Michael Dell has always been passionate about computers and business even from a young age. He started his own computer business in his dorm room at age 19 by buying and assembling PC's and undercutting major retailers on price. Despite facing doubts from friends and family, Dell believed in his ideas and grew his business into a multi-billion dollar company through innovative strategies like building computers to customer specifications and offering direct sales and service. Even after immense success, Dell remains humble, focused on continuous self-improvement and giving back through philanthropic efforts.
An in-depth analysis of major I.T. vendor Dell. The profile includes company history, revenue stream, competitors and customers, products and services, SWAT-analysis, current status and predicted continued strategy.
An in-depth analysis of major I.T. vendor Dell. The profile includes company history, revenue stream, competitors and customers, products and services, SWAT-analysis, current status and predicted continued strategy.
Posicionamiento Estratégico - Cralos Folle - PAE 2014PTF
FORMULACION E IMPLEMENTACION DE LA ESTRATEGIA
CARLOS FOLLE
URUGUAY
Director Académico del PAD – Programa de Alta Dirección del IEEM- Escuela de Negocios de la Universidad de Montevideo, donde fue Decano hasta el año pasado. Ex Vicedecano de la Facultad de Ciencias Económicas y Empresariales y Administrador General de la Universidad de Montevideo.
Michael Dell, (born February 23, 1965, Houston, Texas, U.S.), American entrepreneur, businessman, and author, known as the founder and CEO of Dell Inc., one of the world’s leading sellers of personal computers (PCs). In 2016 he became CEO of the newly formed parent company, Dell Technologies.
As a student of the University of Texas at Austin, Dell started his computer business (originally called PCs Limited) in 1984 with $1,000 in start-up capital. By the second half of his freshman year, Dell had sold $80,000 worth of computers. He dropped out of college at age 19 to run his company full-time, eventually going public in 1988. PCs Limited later became the Dell Computer Corporation and ultimately Dell Inc., when the product line expanded to include more than personal computers.
Dell’s business philosophy was to gain PC market share through a combination of cutting costs, reducing delivery time, and providing excellent customer service. To do so, he hired experienced executives, both to fill jobs in the company and to act as personal mentors, and he emphasized direct sales outside the usual retail outlets. In 1992 Dell became the youngest CEO in history to have his firm enter Fortune magazine’s list of the top 500 corporations. In his book Direct from Dell: Strategies That Revolutionized an Industry (1999), Dell outlined the story of the company’s development and provided strategies applicable to all businesses.
In 2004 Dell stepped down as CEO of the company, but he remained chairman of the board. He served on the Foundation Board of the World Economic Forum and the executive committee of the International Business Council. He also was on the U.S. President’s Council of Advisors on Science and Technology and sat on the governing board of the Indian School of Business in Hyderabad.
After experiencing setbacks in 2006—including a 4.1-million-unit recall and an overhaul of the customer service division struggling with complaints—Dell Inc., lost the title of world’s largest PC manufacturer to Hewlett-Packard. In response, Dell was reinstated as CEO in 2007 to oversee Dell 2.0, a far-reaching revamp of the company as he moved the focus from PCs to corporate software and services as well as other electronic devices. The company continued to struggle, however, and in 2013 Dell announced plans to buy out investors and take the company private. A heated battle with shareholders, led by Carl Icahn, ensued over the price of stock. Dell and the investment firm Silver Lake Partners ultimately purchased (2013) the computer company for nearly $25 billion. In 2016 he oversaw what was then the largest tech deal as Dell acquired the computer-storage corporation EMC for some $67 billion. The public parent company Dell Technologies was formed, with Dell as CEO.
In 1999 Dell and his wife, Susan, formed the Michael & Susan Dell Foundation to manage the investments and philanthropic efforts of the Dell family. Through the foundation, Dell used some of his personal
Posicionamiento Estratégico - Cralos Folle - PAE 2014PTF
FORMULACION E IMPLEMENTACION DE LA ESTRATEGIA
CARLOS FOLLE
URUGUAY
Director Académico del PAD – Programa de Alta Dirección del IEEM- Escuela de Negocios de la Universidad de Montevideo, donde fue Decano hasta el año pasado. Ex Vicedecano de la Facultad de Ciencias Económicas y Empresariales y Administrador General de la Universidad de Montevideo.
