MGT 607

[Michael Saul Dell]

Chapter 1

Introduction

Michael Dell is one of the youngest men on Fortune's rich list with a net worth of several billion

dollars. He started a company called PC's Limited in his dormitory room while attending the

University of Texas in Austin. The business became so successful that he could drop out and go

full-time. He was 19 at the time. The company changed its name and became Dell Computer

Corporation. At age 27, business leader Michael Dell was the youngest CEO on the Fortune 500

list of the largest American companies. Among the many accolades that Dell received so far are

PC Magazine's "Man of the Year", Worth Magazine's "Top CEO in American Business",

Financial World's and Industry Week's "CEO of the Year", and Chief Executive's "Chief

Executive of the Year". Dell has also published his own work in 1999 entitled Direct from Dell:

Strategies That Revolutionized an Industry. He is ranked as the 41st richest person in the world

on 2012 Forbes Billionaires list, with a net worth of US$15.9 billion as of March 2012. In 2011,

his 243.35 million shares of Dell stock were worth $3.5 billion, giving him 12% ownership of

the company. His remaining wealth of roughly $10 billion is invested in other companies, and

managed by a firm called MSD Capital (named after Dell's initials).

Early Life

Michael Dell was born to a well-off, Jewish family, on February 23, 1965. The son of

an orthodontist and a stockbroker, Dell attended Herod Elementary School in Houston, Texas. In

a bid to enter business early, he applied to take a high school equivalency exam at age eight. In

his early teens, he invested his earnings from part-time jobs in stocks and precious metals.

Dell purchased his first calculator at age seven and encountered his first teletype machine in

junior high, which he programmed after school. At age 15, after playing with computers at Radio

Shack, he got his first computer, an Apple II, which he promptly disassembled to see how it

worked. Dell attended Memorial High School in Houston, selling subscriptions to the Houston

Post in the summer. While making cold calls, Dell observed that newlyweds and people moving

into new homes were most likely to buy a subscription. He targeted this demographic group by

collecting names from marriage and mortgage applications. Dell earned $18,000 that year,

exceeding the annual income of his history and economics teacher.

The Climb to the Top

While a freshman pre-med student at the University Of Texas At Austin, Dell started an informal

business putting together and selling upgrade kits for personal computers in room 2713 of

the Dobie Center residential building. He then applied for a vendor license to bid on contracts for

the State of Texas, winning bids by not having the overhead of a computer store.

In January 1984, Dell banked on his conviction that the potential cost savings of a manufacturer

selling PCs directly had enormous advantages over the conventional indirect retail channel. In

January 1984, Dell registered his company as "PC's Limited". Operating out of a condominium,

the business sold between $50,000 and $80,000 in upgraded PCs, kits, and add-on components.

In May, Dell incorporated the company as "Dell Computer Corporation" and relocated it to a

business center in North Austin. The company employed a few order takers, a few more people

to fulfill them, and, as Dell recalled, a manufacturing staff "consisting of three guys with

screwdrivers sitting at six-foot tables." The venture's capitalization cost was $1,000.

In 1992 at the age of 27, Dell became the youngest CEO to have his company ranked

in Fortune magazine's list of the top 500 corporations. In 1996, Dell started selling computers

over the Web, the same year his company launched its first servers. Dell Inc. soon reported about

$1 million in sales per day from dell.com.In the first quarter of 2001, Dell Inc. reached a world

market share of 12.8 percent, passing Compaq to become the world's largest PC maker. The

metric marked the first time the rankings had shifted over the previous seven years. The

company's combined shipments of desktops, notebooks and servers grew 34.3 percent worldwide

and 30.7 percent in the United States at a time when competitors' sales were shrinking.

In 1998, Dell founded MSD Capital L.P. to manage his and his family's investments. Investment

activities include publicly-traded securities, private equity activities, and real estate. The firm

employs 80 people and has offices in New York, Santa Monica and London. Dell is not involved

in day-to-day operations.

On March 4, 2004, Dell stepped down as CEO of Dell Inc. but stayed as chairman of the board,

while Kevin Rollins, then president and COO, became president and CEO. On January 31, 2007,

Dell returned as CEO at the request of the board, succeeding Rollins.

Accolades for Dell include "Entrepreneur of the Year" (at age 24) from Inc. magazine; "Top

CEO in American Business" from Worth magazine; "CEO of the Year" from Financial

World, Industry Week and Chief Executive magazines.

