Student’s report

On Economics by Constantine Nikitin

Contents
Silicon Valley - what is that? 3
Stanford University 3
Hewlett Packard - the garage myth 5
HP: Foundation and first years 5
The rise of HP up to the present 6
The HP Way - an example of corporate culture for a whole industry 7
HP today. 7
The rise of Silicon Valley 10
Invention of the transistor 10
Shockley Semiconductor 11
Importance of military funding 12
Intel Corp. 13
Foundation in 1968 13
First products - Moore's Law 13
"Ted" Hoff's first microprocessor 14
Cooperation with IBM in the 1980s 15
Intel today 16
The emergence of the PC industry 17
Altair - the first PC 18
The first computer shops 19
Homebrew Computer Club 19
The Apple Story 19
"Woz" and Jobs - the two "Steves" 19
The first Apple 20
Building up the company 21
Apple II - starting the personal computer boom 22
Turbulences in the early 1980s 23
The Lisa project 23
The Macintosh revolution 24
John Sculley and Steve Jobs 25
Apple today. 27

Silicon Valley - what is that?

This question may have occurred to many people's minds when they came across the term Silicon Valley. What hides behind it is mostly unknown to them, although the revolutionary inventions and developments, which have been made in this «Valley», affect everyone's daily life, and it is hard to imagine our modern civilization without them. Silicon Valley is the heartland of the microelectronics industry that is based on semiconductors.

Geographically, it is the northern part of the Santa Clara County, an area stretching from the south end of the San Francisco Bay Area to San Jose, limited by the Santa Cruz Mountains in the west and the northern part of the Diablo Range in the east. It covers a thirty- by ten-mile strip extending from Menlo Park and Palo Alto, through Los Altos, Mountain View,
Sunnyvale, Cupertino and Santa Clara, down to San Jose.)
The name Silicon Valley was coined in 1971 by Don C. Hoefler, editor of the
Microelectronics News, when he used this term in his magazine as the title for a series of articles about the semiconductor industry in Santa Clara
County. "Silicon" was chosen because it is the material from which semiconductor chips are made, which is "the fundamental product of the local high-technology industries.")
Silicon Valley saw the "development of the integrated circuit, the microprocessor, the personal computer and the video game") and has spawned a lot of high-tech products such as pocket calculators, cordless telephones, lasers or digital watches.
Looking at our high-tech society in which the PC has become indispensable - both in business and at home, replacing the good old typewriter by word processing - the crucial role of Silicon Valley as the birthplace of the microelectronics and then the PC revolution becomes even more evident.
Silicon Valley is also seen as a place where many entrepreneurs backed by venture capital have made the American Dream come true as "Overnight
Millionaires."
This makes Silicon Valley a philosophy saying that everything which seems impossible is feasible and that improvements in our society can take place daily, as Thomas McEnery, the mayor of San Jose, the capital of the Santa
Clara County, puts it.)
Thomas Mahon calls it the "economic and cultural frontier where successful entrepreneurship and venture capitalism, innovative work rules and open management styles provide the background" for the perhaps "most profound
[...] inquiry ever into the nature o f intelligence" which might, together with "bioengineering and 'artificially intelligent' software, [...] affect our very evolution.")
On the following pages I would like to convey the image of Silicon Valley as the nucleus of modern computing, presenting the most important events, which comprise the developments of the three major companies Hewlett-
Packard, Intel and Apple.

