INTRODUCTION

Introduction
Dell Inc. is an American multinational information technology corporation based in Round Rock, Texas, and United States that de elops, sells and supports computers and related products and ser ices. The founder of Dell Inc. is !icheal Dell. This is one of the "orld#s largest corporation employing more than $%&,&%% employees "orld"ide. As of '%%(, the company sold personal computers, ser ers, data storage de ices, net"ork s"itches, soft"are#s and computer peripheral de ices.

The company is "ell kno"n for its inno ation. Dell has been ery successful to"ards its mission statement .They are no doubt customer oriented as they pro ide a"ard "inning customer ser ices that is "ell kno"n throughout the "orld. Their Direct )usiness !odel is a ery efficient and effecti e "ay of doing the business. In this, the products are directly sold to the customers and intermediates are deleted from the process. This helps in reducing costs for Dell and they in

turn pass on this sa ings to the customers. Dell pro ides customi*ation through "hich customers get "hat they "ant. Along "ith pro iding +uality products, Dell also pro ides +uality ser ices. The purchase of Dell products ha e become easy as it#s all done through phone or internet ,""".Dell.com-. It#s been a successful "ay of selling their products. Dell has also started to sell through retail stores hence making the purchase of their products easy for the customers.

Dell Inc.

.ublic /ASDA01 Dell Type 23451 6&&$ S7. 8%% 9omponent 9omputer Systems 9omputer .eripherals Industry 9omputer Soft"are IT consulting IT ser ices

Austin, Texas Founded /o ember 6, $(:6 Founder(s) !ichael Dell $ Dell ;ay Headquarters Round Rock, Texas, U.S.<$= Area served ;orld"ide !ichael Dell Key people ,9hairman 7 94>Desktops Ser ers /otebooks /etbooks .eripherals Products .rinters Tele isions Scanners Storage Smart .hones Revenue ?@$.6( billion ,'%$$-<'=

Operating ?&.6& billion ,'%$$-<'= inco e !et inco e Total assets Total equity " ployees ?'.@& billion ,'%$$-<'= ?&:.8( billion ,'%$$-<'= ?8.@6 billion ,'%$$-<'= $%&,&%% ,'%$$-<'=

#e$site

Dell.com

%o pany pro&ile'(
!icheal Dell being the founder of Dell Inc. transformed his idea in to reality in $(:6. 2e "as student in Uni ersity of Texas, Austin, "hen he reali*ed that selling personal computers directly to customers may fulfill the needs of them in order to pro iding pcs# according to their expectations. ;ith an initial capital of ?&%%,%%% he commenced his business of .9s limited.

In $(:8, the company produced the first computer of its o"n design ATurbo .cB sold for US ?C(8. The company ad ertised its system in /ational 9omputer !aga*ines for its selling of .9s# directly to consumers, assembled according to their needs. Dor the ery first year of its business the company grossed ?C8 million. The company changed its name to EDell 9omputer 9orporationE in $(:: and began expanding globally, first in Ireland. In Fune $(::, DellGs market capitali*ation gre" by ?&% million to ?:% million from its Fune '' initial public offering of &.8 million shares at ?:.8% a share. In $((', Dortune maga*ine included Dell 9omputer 9orporation in its list of the "orldGs 8%% largest companies, making !ichael Dell the youngest 94> of a Dortune 8%% company e er. In $((@, Dell began selling computers ia its "eb site, and in '%%', Dell expanded its product line to include tele isions, handhelds, digital audio players, and printers. DellGs first ac+uisition occurred in $((( "ith the purchase of 9on erge /et Technologies. In '%%&, the company "as rebranded as simply EDell Inc.E to recogni*e the companyGs expansion beyond computers. Drom '%%6 to '%%C, !ichael Dell stepped aside as 94>, "hile longHtime Dell employee 3e in Rollins took the helm. During that time, Dell ac+uired Alien"are, "hich introduced se eral ne" items to Dell products, including A!D microprocessors. To pre ent crossHmarket products, Dell continues to run Alien"are as a separate entity but still a "holly o"ned subsidiary. >n August $@, '%$%, Dell announced its intent to ac+uire the data storage company &.AR. >n September ', '%$% 2e"lettH.ackard offered ?&& a share, "hich Dell declined to match.

I In $((@, Dell began selling computers ia its "eb site I Introduced the &$@JT, the company#s first notebook computer in $(:( I Foined the topHfi e computer system makers "orld"ide in $((& I 4arning appr. ?$ million per day C months after the launch of Dell.com in $((@ I Introduced 4HSupport, an online tool to pro ide technical support to customers $((( I $(((, Dell o ertook 9ompa+ to become the largest seller of personal computers in the US I '%%C, Dell set a goal of becoming the greenest technology company on 4arth for the long term. The company launched a *eroHcarbon initiati e I Dor the first time, Dell achie es /o. $ ranking in global market share in '%%$ I '%%&, name "as changed to EDell Inc.E I '%%@, Dell purchased the computer hard"are manufacturer Alien"are I Fanuary '%%C, started a turnaround plan that promises to yield ?& billion in annual sa ings o er the next three years. I >n April '&, '%%:, Dell announced the closure of one of its biggest 9anadian call centers in 3anata, >ntario. I >n Debuary 8, '%$&Dell announced he had stuck a ?'6.6 billion buyout deal.

Dell )tructure'

It conducts operations "orld"ide, and manages business in three geographic regions1 Americas region, based in Round Rock, Texas, co ers the U.S., 9anada, and Jatin America. 4urope, !iddle 4ast and Africa ,4!4A- region, based in )racknell, 4ngland, co ers 4urope, the !iddle 4ast, and Africa.

Asia .acificHFapan ,A.F-, based in Singapore, co ers the Asian countries of the .acific Rim as "ell as Australia, /e" Kealand, and India.

I September : $((( H Dirst ac+uisition %onverge !et Tec*nologies on !ay : '%%@ H Ac+uired Alien+are, a specialty computer desktop manufacturer, integrated it into the companyGs high product line. It introduced se eral ne" items to Dell products, including A!D microprocessors. To pre ent cross market products, Dell continues to run Alien"are as a separate entity but still a "hollyHo"ned subsidiary. I Fanuary ': '%%: H Ac+uired "qual ,ogic to gain a foothold in the IS9SI storage market. It "as the largest ac+uisition of ?$.6 billion .Integrating 4+ual Jogic#s products into the company dro e manufacturing prices do"n. It extended DellGs leadership in simplifying IT for customers and partners. I '%%: L Three ac+uisitions, 4+ual Jogic, the /et"orked Storage 9ompany, and !essage >ne I $(((H'%%% H.urchased sta-es in four companies ,/a iSite, 9om'%%$.com, Dast Search 7 Transfer, /etyear Mroup-. I Divested t"o companies, in '%%% and '%%:. .a/or custo ers1 large corporations, go ernment agencies medical and educational institutions small business indi iduals

%o ing products' /e" .o"er 4dge Ser ers /e" 4nterprise 9omputing .ortfolio Inno ation Aids Reco ery UltraHThin Japtop, Adamo

Financials' I Re enue in the 0N %( fell $@O from the same period a year ago to ?$&.6 billion. .rofits plummeted 6:O to ?&8$ million, or $: cents a share, from ?@C( million, or &$ cents a share. I Re enues of ?@$,$&& million during the financial year ended Debruary '%%:, an increase of @.8O o er '%%C. I >perating profit of the company "as ?&,66% million in DN'%%:, an increase of $'.$O o er '%%C I /et profit "as ?',(6C million in DN'%%:, an increase of $6.$O o er '%%C.

Recent Develop ents' In Fanuary '%%(, Dell announced that they "ill "ithdra" all manufacturing from Jimerick and mo e it to its ne" plant in the .olish city of Jod* by Fanuary '%$%. I Raised their costHreduction target to ?6 billion. I Dell also announced that it aimed to become a Eonepercent company,E gi ing a"ay $ O of pretax profits to education and digital inclusion proPects mainly in emerging markets, by Debruary '%$%.

