Boeing offers an example of how the lines were becoming blurred between Dell and its customers. Boeing, which had 100,000 Dell PCs, was served by a staff of 30 Dell employees who resided on-site at Boeing facilities and were intimately involved in planning Boeing's PC needs and the configuration of Boeing's network. While Boeing had its own people working on what the company's best answers for using PCs were, Dell and Boeing personnel worked closely together to understand Boeing's needs in depth and to figure out the best ways to meet those needs.
A number of Dell's corporate accounts were large enough to justify dedicated on-site teams of Dell employees. Customers usually welcomed such teams, preferring to focus their time and energy on the core business rather than being distracted by PC purchasing and servicing issues.