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I N T E R O F F I C E M E M O R A N D U M
Date: 9-Dec-1988 11:54am EST
From: nancy scull
SCULL.NANCY AT A1 AT CISM AT MRO
Dept: c&ism analyst relations
Tel No: 297-6229
TO: See Distribution List
Subject: GARTNER GROUP CONFERENCE ON DIGITAL: DETAILED REPORT
Following is my detailed report on the Gartner Group "DEC Strategies
Conference" that Ken Olsen keynoted last week. It has four sections:
1. Executive Summary
2. Detailed Report
3. Audience
4. Additional Information on Gartner Group
This conference marks the beginning of an expansion in Gartner's Digital
coverage. The plan is for a Digital service to emerge from their current
Small Computer Systems Strategies Service. Gartner, in fact, privately
referred to this as their "First Annual" Conference on Digital, so we can
hopefully look forward to more. There have been seven (7) Gartner
Conferences on IBM.
The use of non-Gartner Group speakers -- especially vendor speakers -- is
unusual. Inviting Ken to keynote was a special situation, and his talk
was very well received.
In general, Gartner is enthusiastic about our products and strategies. To
provide value to their clients requires, however, that Gartner be
objective. So, of course, there were some negative comments as well.
Overall, the conference should generate good business leverage for both
Gartner and Digital.
Executive Summary
Some of the key points Gartner Group speakers made during this three-day
agenda include:
o "A long-popular computer industry myth is that DEC is incompetent at
marketing. DEC certainly has been weak in advertising, hand-holding
and executive-level selling. On the other hand, DEC has been
successfully segmenting its markets and tuning its products to market
needs since the early 1970s."
o DEC's market share growth will continue into the mid-1990s, after
which IBM will have the potential to stop it, but not reverse it.
o DEC will continue to take advantage of technology advances,
architectural extensions and clever implementation techniques to
ensure the viability of the VAX architecture through the 1990s.
o DEC will introduce a mainframe-class VAX during 1989, with
availability in the second half of the year.
o Digital's approach to the desktop environment will be a broad set of
"accomodation" strategies. VMS VAXstations, Ultrix workstations,
Macintosh, OS/2, and MS-DOS products in that order will provide the
greatest level of integration and function in a VAX network.
o Its Network Applications Support strategy will gain significant,
though not dominant, success.
o Digital now has the capability to be a world class leader in storage
products.
o The DECtp architecture is impressive, but the product set needs to be
enhanced to match this architecture. DEC will be successful in OLTP
if: 1. it fills product holes in Intact and Rdb; 2. the development
and CASE environments mature; and 3. OLTP applications are
developed. Gartner projects Digital's share of this market to grow
from 4% to 9% by 1992, primarily at the expense of IBM.
o IBM's lack of a distributed relational architecture and client server
model will hurt its efforts to expand its current niche to satisfy
"low-end" (less than 40 tps) OLTP requirements.
o Software development on a VAX is so far superior in productivity that
Cincom Systems uses the VAX environment to develop its commercial
software products for both the VAX and the IBM environments! [Ed.
Note: This discussion was an outstanding testimonial.]
o DEC has really done its homework in designing EMA as a
comprehensible, extensible network management architecture.
o Digital remains the leader in standards adherence and implementation
in its offerings. Its challenges in the office systems marketplace
are two: sufficient ISV support, which Digital appears to have; and
execution of the strategy, the real issue. Pre-sales support,
including pre-implementation design, will be particularly critical.
o DEC has the opportunity to become dominant in manufacturing, and
through integration influence the rest of the enterprise.
o DEC is the IBM of technical computing; therefore, it can continue to
succeed even without being a technology leader. "Relegating
technical computing to one slot on the last day of a three-day
conference devoted to Digital is a sign of just how far the premier
scientific computing company has come."
o For continued success, a new culture will be necessary. DEC needs to
move away from offering competing product lines. The recent
cancellation of the 12 VUP "Argonaut" project suggests a new, focused
strategy.
o If DEC is successful in introducing its more complete concept of cost
of ownership in the MIS environment, its user-friendly approach
should give it a clear advantage, but the challenge is to measure
those costs.
o As it moves more strongly into IBM's turf, it will also face a market
that is 75% leased. In this environment, Digital will need greater
control of its secondary (i.e., leased and used equipment) market in
order to control its customer base. U.S. computer lessors already
generate $.9 billion in revenues by leasing DEC equipment. DEC could
capture well over half of its high end leasing market should it
introduce attractive financing packages of its own.
o Both Gartner analysts and customers felt that DEC's biggest challenge
will be to establish an organizational structure to provide
"IBM-like" cradle-to-grave customer support -- from pre-sales to
implementation.
