2020. 3. 1. 14:21ㆍ카테고리 없음
Number of employees145,000 (2018),WebsiteDell is a computer technology company that develops, sells, repairs, and supports computers and related products and services. Named after its founder, the company is one of the largest technological corporations in the world, employing more than 145,000 people in the U.S. And around the world (Annual report 2018).Dell sells (PCs), computer, cameras, printers, MP3 players, and electronics built by other manufacturers. The company is well known for its innovations in and, particularly its direct-sales model and its 'build-to-order' or 'configure to order' approach to manufacturing—delivering individual PCs configured to customer specifications. Dell was a pure hardware vendor for much of its existence, but with the acquisition in 2009 of, Dell entered the market for IT services. The company has since made additional acquisitions in storage and networking systems, with the aim of expanding their portfolio from offering computers only to delivering complete solutions for enterprise customers.Dell was listed at number 51 in the list, until 2014. After going private in 2013, the newly confidential nature of its financial information prevents the company from being ranked by Fortune.
In 2015, it was the after. Dell is the largest shipper of PC monitors worldwide. Dell is the sixth largest company in Texas by total revenue, according to magazine. It is the second largest non-oil company in Texas – behind – and the largest company in the area. It was a (: DELL), as well as a component of the and, until it was taken private in a leveraged buyout which closed on October 30, 2013.In 2015, Dell acquired the enterprise technology firm; following the completion of the purchase, Dell and EMC became divisions of. Dell's logo before the acquisition of EMC, used from 2010 to 2016, continued to be used on some products until early 2018Dell traces its origins to 1984, when Michael Dell created Dell Computer Corporation, which at the time did business as PC's Limited, while a student of the. The dorm-room headquartered company sold computers built from stock components.
Dell dropped out of school to focus full-time on his fledgling business, after getting $1,000 in expansion-capital from his family.In 1985, the company produced the first computer of its own design, the Turbo PC, which sold for $795. PC's Limited advertised its systems in national computer magazines for sale directly to consumers and custom assembled each ordered unit according to a selection of options. The company more than $73 million in its first year of operation.In 1986, Michael Dell brought in Lee Walker, a 51-year-old venture capitalist, as president and chief operating officer, to serve as Dell's mentor and implement Dell's ideas for growing the company.
Walker was also instrumental in recruiting members to the board of directors when the company went public in 1988. Walker retired in 1990 due to health, and Michael Dell hired Morton Meyerson, former CEO and president of to transform the company from a fast-growing medium-sized firm into a billion-dollar enterprise.The company dropped the PC's Limited name in 1987 to become Dell Computer Corporation and began expanding globally. In June 1988, Dell's market capitalization grew from $30 million to $80 million from its June 22 of 3.5 million shares at $8.50 a share. In 1992, magazine included Dell Computer Corporation in its list of the world's largest companies, making Michael Dell the youngest CEO of a Fortune 500 company ever.In 1993, to complement its own direct sales channel Dell planned to sell PCs at big-box retail outlets such as Wal-Mart, which would have brought in an additional $125 million in annual revenue. Bain consultant persuaded Michael Dell to pull out of these deals, believing they would be money losers in the long run. Margins at retail were thin at best and Dell left the reseller channel in 1994. Rollins would soon join Dell full-time and eventually become the company President and CEO.Growth in the 1990s and early 2000sOriginally, Dell did not emphasize the consumer market, due to the higher costs and unacceptably-low profit margins in selling to individuals and households; this changed when the company's Internet site took off in 1996 and 1997.
While the industry's average selling price to individuals was going down, Dell's was going up, as second- and third-time computer buyers who wanted powerful computers with multiple features and did not need much technical support were choosing Dell. Dell found an opportunity among PC-savvy individuals who liked the convenience of buying direct, customizing their PC to their means, and having it delivered in days. In early 1997, Dell created an internal sales and marketing group dedicated to serving the home market and introduced a product line designed especially for individual users.From 1997 to 2004, Dell enjoyed steady growth and it gained market share from competitors even during industry slumps. During the same period, rival PC vendors such as, and struggled and eventually left the market or were bought out. Dell surpassed Compaq to become the largest PC manufacturer in 1999. Operating costs made up only 10 percent of Dell's $35 billion in revenue in 2002, compared with 21 percent of revenue at Hewlett-Packard, 25 percent at Gateway, and 46 percent at Cisco. In 2002, when Compaq merged with (the fourth-place PC maker), the newly combined Hewlett Packard took the top spot but struggled and Dell soon regained its lead.
