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INTRODUCTION OF MICHAEL DELL:

Chairman & chief executive officer, Dell Inc. Michael Dell, born in February 1965, is the chairman of the board CEO of Dell, the company he founded in 1984. Mr. Dell became the youngest CEO ever to earn a ranking on the Fortune 500. In 1998, Mr. Dell formed MSD Capital, and in 1999, he and his wife formed the Michael & Susan Dell Foundation, to manage the investments and philanthropic efforts of the Dell family. Mr. Dell serves on the foundation board of the World Economic Forum, the executive committee of the International Business Council and is a member of the U.S. Business Council. Mr. Dell also serves on the U.S. President's Council of Advisors on Science and Technology, the Technology CEO Council and the governing board of the Indian School of Business in Hyderabad, India.

2. EARLY LIFE AND EDUCATION: Michael Saul Dell was born in Houston, Texas. His father was an orthodontist, his mother a financial consultant and stockbroker. From an early age, Michael Dell was fascinated by both business and electronics, and couldn't wait to

combine his two passions. At age eight he applied to take a high school equivalency exam, hoping to get out of school and into the business world faster. By his early teens, he was using the money he earned from part-time jobs to invest in stocks and precious metals. Gadgets and everything electronic continued to fascinate him. Michael Dell launched the personal computer

revolution in the 1980s with the creation of the Dell Computer Corporation (now known as Dell Inc.), which began in the founder's dorm room at the University of Texas and quickly blossomed into a megawatt computer company. By 1992, just eight years after Dell was founded, Michael Dell was the youngest CEO of a Fortune 500 company. Dell's success wasn't entirely surprising. While his mother, a stockbroker, and his father, an orthodontist, pushed their son to consider medicine, Dell showed an early interest in technology and business. A hard worker, Dell landed a job washing dishes at a Chinese restaurant at the age 12 so that he could put away money for his stamp collection. A few years later he harnassed his ability to sift through data to find new customers for newspaper subscriptions for the Houston Post, which earned the high school student $18,000 in one single year. Intrigued by the expanding world of computers and gadgetry, Dell purchased an early Apple computer at the age of 15 for the strict purpose of taking it apart to see how it worked. All fitting tributes to a college dropout who nine years ago, at the tender age of 19, took an idea that was startling in its simplicity--selling computers over the phone--and parlayed it into a $2 billion-a-year business . It is now the fourthlargest PC maker in America, behind IBM, Apple, and Compaq.

3. QUALITIES OF MICHAEL DELL: Michael Dell has become one of the most mythic of heroes in an industry full of Homeric figures. And his company's public-relations efforts promote to the hilt Dell's image as the young David doing battle against the Goliaths of the computer business. The name was even changed from PCs Limited to Dell in 1987 to capitalize on the image of the firebrand taking on the graybeards. The thing is, David is now a Goliath himself. No longer a pudgy, bespectacled youth, Dell now speaks with authority at industry conferences, wears expensive suits and contact lenses, eats only health foods, takes management seminars at Stanford University, and tries to be the very model of a proper CEO. And he has built a Goliath of a company. Today, Dell has 4,654 employees--and is hiring 100 new staffers a month. The company markets 42 different PC designs and also distributes a full line of software and accessories such as fax modems. And Dell's reach is increasingly global: The company sells PCs in 18 countries and entered six new foreign markets in the past year, including Japan. Tougher Challenges: He has cut out the dealers and distributors, designs and assembles most of his PCs from off-the-shelf components, and runs a no-frills operation whose main focus is customer service. That model has won him kudos from across the industry. He may not have the high-tech vision of a Bill Gates or a Steve Jobs, but "it is probably true that Michael is the most innovative guy for marketing computers in this decade," says Philippe Kahn, chairman of software maker Borland International Inc. "He's the quintessential American entrepreneur that does something everyone says is impossible." Dell warned investors that net margins will contract to between 3.5% and 4.5% this year, down from the 5% the company has promised Wall Street in the past. PC price wars, increased capital expenditures, and higher taxes will take their toll. Guts: life is getting rockier for Dell and how he responds will be critical. Most entrepreneurs eventually run into a time of crisis that tests their ability to grow, to
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become managers for all seasons. like Bill Gates of Microsoft Corp., smoothly shepherd their enterprises from startup to sustained growth, while others, like Steve Jobs of Apple Computer Inc. and Rod Canion of Compaq, end up out in the cold. The question is whether the education of Michael Dell will continue, or whether the brash qualities that made him an entrepreneurial boy wonder will now cause him to founder. Dell is widely hailed as a brilliant marketer, but the market is becoming increasingly complicated and competitive. With PCs almost all alike,

