" I had to give it a full go and see what happened "
Michael Dell founder of Dell Computer 

Dell discovered his entrepreneurial instincts at a young age, starting his first business, Dell’s Stamps, when he was just 12 years old. After he earned $2,000 from his stamp collection . He began selling newspaper subscriptions to the Houston Post by sifting through the city’s mortgage and marriage license lists. This  he believed, would lead him to people who were new to the area and who would not yet have a subscription.
In 1984, Dell came up with a simple but radical idea: build custom computers and sell them directly to the customers. He had learned early on from his stamp experience the benefits of removing the middleman. With a $1,000 loan, Dell created a computer company called PC’s Limited from his dorm room at UT.
Dell Inc,continues to use a direct-sales model to sell its products to both consumers and corporate customers. By receiving payment for products before it has to pay for the materials, Dell minimizes the risk that befalls many other companies. Both Gateway and Compaq have since tried to copy this model, albeit unsuccessfully .

"I've learned from experience that a company can grow too fast,” says Dell. You have to be careful about expanding into new businesses because if you get into too many too quickly, you won't have the experience or the infrastructure to succeed.

1-Build byte by byte:

Dell has made the concentration of his company on the building of quality, custom-made computers to be sold directly to customers at a lower price than his competitors. That was what he was known for and that was what he excelled at. He decided to expand his company and try selling products through computer superstores and warehouse clubs. Dell was focus on  building up slowly and learning from his mistakes, Dell has transformed and revolutionized the industry.

2-Develop a customer-focused philosophy:

Dell believes in the importance of  looking at the customer’s total experience , as Dell noted "Dell claims that his company operates on a relatively simple concept: The most important thing is to satisfy our customers the second most important is to be profitable. If we don't do the first one well, the second one won't happen.” the focus of his company remains on concrete issues, such as improving delivery time, cutting operating costs and maintaining customer service .

3-Build a Company of Owners:

You need to engender a sense of personal investment in all your employees, which comes down to three things: responsibility, accountability, and shared success.
Dell attributes a large part of his success to his ability to create a team behind him that feels every bit as personally devoted in the company as he does. Creating a culture in which every person in your organization, at every level, thinks and acts like an owner means that you need to aim to connect individual performance with your company’s most important objectives. That means using specific quantitative measurements of overall company progress towards the goals of creating the best possible customer experience and enhancing shareholder value and applying those to every employee’s performance.

4-Thrive on change:

Dell believes in the power of deriving strength from change. When speaking on the issue, The success of his company has come about in large part due to Dell’s ability to not only withstand change, but also to take advantage of new opportunities. Dell has become a master at doing things ahead of the curve.

5- Think for yourself:

 Believing  in what you’re doing no matter what happens or whoever doubts you. “If you’ve got an idea that’s really powerful, you’ve just got to ignore the people who tell you it won’t work, and hire people who embrace your vision, Just have faith in the skills and the knowledge you’ve been blessed with and go. Because regrets are born of paths never taken.”Dell says .