libtorrent was updated to support the new version on 6 September 2020. (later renamed Rainberry, Inc.) released BitTorrent v2 protocol specification. Programmer Bram Cohen designed the protocol in April 2001, and released the first available version on 2 July 2001. BitTorrent trackers provide a list of files available for transfer and allow the client to find peer users, known as "seeds", who may transfer the files. Popular clients include μTorrent, Xunlei Thunder, Transmission, qBittorrent, Vuze, Deluge, BitComet and Tixati. BitTorrent clients are available for a variety of computing platforms and operating systems, including an official client released by Rainberry, Inc. A BitTorrent client is a computer program that implements the BitTorrent protocol. To send or receive files, users use a BitTorrent client on their Internet-connected computer. Comparison of Internet Relay Chat clientsīitTorrent is a communication protocol for peer-to-peer file sharing (P2P), which enables users to distribute data and electronic files over the Internet in a decentralized manner.For other uses, see BitTorrent (disambiguation). The manufacturing strategies of both companies are fairly complex, but he added that “Compaq has made moves toward outsourcing.This article is about the file sharing protocol. Compaq has too, but it has also attempted to create a build-to-order manufacturing facility, a la Dell Computer (news/quote). ![]() Over the past few years, HP has increasingly shifted manufacturing to contractors. McDonnell also hinted that the combined company may continue HP’s strategy of outsourcing manufacturing. “We thought a lot of the industry reaction was very superficial,” McDonnell said. Many critics have looked at the merger as a deal between two PC companies, he noted, although HP and Compaq operate in many other markets. By Wednesday night, it was down to $18 billion. When the merger was announced, HP’s stock offer amounted to $25 billion. Shares in both HP and Compaq have declined sharply since Tuesday. On other notes, McDonnell termed the largely critical response to the merger by Wall Street analysts and the press as superficial. ![]() “The cultural differences between Compaq and HP are relatively minor.” “They were completely different types of companies,” he said. While acknowledging the difficulty of the task ahead, McDonnell said it should be an easier task than when Compaq bought Digital. “It is not going to be shared externally,” McDonnell said. The public also won’t see the strategic plan until after regulatory approval is granted, if then. The plan, however, won’t look into issues such as pricing, technological cooperation or other issues that might violate antitrust laws in countries were HP does business. The transition plan will also likely include internal product road maps, plans for combining different departments and plans for explaining how the merger will benefit large corporate customers, he said. The challenge will lie in coming up with a product road map that will push customers toward a more streamlined OS portfolio without alienating them. Because of the merger, HP finds itself responsible for supporting multiple server operating systems, for example: Linux, Windows NT, OpenVMS, HP-UX and Compaq’s own version of Unix, among others.Įventually, HP will converge toward Linux, NT and Unix, according to McDonnell. HP’s transition plan will have to tackle a number of issues. Webb McKinney, vice president of HP’s computing group, and Jeff Clarke, Compaq’s chief financial officer, are heading up the integration team. In fact, the plan, which will only be shared internally, will likely be finished well before regulators approve the merger, a process that takes about six to eight months. The need for speed grows partly out of concerns over the gargantuan task of combining the two companies, which have combined annual revenue of approximately $87 billion and many overlapping departments.Īnalysts, industry executives and others have said the inordinate amount of time Compaq took to formalize its acquisition of Digital Equipment is one of the principal reasons for the company’s decline since 1998. “We believe we can combine the strengths of the two companies and discard the weaknesses.” “Within 100 days, we should have a very, very solid plan,” he said. ![]() Jim McDonnell, vice president of worldwide marketing for the business customer unit at HP, said Wednesday that the transition team charged with overseeing HP’s acquisition of Compaq Computer will try to formalize a strategy for how the new company will operate in relatively short order. Michael Kanellos reported for CNET : Like a newly inaugurated president, the new Hewlett-Packard is giving itself 100 days to flesh out its strategic vision. Since 1987 - Covering the Fastest Computers in the World and the People Who Run Them
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