Table of Contents Unless the context indicates otherwise, references in this report to "we," "us," "our," the "Company," and "Dell Technologies" mean Dell Technologies Inc. Our fiscal year is the or week period ending on the Friday nearest January We refer to our fiscal years ended February 3,January 29,and January 30, as "Fiscal ," "Fiscal ," and "Fiscal ," respectively.
Dell's first logo from to Dell's former logo, used from to Dell's logo before the acquisition of EMC, used from to Dell traces its origins towhen Michael Dell created Dell Computer Corporation, which at the time did business as PC's Limited,   while a student of the University of Texas at Austin.
InMichael Dell brought in Lee Walker, a year-old venture capitalist, as president and chief operating officer, to serve as Dell's mentor and implement Dell's ideas for growing the company. Walker was also instrumental in recruiting members to the board of directors when the company went public in Walker retired in due to health, and Michael Dell hired Morton Meyerson, former CEO and president of Electronic Data Systems to transform the company from a fast-growing medium-sized firm into a billion-dollar enterprise.
Bain consultant Kevin Rollins persuaded Michael Dell to pull out of these deals, believing they would be money losers in the long run.
Dell found an opportunity among PC-savvy individuals who liked the convenience of buying direct, customizing their PC to their means, and having it delivered in days. In earlyDell created an internal sales and marketing group dedicated to serving the home market and introduced a product line designed especially for individual users.
Dell grew the fastest in the early s. InDell began selling computers through its website. In the mids, Dell expanded beyond desktop computers and laptops by selling servers, starting with low-end servers.
The major three providers of servers at the time were IBM, Hewlett Packard, and Compaq, many of which were based on proprietary technology, such as IBM's Power4 microprocessors or various proprietary versions of the Unix operating system.
Dell's new PowerEdge servers did not require a major investment in proprietary technologies, as they ran Microsoft Windows NT on Intel chips, and could be built cheaper than its competitors.
Three years later, Dell passed Compaq as the top provider of Intel-based servers, with 31 percent of the market. Dell's price advantage was tied to its ultra-lean manufacturing for desktop PCs,  but this became less important as savings became harder to find inside the company's supply chain, and as competitors such as Hewlett-Packard and Acer made their PC manufacturing operations more efficient to match Dell, weakening Dell's traditional price differentiation.
As a result, the company was selling a greater proportion of inexpensive PCs than before, which eroded profit margins.
The last cycle started aroundthree or so years after companies started buying PCs ahead of the perceived Y2K problems, and corporate clients were not expected to upgrade again until extensive testing of Microsoft's Windows Vista expected in earlyputting the next upgrade cycle around Consumers had become the main drivers of PC sales in recent years,  yet there had a decline in consumers purchasing PCs through the Web or on the phone, as increasing numbers were visiting consumer electronics retail stores to try out the devices first.
Dell's rivals in the PC industry, HP, Gateway and Acer, had a long retail presence and so were well poised to take advantage of the consumer shift. The original Dell model was known for high customer satisfaction when PCs sold for thousands but by the s, the company could not justify that level of service when computers in the same lineup sold for hundreds.
Hunter, who noted that Dell's DNA of cost-cutting "got in the way," aimed to reduce call transfer times and have call center representatives resolve inquiries in one call. With the return of Michael Dell as CEO, the company saw immediate changes in operations, the exodus of many senior vice-presidents and new personnel brought in from outside the company.
These include elimination of bonuses for employees with some discretionary awards, reduction in the number of managers reporting directly to Michael Dell from 20 to 12, and reduction of " bureaucracy ". The call-center had opened in after the city of Ottawa won a bid to host it.
Less than a year later, Dell planned to double its workforce to nearly 3, workers add a new building. These plans were reversed, due to a high Canadian dollar that made the Ottawa staff relatively expensive, and also as part of Dell's turnaround, which involved moving these call-center jobs offshore to cut costs.
Dell's contract with the state required them to repay the incentives for failing to meet the conditions, and they sold the North Carolina plant to Herbalife.
The Miami, Floridafacility of its Alienware subsidiary remains in operation, while Dell continues to produce its servers its most profitable products in Austin, Texas. Dell's own mobility division has not managed success with developing smartphones or tablets, whether running Windows or Google Android.
InfoWorld suggested that Dell and other OEMs saw tablets as a short-term, low-investment opportunity running Google Androidan approach that neglected user interface and failed to gain long term market traction with consumers.
In DecemberDell suffered its first decline in holiday sales in five years, despite the introduction of Windows 8. Dell and fellow American contemporary Hewlett Packard came under pressure from Asian PC manufacturers LenovoAsus, and Acer, all of which had lower production costs and willing to accept lower profit margins.
In addition, while the Asian PC vendors had been improving their quality and design, for instance Lenovo's ThinkPad series was winning corporate customers away from Dell's laptops, Dell's customer service and reputation had been slipping.
After the buyout, the newly private Dell offered a Voluntary Separation Programme that they expected to reduce their workforce by up to seven percent.
The reception to the program so exceeded the expectations that Dell may be forced to hire new staff to make up for the losses.Dell Inc. in Case Solution,Dell Inc. in Case Analysis, Dell Inc. in Case Study Solution, Dell story is well known in the business world: a young Michael Dell, while attending the University of Texas at Austin, founded the computer company sales.
Dell is an American multinational computer technology company based in Round Rock, Texas, United States, that develops, sells, repairs, and supports computers and related products and r-bridal.com after its founder, Michael Dell, the company is one of the largest technological corporations in the world, employing more than , people in .
Pacote de Driver do Windows - Dell Inc. PBADRV System 09/11/ is a program developed by Dell. The main program executable is DPInstexe. The setup package is about KB (1,, bytes) when donwloaded. In comparison to the total number of users, most PCs are running the OS Windows 7 (SP1) as well as .
Dell, Inc In , Dell launched a comprehensive wellness and health-improvement program, branded “Well at Dell.” Since its inception, the Dell program has created a culture of wellbeing that encourages a healthy lifestyle for team members and their families, while mitigating healthcare cost increases for .
Windows-Treiberpaket - Dell Inc. PBADRV System 09/11/ is a software program developed by Dell. The primary executable is named DPInstexe. The setup package is about KB (1,, bytes) when donwloaded.
Check out this page on r-bridal.com! Email Download PDF (k) Date: 3/26/ View the full article as a PDF > Form K for Fiscal Year Do more with Dell Form K for Fiscal Year | Financial Reporting.
Form K for Fiscal Year Print Check out this page on r-bridal.com! Email Download PDF (k) Date: 3/26/