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Profiles Paul G. Allen, the co-founder of Microsoft Corp. and the third-richest man in the United States. Departure from Microsoft in the belief that he was terminally ill; Conduct of a life that is utterly devoid of glamour although he has gained interest in the entertainment industry; Description of Allen as an extraordinarily patient investor. INSET: 'Content Plus Computing Power.'.

Presents business success stories in the United States Internet industry. Electronic commerce; Subscription services; Suitability of the Internet for companies looking to reach target consumers directly. INSETS: A Literary Hangout--wWthout the Latte;Will Cyber-Readers Pay for the Privilege?, by Amy Cortese;The Education of a Web Searcher;Italian Sausage that Sizzles in Cyberspace

Introduces the untold story of how the Internet forced Bill Gates to reverse Microsoft's course. How Microsoft was lost in cyberspace in the early 1990s; Reasons why it was so far behind Internet startups; Quietness of Microsoft's public reaction to the World Wide Web until fall 1996; Working since December 1995 on Internet projects.

The article discusses the decline of Apple Inc.'s business operations. The iconic American high technology company is in serious trouble because of its overlooked opportunities, unsuccessful strategies and its disregard for market realities. Its technological edge is surpassed by Microsoft Corp. and it is rapidly becoming a minor player in the computer industry. However, the company's focus on the Internet industry might just become a major opportunity for Apple.

Focuses on chief executive officer of Sun Microsystem Inc., Scott McNealy's growth strategy for the computer manufacturing company. Negotiating deals for the company's Internet software, Java; Microsoft Corp.'s agreement to license Java on Sun's terms; Contributions to the company's success in the computing market. INSETS: Sun: Jack of all trades, master of...the Universe?.;Scott G. McNealy..

States that bond prices are surging, stock market is on a roll and Wall Street is bombarded by companies selling stock for the first time. Pixar Animation Studios initial price; Mavericks; Productivity; Catalytic effect; High-risk deals; Transition woes. INSETS: All kinds of companies are going public... ...But high-tech..;The new-issue market races ahead.;Should you join the IPO stampede? by Christopher Farrell.;Mr. Green Genes

Focuses on the strategies lined up by Patty Stonesifer, senior vice president of Microsoft's consumer division, in the company's campaign to capture the minds of home-personal computer owners. Launching of CarSource, an online buyers' guide; Career background of Stonesifer; Creativity and entertainment value of computer games.

Reports on the factors contributing to the growth in the market for personal computers. Increase in enthusiasm from millions of new consumers; Emergence of multimedia-friendly chips to chic designs; Introduction of Microsoft Corp.'s Windows 95; Features of Gateway 2000 Inc.'s changer for stacking audio CD; Dell Computer Corp.'s 100-megahertz Pentium PC with a CD player, graphics and sound cards and an ultrafast 28,000-bit-per-second modem to cruise the internet; Market penetration rate by 1997.

Focuses on the marketing of home computers in the United States. Sales figures; Influx of home-related software; Popularity of computers as an all-purpose information appliance; Holiday computer hypes. INSET: FOR COMPUTER MAKERS, HOME IS WHERE THE ACTION IS.

Reports on the management strategy of Michael H. Spindler, new CEO of Apple Computer Inc. Success in the near-term; Problem of getting enough market share to ensure that Apple does not become a marginal player in the personal computer (PC) market; Share of the world and United States (US) markets; Search for the innovative edge; Spindler's passion and vision for the company.

Discusses interactive software companies and their product innovations. Industry start-up companies; Speculation on the business prospects in interactivity; Land-rush mentality of some companies; Anticipation of interactive-television programming; Smallness of the CD-ROM market; Increasing cost of developing products; Blending of reality, fantasy and technology in interactive products.

Reports on the activities of telephone companies in preparation for the advent of the information superhighway. Development of methods to deliver interactive video and other information services to personal computers and television sets; Advantages of telephone companies over cable television operators; Deregularization of video programming services.