The handout material included a number of Digital architecture charts that
we have provided them in our briefings.
Detailed Report
Following are some more detailed comments on each of the presentations in
order of their delivery. (It's always interesting to see how much "non
public" information Gartner receives from industry sources). Gartner
itself will also be publishing -- and selling -- an even more extensive
report sometime in January.
1. DEC's Strategic Challenges: Peter S. Schay, Gartner Group
o "A long-popular computer industry myth is that DEC is incompetent at
marketing. DEC certainly has been weak in advertising, hand-holding
and executive-level selling. On the other hand, DEC has been
successfully segmenting its markets and tuning its products to market
needs since the early 1970s."
o Digital must emphasize growth into new markets and focus on
"enterprise" needs in order to achieve growth goals.
o AIA will solve Digital's SAA problem before it even becomes a
problem, with rollout projected to start in 1990.
o Ultrix currently has poor price/performance because VAX is a value
priced product, but the Unix market is a commodity-priced
environment. Hence, the price of the VAX hardware causes the
Ultrix/VAX combination not to be price/performance competitive.
o Expect Digital to integrate the POSIX kernel into VMS in order to be
ready to respond to RFPs that specify UNIX interfaces.
o Digital's organizational structure is not set up to provide IBM-like
pre-sales support. A poll of the audience showed that most attendees
(about 80%) were not satisfied with DEC sales, support, and service.
[Ed. Note: Would any vendor fare better with such direct
questioning?]
o It will take years for DEC to overcome its cultural inertia and
instill a marketing orientation in every sales representative,
software specialist, field service engineer, order administrator,
marketing manager, and vice president. But most of DEC's strategies
appear to be on target. And DEC's upgrading of sales and support
skills will, over time, lead to increasing effectiveness at
enterprise-level marketing and sales.
o DEC's market share growth will continue into the mid-1990s, after
which IBM will have the potential to stop it, but not reverse it.
2. Integrating the Enterprise: Ken Olsen, Digital Equipment Corporation
Ken talked for about 40 minutes, followed by 20-30 minutes of Q&A.
Topics he covered include:
o History of Digital's strategy: interactive, end-user orientation;
involvement with third parties; support for standards; etc. Digital
provides a unique solution, and has a long-term commitment to and
experience with third-party suppliers.
o PCs: major focus is integrating PCs. Different from IBM and others.
IBM tells customers what desktop PC device to use; Digital gives
customers the ability to choose what PC they want and know they can
plug it into a Digital network and it will work.
o Digital is definitely a player in the commercial market. Today that
represents 50% of our business.
o UNIX and standards: Digital has a long history of supporting
standards. It takes great discipline, but it's very important. He
said he has assigned some of his best software people, i.e., those
who were responsible for the development of VMS, to work with OSF and
enrich Ultrix to have similar functionality.
The audience submitted well over 100 questions. Obviously there was not
time to answer them all. But they were friendly, not hostile, and
demonstrated a genuine desire to learn more about Digital's strategies.
Overall, Ken was very enthusiastically received by both Gartner and the
audience.
3. VAX Future Directions: Craig S. Symons, Gartner Group
o DEC will continue to take advantage of technology advances,
architectural extensions and clever implementation techniques to
ensure the viability of the VAX architecture through the 1990s.
o DEC will introduce a mainframe-class VAX during 1989, with
availability in the second half of the year.
o Gartner Group believes that DEC has been developing a mainframe-class
VAX code-named Aquarius. It was to have been a liquid-cooled system
operating at 25 to 30 VUPS per processor. They now believe that DEC
will introduce both Aridus -- an air-cooled, 15-VUP implementation of
the VAX architecture using new 10,000 gate Motorola gate arrays and
with an optional attached vector co-processor -- and a faster version
(Aridus II) that will take the place of the Aquarius processor.
o DEC will continue to drive down the cost of desktop VAX computing
while increasing its efforts as a server vendor to integrate
desktops.
o DEC will introduce a new midrange system in 1990 based on a new CMOS
VAX processor, which will all but eliminate the VAX 8000 product
line.
o Future implementations of the VAX architecture, in conjunction with
VAX systems software, will enable DEC to maintain its
price/performance advantage over IBM.
o Users should focus on applications, not on hardware architecture or
operating system kernels.
o The 8800 is not selling well because demand for high end systems
generally is low and the 8800 technology is old.