Stanford University

The story of the Silicon Valley starts with Stanford University in Palo
Alto, which has been of fundamental importance in the rise of the electronics industry in Santa Clara County.
In the 19th century, Spanish settlers, who have been the first white visitors to California, founded civilian communities and gave them Spanish names such as San Francisco, Santa Clara or San Jose. They liked the
Mediterranean climate in the Santa Clara Valley, which was very hospitable.
This area came to be used by farmers and ranchers cultivating orchards, for it provided "some of the world's finest farming soil.")
In 1887, Leland Stanford, a wealthy railroad magnate who owned a large part of the Pacific Railroad, decided to dedicate a university to his son's memory who had died due to a severe disease shortly before he intended to go to a university.
Leland Stanford and his wife built Leland Stanford Jr. University on 8,800 acres of farmland in Palo Alto and also donated 20 million dollars to it.
The university opened in 1891 and "would in time become one of the world's great academic institutions.")
In 1912, Lee De Forest, who had invented the first vacuum tube, the three- electrode audion, discovered the amplifying effect of his audion while working in a Federal Telegraph laboratory in Palo Alto. This was the beginning of the Electronics Age, and "amateur radio became an obsession") at Stanford University.
Frederick Terman, who was the progenitor of the initial Silicon Valley boom, changed the state of this university fundamentally. Today he is also known as the "godfather of Silicon Valley.") Terman was born in 1900, and as the son of a Stanford professor (who developed the Stanford-Binet IQ tests) he had grown up on the campus. After his graduation from Stanford
University he decided to go East to the Massachusetts Institute of
Technology (MIT), which was the leading university in technology then. He studied under Vannevar Bush, who was one of America's leading scientists, and was offered a teaching position at MIT after receiving his doctorate in
1924.
He returned to Palo Alto to visit his family before he intended to start at
MIT, but he was caught by a severe case of tuberculosis, which forced him to spend one year in bed. This made him finally to decide to stay in Palo
Alto and teach at Stanford University because of the better climate in
California.)
Terman became head of the department of engineering by 1937 and established a stronger cooperation between Stanford and the surrounding electronics industry to stop the brain drain caused by many students who went to the
East after graduation, as they did not find a job in California then.)
The Varian brothers are an example of such cooperation between university and industry. After graduation they founded a company upon a product they had developed at the Stanford laboratories. Their company, Varian
Associates, was settled 25 miles from the university and specialized on radar technology.
After World War II, the Stanford Research Institute (SRI) was founded. Its aim was to provide the industry with more skilled students and to increase the number of companies in Santa Clara County.
Terman wanted companies to settle next to the university. In 1951, he founded the first high-technology industrial park, the Stanford Research
Park, "where business, academic and government interests could come together in a synergistic vision of the future.") Portions of this land would be leased to companies, because the "original Stanford family land gift forbade the sale of any of its 8,800 acres.") These companies were offered close contacts to the SRI and could lease land for 99 years at a fixed price, which they had to pay in advance. The first firm to settle in this park was Varian Associates leasing land for $4,000 an acre, which was a good deal as there was no inflation clause in the agreement making this site today worth several hundred thousand dollars.
More and more firms - among them Hewlett-Packard as one of the first residents - settled their Research and Development (R&D) departments in this park, and they were to become the "core of the early explosive growth of Silicon Valley.") Today, there are m ore than 90 firms employing over
25,000 people.
During the Korean War the US government placed Stanford with a great deal of their projects, which made more, and more electronics companies (among them IBM and Lockheed) open R&D departments in Santa Clara County.
Due to his prepaid leasing program Terman received more than $18 million and, moreover, many companies endowed the university with gifts, which
Terman used to hire qualified professors from all over the USA. Thus, he had created a mechanism which increased the settlement of the electronics industry.
The successful Stanford Research Park has served as a worldwide model for a lot of other high-technology parks.)

Hewlett Packard - the garage myth

Hewlett-Packard was one of the first companies to be founded in the Silicon
Valley and has today become the largest one to be seated there. Its story is typical for this Valley and has had a great impact on many firms founded later on.

