Customer Relationship Management at Dell

3/20/2018 Customer Relationship Management At Dell
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Customer Relationship Management At Dell

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Published: 23rd March, 2015 Last Edited: 16th May, 2017
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Introduction
Customer Relationship Management (CRM), as de ned by Anderson and Narus, "is the bundling of customer
strategy and processes, supported by relevant software, for the purpose of improving customer loyalty and,
eventually, corporate pro tability." Consultants Rigby, Reichheld and Schefter have mentioned the
imperatives of CRM as "acquiring the right customer, crafting the right value proposition, instituting the best
processes, motivating employees, and learning to retain customers." This can be substantiated by studying
the particular case of Dell, which has used internet and other direct media to develop an e cient model of
CRM. This report will bring out the details of CRM process followed by Dell, and how it has helped in
sustaining loyal customers and build customer satisfaction.
About Dell
Dell is a leading technology company which o ers a broad range of product categories, including mobility
products, desktop PCs, software and peripherals, servers and networking, services, and storage. As per a
Gartner research report based on second quarter PC shipments in 2009, it is the number one supplier
(26.0% market share in US) of computer systems in the United States and the number two supplier
worldwide (13.6% global market share).
The mission statement for Dell is "to be the most successful computer company in the world at delivering
the best customer experience". Since Dell is a global wide company, its "direct approach is relevant across
product lines, regions and customer segments". [1]
Dell is organized geographically into the Americas, Asia-Paci c and Japan, and Europe. The corporate
headquarters is located in Round Rock, Texas, near Austin. In the mid-1990s, the company decided that in
order to manage a company that was growing at 50% a year, it needed to decentralize decision making
rather than try to control everything from the U.S. Therefore, each of the regions has its own regional
headquarters (Japan has a separate headquarters), its own manufacturing facilities, and its own IT
infrastructure.
Ongoing Customer Relationship Management at DELL

Monitoring, Evaluating and Reassigning Accounts
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Dell's business activities are organized in each region around di erent customer segments. These generally
include (1) relationship (large corporate) customers, (2) home and small business (sometimes called
transaction customers), and (3) public sector (government and educational) customers.
This segmentation is evident in Dell's product mix, which has di erent product lines for each segment, in its
marketing strategies, which vary by business segments, and in its e-commerce and Internet strategies. For
instance, services such as Premier.Dell.com extranets are geared toward large relationship customers, while
a more limited set of online services is o ered to home and small business customers on Dell.com.
For large enterprise customers, Dell maintains a eld sales force all over the world. There are dedicated
account teams, including eld-based system engineers and consultants, which form long-term relationships
to create a single source of assistance for their largest customers, develop custom solutions for them and
get important customer feedback. There are several programs to provide single points of contact and
accountability with global account specialists, special global pricing and consistent global service and support
programs. There are separate sales and marketing programs aimed at federal, state and local government
agencies, and speci c healthcare and educational customers.
For small and medium businesses and consumers, marketing is done primarily by advertising on television
and the Internet, print media and mailing a wide range of direct marketing publications such as promotional
materials, catalogs and customer newsletters.
Relationship and public sector customers account for about 54% of Dell's revenues overall. All these
accounts are initially serviced by eld-based sales representatives along with a support team of telephone
service reps dedicated to these accounts. Small businesses and consumers are served by several thousand
phone reps who can look up historical sales records to help the customers in ordering systems that match
their prior purchase pattern.
Figure 1: Dell's four customer aligned business units [2]
Dell's CRM Applications

The Internet and e-commerce are fundamental to Dell's business, as expected from a company that de nes
itself as an Internet infrastructure company. The e-commerce has been adopted into the core of the
business in three ways: 1) in its relationships with end customers, (2) in coordinating its value web, and (3) in
communicating its market message to emphasize its ability to provide e-commerce solutions to its
customers. As per Anderson and Narus, some of the emerging applications of CRM, (that we can also
observe in Dell) are in:
Customer acquisition, retention and growth
Synchronizing marketing e orts
Updating delivered value
Customer Acquisition, Retention and Growth

