- A Direct Approach
- Dell’s Leadership Style
- No excuses – quick and effective decisions
- First step in a marathon – No victory laps
- Watch each dime and turn it into at least a quarter
- Every product should be profitable from Day One
- Direct To Customer Service
- Two-in-a-box Management
- DELL Company Overview and Time-line
- Dell Products and Services
- DELL – Key Facts about the company
- Michael Dell – Personal Profile and Achievements
- Michael Dell – Entrepreneurship Skills – Early Years
- Quotes by Michael Dell
- Questions for discussion
- Exhibit 1 – Managing the Dell Way
- Exhibit 2 – Five key strategies in Dell’s Direct Model
- Exhibit 3 – Dell Inc. – Historical Income Statement
- Exhibit 4 – Dell Inc. – Historical Stock Chart
“There are a lot of things that go into creating success. I don’t like to do just the things I like to do. I like to do things that cause the company to succeed. I don’t spend a lot of time doing my favorite activities.”
“What matters is our future plan of action. We are systematically moving to increase efficiencies, improve execution and transform the company.“-Michael Dell, CEO Dell Inc.
DELL Inc., based in Round Rock, Texas, was a company remarkable at balancing growth and profitability since its inception. DELL’s direct-sales business model had worked incredibly well over the years. However, towards the end of the decade (2000-10), the company’s struggles over pricing and profitability contrasted with market leaders, Hewlett-Packard (HP) and Acer . In recent years, DELL’s PC-sales growth lagged behind those of its competitors. DELL’s rivals were able to better take advantage of demand from consumers. DELL was struggling with dismal earnings and a fast eroding market share.
In 2007, Michael Dell (Dell) returned to revive the company he had started in his college dormitory. Majority of the analysts praised the idea of Dell’s return as CEO without a clue about what it is that he would actually do to turnaround the company. In the past, DELL Inc. was recognized as one of the best-managed companies in technology and under Dell’s leadership had transformed itself from a no-name PC player into a powerhouse brand. Michael Dell’s value to the company can be gauged from the fact that, in 2008, the company spent $1,164,625 on personal and residential security.
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