text:
Carbide

In chemistry, a carbide usually describes a compound composed of carbon and a metal. In metallurgy, carbiding or carburizing is the process for producing carbide coatings on a metal piece.

Interstitial / Metallic carbides
The carbides of the group 4, 5 and 6 transition metals (with the exception of chromium) are often described as interstitial compounds. These carbides have metallic properties and are refractory. Some exhibit a range of stoichiometries, being a non-stoichiometric mixture of various carbides arising due to crystal defects. Some of them, including titanium carbide and tungsten carbide, are important industrially and are used to coat metals in cutting tools.

The long-held view is that the carbon atoms fit into octahedral interstices in a close-packed metal lattice when the metal atom radius is greater than approximately 135 pm:
 * When the metal atoms are cubic close-packed, (ccp), then filling all of the octahedral interstices with carbon achieves 1:1 stoichiometry with the rock salt structure.
 * When the metal atoms are hexagonal close-packed, (hcp), as the octahedral interstices lie directly opposite each other on either side of the layer of metal atoms, filling only one of these with carbon achieves 2:1 stoichiometry with the CdI2 structure.

The following table shows structures of the metals and their carbides. (N.B. the body centered cubic structure adopted by vanadium, niobium, tantalum, chromium, molybdenum and tungsten is not a close-packed lattice.) The notation "h/2" refers to the M2C type structure described above, which is only an approximate description of the actual structures. The simple view that the lattice of the pure metal "absorbs" carbon atoms can be seen to be untrue as the packing of the metal atom lattice in the carbides is different from the packing in the pure metal, although it is technically correct that the carbon atoms fit into the octahedral interstices of a close-packed metal lattice.

For a long time the non-stoichiometric phases were believed to be disordered with a random filling of the interstices, however short and longer range ordering has been detected.

Iron forms a number of carbides, Fe3C, Fe7C3 and Fe2C. The best known is cementite, Fe3C, which is present in steels. These carbides are more reactive than the interstitial carbides; for example, the carbides of Cr, Mn, Fe, Co and Ni are all hydrolysed by dilute acids and sometimes by water, to give a mixture of hydrogen and hydrocarbons. These compounds share features with both the inert interstitials and the more reactive salt-like carbides.

Some metals, such as lead and tin, are believed not to form carbides under any circumstances. There exists however a mixed titanium-tin carbide, which is a two-dimensional conductor.

Chemical classification of carbides
Carbides can be generally classified by the chemical bonds type as follows: Examples include calcium carbide (CaC2), silicon carbide (SiC), tungsten carbide (WC; often called, simply, carbide when referring to machine tooling), and cementite (Fe3C), each used in key industrial applications. The naming of ionic carbides is not systematic.
 * 1) salt-like (ionic),
 * 2) covalent compounds,
 * 3) interstitial compounds, and
 * 4) "intermediate" transition metal carbides.

Salt-like / saline / ionic carbides
Salt-like carbides are composed of highly electropositive elements such as the alkali metals, alkaline earth metals, lanthanides, actinides, and group 3 metals (scandium, yttrium, and lutetium). Aluminium from group 13 forms carbides, but gallium, indium, and thallium do not. These materials feature isolated carbon centers, often described as "C4−", in the methanides or methides; two-atom units, "C2(2-)", in the acetylides; and three-atom units, "C3(4-)", in the allylides. The graphite intercalation compound KC8, prepared from vapour of potassium and graphite, and the alkali metal derivatives of C60 are not usually classified as carbides.

Methanides
Methanides are a subset of carbides distinguished by their tendency to decompose in water producing methane. Three examples are aluminium carbide Al4C3, magnesium carbide Mg2C and beryllium carbide Be2C.

Transition metal carbides are not saline: their reaction with water is very slow and is usually neglected. For example, depending on surface porosity, 5–30 atomic layers of titanium carbide are hydrolyzed, forming methane within 5 minutes at ambient conditions, following by saturation of the reaction.

Note that methanide in this context is a trivial historical name. According to the IUPAC systematic naming conventions, a compound such as NaCH3 would be termed a "methanide", although this compound is often called methylsodium. See Methyl group for more information about the CH3- anion.

Acetylides/ethynides
Several carbides are assumed to be salts of the acetylide anion C2(2–) (also called percarbide, by analogy with peroxide), which has a triple bond between the two carbon atoms. Alkali metals, alkaline earth metals, and lanthanoid metals form acetylides, for example, sodium carbide Na2C2, calcium carbide CaC2, and LaC2. Lanthanides also form carbides (sesquicarbides, see below) with formula M2C3. Metals from group 11 also tend to form acetylides, such as copper(I) acetylide and silver acetylide. Carbides of the actinide elements, which have stoichiometry MC2 and M2C3, are also described as salt-like derivatives of C2(2-).

The C–C triple bond length ranges from 119.2 pm in CaC2 (similar to ethyne), to 130.3 pm in LaC2 and 134 pm in UC2. The bonding in LaC2 has been described in terms of LaIII with the extra electron delocalised into the antibonding orbital on C2(2-), explaining the metallic conduction.

Allylides
The polyatomic ion C3(4−), sometimes called allylide, is found in Li4C3 and Mg2C3. The ion is linear and is isoelectronic with. The C–C distance in Mg2C3 is 133.2 pm. Mg2C3 yields methylacetylene, CH3CCH, and propadiene, CH2CCH2, on hydrolysis, which was the first indication that it contains C3(4−).

Covalent carbides
The carbides of silicon and boron are described as "covalent carbides", although virtually all compounds of carbon exhibit some covalent character. Silicon carbide has two similar crystalline forms, which are both related to the diamond structure. Boron carbide, B4C, on the other hand, has an unusual structure which includes icosahedral boron units linked by carbon atoms. In this respect boron carbide is similar to the boron rich borides. Both silicon carbide (also known as carborundum) and boron carbide are very hard materials and refractory. Both materials are important industrially. Boron also forms other covalent carbides, such as B25C.

Molecular carbides
Metal complexes containing C are known as metal carbido complexes. Most common are carbon-centered octahedral clusters, such as [Au6C(PPh3)6](2+) (where "Ph" represents a phenyl group) and [Fe6C(CO)6]2−. Similar species are known for the metal carbonyls and the early metal halides. A few terminal carbides have been isolated, such as [CRuCl2{P(C6H11)3}2].

Metallocarbohedrynes (or "met-cars") are stable clusters with the general formula M8C12 where M is a transition metal (Ti, Zr, V, etc.).

Related materials
In addition to the carbides, other groups of related carbon compounds exist:
 * graphite intercalation compounds
 * alkali metal fullerides
 * endohedral fullerenes, where the metal atom is encapsulated within a fullerene molecule
 * metallacarbohedrenes (met-cars) which are cluster compounds containing C2 units.
 * tunable nanoporous carbon, where gas chlorination of metallic carbides removes metal molecules to form a highly porous, near-pure carbon material capable of high-density energy storage.
 * transition metal carbene complexes.
 * two-dimensional transition metal carbides: MXenes

title: Carbide


text:
Charles C. Krulak

Charles Chandler Krulak (born March 4, 1942) is a retired United States Marine Corps four-star general who served as the 31st Commandant of the Marine Corps from July 1, 1995, to June 30, 1999. He is the son of Lieutenant General Victor H. "Brute" Krulak, who served in World War II, Korea, and Vietnam. He was the 13th President of Birmingham-Southern College after his stint as a non-executive director of English association football club Aston Villa.

Early life and education
Krulak was born in Quantico, Virginia, on March 4, 1942, the son of Amy ( Chandler) and Victor H. Krulak. He graduated from Phillips Exeter Academy in Exeter, New Hampshire, in 1960, where he was classmates with novelist John Irving. Krulak then attended the United States Naval Academy, graduating in 1964 with a bachelor's degree. Krulak also holds a master's degree in labor relations from George Washington University (1973). He is a graduate of the Amphibious Warfare School (1968); the Army Command and General Staff College (1976); and the National War College (1982).

Marine career
After his commissioning and graduation from The Basic School at Marine Corps Base Quantico, Krulak held a variety of command and staff positions. His command positions included: commanding officer of a platoon and two rifle companies during two tours of duty in Vietnam; commanding officer of Special Training Branch and Recruit Series at Marine Corps Recruit Depot San Diego, California (1966–1968); commanding officer of Counter-Guerilla Warfare School, Northern Training Area on Okinawa (1970), Company officer at the United States Naval Academy (1970–1973); commanding officer of the Marine Barracks at Naval Air Station North Island, California (1973–1976), and commanding officer, 3rd Battalion, 3rd Marines (1983–1985).

Krulak's staff assignments included: operations officer, 2nd Battalion, 9th Marines (1977–1978); chief of the Combat Arms Monitor Section at Headquarters Marine Corps, Washington, D.C. (1978–1979); executive assistant to the Director of Personnel Management, Headquarters Marine Corps (1979–1981); Plans Office, Fleet Marine Forces Pacific, Camp H.M. Smith, Hawaii (1982–1983); executive officer, 3rd Marine Regiment, 1st Marine Expeditionary Brigade; assistant chief of staff, maritime pre-positioning ships, 1st MEB; assistant chief of staff for operations, 1st Marine Expeditionary Brigade; and the military assistant to the assistant secretary of defense for command, control, communications and intelligence, Office of the Secretary of Defense.

Krulak was assigned duty as the deputy director of the White House Military Office in September 1987. While serving in this capacity, he was selected for promotion to brigadier general in November 1988. He was advanced to that grade on June 5, 1989, and assigned duties as the commanding general, 10th MEB/Assistant division commander, 2nd Marine Division, Fleet Marine Force Atlantic, at Marine Corps Base Camp Lejeune, North Carolina on July 10, 1989. On June 1, 1990, he assumed duties as the commanding general, 2nd Force Service Support Group Group/Commanding general, 6th Marine Expeditionary Brigade, Fleet Marine Force Atlantic and commanded the 2d FSSG during the Gulf War. He served in this capacity until July 12, 1991, and was assigned duty as assistant deputy chief of staff for manpower and reserve affairs (personnel Management/Personnel Procurement), Headquarters Marine Corps on August 5, 1991. He was advanced to major general on March 20, 1992. Krulak was assigned as commanding general, Marine Corps Combat Development Command, Quantico, on August 24, 1992, and was promoted to lieutenant general on September 1, 1992. On July 22, 1994, he was assigned as commander of Marine Forces Pacific/commanding general, Fleet Marine Force Pacific, and in March 1995 he was nominated to serve as the Commandant of the Marine Corps.

