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


To: Lee who wrote (94315)2/3/1999 8:40:00 AM
From: Mohan Marette  Read Replies (1) | Respond to of 176387
 
Direct Lessons: How Dell Plan Took Its Shape- "Direct from Dell".

Lee:
Just saw this in IBD,pretty cool especially certain comments by Dell,you'll know which when you see it.

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(Courtesy:IBD)

Date: 2/3/99
Author: Nick Turner

(First of two parts )

In his new book, ''Direct From Dell: Strategies That Revolutionized an Industry,'' direct computer seller Michael Dell mainly boasts of his success.

But he also admits that his Dell Computer Corp. had some missteps along the way.

In 1989, the PC maker designed products under the code name ''Olympic.'' They were designed to serve as PCs, workstations and servers. The machines were technological overkill, and they eventually were scrapped.

Dell also had a foray into retail selling in the early 1990s. The effort proved unprofitable.

In this two-part interview, Michael Dell spoke about his company's evolution and the lessons he learned.

IBD:

How many changes, such as the retail experiment, did Dell's business model undergo before you arrived at what you have now?

Dell:

Fortunately, the failed experiments never became that large a percentage of our business. Even though we were tempted and did venture off into some areas that didn't prove very attractive for us, the core direct-business model was so powerful that it kept chugging along and did very well for us.

But the company keeps evolving. It's obviously a very different business than it was five years ago or 10 years ago. The scope and the complexity continue to increase. Look at the product breadth. For example, today we're No. 2 in the server business. Five years ago, that was only a dream. The storage business is another new business for us. We're selling server and storage systems for hundreds of thousands of dollars each. We now have a factory in China and business all over the world.

IBD:

Not all of your product announcements have been successful. The Olympic project comes to mind. How have you determined your product mix?

Dell:

We started out as a desktop (PC) company, then grew into selling notebooks, servers, storage and workstations. And we also sell lots of stuff that goes along with a PC: the software, the peripherals, the printers and all sorts of other things. The breadth of products that we sell has evolved quite a bit.

A lot of the pop gurus look at Dell and say, ''Oh, Dell's a marketing company.'' Yeah, well, we're a marketing company that spends $300 million a year in R&D and files several hundred patents. There is a misunderstanding about what Dell does. The value comes as much from the integration of product and delivery and customer response as it does from the whole direct-business model. In other words, there are plenty of companies trying to sell products to customers without stores. Not all of them have the manufacturing and design. It creates a different economic condition for us than for a retailer who decides to get out of the business of having stores.

IBD:

You describe the Olympic project, however, as overly ambitious in its use of technology.

Dell:

The biggest lesson we had there was that big-bang product developments often don't work. When you combine 87 inventions all into one massive product, you run the risk that if any one of them goes wrong, the whole product line is in jeopardy. We learned that incremental improvements stacked together in a gradual fashion were much more achievable. We also, in the Olympic project, veered away from listening intently to our customers as we had in the past and do today.

The happy side of the story is that you can make the argument that if we hadn't done the Olympic project, we might not have built all the technical talent that we needed to do all the things that we did after Olympic. There's an interesting rhythm to all our mistakes. IBD:

How about your role at the company? In the book, you talk about ''segmenting'' the chief executive position.

Dell:

Yes. I've segmented my own job. We have what we call the office of the chairman with myself, (Vice Chairman) Mort Topfer and (Vice Chairman) Kevin Rollins. The three of us share responsibility.

IBD:

How did you determine what your leadership position was going to be as the company got bigger?

Dell:

For a long time, we've focused on bringing very talented management to the company, including our board of directors. We saw so much opportunity, and it was clear that we couldn't do it all ourselves. So we've been very aggressive about dividing responsibilities.

I believe pretty strongly that you shouldn't limit a company by one person's ego or by the abilities of any one person. A company's success should be limited by its strategy and its ability to execute. If you continue to add talent and organize a business correctly, you should be able to be quite successful -if you have the right strategy and the right opportunities. I've been very aggressive in sharing responsibilities with others, and it's actually been quite easy, because there's much too much to be done. I'm more focused on getting it done than who did it or who got the credit.

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To: Lee who wrote (94315)2/3/1999 8:49:00 AM
From: Mohan Marette  Read Replies (1) | Respond to of 176387
 
<U.S Economy> 1998 went out with a bang,1999 looking strong.