Considers whether new Apple Computer Inc. chief executive officer (CEO) Michael Spindler can bring back the success of the firm's glory days. Why Apple is attempting to move beyond personal computers (PC); The `Newton,' a handheld communicator; Other products in development; Additional information.

Discusses how fear and loathing as well as envy and a grudging respect are the natural responses to Microsoft Corp. these days. Long a power in personal computer software, Microsoft has now emerged as clearly the most important single force in the entire computer industry. Concentration of clout and power not seen in the computer industry since the glory days of IBM; Questions whether the company is too powerful; Points of contention from competitors.

Discusses how a new wave of technology is building that has the potential to alter fundamentally the ways in which we entertain ourselves, educate our children, and get our work done. The catalyst is digitization. Information converted to digital bits that are the language of computers; Industrial empires may topple; Rise of new empires; Everyone scrambling to shape digital future; Details of a high tech home of the future.

Describes Microsoft Corp.'s strategic plan to transform Microsoft Network (MSN) into an interactive multimedia powerhouse on the Internet. Flagship property in the budding and potentially lucrative content business; Revenue sources beyond operating systems and application software.

Examines the competition for Internet business between Netscape Communications Corp. and Microsoft Corp. Netscape Chief Executive James L. Barksdale's simple strategy; Microsoft Chairman Bill Gates' desire to maintain dominance; A Justice Department probe into Microsoft's World Wide Web browser business; Technical advances in Microsoft products; Opinions of industry executives; Netscape's 1995 and expected 1996 sales. INSET: HOW NETSCAPE IS FIGHTING BACK.

Reports on the business strategies of the appointed chief executive officer (CEO) of Apple Computer Inc., Gilbert F. Amelio in the United States. Amelio's revival of National Semiconductor Corp.; Problems in the financial and business operations of Apple; Merger negotiations with Sun Microsystems Inc.; Details of Apple's troubles which led to the resignation of former CEO Michael Spindler and the appointment of Amelio.

This article presents incumbent local exchange carrier US West's strategic plans for profit and growth in the U.S. information superhighway under chairman Richard McCormick. Moves beyond local telephone service include video-on-demand, interactive television, personal communications services, cable television, and cellular telephone. INSET: Sneak previews of interactive TV, by Kathy Rebello..

Comments on Chicago, the code name for Microsoft Corp.'s upgrade of its MS-DOS operating system and Windows user interface in the U.S. in 1994. Release by the firm of the Windows 4.0 software that combines MS-DOS with Windows into a single program; Key features and specifications; Implications for the computer software industry.

Reports on Apple Computer Inc.'s plan to launch a family of Macintoshes using the PowerPC chip. Challenge of moving customers to a new architecture; Strategy to save the company; Marketing and pricing of the Power Macintosh; Goal of the designing team.

Reports on Novell Inc. chief executive officer Raymond J. Noorda's plans to step aside and name a successor. Memory losses' effect on his ability to make day-to-day operational decisions; Novell's need for Noorda's vision; Performance of Novell under Noorda's leadership; Noorda's management style; Candidates for Noorda's successor.

Discusses the alliance between International Business Machines Corp. and Apple Computer Inc. as they prepare to release details of their agreement around the world. Agreement between the two about joint efforts on hardware, software and networking; Collaboration termed as computer industry renaissance; Plans to launch startups based in Silicon Valley to develop multimedia software standards.

This article presents an interview with Bill Gates, chairman of software giant Microsoft Corp., regarding an overhaul of organizational structure and corporate culture. Gates recognizes that successful companies need to constantly reinvent themselves. Business divisions are being reorganized by customer segment rather than along product lines. He wants Microsoft to be able to give consumers the power to do anything they want where and when they want, and on any device.

