Dell has three main concerns: (1) Weather to enter the laptop market and
             how to go about selling them and who to sell them to, (2) How to strategize their entry into the LAN server market. More importantly how to market the servers. How to devise a strategy concerning how they would advertise to consumers, sell to corporate America and service LAN customers (3) How to further capitalize on their current position in the international marketplace and how to increase their presence in the countries they weren't in yet.
             Dell also needs to consider that they are currently weaker than before and are in a threat position where they could be taken over. Or they could exercise an opportunity to enter a Joint Venture with another company or two like themselves.
             I recommend that they spend money to make money, which means they should fully enter the laptop market on an international scale. They should definitely manufacture the LAN servers and market them to their current desktop customers as well as other new customers. And they should launch an international campaign and continue to expand their name till the flat ends of the Earth.
             In 1993 major issues for Dell were how to decipher the balance and importance between laptops, desktops, and servers.
             First, was what to do about their laptop market. They launched their new notebook in 1994 and it was received well but the laptop market differed greatly from the desktop market. Gross margins for the laptop market were 3 to 5 percentage points higher for laptops that they were for desktops. The manufacturing process was also very different from that of desktops. This different process cut down on Dell's ability to customize laptop computers for customers. Dell's assembly line added the processor, memory, software, and hard drive after the motherboard and display were received from an outside vendor. With laptops it was an all in one package. Adding to the d...