Michael Dell founded Dell Inc. in 1984 out of his dorm room with $1,000. He pioneered the direct sales model of custom-built computers. Dell grew to become one of the top five PC companies by 1994 and continued expanding its product lines. It struggled in the 2000s facing competition in China and declining hardware margins. Dell went private in 2013 and continues adapting to remain competitive in a challenging industry.

2. GROUP NUMBER 6 – DELL INC.
DELL INCORPORATION
- Computer Company -

3. 1984
As a pre-med freshman, Michael Dell
starts doing business as PC's Limited,
1985
Dell Design and build their first
computer system, the Turbo PC
1987
Dell opened a manufacturing plant in
Ireland
1988
Dell completes its initial public offering,
raising $30 million and increasing
market capitalization to $85 million
BIRTH OF DELL
At age 19, Michael Dell founded PC's Limited with
$1,000 and a game-changing vision for how technology
should be designed, manufactured and sold.
DELL HISTORY

4. 1994
Become one of the top five PC companies in
the world.
2003
The “PC’s Limited” company was renamed
Dell Inc.
2013
Dell announced the completion of its acquisition
by Michael Dell, Dell's founder and CEO
Dell Today
Headquarter: Texas, USA
Employees: 101,800 people worldwide
Revenue: 54.9 billion (2016)
DELL TILL NOW

5. STRENGTH
Remarkable
Brand
FIRST
Product
Customization.
SECOND
Strong
Customer Base.
FOURTH
Direct Selling
Business Model
THIRD

6. WEAKNESSES
FIRST
Lack in serving the
educational sector.
SECOND
Weak technology portfolio.
THIRD
Few retail locations.

7. OPPORTUNITY
FIRST
Laptops market
Growth
SECOND
Expand services
and solutions
businesses
THIRD
Increase in the
product line
category

8. SECOND
THIRD
FIRST
Intense
competition
Declining margin in
hardware products.
Slow growth in
computer industry
THREATS

9. DELL PRODUCTS
PERSONAL COMPUTERS
PRINTERS, SCANNERS
MONITORS. LCDs
KEYBOARDS, CAMERAS
SERVERS etc.
PRODUCTS
DELL HAS A SPECIALITY IN MANUFACTURING,
REPAIRING AND SELLING OF A NUMBER OF
COMPUTERS AND COMPUTER COMPONENTS
INCLUDING:

10. PRODUCTS
DESKTOP
LAPTOP
Mobile & TabletsSMART TV’s
Printer & Scanners
PROJECTOR

11. 01
GAMING:
XBOX
PLAYSTATION
NINTENDO
02
PC AND TABLET ACCESSORIES:
BATTERY AND ADAPTER
SELECTOR
POWER CORDS AND ADAPTERS
HARD DRIVES AND STORAGE
VIDEO CARDS
KEYBOARDS AND MICE
ROUTERS
SPEAKERS AND HEADPHONES
03
ELECTRONICS AND
ACCESSORIES:
CAMERAS
DRONE CAMERAS
BAGS AND CARRYING CASES
PROJECTORS AND HOME
THEATERS
OTHER PRODUCTS

12. 1
LENOVO
2
APPLE
3
SAMSUNG
4
Hewlett Packard
5
COMPAQ
6
SONY
COMPETITORS OF DELL

13. PRODUCTS COMPETITORS
Desktop Apple, HP, Compaq, IBM etc
Laptop Lenovo, Apple, HP, Acer, Compaq, Sony
Toshiba, Samsung
Printer and Scanners HP,
Monitors Apple, Toshiba, Samsung, Acer, Sony,
NEC etc.
Smart TVs and Home
Theatres
Samsung, Sony, Toshiba etc.
Hardware and Software IBM, Microsoft etc.

14. "There's tremendous growth in the future in China. That is
clearly one of the world powers today, and it'll be more so in
future. If you want to grow globally, you have to have a large
presence in China." .
-- Mort Topfer
(Former Vice-chairman, Dell Computers in 2005)
CASE STUDY

15. DELL IN CHINA:
In CHINA market
ENTERED
in CHINA is one million units
which had increased over
12million units in 2003
SALES
Start manufacturing
plant in CHINA
MANUFACTURING
Compaq, AST,……
and Legend (LENOVO)
MARKET LEADERS
1995
1995
1995
1998

16. 2004
Urban markets
reached at
saturation and DELL
failed to gauge the
increasing demand
Competitor like
LENOVO captured
the market
2005
Net income fell to
US $606 million
against US $ 846
million
Reported drop
of 28%in profits
JOURNEY AFTER 2003
But
With only 10 percent of the market, we have plenty of room to grow. It's clear
sometime, somehow, we'd like to be number one ... We're just aspiring to do what
we've done everywhere else in the world - to be number one.".

17. DELL’S SELLING MODEL
Conventional model:
Resellers purchased PCs from the manufacturers
and distributed them to the customers.
Direct model:
PCs were built according to customer
specifications after receiving the order

18. High tariffs on imported
components
Foreign and local
competitors.
Lenovo-IBM joint
Venture.
Low credit card and
internet usage
Price difference
among brands is
getting smaller.
Lenovo copying Dells
direct sales model
A B
C
DE
F
PROBLEMS FACED BY
DELL IN CHINA

19. STRATEGIES DELL
ADOPT IN CHINA
Challenge LENOVO in
other ASIAN markets
Change the direct-
sales method.
Prepare for
wireless/mobility trend and
strengthen notebook
offering

20. HIGH
Threat of new entrants in
Market of China
CURRENT STATUS OF DELL IN
CHINA MARKET
LOW
Bargaining power of
suppliers in Chinas
MODERATE
The value of threat of
substitution products for
customers
INTENSE
Rivalry among competition
Firms

21. A B C
CONCLUSION

22. Success is not final, failure is not fatal:
it is the courage to continue that counts.
CONCLUSION

23. We Provide Advice When Your Business Needs It Not
Just When You Ask For It!
Any Questions?
DELL INC.

24. Thank you