manufacturers have to rely on price, brand name, and extra features such as 24hour service or multimedia doodads. Dell was one of the first to realize the importance of service and price, but now everyone does. And the nanosecond changes in this industry have brought down a long list of more seasoned players than Dell. "Dell had the guts to take on the industry and succeed," says Eckhard Pfeiffer. Bitter Attack: Dell is an extremely competitive risk-taker who has always played close to the edge. "Michael Dell is an aggressive personality, and the people who work for him reflect that," says Joel J. Kocher, president of Dell USA and Dell's No.2 executive. "Our people sleep aggressive. They eat aggressive," says a very intense Kocher, without even a hint of a smile. Which helps explain why employees greet criticism with a counterattack or a dismissive shrug. Father Figure: Dell went into business at age 12, when he set up a mail-order stamp auction, complete with a nationwide catalog. The business netted him his first $2,000. By the time he got to the University of Texas at Austin, he was immersed in computers and knew he was destined to be an entrepreneur. His parents wanted him to be a doctor, but that was not an option. "I don't like hospitals," says Dell. "The failure rate is way too high." He didn't exactly choose a low-risk alternative. Fed up with shopping at fusty electronics stores where he often knew more than the salespeople, he decided to start selling PCs himself. Only one problem he had to find a cheap source of
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machines. He started PCs Limited with IBM computers purchased on the gray market. At the time, IBM did not allow dealers to sell PCs to anyone who would resell them. But unsold stock is every dealer's nightmare, so when Dell or his buyers knocked on back doors offering to buy up all the surplus stock at cost, retailers leapt at the chance. By 1985, the company was assembling its own PC designs--rather, three guys at a six-foot table were assembling them. There were only some 40 employees, and Dell worked 18-hour days and slept on a cot in his office. Back then, he hung around mostly with the engineers and was so shy that some employees thought him stuck-up because he never talked to them.