HP: Foundation and first years

Bill Hewlett and David Packard met at Stanford University in 1934. Bill
Hewlett was the "son of the dean of the Stanford Medical School, while Dave
Packard had come to Stanford from Pueblo, Colorado,") and was an enthusiastic radio ham.
They both were very interested in electronic engineering and spent a lot of their free time experimenting in Terman's lab who supported them. After graduation in 1934, Packard went to Schenectady, New York, where he worked for General Electric (GE), while Hewlett went on studying at the MIT. In
1938, Terman called them back to Stanford where they would earn electrical engineering degrees after their fifth year of study.
During this year they decided to work on a project professor Terman had suggested to them in his course at university: In the garage next to their rented apartment in Palo Alto they developed a variable frequency oscillator, which was much better than existing products but cost only a
"fraction of the existing price ($55 instead of $500).") Terman was very convinced by this product, so he encouraged them to try to sell it. He himself loaned them $538 for the production and arranged an additional loan from a bank in Palo Alto.
The new firm Hewlett-Packard (HP) was founded in 1939, and its first big sale were eight audio oscillators to Walt Disney Studios, which used them for the soundtrack of "Fantasia.")
From now on, they concentrated on highly qualified products and innovative electronic instruments for engineers and scientists. This main product line has been kept till today.
By 1942, five years after its foundation, HP already had 60 employees and reached annual sales of about $1 million. So it became necessary to construct the first HP-owned building in Palo Alto. The two Stanford graduates had successfully built up their own company which had been founded upon an idea during their studies and was to rise from a "garage- headquartered firm") to a leading company in the world. This phenomenon was typical for Silicon Valley and would be imitated by many following companies such as Apple.

The rise of HP up to the present

During World War II the demand for electronic products brought HP many orders, and the company could grow constantly in the subsequent years. HP continued to invent new devices such as the high-speed frequency counter in
1951, which greatly reduced the time required (from 10 minutes to one or two seconds only) to accurately measure high frequencies. Radio stations used it, for example.
The net revenue went up to $5.5 million in 1951 and the HP workforce was at
215 employees. So, in 1957, the stocks were offered to the public for the first time. The additional capital due to the stock offering was invested to acquire other companies and t o expand globally such as into the
European market. As a consequence, in 1959, the first manufacturing plant outside Palo Alto was built in Bцblingen, West Germany.
HP entered the Fortune magazine's list of the top 500 U.S. companies in
1962, and established the HP Laboratories in 1966, which were the
"company's central research facility") and became one of the world's leading electronic research centers.
In the 1970s, the company's product line was shifted from "electronic instruments to include computers"), and the world's first scientific hand- held calculator (HP-35) was developed in 1972, making the "engineer's slide rule obsolete.")
In the 1980s, HP introduced its LaserJet printer (1985), which became the company's successful single product ever, and moved into the top 50 on
Fortune 500 listing with net revenues of more than $10 billion (1988).)
Today, HP has total orders of $16.7 billion and employs more than 92,000 people in the whole world.) Annually, The company spends over 10 percent of its net revenues in R&D. These investments are fundamental to keep up with the "state-of-the-art" technology, which uses the most modern inventions.
New products have always played a key role in HP's growth, therefore more than half of 1992's orders were for products introduced in the past two years.) HP's more than 18,000 products include "computers and peripheral products, test and measurement instruments and computerized test systems, networking products, electronic components, hand-held calculators, medical electronic equipment, and instruments and systems for chemical analysis.")
Bill Hewlett and Dave Packard today rank with America's richest men ($1.7 and $0.85 billion) and are widely respected, especially in Silicon Valley where they are viewed as the two "most successful entrepreneurs in
America.") They have spent millions of t heir profits for social welfare and have established the Hewlett-Foundation.)
Hewlett and Packard have set a pattern of an outstanding company against which every new high-technology firm "must be measured.")

