DELL FOR BLACKBERRY

Dell unveils Blackberry pager Takes on Palm,

WAP in wireless comms biz

Dell launched itself against Palm Computing yesterday when it released its first non-PC product: the much-rumoured Blackberry two-way pager. Not the most obvious area to move into, you might think - pagers are ten a penny these days - but Blackberry's interest lies in the fact that it's actually more wireless organiser than pager.

Blackberry's USP is its ability to maintain personal diaries and address books, both of which can be synchronised with and backed-up to a PC, and send and receive email. Essentially, what we have here is a wireless PDA at a fraction of the cost of devices like the Palm VII. Unlike the Palm VII, there's no Web access, but in the kind of corporate roles Dell has in mind for the product, that shouldn't matter too much - this is, after all, a communications tool rather than an information access product.

Blackberry is about the size of a pack of cards, and its front panel sports a text screen and a QWERTY keypad. It was developed by Canadian company Research in Motion, and is based on an Intel 386 chip. It will ship in the US for $399, plus a $39.95 per month connection fee. That's less than the Palm VII and is likely to be cheaper than next year's next-generation WAP-based mobile phones, all of which will be pitched into the emerging market for wireless data comms devices.

Ultimately, all three device types will come together - Palm licensee Handspring is developing a pager module for its Visor PDA, while Qualcomm is already offering PalmOS-based mobile phones - but there's room here for Dell to try its pager-based approached in the meantime.

It's uncertain right now how users will want to use wireless media to access wider information networks - phone, PDA or some other device - but Dell's approach has clear advantages: Blackberry is less obtrusive than a cellphone, and, unlike most PDAs, the user has a keypad rather than a stylus. So there's no need to learn Graffiti, or any of the difficulties encountered attempting to enter text using a mobile phone's numerical keypad. ®

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Latest Technology of Dell

Dell Latitude laptops have been completely reengineered to take on the demands of an increasingly mobile workforce. Designed with the core values of both IT managers and end users in mind, the new Latitude laptops make remote management and endpoint security a breeze—while providing a user experience mobile workers will want to write home about. Designing for the Road Ahead When done right, industrial design is invisible. But inspiring a sense of delight and lust from a business laptop that is effortless to use—that takes a lot of work. Ken Musgrave, director of industrial design and usability at Dell, reveals what happened behind the scenes when Dell went to the drawing board to design the new family of DellTM LatitudeTM laptops. Mobility Redefined As legions of employees take their work outside the office and to the far reaches of the globe, supporting the diverse needs of a highly mobile workforce has become a business priority. To encompass this new world order, organizations must implement strong security technologies, intuitive remote management tools, streamlined backup solutions, and a plan for smooth product transitions. Come together to learn and share ideas, tips/tricks, best practices, and latest news from DigitalNomads. Learn More The New Latitude

Global Mobility Event Dell will answer questions from reporters and customers in real-time online during a global news conference Tuesday (Aug. 12) unveiling the company’s new generation of mobility products. Reporters and customers on Twitter can direct questions during the news conference to www.twitter.com/Digital_Nomads. Dell will also blog about the Global Mobility Event at Direct2Dell. When : Tuesday, Aug. 12, 2008, 9 a.m. – 10 a.m. PDT Where : San Francisco Museum of Modern Art (151 3rd St., San Francisco, CA 94103) How : To register, please visit: http://www.visualwebcaster.com/event.asp?id=50463 Presentation by Andy Lark, Vice President Global Marketing Presentation by Jeff Clarke, Sr. VP and GM Dell Business Product Group Press Releases Dell Takes Business Laptops To New Latitudes August 12th, 2008 Inspired by close collaboration with nearly 4,000 IT professionals and end users, Dell today announced a completely new line of Latitude and Dell Precision laptops, ranging from the lightest ultra-portable in the company’s history to the most powerful mobile workstation. View the full Press Release Customer Quotes

It's Dell vs. The Dell Way

How the PC maker's once-revolutionary sales strategy may be holding it back

During a conference call on Feb. 16 to announce quarterly results, Dell Inc. (DELL ) executives unleashed a torrent of impressive numbers. Earnings grew 52%, to $1 billion. Sales rose 13%, to $15.2 billion. And the company said it increased market share, already tops on a global basis, in every region around the world. "Our promise to you is that we intend to grow and take share, as we have historically," said Chief Executive Kevin B. Rollins.

