HP shares rose nearly 5 percent to $22.10, up $1.02 as of 11:15 am ET. Investors appear to be showing new confidence in HP and how CEO Meg Whitman is running the show. All the announcements that HP made yesterday bear repeating, because it was a busy afternoon:

 
Update: A few readers have written to point out I was wrong about HP’s old ticker symbol. It wasn’t HP but HWP. Silly me. Even so, if the Compaq name is headed for some lesser level of importance in HP’s future, then perhaps the Q in the ticker symbol, which was added as a nod to Compaq’s old symbol CPQ, to give the impression that the combination was more a merger of equals, should go. Given the choice between them, I would vote for HP. I should stress that I have zero indications that this is even under consideration, and is really just me ruminating.

Analysts had a mixed view. Chris Whitmore of Deutsche Bank Securities has been one of the more skeptical voices on HP’s turnaround prospects. “New sheriff, old game plan,” was the headline on his note to clients today. “We remain cautious on HP’s weak fundamentals, challenging macro conditions and deteriorating cash flow,” he wrote. Despite the beat on earnings, free cash flow — at $1.4 billion in the quarter — declined by half, pointing to what Whitmore calls “very poor earnings quality.” He rates HP as a “sell,” with a $20 price target.

Brent Bracelin of Pacific Crest Securities wrote that he remains unconvinced that an unexpected strength in HP’s PC unit is sustainable. “Apple and Samsung now account for 39 percent of market share across PCs, tablets and smartphones, and have a volume advantage relative to HP’s 6 percent share,” he wrote in a note to clients this morning. He rates the shares “market perform,” or neutral, and worries that HP’s biggest problem is that about half its sales are still tied to PCs and printers.

Whitman took to CNBC this morning to talk about HP’s situation. She portrayed the turnaround under way as about “10 to 15 percent” complete. That means there’s still a lot of work to do ahead. “We’ve laid a lot of pipe and done a lot of groundwork,” Whitman told the network’s anchors in a 13-minute appearance. I’ve embedded it below:

I’m joining HP’s conference call a little late — there was a lot of news to get through in the press releases and regulatory filings. As I’m typing, CFO Cathie Lesjak is running through the financial results. But the all-important Q&A with analysts is still ahead.

1:54 pm: Lesjak is talking about the results in the personal systems group. Consumer revenues declined 4 percent, while commercial sales of PCs increased 3 percent.

Services delivered 11.4 percent of sales, which was down. IT outsourcing revenue was down 3 percent as “we are being more selective in the deals we pursue.”

Technology Services revenue was flat. Imaging and printing revenue was down 10 percent and supplies revenue was down 12 percent.

Business Critical systems are down 23 percent year over year. Business continues to be impacted by continued revenue decline. That’s the Itanium lawsuit with Oracle hurting HP again.

Software revenue grew 22 percent to $907 million. Still too small to have a significant impact.

2:00 pm: Lead generation we are seeing across HP for Autonomy, but the company seems to be having a harder time closing deals on time.

Now on to the balance sheet: Our focus is to rebuild the balance sheet this year. We returned $350 million to shareholders via share repurchases. We also paid $251 million in dividend. $2.5 billion in operating cash flow and free cash flow of $1.5 billion. Total cash was $8.7 billion.

Lesjak is still speaking. She’s now getting into details on the restructuring. 9,000 employees will exit the company this year.

That amounts to about one third of the cuts to come this year.

We will be investing in technology and business processes. We expect to invest savings from headcount and non-headcount actions in a lot of things like cloud, software and services.

Non-GAAP fiscal EPS to be $4.05 to $4.10.

2:05 pm: Expect cash impact to be about $400 million in fiscal. Hm. This is interesting. HP is writing-down the value of the Compaq trade name it acquired in 2002. Does this mean the end of Compaq as a brand?

Here’s the Q&A. First from Katy Huberty of Morgan Stanley: Regarding free cash flow, the second quarter numbers were strong. Where do you expect free cash flow to end this year?

Lesjak: We haven’t been guiding cash flow. The way to think about it long term is that it trends in line with non-GAAP earnings. In Fiscal 2012 we expect $400 million and through 2014 we expect it to be $2.7 billion.

Huberty: Do you have a view yet if share gains in PCs were “sell out” or “sell in” after hard drive shortages?

Meg Whitman: We saw a good sell out in channel inventory. We feel pretty good in demand. We’ve struck the balance between design and the workhorse design that companies and governments need.

Bill Shope of Goldman Sachs: Can we return to mid-teens margins in IPG?

Whitman: We expect about 2 billion pages that will move from analog to digital. People at home are printing fewer photos, but we feel good about printing in the enterprise. As an industry leader we need to step up and act like one. We need to get pricing correct on ink and printers, and get the right product at the right time. In the enterprise we missed a cycle on multifunction color printers. And we have to look at business models in emerging markets. If you price the printer a little higher and the ink a little lower, you can sell a lot more printers and print a lot more pages. I think we’ve got the past four years really clear now.

Lesjak: On supplies decline. The vast majority of the decline was due to channel inventories this quarter. We expect that to modulate going into Q3. The caveat is that demand continued to be fairly weak. We’d like to take the inventories down a little in Q3.

Shope: Question on margins.

Lesjak: Go back to what drove the margins. One was supplies mix. This was caused by channel inventory corrections, but also softer demand and lower margins. Finally something we are not calling for a change, its the strength of the yen in our Laserjet business.

Whitman: Joining forces of IPG and PC business is going very well. PSG had a broader footprint in emerging markets. We’re going to leverage that. These were different divisions that didn’t coordinate as well as they could have.

2:13 pm: Toni Sacconaghi from Sanford Bernstein: I know you stated several times that you expect savings to be reinvested. If we take that literally and say 40 percent will drop to the bottom line, is that the right framework we should be thinking about? Is that the envisions balance given that you used the adjective majority?

Whitman: We have a well defined amount we’re going to get from headcount reductions. But there are other things: We are not to the point where we can make a decision about how much of that we can reinvest. We want to take a disciplined approach and evaluate return on invested capital. For example, we may get a lot of these savings. We’re only going to reinvest on those opportunities that make sense for HP long term. We’ll give more guidance on this at the end of Quarters Three and Four.

Toni: Your guidance. Even if you strip out the initial 5-10 cents from the guidance, it still implies a 30 percent Q3 to Q4 EPS growth, which is unprecedented. He’s basically trying to calibrate EPS expectations given the cuts.

Lesjak: The math we’ve done is that Q4 is in line with normal seasonality. We’re feeling like this is consistent with normal seasonality.

Toni: What are the offsetting forces?

Whitman: Overall we feel cautiously optimistic coming out of Q2. But we haven’t turned the corner. We are in the early stages of what we hope to achieve in the next few years.

We are in the early stages of a turnaround. They’re not linear. There may be a setback. And then we’re going through a lot of changes here. IPG and PSG are joined. There’s a lot of moving parts, but I don’t want to get out over my skis in terms of what we can deliver.

Lesjak is now talking about currencies. At the end of the day the currency we’re looking at right now is a headwind.

2:19 pm: Shannon Cross from Cross Research: Provide more color on how you are thinking of restructuring. Cuts across the board? Will there be any divestitures? More investments in back-office systems?

Whitman: Our restructuring is about three things. Align cost structure with the portfolio, (missed one thing), and then streamline operating model. Basically say, what do we want to focus on, how many people do we need to deliver. We came up with a bottoms-up approach to the cost savings we can achieve.

Then we have to make investments in the business. That includes back office tools and processes. We combined sales under John Hinshaw. We’ve put tools in. Once we do that you’ll see this company be a lot easier place to work.

Cross is asking about Autonomy. As we reported earlier: Mike Lynch is out.

Whitman: Autonomy delivered disappointing results. It’s not the product and its not competition. This is classic entrepreneurial company scaling issues. When you see a company scale like that it’s a whole different ball game. We need a new organizational structure to support a $1 billion+ company. This is something I’ve done before, having scaled eBay from $4 million to $8 billion, I’ve seen this movie before. I feel good about the product. I feel good about big data and analytics and it will hit all our business units.

2:23 pm: Brian Marshall of ISI: He’s asking about savings from cuts and how they will be reinvested. His question is breaking up a little in my audio.

Whitman: We’re looking toward organic innovation. We don’t see any major acquisitions on the horizon. There may be some tuck-in deals. The heritage of HP is a fantastic engineering culture.

We are going to increase the Research and Development budget considerably. We’re going to invest in product quality. We have good quality, but I think we can do better. And we’ve got some investment in internal systems.

Lesjak: We expect to save on an annualized run rate of $3 billion. It is from that pool of savings that we’ll be looking for reinvestment. That vast majority will be reinvested back into the business in places where we can grow.

2:27 pm: Question from Keith Bachman of BMO: First on services. You’ve ID’d that you want to take a number of people yet at the same time, there are areas in services especially where you need to nurture. How do you see headcount there?

Lesjak: What we’re doing is having a transition. It’s going from heavily weighted in slower growth to faster growing higher margin services. Cloud. Security, information management and analytics, and application modernization. As we do that, it has headcount implications. We’ve modeled that out a few years. I think it’s also important that this is a mix. But it’s not just about mix, including lean methodologies, so we get a better rate basis on contracts.

Bachmann: Net, you need to add people in services. Is the headcount up or down?

Whitman: I believe we will have a smaller more profitable services business.

2:32 pm: Next question from Ben Reitzes of Barclays. Asking Meg about China. You said things are turning around there. Also, a point about demand for PCs.

Whitman: I don’t want to get out over my skis concerning China. But it is doing better. We have a new head of APJ. We feel better about the distribution system there. We are seeing positive signs of a stabilization and turnaround. We announced our new line in China for a reason. I feel good about it, but it’s early days. But as you know, it has been a tough road for HP in China.

Lesjak: In industry standard servers in China, we are doing well. We are doing well there in networking.

Whitman: We have a fledgling but growing services business in China.

Now on to end-user demand for PCs. There is demand and there is a refresh coming from Windows 8. We still worry about Europe. My personal prediction is that Europe will get softer before it gets better.

2:35 pm: Whitman is wrapping up now. We have not turned the corner, but we have made real progress. We are excited about continuing to execute over the next quarter and years.

And that’s the end of the conference call. I’ll be back with some additional comments and color in a few minutes at the top of this post.

Separately, HP just filed an 8-K with the U.S. Securities and Exchange Commission concerning a restructuring plan. It reads in part:

As part of the restructuring plan, HP expects approximately 27,000 employees, or approximately 8% of the company’s workforce as of October 31, 2011, to exit the company by the end of fiscal 2014, with a portion of those employees exiting the company as part of a voluntary early retirement program for U.S. employees whose combined age and years of service exceed certain levels. The total number of employees ultimately affected will be impacted by the number of employees that opt to participate in the early retirement program. The changes to HP’s workforce will vary by country, based on local legal requirements and consultations with employee works councils and other employee representatives, as appropriate.

In connection with the restructuring plan, HP expects to record aggregate pre-tax charges of approximately $3.5 billion through the end of HP’s 2014 fiscal year beginning in the third quarter of HP’s 2012 fiscal year. Of that amount, HP expects approximately $3.0 billion to relate to the workforce reductions and approximately $0.5 billion to relate to other items, including data center and real estate consolidation. HP expects approximately $2.7 billion of those aggregate pre-tax charges to result in cash expenditures during the term of the plan. HP expects to amend its U.S. pension plans to facilitate the funding of a portion of the cash expenditures using available U.S. pension plan assets.

HP has now posted a news release with some details on the restructuring plan:

The idea is apparently to get things under way in the third quarter of this year, which is the current quarter, and to take charges of $3.5 billion by the end of 2014, most of it in workforce reductions. That is in line with CEO Meg Whitman’s claim that the turnaround is going to take a few years. The 27,000 jobs eliminated amount to about 8 percent of the workforce. Of that, HP will take a $1.7 billion pre-tax charge this year.

There’s also going to be some “SKU rationalization,” which is something I’ve written about before. Look for some products to get axed around this.

“While some of these actions are difficult because they involve the loss of jobs, they are necessary to improve execution and to fund the long term health of the company. We are setting HP on a path to extend our global leadership and deliver the greatest value to customers and shareholders,” Whitman said in a statement.

As AllThingsD also told you last week, the changes will be made in order to reinvest in things like research and development, one area that’s widely thought to have suffered too much in the last decade or so. There will also be investments in services, software and enterprise hardware.