I don't know Lee,going by the 'experts' mentioned in the article things couldn't be any better at least for a couple of years.
====================================

Home Sales, Leading Indicators Post Gains Even more evidence that 1998 went out like a lion makes the odds of a Fed rate cut more remote than ever
Date: 2/3/99

Author: Jim Christie

Two new reports released Tuesday confirmed 1998 ended on a high note. That, analysts say, makes it a near-sure bet the Federal Reserve will leave interest rates alone.

Sales of new single-family homes in December slipped 3.6% for the month, but rose an astounding 21.5% from a year earlier, the Commerce Department said.

December's sales notched an annualized rate of 978,000 units. That fell from November's all-time high of 1.015 million, but beat the 957,000 forecast by economists in a Reuters survey.

December's sales - primed by low mortgage rates and high consumer confidence - propelled 1998's new-home sales to a record 888,000. The previous record, 819,000, was set in 1977.

Also, the Conference Board's index of leading indicators rose 0.3% in December to a 106.5 reading, in line with expectations.

The index compiles 10 indicators and is used to predict business cycles. Michael Boldin, the Conference Board's director of business cycle research, said that based on the index's upward trend, ''This expansion shows no sign of ending.

''Now almost eight years in length, it is the second- longest on record, and we expect it to become the longest ever in early 2000,'' he added. And, as for a recession this year, ''There's almost no chance,'' he said.

''Over the past six months we saw a 1.2% increase (in the index), almost three times what you see on average for a six- month period,'' Boldin said. ''If you look at the components, it looks like we're at almost 3% to 3.5% growth for the first half of 1999.''


Boldin's call isn't out of line, analysts said. Tuesday's reports were just two more signals. ''The economy is doing great,'' said Victor Canto, president of La Jolla Economics, an economic consulting firm near San Diego. ''Everything seems to be going well.''

That's for sure. Tuesday's data came out on the heels of a slew of other bullish reports. Friday, the Commerce Department said real gross domestic product rose 5.6% in the fourth quarter and 3.9% for all of 1998.

Also Friday: Inflation last year was 1%, as measured by the GDP price deflator. That was the lowest level since 1959.

Monday, the National Association of Purchasing Management said its January index of manufacturing activity posted its biggest rise since June 1996. That suggests U.S. manufacturing may be on the mend, or at least is no longer in a ''free fall,'' said Norbert Ore, chairman of the NAPM's survey committee.

Also Monday: The Commerce Department said that personal income in December saw its biggest gain since February, while consumers kept up a hot pace of spending.

Year over year, incomes rose 5.1% in December, while spending rose 6.1%.

So the economy is humming along. The Fed, now holding its first policy meeting of the year, is expected to leave interest rates untouched, analysts said.

A Reuters survey of primary dealers - firms trading fixed-income securities with the Fed -shows they expect the Fed to keep the federal funds target rate at 4.75%. The discount rate for Fed loans to member banks will stay at 4.5%, the survey also showed.

With so much going right, the Fed can relax, analysts said. Fed policy makers can be especially happy that inflation seems dead, they added.

''When I look at wage data, any measure of inflation you want to pick, exchange rates, as well as the ongoing commodity price situation, there's just no way I can envision any inflationary problem,'' said Kelly Matthews, chief economist for First Security Corp. in Salt Lake City.

There are other reasons the Fed is unlikely to budge.

Cutting rates may send a signal to investors to pour too much money too quickly into the stock market, said Ted Van Dyk, executive president of the Milken Institute, a Santa Monica, Calif., economic think tank.

Fed Chairman Alan Greenspan just warned of red- hot prices for Internet stocks. ''The market is leading the real economy,'' Van Dyk said. ''If rates were to be cut, just imagine how the market might take off and a bubble will be created. Then that bubble could burst.''

Tightening rates also is unlikely. The Fed doesn't want to send signals to struggling economies overseas that credit will be harder to get, or that the U.S. economy - which is soaking up imports - needs to slow.

Also, many analysts expect the U.S. economy to cool on its own, although to solid levels. ''We've never envisioned a weak economy going forward, but instead of this near-4% growth we've seen these past two years, we envision a slowing to 2% to 2.75% this year,'' Matthews said.

But growth this year actually may be stronger, Canto argued. He noted most analysts aren't taking into account the rush to get ahead of the Y2K ''millennium bug.''

Before the computing glitch hits, ''I believe we'll have an acceleration of economic activity,'' Canto said. ''People will get added cash out of the ATM, take vacations before December, buy canned goods.''


(Courtesy:IBD)

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