A Quote by Louis Navellier

I had Dell for four and a half years, and its sales are still phenomenal, but their operating margins started to contract, so I sold it in early 1999. There's nothing wrong with Dell! It's a fine company. It's just the business risk they took.
When we acquired Secureworks, if we had taken it and made all the salespeople into Dell salespeople, we would have totally destroyed Secureworks. Instead, it remained Secureworks but with capital from Dell and access to Dell's customers. And now, it's a great business.
If you think about the history of the PC industry, the PC industry has essentially been nothing but acquisitions by one company or another. Dell is the outlier. Dell built its own culture. They automated themselves to be the most efficient manufacturer.
In taking Dell private, we plan to go back to our roots, focusing on the entrepreneurial spirit that made Dell one of the fastest-growing and most successful companies in history.
When I started in the business in 1999 and 2000, we had companies that were going public in two, three or four years.
There's no other company that could make a MacBook Air and the reason is that not only do we control the hardware, but we control the operating system. And it is the intimate interaction between the operating system and the hardware that allows us to do that. There is no intimate interaction between Windows and a Dell notebook.
Team, it turned out that Michael Dell wasn't perfect at predicting the future. Based on today's stock market close, Apple is worth more than Dell. Stocks go up and down and things may be different tomorrow but I thought it was worth a moment of reflection today.
I started Dell 28 yrs ago with $1000. Revenues in 1984 were $6 million. Last year $62.1 billion. Impossible is nothing.
Microsoft and Dell have been building, implementing and operating massive cloud operations for years. Now we are extending our longstanding partnership to help usher in the new era of cloud computing, by giving customers and partners the ability to deploy the Windows Azure platform in their own datacenters.
People went to Dell for the computers, but they go to Apple for everything… That’s the difference between a transactional company and a transformational one.
I admit that the direct model has done a lot for Dell. That's the only thing the company has ever really accomplished.
We compete with Dell and HP. Now, we are going to compete with Sony and Best Buy. Are we going to be like Best Buy? No. Are we going to be a small Dell? No. We are going to be uniquely Gateway.
I traveled the world ten times over doing something I never thought I'd do in a million years. I found myself in Tokyo, Japan. I (was in) a Dell Computer commercial, the first thing I had ever done, and I fell in love with it. I fell in love with the green screens, I fell in love with (everything). The translator was explaining everything to me. It was a passion like I had never felt before. I came back and it took me five years to really accept that that was okay.
Microsoft's an important partner for Dell, an important company in the industry.
Writing, and especially writing a novel, where you get to sit in a room by yourself with either a pen and a paper or a computer for a couple of years, is a very solitary occupation. You can read sales figures - a hundred thousand books sold, half a million books sold - but they are just numbers.
Two to three years down the road, other companies not on a model like Dell's will be in trouble.
'Island of the Blue Dolphins' by Scott O'Dell had a huge impact on me.
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