Yet Dell's investors keyed in on another number: Sales growth for the coming quarter would be just 6% to 9%, the company said, a far cry from the 16% Dell posted a year earlier. The following day, Dell shares slid 5%, to $30, bringing the decline over the past year to 25%. On Feb. 22, Dell said it would postpone an annual analyst meeting scheduled for April until September, a move that gives the company more time to improve its performance before the public affair.For the past 22 years, Dell has laid waste to mighty rivals with one of the most groundbreaking business innovations of the past half-century: selling technology products directly to customers via the telephone, and later the Internet, instead of going through retail stores or resellers. But now the remaining competitors, such as Hewlett-Packard Co. (HPQ ), have narrowed the gap in productivity and price.That leaves Dell in a tight spot. Rollins and Michael S. Dell, founder and now chairman, must either come up with another breakthrough innovation or face a future of slugging it out on near-equal footing with rivals. "Michael broke the paradigm about how to run a computer business, but they haven't been so great at finding the next paradigm," says David Yoffie, a professor at Harvard Business School. "That's the big challenge for Dell the company and for Michael."

CONSUMER PRESSURE Dell has also reopened negotiations with Intel rival Advanced Micro Devices Inc. (AMD ), according to one well-placed source. Dell is considering offering PCs and servers built on AMD processors, a move that would mark the first time Dell has bought processors for its machines from a supplier other than Intel. The source cautions that talks have been serious in the past and failed, and they could falter again. Yet analysts say what's different this time is the rising pressure on Dell to offer AMD chips, since AMD is swiping market share from Intel. "Customers want AMD," says Charles Wolf, an analyst with Needham & Co. "If Dell doesn't offer their chips, it has less ammunition in the war."Dell has long been known for its strict financial and operational discipline. But some in the industry say what's needed now is a willingness to experiment, perhaps with larger acquisitions, perhaps with selling through retailers or resellers. "Dell is still singing the same old song," says analyst Mark D. Stahlman of Caris & Co. "It's time for them to change."The world is clearly changing around Dell. The once-torrid growth in sales of personal computers has slowed, to about 5% a year. More surprising, consumers seem less enamored of buying their tech wares over the Web or phone. According to researcher NPD Group Inc., the percentage of PC sales done via the phone and Web fell last year, and the share of sales through U.S. retail stores rose, as people flocked to shops to fiddle with new gear such as digital-music players, digital cameras, and slick laptops.Consumers' buying habits are a reflection of a broader shift in the technology world. People are mesmerized by new digital gear with unique features and style. Commodity technologies, such as plain-vanilla PCs, are passé. That's a difficult development for Dell. It spends less on research and development ($463 million) than Apple Computer Inc. (AAPL ) ($534 million), despite being four times Apple's size. "Not investing in R&D works great in the commoditized PC world," says Vinnie Muscolino, general partner with Babson Capital Management. "It doesn't work as well in other areas."That's not to say Dell is broken. It's the global leader in PC market share, with 17.2%, and most analysts expect it to continue to gain share even without any significant changes to its approach. One reason is that Dell has room to expand in fast-growing markets such as China. And Dell is making progress in offering basic computer installation and maintenance services to businesses as well as in reselling back-office storage gear from partner EMC Corp (EMC ).But Dell is losing its reputation as a must-own growth stock in the tech field. With its inconsistent financial results over much of last year, several big shareholders have headed for the exits. Citigroup (C ), insurer AXA (AXA ), and Nicholas-Applegate Capital Management (AZ ) have each slashed their holdings in Dell by 80% in recent months, according to filings with the Securities & Exchange Commission. Dell's market cap has dropped below that of Hewlett-Packard, with HP worth $92 billion and Dell at $70 billion.Dell's greatest difficulties are related to one of its biggest opportunities: consumers. Operating margins for Dell's consumer business were an estimated 3.8% in the fourth quarter, despite an attempt to reduce reliance on low prices. While Dell remains a leader in selling home PCs, it hasn't made inroads in selling more lucrative gear like portable music players. "Innovation is now front and center," says analyst Stahlman.Can Dell get back on track with consumers? Job One is to fix its poor reputation for customer service: The Better Business Bureau saw complaints more than double last year, to 1,533. Dell has already boosted its support staff in North America by 20% and is planning another call center in India.Dell may have to do even more. Some analysts say it's time for the company to invest more in R&D to spice up products. That's not happening so far. Dell recently axed one research group assigned to examine and prepare for future trends.Putting more money into R&D. Selling through retail stores. Breaking with Intel. None of these steps sound anything like Dell. The fact that analysts are raising these ideas underscores how dramatically the times are changing. If Rollins and Dell want to keep up the company's image as one of the great stock market performers of all time, they may have to think different.

