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The case, set in 2013, can be used in Under Graduate Business Management courses to teach Leadership and Entrepreneurial Strategy. Michael Dell founded the Dell Computer Company Dell Inc now (Dell) in his dorm room in the year 1984. It was formed as a global information technology company which offered its customers a range of services and solutions directly through its own distribution channels. This business model gave the company the cutting edge over its rivals as it led to substantial cost advantages and great profit margins. The revenues and stock of Dell also performed very well in the 90’s. In 1997 the revenues of Dell computer averaged $12.3 billion. It increased from $3.4 billion in 1994 taking the compound average growth rate to 53 per cent. Over the same period profits grew by 89 per cent from $140 million to $944 million. Dell was the top performing stock. The 2000s saw the decline of Dell. This decline was attributed to bad customer service, shoddy batteries and bad accounting practices. The first quarter of 2013 was the worst financial performance. The company slashed its PC prices in retaliation to the growing popularity of smartphones and tablets. Dell at this time was finding it difficult to sell laptops and desktops. The profit margins reduced. Dell struggled so badly that it took $ 2 billion loan from Microsoft to buy itself back from the share holders and make itself a private company. Dell buying Dell for $24.9 billion was the biggest Leveraged Buyout in the recent years. This case draws a brief about the history of performance of Dell and the setbacks of the company which led to the buyout. It raises questions as to whether attempts at a turnaround strategy in the garb of private company would work to usher in a new Dell into the markets.