Another surprise: Mike Lynch, the CEO of Autonomy, the British software company that HP paid $12 billion for last year and which was seen as an albatross around the neck of prior CEO Léo Apotheker, is stepping down. He’s not the only one, as other former CEOs of software companies that HP has acquired also have departed about a year later. Bill Veghte, HP’s chief strategy officer and executive vice president of HP Software, will run Autonomy. I had been hearing rumblings that Lynch would be leaving, but was never able to track it down.

Here’s the earnings announcement. I’ll have more as I go through it.

HP Reports Second Quarter 2012 Results
PALO ALTO, CA–(Marketwire -05/23/12)- HP (HPQ)

Second quarter non-GAAP diluted earnings per share of $0.98, above previously provided outlook of $0.88 to $0.91 per share
Second quarter GAAP diluted earnings per share of $0.80, above previously provided outlook of $0.68 to $0.71 per share
Second quarter net revenue of $30.7 billion, down 3% from the prior-year period
Returned $601 million in cash to shareholders in the form of dividends and share repurchases
Company announces multi-year restructuring to fuel innovation and enable investment — see separate press release for details

HP second quarter fiscal 2012 financial performance
Q2 FY12 Q2 FY11 Y/Y
GAAP net revenue ($B) $30.7 $31.6 (3%)
GAAP operating margin 7.2% 9.4% (2.2 pts.)
GAAP net earnings ($B) $1.6 $2.3 (31%)
GAAP diluted EPS $0.80 $1.05 (24%)
Non-GAAP operating margin 8.9% 11.3% (2.4 pts.)
Non-GAAP net earnings ($B) $1.9 $2.7 (28%)
Non-GAAP diluted EPS $0.98 $1.24 (21%)

Information about HP’s use of non-GAAP financial information is provided under “Use of non-GAAP financial information” below.

HP (HPQ) today announced financial results for its second fiscal quarter ended April 30, 2012. For the quarter, net revenue of $30.7 billion was down 3% year over year both as reported and when adjusted for the effects of currency.

GAAP diluted earnings per share (EPS) was $0.80, down 24% from the prior-year period. Non-GAAP diluted EPS was $0.98, down 21% from the prior-year period. Second quarter non-GAAP earnings information excludes after-tax costs of $356 million, or $0.18 per diluted share, related to amortization of purchased intangible assets, restructuring charges and acquisition-related charges.

“We are making progress in our multi-year effort to make HP simpler, more efficient and better for customers, employees, and shareholders,” said Meg Whitman, HP president and chief executive officer. “This quarter we exceeded our previously provided outlook and are executing against our strategy, but we still have a lot of work to do.”

Business Group Results

Personal Systems Group (PSG) revenue was flat year over year with a 5.5% operating margin. Commercial revenue increased 3%, and Consumer revenue declined 4% while Workstations revenue was down 1% year over year. Desktop units were up 5%, notebook units were down 6% and total units were down 1%.
Services revenue declined 1% year over year with an 11.3% operating margin. Technology Services revenue was flat year over year, Application and Business Services revenue grew 1% and IT Outsourcing revenue declined 3% year over year.
Imaging and Printing Group (IPG) revenue declined 10% year over year with a 13.2% operating margin. Commercial hardware revenue was down 4% year over year with commercial printer units down 7%. Consumer hardware revenue was down 15% year over year with a 13% decline in printer units.
Enterprise Servers, Storage and Networking (ESSN) revenue declined 6% year over year with an 11.2% operating margin. Networking revenue was up 2%, Industry Standard Servers revenue was down 6%, Business Critical Systems revenue was down 23%, and Storage revenue was up 1% year over year.
HP Financial Services revenue grew 9% year over year driven by a 4% increase in net portfolio assets and a 5% increase in financing volume. The business delivered a 9.9% operating margin.
Software revenue grew 22% year over year with a 17.7% operating margin, including the results of Autonomy. Software revenue was driven by 7% license growth, 17% support growth, and 72% growth in services. Autonomy saw a significant decline in license revenue.

To help improve Autonomy’s performance, Bill Veghte, HP’s chief strategy officer and executive vice president of HP Software, will step in to lead Autonomy. Veghte is an experienced software leader who will help develop the right processes and discipline to scale Autonomy and fulfill its promise. Mike Lynch, Autonomy’s founder and executive vice president for Information Management, will leave HP after a transition period. The market and competitive positioning for Autonomy remain strong, particularly in cloud offerings.

Asset Management
HP generated $2.5 billion in cash flow from operations in the second quarter. Inventory ended the quarter at $7.3 billion, with days of inventory up 2 days year over year to 28 days. Accounts receivable of $16.6 billion was down 4 days year over year to 49 days. Accounts payable ended the quarter at $12.9 billion, down 5 days from the prior-year period to 49 days. HP’s dividend payment of $0.12 per share in the second quarter resulted in cash usage of $251 million. HP also utilized $350 million of cash during the quarter to repurchase approximately 13 million shares of common stock in the open market. HP exited the quarter with $8.7 billion in gross cash.

Outlook
In connection with the restructuring efforts discussed in a separate press release issued today (http://www8.hp.com/us/en/hp-news/press-release.html?id=1247078), HP expects to record a pre-tax charge of approximately $1.7 billion in fiscal 2012 that will be included in its GAAP financial results for that period. Of that amount, HP expects to record a pre-tax charge of approximately $1.0 billion in its third fiscal quarter. The cash impact associated with the restructuring efforts is expected to be approximately $400 million in fiscal year 2012. Through fiscal 2014, HP expects to record additional pre-tax charges approximating $1.8 billion that will be included in its GAAP financial results for the applicable periods.

In May 2012, HP committed to a change in its PC branding strategy. As a result, HP has commenced an asset impairment analysis to determine the current value of the Compaq trade name acquired in 2002. Based on the preliminary results of that analysis, HP expects to record an impairment charge of up to approximately $1.2 billion that will be included in its GAAP financial results for its third fiscal quarter. There will be no cash impact associated with the impairment charge.

For the third quarter of fiscal 2012, HP estimates non-GAAP diluted EPS to be in the range of $0.94 to $0.97 and GAAP diluted EPS to be in the range of $0.00 to $0.03.

Third quarter fiscal 2012 non-GAAP diluted EPS estimates exclude after-tax costs of approximately $0.94 per share, related primarily to the amortization and impairment of purchased intangible assets, restructuring charges, and acquisition-related charges.

For the full year fiscal 2012, HP now estimates non-GAAP diluted EPS to be in the range of $4.05 to $4.10 and GAAP diluted EPS to be in the range of $2.25 to $2.30.

Full year fiscal 2012 non-GAAP diluted EPS estimates exclude after-tax costs of approximately $1.80 per share, related primarily to the amortization and impairment of purchased intangible assets, restructuring charges and acquisition-related charges.

More information on HP’s quarterly earnings, including additional financial analysis and an earnings overview presentation, is available on HP’s Investor Relations website at www.hp.com/investor/home.

HP’s Q2 FY12 earnings conference call is accessible via an audio webcast at www.hp.com/investor/2012q2webcast.

The news was reported by CNET earlier this month, with additional details, including the cost, trickling out in recent days. Our sources confirm that Microsoft will offer $15 Windows Pro 8 upgrades to those buying a new PC with Windows 7 Home Basic or higher.

Redmond has offered these kinds of coupons with the past several releases, so it is not a shocker.

But with Windows 8 coming this fall — possibly as late as November — and with current license sales slowing, and Microsoft losing share to both Macs and iPads, the upgrade program could be even more important this time around.

Redmond and the PC makers are hoping that the promise of a guaranteed and easy upgrade will convince back-to-school shoppers to stick with Windows, rather than head to the competition.

The upgrade program is important for another reason: Microsoft needs Windows 8 to get off to a fast start in order to convince developers to write new Metro-style apps that only run on Windows 8. Getting more Windows 7 users on the new operating system would help that cause.

A big change this time around is how the program will operate. In the past, Microsoft has been the driving force behind the cheap upgrades, but the company left it up to computer makers to handle the specific pricing, timing and fulfillment. With Windows 8, Microsoft will handle all of those items, sources say.

Microsoft declined to comment on its upgrade program plans.

The other piece of preparing for Windows 8 is what is taking place on the hardware side. Windows 8, with its Metro user interface, is tailor-made for touch devices, though it will also work with a keyboard and mouse.

So far, this summer’s laptop offerings are punched-up versions of the same PCs that have been on the market for months, with upgrades to Intel’s Ivy Bridge chip line, and PC makers all trying to put their stamp on the trend toward thinner, lighter laptops.

Lenovo has announced more consumer-friendly versions of its business-minded ThinkPad laptop. Hewlett-Packard, meanwhile, has expanded its Ultrabook line and has slapped the term “Sleekbooks” on another set of new laptops that fall into the ultra-thin-and-lightweight category but have innards that don’t meet Intel’s specifications for Ultrabooks. Sony’s new Ivy Bridge-equipped Vaio laptops will be made with lightweight materials, include larger displays, and offer optional accessories such as an extended battery.

But PC makers will clearly be gearing up for Windows 8 so that they can start pitching the new operating system as soon as it is ready.

This fall, some hardware makers will introduce convertible PCs that function as both tablets and laptops, as noted here, or will add things like touch sensors to existing displays, in order to bridge the two operating systems.

One company that has already announced a Windows 8 laptop is Lenovo. At the Consumer Electronics Show in January of this year, the China-based PC maker showed off the IdeaPad Yoga, a laptop with a 10-finger touchscreen and a full range of motion at the hinge so when fully folded it turns into a 13.3.-inch tablet.

Overall, one can expect a lot of Windows 8-ready machines to be part of the back-to-school lineups. But expect most PC makers to hold off on design overhauls for the Windows 8 launch.

The consensus among Wall Street analysts calls for HP to report sales of $29.92 billion and a per-share profit of 91 cents. And, for the most part, analysts are expecting HP’s results to be in line with expectations, if maybe a little light on sales.

One possible curveball, however, is Europe. Given HP’s exposure to the faltering markets on that continent, about which Dell complained in its earnings report yesterday, HP could conceivably see its results hurt more by Europe than by Dell.

Europe accounts for 37 percent of HP’s revenue, making it the most heavily exposed there among the large IT vendors. “The increasing uncertainty and resulting macro weakness in Europe will likely act as an ongoing headwind to growth,” wrote analyst Chris Whitmore of Deutsche Bank Securities in a note to clients Tuesday.

But the big item on the agenda will be HP’s plans for restructuring, and how many jobs may be lost. As AllThingsD reported last week, HP is contemplating a restructuring that could see as many as 30,000 jobs eliminated, including 5,000 through voluntary retirements. What’s unclear is over what length of time these jobs will go — I’ve been told by sources that this is a key detail, and it is likely to be a fairly long period of time.

The reductions would be the latest in a long, painful sequence of cuts for HP that began years ago. Whitmore notes that HP chopped 50,000 jobs over the course of five years under the tenure of former CEO Mark Hurd. “We suspect HP will position this cost cutting as ‘cut to reinvest’ — an interesting strategy considering HP has been restructuring for the past decade,” Whitmore writes.

Whatever restructuring Whitman puts on the table, Whitmore expects it will help HP maintain its prior guidance — it expects to finish the year with a per-share profit north of $4.00 — but it’s still not going to be easy. Summer PC demand is expected to be soft, and the lack of a tablet strategy isn’t helping. Demand for corporate PCs will likely be a rare bright spot, but just barely.

In printers, the relatively weak results of printer concerns Canon and Lexmark don’t exactly imbue the market with confidence that the trend of sliding profits and sales in HP’s printer operation, recently combined with the Personal Systems Group in a sweeping reorganization announced last month, is anywhere close to being reversed.

One thing to watch for — and something about which Whitman has hinted in the past — is SKU reduction. An SKU is industry lingo for “stock-keeping unit,” and it refers to specific models and makes and packages of a given product. Consumer printers — and, in fact, printers in general — would be an obvious place to cut back on the number of models offered to the market, and it would be perfectly in line with Whitman’s prior messages emphasizing simplicity and streamlining HP’s approach to the market. While I don’t expect Whitman to go on at length about this subject, it’s the sort of thing she may touch on as she hones the “simplicity” message.

What not to expect: One big bomb dropped all at once, outlining the sum total of Whitman’s long-term strategy for HP — one she has already admitted will take a long time to implement. The fact is, it’s a big job, probably one of the biggest in all of the corporate world, and so it’s necessarily coming out in pieces. Today’s piece will be a big one.

According to NPD, Apple shipped 17.2 million mobile PCs* worldwide during the first quarter of 2012, enough to capture a 22.5 percent share of the market — more than double that of its closest rival, Hewlett-Packard. During the same period, HP shipped just 8.9 million mobile PCs for an 11.6 percent market share.

How did Apple manage to dominate PC leader HP in the mobile PC market? The iPad.