4. ABOUT COMPANY: DELL Computers is one of the leading companies which is dealing with the production and distribution of PCs and laptops to the private, corporate and in the government sectors. It has acquired a large amount of the U.S market and it has now penetrated into the Asian markets leaving a competitive edge. Dell is ranking 12th in the global fortune 500 list of companies so it is a successful global company and a pioneer of its field. It is the first of its kind to manufacture computers with an intel Pentium core 2 duo, dual core and now the latest quad core processor computers. Also it is worth noting that the company makes huge profits with fewer amounts of inventories with the help of the latest technology. When compared this aspect with its competitors then it can be noticed that many companies are still struggling to widen their processor ranges. So this company strategically builds around a strong intra and inter networking which helps the company to achieve a competitive edge. Also the laptops of Dell can be personalized and used for professional and private purposes. The customer can select a design that is unique to his or her laptop using the personalization settings either online or in person at the shop. This is the unique feature provided by the sole company. Also the keys of the laptop can be
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designed in the way they are used to allow for more ease during the usage. This build-to-order approach allows the company to maintain low inventory levels and integrate emerging technologies into systems. Mission And Vision For Dell-Code Of Ethics The mission of dell is to make the optimum use of all the resources and other the macro, micro and the internal environment in providing the best quality products and services and the best customer experience of the best value. It is considered to be a practical and a feasible mission as it talks about today and not the future. What is included in the mission is the customers and the services which means it is talking about the present. The vision of DELL is to provide structurally and functionally efficient computers to visually impaired individuals globally. It is the vision of the company and thinks about the future. The code of ethics for dell is to incorporate and inculcate social, economic environmental and corporate responsibility in all the activities of the company so as to deliver high values to the society from the company as a whole. "How We Win," Dell's Code of Conduct, provides general guidance to all team members on how to behave legally and ethically, and in compliance with the letter and spirit of applicable legal requirements, Dell policies and our ethical principles. It serves as a guidebook for living our values of winning with integrity. Dell Inc.s Code of Conduct, a fundamental component of our culture of integrity here at Dell, has been extensively revised and updated to bring it into alignment with our purpose and values, as well as with our business, brand and people strategies. The companys reputation as an ethical company and trustworthy business partner is one of most valuable assets and critical to our success. To safeguard the reputation and brand, they hold themselves to standards of ethical behavior that go well beyond legal minimums.
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Dell Inc.s ethical principles are: 1. We are honest. What we say is true and forthcoming not just technically correct. We are open and transparent in our communications with each other and about our business performance. 2. We are trustworthy. Our word is good. We keep our commitments to each other and to our stakeholders. We do the right thing without compromise. We avoid even the appearance of impropriety. 3. We treat others with respect. We value their contributions and listen to their point of view. We maintain fairness in all relationships. 4. We are courageous. We speak up for what is right. We report wrongdoing when we see it. 5. We use good judgment. We think before we act. We use our purpose, values and ethical principles as decision filters to guide our behavior. 6. We are responsible. We accept the consequences of our actions. We admit our mistakes and quickly correct them. We don't retaliate against those who try to do the right thing by asking questions or raising concerns. Corporate Social Responsibility of Company: Design for Environment: They design all Dell products and solutions with the environment in mind and without sacrificing performance or reliability. they're committed to developing innovative products that help you do more while minimizing your environmental impact. 1. Reducing Impact Theyre committed to minimizing the impact of our operations and those of our supply chain on the planet and the communities we live and work in. Central to this idea is the practice of using resources efficiently and managing wastes effectively.

2. Green Packaging and Shipping Dell's industry-leading packaging solutions focus on reducing packaging volume, increasing the use of sustainable content and making it easy for you to responsibly dispose of packaging through recycling or even composting. 3. Reducing Footprint Dell go beyond green IT technology that itself leaves a smaller environmental footprint to help you look at IT that enables you to address your sustainability goals and take control of your resources in a way that creates value. 4. Recycling Dell Around the globe, Dell offer easy, responsible recycling options for businesses and free options for consumers, which help keep more electronic equipment out of landfills and your personal stockpiles. Design for Society: 1. Youth Learning Dell believes that access to education and technology is not a luxury, but a necessity. Thats why they work with non-profit organizations around the world to close the learning gap and give young people the power to discover better possibilities. 2. Childrens Cancer Care Part of Dells philanthropic contribution to improving healthcare is through a focus on accelerating pediatric cancer treatment. Dell believes technology is a critical part of enabling more effective treatment. Equally important is a strong support network for families enduring this fight.

3. Disaster Relief Giving to Dells communities in their time of need has been a priority for Dell since the start of our company. Our technology and expertise power critical, widespread disaster response, and our compassion and giving bring local relief. 4. Community Service Serving the communities in which the company live and work is something Dell team members are passionate about. Our community service program enables employees to share their expertise and provide support to the charitable causes and non-profit organizations of their choice.

5. CONTRIBUTION BY MICHAEL AND SUSAN DELL FOUNDATION: Dells have shown a willingness to spread their wealth. In 1999, the couple started the Michael and Susan Dell Foundation, a large private charity that has doled out millions to causes and people like the tsunami victims in southern Asia. In 2006, the foundation donated $50 million to the University of Texas. Urban Education: Education-related grants comprise two-thirds of their giving. They are committed to improving student performance and increasing access to urban education so that children and adolescents around the globe have improved opportunities for life-long success. 1. Urban Education in the US: The United States educational system is plagued by a persistent achievement gap among students from different economic circumstances, and racial and

ethnic backgrounds. To close this gap, improve student performance and increase graduation rates among affected students, fund programs that focus on: Performance-driven education College preparation and completion, including the Dell Scholars Program Human capital (educator and school leader training) Quality school options Academic and after-school programs