Dell has involved the Internet in all aspects of customer relationships, ranging from customer acquisition,
retention and growth to marketing. The internet is used in supporting existing channels such as the direct
sales force and call centers by providing them with real time information and automating their routine tasks.
It has also developed self-service tools for customers, using which they can order online, track order status
or solve a technical problem through the Internet or an extranet.
Acquisition
Dell sells its own products at the dell.com website. On the homepage, customers in the U.S. are segmented
into home and home o ce, medium and large organizations, Internet providers, health care businesses,
federal government, state and local government, and education. Each customer segment has a di erent mix
of products and services available. Customers can choose and price di erent con gurations with Dell's
online con gurator. Once they are ready to buy, their order is sent to a shopping cart. They can also choose
various addons such as software, peripherals, digital cameras, PDAs, etc. on the Gigabuys or DellWare sites
and add those to the same shopping cart. Once an order is entered, the customer receives an order number
that can be used to track order status until it is delivered.
Premier Pages are customized for every customer and they include capabilities for procurement, asset
management, software upgrading, and even technical support. Large relationship customers can have
Premier Pages customized even further to link to their own internal procurement systems, allowing their
orders to be sent directly from the customer's o ce information systems to Dell's order management
system.
Dell's account teams work with such customers to set up Premier Pages, setting access levels and registering
user names and passwords for employees, and customizing the information and the kind of services that will
be available. Dell also provides a few tools for customers to create their own pages. The various services
available through Premier Pages include:
_ Purchase history reports: The complete history of a customer's purchases from Dell, including PO number,
order number, date, SKUs, quantity, shipment dates.
_ Standard con gurations: To make a customer's PC administration processes simpler (installation,

upgrades, help desk, technical support), the customer can specify a de nite set of con gurations for
di erent employees. These are made available for ordering on the customer's Premier Pages at the price
negotiated between Dell and the customer.
_ Paperless online purchase orders: Dell and the customers sign a legal agreement that allows the customer
to place orders without mailing or faxing a signed purchase order. This lets the entire ordering process, from
con guration to payment, to be done online, saving time for the customer.
_ ImageWatch: A roadmap of future product release plans made available to large enterprise customers to
help them plan their own IT strategies. Dell relaunched its Premier Pages as "DellPremier.com" in September
2000 in the U.S with a new look and better navigation tools.
Retention and Growth

Service and support are normally quite an expensive and labor-intensive activity for PC companies, which
need to provide technical support for complicated systems with a wide range of hardware and software
con gurations. Dell has an advantage here because most of its business is with large organizations that have
their own MIS departments and technical help desks to support users. Home and small business support is
usually provided directly to the end user, and costs more per PC to provide. Online support was originally
developed by the Support Technology Online (STO) team, which grew up in the HSB (home and small
business) segment as support.dell.com. In late 1999, Dell created separate STO groups for relationship and
transaction customers, each part of those groups' service organizations.
Dell o ers several service tools online. These are available online to home and small business customers at
support.dell.com, and to relationship customers on the DellPremier.com extranet:
_ Order status tracking -- Once an order is placed by the customers, they can track it until it is delivered.
_ Resolution Assistant - A software which is pre-loaded on a Dell PC that gathers information and sends it to
a Dell technician when the customer faces a problem. The information is matched against an automated
knowledge base. Whenever possible, a MAP, an executable module that automates resolution, is sent to the
PC and the x is done automatically. Resolution Assistant reduces the length of service calls and improves
accuracy in diagnosis.
_ Dell Knowledge Base -- A Dell database including product information, frequently asked questions, third
party knowledge and other relevant documents speci c to a particular Dell product.
_ Ask Dudley -- A natural language searchable database of technical information which uses a customized
version of the Ask-Jeeves search engine.
_ File Library - Downloadable drivers, utilities and other updates for Dell PC systems.
_ Dell Software Tips -A library of hints and tips for operating systems and o ce applications.
_ Pro-active services - Pro-active noti cation services on warranty status, system age related information, le
drivers, and the order status.
_ Dell Talk-a monitored community forum for Dell customers to share information. Dell has built a
community where its customers and loyalists can help each other with technical problems and questions.
Dell doesn't censor the discussion on the forum, but monitors it regularly to ensure accuracy. If any user
gives out incorrect information, Dell intervenes with the correct information. The users of this service are
almost equally divided between relationship and transaction customers.
With the launch of Dell Premier Support.dell.com in September 2000, Dell renamed its Help Tech service as
"Premier Support" for relationship customers. Technical Support for corporate and public sector clients is
handled by the Relationship Support Technology Online (STO) group. The primary customers for the
Relationship STO are those individuals that support the end users belonging to corporate and public sector.
This includes the personnel from help desks, MIS departments, IT professionals and technicians. Dell's
relationship customers have access to all of the online tools available to HSB customers, and also have
customized applications relevant to their account for multiple systems and platforms. Unlike individual
users, help desks and MIS organizations must deal with many systems, and with speci c problems that arise
from networking and client-server environments. For some large accounts, Dell itself may act as the help
desk function for Dell equipment, as Dell's technicians and online o erings have rich experience in
troubleshooting and diagnosing system issues.
Recently in February 2008, Dell launched its ProSupport portfolio of services. In this new framework,
customers are able to self-identify the type of customer they are - end users of IT professionals. Once the
customers have self-identi ed, they are able to choose the features they need in the support package, thus
customizing the support experience to their speci c needs.
The customer pro le and history is very important in providing service and support. If the user enters a
customer number or system identi cation number, he or she can get a personal support site that has the
machine con guration and the history of what has happened with that machine since it was bought. The
support strategy is based on what Dell calls virtual integration- getting customers closer to the knowledge,
and inside out/outside in-giving the internal technicians the same set of tools and knowledge content as the
outside customer. Dell gives customers a choice of venues for support, including phone and online support.
They like people to use the web, but don't force them to. The breakdown of help incidents for HSB
customers as of mid-2000 was as follows:
_ 37% of incidents use the web alone for support
_ 13% use both web and phone
_ About 50% use the phone alone
Dell nds that people who buy a PC online are more likely to get service and support there, while people who
buy by phone will use phone service.
Synchronizing Marketing E orts

