dellmarketingplan-130509131527-phpapp01-1

2013

Marketing Plan

Dell, Inc.

Author: Matthew Perrin

Marketing Plan 2013 Dell, Inc.

1

Contents

Executive Summary ........................................................................................................................ 3

Company Overview ........................................................................................................................ 4

History ......................................................................................................................................... 4

Business ....................................................................................................................................... 4

Competitive Overview .................................................................................................................... 5

Industry Analysis......................................................................................................................... 5

SWOT Analysis........................................................................................................................... 7

Strengths ...................................................................................................................................... 7

Weaknesses ................................................................................................................................. 9

Opportunities ............................................................................................................................. 10

Threats ....................................................................................................................................... 10

Marketing Objectives .................................................................................................................... 11

Marketing Goals ........................................................................................................................ 11

Target Market ............................................................................................................................ 11

Competitive Advantages ........................................................................................................... 12

Positioning Statement ................................................................................................................ 12

Promotional Plan: ―Double Your Vision‖ ..................................................................................... 12

Advertising ................................................................................................................................ 12

Personal Selling ......................................................................................................................... 13

Public Relations......................................................................................................................... 13

Sales Promotion......................................................................................................................... 14

Direct Marketing ....................................................................................................................... 15

Media Schedule and Cost .......................................................................................................... 15

Advertising & Promotion – ―Double Your Storage Sale‖ ..................................................... 16

Advertising & Promotion – ―Start Seeing Double Sale‖ ....................................................... 16

Personal Selling – Presentations ............................................................................................ 16

Direct Marketing – Presentation Scheduling ......................................................................... 17

Public Relations – ―Double Your Success‖ Project .............................................................. 17

Conclusions ................................................................................................................................... 17

References ..................................................................................................................................... 18


2

Appendix: ―Double Your Vision‖ Concepts .................................................................................... i

―Double Your Vision‖ TV Ad: Live-Action Scene ...................................................................... i

―Double Your Vision‖ TV Ad: Animated Frame 1 .................................................................... ii

―Double Your Vision‖ TV Ad: Animated Frame 2 .................................................................... iii

―Double Your Vision‖ TV Ad: Animated Final Frame ............................................................. iv

―Double Your Vision‖ TV Ad: Script (45-60 seconds)............................................................... v

―Double Your Storage‖ Sales Promotion ................................................................................... vi

―Start Seeing Double‖ Sales Promotion .................................................................................... vii


3

Executive Summary

Dell has recently entered the burgeoning industry of tablet computing by introducing the

XPS 10 and Latitude 10 devices. This report contains an integrated marketing communications

plan intended to improve awareness, market penetration, and sales of those tablet computers.

The target market for these devices will include ultimate consumers and organizational

buyers who desire a mobile computer with robust productivity and entertainment features. The

target customers will be located in these countries with large professional workforces: Canada,

the U.S., China, India, Japan, Malaysia, Singapore. Combining the key product attributes with

the target market segment, we arrive at the following positioning statement for the Dell XPS 10

and Latitude 10 tablets: ―Dell XPS and Latitude tablet computers double as productivity kits and

entertainment centers for value-conscious professionals and students.‖

The measurable marketing objectives of this plan are:

Increased tablet market share 4% by January 1, 2014

Increased tablets sold 100% by January 1, 2014

Strategically, the promotional objectives of this plan are:

Increased awareness of Dell tablets and educate target customers about the dual

productivity and entertainment benefits of these products.

Incentivized and increased sales of Dell tablets to those target customers.

Tactically, these objectives will be accomplished through combined use of advertising, sales

promotion, personal selling, direct marketing, and public relations. The plan will be implemented

from May through December of 2013. Each promotional element will be deployed at strategic

times in order to maximize consumer interest and sales.


4

Company Overview

History

Founded in 1984 by current CEO Michael Dell, the company originally named PC’s

Limited quickly outgrew its operating space in Dell’s university dorm room. Owing to various

private investments and a fluid business model, the company’s expansion continued. The name

was changed to Dell Inc. prior to its initial public offering in 1988. Only four years later, the

rapid ascent of the firm was confirmed when it debuted on the Fortune 500. Sales of Dell’s

offerings skyrocketed after it launched its e-commerce website another four years later. Dell’s

innovations in direct marketing were undeniably rewarded when, in 2001, the company became

the number one worldwide provider of computer systems. Dell has since slipped from that

position but is now holding its ground at third place.

