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dell marketing corporation
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Computers have become a major part of our personal and business life. There are several professionals who made an impact on the computer industry, however in this paper I will only be comparing and contrasting two professional CEO’s: Michael Dell the founder of Dell Computers Inc., and Andy Grove the co-founder of Intel Inc. The information will be from chapters 2 and 5from a book by Jeffery A. Krames (2003), What the Best CEOS Know: 7 Exceptional Leaders and Their Lessons for Transforming Any Business. I will be discussing their contributions to their field, the resistance they encountered, their similarities and differences, then finish up with the factors that impacted their success.
Introduction of Professionals and Their Contributions
Michael Dell is the founder and CEO of Dell Computers Inc. one of the largest sellers of personal computers in the world. His contribution to the computer industry is the “one-to-one relationship between the company and the customer— there are no intermediaries, no middlemen” (Krames, 2003, p.59). Not only did he relinquish the middleman, he also perfected combination of the bottoms up strategy and the just-in-time (JIT) by waiting till he received orders from the customer to build computers. In doing this, Dell increased its return on investment (ROI) while reducing its inventory overhead cost.
Andy Grove’s is a co-founder of Intel Inc. one of the most successful companies in the computer industry. Grove’s one vital antecedent of using his own mantra “only the paranoid survives” made him an exceptional leader, which is his contribution to the field (Krames, 2003, p. 135). His paranoia perception helped teach other leaders in the field how to handle radical developments.
Resistance Encountere...
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...s personal and business life is the main reason he is paranoid (Krames, 2003). Being paranoid made him a strong knowledgeable leader that looks at a strategic inflection point not only as an issue, but also as an opportunity, it depends on how one handles the situation at hand.
These two entrepreneurs have made it to glory, than had the rug dragged right out from under them, in spite of this, in the end they both come out smelling like a rose. The both have taken their ideas from practically nothing and turned them into multibillion dollar companies, due to their passion and commit to themselves and their businesses.
Works Cited
Krames, J. A. (2003). What the best CEOs know: 7 exceptional leaders and their lessons for transforming any business [electronic resource]. New York: McGraw-Hill, (1st ed.). Retrieved from http://site.ebrary.com/lib/ncent/Doc?id=10045327
Steve Jobs, co-founder of Apple computers, was influenced by the very same transcendental ideas expressed by Ralph Waldo Emerson, namely self-reliance and determination. Rather than conforming to the accepted path of success, Steve Jobs chose to do things his own way, with determination. He dropped out of college and began only taking classes he found interesting, then he starte...
Paranoia is a very strange “Mental condition in which a person has long-term pattern of distrust and suspicion of others” (U.S. National Library of Medicine). Our prehistoric ancestors faced a ferocious world where misjudgment could be fatal. In adapting to this rigid way of life, man had adopted the idea of paranoia and embraced it. By constantly observing their surroundings and trusting only those they knew, homo sapiens were able to survive in these barbaric times. Later on, man became much more knowledgeable and gained skills that enabled him to build shelter and store food. However, it almost seems like this trait of paranoia was handed down through the new generations, causing people in our society to seem “abnormal.” Many writers
It seems that in all three of these works there is a sense of paranoia.
A boy, adopted by middle class parents, who dropped out of college after six months, decided to begin his own business, and he stated his business on 1 April; April Fool’s Day (Dernback, n.d.). Society would presume that a company with such a colorful beginning would most likely not survive its infancy stage, but that is not the case for this story. In 1976, this company began with three men and one thousand dollars, but it started a movement that would revolutionize the world, Apple Computer was born. By the time Steve Jobs was twenty-five years of age, he was worth over a hundred million dollars (Dernback, n.d.). Jobs not only had an idea, he had a plan that would lead to the success of Apple. Jobs understood that “Marketing is much more
I am kind of a paranoiac in reverse. I suspect people of plotting to make me happy. ~ J.D. Salinger
As Isaacson recalls in his biography on Jobs’ life, the first thing that Jobs did at Apple was cut out the convoluted product lines, instead shifting the focus on “four great products” (3). Already, Jobs’ tendency towards conscientiousness showed in his leadership style. Rather than leading an Apple that produced countless variations of the computer, Jobs saw the importance of efficiency. Just as a conscientious person desires to accomplish a task as well as possible, Jobs’ leadership style forced Apple to commit to making only four computers the best possible products. The next test of Jobs’ leadership style would be the creation of the iPod in 2001, the product that would redefine the music consumption market. Interestingly, Gladwell’s exposé of Steve Job’s leadership process likens Jobs to a “tweaker” rather than an inventor, citing the iPod as one such example (5). Rather than creating a brand new product, Jobs was committed to creating the perfect product for music playback. During Jobs’ time at Apple, he would often refine existing ideas until it fit his vision rather than creating something new. One famous quote attributed to Steve Jobs is “I’ll know it when I see it” (Gladwell 6). By constantly pushing his engineers and designers until they created a product that fit his vision, much to the chagrin of those working for him, Steve Jobs was able to release products that would revolutionize their markets, just as the iPod did. This penchant for perfection stems from Jobs’ tendency towards neuroticism. Although neuroticism is often regarded by many as a negative factor to successful leadership, I argue that neuroticism was key to Jobs’ leadership style. In Jobs’ case, the appearance of neuroticism through a drive for perfection created a leadership style that allowed Jobs to lead his company in creating
In chapter eleven case study, we were asked, What special qualities of Steve Jobs seem to have contributed to his leadership success as Apple’s CEO? We think Steve Jobs was a successful leader because he was imaginative; passionate about his job, he had the ability to push employees to create new things, had confidence, and believed
Sir Steve Jobs, the almighty co-founder of Apple started apple dreaming big. The Harvard College dropout carried through with that dream. According to Leander Kahney, author of “Inside Steve’s Brain,” “apple went public 1980 with the biggest public offering since 1958” (2008), this offer proved successful as apple soon became a super power. Apple suffered a fall out though, but Steve Jobs came back and rescued them, reviving them to their previous stature.
