Abstract
This Management strategy and Policy level paper is on the Innovation Of Dell Computer And Gateway Computer and focuses on the strategies adopted by both Dell Computer and Gateway Computer, to establish a well defined position in the global computer market. This paper also focuses on the comparison between innovations made by both the industries. It also reviews the factors responsible for setting back Gateway Computer to Dell Computer.

Tags:BUSINESS / BUSINESS AND TECHNOLOGY, dell gateway computer

Abstract
This Management strategy and Policy level paper is on the Innovation Of Dell Computer And Gateway Computer and focuses on the strategies adopted by both Dell Computer and Gateway Computer, to establish a well define position in the global computer market. This paper also focuses on the comparison between innovations made by both the industries. It also reviews the factors responsible for setting back Gateway Computer to Dell Computer.

Tags:BUSINESS / MANAGEMENT, LEADERSHIP, HUMAN RESOURCES, innovation dell computer

Abstract
This paper begins with a look at some background information on both Dell and Gateway computer companies. The paper then makes a comparison between the marketing strategies of both companies by looking at their product strategies, pricing strategies, their distribution and international markets. The paper also compares the strengths and weaknesses of the two companies as well as their websites. Finally, recommendations for improvement for both of the companies are made at the conclusion of the paper.

Introduction
Company Backgrounds
Company Marketing Strategies
Company Websites
Conclusion

From the Paper
"The personal; computer industry has been transformed over the past few years by several pioneers in the computer industry. Among those who are at the forefront of such changes are Dell and Gateway. Their user-friendly individualistic format of marketing often leads the customer to believe that their services are indispensable for the consumer. They both take previously unknown technological terms and offer them to the consumer in a relaxed format, so the consumer may understand them better and feel more confident making a purchase that details the need of their individual PC. "

Tags:individual, home, office, consumer, technology, reduced, prices, direct, sales, storefronts

Abstract
The writer shows the advantages of the way in which the Dell Computer Company and Gateway Computer Company sell directly to the buyer, providing not only economic benefits inherent in maintaining virtually no inventory, but also allowing them to interact directly with their customers.

From the Paper
"PC marketers are having a harder time than before as the saturation begins to take hold in the market; household computer penetration is rising past 50%. With the advent of inexpensive (and even free) machines, the computer hardware industry is moving toward commoditization. (Brandweek, June 21, 1999). PC prices are falling and the public is looking more and more at wireless options for Internet access representing computing, content and communications; desktop machines are less the center of consumer attention and sales than before."

Tags:sales, hardware, consumer, communications, business

Abstract
This paper explores the foreign expansion of the Dell Computer Corporation into China and other international markets. It discusses how this relatively young company expanded overseas with research and development departments and future projects. The paper compares Dell with Gateway, which has not expanded globally. This paper found that they share similar business strategies, but that Dell executed the strategy better, which enabled successful global expansion.

Table of Contents:
Introduction
History of Dell
The Industry
The Expansion
Comparisons
Conclusion
Works Cited

From the Paper
"Though the computer hardware industry was once booming, in recent years the industry has experienced a decrease in profits. Most of this is due to the downturn in the economy and a decrease in consumer confidence and spending. The decrease in profits is also due to a decreased need of consumers to upgrade. The technology that computers provide is not growing at the rate that it once was which means that consumers can continue to use older computers to meet their needs."

Tags:gateway, china, global, expansion, strategy

Abstract
Dell Computers is one of the great success stories of the microcomputer revolution. The paper first traces the founding of Dell Computers by entrepreneur Michael Dell. It then analyzes the general computer industry, focusing on five factors: threat of new entrants, rivalry among existing firms, threat of substitute products, bargaining powers of buyers and bargaining powers of suppliers. Finally, the paper performs a STEP (social, technological, economical and political factors) analysis of Dell Computers.

From the Paper
"The American economy is enjoying a period of stable growth that is characterized by stable interest rates and low inflation. Prices for personal computers have been dropping as manufacturers are eager to gain market share and are able to take advantage of declining cost schedules. In 1998, personal computers could be found in 43 percent of American homes; this represents a substantial increase from the 40 percent for the three years previous. It is estimated that 60 percent of American homes will have personal computers by 2002 as prices continue to decline. The decline in prices makes it possible for increased numbers of Americans to afford the machines; the attractiveness of the Web and other benefits fuels the demand for these lower-priced computers (Burrows, 1998, p. 28)."