Business

Dell is a computing and information technology provider with product and service

offerings in various subcategories of those two industries. Organizationally, Dell is a holding

company that operates through subsidiaries segmented into the following operational units:

Large Enterprise, Public, Small and Medium Business, and Consumer. Throughout much of its

history, Dell principally focused on direct marketing to ultimate consumers and organizational

buyers. The strategy involved collecting information about the customer’s expected needs,

assembling computers to meet those needs, then selling those computers directly to the customer.

Dell has broadened this strategy to include retail distributors but the company remains focused

on providing customized solutions to consumer needs. In the early 2000’s, Dell began

aggressively expanding its B2B operations into enterprise computing worldwide. It now offers

both hardware and software solutions to meet the computing and IT needs of other firms. Even


5

more recently, Dell entered the tablet computing industry. As with its other hardware, Dell aims

to target its tablet computers to both ultimate consumers and organizational buyers in

households, academic institutions, nonprofit organizations, and businesses of all sizes.

Competitive Overview

Industry Analysis

The modern tablet computing industry was born from the launch of the Apple iPad in

2010. As such, the industry is still young and its market is full of growth opportunity: both

consumer and organizational demand for tablets is increasing (PR Newswire, para. 1). Ultimate

consumers seem primarily attracted to tablets for their entertainment possibilities. Organizational

buyers seem primarily attracted to tablets for their productivity possibilities. Furthermore, the

low relative cost of tablets versus laptop and desktop computers appeals to both types of

customers (SpirE-Journal, p. 2).

Despite being dominated by a mere two Apple products, the profit potential for the tablet

market has attracted several manufacturers. Most of those firms are already direct competitors

with Dell in other hardware and software markets. These competitors include Samsung, HP, and

Lenovo. Each company offers at least two products that compete directly with those of Dell.

Four of the most similar product offerings are analyzed below.


6

Competitive Analysis (Template courtesy of Marketing Sherpa Blog)

Dell Lenovo HP

OVERVIEW: Dell offers two Windows tablets, the XPS 10 (Windows RT) and the Latitude 10 (Windows 8). They offer low to mid-cost computing, mid-range quality, and many customization options.

OVERVIEW: Lenovo offers two Windows 8 tablets, the ThinkPad Tablet 2 and the IdeaTab Lynx. They offer low to mid-cost computing and mid-range quality.

OVERVIEW: HP offers two Windows 8 tablets, the ElitePad 900 and the ENVY x2. They offer mid-cost computing and mid-range quality.

Additional value: Dell tablets offer many configurations & thus price tiers. The XPS 10 is pre-loaded with MS Office apps and can be bundled with a docking keyboard featuring an integrated battery.

Additional value: The IdeaTab Lynx is designed to dock with an optional multiport keyboard with integrated battery, simulating a true laptop.

Additional value: The ENVY x2 is designed and sold with an attachable multiport keyboard simulating a true laptop.

Details: XPS 10: 10.1” HD Display; 1366x768 Max Resolution; 1.5 GHz Qualcomm Snapdragon S4 CPU; 2 GB DDR2 RAM; 32-64 GB SSD; 720P Front Camera; 5MP Rear Camera Latitude 10: 10.1” HD Display; 1366x768 Max Resolution; 1.8 GHz Intel Atom CPU; 2 GB 800 MHz DDR2 RAM; 64-128 GB SSD; 720P Front Camera; 8MP Rear Camera

Details: ThinkPad Tablet 2: 10.1” HD LED Display; 1366x768 Max Resolution; 1.8 GHz Intel Atom CPU; 2 GB DDR2 RAM; 64 GB SSD; 720P Front Camera; 8MP Rear Camera IdeaTab Lynx: 11.6” Display; 1366x768 Max Resolution; 1.8 GHz Intel Atom CPU; 2 GB DDR2 RAM; 64 GB SSD; 720P Front Camera

Details: ElitePad 900: 10.1” Display; 1280x800 Max Resolution; 1.8 GHz Intel Atom CPU; 2GB 533 MHz DDR2 RAM; 64 GB SSD; 1080P Front Camera; 8MP Rear Camera ENVY x2: 11.6” LED Display; 1366x768 Max Resolution; 1.8 GHz Intel Atom CPU; 2 GB DDR2 RAM; 64 GB SSD; 1080P Front Camera; 8MP Rear Camera

Manufacturer Price: (Without Accessories) XPS 10: ≥ $450 Latitude 10: ≥ $580

Manufacturer Price: (Without Accessories) ThinkPad Tablet 2: ≥ $660 IdeaTab Lynx: ≥ $470

Manufacturer Price: (Without Accessories) ElitePad 900: ≥ $700 ENVY x2: ≥ $650

Marketing Plan 2013 Dell, Inc. Dell, Inc.