The sales and marketing e orts of Dell are organized around the evolving needs of its customers. Its direct
business model provides direct communication with its customers allowing it to re ne its products and
marketing programs for speci c customer groups. Customers may o er suggestions for current and future
Dell products, services, and operations on an interactive portion of its website called Dell IdeaStorm. This
constant ow of communication allows Dell to rapidly gauge customer satisfaction and target new or existing
products.
For instance, Dell used a concept called "free-range marketing" [3] : allowing the community to drive the
excitement and story about the new product, to create a buzz in social media using blogs, forums,
communities etc. for the launch of their Inspiron 910 in September 2008.
Updating Customer Value

Dell interacts with more than 3 million customers every day, so it made sense for it to create a community to
capture feedback from both customers and its 80,000 employees. Dell launched IdeaStorm, an interactive
portal, to let customers share ideas that in uence product development, services, and operations. Within the
rst week, IdeaStorm had collected more than 500 ideas; within the rst month, it had 2,500
ideas. [4] Customer feedback on IdeaStorm led the company to build select consumer notebooks and
desktops preinstalled with the Linux platform. Dell also decided to continue o ering Windows XP as a
preinstalled operating system option in response to customer requests.
Dell also launched EmployeeStorm, a secure community employees can use to post ideas regardless of their
position within the company. In the rst 2 weeks, the company gathered more than 700 ideas.
EmployeeStorm breaks down the silos typical in corporate life and increases collaboration
Sustaining Customers through Connected Relationships

Value Chain
Dell's core value chain for its PC business is di erent from that of a traditional value chain. Like others, it
concentrated on building and selling PC systems, relying on others to supply components, software and
services. However, it sold directly to the end user, cutting out the distributor and reseller. (Figures 2 and 3)
Suppliers
PC Maker
Distributors
Retailers, Resellers, Integrators
Final Customer
Figure 2: Indirect PC Value Chain
Suppliers
Dell
Final Customer
Figure 3: Dell's Direct PC Value Chain
However, with the expansion of Dell beyond selling simple PCs, it's simple value chain has evolved into a new
model that we call the value web or the virtual corporation.
Value Web
Figure 4: Dell's Value Web: A virtual company
There are three key aspects of the value web model of Dell:
Dell's central role in coordination and control of the value network, which is a result of its direct relationship
with its end user. Being in direct touch with the customer requirements, Dell controls the ow of information
to its business partners who provide the actual service. As shown in Figure 4, all the information ows are
channeled through Dell.
The close physical integration of Dell with its business partners and suppliers. The suppliers are normally
located close to the plant and their personnel are located on the plant oor ordering material from their
warehouse, based on information on Dell's extranet. Such integration of material and information ow
reduces inventory costs and creates an e cient supply chain, ultimately bene ting the end customer in the
form of lower prices.
The importance of internet and other electronic communications in allowing Dell to coordinate the web of
close relationships through a constant ow of information between Dell and its partners. For example, if a
customer's hard drive crashes, the information travels from Dell technical support into Dell's internal service
and support systems. A new hard drive is ordered and dispatched to a Dell service provider, which sends a
service engineer to install the drive. The information about the drive that crashed enters Dell's databases
and is conveyed to the supplier and plant that provided it for corrective actions.
Customer Satisfaction
For well-designed e-commerce services, the cost savings are not necessarily thought to go along with
customer satisfaction. However, Dell has demonstrated that not only does it save money by selling directly
on Internet, but also satis es its customers better than any other sales model. Many business customers of
Dell see Premier.Dell.com as a valuable management tool, helping their purchasing and IT departments to
control purchasing decisions and enforce technology standards.
Some customers (like Boeing) have integrated the Dell.Premier.com with their own ERP systems to allow
online purchasing, making the ordering process much easier and more e cient for them. Not just
purchasing, but also nancial and IT departments of the customers bene t from Dell's ability to provide a
history of their purchases from Dell. All such bene ts lead to better satisfaction among Del's core customer
group of large business enterprises.
While it is di cult to relate customer loyalty and repeat sales directly to the Internet and ecommerce, there
is strong evidence that the Dell Premier.com services are a factor in helping Dell gain repeat business and
achieve sole supplier status with some large customers. Some of this is from the convenience provided by
Premier services and some from customer lock-in created by the electronic linkage of business processes
between Dell and its customers.
In a 2007 survey, Forrester [5] asked 565 PC decision-makers at North American and European enterprises
about their satisfaction with their primary PC supplier on various parameters. The performance of Dell and
its main competitors on these parameters is shown below:
Dell
HP
Lenovo
Overall
Product features
44%
38%
46%
43%
Product quality
51%
49%
59%
52%
Price
43%
38%
33%
40%
Product support
46%
31%
46%
43%
Business relationship
37%
27%
45%
37%
Repeat purchase of desktops