4. DEC and the Desktop: Myron Kerstetter, Gartner Group
o Digital's approach to the desktop environment will be a broad set of
"accomodation" strategies.
o Expect several announcements in early January. "Firefox" will be
multiple microVAX 3000 chips on a single board selling for $50,000 to
$100,000. The new VAXstation, which will not be "in place
upgradable" with the VAXstation 2000, will be priced in the $20,000
range and will be the best Windows entry. The Personal VAX will be
more of a software than a hardware product, MS-DOS compatible through
emulation, probably from a third party, like Phoenix Technologies,
and will therefore, not be a strong replacement for other PCs now on
the market.
o Gartner expects Digital to begin to accomodate the 3270 market
through an enhanced Ethernet server in the not too distant future.
o Later, in about the first half of 1990, Digital will introduce
another new VAXstation based on a microVAX "4000" chip, running at
5-6 VUPS.
o The X Windows Graphical User Interface (GUI) standard, when and if
defined, will be key in affecting DEC's market advantage at the host
level. Although DEC has repeated that it would adopt and support
whatever GUI is selected by OSF, selection of something other than
XUI (e.g., the H-P/Microsoft Common X Interface) would significantly
disrupt DEC's plans.
o DEC's Network Applications Support strategy will gain significant,
though not dominant, success.
o VMS VAXstations, Ultrix workstations, Macintosh, OS/2, and MS-DOS
products in that order will provide the greatest level of integration
and function in a VAX network.
o Availability of entry-level VAX PC LAN server products added to
existing larger VAXs is a basis for a viable workgroup-to-enterprise
interconnectivity strategy.
Day 1 Key Issues: All Gartner Speakers for Day 1 (Q&A)
o Digital now has the capability to be a world class leader in storage
products.
o Don't try to compare Digital performance to IBM because their
approaches to computing are different.
o Digital will introduce fault tolerant products, probably
microVAX-based, but not until 1990.
5. DEC's On-Line Transaction Processing Initiative: Jeff Schulman,
Gartner Group
o Digital's DECtp architecture is impressive, but the product set needs
to be enhanced to match this architecture. DEC will be successful in
OLTP if: 1. it fills product holes in Intact and Rdb; 2. the
development and CASE environments mature; and 3. OLTP applications
are developed. It will be a tough battle, but DEC has a strong
chance. Gartner projects Digital's share of this market to grow from
4% to 9% by 1992, primarily at the expense of IBM.
o DEC must quickly transition to being a solution supplier. DEC's
marketing force must begin to sell solutions, not just "iron".
"Benchmarks are not the key indicator; the key indicator is the
solution set you need."
o DEC is making significant investments in OLTP, despite belt
tightening elsewhere.
o Other OLTP vendors (Tandem, Oracle, RTI, and Sybase) will exploit
areas where DEC currently is weak, namely fault tolerance, true
distributed database management, portability, tps, application
availability, tool sets, price/performance, and solution
comprehensiveness. Further, where interoperability among disparate
environments is an important user criterion, DEC will have less to
offer than its ISV competitors.
o Requirements for success in this environment include: fault
tolerance; low cost per tps; data integrity; application tool kits;
etc.
o DEC is working toward announcement of a fault tolerant product in the
early 1990s. (Gartner defines true "fault tolerance" as no more than
5.25 minutes of downtime per year.)
o IBM's lack of a distributed relational architecture and client server
model will hurt its efforts to expand its current niche to satisfy
low-end OLTP requirements. (Gartner defines low-end requirements as
less than 40 tps, which they believe accounts for more than 50% of
users' requirements.)
o DEC still needs applications and systems management to prove it can
really handle transaction processing.
o DEC's strengths in OLTP include: good networking; the promise of a
distributed client/server architecture; scalability; low cost per
tps; and "TP University".
o Current DEC customers will grow into OLTP as their needs mature.
Acquiring new OLTP customers will be difficult in the short term. By
1992, however, Gartner Group thinks that through a strategy of
offloading selective applications, Digital could generate as much as
40% of its OLTP revenues from organizations that are not now DEC
customers, but who see the value of distributed technology. To
accomplish this, DEC must develop "CICS on a VAX", and handle
concerns about security, systems management, and control.
o Heretofore, IBM has controlled the data, relegating DEC and Tandem to
roles in the front end environment. Controlling the data will be key
to future strength in OLTP, so DEC will try to force people to
migrate to Rdb.
o Gartner Group expects DEC will focus more on Intact than on ACMS over
the longer term, perhaps by having one meld into the other. Having
both is "software pollution".
o DEC's strategy is twofold: protect the backend and open up the front
end.
o The postponement of publishing DEC's audit report on its benchmarks
is "troubling", for two reasons: IBM has published an audited report
that raises some questions; and DEC's numbers are very aggressive,
but as yet unsubstantiated by a full report.