Dell grew the fastest in the early 2000s.Dell attained and maintained the top rating in PC reliability and customer service/technical support, according to Consumer Reports, year after year, during the mid-to-late 90's through 2001 right before was released.In 1996, Dell began selling computers through its website.In the mid-1990s, Dell expanded beyond desktop computers and laptops by selling servers, starting with low-end servers. The major three providers of servers at the time were IBM, Hewlett Packard, and Compaq, many of which were based on proprietary technology, such as IBM's Power4 microprocessors or various proprietary versions of the Unix operating system. Dell's new PowerEdge servers did not require a major investment in proprietary technologies, as they ran on Intel chips, and could be built cheaper than its competitors. Consequently, Dell's enterprise revenues, almost nonexistent in 1994, accounted for 13 percent of the company's total intake by 1998. Three years later, Dell passed Compaq as the top provider of Intel-based servers, with 31 percent of the market.
Dell's first occurred in 1999 with the purchase of ConvergeNet Technologies for $332 million, after Dell had failed to develop an enterprise storage system in-house; ConvergeNet's elegant but complex technology did not fit in with Dell's commodity-producer business model, forcing Dell to write down the entire value of the acquisition.In 2002, Dell expanded its product line to include televisions, digital audio players,. Chairman and CEO Michael Dell had repeatedly blocked President and COO 's attempt to lessen the company's heavy dependency on PCs, which Rollins wanted to fix by acquiring EMC Corporation.In 2003, the company was rebranded as simply 'Dell Inc.' To recognize the company's expansion beyond computers.In 2004, Michael Dell resigned as CEO while retaining the position of Chairman, handing the CEO title to Kevin Rollins, who had been President and COO since 2001. Despite no longer holding the CEO title, Dell essentially acted as a de facto co-CEO with Rollins.Under Rollins, Dell acquired, a manufacturer of high-end PCs targeted mainly towards the market. DisappointmentsIn 2005, while earnings and sales continued to rise, sales growth slowed considerably, and the company stock lost 25% of its value that year. By June 2006, the stock traded around US$25 which was 40% down from July 2005—the high-water mark of the company in the post-dotcom era.The slowing sales growth has been attributed to the maturing PC market, which constituted 66% of Dell's sales, and analysts suggested that Dell needed to make inroads into non-PC businesses segments such as storage, services, and servers.
Dell's price advantage was tied to its ultra-lean manufacturing for desktop PCs, but this became less important as savings became harder to find inside the company's supply chain, and as competitors such as Hewlett-Packard and Acer made their PC manufacturing operations more efficient to match Dell, weakening Dell's traditional price differentiation. Throughout the entire PC industry, declines in prices along with commensurate increases in performance meant that Dell had fewer opportunities to upsell to their customers (a lucrative strategy of encouraging buyers to upgrade the processor or memory). As a result, the company was selling a greater proportion of inexpensive PCs than before, which eroded profit margins.
The laptop segment had become the fastest-growing of the PC market, but Dell produced low-cost notebooks in China like other PC manufacturers which eliminated Dell's manufacturing cost advantages, plus Dell's reliance on Internet sales meant that it missed out on growing notebook sales in big box stores. CNET has suggested that Dell was getting trapped in the increasing commoditization of high volume low margin computers, which prevented it from offering more exciting devices that consumers demanded.Despite plans of expanding into other global regions and product segments, Dell was heavily dependent on U.S.