Dell serves on the Foundation Board of the World Economic Forum, the executive committee of

the International Business Council, the U.S. Business Council, and the governing board of

the Indian School of Business in Hyderabad, India. He previously served as a member of the

U.S. President‟s Council of Advisors on Science and Technology.

In July 2010 Dell agreed to pay a $4 million penalty to settle SEC charges of disclosure and

accounting fraud in relation to undisclosed payments from Intel Corporation. Dell Corporation

and two other company executives also paid to settle all the charges.

Successful Characteristics of Michael S. Dell

He has faith in his ideas

Michael's father ideas of success urged him to become a physician, which led the

teenager to enroll in biology as a pre-med student. Yet, his nose for opportunity enabled him to

recogize how computer markets were growing. His curiosity and self-taught tech know-how had

led him to dis-assemble his Apple II computer and find parts had different origins. He then

devised a vision for a new kind of made-to-order 'supply and demand,' bought IBM PCs

wholesale, greatly undercut the retail price while adding extra components to suit each customer.

The more he believed in himself, the more he attracted lucrative opportunities.

He knows when to ignore naysayers

Michael initially downplayed his business ideas to his parents and friends. Before they'd

drop into his dorm, he hid boxes in the bathroom which revealed his true passion. Early on, he

learned different people had different ideas of success. Encouragement wasn't always

forthcoming from people with little knowledge of his area of interest. By the end of his first year

in college, his profits topped US $50,000, and this gave him the courage, will and means to drop

out of college with a completely new success vehicle.

He invests in marketing

Dell moved his company, then PCs Limited, to a strategic shop front in Austin, Texas.

During the first year at the location, his ability to cleverly promote the venture via various means

resulted in sales of hardware worth ~$6 million. He proved that he didn't just get from others

what he required from others. He also discerned which among his business practices and beliefs

weren't working and he changed strategies to suit his company's evolution.

He focuses on doing what others do, only better

During the second year, he started building complete computers 'from the ground-up' for

mail-order clients which enabled him to further personalize his service. Sales that year soared to

$34 million, in part because Dell's IBM clone called the Turbo PC was half the price of a

comparable IBM. His ability to offer hardware direct to customers enabled him to cut out

middlemen and charge lower prices. He created a business where it wasn't necessary to keep

much stock, which was key with part prices dropping.

He realizes he doesn't know everything

Even at 21, he remained humble about his fast track to financial prosperity. He accepts he

is ignorant about aspects of business, and historically, has been unafraid to seek out mentors and

hire people more experienced than himself. Even back in his youth, he chose to learn from every

glitch, from client complaints about delivery time to lack of accessible staff. This prompted Dell

to adopt benchmarks, including amazing client service and a 30-day money back guarantee with

unlimited phone support.

He welcomes opportunities to improve

In 2001, a comprehensive, internal review of Dell corporation led employees to comment

openly on their then, CEO. Michael Dell was surprised to learn he was perceived as "impersonal

and detached." Staff felt he was disconnected from what went on around and beneath his office.

Dell decided to embrace these comments right away. He made a video, directed to all staff,

during which he would work to move beyond shyness and take steps to make himself more

approachable by anyone on a regular basis. It worked!

He continues to innovate

Michael Dell never rests on his laurels. He doesn't base his future visions on his company

track record for success. In fact, he supports a management style described as, 'two-in-a-box.'

Executives are partnered with a person who challenges ideas, complements their skills and

experience. Dell sets an example, partnered with Kevin B. Rollins, who works in a nearby office.

While Dell plans the future, Rollins (12 years older) runs daily operations and reminds Dell to

connect views of an unconfirmed future to reality.

He gives back to society

Dell and his wife established a "Michael & Susan Dell Foundation." Its a children's

charity with projects and areas of focus to benefit future generations. It has an endowment of US

$1 billion. The Dells realize how sharing their financial success can promote increased peace,

harmony and cooperation. They show all business success isn't always limited to power-quests or

self-indulgence. What you have is perhaps less important than how you use it.

Outstanding Contributions

Entrepreneurs make unique contributions to the American economy

Dell currently has offices in 34 countries with nearly 36,000 employees. Recognizing the extra

and unnecessary costs of retail distribution, Dell‟s innovative direct service industry has created

a PC that is inexpensive and designed to meet the needs of the individual customer. Michael Dell

currently is the longest-serving CEO in the PC industry.

Entrepreneurs create innovations that improve our quality of life

Michael Dell has established a number of foundations within his organization committed to

philanthropic and community services. These foundations work to advance educational,

environmental, business, economic, and social issues.

