Assignment 2: Case Study: Michael Dell—The Man Behind Dell, PowerPoint Presentation (Change Management)

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Assignment 2: Case Study: Michael Dell—The Man Behind Dell, PowerPoint Presentation (Change Management)
Michael Dell began building and selling computers from his dorm room at age 19. He dropped out of the University of Texas when his sales hit $60 million and has never looked back. Dell is said to be the fifteenth richest man in America, and the youngest CEO to make the Fortune 500. Intensely private and notoriously shy, Dell is hailed as a corporate wonder-kid. He climbed to the top by exploiting tax loopholes, outsourcing the competition, and inventing a term called “leveraged recapitalization.”
First, review the following case study:

Michael Dell—The man behind Dell: Leading Dell into the future

Then, in a Microsoft PowerPoint presentation, address the following tasks:

Analyze Dell’s philosophy as it relates to the role of change in organizational success.
Determine how Dell’s philosophy would be perceived in a low performing culture.
Identify which performing culture best suits your philosophy regarding change management and provide your rationale.
Consider the way Dell started his company; determine what market conditions made the business possible.
Discuss Dell’s approach to building his brand.
Use the speaker notes feature of MS PowerPoint to provide the essential details.

Use at least two scholarly sources (in addition to your textbook) to complete your research.
Cite your sources using in-text citations with  full references on a References slide at the end. Apply APA standards to the citation of sources.

Save your presentation as LastnameFirstInitial_M2_A2.ppt.

Make sure you write in a clear, concise, and organized manner; demonstrate ethical scholarship through accurate representation and attribution of sources; and display accurate spelling, grammar, and punctuation.
By the due date assigned, deliver your assignment to the Submissions Area.
Dell Computers. (2002). Michael Dell—The man behind Dell: Leading Dell into the future. IBS Center for Management Research. Retrieved from: http://www.icmrindia.org/free%20resources/casestudies/Leadership%20and%
20Entrepreneurship%20freecasestudyp7.htm[icmrindia.org]
Assignment 2 Grading CriteriaMaximum PointsAnalyzed Dell’s philosophy. Included multiple accurate points related to the role of change in organizational success. Utilized relevant examples and scholarly resources.16Determined how Dell’s philosophy would be perceived in a low performing culture. Utilized relevant examples and scholarly resources.16Identified the performing culture that best suits one’s own philosophy regarding change management. Provided a logical rationale and multiple examples using scholarly resources.16Determined the type of market conditions that made Dell’s business possible. Utilized logical examples and scholarly resources.16Discussed Dell’s approach to building his brand. Utilized multiple logical examples and scholarly resources.16Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship through adequate and accurate representation and attribution of sources; and displayed accurate spelling, grammar, and punctuation. Use of scholarly sources aligned with specified assignment requirements.20Total:100Due DateSep 27, 2017 11:59 PMHide Rubrics
Rubric Name: BUS320_M2A2_Grading_Rubric
Grading CriteriaMaximum PointsGR1 Analyzed Dell’s philosophy. Included multiple accurate points related to the role of change in organizational success. Utilized relevant examples and scholarly resources.16 points
GR2 Determined how Dell’s philosophy would be perceived in a low performing culture. Utilized relevant examples and scholarly resources.16 points
GR3 Identified the performing culture that best suits one’s own philosophy regarding change management. Provided a logical rationale and multiple examples using scholarly resources.16 points
GR4 Determined the type of market conditions that made Dell’s business possible. Utilized logical examples and scholarly resources.16 points
GR5 Discussed Dell’s approach to building his brand. Utilized multiple logical examples and scholarly resources.16 points
GR6 Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship through adequate and accurate representation and attribution of sources; and displayed accurate spelling, grammar, and punctuation. Use of scholarly sources aligned with20 points
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Michael Dell – The Man Behind DELL
 
Details
Themes: Corporate Social Responsibility
Period : 1984-2001
Organization : Dell Computers
Pub Date : 2002
Countries : USA
Industry : Computers

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Leading Dell into the Future
Though Michael had a huge fan following amongst business entrepreneurs and industry observers, he had a fair amount of critics as well. Many interviewers found Michael to be an extremely private person who, unlike many famous business leaders, never spoke much about his private life nor his daily and monthly routines. Analysts commented that this prevented people from understanding and learning from his leadership skills.

More importantly, Michael was criticized for being a major reason for the lack of innovation in the PC industry. This was because the R&D budgets of all major PC makers had fallen as they raced to keep up with DELL. Michael was thus criticized for making the whole business of PC manufacturing a ‘cost game,’ and killing innovation. In the early 1990s, Michael launched a price war in the PC industry, forcing rival companies such as Compaq and IBM to develop strategies for lowering costs. In 2000, he launched another round of price wars. As a result, DELL’s market share went up by four points and Compaq lost its position as the world’s largest provider of PCs.
Some analysts went to the extent of claiming that Michael was never an innovator, but was only a businessman who was good at identifying innovative business models and executing them to perfection. Michael naturally looked at the situation from another point of view. He argued that his company had succeeded in producing cheap computers for buyers and earning huge returns for shareholders.

Michael’s ‘direct model’ had been criticized from the very beginning. When Michael entered foreign markets with the same model, critics said that it would not work in those markets because of certain cultural differences. Though Michael was warned that he would fail badly, he believed that customers would set their own rules and that the direct model would work cross-culturally. Michael’s assessment of the situation was correct. By the end of 2001, DELL earned most of its revenues from global markets (Refer Table IV for DELL’s region-wise revenues for 2001-02).
Table IV
Quarterly Revenues – Region-Wise
Quarterly revenue by region as percentages of consolidated net revenue
 Q4 FY02
 Q3 FY02
 Q4 FY01
Americas
 70
 70
 70
Europe/Middle East/Africa
 21
 20
 21
Asia-Pacific/Japan
 9
 10
 9
Source: www.dell.com
Michael’s supporters claimed his visionary leadership had not only maintained but also accelerated DELL’s growth in spite of the global IT industry slowdown in the early 2000s. When PC shipments were coming down all over the world, DELL and IBM were the only vendors to record positive growth. DELL’s growth rate even exceeded that of IBM (Refer Table V to compare market shares and growth shares). According to a study conducted by Gartner, leading IT research concern DELL was the market leader worldwide with a market share of 13.3% in 2001. Worldwide, Compaq’s market share was only 11.1%. In the US, DELL had a 24.5% market share of the PC market, much more than Compaq’s 12.5%.
Table V
Worldwide Server Unit Shipment Estimates for 2001
Company
 2001
 2000
Growth
(%)
 Shipments
Market Share (%)
 Shipments
Market Share (%)
Compaq
 1,026,025
 23.3
 1,068,436
 24.7
 -4
Dell
 711,614
 16.1
 568,410
 13.1
 25.2
IBM
 661,547
 15
 657,979
 15.2
 0.5
HP
 428,104
 9.7
 440,512
 10.2
 -2.8
Sun
 254,053
 5.8
 289,231
 6.7
 -12.2
Others
 1,326,072
 30.1
 1,302,943
 30.1
 1.8
Total Market
 4,407,416
 100
 4,327,511
 100
 1.8
Source: Gartner Dataquest (January 2002).
Michael said that he would stick to his three golden rules for business, regardless of the downturn in the PC industry, namely, ‘disdain inventory,’ ‘always listen to the customer’ and ‘never sell indirect.’ Will these principles continue to provide DELL with a competitive edge in the PC industry? Only time will tell.