Dell country of origin. Vacancies of the company «DELL. Development in the world markets of computer equipment

Manufacturer Dell

Dell is a fast growing computer manufacturing company. It was founded in 1984 by Michael Dell in the USA, and already in 1987 the company enters the European market. In the history of the United States, Michael became the youngest leader whose company was included in the TOP 500 rating of an authoritative business publication. What could lead to such a huge success? From the first day to this day, the company has three main principles: - never sell through intermediaries - forget about stocks - maximum respect for the consumer Once such principles were revolutionary and many were skeptical of direct sales, assuring that won't work at all. However, the low price, made possible by the absence of an intermediary mark-up, attracted buyers and is now written about in many economics textbooks. For the first time in the history of the industry, Dell introduced an idea via the Internet. Trade turnover grew rapidly and if in the very first years of its existence the concern had an income of less than 300 thousand dollars, then after eight years this figure increased to 50 billion dollars. And this despite the fact that the initial capital was only a thousand dollars. In relation to customers, there are also three important aspects: supply exactly the computer model that the buyer needs (the company currently offers more than two hundred configurations), assemble it into the most short time and perform regular maintenance. There are more than a hundred Dell service centers in Russia. At the moment, the company has representative offices not only in the United States of America, but throughout Europe, plus, since 2004, the company has been successfully operating in Japan. It should be noted that the Asian office itself has become the most profitable and fastest growing in the company. Recently, the corporation has been actively developing retail network and expands the list of corporate products. Today, Dell is both laptops and computers, and various devices data storage, etc. Dell products are ISO 9002 certified, which means that the company has strict quality control at all stages of production. "We perform every operation with the highest quality" - the unwavering statement of the president of the corporation - is most likely why Dell products are gaining more and more fame in the field of information technology. In its field, the company has gained a reputation as the most reliable business partner, it does not lag behind innovative trends, constantly updating products and introducing new technologies.

*manufacturer's country refers to the country in which the brand was founded and is headquartered

Your aspirations and our expectations. Let's succeed together. # go Big Win Big

Dell employees never stop learning and constantly grow professionally. We support personal and Professional Development so much so that they even created a whole working culture. Dell employees are offered a wide range of programs that enhance the skills of the current role and develop the qualities of a leader that can significantly affect further development careers.

We know that the essence of leadership is largely determined by how success is achieved. But even more important is how we help others succeed. We try to cultivate confidence, determination and self-confidence in all our employees so that they can reach their full potential. We attach great importance how our leadership affects those who follow us. We invest in them, create conditions for their development and do everything possible to help them achieve their aspirations and achieve better results, working for the benefit of Dell Technologies and our customers. Career development at Dell is a collaborative process involving individuals, mentors, and the entire organization. Working together, we can align your interests and aspirations with Dell's goals and strategy and work together to develop a customized growth plan.

Dell Career Model

Career growth at Dell follows models 70/20/10 which covers personal development in three different categories:

70% of the growth comes from the experience gained during the work

• Discover opportunities to enhance your professional skills
• Develop your strengths by participating in complex, extraordinary projects
• Create your personal development plan

20% growth is achieved through learning from other employees

• Find yourself a mentor
• Join the Dell Employee Resource Group

10% growth is provided through planned training courses and trainings

• Take advantage of planned learning opportunities
• Recall what you learned from your leader
• Use the knowledge gained in your work

This model is accepted as the standard in the industry and is recognized as the most effective for employees of various departments at different levels of the career ladder. Each employee can use all available resources. Employees, together with their curator, develop an individual development plan and try to follow this plan and achieve their goals within a designated period of time.

Our social package includes:

• competitive wages
• Annual additional paid leave
• Additional health insurance for employees and their family members (husband/wife, children), fully covered by the employer
• Life and accident insurance for employees
• Employee insurance when traveling abroad
• Compensation for the use of a personal car and gasoline expenses for certain categories of positions
• Partial fitness reimbursement

Our offices:

Moscow, m. Begovaya, st. Begovaya, 3., building 1, business center North Star
St. Petersburg, Sredny pr-t VO, 36/40, 5th floor, BC Ostrov
Yekaterinburg, st. Bolshakova, 70, office 502, 5th floor, BC Korin
Novosibirsk, st. Krasnoyarskaya, 35, of. 1410, 14th floor, BC Greenwich
Ukraine, Kyiv, st. Grigory Skovoroda, 19, 7th floor, BC Podol Plaza
Kazakhstan, Almaty, Dostyk avenue, 282, 2nd floor, Chagala business center

jobs.delltechnologies.com

Facts from the history of the company:

Dell Technologies becomes the world's largest private IT company.

With a unique organizational structure, the company can flexibly innovate like a start-up and make long-term investments in research and development, combining the reliability, service quality and global scale of a large enterprise.

The company is comprised of a unique family of companies including Dell, Dell EMC, Pivotal, RSA, SecureWorks, Virtustream and Vmware.

New company combines Dell's strong position in the SMB and mid-market segments with EMC's strong position in the enterprise segment and leads in many significant and rapidly growing areas of the $2 trillion IT market.