7

SWOT Analysis

Earlier this year, CEO Michael Dell announced a $24.4 billion private buyout of the

company, led by a consortium of investors that included Mr. Dell, Microsoft, and private equity

firm Silver Lake Management. In light of this development, our marketing team chose to

contemplate the operational future of Dell by comparing recently compiled pre-buyout SWOT

analyses and revising them by incorporating projected and potential consequences of the buyout.

Two such analyses, prepared in late 2012 by MarketLine and Global Data, were accordingly

consulted for perspective during the preparation of this report.

Strengths:

Ongoing operational efficiency.

Strong investment in the burgeoning

enterprise computing market.

Freedom from quarterly pressure and

scrutiny of shareholders.

Weaknesses:

Massive debt from leveraged buyout.

Slipping control of consumer PC

market share.

Several risky acquisitions from the past

few years.

Opportunities:

Continued growth of enterprise and

tablet hardware markets.

Demand for recently acquired

enterprise computing software.

Threats:

Continually shrinking consumer PC

market.

Tight competition in the enterprise and

tablet computing markets.

Greater financial strength of

competitors.

Strengths

Although the massive sale of Dell implies optimism on the part of its buyers, the

purchase constitutes a considerable gamble and raises questions about the long-term growth of

the company. Nevertheless, it returns to private ownership with several assets in hand. Statistics

aggregated by Global Data indicate that Dell’s operating efficiency has most recently been

increasing. While the company’s operating income increased by 26.42% (from $3,505m to


8

$4,431m) between fiscal 2011 and 2012, its net profits also increased by 32.52% (from $2,635m

to $3,492m) during the same period (2012, p. 2). Dell’s long history of effective supply chain

management is one reason for this advantageous stance (Blanchard, p. 45).

Dell’s considerable market share and diverse product portfolio are additional testaments

to its history of astute long-term investment strategies. That portfolio extends well into the

enterprise computing market—an industry focused on providing networking, computing, and

storage solutions to businesses—which is projected to grow worldwide at a greater pace than the

consumer PC industry. For instance, according to research group MarketLine, Dell already

commands the third largest share of the worldwide server market (2012, p. 4). In the final quarter

of 2012, the company held its rank as third largest PC manufacturer, retaining 11% of the market

(Nuttall, p. 19). Dell willingly relinquished some of that market in the fourth quarter, in order to

focus on investments in both enterprise and tablet computing (ibid.).

In late 2012, Dell released two tablets to coincide with the unveiling of Microsoft’s

Windows 8 operating system. Those tablets are the subject of this marketing plan. Even before

the buyout, the future fortunes of Dell and Microsoft were entwined, since both companies are

currently dependent upon Windows, its related software, and the hardware used to host it (Dell,

para. 3). Despite introducing its own tablet to the market, Microsoft CEO Steve Ballmer has

indicated his company’s strong support for other device manufacturers (―Original Equipment

Manufacturers‖ or ―OEM‖) bundling those devices with Windows RT and Windows 8 (Pontin,

para. 17). Possible plans for shared ventures help to explain the investment of Microsoft in Dell

(Nuttall, p. 19). The latter’s return to private ownership will grant its management tremendous

latitude to restructure the company’s resource and labor networks, as well as the firm’s portfolio

of products and services. Absent the pressure and scrutiny of shareholders, Dell is expected to


9

devote greater time and energy to developing and testing products and services for lucrative

markets like enterprise-level networking, computing, and storage (Ricadela & Burrows, p. 1).

