dell jit reading supplement

7/28/2019 Dell JIT Reading Supplement

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Dell Computer Corporation

Overview

Market

Position

Company

Background

MichaelDell

Developments

Market

Conditions

ValueChai

nModels

Strategy

Strategies ofPC Ma

kers

Competitors

Challenges

References

Dell Computers Strategy

Dell management believed it had the industrys most efficient business model. The companysstrategy was built around a number of core elements: build-to-order manufacturing, partnerships withsuppliers, just-in-time components inventories, direct sales to customers, award-winning customerservice and technical support, and pioneering use of the Internet and e-commerce technology.Management believed that a strong first-mover advantage accrued to the company from its lead overrivals in making e-commerce a centerpiece in its strategy.

Build-to-Order Manufacturing

Dell built its computers, workstations, and servers toorder; none were produced for inventory. Dellcustomers could order custom-built servers and

workstations based on the needs of theirapplications. Desktop and laptop customers orderedwhatever configuration of microprocessor speed,random access memory (RAM), hard disk capacity,CD-ROM drive, fax/modem, monitor size, speakers,and other accessories they preferred. The orderswere directed to the nearest factory. In 2000, Dellhad PC assembly plants in Austin, Texas;Nashville/Lebanon, Tennessee; Limerick, Ireland;Xiamen, China; Penang, Malaysia; and El Doradodo Sul, Brazil. All six plants manufactured thecompanys entire line of products.Until 1997, Dell operated its assembly lines intraditional fashion, with each worker performing a
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single operation. An order form accompanied each metal chassis across the production floor; drives,chips, and ancillary items were installed to match customer specifications. As a partly assembled PCarrived at a new workstation, the operator, standing beside a tall steel rack with drawers full ofcomponents, was instructed what to do by little red and green lights flashing beside the drawerscontaining the components the operator needed to install. When the operator was finished, thedrawers containing the used components were automatically replenished from the other side, and the

PC chassis glided down the line to the next workstation. However, Dell had reorganized its plants in1997, shifting to "cell manufacturing" techniques whereby a team of workers operating at a groupworkstation (or cell) assembled an entire PC according to customer specifications. The shift to cellmanufacturing reduced Dells assembly times by 75 percent and doubled productivity per square footof assembly space. Assembled computers were tested, then loaded with the desired software,shipped, and typically delivered within five to six business days of the order placement.

Dells build-to-order, sell-direct strategy meant, of course, that Dell had no in-house stock of finishedgoods inventories and that, unlike competitors using the traditional value chain model (Exhibit 7), it didnot have to wait for resellers to clear out their own inventories before it could push new models intothe marketplaceresellers typically operated with 60 to 70 days inventory. Equally important was thefact that customers who bought from Dell got the satisfaction of having their computers customized totheir particular liking and pocketbook.

Quali ty Contro l Prog ramsAll assembly plants had the capability to run testing and qualitycontrol processes on components, parts, and subassemblies obtained from suppliers, as well as forthe finished products Dell assembled. Suppliers were urged to participate in a quality certificationprogram that committed them to achieving defined quality specifications. Quality control activitieswere undertaken at various stages in the assembly process. In addition, Dells quality control programincluded testing of completed units after assembly, ongoing production reliability audits, failuretracking for early identification of problems associated with new models shipped to customers, andinformation obtained from customers through its service and technical support programs. All of thecompanys plants had been certified as meeting ISO 9002 quality standards.Partnerships with Suppliers and Just-in-Time Inventory Practices

Michael Dell believed it made much better sense forDell Computer to partner with reputable suppliers ofPC parts and components rather than integratebackward and get into parts and componentsmanufacturing on its own. He explained why:If youve got a race with 20 players all vying to makethe fastest graphics chip in the world, do you want tobe the twenty-first horse, or do you want to evaluatethe field of 20 and pick the best one?9

A central element of Dell Computers strategy,therefore, was to evaluate the various makers ofeach component, pick the best one or two assuppliers, and partner with them for as long as theyremained leaders in their specialty. Managementbelieved long-term partnerships with reputablesuppliers yielded several advantages. First, usingname-brand processors, disk drives, modems,speakers, and multimedia components enhanced thequality and performance of Dells PCs. Because ofvarying performance of different brands ofcomponents, the brand of the components was asimportant or more important to some end users than

the brand of the overall system. Dells strategy was topartner with as few outside vendors as possible and


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to stay with them as long as they maintained theirleadership in technology, performance, and quality.Second, because Dells partnership with a supplierwas long term and because it committed to purchasea specified percentage of its requirements from thatsupplier, Dell was assured of getting the volume of

components it needed on a timely basis even whenoverall market demand for a particular componenttemporarily exceeded the overall market supply.Third, Dells formal partnerships with key suppliersmade it feasible to have some of their engineersassigned to Dells product design teams and for themto be treated as part of Dell. When new productswere launched, suppliers engineers were stationedin Dells plant, and if early buyers called with aproblem related to design, further assembly andshipments were halted while the suppliers engineersand Dell personnel corrected the flaw on the spot.10

