticals (nasdaq: ANDS - news - people ) is heading higher after hours. Shares are soaring, up nearly 8% in extended trading, on word the company is in late-stage partnership discussions about its experimental hepatitis C treatment. Anadys reports five companies have conducted formal due diligence and a couple more are scheduled.

Shares of National Beverage Corporation (nasdaq: FIZZ - news - people ) jumped more than 6% after hours on an 11% rise in profits on higher sales in the third quarter. The company says consumers are focusing more on value today, which boosts demand for its Shasta, Everfresh and LaCroix drink brands.

And Comscore released its data on top search engines for February. No surprise. Google (nasdaq: GOOG - news - people ) is the No. 1 search engine--leading the U.S core search market last month with 63.3% of the searches conducted. Yahoo (nasdaq: YHOO - news - people ) was next with 20.6%, while Microsoft (nasdaq: MSFT - news - people ) held 8.2% of the market,

Ask Network--which has been tailoring its marketing toward the racing audience, with prominent ads during televised NASCAR races--is in fourth place with 4.1% of the searches. AOL rounds out the top five with 3.9%. Overall, Americans conducted 13.1 billion searches, down 3% from January.



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An executive from Google Inc. is becoming the latest CEO of AOL, raising hopes that he will be able to turn around Time Warner Inc.'s struggling Internet unit.

Tim Armstrong, who had been a senior vice president at Google (nasdaq: GOOG - news - people ) and head of the company's North and South American advertising operations, replaces AOL CEO Randy Falco, a veteran TV executive who took the job in November 2006. Falco, along with Ron Grant, AOL's president and chief operating officer, are leaving AOL.

Tim Armstrong, who had been a senior vice president at Google (nasdaq: GOOG - news - people ) and head of the company's North and South American advertising operations, replaces AOL CEO Randy Falco, a veteran TV executive who took the job in November 2006. Falco, along with Ron Grant, AOL's president and chief operating officer, are leaving AOL.

Armstrong, 38, also will take over from Falco as chairman.

This shake-up - one of several the company has experienced lately - could mean a spin-off of AOL is more likely. Time Warner (nyse: TWX - news - people ) CEO Jeff Bewkes has said he's open to a merger or sale of AOL, and in a statement Bewkes said Armstrong would help Time Warner "determine the optimal structure for AOL."

"Tim is the right executive to move AOL into the next phase of its evolution," Bewkes said. "At Google, Armstrong helped build one of the most successful media teams in the history of the Internet."


Armstrong worked at Google for 8 1/2 years. As the company's first employee outside of Mountain View, he started its New York office.

The transition is another sign of turmoil in Time Warner's decade-long attempts to salvage its 2001 acquisition by AOL, once known as America Online. The $147 billion AOL-Time Warner deal symbolized the astonishing wealth created by the dot-com boom and quickly became one of the most disastrous marriages in U.S. corporate history.

During the past few years, AOL has been realigning itself around three core businesses - its Platform A advertising unit, MediaGlow publishing unit and People Networks social media unit. These businesses are meant to bring in revenue through online advertising, as a way to offset losses from its fading dial-up Internet access service.

Besides realigning AOL, Time Warner has made moves to separate the dial-up operations from these ad-focused businesses, which would make it easier for Time Warner to sell one or both.

Problems have persisted, though. In early February, Time Warner reported that AOL's fourth-quarter revenue dropped 23 percent to $968 million, hurt by falling subscription revenue and ad sales.

There have been numerous management changes as well. A day before its parent company's quarterly report, AOL named former a Yahoo Inc. (nasdaq: YHOO - news - people ) executive, Gregory Coleman, to head Platform A. Coleman replaced Lynda Clarizio, who had come on just last March.

Another reminder of the ongoing troubles came the day of Time Warner's report, when Google - which paid $1 billion in 2006 for a 5 percent stake in AOL and is its largest shareholder aside from Time Warner - triggered an escape clause in its contract with AOL. The clause forces Time Warner to spin off Google's holdings through an initial public offering or repurchase the stake at current market value.

This came after Google wrote off $726 million of its investment in the fourth quarter because of AOL's falling value. Google had made the investment in an effort to increase its advertising partnership with AOL and prevent rival Microsoft Corp. (nasdaq: MSFT - news - people ) from trying to get involved with the company.

Richard Greenfield, an analyst with Pali Research, called the management change "a huge positive all around" for Time Warner investors. With Armstrong at the helm, he thinks it's more likely that Time Warner will eventually separate the AOL unit from its main business.

Kevin Lee, chief executive of search marketing firm Didit, feels the same. If the economy and stock market improve, and Armstrong is able to shape up AOL, Lee thinks it is possible that Time Warner would spin the business off as a public company or sell it.