Corporate PC market, as desktop PCs sold to both commercial and corporate customers accounted for 32 percent of its revenue, 85 percent of its revenue comes from businesses, and sixty-four percent of its revenue comes from North and South America, according to its 2006 third-quarter results. Shipments of desktop PCs were shrinking, and the corporate PC market which purchases PCs in upgrade cycles had largely decided to take a break from buying new systems. The last cycle started around 2002, three or so years after companies started buying PCs ahead of the perceived Y2K problems, and corporate clients were not expected to upgrade again until extensive testing of Microsoft's (expected in early 2007), putting the next upgrade cycle around 2008. Heavily depending on PCs, Dell had to slash prices to boost sales volumes, while demanding deep cuts from suppliers.Dell had long stuck by its direct sales model. Consumers had become the main drivers of PC sales in recent years, yet there had a decline in consumers purchasing PCs through the Web or on the phone, as increasing numbers were visiting consumer electronics retail stores to try out the devices first. Dell's rivals in the PC industry, HP, Gateway and Acer, had a long retail presence and so were well poised to take advantage of the consumer shift. The lack of a retail presence stymied Dell's attempts to offer consumer electronics such as flat-panel TVs and MP3 players.
Dell responded by experimenting with mall kiosks, plus quasi-retail stores in Texas and New York.Dell had a reputation as a company that relied upon supply chain efficiencies to sell established technologies at low prices, instead of being an innovator. By the mid-2000s many analysts were looking to innovating companies as the next source of growth in the technology sector. Dell's low spending on R&D relative to its revenue (compared to, and )—which worked well in the commoditized PC market—prevented it from making inroads into more lucrative segments, such as MP3 players and later mobile devices. Increasing spending on R&D would have cut into the operating margins that the company emphasized. Dell had done well with a horizontal organization that focused on PCs when the computing industry moved to horizontal mix-and-match layers in the 1980s, but by the mid-2000 the industry shifted to vertically integrated stacks to deliver complete IT solutions and Dell lagged far behind competitors like Hewlett Packard and Oracle.Dell's reputation for poor customer service, since 2002, which was exacerbated as it moved call centers offshore and as its growth outstripped its technical support infrastructure, came under increasing scrutiny on the Web.
The original Dell model was known for high customer satisfaction when PCs sold for thousands but by the 2000s, the company could not justify that level of service when computers in the same lineup sold for hundreds. Rollins responded by shifting Dick Hunter from the head of manufacturing to head of customer service.
Hunter, who noted that Dell's DNA of cost-cutting 'got in the way,' aimed to reduce call transfer times and have call center representatives resolve inquiries in one call. By 2006, Dell had spent $100 million in just a few months to improve on this and rolled out DellConnect to answer customer inquiries more quickly. In July 2006, the company started its Direct2Dell blog, and then in February 2007, Michael Dell launched IdeaStorm.com, asking customers for advice including selling Linux computers and reducing the promotional 'bloatware' on PCs. These initiatives did manage to cut the negative blog posts from 49% to 22%, as well as reduce the 'Dell Hell' prominent on Internet search engines.There was also criticism that Dell used faulty components for its PCs, particularly the 11.8 million OptiPlex desktop computers sold to businesses and governments from May 2003 to July 2005, that suffered from.
A battery recall in August 2006, as a result of a Dell laptop catching fire caused much negative attention for the company though later, was found responsible for the faulty batteries.2006 marked the first year that Dell's growth was slower than the PC industry as a whole. By the fourth quarter of 2006, Dell lost its title of the largest PC manufacturer to rival Hewlett Packard whose Personal Systems Group was invigorated thanks to a restructuring initiated by their CEO.After four out of five quarterly earnings reports were below expectations, Rollins resigned as President and CEO on January 31, 2007, and founder Michael Dell assumed the role of CEO again. Dell 2.0 and downsizingDell announced a change campaign called 'Dell 2.0,' reducing the number of employees and diversifying the company's products. While chairman of the board after relinquishing his CEO position, Michael Dell still had significant input in the company during Rollins' years as CEO.