DELL in Lastest I.T

As many of you may suspect, Dell Computer Corporation casts a huge shadow across the city of Austin, Texas. In my role as Vice President of Information Systems at Tokyo Electron's US headquarters, I often get the opportunity to see Dell close up, both as a local Austin IT professional, and as a Dell customer. In this column, I would like to share some insights from the amazing remarks made by Jerry Gregoire, Dell CIO, in a speech to our local Austin AITP chapter.

When Michael Dell went out to hire his current CIO, he wanted the best in the US. He found Jerry Gregoire at Pepsi, and convinced him to come to Austin, Texas to run Dell's huge Information Technology organization. Jerry accepted the offer, and he has been impacting Dell's business practices ever since. Last year, Jerry was named Information Technology executive of the Year by Austin AITP. He was honored at a citywide event keynoted by CIO Magazine publisher, Joe Levy.
Recently, Jerry made an insightful speech to about one hundred IT executives at the regular monthly Austin AITP chapter meeting. He began his presentation, "Keeping up with Fast Company", by observing that "working for a High Tech company like Dell is a little weird. Many of Dell's key vendors are also some of our key customers, and these relationships can be little challenging". He also noted that at a technology literate company like Dell that "everyone thinks that they are a CIO". Jerry said that he has given up trying to achieve "hero status" within the business, and he then admitted that "deep within a IT profession's heart he or she knows that his or her customers are generally dissatisfied and unsure of the competence of the IT department". He stated that this situation is probably true for most IT departments in general.
Jerry also pointed out that the IT Department is under constant attack by outside vendors. No other department in the company faces the "high powered marketing effort which is aimed directly at information technology". End-users and executives hear a constant drum beat of marketing messages that something better exists other than the approach now taken by the current IT department. IT strategy is put into a light of constant doubt by vendors and consultants all aiming to capture a part of the lucrative IT budget. Jerry referred to these industry "seers" as "guys with big hats and no cattle".
Jerry also observed that some of the most valuable employees in the company are the "back room folks who are keeping the operation running". He stated that in can be very easy to miscalculate the loss a company suffers when one of these people leaves. Jerry remarked that "there is no balance sheet for human capital loss".
Pulling the Plug on ERP
When Jerry first arrived at Dell, the company was deeply into a floundering SAP implementation. Many Dell employees realized that the huge software package was not a good fit, but it took Jerry Gregoire's courage and leadership to actually cancel the project. During his AITP presentation, Jerry touched on his opinions regarding the current industry trend of huge ERP implementations.
"I feel that the large packages can lead to complacentcy", Jerry stated, "no changes can be made to these systems in order to create a technology advantage for the company". He then went on to point out that "no IT director really wants to implement one - what they really want to implement is best of breed systems. When we convert our company to a software vendor's vision, we give up our ability to innovate."The remark that Jerry made which caught the attention of the press was when he said that "I pray that our competitors are successful in their large ERP implementations - then we will drive them crazy with customer innovations using our own technology. Our competitors will find themselves vendor dependent for these innovations". In today's fast-paced, web-enabled business environment Jerry makes an important point. With sales being increasing driven by electronic commerce, he reminds us that the technology behind these changes must remain flexible and adaptive.
Speed is the Secret Weapon
Jerry continued his presentation by outlining some of the critical concepts CIOs should consider as they formulate their company's unique information technology strategy. "First, the architecture strategy must be open and flexible", he stated, "and the applications should bring empowerment instead of presenting obstacles to the business managers". He outlined a few key characteristics for a successful IT strategies:
Common systems should possess a global look and feel.
Applications should require no training, and they should be intuitive to the end user.
Systems should be able to be individually tailored to suit the end user's unique requirements.
Sound impossible? Don't bet on it. Jerry correctly pointed out that "this is exactly the situation millions of people encounter when they utilize today's sophisticated Internet web sites". How much training does a typical Internet user receive before surfing through a new web site? In most cases: none. This will quickly become the same expectation of business users toward new business applications.
As the pace of electronic commerce increases, Jerry pointed out the increased need for speed and flexibility when delivering both in-house and external applications. The ability to quickly deliver technology at the speed the market demands will be the new corporate "secret weapon" to capture and retain market leadership.
Dell's G2 Information Technology Strategy
At Dell Computer Corporation, Jerry has put into motion a strategy he has labeled "G2". This strategy is the product of his vision of preventing "the layering of problems around a broken core". By using best of breed applications, custom designed technologies with competitive advantages, and intuitive interfaces for quick implementation, Jerry sees information technology as providing a huge "value addition" to Dell's operations. Some of the key principals of Dell's new G2 strategy are:
Nothing should be limited by size - everything should be scalable through the addition of servers.
The principle future application interface should be a web browser.
Key programming should be done using languages like Java or Active X.
Message broker technology should be used for application communication and interfacing.
Technology selection decisions should be made on an application by application basis - never accept less than optimal solutions.
Databases should be interchangeable.
Where it makes business sense, extend the life of legacy systems by wrapping them in a new interface.
Utilize "off the shelf systems" where appropriate.
In house development should rely on object based technology - new applications should be made up of proven object puzzle pieces.
Read Dell Business Strategy Secrets (Part 2)Dell CEO Michael Dell gives his unique insights into the management philosophies now being employed throughout Dell.