86%
74%
71%
-NA-
Repeat purchase of laptops

89%
75%
75%
-NA-
From the table, it is quite evident that Dell leads the industry on Price and Product support. It is rated on par
with Lenovo on Product features and Product quality, however, it lags behind Lenovo on the key parameter
of business relationship. The survey found that the most likely reason for this is a lack of communication,
combined with rotating account representatives. Another reason was the absence of a product roadmap
which would help the customer managers to prepare their corporate IT environment for the next few years.
However, Dell scores very highly on a critical indicator of customer satisfaction i.e. a repeat purchase. The
enterprise buyers gave big thumbs up to Dell on this front, with 86% ready to repeat purchase of desktops
and 89% for laptops.
CONCLUSIONS
Dell has performed admirably on its e orts towards ongoing Customer Relationship Management. It has
developed e cient systems and processes for customer acquisition, retention and growth, using online tools
such as Premier.Dell.com, ProSupport and IdeaStorm. Therefore, many of the concepts discussed by
Anderson and Narus in "Business Market Management" are substantially demonstrated in the case study of
Dell's CRM process.
There are many lessons learned from Dell's experience. These lessons can be transferred to other
companies in the industry.
Ensure better customer service is o ered.
Dell has become an industry leader in service and reliability. Dell has used CRM to its advantage. This has
instilled trust into their customers. By custom-building a computer that the customer desires, this has
created a very strong relationship with the customers.
Implement technology in a phased fashion
Dell tested key tasks in each of its regions prior to deployment. It set-up mock environments to develop, test,
and support the i2 systems in patches without disrupting the live version. Dell was able to bring on one piece
of the i2 system at a time. As one part became more e cient, then Dell added other components in stages.
Dell ensured that each stage of the process performed well and allowed for future growth before rolling out
the entire system. This minimized the risk, while at the same time increasing e ciency.
Extend the connection from the customer to the supplier
Dell was able to extend its build-to-order model from suppliers to the customer while continuing to
maximize operational e ciency and customer satisfaction. Customers were able to save money while being
able to purchase a customized machine because Dell passed on the savings, which resulted from e cient
inventory management, no excess inventory or inventory shortages. It was able to share, in real-time,
information with suppliers about customer demands and buying patterns.
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3/20/2018 Customer Relationship Management At Dell

Customer Relationship Management At Dell

Published: 23rd March, 2015 Last Edited: 16th May, 2017

Ongoing Customer Relationship Management at DELL

Figure 1: Dell's four customer aligned business units [2]

Dell's CRM Applications

Customer acquisition, retention and growth

Synchronizing marketing e orts

Updating delivered value

Customer Acquisition, Retention and Growth

_ Standard con gurations: To make a customer's PC administration processes simpler (installation,

Retention and Growth

_ 37% of incidents use the web alone for support

_ 13% use both web and phone

_ About 50% use the phone alone

Synchronizing Marketing E orts

Updating Customer Value

Sustaining Customers through Connected Relationships

Retailers, Resellers, Integrators

Figure 2: Indirect PC Value Chain

Figure 3: Dell's Direct PC Value Chain

Repeat purchase of desktops

Repeat purchase of laptops

Ensure better customer service is o ered.

Implement technology in a phased fashion

Extend the connection from the customer to the supplier

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