With the return of Michael Dell as CEO, the company saw immediate changes in operations, the exodus of many senior vice-presidents and new personnel brought in from outside the company. Michael Dell announced a number of initiatives and plans (part of the 'Dell 2.0' initiative) to improve the company's financial performance. These include elimination of 2006 bonuses for employees with some discretionary awards, reduction in the number of managers reporting directly to Michael Dell from 20 to 12, and reduction of '. Jim Schneider retired as CFO and was replaced by, as the company came under an SEC probe for its accounting practices.On April 23, 2008, Dell announced the closure of one of its biggest Canadian call-centers in, terminating approximately 1100 employees, with 500 of those redundancies effective on the spot, and with the official closure of the center scheduled for the summer. The call-center had opened in 2006 after the city of won a bid to host it.
Less than a year later, Dell planned to double its workforce to nearly 3,000 workers add a new building. These plans were reversed, due to a high that made the Ottawa staff relatively expensive, and also as part of Dell's turnaround, which involved moving these call-center jobs offshore to cut costs.The company had also announced the shutdown of its, office, losing 900 jobs. In total, Dell announced the ending of about 8,800 jobs in 2007–2008 — 10% of its workforce.By the late 2000s, Dell's 'configure to order' approach of manufacturing—delivering individual PCs configured to customer specifications from its US facilities was no longer as efficient or competitive with high-volume Asian contract manufacturers as PCs became powerful low-cost commodities. Dell closed plants that produced desktop computers for the North American market, including the Mort Topfer Manufacturing Center in (original location) and (opened in 1999) in 2008 and early 2009, respectively. The desktop production plant in, received 280 million in incentives from the state and opened in 2005, but ceased operations in November 2010. Dell's contract with the state required them to repay the incentives for failing to meet the conditions, and they sold the North Carolina plant to Herbalife.
Most of the work that used to take place in Dell's U.S. Plants was transferred to contract manufacturers in Asia and Mexico, or some of Dell's own factories overseas. The, facility of its Alienware subsidiary remains in operation, while Dell continues to produce its servers (its most profitable products) in Austin, Texas. On January 8, 2009, Dell announced the closure of its manufacturing plant in Limerick, Ireland, with the loss of 1,900 jobs and the transfer of production to its plant in in Poland.The release of Apple's had a negative impact on Dell and other major PC vendors, as consumers switched away from desktop and laptop PCs. Dell's own mobility division has not managed success with developing smartphones or tablets, whether running Windows.
The was a failure commercially and critically due to its outdated OS, numerous bugs, and low resolution screen. InfoWorld suggested that Dell and other OEMs saw tablets as a short-term, low-investment opportunity running, an approach that neglected user interface and failed to gain long term market traction with consumers. Dell has responded by pushing higher-end PCs, such as the XPS line of notebooks, which do not compete with the and tablets. The growing popularity of smartphones and tablet computers instead of PCs drove Dell's consumer segment to an operating loss in Q3 2012.
In December 2012, Dell suffered its first decline in holiday sales in five years, despite the introduction of.In the shrinking PC industry, Dell continued to lose market share, as it dropped below Lenovo in 2011 to fall to number three in the world. Dell and fellow American contemporary Hewlett Packard came under pressure from Asian PC manufacturers Lenovo, Asus, and Acer, all of which had lower production costs and willing to accept lower profit margins. In addition, while the Asian PC vendors had been improving their quality and design, for instance Lenovo's series was winning corporate customers away from Dell's laptops, Dell's customer service and reputation had been slipping. Dell remained the second-most profitable PC vendor, as it took 13 percent of operating profits in the PC industry during Q4 2012, behind Apple Inc.' S Macintosh that took 45 percent, seven percent at Hewlett Packard, six percent at Lenovo and Asus, and one percent for Acer.Dell has been attempting to offset its declining PC business, which still accounted for half of its revenue and generates steady cash flow, by expanding into the enterprise market with servers, networking, software, and services.
