Who owns emc2

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Two months later, V Mware walked away from their part of the ownership stake. EMC decided to go it alone, but it certainly raised eyebrows at the time. There are sure to be more to come as the two organizations consolidate and get rid of redundant positions.

The good news is that the two companies product lines are quite complementary without a lot of overlap. Photo Credit: Bloomberg on Getty Images.

Many of the traditional technology vendors like HPE, Dell, Cisco and VMware; wary of the growing power of AWS and to some extent Microsoft and Google in the public cloud have tried to take a different approach by offering companies a private cloud — that is, the ability to run like a public cloud with all that entails around self-provisioning and billing based on usage, but in the comfort and security at least theoretically of a private data center.

Beyond that, there is a realization that companies are in the cloud already today, and more likely than not, over the next decade or more will run some combination of their workloads in the public cloud and some in the private data center — otherwise known as the hybrid cloud. Dell thinks that by teaming with EMC, it can capture a substantial piece of that lucrative market, even as its server business begins to slip with the rest of the market.

Gartner had mixed news for server vendor s like Dell in its June report with shipments up 1. While it will take some time to truly sort out the winners and losers in this deal, the consensus is that Dell did well to grab EMC, even at that exorbitant price.

RAID, which stood for "redundant arrays of inexpensive disks," used a large number of small, commonly manufactured disk drives, such as the hard drive found in many personal computers.

These separate memory cells were linked by special software to provide fast, reliable storage of very large quantities of data. This type of storage system contrasted with the product of EMC's main competitor, IBM, which relied on a single, complex, expensive disk drive for computer memory.

As EMC began to roll out its new line of products, the company's financial fortunes continued their improvement. With that maturity, however, came further legal troubles. In November , EMC lost a court battle with Cambex, Egan's first firm, over trade secrets involving add-in computer memory upgrade boards for use in the IBM model line. One month later, in December , EMC announced that it would appeal this verdict.

When customers returned the computers they had rented from IBM, they did not contain the same parts they had when IBM sent them out. EMC maintained that the suit was simple harassment over a practice that had long been permitted. In March , the company announced that it would incorporate software made by the Midrange Performance Group that performed minicomputer analysis.

This also represented a significant jump in net income of 47 percent. In response to these results, the price of the company's stock began to rise as well. The company also completed an alliance with Cambex, its former rival, to license technology for enhancing mainframe computer memory.

Although one other competitor had announced an intention to enter the field, glitches in its technology had held up the marketing of its product, and EMC was able to enjoy a virtual monopoly. This circumstance allowed the company to make significant progress in stealing market share from IBM, which dominated the mainframe data storage market.

In addition, EMC's practice of designing its own software linking together the parts of its storage devices, while relying on easily purchased parts from other manufacturers for its hardware, gave the company great flexibility. As advances in technology took place, it was easy for EMC to incorporate new products into its offerings.

In the fall of , EMC announced a new generation of disk storage products, predicting that this advance would power a dramatic increase in its revenues.

The company's Symmetrix model, like earlier models, relied on RAID technology to store information quickly and reliably, backing up all data on more than one disk.

EMC's new technology offered a 60 percent greater capacity than previous systems. Although EMC's memory system was more expensive than an equally large system produced by IBM, it could enable mainframe computers to perform some functions twice as fast. In August , EMC, flush with the revenues generated by enormous sales of its Symmetrix system, began to purchase other computer companies. On the basis of these results, EMC entered the Fortune rankings for the first time.

Despite its somewhat rocky past, EMC had pushed its way into the storage market and now stood as a formidable opponent in the industry. During that year, the company continued to build upon its Symmetrix line and introduced the market's first platform-independent storage system for open systems.

Its share of the storage market for IBM mainframes and minicomputers also continued to grow and had increased to 41 percent while IBM's fell to just 35 percent in As EMC continued its rise to the top, much of the firm's success was attributed to its new focus on customer service. According to a Industry Week article, "EMC's attention to its customers and their needs--the company has been ranked No.

EMC continued to launch new products into the late s. In , it became the leader in the open storage market and was also named to the Business Week 50 list of America's best performing companies. By now, nearly 90 percent of all airline reservations in the world were managed by an EMC enterprise storage and retrieval system and its other customers included large banks and financial services firms, telecommunication providers, retailers, manufactures, governments, universities, and scientific and research institutions.

EMC entered the new millennium with great momentum. In early , Ruettgers was named executive chairman while Joseph M. Tucci was elected president and CEO, and Egan was named chairman emeritus. EMC's rampant success however, began to show signs of slowing during the latter half of