In 2016, new brands began to exist - Dell Technologies and Dell EMC.

Dell Technologies serves 98% of the Fortune 500 companies and brings together several leading companies in the market. The largest and best known of these are Dell Thin Client Solutions and Dell EMC Infrastructure Solutions.

The company serves customers of all sizes in 18 countries with the industry's most comprehensive portfolio of innovative solutions from edge to cloud, including in-house IT.

Key moments in our history

The history of the company contains many interesting moments. It is impossible not to talk about some of the most important events.

• The world's largest private IT company has entered the market. September 7, 2016 Dell Technologies announced that it has completed its acquisition of EMC Corporation, creating a unique family of companies that provide organizations with critical IT infrastructure for the transition to digital business, IT transformation and protection of the most important asset - information. This transaction has created a leading player in the market with an annual turnover of 74 billion dollars (as of FY 2016), which has an extensive portfolio of IT solutions to meet the needs of customers in high-growth areas such as: hybrid cloud, software-defined data center, converged infrastructure, PAAS / platform as a service, data analytics, mobility support and cybersecurity. michael dell, Chairman of the Board of Directors and CEO of Dell Technologies, said: “We are witnessing the beginning of a new industrial revolution. Every minute our world becomes more intelligent and interconnected, it will eventually merge with the vast world of the Internet of Things, opening up incredible opportunities for our customers. That is why we created Dell Technologies. We have the products, services, talent and global footprint to be an agent of change and guide customers large and small in their digital business journey.”
• Dell Companies in May 2014 turned 30 years! We thank our employees, customers and customers for the exciting journey that we have traveled together, we have another 30 years ahead of us, full of enthusiasm and new ambitious goals!
• March 2014 Dell made another deal to acquire a new company, Statsoft. Statsoft's STATISTICS product line combines the capabilities of a variety of statistical analysis and offers affordable and simple solutions for medium-sized businesses. More than 1 million users in 60 countries of the world choose the solutions of this particular company. Statsoft products are now part of the Dell Software group.
• September 13, 2013- Dell announced that, following a vote, Dell shareholders approved a proposal whereby Michael Dell, Founder, Chairman and CEO of Dell, would buy Dell in partnership with IT investment company Silver Lake Partners. The total amount of the transaction was approximately 24.9 billion US dollars. The deal was concluded at the end of the third fiscal quarter. 2013 of the year. "I am extremely pleased with this outcome and am committed to dedicating all of my energy and efforts to growing Dell as the industry's leading provider of scalable end-to-end IT solutions," said Michael Dell, Chairman and CEO of Dell. - as we become private company With a trusted partner in a private equity fund, we will work with our customers in a targeted and efficient manner and dynamically innovate to help achieve our goals. I would like to thank our 110,000 employees around the world who have continued to work consistently and efficiently for the benefit of our customers all this time. As our company expands its line of enterprise solutions and business services, our people will continue to be our most valuable resource, determining our future success.”
• From the beginning of 2012 Dell is recognized as an IT company, not just a personal computer company. Dell Corporation, while continuing to focus on its strategic areas of end-user computing, enterprise solutions, software and services, is expanding its product portfolio through the acquisition of companies such as AppAssure, SonicWALL, Perrot Systems, Clerity, Wyse, Quest, Gale Technologies, Secure Works, Force10 Networks and others
• 2011 - one of the most successful years for DELL Corporation in terms of achieving profitability indicators, primarily in the enterprise solutions and services division. Also, according to Gartner, 2011 Dell ranked third in the global PC market with a 12.1% share.
• 2005 - Dell tops Fortune's America's Most Admired Companies list.
• 2001 - Dell becomes number one supplier computer systems in the world.
• 1996 - The Dell.com website appears, which already six months after the opening begins to generate sales revenue of $ 1 million per day.
• 1992 - Dell makes its first Fortune 500 listing, and Michael Dell becomes the youngest CEO ever to make the list.
• 1985 - the company released its first computer "Turbo PC".
• 1984 - Michael Dell, at the age of 19, founds PC's Limited with a $1,000 registered capital and a revolutionary vision for the technology industry.

cultural code

We know that our culture matters a lot and determines how we do business, go to market and lead. Culture reflects what matters to us and what we are willing to invest in. It defines us as one. Culture materializes every second in the form of actions, manifesting itself in the way we work and lead. We know that our culture is the basis of all our present and future achievements. This is our cultural code. #CultureCode

Our values

Victory Together

Innovation

results

Commitment to ethical principles

We believe that our customer relationship model is our main distinguishing feature and the key to our success.

We sincerely believe in our people and highly appreciate them. Together we are more potential, more efficient and get more pleasure from work.

We believe that our ability to create innovation and encourage innovative thinking is a great inspiration for growth, development and success.

We believe that we are responsible for achieving the best results and exceptional excellence standards.

We believe that ethical business principles should always guide our drive to win.

