During the years between its founding in 1984 and 2004, Dell Computers authored one of the great success stories in modern manufacturing. In a business increasingly characterized as a “commodity”, where product differentiation was little and futile, Dell established an organizational culture that allowed it to outperform all competitors in the very difficult [“unattractive”] personal computer market situation.
Learning Objective
This case examines the managerial choices that Dell made to achieve this remarkable result and considers how well aligned these choices really were.
Keywords
Organizational Culture, Efficiency, General Management, Strategy
Settings
Northern America
1984-2005
Available Languages
English
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