Company OverviewDell is one of the world's leading computer manufacturers that has transformed and diversified into various business segments over the years. The product line includes Dell PowerEdge servers, Power Vault, Dell EMC storage systems as well as PowerConnect switches for enterprise customers. For home and business customers, products range from Dell Precision workstations, OptiPlex desktops, Dimension desktops, Inspiron and Latitude laptops. Apart from these core products, the company also offers a range of products and services including printers, projectors, Axim handhelds and other accessories. More recently, the company announced plans to explore LCD television/computer monitors as well as digital music players (Annual Report 2004). For over 20 years, the company has always been associated with the design, manufacturing and customization of products and services to satisfy a diverse range of customers, ranging from individuals to corporate and retail businesses. The company's philosophy of treating customers individually has become a management model for other companies. Having gained a leading position in the IT products and services market, the Dell team has always ensured to maintain its marketing strategy of providing standards-based IT solutions (Official Website 2004). Today, Dell is the third largest computer manufacturer in the world. As of January 2004, Dell reports net sales of approximately $41,444 million and 46,000 employees (2004 annual report). Marketing Environment Dell's strategy is global. She is aware that being closer to customers is essential to successfully carry out her marketing strategies as well as to allow her to build a customer base. First, by establishing...... middle of paper ......ds, IT products and services create a difficult need/requirement profile that would be a challenge for Dell. While more and more consumers in developing regions like China, Brazil, France and India appreciate the computerized environment, they also have complex needs. This way, Dell would have difficulty integrating a ubiquitous marketing strategy. Instead, it should maintain a differential but integrative marketing strategy so that the company has a niche in each of the markets in which it produces products. Additionally, Dell must also keep in mind that some of its marketing campaigns would be difficult to achieve due to government regulations and the closed economy of the local industry. For this reason, Dell must re-evaluate its strategic locations that have these limitations by moving to regions with more liberal trade policies (Kraemer and Dedrick 2004).