Regardless, he's certain Armstrong has plenty of work ahead of him.

"If he wanted challenges, he picked a great place for challenges," Lee said.

Copyright 2009 Associated Press. All rights reserved. This material may not be published broadcast, rewritten, or redistributed









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Shares of some top internet companies are mixed at noon:

Akamai Technologies (nasdaq: AKAM - news - people ) rose $.11 or .7 percent, to $16.34.

Amazon fell $3.35 or 5.2 percent, to $61.42.

eBay (nasdaq: EBAY - news - people ) fell $.34 or 3.3 percent, to $10.12.

Google (nasdaq: GOOG - news - people ) fell $6.46 or 2.1 percent, to $299.18.


Yahoo (nasdaq: YHOO - news - people ) rose $.36 or 2.9 percent, to $12.89.

Copyright 2009 Associated Press. All rights reserved. This material may not be published broadcast, rewritten, or redistributed

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Google Disrupts--Again

IT 2009. 3. 6. 04:30

Google has turned the advertising industry upside down. Here's something else the Internet giant is changing: Web sites--both how they are used and how Web designers ought to go about putting them together. Chalk it up to another triumph of less being more.

The traditional advice about building a Web site was to spend a lot of time in advance planning its organization, ensuring that all the inside pages fit together in a logical hierarchy. Next, navigation aids were placed on the home page, so that the routes to all that inside content were intuitive and readily apparent. And since first impressions are as important online as off, lots of time and effort should be spent designing the home page, as it would be the first thing your visitors would see.

No one is now saying that Web layouts should be complicated, or Web site design shouldn't be attractive. But because of search engines, users end up never encountering that home page or availing themselves of the careful arrangement of the site's material.

Instead, they're taken directly to the inside page that has the specific material they are looking for. And once they find what they're looking for, they're off somewhere else.

What that means, says Jerry Sheehan of the California Institute for Telecommunications and Information Technology, is that Web developers shouldn't sweat the details of how a site is pieced together, since Google (nasdaq: GOOG - news - people ) will only end up hiding a lot of that work from many, if not most, Web users.

"We are stuck designing for the total user experience," Sheehan says. "But in fact, the actual user experience is to simply come and get something, and then go. The natural predilection is to spend lots of time working on the right design. But we might be better off taking 20% of that effort and using it to come up with 20% more content for the site."

Sheehan's institute helps state agencies get help from academia to undertake technology projects more complex than they could by themselves. He said he developed his new approach to Web design by looking at the traffic on his group's own Web site, and noticing that many visitors came directly from Google to an inside page, without ever bothering to check out the other parts of the site.

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The InfoTech 100

Business 2009. 2. 25. 10:36

The InfoTech 100


Which companies are logging the strongest growth, which industries are the hottest, and how the winners are faring in a treacherous economic climate

How do you pick the best-performing tech companies in the world? At BusinessWeek, we sort through the financial results of 30,500 publicly traded companies and rank the tech players on four criteria: shareholder return, return on equity, total revenues, and revenue growth. The companies leading the list are those with the lowest aggregate ranking.

Amazon.com and Apple took the top two spots this year. Still, the dominance of U.S. companies is in decline: The country has 33 companies among the IT 100 this year, down from 43 in 2007. When we first started compiling the list in 1998 to rank tech's top performers, 75 of the winners were U.S. companies.

NOTE: A more complete explanation of methodology is below the table.