Support for positive growth. Ensuring the progress of mankind

The driving force behind everything we do is one simple goal: creating technological solutions that contribute to the progress of mankind. The basis of this goal is our deep conviction that technology has the power to change the world and that it is an essential success factor for people.

Some of our achievements over the past few years:

• → At Dell, we strive to continually improve the world around us. Check out our latest 2020 Legacy of Good plan update.
• → Dell has partnered with a range of healthcare providers and research institutes to provide the best and most effective solutions to fight childhood cancer. In 2011, it was decided to focus our efforts on the fight against neuroblastoma, one of the most difficult to treat forms of cancer. Dell technology has reduced turnaround time for sick children from 7 days to 4 hours, helping to save many children's lives.
• → We have been recognized by the Ethisphere Institute as one of the most ethical companies in the world for the fifth year in a row.
• → Dell is ranked #4 in the Top 10 Companies for Global Diversity by Diversity Inc.
• → Dell entered the list of the most "green" global companies(Best global green brands). We are first: refused to export e-waste to developing countries; began to use materials such as bamboo and mushrooms; offer free global recycling for our customers; Introducing the industry's first "ocean plastic" packaging.
• → We have reduced the energy intensity of our product portfolio by 60% since 2012 – and by 75% per server.
• → We have provided over 1.2 million children in Ethiopia with computers and over 16 million hours of IT training for teachers and principals.
• → We are the first to conduct tours of our factories and suppliers' factories to increase the transparency of our business.

Dell Technologies Strategic
family of brands video

A complete overview
of the Dell Technologies
stack video

On November 5, 2017, the Dell EMC forum “Realize digital transformation” was held in Moscow, which brought together about 1500 participants from the IT sector.

Dell EMC and Dell are part of the Dell Technologies group of companies along with Pivotal, RSA, SecureWorks, Virtustream and VMware. Innovative solutions and expertise of companies in the field of technological solutions and services are well-deserved trust around the world.

Digital transformation requires transformation in three key areas:

• IT (IT transformation)
• Personnel (job transformation)
• Security (transformation of security systems)

Dell and EMC have teamed up to offer businesses of all sizes the widest range of products, solutions and services they need today. With a unique portfolio of solutions, accumulated experience and knowledge, Dell EMC has a unique position in the market.

Digital transformation

Soon there will be no industry left untouched by digitalization. New companies enter the market, and the products themselves change too. Software plays a key role in this new environment. Dell EMC helps you modernize and transform your business faster with new apps and smart devices, and get the big picture with data analytics.

IT transformation

Dell EMC helps organizations modernize, automate and transform their data centers with advanced (hyper) converged infrastructure, servers, storage, networking and data protection technologies. This provides a solid foundation for IT transformation through hybrid cloud deployment and business transformation through the creation of cloud applications and big data solutions.

Job Transformation

Today there is a change in the model of work, when employees are no longer tied to a fixed workplace. The new model attracts talented people, as they get the freedom to work where it suits them and increase their productivity. This is made possible thanks to innovative technologies, which provide effective management devices and increased protection. Dell provides robust heterogeneous device management solutions that enable CIOs to meet the expectations of different users.

Transformation of security systems

Today, in the era of total digitalization, the security and security of the IT infrastructure is of key importance. It is imperative to rethink already outdated approaches to protecting corporate data and devices. Dell EMC offers a broad portfolio of resilient and reliable applications, systems and consulting services for backup, disaster recovery and archiving, business continuity and trusted cloud services. Dell EMC provides client data protection, cloud data protection, authentication and threat detection, and data protection across the virtual desktop infrastructure from devices to the data center.

Aiming to become an IT company offering end-to-end solutions, in 2012. Dell announced the creation of a division Software Division, which was based on the assets of Perot Systems, acquired several years ago for $3.9 billion, and a number of smaller projects, such as cloud solutions provider Boomi.

Dell's strategy is to continue acquiring various enterprise solution providers. So, in September 2012 Dell acquired the company Quest Software.

With the acquisition of Quest, Dell is bringing industry-leading, distinct and easy-to-manage solutions to customers around the world. Dell solutions are enriched with software that allows you to carry out monitoring and control of the entire process environment client.

Our software product line offers a wide range of solutions to solve the most common and complex IT problems. These decisions concern information protection, database management, user identity and access management, Windows infrastructure management, and user desktop management.

Due to technical relevance, high quality products that meet international business standards, we have become Microsoft Gold Certified Partner.

There are two Dell Software development centers in Russia: in Moscow and St. Petersburg.

www.software.dell.com

Our goal is to make Dell in Russia one of the best places to work. Among our main priorities, we highlight five key initiatives: advancement of leaders, personal development, cultural diversity, reduction of bureaucratic procedures and achieving a balance between work and personal life. In addition, Indeed has analyzed over 72 million ratings and reviews to find out which companies are the best at creating work life balance and, not surprisingly, we are one of them!

