TRANSACTIONAL PG Defining a better way……. WW Review Process Defining a better way……. WW Review Process Austin, 21-Nov-00. Marisa Manheimer & Per Lund

TRANSACTIONAL PG Dell Confidential 2 n Provide an overview of recent launch mishaps for Dimension and Inspiron launches/reviews n Share recommended improvements to global reviews process to attain more WW media coverage and increase leads n Attain buy-in for action plan Objective

TRANSACTIONAL PG Dell Confidential 3 Recommendations n Add headcount and improve facilities n Significantly improve RAP Lab Processes n Deployment and Evangelism of On-line Tools n Product Marketing/COC Awareness from Tops Down

TRANSACTIONAL PG Dell Confidential 4 Recent Launch Mishaps n Dimension 8100 Launch l Performance scores not stellar in reviews at launch s Improve benchmark comms with the regional COCs and RAP lab – EMEA RAP to participate more heavily in early benchmarking – EMEA COC and RAP to increase participation in config decisions – EMEA COC to contribute to Performance Testing Requirements l Limited coverage in regions at time of launch s Components unavailable to meet PR deadlines – Improve awareness in PDG of need to procure early samples for press n Inspiron 4000 Launch l Eval units arrived at BU after RTS l Problems with early units included NIC, damaged screens, color kits and logos missing, e-support button not working etc. n Inspiron 8000 l Eval units arriving after RTS

TRANSACTIONAL PG Dell Confidential 5 State of the Union Pub follow-up Tracking/Metrics Collections/Re-Use Recommended Solutions: 1.Headcount 2.RAP Lab Process Improvements—Tiger Team 3.Deployment and Evangelism of ‘Tools of the Trade’ 4.Product Marketing/COC Awareness from Tops Down 1 & 4 3 & 2 1 & 2 1 & 3 1 Opportunity Identification & Launch Plan On-time System Delivery to RAP Lab for Launch Coverage On-Time System Deliver from RAP Lab to BUs Product Right to Win Reivew? Mix? PG Marketing, Planner, PM RAP Lab Americas/EMEA RAP Team COC, BU PR, RAP Public Relations Owner Action/ Process Point Regional Status Solution#

TRANSACTIONAL PG Dell Confidential 6 Our recommendations #1 n Problem l Missteps in recent launch coverage because no SPOC for EMEA product reviews and Poor facilities/pay for EMEA RAP Lab l Continually late product review submissions for APCC due to no RAP Lab*** n Symptoms l Limited EMEA coordination and prioritization s Between BUs Between LOBs l Inconsistent EMEA communications s Central PR? to BU PR CoC to RAP and BU PR s Americas RAP to EMF RAP RAP to Bus Marketing/PR l Reactive versus Proactive s Little regional goal setting, delivery Product Launch Plans, and analysis of reviews coverage s Low EMEA RAP Lab pay and very poor working conditions offer little incentive for improvement n Solution l Hire a dedicated PR Manager in each region to manage Transactional LOBs s Europe – One HSB PR person within Dell, preferably reporting into Europe PR team and managed by the CoC s APCC & Japan – One HSB PR/RAP Lab person in Penang »High technical expertise to function as a virtual RAP Lab, tuning all HSB systems – Centralize on one PR agency if results in greater efficiency l Increase headcount and pay of EMEA RAP Lab l Move EMEA RAP lab to report to??? Move facility l Fix EMF lab facilities to provide improved working environment to stunt rapid turnover Add Headcount/Facilities Improvement Owner: Per Cost (fixed): $TBD Cost (ongoing): $120K (2 PR heads) Timing: Q1

