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

2. TRANSACTIONAL PG Dell Confidential 2 n Objective l Provide an overview of the worldwide product reviews situation/process l Share recommended improvements to global reviews process to attain more WW media coverage and increase leads l Attain buy-in for action plan Objective

3. TRANSACTIONAL PG Dell Confidential 3 Situation Analysis-Resources/Ownership n Regions are under resourced for their reviews deliverables 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? Tech training? s Maintaining press relationships, being aware of most updated performance info, l Reviews specialist (specifics) job different than PR job (generalist) l Processes are often sidestepped in order to meet deadlines n Regional Ownership (perhaps this would better be represented graphically) l Americas-Segment PR/PG l Latin America-COC/PR/PG l EMF-COC/PR/Manufacturing l APCC-COC/PR/Engineering l Japan-COC l Brazil-COC/Manufacturing

4. TRANSACTIONAL PG Dell Confidential 4 Overall Recommendations n Identify best practices for process, tools, and documentation l Good handle on successful Americas process…examples of good/bad l More research needed l Regional Informational gathering Tour (visit regions together) n Add resources to focus on reviews l At least one technical person for APCC/Japan in lieue of a RAP lab l Improve EMF lab facilities to provide bigger/better working environment to stunt rapid turnover l Increase/Add regional PR headcounts to manage reviews l Determine how/where to attain budget l Americas to provide assistance with configuration recommendations n Consistent, Timely Global Messaging on Issues and Product Positioning l Ensure all information is posted on RAP Lab Web site and is current l Product Marketing to improve delivery time of reviewers’ guides, product positioning, NDA presentations to regions to enable translation and tailoring for region-specific messaging n Clarify Roles/Responsibilities l Weekly calls need to be staffed appropriately and have more structure

5. TRANSACTIONAL PG Dell Confidential 5 Regional Action Plan n Define/Understand priorities in each region l Tailor NDA presentations for each region/country—requires proactive feedback from regional PR l Determine importance of reviews in each region/country s Research/working closely with regional PR and COC l Provide list of top reviews (when) /pubs for each region n Foster closer relationship with regional press l Provide more 1 x1 briefings instead of press events to improve relationship (resource driven) l Send familiar PG representatives for NDA presentations instead of new person each launch l Regional PR to provide feedback to PG (Marketing/RAP Lab) upon return from each press tour (Trip report) n Launch Opportunities Web Database WW l Documents entire launch process from a reviews perspective l Formalizes sign-off process for product/peripheral samples/delivery l Reports any changes in product status and adjusts sample delivery schedule accordingly l Captures review results and reports to awards/reviews web site (capable of translation to English?)

6. TRANSACTIONAL PG Dell Confidential 6 Cost n On this slide, detail cost associated with adding more headcount to RAP Lab, paying current headcount more $, adding Regional COC PR headcount, moving RAP Lab to report to another area & improving RAP Lab facilities. n Costs associated with Reviews Program l Headcount s Reviews Specialist, Lab personnel, management, collections s Add spreadsheet here l Equipment s Lab facilities, benchmarking partnerships?, test beds, pre-production systems and components

7. TRANSACTIONAL PG Dell Confidential 7 Why not winning?? Or delete slide n ???????????????? n Transactional 10 Commandments: #6 Win Reviews l Positive reviews coverage reduces Cost Per Lead and drives leads n Invest in headcount to win reviews n Barriers to winning reviews in regions l Headcount s RAP Lab s HSB PR l Well-Defined process for all stages of fulfilling a review opportunity l Non-structured and limites communication between regions on best practices resulting in s Duplication of mistakes and little improvement s Wasted time and money

8. TRANSACTIONAL PG Dell Confidential 8 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 l Limited coverage in regions at time of launch s Components unavailable to meet PR deadlines 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

9. TRANSACTIONAL PG Dell Confidential 9 A WW snapshot Insert a ABC D etc AP Japangreenred etc Europe US Not sure what this is? A slide of how we are doing WW?

10. TRANSACTIONAL PG Dell Confidential 10 Our recommendations n One dedicated HSB/Transactional PR Manager in each region who covers Dimension, Inspiron, I-LOB l Europe s One HSB PR person within Dell s Preferably reporting into Europe PR team s Managed by the CoC l AP & Japan (including China) s One HSB PR person within Dell s Reporting into the AP PR team s Managed by the CoC l Americas s Already has sufficient headcount #1

11. TRANSACTIONAL PG Dell Confidential 11 Our recommendations n Tighten up the responsibilities in the EMF RAP lab l Report to a function that is more dependant on the eval unit process, I.e PR ???? #2

12. TRANSACTIONAL PG Dell Confidential 12 Our recommendations n Communication Issues: l Start using the online eval unit tool l Weekly calls between EMF RAP lab and US RAP lab s Facilitator s Agendas n Prioritization issues l Review opportunity roadmaps will ensure most of this l Conflicts to be resolved through centralized HSB PR person and Relationship PR person #3

13. TRANSACTIONAL PG Dell Confidential 13 Review Process Order with timing Check order Build order Localize Identify opportunity Identify timing Ship from US to local RAP Tune Ship to BU Local quality check Ship to mag Follow up reporter Win/lose statistics 10 top magazines in country What feature will we shoot at? When do we need that unit in order to make the feature article Use the online tool Add specific info Correct config -> roadmaps ? Use the online tool Add specific info 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. Use the online tool Add specific info Use the online tool Add specific info Return of System and re-use 14. local drivers local software offering (in Engl). Benchmark optimization Correct software & drivers installed Include air bill number, online tool Notify receiver of delivery Visual inspection Turn on system to see it boots Ideally hand carry and deliver with long lead press event Include air bill Arrived in time? What does he think? Who to contact Use the online tool When is it due back? Where will it go next?