Dell has the following events and programs:

Charity and volunteer events:

• assistance to various charitable organizations(orphanages, low-income people)
Bring the Kids to Work program

Michael Dell's visit to Russia, June 2013



women in action

Launch of the program in Russia in 2012. Our company has created a community where more than 8,000 men and women share professional experience and knowledge every day. The goals of the Women in action community are to create a comfortable working environment for women and help develop their leadership qualities. For example:

• Tell Dell's annual employee survey found that they highly value the company's work-life balance environment. In addition, Indeed has analyzed over 72 million ratings and reviews to find out which companies are the best at creating work life balance and, not surprisingly, we are one of them!
• Dell is recognized as one of the leading employers in creating a comfortable working environment for women (according to Diversity Inc. Top 50, National Association of Female Executives, Working Mother's Magazine, Open Compliance & Ethics Group, Society of Women Engineers and partners with Anita Borg and Catalyst) . In support of this, it is worth noting that Dell is included in the list of 25 best IT companies for women according to Glassdoor.

Dell Purely You.
Dell. Uniquely You. (used in Australia)
Easy as Dell.
Be direct.

The history of this company - one of the leading manufacturers of laptops, netbooks, desktops, servers, as well as smartphones - is, first of all, the history of its founder, Michael Dell. His life is a perfect illustration of the "American dream" that has come true.

Mike was born in 1965 in Houston, Texas (Houston, Texas). While still a schoolboy, he established himself as an enterprising person. At a time when peers were only interested in games, Mike was earning pretty decent amounts for a teenager.

At the insistence of his parents, the young man went to study at the University of Texas at Austin as a dentist. At the age of 19, he began selling computers of his own design. Things went well and Mike decided to start his own company, calling it PC's Limited, having starting capital at 1000 dollars. She was so successful that studying further lost all meaning. Michael left the university and went into business full-time. Thus, 1984 can be considered the founding date of modern Dell.

In 1987 the company changed its name to Dell Computer Corporation, under which it will exist until 2003. In the future, due to the fact that not only computers were produced, a new name was adopted - the current Dell Inc..

Dell went down in history as one of the fastest growing. When Mike was only 26 years old, his company was already on the list Fortune 500. Very quickly, he gets into the list of the richest people in the United States. At the age of 39, Dell leaves the post of manager, while remaining on the board of directors.

So what is the success Dell? In addition to the entrepreneurial spirit and perseverance of the founder, primarily in an unusual approach for those years, the company traded its products personally, without resorting to the services of intermediaries. The new business model has fully justified itself. First of all, due to the absence of intermediaries, the cost of computers was significantly reduced. And then, users had the opportunity to personally contact the manufacturer and report all the shortcomings they found, express their dissatisfaction. Thus, the company's management could learn about the shortcomings of the products in a timely manner and quickly eliminate them. This approach proved to be justified both in the West and in the East.

The main thing that stands out Dell among such companies, these are its three main principles, which are that do not deal with intermediaries, never create stocks (and therefore be ready to completely change direction at any moment) and, most importantly, show maximum respect and sensitivity, when communicating with clients. Dell provides a wide choice of configuration of the desired model. The customer can choose from a wide range of body colors.

However, despite the dynamism of the development process, the history Dell not distinguished by striking facts. This is hard work, successful solutions and various models of computer technology, among which there was not a single very bright and interesting device. In an attempt to compete Apple, Dell develops a line of stylish laptops Adamo. The devices turned out to be interesting, memorable, but in general, they were greeted by the public rather coolly.

To date, the number of employees of the company is already tens of thousands, and revenues are in the billions.

The company's headquarters is located in Round Rock, Texas, USA (Round Rock, Texas, USA)

Interesting Facts:

Talking about Dell, one cannot fail to mention a few interesting facts related to both Dell and another famous American company - Apple.

* * *
Those who know the history of computer technology remember that at the end of the last century Apple was on the verge of bankruptcy. Opinions on the topic “what Apple must do for salvation? Articles with similar topics appeared both on the pages of little-known and very respected magazines. But in reality, no one believed in the salvation of the “fruit company”. When Mike Dell was asked a similar question, he replied that the best solution would be to dissolve the company and distribute money to contributors. In reply Apple stated that from now on, it is considered to be its main competitor precisely Dell. And the genius of Steve Jobs allowed not only to resist, but also to surpass the recent offender in capitalization (although most of the market still belongs to Dell).

* * *
One day, at the dawn of an era iPod, someone asked Jobs if he was afraid that such a device would be created and Dell with much greater potential. Which was followed by a simple but capacious answer "Have you ever heard of Dell fans?".

* * *
In fact, Dell's association with Apple, somewhat deeper than you might think - Mike's first computer, from which his passion for this technique began, was once insanely popular, Apple II. He was given by his parents in 1980 when the boy was 15 years old.

