Taking the Industry By Storm: The Dell Revolution
Taking the Industry By Storm: The Dell Revolution
Just two years later, in 1987, Dell created the first on-site-service program for his customers. With no stores that could act as service centres, Dell had little choice. That same year, Dell expanded his company in the U.K., and eleven more countries over the next four years. In 1988, Dell change the name of PC’s Limited to Dell Computer Corporation and took the company public. On that very day, the company’s market capitalization grew by $30 million.
In 1990, Dell tried to enter the retail world, selling his products through warehouse clubs and superstores. Despite this unsuccessful venture, Dell was able to re-focus his company to be included in Fortune magazine’s 1992 list of the world’s 500 largest companies. Over the next seven years, Dell would work hard to overtake Compaq as the largest single seller of personal computers across the country. In 1997, Dell celebrated its success with the shipping of its 10-millionth computer system.
Dell was, without a doubt, a success. But, he wanted more. In 2003, Dell changed the company’s name to Dell Inc. in order to enable the company’s expansion into products beyond computers. Dell was now focused on entering the consumer electronics market, with the introduction of televisions, handheld devices and digital stereos. Unlike his previous attempt into taking his company into retail, this venture proved much more successful for Dell.
Meanwhile, Dell Inc. was expanding its presence overseas and the company topped Fortune magazine’s 2005 list of Most Admired Companies. But, tough times were ahead. In November 2005, BusinessWeek published an article called “It’s Bad to Worse at Dell”, detailing the company’s projected shortfalls in earnings. In August 2006, Dell announced that it would be recalling 4.1 million laptop batteries due to safety concerns in what was the largest safety recall in the history of the consumer electronics industry.
Today, Dell Inc. continues to use a direct-sales model to sell its products to both consumers and corporate customers. By receiving payment for products before it has to pay for the materials, Dell minimizes the risk that befalls many other companies. Both Gateway and Compaq have since tried to copy this model, albeit unsuccessfully.
In the second quarter of 2006, Dell Inc. had between 18% and 19% of the total worldwide personal computer market share and that percentage continues to grow each day. The company is now shipping over 10 million systems in a single quarter, proving that the 19 year old with a dream made that dream come true.
Taking the Industry By Storm The Dell Revolution
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In 1985, PC’s Limited introduced its firt computer design of its own, called the Turbo PC. Dell began advertising the system in national computer magazines, but with a unique twist: these computers were available for sale directly to consumers and could be custom-assembled. The prices Dell was offering were thus far lower than the retail brands. In its first year, PC’s Limited had grossed over $6 million. Dell finally moved out of his dorm room and into his own condominium.
Just two years later, in 1987, Dell created the first on-site-service program for his customers. With no stores that could act as service centres, Dell had little choice. That same year, Dell expanded his company in the U.K., and eleven more countries over the next four years. In 1988, Dell change the name of PC’s Limited to Dell Computer Corporation and took the company public. On that very day, the company’s market capitalization grew by $30 million.
In 1990, Dell tried to enter the retail world, selling his products through warehouse clubs and superstores. Despite this unsuccessful venture, Dell was able to re-focus his company to be included in Fortune magazine’s 1992 list of the world’s 500 largest companies. Over the next seven years, Dell would work hard to overtake Compaq as the largest single seller of personal computers across the country. In 1997, Dell celebrated its success with the shipping of its 10-millionth computer system.
Dell was, without a doubt, a success. But, he wanted more. In 2003, Dell changed the company’s name to Dell Inc. in order to enable the company’s expansion into products beyond computers. Dell was now focused on entering the consumer electronics market, with the introduction of televisions, handheld devices and digital stereos. Unlike his previous attempt into taking his company into retail, this venture proved much more successful for Dell.
Meanwhile, Dell Inc. was expanding its presence overseas and the company topped Fortune magazine’s 2005 list of Most Admired Companies. But, tough times were ahead. In November 2005, BusinessWeek published an article called “It’s Bad to Worse at Dell”, detailing the company’s projected shortfalls in earnings. In August 2006, Dell announced that it would be recalling 4.1 million laptop batteries due to safety concerns in what was the largest safety recall in the history of the consumer electronics industry.
Today, Dell Inc. continues to use a direct-sales model to sell its products to both consumers and corporate customers. By receiving payment for products before it has to pay for the materials, Dell minimizes the risk that befalls many other companies. Both Gateway and Compaq have since tried to copy this model, albeit unsuccessfully.
In the second quarter of 2006, Dell Inc. had between 18% and 19% of the total worldwide personal computer market share and that percentage continues to grow each day. The company is now shipping over 10 million systems in a single quarter, proving that the 19 year old with a dream made that dream come true.
Taking the Industry By Storm The Dell Revolution
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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