Fourth, Dells long-run commitment to its suppliers laid the basis for just-in-time delivery of suppliersproducts to Dells assembly plants. Many of Dells vendors had plants or distribution centers within afew miles of Dell assembly plants and could deliver daily or even hourly if needed. To help suppliersmeet its just-in-time delivery expectations, Dell openly shared its daily production schedules, salesforecasts, and new- model introduction plans with vendors. Using online communications technology,Dell communicated inventory levels and replenishment needs to vendors on a daily or even hourlybasis. Michael Dell explained what delivery capabilities the company expected of its suppliers:

We tell our suppliers exactly what our daily production requirements are. So its not, "Well,every two weeks deliver 5,000 to this warehouse, and well put them on the shelf, and thenwell take them off the shelf." Its, "Tomorrow morning we need 8,562, and deliver them todoor number seven by 7 am."11

Dell also did a three-year plan with each of its key suppliers and worked with suppliers to minimize thenumber of different stock-keeping units of parts and components in designing its products. Currentinitiatives included using the Internet to further improve supply chain management and achieve stillgreater manufacturing and assembly efficiencies.

Why Dell Was Commit ted to Ju st- in-Time Invento ry Pract icesDells just-in-timeinventory emphasis yielded major cost advantages and shortened the time it took for Dell to get newgenerations of its computer models into the marketplace. New advances were coming so fast incertain computer parts and components (particularly microprocessors, disk drives, and modems) thatany given item in inventory was obsolete in a matter of months, sometimes quicker. Having a coupleof months of component inventories meant getting caught in the transition from one generation ofcomponents to the next. Moreover, it was not unusual for there to be rapid-fire reductions in the prices

of componentsin 1997 and early 1998, prices for some components fell as much as 50 percent (anaverage of 1 percent a week). Intel, for example, regularly cut the prices on its older chips when itintroduced newer chips, and it introduced new chip generations about every three months. The pricesof hard disk drives with greater and greater memory capacity had dropped sharply in recent years asdisk drive makers incorporated new technology that allowed them to add more gigabytes of hard diskmemory very inexpensively.The economics of minimal component inventories were dramatic. Michael Dell explained:

If Ive got 11 days of inventory and my competitor has 80 and Intel comes out with a new 450-megahertz chip, that means Im going to get to market 69 days sooner.

In the computer industry, inventory can be a pretty massive risk because if the cost ofmaterials is going down 50 percent a year and you have two or three months of inventory


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versus 11 days, youve got a big cost disadvantage. And youre vulnerable to producttransitions, when you can get stuck with obsolete inventory.12

Collaboration with suppliers was close enough to allow Dell to operate with only a few days ofinventory for some components and a few hours of inventory for others. Dell supplied data oninventories and replenishment needs to its suppliers at least once a dayhourly in the case of

components being delivered several times daily from nearby sources. In a couple of instances, Dellsclose partnership with vendors allowed it to operate with no inventories. Dells supplier of monitorswas Sony. Because the monitors Sony supplied with the Dell name already imprinted were ofdependably high quality (a defect rate of fewer than 1,000 per million), Dell didnt even open up themonitor boxes to test them.13 Nor did it bother to have them shipped to Dells assembly plants to bewarehoused for shipment to customers. Instead, using sophisticated data exchange systems, Dellarranged for its shippers (Airborne Express and UPS) to pick up computers at its Austin plant, thenpick up the accompanying monitors at the Sony plant in Mexico, match up the customers computerorder with the customers monitor order, and deliver both to the customer simultaneously. The savingsin time, energy, and cost were significant.

The company had, over the years, refined and improved its inventory tracking capabilities, its workingrelationships with suppliers, and its procedures for operating with smaller inventories. In fiscal year1995, Dell averaged an inventory turn ratio of 32 days. By the end of fiscal 1997 (January 1997), theaverage was down to 13 days. The following year, it was 7 days, which compared very favorably withGateways 14-day average, Compaqs 23-day average, and the estimated industrywide average ofover 50 days. In fiscal year 1999, Dell operated with an average of 6 days supply in inventory. Thecompanys long-term goal was to get its inventories down to a 3-day average supply.

Direct Sales

Selling direct to customers gave Dell firsthand intelligence about customer preferences and needs, aswell as immediate feedback on design problems and quality glitches. With thousands of phone andfax orders daily, $35 million in daily Internet sales, and daily contacts between the field sales forceand customers of all types, the company kept its finger on the market pulse, quickly detecting shifts in

sales trends and getting prompt feedback on any problems with its products. If the company got morethan a few of the same complaints, the information was relayed immediately to design engineers, whochecked out the problem. When design flaws or components defects were found, the factory wasnotified and the problem corrected within a matter of days. Management believed Dells ability torespond quickly gave it a significant advantage over rivals, particularly PC makers in Asia, thatoperated on the basis of large production runs of standardized products and sold them through retailchannels. Dell saw its direct-sales approach as a totally customer-driven system, with the flexibility tochange quickly to new generations of components and PC models.