Dell Laptops Review

Latest Laptop Series, Strengths and Weaknesses

Dell Inc. is the brainchild of Michael Dell. It holds the second position after Hewlett Packard with respect to the computer sales. Dell has maintained the status of being the best laptop manufacturing company in the USA. They produce personal computers and even other peripheral products. Dell undisputedly deserves to be the market leader in terms of laptops and computers. The Dell laptops are efficient and stylish as well. The headquarters of Dell Inc. are based in Round Rock, Texas. Dell laptops have managed to bag many laurels and the company history is hence, shining all the way.
Why is Dell so popular? How do they stand in the marketplace? Are they a good investment?
Pros! Dell laptops are truly a great deal for the price if you go to analyze the qualities. The efficiency of Dell laptops is incomparable. The system usage is easy and one needn't really learn anything extra to operate the Dell laptops. The looks are amongst the major plus points for the Dell laptops. The functionality of Dell laptops is always going to keep you smiling and there is something for everyone. Your needs will never be compromised with. Users have asserted that the start-up is easy and anybody, right from a student to a professional can enjoy working with the Dell Laptops.
Cons! Through the years, Dell has had issues with some of the series it sold but all in all, Dell laptops have built a strong and well deserved reputation. The one residual issue at that time is with customer care service which while it has improved over time is frequently negatively commented by clients.
What Lines does Dell offers?
Dell has basically divided its range of laptops into two broad categories, they being the business notebooks and the customer or consumer notebooks. Business class laptops like the Vostro and Latitude series are mainly manufactured for the business class. XPS and Studio laptops are more specifically for the customer market, the Inspiron line caters to both target.
Below mentioned are the three Dell laptop lines that have are the biggest sellers at the moment.
Dell Inspiron Series
These Dell laptops have hit the consumer market in a big way. Their affordable prices and good looks have instantly made them an overnight success in the general public. Each Inspiron series Dell Laptop has some specialty. You can make your choice and buy one from this series as per your priorities.
Inspiron 1501- AMD Turion 64 X2 Mobile technology TL-56 Processor

