INTRODUCTION

Dell, Incorporated is a computer hardware manufacturer and distributor. The company is one of
the world's largest computer distributors in terms of both quantity of units sold and gross income,
and one of the United States' largest corporations. From 1999 until 2006 Dell delivered more
complete computer systems worldwide per quarter than any other PC manufacturer. However, a
bad reputation stemming from poor customer support had seen Dell's market shrink, with rival
Hewlett-Packard outselling Dell for the first time in Q4 2006. Dell is now attempting to improve
it's

image

with

Linux-based

desktop and

laptop models,

community-driven

idea

generation website, and a move to less expensive AMD processors.

Most of Dell's products are IBM PC-compatible desktop, laptop, and server computers using
Intel or AMD processors. The company also markets a line of HTC-produced handheld
computers hand, rebranded computer peripherals such as keyboards and mice, and Sonydeveloped monitors and televisions. Other Dell-branded peripherals such as scanners and
printers are often designed in-house with production outsourced. Dell also distributes third-party
hardware such as gaming consoles from Sony, Nintendo, and Microsoft. Often Dell will market
via the company website third-party devices that compete with it's own products, such as the
Palm Tungsten handheld that competes with Dell's own Axim line.
Dell Computer was founded as PC's Limited in 1984 by university student Michael Dell. Selling
assembled computers from his dormitory room, Michael abandoned the university during the
planning stage of his first in-house computer design in 1985. The company was so successful
that within two years PC's Limited had distribution offices in Europe, and changed it's
grammatically-incorrect name to Dell Computer Corporation. By 1991, seven years after selling
it's first computer, Dell Computer Corporation was listed in the Fortune 500. With much
experience in mail order telephone sales, Dell was one of the first companies to offer computers
for mail order via the Internet. The Dell Coupon program made many Internet models cheaper
than other brands, and continues to be popular to this day.

HISTORY
Dell comuter was founded by Michale Dell. Dell traces origins to 1984 when michale dell
created PCs limited. The company changed its name to dell computer corporation in 1988 and
began expanding globally as a multinatiional comany first in iworldwide.
In 1992 fortune magazine included Dell computer corporation in its list of the worlds 500 largest
companies.Michael Dell is the youngest CEO of the fortune 500 ever.Dell Inc. Is now the 41 st
among the fortune 500 company.
Today, Dell Inc. is the number one seller of laptop and desktop computers in the United States. It
is second only to Hewlett Packard in world sales. The first portable computer was made in 1981;
Dell released its own notebook eight years later.
1989

Dell released its first notebook computer in 1989. It was called the 316LT. This was five
years after the company was started by Michael Dell.
1991

Dell announced its first notebook with a color display in 1991 at the Spring Comdex
computer tradeshow in Las Vegas. It sold for $4,500.
1994

Dell introduced the lithium ion battery in 1994. It broke every industry record for battery
life, making the flight from New York City to Los Angeles on one charge.
2000

Dell introduced built-in Wi-Fi in 2000. Wi-Fi is a brand name for products providing
access to a wireless local area network or wireless Internet service.
2006

Dell adds Blu-ray Disc technology to models at the top end of its consumer notebook
computer line.
VISION :
Its the way we do business. It's the way we interact with the community. It's the way we
interpret the world around us-- our customers needs, the future of technology, and the global
business climate. Whatever changes the future may bring our vision -- Dell Vision -- will be our
guiding force.
MISSION :
Dell's mission is to be the most successful Computer Company in the world at delivering the best
customer experience in markets we serve. In doing so, Dell will meet customer expectations
ofHighest quality.
Dell has three strategic goals that help them to reach their mission and values statement.
These goals include:
1. Results to make a positive difference
Dell says that their company wants to ensure everyone in any type of environment has the
ability to take advantage of technology. Their company focuses on the "work smarter, not
harder" motto to try to help things with business.
2. Leaders that not only have leadership capabilities but open-mindedness
Dell wants leaders who are capable of leading others, but who are open to new
experiences and ideas. The company employs leaders who are able to recognize when
they are not the most experienced.

