Product details

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Abstract

Since 2001, Dell had been the undisputable leader in the US PC (personal computer) market. Dell had been so enamoured with its PC business that it failed to notice what its competitors pursued. Dell failed to innovate while IBM and others turned to consulting and development. IBM sold out its PC business to Lenovo since it realised that PC manufacturing did not fit into their core business agenda. Later it seemed that Dell developed a streak of complacency in its attitude. PC market saturation in the US and other developed economies, along with investor impatience, fierce competition and product quality deterioration saw Dell missing its expectations in 2006. Their entry into portable music players and PDAs (personal digital assistants) did not strike much luck since Apple''s iPods outsold every other brand in the US market. This case discusses the problems that Dell faced and what Dell has to do in order to avoid a downfall.
Location:
Size:
USD57 billion revenues
Other setting(s):
2006

About

Abstract

Since 2001, Dell had been the undisputable leader in the US PC (personal computer) market. Dell had been so enamoured with its PC business that it failed to notice what its competitors pursued. Dell failed to innovate while IBM and others turned to consulting and development. IBM sold out its PC business to Lenovo since it realised that PC manufacturing did not fit into their core business agenda. Later it seemed that Dell developed a streak of complacency in its attitude. PC market saturation in the US and other developed economies, along with investor impatience, fierce competition and product quality deterioration saw Dell missing its expectations in 2006. Their entry into portable music players and PDAs (personal digital assistants) did not strike much luck since Apple''s iPods outsold every other brand in the US market. This case discusses the problems that Dell faced and what Dell has to do in order to avoid a downfall.

Settings

Location:
Size:
USD57 billion revenues
Other setting(s):
2006

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