Despite Dells emphasis on direct sales, industry analysts noted that the company sold perhaps 10percent of its PCs through a small, select group of resellers.14 Most of these resellers were systemsintegrators. It was standard for Dell not to allow returns on orders from resellers or to provide priceprotection in the event of subsequent declines in market prices. From time to time, Dell offered itsresellers incentive promotions at up to a 20 percent discount from its advertised prices on end-of-lifemodels. Dell was said to have no plans to expand its reseller network, which consisted of 50 to 60dealers.

Dells Use of Market Segmentation To make sure that each type of computer user was wellserved, Dell had made a special effort to segment the buyers of its computers into relevant groupsand to place managers in charge of developing sales and service programs appropriate to the needsand expectations of each market segment. Until the early 1990s, Dell had operated with sales andservice programs aimed at just two market segments: (1) corporate and governmental buyers whopurchased in large volumes and (2) small buyers (individuals and small businesses). But as salestook off in 199597, these segments were subdivided into finer, more homogeneous categories (seeExhibit 8).
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In 1999, 65 percent of Dells sales were to large corporations, government agencies, and educationalinstitutions. Many of these large customers typically ordered thousands of units at a time and boughtat least $1 million in PCs annually. Dell had hundreds of sales representatives calling on largecorporate and institutional accounts. Its customer list included Shell Oil, Sony, Exxon-Mobil, MCI,Ford Motor, Toyota, Eastman Chemical, Boeing, Goldman Sachs, Oracle, Microsoft, Woolwich (aBritish bank with $64 billion in assets), Michelin, Unilever, Deutsche Bank, Wal-Mart, and First Union

(one of the 10 largest U.S. banks). However, no one customer represented more than 2 percent oftotal sales.

Dells sales to individuals and small businesses were made by telephone, fax, and the Internet. It hada call center in the United States with toll-free phone lines; customers could talk with a salesrepresentative about specific models, get information faxed or mailed to them, place an order, andpay by credit card. Internationally, Dell had set up toll-free call centers in Europe and Asia.15 The callcenters were equipped with technology that routed calls from a particular country to a particular callcenter. Thus, for example, a customer calling from Lisbon, Portugal, was automatically directed to thecall center in Montpelier, France, and connected to a Portuguese-speaking sales rep. Dell beganInternet sales at its Web site (www.dell.com) in 1995, almost overnight achieving sales of $1 millionper day. In 1997 sales reached an average of $3 million daily, hitting $6 million on some days duringthe Christmas shopping period. Dells Internet sales averaged nearly $4 million daily in the first

quarter of 1997, reached $14 million daily by year-end 1998, and climbed sharply to $35 million dailyat the close of 1999. In early 2000, visits to Dells Web site for information and order placement wereapproaching 2.5 million weekly, about 20 times more that the number of phone calls to salesrepresentatives. In early 2000, about 43 percent of Dells sales were Web-enabled and thepercentage was increasing.

Dell in Europ eIn fiscal year 1999, $6.6 billion of Dells $18.2 billion in sales came from foreigncustomers. Europe, where resellers were strongly entrenched and Dells direct sales approach wasnovel, was Dells biggest foreign market, accounting for sales of $4.7 billion, up from $3.0 billion theprior year. Dells European revenues were growing over 50 percent annually, and unit volume wasincreasing at nearly a 35 percent annual rate. Sales of PCs in Europe were 19.7 million units in 1997,25.4 million units in 1998, and 29.9 million units in 1999. Expectations were for continued growth of 18

to 22 percent for the next several years. Europes population and economy were roughly the same asthose of the United States, but computer usage was only half that of the United States in 1999.Germany led Europe in sales of PCs, with 6.6 million units in 1999 (up 21.6 percent over 1998); GreatBritain was second, with unit sales of 5.5 million (up 25.2 percent over 1998); and France was third,with 1999 unit sales of 4.4 million (up 26.7 percent over 1998). According toDataquest, the top fivemarket leaders in PCs in Europe were as follows:FujitsuandSiemenshad merged their PC operations in 1999 to move ahead of Dell in the ratings inEurope during 1999 (based on the combined market shares of the two brands); based on individualbrand, however, Dell ranked second in Europe, ahead of both the Fujitsu brand and the Siemensbrand.Dell in ChinaDell Computer entered China in 1998 and by 2000 had achieved a market shareclose to 2 percent. China was the fifth largest market for PCs in the world, behind the United States,Japan, Germany, and Britain. But with unit volume expanding 30 percent annually and a population of1.2 billion people, the Chinese market for PCs was expected to become the second largest in theworld by 2005 (with annual sales of $25 billion) and to become the worlds largest PC marketsometime thereafter. The market leader in China was Legend, a local company; other major local PCproducers were Founder (ranked fourth) and Great Wall (ranked sixth). IBM, Hewlett-Packard, andCompaq were among the top five market share leaders in Chinaall three relied on resellers tohandle sales and service. Other companies among the top 10 in market share in China includedToshiba, NEC Japan, and Acer (a Taiwan-based company). Dell, ranked eighth in market share in1999, was the only market contender that employed a direct-sales business model. Dells sales inChina in 1999 were up 87 percent over 1998 levels.Dell management believed that in China, as in other countries around the world, the company couldbe very price-competitive by cutting out middlemen and selling direct via the Internet, telephone, anda sales force that called on large customers. Dells primary market target in China was large corporate
http://www.dataquest.com/http://www.dataquest.com/http://www.dataquest.com/http://www.fujitsu.com/http://www.fujitsu.com/http://www.siemens.com/http://www.siemens.com/http://www.siemens.com/http://www.siemens.com/http://www.fujitsu.com/http://www.dataquest.com/


