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Dell Comput= er

What= is the real issue?

-      =     Stock price

-      =     Forecast growth (tie back to stock price) (s= et expectations)

-      =     Growth slowing (%’s & maturity discussion)

-      =     Should firms grow forever?  Is this always in stakeholders best interest?

-      =     Could a dividend yield be enough?  Smaller companies?

 

What= is the history of the company?

Stan= dard products vs. innovative products (e.g. Compaq & HP)

-      =     Making a PC

Reso= urces/core competencies

Prim= ary market -> how does that make it unique

 

Mark= et situation (saturated (90% hh))(replacement busin= ess)

Consumer(30%)/Business (70%)/Scientific

Segm= ents

Grow= th rate (drivers: Internet, automation, desktop app’s, multi-media)

Segm= ent entry map (one segment at a time)

Natu= ral selection model (do they have the skills?&= nbsp; Dependent on partners…)

 

Sell existing customers more (up-sell)

-      =     Printers

-      =     Storage

-      =     Software

-      =     Services

 

Inte= rnational

-      =     Market size (what is required to make PCR= 17;s work?  Power, literacy, $/valu= e, app’s, …)

-      =     How does this leverage c= ore competencies?  How well developed dm/mail order int’l?

-      =     How did it work? What is the cure?

 

New = markets (consumer electronics)

-      =     Value add or just reseller?

-      =     How does this leverage c= ore competencies?

-      =     Will we ever lead the market with this model= ?

-      =     What is the challenge with retail? (consumer= or business)

Mult= i-market competitors

 

What= else could they do? 

-      =     Leverage channel

-      =     Leverage customer base

-      =     Use I/O model to identify other opportunitie= s

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