3. Operating with an ethical and moral code

Dell focuses on improvement, both in business and community through the company's
ethical and moral code. They believe in enhancing the quality of life for the surrounding
community because in the long run, that will grow business and ensure everyone has the
abilities and advantages of modern technology.

PRACTICE 1
CAREER PLANNING
Working at Dell gives you the opportunity to find what drives you. Were proud of the way we
inspire people to do more, to be more and to pursue professional fulfillment. There are
countless opportunities to steer your career in the direction that suits your lifestyle, whether
thats moving into a different department, growing into a leadership role or finding your calling
on the other side of the globe.
CAREER AREAS AT DELL:
Corporate functions:
There is a lot that goes on behind the scenes at a global organization such as Dell. Financial
decisions, marketing data analyses, human resources considerations, e-business efforts you
name it, it's happening. The skilled and experienced professionals who drive our day-to-day
business activities all find their success in corporate functions. The range of career options you'll
find within the business function at Dell is truly impressive. Project managers drive new
initiatives. Financial analysts plan our future moves. Marketing analysts measure consumer data
to gauge the viability of new products and services. Human resource professionals manage
compensation, benefits, and talent acquisition and development for some 1,05,000 team
members worldwide.
Discover exciting roles in corporate functions at Dell:

PMP-certified consultants
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Project managers
Financial professionals
Human resources professionals
Legal
Global online
Marketing
E-business
Corporate communications
Dell Financial Services
Communications and investor relations
Facilities and security
Training

PRACTICE 2
QUALITY MANAGEMENT
Dell Perot Systems applies four elements which work together in an integrated manner to ensure
the quality of products and services and to determine success in meeting specified contract
requirements.

1. Quality Management System (based on CMMI Level 3, ISO 9001: 2000, and ITIL
Service Management)
2. Category / Task Order Specific Quality Control Plans
3. Annual Self-Assessments
4. Government Performance Assessment and Feedback
Quality Management System
Dell Perot Systems has established, documented, and implemented an ISO 90001:2000-certified
quality management system (QMS) that focuses on meeting customer requirements and enabling
employees to do their jobs right the first time. The Dell Perot Systems QMS Manual defines and
documents how requirements for quality are met. The design of the QMS is influenced by
varying customer needs, particular objectives, the products and services provided, the processes
employed, and the size and structure of our organization. We recognize that success comes from
focusing on doing things right the first time, on time, every time, meeting customer requirements
and exceeding their expectations. Quality is dependent on a systematic approach to process
management aimed at ensuring that customer needs are understood and met. The QMS creates a
framework for clearly defining process controls, the interaction between processes and
verification activities. This ensures that processes are performed in a well-defined and controlled
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environment. The system focuses on quality assurance through prevention rather than quality
control through detection. Critical processes are governed by documented procedures that are
supported with records of training and satisfactory compliance for products and services. The
range of detail in the procedures is dependent upon the complexity of the task and the training
(knowledge, skills, and abilities) needed by personnel carrying out the task.
Quality Control Plans
Quality Control Plans, developed within the framework of the QMS Manual, are also utilized to
define how the quality system requirements and customer requirements are to be met for specific
projects or deliverables. Quality Control Plans are tailored to the needs of the customer. They
specify the applicable processes of the QMS and the resources to be applied to a specific
product, project, or contract. They are designed around the results or performance objectives of
the customer requirements and are used to verify the quality of products and services and to
determine success in meeting the specified contract requirements. They help facilitate a common
understanding of specific requirements and lay the groundwork for a strong business relationship
between customer and contractor. The scope, depth and detail of quality control plans are
appropriate to the effects, or potential effects, of not meeting customer requirements. When Dell
Perot Systems outsources any process that affects conformity with requirements, we verify that
adequate controls are invoked and agreed to by the subcontractor. Subcontractors are considered
"extensions" of Dell Perot Systems Government Services. As such, we recognize the importance
of controlling quality, efficiency, safety and cost.
Self-Assessment
Dell Perot Systems' top management reviews the QMS to help ensure its continuing suitability,
adequacy, and effectiveness. This review includes assessing opportunities for improvement and
the need for changes to the QMS. Action items are assigned where necessary and records of
management review results are maintained. The input to management review includes
information on:

