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.‖
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
Opportunity
Entrepreneur
Fit & Gaps
Uncertainty
Uncertainty
Resources
 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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