Kevin Rollins Quotations

So when we go into a large hardware bid, there is usually a services component that is part of that. So as we enter these deals, we tend to talk about the capabilities and what else needs to be done, and from there the bid might expand beyond hardware to the services.

Well, you would have to say what is the criteria to determine the success of any merger? It would have to be that the companies are stronger financially, that they took market share, and they are on a very steady footing in terms of their performance.

What we learned several years ago was that one of our weaknesses would be if we didn't develop enough people with the know-how to run our company, it would come to the point where we would just stop.

It might take some here and there, but Apple's market share in the global computer business has really shrunk pretty far, and where they've been making success recently is not in the computer business but in the iPod music business.

Over the last several quarters we have been growing faster in Asia and Europe than any other place on the planet. We have 18 percent of the global PC share, about 12 percent in Europe, and 8 percent in Asia.

I believe that one-product wonders come and go.

The weakness in the company is if we fail to execute.

I am sure there will come a time when we are going to use AMD. The products have been getting better. The acceptance is getting better. But we have not been suffering as a company for either growth or profitability because we haven't had AMD.

Our goal is to leverage what is already out in the field in terms of partners, but then hire in project management capability and a bit of technical capability.

There would not be enough talent that's educated, developed and ready to take on the next leadership challenge, and it would cap our growth. Now we've put programs in place not to have that happen, but that could be a weakness.

We think we have a responsibility. And I think it's important for all of us in the Western world to realize that we've all been blessed a lot and if you go to these parts they don't have a lot, even before the tsunami.

Most of the services staff is for the larger corporations, not so much for small and medium businesses because they cannot afford an extensive services army.

I think right now the jury is out on where and how much profit is available in the consumer electronics industry, because if you look at the current consumer electronics players, the biggest ones on the planet struggle to make profit consistently.

Intel's still our main partner. We have not announced anything with AMD and don't have anything planned, but we're constantly being aware to make sure our customers get the best technology.

We are No. 1 worldwide by quite a margin on the client side and expanding, according to IDC and others, every single quarter. Our expectation is that the industry will consolidate and that more of our competitors will exit.

You cannot have companies where many of the largest ones lose money indefinitely without someone finally waving the white flag, and IBM is the most recent example of that.

We own 18 percent of just the PC business. Now that's only about 60 percent of our business today.

Everyone wants to talk about it, and right now music, flat-panel televisions, a whole host of new handheld devices are fun to talk about and very exciting to look at.

I'm the one who made many of the bold comments that we'd seen the technologies from AMD as pretty good. Their technology in many areas was leading. But those are transient.

We believe that the fundamentals of our business are still very healthy, and we did beat analysts estimates in terms of our earnings, and saw an opportunity to make a little more money with some slowness in Europe and the government sector. In the second half, we're still confident that the target and goal we have talked to the Street about, the 30 percent growth, is achievable, and believe that seasonally the second half is better, and will be this year as well,

We believe that's a very healthy growth rate for a company of our size and our complexity,

We remain confident and optimistic about our business,

When we got out there (Tuesday), the weather had turned kinda bad. It was cold and windy and not at all like the weather we'd practiced so well in during the past few days. We're just glad to see the kids still perform and not get thrown off by anything, then go out and get the win.

We're extremely pleased with the success of the launch of XPS, ... Customers are not really interested in the trailing edge of technology. What they really want is great technology, the leading edge.

We're not announcing that the market is swinging up.

We're seeing healthy demand in key segments of our business, ... Overall it was a pretty strong quarter and there were not a whole lot of surprises for us.

We're seeing a little bit of a glimmer of hope but I don't think we're quite at a point where we're suggesting a turnaround.

The extra week gave us a little bit of a pop.

Much of the industry's quarterly growth was at the low ends of the desktop and notebook categories, which offer little if any profitability. Dell met its operating targets by pursuing profitable growth.

I got myself in a bit of a pickle with people holding me to the early part of that date.

From electronic health-care records to drug interaction databases, we're already seeing the positive role that technology can play in modernizing our country's health-care system while protecting patient privacy. Carried out in the right way, these recommendations can bring about continued improvements to traditional health care that will benefit patients and providers.

If that agreement and relationship expand, so be it. It could be a good thing, (but) we don't have anything to announce.

It has been a very exciting time here in India, running customer support and internal software development centers.

Our teams in India have integrated well with Dell's operations.

