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Dell: Overcoming Roadblocks to Growth                                                                                                                                                                                                                                            
Product Ref: 06/285C Company: Dell

Product Type: Case Industry: Software & Services
Technology Hardware

Related Product(s): Teaching Note
Authors: Ali Farhoomand   Mary Ho
In spring 2005, Dell, Inc., the world's largest personal computer maker, announced a new goal: to reach US$80 billion in annual sales by 2009. The goal was fairly ambitious for Dell, which at the time had revenues of about US$49 billion. In the second quarter of 2005, Dell significantly missed revenue expectations and lowered its forward outlook. Dell shares were down by about 28% from the end of 2004 to late December 2005, while those of its major competitor, Hewlett Packard Company, had soared more than 36%. Given the dip in revenues, investors began to question whether Dell was still the high-flying growth company it once was. Could Dell get its revenue growth back on track to realise its bullish vision? Could the company capture the opportunities available outside the US where its presence was younger and its share smaller? As Dell expanded into new product markets, could it replicate past success with the direct model and find new drivers for growth?
Functional Area : Strategy & General Management

Issues: Personal computer, direct sales, distribution strategy, diversification
Length: Text: 20 pages
Exhibits: 13 pages
Country: N/A

Pub. Year: 2006 Level of Difficulty: 2
This product type is available in the following language(s):      English   Simplified Chinese
Related Information: N/A
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