Results of audits (internal and external)

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Customer feedback (complaints and praise)

Process performance and product conformity

Status of preventive and corrective actions

Follow-up actions from previous management reviews

Status and results of improvement activities

Task-Specific Self-Assessment
Built into each specific Quality Control Plan is a milestone for the Program Manager to
periodically assess progress towards, and achievement of, how the performance requirements are
being met. This helps prevent surprises at the end of the performance period. In addition, after
the end of each award term evaluation period, the Program Manager conducts and documents a
full self-assessment of how performance requirements were met.
Government (Customer) Performance Assessment
Our performance is monitored and reported on by the customer, and various other forms of
feedback are collected and used for management reviews and the annual self-assement.

PRACTICE - 3
SIX SIGMA
Michael Dell has built a successful business model that scores of companies are trying to
emulate.Dell Inc. is the perfect example of a company that is using Six Sigma not as an end in
itself but as an enabler to achieve results. Early in 2000 they started a corporate initiative called
Business Process Improvement (BPI).Nearly five years later the program, which includes Six
Sigma, Lean, and Hoshin Planning, is still growing strong, becoming yet another model that
other companies are trying to follow.
BPI Overview:
Marie Moynihan, Human Resources Director, Dell EMEA Home and Small Business, gave the
following description of BPI at The LRC Symposium Meeting the Challenge of Change Irish
Labour Market Issues in a Global Economyon November 11, 2004:

BPI is a set of tools and skills used to understand, investigate and improve
business processes.

BPI Mission: To empower employees with the knowledge, skill and tools in order
to make Dell more efficient through reduced cycle time, improved quality or
lower costs.

Why has Dell made BPI a priority? Because of its inherent benefits:

BUSINESS: Quality, cost savings (more than $1.55B during FY04)

EMPLOYEES: Effective teams, empowerment, career enhancing
CUSTOMERS: Better Customer Experience through cost, quality and cycle time improvements
In a roundtable discussion with CNET News.coms Editorial Board in November , 2003, Michael
Dell spoke about many aspects of the company including BPI.
We have a process called BPI, business process improvement, which any employee can be
involved in. If five workers on the production line see something that isnt working, instead of
complaining about it, they have BPI. They form a team, they go solve it and it becomes a BPI
project in a global database. Were saving $1.8 billion with this kind of process.
Additional Savings Quotes:
At the end of July, we had over 375 million in annualized BPI savings dollars. Weve completed
almost 600 BPI projects worldwide and we still have more than 2600 projects in progress
worldwide with a projected annualized savings of over $600 million.September 10, 2003, Town
Hall Los Angeles.
Since implementing BPI, over seven hundred and fifty people have been certified across Dell
EMEA, resulting in savings exceeding $300M.November 18, 2004, INBITE 04: Intelligent
Business IT
Dell is very public about their BPI program.Ian McMorrough, Executive Champion EMEA
BPI and Lean Programs will be speaking at Six Sigma IQs 6th Annual European Six Sigma

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Summit in April.He is also speaking at the Six Sigma for Service and Transaction Excellence in
March.
Plain and simple, Dell is a leader in just about everything they do.From supply chain to customer
service to marketing, Dell is harnessing the power of their employees to achieve great things.Its
no wonder that Dell is #1 in Fortunes Americas Most Admired Companies list, they have
earned it.

