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jerryking : dell   24

HEARD ON THE STREET: Microsoft's Marriage Made in Dell - WSJ.com
February 5, 2013 | WSJ |By ROLFE WINKLER.

Then Apple ushered in the mobile-device revolution. Next, Google GOOG +0.58% joined the party with its Android mobile-operating system. The PC ecosystem was caught flat-footed. Seeing that its manufacturing partners aren't good at delivering leading-edge hardware, Microsoft decided to compete directly with those partners, launching its Surface tablet in 2012.
Dell  Microsoft 
february 2013 by jerryking
Dell’s $24.4-billion bet on going private
Feb. 05 2013 | The Globe and Mail | OMAR EL AKKAD - TECHNOLOGY REPORTER
Omar_el_Akkad  Dell  LBOs  private_equity  delisting 
february 2013 by jerryking
Dell to Sell Itself for $24.4 Billion - WSJ.com
Feb 5, 2013 | WJ | By⿿BEN WORTHEN, IAN SHERR and⿿SHIRA OVIDE
Michael_Dell  Dell  LBOs 
february 2013 by jerryking
Dell to test Silver Lake’s skills as ‘undertaker’ - FT.com
January 21, 2013 8:11 pm
Dell to test Silver Lake’s skills as ‘undertaker’

By Richard Waters in San Francisco and Henny Sender in New York
Silver_Lake  Dell  private_equity  Richard_Waters 
january 2013 by jerryking
Momentum Seems to Build for Gargantuan Buyout of Dell - NYTimes.com
January 15, 2013, 1:38 pm 28 Comments
Momentum Seems to Build for Gargantuan Buyout of Dell
By MICHAEL J. DE LA MERCED
Dell  Silver_Lake  private_equity  LBOs 
january 2013 by jerryking
Live and unplugged
Nov 21st 2012 || The Economist from The World In 2013 print edition | Tom Standage
mobile  Apple  Dell  HP  Microsoft 
january 2013 by jerryking
Dell should listen - product recalls can be good
August 16, 2006 | Financial Times | NIRMALYA KUMAR and NADER TAVASSOLI

* Companies need to realise that such crises are about more than simply minimising legal liabilities. The challenge is not to allow a product recall to threaten the entire brand or company.
* Understandably, companies may feel threatened by a deluge of press inquiries, but speed and clarity of response is essential. The media may be converted into an ally, and internally it is vital to maintain staff morale. (JCK: the platform can help here).
* This team's priority should be immediately to assess the source and potential impact of the crisis. Who was hurt? Does it require free servicing, partial recall or total recall? Of course, preparation helps.
* The brand also needs to consider how to get back on its feet.
* A product failure is a moment of truth. A poorly managed response can unmask a brand promise as a hollow boast.
ProQuest  crisis  crisis_management  crisis_response  brands  branding  brand_purpose  Dell  failure  moments_of_truth  preparation  product_recalls  threats  turnarounds 
june 2012 by jerryking
What Business Would You Start?
Mar 1, 2002 | Inc. Magazine |By Thea Singer.

The simple answer to the question 'How do you do this?' is, you find a really large market -- or one that's going to be large -- that's inefficient, and you come up with a breakthrough way of delivering value to customers that nobody has ever done before.
start_ups  advice  entrepreneur  opportunities  Dell  demographic_changes  financial_services  healthcare  education  travel  large_markets  inefficiencies 
may 2012 by jerryking
What Customers Want
JULY 7, 2003 | Fortune | by Larry Seiden and Geoff Colvin
To increase overall profitability, smart companies retain and
grow their most profitable customers and acquire more of them.
They fix, close, or sell their least profitable customers. And they
organize in a nontraditional way, around customer segments...
A winning value proposition is the one that best meets the full
set of customer needs, including price. That is, certain critical
elements of the experience deliver on the customers’ most important
needs better than the competition. This creates differentiation
and the potential for superior customer profitability—a mutually beneficial value exchange. Your goal is to create mutually beneficial value exchanges with customer segments that offer the greatest economic profit potential. Creating, communicating, and executing competitively dominant value propositions that earn exceptional customer profitability involves a sixstep process we’ve identified at leading companies and dubbed value proposition management.

Step 1: Figure out the needs
of your most profitable customers
Step 2: Get creative
Step 3: Test and verify your hypotheses
Step 4: Tell customers how great
your value propositions are
Step 5: Apply the best value
propositions on a large scale
Step 6: Begin anew.
customers  customer_acquisition  customer_experience  customer_lifetime_value  customer_profitability  customer_segmentation  Dell  Geoff_Colvin  Michael_McDerment  mutually_beneficial  RBC  value_propositions 
april 2012 by jerryking
Will This Customer Sink Your Stock? Here's the newest way to grab competitive advantage: Figure out how profitable your customers really are. - September 30, 2002
By Larry Selden and Geoffrey Colvin
September 30, 2002

Get ready for a big idea that's about to sweep through most companies: managing the enterprise not as a collection of products and services, not as a group of territories, but as a portfolio of customers. Of course, managers have always known that some customers are more profitable than others. But it's amazing how many executives, like those of that big retailer, haven't the least idea just how profitable (or unprofitable) individual customers or customer segments are.
customer_profitability  Geoff_Colvin  Dell  RBC  Fidelity_Investments  HBC  customer_lifetime_value  customers  retailers  banks  data_mining  data_driven  competingonanalytics  competitive_advantage 
april 2012 by jerryking
Dell to Pay $1.2 Billion for IT-Security Firm SonicWall - WSJ.com
March 13, 2012 | WSJ | By BEN WORTHEN And IAN SHERR.

Dell Looks Beyond PCs With Purchase of SonicWall
Dell  cyber_security  diversification 
march 2012 by jerryking
learning - John Cone | Page 3
Dec 18, 2007 | Fast Company | By: Cheryl Dahle. John Coné is
rewriting the curriculum of business education at Dell University. His
goal is what he calls "just-in-time, just-enough" training. Here are
three attributes of this teaching style.
1. Learning should be synchronous with work. Coné wants "the right
people, with the right training, at the right time."
2. Less is more. Coné is developing "microbyte" tools -- tools that
enable people to "learn just enough to complete the task."
3. The best learning happens fast. The goal of Dell's "Know the Net"
course is to have employees "online, at their desks, in 20 minutes or
less."
Dell  rules_of_the_game  lessons_learned  corporate_universities  Freshbooks  the_right_people 
november 2009 by jerryking

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