Dellsmini Projectpart B 171130161645

PART-B
Table of contents
1.Introduction
2.Organizations Vision and Mission

2.1Objectives
2.2Goals
2.3Annual reports
3.Clients and Assess
4.New Technologies
5.Growth of organization
5.1Global Growth
6.Conclusion abd learing experience
7.References
Dell Inc., Mini-Project
1.Introduction
Dell was founded in 1985 under the name, PCs limited by Michael Dell who at the time was
a college student of the University of Texas. In 1988 the company’s name was changed to
Dell Computer Corporation. The company headquartered in Round Rock,Texas and Dell is
the world’s #3 supplier of Personal computers (PC) Lenovo who ranks as #1 (According to
IDC worldwide quarterly PC tracker). Dell provides a broad range of technology products for
the consumer,education,enterprise, and government sectors. The company’s services unit
provides asset recovery,financing,infrastructure consulting, support systems intergration as
well hosted IT services.
Their purpose as an organization is to deliver technology solutions that enable people to grow
and thrive. Over the past 29 years Dell has built a slid worldwide company
 100,000+ team members in over 180 countries
 400,000 solutions in classrooms worldwide
 #1 healthcare IT services provider in the world
 3.8 million connections via our social wed community
 PC business momentum continues as we reclaim the No. 1 spot in the U.S.,
outperforming the market and our competitors.
 Dell combines with EMC to form Dell Technologies, marking the completion of the
biggest tech deal in history.
 The Dell family home in Austin, TX is reported to be the 15th largest home in the
world, with eight bedrooms, 21 bathrooms, a conference room, a gym, and a total of
22,000 square feet nestled on 60 acres.
CMR University MBA-2017-19 Page 2

2.Dell’s Mission and Vision
 Dell is to make the optimum use of all the resources and other the macro, micro and
the internal environment in providing the best quality products and services and the
best customer experience of the best value. It is considered to be a practical and a
feasible mission as it talks about today and not the future. What is included in the
mission is the customers and the services which means it is talking about the present
 The vision of DELL is to provide structurally and functionally efficient computers to
visually impaired individuals globally. It is the vision of the company and thinks
about the future.
 The code of ethics for dell is to incorporate and inculcate social, economic
environmental and corporate responsibility in all the activities of the company so as to
deliver high values to the society from the company as whole.
 In 2014, Dell was removed from the Fortune 500 list completely when the company
was taken private .and stopped making official earnings figures available to the
public, or to the Fortune 500 list-makers.
 In 2004, Michael left his position as CEO of Dell and devoted his time to the Michael
& Susan Dell Foundation. He later returned as CEO of Dell in 2007
2.1 Objectives
 To strengthen and enrich knowledge, learning skills and to foster values and
proactive attitude.
 •To develop and improve the quality of student leadership and organizational
management.

 To plan and manage services and public facilities for students towards sustaining a
conducive campus environment for learning and character development.
 To shape a generation of students who are active, intelligent, and agile; highly
competitive and possess fighting spirit in achieving excellence.
 To foster a group of students who understand their rights and privileges and their
responsibilities towards themselves, religion, race and country.
 To uphold and respect the aspirations and ambitions of the country.
Dell's mission is to be the most successful computer company in the world at delivering the
best customer experience in markets we serve. In doing so, Dell will meet customer
expectations of:
 Highest quality
 Leading technology
 Competitive pricing
 Individual and company accountability
 Best-in-class service and support
 Flexible customization capability
 Superior corporate citizenship
 Financial stability

2.2GOALS
 In 2016, Dell released its “Legacy of Good Plan” a set of goals for the year 2020. The
Plan outlines Dell’s strategy for bringing sustainability and business objectives
together to benefit customers and leave a legacy of social and environmental good.
Since then, the Dell team, led by Vice President of Corporate Responsibility
Thompson has been putting the plan into action.
 Dell can help them reach their own energy-saving goals, reduce their overall footprint
and, In turn, reduce emissions. In addition, Dell aims to reduce greenhouse gas
emissions from its own operations by 50 percent and reduce the energy intensity of its
product portfolio by 80 percent by the year 2020.

