company started off by using the direct sales model for upgraded versions of IBM-compatible PCs. However, within a year it was selling its own brands of PCs. Most of Dell's customers in the 1980s were hobbyists and experienced PC consumers. By 1990, Dell had captured a significant share of the corporate PC market. The direct sales model was particularly appealing to IS/MIS departments in large organizations that rarely needed the various services provided by corporate resellers. In the early 1990s, Dell briefly augmented its direct sales by using a retail channel for marketing and distribution, but this was abandoned after a business downturn. Despite its evolution (with some trials and errors) over the years, Dell has faced the constant challenge of creating and continuously upgrading of a world-class manufacturing infrastructure while simultaneously developing a good reputation in the marketplace against bigger and better-known rivals.
             Significantly though, Dell did not have to compete directly against the more established PC manufacturers. They continued to concentrate on product design and after-sales service even as Dell's energy went into providing an affordable product
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