Next, Mr Kelly and his team roughed out the basics of the business model. There was never any doubt it would be based on the US model. But they used a simpler form of it - "about 35-40 per cent worth," Mr Kelly recalls. At first, this meant that Dell sold only a limited line of products - desktops - emphasizing corporate buyers. Dell then built call centers and sales teams, but in a way that was focused on the initial target market.