Michael Dell, (born February 23, 1965, Houston, Texas, U.S.), American entrepreneur, businessman, and author, known as the founder and CEO of Dell Inc., one of the world’s leading sellers of personal computers (PCs). In 2016 he became CEO of the newly formed parent company, Dell Technologies.
As a student of the University of Texas at Austin, Dell started his computer business (originally called PCs Limited) in 1984 with $1,000 in start-up capital. By the second half of his freshman year, Dell had sold $80,000 worth of computers. He dropped out of college at age 19 to run his company full-time, eventually going public in 1988. PCs Limited later became the Dell Computer Corporation and ultimately Dell Inc., when the product line expanded to include more than personal computers.
Dell’s business philosophy was to gain PC market share through a combination of cutting costs, reducing delivery time, and providing excellent customer service. To do so, he hired experienced executives, both to fill jobs in the company and to act as personal mentors, and he emphasized direct sales outside the usual retail outlets. In 1992 Dell became the youngest CEO in history to have his firm enter Fortune magazine’s list of the top 500 corporations. In his book Direct from Dell: Strategies That Revolutionized an Industry (1999), Dell outlined the story of the company’s development and provided strategies applicable to all businesses.
In 2004 Dell stepped down as CEO of the company, but he remained chairman of the board. He served on the Foundation Board of the World Economic Forum and the executive committee of the International Business Council. He also was on the U.S. President’s Council of Advisors on Science and Technology and sat on the governing board of the Indian School of Business in Hyderabad.
After experiencing setbacks in 2006—including a 4.1-million-unit recall and an overhaul of the customer service division struggling with complaints—Dell Inc., lost the title of world’s largest PC manufacturer to Hewlett-Packard. In response, Dell was reinstated as CEO in 2007 to oversee Dell 2.0, a far-reaching revamp of the company as he moved the focus from PCs to corporate software and services as well as other electronic devices. The company continued to struggle, however, and in 2013 Dell announced plans to buy out investors and take the company private. A heated battle with shareholders, led by Carl Icahn, ensued over the price of stock. Dell and the investment firm Silver Lake Partners ultimately purchased (2013) the computer company for nearly $25 billion. In 2016 he oversaw what was then the largest tech deal as Dell acquired the computer-storage corporation EMC for some $67 billion. The public parent company Dell Technologies was formed, with Dell as CEO.
In 1999 Dell and his wife, Susan, formed the Michael & Susan Dell Foundation to manage the investments and philanthropic efforts of the Dell family. Through the foundation, Dell used some of his personal
Assignment 2 Case Study Michael Dell—The Man Behind Dell Presentat.docxannrodgerson
Assignment 2: Case Study: Michael Dell—The Man Behind Dell Presentation (Change Management)
Michael Dell began building and selling computers from his dorm room at age 19. He dropped out of the University of Texas when his sales hit $60 million and has never looked back. Dell is said to be the fifteenth richest man in America, and the youngest CEO to make the Fortune 500. Intensely private and notoriously shy, Dell is hailed as a corporate wonder-kid. He climbed to the top by exploiting tax loopholes, outsourcing the competition, and inventing a term called “leveraged recapitalization.”
First, review the following case study:
Michael Dell—The man behind Dell: Leading Dell into the future
Then, address the following tasks:
Analyze Dell’s philosophy as it relates to the role of change in organizational success.
Determine how Dell’s philosophy would be perceived in a low performing culture.
Identify which performing culture best suits your philosophy regarding change management and provide your rationale.
Consider the way Dell started his company; determine what market conditions made the business possible.
Discuss Dell’s approach to building his brand.
Develop a 4–6-slide presentation in PowerPoint format, utilizing at least two scholarly sources (in addition to your textbook) to complete your research, ensuring you cite references within the text and at the end in a reference list. Apply APA standards to the citation of sources. Use the following file naming convention: LastnameFirstInitial_M2_A2.ppt.
Make sure you write in a clear, concise, and organized manner; demonstrate ethical scholarship through accurate representation and attribution of sources; and display accurate spelling, grammar, and punctuation.
.