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accounts. Management believed that many Chinese companies would find the savings from directsales appealing, that they would like the idea of having Dell build PCs to their requirements andspecifications, and thatonce they became Dell customersthey would like the convenience ofInternet purchases and telephone orders. Dell recognized that its direct-sales approach wouldtemporarily put it at a disadvantage in appealing to small-business customers and individualconsumers. According to an executive from rival Legend, "It takes two years of a persons savings to

buy a PC in China. And when two years of savings is at stake, the whole family wants to come out toa store to touch and try the machine."16 But Dell believed that over time, as Chinese consumersbecame more familiar with PCs and more comfortable with making online purchases, it would be ableto attract growing numbers of small-business customers and consumers through Internet andtelephone sales.

IBM was the market leader in 1999 in the entire Asia-Pacific region, with an estimated 8.4 percentshare, up from 8.1 percent in 1998.17 Compaq had a second-place 7.3 percent share but was themarket leader in a number of individual countries within the region. China-based Legend had a 7.1percent share, most all of which came from sales in China. Samsung had the fourth largest marketshare, followed by Hewlett-Packard.

Dell in Lat in Am ericaIn 2000, PC sales in Latin America were approaching 5 million units

annually. Latin America had a population of 450 million people. Dell management believed that in thenext few years use of PCs in Latin America would reach 1 for every 30 people (one-tenth thepenetration in the United States), pushing annual sales up to 15 million units. The companys newplant in Brazil, the largest market in Latin America, was opened to produce, sell, and provide serviceand technical support for customers in Brazil, Argentina, Chile, Uruguay, and Paraguay.Customer Service and Technical Support

Service became a feature of Dells strategy in 1986 when the company began providing a years freeon-site service with most of its PCs after users complained about having to ship their PCs back to

Austin for repairs. Dell contracted with local service providers to handle customer requests for repairs;on-site service was provided on a next-day basis. Dell also provided its customers with technical

support via a toll-free phone number, fax, or e-mail. Dell received close to 40,000 e-mail messagesmonthly requesting service and support and had 25 technicians to process the requests. Bundledservice policies were a major selling point for winning corporate accounts. If a customer preferred towork with its own service provider, Dell supplied that provider with the training and spare partsneeded to service the customers equipment.

Value-Add ed ServicesSelling direct allowed Dell to keep close track of the purchases of itslarge global customers, country by country and department by departmentinformation thatcustomers found valuable. And its close customer relationships resulted in Dell being quiteknowledgeable about what each customer needed and how its PC network functioned. Aside fromusing this information to help customers plan their PC needs and configure their PC networks, Dellused it to add to the value it delivered to its customers. For example, Dell could load a customers

software at the factory, thereby eliminating the need for the customers PC personnel to unpack thePC, deliver it to an employees desk, hook it up, place asset tags on the PC, then load the neededsoftware from an assortment of CD-ROMs and diskettesa process that could take several hoursand cost $200 to $300.18 Dells solution was to load the customers software onto large Dell serversat the factory and, when a particular version of a customers PC came off the assembly line, to use itshigh-speed server network to load whatever software the customer had specified onto the PCs harddisk in a few seconds. If the customer so desired, Dell would place the customers asset tags on thePC at the factory. Dell charged customers only $15 or $20 for the software-loading and asset-taggingservicesthe savings to customers were thus considerable. One large customer reported savings of$500,000 annually from having Dell load its software and place asset tags on its PCs at the factory.19In 1997, about 2 million of the 7 million PCs Dell sold were shipped with customer-specific softwarealready loaded on the PCs.In late 1997, in another effort to add value for its customers, Dell, following Compaqs lead, created afinancial services group to assist customers with financing their PC networks.


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Premi er PagesDell had developed customized, password-protected Web sites (called PremierPages) for 40,000 corporate, governmental, and institutional customers worldwide. Premier Pagesites gave customer personnel online access to information about all Dell products and configurationsthe company had purchased or that were currently authorized for purchase. Employees of Dells largecustomers could use Premier Pages to (1) obtain customer-specific pricing for whatever machinesand options they wanted to consider, (2) place an order online that would be electronically routed to

higher-level managers for approval and then on to Dell for assembly and delivery, and (3) seekadvanced help desk support. Customers could also search and sort all invoices and obtain purchasehistories. These features eliminated paper invoices, cut ordering time, and reduced the internal laborcustomers needed to staff corporate purchasing and accounting functions. A customers PremierPages also contained all of the elements of its relationship with Dell, including who the Dell sales andsupport contacts were in every country where the customer had operations, what software Dell loadedon each of the various types of PCs the customer purchased, and service and warranty records foreach machine. So far, customer use of Premier Pages had boosted the productivity of Dellsalespeople assigned to these accounts by 50 percent. Dell was providing Premier Page service tothousands of additional customers annually and adding more features to further improve functionality. www.del l .comAt the companys Web site, which underwent a global redesign in late 1999 and

had 50 country-specific sites in local languages and currencies, prospective buyers could reviewDells entire product line in detail, configure and price customized PCs, place orders, and track thoseorders from manufacturing through shipping. The closing rate on sales coming through www.dell.comwere 20 percent higher than sales inquiries received via telephone or fax. The company was addingWeb-based customer service and support tools to make a customers online experience pleasant andsatisfying. Already the company had implemented a series of online technical support tools:

