I appreciate your comments and agree with most everything you said, especially the fact that going for No. 1 may not be the best strategy. It’s the type of thing that would be best if it happened indirectly as a result of other initiatives.

Despite my skepticism, I am a fan of Dell hardware (my laptop I’m using right now is a Dell) primarily because of its superior prices and customization options. And boosting customer support via the $100 million investment was a great move. I haven’t had to use Dell support since that announcement, but I hope the initiative includes cleaning up the phone system (in the past, I would get frustrated with having to go through five menus before getting rerouted to somewhere I had already been before ever talking to a human who then had to transfer me anyway, etc.).

But the other strategies being characterized as long-term and nonlinear will be the most interesting to follow, especially from an investment / shareholders standpoint.

Thanks for taking note of Dell 2.0 and sharing your perspective. We understand that results, not rhetoric, are needed to overcome skepticism such as yours.

The strategy to reinvigorate our business is in its early stages. We have a lot of work to do but we’re on it and we’re already seeing traction, from reduced on-hold times to the broadest product line in our history. That said, it may be helpful to understand that many of the the decisions being made today are for the long-term — as in no quick, superficial fixes — and we know that progress will not necessarily be linear.

Also, having a No. 1 share worldwide at any given time has its merits but there are other considerations — not the least of which are taking opportunities to improve margins. Such decisions benefit the company and ultimately all of its stakeholders.

Thanks for the opportunity to provide context.