Discusses the merger and investment planning of Microsoft Corp. Information that Microsoft has bought and invested in 20 companies; Opinion that the sheer volume of deals has catapulted Microsoft into the top tier of all corporate investors; Involvement of Charles Federman, chairman of mergers-and-acquisitions advisers, Broadview Associates in five Microsoft transactions; Information that Microsoft bought Vermeer Technologies Inc., a pioneer in World Wide Web publishing software, was 130 million dollars in Microsoft stock.

Looks at the joint venture between Microsoft Corp. and NBC to form a cable-news Web site. Reason why Microsoft Corp. risked more than $500 million for MSNBC; How Microsoft and NBC are aware that their goals are long term; How MSNBC venture is a key step in expanding beyond broadcasting for NBC; The economic attractiveness of the partnership for both companies; MSNBC's key edge over other news startups in distributions.

Looks at the master plan of Gilbert F. Amelio designed to stop Apple Computer Inc.'s financial losses. Company's total deficit for the quarter ended March 29, 1996; Plans to focus the company on Internet users; Speculation on the capability of Amelio to carry out his master plan.

Reports that California firms, rather than New York firms, are increasingly handling public offerings of silicon valley companies. Robertson, Stephens & Co. handing the public offering of Steven Jobs' Pixar Animation Studios; Why these companies prefer local firms; Details on the boom in high-technology business; The secrets to these specialty firms' success.

Reports that the Apple Computer's board of directors refused to speak out about the future of the company and its chief executive officer Michael Spindler. Doubt over whether a reorganization will fix problems; Business losses in the quarter.

Presents guidelines for purchasing a personal computer system. Specifications for typical computer systems; Information on the hardware additions to the system; Preventions related to computer bargains; Comments on purchasing the system from computer users.

Reports that Microsoft Corp. reported a 62 percent jump in revenues to $2.02 billion in the third quarter of 1995 following the tremendous sales of Windows 95. Sale of pre-installed software; Sale to personal computer makers; Microsoft's inventory problems.

Focuses on Apple Computer Inc. chief executive officer (CEO) Michael Spindler's search for low-cost products in the company's fight to regain worldwide market share. Rumors of the company's sale to unknown buyers; Recruitment and transfer of employees to form a core group called customer solution commandos; Testing of Windows 95.

Focuses on Atlanta, Ga.-based BellSouth Corp. Increased competition; Revenues in 1994; Need to adapt to changes in telecommunications, cable and entertainment industries; Offering of additional services. INSETS: Teaching on the infobahn.;A tortoise speeds up..

Discusses various issues related to the debut of clones of Macintosh computers of Apple Computer Inc.'s computers by Power Computing Corp. Discussion on the planning of Power Computing; Discussion on the views of Apple Computer's executives; Arguments pertaining to the market share of Apple Computer; Discussion on the business strategies of Apple Computer; Discussion on the market prospects for the Power Computing clones.

The article reports on the speculation that computer maker Apple Computer Inc. is discussing a partnership with phone company US West Inc. to boost its online computer service eWorld. Insiders say that Apple plans to spin off eWorld. US West is planning to invest up to $50 million in the partnership. Neither company will not confirm the rumor.

Forecasts the growth of Apple Computer Inc. in 1995. Liberal approach to license its technology; Negotiations with other companies; Newton revival plan; Development of computer clones.

Reports on Time Warner Inc.'s intention to offer cable telephone services. Lack of interest in the wireless communication licenses offered for auction by the Federal Communications Commission (FCC); Reasons behind the company's business strategy; Partnership with US West; Problem areas of the business strategy.

Reports on International Business Machines Corp. and Apple Computer Inc.'s plans to create a standard hardware based on the PowerPC software. Effect on Intel Corp.'s personal computer business; Absence of comments from the two computer companies; Problem with the computer designers.

Reports on Apple Computer Inc.'s efforts to win over business costumers. Turnaround plan of CEO Michael Spindler; Products, prices and attitudes to make buying Macs a choice for business; Client/server software for Macs.