6. Software Development on VAX: Stan Sewall, Cincom Systems, Inc.
Stan delivered one of the best testimonials one could ever want to
hear regarding the improved productivity he achieves by developing
software on VAXes to run in both VMS and IBM environments. He showed
some extremely impressive statistics, and concluded by saying that
even if his internal DEC charges grew from $150 per hour to $600 in
the face of decreasing IBM costs, he would still do this development
in the VAX environment because it is still that much more productive
than the IBM environment.
7. Networking and Distributed Computing: Steve Wendler, Gartner Group
o DEC must move into PC and enterprise markets to maintain growth.
Its recently announced programs for Enterprise Management Services
and networking will significantly expand the scope of its mission and
strengthen traditional weaknesses, but execution is key. It will
agressively pursue strategic partnerships to address the needs of
corporate customers, a new approach for the networks group.
o DEC has really done its homework in designing EMA as a
comprehensible, extensible network management architecture, but it is
2 1/2 years behind IBM's NetView in network management, and offers
nothing new. Therefore, it will have limited success against IBM's
inside track with MIS executives.
o DEC is strong in local area networking, but has weaknesses in wide
area networking that must be addressed.
o A show of hands indicated that about 75% of the audience would like
to link 3270-type devices to VAX networks, but no one knows of an
adequate solution. Expect some level of 3270 support before 1991.
o DEC will introduce a DECnet backbone service for X.25, analogous to
IBM's XI, no later than 1990.
o DEC is unlikely to introduce a DECnet backbone service for SNA before
1991.
o DEC is absolutely serious about OSI, and will continue to lead the
vendor community with aggressive statements of direction and
subsequent product introductions supporting OSI.
o DEC has chosen the integrated strategy route because it will perform
better than gateway solutions.
o DEC will maintain a value-added connectivity advantage over IBM by
continuing to move the target and shifting discussion to its
strengths, most notably applications.
o NAS currently does not address IBM servers like the 3XXX, AS/400, or
OS/2 servers.
o Don't expect any DEC endorsed DECnet/OSI token ring solution anytime
before 1990.
o DEC will not enter the PBX business, but its programs for Computer
Integrated Telephony, Enterprise Management, and ISDN will lead to
cooperative relationships with most of the telecommunications
vendors, while relations with AT&T will be strained.
8. DEC-IBM Coexistence: John Adourian, IBM Corporation
Because investment protection is key, IBM must offer leadership
application solutions and a portfolio of coexistence products to be
successful. As part of this presentation, IBM handed out a brochure
describing seven of its partners for accomplishing such coexistence
and interoperability. They also described the support IBM provides
in the form of testing centers, design review, guidance and training,
etc. The speaker concluded by saying he hoped he had convinced the
audience that "IBM Has It Now". When asked when IBM will introduce
OSI, the answer was: "We have our best people working on it."
9. Office Systems: Beyond All-in-1: Christine Hughes, Gartner Group
o The OIS business is going through a retrenchment from many vendors to
just three -- IBM, Digital, and Hewlett-Packard.
o Digital's release of its Compound Document Architecture (CDA)
preempts the other major OIS vendors, including IBM, and provides a
comprehensive environment for document handling. Its success will be
highly dependent on third-party endorsement.
o Underscoring Ken's comment, there will continue to be a market for
terminals; perhaps even moreso as we move toward actually automating
executives.
o There is an accelerated move within Apple to play an integrated role
with Digital. This is key to Apple.
o Digital has 94% of the business videotext market.
o Both IBM and Digital share a common objective for enterprisewide
computing, but Digital currently has somewhat of a lead in delivering
it: CDA; ISV endorsement; and Apple/Digital joint development
programs.
o Digital's offerings remain the leader in standards adherence and
implementation.
o Digital's challenges in the office systems marketplace are two:
sufficient ISV support, which Digital appears to have; and execution
of the strategy, the real issue. Pre-sales support, including
pre-implementation design, will be particularly critical.
o Question: If OSF selects CXI (Microsoft/H-P), will this be a major
setback for DEC? No. DEC will support whatever OSF selects.
10. DEC's Manufacturing Market Strategy: T. Lee Wylie, Gartner Group
o DEC has the opportunity to become dominant in manufacturing, and
through integration to leverage that influence across the rest of the
enterprise.
o There are probably more manufacturing applications written for VMS
than for any other operating system; therefore, VMS will be here for
a long time to come.
o DEC is clearly thinking ahead and moving to offer key services the
market will need. Gartner Group gives Digital very high marks on its
introduction of Enterprise Services.
o The Allen Bradley agreement represents DEC's commitment to sell VAX
equipment into the manufacturing environment even though it means
giving up a piece of the business.
11. Technical Computing: Workstations and Minisupercomputers: George
Weiss, Gartner Group
o DEC is the IBM of technical computing; therefore, it can continue to
succeed even without being a technology leader. "Relegating
technical computing to one slot on the last day of a three-day
conference devoted to Digital is a sign of just how far the premier
scientific computing company has come."
o Value pricing works.
o The technical marketplace has fragmented significantly into many
architectures. This represents an opportunity for DEC, but the
market will have to wait until 1989/1990 for Aridus, DEC's high
performance, vector processing system.
o This market has no leader today, so DEC's impact will be a major
market boost and DEC could capture a commanding share -- despite its
lateness -- because buying DEC is an easy decision in this
environment.
o Aridus will target primarily the technical market. DEC may even try
to siphon off some of the Cray applications with it.
o Competition is heavy here, but the venture capitalists have been
burned -- to the tune of $.75 billion -- so more new entrants are
unlikely.
o Convex is currently the only solid (i.e., profitable) player in the
high performance market. It will need to get as much product out as
possible before DEC announces Aridus because DEC's entry will freeze
the market.
o DEC is not likely to invest in all the latest gee whiz technologies
because it needs to focus on OLTP, desktop, and other new markets.
o The 8800 will probably have a short life.
o "IBM can't touch the engineering/scientific departments." It will
probably need to introduce another 4381-level product with a vector
facility. It will also need to buy market share. But Gartner does
not project high success for that strategy.
o RISC offers some very good opportunities for DEC, who needs to be in
there fighting. Followon products in 1990/91 could be very high
performance. Firefox, likewise, will fill a niche. However, neither
of these systems are synergistic and are typical of DEC's new
approach to use existing technology -- either internal or from
outside suppliers -- and depend on standards and recompilation to
weave a loosely-knit fabric.
o The 6200 is a very adequate system today, with good life left in it,
but Rigel will offer much better performance.
o DEC is unlikely to focus so heavily on commercial applications as the
big revenue generator of the 1990s as to cost it market share on the
technical side of the business.
12. DEC Secondary Market and Leasing: Jann-Marie Halvorsen, Gartner
Group
o DEC, unlike IBM, subscribes to a strategy of growth through
expansion, not obsolescence. As DEC moves into IBM's backyard, it
will continue to be able to maximize its revenue without forced
obsolescence through its symmetric multiprocessing capabilities.
o The 8800 is overpriced at $75,000 per VUP, and will need to be
discounted.
o For continued success, a new culture will be necessary. DEC needs to
move away from offering competing product lines. The recent
cancellation of the 12 VUP "Argonaut" project suggests a new, focused
strategy.
o If DEC is successful in introducing its more complete concept of cost
of ownership in the MIS environment, its user-friendly approach
should give it a clear advantage, but the challenge is to measure
those costs.
o If a user presents the used equipment alternative to his DEC
salesman, he can usually get an additional 10-30% discount. Gartner
thinks DEC is leaving money on the table with this strategy, and will
need to change as it moves into the high end with Aridus. Its
strategy here will need to involve heavy discounting to maintain
account control -- either by actual price reductions, by bundling
services, or by introducing attractive financing packages at low
rates with relatively aggressive residual assumptions.
o DEC currently represents about 6% ($.9 billion) of the 1988 revenues
of U.S. computer lessors, growing to 9% ($3.3 billion) by 1993.
o DEC needs more control of its secondary market in order to control
its customer base. It could capture well over half of its own high
end leasing market.
o Comdisco, the largest leasing and used equipment supplier, is a
primary competitor to DEC.
o The effect of DEC's new warranty policy is a 6-9% price increase.
o As DEC moves into the high end, it faces a market that is 75% leased.
DEC will need to establish appropriately attractive financing
packages, which in turn will decrease the amount of used equipment
available to compete with orders for new equipment. There is an
opportunity for significant revenue growth and greater this account
control through these measures.
13. Panel: Doing Business with DEC
Panelists included representatives from System One, Liberty Mutual,
United Technologies, and Virginia Power.
All were quite candid. The biggest issues revolved around sales and
sales support, particularly pre-sales. The panelists believe that
DEC doesn't provide the kind of cradle-to-grave service they get from
IBM -- for free. No problems with hardware maintenance, but software
support got mixed reviews. All seemed to agree that while it was
difficult to reach an understanding of what should be provided, once
that hurdle was past, Digital generally delivered quality results.
In the end, all stated that they have and/or would put a mission
critical application on Digital systems.
Audience
The 300 attendees represented over 150 companies, as listed below:
Advanced Micro Devices Aetna Agriculture Canada
Air Products Alabama Power Alberta Gov't Tel.
American Heart Association American President Cos. Ameritech
Amoco Applied Learning Int'l. Aristech Chemical
Arthur Andersen Associated Group AARP
ARCO ASB Capital AT&T
Baltimore Gas & Electric Bank of Boston Bank of New York
Bankers Trust Bear Stearns Bell Atlantic
Borden Bull Burlington Northern
BASF BC Hydro BC Systems
Canada Post Capital Associates Carolina Power&Light
Caterpillar Chase Manhattan Bank Chemical Bank
Cincom Systems Cognos Combustion Eng'g.
Comdisco Conner Peripherals Corning Glass Works
CNG Producing Data General Data Switch
Dial Digital Equipment Dow Chemical
Duke Power Dun & Bradstreet Dupont
Eastman Kodak Electronic Data Sys. Eli Lilly
Ernst & Whinney Exec. Office of Pres. EG&G
Fast Food Merchandisers Fed. Res. Bank of Minn. Fermilab
Florida Power Fujitsu FMC
General American General Electric Grumman Data
GTE Hardee's Harris Trust & Sav.
Hartford Insurance Group Hewlett-Packard Household Finance
Houston Light & Power Imperial Oil Imperial Tobacco
Info Builders Inland Steel Int'l Computers Ltd
Integral Systems Intel International Paper
Island Creek IBM IBM Canada
IBM Denmark IBM Rolm Systems ICI Americas
IDC Financial Services ISI - Mars ISTC
Joiner Associates Kennametal Liberty Mutual
Lockheed Lotus LTV Aerospace
Mallinckrodt Manitoba Telephone Mfrs. Finance
Manufacturers Hanover Manville Sales Corp. McCormack & Dodge
McDonnell Douglas Medical Center Delaware Michelin
Microrim Ministry of Tourism Monsanto
Morgan Guaranty MNC Information Svcs. Nat'l Inst Stds.&Tech
Naval Strategic Sys. Command Navistar Neuberger Berman
Nova NCNB NCR
NEC NYNEX Olivetti
Oracle Paccar PacifiCare Health Sys
PacifiCorp Capital Pellerin Milnor Penn State University
Petro Canada Philip Morris Phoenix Mutual Life
Pioneer Data Systems Pioneer Std. Electronic Pitney Bowes
Price Waterhouse Prime Computer Procter & Gamble
Prudential PRC Public Mgmt. Svcs. Ralston Purina
Rockwell Ross Systems RJ Reynolds Tobacco
RR Donnelley Schering-Plough Scott Paper
Seward & Kissel Shell Canada Siemens
Simpact Associates SmithKline Beckman Software A.G.
SoundView Financial Group Southern Chem'l Alberta Southern Company
Sovran Bank St. Paul Companies Sun
Sun Microsystems Sunstrand Syntex
System One SD Warren SNET
T. Rowe Price Tandem Computers Tektronix
Tennessee Eastman Texaco Textron
Ungermann-Bass United Airlines United Technologies
United Telecommunications University of Chicago Univ. of Pennsylvania
Upjohn UNISYS US Dept of Commerce
US Leasing US Navy Virginia Power
Volkswagen VM Software Wang
Wellington Management Wells Fargo Leasing Weyerhauser
Xerox 3M
Additional Information About Gartner Group
Gartner Group is about $40 million in revenues worldwide. It is owned by
Satchi and Satchi, a billion dollar, UK-based consulting firm conglomerate
consisting mostly of advertising firms that it has acquired. It is also
affiliated with SoundView Financial Group, Inc., alias Gartner Securities,
which cohabitates Gartner's offices.
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