It avoided many of the acquisition writedowns and management turnover that plagued its chief rival Hewlett Packard. Dell also managed some success in taking advantage of its high-touch direct sales heritage to establish close relationships and design solutions for clients. Despite spending $13 billion on acquisitions to diversify its portfolio beyond hardware, the company was unable to convince the market that it could thrive or made the transformation in the post-PC world, as it suffered continued declines in revenue and share price. Dell's market share in the corporate segment was previously a 'moat' against rivals but this has no longer been the case as sales and profits have fallen precipitously. 2013 buyoutAfter several weeks of rumors, which started around January 11, 2013, Dell announced on February 5, 2013, that it had struck a $24.4 billion deal, that would have delisted its shares from the NASDAQ and Hong Kong Stock Exchange and taken it private. Reported that Michael Dell and, aided by a $2 billion loan from, would acquire the public shares at $13.65 apiece. The $24.4 billion buyout was projected to be the largest leveraged buyout backed by private equity since the.
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It is also the largest technology buyout ever, surpassing the 2006 buyout of for $17.5 billion.The founder of Dell, said of the February offer 'I believe this transaction will open an exciting new chapter for Dell, our customers and team members'. Dell rival reacted to the buyout, saying 'the financial actions of some of our traditional competitors will not substantially change our outlook'.In March 2013, the and expressed interest in purchasing Dell. In April 2013, Blackstone withdrew their offer, citing deteriorating business. Other private equity firms such as KKR & Co. And TPG Capital declined to submit alternative bids for Dell, citing the uncertain market for personal computers and competitive pressures, so the 'wide-open bidding war' never materialized.
Analysts said that the biggest challenge facing Silver Lake would be to find an “exit strategy” to profit from its investment, which would be when the company would hold an IPO to go public again, and one warned “But even if you can get a $25bn enterprise value for Dell, it will take years to get out.”In May 2013, Dell joined his board in voting for his offer. The following August he reached a deal with the special committee on the board for $13.88 (a raised price of $13.75 plus a special dividend of 13 cents per share), as well as a change to the voting rules. The $13.88 cash offer (plus a $.08 per share dividend for the third fiscal quarter) was accepted on September 12 and closed on October 30, 2013, ending Dell's 25-year run as a publicly traded company.After the buyout, the newly private Dell offered a Voluntary Separation Programme that they expected to reduce their workforce by up to seven percent.
The reception to the program so exceeded the expectations that Dell may be forced to hire new staff to make up for the losses.On November 19, 2015, Dell, alongside, and, founded the, to promote interests and development in.In July 2018, Dell announced intentions to become a publicly traded company again by paying $21.7 billion in both cash and stock to buy back shares from its stake in.In November 2018, Carl Icahn (9.3% owner of Dell) sued the company over plans to go public. Further information: Company acquiredDate of acquisitionCompany notesReferences2006Manufacturer of high-end PCs popular with gamersJanuary 28, 2008Acquired to gain a foothold in the storage market. Because Dell already had an efficient manufacturing process, integrating EqualLogic's products into the company drove manufacturing prices down2009Perot Systems was a technology services and outsourcing company, mainly active in the health-sector, founded by former presidential hopeful. The acquired business provided Dell with applications development, systems integration, and strategic consulting services through its operations in the U.S. And 10 other countries. Dell's tagline 'Yours is Here', as seen at their branch in, PhilippinesThe corporation markets specific brand names to different.Its Business/Corporate class represent brands where the company advertising emphasizes long, reliability, and serviceability.
Such brands include:. (office systems). (home systems).
(office/small business desktop and systems). (desktop and notebook computers shipped with or installed). (business-focused notebooks). ( systems and high-performance 'Mobile Workstation' notebooks),. (business ).
(direct-attach and ). (enterprise class ). (electronic medical records)Dell's Home Office/Consumer class emphasizes value, performance, and expandability.
These brands include:. (budget desktop and notebook computers). (high-end desktop and notebook computers). (high-performance gaming systems). (Tablets Android / Windows)Dell's Peripherals class includes, and; includes, and for. See also:In the 1990s, Dell switched from using primarily and to using boards and power supplies with mechanically identical but differently wired connectors. This meant customers wishing to upgrade their hardware would have to replace parts with scarce Dell-compatible parts instead of commonly available parts.