Michael Dell began building and selling computers from his dorm ro.docxbunnyfinney
Michael Dell began building and selling computers from his dorm room at age 19. He dropped out of the University of Texas when his sales hit $60 million and has never looked back. Dell is said to be the fifteenth richest man in America, and the youngest CEO to make the Fortune 500. Intensely private and notoriously shy, Dell is hailed as a corporate wonder-kid. He climbed to the top by exploiting tax loopholes, outsourcing the competition, and inventing a term called “leveraged recapitalization.”
First, review the following case study:
Michael Dell—The man behind Dell: Leading Dell into the future
Then, address the following tasks:
Analyze Dell’s philosophy as it relates to the role of change in organizational success.
Determine how Dell’s philosophy would be perceived in a low performing culture.
Identify which performing culture best suits your philosophy regarding change management and provide your rationale.
Consider the way Dell started his company; determine what market conditions made the business possible.
Discuss Dell’s approach to building his brand.
Develop a 4–6-slide presentation in PowerPoint format, utilizing at least two scholarly sources (in addition to your textbook) to complete your research, ensuring you cite references within the text and at the end in a reference list. Apply APA standards to the citation of sources. Use the following file naming convention: LastnameFirstInitial_M2_A2.ppt.
Make sure you write in a clear, concise, and organized manner; demonstrate ethical scholarship through accurate representation and attribution of sources; and display accurate spelling, grammar, and punctuation.
.
Michael Dell began building and selling computers from his dorm room.docxhealdkathaleen
Michael Dell began building and selling computers from his dorm room at age 19. He dropped out of the University of Texas when his sales hit $60 million and has never looked back. Dell is said to be the fifteenth richest man in America, and the youngest CEO to make the Fortune 500. Intensely private and notoriously shy, Dell is hailed as a corporate wonder-kid. He climbed to the top by exploiting tax loopholes, outsourcing the competition, and inventing a term called “leveraged recapitalization.”
First, review the following case study:
Michael Dell—The man behind Dell: Leading Dell into the future
Then, address the following tasks:
Analyze Dell’s philosophy as it relates to the role of change in organizational success.
Determine how Dell’s philosophy would be perceived in a low performing culture.
Identify which performing culture best suits your philosophy regarding change management and provide your rationale.
Consider the way Dell started his company; determine what market conditions made the business possible.
Discuss Dell’s approach to building his brand.
Develop a 4–6-slide presentation in PowerPoint format, utilizing at least two scholarly sources (in addition to your textbook) to complete your research, ensuring you cite references within the text and at the end in a reference list. Apply APA standards to the citation of sources. Use the following file naming convention: LastnameFirstInitial_M2_A2.ppt.
Make sure you write in a clear, concise, and organized manner; demonstrate ethical scholarship through accurate representation and attribution of sources; and display accurate spelling, grammar, and punctuation.
.
Michael Dell began building and selling computers from his dorm room.docxbunnyfinney
Michael Dell began building and selling computers from his dorm room at age 19. He dropped out of the University of Texas when his sales hit $60 million and has never looked back. Dell is said to be the fifteenth richest man in America, and the youngest CEO to make the Fortune 500. Intensely private and notoriously shy, Dell is hailed as a corporate wonder-kid. He climbed to the top by exploiting tax loopholes, outsourcing the competition, and inventing a term called “leveraged recapitalization.”
First, review the following case study:
Michael Dell—The man behind Dell: Leading Dell into the future
Then, address the following tasks:
Analyze Dell’s philosophy as it relates to the role of change in organizational success.
Determine how Dell’s philosophy would be perceived in a low performing culture.
Identify which performing culture best suits your philosophy regarding change management and provide your rationale.
Consider the way Dell started his company; determine what market conditions made the business possible.
Discuss Dell’s approach to building his brand.
Develop a 4–6-slide presentation in PowerPoint format, utilizing at least two scholarly sources (in addition to your textbook) to complete your research, ensuring you cite references within the text and at the end in a reference list. Apply APA standards to the citation of sources.
Make sure you write in a clear, concise, and organized manner; demonstrate ethical scholarship through accurate representation and attribution of sources; and display accurate spelling, grammar, and punctuation.