Product line'
0usiness1%orporate %lass' >pti.lex H office desktop computer systems Qostro H officeRsmall business desktop and notebook systems n Series H desktop and notebook computers shipped "ith Jinux or DreeD>S installed Jatitude H commerciallyHfocused notebooks .recision H "orkstation systems and highHperformance notebooks. .o"er4dge H business ser ers .o"erQault H directHattach and some net"orkHattached storage ,/AS-

 .o"er9onnect H net"ork s"itches DellR4!9 H storage area net"orks ,SA/s 4+ualJogic H enterprise class iS9SI SA/s

Ho e O&&ice1%onsu er %lass' Dimension H 9onsumer desktop systems. Inspiron H consumer desktop and notebook systems Studio H mediumHend consumer slim hybrid desktop and laptop systems 5.S H enthusiast and highHperformance desktop and notebook systems Studio 5.S H high end design focus of 5.S systems and extreme multimedia capability Alien"are ,5.S 4xtreme- H highHperformance gaming systems ri aling 2.Gs gaming di ision,Qoodoo .9 Adamo H highHend laptop brand to compete "ith the !ac)ook Air

Perip*erals'

US) keydri es , J9D tele isions, and printers.

Dell monitors J9D TQs, plasma TQs and proPectors for 2DTQ and monitors

)ervices and support1 Dell >n 9al l H extended support ser ices ,mainly for the remo al of spy"are and computer iruses-

Dell Support 9enter H extended support ser ices ,similar to EDell >n 9allE- for customers in the 4!4A. The Solution 9enters also support hard"are for customers outside of "arranty.

Dell )usiness Support H a commercial ser iceHcontract that pro ides an industryHcertified technician "ith a lo"er callH olume than in normal +ueuesS it co ers hard"areH and some soft"areHsupport.

Nou#re Tech Team H a ne" supportH+ueue a ailable to home users "ho purchased their systems through either DellGs "ebsite or Dell phoneHcenters. These customers gain access to a speciali*ed +ueue currently

Jocated in Tampa, Dlorida. 9ustomers can re+uest a technician "ith "hom they ha e "orked pre iously, and the technicians can troubleshoot a "ider range of problems T including some that "ould fall under the EDell on 9allE category. Data backup and irus remo al remain outHofHscope for this +ueue.

Analysis o& Dell in R"%"))IO!' DellGs biggest market, the US, re enue fell $CO and unit shipments dropped '&O. Sales "ere do"n significantly among all customers, particularly small and mediumHsi*ed businesses and the largest corporate customers. DellGs changes ha e failed to dri e consistent gro"th.

 Mlobal Pob cutting programmed. Dell announced a $%O cut in global Pobs and announced further Pob cuts at its Ireland sites earlier this year. There "as a continuing decrease in endHuser .9 demand, and that "as before the "orldGs banking system "ent into meltdo"n according to Dell Shutdo"n of its 4dmonton, Alberta office, losing (%% Pobs. 4nding of about :,:%% Pobs in '%%CH'%%: T $%O of its "orkforce. >n Fanuary :, '%%(, announced the closure of its manufacturing plant in Jimerick, Ireland "ith the loss of $,(%% Pobs and the transfer of production to its plant in .oland. .rofits fell by nearly half in the fiscal fourth +uarter, and it "ould slash ?$ billion more in expenses to bring costs in line "ith falling sales in the economic do"nturn.

Organi2ation'
A board of directors of nine people runs the company. !ichael Dell, the founder of the company, ser es on the board. >ther board members include Don %arty3 #illia 4ray3 5udy ,e+ent3

Klaus ,u&t3 Ale6 .andl3 .ic*ael A. .iles3 and )a

!unn. Shareholders elect the nine board

members at meetings, and those board members "ho do not get a maPority of otes must submit a resignation to the board, "hich "ill subse+uently choose "hether or not to accept the resignation. The board of directors usually sets up fi e committees ha ing o ersight o er specific matters. These committees include the Audit %o ittee, "hich handles accounting issues, ittee, "hich appro es compensation ittee, "hich handles

including auditing and reportingS the %o pensation %o

for the 94> and other employees of the companyS the Finance %o

financial matters such as proposed mergers and ac+uisitionsS the 4overnance and !o inating %o ittee, "hich handles arious corporate matters ,including nomination of the board-S and ittee, "hich attempts to pre ent company practices from

the Antitrust %o pliance %o iolating antitrust la"s.

The corporate structure and management of Dell extends beyond the board of directors. The Dell Mlobal 4xecuti e !anagement 9ommittee sets strategic directions. Dell has regional senior iceH presidents for countries other than the United States, including David .ar onti &or "."A and )tep*en 5. Felice &or Asia15apan. As of '%%C, other officers included .artin 4arvin ,senior ice president for "orld"ide procurement- and )usan ". )*es-ey , ice president and 9hief Information >fficer-.

%o petitors'
DellGs maPor competitors include1

2e"lettH.ackard ,2.-

Acer Toshiba Mate"ay Sony Asus Jeno o I)! Samsung Apple Sun !icrosystems.

Dell and its subsidiary, Alien"are, compete in the enthusiast market against AQADirect, Dalcon /orth"est, Qoodoo.9 ,a subsidiary of 2.-, and other manufacturers. He+lett(Pac-ard (HP)' 2. recently posted better financial results than Dell, but has announced around '@,%%% redundancies as part of its attempts to cut costs and integrate the UC.'bn ac+uisition of 4DS. Dell ri al 2e"lettH.ackard has also suffered in the global recession. The "orldGs largest computer maker reported last "eek that profits in the fiscal first +uarter ended Fan. &$ fell to ?$.:8 billion from ?'.$& billion in the yearHago period. Re enue rose $O, but failed to meet ;all Street estimates. Dell has been ery ery slo" in introducing most of the

alue added features its competition has incorporated ,Such as face recognition of Jeno o, fingerprint recognition, S"i el !onitors and Tablet .9s by 2., Apple3 I0.3 Sun !icrosystems, Mate"ay, Jeno o, Sony, Acer, Toshiba and Asus. Dell and its subsidiary, Alien"are, compete in the enthusiast market against AQADirect, Dalcon /orth"est,Qoodoo .9 ,a subsidiary of 2.-, and other manufacturers. %orporate %ulture' DellGs 9ulture )elie es in being direct in e erything they do.

Success is based on maintaining direct relationships built on trust.

;inning 9ulture and comprehensi e di ersity initiati es create a corporate en ironment based on meritocracy, personal achie ement and e+ual access to all a ailable opportunities.

Docus our internal efforts on culti ating and promoting best practices among our global "orkforce in the areas of policy de elopment, training, recruitment, mentoring, de elopment, ad ancement and culture change.

;orkRJife 4ffecti eness and career management programs enhance our ability to retain and de elop aluable team members and demonstrate our commitment to the Dell Team.

Dell sponsors a community of net"orking groups formed by employees that help foster a more inclusi e "ork en ironment, impro e communication among employees and enhance understanding of all employees about the alue of di ersity.

>ur goal is to enable employees to maximi*e their contribution to the company "hile also maintaining effecti eness bet"een their "ork and personal li es.

;e ad ocate flexibility in the "orkplace to empo"er employees, teams and managers to hold discussions about both the needs of the business and each employeeGs indi idual ;orkRJife 4ffecti eness goals, and then to construct a plan for fulfilling both priorities.

Dell is committed to de eloping our "orkforce and helping employees achie e their personal and professional best. Through an 9areer !anagement .rogram, "e stri e to de elop, fully engage, and retain highHperforming talent Dorecast Dell has "orked its "ay through the US economy "ith changes happening in consumer spending inflation rates, interest rates and has changed its strategies accordingly to increase its market share and market presence. )elo" is a ie" of the US economy and an analysis of Dell in this regard.