Weaknesses

The unmistakable elephant in the room for Dell is the $17 billion debt that will

inaugurate the company’s return to private ownership (Ricadela & Burrows, p. 1). This debt

constitutes a considerable risk on the part of the investing consortium. With an absence of

liquidity and lender confidence in the company low, Dell will likely need to make do with the

resources currently at its disposal (ibid.). Leveraging those resources effectively enough to

slough off the onus of massive interest will be necessary to maintain and enhance the long-term

competitiveness and profitability of the company. Even without public shareholders shaking

pitchforks, Dell will need to demonstrate significant innovation and generate substantial revenue

to retain its industry influence and relevance.

Although it has recognized the declining consumer PC market as a potential liability, and

has strategically withdrawn from the lowest-budget segment of that market, this decision marks a

begrudging exodus from an ailing industry in which Dell has historically proven expert (Nuttall,

p. 19). Furthermore, the diaspora involves moving into fertile but less familiar territory that is

already crowded by wealthy competitors. Dell, and the investors backing it, can only hope to

capitalize on the firm’s recent purchase of companies with connections to the enterprise

computing industry. One such example is Quest, a provider of IT software, which Dell acquired

for $2.4 billion in July of 2012. In addition, both Microsoft and Dell must find markets within

which to effectively leverage the Windows 8 platform. Thus far, at least in the U.S. consumer

market, Windows 8 tablet sales have been alarmingly slow but that trend could change as more

device manufacturers embrace the OS (Bass, p. 1).


10

Opportunities

In the area of computing, the popularity and sales of tablets remain strong, and Microsoft

shows no signs of abandoning its promotion of Windows 8 for use on those devices. Both

companies are well-positioned to capitalize on the growth of the enterprise tablet computing

market, where the hand-held devices typically offer a lower cost mobile alternative to laptop and

desktop computers. As previously noted, future hardware-software partnerships between

Microsoft and Dell are expected by analysts. Those expectations extend beyond B2C to B2B

models, particularly in the development of software created by the companies that Dell

purchased prior to the firm’s buyout. Quest Software, Gale Technologies, and Clerty Solutions

are just a few of the many acquisitions that Dell will need to effectively leverage in order to

profitably emerge from their self-imposed sequestration.

Threats

Many spectators believe that Dell’s announced buyout is a calculated reaction to the

decline of the firm’s core historical market, consumer PCs. This is undoubtedly true but the firm

still has several ―cash cow‖ products positioned in that market, meaning that both slumping

market sales and shifting product focus threaten to reduce the firm’s revenues. Looking

elsewhere, the two principal markets of opportunity for Dell, tablet and enterprise computing, are

characterized by ferocious competition among powerfully positioned contenders. Even without

the iPad in the equation, Microsoft and Dell must fight to convince many iOS- and Android-

accustomed smartphone-users that Windows 8 is the OS they should be running on their tablets.

Dell must also compete with the other top IT suppliers—most notably Hewlett Packard, IBM,

and Oracle—and numerous startups for a significant share of the enterprise computing market

(Ricadela & Burrows, p. 1). Many of those competitors are better positioned financially to


11

explore the waters. Dell’s margin for strategic error, on the other hand, is slim. Since it will soon

become weighted by debt, if Dell takes a calculated plunge but finds itself in too deep to

resurface, it’s unclear who (if anyone) could or would risk diving in to rescue the firm.

Marketing Objectives

The launch of the dual solution Dell XPS 10 and Latitude 10 tablets provide a tool for

consumers that moves from a production focus to an entertainment center. Providing an

increased awareness and education of the benefits of the Dell tablets to both the consumer and

organizational buyer will lead to an increased sales in current markets while expanding into the

new market of entertainment based technology. New products will be introduced as accessory

based items such as the Productivity Dock.

Marketing Goals

This marketing plan aims to achieve the following goals:

Increase tablet market share 4% by January 1, 2014

Increase tablets sold 100% by January 1, 2014

Target Market

The target market for XPS 10 and Latitude 10 tablets will include ultimate consumers and

organizational buyers who desire a productivity tool for work and/or school that also provides

flexible entertainment options for leisure use. The target customers will be located in these

countries with large professional workforces: Canada, the U.S., China, India, Japan, Malaysia,

Singapore. Collectively, these countries will hereafter be referred to in this report as the ―key

regions.‖


12

Competitive Advantages

Over a decade of computer hardware manufacturing experience and expertise

Highly efficient supply chain that enables high quality and low cost

Long and consistent history of product reliability and support

Positioning Statement

Dell XPS and Latitude tablet computers double as productivity kits and entertainment

centers for value-conscious professionals and students.