Dell doing roll in sports

DELL MANUFACTURING
Dell Sport is taking care of the assembly of sports devices, with construction of tennis courts, courts, for the running track sports, of stadiums. Contact data Company name: Dell Sport Address: Tuchom 81, 80-209 Chwaszczyno Region: pomorskie County: kartuski Commune: Zukowo Phone(s): 0048. 58 5528704 Fax(es): 0048 58 5528716 WWW: www.dellsport.pl Additional data Legal status: Private institution Year of foundation: 1994 EuroSIC: 457 Shoes, sports and leisure WHOLESALE 5329370 Electrical appliance installation SERVICES 5329430 Steel construction SERVICES 9630605 Fitness maintainig services SERVICES 694 Sports facilities construction PRODUCTION, SERVICES NACE: 45.23.4 Construction of highways, roads, airfields and sport facilities SERVICES 45.23.7 Construction of highways, roads, airfields and sport facilities PRODUCTION, SERVICES 51.47.9 Wholesale of sporting & athletic goods WHOLESALE SIC: 162903 Athletic & Recreational Center Construction SERVICES 179901 Construction of Athletic & Recreation Centers SERVICES 509199 Sporting Recreational Goods & Supplies, NEC, Wholesale Trade WHOLESALE

DELL, Demand For Technology

D E L L B R A N D E D

Dell today welcomed the official opening of the Science Gallery, which will be located in the newly opened Naughton Institute in Trinity College Dublin. Dell, which is a science circle sponsor of the Science Gallery, also called on young people to give serious consideration to technology as a career.

“The importance of access to technology from a young age can’t be underestimated,” said Dermot O’Connell, General Manager, Dell Ireland. “The Science Gallery will instil a wonder and curiosity for science and technology in young people which we hope will drive them towards a career in the sciences, technology and engineering. This is one of the key reasons we are delighted to be involved with this innovative facility.”

“As Ireland moves up the value chain and to maintain our competitiveness, we need to ensure that we have a pipeline of graduates qualified to work in high end R&D jobs,” he continued. “If we cannot maintain a steady stream of graduates then, as a country, we will lose out on the increasingly sophisticated R&D jobs that are becoming a feature of the technology industry in Ireland.

“Dell is a great example of this transition and we have moved to a point where we operate in Cherrywood the EMEA Enterprise Expert Centre, a multi-lingual group of system consultants, providing high-level customer support for large businesses all over Europe. Cherrywood is also now the Marketing HQ for all Europe. A facility like the Science Gallery helps make technologies that sometimes seem remote, accessible, relevant and tangible. It is through initiatives like this that we hope to encourage young people to consider the sciences as a career option,” he concluded.

The Science Gallery, which officially opens today, will be a vibrant cultural centre ‘where ideas meet’. A venue, aimed at 15-25 year olds, where science and technology are the catalyst that enable people of all interests and backgrounds to share their thinking and explore ideas through installations, workshops and events.

About Dell

Dell Inc. (NASDAQ: DELL) listens to customers and delivers innovative technology and services they trust and value. Uniquely enabled by its direct business model, Dell is a leading global systems and services company and No. 34 on the Fortune 500. For more information, visit www.dell.com, or to communicate directly with Dell via a variety of online channels, go to www.dell.com/conversations. To get Dell news direct, visit www.dell.com/RSS.

About Dell Ireland

Dell was established in Ireland in 1990. The company's European manufacturing facility is located in Limerick with an EMEA Business Campus based in Cherrywood, Co Dublin. Dell is Ireland's largest exporter¹, largest technology company and the second largest company overall². Irish employees provide a growing range of advanced EMEA services at the two Dell sites, which include:

The EMEA Centre of Competency for Communications and Network Product Development in Limerick The Centre has R+D capability and operates as a centre of competency for communications and network product development for use in Dell products worldwide. The team is also be responsible for the development of innovative software solutions to provide increased functionality and productivity in Dell's manufacturing sites worldwide.

The EMEA Enterprise Applications Solution Centre, Limerick.. Corporate customers from across EMEA can simulate complex networked applications on Dell server and storage equipment in a special "proof of concept laboratory before purchase".

The EMEA Enterprise Command Centre in Limerick This centralised base of operations provides high-level 24x7x365 support for server and storage customers in EMEA in addition to being a single point of accountability for Dell's global customers based in the EMEA region.

The EMEA Enterprise Expert Centre, Cherrywood. This group of multi-lingual system consultants provide high-level Enterprise support for complex data centres, clustered, large storage and rack dense enterprise environments.

EMEA Marketing HQ, Cherrywood The site is home to the EMEA marketing team, responsible for online development, pricing, product marketing, business analysis and the creation, design and production of EMEA-wide advertising and direct mail campaigns.