While motherboard power connections reverted to the industry standard in 2003, Dell remains secretive about their motherboard pin-outs for peripherals (such as MMC readers and power on/off switches and LEDs).In 2005, complaints about Dell more than doubled to 1,533, after earnings grew 52% that year.In 2006, Dell acknowledged that it had problems with customer service. Issues included call transfersof more than 45% of calls and long wait times. Dell's detailed the response: 'We're spending more than a $100 million—and a lot of blood, sweat, and tears of talented people—to fix this.'
Later in the year, the company increased its spending on customer service to $150 million. Since 2018, Dell has seen significant increase in consumer satisfaction. Moreover, their customer service has been praised for its prompt and accurate answers to most questions, especially those directed to their social media support.On August 17, 2007, Dell Inc. Announced that after an internal investigation into its accounting practices it would restate and reduce earnings from 2003 through to the first quarter of 2007 by a total amount of between $50 million and $150 million, or 2 cents to 7 cents per share. The investigation, begun in November 2006, resulted from concerns raised by the over some documents and information that Dell Inc. Had submitted.
It was alleged that Dell had not disclosed large exclusivity payments received from for agreeing not to buy processors from rival manufacturer. In 2010 Dell finally paid $100 million to settle the SEC's charges of fraud.
Michael Dell and other executives also paid penalties and suffered other sanctions, without admitting or denying the charges.In July 2009, Dell apologized after drawing the ire of the Taiwanese Consumer Protection Commission for twice refusing to honour a flood of orders against unusually low prices offered on its Taiwanese website. In the first instance, Dell offered a 19' LCD panel for $15. In the second instance, Dell offered its Latitude E4300 notebook at NT$18,558 (US$580), 70% lower than the usual price of NT$60,900 (US$1900).
Concerning the E4300, rather than honour the discount taking a significant loss, the firm withdrew orders and offered a voucher of up to NT$20,000 (US$625) a customer in compensation. The consumer rights authorities in Taiwan fined Dell NT$1 million (US$31250) for customer rights infringements. Many consumers sued the firm for the unfair compensation. A court in southern Taiwan ordered the firm to deliver 18 laptops and 76 flat-panel monitors to 31 consumers for NT$490,000 (US$15,120), less than a third of the normal price.
The court said the event could hardly be regarded as mistakes, as the prestigious firm said the company mispriced its products twice in Taiwanese website within 3 weeks.After Michael Dell made a $24.4 billion buyout bid in August 2013, activist shareholder sued the company and its board in an attempt to derail the bid and promote his own forthcoming offer.
Maybe you remember the Vostro 5590? We tried it out recently, and it was a heck of a deal! Great looks, good performance, and versatility – both at a good price. Well, nowhere is its smaller brother.
Since we’ve tested the big one with only the integrated graphics card, now we’ve decided to max out the Vostro 5490 in terms of computational and graphics performance.Currently, the max out configuration includes the Core i7-10510U in a combination with the GeForce MX250 (25W). All of this is hidden inside of a chassis that resembles the more premium XPS (and previously Precision) brands of Dell. So, to put it clearly, this notebook is not a budget offering by any means, but more like a compromise between quality and cost-efficiency.You can check the prices and configurations in our Specs System. What’s in the box?Packaging-wise, the box is square-ish in form.
When you open it, you are first met by the 65W power adapter and the appropriate cord for your region. After you remove this cardboard compartment, you can see the laptop itself.Design and constructionIn terms of size, this 14-inch business notebook is as small as it can get. Well, sure, the likes of ZenBook from ASUS can go way smaller, thanks to its ErgoLift hinge mechanism, but Dell has certainly passed on this one Or were they? Actually, the Vostro 5490 also employs an interesting way of lifting the base of the ground. It is way more subtle than the ZenBooks and does so when you tilt the display way more back. While the laptop weighs 1.49 kg which is great, it also has a reasonable thickness – it is a good balance between breathing space and the actual thickness of the notebook – around 18 mm. Although the entire body of this laptop is made out of plastic, the lid has an aluminum cover.