Promotional Plan: “Double Your Vision”

Dell will use an integrated marketing communications plan to increase awareness about

the benefits of the XPS 10 and Latitude 10 tablets. This promotional plan is entitled ―Double

Your Vision,‖ and it is designed to communicate the uses, costs, and overall value of each tablet

to customers. The objectives and elements of the promotional plan are as follows:

Increase awareness of Dell tablets and educate target customers about the dual

productivity and entertainment benefits of these products.

Incentivize and increase sales of Dell tablets to those target customers.

Advertising

One TV commercial (see Appendix pp. i-v) will target domestic and international

organizations on major news cable channels. In this context, the commercial will appeal to

government, nonprofit, and enterprise organizations. This same TV commercial will be aired on

popular entertainment channels targeting consumers in the key regions. In this context, the

commercial will appeal to middle-class, cosmopolitan buyers interested in a tablet device for

both work and play.


13

Personal Selling

Education of consumers will continue through on-site personal selling. Following a

telephone campaign (see Direct Marketing below), Dell sales agents will target medium to large

organizations in the key regions, in order to provide on-site presentations and follow-up

conversations tailored to the prospective buyers’ needs. Presentations will last between thirty and

sixty minutes, depending on the needs of the audience. The campaign will run from June through

December, in tandem with the direct marketing campaign.

Public Relations

Following the acceptance of this plan item, the market research team will determine the

two largest cities in the key regions with the greatest potential for market share and sales. Team

will then select one middle-class middle school in the higher ranking city, then one middle-class

elementary school in the lower ranking city. One academic class will be selected in each school.

Dell will then provide free Latitude 10 tablets to the instructors and students in those classes

from August through October. The project would be called ―Double Your Success‖ or something

similar, and could carry the slogan: two classes, two tablets, too many possibilities.

Dell will issue a press release announcing the move beforehand, in hopes of generating

additional media coverage. Some additional promotional materials may be prepared at minimal

cost. Dell will then document the ways in which the students and instructors use the tablets and

feed positive findings to journalists as they come to light. This strategy is intended to encourage

wider adoption in education and government, while maximizing public interest prior to the ―Start

Seeing Double Sale‖ in November. Dell could implement a similar strategy for businesses,

without providing the tablets free of charge. In any case, Dell should encourage organizational


14

buyers to document their uses of the tablets and share their findings with Dell. As positive

findings become available, the marketing team would pass them to journalists.

Sales Promotion

Dell will initiate two sales promotions as part of this marketing plan. The first will be

entitled the ―Double Your Storage Sale.‖ The terms: ―Buy any 32GB Dell tablet and get twice

the storage capacity free.‖ The sale will run across the key regions from August 1st to 31

st, in

order to leverage increased consumer spending during back-to-school season. Advantages to this

sale include: requires low relative cost to both supplier and consumer; generates awareness of

product and selective demand; rapidly increases market share; timed for maximum impact. A

concept image for this sale is contained on page vi of the Appendix.

The second promotion will be entitled the ―Start Seeing Double Sale.‖ The terms: ―Buy

any Dell tablet and get a second tablet half off.‖ The sale will run across the key regions from

November 1st to 30

th, in order to leverage increased consumer spending during the winter holiday

season. It is particularly intended to attract customers before Black Friday, which creates an

abundance of buying options for consumers. Advantages to this sale include: requiring greater

consumer commitment; offering twice the market penetration per sale; potentially exposing

younger generations (children of customers) to the Dell brand and tablet experience; timed for

maximum impact. A concept image for this sale is contained on page vii of the Appendix.

In addition to Dell’s in-house initiatives, the marketing team will monitor competitors

with comparable brand equity and product value (e.g., HP, Lenovo, and Samsung). The team will

observe their promotions, prices and benefits, then provide Dell tablet configurations that both

match and exceed the value of competing devices. The goal in pricing is to convey the

perception that Dell provides both quality and affordability.


15

Direct Marketing

A telephone campaign will be targeted to organizational buyers in the key regions. This

campaign will indicate the benefits of the product line to organizations and offer an on-site

presentation tailored to the organization’s specific needs (see Personal Selling above). Calling

will occur daily or weekly depending upon the available budget and response rate of leads

contacted. The campaign will parallel the personal selling campaign and from June through

December.

