Michael Dell, founder of Dell Computer and one of the world's top businessmen, explains how to foster and maintain a competitive edge, drawing lessons from his own formidable success. At the age of twelve Michael Dell earned USD 2000 selling stamps, and by the age of eighteen he was selling customized PCs from his dorm room. He went on to found ...
Michael Dell, founder of Dell Computer and one of the world's top businessmen, explains how to foster and maintain a competitive edge, drawing lessons from his own formidable success. At the age of twelve Michael Dell earned USD 2000 selling stamps, and by the age of eighteen he was selling customized PCs from his dorm room. He went on to found one of the most successful computer businesses in the world, redefining the industry with his direct model process and pioneering customer support. Direct From Dell teaches you how to get to the front of the pack and stay there. Michael Dell shares his perspectives on: * Why, initially, it's better to have too little capital rather than too much * How studying customers, not competition will give you a greater competitive edge * Exploiting the Internet -- Dell sells an amazing USD 10 million-worth of systems per day over ... * Why your people pose a greater threat to your business than the competition * How to exploit the competition's weakness by exposing its greatest strength * How integrating vertically can make the difference between surivival and collapse Revealing nothing less than a new model for business in the information age, Direct from Dell is both a success story and a manifesto for revolutionizing any industry.
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Publishers Weekly, 1999-02-22 The results are impressive: a 19 year-old with $1000 starts a company, remains at the helm and on top of changes in the industry for 10 years, and watches the stock rise 36,000% over another decade as his company becomes the second largest maker of PCs in the world, and the largest in the U.S. The founder of the Dell Computer Corporation uses anecdotes from his entrepreneurial life and his company's history to illustrate the "direct model" he developed to do it?one that eliminates the middleman via a host of direct-marketing media and incorporates a full-blown philosophy of doing business. While most of that philosophy's components are familiar (internally, "Reward Success by Narrowing Responsibility"; externally, "Teach Innovative Thinking"; "Retail: First in, First out"; "Hyperlink to the Future"), seeing how Dell put these theories into practice will sustain a reader's interest. Rightly, the custom-built and directly shipped computers that are the company's signature product get the most airtime. While the book, like nearly all in its CEO-authored subgenre, is heavy on self-congratulatory propaganda ("The spirit of the company that remains today was beginning to take hold"), Dell makes an agreeable maverick. (Mar.)
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