Support.Dell.comThis Web-based feature allowed customers to create a customizedsupport home page; review technical specifications for Dell systems; obtain information andanswers from an extensive database collected by Dell technicians, service providers, andcustomers; click on online links to Dells primary suppliers; and take three online courses onPC usage at no charge. The site enabled customers to select how they received online help,

based on their comfort and experience with PC technology. The information available at thispart of Dells Web site was particularly helpful to the internal help-desk groups at largecompanies. In late 1999, customer visits to support.Dell.com were running at a rate of 19million per year.E-SupportDell had developed advanced technology called "E-SupportDirect from Dell"that helped Dell systems detect, diagnose, and resolve most of their own problems withoutthe need for users to interact with Dells support personnel. The goal of Dells E-Supporttechnology was to create computing environments where a PC would be able to maintainitself, thus moving support from a reactive process to a preventive one. Michael Dell saw E-Support as "the beginning of what we call self-healing systems that we think will be the futureof online support."20 Dell expected that by the end of 2000 more than 50 percent of the

customers needing technical help would use E-SupportDirect from Dell. Managementbelieved the service would shorten the time it took to fix glitches and problems, reduce theneed for service calls, cut customer downtimes, and lower Dells tech -support costs.Dell TalkAn online discussion group with 100,000 registered users, Dell Talk broughtusers and information technology (IT) professionals together to discuss common IT problemsand issues.Ask DudleyThe Ask Dudley tool gave customers instant answers to technical service andsupport questions. Customers typed in the question in their native language and clicked on"ask."
http://support.dell.com/http://support.dell.com/http://support.dell.com/http://www.dell.com/us/en/dhs/topics/openmanage_resassist_techpaper_000_resassist_tech.htmhttp://www.dell.com/us/en/dhs/topics/openmanage_resassist_techpaper_000_resassist_tech.htmhttp://www.dell.com/us/en/dhs/topics/openmanage_resassist_techpaper_000_resassist_tech.htmhttp://delltalk.us.dell.com/http://delltalk.us.dell.com/http://delltalk.us.dell.com/http://support.dell.com/askdudleyhttp://support.dell.com/askdudleyhttp://support.dell.com/askdudleyhttp://support.dell.com/askdudleyhttp://delltalk.us.dell.com/http://www.dell.com/us/en/dhs/topics/openmanage_resassist_techpaper_000_resassist_tech.htmhttp://support.dell.com/


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In February 2000, 40 to 45 percent of Dells technical support activities were being conducted via theInternet. Dell was aggressively pursuing initiatives to enhance its online technical support tools. Its toppriority was the development of tools (as described in the above list) that could tap into a userscomputer, make a diagnosis, and if the problem was software related, perform an online fix. Dellexpected that such tools would not only make it easier and quicker for customers to resolve technicalproblems but would also help it reduce the costs of technical support calls (currently running at 8

million calls a year). The company estimated that its online technical support tools had resulted in 25percent fewer support calls from users, generating savings of between $5 and $10 per call.

Management believed that the enhancements it was making to www.dell.com made it easier andfaster for customers to do business with Dell by shrinking transaction and order fulfillment times,increasing accuracy, and providing more personalized content. According to management, a positiveWeb site experience was a bigger driver of "e-loyalty" than traditional attributes like price and productselection.

On-Site Servic eCorporate customers paid Dell fees to provide support and on-site service. Dellgenerally contracted with third-party providers to make the necessary on-site service calls. Customersnotified Dell when they had PC problems; such notices triggered two electronic dispatchesone to

ship replacement parts from Dells factory to the customer sites and one to notify the contract serviceprovider to prepare to make the needed repairs as soon as the parts arrived.21 Bad parts werereturned to Dell for diagnosis of what went wrong and what could be done to see that the problemswouldnt happen again. Problems relating to faulty components or flawed components design werepromptly passed along to the relevant supplier, who was expected to improve quality controlprocedures or redesign the component. Dells strategy was to manage the flow of information gleanedfrom customer service activities to improve product quality and reliability.On-Site Del l Suppor tA number of Dells corporate accounts were large enough to justifydedicated on-site teams of Dell employees. Customers usually welcomed such teams, preferring tofocus their time and energy on the core business rather than being distracted by PC purchasing andservicing issues. For example, Boeing, which had 100,000 Dell PCs, was served by a staff of 30 Dellemployees who resided on-site at Boeing facilities and were intimately involved in planning Boeings

