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1. Foundations and challenges of business Facing Business Challenges at Gateway 2000
From Farm Boy to Billionaire
puters. The odds are slim you will survive， much less thrive， in this industry. You he to guess what customers will want more than a year in advance， even though technology is changing at an incredibly fast pace. It's hardly a business for cowboys-unless you're Ted Waitt.
Son of a fourth-generation cattle broker ， Waitt （currently 34 and worth an estimated $1.7 billion） rides herd over Gateway 2000 . They tell stories about Waitt， and not just in Sioux City， South Dakota -Gateway's homeland. They talk about how he built a fortune by trusting his instincts and making gutsy calls that led the industry. How he borrowed $10，000 from his grandmother to start a mail-order puter business ， and how he turned a two-man， farmhouse operation into a global giant-in only ten years. And they talk about the pony-tailed farm boy clad in deck shoes and a polo shirt who knew that someday he was going to run his own pany.
It all began while Waitt was working for a local puter store； he was amazed by how easy it was to sell puter equipment to acknowledgeable puter users over the phone. So in 1985 Waitt （the marketer ） teamed up with his buddy Mike Hammond （the technical whiz）， and the two started a small mail-order puter business of their own. Waitt and Hammond worked long hours-from their upstairs office in Waitt's family farmhouse.
Their big break came in 1987， when Texas Instruments （TI） decided to stop manufacturing its own puters and instead sell only industry-standard IBM-patible personal puters （PCs）。 Of course， owners of TI puters could trade in their equipment for newer IBM-patible puters， but first they would he to cough up $3，500. Waitt and Hammond knew they could provide the same puter equipment TI was offering-and at a much cheaper price （$1，955）。 They did this by finding the best deals on cutting-edge puter ponents， and assembling the ponents to build top quality custom PCs . Because all sales were made-to-order and transacted over the phone ， Gateway could afford to give customers more puter for their money-a strategy from which the pany has never veered .
Within three short years， the pany was shipping 225 PCs a day （each one in a black-and-white cow-spotted box）， and sales reached $70 million. By 1993 sales topped $1.7 billion， and the pany sold its stock to the investing public. In spite of Gateway's speedy trip to the top， the pany was at a treacherous intersection . Gateway was run essentially by one guy-Ted Waitt-who relied on his instincts. And the pany was getting too big to depend on only one man's judgment. In order to survive in this petitive industry， Gateway would he to find ways to expand its customer base and manage the pany's growth.
If you were Ted Waitt， what steps would you take to beef up business ？ Would you pete on price， speed， quality， or innovation？ Would you consider other sales approaches besides telephone selling？
Meeting Business Challenges at Gateway 2000
Relying on his instincts， Ted Waitt made a number of critical calls that put Gateway in the lead. Of course， Waitt was no longer a one-man show. Beginning in 1991， he brought in experienced executives （from top panies like Digital Equipment， Texas Instruments， and IBM） to help manage the pany's growth. Together they brought Gateway to new heights while sticking with its efficient， bare-bones assembly operation-no showroom， little inventory， and no retail outlets. In fact， Gateway's simple direct-sales operation allows the pany to pete on speed， quality， and price.
Speed and quality in manufacturing give Gateway the biggest advantage. Not only can speed and quality win customers， but they win the right kind of customers-those who are willing to pay a bit more for puter equipment. Gateway moves like lightning： It gets new puters out the door in a hurry. They include all the latest technology-like top-quality color monitors， the latest operating system and software， and the most powerful puter chip.
Of course， buying a puter over the telephone and not seeing the equipment until the truck delivers the cow-spotted boxes to your doorstep is not for everyone. Gateway attracts puter-svy buyers who need a lot less hand-holding and are fortable purchasing from a catalog or an advertisement. Here's how it works： The customer calls in and， over the phone （or Inter）， designs a custom-configured puter system using cutting-edge technology. In about five days， the custom system is built and shipped. Because there is no inventory to speak of （puters are made-to-order）， as technology gets cheaper， Gateway can pete on price by changing prices daily and passing the sings on to customers.
Relying on word of mouth and a strong advertising campaign （about $90 million a year）， Gateway rode a we of success fueled by puter buyers hunting for good equipment at bargain prices. Gateway's success， however， did not e without its share of growing pains. Gateway's first portable laptop puter was a disaster. Failing to recognize that customers had to see and touch the product to appreciate its smaller size and capabilities， Gateway ran into a wall because the pany's puters were not sold in retail stores where customers could experience the product's features. This lesson would not be fotten. Other mishaps included sending out machines that did not work and busy phone lines that kept customers waiting-sometimes for hours. Fortunately， Waitt corrected these problems early on by instituting various quality-control measures to increase customer satisfaction. And his efforts paid off. By 1996 Gateway was shipping 5，000 to 6，000 puters daily and sales skyrocketed to roughly $5 billion.
That same year Gateway launched a product that was way ahead of its time. Called Destination， it was a bo PC and 31-inch television set with a wireless keyboard， a mouse， and a home-theater sound system. Learning from past mistakes， Waitt knew he would he to get the product in front of consumers so that they could see its features. This time Gateway cut deals with retail stores. None had ever carried Gateway's stuff before.
But Waitt's biggest challenge has been trying to crack the corporate market. Whereas Gateway sold most of its puters to individual users and small businesses， rival Dell set its sights on the lucrative Fortune 1000 corporate accounts and made some expensive investments-like $22 million in research and development （Gateway spent practically zip）。 Despite doubling its sales force， Gateway discovered that selling puters to corporate customers was not an easy task. First of all， petitors like IBM and Hewlett-Packard （HP） he large， well-trained sales and service staffs who he been doing business with big panies for years. Furthermore， IBM and HP products can be purchased at traditional retail stores.
Still， relying on a cost-efficient， bare-bones， direct-sale operation is Gateway's stronghold in this cutthroat industry. The pany has no plans to alter its fundamental selling strategy. "If you e see us in the next century， we'll be bigger， better， and smarter， but fundamentally we'll be the same，" notes Waitt. That is， Gateway will stick to what it does best： churning out huge volumes of PCs that are equipped with the latest technology at affordable-but not rock bottom-prices and selling them to customers over the phone.
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