Describes the organizational, strategic and tactical challenges, Dell Computer, as it develops a new laptop computer, which is aimed at home and small business faces. Describes the challenges that the company faces as it tries to manage its customer portfolio as well as its product line profitability. Presents data on the disadvantages that product developers need to make the potential new product in terms of the weight, price and hardware specifications. A unit within Dell, called … Read more »

Describes the organizational, strategic and tactical challenges, Dell Computer, as it develops a new laptop computer, which is aimed at home and small business faces. Describes the challenges that the company faces as it tries to manage its customer portfolio as well as its product line profitability. Presents data on the disadvantages that product developers need to make the potential new product in terms of the weight, price and hardware specifications. A unit within Dell, called the Competence Center for, plays an important role in shaping positioning and pricing for the product line. In many ways, this device the voice of the customer into product development and marketing process. The most important questions at the end of the case are: 1) Should the laptop be introduced? 2) When it is introduced, how should it be configured? and 3) How should the product be priced?
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from
Jacquelyn S. Thomas,
Michael Rosenstein
Source: Stanford Graduate School of Business
22 pages.
Release date: 01 September 1998. Prod #: M293-PDF-ENG
Dell Computer: Inspiron Product Development HBR case solution

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