4DP o& t*e 7) econo y &or t*e year 899:(9;. Near '%%& '%%6 '%%8 MD. in O &C@:8.%': &.C% O &(:$$.@&' 8.@6 O 6$(@(.C8@ 8.6' O

'%%@ '%%C '%%:

66$$:.%%: 8.$' O 68:68.6CC &.(' O 6@86$.$C( $.8' O

The US economy is a de eloped economy and due to this extensi e de elopment its MD. has been decreasing constantly o er the years and has decreased to minimal proportions. In this kind of economy, Dell has pro ided ser ices to capture a part of the consumers purchasing capacity in the .9 market. )ut due to a recession in the market Dell as other .9 manufacturers has faced critical issues regarding sales, Pob cuts and decrease in market share. Dell has not been able to sustain its competiti e ad antage in the US economy due to "ide spread recession but Dell "as able to sustain its sales gro"th in other countries as compared to the US as seen in re enues of Dell. Dell has arrayed into different product mixes to sustain its gro"th in these periods. Dell#s supply chain and direct build to order models ha e been able to keep its sales up. 7) interest rates &or t*e year 899:(9; Fune '8,'%%& $O Dec $6,'%%6 Dec $$,'%%8 '.'8O 6.C8O

Fune '(,'%%@ 8.C8O Dec $$,'%%C 6.C8O

>ct '(,'%%:

$O

The US federal reser e has been bring out cuts to keep the momentum in the economy going and this has also helped the .9 market to gro" especially Dell. Drom '%%& to '%%C Dell has reported profits NoN due to the policies follo"ed by the US go ernment. Interest rate cuts ha e had the follo"ing implications on Dell. Thus, "ith the fed cutting rates to pro ide incenti es to the corporate to gro", Dell has used this opportunity to increase in estment in the company and stretched its "ings further in different markets. )ut in '%%: Dell has lost hea ily to profits of ?&8$m from ?@C$m in the last year "ith a collapse in the supply chain and initial ra" material cost increasing and an o erall decrease in consumer spending and lo" cost beha ior of the economy. Dell#s supply chain has taken a hit "ith its cost ad antage not being applicable in this scenario and it resorting to retail supply then doing it through its o"n chain of suppliers.

In&lation nu $ers in t*e 7) econo y.

Near 9.I H Inflation Rate '%%: '%%C '%%@ '%%8 '%%6 8.%O '.:O &.'O &.6O '.CO

As is e ident in the US economy and "orld o er inflation rates ha e been on all times high in the pre ious year and this high rate of inflation resulted in lo" consumer spending in capital goods in corporate bodies and households. Inflation has taken its toll on Dell "ith posting sharperHthanH expected fall in re enue as consumers bought cheaper personal computers and o erall demand remained "eak. And this fall could be "orse if it "asn#t cushioned by cost cuts including Pob cuts. Dell is trying to sell its computer factories around the "orld T a mo e to o erhaul a business model that pre iously "as central to the company#s strategy, but "hich no" is no longer competiti e. The U.S. firm has approached contract computer manufacturers "ith offers to sell the plants to counter the effects, if falling profits and rising costs.

Financial Analysis'