2. Urban Education in India: In recent years, Indias government has substantially improved access to schools, but quality often remains low. The best available estimates report that among grade 5 students, 53 percent cannot read at a grade 2 level, while 46 percent cannot solve a two-digit subtraction problem. To address systemic shortcomings and improve childrens educational outcomes, we provide support for: In-school and after-school academic programs that measurably increase student learning levels Integrated school excellence programs that focus on improving leadership and teacher capabilities and processes, and on improving operations High-quality, standardized data and assessment evaluations that

enable insights into-and improvement of-student outcomes, instructional quality and school performance The foundations goal using this multifaceted strategy is to ensure that 80 percent of students involved with the programs they support achieve grade-specific competency by 2018.

3. Urban Education in South Africa In South Africa, barely one in ten students qualifies for university and only five percent graduate. Their goal is to ensure that young people from disadvantaged
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backgrounds are admitted to university, that they graduate and that they obtain long-term employment. Their initial investments are in the Dell Young Leaders scholarship program, which provides holistic support to vulnerable South African university students to help them through graduation and beyond. Childhood Health For economically disadvantaged families worldwide, the basic building blocks of childhood health can seem unobtainable. The ramifications for children are profound, snowballing from struggles to stay in school to a higher risk of lifetime poverty to dramatically diminished life expectancies. Fighting preventable childhood illness is key to our mission. We focus on timely interventions that can mitigate a number of common childhood afflictions including obesity in the U.S., and malnutrition, poor sanitation and other maladies in Africa and India. 1. Childhood Health in the US: In the United States, fully one-third of children are overweight or obese, and early onset of Type 2 diabetes is epidemic. Were working to reverse this trend with childhood obesity prevention and wellness programs that promote healthy eating behaviors, and better access to healthy foods and safe environments for exercise. Their other U.S. health initiatives focus on: Applied pediatric research into the origins of chronic diseases that are a leading cause of premature death Basic health services for under- and uninsured children Childhood safety for neglected and abused children

2. Childhood Health in India: Many of Indias more than 250 million school-age children live in urban slums that lack access to clean water, sanitation or basic health supports. Widespread nutritional deficits among these children lead to stunted growth, impaired learning and high rates of absenteeism from school.
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They believe that addressing these challenges is both necessary and possible. To that end, they support community and school-based health programs, and clean water and sanitation interventions in cities nationwide.

3. Childhood Health in South Africa: Their work in Africa focuses on South African communities where theres a widespread need to deliver basic services to orphaned and vulnerable children affected by HIV/AIDS. They have also funded a variety of pan-Africa initiatives that provide basic health services including vaccines, and access to clean water, sanitation and better nutrition to specific target communities.

Family Economic Stability: Baseline economic stability can help families ensure better health and education outcomes for their children. We take a comprehensive approach to helping urban families in India establish financial stability through support of: Urban microfinance institutions that offer a range of financial tools, including microsavings, micropensions and micromortgages The implementation of meaningful customer protection standards and protocols to evaluate the financial and social performance indicators of the microfinance programs High quality vocational training programs that focus on employable skills development among young people who have dropped out of school The growth of an affordable housing market in urban India

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6. AWERDS TO MR. DELL: Customer Satisfaction Award, J. D. Power and Associates, 1991; CEO of the Year, Financial World, 1993; CEO of the Year, Industry Week, 1998; Entrepreneur of the Year, Inc., 1998; Chief Executive of the Year, Chief Executive, 2001.

7. LEARNINGS: Mr. Dell is dynamic personality. We learn followings thing from his life: Always prefer the job/work in which you are really interested. You will get success and happiness in long time. Give your 100% efforts in your interest area, you definitely learn many things. Accept challenges in the life. That means dont select cheaper alternative. Establish code of conduct in such way that it alignment with our purpose and values, as well as with our business, brand and people strategies. Sharing of wealth with the society

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