IT Strategy
Sr. Strategy Implemented
No
.
1 Implementation of Dell
direct model, so called,
“made-to-order”, which is
backed up by information
systems and related
technologies and
applications.
2 Restructuring of
organizational structure:
Dividing customers in
groups as ‘Relationship’,
’Transactional’ & ’Mixed’,
Managing ratio of outside
& inside sales
representatives, and
mapping all these with
DCS (Dell Catalog Sales) &
BSD (Business Systems
Division) along with region
wise presidential
operations and segment
wise vise-presidential
operations.
3 Dell’s adoption of online
channel for its product
offerings’ information,
order and support.
Direct Impact Other outcomes
 Order processing
became much faster.
 Distribution channel
became less costly.
 Inventory problems
were resolved.
 No. of errors decreased
significantly as the
manual intervention
was minimized, leading
to less loss in profit.
 Information became
centrally available.
 Roles and
responsibilities of sales
representatives became
more distinctive and
precise as per region
and as per their
customer group.
 Sales targets and
achievements became
more transparent.
 Inherent advantages of
internet were gained
instantaneously by
Dell’s sales
 Direct relationship with
the customers became
possible.
 Dell became able to
provide customized
computers & other
components/accessories.
 Forecasting of sales etc.
became more precise.
 As per demand,
Production volume and
staffing management
became easier.
 This move provided space
for more production
capacity.
 Disadvantages of
traditional distribution
chain were easily
avoided. Customers were
able to track the progress
of order.
 Going global became
easier and manageable in
terms of staffing and
fulfillment of individual
tasks and goals.
 So, Sales force became
more efficient.
 Automatically, technical
person was able to see
the diagnostic data in
event of customer query;

4 Providing Premier Pages
departments. They are leading to less time on
compiles in the list telephone per call.
below along with other  No. of calls were reduced
benefits. as the basic information,
 Sales personnel could manuals, updates etc
focus more on sales were available on
activity as non-value internet in a jiffy reducing
activities were taken burden on both side.
care by internet and (Customer as well as Dell
computers. technician.)
 Transaction time and
cost reduced marginally
as purchase
functionality was
improved and service &
support data was easily
available online
reducing the telephonic
conversation time
between customer and
technical specialist.
 Potential customers  Usage of ASP (Active
were given customized Server Pages) enabled
data related to all deals Premier Pages’ scalability
with Dell and that too to great extent, making it
on customers’ web more efficient and
portal also. effective.
 This proved as effective  Data can be updated
management control more instantaneously on
tool for customers, demand, than static
reducing work load of pages.
recurring activities of
service, querying,
product configuration
etc.
 This provided reduced
cost of ownership for
customers.

Challenges
 When online system was implemented, sales personnel were afraid that computers would
replace their work, but this was resolved by giving proper understanding of their roles in new
model with increased responsibilities and opportunities by means of gaining more time for core
activities and reducing time for non-core activities to be done by computers. Moreover they
were given training for using computers and information systems and internet.
 As the concept of paying online was new and not trust-worthy for many customers, Dell
representatives had to make them understand the security issues and conformance for the
assured protection.