Of the 17.2 million “mobile PCs” Apple shipped, 13.6 million were iPads. And in that particular segment of the market — tablets — Apple’s domination is unrelenting. In the first quarter, Apple claimed a stunning 62.8 percent share of the tablet market, dwarfing every single one of its rivals. Samsung, its next closest rival, shipped just 1.6 million tablets during the quarter, for a share of 7.5 percent. Amazon followed with 900,000 tablets shipped and a 4 percent share. Bringing up the rear: Research In Motion and Asus, which sold 500,000 tablets each, for a 2.3 percent market share.

*NPD defines mobile PCs as tablets and laptops.

The world’s third-biggest PC maker gave a forecast for gain in sales of 2 percent to 4 percent in the current quarter, which would top out at $15 billion, fully $400 million short of what Wall Street analysts had expected.

That outlook came on top of sales in the quarter just ended that declined 4 percent to $14.4 billion, amounting to a miss of a half billion from the Street consensus. Per-share earnings were 43 cents, also short of expectations by three cents. It was the second miss in a row for Dell.

Naturally, Dell shares are getting spanked. As of 3 pm PT, they’re down almost 12 percent, at $13.33 a share. And the damage isn’t limited to Dell. Hewlett-Packard, which reports earnings tomorrow, is down in after-hours trading by 56 cents, or nearly 3 percent, to $21.22 a share.

How serious? Does $2.2 billion and 15 percent EBIT profits sound serious to you? It does to me, and also to Deutsche Bank analyst Chris Whitmore.

Having slogged through Oracle’s 72-page document dump with a better eye for detail than mine, Whitmore noticed a line in a January 2010 email from Dave Donatelli, now head of HP’s Enterprise Group (specifically Exhibit 17, for those who want to scroll through and find it) saying that HP’s Business Criticial Server business combined with its Technology Services business, which includes the support and services associated with the Integrity line of servers that uses the Intel-made Itanium chip, was at that time larger on a revenue basis than HP’s personal computer business.

The same document, he says, showed that at the time, HP’s “owned operating profit” for the combined hardware, software and services tied to the business of selling and supporting Itanium servers was about $2.2 billion. All in, HP derives — or at least at that time derived — about 15 percent of its profits on an EBIT basis from Itanium and related businesses.

No wonder, then, that HP considered Oracle’s March 2011 decision to stop creating software that runs on the Itanium chip so earth-shattering that it hauled the software giant into court last June. That case is expected to head to trial any day now.

The disclosure is the clearest sign yet of how much HP stands to lose if its Business Critical Server business can’t recover. It has always been known to be a highly profitable business; exactly how profitable was a closely guarded HP secret. But sales of Business Critical hardware have been on the decline. In 2009, sales of BCS hardware were $2.6 billion. In 2011, they had fallen by 19 percent to $2.1 billion. And in the quarter ended Jan. 31, sales were $405 million, down 27 percent from the same period in 2011.

The uncertainty about Itanium’s future is one of the many reasons that Whitmore has been particularly bearish on HP’s turnaround prospects: “Given the growing uncertainty around the long-term viability of Itanium, we expect customer defections to continue, if not accelerate in future periods,” he wrote in a research note to clients, issued yesterday.

However, much as HP lawyers would like to argue that Oracle’s motivation is to help bolster long-flagging sales of its new Sun Microsystems hardware unit, Whitmore argues that the main benefactor is IBM: “While Oracle is responsible for shining a bright light on Itanium’s precarious future, it is probably doing IBM the biggest favor. … We expect IBM to be the greatest beneficiary of Itanium defections and view Power [IBM's server chip] as the market consolidator and eventual standard in the UNIX/RISC server market over the medium to longer term.”

And even if HP prevails in its suit, Whitmore isn’t seeing much benefit: “Regardless of the outcome of this particular suit, we expect HP-UX customers to continue fleeing what is increasingly looking like a dead platform — creating a major headwind for HP’s medium-term earnings.” Ouch.

A report by Business Insider yesterday pegged the range of cuts at HP to between 10 percent and 15 percent of its current work force of 320,000 people. But sources familiar with HP’s plans tell AllThingsD that the cuts will be carried out over a relatively long period of time, perhaps a year or more. A report by Bloomberg News out minutes ago puts the target at 25,000. The exact number of cuts, one source told me, is still considered a “moving target” and could grow or shrink.

Additionally, sources say, Whitman will, during a conference call with analysts, portray the cuts as necessary — not to bolster HP’s earnings and satisfy shareholders, but rather as a means to make needed investments. On this point, Whitman will be borrowing a bit from the playbook of her short-lived predecessor, former HP CEO Léo Apotheker.

Whitman will argue that many of the cuts made at HP during the five years that Mark Hurd was at its helm were made without corresponding investments in new and growing initiatives. This “cut and reinvest” theme will apply across the company, sources tell me. The process has been an intense one among HP’s senior executive ranks and has, as one source put it, “consumed the company.”

Much like what happened at networking giant Cisco Systems, the restructuring will include a combination of voluntary retirement packages, the precise details of which are still under consideration, combined with outright cuts. The target for voluntary retirement, sources tell me, is about 5,000 people.

Brian Marshall, an analyst with ISI, in a May 3 note to clients estimated that a job reduction of about 18,000, amounting to about 5 percent of HP’s work force would, would save HP in the neighborhood of $1.2 billion and boost year-end earnings per share by about 50 cents, assuming a cost of about $100,000 per employee. “If HP institutes a reduction in force as we expect, we wouldn’t be surprised if calendar year 2013 EPS estimates eventually approach $5.00 as the business stabilizes, growth returns in the Jan 2013 quarter and the organization is streamlined,” Marshall wrote.

They’re not quite as juicy — Oracle has always had the better flair for the dramatic in this case — but in releasing them, HP clearly intends to paint Oracle, the new owner of Sun Microsystems, as out to hurt HP by kicking it straight in the teeth by damaging its Business Critical Server operation.

The first of the batch is an instant message exchange between some Oracle sales guys, who happen to use salty language in relation to HP. (Sorry about that.)

The second appears to show that Mark Hurd, while still CEO of HP, was informed about Intel being both aggressive and excited about a forthcoming version of the Itanium chip, which would seem to run contrary to the argument Oracle has made that Intel was prepping for the Itanium line’s end of life, while allowing HP to lie about it to its server customers. In the message, Martin Fink, who figured so prominently in Oracle’s document dump today, writes to Hurd: “I’m not sure what exactly this means, but I have rarely seen Intel so agressive on anything to do with Itanium EVER, and they are working very hard to get this moving forward.”

Another, from February 2011, appears to show Oracle unwilling to release a security software patch for a version of one of its applications that runs on HP-UX and therefore on an Itanium-based server. Another from the same day is an email from Oracle CEO Larry Ellison to Thomas Kurian, senior vice president of Oracle’s server technologies, asking if support documents had been updated to specify “no more one-off patches for Itanium.” The date is key because Oracle first announced that it would no longer support Itanium systems on March 23 of that year. It should surprise no one that the top echelons of Oracle management knew this announcement was coming.

The next is an email showing HP getting ready for a big strategy launch. “Kinetic” was HP’s internal name for a strategy that leveraged all of HP’s IP that enabled mission-critical products into a cohesive whole. Plans for Kinetic included extending HP-UX and Integrity, HP’s line of Itanium-based servers, indefinitely, as well as bringing up X86 chips, like Intel’s more mainstream Xeon, under the “mission critical” umbrella. As HP sees it, this was the plan all along.
 
Finally the last one is another IM exchange between Oracle sales execs. Toward the end, one of them complains about being forced to sell Sun hardware that is described as a “pig with lipstick at best.” Again as HP sees it, once Oracle owned Sun it had every motivation to do whatever it could to hurt HP, including ducking out of previously contracted commitments.

As I did with the Oracle dump this morning, I collated everything into a single PDF. I think I got everything in chronological order this time. Read for yourselves!

HP-Itanium-docs.pdf

The documents were released as part of a new offensive by Oracle to ratchet up the pressure on HP and take its case to the marketplace — that HP and Intel had already planned to bring an end to the Itanium chip’s life, and that HP lied to its customers about the chip’s long-term future.

HP has long denied Oracle’s contention, and has tried to portray this as Oracle’s failure to live up to its end of a contract.

In an open letter to affected customers, Oracle said it was releasing the documents in order to allow customers to “make your own decision” on the matter:

Dear Customer:

A little over a year ago we announced that we would no longer be developing new versions of Oracle’s database and other products on the Intel Itanium platform due to our strongly held belief of Itanium’s imminent end of life. We ensured our Itanium customers would have an easy transition to the platform of their choice by committing to 10 years of support for existing Oracle software running on Itanium.

Hewlett Packard strongly disagreed with our characterization of Itanium’s future and launched an immediate campaign designed, in their words, to foment “customer outrage.”

At this time, there are many documents that have been disclosed through litigation that describe the true state of Itanium in Hewlett-Packard’s own words. Rather than us interpreting this situation for you, we thought we would give you access to the public HP documents so you can make your own decision regarding your investments in Itanium technology.

After reading these documents we are confident that you will agree with our decision, taken with the best interest of our joint customers in mind.

Sincerely,
Jeb Dasteel, Senior Vice President and Chief Customer Officer
Oracle

Bloomberg Businessweek got its hands on some of these trial exhibits, but in its posts this morning — and presumably in the tech section of this week’s magazine — stuck to a fairly limited set of highlights. And in fact there’s not so much that’s surprising, if you read my story on the unredacted version of Oracle’s cross-complaint from January.

Basically, the new documents add more color and a lot more tension to the state of the HP-Intel relationship over the production of the Itanium chip. It also lends a lot of weight to Oracle’s narrative heading into that trial: That HP relied heavily on profits earned from multiyear sales and support contracts with customers who bought its Integrity servers that run Intel’s exotic and expensive Itanium chip. In support of that, it paid Intel nearly a half-billion dollars to keep the chip alive, despite the fact that, outside of HP, there was no other single vendor using Itanium chips.

In the emails, Intel, for its part, certainly looks like it wants out of the business of making the chip, but is willing to accept HP’s money to keep churning them out. Asked at one point what would happen if HP didn’t pay a certain amount to Intel, Intel would — in the words of Martin Fink, then-head of HP’s Business Critical Server business — shut down the teams producing certain chips that were in the process of being designed, and slap “high fives all around.”

On its face, there’s nothing inherently wrong with HP paying Intel to keep making a particular chip. HP had customers willing to buy these servers, and it made money supporting them, so paying Intel to keep them coming — remember, HP for all intents and purposes, is the only vendor buying this chip — was more or less a cost of doing business.

However, Oracle’s argument has been that HP refused to play straight with the wider marketplace, insisting that Itanium would be around for many generations to come. Even Intel itself insisted that was true last year, when Oracle first announced that it would stop making new applications that support the chip, which of course led HP to sue last June.

AllThingsD has compiled all of these documents into a single 75-page document; you can read the entire collection below. They’re ordered by exhibit number rather than chronological order. I’ll probably have more to say as I go through them.

HP just sent a statement:

“Intel has provided unequivocal and repeated statements to the marketplace that Itanium is not at an end of life. The undeniable fact is there is committed support for Itanium that extends out toward the end of this decade. Statements that Itanium was at or near an end of life are false. With the unsealing of court filings, the public can see the undisputed facts of Intel’s Itanium roadmap clearly showing a long and sustained future for Itanium.”

An Intel spokesman had no comment, saying it is not a party to the lawsuit.

Update: So let me try to curate these documents a bit. They cover a time period beginning in August 2007, and go through to April 2011. In the first, (Ex. 6) Fink writes to another HP exec and says, “Intel dropped a bomb on us last night” during a meeting that included talk of “canceling Poulsen,” a future version of the Itanium chip that was on internal road maps. Poulson, for the record, is Intel’s code name for a 32 nanometer version of Itanium that was to be released sometime this year. The response: “Call Pat G,” referring to Pat Gelsinger, the once very senior Intel executive who was at one time widely considered to be a possible successor to current CEO Paul Otellini, but is now the COO at EMC, and likely to be its next CEO. Fink’s response: “I did, spent an hour … This was a high tension call.” Intel was worried that an HP server was being built using a competitor’s chip, presumably one from Advanced Micro Devices.

From there, skip forward to Exhibit 43. The email to Fink from Scott Stallard, now a retired HP exec, details a discussion with Intel’s Tom Kilroy, then VP of its enterprise business. The message to Intel: “Don’t possibly signal to the world” the end of the Itanium road map.

