A desktop computer is a computer that is built so that it can be used in a home or office setting. It is distinguished from a laptop or a much larger mainframe computer. The typical desktop computer will consist of three devices - namely, an input device, a processing device and an output device.
The input device refers to your keyboard and mouse, the processing unit is the system unit (or central processing unit), and the output device refers to your monitor screen. The system unit, also known as the central processing unit or chassis, is a box-like case made from metal or plastic that protects the internal electronic components of the computer from damage. It also houses the brains of the desktop computer - the processing chip. Also, all the circuitry in the system unit usually is part of or is connected to a circuit board called the motherboard.
There are three basic characteristics you should look for in a good desktop computer - storage, speed, and rel iability. Your desktop computer or personal computer (PC) should have a good data storage capacity, and the chip running the computer should be a good one that can do billions of calculations per second and give you the best results. With reliability, all your computer components should come with a guarantee that you will never have to use.
Today, various companies offer completely assembled PC models that offer the best in terms of good configurations, price, guarantee terms, and quality of product. One can also assemble a personal computer by putting together various computer components from various manufacturers. Some of the best manufacturers around are Samsung, Dell, ViewSonic (for monitors) and Microsoft - the list goes on.
Personal computers today, are custom-made for various uses. One can get media center PCs that are solely built to watch movies, rip music, edit movies, and the like. Gaming enthusiasts can also get desktop computers that will enhance gam e play and provide high-quality graphics so that every game can play itself to its fullest worth.
One can custom-order PCs to suit one's needs - whatever they may be. So, get yours today.
Suggest Desktop Computers IssuesQuestion by bbaker0037: Marketing Test Question? In a rare slip at Dell, Inc., a company known for its low-cost business model and close attention to operational detail, poor management of the average selling price resulted in a revenue shortfall in the second quarter of 2005. Basically, the company priced its computers too low. Though it shipped an industry-record 9.1 million computers during the quarter, the company failed to meet its quarterly revenue target. According to Dell’s Web site, the company’s climb to market leadership has been the result of a persistent focus on delivering the best possible customer experience by the direct selling of computer products and services. The company was founded in 1984 by Michael Dell, and its corporate headquarters are in Round Rock, Texas. A worldwide supplier of computer systems, Dell manufactures computers in the United States, Brazil, Ireland, Malaysia, and China. The company holds the number one market position in the United States, the number three position in the Asia Pacific/Japan market, and the number two position in Europe. Worldwide, the company employs about 64,000 people. Dell’s products include servers, storage, printing and imaging systems, workstations, notebook computers, desktop computers, networking products, and software and peripheral products (e.g., plasma TVs, MP3 players, handhelds). Dell’s service offerings include managed, professional, deployment, support, and training and certification services. Dell’s pricing miscalculations occurred in its computer lines. In 2005, personal computer makers were facing a mature market where continued growth was difficult. Worldwide PC sales were expected to grow 12.7 percent in 2005, but revenues were expected to grow only 0.5 percent. Such tepid growth prospects were squeezing PC makers from large (Dell) to small (Gateway). Desktop pricing was being forced down to new levels. Additionally, the notebook marketplace, which tends to generate higher margins, was experiencing price declines faster than anticipated. According to one industry expert, the quest for growth was forcing companies to test the limits of PC price elasticity. During the second quarter, Dell’s average selling price for its consumer computers dropped 13 percent, and the company experienced an average price decrease of 8 percent across all products and markets. Essentially, Dell was advertising its supercheap machines and offering revenue-draining promotions on the low-end machines (e.g., giving away printers with the purchase of even cheap computers). Dell would have met expectations if it had priced the 9.1 million computers it sold in the second quarter just $ 10 to $ 15 higher. But the company was operating in a share-building model of growth and was not focusing on selling the more profitable machines. This was considered an unusual marketing strategy for the industry leaderâ€"a leader that did not need to slash prices to remain competitive with rival offerings. Thus, Dell’s second quarter unit volume was high, but it undermined revenue growth. Though Dell executives insisted that these were onetime, easily fixable pricing problems, industry analysts wondered whether Dell was losing its tactical edge. In their view, the company needed to return to selling higher-end, more profitable systems and be less aggressive in the battle for market share. In a marketplace where PC pricing had become more and more competitive, with low-end desktops priced as low as $ 299 and notebooks dipping below $ 500, there was concern that the company had not been able to quickly adjust its pricing model to drive revenue and meet expectations. With competition heating up among notebook competitors (e.g., Hewlett-Packard, Gateway, Averatec), analysts expected that margins in the notebook market would be driven down. Though Dell had met industry expectations for profit margins on its notebooks, the analysts were concerned about its future profit margins in that sector. If they were to decline, Dell would be under additional pressure to get its pricing model back in line, while steering customers toward its more expensive computer products. Although the pricing error was a rare slipup for the company, it brought considerable attention to the operational detail required by a company as large as Dell. Q: After Dell's poor profit performance in the second quarter of 2005, industry analysts criticized Dell for engaging in __________, or sacrificing profits to seek market share. Answer price skimming predatory pricing keystoning leader pricing Best answer for Marketing Test Question?:
Answer by DavidJSneen
predatory pricing
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