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Dell
Inc. Dell Inc. is a
worldwide leader in direct sales of personal computers. It's
Build-to-Order manufacturing operations are widely admired and emulated.
Dell is extending its direct sales model to other products including
servers, printers and consumer electronics. This page presents a variety
of resources you can use to lean about Dell including links and excerpts
from recent news and reports.
Note:
designates a University of Florida
Libraries' subscription database. These sources are only available
to current UF faculty, staff and students and other subscribers.
"'Dude, You Need a New CEO': The Return of Michael Dell."
Knowledge@Wharton,
February 7, 2007.
"It's a common occurrence in Corporate America: An entrepreneurial founder
starts a successful business, builds it to a certain size and hands it over to a
CEO to run. But then, when things don't go well, the founder steps back in to
take direct control of the organization. That, essentially, is what happened
last week when Michael Dell returned to become the CEO of Dell, replacing Kevin
Rollins. What will it take to turn Dell around?
"
Dell's Business Strategy
"Dell’s business strategy combines its
direct customer model with a highly efficient manufacturing and supply
chain management organization and an emphasis on standards-based
technologies. This strategy enables Dell to provide customers with
superior value; high-quality, relevant technology; customized systems;
superior service and support; and products and services that are easy to
buy and use." [Source:
Dell's 10-K (Annual Report). Filed March 8, 2005. in
EDGAR (SEC)]
Dell Inc. - Fact Sheet - Hoover's Online
"Don't let the name change fool you. Despite the decision to drop
"Computer" from its name, Dell remains the world's #1 direct-sale
computer vendor and competes with Hewlett-Packard for the worldwide PC
title." [Source: Hoover's Online]
Dell: Reliable for Computers, Uncertain for Growth.
Reuters. June
17, 2005
Can the PC King Excel in Service? Business Week.
May 30, 2005.
Agent of Change.
By Ann Pomeroy. HRMAgazine. Vol. 50, Iss. 5; p. 52 (5 pages).
"Dell Inc. was growing at the phenomenal rate of 80 percent a year when
Paul McKinnon, Dell's senior vice president for human resources, came to
work for the Round Rock, Texas-based computer giant in November
1997...McKinnon says HR was 'the least effective function in the whole
company. The HR department had a terrible reputation.' As a result,
'people simply went around HR and created their own programs. It was
somewhat tribal, with lots of pieces and no whole.'" [Business
Source Premier]
Dell: Time for a New Model? By Olga Kharif.
Business Week Online. April
6, 2005.
"Its direct-sales strategy has been a winner so far. However, in today's
global market, that approach may need some adjusting."
[Business
Source Premier]
Execution Without Excuses: An Interview with Michael Dell and
Kevin Rollins. By Thomas A. Stewart and Louise O'Brien.
Harvard Business Review, v.83 (3) March 2005, p. 102, 10 p, 2c. [Business
Source Premier]
"Dell's sustained competitive advantage is due to more than its famous
business model. Consistent execution requires real-time P&L management,
an emphasis on ingenuity rather than investment, and a culture of
accountability."
Dell Strategy Includes U.S. Presence. Industry
Week. March 1, 2005.
"The next time someone complains about all the good U.S. manufacturing
jobs moving overseas, be a contrarian and tell them about Dell Inc.'s
new plant in Winston-Salem, N.C."
[Business
Source Premier]
Who's Afraid of China? By Gary Rivlin.
New York Times. December 19,
2004. Sec. 3, p. 1, col. 5.
"Shayne Myhand, the day-shift manager of Dell's flagship factory here,
does a lot of chaperoning. As many as four or five times a day, he finds himself
playing host to corporate chieftains and midlevel scouts who come to marvel at
the dazzlingly efficient assembly plant that may be the best hope for keeping blue-collar jobs in the United
States." [ProQuest]
How to Analyze a Computer Hardware Company.
Standard &
Poor's Industry Surveys.
"Rapid technological change makes it imperative for analysts and
investors to go beyond traditional quantitative methods in assessing a
computer hardware company's outlook. To be sure, financial statement
analysis is a critical ingredient in determining the future prospects of
any company. However, qualitative judgments must also be made about
technology, competition, business and marketing strategies, and the
credibility and potential of a company's management team, as well as
prospects for the industry as a whole."
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