Percentage Market Share Grabbed in the growth years 1996 to 2000
| Vendor | Home-DT | Home-LT | Commercial-DT | Commercial-LT | Servers | MarketGrabbed | %Grabbed |
| Dell | $1,274.82 | $438.91 | $7,532.24 | $3,355.98 | $1,888.20 | $ 14,490.15 | 94.1% |
| Compaq | $1,921.67 | $741.98 | ($220.98) | ($173.08) | $2,002.75 | $ 4,272.34 | 27.7% |
| HP | $3,163.63 | $246.90 | $42.53 | $476.81 | $193.71 | $ 4,123.58 | 26.8% |
| Gateway | $1,858.67 | $149.92 | ($525.99) | $482.43 | $46.72 | $ 2,011.75 | 13.1% |
| Sony | ($42.60) | $492.69 | $102.24 | $819.03 | $0.00 | $ 1,371.36 | 8.9% |
| IBM | ($1,079.34) | $54.96 | ($206.32) | $970.38 | $646.49 | $ 386.17 | 2.5% |
| Fujitsu | $0.00 | $34.24 | $0.00 | $19.04 | $0.00 | $ 53.28 | 0.3% |
| | $0.00 | $0.00 | $0.00 | ($364.11) | $2.18 | $ (361.93) | -2.4% |
| Toshiba | ($281.21) | ($268.01) | $73.53 | ($1,032.00) | $34.97 | $ (1,472.72) | -9.6% |
| NEC | ($3,308.49) | ($14.11) | ($1,068.95) | ($603.99) | ($50.08) | $ (5,045.62) | -32.8% |
| Total Market | $1,963.62 | $1,813.94 | $3,031.13 | $2,964.27 | $5,624.61 | $ 15,397.57 | 100.0% |
| Sample Firms | $3,507.15 | $1,877.48 | $5,728.30 | $3,950.49 | $4,764.94 | $ 19,828.36 | 128.8% |
DT – Desktop; LT – Laptop (Portable)
The table gives you the values for each vendor the difference between its revenues in 2000 and 1996
The total market row gives you the growth in the market for each segment between 1996 and 2000
i.e. the total market grew by approximately $15 billion in the 5 year period 1996 to 2000
The %Grabbed column indicates the percentage of the total market grabbed by each firm in those 5 years
Dell and Gateway were the only two major competitors who were solely direct. Dell had an outside sales force that courted the large and mid-size businesses; it’s primary markets. All consumer and small business sales were handled by internal phone sales and also, after 1995, the Internet. The second half of the 1990’s witnessed the triumph of the direct model. By 2001, Dell was selling more than $50 million per day through its website (more than 50% of its $31 billion per year) and delivering more than 50% of technical support over the web. Dell held less than 5 days worth of inventory. It received payment from customers before it paid its suppliers, providing a negative cash conversion cycle of 8 days and helping to give it a 12% cost advantage over rivals. Since 1999 Dell also had held the #1 rank in customer satisfaction as it aggressively used the information it captured through the direct-customer contact model to segment its customer base and closely align its products, technical resources, support and service to those segments. Dell displaced Compaq to become the #1 US PC vendor in 2001.
dell inc. are very consious about their customer needs. they try to not lose their loyal customer. my family are dell customer and we are satisfy about their services .
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