Who is dell

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It can happen due to strategic reasons or due to a government mandate. BAT is an acronym referring to Baidu Inc. Dell's global headquarters campus is a 2. On-site employees have access to a fitness center, banking centers, employee store, a mother's room, and a notary public. Dell Singapore Pte Ltd. There are 32, employees in the Asia-Pacific region. Manufacturing facilities are in Malaysia, India, and China.

Regional offices are in 13 countries. Actively scan device characteristics for identification. Use precise geolocation data. Select personalised content. Create a personalised content profile. Measure ad performance. Select basic ads. Create a personalised ads profile. Select personalised ads. Also during this time, the traditional PC market channels were in flux. With a recession dampening sales, PC makers engaged in a furious price war that resulted in slumping profits nearly across the board.

Compaq, IBM, and Apple all had profit declines or were forced to lay off employees. Furthermore, Compaq filed a lawsuit against Dell, which it eventually won, claiming that Dell's advertising made defamatory statements against Compaq.

Nevertheless, the economic recession actually benefited Dell. While customers had less money, they still needed PCs, and they purchased Dell's inexpensive but technologically innovative IBM clones in record numbers. In the early s, notebook-sized computers were the fastest growing segment of the PC market, and Dell devoted resources to producing its first notebook model, which it released in The following year it introduced a full-color notebook model and also marketed PCs using Intel's fast microchip.

Dell could afford such steep price cuts because its operating costs were only 18 percent of revenues, compared with Compaq's 36 percent. The competition also forced Dell away from its attempts to stress its engineering. Dell executives began speaking of computers as consumer products similar to appliances, downplaying the importance of technology. Reflecting this increased stress on marketing, Dell began selling a catalogue of computer peripherals and software made by other companies; it soon expanded into fax machines and compact discs.

Dell's database, containing information on the buying habits of more than , of its customers, was instrumental in this effort. Toward the end of Dell's product line experienced technological difficulties, particularly in the notebook market. The firm was projected to hold a 3. During the early s Dell also attempted a foray into retail marketing, the most popular venue with individual consumers. Dell agreed to allow the stores to sell the products at mail-order prices, a policy that soon caused Dell a lot of grief.

The value of existing computers on store shelves plummeted whenever Dell offered a new computer through its direct sales, and Dell had to compensate retailers for that loss. With its direct sales channel, Dell had never had inventories of old computers that it could not sell, because each of those computers was made specifically to fill a consumer's order.

Dell abandoned the retail market late in With price wars continuing, Dell cut prices again in early and extended the period of its warranty.

Dell attributed many of the problems to internal difficulties caused by its incredible growth. It responded by writing down PCs based on aging technology and restructuring its notebook division and European operations. Like most of its competitors, Dell was hurt by an industrywide consolidation taking place in the early s. The consolidation also offered opportunity, however, as Dell fought to win market share from companies going out of business.

Dell moved aggressively into markets outside of the United States, including Latin America, where Xerox began to sell Dell computers in By , 36 percent of Dell's sales were abroad. That year, the company introduced Pentium-based notebook computers and a popular dual-processor PC. The company grew by almost 50 percent that year and the next, raising its market share to approximately 4 percent and entering the company into the ranks of the top-five computer sellers in the world.

Expansion continued on many fronts in Dell introduced a line of network servers and was soon the fastest-growing company in that sector. The company also opened a manufacturing facility in Penang, Malaysia. The most important development that year, however, was Dell's expansion into selling directly to consumers over the Internet. Dell achieved enviable efficiencies using the Internet to coordinate the orders of consumers with its own orders of parts from suppliers.

The company's web site also provided technical support and allowed consumers to track their orders from manufacturing through delivery. The company introduced new products and services, including a line of workstations, a leasing program for individual consumers, and a line of storage products under the PowerVault brand. Dell also expanded its manufacturing facilities in the United States and in Europe.

In it established a production and customer center in Xiamen, China, raising the number of its overseas plants to three. By the time Dell sold its ten millionth computer in , it was a close fourth behind IBM, Hewlett-Packard, and Compaq in the computer industry. By mid, it had captured 9 percent of the market and the number two spot. Following on the success of its direct sales over the Internet, Dell opened an online superstore of computer-related products in