 First combined 2020 Legacy of Good report brings together Dell and EMC corporate
social responsibility (CSR) initiatives toward advancing human progress
 Company increases scale, offers more opportunities to innovate on behalf of people
and the planet
 .In 2016 Dell joined forces with EMC and VMware to create Dell Technologies an
power house built to help customers embrace, transform and thrive in the digital
future.
2.3Annual reports
 Fourthquarterrevenueof$20.1billion,withfull-yearrevenueof$61.6billion
 Non-GAAPfourthquarterrevenueof$20.6billion,withnon-GAAPannualrevenueof
$62.8billion

 Client Solutions Group continued to outgrow the market worldwide for units in both
commercial and consumer product categories on a calendar year basis. Revenue for
the fiscal fourth quarter was $9.8billion, up 11percent versus the fourth quarter of last
year, and revenue for the full year was $36.8billion, up 2percent year over fiscal year
2016. Operating income was $342 million for the quarter and $1.8billion for the full
year.
 Q2 GAAP Net Income Include approximately $600million of adjustments that are not
reflected in our non-GAAP net income. The majority of these adjustments are non-
cash and relate to purchase accounting. Information about Dell Technologies’ use of
non-GAAP financial information is provided under “Non-GAAP Financial Measures”
 Revenue was $13.1 billion, up 1percent from the previous year;
 Operating income for the quarter was $63million, reversing an operating loss from the
previous year;
 Non-GAAP revenue in the quarter was $13.1billion, flat from the previous year;
 Non-GAAP operating income was $752million, a 32percent increase from the
previous year;
 Cash flow from operations in the quarter was $1.9billion. On a trailing twelve-month
basis, cash flow from operations was approximately $3.2billion, up 50percent;
 Cash and investments totalled $7.5billion, up $1.2billion over the prior quarter
 Dell Technologies today announced its fiscal 2017 second quarter results, with
revenue of $13.1billion from continuing operations [1], an increase of 1 percent year-
over-year. The company reported operating income of $63million, reversing an

operating loss in the year ago quarter, and achieved non-GAAP operating income of
$752million, an improvement of 32 percent year-over-year.
 Grew worldwide commercial PC’s 6.2 percent and gained 90 basis points of unit
share; Consumer PC share outperformed the industry worldwide gaining 110 basis
points of unit share;
 Client Solutions business revenue for the quarter was $9.2billion, flat versus the
second quarter of last year. Operating income for the quarter was $484million, a
50percent increase. Operating income favourability was primarily driven by improved
cost and balanced pricing decisions. We are also seeing growth in our attached
software, peripherals and services business driven by growth in displays. In Displays,
we remained #1 in share, gaining unit share year-over-year for the 13th consecutive
quarter.

Dell announces findings of annual Dell Women Entrepreneur Cities (WE Cities) Index– the
only global, gender-specific index that looks at a city's ability to attract and foster growth of
women-owned firms New York City, the San Francisco Bay Area, London, Boston and
Stockholm are the top-five cities for high-potential women entrepreneurs According to
extensive data and analysis, when impediments to female entrepreneurship are removed,
there is a dramatic uplift in a city's economic prospects Dell's WE Cities Index provides a
diagnostic tool to advise entrepreneurs and policy-makers on how to improve conditions to
enable businesses founded by women to thrive.

3. Clients and Assess their Testimonials
For more than 28 years, Dell has empowered countries, communities, customers and people
everywhere to use technology to realize their dreams. Customers trust Dell to deliver
technology solutions that help them do and achieve more, whether they’re at home, work,
school or anywhere in their world.
Better deployment starts here

Are you planning a large scale PC deployment? Are you thinking about upgrading to a new
operating system such as Microsoft® Windows Vista? Are you looking for new methods to
streamline deployment while reducing costs? Whatever the reason, Dell can help you assess
your PC deployment process and recommend ways in which you can:
• Improve efficiency of deployment, reducing time and removing costs.
• Reduce complexity and maximize IT resource utilization.
• Maximize return on IT investment needed to meet business needs.
Built on experience, based on industry best practices

Dell knows client deployment. Every year, Dell deploys millions of PCs for customers all
over the world. Dell has combined this expertise with industry best practices in order to
create Dell Client Deployment Assessment—a proven step-by-step process that enables
organizations to:
• Measure the current environment in relation to industry benchmarks.

• Validate the current mode of operation and outline opportunities for improvement
• Identify and document opportunities to help reduce the total cost of PC deployment.
• Make informed predictions on cost savings. • Design an optimized deployment solution.
A proven approach to assessment
Dell follows a multi-phased methodology that enables us to obtain a maximum amount of
information in a minimal timeframe. Led by a Dell Consultant, the highly-structured
assessment process takes approximately four weeks and includes insight and
recommendations from a variety of Dell participants – all of whom are experienced in their
specific disciplines. Your Dell Consultant is responsible for managing the project’s plan and
timelines
ASSESSMENT DELIVERABLES
As part of the final phase, Dell will provide you with the following assessment deliverables:
• Executive Summary: Reflects a summary of key findings for all in-scope areas, with an
emphasis on the maturity of service delivery capabilities, delivery costs and organizational
structure
• Findings Report: Provides detailed findings in six factors of deployment optimization and
detailed recommendations for corrective actions – including insights on the current
organization and operational structure, and recommendations for future mode of operations.

