| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "DELL VIRTUAL INTEGRATION VISION": |
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Dell's Virtual Integration Vision, 2007.
A look at how Michael Dell is transforming his vision of virtual integration into reality.
1,504 words (approx. 6.0 pages), 6 sources, MLA, $ 49.95
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Abstract
This paper discusses how Michael Dell's vision of creating a direct selling organization that can quickly customize laptops and PCs, has directly lead to the disintermediation of an entire layer of distribution channels, and with it, transformed the development of supply chain partnerships that could scale to meet Dell's global growth. The paper looks at how Michael Dell's vision of virtual integration forces an entirely new set of dynamics on suppliers, the limited resellers the company relies on, trading partners and the many integration points that the Dell Value chain has both internal and external to the company.
Outline:
Executive Summary
Measuring Progress Towards Virtual Integration
Dell's Areas of Measurements regarding Virtual Integration
The End Game: Dell's Mass Customization Strategy
From the Paper
"The internal culture of Dell is highly focused on analytics and the ability to quickly measure, monitor and modify direction. The fulfillment of the virtual integration vision is only verifiable through an extensive set of analytics, which is exactly what Dell invests heavily in to measure their progress to this goal. Dell specifically concentrates on inventory turns and the Return on Invested Capital, velocities of the small percentage of pre-build configurations through distribution channels, share of market within the government, educational and enterprise markets in addition to many other metrics specifically chosen to measure the efficiency of their e-business strategies, this company has also had to become very centered on metrics. "
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Virtual Organizations And Virtual Offices, 2002.
A look at running a virtual organization.
650 words (approx. 2.6 pages), 3 sources, $ 26.95
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Abstract
This three-page undergraduate paper compares and contrasts virtual organizations and virtual offices. The paper discusses the pros and cons of the two and comes to a conclusion.
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Reading with Vision Therapy, 2004.
An analysis of the impact of vision therapy on vision-impaired children's reading ability.
4,340 words (approx. 17.4 pages), 25 sources, MLA, $ 114.95
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Abstract
This paper presents a study that attempts to determine the impact of vision therapy of vision-impaired children's reading ability. The paper explores the purpose of this study, claiming it to be three-fold: 1.To determine the current incidence of vision-impaired children in American schools; 2. To determine the extent to which current diagnostic procedures are failing to identify potentially vision-impaired children; and, 3. To identify efficacious treatment interventions to improve reading abilities in vision-impaired children.
Table of Contents
Chapter 1: Introduction
Background of the Problem
Statement of the Problem
Purpose of the Study
Significance of the Study
Research Questions
Limitations and Delimitations
Definitions
Chapter Summary
Chapter 2: Preliminary Literature Review
Chapter 3: Methodology
Description of the Study Approach
Data-gathering Method and Database of Study
From the Paper
"Among the many serious problems facing American society today is the need to deliver effective educational services to an increasingly diverse population of students, both in terms of cultural and ethnic background as well as their levels of learning abilities. In an effort to "mainstream" as many learning disabled and minority children as possible into American classrooms, educators have been faced with a wide range of challenges and obstacles to providing this equitable distribution of educational services in a meaningful way. One of the major problems facing educators at all levels is students' ability to read in the first place. Without the ability to read efficiently, students are unable to achieve academic proficiency in almost any subject area without significant tutorial assistance and even then, the chances of success are not as great as if a child has already acquired the ability to read efficiently before entering the classroom."
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"Direct from Dell", 2002.
An analysis of the book "Direct from Dell" by Michael Dell.
1,150 words (approx. 4.6 pages), 1 source, $ 44.95
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Abstract
The paper will discuss the book "Direct from Dell" by Michael Dell. The study will be based on his life and how achieved the great success in the computer industry that he made fro virtually nothing. The book will be analyzed to tell the way that he created the industry and how it was started. By discussing these elements of the book, we can understand why he built the industry, which is today a multi-million dollar franchise.
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Virtual Literature, 2005.
An analysis of two articles on virtuality or virtual literature.
4,140 words (approx. 16.6 pages), 5 sources, MLA, $ 143.95
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Abstract
This analysis focuses on two articles on virtuality or virtual literature, including "The Condition of Virtuality" by N. Katharine Hayles and "The Written Word" by Walter J. Ong. The analysis compares and contrasts the views of Ong and Hayles on computer or electronic literature and conventional printed texts. Both Ong and Hayles maintain that virtual literature expands not limits subjectivity and the learning process from the flow of information.
From the Paper
"Meaning is culturally constructed The word first orally transmitted then transmitted through print and now electronically transmitted remains paramount in the creation and transmission of meaning. Walter J Ong suggests that the .."
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The Dell Computer Corporation, 2002.
This paper is an extensive analysis, including Porter?s Five Forces and SWOT, of the Dell Computer Corporation.
5,545 words (approx. 22.2 pages), 12 sources, MLA, $ 135.95
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Abstract
This paper states that Dell is the leading world direct supplier of computers and is the leading computer manufacturer in the United States. The paper points out the Internet and Dell?s business model are complementary to one another. The author concludes, after using the strategy exercises, that Dell must leverage its internal competencies by continuing with the direct-to-customer model and leverage its external competitive advantage by using the Internet and other value added channels to improve the production and delivery of its products. Many charts and tables.