Media Schedule and Cost

Projected budgeting for the Double Your Vision promotion campaign will be based upon

Dell’s total 2012 marketing budget. That amounted to $860 million. Assuming that the company

has the same budget to work with in 2013, the promotional budget might be divided according to

the relative importance of each market to the overall strategy of the company. Our proposed

division of resources is as follows:

35% - Tablets

40% - Enterprise

25% - Personal Computers

This means that $300 Million would be dedicated to tablet promotion for 2013, the subject of

this marketing plan. However, only two-thirds of the year remains for implementation, so we

will accordingly allocate only $200 Million. Further division of that budget must be determined

for each promotional element. By order of cost, the greatest proportion of the budget should be

assigned to: (1) Advertisements; (2) sales promotion; (3) personal selling; (4) direct marketing;

and (5) public relations. The tactical details of each promotional element are explained below.


16

Advertising & Promotion – “Double Your Storage Sale”

Months: August 2013

Frequency: Varied based on the TV channel and programming

Length of Spot: 45-60 seconds

Terms: ―Buy any 32GB Dell tablet and get double the storage free.‖

Locations: Key Regions

Estimated Cost: Advertisement $35 Million; Promotion $40 Million

Total Estimated Cost: $75 Million

Advertising & Promotion – “Start Seeing Double Sale”

Months: November 2013


Length of Spot: 45-60 seconds

Terms: ―Buy any Dell tablet and get a second half off.‖


Estimated Cost: Advertisement $35 Million; Promotion $60 Million


Personal Selling – Presentations

Months: June – December 2013

Frequency: Varied based on direct marketing campaign and trade shows

Length of Presentation: 30-60 minutes

Locations: Chosen by customer or trade show organizer



17

Direct Marketing – Presentation Scheduling

Months: June – December 2013

Frequency: Daily or weekly based on allocated budget and response rate

Length of Call: 15 seconds to 15 minutes



Public Relations – “Double Your Success” Project

Months: August – October 2013


Estimated Number of Devices: 50-60

Locations: Two targeted schools in cities with greatest market and sales potential


Conclusions

Only through proper execution of this plan can the soundness of its strategy be logically

evaluated. That strategy entails raising consumer awareness of Dell tablets and their potential for

both productivity and entertainment. Success of the marketing plan will be measured using

market share and sales metrics, in order to track the progress of the marketing objectives. The

perception of value is essential to Dell in all its products and services but is particularly crucial in

the hyper-competitive industry of tablet computing. Dell has built a brand synonymous with

usability and affordability. The XPS 10 and Latitude 10 tablets exemplify those virtues, and this

marketing plan will effectively communicate that fact to prospective customers.


18

References

Bass, D (2013, February 4). Microsoft sees tablet shortfall reversing with new spring models. Bloomberg

News. Retrieved from http://www.bloomberg.com/news/2013-02-04/microsoft-sees-tablet-

shortfall-reversing-with-new-spring-models.html.

Blanchard, D (2012, November). Dell taps into innovation to reach emerging markets. Industry Week, 45.

Retrieved from Business Insights: Essentials. Web.

Burstein, D (2012, May 8). How to Write a Competitive Analysis (with 3 free templates). Marketing

Sherpa Blog. Retrieved from http://sherpablog.marketingsherpa.com/research-and-

measurement/competitive-analysis-tools/.

Company Profile: Dell, Inc. (2012, September 24). MarketLine. Retrieved from Business Insights:

Essentials. Web.

Dell, Inc: Financial and Strategic Analysis Review (2012, August 3). Global Data. Retrieved from

Business Insights: Essentials. Web.

Dell. Financial Times (2013, February 6), 12. Retrieved from Business Insights: Essentials. Web.

Gelles, D. & Sender, Henny (2013, February 6). Founder's $24.4bn move for Dell is bold bid to revive

dorm-room dream. Financial Times [London (UK)], p. 1. Retrieved from ProQuest

Newsstand,ABI/INFORM Global. Web.

Global Tablet Computers Market 2011-2015. PR Newswire (2012, March 14). Retrieved from

http://www.prnewswire.com/news-releases-test/global-tablet-computers-market-2011-2015-

142599156.html.

Nuttall, C (2013, February 6). PC old guard takes on new focus. Financial Times [London (UK)], p. 19.

Retrieved from ProQuest Newsstand,ABI/INFORM Global. Web.

