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  • October 2002 (Revised April 2007)
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Dell Computers (A): Field Service for Corporate Clients

By: Frances X. Frei, Amy C. Edmondson and Corey B. Hajim
  • Format:Print
  • | Pages:13
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Abstract

Explores the highly successful PC and low-end server manufacturer's entry into the large-scale server market in the United States. A key difference of this new market is the intense service element required to support the larger hardware. Specifically, the industry standard is to have a technician onsite with a required part within four hours of problem diagnosis. This type of service presents a problem for Dell, as its potential customers are widely dispersed throughout the United States. Should Dell create an in-house field service team to ensure service quality and maintain control of its customer relationships or outsource the field service to a third-party provider? Complicating the issue is the presence of IBM, the biggest player in the large-scale server market.

Keywords

Information Infrastructure; Customer Relationship Management; Job Cuts and Outsourcing; Service Operations; Business or Company Management; Emerging Markets; Problems and Challenges; Service Delivery; Computer Industry; United States

Citation

Frei, Frances X., Amy C. Edmondson, and Corey B. Hajim. "Dell Computers (A): Field Service for Corporate Clients." Harvard Business School Case 603-067, October 2002. (Revised April 2007.)
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About The Authors

Frances X. Frei

Technology and Operations Management
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Amy C. Edmondson

Technology and Operations Management
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