Michael Dell was the first to start assembling computers for a specific customer, making them truly personal. This allowed his company to become a world leader, and Dell himself - one of the wealthiest people on the planet.

business boy

Michael Dell joined the business from an early age, and the first impetus was given, without knowing it, by his parents. The father of the future billionaire worked as a dentist, and his mother worked as a financial adviser. In 1970, when the oil crisis broke out in the country, in the Dell house in Houston, the conversation was constantly about money. The parents ignored their five-year-old son, believing that he was unlikely to listen to such boring words as the inflation index, discount rates, retail prices, and the like. However, their son listened - and attentively. Already at the age of eight, Dell started his first business, set up on his street retail lollipops. From clients - neighbor's children - there was no end. A year later, he stumbled upon a tear-off coupon in a magazine, an invitation to study at one of the Texas colleges. Dell also decided to try and sent the completed postcard to the address indicated. Imagine his astonishment when, a few weeks later, a university "recruiter" came to them with a detailed questionnaire and information for entering the university. But the guest was even more amazed when she saw a potential third-grader in front of her. “The lady was speechless,” Dell recalled, “but I discovered the truth for myself: you don’t have to know the client in person to make them buy your product.”

In high school, Dell had already established quite a serious business - an amateur philatelic exchange, having earned his first stamps by washing dishes in a Chinese restaurant. Then Dell asked himself: why overpay to intermediaries - sellers of stamps, when you can directly connect philatelists who want to sell and buy something?

He begged his peers to give him their stamps for "consignment", as they would say today, Dell himself did not yet know such words, and then placed an advertisement for the sale of stamps on behalf of Dell's Stamps in a philatelic magazine, tapping the text with one finger on his father's typewriter. Jokingly earning $2,000, the young businessman learned his first and most important business lesson, which became the basis of his subsequent incredible rise: avoid intermediaries.

With the proceeds from the trade in brands, Dell bought himself the first Apple II computer - at that time the only personal computer model. The inquisitive and enterprising teenager first of all dismantled the purchase to the screw, almost bringing his parents to a heart attack - they thought that their son had broken an expensive purchase! Having understood the computer innards, Dell quickly developed an upgrade algorithm, after which he set up a trade in upgraded computers among classmates.

At the age of 16, he was able to earn more than one computer. In the summer, Dell got a job at the editorial office of a Dallas newspaper, and the young pieceworker was thrown into the most hopeless job during the holidays - looking for new subscribers by phone. However, the born businessman quickly optimized his work. Instead of randomly calling everyone in a row, as a result of a blitz survey, he found out that it is most promising to look for new clients in two social groups: among newlyweds and those who have recently moved to Dallas. The next step suggested itself - to get the addresses of everyone who recently received a marriage certificate in the mail, and first of all send them signature receipts.

Thanks to Della's ingenuity, the editorial staff acquired thousands of new subscribers in a month, and he himself earned huge money for his age - $ 18 thousand. They bought a car, a stereo system and everything that makes a 16-year-old teenager happy. But the most important thing is computers and accessories. Business should not be idle!

Student Corporation

Entering the University of Texas at Austin, Dell spent almost the entire first year not in the classroom, but in the hostel, where a brisk assembly and trade in computer hardware was established.

He quickly saw the weaknesses of the then trade in computers - dealers did not bother to look for non-standard solutions, but simply bought finished goods from manufacturers or distributors and resell it at a premium. “If you were to look inside a $2,000 personal computer, you would find stuffing worth six hundred dollars at best!” Dell recalled. There is nothing to say about the delivery time - the delivery of the computer was delayed for many months, and the buyer received by no means the latest model. Technology has progressed by leaps and bounds.

lively outlet in the dormitory did not arouse enthusiasm among the university administration. And when Dell decided to quit his studies and leave his alma mater without a diploma, no one dissuaded him. In May 1984, having collected a starting amount of $1,000, he registered his own company, Dell Computer Corporation. As one of his biographers writes, for this thousand bucks you could:

1. to arrange a booze, which the world has not known since the victory of the American Revolution;
2. buy a used Ford;
3. create a company selling computer hardware.

Dell chose the third option.

But it's one thing to sell computers on a campus where everyone knows everyone else, and quite another to sell computers all over the country. The newly-minted businessman had to think about how to reach the heart and, most importantly, the wallet of a mass buyer. He had to find out what kind of computer he needed. Dell found a solution - half the tables in his office were occupied by telephone operators who collected orders, and on the other half of the tables, computers were assembled for these orders.

This is how the revolutionary scheme of Dela's business arose - the sale of a computer assembled according to a given specification of a future buyer. The company started assembling the computer only after receiving the order. Selling costs were falling (any large company inevitably faces a high percentage of returns - unsold or obsolete products), and accordingly, the price was also reduced. The most important element in Dell's scheme was direct contact with the consumer, which provided valuable and at the same time completely free information about the habits and preferences of buyers.

Ask the buyer!

In his 1999 best-selling book entitled "From Dell Without Intermediaries", the author describes the essence of his method as follows: "With early age I was excited by the idea of ​​eliminating any intermediate steps and all and sundry intermediaries. Previously, it never occurred to anyone to ask the buyer what he needed. The sellers simply took out the boxes from the shelves and began to praise the goods, which by that time had become rather outdated. Our company sells computers directly, is directly connected with suppliers, and the communication of employees within the company also takes place directly. No intermediaries - ineffective and not at all as necessary as they usually represent themselves. We call this the “direct model” and it pervades our company from top to bottom.”