The next document is notes from a meeting between Intel and HP led by Otellini and then-HP CEO Mark Hurd in September of 2007. According to those notes, Intel’s Kilroy concedes that the then-current core used to build the Itanium chip has reached its end of life, and that there are two paths forward, one expensive, the other painful — a “crash landing.” Otellini then says that Intel can’t continue to lose money on the product. Hurd goes on to say that HP had by that time sold a combined $9 billion worth of Itanium-based servers, and that it “would be hard to walk away from those customers.”

Otellini then says, according to the notes, that “we need to address the inevitable on the future of Itanium.” Both sides then agree that over the next several years they’d like to glide toward using Intel’s more plentiful and more mainstream Xeon server chips, and essentially keep Itanium alive until 2013. Intel then proposed a new business model that would turn Intel essentially into a contractor for HP. Its goal would be not so much to make money on the Itanium business, but to stop losing money on it. Hurd agrees to take a serious look at the numbers.

Next in line is Exhibit 55, in which Stallard outlines the November 2007 Intel proposal to HP. The key point: HP would pay Intel $488 million over five years to keep building Itanium chips. It includes provisions for an annual “true up,” where Intel gets paid for any difference between its costs and what HP has already paid it for that year. Stallard writes: “So you ask, why should that be that we are forced to true up Intel to break-even? lt is because Tom [Kilroy] says Paul [Otellini] has been consistent on one thing all along, that if we do any other scenario than Tukvale (e.g. shut down the business early) then “Intel can’t lose any (more) money on this thing.’”

Next is Exhibit 15, a PowerPoint deck outlining the strategic rationale for HP to consider buying Sun Microsystems. Key phrase: HP-UX, its version of Unix developed specifically for Itanium servers, “is on a death march” because of Itanium’s inevitable demise. The slide also shows HP’s worries concerning a scenario in which IBM acquires Sun. The key phrase there: Such a deal “Isolates and exposes HP-UX as 3rd tier player, accelerates our decline (product/service) as customers look to consolidate vendors.”

We all know what happened instead: Oracle acquired Sun in 2010 and, in a stroke, took over its server business, giving Oracle an obvious motivation to cut its support for Itanium and hurt its new rival HP in the process. I’ve hit a few high points here, but I think you can get the gist from a careful reading of the documents below.

Update: I’ve re-uploaded the exhibits to Scribd in more logical order, so you don’t have to skip around. Sorry if that was confusing before.

Oracle Itanium Exhibits Chronological

One consequence, in the eyes of these Microsoft executives, is to confer an advantage on the company’s main operating-system rival, Apple.

Now, Microsoft is doing something about the situation. In a program unknown to most computer users, the company has been using its small chain of retail stores and its online computer store to sell customized versions of popular PC models that have been streamlined for a cleaner look and better performance. It calls these machines “Signature” PCs. They retain the maker’s brand, but sport a special Signature desktop and configuration. And they cost about the same as the identical stock version of the machine sold elsewhere.

Microsoft also offers a program that, for $99, will turn users’ Windows 7 PCs into Signature versions, if the owner brings the computer into one of its 16 stores, due to grow to 21 outlets in coming months. All Signature computers come with 90 days of free phone support, as well as help at the stores’ “Answer Desks,” which are like the Genius Bars at Apple stores.

I’ve been testing three Signature models and comparing them with the same machines as sold elsewhere without the Signature modifications. I found the Signature versions much cleaner and easier to navigate and faster in a variety of tests.

A Folio 13 model PC desktop, as shipped by Hewlett-Packard, shows a cluster of third-party software icons.

I’d recommend that prospective Windows PC buyers who live near a Microsoft store, which are mostly in the West, or are willing to shop at the company’s online store, consider a Signature machine. Information on store locations, as well as a link to online PC shopping from Microsoft, is at microsoftstore.com. Information on Signature is at signature.microsoft.com.

Some important caveats are in order. The hardware makers presumably believe, and some consumers may well agree, that the extra software, utilities and settings, which Microsoft removes or buries, are beneficial. Some of these, like offers to join game or music services, may be viewed as welcome bonuses. Others, like customized networking utilities, or launchers for the PC makers’ own media software, may be viewed as better matched to the hardware, or superior to Microsoft’s approach, even though they duplicate Windows functions. Many can be turned off, or removed, by a user with sufficient skill and time.

Also, Microsoft loads Signature machines with its own add-on software, such as its free email, photo and video programs, its Zune music and video program, and a stripped-down “Starter” version of Microsoft Office, that includes only Word and Excel, plus ads, and an offer to buy the full version.

However, the company says the stores will remove any of these a customer doesn’t want and even help the customer install competing software, such as Google’s Chrome browser, or Apple’s iTunes for Windows.

The same PC as sold by Microsoft in its Signature configuration.

At my request, Microsoft supplied me with before-and-after laptops from Hewlett-Packard, Sony and Samsung. Over the past few days, I’ve been comparing the stock and Signature versions, and testing how much time it takes to set them up, start them and restart them in daily use, resume them from sleep, and shut them down.

The Signature desktop, which is labeled “Microsoft Signature,” features a picture of a sunset over a lake as its wallpaper. It contains no icons other than the recycling bin. The Taskbar contains only icons for Internet Explorer, the Explorer file browser, and Microsoft’s free email, photo and moviemaking programs. The system tray, to the right of the Taskbar, contains only the bare minimum of items, such as the network and battery indicators.

Signature machines are also configured with battery, audio and touch-pad settings Microsoft considers optimal. The usual third-party security software—which is typically provided for only 30 to 90 days, makes you go through some setup, and nags you to subscribe—is replaced by Microsoft’s own Security Essentials program, which is free, required no registration or subscription and updates itself automatically.

By contrast, my test HP Folio 13 had eight icons besides the recycling bin, including several that were come-ons for music and game services. It also featured several HP utilities.

A Sony EH37FX included an app from Best Buy that launched every time the PC started (though you could turn this off). Both stock machines festooned the IE browser with two space-hogging toolbars, including one from Microsoft’s own Bing search service; the Signature machine had none.

The Samsung Series 7 I tested came with 10 extra icons and a bunch of special utilities.

Signature isn’t the same on every machine. In most cases, it strips out some of the added software and utilities, and retains others, but hides them in a folder buried in the Start Menu. In some cases, however, where a utility is deemed essential for a computer’s particular hardware, it retains these.

Such decisions, and indeed all of the Signature settings, are controlled by a team of engineers housed in Microsoft’s retail division.

In my speed tests, Signature beat all the stock machines on all my trials, but the margins weren’t dramatic, usually from a few seconds to 25 seconds. On the HP, the differences were especially minimal. Across all three machines, the biggest differences were the time it took to set the PC up out of the box and the time it took to shut down the PC.

One Microsoft official told me that Signature represents “Microsoft’s perspective on Windows,” rather than that of the hardware maker.

In my opinion, although it may generally benefit Microsoft at the expense of the hardware maker, it also makes for a better experience for the user.

Email Walt at mossberg@wsj.com.

]]> http://allthingsd.com/20120515/microsoft-gives-windows-a-clean-sweep/feed/ 0 http://allthingsd.com/20120515/hp-and-oracle-talk-pre-trial-trash-in-itanium-case/ http://allthingsd.com/20120515/hp-and-oracle-talk-pre-trial-trash-in-itanium-case/#comments Tue, 15 May 2012 13:46:39 +0000 Arik Hesseldahl http://allthingsd.com/?p=208260 Hewlett-Packard and Oracle continue to wrangle in court over the Itanium chip. Now that both sides have failed to convince the judge hearing the case to side with them and throw out the other’s case, all that’s left is for the judge to narrow the scope of the arguments that lawyers for both sides will be allowed to make when the trial starts, probably next month.

New documents in the case came public yesterday, essentially spelling out Judge James Kleinberg’s ruling from May 1 in turning back Oracle’s motion for summary judgement. It’s not a terribly big deal, because both sides asked for summary judgement and failed to get it, as happens nearly all of the time in cases that get this far.

One key piece of their dispute arises from the fact that when they settled another lawsuit in 2010, stemming from Oracle’s hiring of former HP CEO Mark Hurd, there was, as HP argues, a provision included requiring Oracle to continue making software that supports servers running Intel’s exotic Itanium chip. A good deal of the fighting between the companies at trial is going to revolve around this point, and whether or not that agreement is enforceable or even exists. What that provision called for, essentially, was for Oracle to continue supporting Itanium as it had previously.

A key paragraph in the judge’s ruling:

“In the Court’s view, it is not unreasonable to interpret the Reaffirmation Provision as imposing a prospective obligation on Oracle to continue to offer products for HP’s platforms; the plain language is readily susceptible to that interpretation. If the prior, existing obligation before [Mark] Hurd’s hiring involved a clear and consistent practice in which Oracle offered its product suite on all HP platforms without written porting agreements or payments, then the Court sees no inherent contradiction in ‘reaffirming’ that this arrangement will continue going forward.”

Both sides in this case never miss an opportunity to poke each other in the eye with public statements. HP struck first last night:

“HP is pleased that the Court ruled that the language in the HP/Oracle agreement can be interpreted to require Oracle to continue porting its software products to the HP Integrity platform, as Oracle did for years before the agreement. As the ruling states, Oracle’s interpretation would make the agreement ‘illusory’ and ‘should be rejected.’ We look forward to trial, where the details of Oracle’s deliberate, anti-customer business strategy to drive hardware sales from Itanium to inferior Sun servers will be revealed.”

But it’s important to remember that HP lost its motion for summary judgement, too. Also, didn’t HP convince the judge that the Itanium provision of the Hurd settlement agreement means exactly what it thinks it does? At least that’s how Oracle attorney Dan Wall saw it, in a statement sent to AllThingsD this morning.

“HP cannot be happy with this decision. The Court did not accept HP’s interpretation of the Hurd settlement agreement; in fact, it rejected out of hand the most recent version of HP’s argument, which equated the contract with terms HP proposed, but Oracle rejected. HP’s lawsuit, like Itanium itself, is living on borrowed time and will never succeed.”

Anyway, the 29-page judge’s opinion that kicked off this latest pretrial PR salvo is below:

endorse_80790_203163_A

]]> http://allthingsd.com/20120515/hp-and-oracle-talk-pre-trial-trash-in-itanium-case/feed/ 0 http://allthingsd.com/20120509/five-questions-for-cisco-systems-ceo-john-chambers/ http://allthingsd.com/20120509/five-questions-for-cisco-systems-ceo-john-chambers/#comments Thu, 10 May 2012 02:01:05 +0000 Arik Hesseldahl http://allthingsd.com/?p=206275 Today’s results from Cisco Systems came in almost exactly on target with the consensus of Wall Street analysts, which, given how bad things were one and two years ago, amounts to progress.

But after a major company-wide restructuring and the divestiture of several non-core businesses, CEO John Chambers (pictured here at D5) is finding that turning the massive Cisco ship around — something he seemed to have started two quarters ago, and which continued last quarter, isn’t coming easy.

There’s the global economy to worry about. All that messy complicated news coming out of Europe about sovereign debt and cuts in government spending around the world has a way of eating into technology budgets both at Cisco’s government customers and at its large enterprise customers.

Cisco’s guidance for the quarter ending in July was especially worrisome for investors, who promptly sent Cisco’s share price plummeting by more than 8 percent in after-hours trading. Cisco called for revenue to grow between 2 percent and 5 percent, which works out to sales in the range of $11.4 billion to $11.8 billion, well off the consensus forecast of $12 billion.

Guidance on earnings was equally disappointing. At 44 cents to 46 cents a share, the midpoint lags the consensus by two cents.

So what’s going on? I asked Chambers about it in a phone interview with AllThingD held after the conclusion of Cisco’s conference call with analysts.

AllThingsD: John, the markets clearly don’t like very much what they saw today. So, from a high level, what happened — good, bad and indifferent — with this quarter?

Chambers: The first thing from a high level is that we’re executing pretty well on our vision and strategy, and we did exactly what we said we would do. We guided for growth of 5 percent to 7 percent for the year and for the first nine months we’re at 7.5 percent [revenue]. We said profits faster than revenues, and we’re at 9.5 percent. Earnings per share increasing 13 percent year over year for the first nine months and gross margins down just 1 percent primarily on product mix. We’re winning versus our key competitors and winning at a pretty fast rate. When you’re number one or two in most product categories, holding your own in switching and making it very challenging for the Huawei’s of the world, the Junipers and Hewlett-Packards … Juniper and HP we’re pulling away from and we’ll see if we can maintain it. Huawei, for the first time we’re getting much better and competing against them and understanding their weaknesses. And if you look where we are in terms of the bigger picture, we’re in the right markets. We’re in the mobility market. We’re in video. We’re in the cloud market. We’re in the social networking segment. We’re pulling them all together, and our customers are buying the architecture in a pretty good amount. Even in service providers, where most people thought they would never move toward having preferred vendors, we’re seeing something close to that at some service providers and at many of them they are starting to think about going all-Cisco.