Financial )tate ents' Inco e )tate ent

9urrency in !illions of U.S. Dollars

As of1 Fe$ 9< 899; 7)D

5an :9 899=

5an 8= 89<9

5an 8; 89<< 7)D

Reclassi&ied Reclassi&ied 7)D 7)D

@$,$&&. Re enues % @$,$%$.% 8',(%'.% @$,6( 6.%

@$,$&&. T>TAJ R4Q4/U4S % @$,$%$.% 8',(%'.% @$,6(6.%

6(,6@'. 9ost of Moods Sold % 6(,((:.% 6&,6%6.% 8%,%6$.%

$$,@C$. MR>SS .R>DIT % $$,$%&.% (,6(:.% $$,68&.%

Selling Meneral 7 Admin 4xpenses, C,66@.% Total @,(@@.% @,''C.% C,'&6.%

R7D 4xpenses

@$%.%

@@8.%

@$C.%

@8&.%

>T24R >.4RATI/M 45.4/S4S, :,%8@.% T>TAJ C,@&$.% @,:66.% C,::C.%

>.4RATI/M I/9>!4

&,@$8.%

&,6C'.%

',@86.%

&,8@@.%

Interest 4xpense

H68.%

H(&.%

H$@%.%

H$((.%

Interest and In estment Income

6(@.%

$:%.%

8C.%

6C.%

/4T I/T4R4ST 45.4/S4

68$.%

:C.%

H$%&.%

H$8'.%

9urrency 4xchange Mains ,Joss-

H&%.%

$$8.%

H8(.%

6.%

>ther /onH>perating Income H6:.% ,4xpensesH8:.% $'.% H$&.%

4)T, 459JUDI/M U/USUAJ &,(::.% IT4!S &,@$@.% ',8%6.% &,6%8.%

!erger 7 Restructuring 9harges

H('.%

H':'.%

H6:'.%

H@$.%

Main ,Joss- on Sale of In estments

$6.%

H$%.%

'.%

@.%

>ther Unusual Items, Total

H:&.%

HH

HH

HH

In .rocess R7D 4xpenses

H:&.%

HH

HH

HH

4)T, I/9JUDI/M U/USUAJ &,:'C.% IT4!S &,&'6.% ',%'6.% &,&8%.%

Income Tax 4xpense

::%.%

:6@.%

8($.%

C$8.%

4arnings from 9ontinuing >perations

',(6C.%

',6C:.%

$,6&&.%

',@&8.%

/4T I/9>!4

',(6C.%

',6C:.%

$,6&&.%

',@&8.%

/4T I/9>!4 T> 9>!!>/ ',(6C.% I/9JUDI/M 45TRA IT4!S ',6C:.% $,6&&.% ',@&8.%

/4T I/9>!4 T> 9>!!>/ ',(6C.% 459JUDI/M 45TRA IT4!S ',6C:.% $,6&&.% ',@&8.%

0alance )*eet

9urrency in !illions of U.S. Dollars

As of1 Fe$ 9< 899; 7)D

5an :9 899=

5an 8= 89<9

5an 8; 89<< 7)D

Reclassi&ied Reclassi&ied 7)D 7)D

Assets

9ash and 4+ui alents

C,C@6.%

:,&8'.%

$%,@&8.% $&,($&.%

ShortHTerm In estments

'%:.%

C6%.%

&C&.%

68'.%

T>TAJ 9AS2 A/D S2>RT T4R! C,(C'.% I/Q4ST!4/TS (,%('.% $$,%%:.% $6,&@8.%

Accounts Recei able

8,(@$.%

6,C&$.%

8,:&C.%

@,6(&.%

T>TAJ R494IQA)J4S

8,(@$.%

6,C&$.%

8,:&C.%

@,6(&.%

In entory

$,$:%.%

:@C.%

$,%8$.%

$,&%$.%

.repaid 4xpenses

&C%.%

66C.%

8&(.%

&C6.%

Dinance Di ision Joans and Jeases, $,C&'.% 9urrent $,C$'.% ',C%@.% &,@6&.%

Deferred Tax Assets, 9urrent

8(@.%

6((.%

666.%

88:.%

Restricted 9ash

'(6.%

'$&.%

$6C.%

'8.%

>ther 9urrent Assets

$,CC8.%

',8(%.%

',8$&.%

','@'.%

$(,::%. T>TAJ 9URR4/T ASS4TS % '%,$8$.% '6,'68.% '(,%'$.%

Mross .roperty .lant and 4+uipment

6,@$6.%

6,8$%.%

6,@8'.%

6,C'(.%

Accumulated Depreciation

H$,(6@.%

H','&&.%

H',6C$.% H',CC@.%

/4T .R>.4RTN .JA/T A/D ',@@:.% 40UI.!4/T ','CC.% ',$:$.% $,(8&.%

Mood"ill

$,@6:.%

$,C&C.%

6,%C6.%

6,&@8.%

JongHTerm In estments

$,8@%.%

686.%

C:'.%

C%6.%

Dinance Di ision Joans and Jeases, 6%C.% Jong Term 8%%.% &&'.% C((.%

Deferred Tax Assets, Jong Term

6:8.%

8@:.%

'&C.%

C8.%

>ther Intangibles

C:%.%

C'6.%

$,@(6.%

$,6(8.%

>ther JongHTerm Assets

$&&.%

:(.%

$%C.%

$:C.%

'C,8@$. T>TAJ ASS4TS % '@,8%%.% &&,@8'.% &:,8((.%

,IA0I,ITI") > "?7IT@

Accounts .ayable

$$,6('.%

:,&%(.%

$$,&C&.% $$,'(&.%

Accrued 4xpenses

&,8&6.%

&,%%(.%

',:@8.%

&,%CC.%

ShortHTerm )orro"ings

'8.%

$$&.%

@@&.%

:8$.%

9urrent .ortion of JongHTerm

'%%.%

HH

HH

HH

DebtR9apital Jease

9urrent Income Taxes .ayable

((.%

@.%

6'@.%

8'(.%

>ther 9urrent Jiabilities, Total

@(%.%

C'$.%

8(&.%

8C8.%

Unearned Re enue, 9urrent

',6:@.%

',C%$.%

&,%6%.%

&,$8:.%

T>TAJ 9URR4/T JIA)IJITI4S

$:,8'@.% $6,:8(.%

$:,(@%.% $(,6:&.%

JongHTerm Debt

&@'.%

$,:(:.%

&,6$C.%

8,$6(.%

Unearned Re enue, /onH9urrent

',CC6.%

&,%%%.%

&,%'(.%

&,8$:.%

>ther /onH9urrent Jiabilities

',$@6.%

',6C'.%

',@%8.%

',@:&.%

T>TAJ JIA)IJITI4S

'&,:'@.% '',''(.%

':,%$$.% &%,:&&.%

9ommon Stock

$%,8:(.% $$,$:(.%

$$,6C'.% $$,C(C.%

Retained 4arnings

$:,$((.% '%,@CC.%

'',$$%.% '6,C66.%

Treasury Stock

H'C,(%6.% H':,C%6.%

'8,%&C.% 'C,(%6.%

9omprehensi e Income and >ther

H$@.%

&%(.%

H&C.%

HC$.%

T>TAJ 9>!!>/ 40UITN

&,C&8.%

6,'C$.%

8,@6$.%

C,C@@.%

T>TAJ 40UITN

&,C&8.%

6,'C$.%

8,@6$.%

C,C@@.%

T>TAJ JIA)IJITI4S A/D 40UITN

'C,8@$.% '@,8%%.%

&&,@8'.% &:,8((.%

.ission and Aision )tate ent

Dell .ission )tate ent

BTo $e t*e

ost success&ul co puter co pany in t*e +orld at delivering t*e $est

custo er e6perience in

ar-ets +e serve.B

.ission )tate ent'

Dell#s mission is to be the most successful 9omputer 9ompany in the "orld at deli ering the best customers experience in markets "e ser e. In doing so, Dell "ill meet customer expectations of1 2ighest +uality

Jeading technology

9ompetiti e pricing

Indi idual and company accountability

)estHinHclass ser ice and support

Dlexible customi*ation capability

Superior corporate citi*enship

Dinancial stability

ATo pro ide customers "ith superb alue, high +uality, rele ant technology, customi*ed systems, superior ser ice and support and products and ser ices that is easy to purchase and use.B

CT*e direct relations*ip continues t*roug*out t*e custo er e6perienceD !ission statement tells the purpose of existence of the company. Dell through its mission statement tells that they are a totally customer oriented company that aims to pro ide customers "ith high +uality and alue through 9ustomi*ation, according to the needs of the customers. They "ant to deli er high alue "ith the help of latest technology that is easy to use. They also "ant their products and ser ices to be a ailable for consumers at lo" price. Dell has been ery successful to"ards its mission statement .They are no doubt customer oriented as they pro ide a"ard "inning customer ser ices that is "ell kno"n throughout the "orld. Dell is the market leader after 2. and has been +uite successful for mission .)ut is not up to the mark "hen "e talk about its technology part. Dell is +uite slo" in adding ne" alue added features to its product and in using the ne" technology, as compared to its competitors. Therefore it should try to bring changes in its products more +uickly than its competitors. If, Dell concentrate on this part there is no doubt that it "ill become /o $ on the "orld map. DellEs ission is also -no+n as'

O7R P"OP,"( CTH" )O7, OF D",,D' At Dell, "e alue and are committed to1 I 9ustomers1 creating loyal customers by pro iding a superior experience at great alue. I The Dell Team1 our continued success lies in team"ork and the opportunity each member has to learn, de elop and gro". I Direct Relationships1 being direct in all "e do. I Mlobal 9iti*enship1 participating responsibly in the global marketplace I ;inning1 ha ing a passion for "inning in e erything "e do.

AI)IO!
AI)IO! )TAT"."!T' AThrough effecti e and strategic community partnership, Dell supports educational ser ices programs that address the critical and most basic technology access needs of its neighbors in Dell communities prere+uisite to success in digital "orld.B

Dell pro ides a classic example of ho" the principles of strategic management ha e been used to translate an inno ati e ision into a successful and sustainable enterprise. Their ision statement basically tells the "ay they do their business. They "ant to be successful in the digital "orld for this they rely on latest technology. Dell pro ides +uality products to cater the needs of the people. In intend to build good relationship "ith their customers and suppliers. It#s the "ay "e do business. It#s the "ay "e interact "ith the community. It#s the "ay "e interpret the "orld around us. >ur customers# needs, the future of technology, and the global business climate. ;hate er changes the future may bring our ision. Dell Qision "ill be our guiding force. So Dell needs full customer#s satisfaction. In order to become the most successful computer company, they need the ne"est technology and loyal customers.

DellEs Pro otional )trategy'

DellGs business strategy is a successful cost leadership strategy. The companyGs formula for success has been based upon its uni+ue customi*ation, deli ery, and cost proposition. In reaction to faltering performance and the need to pursue ne" gro"th opportunities, a dualHstrategic approach is re+uired to confront rapidly changing market conditions. Dirst, Dell must integrate its

cost leadership skills "ith differentiated product features and related ser ices to create alue for its customers and achie e the benefits of an integrated cost leadershipRdifferentiation strategy. Additionally, becoming a di ersified IT company opens up opportunities in related businesses, "here similar products, buying processes, target customers, or other operationallyH related acti ities can produce synergies. This businessHle el and corporateHle el strategy combination offers Dell a method of dealing "ith the companyGs competiti e realities.

0usiness(,evel )trategy'
9ustomer expectations in the industry ha e created a gro"ing demand for lo"Hpriced, differentiated products. As a result, Dell needs to be able to perform primary and support acti ities that simultaneously yield lo" costs and differentiated features, or an integrated cost leadershipRdifferentiation strategy. The obPecti e of using this strategy is to efficiently produce products "ith attributes that boost product +uality or performance. 4fficient production is the source of maintaining lo" costs, "hile differentiation is the source of uni+ue alue. Successful use of an integrated cost leadershipRdifferentiation strategy has the added benefit of building skills that can help Dell adapt more +uickly to ne" technologies and rapid changes in the external en ironment. Simultaneously concentrating on de eloping t"o sources of competiti e ad antage ,cost and differentiation- increases the number of primary and support acti ities in "hich the company must become competent, "hich contributes to greater flexibility. Dlexible manufacturing systems, information net"orks, and total +uality management systems can also yield a more flexible organi*ation. 4ach type of initiati e should be considered

by Dell as it tries to balance the obPecti es of continuous cost reductions and continuous product enhancements. Dell already utili*es a customi*ed assembly process based upon a D!S to fill customer orders. To increase flexibility, the company should look for "ays to enhance the effecti eness of information net"orks ,linking the supply chain through to the customer- to impro e "ork flo" and communication among employees to identify and resol e problems that emerge. Impro ements in information linkages "ould pro e particularly beneficial as Dell seeks to impro e ser ices for its corporate customers. DellGs business strategy combines its direct customer model "ith a highly efficient manufacturing and supply chain management organi*ation and an emphasis on standards based technologies. This strategy enables Dell to pro ide customers "ith superior alueS highH+uality, rele ant technologyS customi*ed systemsS superior ser ice and supportS and products and ser ices that are easy to buy and use.