It all started with mail order, but with the advent of the Internet era, a virtually unlimited commercial resource appeared, the possibilities of which Dell was one of the first to understand. The corporate website www.dell.com was wildly popular - on it it was possible not only to select the necessary configuration, but also to use the corporate base and service, also on-line. The daily volume of sales in the network already two years later exceeded $1 million, and today, according to some estimates, it has increased by two orders of magnitude.

The company does not have to wait until the end of the quarter to receive and analyze the total order from dealers. The marketing department receives information about customers literally every minute and is constantly aware of what they need today.

Work on mistakes

“We tried very hard and even turned rare mistakes to our advantage,” wrote Dell. - We never allowed ourselves to slip twice in one place, meticulously monitored our own miscalculations, analyzed mistakes and drew the necessary conclusions. But even when we made mistakes, we always remained true to our core corporate principles.”

Chief among them was the seemingly obvious axiom of trade - the customer is always right. However, at Dell Computers, a seemingly insignificant, but decisive shift in assessments was made: "The client is always loved and happy thanks to us."

“This philosophy is easy to formulate, but it turns out that it is also easy to follow,” wrote the author of the principle. - We just need to remember our main values ​​constantly, every day. We need to do everything and even more to make our client happy. First of all, you need to see and understand what and how much the client is willing to pay for. And our task is to provide him with a full range of services.”

As the company grew, Dell also had to deal with building a management structure that would ideally fit his business philosophy. So he came up with the idea of ​​a company that, despite its size, lacks the scourge of most organizations - a large number of levels of hierarchy and the growth of bureaucratization. Dell believed that he did not need employees who knew about the existence of a particular problem, but shifted its solution to other leaders. Dell motto: "The company's problem is your problem, you solve it."

There were some hiccups, but Dell had an unspoken rule for his managers from the start: never try to make 100% perfect decisions. He is convinced that such a super-task fetters creative initiative. The main thing is not to repeat the mistakes once made.

In the early 1990s, the company decided to try its luck in a new wholesale, dealer market for itself - following the example of then-fashionable "warehouse companies" like CompUSA or Sam's Club. Both companies sold computers piecemeal. The buyer purchased the necessary parts to upgrade his computer himself.

However, very quickly, Dell Computer admitted that the solution was unsuccessful: the “order - delivery - payment” chain destroyed the Dell scheme that had been created for years: “order - product creation - delivery - service”. And the company's management returned to the "retail" scheme.

“Working according to the“ warehouse ”scheme,” Dell summed up the negative experience, “we could not make the client happy. Fortunately, we stopped this activity in time without damaging our reputation.”

Computer wars

By the mid-1990s, Michael Dell's company had successfully dealt with the inevitable problems of "adulthood". For her, they were especially painful, given the incredible, unprecedented rise experienced by Dell Computer in less than ten years. However, the head of the company coped with the difficulties with his own special method: closing everything in between, inefficient and unpromising. But closing not for good, not cutting off, but only freezing for a while, transferring “to the rear” - Dell learned well that what is unpromising today can turn out to be a “hot pie” tomorrow and it is important to keep your reserves at the ready.

Indicative in this sense is the temporary departure of Dell from the notebook market. He surprised many - this sector of the market has developed rapidly and steadily over the past decade and a half. However, Michael Dell, speaking in military terms, made a "tactical withdrawal to previously prepared positions to level the front and regroup forces before the decisive offensive." It was not long in coming: soon a new line of Dell laptops, Latitude, made its triumphant debut on the market, which beat competitors due to their “long-playing” batteries, which at that time had no equal.

Around the same time, Dell, instead of continuing the battle to increase its share of the desktop and laptop PC market, partly switched to a new and not very profitable business - the production of servers. And in 1996, it caused a new sensation with its PowerEdge servers. They were so successful (and, as always with Dell, cheaper than similar models of competitors) that in less than two years the company moved from tenth place to second in the global server market, almost doubling its share.

In the company of victors

“My company is clear proof that you can see and profit from opportunities that your competitors simply refuse to see, considering them unfeasible. To think differently than everyone else, it is not at all necessary to be a genius, a visionary, or even a graduate. All it takes is a dream, and a rigid structure that will serve as a framework for the realization of this dream,” wrote Michael Dell. In one of his interviews, he modestly remarked that he would gladly have dinner in the company of like-minded people - Albert Einstein, Isaac Newton, Andy Grove and Bill Gates.

However, Dell should not be modest. In 2002, his company sold $35 billion worth of computers through the mail and electronic mail and employed 36,000 people. And against the backdrop of a total drop in sales in the computer industry! AT next year Dell Computer's market share was 22%, and the company itself took 33rd place in the list of the 500 largest companies in the world at the end of the year. Today, in the production of computer hardware, it knows no equal, significantly ahead of its closest competitors - Samsung, Hewlett-Packard and Compaq. And in the general computer sector, Dell's brainchild is second only to Microsoft and Intel.

