...About Warnings WARNING: A WARNING indicates a potential for property damage, personal injury, or death. Dell™ Vostro™ 1014/1015 Setup and Features Information Tech Sheet Front View 1 2 3 4 17 16 5 6 14 13 12 10 9 11 2 4 6 15 87 1 3 5 microphone (optional) camera (optional) keyboard status lights camera light (optional) display power button Models: PP38L and PP37L November 2010 7 9 11 13 15 17 AC adapter connector optical drive IEEE 1394 connector audio connectors (2) indicator lens keyboard 8 10 12 14 16 phone connector USB connectors (2) memory card slot touchpad buttons (2) touchpad Back View 6 2 3 4 5 1 1 3 5 cooling vent VGA connector USB connectors (2) 2 4 6 security slot network connector ExpressCard slot Quick Setup WARNING: Before you begin any of the procedures in this section, read the safety information that shipped with your computer. For additional best practices information, see www.dell.com/regulatory_compliance. WARNING: The AC adapter works with electrical outlets worldwide. However, power connectors and power strips vary among countries. Using an incompatible cable or improperly connecting the cable to the power strip or electrical outlet may cause fire or equipment damage. CAUTION: When you disconnect the AC adapter cable from the computer, grasp the connector, not the cable itself, and pull firmly but gently to avoid damaging the cable. When you wrap the AC adapter cable, ensure that you follow the...
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...The Acer Group is one of the world's largest PC and computer component manufacturers. Associated Acer companies include the world's third largest PC manufacturer, and Acer's mobile computers, network servers and personal computers are ranked in the world's top ten most popular brands in their respective product categories. Acer is the market leader in many countries around the world, and is ranked in more than 30 countries globally owing to the strength of its core business. On the distribution side, in 2007 it is the world's No.4 PC branded PC vendor, number one in South East Asia, Latin America and Middle East, etc... Since spinning-off its manufacturing operation, Acer has focused on globally marketing its brand-name products: mobile and desktop PCs, servers and storage, LCD monitors and high-definition TVs, and handheld/navigational devices. Acer's unique Channel Business Model is instrumental to the company's continued success. The model encourages partners and suppliers to collaborate in a winning formula of supply-chain management, allowing Acer to provide customers with fresh technologies, competitive pricing, and quality service. Established in 1976, Acer Inc. employs 5,300 people supporting dealers and distributors in more than 100 countries. Estimated revenue for 2006 is US$11.31 billion (Acer Annual Report 2005). Stan Shih, the founder and chairman of the Acer group and widely regarded as a high-tech visionary, had a long term vision to transform the Group into a...
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...a ti o n a l J o u r n a l o f M a n a g e me n t C a s es BOOTSTRAP FINANCING: FOUR CASE STUDIES OF TECHNOLOGY COMPANIES EVA M.TOMORY UNIVERSITY OF TORONTO, CANADA Abstract Innovative businesses, especially in the early stages of their life cycles, often encounter difficulty in obtaining long-term external financing. Their founders tend to seek financing through nontraditional bootstrapping methods to launch their ventures. Bootstrap financing refers to a range of creative ways to acquire resources without relying on borrowing money or raising equity from traditional sources (Freear et al., 1995a). The paper examines how successful technology entrepreneurs used bootstrap financing: the founders of Microsoft Corporation, Apple Inc., Dell Inc. and Research in Motion Ltd. The research investigates the elements of bootstrapping as described in Freear et al. (1995a) and in Winborg and Landström (2001), finding that entrepreneurs use bootstrapping extensively during the early stages of growth for both product and business developments. Bootstrapping methods change as the business develops with certain methods used more at the beginning of the life cycle, and different variations used as the business starts to grow. The study also points out that even the most successful technology-based consumer goods businesses relied on bootstrap financing at the early stages of their development. This technique deserves more attention from the scholarly community since it is certain to become...