14. TRANSACTIONAL PG Dell Confidential 14 1. Identify Opportunity n Top ten review magazines in the country l Does not need to be “pure” PC magazines l Owner: Local PR and local agency Inspiron’s Top 10 * 1.PC Magazine (1.2M) 2.PC World (1.1M) 3.Smart Business (28K) 4.Mobile Computing (150K) 5.Computer Shopper (561K) 6.Laptop Magazine (LGB&H) (45K) 7.Windows Magazine (804K) 8.C/NET (on-line) 9.Maximum PC (300K) 10.ZDNet/Family PC (on-line) - Monthly circulations in parentheses Inspiron’s Top 10 * 1.PC Magazine (1.2M) 2.PC World (1.1M) 3.Smart Business (28K) 4.Mobile Computing (150K) 5.Computer Shopper (561K) 6.Laptop Magazine (LGB&H) (45K) 7.Windows Magazine (804K) 8.C/NET (on-line) 9.Maximum PC (300K) 10.ZDNet/Family PC (on-line) - Monthly circulations in parentheses US Example for illustration purpose only

15. TRANSACTIONAL PG Dell Confidential 15 2. Identify Timing n A review calendar with the feature article deadlines n Roll back to when they need the system in order to get into the feature article l Roll back to when we need to ship to magazine, to ship to BU, to ship to local RAP lab etc. n Owner: Local HSB PR person US Example for illustration purpose only

16. TRANSACTIONAL PG Dell Confidential 16 3. Order Eval Systems n Use the online tool (new) l Enter as much information as possible l Be accurate on prioritization. Overall prioritization (WW) will be done by PG Marketing after all inputs. l Orders done by each BU. The regional CoC has full visibility and gives guidance for platform timing etc in weekly marketing calls. Owner: Country Product Manager

17. TRANSACTIONAL PG Dell Confidential 17 4. Check Order n Does this order line up with the different roadmaps (processor, HDD, screen etc)? n Are the high end systems correctly reflected? n Review with PG marketing team and Technology Evangelist. Give guidance where needed. n Owner: PG Marketing

18. TRANSACTIONAL PG Dell Confidential 18 5. Build Order n Build in US RAP lab or just send parts to local RAP lab? n Prioritization vs other LOB’s l Bi-weekly WW calls about RAP lab capacity and issues s Facilitator from US (Marisa) with specific agenda n Depending on shortest path solution: l What is required to meet the deadlines? l All orders for EMF should not stay longer in US RAP lab than necessarily -> no tuning, no software loading l All orders for AP/Japan should be complete when they go out from US Rap lab. Owner: US RAP LAB

19. TRANSACTIONAL PG Dell Confidential 19 6. Ship from US to Region RAP lab Owner: US RAP LAB

20. TRANSACTIONAL PG Dell Confidential 20 7. Localize n EMF: Add local software offering (OS is still English in many cases due to driver availability) n AP/Japan: Localized in US. Mainly a US machine. Owner: Europe: EMF RAP LAB AP: ?? Japan: ??

21. TRANSACTIONAL PG Dell Confidential 21 8. Tune n Run the benchmark optimization for the loaded hardware and software. n Ensure correct drivers and software are installed (check for last minute driver updates) Owner: Europe: EMF RAP LAB AP: ?? Japan: ??

22. TRANSACTIONAL PG Dell Confidential 22 9. Ship to BU n Notify parties (BU Product Manager) Owner: Europe: EMF RAP LAB AP: ?? Japan: ??

23. TRANSACTIONAL PG Dell Confidential 23 10. Local Quality Check n All systems needs to be visually inspected before sending them to the press n All systems needs to be turned on before sending them to the press n Include a note about the press’s contact person in case of issues with phone numbers etc. n Always check (if applicable): l Network card l Resolution setting l Fragmentation of drive l E-support Owner: Country Product Manager

24. TRANSACTIONAL PG Dell Confidential 24 11. Ship to Publication Owner: Country Product Manager

25. TRANSACTIONAL PG Dell Confidential 25 12. Follow up with reporter Owner: Country Product Manager & local PR

26. TRANSACTIONAL PG Dell Confidential 26 13. Win/lose statistics Owner: US: HSB PR Europe: PR Agency Asia:HSB PR

27. TRANSACTIONAL PG Dell Confidential 27 14. Return of system and re-use n When does the system come back from the publications? Who tracks and follows up? n Where will the system go after we get it back? n Who will fine tune the system again? Owner: Country Product Manager & local PR

28. TRANSACTIONAL PG Dell Confidential 28 Some of the problems discovered:

29. TRANSACTIONAL PG Dell Confidential 29 Big issue: lack of prioritization n Systems were sitting in the Rap lab for 4 weeks due to capacity problems. n Handling all LOB’s l Who prioritizes? l Who sets expectations? l How to give full visibility to everyone? l Escalation paths? l Does EMF belong in the Euro PG group? s If not where?