Click column heading once to reorder from highest to lowest. Click twice to reorder from lowest to highest.
Rank
Company Name
Industry*
Country
Revenues
Millions
Revenues
Rank
Rev. Growth
Percent
Rev. Growth
Rank
ROE
Percent
ROE
Rank
Shareholder Return
Percent
Shareholder Return
Rank
Profits
Millions
1  AMAZON.COM  NET U.S. 15,955.0  23  39  29  35  22  28  29  508 
2  APPLE  COMP U.S. 28,747.0  15  33  39  24  44  74  10  4348 
3  RESEARCH IN MOTION  COMM Canada 5,765.9  55  66  8  33  24  152  1  1241 
4  NINTENDO  SOFT Japan 14,876.5  25  73  5  21  60  55  17  2289 
5  WESTERN DIGITAL  COMP U.S. 7,448.0  47  44  25  36  19  64  12  866 
6  AM?ICA M?IL  TELE Mexico 28,761.5  14  33  40  46  10  10  56  5408 
7  CHINA MOBILE  TELE China 45,863.1  9  21  61  23  48  90  9  11780 
8  NOKIA  COMM Finland 73,344.4  6  24  55  49  8  8  60  10350 
9  ASUSTEK COMPUTER  COMP Taiwan 17,343.8  20  57  11  16  76  38  21  672 
10  HIGH TECH COMPUTER  COMP Taiwan 3,232.5  70  45  23  59  5  111  6  782 
11  GOOGLE  NET U.S. 18,116.1  18  51  16  19  70  22  36  4509 
12  MTN GROUP  TELE S. Africa 10,208.4  35  42  28  22  53  41  20  1480 
13  IBM  COMP U.S. 101,259.0  4  9  95  38  17  20  38  10893 
14  MOBILE TELESYSTEMS  TELE Russia 8,252.4  44  29  47  38  16  26  31  2072 
15  TELEF?ICA  TELE Spain 81,077.0  5  7  98  44  11  16  44  12793 
16  VIMPELCOM  TELE Russia 7,164.6  49  47  20  27  32  19  39  1463 
17  HON HAI PRECISION IND.  COMP Taiwan 40,876.4  11  45  22  23  50  -3  82  1853 
18  AT&T  TELE U.S. 120,703.0  1  58  9  11  95  4  68  12564 
19  ACCENTURE  SVCS U.S. 23,276.6  16  19  65  69  3  -3  83  1450 
20  LG ELECTRONICS  COMP Korea 56,834.8  8  15  81  15  81  151  2  1307 
21  BHARTI AIRTEL  COMM India 4,605.8  61  58  10  35  20  11  55  1016 
22  ORACLE  SOFT U.S. 21,020.0  17  24  57  24  43  11  52  5088 
23  MICROSOFT  SOFT U.S. 57,954.0  7  17  76  44  12  -3  84  16419 
24  MAROC TELECOM  TELE Morocco 3,495.6  65  22  59  46  9  49  18  1020 
25  TURKCELL ILETISIM HIZMETLERI  TELE Turkey 6,328.6  52  35  35  23  47  34  24  1350 
26  LG DISPLAY  COMM Korea 15,267.5  24  35  33  16  78  17  41  1430 
27  NHN  NET Korea 686.3  100  56  12  40  15  59  14  160 
28  COSMOTE MOBILE TELECOM.  TELE Greece 4,396.1  63  28  49  53  7  17  43  519 
29  MILLICOM INTL. CELLULAR  TELE Lux. 2,630.6  77  67  6  34  23  12  50  439 
30  HEWLETT-PACKARD  COMP U.S. 107,671.0  2  14  83  21  61  11  54  7850 
31  COMPAL ELECTRONICS  COMP Taiwan 11,838.4  32  44  24  12  94  18  40  271 
32  SISTEMA  TELE Russia 10,862.8  34  43  27  18  71  10  57  813 
33  ORASCOM TELECOM  TELE Egypt 4,545.8  62  35  32  36  18  5  66  755 
34  SAMSUNG ELECTRONICS  SEMI Korea 104,791.6  3  15  80  12  93  25  32  7894 
35  CHINA UNITED TELECOMMUNICATIONS  TELE China 13,594.1  30  25  54  10  98  64  13  762 
36  MOBINIL  TELE Egypt 1,471.9  92  29  48  104  2  36  22  327 
37  CARSO GLOBAL TELECOM  TELE Mexico 16,154.6  22  7  97  43  13  4  70  1156 
38  KONINKLIJKE KPN  TELE Neth. 17,900.1  19  4  99  59  6  -3  81  3810 
39  CISCO SYSTEMS  COMM U.S. 37,684.0  13  18  72  25  41  -4  86  8069 
40  WISTRON  COMP Taiwan 6,843.4  50  34  36  19  69  17  42  165 
41  MOBILE TELECOMMUNICATIONS  TELE Kuwait 6,038.0  54  39  30  20  64  13  49  1154 
42  ACTIVISION  SOFT U.S. 2,608.2  78  88  2  15  82  35  23  286 
43  REDECARD  SVCS Brazil 984.6  97  305  1  135  1  NA 78  385 
44  CYPRESS SEMICONDUCTOR  SEMI U.S. 1,695.6  87  43  26  26  36  23  34  378 
45  ZTE  COMM China 4,705.6  59  51  15  10  99  34  25  169 
46  LENOVO GROUP  COMP Hong Kong 14,590.2  27  10  94  14  86  91  8  161 
47  TELEMAR NORTE LESTE  TELE Brazil 9,645.8  39  4  100  20  67  111  5  1478 
48  CORNING  COMM U.S. 6,170.0  53  18  70  27  34  13  47  2852 
49  PRICELINE.COM  NET U.S. 1,390.8  93  24  56  27  33  129  4  157 
50  TAIWAN SEMICONDUCTOR MFG.  SEMI Taiwan 9,826.4  37  19  66  25  39  2  73  3932 

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