9. To play catch-up, IBM rapidly leveraged-off its traditional corporate base and strong direct sales and services organization.
10.
11. He soon started buying and assembling components himself in order to sell computer his name directly to customers.
12. High growth and attractive margins allowed him to fund growth internally and he began to get number of orders from large oil companies and government agencies.
13. In order to promote dell product , dell started 24 hour complaint hotline & offer a supply of back up replacement equipment.
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15. Dell assured product quality by extensively pretesting all the configuration options it offered.
16. A 24-hour telephone support system comprising well-trained technical representative provided the first post-shipment level of support.
17. Dell serviced its customers with combination of home based telephone representative and field based representative.
32. If LiOn fails at launch, a switch to NiHi would require substantial rework (70% of original schedule and 30% of cost). Because competitors would have an established product on the market before them. Dell would lose about 50% of projected units sold.
37. In 1992, with portables accounting for 17 percent of Dell’s sales, rumors circulated about quality problems.
38. Early in 1993, Dell canceled a new line of laptops under development, since these were deemed too slow and expensive.
39. By May 1993, notebook sales had slipped to just 6 percent of Dell sales previously account for 20-25 percent of sales.
40.
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42. By the end of the decade, the quality of the portability itself gave these machines gross margins that were typically 3 to 5 percent above desktops.
43. In 1993 portable were classified as laptops if they weighed between 4.5 & 8 pounds & sub notebooks if they weighed under 4 pounds.Portable computer Market Size (millions of units)