PRACTICE - 4
TALENT MANAGEMENT
Sometimes, companies overlook the human resources function in their attempt to become market
leaders. This is a crucial mistake, as long time performance and brand recognition are built with
loyal, hardworking and motivated employees. Understanding that employees are the most
valuable asset of a company is only part of the solution. In order to ensure growth and stability,
companies need to actively implement Performance Management Systems that emphasize
Individual Performance, Talent Management and Succession Management.
According to Edward E. Lower, the four pillars that represent the foundation of an effective
Performance Management System are:

Defining and agreeing on the organizations strategy;

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Guiding the development of individuals so they have the skills and knowledge needed to
perform effectively;

Motivating individuals to perform effectively;

Providing data about the condition of the organizations human capital.

A best practice example is given by Dells Performance Management System, which includes a
well-structured Talent Management Plan.
Dells success relies on the companys culture, as they value meritocracy, ingenuity, innovative
thought and continuous growth. By following these values and helping their workforce to
improve continuously, the company made it to Fortune 50 as an industry leader.
Dells Performance Management System ensures the alignment between individual performance
and objectives and the organizational ones. Employees have the opportunity to create their own
career development plan in coordination with their manager and according to the companys
objectives and needs.
Employee continuous development is assured through their Learning and Development plan
which focuses on three outcomes:

A culture that fosters exceptional and agile organizational performance;

The best workforce teams in the industry;

Superior individual-learning experiences.

Their learning programs vary from on-the-job experience, networking, coaching and mentoring
to ensuring employee loyalty by reimbursement of their children college tuition.
Talent reviews are conducted annually, as they help identify the next generation of leaders and
innovative thinkers that will help the company maintain its position on the market. During these
talent reviews, solid and constructive feedback is given to each employee in order to ensure his
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future success. Significant investments have been made in leadership development and probably
the most innovative and resourceful one was the implementation of two online platforms:

Harvard Manage Mentor, an online resource tool from Harvard Business School that
provides practical help on 38 key management topics;

Mentor Connect, an online tool for matching mentees and mentors across the corporation
and around the globe.

Dells organizational philosophy could be an example, as human resources might become, in the
new future, one of the main competitive advantages a company has, and capable and engaged
employees have become one of the main performance drivers.

PRACTICE - 5
TRAINING AND COMPETENCY
The Partner Direct program includes four software-focused competencies that map to areas of
substantial opportunity for Partners. These may be areas where your organization already excels
or is looking to add specific expertise. Whether you're capitalizing on an existing organizational
strength or seeking a new area in which to grow your business, completing Partner Direct
Competencies helps to ensure that your organization gets the highest level of support from Dell.

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Specialized Learning Paths

Client Management Automate systems management tasks from initial system
deployment to ongoing management and retirement.
Includes products such as Dell KACE
Performance Monitoring - Manage application, infrastructure and user experiences.
Includes products such as Foglight and Foglight for Virtualization Enterprise and
Standard Editions.
Windows Server Management Migrate and manage Active Directory, Exchange
and

SharePoint.

Includes Migration Manager, Recovery Manager, ChangeBASE, and more

Virtualization and Cloud Virtual application management and data backup,
replication

and

recovery.

Includes products such as vFoglight for Virtualizatoin Enterprise and Standard

Edition vRanger

Dell Network Security Dynamically secure, control, and scale the network.
Includes products from Dell Sonic WALL.
Dell Identity and Access Management Simplify compliance and security.
Includes products such as Dell One (Quest One) Identity Manager and Privileged
Account Management
Data Protection Virtual and physical backup, replication and recovery.
Includes products such as AppAssure, NetVault and vRanger
Database Management

- Manage, control and understand your data.

Includes such products as Toad and SharePlex for Oracle

Systems Management Client Management Automate systems management tasks
from initial system deployment to ongoing management and retirement.
Includes products such as Dell KACE
Desktop Virtualization Solutions Increase productivity, improve user experience
and strengthen security.