On June, 29, he was promoted to general and assumed duties as the 31st commandant on June 30, 1995. He was relieved on June 30, 1999, by General James L. Jones.

In 1997, Krulak became a Life Member of the Sons of the Revolution in the State of California.

Silver Star citation
Citation:

"The President of the United States of America takes pleasure in presenting the Silver Star to Captain Charles Chandler Krulak, United States Marine Corps, for conspicuous gallantry and intrepidity in action while serving as Commanding Officer of Company L, Third Battalion, Third Marines, Third Marine Division, during combat operations against the enemy in the Republic of Vietnam. On 3 June 1969, during Operation Virginia Ridge, Company L was occupying ambush positions near the Demilitarized Zone west of Con Thien when the Marines came under a heavy volume of mortar fire and sustained several casualties. Although seriously wounded himself, Captain Krulak unhesitatingly left his covered position and, thinking only of the welfare of his men, fearlessly maneuvered across the fire-swept terrain to ensure that his Marines were in effective defensive locations and capable of repelling an expected ground attack. Shortly after the initial mortar attack, the Company was subjected to a second intense mortar barrage. Realizing that the determined enemy soldiers had accurate range on the Marine emplacements, and unwilling to incur additional casualties, he commenced maneuvering his men to an alternate location. Simultaneously, undaunted by the fierce barrage, Captain Krulak fearlessly moved to a dangerously exposed vantage point from which he pinpointed the principal sources of hostile fire and skillfully coordinated fixed-wing air strikes and supporting artillery fire on the enemy positions, silencing the fire. By this time, both the platoon commander and a platoon sergeant of one of his platoons had been seriously wounded. After repeatedly exposing himself to the relentless fire to supervise the evacuation of the casualties, he then personally led the platoon back to the main body of his Company across 3,000 meters of rugged mountain terrain to another patrol base and, although weak from loss of blood and the pain of his injuries, steadfastly refused medical evacuation until the arrival of another officer on the following morning. By his courage, dynamic leadership, and inspiring devotion to duty in the face of grave personal danger, Captain Krulak minimized Marine casualties and upheld the highest traditions of the Marine Corps and of the United States Naval Service."

Personal life
Krulak received the Golden Plate Award of the American Academy of Achievement in 1996. The Golden Plate was presented by Awards Council member and Chairman of the Joint Chiefs of Staff, General John M. Shalikashvili, USA.

Krulak joined MBNA America in September 1999 as chief administrative officer, responsible for personnel, benefits, compensation, education, and other administrative services. Krulak has served as the Senior Vice Chairman and Chief Executive Officer of MBNA Europe (2001–2005) and was based at the Chester campus in the UK. He was the executive vice chairman and chief administration officer of MBNA Corporation (2004–2005). He retired from MBNA in 2005.

Following the takeover of English football club Aston Villa by MBNA Chairman Randy Lerner in August 2006 and as of September 19, 2006, Krulak joined the board of Aston Villa as non-executive director where he posted on several fans forums. Krulak was generally referred to as "The General" by fans on these boards.

Krulak also serves on the boards of ConocoPhillips, Freeport-McMoran (formerly known as Phelps Dodge Corporation) and Union Pacific Corporation. In addition, he serves on the advisory council of Hope For The Warriors, a national non-profit dedicated to provide a full cycle of non-medical care to combat wounded service members, their families, and families of the fallen from each military branch.

Krulak was elected as the 13th President of Birmingham–Southern College in Birmingham, Alabama on March 21, 2011, and retired June 1, 2015. He received an honorary doctorate of Humane Letters from Birmingham-Southern College. The Krulak Institute for Leadership, Experiential Learning, and Civic Engagement at Birmingham-Southern College is named for him.

Krulak was the Vice Chair of the Sweet Briar College Board of Directors. He joined the Board in the Summer of 2015.

Awards and decorations
General Krulak's decorations and medals include:

Legacy
Krulak famously referred to the "Strategic Corporal" and the Three Block War as two of the key lessons identified from the deployments in Somalia, Haiti and Bosnia. These concepts are still considered vital in understanding the increasing complexity of modern battlefields.

Krulak explained some of his warfighting philosophy in an interview with Tom Clancy in Clancy's nonfiction book Marine. Clancy referred to Krulak as "Warrior Prince of the Corps." Krulak also rewrote the Marine Corps' basic combat study text, MCDP 1: Warfighting, incorporating his theories on operations in the modern battlefield.

Family
Krulak is married to Zandi Meyers from Annapolis. They have two sons: CAPT David C. Krulak, the former Commanding Officer for Naval Hospital Okinawa, Japan and Dr. Todd C. Krulak, PhD., a retired freelance rave DJ who is now a professor at Samford University; and five grandchildren: Capt Brian Krulak (USMC), Katie, Mary, Matthew, and Charles. He is the son of Lieutenant General Victor H. Krulak Sr., and the younger brother of Commander Victor H. Krulak Jr, Navy Chaplain Corps and Colonel William Krulak, United States Marine Corps Reserve. Krulak's godfather was USMC general Holland McTyeire "Howlin' Mad" Smith.

license: Creative Commons - Attribution Share-Alike - https://creativecommons.org/licenses/by-sa/4.0/

title: Charles C. Krulak


text:
Talk:Complex ion

Aren't these supposed to be called polyatomic ions? RK

That's probably better, yes. I'll change this. --DJA

Why is it that most of the entities pointed here are not coordination complexes and contain no metals? - David M

title: Talk:Complex ion


text:
Compaq

Compaq Computer Corporation (sometimes abbreviated to CQ prior to the 2007 rebranding) was an American information technology company founded in 1982 that developed, sold, and supported computers and related products and services. Compaq produced some of the first IBM PC compatible computers, being the second company after Columbia Data Products to legally reverse engineer the BIOS of the IBM Personal Computer. It rose to become the largest supplier of PC systems during the 1990s before being overtaken by Dell in 2001. Struggling to keep up in the price wars against Dell, as well as with a risky acquisition of DEC, Compaq was acquired for US$25 billion by HP in 2002. The Compaq brand remained in use by HP for lower-end systems until 2013 when it was discontinued. Since 2013, the brand is currently licensed to third parties for use on electronics in Brazil and India.

The company was formed by Rod Canion, Jim Harris, and Bill Murto, all of whom were former Texas Instruments senior managers. Murto (SVP of sales) departed Compaq in 1987, while Canion (president and CEO) and Harris (SVP of engineering) left under a shakeup in 1991, which saw Eckhard Pfeiffer appointed president and CEO. Pfeiffer served through the 1990s. Ben Rosen provided the venture capital financing for the fledgling company and served as chairman of the board for 17 years from 1983 until September 28, 2000, when he retired and was succeeded by Michael Capellas, who served as the last chairman and CEO until its merger with HP.

Prior to its merger, the company was headquartered in northwest unincorporated Harris County, Texas, which now continues as HP's largest United States facility.

Founding
Compaq was founded in February 1982 by Rod Canion, Jim Harris, and Bill Murto, three senior managers from semiconductor manufacturer Texas Instruments. The three of them had left due to lack of faith and loss of confidence in TI's management, and initially considered but ultimately decided against starting a chain of Mexican restaurants. Each invested $1,000 to form the company, which was founded with the temporary name Gateway Technology. The name "COMPAQ" was said to be derived from "Compatibility and Quality" but this explanation was an afterthought. The name was chosen from many suggested by Ogilvy & Mather, it being the name least rejected. The first Compaq PC was sketched out on a placemat by Ted Papajohn while dining with the founders in a pie shop, (named House of Pies in Houston). Their first venture capital came from Benjamin M. Rosen and Sevin Rosen Funds, who helped the fledgling company secure US$1.5 million to produce their initial computer. Overall, the founders managed to raise $25 million from venture capitalists, as this gave stability to the new company as well as providing assurances to the dealers or middlemen.

Unlike many startups, Compaq differentiated its offerings from the many other IBM PC clones by not focusing mainly on price, but instead concentrating on new features, such as portability and better graphics displays as well as performance—and all at prices comparable to those of IBM's PCs. In contrast to Dell and Gateway 2000, Compaq hired veteran engineers with an average of 15 years experience, which lent credibility to Compaq's reputation of reliability among customers. Due to its partnership with Intel, Compaq was able to maintain a technological lead in the market place as it was the first one to come out with computers containing the next generation of each Intel processor.

Under Canion's direction, Compaq sold computers only through dealers to avoid potential competition that a direct sales channel would foster, which helped foster loyalty among resellers. By giving dealers considerable leeway in pricing Compaq's offerings, either a significant markup for more profits or discount for more sales, dealers had a major incentive to advertise Compaq.

During its first year of sales (second year of operation), the company sold 53,000 PCs for sales of US$111 million, the first start-up to hit the US$100 million mark that fast. Compaq went public in 1983 on the NYSE and raised US$67 million. In 1986, it enjoyed record sales of US$329 million from 150,000 PCs, and became the youngest-ever firm to make the Fortune 500. In 1985, sales reached $504 million. In 1987, Compaq hit the US$1 billion revenue mark, taking the least amount of time to reach that milestone. By 1991, Compaq held the fifth place spot in the PC market with US$3 billion in sales that year.

Two key marketing executives in Compaq's early years, Jim D'Arezzo and Sparky Sparks, had come from IBM's PC Group. Other key executives responsible for the company's meteoric growth in the late 1980s and early 1990s were Ross A. Cooley, another former IBM associate, who served for many years as SVP of GM North America; Michael Swavely, who was the company's chief marketing officer in the early years, and eventually ran the North America organization, later passing along that responsibility to Cooley when Swavely retired. In the United States, Brendan A. "Mac" McLoughlin (another long time IBM executive) led the company's field sales organization after starting up the Western U.S. Area of Operations. These executives, along with other key contributors, including Kevin Ellington, Douglas Johns, Steven Flannigan, and Gary Stimac, helped the company compete against the IBM Corporation in all personal computer sales categories, after many predicted that none could compete with the behemoth.

The soft-spoken Canion was popular with employees and the culture that he built helped Compaq to attract the best talent. Instead of headquartering the company in a downtown Houston skyscraper, Canion chose a West Coast-style campus surrounded by forests, where every employee had similar offices and no-one (not even the CEO) had a reserved parking spot. At semi-annual meetings, turnout was high as any employee could ask questions to senior managers.