The HP Way - an example of corporate culture for a whole industry

From the beginning the two founders have developed a management style, which had never occurred in a large company before. They coined a new type of corporate culture, which was to be called "the HP way."
HP always renounced the "hire and fire" mentality, which meant to employ many workers for a single big order and to dismiss them afterwards.
Instead, the company offered its employees "almost perfect job security.")
Even in 1974, when the U.S. economy was in a profound crisis and many people were unemployed, HP avoided layoffs by a four-day workweek, which was a unique measure in corporate America.
The two founders trusted in the "individual's own motivation to work") and treated their employees as family members; hence the custom to call each other by the first name - even the two chiefs were only known as Bill and
Dave.
The HP workers were participated in the company with stock options and were even paid additional premiums when HP was successful - today known as profit sharing. These measures served to identify the employees with their work and to encourage them.
Moreover, the HP way included extensive employment benefits such as scholarships for the employee's children.
At the end of the 1950s Bill and Dave decided to write down the company's objectives, which were to serve as guidelines for "all decision-making by
HP people,") since the company had grown ever larger. With some changes, those objectives are still valid today. They cover as follows: "Profit,
Customers, Fields of Interest, Growth, Our People, Management, and
Citizenship.") And these objectives are to be achieved through teamwork.
HP's strategies nowadays comprise mainly the "Management by Objectives",
"Management by Wandering around" meaning informal communication within the company, and "Total Quality Control" which aims at producing highly qualified products.)
The HP way is seen as model for corporate culture in many countries.
The roots of many subsequent companies are located in HP, e.g. Steve
Wozniak, who worked at HP and later co-founded Apple. This has led to the establishment of a new corporate culture in Silicon Valley and many firms have tried to imitate the HP way and ad opted measures such as stock options, innovative work rules, teamwork, and profit sharing.

HP today.

