Abstract This paper looks at the history of Dell Computers, from its beginnings to the present day, and examines how Michael Dell and Dell Computer Corporation have survived the competition and challenges of the computer industry while other computer companies have floundered. The paper includes a look at some of Michael Dell's personal traits, Dell Computer Corporation's direct model approach to doing business, how Dell Computer fares today, and Dell's global strategies.
From the Paper "Michael Dell has always been precocious and interested in advancing his knowledge. When he was an 8-year-old third grader, he wrote to a company that advertised he could ?earn his high school diploma by passing one simple test. The woman who came to administer the test was surprised when a child appeared wearing a red terry-cloth bathrobe (Maney, 1999).? This was just the beginning of one of the most successful computer companies today."
Abstract A study of Dell and its unusual and highly-profitable business strategy which strongly excludes middlemen. Selling direct to the buyer provides not only economic benefits inherent in maintaining virtually no inventory and lower distribution cost, but also allows them to interact directly with their customer. This paper discusses the history of Dell and how Michael Dell came to establish this very successful hardware company. It details several big deals that Dell has made with companies such as IBM and HP which will help them prosper in the future.
From the Paper "Dell Computer Company has a distinction that separates it from the rest of the companies such as Compaq, IBM, Hewlett-Packard and others in the computer hardware market. Dell does not use middlemen; their business strategy is to sell directly to the end user through a variety of interfaces. Selling direct to the buyer provides not only economic benefits inherent in maintaining virtually no inventory and lower distribution cost, but also allows them to interact directly with their customer. This puts them in the enviable position of being able to profitably extend and grow their business through relationships and contacts made from the first purchase. (Fortune Magazine, December 20, 1999.)"
This management strategy and policy level paper is on the innovation of Dell Computer and Gateway Computer and focuses on the strategies adopted by both Dell Computer and Gateway Computer to establish a well defined position in the global computer market.
650 words (approx. 2.6 pages), 3 sources, 2002, $ 26.95
Abstract This Management strategy and Policy level paper is on the Innovation Of Dell Computer And Gateway Computer and focuses on the strategies adopted by both Dell Computer and Gateway Computer, to establish a well defined position in the global computer market. This paper also focuses on the comparison between innovations made by both the industries. It also reviews the factors responsible for setting back Gateway Computer to Dell Computer.
Tags: BUSINESS / BUSINESS AND TECHNOLOGY, dell gateway computer
Abstract This paper discusses the strategies Dell computers has used in its entry into the Chinese marketplace. The paper gives a brief overview of the changing Chinese economy and the potential difficulties faced when entering this market. Next, the paper discusses the Chinese consumer's computer needs and preferences, including Dell's competition in China. Finally, the writer examines why Dell has been successful in China. Many of these strategies are consistent with Dell's marketing worldwide, which include excellent products and technical service, which result in customer loyalty.
From the Paper "Dell's competitors in the PC market in China are Legend, IBM, Hewlett-Packard, Founder, Compaq, Tongfang, Great Wall, Toshiba, NEC Japan and Acer (Muthukumar and Manda, 2004). Of these competitors, Legend, Founder and Tongfang pose the greatest threats because they are local companies who know the lay of the land. But despite the advantage of the "local boys", Dell' strength can be measured in terms of the change in strategy they underwent. Instead of continually servicing the entry-level PC market, Dell refocused its strategy on "the high-end segment and focus on servers, printers and data storage gear (Muthukumar and Manda, 2004)." The convergence to the corporate market enabled Dell to capture the third place in the market."
Tags:Dell, China, personal, computers, customer, service, customer, loyalty, Asia
Abstract This paper describes and analyzes the organizational technology plan for Dell, Inc, one of the world's largest vendors of personal computers. The study explores and defines the company's plans for the organization, including managers and individuals, and its intentions concerning how best to apply new and emerging technologies. A summary of the research and salient findings are provided in the conclusion.
