ifficulty of the laptop market was the difficult design and the need for high quality work. This was in response the harder conditions placed on a laptop computer.
             A final hurdle in the laptop market was the various feature differences in laptop brands. A majority of companies wanted laptops for their sales forces and automated projects. Small businesses and homebuyers were also buying laptops to replace there out dated desktops. These customers were buying their laptops in retail store instead of phone ordering so they could get a "touch and feel" experience when comparing different brands. This left Dell with three main question about laptops: (1) was it advisable to get into the laptop market, (2) should they aim laptops at the direct market or corporate market, (3) was retail better given the higher margins available?
             The second concern for Dell was the PC LAN server market. The LAN market was the fastest growing, most dynamic, and most competitive market in the computer industry. Major players like Compaq and HP were making the path for consumer acquisition strategy. The factor that set this market a
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