Silicon Investor (SI) -- The First Internet Community

STOCKTALK

We've detected that you're using an ad content blocking browser plug-in or feature. Ads provide a critical source of revenue to the continued operation of Silicon Investor. We ask that you disable ad blocking while on Silicon Investor in the best interests of our community. If you are not using an ad blocker but are still receiving this message, make sure your browser's tracking protection is set to the 'standard' level.

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

To: MichaelW who wrote (82921)	11/30/1998 4:22:00 PM
From: freeus	Respond to of 176387

reDell is an internet stock making money. Many have seen it, that's why the DELL chart for the year looks so great. It will fly again. Freeus

To: MichaelW who wrote (82921)	11/30/1998 4:27:00 PM
From: Dell-icious	Respond to of 176387

The Yamner newsletter says that DELL's estimates were cut? Anyone have any knowledge of this? Dell-icious (Excerpt from the newsletter:) Large caps took a breather after recent gains. Oil stocks backed down on profit taking as did personal computer makers and semiconductor companies. Hard dri ve companies edged lower after recent strength. Word was that several analysts cut estimates on DELL and Gateway, anticipating a shortfall in calendar Q4 reven ues and earnings.

To: MichaelW who wrote (82921)	11/30/1998 4:40:00 PM
From: SecularBull	Respond to of 176387

Yes, but DELL is also a manufacturer of products, and not just a retailer or middleman. R, LoD

To: MichaelW who wrote (82921)	11/30/1998 10:03:00 PM
From: kemble s. matter	Read Replies (1) \| Respond to of 176387

Michael W, Hi!!! <<DELL AS AN INTERNET COMPANY> We all should read and re-read this..... "If you sat in on our management meetings, you would find that we are a remarkably self-critical bunch with a disdain for complacency that motivates us. We are always looking to do things more efficiently. We are 99% focused on what is going to happen and what could change the business in the future. We ask ourselves what are the risks to the business, what could go wrong." That's why Dell Computer jumped on the Internet with such zeal just over two years ago. "It was the only thing I've been able to identify that would change the business in the future," insists Dell. Indeed, it was Dell himself -- when other Dell executives were skeptical -- who pushed the idea of selling computers directly on the Internet. Today, Dell's Internet sales are about $6 million a day and $2 billion annually. "The Internet is the ultimate form of the direct model. These are zero-variable-cost transactions, and that is nirvana," says Dell. Incredibly, Dell has set a target of obtaining half of its revenues from the Internet by the end of the year 2000 -- a goal that would be viewed as impossible, if not foolish, in other organizations. (Based on current growth, Dell would be a $33 billion company and need to increase Internet sales eightfold from $2 billion a year to more than $16 billion.) Dell admits "there are a lot of challenges we have to meet" to achieve that. Among them: routing information online to the right person at the customer because computer configuration and computer ordering are separate processes at most companies. But he's convinced it's the only way to go. "There is nothing more direct than letting customers configure their own system in real time and giving them an order confirmation right away," says Dell. "We want to make it the easiest way to do business with us." With that in mind, Dell has developed unique Web sites in 36 countries and in 18 languages. And it has created more than 6,000 password-protected, customized customer Web pages, which it calls Premier Pages, that contain information and purchase-order processes unique to each customer company. "Premier Pages allow us to deliver critical service and support information -- drawn from the same databases our own technicians and engineers use -- directly to our customers based on the specific products they use and buy," says Dell. It is "a whole new level of intimacy with customers." As a result, its Web site is already the overwhelming choice of Dell's customers. Dell receives 400,000 weekly e-mails for service and support -- compared with the 165,000 weekly phone calls it receives for service and support. Yet, as Michael Dell is quick to add, online commerce represents only a fraction of the Internet's value. "The real potential lies in its ability to transform relationships within the traditional supplier-vendor-customer chain . . . and to create value that can be shared across organizational boundaries. The companies that position themselves to build information partnerships" with suppliers and customers and make the Internet an integral part of their strategy -- not just an "add-on" -- have the potential to "fundamentally change the face of global competition." Dell, for example, has put together customized Web pages for the roughly two dozen companies that supply most of its components. These allow those firms to provide Dell with real-time information on their capacities, capabilities, supply inventories, and component quality as measured by Dell's metric and current-cost structures. And Dell gives suppliers feedback it receives from customers -- gathered from those Premier Pages and from semiannual customer councils -- on product quality, future demand, technical requirements, and market pricing. "The Internet is the ultimate form of the direct model. These are zero-variable-cost transactions, and that is nirvana," says Dell BUY MORE DELL..... Best, kemble