• Client Deployment Optimization Model Ratings: Ranks the customer’s in-scope service
areas against Dell’s six-factor optimization model, lists areas where the customer’s service
delivery operations demonstrate excellence and recommends opportunities for improvement.
• Cost of Deployment Model: Provides a unit cost estimate for each of the in-scope service
areas and compares these to industry averages. Also predicts the return on investment for
adopting deployment best practices.
• IT Tool and Process Gap Analysis: Identifies strengths, weaknesses of tools and processes
in key focus areas .line, facilitating communications between Dell and your organization.

EMC sponsors The Digital universe, a study by IDC measuring and characterizing all the
digital data created,replicated and consumed worldwide in a single year. The Digital universe
2012 report antricipates that during the next eight years, the amount of digital data produced
will exceed 40 zettabytes, which is the equivalent of 5,200 of data for every man, women and
child on Earth. To hit that figure, all data is expected to double every two years through 2020

Biz tech Solutions is a Texas based Information Technology Consulting firm specializing in
enterprise, cloud, mobility and business intelligence solutions. Biz Tech has delivered
complete SAP project consultation in its areas of core competency along with staffing
services for end clients as well as partner organizations. Biz Tech has engaged strategically
and tactically to meet the project and staffing needs of medium and enterprise level
customers, both nationally and internationally.
Intellicorp samrt lifecycle management software for customer amd partners using SAP
applications. Their software tools act as cataiysts and partners using SAP customers to
dramatically reduce the cost of quality assurance, and speed the delivery of high-quality SAP
production enviroments for SAP HANA upgrades, governance, testing and DevOps.
Companies running SAP applications, use intelliCorp software to help them impact of change
on their systems fast,to enable zero defects.

4. New emerging technologies
Dell Technologies is thinking like Alphabet/Google

 Dell Technologies will be a mix of independent units tethered to each other. That's
similar to Alphabet, which has a bunch of independent units led by Google working
closely with each other. The Dell Technologies units will continue to function in
dependently, but also work together to offer integrated products like hyper converged
systems that mix Dell's servers, EMC's storage, VMW are virtualization, and private-
public cloud assets.
 Being attached to other units will push the company's growth into high gear, said
Jeremy Burton, chief marketing officer at Dell. Independent units will be able to
innovate and grow organically, but will report to mother ship Dell Technologies.

Overlapping products are not in immediate danger
 The Dell-EMC merger made sense because the assets were compatible, particularly
Dell servers, EMC's storage arrays and VMware virtualization assets. Before the
merger was completed, Dell made space for EMC's assets by agreeing to shed its
software business for $2billion to equity firms Francisco Partners and Elliott
Management. It also sold its IT services businesses for $3 billion to NTT Data
 There are still some over lapping cloud, security, and storage products, but Dell
Technologies won't kill them off immediately. Overtime, the company will make
decisions about merging assets or discontinuing products but for now, Dell executives
wanted to reassure existing customers the company was keeping all products.
There will be no changes to the PC business
 There will be no changes in the PC business, Dell says. Driver development
won't change, and customers will get the same level of support. The
company will continue to offer XPS, Alien ware and in Sp iron PCs, and it
will explore new area so f growth. In fact Dell plans to show ground
breaking products at CES early next year, and displays will be a big a of
focus for Dell Technologies, Burton said. Virtual reality and augmented
reality are also a big part of the company's future.

All-flash arrays and rack-scale infrastructure are priorities
 All-flash storage is huge and growing at a rate of 100 percent a year, so it
will be a big of focus for Dell Technologies, Burt on said. Another long-
term focus will be on rack-scale computing and infrastructure, which will
change server structures and bring more processing speed to data
 The company will break up traditional server components like storage,
processing, and memory into discrete boxes, and they will be networked
with super-speedy interconnects. The goal is to make a data configured like
one giant server, and the rack-scale structure will help reduce power bills
and cut in efficiencies in processing and data movement. Dell already offers
servers for rack-scale infrastructures.
 The VM ware virtualization tools are a particularly strong asset to achieve
that goal. Distributed computing is important in rack-scale architecture, and
Dell Technologies will put VM ware and other virtualization and provision
in gas sets on top of and Open Stack infrastructure. Hewlett Packard
Enterprise and Lenovo can put VM ware

Human-Machine Partnership
Coordinating technologies will be integrated with be integrated with machine learning to
arrange and direct resources. People will become savvy digital orchestra conductors, relying
on their suite of personal technologies to drive positive outcomes. the number of digital
platforms that are being used to orchestrate either physical or human resources. IN 2025,
work will be broken down into specific tasks and employers will use reputation engines, data
visualization, and analytics to find the best candidates. Schools will shift from teaching what
to learn, to teaching how to learn, in order to complement the machines and technologies that
people will be working with and learning from in 2025and beyond.