%orporate(,evel )trategy'
A corporate(level strategy specifies actions a firm takes to gain a competiti e ad antage by selecting and managing a group of different businesses competing in different product markets. 9orporateHle el strategies help company#s select ne" strategic positions to increase the firm#s alue. They are also a means to gro" re enues and profits. )y '%%@, Dell has already di ersified

from a purely desktop .9 pro ider to operating in the follo"ing additional product categories1 mobility, ser er, storage, printer, enhanced ser ices, soft"are, and consumer electronics. !ore than thirty percent of its re enue is generated outside of its dominant business. )ecause of this ratio and because there are existing links bet"een its di ersified businesses, a related constrained diversi&ication strategy is being employed. ;ith a related constrained di ersification strategy, Dell "ill be able to expand the alue of its resources and capabilities by sharing acti ities and exploiting economies of scope bet"een its businesses. A ailable to companies operating in multiple product markets or industries, econo ies o& scope are cost sa ings that the firm creates by successfully sharing some of its resources and capabilities ,operational relatedness- or by transferring one or more corporateH le el core competencies that "ere de eloped in one of its businesses to another of its businesses ,corporate relatedness-. To create economies of scope both tangible resources ,such as plant and e+uipment or other physical assets- and intangible resources ,such as kno"ledge or other bases of core competencies- can be shared. In at least t"o "ays, the related linked di ersification strategy can help Dell create alue. Dirst, because a core competence has already been de eloped ,and paid for- in one of the company#s businesses, transferring it to a second business eliminates the need for that second business to allocate resources to de elop it. Resource intangibility is a second source of alue creation through corporate relatedness. Intangible resources are difficult for competitors to understand and imitate. )ecause of this difficulty, the unit recei ing a transferred corporateHle el competence often gains an immediate competiti e ad antage o er its ri als. >ne thing to keep in mind, ho"e er, is that it can be difficult for in estors to actually obser e the alue created by a firm as it shares acti ities and

transfers core competencies. Dor this reason, the alue of DellGs assets being used to create economies of scope may be discounted by in estors.

Functional strategy'
9ost leader ship through direct sell model In direct sales odel it sells directly to custo ers3 +*ic* *as t*e &ollo+ing c*aracteristics'

4fficient supply chainRdistribution system FustHInHTime in entory system reduces costs Direct sales by using """.Dell.com Internet increases good relations "ith consumers 7 suppliers Impressi e Supply 9hain !anagement Strong strategic alliances "ith other companies Direct )usiness !odel V 9ustomi*ation W 9ustomer ser ice

Total quality

anage ent (T?.)'

It is another managerial inno ation that emphasi*es an organi*ation#s total commitment to the customer and to continuous impro ement of e ery process through the use of dataHdri en, problemHsol ing approaches based on empo"erment of employee groups and teams. The de elopment and use of T0! systems at Dell "ould align actions "ith the companyGs strategic needs and "ould concurrently ser e to1H ,$- Increase customer satisfaction ,'- 9ut costs, and ,&- Reduce the amount of time re+uired to introduce inno ati e products to the marketplace. All of these obPecti es ha e been identified as critical factors that "ill influence DellGs future success. T0! systems result in the enhancement of inno ati e abilities, the ability to exceed customers# +uality expectations ,differentiating the company from its competitors-, and the elimination of process inefficiencies to cut costs ,allo"ing Dell to offer better performing features at the relati ely lo" prices expected by its customers-. Thus, an effecti e T0! system "ill help Dell de elop the flexibility needed to identify opportunities to implement its integrated cost leadershipRdifferentiation strategy. )ecause T0! systems are a ailable to all competitors, they may help the company maintain competiti e parity, but rarely "ill they unilaterally lead to a competiti e ad antage. Four PEs3 uses as pro otion o& D",,

In popular usage, E!arketingE is the promotion of products, especially Ad ertising and )randing. 2o"e er, in professional usage the term has a "ider meaning "hich recogni*es that marketing is customer centered. .roducts are often de eloped to meet the desires of groups of customers or e en, in some cases, for specific customers. 4. Ferome !c9arthy di ided marketing into four general sets of acti ities. 2is typology has become so uni ersally recogni*ed that his four acti ity sets, the Dour .#s, ha e passed into the language. The Dour .#s are1

Product' The product aspects of marketing deal "ith the specifications of the actual good or ser ice, and ho" it relates to the endHuserGs needs and "ants. The scope of a product generally includes supporting elements such as "arranties, guarantees, and support.

Pricing' This refers to the process of setting a price for a product, including discounts. The price need not be monetary H it can simply be "hat is exchanged for the product or ser ice, e.g. time, or attention.

Pro otion' This includes ad ertising, Sales promotion, .ublicity, and personal selling, and refers to the arious methods of promoting the product, brand, or company.

Place ent' refers to ho" the product gets to the customerS for example, point of sale placement or Retailing. This fourth . has also sometimes been called .lace, referring to the channel by "hich a product or ser ice is sold ,e.g. online s. retail-, "hich geographic region or industry, to "hich segment ,young adults, families, business people-, etc.

%o petitive )trategy '(

F Positioning )trategy Dell#s uni+ue selling proposition has al"ays been defined by its direct business model. Its founder, !ichael Dell, lead the "ay using the directHsales approach for computers. Dell has a simple formula1 Aeliminate the middleman and sell for lessB ,2oo ers-. Dell keeps it simple by pro iding customers "ith builtHtoHorder boxes that help "ith lo"er in entories, lo"er costs, and higher profit margins. F Products1)ervices )trategy Dell is the maPor player in the personal computer industry and its aim is to marketing of both .9s and /onH.9s related products to the consumers. It uses to target its market the differentiated approach. Such as, it pro ides the products to the markets according to the needs to consumers, as according to home, health, go ernment, small and large scale markets etc. It differentiates its products from others "hich are the key point to target its market. F Pricing )trategy Dell made ?$:.' billion in re enue "ith a net profit margin of :O. In '%%@ their re enue "as almost tripled to ?88.( billion, but "ith a lo"er net profit margin of @.6O. Dell#s net income has almost constantly risen throughout the years, due to their highly competiti e cost structure. Their elimination of the middleman keeps their costs lo" and profits high.

F Distri$ution )trategy Dell#s main factory is located in Texas "ith its regional head+uarters in Texas, Tennessee, and )ra*il. Dell al"ays tries to centrali*e its head+uarters to "here it can pro ide the ser ice to its customers in timely and effecti e manner. Dell#s location has helped the company organi*e its distribution model. ;hen Dell Americas operations "ere expanded, Dell chooses middle Tennessee because the transportation infrastructure allo"ed Dell to reach C%O of its customer base "ithin t"entyHfour hours by ground. ;ith the Internet and the phone as its biggest distribution channel, Dell is able to reach customers faster and "ith its distribution net"ork streamlined it can meet each customer#s demand successfully and speedily. All these strategies not only made possible for Dell Inc. to be among the "orld#s leading 9orporations in the 9omputer Industry but &:th largest 9orporation in United States.

