Product details

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Abstract

Dell set itself an ambitious financial target of achieving $60 billion in revenues by 2006. With the growth rate for its core PC business slowing down, the company began to branch into segments like handhelds and printers. But when the company entered the consumer electronics market with offerings like flat panel TVs, MP3 players etc, questions were raised about the applicability of its Direct Model to new businesses. The case discusses how Dell was able to dominate the PC market riding on its Direct Model. The case also delves into the company''s diversification into other businesses like handhelds, printers and consumer electronics, and the challenges it is facing.
Location:
Industry:
Other setting(s):
2003

About

Abstract

Dell set itself an ambitious financial target of achieving $60 billion in revenues by 2006. With the growth rate for its core PC business slowing down, the company began to branch into segments like handhelds and printers. But when the company entered the consumer electronics market with offerings like flat panel TVs, MP3 players etc, questions were raised about the applicability of its Direct Model to new businesses. The case discusses how Dell was able to dominate the PC market riding on its Direct Model. The case also delves into the company''s diversification into other businesses like handhelds, printers and consumer electronics, and the challenges it is facing.

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Location:
Industry:
Other setting(s):
2003

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