So on things we can control and influence I think we’re in pretty good shape. In terms of the market, I’d like to add another couple of points [of growth] in service providers, another couple of points from commercial customers. The public sector is at 3 percent. I’d take that for the year, but we think it’s going to be flat, give or take a couple points.

The issue is the enterprise. And there the problem is not that they don’t have the money or that they don’t understand that it’s important to get productivity. It’s that they’re uncertain. When they are uncertain, that’s because of economic issues primarily because of Europe. And uncertainty on government policy. Then you see people deciding not to invest. And that affects not only capital spending but jobs.

So I think the market understood what we’re saying and I think most people would give us credit for being a very good indicator of what the point in time change is. But this is not necessarily a given for what is going to happen in the second half of the year. I’m just trying to be as transparent as I know how.

The July quarter is usually your seasonally strongest. Given that your guidance was relatively weak compared to the consensus, what are we to make of the quarter coming up? Is it a secular weakness or mostly the economy? Are your competitors just taking it on the chin worse that you are?

Let’s look at Juniper. It’s down 6 percent a year and routing down 9 percent. Huawei is growing 11 percent a year, but its service provider segment is growing only 3 percent. HP’s networking business is back to the levels in their switching business to what they were when HP first bought 3Com. There’s an explosion in the data center business, it’s to the point that companies who have been there a long time like IBM or HP, we’re growing 67 percent and their servers are flat or slightly down. So the results speak for themselves in terms of what we’re doing right in some areas. But we’re learning to tie things together in a way that saves customers money, saves them time to market and allows them to achieve their business goals quicker. That is the game we’re playing for. The major thing we’re after is getting the enterprises spending again. Customers — almost uniformly — are saying that my business is okay, not great, they expect it will go up gradually, and that they’re probably going to spend more in the second half of the year than they did in the first. But immediately as a follow-up to that, they all say that’s true only if they’re not surprised by something from the economy. That’s the kind of uncertainty we’re seeing, and in talking with my peers in the industry who are in similar markets, they can finish my sentences. The question is whether it’s temporary or is it a blip? We just don’t know yet.

So given the restructuring we’ve been talking about for the last year or so, is Cisco the right size? Your overall headcount is down more than 8,000 from a year ago, but it’s up by more than 1,300 since the last quarter. Are you at the right size or are there more changes coming?

Out of the 1,353 people we added, the vast majority were either advanced services or engineers. We needed more engineers. The additions were around either building products or converting services. In terms of our organization structure, we re-did Cisco. We’ve learned from what we did well in the past, and you wouldn’t see the turnaround as quickly as we did if the structure weren’t so strong. But we needed to restructure how our customers buy, and how we build products. We needed to be nimbler and simpler in how we get decisions done. And that is a journey. In the past we tended to get a market transition, good or bad, and take off on a good one or address a bad one, and we would end up gaining market share almost always coming out of these. We’ll see if we do it again this time. But we weren’t constantly reinventing ourselves to avoid hitting the next wall or the next inflection point. That is what we’re trying to do. This is a continuous journey. While we were four or five inches around the waist, I think there’s still more work to be done in our middle levels. I think you’ll see us address that in the next year or two. Does that mean we’re going to adjust the market given that the market may have slowed? I’m not sure it has yet, we’ll know in a couple of quarters which way it’s going. The answer is, not in a major way. It’s too early to say which way this market is going. We’re not going to over-react or under-react.

You just made a major acquisition with NDS, about $5 billion. You still have a lot of cash on the balance sheet. What’s your stance on acquisitions?

Ongoing at Cisco we will do innovation through internal development, including internal start-ups, through strategic partnership, and acquisitions and intergrating all of the above. NDS is one of multiple moves that we will make, not just in the video space for us, but it was also a major cloud play for us and a major social media move if we do this right. It plays right into the sweet spot of our service providers and content providers. Our ideal target has not changed: 100 engineers with a product that is just about to come to market, where our customers say that if they were owned by Cisco they’d buy a lot of it. The $5 billion price is higher than what we’ve traditionally paid, but it’s on the order of Stratacom and Tandberg, for which we paid about $3 billion each. But our ideal target is smaller, and you’ll see us continue to be selectively active in the market.

You’re said to be heavily focused on gross margins. One point that came up on UCS: You say it’s growing like crazy, off a low base, but one of the analysts pointed out this week that it has the overall effect of bringing down the gross margin a bit. How are you addressing that?

That’s true on specifics. UCS by itself, even with a premium versus our peers, is going to be below our gross margin of 65 percent. So, by definition, as you add more of those it has a major effect on gross margin. When you combine UCS with our Nexus 2000 and 5000 switches the blended version gets the margin higher, though still not as high as the overall gross margin. Our challenge on gross margin, and the reason why we’re going to focus aggressively on each gross margin area this year, is that it’s more of a product mix issue than it is an issue of pressure on gross margins on any specific product. In terms of the base for UCS, it’s getting close to a $2.5 billion run rate and probably closer to $3 billion by now. So the base is getting larger, and in North America our market share is close to 20 percent and globally our best guess is 14 percent as best as we can tell. So that’s pretty good execution.

At this point, as he did last time we talked, Chambers asked me what song I’d pick to musically illustrate Cisco’s quarter, sticking with a tradition started a few quarters back and continued last quarter. I told him I wanted it to be a surprise, but that I think he’d like it.

This quarter, I dedicate to Cisco Ringo Starr’s “It Don’t Come Easy.” The hard work of transformation done, Cisco is finding that, despite being leaner and meaner, it has still got some way to go and finds itself in a tough market. In the video below, Ringo performs with fellow Beatle George Harrison at the 1971 Concert for Bangladesh. As everyone at Cisco knows, nothing worth having comes easy.

]]> http://allthingsd.com/20120509/five-questions-for-cisco-systems-ceo-john-chambers/feed/ 0 http://allthingsd.com/20120509/cisco-posts-results-in-line-with-street-expectations/ http://allthingsd.com/20120509/cisco-posts-results-in-line-with-street-expectations/#comments Wed, 09 May 2012 20:14:32 +0000 Arik Hesseldahl http://allthingsd.com/?p=206213 Cisco Systems just announced results for its third fiscal quarter and they’re pretty much what the Street anticipated.

Revenues were $11.6 billion, up 6.6 percent from the year-ago quarter, while per-share earnings on a non-GAAP basis were 48 cents, versus 42 cents a year ago, up 14 percent. That’s essentially right in line with what the consensus of Wall Street analysts had expected Cisco to report: $11.58 billion in sales, and 47 cents in per-share of earnings, with a penny-per-share beat on the EPS front.

I’m going quickly through the numbers, but here’s the announcement in full so you can look for yourselves. I’ll be dialing in to the conference call shortly and will be talking to CEO John Chambers after that.

Cisco shares are headed lower in after-hours trading. As of 4:45 pm ET, shares are down 48 cents to $18.30, or 2.5 percent.

Update: Cisco just issued its guidance on the conference call. CFO Frank Calderoni says that Cisco expects to report revenue to grow 2 percent to 5 percent year over year in the fourth quarter. It also expects to earn a gross margin in the range of 61 percent to 62 percent on a non-GAAP basis. Operating margins should be 26.5 percent to 27.5 percent, up about a point from the year-ago quarter. EPS will be 44 to 46 cents a share. The outlook is lower than the consensus of 49 cents.

On this, the shares have continued to fall after hours. Cisco shares are now, as of 5:02 pm ET, down more than 8 percent, or $1.55, to $17.23. Investors clearly don’t like what they see. Tomorrow looks like it’s going to be a rough day.

SAN JOSE, CA–(Marketwire -05/09/12)- Cisco (CSCO)

Q3 Net Sales: $11.6 billion (increase of 7% year over year)

Q3 Net Income: $2.2 billion GAAP (increase of 20% year over year); $2.6 billion non-GAAP (increase of 11% year over year)

Q3 Earnings per Share: $0.40 GAAP (increase of 21% year over year); $0.48 non-GAAP (increase of 14% year over year)

Cisco, the worldwide leader in networking that transforms how people connect, communicate and collaborate, today reported its third quarter results for the period ended April 28, 2012. Cisco reported third quarter net sales of $11.6 billion, net income on a generally accepted accounting principles (GAAP) basis of $2.2 billion, or $0.40 per share, and non-GAAP net income of $2.6 billion, or $0.48 per share.

“We delivered solid results this quarter with record revenue and non-GAAP earnings per share,” said John Chambers, Cisco chairman and CEO. “We are successfully executing against our long-term strategic plan of growing profit faster than revenue, and in a cautious IT spending environment, we continue to outperform our competitors.”

Chambers continued, “In a world of clouds, video and mobile device proliferations, the role of the intelligent network has never been greater and our value proposition with our customers is the strongest it has ever been. Our vision and strategy is focused on the right market transitions, and I want to thank our shareholders, employees, customers and partners for their ongoing commitment to Cisco.”

GAAP Results

Q3 2012 Q3 2011 Vs. Q3 2011
—————- —————- —————
Net Sales $ 11.6 billion $ 10.9 billion 6.6%
Net Income $ 2.2 billion $ 1.8 billion 19.8%
Earnings per Share $ 0.40 $ 0.33 21.2%

Non-GAAP Results

Q3 2012 Q3 2011 Vs. Q3 2011
————— ————— —————
Net Income $ 2.6 billion $ 2.3 billion 10.9%
Earnings per Share $ 0.48 $ 0.42 14.3%

Net sales for the first nine months of fiscal 2012 were $34.4 billion, compared with $32.0 billion for the first nine months of fiscal 2011. Net income for the first nine months of fiscal 2012, on a GAAP basis, was $6.1 billion, or $1.13 per share, compared with $5.3 billion, or $0.94 per share, for the first nine months of fiscal 2011. Non-GAAP net income for the first nine months of fiscal 2012 was $7.5 billion, or $1.38 per share, compared with $6.8 billion, or $1.22 per share, for the first nine months of fiscal 2011.

A reconciliation between net income on a GAAP basis and non-GAAP net income is provided in the table on page 5.

Cisco will discuss third quarter results and business outlook in a conference call and webcast at 1:30 p.m. Pacific Time today. Call information and related charts are available at http://investor.cisco.com.

Other Financial Highlights

Cash flows from operations were $3.0 billion for the third quarter of fiscal 2012, compared with $3.1 billion for the second quarter of fiscal 2012, and compared with $3.0 billion for the third quarter of fiscal 2011.

Cash and cash equivalents and investments totaled $48.4 billion at the end of the third quarter of fiscal 2012, compared with $46.7 billion at the end of the second quarter of fiscal 2012, and compared with $44.6 billion at the end of fiscal 2011.

During the third quarter of fiscal 2012, Cisco repurchased 27 million shares of common stock under its stock repurchase program at an average price of $20.28 per share for an aggregate purchase price of $550 million. As of April 28, 2012, Cisco had repurchased and retired 3.6 billion shares of Cisco common stock at an average price of $20.47 per share for an aggregate purchase price of approximately $74.3 billion since the inception of the stock repurchase program. The remaining authorized amount for stock repurchases under this program is approximately $7.7 billion with no termination date. During the third quarter of fiscal 2012, Cisco also paid a cash dividend of $0.08, or $432 million.

Days sales outstanding in accounts receivable (DSO) at the end of the third quarter of fiscal 2012 were 31 days, compared with 31 days at the end of the second quarter of fiscal 2012, and compared with 37 days at the end of the third quarter of fiscal 2011.

Inventory turns on a GAAP basis were 11.5 in the third quarter of fiscal 2012, compared with 11.1 in each of the second quarter of fiscal 2012 and the third quarter of fiscal 2011. Non-GAAP inventory turns were 11.1 in the third quarter of fiscal 2012, compared with 10.8 in the second quarter of fiscal 2012, and compared with 10.3 in the third quarter of fiscal 2011.

Select Global Business Highlights

Cisco announced its intent to acquire NDS Group Ltd., a provider of video software and content security solutions. The acquisition is expected to help Cisco’s ability to transform how service providers and media companies deliver next-generation video experiences to subscribers.
Cisco completed the acquisition of privately held Lightwire, Inc. Lightwire develops advanced optical interconnect technology for high-speed networking applications. The acquisition is expected to allow Cisco to deliver cost-effective, high-speed networks with the next generation of optical connectivity.
Cisco acquired privately held ClearAccess, Inc. The acquisition enhances Cisco’s network management capabilities and enables service providers to better deliver, manage and monetize their services.
Cisco announced strategic investments in Brazil to foster innovation, transformation and socio-economic development.

