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- Herausgeber: Business Book Summaries
- Kategorie: Religion und Spiritualität
- Sprache: Englisch
The must-read summary of Michael Dell and Catherine Fredman's book: "Direct from Dell: Strategies That Revolutionized an Industry".
This complete summary of the ideas from Michael Dell and Catherine Fredman's book "Direct from Dell" tells the story of how Dell grew from a start-up company in 1984 to become the second largest manufacturer and marketer of computers in the world. In their book, the authors explain how Dell's success is due to its ability to approach things differently from everyone else in the same industry. By reading this summary, you can learn from one of the world's biggest companies and adapt their strategies to ensure the success of your own business.
Added-value of this summary:
• Save time
• Understand key principles
• Expand your knowledge
To learn more, read "Direct from Dell" and find out about the secrets behind the success of one of the world's biggest computer manufacturers.
Das E-Book können Sie in Legimi-Apps oder einer beliebigen App lesen, die das folgende Format unterstützen:
Seitenzahl: 34
Veröffentlichungsjahr: 2013
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Book Presentation: Direct From Dell by Michael Dell with Catherine Fredman
Summary of Direct From Dell (Michael Dell with Catherine Fredman)
Book Presentation: Direct From Dell by Michael Dell with Catherine Fredman
Book Abstract
Dell Computer has grown from a start-up company in 1984 (with $1,000 in capital) to become the second largest manufacturer and marketer of computers in the world (with more than $18 billion in annual turnover) through its ability to approach things differently from everyone else in the same industry.
Dell lives and dies on the strength of its competitive edge, which is built around how effectively it can execute eight specific competitive strategies. While Dell demonstrates these strategies work well in the computer industry, they are equally applicable in all fields and in all industries alike – so long as you have the curiosity to think creatively and the commitment to act on what you observe.
As new models for doing business in the information age emerge and become better established, these competitive strategies are even more important, because they are flexible and powerful enough to be adapted to the requirements of the new business models. They provide a foundation, from which future growth can be launched.
Important Note About This Ebook
This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.
Summary of Direct From Dell (Michael Dell with Catherine Fredman)
Strategy #1: Develop a fast-paced, close-knit company culture with the attitude of a challenger
Main Idea
Companies that have a fast-paced, flexible culture have a significant competitive advantage. To build that:
Have a common goal everyone understands.Be hiring ahead of your objectives.Get everyone involved in seeking good talent.Drive company growth through personal employee growth.Have managers that are immersed and personally involved.Supporting Ideas
The people that work at your company will only become your most valuable asset if you can find effective ways to develop a company-wide partnership attitude. That requires good communication on everyone’s part.
To build the fast-paced, flexible company culture exemplified by good partnerships:
Have a common goal everyone understands.Passion and loyalty in business are generated when people feel they are part of something significant – when they’re about to rewrite the annals of business legends by doing something great.
Identifying and hiring great talent can make or break a business. But then letting those people use their imagination and innovation to achieve a shared objective can make all the difference in the world.
Dell’s common goal is a belief the direct sales model for selling computers is better.
That translates into a strategy of:
Responsibility to each other.Accountability.An appreciation for facts and dataThe establishment of benchmarks for success based on the creation of value for both customers and shareholders.Be hiring ahead of your objectives.If you hire people based on their ability to grow and develop rather than on their past track record, there will be a tremendous amount of energy generated. That means instead of hiring people to do a job, you’re inviting them to grow with the company.
A good way to do this? Make everyone responsible for recruiting and training their own successor. Everyone is then focused on learning what they need to know to grow into new roles on a regular basis.
Get everyone involved in seeking good talent.Talent is in such short supply that the search can’t just be left up to the human resource folks – everyone has to dedicated to the search – from the CEO outwards.
Drive company growth through personal employee growth.The most successful people should be rewarded by a narrowing rather than an expansion of their responsibilities. In other words, their original job should have grown so much that two people can now be gainfully employed in that responsibility. Therefore, as a result of growth, their responsibilities have now been segmented, and they can focus more sharply on new opportunities.