This makes it a lot stronger than what a polycarbonate one would do. However, the hinges don’t let you open it with a single hand. Nevertheless, we are happy to see a camera above the display, despite the super-thin bezels.Then we come to the base. As we said for the larger model, the Vostro 5490 also has a little bit of bending going on when you type more aggressively. However, there is no problem when you are not that passionate. The keyboard itself has a decent key travel but is a little mushy.
On the bright side, it is equipped with a backlight and the spacing between the keycaps is great, which makes it ever so easy to get used to this keyboard.Sadly, we were once again unable to test the touchpad as we had problems with this laptop’s drivers as well. It is interesting how a second device of the new Vostro 5000 series has issues with the drivers for its touchpad.nevertheless, turning the laptop upside down shows us its ventilation and speaker grills, while the hot air is exhausted by a single cut-out from in between the lid and the base.PortsOn the left side of this notebook, you’ll see the power plug, an HDMI connector, followed by two USB Type-A 3.1 (Gen. 1) ports as well as a USB Type-C 3.1 (Gen. 1) port with DisplayPort capabilities.
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On the other side, there is the RJ-45 connector, a USB Type-A 2.0 port, a headphone jack, and a MicroSD card reader. Vostro 5490’s bottom panel has to be removed if you want to access its internals.
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First, remove all 9 Phillips-head screws. Then carefully pop the bottom panel with a plastic tool. It is easiest to start from the hinge area, as the front side that has tiny creases.Its cooling doesn’t look terribly sophisticated. There is one rather bulky heat pipe that goes all the way from the CPU to the GPU and finally to the heat sink.Now, one of the strong points of the Vostro 5490 – upgradability. You can plug up to 1TB of PCIe x4 NVMe M.2 drive and up to 2TB of 2.5″ SATA drive. While there are 4GB or 8GB already soldered to the motherboard, you can also expand it with up to 16GB of DDR4 memory with speeds of 2666 MHz.
The next figure shows how well the display can reproduce dark parts of an image, which is essential when watching movies or playing games in low ambient light.The left side of the image represents the display with stock settings, while the right one is with the “Gaming and Web Design” profile activated. On the horizontal axis, you will find the grayscale and on the vertical axis – the luminance of the display. On the two graphs below you can easily check for yourself how your display handles the darkest nuances but keep in mind that this also depends on the settings of your current display, the calibration, the viewing angle, and the surrounding light conditions.Response time (Gaming capabilities)We test the reaction time of the pixels with the usual “black-to-white” and “white-to-black” method from 10% to 90% and vice versa.We recorded Fall Time + Rise Time = 31 msHealth impact – PWM / Blue Light PWM (Screen flickering)Pulse-width modulation (PWM) is an easy way to control monitor brightness. When you lower the brightness, the light intensity of the backlight is not lowered, but instead turned off and on by the electronics with a frequency indistinguishable to the human eye.
In these light impulses, the light/no-light time ratio varies, while brightness remains unchanged, which is harmful to your eyes. You can read more about that in our.Dell Vostro 5490’s display is using PWM to adjust the brightness up to 60 nits. After that its flicker-free.
Moreover, the PWM it uses has a very high frequency, making the display comfortable for long hours of work and safe for your eyes in this aspect.Blue light emissionsInstalling our Health-Guard profile not only eliminates PWM but also reduces the harmful Blue Light emissions while keeping the colors of the screen perceptually accurate. If you’re not familiar with the Blue light, the TL;DR version is – emissions that negatively affect your eyes, skin and your whole body. You can find more information about that in our dedicated article on.