In 1987, company co-founder Bill Murto resigned to study at a religious education program at the University of St. Thomas. Murto had helped to organize the company's marketing and authorized-dealer distribution strategy, and held the post of senior vice president of sales since June 1985. Murto was succeeded by Ross A. Cooley, director of corporate sales. Cooley would report to Michael S. Swavely, vice president for marketing, who was given increased responsibility and the title of vice president for sales and marketing.

Introduction of Compaq Portable
In November 1982, Compaq announced their first product, the Compaq Portable, a portable IBM PC compatible personal computer. It was released in March 1983 at US$2995. The Compaq Portable was one of the progenitors of today's laptop; some called it a "suitcase computer" for its size and the look of its case. It was the second IBM PC compatible, being capable of running all software that would run on an IBM PC. It was a commercial success, selling 53,000 units in its first year and generating US$111 million in sales revenue. The Compaq Portable was the first in the range of the Compaq Portable series. Compaq was able to market a legal IBM clone because IBM mostly used "off the shelf" parts for their PC. Furthermore, Microsoft had kept the right to license MS-DOS, the most popular and de facto standard operating system for the IBM PC, to other computer manufacturers. The only part which had to be duplicated was the BIOS, which Compaq did legally by using clean room design at a cost of US$1 million.

Unlike other companies, Compaq did not bundle application software with its computers. Vice President of Sales and Service H. L. Sparks said in early 1984:

"We've considered it, and every time we consider it we reject it. I don't believe and our dealer network doesn't believe that bundling is the best way to merchandise those products.

You remove the freedom from the dealers to really merchandise when you bundle in software. It is perceived by a lot of people as a marketing gimmick. You know, when you advertise a US$3000 computer with US$3000 worth of free software, it obviously can't be true.

The software should stand on its merits and be supported and so should the hardware. Why should you be constrained to use the software that comes with a piece of hardware? I think it can tend to inhibit sales over the long run."

Compaq instead emphasized PC compatibility, of which Future Computing in May 1983 ranked Compaq as among the "Best" examples. "Many industry observers think [Compaq] is poised for meteoric growth", The New York Times reported in March of that year. By October, when the company announced the Compaq Plus with a $10 MB$ hard drive, PC Magazine wrote of "the reputation for compatibility it built with its highly regarded floppy disk portable". Compaq computers remained the most compatible PC clones into 1984, and maintained its reputation for compatibility for years, even as clone BIOSes became available from Phoenix Technologies and other companies that also reverse engineered IBM's design, then sold their version to clone manufacturers.

Compaq Deskpro
On June 28, 1984, Compaq released the Deskpro, a 16-bit desktop computer using an Intel 8086 microprocessor running at $7.14 MHz$. It was considerably faster than an IBM PC and was, like the original Compaq Portable, also capable of running IBM software. It was Compaq's first non-portable computer and began the Deskpro line of computers.

Compaq DeskPro 386
In 1986, Compaq introduced the Deskpro 386, the first PC based on Intel's new 80386 microprocessor. Bill Gates of Microsoft later said

"the folks at IBM didn't trust the 386. They didn't think it would get done. So we encouraged Compaq to go ahead and just do a 386 machine. That was the first time people started to get a sense that it wasn't just IBM setting the standards, that this industry had a life of its own, and that companies like Compaq and Intel were in there doing new things that people should pay attention to."

The Compaq 386 computer marked the first CPU change to the PC platform that was not initiated by IBM. An IBM-made 386 machine reached the market almost a year later, but by that time Compaq was the 386 supplier of choice and IBM had lost some of its prestige.

For the first three months after announcement, the Deskpro 386 shipped with Windows/386. This was a version of Windows 2.1 adapted for the 80386 processor. Support for the virtual 8086 mode was added by Compaq engineers. (Windows, running on top of the MS-DOS operating system, would not become a popular "operating environment" until at least the release of Windows 3.0 in 1990.)

Compaq SystemPro
Compaq's technical leadership and the rivalry with IBM was emphasized when the SystemPro server was launched in late 1989 – this was a true server product with standard support for a second CPU and RAID, but also the first product to feature the EISA bus, designed in reaction to IBM's MCA (Micro Channel Architecture) which was incompatible with the original AT bus.

Although Compaq had become successful by being 100 percent IBM-compatible, it decided to continue with the original AT bus—which it renamed ISA—instead of licensing IBM's MCA. Prior to developing EISA Compaq had invested significant resources into reverse engineering MCA, but its executives correctly calculated that the $80 billion already spent by corporations on IBM-compatible technology would make it difficult for even IBM to force manufacturers to adopt the new MCA design. Instead of cloning MCA, Compaq led an alliance with Hewlett Packard and seven other major manufacturers, known collectively as the "Gang of Nine", to develop EISA.

Compaq SLT and LTE
Development of a truly mobile successor to the Portable line began in 1986, the company releasing two stopgap products in the meantime, the SLT (Compaq's first laptop) and the Compaq Portable III (a lighter-weight, lunchbox-sized entry in the Portable line). In 1989, they introduced the LTE, their first notebook-sized laptop which competed with NEC's UltraLite and Zenith Data Systems's MinisPort. However, whereas the UltraLite and MinisPort failed to gain much uptake due to their novel but nonstandard data storage technologies, the LTE succeeded on account of its use of the conventional floppy drive and spinning hard drive, allowing users to transfer data to and from their desktop computers without any hassle. As well, Compaq began offering docking stations with the release of the LTE/386s in 1990, providing performance comparable to then-current desktop machines. Thus, the LTE was the first commercially successful notebook computer, helping launch the burgeoning industry. It was a direct influence on both Apple and IBM for the development of their own notebook computers, the PowerBook and ThinkPad, respectively.

1990s
By 1989, The New York Times wrote that being the first to release a 80386-based personal computer made Compaq the leader of the industry and "hurt no company more - in prestige as well as dollars - than" IBM. The company was so influential that observers and its executives spoke of "Compaq compatible". InfoWorld reported that "In the [ISA market] Compaq is already IBM's equal in being seen as a safe bet", quoting a sell-side analyst describing it as "now the safe choice in personal computers". Even rival Tandy Corporation acknowledged Compaq's leadership, stating that within the Gang of Nine "when you have 10 people sit down before a table to write a letter to the president, someone has to write the letter. Compaq is sitting down at the typewriter".

Ouster of co-founders
Michael S. Swavely, president of Compaq's North American division since May 1989, took a six-month sabbatical in January 1991 (which would eventually become retirement effective on July 12, 1991). Eckhard Pfeiffer, then president of Compaq International, was named to succeed him. Pfeiffer also received the title of chief operating officer, with responsibility for the company's operations on a worldwide basis, so that Canion could devote more time to strategy. Swavely's abrupt departure in January led to rumors of turmoil in Compaq's executive suite, including friction between Canion and Swavely, likely as Swavely's rival Pfeiffer had received the number two leadership position. Swavely's U.S. marketing organization was losing ground with only 4% growth for Compaq versus 7% in the market, likely due to short supplies of the LTE 386s from component shortages, rivals that undercut Compaq's prices by as much as 35%, and large customers who did not like Compaq's dealer-only policy. Pfeiffer became president and CEO of Compaq later that year, as a result of a boardroom coup led by board chairman Ben Rosen that forced co-founder Rod Canion to resign as president and CEO.

Pfeiffer had joined Compaq from Texas Instruments, and established operations from scratch in both Europe and Asia. Pfeiffer was given US$20,000 to start up Compaq Europe He started up Compaq's first overseas office in Munich in 1984. By 1990, Compaq Europe was a $2 billion business and number two behind IBM in that region, and foreign sales contributed 54 percent of Compaq's revenues. Pfeiffer, while transplanting Compaq's U.S. strategy of dealer-only distribution to Europe, was more selective in signing up dealers than Compaq had been in the U. S. such that European dealers were more qualified to handle its increasingly complex products.

During the 1980s, under Canion's direction Compaq had focused on engineering, research, and quality control, producing high-end, high-performance machines with high profit margins that allowed Compaq to continue investing in engineering and next-generation technology. This strategy was successful as Compaq was considered a trusted brand, while many other IBM clones were untrusted due to being plagued by poor reliability. However, by the end of the eighties many manufacturers had improved their quality and were able to produce inexpensive PCs with off-the-shelf components, incurring none of the R&D costs which allowed them to undercut Compaq's expensive computers. Faced with lower-cost rivals such as Dell, AST Research, and Gateway 2000, Compaq suffered a $71 million loss for that quarter, their first loss as a company, while the stock had dropped by over two-thirds. An analyst stated that "Compaq has made a lot of tactical errors in the last year and a half. They were trend-setters, now they are lagging". Canion initially believed that the 1990s recession was responsible for Compaq's declining sales but insisted that they would recover once the economy improved, however Pfeiffer's observation of the European market noted that it was competition as rivals could match Compaq at a fraction of the cost. Under pressure from Compaq's board to control costs as staff was ballooning at their Houston headquarters despite falling U.S. sales, while the number of non-U.S. employees had stayed constant, Compaq made its first-ever layoffs (1400 employees which was 12% of its workforce) while Pfeiffer was promoted to EVP and COO.

Rosen and Canion had disagreed about how to counter the cheaper Asian PC imports, as Canion wanted Compaq to build lower cost PCs with components developed in-house in order to preserve Compaq's reputation for engineering and quality, while Rosen believed that Compaq needed to buy standard components from suppliers and reach the market faster. While Canion developed an 18-month plan to create a line of low-priced computers, Rosen sent his own Compaq engineering team to Comdex without Canion's knowledge and discovered that a low-priced PC could be made in half the time and at lower cost than Canion's initiative. It was also believed that Canion's consensus-style management slowed the company's ability to react in the market, whereas Pfeiffer's autocratic style would be suited to price and product competition.

Rosen initiated a 14-hour board meeting, and the directors also interviewed Pfeiffer for several hours without informing Canion. At the conclusion, the board was unanimous in picking Pfeiffer over Canion. As Canion was popular with company workers, 150 employees staged an impromptu protest with signs stating "We love you, Rod." and taking out a newspaper ad saying "Rod, you are the wind beneath our wings. We love you." Canion declined an offer to remain on Compaq's board and was bitter about his ouster as he did not speak to Rosen for years, although their relationship became cordial again. In 1999, Canion admitted that his ouster was justified, saying "I was burned out. I needed to leave. He [Rosen] felt I didn't have a strong sense of urgency". Two weeks after Canion's ouster, five other senior executives resigned, including remaining company founder James Harris as SVP of Engineering. These departures were motivated by an enhanced severance or early retirement, as well as an imminent demotion as their functions were to be shifted to vice presidents.