Entrepreneurs create new jobs

In just 18 years, Dell has grown from a one-person operation to a company of 36,000 employees.

In 1988, when Michael Dell took his company public, Dell employed 650 people and posted

sales of $159 million.

Entrepreneurs improve our position in global economic competition

Dell‟s corporate headquarters are in Austin, Texas, where the company was founded. Texas also

is home to Dell Americas, the regional business unit for the United States, Canada and Latin

America. Dell has regional headquarters in England, for Europe, Middle East and Africa; in

Singapore to serve Asia-Pacific; and in Kawasaki, Japan, for the Japanese market. The company

manufactures its computers in six locations: Texas, Tennessee, Brazil, Ireland, Malaysia, and

China.

Chapter 2

DELL

Dell is one of the world‟s largest computer manufacturers. The company sells its products and

services in more than 140 countries to customers ranging from major corporations and

government agencies to small businesses and individuals.Dell‟s European manufacturing

operations are located in Limerick with UK/Ireland sales and support centres in Bray, Co

Wicklow and Cherrywood, Co Dublin.

What is Dell and What they do

Premier provider of product and services

Introducing new technologies with the help of leading companies.

Most preferred computer system

Simple concept

Best understanding customer needs.

Direct business model

Introducing new technologies

Dell’s Mission and Vision

Mission:

We make computing easy like it should be.

Vision:

Our persistent focus on delivering the best possible customer experience by directly

selling our services based on industry standard technology.

STRATEGY

Dell‟s business strategy is “SELLING DIRECTLY TO THE CUSTOMER”.

Direct selling involves the manufacturer or supplier selling goods or services directly to the

customer. There are no wholesaler or retailer operations and this means that the costs are kept

low and the goods can be supplied to the end user at a lower cost.

Dell attributes its success to the direct relationship business model it has pioneered. There are no

retailers or other resellers between Dell and the customer. Dealing direct allows Dell to better

understand customer expectations. The first contact is typically through the telephone or via the

internet. In the case of large corporate customers, it is more typically via a face-to- face meeting.

In either case an experienced sales representative advises the customer on the best possible

computer for his/her needs and takes the customer‟s order. It is then entered onto the system and

the order is downloaded to the factory.

At the manufacturing plant, a team of Dell employees assemble and test the entire computer

system which has been ordered. Rapid delivery, award-winning technical support, customer

service and ongoing feedback help ensure the highest quality experience for Dell customers. The

direct relationship model is based on the following core principles:

Price for performance - the company produces a range of high performance products which are

competitively priced.

Customisation - every Dell system is built to order. Customers get exactly, and only, what they

want.

Service and support - Dell uses knowledge gained from direct contact before and after sale to

provide a good customer service.

Latest technology - because a PC is only assembled when a customer orders it, the very latest

technology can be used.

DELL’s STRATEGIC ALLIANCES

Dell has a strategic partnership with suppliers such as Intel and Microsoft. From the start the

company decided it was better to buy in components rather than build them. By doing this, they

can choose among the best providers in the world, often called best in class. This leaves them

free to focus on what they do best - designing and building solutions for customers. They select

suppliers with the greatest level of expertise, experience and quality for any particular part.

The benefits of strategic alliances are:

easy to establish with little legal formalities

relatively easy to get out of

each benefits from the skill and expertise of the other

increased recognition of brand names

new technologies without the cost of development

widens customer base and helps grow the business.

Manufacturing Process

The process which Dell follows for manufacturing is “Just In Time Manufacturing”.

Just in time manufacture is designed to minimize costs and reduce waste. Everything is carefully

planned to ensure that stock is only ordered as required. No stock is held in warehouses.

It has some benefits to use JUST IN TIME MANUFACTURING process for DELL. They are:

1) less capital is tied up in stock, freeing up money for alternative uses

2) lower insurance is required

3) no warehouse required - more space is available for other uses

4) fewer personnel required to control and manage the stock

5) no risk of stock becoming obsolete because computer systems are built to order

6) cost savings and greater efficiencies for both Dell and its customers

7) Any reduction in component prices can be passed on almost immediately to the customer.