Tags:IBM, Apple, Internet, Gateway, 2000

Abstract
This paper discusses the growth and successful expansion of the Dell Computer Company and evaluates whether Dell is a sound company for investment. The paper analyzes the company's P/E ratio, its operating profit margin, its profit margin and its working capital in order to make the evaluation and concludes that Dell is in good financial condition.

From the Paper
"Dell Inc. specializes in computers and computer services. The company products include enterprise systems, notebook computers, and desktop computer systems. Dell also provides consultations, custom hardware and software integration, leasing and asset management, network installation and support, and onsite management. This multifaceted corporation has grown recently from a relatively small company into the largest computer business in the world."

Tags:sales, competitor, hewlett-packard, gateway, stock, metrics, ratios, market, prospects

Abstract
This paper investigates the promotional messages used by Dell Computers and describes how these messages are conveyed. In addition, it analyzes how the messages work to position Dell's products to appeal to its target audience. Lastly, this paper identifies where the products are in its product life cycle and how this life cycle stage affects pricing strategies for Dell.

Paper Outline:
Abstract
Introduction
Promotional Messages Used by Dell
Dell Products, Life Cycle Position and Pricing Strategies
Conclusion
References

From the Paper
"Computers and computer peripherals are the lifeblood of Dell Computers. For this reason, they are also the primary thrust of their marketing efforts. Dell's computers are in the maturity phase of the product life cycle. They are under intense competition from direct to consumer manufacturers, such as Gateway. For this reason, their pricing strategy is to offer comparable products at the price point or slightly lower than their competitors. At this stage, very little differentiation, in actual product, occurs, as the computers are built with similar, if not the same, components."

Tags:Gateway, multimedia, CD-RW, advertising

Abstract
This paper explains that the Dell Computer Corporation direct model strategy stands out not only because of its elimination of middlemen but also because each computer is custom-designed and made-to-order per the customer's needs. The author points out that the corporation has threatened to undermine years of hard work by industry stalwarts such as IBM and Compaq because most of Dell's competitors manufacture machines to suit the needs of their retailers, resellers or distributors who in turn interacted with customers. The paper concludes that, rather than try to imitate Dell's model, companies with well-established names like IBM, HP/Compaq and Gateway should continue to thrive in their sectors while at the same time coveting more corporate accounts, creating more custom-made computers, easing away from the assembly line and offering the personalized PC purchasing experience for which Dell has become so famous.

From the Paper
"Software is installed in a separate stage of the manufacturing process, and Dell offers specialized services for companies that require the installation of proprietary software. Companies like HP/Compaq would do well to hone the manufacturing process and shift away from the assembly-line. Customized "cell" production makes for a more stable system that is also tailored to the needs of the user. Also, when an order is placed, a list of parts is compiled and sent to the manufacturing plant located closest to the consumer."

Tags:direct-sales, personalization, localization, competitors, reputation

Abstract
This paper begins by comparing the management styles of Gateway and Dell. It then looks at some important decisions the management had to make, as well as competitive advantages each has on the other. The writer also discusses challenges facing the companies and possible strategic moves in relation to these challenges. A background of the companies is also provides. Includes tables.
Management Styles
Future Challenges
Important Decisions
Differences in Company Vision
Competitive Advantages
Challenges
Strategic Moves
Success Stories
Backgrounds
Comparative Statistics
Bibliography

From the Paper
"The sales and service record of many companies in Dell and Gateway's industry of software and computers is very good, so it is also better to think of success stories in each firm in terms of their future potentiality. "The Internetworking industry has a high barrier to entry, with a large capital investment required, and a large sales/distribution
network required. With technology changing at extremely fast pace, new competitors enter the technology market, quite often imitating (products and services)" (Durant, 1999). Again, this is more of a potential threat than an immediate one, but it operates in the external environment of the Dell and Gateway to bring risks that may turn into
success stories."

Tags:management, competition