Encyclopedia of Computer Science and Technology

140 Dell, Inc.User Interface—The “Front End”All the data and tools in the world are of little use if theuser cannot work with it effectively (see user interface).Information or the results of queries or modeling must bedisplayed in a way that is easy to grasp and use. (A spreadsheetwith nothing highlighted or marked would be a poorchoice.) Graphical “widgets” such as dials, buttons, sliders,and so on can help the user see the results and decide whatto look at next (see digital dashboard).Another key principle is that decision making in themodern world is as much a social as an individual process.Therefore a DSS should facilitate communication and collaboration(or interface with software that does so).A variety of specialized DSSs have been developed forvarious fields. Examples include PROMIS (for medical decisionmaking) and Carnegie Mellon’s ZOG/KMS, which hasbeen used in military and business settings.Further ReadingGreenes, Robert A., ed. Clinical Decision Support: The Road Ahead.Orlando, Fla.: Academic Press, 2006.Gupta, Jatinder N. D., Guisseppi A. Forgionne, and Manuel Mora T.,eds. Intelligent Decision-Making Support Systems. New York:Springer, 2006.Power, D. J. “A Brief History of Decision Support Systems.” Version4.0. Available online. URL: http://dssresources.com/history/dsshistory.html. Accessed September 10, 2007.Turban, Efraim, et al. Decision Support and Business Intelligence Systems.8th ed. Upper Saddle River, N.J.: Prentice-Hall, 2006.Dell, Inc.Dell Computer (NASDAQ: DELL) is one of the world’s leadingmanufacturers and sellers of desktop and laptop computers(see personal computer). By 2008 Dell had morethan 88,000 employees worldwide.The company was founded by Michael Dell, a student atthe University of Texas at Austin whose first company wasPC’s Limited, founded in 1984. Even at this early stage Dellsuccessfully employed several practices that would cometo typify the Dell strategy: Sell directly to customers (notthrough stores), build each machine to suit the customer’spreferences, and be aggressive in competing on price.In 1988 the growing company changed its name toDell Computer Corporation. In the early 1990s Dell triedan alternative business model, selling through warehouseclubs and computer superstores. When that met with littlesuccess, Dell returned to the original formula. In 1999 Dellovertook Compaq to become the biggest computer retailerin America.Generally, the Dell product line has aimed at two basicsegments: business-oriented (OptiPlex desktops and Latitudelaptops) and home/consumer (XPS desktops andInspiron laptops, and in 2007, Inspiron desktops).Challenges and DiversificationAround 2002, Dell, perhaps facing the growing commoditypricing of basic PCs, began to expand into computerperipherals (such as printers) and even home entertainmentproducts (TVs and audio players). In 2003 the companychanged its name to Dell, Inc. (dropping “Computer”). Dellalso experienced an increase in international sales in 2005,while achieving a first place ranking in Fortune magazineas “most admired company.” However, the company alsomade some missteps, losing $300 million because of faultycapacitors on some motherboards. Earnings continued tofall short of analysts’ expectations, and in January 2007Michael Dell returned as CEO after the resignation of KevinB. Rollins, who had held the post since 2004.Meanwhile, Dell has made further attempts at diversifyingthe product line. In 2006 the company began, for thefirst time, to introduce AMD (instead of Intel) processorsin certain products, and in 2007 Dell responded to customersuggestions by announcing that some models couldbe ordered with Linux rather than Microsoft Windowsinstalled. Also in 2007, Dell acquired Alienware, maker ofhigh-performance gaming machines.Dell has struggled to boost its sagging revenue as itlost ground to competitors, notably HP. Known primarilyas a mail-order and online company, Dell has announcedthat it will also sell PCs through “big box” retailers suchas Wal-Mart.Dell continues to receive praise and criticism from variousquarters. On the positive side, the company has beenpraised for its computer-recycling program by the NationalRecycling Coalition. Dell products also tend to score at ornear the top in performance reviews by publications suchas PC Magazine.On the other hand, there have been complaints aboutDell’s technical support operation. Technicians apparentlyfollow “scripts” very closely, making customers take systemsapart and follow troubleshooting directions regardlessof what the customer might already know or have done.The increasing “offshoring” of support has also led to complaintsabout language and communication problems.Further ReadingDell, Inc. Available online. URL: http://www.dell.com. AccessedSeptember 10, 2007.Dell, Michael, and Catherine Fredman. Direct from Dell: Strategiesthat Revolutionized an Industry. New York: HarperBusiness,2006.Holzner, Steven. How Dell Does It: Using Speed and Innovation toAchieve Extraordinary Results. New York: McGraw-Hill, 2006.demonThe unusual computing term demon (sometimes spelleddaemon) refers to a process (program) that runs in thebackground, checking for and responding to certain events.The utility of this concept is that it allows for automation ofinformation processing without requiring that an operatorinitiate or manage the process.For example, a print spooler demon looks for jobs thatare queued for printing, and deals with the negotiations necessaryto maintain the flow of data to that device. Anotherdemon (called chron in UNIX systems) reads a file describingprocesses that are designated to run at particular datesor times. For example, it may launch a backup utility everymorning at 1:00 a.m. E-mail also depends on the periodicoperation of “mailer demons.”