Dad is mad. Very very mad. He had a bad day. What a day Dad had!
I never thought I'd be quoting from DadTalk in the TechnoBlog, but this just illustrates how bad news travels fast (and how I'm helping it, I guess).
In a post entitled Why Dell Rhymes With Hell, Dad enumerated three (count 'em) problems that he's had with Dell in the last few months.
First, he ordered a laptop from Dell and was billed for three laptops and an incompatible expansion tray. Plus a restocking fee for the expansion tray he didn't order.
Second, he ran into some problems at his former job with the quality of Dell motherboards and capacitors - problems which Dell refused to acknowledge for a long time.
Third, he ordered a PDA for his wife (Inland Empress), never received it, and THEN found out that the PDA was out of stock.
His conclusion:
Of course, the reason we all buy from Dell is the price. It is pretty darn good. But three major problems with these guys is enough. So from here on out, I’m saying this: To hell with Dell.
A few months ago, I attended a Hewlett Packard event in which the speakers were hoping to catch up to Dell. Granted that HP has had its own problems, but even their negative news can be spun as positive:
Hurd, who has been CEO since April 2005, will become chairman on Jan. 18, HP said Tuesday. Current board Chairman Patricia Dunn will resign that post then, although she will remain a director.
George Keyworth II, a 20-year veteran of HP's board, also resigned Tuesday. Board member Richard Hackborn has been promoted to lead independent director.
The shuffle stems from a controversy over how HP tried to stop boardroom leaks to the press. The computer giant used sneaky — and possibly illegal — methods to obtain the home phone records of nine reporters and at least two board members.
The fallout threatened to rip apart the board. It plunged HP, a pillar of Silicon Valley, into scandal in less than a week. And it threatened to derail Hurd's attempt to turn around the computer giant.
But Hurd managed to simultaneously handle the crisis, get a promotion and lay the groundwork for bringing in new board members friendly to his style of governance. He "made the best of a bad situation," says Charles Elson, governance professor at the University of Delaware.
In a post entitled Why Dell Rhymes With Hell, Dad enumerated three (count 'em) problems that he's had with Dell in the last few months.
First, he ordered a laptop from Dell and was billed for three laptops and an incompatible expansion tray. Plus a restocking fee for the expansion tray he didn't order.
Second, he ran into some problems at his former job with the quality of Dell motherboards and capacitors - problems which Dell refused to acknowledge for a long time.
Third, he ordered a PDA for his wife (Inland Empress), never received it, and THEN found out that the PDA was out of stock.
His conclusion:
Of course, the reason we all buy from Dell is the price. It is pretty darn good. But three major problems with these guys is enough. So from here on out, I’m saying this: To hell with Dell.
A few months ago, I attended a Hewlett Packard event in which the speakers were hoping to catch up to Dell. Granted that HP has had its own problems, but even their negative news can be spun as positive:
Hurd, who has been CEO since April 2005, will become chairman on Jan. 18, HP said Tuesday. Current board Chairman Patricia Dunn will resign that post then, although she will remain a director.
George Keyworth II, a 20-year veteran of HP's board, also resigned Tuesday. Board member Richard Hackborn has been promoted to lead independent director.
The shuffle stems from a controversy over how HP tried to stop boardroom leaks to the press. The computer giant used sneaky — and possibly illegal — methods to obtain the home phone records of nine reporters and at least two board members.
The fallout threatened to rip apart the board. It plunged HP, a pillar of Silicon Valley, into scandal in less than a week. And it threatened to derail Hurd's attempt to turn around the computer giant.
But Hurd managed to simultaneously handle the crisis, get a promotion and lay the groundwork for bringing in new board members friendly to his style of governance. He "made the best of a bad situation," says Charles Elson, governance professor at the University of Delaware.
posted by Ontario Emperor | 00:00
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