Dr. Leonardo Tondo gave a lecture titled, “They’re after me!: Paranoia in History, Literature, Clinical Theory, and Practice.” This lecture was given on December 6, 2017, as a part of the Heinz Bluhm Memorial Lecture Series. Dr. Tondo began with the idea that paranoia is everywhere among us. He raised the question, “Would you open the door to a stranger?” Most people would answer this question, “no”, with little hesitation. He attributes this to the distrust that has been transmitted from generation to generation. Dr. Tondo then posed the question, “Would you trust most of the people?” 19% of Millenials, 31% of Gen X, 37% of the Silent Gen., and 40% of Baby Boomers answered “no.”This proves that distrust grows with age and there is traditionally less trust associated with low socio-economic groups.
"Bill Gates is a modern business phenomenon: the greatest of the cyber-tycoons. His is not simply a story of technical brilliance and enormous wealth; it is one of remarkable business vision and an obsessive desire to win. It is also about a leadership style that is radically different to anything the business world has seen before."
Michael Dell founded Dell Computer Corporation in 1984 with a simple vision and business concept – that personal computers can be built to order and sold directly to consumers. Michael believed his approach had two advantages: (i) by passing distributors and retail dealers eliminated the markups of resellers, and (ii) building to order greatly reduced the costs and risks associated with carrying large stocks of parts, components and finished goods. Its build-to-order and sell-direct approach proved appealing to growing numbers of customers in the mid 1990s as global PC sales rose to record level. In 1998, it was already the 3rd manufacturer in the United States with a 12% share of PC market and a nearly 6% share worldwide. The company’s fastest growing market for the past several quarters was Europe. Even during the Asia economic woes in the early 1998, Dell’s sales in Asia rose 35%. Its sales at the Internet Web site were about $5 million a day and expected to reach $1.5 billion annually by the year-end 1998. Since 1990, Dell’s stock price had exploded from 23 cents per share to $83 per share in May1998 with a 36,000% increase and was the top performing big company then.
It was Steve Jobs who made Apple leave the garage and make leaps and bounds in the world of technology. Steve Wozniak made the first prototype, but it was Jobs who “saw the potential” in his computer and persuaded Wozniak to sell it (Peterson 106). Even though that first computer saw very little success, Jobs knew that Apple had potential and so released the Apple II. From the beginning Jobs knew what the consumers wanted, and where computers were going to take the world; he had a vision of the opportunities in technology and saw that Apple needed to move in a different direction. In 1984, one year before he left, Jobs finished the Macintosh computer system. He was pushed from his original computer design project, “the Lisa”, and then raced to release the Mac first, but the Lisa was released to the public first. Although the Lisa came out first, the Mac “[became] synonymous with Apple, mark[ing] a…revolution in…personal computing,” (Peterson 106).
Dell’s initial competitive strategy, when it was founded in 1984 by Michael Dell, was to focus mainly on differentiation. Its strategy was to sell customised personal computer systems directly to customers, which was a rapidly emerging market at that time (1). This was done by targeting second-time customers, those that already understand computers and know what they wanted. Meanwhile other companies at the time was selling “’plain brown wrapper’ computers” (2). By offering customisations, Dell gained a better understanding of customers’ needs and wants. This helped the organisation position itself differently against the more popular brands, such as Compaq and IBM.
Wozniak, S., & Smith, G. (2006). IWoz: computer geek to cult icon : how I invented the personal computer, co-founded Apple, and had fun doing it. New York: W.W. Norton & Co.
To find universal characteristics of style, Hofstadter goes to "paranoid classics": anti-Masonic literature of the 1820th and promotion of anti-Catholicism in the 19th century. Hofstadter allocates several signs of the paranoid style. The central image — a great conspiracy, the huge, but "silent" machine of influence which is directed to blast and destruct the habitual conduct of life. Consequences of a conspiracy seem apocalyptical: the crash of the whole worlds, political orders, systems of human values. People who have a paranoid style not just see plot signs in these or those historical plots, they consider a grandiose plot as the motivating force of events. Disability to a compromise, but readiness to fight up to the end is crucial. Paranoids agree only to an unconditional victory. The existence of so powerful and dangerous enemy is absolutely unacceptable therefore he has to be eliminated. Similar irreconcilability forces to set the unattainable