Casa de vanzare - Baile Tusnad

Dormitoare: 3
Bai: 1
Metri patrati: 130
Mobilat: Nu
Animale de companie: Nu
Taxa agentului: Nu


Casa de vanzare in municipiul baile tusnad, (str. Oltului) situata stradal (strada principala), 130 mp suprafata construita si 350 mp suprafata teren, S P cu posibilitatea de amenajare mansarda, curte individuala. Imobilul necesita renovare. La parter sunt 4 camere, iar la subsol un spatiu pentru garaj. Utilitati: apa, gaz, curent; incalzire centrala proprie.Pret: 52000 euro (pret negociabil)

ANALYSIS OF THE RESULTS
Dell changed very much over the years, since it was founded in ’84. The first thing that we can observe is the name of the company, what transformed many times, showing us clearly the rhythm of the growth and development: from PC’s limited to
Dell Computer Corporation (in 1988) after that in 2003 to Dell Incorporated.
The successes came early, and the company got between the Fortune Magazine’s Biggest 500 Companies of the World, and in 2005 won the Most Amazing Company title. But the road to these achievements wasn’t so easy. The hardware market was young and nobody what will be its response to changes. But to higher the profit level it was a need to change. That was the critical point.
Dell created urgency to find a solution in 1998, and they started the change what followed the Kotter’s 8-step model. They formed a powerful coalition, among the leaders, they did know what their vision was, but they didn’t know the source of the problem. Hiring a consultant was a bride idea to find this out. This made the Kotter’s model working. So they could move on. They got their mission so they could make short term wins, to motivate the workers and the leaders too. But this was not enough.
Kotter argues that many change projects fail because victory is declared too early. Real change runs deep. Quick wins are only the beginning of what needs to be done to achieve long-term change. If they could continue the developing that means the change is working. Each success provides an opportunity to build on what went right and identify what you can improve. Dell realized that its opportunity is in extensive developing, so it started to by smaller good working companies, like Alienware; or to offer a new type of Operational system like Linux’s Ubuntu, which was a huge advantage in front of the other hardware companies.
After Dell realized that the costumer has to be the king, the company went through a huge change, but we can still say that it didn’t suffered a lot, the stress factor wasn’t so big, thanks for the well processed change. It wasn’t that kind of change where the workers suffer; it was a technological development, and a change in the sale point of view. The number of employees increased to 39,000, and the Dell bought the Compaq Company too.
Unfortunately the success story ends in 2005, when the Dell Incorporation has suffered significant losses. The CEO, Kevin Rollins, attributed the bad performance partially to Dell's focus on low-end PCs. Maybe there’s a need for another change.

CONCLUSION
It seems that the major cause of the problems encountered by Dell Corporation is due to the unplanned management changes imposed. In addition, the problems also arise because of the inadequate knowledge of its management about the use of strategic management and other management systems. This way, the empire of Dell Corporation will remain unscathed amidst the advent of consolidation and globalization.