Michael Dell Quotations

Our business is about technology, yes. But it's also about operations and customer relationships.

The interesting thing is when we design and architect a server, we don't design it for Windows or Linux, we design it for both. We don't really care, as long as we're selling the one the customer wants.

It's through curiosity and looking at opportunities in new ways that we've always mapped our path at Dell. There's always an opportunity to make a difference.

There are a lot of things that go into creating success. I don't like to do just the things I like to do. I like to do things that cause the company to succeed. I don't spend a lot of time doing my favorite activities.

We are seeing a substantial improvement in the availability of flat-panel screens (from) two months ago,

There are certainly very high-growth markets outside the U.S.. China is the fourth-largest market in the world for Dell to sell its products and we're growing fast there.

We're increasingly applying the Internet to our entire business, from component design to end-user support, in the process making it easier to do business with Dell, enhancing relationships with customers and suppliers and reducing costs for all of us,

We're not going to provide any visibility beyond what we provided for the first quarter.

We're going to speak to the first quarter,

We believe we're doing so to a much greater degree than anyone else in our industry, and it is already a compelling difference in winning and retaining customers of all types.

We're seeing some good momentum in the business, ... The (second) quarter is off to a solid start. We believe we're well positioned to grow market share.

We're seeing our Internet sales roughly double or triple every year, ... We were at $18 million a day in the first quarter. It continues to grow. It was 30 percent (of total sales). We think it goes to 50 percent, then to 70 and 80 percent.

We have some big plans for our growth here. In the last three years, our business outside the U.S. has grown from $12 billion to $22 billion with countries like India being among the fastest-growing markets for us.

Last year we dramatically extended the capabilities of the Dell direct business model through opportunities with the Internet, ... Our online customer mix moved from a predominantly consumer-oriented base to a far broader base including business and government customers.

I was surprised to see IBM's level of competition, ... That's something we haven't seen from them in a long time.

If we get half the performance in the next couple of years, I'll be happy,

I don't expect that the economy is going to come roaring back in one quarter. I think it's going to be a very gradual and gentle recovery. And the fact is, we don't have a way of predicting this with any certainty.

Based on what customers are telling us, we expect sequential industry growth to follow historical trends, Y2K notwithstanding,

We're number-one in the U.S. in the server market and now we're going after the world,

What we are trying to do is appeal to customers with technological experience.

What would I do? I'd shut it down and give the money back to the shareholders.

There are still opportunities to grow in desktop and mobile computing, ... To say we are going straight into the television market is a bit of an exaggeration. Computing is the core of our business.

It also means their job is constantly changing because technology is changing and this is a customer-driven industry. So our employees need to be flexible and driven. They are going to always be in training.

Our investments in these companies will accelerate their development, and allow us to continue to lead the industry in computing and services for the Internet,

Our second-quarter results and expectations for strong industry demand in the second half of the year keep us on track toward our goal of 30 percent full-year sales growth. There remains tremendous room for expansion in all product categories, customer groups and regional markets, and the fundamental advantages of our direct model are more compelling than ever.

Our strong results continue to differentiate us from our competitors, several of which are attempting to imitate aspects of Dell's unique direct business model. We believe that our customers around the world recognize the Dell difference and increasingly appreciate the benefits, stability and strength of our direct model,

Our supply chain stayed functional with little disruption, ... By Monday, Sept. 17, cargo planes were in the air with parts and completed systems to fill backlog orders. We prioritized orders for groups affected by the attacks and agencies providing relief. We provided systems and technical assistance to get them running as quickly as possible.

Our unique direct business model has allowed us to take advantage of rapidly declining component costs and pass along savings to our customers.

Our business continued to grow profitably in all customer segments and regions around the world,

People have been predicting the demise of the PC for years and have been wrong for years,

Sure. We do not have an exclusive relationship with Intel.

Just because it's cheap doesn't mean it's good.

Manufacturing jobs today require highly skilled workers who are familiar with computers and technology,

The 55 percent growth is very consistent with what we've seen over the last 14 years,

We believe the same thing that happened in PCs and notebooks will happen in the server market.

We believe there is a strong commitment at the highest levels of government, now we need to make it happen.

We're winning new customers at a rapid rate and successfully managing our operating expenses, ... Those strengths in the midst of a trying period give us great confidence for the long term.

You know in today's business world if you get behind in your e-mail you fall out of touch very quickly,

We are now the largest direct company within the worldwide home and small-business market, and are significantly more profitable in that space than our nearest direct competitor. Our U.S. consumer shipments grew more than 100 percent in the quarter, and about one-half of those sales were generated online, through www.dell.com .

we are well on our way to our goal of 50 percent online - and actually think that after 50 percent it's going to keep going to 70 percent.

We are in discussions with state governments for locating the unit.

We are particularly interested in early-stage companies with products and services which have the potential to create breakthroughs in the evolving Internet age, with an aim to integrate those products and services into Dell's business and drive our future growth.

We are open to using parts of other manufacturers.

We have been in discussions with a number of state governments in terms of infrastructure and logistics. We are yet to make a decision on the location of the plant.

We have found through internal growth and a disciplined focus on our direct model and by partnering with the world's leading services companies, we can essentially see this growth in an internal fashion,

We will ensure a major recruitment push in engineering talents.

We believe standardization has helped both Dell and our customers,

the only thing growing faster than Linux is Linux on Dell.

We see this as a fantastic opportunity for us to attract some of the best and bright engineers for our software and hardware activities.