Chapter 3

Myths of Entrepreneurship

Many entrepreneurs believe a bunch of myths about entrepreneurship, so here are some common

myths which are related with Michael Dell These are-

Myth-1: Entrepreneurs Are Doer, Not Thinkers

Although it is true entrepreneurs tend toward action, they are also thinkers. Indeed, they are often very

methodical people who plan their moves carefully. The emphasis today on the creation of clear and

complete business plans is an indication that "thinking" entrepreneurs are as important as "doing"

entrepreneurs. Michael Dell established Dell Computer Corporation to take advantage of inefficient

distribution system. Analyzing the current market he made two interesting discoveries: 1) none of

the parts were made by IBM and 2) the system that retailed for $3,000 actually cost IBM about

$600. As Michael Dell said:

"I realized that the computer market was very inefficient. The mark-ups were incredibly high

over the cost of materials and the service was very poor."

He took the advantage of inefficient distribution system and incorporated the concept of „direct

marketing‟ in his business model, which revolutionized the PC manufacturing industry.

Myth-2: Entrepreneur Must Fit the ―Profile‖

Many books and articles have presented checklists of characteristics of the successful entrepreneur. These

lists were neither validated nor complete; they were based on case studies and on research findings

among achievement-oriented people. Today we realize that a standard entrepreneurial profile is hard to

compile. The environment, the venture itself, and the entrepreneur have interactive effects, which

results in many different types of profiles.

Michael Dell had always been inspired by technology. When he was a kid, he was being

fascinated by his dad‟s adding machine. At the age of 17, he skipped his school for a whole week

to attend the National Computer Conference. In 1993, he graduated from Houston and entered

the University of Texas. In his freshmen year his grades were falling victim of his entrepreneurial

activities. So, his parents gave him a surprise visit. In his biography Michael wrote:

My Dad started, ‗You have got to stop with this computer stuff ad concentrate on school.‘ He said,

‗Get your priorities straight. What you want to do with your life?‘ ‗I want to compete with IBM‘, I

said.

Michael tried to rededicate himself in his studies but his passion for following his dream drove him

deeper into the world of computer. After testing his instinct about the marketing advantage of direct

selling, Michael Dell dropped out of school and started his new venture.

Myth-3: All Entrepreneur Needs Is Money

It is true that a venture needs capital to survive; it is also true that a large number of business failures

occur because of a lack of adequate financing. Yet having money is not the only bulwark against

failure. Failure due to a lack of proper financing often is an indicator of other problems: managerial

incompetence, lack of financial understanding, poor investments, poor planning, and the like. Many

successful entrepreneurs have overcome the lack of money while establishing their ventures. To

those entrepreneurs, money is resource but never an end in itself.

Michael skipped his college education and started the company in 1984 with $1000 in his pocket

and an extreme passion for gadgetry. By keeping his mind firmly focused on doing business as

opposed to making money Michael Dell built his billion-dollar empire.

Myth- 4: All Entrepreneur Needs Is Luck

Being at "the right place at the right time" is always an advantage. But "luck happens when

preparation meets opportunity" is an equally appropriate adage. Prepared entrepreneurs who seize the

opportunity when it arises often seem "lucky." They are in fact better prepared to deal with situations and

turn them into success. What appears to be luck really is preparation, determination, desire, knowledge,

and innovativeness.

Michael Dell realized the internet could offer exciting opportunity to implement his direct

marketing strategies. He foresaw that customer would be able to go online, access information on

products, and place orders directly without going through a middleman. Anticipating the new

revolution in marketing, Dell Computer Corporation launched their website www.dell.com in

June 1994. Introduction of e-commerce outshined the company‟s growth potential. By 1996

slightly 2 years after their website launch www.dell.com generated about $1 million per day.

So, Michael Dell was successful not because he was lucky by chance, instead his innovative

ideas pioneered his success.

Myth-5: Entrepreneurs seek success but experience high failure rates

It is true that many entrepreneurs suffer a number of failures before they are successful. In fact,

failure can teach many lessons to those willing to learn and often leads to future success. This is

shown by the corridor principle, which states that with every venture launched, new and

unlimited opportunities often arise.

From the start Michael Dell knew the critical success factor for his business. He used an expert

to build prototype computers whilst he concentrated on finding cheap components so he could

keep prices low. The firm grew at an incredible pace, notching up sales of $3.7 million in the

first nine months. The company went on to pioneer direct marketing in the industry and

integrated supply chain management, linking customers‟ orders and suppliers through the

internet – both strategies helping to keep those prices low. All the times the focus on a low

cost/low-price marketing strategy has been maintained. The business model has been consistent

and followed relentlessly: Sell directly to consumers; Keep prices low and quality high; and

Offer solid technological support to customers.

