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Technology Stocks : Dell Technologies Inc. -- Ignore unavailable to you. Want to Upgrade?

To: GrahamnDodds who wrote (50625)	7/10/1998 1:52:00 PM
From: Venkie	Read Replies (1) \| Respond to of 176387

We have heard your story many times..Time after time.. Some have 2500 % RETURNS ..AVG COST PER SHARE..$1 wHY IN THE WORLD WOULD THEY PANIC IN A HEALTHY DELL MARKET TO PAY THE TAXMAN AND CHASE THE STOCK TO GET BACK IN.BECAUSE OF YOURS AND JIMS OPINION..HELL..I WOULDN'T BE SURPRIZED IF JIMS NOT LONG THE STOCK..

To: GrahamnDodds who wrote (50625)	7/10/1998 1:58:00 PM
From: Mohan Marette	Respond to of 176387

Welcome Grahamn Dodds. Grahamn: Since this is your first post on SI I try to be gentle if you promise to tell us something new. Welcome on board and hope you stay as a permanent member 'cos I am thinking of buying Go 2 Net.<VBG>

To: GrahamnDodds who wrote (50625)	7/10/1998 1:59:00 PM
From: Chuzzlewit	Read Replies (1) \| Respond to of 176387

Whoops! you just pushed all of my hot buttons. VALUE!!! Tell me please, how you assign a dollar value to a growth company. Presumably, the value of a company is calculated as the present value of the future cash flows discounted at a suitable risk-adjusted discount rate. The risk, of course, should be defined in terms of the risk free rate of return plus the appropriate measure of the riskiness of the forecasted cash flows. For this purpose the standard deviation is generally used. Now I know of no such model that is adequate for multiperiod growth. I would love to see a good model that adequately captures the concept of value. It's also interesting to note that most economists agree that value of an object is defined by what a willing buyer and willing seller agree is the value of that object by trading. Tell me please, what is a bottle of ketchup worth? How do you know? You are a classic Ursa itaintworthitensis TTFN, CTC

To: GrahamnDodds who wrote (50625)	7/10/1998 8:29:00 PM
From: Don Martini	Read Replies (1) \| Respond to of 176387

Graham Dodds, Have you built a manufacturing company with your own distinctive products, loyal customers, investors, suppliers and employees? Do you understand the personal pride of making truly superior products for a sophisticated clientele who look for the best: to whom price is a secondary consideration? Last week a guest beamed with pride over the $19,000 in Dell equipment he just bought for his one-man business: "I checked them all and Dell is absolutely the best! Best products, best features, least problems." Bob Cohen isn't a stockholder, just a very smart customer. This spring my son spent $4,000 for his Dell. Mine arrives next week. A good friend bought a stack of Dells for his business, and brags. That's $50,000 in Dell purchases in my small circle, and I didn't conduct a survey. Dell's magic is your access to the company. In my company we did without salesmen and dealers, just advertised and sold to large accounts who became members of our corporate family. We didn't let them down, so they ignored competitors because they had better things to do than trying to make the wheel rounder; and everything else was downhill anyway. I like to do business at The Top. That defines Dell. I'm dumb enough to believe that a genius with the incredible capacity to construct a phenomenon like Dell can solve the problems ahead and come off victorious. At 33 Alexander the Great conquered the world; then died. What could he have accomplished in another 30 years? The real question is: what can MD, now 34, do in the years ahead? I'm sure Alexander was told 'It's impossible' by men of lesser energy and vision. So what are you saying, Graham: It can't be done? You'll be the poorer for it!