Dell Inc: Moving Beyond Direct Sales Model
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Case Details:
Case Code : BSTR280 Case Length : 26 Pages Period : 2006-2008 Pub Date : 2008 Teaching Note :Not Available Organization : Dell Inc. Industry : Computers Countries : Global
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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A Gatling-Gun Approach? Contd...
On January 31, 2007, Dell's founder Michael Dell (Michael)
took over the position of the CEO replacing Kevin Rollins (Rollins). Soon after
taking over, Michael revamped the top executive order and followed this up with
various changes in strategy in a bid to turn around the company.
One of the most
significant changes brought about was its willingness to move beyond its
direct-only business model. On the one hand, Dell formed alliances with leading
retailers such as Wal-Mart Stores, Inc.8 (Wal-Mart), Carrefour SA9 (Carrefour),
etc., while on the other, it also started a formal channel partner program for
value added resellers10 (VARs).
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Analysts pointed out that Dell had worked tirelessly to cut
out middlemen for many years but was now being forced to rely on middlemen.
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They also noted that the company had been secretly
working with some channel partners even before 2007. Dell had also made
limited forays into retail in the past which had not been too
successful. Analysts expected the company to indulge in a lot of
activity through all the channels: stores, kiosks, and VARs, in addition
to its direct selling channel. "Call it the Gatling-gun approach,"11,12
said Roger Kay, principal at Endpoint Technologies Associates.13
While some analysts welcomed Dell's decision to move beyond its direct
selling model, others felt that the company was taking a huge risk by
straying from what had made it so successful in the PC industry... |
Excerpts >>
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