Product details

This case primarily initiates a debate on the prospects of Dell Computers'' differentiation strategies in targeting Indian small and medium business (SMB) segment. Dell entered the Indian market in 1992 through a tie-up with an Indian company named Pertech Computer Limited. After having terminated the partnership in 1996, its presence was limited only to sales and distribution. However, in 2001, it set up a wholly owned Indian subsidiary Dell India. Subsequently, Dell captured 22% market share in the Indian enterprise segment (corporate segment), becoming the third biggest player after Hewlett-Packard and HCL. As a part of its next growth initiative, Dell has targeted the SMB segment, armed with clear positioning, differentiation strategies and a global advertising budget of $4.5 billion over the next 3 years for the SMB market. Will this Indian experiment, considered a big gamble, pay off? Would Dell achieve its desired success? This case can be used to: (1) understand the nature of the PC industry and the business dynamics thereof; (2) analyse the industry attractiveness of the Indian PC industry through a detailed competitive analysis and value chain analysis; and (3) understand and debate on Dell''s differentiating strategies in the Indian SMB market.