Our success in countries such as China and Germany shows the Dell direct business model is preferred by customers in all regions and provides us with a unique advantage and opportunity for continued growth.

Our goal has always been to be very aggressive on pricing and make sure we're growing.

Our operating performance was again exceptional by any comparable measure. ... However, we hold ourselves to higher standards.

Our mindset always says it's not how big the market is but how profitable it can be as the key determiner of whether or not we want to be in it.

Supply costs have flattened somewhat, but our competitive advantage has not.

that business has been in and is in a transition phase this year, and a real positive sign was that this quarter. Profits improved in Europe by 24 percent over the first quarter. That's the first step in the transition. We've got a management team that is coming together and we believe that by the fourth quarter, we'll be in very good shape to accelerate growth; and so right now we're very hopeful and positive and the transformation is on track.

We now have excellent balance, and the focus is on our enterprise products.

We intend to grow and we intend to take share. We're not seeing any slowdown or any abnormal situation.

While we're disappointed that we didn't reach our initial revenue target for the quarter, we are very pleased with our ability to deliver industry-leading profitability and consistent growth and earnings,

We drove a better balance across all price points of our products and greater operational efficiencies this quarter, and performed at the high level of execution we expect for ourselves. Our success in countries such as China and Germany shows the Dell direct business model is preferred by customers in all regions and provides us with a unique advantage and opportunity for continued growth.

We are not seeing anything fundamentally that's slowing the market down. We just think ... with the normal seasonality changes and the size of our company, this is a good forecast for the market.

We are disappointed that we didn't hit all of our numbers for the quarter, but we're always looking for better ways to improve the efficiencies of our business,

When I was growing up there was a product made by Sony called the Sony Walkman - a rage, everyone had to have one. Well, you don't hear about the Walkman anymore.

We've had a few challenges. We'll be back.

We've not announced anything. We're always open, we're always looking.

We have a 3-4 percent market share in India.

We do not intend to chase low-end non profitable business,

We don't think the competitive environment has fundamentally changed a lot. Some of the lowering of average selling price was our fault. We got a little bit more aggressive than we needed to.

Component costs fell at an unprecedented rate last year, and we gained significant new business from passing those declines to customers more rapidly than anyone.

And when the customers demand technology we move and adopt it. And right now since we're focused mostly on corporations they are not demanding it.

is much smoother and much more consistent over time.

Dell's growth in Oklahoma City is testament to the superior service that our customers receive from the dedicated employees who have become part of our team here in Oklahoma City.

Dell's business model is potent in all economic cycles,

Dell continues to make investments in facilities, employees and communities here in the United States and abroad so we can exceed our customers' expectations at every turn,

As a management team, we deem this unacceptable and have established aggressive goals and implemented programs designed to drive personal accountability across the entire organization.

The weakest part of our overall business is in U.S. corporate sales in general, probably desktops,

This move places us closer to our customers in a market that presents excellent long-term growth opportunities for Dell.

At Dell, we're on a mission to find, hire and develop diverse talent. Thurmond has galvanized our internal belief that to be a successful company and a great place to work, Dell must leverage the similarities and differences of employees. The Austin Area Urban League could not have picked a more deserving recipient of its 2006 Whitney M. Young Junior Award.

As we continue to attract new customers worldwide, our team in India has played a vital role in the company's operations.

As we look at the dynamics of the industry...we see normal seasonal trends (and) good growth, healthy growth. And if what people are saying about our competition and the industry being down, we're probably taking more share this quarter than we anticipated.

The U.S. consumer business didn't grow that fast this quarter, but it's still a great business,

After the second quarter, we took a hard look at execution and made changes to balance our pricing and product range, ... We implemented improvements to increase efficiency and drive lower operating expenses, and we focused resources to improve customer support. We are already seeing results including the consolidation.

If you look at Internet companies today that have no earnings but have a lot of stock value and the high cost to buy them, we can't see in our business model where it makes a whole lot of sense,

In the enterprise, the trend is towards smaller, more powerful standardized systems where Dell is uniquely positioned.

And our size: The company this year is going to be close to $50 billion, so if that's the case and you can continue to grow that fast, I would rather put my energies to solving customer problems and growing our business than worrying about integrating and laying people off.

The first quarter is always the toughest quarter for us.

The market is in a very strange mood, and so with earnings and revenue growth estimates, it's pretty hard to predict how the market's going to react to a company's earnings and revenue growth rate right now,