In the summer of 2004, at the peak of his triumph, the 39-year-old Dell voluntarily relinquished his position as CEO to his closest associate, Kevin Rollins, number two in the company. Apparently, Michael Dell felt like a climber who conquered Everest - there were no higher mountains on Earth left, and life became boring.

Gadget manufacturers

Dell is a privately held American computer technology company. It was founded in Texas and became known as a designer and manufacturer of computers and related products.

The name of the company is associated with the name of its founder, Michael Dell. He was born in 1965 in the Texas city of Houston, and from early childhood showed an interest in technology and gadgets. At the age of fifteen, Michael bought one of the early computers, only to take it apart and see how it worked.

Already in college, he began building PCs himself and selling them directly to customers, relying on strong customer support and low prices. As you know, Dell Computer was destined to become the world's largest computer manufacturer.

Throughout the 1980s, Michael Dell was an active influence on the personal computer revolution. It all started in a dorm room at the University of Texas. The firm quickly became a major computer company. Just eight years after founding Dell, in 1992, Michael Dell became the youngest CEO to make the Fortune 500 list.

The success of the company was not surprising. Michael's mother was a stockbroker and his father a Jewish orthodontist, but his son showed an early interest in business and technology. Dell was a real hard worker. At the age of twelve, he took a job at a Chinese restaurant washing dishes and was able to save money for his stamp collection.

A few years later, he started looking for newspaper subscribers, which allowed the high school student to earn $18,000 in just one year. Intrigued by the ever-evolving world of computers and technology, fifteen-year-old Michael Dell bought his first Apple computer and took it apart. After entering college, he finally found his niche.

The PC world was still too underdeveloped, and Dell was well aware that no company was going to sell products directly to customers. Having bypassed all intermediaries and avoided extra charges, Michael began to assemble and sell computers on his own. At the same time, he focused not only on good cars, but also on reasonable cost and customer support. He soon had accounts outside of school as well, and it wasn't long before he focused on his own business.

Dell's first full year in the business world was 1984, when it made $6 million in sales. By 2000, Michael Dell had become a billionaire. His company already had divisions in more than thirty countries, and the number of employees exceeded 35 thousand people.

The following year, Dell Computer even surpassed Compaq Computer to become the world's largest PC manufacturer. In 1989, Dell married a woman named Susan and the couple had four children.

The first twenty years in the history of the company were almost the most successful. She was able to easily compete even with such "titans" as General Electric and Wal-Mart. Already in 1999, a bestseller from Dell appeared, in which it was told about its success. It was written by Michael himself and co-authored by Katherine Fredman. In it, Dell described the formation of the corporation step by step.

In 1984, Michael created Dell Computer. The company's headquarters is located in one of the dorm rooms at the University of Texas, where Dell was a student. From there, IBM PC-compatible computers assembled from components from the warehouse went on sale. To fully concentrate on work, Dell had to drop out of school.

He did this after receiving an initial capital of $1,000 from his family. In 1985, the company released its first personal computer, the Turbo PC, which sold for $795. The company advertised itself in national computer magazines for direct sale to consumers, and each unit was built to order. In its very first year, the firm earned over $73 million.

The first president of the company was Lee Walker, a 51-year-old venture capitalist. It was him that Michael Dell chose as a mentor in 1986, and Lee actively helped him in the implementation of his ideas. When the company went public in 1988, Walker was instrumental in recruiting new board members. In 1990, Walker had to resign due to his poor health.

Then Michael Dell hired Morton Meyerson, former president and CEO of Electronic Data Systems. The main goal was to turn a fast-growing mid-sized company into a multi-billion dollar enterprise. In 1992, Fortune magazine included Dell in the list of five hundred CEOs, of which he was the youngest.

In the mid-1990s, the main executive director and former Bain consultant Kevin Rollins became president of the company. In 1996, the sale of computers through the website began.

1996 and 1997 marked the growth of Dell. The computers of this brand were preferred by those who wanted to become the owner of a powerful computer with several functions without the need for constant technical support. In addition, the company attracted direct sales of devices.

In 1997, Dell created a marketing and internal sales group. It had to respond in a timely manner to the needs of the domestic market and supply a line of products designed specifically for individual users.

From 1997 to 2004, Dell continued to grow steadily, successfully coping with competition. In the same time frame, many of the firm's competitors will be forced out of the market or taken over by larger companies. As already mentioned, in 1999 Dell surpassed Compaq to become the largest PC manufacturer in the world.

Of the company's $35 billion in 2002 revenue, operating expenses accounted for only 10% (compared to 21% for Hewlett-Packard, which became the world's No. 4 PC maker). After some time, Hewlett-Packard again took first place, but Dell soon regained their leadership. The company grew rapidly in the early 2000s.

In the mid-90s, Dell expanded its range. In addition to desktops and laptops, the company has branched out into selling servers. At the time, the major server vendors were IBM, Compaq, and Hewlett-Packard. Many were based on proprietary technology, such as IBM's Power4 microprocessors, or various proprietary versions of IBM's Unix operating system.