%OR" %O.P"T"!%@ Dell has an edge o er its competitors due to the core competency that exist "ithin the organi*ation. This is Dell#s 9ompetiti e ad antage and has created superior alue abo e its ri als. Direct )usiness !odel ,lo" cost ad antageW customi*ationSell directly to consumers, by selling directly to the customer Dell remo es all the cost that they "ould ha e incurred during the holding and marketing of the products.

 Dell#s model is based on buildHtoHorder process, "here company builds each .9 on demand. 9ustomers can choose "hat components they "ant for their computer, Dell then assemble the order and ships it. This strategy impro es customer satisfaction and reduces costs and risks to the company. /o intermediaries /o "arehousing

 Selling direct lo"ered Dell costs by '8H6%O compared to competitors. Dell passed these sa ings to customers. Dell belie ed that this could help best understand customers Xneeds and pro ide the most effecti e computing solutions to meet these needs. )uild products to consumer order 4liminate retail markHups and costs Reduce risks associated "ith large in entories of finished goods

 9lose relationship "ith consumers 7 suppliers Use information to enhance the Qalue 9hain Total customi*ation of their personal computers

ADAA!TA4")'
Price &or Per&or anceH )y eliminating resellers, retailers and other costly intermediary steps together "ith the industryGs most efficient procurement, manufacturing and distribution process

Dell offers its customers more po"erful, more richly configured systems for the money than competitors. %usto i2ationH 4 ery Dell system is built to order. 9ustomers get exactly, and only, "hat they "ant. 5ust In ti e( >rders build at the time of order. A PustHinHtime ,FIT- manufacturing approach, "hich minimi*es in entory costs. )ervice and )upportH Dell uses kno"ledge gained from direct contact before and after the sale to pro ide a"ardH"inning, tailored customer ser ice. ,atest Tec*nology( DellGs efficient model means the latest rele ant technology is introduced in its product lines much more +uickly than through slo"Hmo ing indirect distribution channels. In entory is turned o er e ery $% or fe"er days, on a erage, keeping related costs lo". )uperior )*are*older AalueH Dell "as the topHperforming stock among the Standard 7 .oorGs 8%% and /asda+ $%%, and represented the topHperforming U.S. stock on the Do" Fones ;orld Stock Index. Pro&ita$ility(Through the direct business model Dell has eliminated the reseller#s markup as "ell as the risks associated "ith large in entories of parts and finished goods. Dell fre+uently recei es parts Pust hours or e en minutes before assembling a .9 to fill a customer#s order. Since the prices of computer components are constantly going do"n, it makes sense to a oid buying large in entories of stock that could be purchased at a later date for less. And since computer components also go out of date +uickly, this a oids anti+uated stock. This, in turn, impro es profitability and allo"s Dell to sell its products for a lo"er price to the customer.

%usto er Focus(Is dedicated to meeting the expectations and re+uirements of internal customersS gets firstHhand customer information and uses it for impro ements in products and ser icesS acts "ith customer in mindS establishes and maintains effecti e relationships "ith customers and gains their trust and respect. Internet Jeadership Sales ia Dell#s ;eb site surpassed ?$: million per day during early $(((, accounting for &% percent of o erall re enue. The "orldGs secondHbiggest computer maker has recently s"itched from a pure online and phone sales model to build an expanding net"ork of retail stores, putting its .9s and laptops "ithin the reach of consumers "ithout Internet access. )#OT Analysis o& Dell Products'

)trengt*s Y /o in entory buildup Y Ac+uition "ith 4+ualogic Y 0uality product and ser ice Y ;hole "orld focus Y )rand name Y 9ustomer ser ice Y 9ost efficiency Y Direct sell modelVcustomi*ationWfastW

#ea-nesses Y /o proprietary technology Y 2igh dependency on 9omponents up suppliers Y >ccasional product recall. 4g. In '%%6 Dell had to recall 6.6 million laptop adapters because of a fear that they could o erheat, causing electric shocks or fires. una$le to s+itc* supply dues to t*e lac- o& large

Deli ery W lo" cost Y ;inning culture Y latest technology Y Dirst mo er ad antage Y eHcommerce capabilities1 """ .Dell.com Y )uid to order manufacturing process Y .roduct designWafter sales ser ice Y 4xpert Supply 9hain !anagement Opportunities Y /et"orkHinternet, intranet and extranet Y De eloping nations market Y Jo" costs and gro"ing ad anced technology Y Mro"th in business, education and go ernment markets Y global "ide access to customers and

suppliers in t*e #orld Y high attrition rates among isitors to Dell.com Y no physical presence of ser ice centers Y slo" in introducing fancy features Y Jack of inno ation

T*reats Y 9ompetition Y 9urrency fluctuation in countries outside the US Y .olitical instability Y Tariff trade barriers Y Recession Y Decling sales

market. Y 4xpansion Y Increasing income of consumers Y Mlobalisation

)trengt*'(
DellGs Direct !odel approaches of enables the company to offer direct relationships "ith customers such as corporate and institutional customers. Their strategic method also pro ides other forms of products and ser ices such as internet and telephone purchasing, customi*ed

computer systemsS phone and online technical support and nextHday, onHsite product ser ice. This extensi e range of products and ser ices is definitely one of Dell#s strengths. Dell 9omputerGs a"ardH"inning customer ser ice, industryHleading gro"th and consistently strong financial performance differentiate the company from competitors for the follo"ing reasons1 .rice for .erformance L Dell boasts a ery efficient procurement, manufacturing and distribution process allo"ing it to offer customers po"erful systems at competiti e prices. 9ustomi*ation H 4ach Dell system is built in order to meet each customer#s specifications. Reliability, Ser ice and Support L Dell#s direct customer allo"s it to pro ide topHnotch customer ser ice before and after the sale. Jatest Technology L Dell is able to introduce the latest rele ant technology compared to companies using the indirect distribution channels. Dell turns o er in entory for an a erage of e ery six days, keeping in entory costs lo". The companyGs application of the Internet to other parts of the business HHincluding procurement, customer support and relationship management HH is gro"ing at a rate of &% percent. The companyGs ;eb site recei ed at least '8 million isits at more than 8% countryHspecific sites. #ea-nesses'( Dell#s biggest "eakness is attracting the college student segment of the market. Dell#s sales re enue from educational institutions such as colleges only accounts for a measly 8O of the total. Dell#s focus on the corporate and go ernment institutional customers someho" affected its

ability to form relationships "ith educational institutions. Since many students purchase their .9s through their schools, Dell is ob iously not popular among the college market yet. Dor home users, Dell#s direct method and customi*ation approach posed problems. Dor one, customers cannot go to retailers because Dell does not use distribution channels. 9ustomers Pust can#t buy Dell as simply as other brands because each product is customHbuilt according to their specifications and this might take days to finish. Opportunities'( .ersonal computers are becoming a necessity no" more than e er. 9ustomers are getting more and more educated about computers. SecondHtime buyers "ould most likely a ail of Dell#s customHbuilt computers because as their kno"ledge gro"s, so do their need to experiment or use some additional computer features. Demand for laptops is also gro"ing. As a matter of fact, demand for laptop has o ertaken the demand for desktops. This is another opportunity for Dell to gro" in other segments. The internet also pro ides Dell "ith greater opportunities since all they ha e to do no" is to isit Dell#s "ebsite to place their order or to get information. Since Dell does not ha e retail stores, the online stores "ould surely make up for its absence. It is also more con enient for customers to shop online than to actually dri e and do purchase at a physical store. T*reats'( In a olatile market such as personal computers, threats abound. 9omputers change in a constant sometime daily basis. /e" soft"are, ne" hard"are and computer accessories are introduced at a

lightning speed. It is essential for Dell therefore to be al"ays on the lookout for ne" things or introduce ne" computer systems. The threat to become outmoded is a pulsating reality in a computer business. /ot only that, companies must produce products that are high in +uality but lo" in price. This is one challenge that Dell contends "ith.

