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Some Company Inc.
Austin, TX United States - (NASDAQ: SOMECO)
Some Person is Director of Company's Editorial. He shares with his team a passion for gathering and reporting solid facts that reveal great business stories. This person has worked both in journalism and public relations. He keeps his yin and yang in balance working on his rather erratic basket game.
[x]-
Company Description
Address
1234 Sesame St
Austin, TX 78704
United States
Phone: 512-555-1111
Toll Free: 800-555-1111
Fax: 512-555-1112
http://www.hoovers.comAlice had been looking over his shoulder with some curiosity. 'What a funny watch!' she remarked. 'It tells the day of the month, and doesn't tell what o'clock it is!' I was resolved to satisfy myself whether this ragged Elijah was really dogging us or not, and with that intent crossed the way with Queequeg, and on that side of it retraced our steps. But Elijah passed on, without seeming to notice us. This relieved me; and once more, and finally as it seemed to me, I pronounced him in my heart, a humbug... (Read More)
Rankings
Historical Events
Jul 01, 2006
Auditor Change
The company named PricewaterhouseCoopers Aarata as its new auditor.
Mar 07, 2005
Top Executive Change
The company announced that Howard Stringer will succeed Nobuyuki Idei on 06/22/2005.
Stock Quote
Exchange NASDAQ (GS): DELL Latest
(11/29/10 15:00:08 CST)$13.57 Change ($) -0.08 Change (%) -0.59% -
Key Financials
Fiscal Year-End January 2010 Sales $55.90B 1-Year Sales Growth (23.42%) 2010 Net Income $1.73B 1-Year Net Income Growth (41.17%) Total Assets $37.65B Market Value $97.15B Prescreen Score Low Risk
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Competition
Competitive Landscape for Things
Companies that design and manufacture stuff and things, and more stuff, too.
Top My Company Competitors
Company Revenue Net Profit Margin My Company $22.00B 2.11% Foo Bar $111.75B 1.99% Another $95.76B 14.67% Uno Mas $17.80B 1.98% Ind. Mdn. 3.42% Recent Market Analysis
Bulls Say
With a frigate's anchors for my bridle-bitts and fasces of harpoons for spurs, would I could mount that whale ...
"I left off, gentlemen, where the Lakeman shook the backstay. Hardly had he done so, when he was surrounded by the three junior mates and the four harpooneers, who all crowded him to the deck. But sliding down the ropes like baleful comets, the two Canallers rushed into the uproar, and sought to drag their man out of it towards the forecastle. Others of the sailors joined with them in this attempt, and a twisted turmoil ensued; while standing out of harm's way, the valiant captain danced up and down with a whale-pike, calling upon his officers to manhandle that atrocious scoundrel, and smoke him along to the quarter-deck. At intervals, he ran close up to the revolving border of the confusion, and prying into the heart of it with his pike, sought to prick out the object of his resentment. But Steelkilt and his desperadoes were too much for them all; they succeeded in gaining the forecastle deck, where, hastily slewing about three or four large casks in a line with the windlass, these sea-Parisians entrenched themselves behind the barricade.
"'Come out of that, ye pirates!' roared the captain, now menacing them with a pistol in each hand, just brought to him by the steward. 'Come out of that, ye cut-throats!'
"Steelkilt leaped on the barricade, and striding up and down there, defied the worst the pistols could do; but gave the captain to understand distinctly, that his (Steelkilt's) death would be the signal for a murderous mutiny on the part of all hands. Fearing in his heart lest this might prove but too true, the captain a little desisted, but still commanded the insurgents instantly to return to their duty.
"'Will you promise not to touch us, if we do?' demanded their ringleader.
"'Turn to! turn to!—I make no promise;—to your duty! Do you want to sink the ship, by knocking off at a time like this? Turn to!' and he once more raised a pistol.
Bears Say
'Come out of that, ye pirates!' roared the captain, now menacing them with a pistol in each hand, just brought to him by the steward. 'Come out of that, ye '...
'I'm afraid I don't know one,' said Alice, rather alarmed at the proposal.
'Then the Dormouse shall!' they both cried. 'Wake up, Dormouse!' And they pinched it on both sides at once.
The Dormouse slowly opened his eyes. 'I wasn't asleep,' he said in a hoarse, feeble voice: 'I heard every word you fellows were saying.'
'Tell us a story!' said the March Hare.
'Yes, please do!' pleaded Alice.
'And be quick about it,' added the Hatter, 'or you'll be asleep again before it's done.'
News and Press Releases
Read news and press releases about Dell
View Current News For Dell -
Recent Insights on Dell
Dell's Multiple Paths to Goal
Dell Inc. may have lost out to Hewlett-Packard Co. last week in its bid to acquire storage maker 3PAR Inc., but the company has other options as it looks to expand beyond its core...