Outline:
Overview
Figure 1. Dell Stock Performance - Past 5 Years to Date.
Current Technology Assessment
Value Chain Analysis
Social Contract
Global Issues
Table 1 - Dell Geographic Business Segments
Managing Change
Conclusion
References
Appendix A
Current Dell Products and Services
From the Paper " Beyond these core business components, Dell has also expanded its operations to include financing alternatives, asset management services, and other customer financial services for its business and customers in the U.S. (Dell, 2007). Today, Dell's customers include large corporate, government, healthcare, and education accounts, as well as small-to-medium businesses and individual customers; however, the manner in which the company markets and sells its products and services bypasses all middlemen and work with and ship directly to their customers (Dell, 2007). The company's Market Guide profile indicates that Dell was founded by Michael S. Dell in 1984 under the name "Dell Computer Corporation"; in 2003, though, the company changed its name to Dell, Inc. with headquarters in Round Rock, Texas (Dell, 2007). The company's stock performance for the past 5 years to date compared to the NASDAQ averages on which it is listed, is shown in Figure 1 below."
Abstract This paper describes Dell Computer. The author analyzes the way the company integrates each element of the marketing mix into Dell Computer's marketing strategy. The paper illustrates Dell's products and how they are sold.
From the Paper "Dell Computer is a well-known computer company that sells primarily through the Internet and to a lesser degree through mail order. This ... is a for-profit organization that has capitalized on the advantages that e-commerce offers to high-technology firms and the company has also developed a reputation for offering good value for its products. This research considers the marketing mix in place at Dell Computer and how the company integrates each aspect of the marketing mix into the marketing strategy. "
Abstract "This paper discusses the financial performance of Microsoft and Dell Computers relative to each other. While each company is an industry leader, they operate in different segments. Dell leads the world in computer hardware and electronics manufacturing and distribution through its unique direct sales business model, and Microsoft is the world's largest software company. The operating profitability, asset utilization, and risk management of each company is examined in detail. Dell is deemed to have an advantage over Microsoft in terms of operational expertise while Microsoft is viewed as being more competent at execution of its strategy. "
From the Paper "Comparing Microsoft and Dell vis-?vis their financial performances can be an effective tool provided the metrics are kept in perspective. Microsoft's business model is completely different than Dell's. Microsoft is a software provider that is reliant on its retail sales channels for distribution of its products while Dell is a direct seller of computer hardware and consumer electronics. It is obvious from the character of these two behemoths that each, in its own respective industry, dominates the competition and also exhibit different sets of core competencies. As several industry researchers have noted, Dell is renowned for its operational prowess and logistical perfection on a global scale (Kelley, et al, 2004). Conversely, Microsoft is recognized for its ability to assess the market and execute on its strategy so effectively that its success is often, unjustly or otherwise, confused with anti-competitive behavior..."
Abstract This paper outlines the manner in which the personal computer industry has changed over the last few years in the context of Dell's leadership and corporate identity. An evaluation of Dell Inc.'s stock performance is included in addition to a discussion of effective trading strategies of the firm's shares in recent times.
From the Paper "Dell was really the first major PC manufacturer to recognize this trend towards commoditization and standardization in the computer industry. In July 1996, Dell launched its Dell.com website which allowed consumers to directly access Dell in order to build a PC or set of PCs tailored to their needs via pull-down menus which allowed customers to select from a uniform list of standardized options (Dell Online p.1). Clearly, Dell saw that people were going to need a quick way to configure and purchase their PCs, and thus they created perhaps one of the quickest and simplest computer purchasing channels ever made."
Abstract The paper discusses how a company such as Dell computers can achieve and defend its competitive advantage through appropriate business strategy. The paper evaluates the success of Dell, Inc. and examines its cash flow, as well as its high performance computers at reasonable prices.