Market ascension
Under Pfeiffer's tenure as chief executive, Compaq entered the retail computer market with the Compaq Presario as one of the first manufacturers in the mid-1990s to market a sub-$1000 PC. In order to maintain the prices it wanted, Compaq became the first first-tier computer manufacturer to utilize CPUs from AMD and Cyrix. The two price wars resulting from Compaq's actions ultimately drove numerous competitors from the market, such as Packard Bell and AST Research. From third place in 1993, Compaq had overtaken Apple Computer and even surpassed IBM as the top PC manufacturer in 1994, as both IBM and Apple were struggling considerably during that time. Compaq's inventory and gross margins were better than that of its rivals which enabled it to wage the price wars.

Compaq had decided to make a foray into printers in 1989, and the first models were released to positive reviews in 1992. However, Pfeiffer saw that the prospects of taking on market leader Hewlett-Packard (who had 60% market share) was tough, as that would force Compaq to devote more funds and people to that project than originally budgeted. Compaq ended up selling the printer business to Xerox and took a charge of $50 million.

In 1994, Compaq formed a joint venture with ADI Corporation, a Taiwanese manufacturer who produced the bulk of Compaq's monitors, to raise multiple factories in Mexico, Brazil, and Europe to assemble and store ADI's monitors. Compaq sold many of the monitors that they offered to customers of their Deskpro and Presario lines as standalone units to third-party resellers, including their popular 171FS monitor.

On June 26, 1995, Compaq reached an agreement with Cisco Systems, Inc., in order to get into networking, including digital modems, routers, and switches favored by small businesses and corporate departments, which was now a $4 billion business and the fastest-growing part of the computer hardware market. Compaq also built up a network engineering and marketing staff.

Management shuffle
In 1996, despite record sales and profits at Compaq, Pfeiffer initiated a major management shakeup in the senior ranks. John T. Rose, who previously ran Compaq's desktop PC division, took over the corporate server business from SVP Gary Stimac who had resigned. Rose had joined Compaq in 1993 from Digital Equipment Corporation where he oversaw the personal computer division and worldwide engineering, while Stimac had been with Compaq since 1982 and was one of the longest-serving executives. Senior Vice-president for North America Ross Cooley announced his resignation effective at the end of 1996. CFO Daryl J. White, who joined the company in January, 1983 resigned in May, 1996 after 8 years as CFO. Michael Winkler, who joined Compaq in 1995 to run its portable computer division, was promoted to general manager of the new PC products group. Earl Mason, hired from Inland Steel effective in May 1996, immediately made an impact as the new CFO. Under Mason's guidance, Compaq utilized its assets more efficiently instead of focusing just on income and profits, which increased Compaq's cash from US$700 million to nearly US$5 billion in one year. Additionally, Compaq's return on invested capital (after-tax operating profit divided by operating assets) doubled to 50 percent from 25 percent in that period.

Compaq had been producing the PC chassis at its plant in Shenzhen, China to cut costs. In 1996, instead of expanding its own plant, Compaq asked a Taiwanese supplier to set up a new factory nearby to produce the mechanicals, with the Taiwanese supplier owning the inventory until it reached Compaq in Houston. Pfeiffer also introduced a new distribution strategy, to build PCs made-to-order which would eliminate the stockpile of computers in warehouses and cut the components inventory down to two weeks, with the supply chain from supplier to dealer linked by complex software.

Vice-president for Corporate Development Kenneth E. Kurtzman assembled five teams to examine Compaq's businesses and assess each unit's strategy and that of key rivals. Kurtzman's teams recommended to Pfeiffer that each business unit had to be first or second in its market within three years—or else Compaq should exit that line. Also, the company should no longer use profits from high-margin businesses to carry marginally profitable ones, as instead each unit must show a return on investment. Pfeiffer's vision was to make Compaq a full-fledged computer company, moving beyond its main business of manufacturing retail PCs and into the more lucrative business services and solutions that IBM did well at, such as computer servers which would also require more "customer handholding" from either the dealers or Compaq staff themselves. Unlike IBM and HP, Compaq would not build up field technicians and programmers in-house as those could be costly assets, instead Compaq would leverage its partnerships (including those with Andersen Consulting and software maker SAP) to install and maintain corporate systems. This allowed Compaq to compete in the "big-iron market" without incurring the costs of running its own services or software businesses.

Most of Compaq's server sales were for systems that would be running Microsoft's Windows NT operating system, and indeed Compaq was the largest hardware supplier for Windows NT. However, some 20 percent of Compaq servers went for systems that would be running the Unix operating system. This was exemplified by a strategic alliance formed in 1997 between Compaq and the Santa Cruz Operation (SCO), which was known for its server Unix operating system products on Intel-architecture-based hardware. Compaq was also the largest hardware supplier for SCO's Unix products, and some 10 percent of Compaq's ProLiant servers ran SCO's UnixWare.

In January 1998, Compaq was at its height. CEO Pfeiffer boldly predicted that the Microsoft/Intel "Wintel" duopoly would be replaced by "Wintelpaq".

Acquisitions
Pfeiffer also made several major and some minor acquisitions. In 1997, Compaq bought Tandem Computers, known for their NonStop server line. This acquisition instantly gave Compaq a presence in the higher end business computing market. The alliance between Compaq and SCO took advantage of this to put out the UnixWare NonStop Clusters product in 1998.

Minor acquisitions centered around building a networking arm and included NetWorth (1998) based in Irving, Texas and Thomas-Conrad (1998) based in Austin, Texas. In 1997, Microcom was also acquired, based in Norwood, MA, which brought a line of modems, Remote Access Servers (RAS) and the popular Carbon Copy software. In 1998, Compaq acquired Digital Equipment Corporation for a then-industry record of $9.6 billion. The merger made Compaq, at the time, the world's second largest computer maker in the world in terms of revenue behind IBM. Digital Equipment, which had nearly twice as many employees as Compaq while generating half the revenue, had been a leading computer company during the 1970s and early 1980s. However, Digital had struggled during the 1990s, with high operating costs. For nine years, the company had lost money or barely broke even, and had recently refocused itself as a "network solutions company". In 1995, Compaq had considered a bid for Digital but only became seriously interested in 1997 after Digital's major divestments and refocusing on the Internet. At the time of the acquisition, services accounted for 45 percent of Digital's revenues (about $6 billion) and their gross margins on services averaged 34 percent, considerably higher than Compaq's 25% margins on PC sales and also satisfying customers who had demanded more services from Compaq for years. Compaq had originally wanted to purchase only Digital's services business but that was turned down. When the announcement was made, it was initially viewed as a master stroke as it immediately gave Compaq a 22,000 person global service operation to help corporations handle major technological purchases (by 2001 services made up over 20% of Compaq's revenues, largely due to the Digital employees inherited from the merger), in order to compete with IBM. However it was also risky merger, as the combined company would have to lay off 2,000 employees from Compaq and 15,000 from Digital which would potentially hurt morale. Furthermore, Compaq fell behind schedule in integrating Digital's operations, which also distracted the company from its strength in low-end PCs where it used to lead the market in rolling out next-generation systems which let rival Dell grab market share. Reportedly Compaq had three consulting firms working to integrate Digital alone.

However, Pfeiffer had little vision for what the combined companies should do, or indeed how the three dramatically different cultures could work as a single entity, and Compaq struggled from strategy indecisiveness and lost focus, as a result being caught in between the low end and high end of the market. Mark Anderson, president of Strategic News Service, a research firm based in Friday Harbor, Wash. was quoted as saying, "The kind of goals he had sounded good to shareholders – like being a $50 billion company by the year 2000, or to beat I.B.M. – but they didn't have anything to do with customers. The new C.E.O. should look at everything Eckhard acquired and ask: did the customer benefit from that. If the answer isn't yes, they should get rid of it." On one hand, Compaq had previously dominated the PC market with its price war but was now struggling against Dell, which sold directly to buyers, avoiding the dealer channel and its markup, and built each machine to order to keep inventories and costs at a minimum. At the same time, Compaq, through its acquisitions of the Digital Equipment Corporation in 1998 and Tandem Computers in 1997, had tried to become a major systems company, like IBM and Hewlett-Packard. While IBM and HP were able generate repeat business from corporate customers to drive sales of their different divisions, Compaq had not yet managed to make its newly acquired sales and services organizations work as seamlessly.

Ouster of Pfeiffer
In early 1998, Compaq had the problem of bloated PC inventories. By summer 1998, Compaq was suffering from product-quality problems. Robert W. Stearns, SVP of Business Development, said "In [Pfeiffer's] quest for bigness, he lost an understanding of the customer and built what I call empty market share—large but not profitable", while Jim Moore, a technology strategy consultant with GeoPartners Research in Cambridge, Mass., says Pfeiffer "raced to scale without having economies of scale." The "colossus" that Pfeiffer built up was not nimble enough to adapt to the fast-changing computer industry. That year Compaq forecast demand poorly and shipped too many PCs, causing resellers to dump them at fire sale prices, and since Compaq protected resellers from heavy losses it cost them two quarters of operating profits.

Pfeiffer also refused to develop a potential successor, rebuffing Rosen's suggestion to recruit a few executives to create the separate position of Compaq president. The board complained that Pfeiffer was too removed from management and the rank-and-file, as he surrounded himself with a "clique" of Chief Financial Officer Earl Mason, Senior Vice-President John T. Rose, and Senior Vice-President of Human Resources Hans Gutsch. Current and former Compaq employees complained that Gutsch was part of a group of senior executives, dubbed the "A team", who controlled access to Pfeiffer. Gutsch was said to be a "master of corporate politics, pitting senior vice presidents against each other and inserting himself into parts of the company that normally would not be under his purview". Gutsch, who oversaw security, had an extensive security system and guard station installed on the eight floor of CCA-11, where the company's senior vice presidents worked. There were accusations that Gutsch and others sought to divide top management, although this was regarded by others as sour grapes on the part of executives who were shut out of planning that involved the acquisitions of Tandem Computers and Digital Equipment Corp. Pfeiffer reduced the size of the group working on the deal due to news leaks, saying "We cut the team down to the minimum number of people—those who would have to be directly involved, and not one person more". Robert W. Stearns, Compaq's senior vice president for business development, with responsibility for mergers and acquisitions, had opposed the acquisition of Digital as the cultural differences between both companies were too great, and complained that he was placed on the "B team" as a result.

Compaq entered 1999 with strong expectations. Fourth-quarter 1998 earnings reported in January 1999 beat expectations by six cents a share with record 48 percent growth. The company launched Compaq.com as the key for its new direct sales strategy, and planned an IPO for AltaVista toward the end of 1999 in order to capitalize on the dotcom bubble. However, by February 1999, analysts were sceptical of Compaq's plan to sell both direct and to resellers. Compaq was hit with two class-action lawsuits, as a result of CFO Earl Mason, SVP John Rose, and other executives selling US$50 million of stock before a conference call with analysts, where they noted that demand for PCs was slowing down.

On April 17, 1999, just nine days after Compaq reported first-quarter profit being at half of what analysts had expected, the latest in a string of earnings disappointments, Pfeiffer was forced to resign as CEO in a coup led by board chairman Ben Rosen. Reportedly, at the special board meeting held on April 15, 1999, the directors were unanimous in dismissing Pfeiffer. The company's stock had fallen 50 percent since its all-time high in January 1999. Compaq shares, which traded as high as US$51.25 early in 1999, dropped 23 percent on April 12, 1999, the first day of trading after the first-quarter announcement and closed the following Friday at US$23.62. During three out of the last six quarters of Pfeiffer's tenure, the company's revenues or earnings had missed expectations. While rival Dell had 55% growth in U.S. PC sales in the first quarter of 1999, Compaq could only manage 10%. Rosen suggested that the accelerating change brought about by the Internet had overtaken Compaq's management team, saying "As a company engaged in transforming its industry for the Internet era, we must have the organizational flexibility necessary to move at Internet speed." In a statement, Pfeiffer said "Compaq has come a long way since I joined the company in 1983" and "under Ben's guidance, I know this company will realize its potential." Rosen's priority was to have Compaq catchup as an E-commerce competitor, and he also moved to streamline operations and reduce the indecision that plagued the company.

Roger Kay, an analyst at International Data Corporation, observed that Compaq's behavior at times seemed like a personal vendetta, noting that "Eckhard has been so obsessed with staying ahead of Dell that they focused too hard on market share and stopped paying attention to profitability and liquidity. They got whacked in a price war that they started." Subsequent earnings releases from Compaq's rivals, Dell, Gateway, IBM, and Hewlett-Packard suggested that the problems were not affecting the whole PC industry as Pfeiffer had suggested. Dell and Gateway sold direct, which helped them to avoid Compaq's inventory problems and compete on price without dealer markups, plus Gateway sold web access and a broad range of software tailored to small businesses. Hewlett-Packard's PC business had similar challenges like Compaq but this was offset by HP's extremely lucrative printer business, while IBM sold PCs at a loss but used them to lock in multi-year services contracts with customers.

After Pfeiffer's resignation, the board established an office of the CEO with a triumvirate of directors; Rosen as interim CEO and vice chairmen Frank P. Doyle and Robert Ted Enloe III. They began "cleaning house", as shortly afterward many of Pfeiffer's top executives resigned or were pushed out, including John J. Rando, Earl L. Mason, and John T. Rose. Rando, senior vice president and general manager of Compaq Services, was a key player during the merger discussions and the most senior executive from Digital to remain with Compaq after the acquisition closed  and had been touted by some as the heir-apparent to Pfeiffer. Rando's division had performed strongly as it had sales of US$1.6 billion for the first quarter compared to US$113 million in 1998, which met expectations and was anticipated to post accelerated and profitable growth going forward. At the time of Rando's departure, Compaq Services ranked third behind those of IBM and EDS, while slightly ahead of Hewlett-Packard's and Andersen Consulting, however customers switched from Digital technology-based workstations to those of HP, IBM, and Sun Microsystems. Mason, senior vice president and chief financial officer, had previously been offered the job of chief executive of Alliant Foodservice, Inc., a foodservice distributor based in Chicago, and he informed Compaq's board that he accepted the offer. Rose, senior vice president and general manager of Compaq's Enterprise Computing group, resigned effective as of June 3 and was succeeded by Tandem veteran Enrico Pesatori. Rose was reportedly upset that he was not considered for the CEO vacancy, which became apparent once Michael Capellas was named COO. While Enterprise Computing, responsible for engineering and marketing of network servers, workstations and data-storage products, reportedly accounted for one third of Compaq's revenues and likely the largest part of its profits, it was responsible for the earnings shortfall in Q1 of 1999. In addition, Rose was part of the "old guard" close to former CEO Pfeiffer, and he and other Compaq executives had been criticized at the company's annual meeting for selling stock before reporting the sales slowdown. Rose was succeeded by SVP Enrico Pesatori, who had previously worked as a senior executive at Olivetti, Zenith Data Systems, Digital Equipment Corporation, and Tandem Computers. Capellas was appointed COO after pressure mounted on Rosen to find a permanent CEO, however it was reported that potential candidates did not want to work under Rosen as chairman. Around the same time Pesatori was placed in charge of the newly created Enterprise Solutions and Services Group, making him Compaq's second most powerful executive in operational responsibility after Capellas.

Pfeiffer's permanent replacement was Michael Capellas, who had been serving as Compaq's SVP and CIO for under a year. A couple months after Pfeiffer's ouster, Capellas was elevated to interim chief operating officer on June 2, 2000, and was soon appointed president and CEO. Capellas also assumed the title of chairman on September 28, 2000, when Rosen stepped down from the board of directors. At his retirement, Rosen proclaimed "These are great achievements—to create 65,000 jobs, US$40 billion in sales and US$40 billion in market value, all starting with a sketch and a dream".

Late 1990s–2000s
In 1998, Compaq signed new sales and equipment alliance with NaviSite. Under the pact, Compaq agreed to promote and sell NaviSite Web hosting services. In return, NaviSite took Compaq as a preferred provider for its storage and Intel-based servers.

During November 1999, Compaq began to work with Microsoft to create the first in a line of small-scale, web-based computer systems called MSN Companions.

Struggles
Capellas was able to restore some of the luster lost in the latter part of the Pfeiffer era and he repaired the relationship with Microsoft which had deteriorated under his predecessor's tenure.

However Compaq still struggled against lower-cost competitors with direct sales channels such as Dell who took over the top spot of PC manufacturer from Compaq in 2001. Compaq relied significantly on reseller channels, so their criticism caused Compaq to retreat from its proposed direct sales plan, although Capellas maintained that he would use the middlemen to provide value-added services. Despite falling to No. 2 among PC manufacturers, Capellas proclaimed "We are No. 2 in the traditional PC market, but we're focused on industry leadership in the next generation of Internet access devices and wireless mobility. That's where the growth and the profitability will be." The company's longer-term strategy involved extending its services to servers and storage products, as well as handheld computers such as the iPAQ PocketPC which accounted for 11 percent of total unit volume.

Compaq struggled as a result of the collapse of the dot-com bubble, which hurt sales of their high-end systems in 2001 and 2002, and they managed only a small profit in a few quarters during these years. They also accumulated $1.7 billion in short-term debt around this time. The stock price of Compaq, which was around $25 when Capellas became CEO, was trading at half that by 2002.

Acquisition by Hewlett-Packard
In 2002, Compaq signed a merger agreement with Hewlett-Packard for US$24.2 billion, including US$14.45 billion for goodwill, where each Compaq share would be exchanged for 0.6325 of a Hewlett-Packard share. There would be a termination fee of US$675 million that either company would have to pay the other to break the merger. Compaq shareholders would own 36% of the combined company while HP's would have 64%. Hewlett-Packard had reported yearly revenues of US$47 billion, while Compaq's was US$40 billion, and the combined company would have been close to IBM's US$90 billion revenues. It was projected to have US$2.5 billion in annual cost savings by mid-2004. The expected layoffs at Compaq and HP, 8500 and 9000 jobs respectively, would leave the combined company with a workforce of 145,000. The companies would dole out a combined US$634.5 million in bonuses to prevent key employees from leaving if shareholders approve the proposed merger, with US$370.1 million for HP employees and US$264.4 million for Compaq employees.

Both companies had to seek approval from their shareholders through separate special meetings. While Compaq shareholders unanimously approved the deal, there was a public proxy battle within HP as the deal was strongly opposed by numerous large HP shareholders, including the sons of the company founders, Walter Hewlett and David W. Packard, as well as the California Public Employees’ Retirement System (CalPERS) and the Ontario Teachers' Pension Plan. Walter Hewlett only reluctantly approved the merger, in his duty as a member of the board of directors, since the merger agreement "called for unanimous board approval in order to ensure the best possible shareholder reception". While supporters of the merger argued that there would be economies of scale and that the sales of PCs would drive sales of printers and cameras, Walter Hewlett was convinced that PCs were a low-margin but risky business that would not contribute and would likely dilute the old HP's traditionally profitable Imaging and Printing division. David W. Packard in his opposition to the deal "[cited] massive layoffs as an example of this departure from HP’s core values...[arguing] that although the founders never guaranteed job security, 'Bill and Dave never developed a premeditated business strategy that treated HP employees as expendable.'" Packard further stated that "[Carly] Fiorina’s high-handed management and her efforts to reinvent the company ran counter to the company’s core values as established by the founders". The founders' families who controlled a significant amount of HP shares were further irked because Fiorina had made no attempt to reach out to them and consult about the merger, instead they received the same standard roadshow presentation as other investors.

Analysts on Wall Street were generally critical of the merger, as both companies had been struggling before the announcement, and the stock prices of both companies dropped in the months after the merger agreement was made public. Particularly rival Dell made gains from defecting HP and Compaq customers who were wary of the merger. Carly Fiorina, initially seen as HP's savior when she was hired as CEO back in 1999, had seen the company's stock price drop to less than half since she assumed the position, and her job was said to be on shaky ground before the merger announcement. HP's offer was regarded by analysts to be overvaluing Compaq, due to Compaq's shaky financial performance in the past recent years (there were rumors that it could run out of money in 12 months and be forced to cease business operations had it stayed independent), as well as Compaq's own more conservative valuation of its assets. Detractors of the deal noted that buying Compaq was a "distraction" that would not directly help HP take on IBM's breadth or Dell Computer's direct sales model. Plus there were significant cultural differences between HP and Compaq; which made decisions by consensus and rapid autocratic styles, respectively. One of Compaq's few bright spots was its services business, which was outperforming HP's own services division.

The merger was approved by HP shareholders only after the narrowest of margins, and allegations of vote buying (primarily involving an alleged last-second back-room deal with Deutsche Bank) haunted the new company. It was subsequently disclosed that HP had retained Deutsche Bank's investment banking division in January 2002 to assist in the merger. HP had agreed to pay Deutsche Bank US$1 million guaranteed, and another US$1 million contingent upon approval of the merger. On August 19, 2003, the U.S. SEC charged Deutsche Bank with failing to disclose a material conflict of interest in its voting of client proxies for the merger and imposed a civil penalty of US$750000. Deutsche Bank consented without admitting or denying the findings.

Hewlett-Packard announced the completion of merger on May 3, 2002, and the merged HP-Compaq company was officially launched on May 7. Compaq's pre-merger ticker symbol was CPQ. This was combined with Hewlett-Packard's ticker symbol (HWP) to create the current ticker symbol (HPQ), which was announced on May 6.

Post-merger
Capellas, Compaq's last chairman and CEO, became president of the post-merger Hewlett-Packard, under chairman and CEO Carly Fiorina, to ease the integration of the two companies. However, Capellas was reported not to be happy with his role, being said not to be utilized and being unlikely to become CEO as the board supported Fiorina. Capellas stepped down as HP president on November 12, 2002, after just six months on the job, to become CEO of MCI Worldcom where he would lead its acquisition by Verizon. Capellas' former role of president was not filled as the executives who reported to him then reported directly to the CEO.

Fiorina helmed the post-merger HP for nearly three years after Capellas left. HP laid off thousands of former Compaq, DEC, HP, and Tandem employees, its stock price generally declined and profits did not perk up. Several senior executives from the Compaq side including Jeff Clarke and Peter Blackmore would resign or be ousted from the post-merger HP. Though the combination of both companies' PC manufacturing capacity initially made the post-merger HP number one, it soon lost the lead and further market share to Dell which squeezed HP on low end PCs. HP was also unable to compete effectively with IBM in the high-end server market. In addition, the merging of the stagnant Compaq computer assembly business with HP's lucrative printing and imaging division was criticized for obstructing the profitability of the printing/imaging segment. Overall, it has been suggested that the purchase of Compaq was not a good move for HP, due to the narrow profit margins in the commoditized PC business, especially in light of IBM's 2004 announcement to sell its PC division to Lenovo. The Inquirer noted that the continued low return on investment and small margins of HP's personal computer manufacturing business, now named the Personal Systems Group, "continues to be what it was in the individual companies, not much more than a job creation scheme for its employees". One of the few positives was Compaq's sales approach and enterprise focus that influenced the newly combined company's strategy and philosophy.

In February 2005, the board of directors ousted Fiorina, with CFO Robert Wayman being named interim CEO. Former Compaq CEO Capellas was mentioned by some as a potential successor, but several months afterwards, Mark Hurd was hired as president and CEO of HP. Hurd separated the PC division from the imaging and printing division and renamed it the Personal Systems Group, placing it under the leadership of EVP Todd R. Bradley. Hewlett Packard's PC business has since been reinvigorated by Hurd's restructuring and now generates more revenue than the traditionally more profitable printers. By late 2006, HP had retaken the #1 sales position of PCs from Dell, which struggled with missed estimates and poor quality, and held that rank until supplanted in the mid-2010s by Lenovo.

Most Compaq products have been re-branded with the HP nameplate, such as the company's market leading ProLiant server line (now owned by Hewlett Packard Enterprise, which spun off from HP in 2015), while the Compaq brand was repurposed for some of HP's consumer-oriented and budget products, notably Compaq Presario PCs. HP's business computers line was discontinued in favour of the Compaq Evo line, which was initially rebranded HP Compaq but now use brands such as EliteBook and ProBook, among others. HP's Jornada PDAs were replaced by Compaq iPAQ PDAs, which were renamed HP iPAQ. Following the merger, all Compaq computers were shipped with HP software.

In May 2007, HP announced in a press release a new logo for their Compaq Division to be placed on the new model Compaq Presarios.

In 2008, HP reshuffled its business line notebooks. The "Compaq" name from its "HP Compaq" series was originally used for all of HP's business and budget notebooks. However, the HP EliteBook line became the top of the business notebook lineup while the HP Compaq B series became its middle business line. As of early 2009, the "HP ProBook" filled out HP's low end business lineup.

In 2009, HP sold part of Compaq's former headquarters to the Lone Star College System.

On August 18, 2011, then-CEO of HP Léo Apotheker announced plans for a partial or full spinoff of the Personal Systems Group. The PC unit had the lowest profit margin although it accounted for nearly a third of HP's overall revenues in 2010. HP was still selling more PCs than any other vendor, shipping 14.9 million PCs in the second quarter of 2011 (17.5% of the market according to Gartner), while Dell and Lenovo were tied for second place, each with more than a 12% share of the market and shipments of over 10 million units. However, the announcement of the PC spinoff (concurrent with the discontinuation of WebOS, and the purchase of Autonomy Corp. for $10 billion) was poorly received by the market, and after Apotheker's ouster, plans for a divestiture were cancelled. In March 2012, the printing and imaging division was merged into the PC unit. In October 2012, according to Gartner, Lenovo took the lead as the number one PC manufacturer from HP, while IDC ranked Lenovo just right behind HP. In Q2 2013, Forbes reported that Lenovo ranked ahead of HP as the world's number-one PC supplier.

HP discontinued the Compaq brand name in the United States in 2013. Around that same year, Globalk (a Brazilian-based retailer and licensing management firm) started a partnership with HP to re-introduce the brand with a new line of desktop and laptop computers.

In 2015, Grupo Newsan (an Argentinian-based company) acquired the brand's license, along with a $3 million investment, and developed two new lines of Presario notebooks for the local market over the course of the year. However, Compaq's Argentine web site went offline in March 2019. The last archived copy of the site was made in October 2018, which featured the same models introduced in 2016.

In 2018, Ossify Industries (an Indian-based company) entered a licensing agreement with HP to use the Compaq brand name for the distribution and manufacturing of Smart TV sets.

Headquarters
The Compaq World Headquarters (now HP United States) campus consisted of 80 acre of land which contained 15 office buildings, 7 manufacturing buildings, a product conference center, an employee cafeteria, mechanical laboratories, warehouses, and chemical handling facilities.

Instead of headquartering the company in a downtown Houston skyscraper, then-CEO Rod Canion chose a West Coast-style campus surrounded by forests, where every employee had similar offices and no-one (not even the CEO) had a reserved parking spot. As it grew, Compaq became so important to Houston that it negotiated the expansion of Highway 249 in the late 1980s, and many other technology companies appeared in what became known as the "249 Corridor".

After Canion's ouster, senior vice-president of human resources, Hans W. Gutsch, oversaw the company's facilities and security. Gutsch had an extensive security system and guard station installed on the eight floor of CCA-1, where the company's senior vice presidents had their offices. Eckhard Pfeiffer, president and CEO, introduced a whole series of executive perks to a company that had always had an egalitarian culture; for instance, he oversaw the construction of an executive parking garage, previously parking places had never been reserved.

On August 31, 1998, the Compaq Commons was opened in the headquarters campus, which featured a conference center, an employee convenience store, a wellness center, and an employee cafeteria.

In 2009, HP sold part of Compaq's former headquarters to the Lone Star College System. Hewlett Packard Buildings #7 & #8, two eight-story reinforced concrete buildings totaling 450,000 square feet, plus a 1,200-car parking garage and a central chiller plant, were all deemed by the college to be too robust and costly to maintain, and so they were demolished by implosion on September 18, 2011.

, the site is one of HP's largest campuses, with 7,000 employees in all six of HP's divisions. The campus was inherited by Hewlett Packard Enterprise, one of the successor companies when HP split into two.

In 2018, Hewlett Packard Enterprise announced the sale of the entire former Compaq HQ campus to Mexican beverage distributor Mexcor.

Competitors
Compaq originally competed directly against IBM, manufacturing computer systems equivalent with the IBM PC, as well as Apple Computer. In the 1990s, as IBM's own PC division declined, Compaq faced other IBM PC Compatible manufacturers like Dell, Packard Bell, AST Research, and Gateway 2000.

By the mid-1990s, Compaq's price war had enabled it to overtake IBM and Apple, while other IBM PC Compatible manufacturers such as Packard Bell and AST were driven out from the market.

Dell overtook Compaq and became the number-one supplier of PCs in 2001.

At the time of their 2002 merger, Compaq and HP were the second and third largest PC manufacturers, so their combination made them number one. However, the combined HP-Compaq struggled and fell to second place behind Dell from 2003 to 2006. Due to Dell's struggles in late 2006, HP has led all PC vendors from 2007 to 2012.

During its existence as a division of HP, Compaq primarily competed against other budget-oriented personal computer series from manufacturers including Acer, Lenovo, and Toshiba. Most of Compaq's competitors except Dell were later acquired by bigger rivals like Acer (Gateway 2000 and Packard Bell) and Lenovo absorbing IBM's PC division. From 2013 onwards, Lenovo has been the world leader for PCs.

Sponsorship
Before its merger with HP, Compaq sponsored the Williams Formula One team when it was still powered by BMW engines. HP inherited and continued the sponsorship deal for a few years. Compaq sponsored Queens Park Rangers F.C. for the 1994–95 and 1995–96 seasons.

title: Compaq


text:
Talk:Cult homicide

I don't like this page, because it uses the word "cult" in a sense that many people (such as many researchers in the field of new religions, and also myself) disapprove of. However, I think this topic needs to be covered -- but I think we need to find a way to do it without using the controversial word "cult". I moved this here from Homicidal cult, which is a slight improvement, since the former title implied that some cults are inherently homicidal, rather just happening to commit homicide. Same comments apply, mutatis mutandis, to cult suicides.

To be fair we should also note that most mainstream religions (Christianity, Islam, Judaism, and others) have been guilty of religiously motivated killing at some time in their history. Its not just something that "cults" do. But the article should just note this, and restrict the main discussion to cult killings today, since socially sanctioned religious violence by the established religion of a society is different from the violence of small religious groups in tension with society. -- SJK

Human Sacrafice
I do not think there is any point in mentioning particular religions. Almost all cultures have practised human sacrifice at some point in time.

title: Talk:Cult homicide


text:
CPSU (disambiguation)

CPSU is the Communist Party of the Soviet Union, the sole governing party of the Soviet Union until 1990.

CPSU may also refer to:

Schools

 * California Polytechnic State University, San Luis Obispo, California, USA
 * Central Philippines State University, Negros Occidental, Philippines
 * Coventry Polytechnic Students Union, England

Organizations

 * Central Public Sector Undertaking, a state-owned enterprise in India
 * Civil and Public Services Union, an Irish trade union
 * Commonwealth Policy Studies Unit, a think tank in London
 * Communist Party of Social Justice, political party in Russia established in 2012
 * Communist Party of the Soviet Union (1992)
 * Communist Party of the Soviet Union (2001)
 * Community and Public Sector Union, an Australian trade union
 * Union of Communist Parties – Communist Party of the Soviet Union

title: CPSU (disambiguation)


text:
Cluny

Cluny is a commune in the eastern French department of Saône-et-Loire, in the region of Bourgogne-Franche-Comté. It is 20 km northwest of Mâcon.

The town grew up around the Benedictine Abbey of Cluny, founded by Duke William I of Aquitaine in 910. The height of Cluniac influence was from the second half of the 10th century through the early 12th. The abbey was sacked by the Huguenots in 1562, and many of its valuable manuscripts were destroyed or removed.

Geography
The river Grosne flows northward through the commune and crosses the town.

title: Cluny


text:
Chet Atkins

Chester Burton Atkins (June 20, 1924 – June 30, 2001), also known as "Mister Guitar" and "the Country Gentleman", was an American musician who, along with Owen Bradley and Bob Ferguson, helped create the Nashville sound, the country music style which expanded its appeal to adult pop music fans. He was primarily a guitarist, but he also played the mandolin, fiddle, banjo, and ukulele, and occasionally sang.

Atkins's signature picking style was inspired by Merle Travis. Other major guitar influences were Django Reinhardt, George Barnes, Les Paul, and, later, Jerry Reed. His distinctive picking style and musicianship brought him admirers inside and outside the country scene, both in the United States and abroad. Atkins spent most of his career at RCA Victor and produced records for the Browns, Hank Snow, Porter Wagoner, Norma Jean, Dolly Parton, Dottie West, Perry Como, Floyd Cramer, Elvis Presley, the Everly Brothers, Eddy Arnold, Don Gibson, Jim Reeves, Jerry Reed, Skeeter Davis, Waylon Jennings, Roger Whittaker, Ann-Margret and many others.

Rolling Stone credited Atkins with inventing the "popwise 'Nashville sound' that rescued country music from a commercial slump" and ranked him number 21 on their list of "The 100 Greatest Guitarists of All Time". In 2023, Atkins was named the 39th best guitarist of all time. Among many other honors, Atkins received 14 Grammy Awards and the Grammy Lifetime Achievement Award. He also received nine Country Music Association awards for Instrumentalist of the Year. He was inducted into the Rock and Roll Hall of Fame, the Country Music Hall of Fame and Museum, and the Musicians Hall of Fame and Museum. George Harrison was also inspired by Chet Atkins; early Beatles songs such as "All My Loving" show the influence.

Childhood and early life
Atkins was born on June 20, 1924, in Luttrell, Tennessee, near Clinch Mountain. His parents divorced when he was six years old, after which he was raised by his mother. He was the youngest of three boys and a girl. He started out on the ukulele, later moving on to the fiddle, but he made a swap with his brother Lowell when he was nine: an old pistol and some chores for a guitar. He stated in his 1974 autobiography, "We were so poor and everybody around us was so poor that it was the forties before anyone even knew there had been a depression." Forced to relocate to Fortson, Georgia, outside of Columbus to live with his father because of a critical asthma condition, Atkins was a sensitive youth who became obsessed with music. Because of his illness, he was forced to sleep in a straight-back chair to breathe comfortably. On those nights, he played his guitar until he fell asleep holding it, a habit that lasted his whole life. While living in Fortson, Atkins attended the historic Mountain Hill School. He returned in the 1990s to play a series of charity concerts to save the school from demolition. Stories have been told about the very young Chet who, when a friend or relative would come to visit and play guitar, crowded the musician and put his ear so close to the instrument that it became difficult for the visitor to play.

Atkins became an accomplished guitarist while he was in high school. He used the restroom in the school to practice because it had good acoustics. His first guitar had a nail for a nut and was so bowed that only the first few frets could be used. He later purchased a semi-acoustic electric guitar and amp, but he had to travel many miles to find an electrical outlet, since his home didn't have electricity.

Later in life, he lightheartedly gave himself (along with John Knowles, Tommy Emmanuel, Steve Wariner, and Jerry Reed ) the honorary degree CGP ("Certified Guitar Player"). In 2011, his daughter Merle Atkins Russell bestowed the CGP degree on his longtime sideman Paul Yandell. She then declared no more CGPs would be allowed by the Atkins estate.

His half-brother Jim was a successful guitarist who worked with the Les Paul Trio in New York.

Atkins did not have a strong style of his own until 1939 when (while still living in Georgia) he heard Merle Travis picking over WLW radio. This early influence dramatically shaped his unique playing style. Whereas Travis used his index finger on his right hand for the melody and his thumb for the bass notes, Atkins expanded his right-hand style to include picking with his first three fingers, with the thumb on bass. He also listened closely to the single-string playing of George Barnes and Les Paul.

Chet Atkins was an amateur radio general class licensee. Formerly using the call sign WA4CZD, he obtained the vanity call sign W4CGP in 1998 to include the CGP designation, which supposedly stood for "Certified Guitar Picker". He was a member of the American Radio Relay League.

Early musical career
After dropping out of high school in 1942, Atkins landed a job at WNOX (AM) (now WNML) radio in Knoxville, where he played fiddle and guitar with the singer Bill Carlisle and the comic Archie Campbell and became a member of the station's Dixieland Swingsters, a small swing instrumental combo. After three years, he moved to WLW-AM in Cincinnati, Ohio, where Merle Travis had formerly worked.

After six months, he moved to Raleigh and worked with Johnnie and Jack before heading for Richmond, Virginia, where he performed with Sunshine Sue Workman. Atkins's shy personality worked against him, as did the fact that his sophisticated style led many to doubt he was truly "country". He was fired often but was soon able to land another job at another radio station on account of his unique playing ability.

Atkins and Jethro Burns (of Homer and Jethro) married twin sisters Leona and Lois Johnson, who sang as Laverne and Fern Johnson, the Johnson Sisters. Leona Atkins outlived her husband by eight years, dying in 2009 at the age of 85.

Travelling to Chicago, Atkins auditioned for Red Foley, who was leaving his star position on WLS-AM's National Barn Dance to join the Grand Ole Opry. Atkins made his first appearance at the Opry in 1946 as a member of Foley's band. He also recorded a single for Nashville-based Bullet Records that year. That single, "Guitar Blues", was fairly progressive, including a clarinet solo by the Nashville dance band musician Dutch McMillan and produced by Owen Bradley. He had a solo spot on the Opry, but when that was cut, Atkins moved on to KWTO in Springfield, Missouri. Despite the support of executive Si Siman, however, he soon was fired for not sounding "country enough".

Signing with RCA Victor
While working with a Western band in Denver, Colorado, Atkins came to the attention of RCA Victor. Siman had been encouraging Steve Sholes to sign Atkins, as his style (with the success of Merle Travis as a hit recording artist) was suddenly in vogue. Sholes, A&R director of country music at RCA, tracked Atkins down in Denver.

He made his first RCA Victor recordings in Chicago in 1947, but they did not sell. He did some studio work for RCA that year, but had relocated to Knoxville again where he worked with Homer and Jethro on WNOX's new Saturday night radio show The Tennessee Barn Dance and the popular Midday Merry Go Round.

In 1949, he left WNOX to join June Carter with Mother Maybelle and the Carter Sisters on KWTO. This incarnation of the Carter Family featured Maybelle Carter and daughters June, Helen, and Anita. Their work soon attracted attention from the Grand Ole Opry. The group relocated to Nashville in the mid-1950s. Atkins began working on recording sessions and performing on WSM-AM and the Opry. Atkins became a member of the Opry in the 1950s.

While he had not yet had a hit record for RCA Victor, his stature was growing. He began assisting Sholes as a session leader when the New York–based producer needed help organizing Nashville sessions for RCA Victor artists. Atkins's first hit single was "Mr. Sandman", followed by "Silver Bell", which he recorded as a duet with Hank Snow. His albums also became more popular. He was featured on ABC-TV's The Eddy Arnold Show in the summer of 1956 and on Country Music Jubilee in 1957 and 1958 (by then renamed Jubilee USA).

In addition to recording, Atkins was a design consultant for Gretsch, which manufactured a popular Chet Atkins line of electric guitars from 1955 to 1980. He became manager of RCA Victor's Nashville studios, eventually inspiring and seeing the completion of the legendary RCA Studio B, the first studio built specifically for the purpose of recording on the now-famous Music Row. Also later on, Chet and Owen Bradley would become instrumental in the creation of studio B's adjacent building RCA Studio A as well.

Performer and producer
When Sholes took over pop production in 1957—a result of his success with Elvis Presley—he put Atkins in charge of RCA Victor's Nashville division. With country music record sales declining as rock and roll became more popular, Atkins took his cue from Owen Bradley and eliminated fiddles and steel guitar from many recordings, though not all, as a means of making country singers appeal to pop fans, many of whom disliked the "twang" elements of country. This became known as the Nashville Sound, which Atkins said was a label created by the media for a style of recording during that period intended to keep country (and their jobs) viable.

Atkins used the Jordanaires and a rhythm section on hits such as Jim Reeves's "Four Walls" and "He'll Have to Go" and Don Gibson's "Oh Lonesome Me" and "Blue Blue Day". The once-rare phenomenon of having a country hit cross over to pop success became more common. He and Bradley had essentially put the producer in the driver's seat, guiding an artist's choice of material and the musical background. Other Nashville producers quickly copied this successful formula, which resulted in certain country hits "crossing over" to find success in the pop field.

Atkins made his own records, which usually visited pop standards and jazz, in a sophisticated home studio, often recording the rhythm tracks at RCA and adding his solo parts at home, refining the tracks until the results satisfied him. Guitarists of all styles came to admire various Atkins albums for their unique musical ideas and in some cases experimental electronic ideas. In this period, he became known internationally as "Mister Guitar", inspiring an album, Mister Guitar, engineered by both Bob Ferris and Bill Porter, Ferris's replacement.

At the end of March 1959, Porter took over as chief engineer at what was at the time RCA Victor's only Nashville studio, in the space that would become known as Studio B after the opening of a second studio in 1960. (At the time, RCA's sole Nashville studio had no letter designation.) Porter soon helped Atkins get a better reverberation sound from the studio's German effects device, an EMT plate reverb. With his golden ear, Porter found the studio's acoustics to be problematic, and he devised a set of acoustic baffles to hang from the ceiling, then selected positions for microphones based on resonant room modes. The sound of the recordings improved significantly, and the studio achieved a string of successes. The Nashville sound became more dynamic. In later years, when Bradley asked how he achieved his sound, Atkins told him "it was Porter." Porter described Atkins as respectful of musicians when recording—if someone was out of tune, he would not single that person out by name. Instead, he would say something like, "we got a little tuning problem ... Everybody check and see what's going on." If that did not work, Atkins would instruct Porter to turn the offending player down in the mix. When Porter left RCA in late-1964, Atkins said, "the sound was never the same, never as great."

Atkins's trademark "Atkins style" of playing uses the thumb and first two or sometimes three fingers of the right hand. He developed this style from listening to Merle Travis, occasionally on a primitive radio. He was sure no one could play that articulately with just the thumb and index finger (which was exactly how Travis played), and he assumed it required the thumb and two fingers—and that was the style he pioneered and mastered.

He enjoyed jamming with fellow studio musicians, and they were asked to perform at the Newport Jazz Festival in 1960. That performance was cancelled because of rioting, but a live recording of the group (After the Riot at Newport) was released. Atkins performed by invitation at the White House for every U.S. president from John F. Kennedy through to George H. W. Bush. Atkins was a member of the Million Dollar Band during the 1980s. He is also well known for his song "Yankee Doodle Dixie", in which he played "Yankee Doodle" and "Dixie" simultaneously, on the same guitar.

Before his mentor Sholes died in 1968, Atkins had become vice president of RCA's country division. In 1987, he told Nine-O-One Network magazine that he was "ashamed" of his promotion: "I wanted to be known as a guitarist and I know, too, that they give you titles like that in lieu of money. So beware when they want to make you vice president." He had brought Waylon Jennings, Willie Nelson, Connie Smith, Bobby Bare, Dolly Parton, Jerry Reed, and John Hartford to the label in the 1960s and inspired and helped countless others. He took a considerable risk during the mid-1960s, when the civil rights movement sparked violence throughout the South, by signing country music's first African-American singer, Charley Pride, who sang rawer country than the smoother music Atkins had pioneered.

Atkins's biggest hit single came in 1965, with "Yakety Axe", an adaptation of "Yakety Sax", by his friend, the saxophonist Boots Randolph. He rarely performed in those days and eventually hired other RCA producers, such as Bob Ferguson and Felton Jarvis, to lessen his workload.

Later career
In the 1970s, Atkins became increasingly stressed by his executive duties. He produced fewer records, but could still turn out hits such as Perry Como's 1973 pop hit "And I Love You So". He recorded extensively with close friend and fellow picker Jerry Reed, who had become a hit artist in his own right. A 1973 diagnosis of colon cancer, however, led Atkins to redefine his role at RCA Records, to allow others to handle administration while he went back to his first love, the guitar, often recording with Reed or even Jethro Burns from Homer and Jethro (his brother-in-law) after Homer died in 1971. Atkins would turn over his administrative duties to Jerry Bradley, son of Owen, in 1973 at RCA.

Atkins did little production work at RCA after stepping down and in fact, had hired producers at the label in the 1960s, among them Bob Ferguson and Felton Jarvis. As a recording artist, Atkins grew disillusioned with RCA in the late 1970s. He felt stifled because the record company would not let him branch into jazz. He had also produced late '60s jazz recordings by Canadian guitarist Lenny Breau, a friend and protege. His mid-1970s collaborations with one of his influences, Les Paul, Chester & Lester and Guitar Monsters, had already reflected that interest; Chester & Lester was one of the best-selling recordings of Atkins's career. At the same time, he grew dissatisfied with the direction Gretsch (no longer family-owned) was going and withdrew his authorization for them to use his name and began designing guitars with Gibson. In 1982, Atkins ended his 35-year association with RCA Records and signed with rival Columbia Records. He produced his first album for Columbia in 1983.

Atkins had always been an ardent lover of jazz and throughout his career he was often criticized by "pure" country musicians for his jazz influences. He also said on many occasions that he did not like being referred to as a "country guitarist", insisting that he was "a guitarist, period." Although he played by ear and was a masterful improviser, he was able to read music and even performed some classical guitar pieces. When Roger C. Field, a friend, suggested to him in 1991 that he record and perform with a female singer, he did so with Suzy Bogguss.

Atkins returned to his country roots for albums he recorded with Mark Knopfler and Jerry Reed. Knopfler had long mentioned Atkins as one of his earliest influences. Atkins also collaborated with Australian guitar legend Tommy Emmanuel. On being asked to name the ten most influential guitarists of the twentieth century, he named Django Reinhardt to the first position, and also placed himself on the list.

In later years, he returned to radio, appearing on Garrison Keillor's Prairie Home Companion program, on American Public Media radio, even picking up a fiddle from time to time, and performing songs such as Bob Wills's "Corrina, Corrina" and Willie Nelson's "Seven Spanish Angels" with Nelson on a 1985 broadcast of the show at the Bridges Auditorium on the campus of Pomona College.

Death and legacy
Atkins received numerous awards, including 14 Grammy awards and nine Country Music Association awards for Instrumentalist of the Year. In 1993, he was honored with the Grammy Lifetime Achievement Award. Billboard magazine awarded him its Century Award, its "highest honor for distinguished creative achievement", in December 1997. In 2002, Atkins was posthumously inducted into the Rock and Roll Hall of Fame. His award was presented by Marty Stuart and Brian Setzer and accepted by Atkins's grandson, Jonathan Russell. The following year, Atkins ranked number 28 in Country Music Television's "40 Greatest Men of Country Music". In November 2011, Rolling Stone ranked Atkins number 21 on their list of the "100 Greatest Guitarists of All Time".

Atkins is notable for his broad influence. His love for numerous styles of music can be traced from his early recording of the stride pianist James P. Johnson's "Johnson Rag", all the way to the rock stylings of Eric Johnson, an invited guest on Atkins's recording sessions, who, when Atkins attempted to copy his influential rocker "Cliffs of Dover", led to Atkins's creation of a unique arrangement of "Londonderry Air (Danny Boy)".

The classical guitar selections included on almost all his albums were, for many American artists working in the field today, the first classical guitar they ever heard. He recorded smooth jazz guitar still played on American airwaves.

Atkins continued performing in the 1990s, but his health declined after he was again diagnosed with colon cancer in 1996. He died on June 30, 2001, at his home in Nashville, Tennessee, at age 77. His memorial service was held at Ryman Auditorium in Nashville. He was buried at Harpeth Hills Memory Gardens in Nashville.

A stretch of Interstate 185 in southwest Georgia (between LaGrange and Columbus) is named "Chet Atkins Parkway". This stretch of interstate runs through Fortson, where Atkins spent much of his childhood.

At the age of 13, the future jazz guitarist Earl Klugh was captivated watching Atkins perform on The Perry Como Show. He was also a big influence on Doyle Dykes, and inspired Tommy Emmanuel. Johnny Winter's thumb-picking style came from Atkins' playing. Steve Howe called Atkins his favorite "all round guitarist", adding that "there are those in different areas of music who are better than him, but nobody had the same ability when it comes to being across the board. For me, it was an education to listen to what he did."

Clint Black's album Nothin' but the Taillights includes the song "Ode to Chet", which includes the lyrics "'Cause I can win her over like Romeo did Juliet, if I can only show her I can almost pick that legato lick like Chet" and "It'll take more than Mel Bay 1, 2, & 3 if I'm ever gonna play like CGP." Atkins played guitar on the track. At the end of the song, Black and Atkins had a brief conversation.

Atkins' song "Jam Man" is currently used in commercials for Esurance.

In 1967, a tribute song, "Chet's Tune", was produced for Atkins' birthday, with contributions by a long list of RCA Victor artists, including Eddy Arnold, Connie Smith, Jerry Reed, Willie Nelson, Hank Snow, and others. The song was written by the Nashville songwriter Cy Coben, a friend of Atkins. The single reached number 38 on the country charts.

In 2009, Steve Wariner released an album titled My Tribute to Chet Atkins. One song from that record, "Producer's Medley", featured Wariner's recreation of several famous songs that Atkins both produced and performed. "Producer's Medley" won the Grammy for Best Country Instrumental Performance in 2010.

Industry awards
Country Music Association
 * 1967 Instrumentalist of the Year
 * 1968 Instrumentalist of the Year
 * 1969 Instrumentalist of the Year
 * 1981 Instrumentalist of the Year
 * 1982 Instrumentalist of the Year
 * 1983 Instrumentalist of the Year
 * 1984 Instrumentalist of the Year
 * 1985 Instrumentalist of the Year
 * 1988 Musician of the Year

Country Music Hall of Fame and Museum
 * Inducted in 1973

Grammy Awards

Rock and Roll Hall of Fame
 * Inductees of the Rock and Roll Hall of Fame

title: Chet Atkins


text:
Conrad II (disambiguation)

Conrad II or Konrad II may refer to:

 * Conrad II, Duke of Transjurane Burgundy (, d. 876)
 * Conrad II, Holy Roman Emperor (c. 990–1039)
 * Conrad II, Duke of Carinthia (probably 1003–1039)
 * Conrad II, Duke of Bavaria (1054–1055)
 * Conrad II of Italy (1074–1101)
 * Conrad II, Count of Luxembourg (died 1136)
 * Konrad II, Count of Württemberg (died 1143)
 * Conrad II of Dachau (died 1159)
 * Conrad II of Znojmo (died 1161)
 * Conrad II, Duke of Merania (died 1182)
 * Conrad II of Bohemia (died 1191)
 * Conrad II of Raabs (died 1191)
 * Conrad II, Duke of Swabia (1191–1196)
 * Conrad II, Margrave of Lusatia (died 1210)
 * Conrad II of Salzwedel (died 1241)
 * Conrad II (bishop of Hildesheim) (died 1249)
 * Conrad II of Jerusalem (1228–1254)
 * Konrad I, Duke of Głogów (died 1273), Konrad II of Silesia
 * Konrad II of Masovia (died 1294)
 * Conrad II of Teck (1235–1292)
 * Conrad II the Hunchback (1252/65–1304)
 * Conrad II of Freiburg (died 1350), Count of Freiburg
 * Conrad II of Oldenburg (died 1401), Count of Oldenburg
 * Konrad II the Gray (ca. 1340–1403)

title: Conrad II (disambiguation)