Business Summary PALO ALTO, Calif., Nov. 13, 2000 -- Hewlett-Packard
Company (NYSE: HWP) today reported 17% revenue growth (20% excluding currency effects) in its fourth fiscal quarter ended Oct. 31, 2000.
Excluding extraordinary other income and restructuring expenses, diluted earnings per share (EPS) was up 14% from the year-ago quarter.
During the quarter, HP completed its previously announced 2-for-1 split of its common stock in the form of a stock dividend. Share and per-share amounts have been adjusted to reflect this split.
Net revenue was $13.3 billion, compared with $11.4 billion in last year's fourth quarter. EPS for the quarter was 41 cents on a diluted basis,(1) excluding investment and divestiture gains and losses, the effects of stock appreciation rights and balance sheet translation, and restructuring expenses. Including these items, diluted EPS on a reported basis was 45 cents per share on approximately 2.05 billion shares of common stock and equivalents outstanding. This compares with diluted EPS of 36 cents in the same period last year(2).
"We are pleased that revenue growth is accelerating, but very disappointed that we missed our EPS growth target this quarter due to the confluence of a number of issues that we now understand and are urgently addressing. I accept full responsibility for the shortfall," said Carly Fiorina, HP chairman, president and chief executive officer.
"Issues that reduced profitability included margin pressures, adverse currency effects, higher-than-expected expenses, and business mix. The good news is that our business is healthy, demand is strong, and we are making good progress against our strategic objectives as we continue the hard work of reinventing hp. We are determined to succeed and are not backing away from our growth targets," Fiorina said.
HP also announced it has terminated discussions with PricewaterhouseCoopers
(PwC) regarding the potential acquisition of its consulting business.
Fiorina said, "We are disappointed that we have not been able to reach a mutually acceptable agreement to acquire PwC's consulting business. This is a high-quality operation, and we believe the strategic logic underlying this acquisition is compelling. However, given the current market environment, we are no longer confident that we can satisfy our value creation and employee retention objectives -- and I am unwilling to subject the HP organization to the continuing distraction of pursuing this acquisition any further. We remain committed to aggressively growing our consulting capabilities, organically and possibly by acquisition, and are open to other business arrangements to achieve our goals."
Business Summary
Net revenue in the United States was $6.0 billion, an increase of 13% from the year-ago quarter. Revenue from outside the U.S. rose 20% (26% in local currency) to $7.3 billion. In Europe, revenue was $4.5 billion, an increase of 15% (27% in local currency). In Asia Pacific, revenue was $1.9 billion, an increase of 36% (34% in local currency). In Latin America, revenue increased 11% to $0.6 billion.
Imaging and Printing Systems
The imaging and printing systems segment -- laser and inkjet printing, and imaging devices and associated supplies -- grew 6% in revenue year over year (9% in local currency) against a very strong quarter last year.
Internet printing and a migration to color are driving strategy and growth.
Strong sales of supplies, scanners, all-in-one (AiO) products, and consumer imaging devices, as well as overall strength in Europe and Asia, partially offset softness in the U.S. business printing market and continuing price erosion in inkjet printers.
Nearly 12 million printing and scanning devices were shipped during the quarter. HP's color LaserJet market share continues to grow and new products began shipping in October. Imaging revenues grew 31% over the year- ago period, driven by strong performances in all product lines: AiOs up
31%, scanners up 12% and digital cameras and printers up 137%. AiO units were up 53% and PhotoSmart printer units were up 208%. Supplies revenues grew 15% against a strong quarter last year.
Operating margin was 13.4%, up from 13.2% last year.
Computing Systems
The computing systems segment -- a broad range of Internet infrastructure systems and solutions for businesses and consumers, including workstations, desktops, notebooks, mobile devices, UNIX(R) and PC servers, storage and software solutions -- grew 29% in revenue year over year (32% in local currency) with strong performances across all product categories.
UNIX server revenues rose 23% year over year, with orders up 43%, driven by excellent performance in low- and mid-range servers. Superdome, HP's new high-end server introduced this quarter, is achieving stronger-than- expected market acceptance, and volume shipments remain on schedule for
January. NetServer revenues were up 20%. Enterprise storage revenues were up 40% with the HP Surestore E Disk Array XP512, HP's flagship enterprise storage product, up 90% in revenues with strong backlog. Software revenues
(excluding VeriFone) were up 18%, but down sequentially with strong order backlog at the end of the quarter. OpenView revenues were up 29% with orders up 60%. PC revenues were up 40%, with home PC revenues up 62%, notebooks up 164%, workstations up 11%, and commercial desktops up 8%.
Operating margin was 3.7%, up from 3.2% last year, but down sequentially from 7.3% in the third quarter primarily due to margin pressures, higher expenses and mix changes.
IT Services
The IT services segment -- hardware and software services, along with mission-critical, outsourcing, consulting and customer financing services -- grew 15% in revenue year over year (18% in local currency). HP's consulting business achieved in 46% revenue growth, with substantial new hires broadening and deepening the organization's capabilities.
Operating margin was 7.4%, essentially flat with 7.5% last year.
Costs and Expenses
Cost of goods sold this quarter was 72.5% of net revenue, up from 71.3% in the year-ago period. Expenses grew 15%. After adjusting for currency, expense growth was 17%. Operating expenses, as reported, were 20.3% of net revenue. This compares with 20.7% in the comparable period last year.
Asset Management
Return on assets for the quarter was 10.5% compared with 9.8% in the comparable quarter last year. Inventory was 11.7% of revenue compared with
11.5% in last year's fourth fiscal quarter. Trade receivables were 13.1% of revenue compared with 14.1% in the prior year period. Net property, plant and equipment was 9.2% of revenue compared with 10.2% in the year-ago quarter.
Full-year Review
Net revenue increased 15% to $48.8 billion. Net revenue in the United
States rose 14% to $21.6 billion, while revenue from outside the United
States increased 16% to $27.2 billion.
Net earnings from continuing operations were $3.6 billion, an increase of
15%, compared with $3.1 billion in fiscal 1999. Net earnings per share were
$1.73 on a diluted basis, up 16% from $1.49 last year.
Outlook for FY 2001
For the 2001 fiscal year ending Oct. 31, 2001, HP expects to achieve revenue growth in the range of 15 to 17%, compared to 15% in FY 2000. Gross margin percentage in FY 2001 is expected to be in the range of 27.5 to
28.5%, compared to 28.5% in FY 2000, with improvements beginning in the 2nd quarter. Total operating expenses in FY 2001 are expected to be approximately 10 to 12% above FY 2000. Tax rate is expected to remain constant at approximately 23%.
The forward-looking statements in this Outlook are based on current expectations and are subject to risks, uncertainties and assumptions described under the sub-heading "Forward-Looking Statements." Actual results may differ materially from the expectations expressed above. These statements do not include the potential impact of any mergers, acquisitions or other business combinations that may be completed after Oct. 31, 2000.
HP will be discussing its fourth quarter results and its 2001 outlook on a conference call today, beginning at 6 a.m. (PST). A live Webcast of the conference call will be available at http://www.hp.com/hpinfo/investor/quarters/2000/q4webcast.html. A replay of the Webcast will be available at the same Web site shortly after the call and will remain available through 4:30 p.m. PST on Nov. 22, 2000.