PC needs and configuring Boeings network. While Boeing had its own people working on what thecompanys best answers for using PCs were, there was close collaboration between Dell and Boeingpersonnel to understand Boeings needs in depth and to figure out the best solutions. Migra tion to New Technolog yDell had opened facilities in both Europe and North America toassist its customers and independent software providers in migrating their systems and applicationsto Windows 2000, Intels new 64-bit Itanium computer chip technology, and other next-generationcomputing and Internet technologies. Dell was partnering with Intel, Microsoft, Computer Associates,and other prominent PC technology providers to help customers make more effective use of theInternet and the latest computing technologies. Dell, which used Intel microprocessors exclusively inits computers, had been a consistent proponent of standardized Intel-based platforms because itbelieved those platforms provided customers with the best total value and performance. Dell

management considered both Intel and Microsoft as long-term strategic partners in mapping out itsfuture.Customer Forum sIn addition to using its sales and support mechanisms to stay close tocustomers, Dell held regional forums to stimulate the flow of information back and forth withcustomers. The company formed "Platinum Councils," composed of its largest customers in theUnited States, Europe, Japan, and the Asia-Pacific area; regional meetings were held every six tonine months.22 In the larger regions, there were two meetingsone for chief information officers andone for technical personnel. As many as 100 customers and 100 Dell executives and representatives,including Michael Dell, attended the three-day meetings. At the meetings, Dells senior technologistsshared their views on the direction of the latest technological developments, what the flow oftechnology really meant for customers, and Dells plans for introducing new and upgraded productsover the next two years. There were also breakout sessions on such topics as how to manage the

transition to Windows NT, how to manage the use of notebooks by people out in the field, andwhether leasing was better than buying. Customers were provided opportunities to share information


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and learn from one another (many had similar problems) as well as exchange ideas with Dellpersonnel. Dell found that the information gleaned from customers at these meetings assisted inforecasting demand for the companys products.Pioneering Leadership in Use of the Internet and E-Commerce Technology

Michael Dell believed that the Internet had revolutionary business potential, and he was instrumentalin making Dell Computer a pioneering first-mover in using the Internet and e-commerce technologies.In a 1999 speech to 1,200 Dell customers, he said:

The world will be changed forever by the Internet . . . The Internet will be your business. Ifyour business isnt enabled by providing customers and suppliers with more information,youre probably already in trouble. The Internet provides a dramatic reduction in the cost oftransactions and the cost of interaction among people and businesses, and it createsdramatic new opportunities and destroys old competitive advantages. The Internet is like aweapon sitting on a table ready to be picked up by either you or your competitors.23

Michael Dell believed that for a company to harness the power of the Internet and succeed in

revolutionizing the way business was done, it had to observe three rules:

1. Give customers a better experience online than they could get offline.

2. Execute efficiently.

3. Recognize that compressing time and distance in business relationships with suppliers andcustomers to enhance the velocity of business transactions is the ultimate source ofcompetitive advantage. (Dell was convinced that transacting business with suppliers andcustomers in real time drove big improvements in business efficiencyrequiring fewerpeople, less inventory, and fewer physical assets and speeding new products to market.)

Dell Computer was rapidly gaining valuable experience and know-how in applying these rules to itsbusiness. For example, the company had created valuechain.dell.com, which provided suppliers withsecure personalized access to Dells operations through a single portal. This tool facilitated real-timecollaboration on the quality of the items being supplied, helped assure continuity of supply andminimal components inventories, and made it possible for engineers at Dell and its suppliers to jointlydevelop online designs of next-generation components and products. Dell had also created an online"scorecard" for suppliers showing their performance against the quality standards that had beenagreed on and how well they were doing against other suppliers in the same class. Both tools helpedthe company achieve its strategic objectives of product quality and reliability, rapid inventory turnover,and low costs.Dell was using the Internet to improve its execution efficiency in several ways. By greatly improvingthe companys capability to provide order status information quickly and conveniently over the

Internet, the company had been able to eliminate tens of thousands of order status inquiries coming inby phone. Order status inquiries handled by phone typically cost the company between $3 and $10;however, the cost could be considerably more if a customer had 100 orders and the status of eachone had to checked. Close to 80 percent of Dells order status inquiries in 2000 were being handledvia the Internet at a cost close to zero, saving Dell an estimated $21 million annually and freeingpersonnel to do higher-value-added activities.

Although Dell was doing a very good job in solving 80 percent of customer issues over the phone(compared to an industry average of 27 percent) and saving money by not having to dispatch an on-site service provider, the company was working to greatly improve its online diagnostic technicalsupport toolsSupport.Dell.com, Dell Talk, and Ask Dudley. Management believed that Web-enabledtechnical support would make it easier and quicker for users to get the technical support they needed,as well as reduce the costs of handling the current total of 8 million technical support calls a year.


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In 1998 the company had used technology to tackle the challenge of reducing its infrastructure cost ofhandling messages from customers. Michael Dell explained:

The needs for our e-mail structure had grown beyond the support we had internally. We faceda very serious challenge. We were receiving 2.7 million messages per week within Dellssystem, 4.3 million per month over the Internet, and our user base was growing at the rate of

50 percent per year. To solve this, we consolidated 200 servers into about 25 PowerEdgeservers running Microsoft Exchange. There was a 10 times reduction in the number of serversand the associated management costs. We migrated to Exchange and lowered our user costby 29 percent.24

Other Elements of Dells Business Strategy

Other element of Dells strategy, in addition to those mentioned above, are discussed below.