Cisco Innovation

Cisco announced it has updated its cloud-ready switching portfolio to enhance network virtualization with simplicity and scale.
Cisco announced a successful demonstration and validation of its coherent 100G dense wavelength division multiplexing solution, exceeding 3,000 km in reach without the need for regeneration. This distance is 50 percent farther than any non-Raman alternative solution on the market today.
Cisco introduced the industry’s first carrier-grade, end-to-end Wi-Fi infrastructure to deliver next-generation hotspots. The technology is designed to deliver seamless mobile experiences and enables operators to support a continuing expansion of mobile traffic, devices and new services.
Cisco announced innovations across the Cisco Unified Computing System® (UCS) that quadruple memory capacity, double switching capacity and simplify management for large-scale Cisco UCS® deployments.
Cisco introduced new Linksys Smart Wi-Fi Routers with app-enabled capabilities for new home experiences. The three new routers offer wireless performance and support for Cisco Connect® Cloud.
Cisco announced it expanded its small business product portfolio with new wireless access points, routers, switches, unified communications and partner-managed service offerings.
Cisco and NetApp announced FlexPod was the first data center infrastructure solution to be validated by Microsoft for the updated Microsoft Private Cloud Fast Track 2.0 program.

Select Customer Announcements

TELUS announced it has deployed key components of the Cisco Videoscape™ platform to extend its Optik TV services to mobile devices.
Cisco announced it has been chosen by Fastway Transmissions Private Ltd. to facilitate cable digitization deployment across its customer base in India. Fastway is expected to deploy more than two million next-generation digital set-top boxes from Cisco during the next two years.
Magyar Telekom rolled out 4G LTE services with Cisco mobile internet solutions. Magyar Telekom is Hungary’s largest telecommunications company.
IPLAN chose Cisco technology for its newest data center which is expected to be launched in June 2012. IPLAN is a leader in telecommunications and cloud computing services for small and medium-sized businesses in Argentina.
Videotron launched its enhanced illico digital TV service with Cisco’s HD set-top box platform. Videotron is a leading Canadian telecommunications operator providing communications and broadband entertainment services.
Peru Credit Bank implemented the Cisco Unified Communications system to increase business flexibility and reduce costs.
Kabel Deutschland (KD) selected Cisco CRS-3 routers for its Internet Protocol Next-Generation Network core to meet demand for video and broadband services. KD is Germany’s largest cable operator.
Netelligent announced that it will collaborate with Desktone, Inc. to offer cloud-hosted virtual desktops. These cloud-based solutions will include Cisco UCS, the Desktone desktops-as-a-service (DaaS) platform and NetApp storage systems.

Editor’s Note:

Q3 FY 2012 conference call to discuss Cisco’s results along with its business outlook will be held at 1:30 p.m. Pacific Time, Wednesday, May 9, 2012. Conference call number is 888-848-6507 (United States) or 212-519-0847 (international).
Conference call replay will be available from 4:30 p.m. Pacific Time, May 9, 2012 to 4:30 p.m. Pacific Time, May 16, 2012 at 866-493-8039 (United States) or 203-369-1749 (international). The replay also will be available via webcast from May 9, 2012 through July 20, 2012 on the Cisco Investor Relations website at http://investor.cisco.com.
Additional information regarding Cisco’s financials, as well as a webcast of the conference call with visuals designed to guide participants through the call, will be available at 1:30 p.m. Pacific Time, May 9, 2012. Text of the conference call’s prepared remarks will be available within 24 hours of completion of the call. The webcast will include both the prepared remarks and the question-and-answer session. This information, along with GAAP reconciliation information, will be available on the Cisco Investor Relations website at http://investor.cisco.com.

About Cisco

Cisco (CSCO) is the worldwide leader in networking that transforms how people connect, communicate and collaborate. Information about Cisco can be found at http://www.cisco.com. For ongoing news, please go to http://newsroom.cisco.com.

]]> http://allthingsd.com/20120509/cisco-posts-results-in-line-with-street-expectations/feed/ 0 http://allthingsd.com/20120509/back-in-its-skinny-jeans-cisco-systems-looks-for-fat-profits/ http://allthingsd.com/20120509/back-in-its-skinny-jeans-cisco-systems-looks-for-fat-profits/#comments Wed, 09 May 2012 15:25:41 +0000 Arik Hesseldahl http://allthingsd.com/?p=205944 Networking giant Cisco systems will report quarterly earnings today after the markets close in New York, and the pressure will be on CEO John Chambers to show that the changes made as a result of the companywide restructuring he led last year — the one that made Cisco look like it was fitting back in its skinny jeans — are taking permanent hold. The question is whether or not it can start delivering some fatter profits.

The consensus of Wall Street analysts has Cisco reporting $11.6 billion in sales, and 47 cents per share of earnings.

The big question, writes analyst Sanjiv Wadhwani of Stifel Nicolaus in a note to clients on May 7, will be around margins. Last quarter, Cisco gave guidance for gross margins — a key measure of profitability — with a narrow range of 61.5 percent to 62 percent, while operating margins were guided to the range of 27 percent to 28 percent. Wadhwani thinks that guidance may stand up as pressure on Cisco’s supply chain from the Thailand flooding, favorable pricing on switching products, and a less-aggressive posture from Hewlett-Packard’s networking arm are all providing a little breeze at Cisco’s back.

Yet one product in Cisco’s stable may, in success, be hurting margins overall: Cisco’s Unified Computing and Servers line (UCS) tends to carry a lower gross margin, Wadhwani writes, and so may eat into its overall gross margin. The product line — which combines computing, storage and networking into a single product offered to corporate and service-provider data centers — had 10,000 customers worldwide last quarter, and was showing “positive momentum” in Wadhwani’s checks. “Overall, we believe that there is intense focus on margins internally, which should allow the company to report an in line margin quarter,” Wadhwani wrote.

Cisco has been operating “with more confidence and aggressiveness with its refreshed product line, making it tougher for competitors,” writes Shaw Wu of Sterne Agee in a note to clients issued May 7, and has been a lot of the reason that Juniper and Alcatel-Lucent have missed expectations recently. He expects Cisco to give guidance for the quarter ending in July that’s more or less in line with consensus expectations. He also sees Cisco benefiting from Apple’s next iPhone: “We believe this could mark the fourth quarter in a row where Cisco does not guide down expectations further building investor confidence. We see Cisco benefiting in the second half of 2012 from the continued build-out of 4G LTE wireless infrastructure ahead of the iPhone 5 refresh likely in the September-October time frame.”

I’ll be covering Cisco’s earnings announcement later today. Having dedicated songs to CEO John Chambers two quarters in a row now, I’m going to have to scramble to see what song fits today’s results, because I just know he’s going to ask.

]]> http://allthingsd.com/20120509/back-in-its-skinny-jeans-cisco-systems-looks-for-fat-profits/feed/ 0 http://allthingsd.com/20120509/hp-expands-ultrabook-line-unveils-sleekbooks/ http://allthingsd.com/20120509/hp-expands-ultrabook-line-unveils-sleekbooks/#comments Wed, 09 May 2012 13:55:12 +0000 Lauren Goode http://allthingsd.com/?p=205828 Hewlett-Packard is lightening up — and slapping a new name on a line of laptops.

The PC maker has introduced new Ultrabooks that challenge the weight and size of its earlier entrants into the market. And it has also unveiled a new line of “Sleekbooks” that undercut the price of Ultrabooks and, in some cases, use chips from Advanced Micro Devices, therefore excluding them from the Ultrabook family.

First, there’s the Envy SpectreXT, a follow-up to the Envy Spectre 14 Ultrabook. The Envy Spectre 14 is more of a premium Ultrabook, due to its glass coating, $1,400 starting price point, preinstalled Adobe and antivirus security software packages, and the fact that it weighs just under a whopping four pounds.

The SpectreXT, in comparison, is 13.3 inches, weighs just 3.07 pounds, is 14.5mm thick, and has an all-metal body. It comes with an Intel Ivy Bridge processor and, like the Spectre 14, claims a long battery life of up to eight hours (although in my review of the Spectre 14, I got about five hours of battery life with programs running, power-savers turned off, and display set to full brightness).

The Envy SpectreXT also comes with Beats Audio, has an Ethernet port in addition to a USB port, and comes with the aforementioned software packages. It will be available in the U.S. on June 8 for $1,000.

HP also introduced new Envy-branded Ultrabooks, available in larger 14-inch and 15.6-inch models, also with Intel’s latest processors. The laptops are, at their thickest, 19.8 millimeters and come with a choice of solid-state or hybrid hard-disk drives.

What’s more interesting is this new category of Sleekbooks. The only notable difference between Ultrabooks and Sleekbooks, aside from price, is their chipsets. The former are thin and lightweight laptops, categorized as such due to an Intel-driven set of technical specifications, as explained here. The HP Sleekbooks are also thin and light, but feature chips from AMD.

The new 14-inch Envy Sleekbook will ship on May 9 for $700; the 15.6-inch model is just $600 — less than half the price of some other Ultrabooks on the market, and significantly less than the starting price of $999 for Apple’s MacBook Air. Both come with the latest AMD processors, with optional discrete Intel graphics built in for heavy multimedia users. Sleekbooks also claim up to eight or nine hours of battery life.

And for business users, the new HP EliteBook Folio 9470m will come to market this fall. This laptop has a 14-inch screen, but is slightly thinner than the Envy Ultrabooks and weighs 3.6 pounds. Another addition to HP’s enterprise offerings is the EliteBook 2170p Notebook, which has an 11.6-inch display, weighs 2.89 pounds and comes with solid-state drive options.

As HP notes, these laptops are “the first show of resolve” for the new HP Printing and Personal Systems group. Back in March, AllThingsD’s Arik Hesseldahl had the exclusive story on the company’s sweeping reorganization, which moved the Imaging and Printing Group under its PC-making Personal Systems Group, with Executive Vice President Todd Bradley in charge of the new unit.

]]> http://allthingsd.com/20120509/hp-expands-ultrabook-line-unveils-sleekbooks/feed/ 22 http://allthingsd.com/20120508/when-the-devices-are-done/ http://allthingsd.com/20120508/when-the-devices-are-done/#comments Tue, 08 May 2012 22:32:23 +0000 Katherine Boehret http://allthingsd.com/?p=205589 It is time for spring cleaning, or as I think of it, my yearly chance to shove old technology products to the back of my storage closet. Instead, this should be a chance to take advantage of companies’ stepped-up recycling efforts.

Last year, 460 million pounds of electronics were collected and recycled in the U.S., a 53 percent increase from 2010, according to the Consumer Electronics Association.

People know they should recycle their old or unwanted technology products, but they don’t know where to begin. So this week, I did the dirty work, rounding up details from eight major companies about their recycling programs, including fees, dropoff locations, acceptable products, shipping options, haul-away services and personal-data-wiping solutions. Readers: Your days of pack-rat procrastinating are numbered.

Best Buy’s recycling program is made up of four categories: in-store kiosks for ink and toner cartridges, rechargeable batteries, wires, cords and cables; free removal and recycling of an appliance or TV when a new appliance or TV is delivered; home pickup of two appliances or two TVs for $100 with a $20 charge for additional units; and BestBuy.com/tradein for trading gently used electronics for Best Buy gift cards. The store’s Geek Squad offers services like removing a PC’s hard drive before handing it over to be recycled.

Apple invites its customers to bring all batteries and iPods into its 247 U.S. stores for recycling, and any iPod (except the iPod shuffle) can be turned in for a 10 percent discount on a new iPod. People also can opt to ship their old products off to be recycled free by filling out a form found at Apple.com/recycling; Apple contracts with a company called PowerON to do this recycling. Acceptable products include desktop or notebook Windows PCs and Macs, iPads, iPhones as well as any make or type of mobile phone. If the product is worth something, you’ll get an Apple gift card.

Amazon doesn’t charge people to recycle its Kindle e-readers or Kindle batteries, and this includes non-working and working units. People can print free UPS labels for shipping their old Kindles to be recycled on ecotakeback.com/kindle; they then simply drop the Kindles off at a UPS store. Amazon wipes all identifying marks or personal documents from these Kindles. Further details can be found at amzn.to/JkilQX. If Kindles are in good condition, customers can opt to trade them in for Amazon gift cards via the company’s Electronic Trade-In program.

HP’s new partnership with Staples offers a physical location where people can drop off HP and non-HP consumer products for recycling. The Staples stores will accept a variety of products, including laptops, monitors, mice, fax machines and GPS devices, though not televisions. People who recycle printer cartridges can earn Staples rewards points toward store merchandise. FedEx Office stores also serve as dropoff locations for products that will be shipped off for recycling: HP and Compaq products can be shipped using a free pre-printed voucher found at HP.com/recycling, but shipping vouchers for other brands of consumer products will cost $10 to $25.