The company's new servers did not require significant financial investments in proprietary technology, and therefore were cheaper than many others. In 2002, Dell again expanded its product line to include televisions, PDAs, digital audio players and printers.

The company was renamed Dell Inc. the following year. In fact, this meant that she finally admitted that she was not going to focus exclusively on computers.

In 2004, Michael Dell stepped down as CEO, leaving the chairmanship to himself. This position went to Kevin Rollins. Under the leadership of this man, Dell began to loosen its ties with Intel and, in fact, were responsible for Dell's dominance in the computer business.

This was followed by the acquisition of Alienwire, after which the brand's range was replenished with a number of new products (including AMD microprocessors). To avoid cross-selling products, Dell continued to work with Alienwire as a separate legal entity(but still a subsidiary).

Unfortunately, Rollins' management years were also marked by setbacks and disappointments. In 2005, while revenues continued to rise, sales began to drop markedly, and the company's shares lost 25% of their value. In the summer of 2006, shares were trading at about $25, which was 40% less than exactly a year ago.

Despite continuous plans to expand to other regions of the world and product segments, the company continues to be heavily dependent on the US enterprise PC market. Whatever the case, US desktop computer shipments were declining. In addition, the corporate PC market has decided to suspend the purchase of new systems.

In the late 2000s, Dell had to cut prices to boost sales. The company's rivals, HP, Acer and Gateway, have been present on the retail market for a long time, and therefore they knew what to offer the consumer. The lack of a retail presence for Dell has effectively baffled their efforts to offer consumer electronics(eg TVs and MP3 players). Then the company began experimenting with kiosks in shopping malls and quasi-retail stores in Texas and New York.

Over the years, Dell has built a reputation as a brand that has always relied on supply chain efficiency to be able to sell its technology at low prices (instead of being innovative). In the mid-2000s, many analysts positioned innovative companies as the next source of growth in the technology sector.

The company spent little on research and development (compared to Apple, Hewlett-Packard or IBM), and this prevented intrusion into more profitable segments (MP3 players and mobile devices). She also faced criticism for using defective components for her computers.

In 2006, Dell grew at a slower rate than the PC industry as a whole. By the fourth quarter of 2006, the company had ceased to be the largest manufacturer of personal computers, giving way to Hewlett-Packard. After four out of five quarterly reports fell short of expectations, Rollins resigned from his post and was replaced by Michael Dell.

His return brought immediate changes to better side. Michael also made a plan for improvements financial indicators companies.

In the spring of 2008, the company announced the closure of one of its largest Canadian call centers. Another plant was closed the following year. The release of Apple's iPad also affected Dell in a less than positive way, as consumers became less interested in desktops and laptops.

Dell's own mobile division was also not successful, because at the same time a variety of smartphones were actively developing - from Windows, Google, etc.

The Dell Streak smartphone turned out to be a commercial failure (including due to numerous bugs, low screen resolution and an outdated operating system). The company itself also did not consider a particular perspective in tablets.

She began to produce more expensive personal computers and laptops. However, the company failed again as the popularity of the PC did not grow (unlike smartphones and tablets), and this brought losses to it in 2012. Following this, the PC industry began to decline, and Dell continued to lose its market share. The company came under pressure from manufacturers such as, and.

To make up for losses, Dell focused on servers, software, networks and related services. At that time, the company's main competitor was Hewlett-Packard. Thankfully, Dell has managed to achieve some success in direct sales, thanks to its smart design decisions and close customer relationships.

In 2013, Michael Dell bought a controlling stake in the company for $24.4 billion from the stock exchange. As a result, most of the company came under his control, and it again became private. Dell was financially assisted in the buyout by Silver Lake Partners. Michael himself had the following to say about this: "I believe that this transaction will open an exciting new chapter for Dell, our customers and team members."

At the same time, Lenovo's rival said that "we do not expect the financial performance of some of our traditional competitors to be materially affected by this."

Be that as it may, the buyout of a controlling stake in Dell by its founder, chairman, largest shareholder and executive director seemed somewhat unusual. Unlike most of these deals, which are designed to change the management team, this one, by contrast, was aimed at maintaining established leadership.

However, this was not the main purpose of the buyout: Dell decided to rebuild financial structure companies. The idea was that by going private, Dell should be able to radically reshape its business, make its own corporate decisions, and so on, without worrying about the impact on quarterly results and share price.

In the spring of 2013, Blackstone Group and Carl Icahn expressed interest in acquiring the company, but canceled their offer a month later, citing deteriorating business conditions.

Other private equity firms also refused to provide an alternative to Dell, citing volatility in the personal computer market and competitive pressures.

In the summer of 2014, the company announced that now its customers can make purchases on the site using Bitcoin. She herself explained it this way: to become a successful seller, using virtual currency is a must.

A little earlier, the company announced the acquisition of StatSoft, a global provider of analytical software.

By 2014, Dell was selling PCs, servers, storage devices, network switches, software, computer peripherals, TVs, cameras, printers, MP players, and so on.

For most of its existence, it has been an equipment supplier, but with the acquisition of Perot Systems in 2009, it also entered the IT services market.