Demand Forecast ingManagement believed that accurate sales forecasts were key to keepingcosts down and minimizing inventories, given the complexity and diversity of the companys productline. Because Dell worked diligently at maintaining a close relationship with its large corporate and

institutional customers and because it sold direct to small customers via telephone and the Internet, itwas possible to keep a finger on the pulse of demandwhat was selling and what was not. Moreover,the companys market segmentation strategy paved the way for in-depth understanding of customerscurrent needs, evolving requirements, and expectations. Having credible real-time information aboutwhat customers were actually buying and having firsthand knowledge of large customers buyingintentions gave Dell strong capability to forecast demand. Furthermore, Dell passed that informationon to suppliers so they could plan their production accordingly. The company worked hard atmanaging the flow of information it got from the marketplace and quickly sending that information toboth internal groups and vendors.Forecasting was viewed as a critical sales skill. Sales-account managers were coached on how tolead large customers through a discussion of their future needs for PCs, workstations, servers, andperipheral equipment. Distinctions were made between purchases that were virtually certain andthose that were contingent on some event. Salespeople made note of the contingent events so theycould follow up at the appropriate time. With smaller customers, there was real-time information aboutsales, and direct telephone sales personnel often were able to steer customers toward configurationsthat were immediately available to help fine-tune the balance between demand and supply.

Research and DevelopmentCompany management believed that it was Dells job to sort outall the new technology coming into the marketplace and help steer customers to options and solutionsmost relevant to their needs. The company talked to its customers frequently about "relevanttechnology," listening carefully to customers needs and problems and endeavoring to identify themost cost-effective solutions. Dell had about 1,600 engineers working on product development andspent about $250 million annually to improve users experience with its productsincludingincorporating the latest and best technologies, making its products easy to use, and devising ways to

keep costs down. The companys R&D unit also studied and implemented ways to control quality andto streamline the assembly process. Much time went into tracking all the new developments incomponents and software to ascertain how they would prove useful to computer users. For instance,it was critical to track vendor progress in making longer-lasting batteries because battery life was veryimportant to the buyers of portable computers. Dell was the first company to put lithium ion batterieswith a 5.5- to 6-hour life in all of its laptop models.Advert is ingMichael Dell was a strong believer in the power of advertising and frequentlyespoused its importance in the companys strategy. His competitive zeal resulted in the companysbeing the first to use comparative ads, throwing barbs at Compaqs higher prices. Although Compaqwon a lawsuit against Dell for making false comparisons, Michael Dell was unapologetic, arguing thatthe ads were "very effective" and that they allowed the company "to increase customer awarenessabout value."25 Dell insisted that the companys ads be communicative and forceful, not soft andfuzzy.


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The company regularly had prominent ads describing its products and prices in such leadingcomputer publications asPC Magazine,PC World, as well as inUSA Today,The Wall Street Journal,and other business publications. In the spring of 1998, the company debuted a major multiyearworldwide TV campaign to strengthen its brand imagethe theme for the campaign was "Be Direct."

A number of the ads featured Michael Dell talking about the importance of direct customerrelationships, the companys attentive and responsive customer service, and the unique value created

by the companys direct-sales and build-to-order approaches. One of Dells tag lines was "EmpowerYour Business Through the Internet with Dell."Dells Increased Emphasis on Servers and Storage Devices Dell entered the marketfor low-end PC servers (under $25,000) in the second half of 1996. Its entry strategy included adding23,000 square feet of production capacity suitable for cell manufacturing techniques and self-contained work teams, training 1,300 telemarketers to sell servers, assigning 160 sales reps withsystems know-how to big customer accounts, and recruiting a staff of systems experts to help thesales reps. It also contracted with companies such asElectronic Data Systems, which had in-depthsystems and networking expertise, to help provide service to large customers with extensive servernetworks.There were several drivers behind Dells entry into servers. The use of servers by corporatecustomers was growing rapidly. The margins on servers were large. Moreover, purchase price wasnot as significant a factor in selecting which brand of server to buy because servers required far morein the way of service, support, and software. Several of Dells rivals, most notably Compaq Computer,were using their big margins on server sales to subsidize price cuts on desktops and notebooks in anattempt to win corporate PC accounts away from Dell. According to Michael Dell,

We had to meet the challenge of extending the Dell brand beyond our strong desktop andnotebook franchises. The next logical step was servers. Entering the server business was notonly a huge opportunity but clearly a competitive necessity. An explosion of networked andinternetworked systems was occurring throughout corporations, which meant that our presentcustomersthe techno-savvy, second- or third-time buyers who were our core marketwould be looking to make big purchases.

At the same time, the emergence of industry standards for operating systems (Windows NT)and multiprocessor servers meant that Dell could develop its own server systems based onthese standards and avoid massive investments in new proprietary technologies that wouldultimately become very costly for our customers. It also meant that we did not have to acquirea competitor to enter the server business.

We could profit by offering lower prices through the direct model. We could, in effect, shatterthe price premiums customers were paying for proprietary server technologies.

