EXECUTIVE MASTER OF BUSINESS ADMINISTRATION (2022-2024)

CRM

DELL CASE STUDY & SOLUTIONS

Name ROLL NUMBER

Daksh Aggarwal EMBA22006
Anoop Kumar M EMBA22002
Purnima Sharma EMBA22015
SUMMARY

• The case focuses on Dell's approach to field service for corporate clients, which was a key part of Dell's value
proposition at the time. Dell was known for its efficient and cost-effective supply chain and direct sales model,
but it faced challenges when it came to providing on-site service and support to corporate customers who
demanded high levels of service quality and responsiveness.
• The case explores how Dell built and managed its field service organization, which was responsible for providing
on-site repairs and support for corporate clients' computer systems. It examines the challenges Dell faced in
delivering consistent and high-quality service, particularly in situations where customers had critical systems that
needed immediate attention.
• The case provides an opportunity for discussion and analysis of how companies can balance the need for
efficiency with the delivery of high-quality service, especially in a competitive market. It also highlights the
importance of aligning the organization's culture and processes with its customer service strategy.
• Balancing efficiency and service
quality: Dell was known for its
efficient supply chain and cost-
effective operations. However,
providing high-quality field service
to corporate clients required a
different set of capabilities and a
focus on service quality. The case
explores the tension between these
two priorities.
• The role of information technology:
Dell used advanced IT systems to
support its field service operations,
including remote diagnostics and
parts management. The case looks
at how these systems were used to
improve service efficiency and
customer satisfaction.
• Managing the field service
workforce: Dell had a large field
service workforce responsible for
on-site repairs. The case examines
how Dell recruited, trained, and
motivated its service technicians
and the challenges associated with
managing a dispersed workforce.
• Customer expectations and competitive
pressures: Corporate clients had high
expectations for service quality, and
competitors were also vying for this market.
The case explores how Dell responded to
these pressures and worked to differentiate
itself through its service offerings.
DELL
INTRODUCTION

Dell Inc. is an American based technology company. It develops, sells, repairs, and
supports computers and related products and services. Dell is owned by its parent
company, Dell Technologies.

Dell's vision of customer experience revolved around being the most successful
computer company in the world at delivering the best customer experience in the
markets they serve. This vision emphasized that superior service and low-cost
products would inspire customer loyalty and create more profitable, long-term
customer relationships. Dell aimed to differentiate itself by providing an
unparalleled level of service in the industry, from the initial purchase through setup
and ongoing product use.
Q1. EXPLAIN DELL’S VISION OF CUSTOMER EXPERIENCE AND
HOW THE COMPANY SUCCESSFULLY ADDRESSED IT?

Direct Customer
Relationships: Dell's
innovative "Dell Direct"
model cut out intermediaries
and enabled the company to
interact directly with its
customers. This direct
connection allowed Dell to
gather pertinent customer
information and offer more
appropriate service and
support. They took their
relationship with customers
seriously and worked hard to
establish and maintain it.
Hiring and Training: Dell
hired and trained its call
center employees for
technical aptitude and
customer service experience.
This ensured that they could
deliver quality service and
support to customers. By
focusing on first-time
resolution, they aimed to
solve customer problems
efficiently and effectively.
Customer Interaction Key Operational Measures:
Council: Dell established a Dell used key operational
Customer Experience measures to track and
Council to make service its improve customer
top priority. This council experience. They measured
helped in aligning all 26,000 order fulfillment,
employees toward providing performance, and service
excellent service. Dell's and support. By tracking
emphasis on customer "ship to target," "initial
interactions and thorough field-incident rate," and "on-
customer support helped time, first-time fix," they
reduce future support issues, ensured high-quality service
complaints, and returns. delivery.
 Q2. EXPLAIN DELL’S CONTACT CENTER DESIGN. DESCRIBE HOW EFFECTIVE CALL
CENTER MANAGEMENT HELPS DELL INCREASE THE CONTACT CENTER'S
EFFICIENCY.

Dell's contact center Direct Customer Technical Aptitude On-The-Job First-Time Diagnostic Tools: Visible Performance
design is a crucial Interaction: Dell's and Customer Training: After Resolution (FTR): Dell embeds Metrics: Dell closely
element of its contact centers are Service: Dell initial training, new Dell emphasizes diagnostic tools into tracks performance
customer service designed to facilitate carefully screens and hires are paired with resolving customer its products, metrics and makes
strategy, focused on direct interactions hires contact center experienced issues during the allowing contact them visible to both
providing efficient between customers employees with both representatives for first interaction. This center individual
and effective support and highly trained technical aptitude on-the-job training. approach aims to representatives to representatives and
to its customers. The representatives. and customer service This approach helps solve problems run equipment the entire contact
company's approach Customers can reach experience. This them gain practical efficiently and checks and make center. Metrics
to contact center out to Dell via phone ensures that the experience and minimize the need fixes over the phone. include average
design involves or online channels to representatives can familiarize for customers to This reduces the queue length, the
several key get the assistance effectively address themselves with contact support need for on-site number of calls
components: they need technical issues Dell's policies and multiple times for visits and ensures a waiting, and the
while providing procedures the same issue. quicker resolution of length of the longest
excellent customer technical problems. wait. This
service. transparency
motivates
representatives to
provide efficient
service.
• Feedback and Coaching: Managers offer regular feedback and coaching to representatives based on their
performance metrics and customer feedback. This coaching helps representatives improve their skills and address
any weaknesses.