O05"%TIA")

O$/ectives o& t*e )tudy The study helps to kno" the promotional strategy of the company.

 To collect data from customer and retailers for the acti ation of ne" strategy Dind out "ays to increase sales ne" launches to company To enhance the market share of the company.

)%OP" A!D I.PRTA!%"

)cope and i portance o& t*e study'(

This proPect gi es us great exposure to the consumer durable market because it includes product kno"ledge and field sur ey Pob in "hich "e isited the consumer preferences to"ards Dell computers and laptops. Research methods pro ide you "ith the kno"ledge and skills you need to sol e the problems and meet the challenges of a fastHpaced decisionHmaking en ironment. )usiness research courses are recognition that students in business, notHforHprofit, and public organi*ations L in all functional areas L need training in the scientific method and its application to decision making. T"o factors stimulate an interest in more scientific decision making1 ,$- the manager#s increased need for more and better information and ,'- the a ailability of impro ed techni+ues and tools to meet this need. The trend to"ard complexity has increased the risks associated "ith business decisions, making it more important to ha e a sound information base. Increased complexity means there are more ariables to consider. The competition is more igorous, "ith much business do"nsi*ing to make competiti e gains. ;orkers, shareholders, customers, and the public are better informed and more sensiti e to their selfHinterest. Mo ernment continues to sho" concern "ith all aspects of society. 4ach of these factors demands that managers ha e more and better information upon "hich to base decisions. To do "ell in such an en ironment, you "ill need to be e+uipped "ith an understanding of scientific methods and a means of incorporating them into decision making. Nou "ill need to kno" ho" to identify good research and ho" to conduct it. There is astly more kno"ledge in all fields of management. ;e ha e begun to build better theories. The computer has gi en us a +uantum leap in the ability to deal "ith problems. /e"

techni+ues of +uantitati e analysis take ad antage of this po"er. 9ommunication and measurement techni+ues ha e also been enhanced. These trends reinforce each other and are ha ing a massi e impact on business management. So there is a need to analy*e the promotional strategies of company in a "ell manner.

R")"AR%H ."THODO,O4@

Researc* .et*odology'(

A careful in estigation or in+uiry especially through a search in any branch of kno"ledge of any sector is kno"n as Research !ethodology. Research !ethodology is the art of research so that research report can be prepared in a standard manner. Research methodology is considered as the ner e of the proPect. ;ithout a proper "ellHorgani*ed research plan, it is impossible to complete the proPect and reach to any conclusion. The proPect "as based on the sur ey plan. The main obPecti e of sur ey "as to collect appropriate data, "hich "ork as a base for dra"ing conclusion and getting result. Research !ethodology includes follo"ing contents1H

Researc* design Research design is important primarily because of the increased complexity in the market as "ell as marketing approaches a ailable to the researchers. In fact, it is the key to the e olution of successful marketing strategies and programmers. It is an important tool to study buyer#s beha ior, consumption pattern, brand loyalty, and focus market changes. A research design specifies the methods and procedures for conducting a particular study. An artist makes a design before he executes his ideas. Any prudent man makes a plan of his o"n study before he undertakes his research design. This enables the researcher to sa e time and resources. Such a plan of study or blue print for study is called a R4S4R92 D4SIM/ or R4S4R92 STRAT4RMN.

Research design is of three types1H

$. Descripti e Research design '. 4xploratory Research design &. 9onclusi e Research design This report is related to the D")%RIPTIA" R")"AR%H D")I4!, because all mater takes place in the Descripti e manner. )A.P,I!4 ;hen a field study are undertaken in a practical life considering the time and cost, almost in ariable lead to a selection of respondent, "hich means selection only of fe" items. The respondents selected, should be as repetiti e of a total population. 2ere I take sampling si*e of $%% peoples from Amroha and !oradabad. This sampling si*e includes some businessmen, ser icemen, households and peoples related to professional "orks. 2ere I choice RA/D>>! SA!.JI/M !42T>D to get the response of the peoples. )A.P,I!4 ."THOD )A.P," )IG" R")"AR%H TOO, R")"AR%H AR"A Random Sampling method $%% Dealers and customers 0uestionnaires Amroha and !oradabad

Data collection

There are t"o types of sources of data collection1H Pri ary data

)econdary data

Pri ary data1 H These data are those "hich are collected for the first time and therefore original in nature. Dor the collection of the primary data follo"ing methods are used1 $. Inter ie" method1 .ersonal inter ie"s of the customers are taken at different le els to get their opinions and suggestions. And the inter ie" "as structured in nature. '. 0uestionnaire method1 Structured +uestionnaire on the basis of information collected from different sources. The +uestionnaire contains both open and ended +uestions. )econdary data1 H Data, "hich ha e already been collected by someone else and hence passed through the statistical process. Secondary data are collected from the follo"ing sources1 a. )ooks related to topic b. >rgani*ation documents c. !aga*ines d. ;ebsites )TATI)TI%A, TOO,) 7)"D

Statistical tools used in the proPect study are1 Mraphical representation

H@POTH")I) A *ypot*esis consists either of a suggested explanation for an obser able phenomenon or of a reasoned proposal predicting a possible causal correlation among multiple phenomena. The term deri es from the Mreek, hyposthenia meaning Eto put underE or Eto suppose.E The scientific method re+uires that one can test a scienti&ic *ypot*esis. Scientists generally base such hypotheses on pre ious obser ations or on extensions of scientific theories. 4 en though the "ords EhypothesisE and EtheoryE are often used synonymously in common and informal usage, a scientific hypothesis is not the same as a scientific theory. The hypothesis of this study is that promotional strategies of Dell are able to a"are the customers about their products and models and customers are satisfied "ith the ser ices pro ided by Dell.

DATA A!A,@)I)

DATA A!A,@)I) A!D I!T"RPR"TATIO!'(

?<. Do you *ave Dell laptop1 des-topH Nes , /o , -

Interpretation(According to this pie chart it is clearly sho"n that @%O responses use Dell laptop or desktop and 6%O does not use. ?8. #*ic* odel do you pre&erH

Qostro , Inspiron ,

n series >thers ,

, -

others 30%

vostro 20% n series 20%

vostro n series inspiron others

inspiron 30%

Interpretation(According to this pie chart it is clearly sho"n that the percentage of inspiron model is greater than ostro and n series laptops or desktops users. ?:. Fro +*ere did you -no+ a$out DellH

/e"spaper , Internet ,

Tele ision , Referral ,

Others 10%

Newspaper 20%

Newspaper Television Internet

Internet 40%

Television 30%

Others

Interpretation( This pie chart sho"n that most of the people got kno"ledge of Dell from internet. ?I. Are you satis&ied +it* t*e services o& DellH

Nes ,

/o ,

70 60 50 40 30 20 10 0 yes no, 30 yes, 70

no

Interpretation( C%O users of Dell are satisfied "ith its ser ices, "hile &%O are not satisfied.

?J. #*at -ind o& &eature attracts you to use Dell productsH

!odel ,

price ,

ser ice ,

" ervi!e, 30 ri!e, 25

Model, 45 Model ri!e " ervi!e

Interpretation(According to this pie chart of responses of people, most of the users are attracted "ith the models of Dell desktop and laptops.

?K. )cale your satis&action to+ards Dell dealersH

)ad A erage

, ,

Mood 4xcellent

, ,

50 40 30 20 10 0 #ad $ood %vera&e #ad, 5 $ood, 15 %vera&e, 35

' (ellent, 45

' (ellent

Interpretation(According to this bar chart it is ery clear that most of the users accept that the ser ices of Dell dealers are excellent. ?L. Are you satis&ied +it* onsite services provided $y DellH

Nes ,

/o ,

100 )0 60 40 20 0 yes no, 10 no yes, *0

Interpretation( (%O users of Dell are satisfied "ith its onsite ser ices, "hile $%O are not satisfied. ?;. Are you satis&ied +it* pricing strategy o& DellH

Nes ,

/o ,

60 50 40 30 20 10 0 + es No 60 40

Interpretation( @%O users of Dell are satisfied "ith its pricing strategy, "hile 6%O are not satisfied. ?=. #ould you li-e to suggest purc*asing Dell laptop to your &riendsH

Nes ,

/o ,

30% + es No 70%

Interpretation( C%O users of Dell suggest to other to prefer Dell laptops and desktops "hile &%O does not suggest because of some reason. ?<9. Do you t*in- t*at t*e pro otional strategy o& Dell i pact on custo ersH

Nes ,

/o ,

32% + es No 6)%

Interpretation( @:O users of Dell are agreed that the promotional strategy puts an impact on customers "hile &'O are disagreed.

