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HOW DELL DOES IT

AUTHOR – STEVEN HOLZNER
CHAPTER SUMMARY
CHAPTER 10

Dell Inc. is an American company. The founder of this company is Michael Dell. He joined a
company called pcs limited at just 19 years of age. He launched his first server in 1996 and
started selling computers on the web the same year.

It is said that a person should fly wherever he sees the sky. Get involved and succeed
wherever the opportunity arises. This is the reason behind the progress of Dell company.
While other companies are failing, Dell has made stormy success with advances in
desktops, notebooks, servers, hardware, and software.

In the 10th and last chapters of this book, Michael Dell and Rollins, the company's
successor, talk about their future plans. Founder of Dell Inc. Micheal is visionary man who
set the high goals and go to achieve it.

Profitable growth is the key plan of Dell. In the plan not only PCs but more than that they
looked to as an enterprise printer supplier. They plans to stakes in markets of server,
storage, software, mobile products such as notebook and peripherals. They find markets
outside the America. They earn 34.3 percent more profit in the world and 30. 7 percent in
America. They work on simple model, that's the Dell success model.

Dell success model is based on innovation. They focus more on the cost rather than the
company cohesiveness.

Dell linked its future to foreign markets. According to Rollins in an interview with Info World,
we have a global PC share of 18 per cent, about 12 per cent in Europe and 8 per cent in
Asia.

In a BBC article titled "Dell Rises on Overseas PC Growth", Dell reports that non-US PC
sales accounted for 42 per cent of total sales. The company benefited immensely from the
sale of mobile products.

The company had set a target of  80 billion in 2009. Created employment to increase sales
abroad. In 2003, it employed 6,600 people in the Asia-Pacific region of Japan and 10,300
people outside the United States in Europe, the Middle East and Africa.
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After the success of the PC, Dell turned its attention to the printer-market.
In large corporations where the company has the majority of services and employees, they
did things like storage or server integration, or exchange migration, or migrating from Unix to
Linux or Microsoft (profiles, products, articles).

Along with printers, the server and storage market also expanded. According to News.com,
Dell's other high-growth areas include its storage systems and services. The company's
server and storage business accounted for about $ 35 billion last year, including more than
70,000 installations.

Dell also spread its wings in the field of optical disk drive. Multicore was used along with
multicore processor along with some virtualization technology and techniques. Dell also
launched a music player called Sony Walkman in 2005, followed by the iPhone and the
niche.
Dell then found his own place in the field of TV. But they did not have much success.
Michael Dell, founder and president of Dell, has invested significantly in Linux vendor Red
Hat. Dell is peeking at the latest technology.

Dell plans to offer Dimension XPS gaming systems and Dell Precision workstations with Intel
dual-core processor technology. In an interview with Info World, Rollins said the whole area
of software management is one. But Dell needs software capabilities to integrate
management software with other software into a common platform. Profiles, products,
articles are another partner they have worked closely with.

Senior vice president John Medica said Dell is the worlds, preferred technology provider
because they have the ability to bring the benefits of the latest technology to the everyday
computer user.

Every company has some or the other problem. Support is a big issue in Dell. Will Dell be
able to educate its customers to expect less support, will Dell's customers continue to
demand more support even as PC prices fall? Who will win in this tug of war ?

At this point, Dell sees the need for some concessions in this area. Dell offers every sign of
staying true to its consistent business model. Dell will pursue development wherever it can
be found, follow the markets, and enter it when the time is right for the Dell effect.