Michael Dell:founder,chairman and CEO of Dell technology,world bigest computer and laptop mekar company

• Dell: one among the highest names within the computerrevolution. Thirty years ago Michael Dell revolutionizedthe entire business model behind computers and to the present day his company remains one ofthe biggest computer makers within the world.
•  during this blog we’ll see how Michael Dellstarted a world-changing business from his biography , and the way that made him one among the richest men alive.
• As befitting of the person who would revolutionizethe manufacturer , Michael Dell spent his childhood experimenting with the earlycomputer. He would tinker around together with his Apple II,but more importantly he’d also get a way for business very early.

•  because the story goes, Michael had a summer jobin highschool selling subscriptions to the Houston Post. rather than making random cold calls, he trackeddown newlyweds and families that just moved into the neighborhood; the people most likelyto search for a newspaper subscription. 
• He ended up making eighteen thousand dollarsthat summer, all by targeting his buyers directly. Now, although his parents wanted him to bea doctor, Michael wasn’t able to hand over his interest in computers. 

• While enrolled in pre-med in 1983, Michaelspent his free time repairing and upgrading PCs, which he sold as an off-the-cuff businessfrom his dormitory . the 19 year old’s hobby quickly provedprofitable, and Michael dropped out of university to pursue his startup.
•  In January 1984, Michael registered his companyas PC’s Limited and commenced selling computers from his condo. 
• A young entrepreneur, Michael was faced witha question: How do I compete with established competitors, who not only have name recognition,but also a network of shops to push product? At the time, customers visited retailers topurchase their personal computers. 

• The staff at a Best Buy or a Radioshack wouldhelp shoppers find the proper computer—and reciprocally for his or her services, these middlemenwould raise prices by 10, 20, or maybe 30 percent. 
• So, Michael figured: why not cut the middlemanout completely and sell on to consumers? Although it might be harder to draw in buyersinitially, PCs Limited would be selling at a reduction compared to its established competitors. 
• Michael went beat on his approach, whichbecame referred to as the “direct model of selling”. 

• He advertised on to knowledgeable consumersin computer magazines. This experienced consumer base could pickoptions to possess their PCs custom assembled, a service that would not be provided by mass-productiongiants like IBM. 
• And so, with the utilization of Chinese componentsuppliers and assembly plants, Michael Dell’s PCs Limited began manufacturing and sellingpersonal computers. 
• In its first year of operation, PCs Limitedsold quite $6 million dollars worth of computers, which proved the potential of hisnew business model. 

• Michael’s company rode the pc boomthrough the late 80s, growing rapidly as word spread of its direct-selling and lower prices. In 1987, the 22-year old CEO changed the company’sname from PCs Limited to Dell Computer and just a year later its sales hit $160 million. 
• Michael’s vision extended beyond just directconsumer sales, of course, and now he finally had the resources to expand his clientele. 
• one among the foremost frequent criticisms Michaelhad to face was that his model couldn't be applied to businesses and large clients, whowere precisely the kind of customers any growing company would want. 

• Michael, however, was able to prove the criticswrong: he attracted corporate clients by not only assembling built-to-order PCs, but byalso preloading them with all the software they might need. 
• If you were, for instance , an company fillingin new office space, Dell Computers wouldn't only build your PCs for you with appropriatehardware, it might also load the systems with software to trace sales of your gas stationsacross the country. 
• Dell was finally making PCs for everybody ,but what truly kickstarted its global ascent was the arrival of the web . When Dell launched its direct-sale websitein July 1996 it gained access to innumerable customers. 

• For the primary time, people could purchasePCs online, rather than having to call up the corporate or sending faxes. Within two months of its website’s launch,Dell was averaging internet sales above 2 million dollars each day . 
• By 1998, that figure had gone up to five milliondollars and Dell has remained within the top 3 of computer manufacturers ever since.