Reports on the weak sales of the microprocessor PowerPC developed by IBM, Apple and Motorola to break Intel's hold on the market. Marketing efforts; Lack of popular software; Failure of Apple and IBM to come up with a standard technical design for building desktop computers that could be manufactured in volume; Reluctance of computer manufacturers to produce due to lack of customer interest.

Focuses on the benefits of owning an Apple Computer's Macintosh computer. Loyalty of Apple users; Price; Ease of use; Multimedia-ready feature; Power Macs; Software availability; Quadra machines; PowerBook Duos.

The article reports on advances in switching technology, known as asynchronous transfer mode (ATM). ATM divides the information into tidy packages, or cells, of 53 bytes each. Relatively few corporations or telephone companies have ATM because of the lack of fully standardized equipment and software. The ATM Forum is tackling two critical issues, a standard for emulating local area networks that will allow computer users link up with ATM networks and congestion control.

Reports on the postponement to September 1994 of the start of interactive television (TV) in Orlando, Florida. Time Warner Cable's comment that the underlying technology of its planned `Full Service Network' is sound but needs refinement; Companies' lack of knowledge of when interactive TV will happen and how much it will cost; Suppliers of the equipment to be used in the network.

Reports on the plans of American Telephone & Telegraph, Motorola, and IBM for development of `intelligent' messaging systems. Goal of companies; AT&T's use of software `agent'; `Mobile Networks Integration' by Motorola Inc,; IBM's service `In Touch' for the corporate market; Question on workability. INSET: Tying it all together (plans of AT&T, IBM and Motorola)..

Features various Japanese consumer electronic products. REAL 3 DO Interactive Multiplayer; Matsushita Flatvision television; Sony MiniDisc walkman; Canon notejet; Sanyo Cordless answering phone; Sharp ViewCam; Involvement of American technology.

States that lacking new wares with the potential of the Macintosh computer, Apple Computer Inc. is facing a dry season. Problems with the firm's core personal computer (PC) business; Assertion that Apple is in the worst shape it has been in since 1985.

The article looks at the prospect for Microsoft Corporation's Windows NT, a next-generation operating system launched. on May 24, 1993. Windows NT has been six years and $150 million in the making. It is designed for the so-called client-server networks that are capable of such tasks, also it is the company's first operating system that will run on different types of computers--not just personal computers. For now, however, Microsoft Chairman William H. Gates III is playing down expectations. He acknowledged that it will be a big challenge for Microsoft to convince global corporations that NT can run their critical operations--even their entire companies. In addition, it includes built-in security features and multitasking, the ability to run many applications at once. But even the most ardent NT fans are planning a slow conversion. Bill Bunch, systems administrator for stapler maker Stanley-Bostich Inc., has been testing desktop NT for seven months and calls it a killer. But a slow start could give competitors a chance to head off NT. On May 18, 1993, for example, IBM upped the ante by introducing an improved version of its 21-bit system, OS/2. It handles multimedia-mixing video and digital sound.

Explains how the WordPerfect Corp. is changing its nice-guy strategy to fight back against Microsoft. Predictions that the company will make an initial public offering (IPO), selling some 20 percent of the firm to the public; Why WordPerfect has moved to acquire other software makers; Additional information.

Reports that the Federal Trade Commission (FTC) investigators have completed their 30-month probe into the business practices at Microsoft Corp., concluding that the software giant, led by Chairman William H. Gates III, has engaged in anticompetitive behavior. Preparing a wide range of recommendations on how to sanction the titan; Pushing for a breakup; Reaction from Microsoft.

Profiles Paul G. Allen, co-founder of Microsoft Corp. His departure from Microsoft and battle to fight Hodgkin's disease; Education; Relationship with co-founder William H. Gates III; Early career developing Microsoft; Asymetrix Corp.; Interval Research Corp.; Starwave Corp.; The Portland Trail Blazers; Skypix Corp.; Surefind Classified by Telephone.