Patrick Finnegan wrote: Hmm, my Zenith XT wasn't as wide as an IBM XT but was taller. I wouldn't compare it to an AT, although the later 386 Zeniths I saw had a csse comparable in size to IBM AT. It was the later 386's that were supposed to be able to fall off of a moving truck, as I was told. My Zenith XT has 3 drive bays, one on top of the other. I can't tell if Sarks computer does or not. Do you mean those rack mount multiple computers in one case type things? Chad Fernandez Michigan, USA

Redlands), Seeing as how you're in San Diego, I think they had a store in Mira Mesa near University Town Center. Apparently Computerland was a franchise, so some of them may well still be operating with the same name and logo after the franchiser collapsed. I found this interesting nugget from Forbes: "Bill Millard, chief executive of IMSAI and later of ComputerLand, understood that new rules of management would be needed for a new industry. He foresaw that Imsai, one of the first companies to build low-cost microcomputers, would be a new kind of company - one where nobody was inhibited by rank, where emotion counted for as much as intellect, and where employees would give the fabled 110% because they wanted to, not because they were whipped into a frenzy by superiors. Unfortunately, what came to pass was the opposite. Millard was a near-fanatical devotee of Werner Erhard's est (Erhard Seminar Training), frequently called a cult of postmodern psychology. With its unrelenting emphasis on self-actualization, est - and therefore Imsai - was a case study in how to take good ideas and make them hell to live with. Imsai ended up as a company in which employees worked extremely long hours but were afraid to speak up, the slightest infraction was met by harsh discipline, and top executives lived and acted like royalty while the grunts received crumbs. Inequities were so vast that the books were repeatedly cooked to conceal them. Imsai, which built decent computers, went down in flames because no company - whatever its success - could overcome such an idiosyncratic management style. The expirations of Imsai and later ComputerLand were so complex and explosive that Millard remained tangled in litigation for years. "