ConclusionsDell Vostro 5490 has an IPS panel with comfortable viewing angles and good contrast ratio. While it doesn’t use aggressive PWM to adjust its brightness levels, it covers only 54% of sRGB. Buy our profilesSince our profiles are tailored for each display model, this article and its respective profile package are meant for Dell Vostro 5490 configurations with 14.0″ Chi Mei N140HCA-EAC (CMN14D4) (FHD, 1920 × 1080) IPS panel.Should you have problems with downloading the purchased file, try using a different browser to open the link you’ll receive via e-mail. If the download target is a.php file instead of an archive, change the file extension to.zip or contact us atRead more about the profiles. Added to cart SoundDell Vostro 5490’s speaker quality is not bad.
However, there are deviations across the entire frequency range.DriversAll of the drivers and utilities for this notebook can be downloaded from here: BatteryNow, we conduct the battery tests with Windows Better performance setting turned on, screen brightness adjusted to 120 nits and all other programs turned off except for the one we are testing the notebook with. This notebooks 42Wh battery happened to be pretty effective.We got 11 hours of Web browsing and 10 hours and 30 minutes of video playback from it.
482 +75.9% Temperatures and comfort Max CPU loadIn this test we use 100% on the CPU cores, monitoring their frequencies and chip temperature. The first column shows a computer’s reaction to a short load (2-10 seconds), the second column simulates a serious task (between 15 and 30 seconds), and the third column is a good indicator of how good the laptop is for long loads such as video rendering.Average core frequency (base frequency + X); CPU temp. Intel Core i7-10510U (15W TDP)0:02 – 0:10 sec0:15 – 0:30 sec10:00 – 15:00 minDell Vostro 54903.57 GHz (B+98%) @ 90°C2.51 GHz (B+39%) @ 87°C2.10 GHz (B+17%) @ 66°CIf we look at the CPU only, this laptop’s cooling seems perfectly fine with it. It begins really strong with almost 3.60 GHz and at the end it still keeps the clock speeds above 2.00 GHz, while the temperature drops to the cool 66C. By the way, in this segment of the test, the fan was fairly inaudible. Real-life gaming NVIDIA GeForce MX250GPU frequency/ Core temp (after 2 min)GPU frequency/ Core temp (after 30 min)Dell Vostro 54901548 MHz @ 67°C1457 MHz @ 67°CLenovo Ideapad S540 (15)1608 MHz @ 69°C1404 MHz @ 59°CASUS VivoBook S15 S5321708 MHz @ 77°C1480 MHz @ 67°CHere, however, the plane did indeed take off.
Nevertheless, this seemed to have worked, and the temperatures of the 25W version of MX250 never exceeded 67C. Comfort during full loadIn addition to the high noise, the top middle part of the keyboard heats up significantly – it reaches up to 51C. VerdictLadies and gentlemen, if you are familiar with the, this laptop is obviously not that different from the other. However, the performance figures of the new Core i7-10510U inside this machine are pretty darn good. Sadly, there had to be a catch. Here, the toll is in the form of noise.
The fan of this notebook sounds more like one of a gaming laptop, rather than a business ultrabook. Perhaps, this is what you get when you want a powerful laptop that is small in size too.Let’s not take performance as the key factor here, though.
The machine we tested today proved to have a great battery life. Despite the 42Wh unit, we got 11 hours of Web browsing and 10 hours and a half of video playback.
From the top-tier level. As it comes nowadays, efficiency goes hand by hand with performance.Next – the display.
Apparently, there are corners to cut, when you don’t want to skyrocket the price tag of your notebook. This is the reason why Dell has chosen a budget IPS panel. While it has comfortable viewing angles, good contrast ratio and doesn’t use aggressive PWM for brightness adjustment, the display covers only 54% of sRGB.Now, brace yourselves, as we are going to throw some more features in favor of the Vostro 5490. The first will be its I/O, which is really rich for a 14-inch notebook.
Although we would be completely happy if it had a Thunderbolt connection, we can give it the green light this time. Then, there is the upgradability – one M.2 PCIe x4 slot and one 2.5″ SATA slot for storage expansion plus a maximum of 24 GB of memory – 16GB via a RAM DIMM and 4GB to 8GB soldered to the motherboard.So for business purposes, the laptop should do the job great, just keep in mind that if you push it, it is going to roar back.