Realizing Healthcare
Alicia has suffered from asthma since she was a young girl. For years, she has depended on
her indoor air quality monitoring system and her smart inhaler to take the environment
conditions around her. These tools linked up first to her understanding of what triggers
outbreaks, and anticipate when she might be at risk of another attack. Preventative
interventions like these have helped improve her surrounding and as a result, she has
experienced fewer asthma attacks over the last decade. Heal is an on-demand doctor house
call service that helps you request a board- certified, licensed, and background-checked
doctor to come see you and your family at home
Dell Technologies won't be a slave to Wall Street whims
Dell went private in 2013 to stay away from the bright lights of Wall Street, where
shareholders demanded immediate results, which the company says stifled innovation. In that
vein, remaining private will help Dell Technologies to chase long-term goals.

 Dell Technologies partnered with Institute for the Future (IFTF) at The Next Era of
Human-Machine Partnerships This report paints a picture of machines offering speed,
automation and radical new efficiencies, while humans will contribute the contextual
and creative thinking and complex problem-solving skills that technology cannot
replicate. By2030, we will effectively become digital servers, but Dell will offer
deeper integration.
 Technology won’t necessarily replace workers, but the process of finding work will
change. Work will cease to be a place but a series of tasks. Machine learning
technologies will make individuals’ skills and competencies searchable, and
organizations will pursue the best talent for discrete tasks.
 An estimated 85 percent of jobs in 2030 haven’t been invented yet. The pace of
change will be so rapid that people will learn in-the-moment using new technologies
such as augmented reality and virtual reality. The ability to gain new knowledge will
be more valuable than the knowledge itself.
5. Growth organizations
We play in a three trillion dollar industry, said Dell Chief Financial Officer Brian Gladden.
There is no competitor that has more than 3% of that. Gladden also pointed out that spending
on information technology products will continue to grow and Dell has even more offerings
now for corporations, such as cloud services and software, in addition to its core PC business.
The company also made a point of saying it will not de-emphasize its PC business, as many
analysts have speculated. “It’s not a business we are trying to shrink,” Gladden said.
With its two biggest competitors, Hewlett-Packard Co. HPQ, -0.31% and International
Business Machines Corp. IBM, +0.09% both seeing revenue growth stagnate, it doesn’t
look like Dell has any answers yet on how to accelerate growth. It’s also worth noting that
Gartner Inc. has forecast worldwide IT spending to total $3.8 trillion in 2013, a 4.1% increase
from 2012.
Just last month, Dell reported its fiscal second quarter revenue of $14.5 billion was flat with
the previous year. In addition, it seemed that Michael Dell clearly could not wait to get away
from the media, as he exited the press call even before it was over. So if the best Dell can
hope for at the moment is to match ITs low single-digit growth rates, it’s a no-brainer why it
is going private.
 Virtualization, cloud computing, and heightened data storage requirements are
prompting customers to use their existing investments more efficiently and make new
investments in enterprise innovation that drive business value. In meeting this
customer need, Dell had a 39-percent increase in server revenue in the quarter.
Revenue for Equal Logic storage products grew more than 75 percent. Revenue from
services, boosted by the addition of Perot Systems, increased 53 percent as Dell builds
its capabilities to provide end-to-end expertise globally.
 Business in BRIC (Brazil, Russia, India and China) countries continued to grow.
Revenue for those countries increased 60 percent, led by India’s 90-percent growth
and Brazil’s 81 percent. China had revenue growth of 44 percent and represents a
critical growth engine for the company.
 Mobility revenue was up 18 percent. The company introduced the 3000 series
designed for small businesses that require robust mobile computing solutions
featuring powerful processors, high-end graphics and built-in security. Dell
also enhanced its Latitude family of commercial laptops with new Intel Core i5 and
Core i7 processors and other new standards-based features.