From the Paper "Dell Inc. was a struggling PC maker. Like other computer manufacturers ten years ago, Dell ordered its components in advance and carried a large amount of component or raw material inventory. Consequently, if its sales forecasts were wrong, then Dell could experience significant write-downs based on lower cost market (LCM) price adjustments. Dell decided on a new business strategy that it hoped would allow the company to develop, achieve and maintain a competitive advantage.
Tags: Achieve/Defend Competitive Advantage, business strategy, Dell, computer, PC, direct sales, supply chain management, a decade of success, sustaintable competitive advantage
Abstract This paper is a case study of Dell. It describes the company's sales, manufacturing, distribution, customer support and quality control functions. The paper looks at Dell's global strategy and the company's stakeholders.
From the Paper "Dell describes itself as the world's leading computer systems company. Dell is the number one and fastest growing among all major computer systems companies worldwide with more ..."
Tags:dell, computer, growth, global, sales, marketing, manufacturing, quality control, management, direct sales, distribution, business partners, stakeholders, revenue
Abstract This paper examines the industry environment of the computer manufacturer, Dell Inc. This paper also discusses changes in the computer industry and their impact on Dell.
From the Paper "Dell Inc. continued its upward financial trend, posting record revenue numbers during its first fiscal quarter. The company which ended fiscal year with more than billion in revenue posted billion in sales in the quarter ended April. This is a percent increase over the same period last year. Dell which is working toward annual revenues of billion earned million for the quarter a percent increase over the first quarter."
Abstract This paper discusses and analyzes the Dell Corporation through examining the elements of strategy, conducting a SWOT analysis, determining market competition and by making recommendations as to how Dell should continue to use its competitive advantage of knowledge form producing its own products to sell directly to consumers.
From the Paper "In the mid 1980s a dynamic and innovative man by the started up a computer company that sold pc systems directly to customers. The Dell Corporation was able to develop a one-to-to (i.e. business to client - b2b) relationship with its consumers through bypassing system integrators, distribution channels, and retail stores. "
Abstract This paper discusses the Dell Inc. Corporation by identifying the company's elements of strategy, conducting a SWOT analysis, determining competitive advantage, and reviewing the company's financial performance from the mid to late 1990's. Part of Dell Inc.'s strategy is based on its direct sales business model whereby the corporation forgoes distribution channels (i.e. retail) by selling PC products directly to consumers.
From the Paper "More than two decades ago, the Dell Corporation entered the pc market at a time when the industry was closed, vertically integrated, and proprietary technologically based, thus making market entry quite difficult. Increased demand for personal computer (PC) products has translated into strong retail performance in the global market. PC manufacturers are competing for market share, yet one company stands out from the rest in terms of innovative business strategy and improved financial performance. "
Abstract This paper discusses the financial performance of Microsoft and Dell Computers. The paper explains that while each company is an industry leader, they operate in different segments. Dell leads the world in computer hardware and electronics manufacturing and distribution through its unique direct sales business model and Microsoft is the world's largest software company. The operating profitability, asset utilization and risk management of each company is examined in detail.
From the Paper "Dell Overview: Dell's business model is based on a direct-sale model with the internet being its primary sales channel, although it does employ other channels. Dell employs approximately 55,000 people and is headquartered in Round Rock, Texas. For the fiscal year that ended January 2005, Dell reported earnings in excess of $49,000 million which represented an increase of over 18% on a year on year basis. Most of Dell's increases were the result of greater product shipments to international markets and net income for fiscal year 2005 was just over $3000 million (Dell, 2005). Operating Profitability. Dell's operating profitability for 2005 is a strong indicator of the strength of Dell's business model. As a percent of net revenue, Dell's operating expenses stood a 9.7% or $4.7b making its operating profitability $44.5b (Dell, 2005)."
Abstract This paper assesses the financial position of Dell Computer Corporation as of the cost of fiscal 2003. The assessment covers five fiscal years and examines the impact of the high-tech crash of 2001.
From the Paper "As a major player in the high-tech economy Dell Computer Corporation suffered along with the industry when the crash occurred in..."