?<<. #*at is your opinion a$out DellH

)ad A erage

, ,

Mood 4xcellent

, ,

60 40 20 0 #ad $ood #ad, 5 $ood, 20 %vera&e, 30 ' (ellent, 45

%vera&e

' (ellent

Interpretation(According to this chart it is ery clear that most of the users say that Dell is really excellent. ?<8. Do you t*in- t*at Dell is related to value &or oney conceptH

Nes ,

/o ,

No 20%

+ es )0%

Interpretation( :%O users of Dell are satisfied "ith its alue for money concepts, "hile '%O are not satisfied.

FI!DI!4)

FI!DI!4)
!arket sur ey is the main task of e ery report, "eather it relates to any topic. After analy*ing the promotional strategy of Dell and getting response of Dell users and Dell dealers through +uestionnaire, I found follo"ing points1H According to my marketing sur ey I found that most of the people use Dell laptops or desktops. !ost of the users say that internet is the best source for getting information about Dell. The onsite ser ice of Dell is really the best strategy according to customers. According to customers the main feature "hich attracts him to"ards Dell laptops is attracti e models of it. Among the si*e of $%% responders, most of the people say that the promotional strategy of Dell puts an impact to buy products. !ost of the customers are satisfied "ith Dell features as "ell as ser ices of Dell dealers. The prices of Dell laptops and desktops are high still @%O customers are satisfied "ith pricing strategies. Qalue for money is really best concept, adopted by Dell and customers are also satisfied "ith this concept.

%onclusion

%onclusion'(
Dell 9omputer 9orporation "as established in $(:6 and today ranks among the "orld#s largest computer systems company. Dell is ser ing the selling of personal computers directly to customers, pro iding direct toll free technical support and onsite ser ices. Dell offers build to order computer systems to customers. Dells complete range of highHperformance computer systems include1 Dell Dimension and >pti.lex desktop computers, Jatitude notebook computers, and .o"er 4dge net"ork ser ers. This report co ers the contents of current and past o er ie" of Dell 9ompany, its offerings, financial analysis and many more. A4xperience is not "hat happens to you, it is "hat you do "ith "hat happens to you.B Dell computer is successful in global markets as a result of best understanding of customersG needs and their direct sell business model. DellGs en ironmental programs for product asset reco ery and product design for en ironment ha e spanned more than a decade. The company designs and customi*es products and ser ices to the re+uirements of the organi*ations and indi iduals, and sells an extensi e selection of peripheral hard"are and computing soft"are.

Dell is a "ell kno"n name in the "orld that has been ery successful to"ards its mission. It has focused on customi*ation and maintaining lo" cost that has been ery profitable for the company. )ut the problem of the lo" sales in the U.S. is facing by it, they are being forced to look at alternati e "ays of brining re enue to the company, "e belie e that they "ill be able to tackle this situation and "ould maintain a tight grip on the market due to their cost leadership and because of their coming strategies.

,I.ITATIO! OF )T7D@

,I.ITATIO! OF )T7D@'(
Although I tried my best in preparation of this proPect, but this study has some limitation1 The period of the proPect "as not sufficient to study all the factors in deep. Qisiting arious places for the study consumed a lot of time. ;e cannot say that "hat the consumer ha e re ealed "ill be right for each and e ery situation because their perception is influenced by many factors. !any consumer and dealers sho"ed less interest in pro iding information and ha en#t cooperated. The Area undertaken in research in !oradabad and Amroha only. )ut to do a complete research a "ide area is re+uired, so the area is also a constraint of the study.

Sample for the study taken is of only $%% consumers. ;hich can also act as a constraint in the study.

R"%O.."!DATIO!

R"%O.."!DATIO!
Should look for AllianceHmergers and ac+uisitions that "ould bring synergic benefits for the company Reduce the attrition rate by 9on erting isitors into customers ,people "ho isit the Dell site .hysical presence of Ser ice centers "ould add alue to their customer ser ice In est more in Research and De elopment. Increase 9ompany recognition through a national ad ertising campaign. Should not only depend on the internet sales, should gi e e+ual importance to retail stores. Though they ha e started "ith the retail selling but they should gi e e+ual importance to it as they gi e to online selling

 )uild a ariety of competencies ,build core competencies into di erse product lines Demand for laptops "ill increase in the coming future therefore they should try to exploit this situation.

0I0,IO4RAPH@'( H3otler .hilip, Saxena RaPan H A.rinciples >f !arketing !anagementB H Da id A.Aaker, Meorge s. DayH A!arketing ResearchB H 3othari 9.R.H AResearch !ethodologyB

#"0)IT")'

""".scribd.comRdocR$('&8&@@RDellH/otesH)trategy en."ikipedia.orgR"ikiRDell """.alacrastore.comR...RMlobalDataZ9ompanyZReportsH DellZIncZFinancialZandZStrategicZAnalysisZRe ie"H'%:CH$8C:

""".suite$%$.comR...Rs+otHanalysis(o&(DellHcomputersHa('8(C

content.grin.comRdocumentR 8C%%C.pdf

""".grin.comReHbookR8C%%CRtheHDellHco panyHaHstrategicHanalysis

?7")TIO!!AIR"

?7")TIO!!AIR" ?<. Do you *ave Dell laptop1des-topH Nes ?8. #*ic* Qostro Inspiron ?:. Fro , /o , -

odel do you pre&erH , , n series >thers , , -

+*ere did you -no+ a$out DellH Tele ision Referral , , -

/e"spaper , Internet ,

?I. Are you satis&ied +it* t*e services o& DellH Nes , /o , -

?J. #*at -ind o& &eature attracts you to use Dell productsH !odel Ser ice , , .rice , -

?K. )cale your satis&action to+ards Dell dealersH )ad A erage , , Mood 4xcellent , , -

?L. Are you satis&ied +it* onsite services provided $y DellH Nes , /o , -

?;. Are you satis&ied +it* pricing strategy o& DellH Nes , /o , -

?=. #ould you li-e to suggest purc*asing Dell laptop to your &riendsH Nes , /o , -

?<9. Do you t*in- t*at t*e pro otional strategy o& Dell i pact on custo ersH Nes , /o , -

?<<. #*at is your opinion a$out DellH )ad A erage , , Mood 4xcellent , , oney conceptH

?<8. Do you t*in- t*at Dell is related to value &or Nes , /o , -

?<:. According to you +*at is t*e $%O L '%O , 6%O L @%O , -

ar-et s*are o& DellH '%O L 6%O , @%O L abo e , -

?<I. Any suggestions &or Dell. [[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[ [[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[ [[[[[[[[[[[[[[[[[[[[[[[. Respondent Pro&ile /ame1 ZZZZZZZZZZZZZZZZZZZZZZZZZZZZ Age1 Mender1 ZZZZZZZZZZZZZZZZZZZZZZZZZZZZ ZZZZZZZZZZZZZZZZZZZZZZZZZZZZ

>ccupation1 ZZZZZZZZZZZZZZZZZZZZZZZZZZZZ

Address1 !ob /o.

ZZZZZZZZZZZZZZZZZZZZZZZZZZZZ ZZZZZZZZZZZZZZZZZZZZZZZZZZZZ