Dell’s recycling program includes free home pickup and FedEx shipping options, but these are only for Dell products; details can be found at Dell.com/recycle. If a customer buys a new Dell product, the company will take the old one, even if it isn’t Dell-branded, though the buyer must remember to select “free recycling” when buying. Dell’s partnership with Goodwill helped the company create its Dell Reconnect program, which lets people drop off old computer electronics at Goodwill stores such as PCs, laptops, tablets and keyboards, but not mobile phones. At Goodwill, someone will inspect the products to decide whether they can be reused, refurbished or recycled. If the products are reused or refurbished, they’ll be sold at Goodwill.

People with Samsung products can use free mail-back shipping options via one of three links: Samsung.com/starus for toner cartridges, mobile.samsungusa.com/recycling for mobile products, or www.oemtakeback.com/samsung for all other Samsung products. Samsung and non-Samsung products also can be dropped off at more than 1,000 locations listed on this website: Samsung.com/recyclingdirect.

Sony accepts its brand of products for free recycling at about 850 dropoff centers; some of the centers also offer free recycling for other manufacturers’ products. Sony also offers free shipping and recycling only for Sony products as long as they weigh less than 25 pounds and the person shipping lives more than 25 miles away from a dropoff center. Sony and other brands of products can, if eligible, be traded in for purchasing new Sony products. Eligibility and details on Sony dropoff locations can be found at Sony.com/ecotrade.

Microsoft Stores, of which there are 16 nationwide, offer free in-store recycling of cellphones, rechargeable phone batteries and computers. If the item has value, which is determined by its age, condition and current market value, customers will receive Microsoft store gift cards; items eligible for this include all smartphones, computers and gaming consoles, including Xbox. Xbox owners can ship and recycle their Microsoft hardware using prepaid shipping forms at http://bit.ly/Kjk6xk. Microsoft stores offer services to wipe personal data from products before recycling, although there may be a cost for this depending on whether the customer is doing a trade-in, upgrade or just recycling.

So do as I say, not as I do, and get to one of these online or physical recycling locations.

Write to Katie at katie.boehret@wsj.com

---

The Point of Return

Here are recycling options from some major companies:

COMPANY (website)	SHIPPING/RECYCLING FEES	IN-STORE DROPOFF
Apple (Apple.com/recycling)	Free with shipping form.	Batteries and iPods accepted at Apple stores.
HP (HP.com/recycling)	Free shipping via FedEx for HP and Compaq products with pre-printed voucher. Fee for other products is $10-$25.	Staples stores accept many HP and non-HP consumer products, except TVs.
Dell (www.dell.com/recycle)	Free shipping or pickup of Dell product. Free pickup of non-Dell item with purchase of Dell product.	Partnership with Goodwill for Dell Reconnect accepts any brand of electronics except mobile phones.
Amazon (http://amzn.to/JkilQX)	Free shipping for Kindles via UPS with pre-printed voucher.	Not available.
Samsung (Samsung.com/recyclingdirect)	Free mailback shipping for various Samsung products.	Drop Samsung and non-Samsung products at over 1,000 third-party locations.
Sony (Sony.com/ecotrade)	Free shipping for Sony products weighing less than 25 pounds.	Drop Sony products at about 850 third-party locations.
Best Buy (BestBuy.com/recycling)	Free appliance removal when purchasing new one. Or, $100 for home pickup of two items.	Recycling kiosks for ink cartridges, rechargeable batteries, cord, cables, etc.
Microsoft (http://bit.ly/roNymi)	Free shipping of Microsoft hardware, including Xbox.	Cellphones, rechargeable phone batteries and computers accepted at Microsoft stores.

]]> http://allthingsd.com/20120508/when-the-devices-are-done/feed/ 0 http://allthingsd.com/20120503/oracle-and-hp-trial-is-on-over-itanium-dispute/ http://allthingsd.com/20120503/oracle-and-hp-trial-is-on-over-itanium-dispute/#comments Thu, 03 May 2012 13:03:25 +0000 Arik Hesseldahl http://allthingsd.com/?p=203045 Oracle and Hewlett-Packard are going to settle their dispute over the Itanium chip in a courtroom trial, after the judge in their lawsuit refused to issue summary judgement for either side.

The two companies had asked the judge essentially to throw out the other side’s complaint and rule in their favor in a pair of dueling filings last month, and made arguments to that effect in late March. Now being heard in a California State Superior Court, the case is going to trial, with no hope for a settlement, Reuters reported.

It all started up in late 2010, when in reaching a settlement of a lawsuit concerning Mark Hurd’s taking a job as co-president of Oracle, HP asked Oracle to include some language that it argues committed it to continue to build software that would support Intel’s exotic Itanium server chip. That chip, you may remember, was, for all intents and purposes, a market failure, and HP was the only vendor worth mentioning that ever made a go of selling servers using it.

In March of last year, Oracle said it would cease developing versions of its software that would work on Itanium-based systems, and argued that Intel had plans to end manufacturing of the Itanium chip. HP was outraged, and Intel said it had no such plans. Oracle was in earnest. HP got its Itanium customers to publicly lobby Oracle to reverse the decision. It didn’t work. So HP sued Oracle last June.

The pretrial arguments have been colorful. Oracle accused HP of being sneaky when it negotiated the Hurd settlement. It later compared HP’s ongoing reliance on Itanium to the movie “Weekend At Bernie’s,” the corpse in the analogy being the Itanium chip, kept alive by HP funding. For HP, the argument is a simple one: Is there an enforceable agreement between it and Oracle, or not?

Oracle argues, among other things, that there is no such agreement in place, and even if there were, HP was, at the time of the agreement, about to hire Léo Apotheker and Ray Lane as its CEO and chairman, two people who, for various reasons, Oracle thoroughly distrusts. Also, Oracle says, for HP, the Itanium business is all about the billions in support and service fees it charges its customers, fees without which HP is “strategically screwed.” And by the way, the uncertainty around Itanium servers is starting to hurt HP for real.

(Image is of this T-shirt)

]]> http://allthingsd.com/20120503/oracle-and-hp-trial-is-on-over-itanium-dispute/feed/ 0 http://allthingsd.com/20120502/exclusive-hewlett-packard-shakes-up-enterprise-group-we-got-your-memo/ http://allthingsd.com/20120502/exclusive-hewlett-packard-shakes-up-enterprise-group-we-got-your-memo/#comments Wed, 02 May 2012 17:23:38 +0000 Arik Hesseldahl http://allthingsd.com/?p=202532 A little more than a month after a sweeping reorganization that created a new Enterprise Group within Hewlett-Packard, that group’s head, Dave Donatelli, is shaking things up just a little by solidifying who’s in charge. For the most part, the new faces at the Enterprise Group are the same as the old faces from the former Enterprise Storage and Networking Group.

According to an internal HP memo issued yesterday, Donatelli, who last month took over responsibility for the Global Sales group from Jan Zadak, announced the consolidation of several regional sales teams around the world. Along with those changes were a batch of new or existing executive appointments, all at the senior VP level: Rich Geraffo is the new senior VP and general manager for the Enterprise Group in the Americas; Jim Merritt will run Asia-Pacific and Japan; Peter Ryan will run Europe, the Middle East and Africa. Randy Seidl will run the U.S., and Piau Phang Foo was named to run greater China.

The streamlining, as Donatelli calls it, leaves several people in their current jobs: Geraffo, Merritt, Ryan, Seidl and Foo all had the same title under the old Enterprise, Servers, Storage and Networking Group.

The odd man out appears to be Yves de Talhouët, who was named to run the Enterprise business in Europe last year under former CEO Léo Apotheker; Talhouët will be named to a new position later. In several cases in the past, but not always, this has been a sign that the person is being edged out.

It fits with the changes that CEO Meg Whitman announced in March, to “streamline and simplify” HP and the way it engages with its customers.

This is a group that has seen an awful lot of managerial change. Just a year ago, the group got a big jolt when Thomas E. Hogan, then executive VP for enterprise, left the company and Zadak was brought in.

Here’s Donatelli’s memo:

Dave Donatelli

Executive Vice President and General Manager

HP Enterprise Group

To: HP Enterprise Group Employees

Date: May 1, 2012

HP Enterprise Group Sales
Strategic Alignment

HP Restricted – For Internal Use Only

As you’ve heard from Meg, HP is embarking on a bold plan to make our company better. We are making significant changes to simplify our business to make it easier for our employees to get their work done, easier to sell and ultimately serve our customers better.

Today I am announcing a new Enterprise Group sales structure streamlined to ensure we make decisions faster, increase productivity and become more efficient and effective in our go to market efforts.

Effective immediately, we are consolidating the region and country sales leadership roles across Global Accounts, Enterprise Servers, Storage, Networking and Technology Services. The region leadership positions will be as follows:

Rich Geraffo – Senior Vice President and General Manager Enterprise Group Americas

Jim Merritt – Senior Vice President and General Manager Enterprise Group APJ

Peter Ryan – Senior Vice President and General Manager Enterprise Group EMEA

As the U.S. and China are key markets important to our overall success, I would like to announce the following leadership positions:

Randy Seidl – Senior Vice President and General Manager Enterprise Group U.S.

Piau Phang Foo – Senior Vice President and General Manager Enterprise Group Greater China

We will announce Yves de Talhouët’s position in the near future.

In addition, we are undertaking several strategic initiatives to ensure we are maximizing the company’s performance going forward. We will continue to improve our efforts in Supply Chain to respond faster to customer requirements, while at the same time capture additional efficiencies by simplifying our portfolio and rationalizing our approach to deliver high quality products and services to our customers.

While we are making the necessary strategic changes to improve our Enterprise Group business model, we are keeping many of the things we do well in place.

Our regional business unit structure remains the same, as does our front line sales team including business unit Specialists. If you are a sales Specialist today, your job is not changing. Our Account Managers continue to be important in representing one HP face to our customers. It is important that every customer-facing sales position continues selling to customers so that we deliver on our goals for this quarter. For all sales and service teams, it is our highest priority to maintain customer continuity and assurance that HP is the same, trusted advisor that will continue to deliver competitive solutions that uniquely solve our customers’ problems. The more customers we reach, the more customers will buy with the confidence that we are better than the competition.

Our Converged Infrastructure and HP Software IT Performance Suite strategies also remain unchanged. Together we have an ambitious goal to transform the industry, from servers, storage, networking and services all the way to the Converged Cloud.

We are undertaking this strategic sales alignment to improve the overall efficiency of our organization so that we

· make it easier for employees to excel in their everyday environments and future careers at HP

· continue to support our sales teams and channel partners to provide the best customer experience that is unique in the industry

· continue to invest in technology innovations to deliver solutions and services that further strengthen our portfolio

· optimize every aspect of our business model to ensure we are building a strong foundation for long term sustainable success

In the coming weeks you will see many announcements supporting the sales alignment. To keep you informed, all announcements will be posted as soon as they become available on the EG Organization Announcement website. I encourage you to check this website regularly for updates and watch for notifications of meetings in your specific region so you can remain up to date on all of the strategic initiatives we have underway.

Thank you for all your hard work to date. I am counting on everyone to deliver an outstanding performance in our second half. Going forward, I am confident this new structure will lay the foundation for long term business success.

Regards,

Dave

]]> http://allthingsd.com/20120502/exclusive-hewlett-packard-shakes-up-enterprise-group-we-got-your-memo/feed/ 0 http://allthingsd.com/20120424/hp-promotes-a-new-general-counsel/ http://allthingsd.com/20120424/hp-promotes-a-new-general-counsel/#comments Tue, 24 Apr 2012 23:05:02 +0000 John Murrell http://allthingsd.com/?p=199776 HP today named John Schultz as executive VP and general counsel, replacing David Healy, who took the post on an interim basis in December. Schultz, who joined HP in 2008, will serve on the executive council and report to CEO Meg Whitman.

]]> http://allthingsd.com/20120424/hp-promotes-a-new-general-counsel/feed/ 0 http://allthingsd.com/20120424/oracle-and-hp-trade-barbs-in-court-filings/ http://allthingsd.com/20120424/oracle-and-hp-trade-barbs-in-court-filings/#comments Tue, 24 Apr 2012 21:16:12 +0000 Arik Hesseldahl http://allthingsd.com/?p=199630 With all the attention being paid to its patent and copyright infringement against Google over the use of Java in the Android operating system, it might be easy to forget that Oracle has another big lawsuit simmering against another tech giant: Hewlett-Packard.