The open-source collaborative development model, I believe, is built to succeed in the Internet age, and it makes more sense than the proprietary model of some of our competitors,

This was made in North Carolina, so you've got some really good stuff here, ... I think you'll be seeing several million more just like this real soon.

Twenty years and $40 billion. They seem like good round numbers.

Twenty percent is significantly faster than we expected for the overall market, and 20 percent growth for a $32 billion company is relatively unprecedented.

We don't see any big cost difference, and we know a thing or two about volume manufacturing.

We just shipped in the fourth quarter over 10 million PCs.

We saw strength in our servers, notebooks and Internet sales, ... All the geographies were strong. I'd say we are firing on all cylinders.

We're very much relying on gaining market share,

We see a healthy industry in the year ahead, ... Major demand drivers, including processor transitions and component cost reductions, remain solid, and consolidation is separating top companies such as Dell from the rest of the field.

We feel quite comfortable with that forecast, ... Some in our industry have become more aggressive in their predictions and I think if they are right, Dell would benefit from that as much as any company.

We are very pleased with the talents that we've found here.

We have decided to invest in India in a big way to continue our success story, thanks to the availability of the requisite talent here. The hardware unit is intended to first meet the domestic demand and target the export market subsequently.

Customers are voting with their dollars and their feet today,

Current softness in industry demand and profit margins is not a secret, ... But in this environment, the differences between Dell and other major companies are compelling.

Currently we have about 9,000 people working from three centers and we intend to double the number by 2009.

and we are a leading seller of servers, storage systems and other technology products and services.

There's actually quite a few people that are available to hire. They have the skills and we kind of prefer that way of growing,

These devices are not necessarily substitutes to the PC, but complementary. You can't find a Palm Pilot user who doesn't have a PC,

The third quarter is going great and there is no change in our outlook from what we said at the end of the second quarter,

Our decision to make semiconductor systems and LCD (liquid crystal display) screens will depend on the kind of fabrication infrastructure available here. India is yet to catch up with China and Taiwan in this respect.

The old industry approach was proprietary technology and vertical service solutions, ... Customers now universally reject these notions.

During the first half of fiscal 1998, demand remained solid. The top companies have been consolidating their market shares during this period, and Dell has emerged from this environment as a leader in market share growth.

Dell is already a leader in online commerce,

You see, all these devices are basically complementary to the PC,

This expansion is an important next step for us to further enhance our global product innovation, and to support our business growth in China and around the world.

A lot of the larger customers are looking at the end of February before major rollouts start taking place. We don't know exactly at what rate the turn-on is going to go, but it looks like February is not going to be tremendously strong for the industry.

A lot of these companies are talking about going direct, but few of them are transitioning significant portions of their business to direct, ... We grew 2.8 times faster than Compaq in servers, 4.8 times faster in notebooks, and 3.2 times faster than Compaq overall.

As we come to the end of the calendar year, industry conditions remain healthy, ... Processor and operating system transitions and component cost declines continue to position our industry for strong customer demand.

All our businesses are doing exceptionally well in an extremely challenging environment,

It's not the right time to do it now, but stay tuned,

Don't be afraid or run away from technology,

The best part was the wisdom of the restaurant owner, which I could capture if I came to work a little early. He took great pride in his work and cared about every customer who came through his door.

It's clearly a bad time for all companies.  I don't have a crystal ball on the economy but investment in technology will continue.  Some business just don't have any business trading.  There's a sorting out process that needs to take place.

It's Darwin. We were forced to do things, based on the resources we had, that were more efficient, smarter, delivered more value. Compaq, if I remember, had about $100 million of funding in its first year. We had $1,000. If you only have a $1,000, you spend each one very carefully.

It's customers that made Dell great in the first place, and if we're smart enough and quick enough to listen to customer needs, we'll succeed,

No matter what happens, the more small devices there are, the more large ones there will be, too, ... All these devices, no matter how large or small they are, go to a server when they get online, which is why we're so focused on servers.

The key to our performance in the fourth quarter was focus. By remaining focused, we have helped our customers benefit from the superior performance, service and value that our unique direct model delivers.

The Internet is probably the most significant thing that has come along,

I'm thrilled to be here. This operation will be the foundation of great success here.

India produces over 200,000 engineers and we see that as an asset for our hardware and software activities.

In the near term, this is not good news

Clearly there is some turmoil and confusion out there that can help us out in the near term,

By all standards it certainly was an outstanding quarter,

But to forecast beyond that ... we don't have a lot of confidence in our ability to do that, so we're not going to give any numbers beyond the first quarter,

Gateway experienced a rather strong year-over-year decline; our cost-structure advantage is quite significant; and our consumer business is not only quite profitable, but growing rapidly, ... Our advantage there appears to be expanding.

for the people, the infrastructure and, of course, the incentives played a role.

I have no doubt that in the future, wearable devices like Fitbit will know my blood pressure, hydration levels and blood sugar levels as well. All of this data has the potential to transform modern medicine and create a whole new era of personalized care.

Wearable devices are here to stay, and they'll only get more sophisticated and effective as they evolve. Until now, most of us have made our health and fitness decisions based on what we think we know about ourselves. Advancements in technology - wearables and otherwise - will eventually take much of the guess work out of healthy living.

I'm pretty active anyway, but I'm also competitive.I used my Fitbit as an example of the innate power of data to turn information into insights and actions.

I'm a big believer in online communities and in user-generated content.

One of the things was to create a kind of amnesty environment.