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...w areHow companies are named? ABN AMRO- In the 1960s, the Nederlandse Handelmaatschappij (Dutch Trading Society; 1824) and the Twentsche Bank merged to form the Algemene Bank Nederland ( ABN; General Bank of the Netherlands). In 1966, the Amsterdamsche Bank and the Rotterdamsche Bank merged to form the Amro Bank. In 1991, ABNand Amro Bank merged to form ABN AMRO. Accenture- Accent on the Future. Greater-than 'accent' over the logo's t points forward towards the future. The name Accenture was proposed by a company employee in Norwayas part of a internal name finding process (BrandStorming). Prior to January 1, 2001 the company was called Andersen Consulting. Adidas- from the name of the founder Adolf (Adi) Dassler. Adobe- came from name of the river Adobe Creek that ran behind the houses of founders John Warnock and Chuck Geschke . AltaVista- Spanish for "high view". Amazon.com - Founder Jeff Bezos renamed the company to Amazon (from the earlier name of Cadabra.com) after the world's most voluminous river, the Amazon. He saw the potential for a larger volume of sales in an online bookstore as opposed to the then prevalent bookstores. (Alternative: It is said that Jeff Bezos named his book store Amazon simply to cash in on the popularity of Yahoo at the time. Yahoo listed entries alphabetically, and thus Amazon would always appear above its competitors in the relevant categories it was listed in.) AMD- Advanced Micro Devices. Apache- The name was chosen...
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...laptops 13 Serves 13 Routers and Switches 13 Software 14 Card Access System 14 Governance and Management/Security Approach 14 Customer/Business Owner Management and security 14 Standard Operations and Business Practices 14 Security 14 Data Sharing 15 Data Storage 16 Tools used for change control management 16 Problem reporting 16 Risk identification 16 Disaster Recovery 16 Documentation Strategies 16 Training 16 Security 17 Roles and Responsibilities 17 Network 19 Acceptance 20 Training Plan 20 Introduction 20 Scope 20 Training Approach 21 Curriculum 22 Evaluation 23 Testing Document 24 Test Set 1: Fault Tolerance 24 Test 1: Basic Failover 24 Test Set 2: Recovery 25 Test 2.1: Manual Recovery to a Second Machine 25 Test Set 3: Exception Handling 26 Test 3.1 Out-of-Order Startup Sequence 26 Test 3.2 Test Death of Naming...
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...Dell Website Review: Features of Dell Website Visualization & Design Along with the modern and aesthetics style, Dell.com features a clean and simple user interface that increase visual appeal in the site. There is also good blend of color, fonts and text that enhance users viewing experiences. Additionally, the product images have proper quality and resolutions. Moreover, the site title and logo is clear and well pin-posted in Dell.com. There are slide images in the Dell homepage to inform users about the latest products, events and deals of company. The slide animation is simple and not making users feel uncomfortable about the special effects. Functionality & Usability Dell.com is fast loading without tradeoff the graphic quality as product images are shown in high resolutions. Furthermore, there are a number of functional features within the site. For example, Dell’s site search engine is considered as the vital feature which enables users navigate directly to the items they want to find. The filter selection can save users time to browse by selecting certain specifications of Dell’s products. Additionally, “My Account” features also enable users to check the order history, order status and other personalized features for specific orders. Content As known that Dell is targeting at the public and enterprise users who need various product information. A consistent and proper content is essential for them to make buying decision. As shown in above...
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...GROUP ASSIGNMENT- CASE STUDY INTRODUCTION Michael Dell founded the Dell Computers in 1984 in USA and by 2001 the company became the world’s largest personal computer vendor, continuing to gain market share and post profits in an industry struggling with slumping sales and billions of dollars in losses. Dell sells 90% of its PCs directly to the final customer, largely bypassing the reseller channel that accounts for most of the world’s PC sales. This direct customer relationship is a key to Dell’s business model, and provides distinct advantages over the indirect sales model. Dell’s direct relationship with the customer allows it to tailor its offerings to customer needs, offer add-on products and services, and use the Internet to offer a variety of customer services. In addition, Dell’s PCs are built to customers’ specifications upon receipt of an order, giving Dell additional advantages over indirect PC vendors who must try to forecast demand and ship products based on those forecasts. Dell’s direct sales and build-to-order model has achieved superior performance in the PC industry in terms of inventory turnover, reduced overhead, cash conversion, and return on investment. Dell’s business model is simple in concept. Building PCs to order means that Dell must have parts and components on hand to build a wide array of possible configurations with little advance notice. In order to fill orders quickly, Dell has excellent manufacturing and logistics capabilities supported by...
