2026-09-19T09:06:25Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/907572022-01-28T13:54:01Zcom_1721.1_7582com_1721.1_7581col_1721.1_131023
Steven Eppinger and Warren Seering
Giese, Jeremy M
Leaders for Global Operations Program.
Leaders for Global Operations Program at MIT
Massachusetts Institute of Technology. Department of Mechanical Engineering
Sloan School of Management
2014-10-08T15:27:15Z
2014-10-08T15:27:15Z
2014
2014
http://hdl.handle.net/1721.1/90757
891370694
Thesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2014. In conjunction with the Leaders for Global Operations Program at MIT.
Thesis: S.M., Massachusetts Institute of Technology, Department of Mechanical Engineering, 2014. In conjunction with the Leaders for Global Operations Program at MIT.
Cataloged from PDF version of thesis.
Includes bibliographical references (page 63).
In the face of challenging market conditions, Dell, Inc. is in the process of shifting from focusing on electronics hardware development and sales to focusing on providing complete IT solutions to business clients. Part of this process involves determining what products and services Dell can provide beyond its current offerings, and then developing these new offerings internally or through acquisition. This thesis will use the internal development of one such offering as an in-depth case study to examine an accelerated version of Dell's standard new product development processes. Additionally, it will use the case study to identify pain points in Dell's process and make recommendations to improve this process. The process detailed here resulted in the successful development of a new product concept that Dell may or may not pursue for further development and market introduction. The success of the project is evidence of the robustness of standardized product development processes. The thesis strives to provide a working example of this process in action, and serve as a guide for others who intend to identify new product opportunities and capitalize on them through new product development initiatives.
by Jeremy M. Giese.
M.B.A.
S.M.
69 pages
eng
Massachusetts Institute of Technology
M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.
http://dspace.mit.edu/handle/1721.1/7582
Sloan School of Management.
Mechanical Engineering.
Leaders for Global Operations Program.
Rugged field-service computing : a product development case study at Dell Inc.
Product development case study at Dell Inc.
Thesis
application/pdf
Publication
unknown
unknown
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<Abstract>In the face of challenging market conditions, Dell, Inc. is in the process of shifting from focusing on electronics hardware development and sales to focusing on providing complete IT solutions to business clients. Part of this process involves determining what products and services Dell can provide beyond its current offerings, and then developing these new offerings internally or through acquisition. This thesis will use the internal development of one such offering as an in-depth case study to examine an accelerated version of Dell's standard new product development processes. Additionally, it will use the case study to identify pain points in Dell's process and make recommendations to improve this process. The process detailed here resulted in the successful development of a new product concept that Dell may or may not pursue for further development and market introduction. The success of the project is evidence of the robustness of standardized product development processes. The thesis strives to provide a working example of this process in action, and serve as a guide for others who intend to identify new product opportunities and capitalize on them through new product development initiatives.</Abstract>
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