“No one has pulled the levers of cost, quality, and service better than Dell.”
Started by Michael Dell, the Computer Corporation is one of the world’s leading direct
marketers of personal computer systems. Dell Computer Corporation designs, manufactures,
markets, services, and supports a wide range of computer systems, including desktop
personal computers, notebook computers, and network servers. It also markets peripheral
computer hardware and software, as well as service and support programs. The success of
Dell Computer Corporation can be traced to Michael Dell’s strategic vision and distinctive
competency. Dell Computer Corporation has grown tremendously since its incorporation in
1984. Dells direct model, which is largely responsible for the success of the company. Now
in a market that is ever changing, competitors are challenging dell. The market of laptop
computers has distinguished itself as one of the fastest growing segment of computer
If the idea of maturity is unsettling to Dell, it could be because he himself just hit the big. But
there has to be consolation in what he has accomplished in his time. His company has run
through the competition like some kind of sports team. The PC industry: IBM, the company
that practically invented the desktop computer, has exited the business by selling out to the
Chinese firm Lenovo. Gateway has seen its business crash--its stock, which traded above $80
five years ago, now fetches $4 and change. Compaq wisely sold out to Hewlett-Packard,
which unwisely doubled down in this market. Dell has thrived as downward-spiraling prices
and co modification washed over the PC industry, benefiting the company's customers and
bashing its competitors. Instead of battling the tide by attempting to erect proprietary
systems, as HP and IBM often did, Dell used its low-cost, direct-sales model to ride the wave.
1. They have moved into servers and storage, mobility products, services, software
peripheral categories, and printers, and become a diversified IT company.
2. If a customer wanted a PC with an Intel chip and Microsoft software, Dell was the
optimal machine to purchase.
3. As for PC market share, Dell wasn't on the radar screen, while Commodore, with
about $1.1 billion in PC sales, was the industry leader with a 27% U.S. market share.
IBM was No. 2, and Apple and Tandy came in at No. 3 and No. 4. Dell's market share
gains would be impressive enough, but the company also has the growth and
profitability throttles open all the way.
4. Its worldwide revenues are growing 19% now--that's seven percentage points higher
than the rest of the industry while profits are growing even faster.
5. Dell's margins are revealing, in that its gross margin of 18% is actually lower than
IBM's and HP's. That's because Dell is generally selling lower-margin machines.
Dell's operating expenses--e.g., selling, general and administrative are so low, a direct
result of the cost- effectiveness of selling directly to customers rather than through a
6. Dell also spends less on research and development than HP, IBM, and the others, a
point that makes the folks at Dell a little prickly and defensive. Dell's competitors say
it is evidence that Dell doesn't innovate.
7. They have started this fine policy after Rollins joint Dell an it was:
Employees rated their bosses
Every six months in “ TELL DELL “ survey
If the manager is not addressing the employee issues, they don’t get
They don’t get compensation
If this remains consistently ( Bottom score)
The person is asked to leave the job.
The main and the most important problem of Dell is “Diversification” it is
not difficult to manage things when you are into too many things.
1. The market for laptop computers has distinguished itself as one of the
fastest growing segments of the computer industry.
2. Increase portability and durability of each product from destops to laptop
3. Greater performance capabilities.
4. Best technology in each piece of product
5. Best technology with best quality
6. Price of the product should be chipper
7. Should have a large variety of products in chain.
Conclusion / evaluations
Dell is archiving its goals but not reaching to the aspersion of their ultimate clients. If they
pay a little more attentions on R&D department than the profits may rise more. Getting its
sellers, distributors, manufacturers, Intel etc. close to its assembling place will not make any
improvement for its business. Even if they are shifting their business in different IT fields like
printers, cartridges etc.what’s happening is that they are leaving other departments as they are
and not getting any improvement in it. Due to which the quality of their products are facing a
lot of problem. Hence they should look more on the quality of product.