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Case
-
Reference no. 9-710-442
Authors:
Published by:
Harvard Business Publishing (2010)
Version:
14 February 2010
Length:
27 pages
Data source:
Published sources

Abstract

Dell Inc, with its vaunted Direct Model, defined success in the personal computer industry for more than a decade. Starting in the mid-2000s, however, the company fell on hard times. In 2009, Michael Dell and his management team must figure out why the Direct Model has faltered and what they can do to revitalize the company.

Topics

Organizational change; Competitive advantage; Competitive strategy; Industry analysis
Industry:
Size:
$61 billion
Other setting(s):
2009

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