Pontin, J (2013, February 20). Q+A Steve Ballmer. MIT Technology Review. Retrieved from

http://www.technologyreview.com/featuredstory/511076/steve-ballmer-on-the-strategy-behind-

his-strangest-product/.

Ricadela, A. & Burrows, P (2013, February 6). After Dell’s buyout, company’s challenge is reviving

business. The Washington Post. Retrieved from http://articles.washingtonpost.com/2013-02-

06/business/36939009_1_compellent-technologies-michael-dell-texas-based-computer-maker.

The computer tablet industry: Overflowing with opportunities. SpirE-Journal 2012 Q3 (n.d.). Retrieved

from http://www.spireresearch.com/spire-journal/yr2012/q3/the-computer-tablet-industry-

overflowing-with-opportunities/.

http://www.bloomberg.com/news/2013-02-04/microsoft-sees-tablet-shortfall-reversing-with-new-spring-models.html

http://www.bloomberg.com/news/2013-02-04/microsoft-sees-tablet-shortfall-reversing-with-new-spring-models.html

http://sherpablog.marketingsherpa.com/research-and-measurement/competitive-analysis-tools/

http://sherpablog.marketingsherpa.com/research-and-measurement/competitive-analysis-tools/

http://www.prnewswire.com/news-releases-test/global-tablet-computers-market-2011-2015-142599156.html

http://www.prnewswire.com/news-releases-test/global-tablet-computers-market-2011-2015-142599156.html

http://www.technologyreview.com/featuredstory/511076/steve-ballmer-on-the-strategy-behind-his-strangest-product/

http://www.technologyreview.com/featuredstory/511076/steve-ballmer-on-the-strategy-behind-his-strangest-product/

http://articles.washingtonpost.com/2013-02-06/business/36939009_1_compellent-technologies-michael-dell-texas-based-computer-maker

http://articles.washingtonpost.com/2013-02-06/business/36939009_1_compellent-technologies-michael-dell-texas-based-computer-maker

http://www.spireresearch.com/spire-journal/yr2012/q3/the-computer-tablet-industry-overflowing-with-opportunities/

http://www.spireresearch.com/spire-journal/yr2012/q3/the-computer-tablet-industry-overflowing-with-opportunities/

Marketing Plan 2013 Appendix Dell, Inc.

i

Appendix: “Double Your Vision” Concepts

“Double Your Vision” TV Ad: Live-Action Scene


ii

“Double Your Vision” TV Ad: Animated Frame 1


iii

“Double Your Vision” TV Ad: Animated Frame 2


iv

“Double Your Vision” TV Ad: Animated Final Frame


v

“Double Your Vision” TV Ad: Script (45-60 seconds)

(Commercial opens with Side L scrolling through The Wall Street Journal, and Side R scrolling through an

elementary school report. All voices are heard from off screen via left speaker for Side L and right speaker for Side

R.)

Young Male Colleague (Side L): ―Mr. Ramirez, the fourth quarter budget proposal is in the SkyDrive for you to

review.‖

Ramirez (Side L): ―Thanks, I’ll have my comments ready by tomorrow morning.‖ (Opens an Excel file and begins

examining charts/data).

Son (Side R): ―Hey Dad, when you’re finished proof reading my report, can I play Angry birds?‖

Ramirez (Side R): ―Actually, I just finished. I’m really proud of you, and I bet your teacher will be too. Now let’s

see if you can beat my new high score.‖ (Ramirez opens Angry Birds while footsteps approach. Small hands reach

over to take the tablet as Side R widens left cover the full screen. Female narrator begins speaking while son plays

game).

Narrator: ―Dell and Microsoft want to double your tablet’s potential. At work or at play, with Dell’s new line of

tablet computers, you get the best of both worlds. Twice the vision, Twice the value (―Work2/Play

2‖ phrase hovers

on screen, then blurs into ―Capability2/Possibility

2. Dissolves to Dell ―Tablets

2‖ logo). Isn’t it time you started

seeing double? (―Double Your Vision‖ slogan dissolves in) Dell tablets…. Double your vision.‖


vi

“Double Your Storage” Sales Promotion


vii

“Start Seeing Double” Sales Promotion

dellmarketingplan-130509131527-phpapp01-1

Documents

Transcript of dellmarketingplan-130509131527-phpapp01-1