The rise of Silicon Valley

Hewlett-Packard was Silicon Valley's first large firm and due to its success one of the area's most admired electronics firms.
While HP was important for the initial growth of the area and at first was based on electronic devices, the actual Silicon Valley fever was launched in the mid-1950s with Shockley and Fairchild, and other semiconductor firms, and went on to the microelectronics revolution and the development of the first PCs in the mid-1970s, continuing till today.

Invention of the transistor

One major event was crucial for this whole development. It was the invention of the transistor that revolutionized the world of electronics.
By the 1940s, the switching units in computers were mechanical relays, which were then replaced by vacuum tubes. But these vacuum tubes soon turned out to have some critical disadvantages, which impeded the further progress in computing technology. In contrast, transistors were much better. They could perform everything the vacuum tubes did, but "required much less current, did not generate as much heat, and were much smaller") than vacuum tubes.
The use of vacuum tubes, which could not be made as small as transistors, had meant that the computers were very large and drew a lot of power. For example the famous American ENIAC, built in 1946 and consisting of more than 18,000 vacuum tubes, had a total weight of 30 tons, filled a whole room of 500 square meters and consumed 150 KW per hour. The breathtaking development in computers can be seen, when comparing the ENIAC with today's laptops which are portable with about 5 kg, are battery driven and run some
100,000 times faster.)
This development was launched by the transistor (short for "transfer resistance") invention in 1947 by William Shockley and his colleagues John
Bardeen and Walter Brattain. This "major invention of the century") was made at the Bell Labs in Murray Hill, New Jersey, which are the "R&D arm of the American Telephone and Telegraph Company (AT&T).") And in 1956, the three scientists received the Nobel Prize in Physics for their invention that had "more significance than the mere obsolescence of another bit of technology.")
The transistor is a "switch - or, more precisely, an electronic "gate," opening and closing to allow the passage of current.") Transistors are solid-state and are based on semiconductors such as silicon. The crystals of these elements show properties, which are between those of conductors and insulators, so they are called semiconductors. The peculiarity of semiconductor crystals is that they can be made "to act as a conductor for electrical current passing through it in one direction") only, by adding impurities or "doping" them - for instance, "adding small amounts of boron of phosphorus.")