TRANSACTIONAL PG Dell Confidential 7 Our recommendations #2 n Problem l Because there is no clearly defined process and procedures that are understood by all regional participants in the reviews process, all BUs are missing opportunities to win n Symptoms l EMF wants to shed Lab costs to reduce opex and headcount l RAP Lab employees at very junior level - A4 l Main interface with UK/Ireland BU confined to 3 lab people (technicians x 2 and expediter) - little visibility of responsibilities of others in the group l No analysis performed l Lab is assessed on output rather than quality l No benchmarks communicated back to BU l Lab does not use specific benchmarking software l Lab team are sometimes seconded to work in other Engineering areas and feel that their work is not understood within EMF l Little investment and no budget available for training or visiting magazine labs - lab members have been refused permission l Many issues and difficulties escalated to BU to sort l We have had occasions where machines shipped out without checking l IBU and COC Marketing Managers and tech support/engineering personnel end up retaining PR and RAP lab responsibilities in addition to their other duties and may not be trained in that field s No media training or Technical training s Maintaining press relationships, being aware of most updated performance info, l Processes are often sidestepped in order to meet deadlines n Redefine roles and responsibilities l Create a RAP Team in EMEA not just a RAP Lab s Include COC, BU Marketing/PR Managers, HSB PR (new), RAP Lab l Define specific duties to foster more accountability, buy-in, accuracy, and prevent further inconsistencies with sales plans and marcom messaging. n Solution l Define specific duties to foster more accountability, buy-in, accuracy, and prevent further inconsistencies with sales plans and marcom messaging. l US RAP Lab lead to spend time in EMEA RAP Lab to conduct complete audit including coaching of individuals, review of individual responsibilities and roles/workflow of each individual l RAP Lab needs closer integration and visibility with COC - mandatory monthly meeting when PMs visit EMF for MSP pricing with immediate effect l RAP Lab supervisor to work with Employee Comms to raise visibility of award wins through newsletter and posters RAP Lab Process Improvement Owner: Marisa Cost: $30K/yr (travel) Timing: Starting January (Ongoing )

TRANSACTIONAL PG Dell Confidential 8 Cont’d--Our recommendations #2 Solution l Define specific duties to foster more accountability, buy-in, accuracy, and prevent further inconsistencies with sales plans and marcom messaging. l US RAP Lab lead to spend time in EMEA RAP Lab to conduct complete audit including coaching of individuals, review of individual responsibilities and roles/workflow of each individual l RAP Lab needs closer integration and visibility with COC - mandatory monthly meeting when PMs visit EMF for MSP pricing with immediate effect l RAP Lab supervisor to work with Employee Comms to raise visibility of award wins through newsletter and posters l Create a RAP Team in EMEA, AP, Japan to create accountability and expertise for reviews s Owned by Regional PR Manager s Attended by BU Marketing/PR; RAP Lab, COCs, Americas RAP or PG Marketing when necessary s Weekly concalls/meetings s Agenda-Sharing of benchmark information, Prioritizing eval units, updating rev guide, press unit status reporting RAP Lab Process Improvement Owner: Marisa Cost: $30K/yr (travel) Timing: Starting January (Ongoing )

TRANSACTIONAL PG Dell Confidential 9 Our recommendations #3 n Problem l Regions are not equipped with the tools needed to manage planning for reviews and reporting reviews outcomes resulting in chaos. l No way to measure successes & failures n Symptoms l Communication goals, regional deadlines, contingency plans all unknown. No one accountable. l Without tool to help Labs prioritize, no LOB or BU get priority. He who screams loudest receives product. l Limited measuring reviews effectiveness s Little tracking, accountability, visibility, or metrics n Solution l Develop, Fund, Deploy, Evangelize “Tools of the Trade” s WW Reviews Plan Template (goal setting, allocation preparation) s Opportunities Web database (eval unit tracking) s Awards & Reviews Reporting Web site (tracking/searchable) Tools of the Trade Owner: Marisa Cost: $30K/yr (travel) Timing: Starting January (Ongoing)

TRANSACTIONAL PG Dell Confidential 10 BUT……………. n Problem l No IT owner for already launched Awards & Review site (EMF/AMF) s Need owner/funding to deploy to regions l Opportunities Database (EMF/AMF) is not IT-friendly (Linux) s Need $75K to make dbase IT-friendly to deploy to regions n Symptoms l Awards & Reviews site and Opportunities Database only 50% deployed. s Regions are bought in to use it but can’t re-engage without owner and money. n Solution l Scope costs l Get agreement on splitting costs between PR/PG l Find a new home for databases when funding available s Hire web resource for RAP lab s Determine which IT group to own s Hire a contractor Tools of the Trade Financing Owner:Marisa Cost: $200K (awaiting final # from IT) Timing: Starting January (Ongoing)

TRANSACTIONAL PG Dell Confidential 11 Our recommendations #4 n Problem l Attrition, lack of expertise, resources (time & money) have contributed greatly to the lack of understanding of the product reviews process resulting in missed or poor reviews. n Symptoms l EMEA RAP Lab unaware of issues affecting system performance, what is shipping what’s not, priorities for systems to be shipped from EMEA lab. l No one taking responsibility when a review turns out poorly. n Solution l Determine how to make RAP Team accountable for good/bad reviews to foster awareness with execs s Monthly/quarterly presentations to execs s Performance Plans for Product Managers, PR Awareness Building Owner:Marisa Cost:$30K/yr (travel) Timing: Starting January (Ongoing)