HP sued Oracle over what it says is an agreement to continue to create software that will run on HP systems running Intel’s Itanium chip, an agreement that HP argues was struck as part of the settlement that ended a suit stemming from former HP CEO Mark Hurd’s joining Oracle in 2010. Oracle, for its part, has argued that Intel plans to phase out the Itanium chip, a specialized server chip that never saw any real success in the marketplace, in order to focus more on its mainstream Xeon line of server chips and has only been producing them because HP has been paying it to do so.

The pair lobbed dueling filings at each other yesterday. In Oracle’s filing, which is the first of the pair embedded below, its lawyers accuse HP of trying to have the court write the contract it says it never agreed to in the first place: “HP has now been forced to admit that the fuzzy, feel-good language in the Reaffirmation Provision would fail as a porting contract on its own — unless the Court supplies numerous detailed terms inferred from the parties’ course of dealing.”

In the second of the two filings embedded below, HP makes the point that Hurd, once HP’s CEO and now Oracle’s co-president, had previously worked with Intel on Itanium-related matters. The key quote from the introduction:

“When asked point blank at his deposition whether it was misleading for HP not to publicly disclose the ICA [Itanium Collaboration Agreement], Oracle’s Co-President stated definitively: “No.” Thus, to prevail on its false advertising claims, Oracle must establish that its own Co-President was responsible for a fraudulent scheme while he was the CEO at HP, and that Mr. Hurd perjured himself at deposition. Although, and somewhat incredibly, Oracle recently stated on the record in response to this Court’s question that Mr. Hurd was part and parcel of this alleged scheme and pattern of lying, Oracle has no evidence to support this claim against Mr. Hurd. In any case, the fact that Oracle is even going down this path against its current Co-President reveals the absurdity of its entire claim.

Here, you can read them in the original, Oracle’s first:

Oracle Reply Msa 1599529

And now HP’s filing:

HP Reply in Support of Cross Claim MSJ

]]> http://allthingsd.com/20120424/oracle-and-hp-trade-barbs-in-court-filings/feed/ 0 http://allthingsd.com/20120418/eucalyptus-creator-of-roll-your-own-cloud-platform-raises-30-million/ http://allthingsd.com/20120418/eucalyptus-creator-of-roll-your-own-cloud-platform-raises-30-million/#comments Wed, 18 Apr 2012 14:08:23 +0000 Arik Hesseldahl http://allthingsd.com/?p=197697 Not everyone wants to run their applications on the public cloud. Their reasons can vary widely. Some companies don’t want the crown jewels of their intellectual property leaving the confines of their own premises. Some just like having things run on a server they can see and touch.

But there’s no denying the attraction of services like Amazon Web Services or Joyent or Rackspace, where you can spin up and configure a new virtual machine within minutes of figuring out that you need it. So, many companies seek to approximate the experience they would get from a public cloud provider on their own internal infrastructure.

It turns out that a start-up I had never heard of before this week is the most widely deployed platform for running these “private clouds,” and it’s not a bad business. Eucalyptus Systems essentially enables the same functionality on your own servers that you would expect from a cloud provider.

Eucalyptus said today that it has raised a $30 million Series C round of venture capital funding led by Institutional Venture Partners. Steve Harrick, general partner at IVP, will join the Eucalyptus board. Existing investors, including Benchmark Capital, BV Capital and New Enterprise Associates, are also in on the round. The funding brings Eucalyptus’ total capital raised to north of $50 million.

The company has an impressive roster of customers: Sony, Intercontinental Hotels, Raytheon, and the athletic-apparel group Puma. There are also several government customers, including the U.S. Food and Drug Administration, NASA, the U.S. Department of Agriculture and the Department of Defense.

In March, Eucalyptus signed a deal with Amazon to allow customers of both to migrate their workloads between the private and public environments. The point here is to give companies the flexibility they need to run their computing workloads in a mixed environment, or move them back and forth as needed. They could also operate them in tandem.

Key to this is a provision of the deal with Amazon that gives Eucalyptus access to Amazon’s APIs. What that means is that you can run processes on your own servers that are fully compatible with Amazon’s Simple Storage Service (S3), or its Elastic Compute cloud, known as EC2. “We’ve removed all the hurdles that might have been in the way of moving workloads,” Eucalyptus CEO Marten Mickos told me. The company has similar deals in place with Wipro Infotech in India and CETC32 in China.

]]> http://allthingsd.com/20120418/eucalyptus-creator-of-roll-your-own-cloud-platform-raises-30-million/feed/ 0 http://allthingsd.com/20120417/seven-questions-about-analytics-for-ibms-mike-rhodin/ http://allthingsd.com/20120417/seven-questions-about-analytics-for-ibms-mike-rhodin/#comments Tue, 17 Apr 2012 14:02:37 +0000 Arik Hesseldahl http://allthingsd.com/?p=197165 IBM will report its quarterly earnings today after the close of trading at markets in New York. If the consensus of Wall Street analysts is correct, you can expect Big Blue to report earnings of $2.65 a share on sales of about $24.8 billion.

The results could be even better. In a note to clients issued Monday, Chris Whitmore, an analyst with Deutsche Bank Securities, said that while he expects sales to be in line with the consensus, IBM could report earnings that are as much as 10 cents above the consensus. One reason he expects a beat is the services business: Past deals should start paying off, Whitmore says.

You can’t go very far with IBM before you hear the word “analytics.” IBM has this thing about making different bits of the world smarter. Commerce is one thing; cities are another.

Then there’s the planet itself: IBM says it wants to generate $20 billion from new initiatives by 2015, and one of those is making things smarter using its analytics technologies. There’s money to be made in taking data that has previously been ignored, finding patterns in it, then gaining helpful insights. Other companies are getting analytics religion, too: Hewlett-Packard spent $12 billion last year to acquire Autonomy, which specializes in analytics software. Meanwhile, Splunk is coming public in an IPO slated for later this year.

I had the chance to talk about all this recently with Mike Rhodin, the senior vice president of IBM’s Software Solutions Group, during a visit to IBM’s headquarters in Armonk, N.Y.

AllThingsD: Mike, we hear a great deal about how important the analytics business is to IBM, to the point that we rarely hear from IBM these days when you don’t talk about analytics. Yet I think people are still getting their heads around what it means. Walk me through how IBM sees this.

Rhodin: The observation we’ve made, and you have to be careful with observations, is that analytics is something that’s becoming embedded in everything else. It used to be a thing. Analytics was initially business intelligence and dashboards, and when you say the word, that’s what many people still think of. They think of a dashboard with statistics and pie charts that kind of show you what’s going on. We think of it different. It’s that plus real-time analytics, statistical models — it’s starting to look at analytics in real time versus the past. The idea is that you instrument your processes and capture the data as it’s occurring, using statistical models to predict potential problems. So you’re going from reporting on past events to predicting future events. It’s that combination that we find very interesting.

What’s a good example?

We’ve done a TV ad on this, so you’ve probably heard of it. But it’s Sick Kids Hospital in Toronto. [Also featured in IBM's Centennial film.] We instrumented their data flows, and then we built analytics triggers to look through their data. We’re finding anomalies 24 hours before the doctors and nurses do, simply by instrumenting the physical world, pulling data together, using analytics to gain insight and then using that insight to hopefully get to a better outcome. And that pattern of instrumentation through insight is a repeating pattern of everything we call Smarter Planet.

How did IBM come to see this as so strategically important?

The whole story behind how we put this organization together was driven around an observation we made in 2006 about how the world was going to change. And that we had seen enough examples of this to know that this was real, and it represented a fundamental shift. Some people thought Smarter Planet was simply a marketing campaign, but it’s not. So if you think about Smarter Planet in simple terms, it comes out of the digitization of the physical world, the instrumentation of physical processes that’s going to generate huge amounts of new data, which is going to drive issues around storage, and what to do with all the data, how to analyze it. That pushes you toward real-time analytics and streaming technologies, because with real time, you don’t have to save the data — you want to look for anomalies as they occur. It’s the combination of multiple things happening at once that give you that trigger. So that pattern you see repeating itself throughout the physical world: Smart transportation systems, water systems, intelligent smart-grid systems, health-care systems like the one I described, these are example of real change that are going to occur in parts of the world around us that have been less benefited by information technology in the past. It’s the next big wave of IT spending.

And yet it’s not all about the physical world — you can apply the same patterns to the digital world, too, right? I’ve seen a lot of analytics-related news coming out of IBM that looks at data gathered in the digital realm.

Sure. You’ve seen us do things like sentiment analysis, tracking people’s opinions on the social networks about the Grammy Awards and the Super Bowl. Those are just examples of the same pattern of instrumenting, pulling data together and then looking for patterns. We’re doing a ton around retail. Two years ago, I was at my house in Vermont, and I looked at the paper that morning, and saw a story saying that, according to IBM, luxury goods sales were up. And I wondered who at IBM would have put out that press release. And then, a few minutes later, it was my own group. That was after the acquisitions of Coremetrics and Unica. Coremetrics had previously put out these regular reports, and so they became an IBM report. As we went into Black Friday and Cyber Monday last year, we had enhanced it so that we not only knew what was being bought, but what device people were using to buy it. So we could track purchases on the iPad versus Android versus Blackberry. And we actually published the statistics on that.

What did Unica bring to the table?

The level of information we’re gaining on instrumenting data sets is pretty dramatic. But it’s not just finding out what people are buying — you can also figure out what people are not buying. So you start to see trends in commerce that can tell you how you’re doing against your competitors. So one thing we can do is help companies figure out why things aren’t selling on their Web sites, so they can think through new tactics and offers they might create to get people buying again. The Unica acquisition comes in as a real-time automation of marketing. You feed real-time information into a marketing management program that automates the marketing of those things. And recently we closed in the acquisition of DemandTec, which can automate the pricing of those offers. So you can see how we’re stringing together a group of things we collectively call Smarter Commerce.

So if, for example, Best Buy and Amazon are going to have a fight over who has the best price on a TV, they can just automate it.

Yeah, they can automate it and just watch it go. It is a very interesting set of dynamics that’s unfolding around us. Commerce was one of those areas that we thought was ripe for transformation. We had some of our own internal technologies with our own e-commerce engine, WebSphere Commerce. But that was really about traditional order-capture e-commerce. Then we started thinking about commerce in a very broad sense. There are a lot of processes that exist between companies that do business with one another, and then helping those companies do business with their customers. So we put together a big process map that showed what products we had that addressed those processes, and where we didn’t have them, we had white boxes. Then we identified companies that did, and started to buy them. And over time, we’ve filled in that map.

Have you filled in the map entirely, or are you going to be buying more companies?

We’ve publicly said we’re going to spend $20 billion on acquisitions between now and 2015, and we haven’t finished yet. [Since this conversation, IBM has announced plans to acquire Varicent, a compensation and sales performance analytics company.] We’re always looking for good companies, and it’s part of our business model, and we have a stated intention to buy more.

]]> http://allthingsd.com/20120417/seven-questions-about-analytics-for-ibms-mike-rhodin/feed/ 0 http://allthingsd.com/20120416/welcome-to-atd-the-very-social-mike-isaac/ http://allthingsd.com/20120416/welcome-to-atd-the-very-social-mike-isaac/#comments Mon, 16 Apr 2012 15:23:10 +0000 Kara Swisher http://allthingsd.com/?p=196625

As many readers know, we have been adding to our staff here at AllThingsD, most recently in our new reviews section, with the addition of Lauren Goode earlier this year.

Now Walt Mossberg and I are proud to announce that Mike Isaac is joining our team to cover the social Web and its biggest players, including Facebook, Twitter and Google+.

He comes to ATD most recently from a staff writer position at Wired, where, among many other things, he spent much of his time writing about Google’s mobile and social efforts.

From 2010 to 2012, his coverage at Wired included the decline and fall of Hewlett-Packard’s mobile empire, Google’s surprise acquisition of Motorola Mobility, and Facebook’s steady trudge toward IPO-hood.

Prior to that, he wrote about the business of tech for Forbes magazine and Forbes.com, with a particular emphasis on start-ups and social. His work has also appeared in Paste magazine, Performer magazine, DNR magazine and the Washington Examiner.

Isaac holds a degree in English literature from the University of California at Berkeley, and is a former Georgetown University journalism fellow.

He takes over the social beat from Liz Gannes, who will be stepping up our coverage of the many businesses of Google, innovation, venture investing and the start-up scene — especially its bigger companies, from Pinterest to Quora to Dropbox. Gannes, as everyone who follows her knows well, has become a key observer of Silicon Valley and its players, and her insights into the tech scene have become one of our most invaluable offerings.

We’re excited for both of them, and look forward to their stellar work on our site.

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