Myth-6: Entrepreneurs Are Extreme Risk Takers (Gamblers)

Although it may appear that an entrepreneur is "gambling" on a wild chance, the fact is the

entrepreneur is usually working on a moderate or "calculated" risk. Most successful entrepreneurs work

hard through planning and preparation to minimize the risk involved in order bettering controlling the

destiny of their vision. Michael Dell‟s decision to abandon medical school to embark on a new path to

challenge IBM was a significant risk taking venture. As a visionary leader, he found it reasonable to start

a new venture identifying the tremendous underlying market opportunity. He always encourages his

executives to take risks so long the risks are manageable. As he observed (Dell, p-127)

―To encourage people to innovate more you have to make it safe for them to fail…We have

deliberately shaped our culture to accept continual within ―course corrections‖ on the learning curve

because in order to thrive, we need an environment in which people feel it is okay to experiment.‖

Opportunity

Entrepreneur

Resources

Fit & Gaps

THREE DRIVING FORCES

According to Jeffry Timmons‟s Framework, there are three crucial components for a successful

new business: the opportunity, the entrepreneur and the resources needed to start the company

and make it grow.

Uncertainty

Uncertainty Uncertainty

Opportunity

The Timmons model of entrepreneurship believes that entrepreneurship is opportunity driven, or

that the market shapes the opportunity. A good idea is not necessarily a good business

opportunity and the underlying market demand determines the potential of the idea. An idea

becomes viable only when it remains anchored in products or services that create or add value to

customers, and remains attractive, durable, and timely.

The 19 year old Michael Dell was a teenager with a dream: to build a corporation that could

challenge IBM. Michael recognized enormous potential of the PC market and saw that demand

exceeds supply. Customers wanted customized PC„s with more memory & more processing

power than the standard IBM PCs that were sold at $3000 range. Michael spoke to the resellers

and retailers and discovered that he knows better about what they were selling than they did.

Moreover, since dealers were unable to anticipate sales volume correctly, they often end up with

overstock of PC‟s. These surplus inventories of PC were later offered to the customers at a

substantial discount. This market was known as “The IBM gray market”. Michael discovered

that he could buy a stripped-down IBM PC from a gray market & upgrade it with components

from distributors like Intel for a total cost about $700. This margin enabled him to upgrade the

basic PCs to meet customers‟ demand which resulted in tidy profit. In his own words:

―I saw that you‘d buy a PC for about $3,000, and inside that PC was about $600 worth of

parts, IBM would buy most of these parts from other companies, assemble them, and sell the

computer to a dealer for $2,000. Then the dealer, who knew very little about selling or

supporting computers, would sell it for $3,000, which was even more

outrageous……………….I dropped out of college because that‘s what I thought would

happen. So, that for me was in 1984 and I started a company around that idea, believing that

more and more people would know how to use PCs that they would become easier to use, that

even people could buy them without going to a store. We had a sense for it in the early ‘80s but

certainly couldn‘t say we imagined it. It is just the way it happened I was, you know,

rebellious–an 18, 19-year-old and just did what I wanted to do and all worked out OK.‖

Resources

The Timmons model discounts the popular notion than extensive resources reduce the risk of

starting a venture and encourages bootstrapping or starting with the bare minimal requirements

as a way to attain competitive advantages. The advantages of bootstrapping include:

Driving down market cost

Instilling discipline and leanness in the organization

Encouraging creative resources to achieve more with the limited amount of money and

other resources available

With an initial investment of $1000, Michael founded the Dell Computer Corporation in 1984

and rented a 1000 square-foot office. He hired a few people to take telephone orders, a few to

fulfill them, and others to build and upgrade PCs. In his own words:

―Manufacturing consisted of three guys with screwdrivers sitting at six-foot tables upgrading

machines.‖

The business was so successful that within a year the Dell Computer Corporation shifted to a

30,000 square foot building. The rapid growth required Michael to hire staff at an accelerated

rate. From the very beginning Michael realized the importance of talented individual behind

organizational success. So, he hired talented individuals and delegated them the task of hiring

other first-rate people. As he said:

―I‘ve always tried to surround myself with the best talent I could find. When you‘re the leader

of a company, be it large or small, you can‘t do everything yourself. The more talented people

you have to help you, the better off you and the company will be.‖

In 1986, to provide the company with much-needed managerial and financial experience,

Michael Dell brought in Lee Walker, a 51-year-old venture capitalist, as president and chief

operating officer. Walker had a fatherly image, came to know company employees by name, and

proved to be a very effective internal force in implementing Michael Dell‟s ideas for growing the

company. Walker became Michael Dell‟s mentor, built up his confidence and managerial skills,

helped him learn how to translate his fertile entrepreneurial instincts into effective business plans

and actions, and played an active role in grooming him into an able and polished executive.

