ll to build a relationship, which makes it quick and easy for customers to do business with Dell. IT staffs at Boeing reported that Dell had adapted its IT system, user interfaces and procurement processes to Boeings, making it easy and familiar for Boeing employees to buy Dell computers. By selling direct, incorporating the right technology as it becomes available, and timing the change over well, Dell can take advantage of falling prices on components. Michael Dell was involved in making sure the companys advertisements were communicative and forceful, not soft and fuzzy. Dell was a strong believer in the power of advertising and frequently espoused its importance in the companys strategy. His competitive zeal resulted in the companys being the first to use comparative ads (pg.. C-159).Michael Dells philosophy included not only good planning and good strategy but also the execution of good strategy. The company had established a number of policies and operating practices to encourage successful strategy execution. The company stressed use of facts and data in daily decision making-Facts are your friends was a common phase at Dell and an integral part of the corporate culture. The company had developed detailed profit and loss statement for each part of business, and managers were expected to make fact-based decisions according to their impact on the bottom line; those who resisted were forced out (pg. C-161).Leading Corrective Adjustments: Michael Dell stayed in close personal touch with customers. Selling direct to customers gave Dell first hand intelligence about customers preferences and needs, as well as immediate feedback on design problems and quality. While Dell chose to operate the assembly line in the traditional fashion till 1997, with each worker doing a single operation, Dell shift its operation to cell manufacturing method after 1997, where a team of workers assembled an entire PC according to customers specification whic...