5.1Global Growth
BRICS countries - Brazil, Russia, India, China and South Africa - will become an
engine of global economic development, a senior executive of Dell has said.
Dell has large-scale investments in Brazil, India, China and South Africa and this "reflects
the important position BRICS countries hold in the global economy," Huang Chenhong,
Dell's global senior vice president and president of Dell Greater China, told Xinhua in a
recent written interview.
Huang was one of the representatives of the 79 companies on the Fortune Global 500 list that
attended the BRICS Business Forum, an important side-event of the BRICS summit. More
than 600 companies from China and abroad attended the forum held Sunday and Monday in
Xiamen, a coastal city in East China's Fujian province.

"BRICS cooperation is the result of economic globalization and also a driver for promoting
and deepening global economic cooperation," Huang said on the sidelines of the forum. "For
Dell as well as other international enterprises, BRICS countries are not only markets, but also
growth drivers."
Huang said cooperation should not be limited to that among the BRICS countries or that
between the five countries and other emerging economies. "Only by sticking to investment
and trade liberalization can BRICS cooperation become the engine of the global economic
development."
Michael S. Dell
Chairman and Chief Executive Officer
Dell Technologies Inc.

6. Conclusion and Learning experience

Dell has a very successful marketing strategy aimed towards the customer. This strategy has
been helpful in making the company over 62 billion in annual revenue. The direct from of
marketing including segmentation has differentiated them from among the competition
Its good experience to me and my team and we very happy to present this to you people

7. References
 www.Google.com
 www.cision.com
 The Hindu Newspaper
 Michael S. Dell Blog
 TED
 YouTube

Dellsmini Projectpart B 171130161645

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Dellsmini Projectpart B 171130161645

Uploaded by

Copyright:

Available Formats

PART-B

2.Organizations Vision and Mission

3.Clients and Assess

6.Conclusion abd learing experience

the consumer,education,enterprise, and government sectors. The company’s services unit

provides asset recovery,financing,infrastructure consulting, support systems intergration as

well hosted IT services.

 100,000+ team members in over 180 countries

 400,000 solutions in classrooms worldwide

 #1 healthcare IT services provider in the world

 3.8 million connections via our social wed community

 PC business momentum continues as we reclaim the No. 1 spot in the U.S.,

outperforming the market and our competitors.

biggest tech deal in history.

22,000 square feet nestled on 60 acres.

CMR University MBA-2017-19 Page 2

2.Dell’s Mission and Vision

best customer experience of the best value. It is considered to be a practical and a

 The vision of DELL is to provide structurally and functionally efficient computers to

about the future.

environmental and corporate responsibility in all the activities of the company so as to

deliver high values to the society from the company as whole.

public, or to the Fortune 500 list-makers.

& Susan Dell Foundation. He later returned as CEO of Dell in 2007

CMR University MBA-2017-19 Page 3

 To uphold and respect the aspirations and ambitions of the country.

 Individual and company accountability

 Best-in-class service and support

 Flexible customization capability

 Superior corporate citizenship

CMR University MBA-2017-19 Page 4

Thompson has been putting the plan into action.

product portfolio by 80 percent by the year 2020.

CMR University MBA-2017-19 Page 5

social responsibility (CSR) initiatives toward advancing human progress

 Company increases scale, offers more opportunities to innovate on behalf of people

and the planet

CMR University MBA-2017-19 Page 6

non-GAAP financial information is provided under “Non-GAAP Financial Measures”

 Revenue was $13.1 billion, up 1percent from the previous year;

 Non-GAAP operating income was $752million, a 32percent increase from the

basis, cash flow from operations was approximately $3.2billion, up 50percent;

revenue of $13.1billion from continuing operations [1], an increase of 1 percent year-

over-year. The company reported operating income of $63million, reversing an

CMR University MBA-2017-19 Page 7

$752million, an improvement of 32 percent year-over-year.

points of unit share;

50percent increase. Operating income favourability was primarily driven by improved

software, peripherals and services business driven by growth in displays. In Displays,

CMR University MBA-2017-19 Page 8

diagnostic tool to advise entrepreneurs and policy-makers on how to improve conditions to

enable businesses founded by women to thrive.

CMR University MBA-2017-19 Page 9

3. Clients and Assess their Testimonials

school or anywhere in their world.

Better deployment starts here

your PC deployment process and recommend ways in which you can:

• Improve efficiency of deployment, reducing time and removing costs.

• Reduce complexity and maximize IT resource utilization.

• Maximize return on IT investment needed to meet business needs.

Built on experience, based on industry best practices

• Measure the current environment in relation to industry benchmarks.

CMR University MBA-2017-19 Page 10