Shockley Semiconductor

In 1955, William Shockley, co-inventor of the transistor, decided to start his own company, Shockley Semiconductor, to build transistors, after leaving the Bell Labs. The new firm was seated in Palo Alto in Santa Clara
County, California, where he had grown up. Shockley man aged to hire eight of the best scientists from the East Coast, who were attracted by his scientific reputation. These talented young men - "the cream of electronics research" - represented the "greatest collection of electronics genius ever assembled". Their names were: Julius Blank, Victor Grinich, Eugene Kleiner,
Jean Hoerni, Jay Last, Gordon Moore, Robert Noyce and Sheldon Roberts.)
But however brilliant Shockley was, who was called a "marvelous intuitive problem solver" and a "tremendous generator of ideas" by Robert Noyce, it soon turned out that he was "hard as hell to work with", as his style was
"oppressive" and he "didn't have trust and faith in other individuals.")
When Shockley refused the suggestions of his eight engineers who wanted to concentrate on silicon transistors, while their boss pursued research on four-layer diodes, they decided to quit and start their own firm in 1957.
Within several months Shockley had to shut down his firm, since he had lost his engineers, whom he called traitors and they are now known as "the
Traitorous Eight".
Although Shockley was not very successful with his firm in Palo Alto, he
"deserves credit for starting the entrepreneurial chain-reaction that launched the semiconductor industry in Silicon Valley,") since he had brought together excellent scientists there like Robert Noyce without whom there might never have been a Silicon Valley on the San Francisco Peninsula at all. Or as M. Malone calls it, "Shockley put the last stone in place in the construction of Silicon Valley.")

The father of one of those young men who left Shockley had contacts to a
New York investment firm, which sent a young executive named Arthur Rock to secure financing for their new enterprise. Rock asked a lot of companies, if they were interested in backing this project, but has not been successful so far. The concept of investing money in new technology ventures was largely unknown then, and indeed the term "venture capital" itself wouldn't be coined until 1965") - by Arthur Rock, who should become
Silicon Valley's first and most famous venture capitalist later on.
Finally, due to Rock's efforts, the "Traitorous Eight" managed to obtain financial support from industrialist Sherman Fairchild to start Fairchild
Semiconductor in 1957.
Fairchild Semiconductor was developed by Shockley's firm, and as the "still existing granddaddy of them all") has itself spawned scores of other companies in Silicon Valley: Most semiconductor firms' roots can be traced back to Fairchild. The most famous ones of them are National Semiconductor,
Intel, Advanced Micro Devices (AMD); and many well-known Valley leaders have worked at Fairchild, e.g. Charlie Sporck (National Semiconductor),
Jerry Sanders (AMD's founder), Jean Hoerni, and last but not least Robert
Noyce, who is considered the "Mayor of Silicon Valley") due to his overwhelming success.
Robert Noyce was born in southwestern Iowa in 1927. His father was a preacher in the Congregational Church and thus was "perpetually on the move to new congregations, his family in tow.") When the Noyces decided to stay at the college town of Grinnell, Iowa, for a longer period of time after many years of moving, this place meant stability in young Bob's life and thus would become his first and only real home, which he would later regard as important for his eventual success.
After high school, Robert studied at Grinnell College. His physics professor had been in contact with John Bardeen (one of the three inventors of the transistor) and obtained two of the first transistors in 1948, which he presented his students, including Bob Noyce. This aroused young Robert's interest in semiconductors and transistors, which made him try to learn everything he could get about this fascinating field of solid-state physics.
Having graduated from Grinnell College he continued his studies at "the premier school of science on the East Coast, MIT,") where he met famous scientists like Shockley. He received his doctorate, and decided to work at
Philco until 1955, when he was invited by William Shockley to join a new firm named "Shockley Semiconductor" in Santa Clara County - together with seven other splendid scientists.
When the so-called "Shockley Eight" started a new venture with Fairchild
Semiconductor, Robert Noyce began "his own transformation from engineer to business manager:") He was chosen to lead the new company as he seemed the best to do this job.
Fairchild Semiconductor focused on building a marketable silicon transistor applying a new manufacturing process called "mesa". Despite being the smallest company in electronics business then, it attracted public attention, particularly in 1958, when "Big Blue" - as dominant IBM is nicknamed - ordered the "first-ever mesa silicon transistors") for memory drivers in its computers.
This order contributed to the early success of Fairchild Semiconductor, and indicated the beginning of a long relationship between IBM and Silicon
Valley.

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