In only 15 years, the company's sales have skyrocketed from $6 million to a whopping $35

billion in 2002. Since its first international addition opened in the United Kingdom in 1987, Dell

has opened sales offices in over 34 countries, and boasts over 33 thousand employees in over

170 countries and territories all over the world. Dell is number three (PC manufacturer)

worldwide in terms of market share and has approximately 103,300 employees around the globe.

Dell is listed at number 41 in the Fortune 500 list. It is the third largest PC vendor in the world

after HP and Lenovo.

Entrepreneur:

The Timmons model places special importance on the team and considers a good team as

indispensable for success. A bad team can waste a great idea. Among all resources, only a good

team can unlock a higher potential with any opportunity and manage the pressures related to

growth.

Michael Dell‟s experience at Dell Computer and in working with both customers and suppliers

had taught him a number of valuable lessons and shaped his leadership style. Michael Dell was

considered a very accessible CEO and a role model for young executives because he had done

what many of them were trying to do. He delegated authority to subordinates, believing that the

best results came from talented people who can be relied upon to do what they‟re supposed to do.

The following quotes provide insight into his business philosophy and practices

―A company‘s success should always be defined by its strategy and its ideas—and it should not

be limited by the abilities of the people running it . . . When you are trying to grow a new

business, you really need the experience of others who have been there and can help you

anticipate and plan for things you might have never thought of.‖

―For any company to succeed, it‘s critical for top management to share power successfully.

You have to be focused on achieving goals for the organization, not on accumulating power

for yourself. Hoarding power does not translate into success for shareholders and customers;

pursuing the goals of the company does. You also need to respect one another, and

communicate so constantly that you‘re practically of one mind on the most important topics

and issues that face the company.‖

Michael Dell has always been keen on developing relationships – with customers, employees and

suppliers. This underpins his direct selling strategy and his integrated supply chain network. By

2009 he had made ten acquisitions, cut more than 10 000 jobs, outsourced 40 per cent of

production and entered the smart phone market in China. His The goal is to diversify beyond the

mature PC market, which still accounts for more than half of revenues, into new markets such as

computer storage and services.

Dell’s Decade by Decade Climb

2009- Present: Dell ramps up its solutions portfolio and capabilities with significant investments

in intellectual property rights and R&D.

2005- 2008: dell refines its business strategy to address customers‟ end-to-end IT needs, while

adopting social media and offering free product recycling.

2003: Dell changes its company name to Dell Inc.

Dell enters the consumer electronics marketplace with a variety of products aimed at the home

consumer.

2002: Dell signs an agreement with Lexmark, setting the stagefor its entry into the printer

market.

2001: Dell becomes No. 1 in worldwide market share amongst computer makers for the first

time. 2000: Internet sales over $50 million per day

1999: Dell becomes the number one pc company in US

1996: Internet sales over $1 million per day

1994: Dell expands to Asian Pacific

1992: Exceeds $2 billion annual sales

1991: Converts to Intel 486 IC Chip

1988: Dell goes public

1987: Dell expands to the U.K.

1986: produces fastest PC

1984: incorporates dell computers drop out of university of Texas

1980: receives Apple II computer

1977: Sells stamp by catalog

Born: February 1965.

Conclusion:

From some interview that had been held with Michael S. Dell, we find out that Michal S. Dell

thinks that for a young person who is interested in being an entrepreneur have to be able to

experiment and make mistakes. The young one must know what it means to be an entrepreneur.

So, there should be a bit of self-initiative and self starter that is an incredibly important part of

entrepreneurship. No one will tell anyone that what he or she have to do. He or she must have an

instinctual felling about something.

His motto for making the work so exciting or rewarding is “It‟s working with incredibly smart

people in an industry where it‟s right at the center of change, and you get o see so many changes

are going on in all the industries around the world, and see how countries and societies are

evolving and embracing the situation.” Michael S. Dell believes that he is getting still his

education, and get it every day when he travel around and meet with customers, meet with his

teams.

Another interesting thing of his career is he did not follow his family career path, but he has done

something which recognizes his family. He did not become a doctor like his father and brother,

but he built a pediatric Health Research Center. That indicates that whatever he is, he never

forget his roots.

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