The alternative wasnt pretty. Servers were a force literally big enough to change theoperating environment. If we ignored them, the market would consolidate around the top three

providersCompaq, IBM, and HP. We would be seen as a bit player, and would lose ourstanding with technology providers. And our operating margins would start to thin.

Our large competitors also were using excessively high margins in servers to subsidize theless profitable parts of their business, like desktops and notebooks. If we didnt move intoservers, we would be greatly exposed to attack in the desktop and notebook market.

We had the opportunity to do with servers what we had originally done with desktops andthen notebooks: rapidly build market share by offering higher performance at a lower price,simultaneously forcing our competitors to lower their server prices and collapse their marginsto the point where they couldnt afford to subsidize their other product lines. We couldntafford not to take such an opportunity.26

As Michael Dell predicted, Dell Computers build-to-order, sell-direct strategy gave it a significant costand pricing advantage over rival sellers of servers. When Dell launched its new PowerEdge server
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line, the servers from such competitors as Compaq, IBM, and Hewlett-Packard, all of which relied onnetworks of resellers, were priced 15 to 20 percent higher than comparable Dell models. Tocommunicate to Dell employees the importance of achieving success in the server market, thecompany sent out companywide "Message from Michael" e-mails, put up posters in high-traffic areas,and talked through the strategy at numerous brown-bag lunches and company get-togethers.27 Italso staged an event called "The Great Dell Torch Event" for 7,000 employees in a downtown Austin

auditorium, opened by Michael Dell running into the auditorium carrying an Olympic-sized torch. Inmeetings with customers Michael Dell and Dell salespeople told customers to ask their servervendors to meet Dells pricing so they could at least save money on server purchases if they did notopt to buy from Dell. In the first year that Dell competed in servers, rivals cut prices about 17 percenton their competing models.

Dells objective was to achieve a double-digit share of the server market by year-end 1998; itachieved that goal in the middle of 1997. By year-end 1997, Dell had gone from 10th to 4th in marketshare worldwide. By the fall of 1998, Dell had passed IBM and Hewlett-Packard in the U.S. market,moving into second place with a 19 percent share; and Dell was the only server provider growingsubstantially faster than the rest of the market. During the 199799 period, Dell expanded its lineup ofserver products to include more powerful models, added modular features, and boosted its servicecapabilities for servers. By 2000, the company had captured a sizable share of the market for low-end

servers and was a significant competitive force in the server segment.

More recently, Dell had expanded its product line to include storage devices designed to handle avariety of customers needs for high-speed data storage and retrieval. Dells PowerVault line ofstorage products had data protection and recovery features that made it easy for customers to addand manage storage and simplify consolidation. Dell management saw storage devices as a growthopportunity because the computing systems of corporate and institutional customers were makingincreasing use of storage devices.

Dells Introduction of a WebPCIn December 1999, Dell unveiled a new line of PCs strippedof fancy features and equipped for easy, quick Internet access by novices. The new line includedthree models, ranging in price from $999 to $2,349. Each came with a monitor, printer, technical

support options, and one-year subscription to Dells Internet service, DellNet. Each of the newWebPCs could be plugged in and made Internet-ready in three steps. The main unit was 6 incheswide, 11 inches high, and 10 inches deep and weighed 10 pounds. Dell believed the new line wouldhelp broaden the market for its products and give it a growing presence in the consumer and small-business segments. According to Michael Dell, "If Dell executes in the consumer and small businessmarket alone this could add an additional $10 billion in revenue over the next several years."28 Twocompetitors were planning to launch comparable products. Compaq Computer had announced itwould begin selling an iPaq PC in early 2000 for $499 without a monitor. Advanced Micro Devicesplanned to introduce its EasyNow model in late December at prices of $500 to $1,000.Dells Efforts to Promote Good Strategy Execution

Michael Dell was a strong believer that good planning and good strategy amounted to little withoutgood strategy execution. To promote effective strategy execution, the company had adopted anumber of policies and operating practices. The company stressed use of facts and data in dailydecision making"Facts are your friend" was a common phase at Dell and an integral part of thecorporate culture. The company had developed detailed profit and loss statements for each part of thebusiness, and managers were expected to make fact-based decisions according to their impact onthe bottom line; those who resisted were forced out.

Because much of what had contributed to Dells success went against the grain of conventionalwisdom, Dell Computer made a conscious effort to hire employees who had open, questioning mindsand were always ready to learn and try something new.29 Job applicants were screened carefully; thecompany looked for people who not only were results-oriented, self-reliant, and intelligent but alsoexpected change to be the norm and liked looking at things from a different angle and coming up with

unprecedented, innovative solutions. People were hired not so much for their ability to come in and filla job opening as for their capacity to grow and develop with the company over the long term. Once


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inconsistent with the speed with which we all need to make decisions, both as leaders and asa company, in this fast-paced marketplace . . . Time is everythingthe sooner you deal withan issue, the sooner its resolved.32

Overview

Market

Position

Company

Background

MichaelDell

Developments

Market

Conditions

ValueChai

nModels

Strategy

Strategies ofPC Ma

kers

Competitors

Challenges

References

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