Dell Incorporation Case Study

According to Texas in the United States, Dell Incorporation is one of the largest sellers for computers and laptops. The concept of the company was developed in 1984 by Michael Dell, a pre-med college student at the University of Texas who invested $1,000 for the start-up capital to register his idea of business as Dell Computer Corporation, which was also known as ‘PC’s Limited’ and “a game-changing vision for how technology should be designed, manufactured and sold” (Dell.com). The company is headquartered in Round Rock, Texas and within seven months of launching Dell, the company was selling about one million a day in products, shipping an average of 140,000 devices each day. Based on IDC PC worldwide market, Dell is “remained in the third

Michael Dell’s original purpose was to make the computers himself and directly sell them to the people he knew at college however, he also focused on strong customer service and unbeatable affordable prices. As of today, Dell sells personal computers, laptops, servers, data storage devices, network devices, software, computer peripherals, televisions, cameras, printers, music players, and other electronics built by other manufacturers. Not only Dell incorporation has been working on their journey to become the world’s largest technology powerhouse but also valuing their culture as well, “we know our culture matters in how we run the business, how we go to market, and how we lead each other. It describes what we care about, the things in which we’re willing to invest and the rules that define is as a team” (Dell.com). Based on my research, Dell has some top important culture attributes that drive the company’s success, which includes relationships with customers, working and winning together, innovation, results, and integrity. On the move to rebuild and improve the company, in 2013 Dell reached an agreement with ‘Silver Lake Partners’ a provate equity firm that specializes in computers and technology.

Dell strengthens in customer service, oriented around listening, responding, and delivering to the customers’ needs. Started off as phone calls, leading to face-to-face interactions and emails through the internet to get the customers’ feedback and issues regarding Dell products. However, their weaknesses include poor products that continued to plague the company and later documents, newspapers, articles reveal Dell’s issues affecting many of their computer products. Lastly, Dell’s vision statement states that “We carefully define success, and are relentless about communicating that vision in terms that are simple, vivid, and compelling to our global team. We know why we want to achieve something is as important as what we want to achieve” (Dell.com). I suggest that Dell should revised their vision statement giving a clear view on what type of company Dell is becoming instead of just defining success and the importance of achieving something. Shifting Dell’s current vision statement to something more powerful, that would catch the employees’ and customers’ attention. My type of vision statement would look like: To become the world’s largest powerhouse and the most successful computer company delivering a phenomenal experience for customers in our market. Achieving in the highest end quality products to serve, offering the fastest customer service to