To: edamo who wrote (114142 ) 4/4/1999 12:26:00 PM From: Mike Van Winkle Read Replies (1) | Respond to of 176387
edamo, Dell is not a fly by night outfit, here today gone tomorrow. I am investing in Dell because I think that Dell has all the edges and expansion room to continue with their past +50% trajectory. An exerpt from a recent ASAP Forbes interview with Dell's Vice Chairman Kevin Rollins gives his viewpoint on Dell. When one reads and analyzes what Rollins says in the interview one can write a book on what is Dell's edge. This is one formidable integrated company, not a chimeric acquisitioned CPQ, and Dell's magical efficiency and speed to market comes as a result. Dell has to be looked at from the viewpoint of a total process with each piece integrated, then look and see pieces strategically. I feel this is the future paradigm for managing companies that have long term survival with high growth. When I look around at other companies to invest in, I look to see who has this same approach. To match Dell one would have to grow a company, its processes, and its work force through time with focus to achieve this. Gigabytes for example uses Dell's infrastructure and was built as a layer using common Dell programs, and business processes in three months. +50% growth will be achieved through leveraging off the Dell engine (infrastructure). Cheers Mike >>>>> ASAP: What is it about the direct sales model and mass customization that has been difficult for competitors to replicate? Rollins: It's not as simple as just having a direct sales force. It's not as simple as just having a mass customization in-plant or manufacturing methodology. It's a whole series of things in the value chain: from the way we procure, the way we develop product, the way we order and have inventory levels, and manufacturer and service support. The entire value chain has to work together to make it efficient and effective. ASAP: What is the competition looking at? Rollins: So many of our competitors are really looking at our business and saying "Oh, it's the asset management model-seven days of inventory. That's what we're going to do," rather than looking at every one of 10 things and replicating those. ASAP: How does Dell stay dynamic? Rollins: When we see something changing, we say, "What is the data?" Data-driven analysis and order and discipline were what helped Dell figure out where it should be and where we are going. We've got 20% of our business today on the Internet. So how much do we want? We want all of it on the Internet. We want to push that as far as it can go. ASAP: What mechanisms do you have in place to make sure the next Internet doesn't sneak up on you? Rollins: We're scouring for anything that could come up and bite us. In fact, we ask ourselves all the time, "What is our greatest fear?" Whenever we find something, we try to figure out how we can embrace it. [An example is] services. And the delivery of a perfect product all the time. In our business, nobody does that very well. We see this huge gap between what we do and what we think the customer wants. Anybody who would come along and do any of those things better, faster, or in a new manner could maybe out-Dell Dell. So we are constantly paranoid. We believe what Andy [Grove] said kind of jokingly-only the paranoid survive. ASAP: So Dell isn't saying it has all the pieces in a row and the model is working fine? Rollins: We are challenging our people: "What if X went away? What if you had to cut your costs in half?" When we come up with the answers to those questions, we start developing little business models. If some look reasonable, we charter a team. ASAP: What drives the future of Dell? Rollins: We think we have four engines of growth: geographic expansion, product, the Internet, and services. Those are the core areas we're pushing for the company. —Interview by Rodes Fishburne >>