Michael Dell

Information about Michael Dell

Published on August 27, 2010

Author: gokulstrikes

Source: authorstream.com

Content

Michael Dell – Innovative Entrepreneur : Tharani.S Michael Dell – Innovative Entrepreneur Slide 2: “It’s amazing to me that our competitors think the customer is the dealer.” Michael Dell “Sales Leader: Tops in Global Basis.” Michael Dell : www.themegallery.com Michael Dell Introduction : DELL eliminated the need for inventory or middlemen and gave itself a built-in price advantage, which it in part keeps as profit and in part passes on to customers.” Fortune Introduction Michael S. Dell (1965–) : The founder, CEO and chairman of Dell, Inc. Michael S. Dell (1965–) Dropped out of college at the age of 19 to pursue his dream of a direct-sales PC empire. In 1984, he founded his company - Dell Computer Corporation - one of the world's largest PC manufacturers. In 2007, Forbes estimates Michael Dell's net worth at 15.8 Billion, making him the 30th richest person in the world. Introduction : Michael Dell is the chairman of the Board of Directors of Dell, the company he founded in ’84 for $1,000. With an unprecedented idea---build relationships directly with consumers (born in February ‘65). Dell’s commitment to consumer value, to the team, to being direct, to operating responsibly and, ultimately to winning. Continues to differentiate Dell from other companies. Introduction Introduction : Why DELL case: We’ll look at direct marketing and marketing strategies. Look at more efficient way of going to market. Just-in-time (JIT) manufacturing. VAR’s (Value-added resellers), solutions for vertical markets like banking, manufacturing and retailing. Introduction Introduction : DELL did not want the “unsophisticated” customer. DELL wants to sell to the “educated” customer. DELL wants the consumer to buy their third or fourth system from DELL. It’s more profitable and easier. Introduction Dell Advertisement : Dell Advertisement Introduction : The Future: The power of laptops became compatible with desktops, because of design, manufacturing and usage. Added: Printers, Servers, Projectors, TV’s, Handhelds, Software, Peripherals, Storage, Networking, Workstations and more. Introduction Dictation : Dell stock hit a three-year low last month. He spent more than $17,000,000 of his own money buying almost 3,000,000 shares. And you don't go from 22 years ago starting with , in a dorm room to a 56-billion-dollar company without, eh, you know, some challenges along the way.But I think I wouldn't trade our position for any company in our industry. Dictation Slide 14: Dell's turnaround strategy includes cutting prices on computers , and spending millions to improve customer service. Some customers believe AMD delivers a higher quality, more powerful product. Their laser printer product line, particularly, is gonna go through a massive expansion over the course of the summer. Dell plans to displace such products and others in two giant retail stores opening in Texas and New York this year. Slide 15: A Dell spokesman says the larger stores will allow customers to view its sample of products rather than just to entire line. I think the company will, will, eh, has enormous opportunities you know, we're in a 1. 4-trillion-dollar market. Ah, we have the leading position in our industry. Slide 16: Be willing to experiment and fail; You have to be willing to try things, experiment, ask a lot of questions, don't be stuck on any one position and ah, you know, most importantly to, to, to listen and look for ideas and, you know, ideas that, that haven't been, haven't been out there. Slide 17: “It’s amazing to me that our competitors think the customer is the dealer.” “No victory laps…It’s a marathon… Celebration breeds complacency. Michael Dell SWOT Analysis : SWOT Analysis Business to Consumer Business to Business Strengths Opportunities Strengths Weaknesses Threats Weaknesses Threats Opportunities Wrap Up: Now and Then : Dell’s invasion into living rooms with flat-screens and other electronics will be a $100 Billion “free for all.” Consumers will benefit. Prices will drop. Competition is Sony, Samsung and Toshiba. Morphing into a leading consumer-electronics firm. Dell isn’t very innovative. Spends only 1.5% on research, but “We just do it better.” Looking at partnerships with Microsoft, Intel. What about new ones with google and AMD. Wrap Up: Now and Then Wrap Up: Now and Then : Michael Dell cares about operating margins. Dell stock has been valued at a P/E multiple above 40. Loftier than IBM, Microsoft, Wal-Mart and GE. “The status quo is never good enough.” “Celebrate for a nanosecond.” Then move on.” “Five seconds of celebration and five hours of postmortem on what could have been done better.” Problems dealt with: Quickly, Directly, and without Excuses.” Wrap Up: Now and Then Summary : Three Golden Rules of DELL: 1. Disdain inventory 2. Always listen to the customer 3. Never sell indirect. Summary Summary : “Our model continues to be the best in the business.” “In past ten years our sales are up 15 times and earnings and stock price are up 20 times.” Summary Summary : HP vs. Dell. HP’s business has long faced the difficult choice…focusing on grabbing market share or improving profitability. HP’s approach. Aggressively battling Dell to claim bragging rights as top PC seller. Summary Dell tells you—— : Dell tells you—— Achieve your Dream It’s a lot easier to learn something if it’s important to you. “Compete with IBM.” I earn this; not I deserve this. Try to realize your dream, what deep down you would truly love to achieve? If you think you have a good idea, do it! Every time you have a crisis, something good comes out of it. Summary : Dell remains the world’s largest PC maker: Not the revolutionary force it was… Direct (DTC) will dominate Partnerships with Microsoft and Intel: Microsoft losing ground to Linux and Intel to AMD. Needs to increase R&D spending; Look for future trends. Cutting price. Undercutting rivals. Needs to spend more on customer service and new product development. Summary DIRECT FROM DELL : “Every company needs to challenge and reinvent itself.” DIRECT FROM DELL Slide 27: www.themegallery.com Thank You ! THARANI.S School of Management Studies

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