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...Case Assignment: Dell Michael Dell established the Dell Computer Company in 1984 with $1000. Over the years Dell grew to be the industry leader in personal computers. Michael Dell used many aggressive strategies to help Dell accomplish great success in a relatively short period of time. These strategies included allowing customers to individualize products, giving 24 hour phone service, and cutting out the middlemen by allowing direct mail order business. Outsourcing allowed Dell to have less inventory and have a faster turnover to new technology which gave a huge advantage over their competitors. Dell created good relationships with suppliers and that allowed them to cut costs by guaranteeing returning business. All these strategies cut costs and allowed Dell to be a leader in technology and quality. As other companies began to copy these strategies, competition began to heat up. In the 1990’s Dell launched an unsuccessful line of new laptop computers and had to recall 17,000 units because they were to slow and expensive. With more competition Dell decided to enter into the retail market which slowed down their strategy of cutting out a middleman and allowing quicker turnover to new technology. In 1993 after 14 consecutive quarters of rising profits Dell profits were only 10 million which was half of what they projected. Stock dropped drastically and many were already expecting the end of Dell. Three major problems were identified to be the reasons why Dell took a step back...
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...Product Development at DELL Since its founding in 1984, Dell corporation had enjoyed tremendous success in the desktop computer industry. Their strategy was to eliminate the middleman by directly servicing the customers through mail orders . Dell grew from obscurity to a fortune 500 company in 1992, making its founder Michael Dell one of the youngest highly successful entrepreneurs of his time. At the core of Dell’s business model was Spartanism which inspired informality in processes and low R&D costs allocation. This worked with their desktop business and their imitators such as Gateway 2000 and CompuAdd were always playing the catching-up game. However moving ahead this philosophy, their foray in to the portable computer business was not as successful. This was an industry that revolved around several technological breakthroughs and required higher workmanship & quality control to manufacture products. Here, Dell fell short of delivering quality portable computers. Their brand suffered a major setback when their first line of portables were reported to have technical problems and about 17,000 units had to be recalled just one day before the launch. Soon after, Dell’s percentage sales in portable computers went to 2% from 17%, and their stock plunged by $7 in a single day. The portable computer industry was growing fast [Exhibit 1] and was deemed to spark a new wave of consumer demand. The major problems staring Dell in face were regarding quality and management...
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...CASE: DELL COMPUTER’S STATE‐OF‐THE ART PRODUCTION CENTERS USING VENDOR MANAGED INVENTORY MODELS Michael Dell reshaped the computer industry with build‐to‐order computers directly sold to consumers. His business model positioned the company for emerging internet sales , with one of the highest sales figures in the industry. But Dell has done more than streamlined the selling and distribution process, he has also streamlined the manufacturing process as well. Dell can deliver the latest technology exactly the way the customer wants it at blinding speed, which has earned them the nickname of “Dellocity”. Examples of their speed are; they delivered eight customized fully loaded PowerEdge Servers to NASDAQ within 36 hours of receiving the order, or when they delivered 2,000 PCs and 4,000 servers with proprietary and multimedia software delivered and installed at 2,000 different WALMART stores all in 6 weeks. How does Dell manage to do all this at such incredible speeds ?? Through close customer contacts and carefully orchestrated manufacturing and distribution system. Dell manufactures its’ computer systems in 6 different locations‐ Texas, Tennessee, Brazil, Ireland, Malaysia, and China. Dell has recently added a new factory in Round Rock, Texas, called the OPTIPLEX Plant. This factory is state‐of‐the‐art and there are only a handful of such factories in the world. The OPTIPLEX is a showcase of networked manufacturing. The factory is 200...
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...Dell Inc., currently a US$60 billion company, was started by Michael Dell in 1984 when he was an undergraduate student at the University of Texas, in the United States. Within two decades, Dell, with headquarters in Round Rock, Texas, grew to become one of the world’s great computer companies, with near leading shares in the personal computer (PC) and server markets. Nearly 65 per cent of its revenue originated in North and South America; 23 per cent in Europe, the Middle East and Africa; and 12 per cent in the Asia–Pacific region. In 2003, a year in which most computer makers lost money due to slumping global demand for PCs, Dell saw its annual revenues jump by US$5 billion to US$36 billion, made US$2.8 billion in operating profit, and gained 2.3 per cent in global market share. By this time Dell had gained, and held for five years, the position of market-share leader. However, during the mid to late 2000s, Dell’s position in the global PC market began to change. In 2005 it lost its market-share lead to one of its main rivals, Hewlett-Packard. By 2008–9, Dell’s second-place PC ranking came under threat from the Taiwanese computer maker Acer. In 2003, Acer had ranked seventh in PC sales around the world, but by 2008–9 Acer’s share of the global market had risen to 11.8 per cent, just behind Dell with 13.7 per cent and HP still on top with 19.6 per...