• Performance Visibility: Managers make performance metrics visible to the entire team, promoting healthy
competition and motivation among representatives. This visibility ensures that individual and team performance
remains a focus.

• Process Improvement: Managers work to streamline and improve contact center processes. They identify
bottlenecks, inefficiencies, and areas where automation or self-service options can be introduced to enhance
efficiency.
 Q3. WHAT SHOULD BE DELL’S AFTER-SALE SERVICE STRATEGY TO DEAL
WITH LARGE SERVER-RELATED SERVICES?

• Dell's after-sale service strategy for dealing with large server-related services should align with the company's overall vision of delivering the best customer experience. To effectively address the
unique requirements of large server-related services, Dell should consider the following components in its strategy:

• Guaranteed On-Site Support: Large servers are critical components of a business's IT infrastructure, and any downtime can result in significant financial losses. Dell should continue to offer
guaranteed on-site support for large servers within a specified timeframe, such as four hours. This commitment to rapid response is vital in ensuring minimal disruption to a customer's operation

• Highly Skilled Technicians: Dell should maintain a team of highly skilled, certified technicians with expertise in handling complex server-related issues. These technicians should have in-depth
knowledge of Dell's server products and the ability to diagnose and resolve problems effectively.

• Embedded Diagnostic Tools: Continue to embed diagnostic tools into the server products themselves, enabling remote troubleshooting and problem resolution. This feature allows contact center
representatives to run checks and make fixes over the phone, reducing the need for on-site visits and minimizing downtime.

• Customer Knowledge Base: Provide customers with access to a comprehensive knowledge base that includes technical resources and solutions. This empowers customers to diagnose and resolve
minor issues on their own, reducing the need for direct support and improving overall efficiency.

• Third-Party Surveys: Continue to use third-party firms to conduct surveys after large server service calls. These surveys should assess the quality of service, response times, and customer
satisfaction. The results should be made visible to all Dell employees, promoting accountability and driving improvements.

• Service Level Agreements (SLAs): Clearly define SLAs for large server-related services, specifying the expected response times, problem resolution times, and the scope of service. Dell should
commit to meeting or exceeding these SLAs to ensure customer confidence.

• Feedback and Improvement: Actively seek and consider customer feedback to drive improvements in the large server-related services. Dell should be open to making necessary adjustments based
on customer suggestions and complaints.
EXHIBITS
TOP FIVE VENDORS, U.S. PC SHIPMENTS, SECOND QUARTER 2001
(PRELIMINARY) (THOUSANDS OF UNITS)

Shipm e nt
Q2 2001 Q2 2000
Ve ndor Marke t Share Marke t Share Growt h
Shipm e nts Shipm e nts
2001/2000

De ll 2,519.0 24% 2,293.0 20% 9.8%

Com paq 1,332.0 13% 1,693.0 15% -21.3%

He wle t t-
991.0 9% 1,221.0 11% -18.8%
Packard

Gat e way 798.0 8% 964.0 8% -17.2%

IBM 638.0 6% 713.0 6% -10.6%

Othe rs 4,224.0 40% 4,542.0 40% -7.0%

All Ve ndors 10,501.0 100% 11,426.0 100% -8.1%

TOP FIVE VENDORS, WORLDWIDE. PC SHIPMENTS, SECOND
QUARTER 2001 (PRELIMINARY) (THOUSANDS OF UNITS)

Shipm e nt
Q2 2001 Q2 2000
Ve ndor Marke t Share Marke t Share Growt h
Shipm e nts Shipm e nts
2001/2000

De ll 3,979.0 13% 3,459.0 11% 15.0%

Compaq 3,590.0 12% 4,011.0 13% -10.5%

He wle t t-
2,133.0 7% 2,260.0 7% -5.6%
Packard

Gat e way 2,065.0 7% 2,260.0 7% -8.6%

IBM 1,375.0 5% 1,391.0 5% -1.1%

Othe rs 16,641.0 56% 17,002.0 56% -2.1%

All Ve ndors 29,783.0 100% 30,383.0 100% -2.0%

THANKS