Dell looked at the marketplace and saw that customers increasingly valued convenience and one-stop shopping and that they knew what they wanted to purchase. Dell also saw the Internet as a powerful marketing tool. On the threats side, Dell realized that competitors like IBM and Compaq Computer Corp. had stronger brand names, which put Dell in a weaker position with dealers. Dell also stuck with its direct sales plan and offered sales on the Internet. Clarity in strategy works.
Fuzzy strategies fail.
Inc. All rights reserved. Reproduction in whole or in part in any form or medium without express written permission of Computerworld, Inc. is prohibited.