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...Krames (2003) is very enlightening an intuitive. Michael Dell according to Krames (2003) believes in the power of the customer, be it their positive or negative feedback, but especially in what the customer wants from a product (p. 56). Michael Dell birth a business model based solely on a one-on-one relationship with customers is the foundation of his company the Dell Corporation. Andy Grove’s model mandates protection or maximization of sales opportunities so to be prepared for all possibilities of success or failure which he based on Time magazine’s 1997 person of the year Andras Grof paranoid perspective (Only the paranoid survive) (Krames 2003, pp. 66-67). Business partner Moore’s metaphorically likened their organization to that of a three legged stool, if one leg is off balance so is the entire organization (Krames 2003, pp. 137-139). Lastly, Grove named the fear of an organization being on the brink of total failure as a “strategic inflection point” (SIP) which he describes as an organizations face-to-face with massive must change events even to a point of complete organizational failure (Krames, 2003, p. 141). Resistance Comparison Michael Dell organization encountered near death when the brilliance of his technical engineering team and himself put together a massive computer (The Olympic) that customers had no real need for, which in-turn caused a huge financial loss to the Dell corporation. Michael Dell went back to basics which involved customers from the beginning...
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...1. Acer's strategy has been described as "divide and conquer." Compare and contrast this to Lenovo's strategy. From the very beginning Acer has been a leading marketer of notebook and desktop PCs that were relabeled electronic products marketed and sold by recognized global companies. Acer struggled growing its business in the American market. To address this issue Acer spun off its manufacturing operations to transform from a global PC manufacturer to a marketing and services powerhouse by producing products faster, cheaper and more efficiently. The most effective way for Acer to grow was to engage in expanding its operations, marketing and selling activities to another market. In this case Acer decided to take the company globally and begin building a solid market in China. It's believed that if China becomes the company's "home" market, Acer will capture critical economies of scale that will allow it to develop innovative new products that will succeed in China as well as the rest of the world. Acer's chief technology officer, believes that Acer's knowledge of China's market will help the company achieve its growth and market share objectives. Acer implemented initiatives that placed them in a better position than Lenovo. At first Acer was suffering from poor brand recognition. Consumers were concerned about the quality and the reliability of its products. One of the ways that Acer overcame this obstacle was acquiring Gateway which created a path for Lenovo to their...
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...Business Analysis Business Analysis In this paper, an overall business analysis of Apple Inc. will discuss the company’s financial statements, the company’s financial health and how it compare to other companies in the industry and globalization and how it has affected the company’s business strategies. Lastly, a benchmarking analysis will be conducted in the following comparison with other companies in the same industry. Apple Inc. has the talents of Steven Jobs along with other top idealists. Having such talent clearly gives Apple the advantage over other competitors in this industry. The collaborative efforts of the leaders give Apple Inc. a clear strategic advantage. Apple main goal is to stay on top of its competition. In order to accomplish this goal, the employees have to spend long hours determining what the consumer’s want and how to design their products based on that outcome. A good example would be the development of the iPhone. The iPhone was derived from a display of information of the iPod. This included a bigger touch screen that helped in the development of the smart phone. This vision didn’t stop there; Jobs began to think in the future toward concepts of applications for the smart phone. Once it was realized that the iPhone was a personal computer, three years later Apple Inc. introduce the iPhone and its application system. According to (Bajarin, 2011) Apple raises the bar with every new generation of the iPhone. Apple’s new version of the iPad has stood...
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...Dell Company Today, I would like to talk about a famous computer company called Dell. I chose to write about Dell company because it has become one of the most successful corporation in the computer business. From the year 2000, Dell Computer has become the U.S. leader in personal computer sales and the second biggest one worldwide. Before I start on my presentation, I would like to ask a question: What has made Dell company set apart from most computer companies? My presentation will be focusing on answering this question. But, before I answer such a question, let me first give us a brief history of Dell Company. Firstly, looking at the background of Dell company. Dell Company was founded in 1984 by Michael Dell who was a college student at that time. Michael Dell started out his business by buying computer parts from the wholesale distributors, assembled them using IBM models, and sold these computers via mail at a high price. Then, Dell expanded rapidly and its growth move fast. Now, Dell employs more than 77,000 people around the world. Now, let me talk about the secret behind the great success of Dell company. Dell has followed two strategies, which no company has ever thought about. The first strategy is to sell computers directly to consumers. In this way, they eliminate the need for retailers to serve as middle-men. This process is known as a "direct business model". It has made Dell to grow...
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