[Read More]Dell Inc. may have lost out to Hewlett-Packard Co. last week in its bid to acquire storage maker 3PAR Inc., but the company has other options as it looks to expand beyond its core personal-computer business.
While Dell could potentially pursue another maker of data-storage systems, such as Compellent Technologies Inc. or Isilon Systems Inc., which have products similar to 3PAR's, the PC maker could benefit just as much by spending some of its $12.4 billion of cash on technology companies that specialize in other fields, analysts said.
Sally Jones is a writer and editor for Company, covering the insurance and construction industries.
Google buying Groupon
By now you have likely used or heard of the coupons and discounted deals associated with Groupon. Utilizing the power of collective buying, Groupon allows local businesses to attract customers by offering...
[Read More]By now you have likely used or heard of the coupons and discounted deals associated with Groupon. Utilizing the power of collective buying, Groupon (short for group and coupon) allows local businesses to attract customers by offering them ways to save on things to eat, see, and do in more than 150 cities across the Americas and Europe. In each participating city, Groupon advertises a daily deal, typically a half-off coupon for anything from meals at a local restaurant to bungee-jumping lessons; if enough consumers buy the coupon online by midnight, the deal continues, and the featured business receives a sizable chunk of sales.
The companys group buying model is a red-hot trend with smaller competitors and start-ups racing to gain some of its share. It was designed as a lower-risk alternative to traditional advertising. Whereas most marketing campaigns, such as print ads and radio and TV commercials, require upfront payment, Groupon costs businesses nothing out-of-pocket. Once a daily deal reaches its buyer quota the tipping point Groupon takes a cut and the company takes the remainder. Simple as that.
And Groupons business is skyrocketing as many analysts predict more significant growth in the years to come. Through the purchase, Google would enter the vastly untapped, lucrative local online advertising space and would potentially obtain valuable information on consumer buying habits and local merchants. The Herculian innovator of the Internet grows larger, cries for antitrust investigations get louder.
Comments on "Google buying Groupon" by Guy McGee
There are good and bad experiences with mergers. As reported in the June 2001 issue of CFO Magazine, a study by KPMG, Inc., showed that of the 700 most expensive merger deals between 1996 and 1998, only 17 percent enhanced shareholder value--not a high rate for that measure of success.
by Joe on 12.8.10 @ 3:50pm CST
Wellness programs are a proven way to bring down spiraling medical costs while creating a healthier, more productive workforce.
While implementing these programs can require significant upfront costs, the savings over time typically make them a worthwhile investment.
In fact, wellness programs generally show a return on investment of $4 to $5 for every dollar spent.by Joe on 12.8.10 @ 3:50pm CST
While results of mergers vary, organizations continue to investigate their possibilities.
So, it's not unlikely that the subject of mergers or affiliations may come up in your internal staff discussions or be prompted by your board.by Joe on 12.8.10 @ 3:50pm CST
Guy McGee is Director of Company's Editorial.
Key Information
D-U-N-S Number 123456789 Location Type Headquarters Subsidiary Status No Manufacturer Yes Company Type Public Plant/Facility Size (sq. ft.) (actual) 5,100,000 Owns/Rents Owns Foreign Trade Imports/Exports Accountant Some Guy LLP 2010 Employees (All Sites) 124,103 Employees (This Site) 1,750 1-Year Employee Growth 31.6730% Year of Founding 1979 Primary Industry Paper Industry Primary SIC Code 00000001: Paper Industry Primary NAICS Code 111112: Paper Products Latitude/Longitude 25.46957/-117.67673 Minority Owned/Women Owned No Wikipedia
Apple Inc. (NASDAQ: AAPL; previously Apple Computer, Inc.) is an American multinational corporation that designs and markets consumer electronics, computer software, and personal computers. The company's best-known hardware products include the Macintosh line... Read More
Comments on "Dell's Multiple Paths to Goal" by Sally Jones
There are good and bad experiences with mergers. As reported in the June 2001 issue of CFO Magazine, a study by KPMG, Inc., showed that of the 700 most expensive merger deals between 1996 and 1998, only 17 percent enhanced shareholder value--not a high rate for that measure of success.
by Joe on 12.8.10 @ 3:50pm CST
Wellness programs are a proven way to bring down spiraling medical costs while creating a healthier, more productive workforce.
While implementing these programs can require significant upfront costs, the savings over time typically make them a worthwhile investment.
In fact, wellness programs generally show a return on investment of $4 to $5 for every dollar spent.
by Joe on 12.8.10 @ 3:50pm CST
While results of mergers vary, organizations continue to investigate their possibilities.
So, it's not unlikely that the subject of mergers or affiliations may come up in your internal staff discussions or be prompted by your board.
by Joe on 12.8.10 @ 3:50pm CST