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Includes products Desktop Virtualization appliance, Wyse, and more

PRACTICE - 6
BENCHMARKING
The computer industry represents fertile ground for our inquiry. The market is highly visible,
rapidly growing, and competitive, with several well-managed dynamic firms seeking increased
market shares. In 1998, the $148 billion computer market had four main segments: main frames,
minis, workstations, and personal computers. PC sales represented 46 percent of total computer
sales. Table 2.1 tracks the performance of the top three computer firms in market shares in the
PC market between 1996 and 2001 utilizing data from Data Quest and International Data.
Dell Computer Corporation is one of the most visible success stories in the computer market. By
selling personal computers directly to customers over the Internet, offering a build-to-order sales
system, and then linking suppliers, workers, managers, customers, and service personnel together
on the Internet Dell has built a series of rapid-response systems that have revolutionized
organizational communication. Dells rapid-response systems have led to fear, admiration, and
attempts at imitation among its competitors and othere-businesses alike (McWilliams 1997, 132
136, 9192; McWilliams andWhite 1999, 84)
Dell is occasionally asked to compare the performance of various desktop computer models used
by faculty and staff to help determine whether it's time to purchase a new desktop PC and/or to
discern whether an optional processor upgrade in a new PC is worth the extra cost. Benchmark
scores for select Dell desktops in the table below provide numeric values for easy comparison of
models.
Although the scores are based on replicable tests, no benchmark methodology is perfect. If you
use one of these computer models, note that your computer's operating system, the quantity of
memory installed, and other hardware components might differ, so your PC might achieve higher
or lower scores.
At their best, performance benchmarks provide impartial information that can be used to evaluate
and compare the performance of computer systems. Dell and the computer industry promote
objective and credible benchmarking in various ways, including participation in standards bodies
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such as the Standard Performance Evaluation Corporation (SPEC), Business Applications

Performance Corporation (BAPCo), Transaction Processing Performance Council (TPC), and
Storage Performance Council.
When properly run and documented, the benchmarks produced by these and other groups help
provide objective information that can be used to compare computer platforms, components,
operating systems, and specific system configurations. Dell is committed to furthering industry
practices that yield objective industry-standard benchmark results. Organizations can use these
benchmarks to evaluate and compare Dell systems to competitors systems. Dell also uses the
benchmarks when developing new products and assessing new technologies.

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FINDINGS:
The range of career options you'll find within the business function at Dell is truly
impressive.
Quality is dependent on a systematic approach to process management aimed at ensuring
that customer needs are understood and met.

Empower employees with the knowledge, skill and tools in order to make Dell more
efficient through reduced cycle time, improved quality or lower costs.

Employees have the opportunity to create their own career development plan in

coordination with their manager and according to the companys objectives and needs.
In order to ensure growth and stability, companies need to actively implement
Performance Management Systems that emphasize Individual Performance, Talent
Management and Succession Management.
Dells success relies on the companys culture, as they value meritocracy, ingenuity,
innovative thought and continuous growth.

CONCLUSION:
Dell has a come a long way from building computers in his dorm room to becoming one of the
biggest company in the world. It is interesting that Dell bought IBM parts from a warehouse and
created PC that he later sold by mail order. It was a simple move that created the biggest
computer company in the world. His method is simple. He sells his computers directly to the
customers without using retail stores. It strives in efficiency by selling customers with best
quality in a low price. Dell company uses business to business as well as business to consumer to
buy and sell products on internet, which is also knows as e-commerce. In a conclusion, Dell
company will continues to grow by its direct selling strategy. Dell company will continue to offer
new quality products which both individuals and businesses will need.
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BIBLIOGRAPHY

https://en.wikipedia.org/wiki/Dell
http://www.dell.com/learn/us/en/vn/our-history
http://www.dell.com/content/topics/global.aspx/sitelets/solutions/perot/navsea_
qa?c=us&l=en&cs=RC977746
http://www.dell.com/learn/us/en/vn/career-areas
http://www.isixsigma.com/industries/computers-electronics/dell-inc-six-sigmaenabler/
https://www.dell.com/learn/us/en/uscorp1/career-development-programs
https://engineering.purdue.edu/ECN/Support/KB/Docs/DellModelBenchmark
http://partnerdirect.dell.com/sites/channel/en_us/Software/Pages/Training.asp

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