Colby and carleton own a business. most of their friends and colleagues would say colby, who manages the business on a daily basis, is down-to-earth and conventional in his thinking, while carleton is the "dreamer" and "big idea" partner, who is always coming up with new ways to promote and expand the business. regarding the five-factor model, colby would rate low and carleton would rate high on the dimension.

Colby would rate low on openness to experience, while Carleton would rate high on this dimension based on the five-factor model.

Since Colby’s thinking is conventional, he would most likely stick with the common and proven methods in handling a business, thus, the rationale on his low rating to openness to experience.

in 2001, dell computer became the world’s largest personal computer vendor, continuing to

gain market share and post profits in an industry struggling with slumping sales and billions of

dollars in losses. dell sells 90% of its pcs directly to the final customer, largely bypassing the

reseller channel that accounts for most of the world’s pc sales. this direct customer relationship

is the key to dell’s business model, and provides distinct advantages over the indirect sales

model. dell’s direct relationship with the customer allows it to tailor its offerings to customer

needs, offer add-on products and services, and use the internet to offer a variety of customer

services. in addition, dell’s pcs are built to customers’ specifications upon receipt of an order,

giving dell additional advantages over indirect pc vendors who must try to forecast demand and

ship products based on those forecasts. dell’s direct sales and build-to-order model has achieved

superior performance in the pc industry in terms of inventory turnover, reduced overhead, cash

conversion, and return on investment (kraemer, et al., 2000).

explanation: