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Directo de Dell: Las Estrategias Que Revolucionaron la Industria de la Computacion (Spanish Edition) [Paperback]

By Michael Dell (Author) & Catherine Fredman (Author)
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Item description for Directo de Dell: Las Estrategias Que Revolucionaron la Industria de la Computacion (Spanish Edition) by Michael Dell & Catherine Fredman...

Directo de Dell: Las Estrategias Que Revolucionaron la Industria de la Computacion (Spanish Edition) by Michael Dell

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Item Specifications...

Format: Illustrated
Studio: Ediciones Granica, S.A.
Pages   300
Est. Packaging Dimensions:   Length: 8.92" Width: 6.06" Height: 0.77"
Weight:   1.08 lbs.
Binding  Softcover
Release Date   Aug 1, 2001
Publisher   Ediciones Granica, S.A.
ISBN  9506412979  
ISBN13  9789506412975  

Availability  0 units.

More About Michael Dell & Catherine Fredman

Register your artisan biography and upload your photo! Michael Dell is the chairman of the board of directors of Dell Inc., the world's largest computer-systems company. In 1992, he became the youngest CEO ever to earn a ranking on the Fortune 500. Mr. Dell serves on the Foundation Board of the World Economic Forum, the executive committee of the International Business Council, and is a member of the U.S. Business Council. He also serves on the U.S. President's Council of Advisors on Science and Technology and the governing board of the Indian School of Business in Hyderabad, India.

Michael Dell currently resides in the state of Texas. Michael Dell was born in 1965.

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Product Categories

1Books > Subjects > Business & Investing > Biographies & Primers > Company Profiles
2Books > Subjects > Business & Investing > Marketing & Sales > Marketing > General
3Books > Subjects > Business & Investing > Marketing & Sales > Marketing
4Books > Subjects > History > Europe > Spain

Reviews - What do customers think about Directo de Dell: Las Estrategias Que Revolucionaron la Industria de la Computacion (Spanish Edition)?


This book adds a valuable case history about coupling lean manufacturing (custom-built, high quality products, rapidly built using just-in-time inventory -- see Lean Thinking) with great communications (to and from customers, employees, suppliers, technology developers, and product planners).
I have read every published article I can find about Dell Computer and every published speech by a Dell executive, and I learned a lot about what Dell did (and when), why, and what the results have been.

I came away with a much higher opinion of Dell Computer as a communciations model for other companies. They reduce errors because they listen and act quickly. This is one of the biggest weaknesses of most organizations.

Recently, I had the chance to spend a day at Dell on a site visit and came away even more impressed with how well they communicate. Everyone I met had a thorough understanding of the company's vision, strategy, and business model. I have never experienced that before in any company of any size.

You may be tempted to ignore Dell Computer now that their growth and that of personal computers is slowing since 2000. That should affect your stock investing, not your best practices learning.

To the Dell model, you can further improve by considering best practices that Dell does not do enough of yet such as scanning the business environment to locate best practices that it does not yet use.

You can also consider the ideal best practice, which is to replace your product with a service that is better and less costly to the customer. In Dell's case, this would mean turning the network into the computer without the need for a computer in the first place. Since Dell recently announced it will be doing more with servers and services, that may well be in the company's future.

Dell Computer has also been very effective at overcoming the other sources of stalled performance at most organizations: Tradition, Misconceptions, Disbelief about new thngs and ideas, Bureaucracy, Avoiding the unattractive (such as angry customers), and Procrastination.

You can use an 8 step process involving measurements, anticipating the future best practice, exceeding that future best practice using best practices in new combinations, identifying the ideal best practice and approaching it, employing the best employees and incentives to create the results you want, and repeating this process. Then you will run rings around Dell Computer, unless Dell Computer begins to use this process before you do.

Buy, read, think about, decide how to apply the lessons of the book, and act. You will be glad you did.

Michael Dell spends 40% of his time with customers. A lot of the rest goes into designing improved ways to listen to customers. Should you be doing the same?


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