.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
1. MICHAEL DELL:DELL CORPURATION
Assignment-01
“You don't have to be a genius or a visionary or even a college graduate to
be successful. You just need a framework and a dream.”-Michael Dell
Dell's parents wanted him to be a doctor. But by the time he was in junior
high, Dell was hooked on computers. While most of his classmates were
tinkering under the hoods of old cars, Dell loved to tinker with his Apple IIe.
“Business In His Blood”
Michael Dell has often been quoted as saying, "I always knew I wanted to run a
business someday." Indeed, it does appear that Dell was born a businessman.
The system has four characteristics: economic freedom, voluntary
exchange, private property, and the profit motive. The free enterprise
system may also be referenced as capitalism or the free market system.
Successful Characteristics of Michael S. Dell
He has faith in his ideas
Michael's father ideas of success urged him to become a physician, which led the
teenager to enroll in biology as a pre-med student. Yet, his nose for opportunity
enabled him to
recognize how computer markets were growing. His curiosity and self-taught tech
know-how had
led him to dis-assemble his Apple II computer and find parts had different origins.
He then
devised a vision for a new kind of made-to-order 'supply and demand,' bought IBM
PCs
wholesale, greatly undercut the retail price while adding extra components to suit
each customer.
The more he believed in himself, the more he attracted lucrative opportunities.
2. He knows when to ignore naysayers
Michael initially downplayed his business ideas to his parents and friends. Before
they'd
drop into his dorm, he hid boxes in the bathroom which revealed his true passion.
Early on, he
learned different people had different ideas of success. Encouragement wasn't
always
forthcoming from people with little knowledge of his area of interest. By the end of
his first year
in college, his profits topped US $50,000, and this gave him the courage, will and
means to drop
out of college with a completely new success vehicle
He invests in marketing
Dell moved his company, then PCs Limited, to a strategic shop front in Austin,
Texas.
During the first year at the location, his ability to cleverly promote the venture via
various means
resulted in sales of hardware worth ~$6 million. He proved that he didn't just get
from others
what he required from others. He also discerned which among his business
practices and beliefs
weren't working and he changed strategies to suit his company's evolution.
He focuses on doing what others do, only better
During the second year, he started building complete computers 'from the ground-
up' for
mail-order clients which enabled him to further personalize his service. Sales that
year soared to
$34 million, in part because Dell's IBM clone called the Turbo PC was half the
price of a
comparable IBM. His ability to offer hardware direct to customers enabled him to
cut out
middlemen and charge lower prices. He created a business where it wasn't
necessary to keep
3. much stock, which was key with part prices dropping.
He realizes he doesn't know everything
Even at 21, he remained humble about his fast track to financial prosperity. He
accepts he
is ignorant about aspects of business, and historically, has been unafraid to seek out
mentors and
hire people more experienced than himself. Even back in his youth, he chose to
learn from every
glitch, from client complaints about delivery time to lack of accessible staff. This
prompted Dell
to adopt benchmarks, including amazing client service and a 30-day money back
guarantee with
unlimited phone support.
He welcomes opportunities to improve
In 2001, a comprehensive, internal review of Dell corporation led employees to
comment
openly on their then, CEO. Michael Dell was surprised to learn he was perceived
as "impersonal
and detached." Staff felt he was disconnected from what went on around and
beneath his office.
Dell decided to embrace these comments right away. He made a video, directed to
all staff,
during which he would work to move beyond shyness and take steps to make
himself more
approachable by anyone on a regular basis. It worked!
He continues to innovate
Michael Dell never rests on his laurels. He doesn't base his future visions on his
company
track record for success. In fact, he supports a management style described as,
'two-in-a-box.'
Executives are partnered with a person who challenges ideas, complements their
skills and
4. experience. Dell sets an example, partnered with Kevin B. Rollins, who works in a
nearby office.
While Dell plans the future, Rollins (12 years older) runs daily operations and
reminds Dell to
connect views of an unconfirmed future to reality.
He gives back to society
Dell and his wife established a "Michael & Susan Dell Foundation." Its a children's
charity with projects and areas of focus to benefit future generations. It has an
endowment of US
$1 billion. The Dells realize how sharing their financial success can promote
increased peace,
harmony and cooperation. They show all business success isn't always limited to
power-quests or
self-indulgence. What you have is perhaps less important than how you use it.