Table of Contents
Introduction
History
Dell?s Vision Statement
Dell?s Mission Statement
Company Details
The Dell Idea
Dell Products and Services
Desktop Computers
Notebook Computers
Workstations/Servers
Software and Peripherals
Services
Dell Today
Key People
Financial Performance
Strategic Overview
Stakeholders
Human Resources
Health Plans
401 (k)
Profit-Sharing/Bonus
Stock Purchase Plan
Dell Learning
Other Benefits
External Environment
Internal Environment
Porter?s Five Forces
Competitive Rivalry
Product Substitutes
Barriers to Entry
SWOT Analysis
Strengths
Weaknesses
Opportunities
Threats
Conclusion
From the Paper
"Michael Dell?s idea in the personal computer industry was: Bypass the middleman who adds little value to the products and sell custom-built PCs directly to end-users. By using this innovative direct-marketing approach and by pioneering the industry?s first service and support programs, Dell Computer Corporation has established itself as one of the top vendors of personal computers worldwide. In 15 years, the company?s sales have grown from $6 million to $25.3 billion for the past four quarters. Since its first international subsidiary opened in the United Kingdom in 1987, Dell has opened sales offices in 34 countries around the world, and its 36,500 employees serve customers in more than 170 countries and territories."
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Virtual Teams, 2005.
An examination of the issues concerning the virtual workplace and virtual teams.
3,874 words (approx. 15.5 pages), 17 sources, MLA, $ 105.95
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Abstract
This paper proposes a study to identify the issues and concerns that affect the effectiveness and ability of virtual teams to operate at their highest potential. It looks at how decentralized and independent work centers and factories are an important part of modern organizations and how high levels of accountability and interaction are needed between these different cells or centers. The virtual workplace is defined as one in which the employees work remotely from the organization, that is away from managers and peers.
Outline
PART 1-Relationships
Developing Relationships
Confounding Variables
Relationships that Need to be Studied
Summary
Part II-- Methods and Design
Research Methods and Designs
Strengths and Weaknesses
Research Methods and Designs
Conclusion
Bibliography
From the Paper
"Virtual teams are never in physical proximity with each other. The bonding and familiarity that comes from working together is absent. Virtual teams are very task-focused. (Joinson, 2002) Studies indicate that virtual teams communicate differently as compared to those that interact face-to-face. (Warkentin, Sayeed and Hightower, 1997) In the former case, results and outcomes are very important in establishing the value of the team member. The managing and training of the team is important. Many concepts and tools used in traditional organization can be applied to virtual teams. Virtual teams however, also need more support and guidance than traditional teams. Technology plays a very critical role in the stability and success of the virtual team. Team members have to understand and embrace that the constant learning and training is required to keep up with new technology."
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Age-Related Vision Loss, 2007.
This paper discusses the issue of the loss of vision and focuses on ages-related vision loss.
2,210 words (approx. 8.8 pages), 14 sources, MLA, $ 68.95
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Abstract
In this article the writer discusses the possible causes of age-related vision loss. The writer looks into the matter of possible treatment for such kind of vision loss. Further the writer examines how vision loss may affect the person, physically, emotionally, intellectually and/or psychologically. The writer concludes that the effect of age-related vision loss is highly dependent on how the person accepts the severity of his or her case. For those who can accept it positively, they will then subject themselves for various treatments thereby minimizing the negative impact of vision loss. However, the writer points out that for those who may find it very hard to accept the fact that they are actually having difficulty to see things clearly, they would have the tendency not to seek any help or treatment from the registered medical professionals. This in turn would heighten the negative impact of their vision loss. This paper includes diagrams of statistics.
Table of Contents:
Introduction
Vision Loss
Impacts of Age-related Vision Loss
Works Cited
From the Paper
"Vision impairment is defined as the vision that is 20/40 or worse in the better eye even with glasses. In America, more or less 6.5 million people who have reached the age of 55 are suffering from blindness or severe vision loss. Further, it was also found out that one in every six people who reached the age of 65 and one in every three who reached 85 and above years old are having problems with some degree of vision loss. These numbers are continuously rising as the years go by. Indeed, age-related eye diseases are found to be the most common cause of blindness and vision impairment."
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Dell Computers, 2007.
An analysis of Dell Computer's promotion and pricing strategies, including a SWOT analysis.
2,232 words (approx. 8.9 pages), 4 sources, MLA, $ 69.95
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Abstract
This paper discusses promotion and pricing strategies for Dell Computers. The paper begins by describing the background of Dell Computers and then introduces its pricing and promotion strategies. It follows with an integrative paper which analyzes the organization, includes details on Dell's marketing mix and provides a SWOT analysis. The paper concludes with recommendations for the organization.
Table of Contents:
Background
Promotion and Pricing Relative to Dell Computers
Integrative Paper
Introduction
Dell's Marketing Mix
SWOT Analysis
Recommendations
Concluding Discussion
From the Paper
"There are several strengths at Dell's disposal. As noted previously, one of these strengths is their wide breadth of their product mix. Dell offers a variety of products including: notebooks, desktop PCs, servers, storage systems, workstations, printers, software, cameras, camcorders, televisions, and more. In addition to these products, Dell has a variety of services that it offers, from consulting to financial services. This width in their product mix not only allows them to meet the needs of a wider variety of consumers, but also gives them an increased opportunity to cross-sell to existing consumers."
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Dell, 2007.
This paper provides an overview of the Dell computer company.
2,872 words (approx. 11.5 pages), 7 sources, MLA, $ 85.95
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Abstract
In this article, the writer notes that the Dell company credits itself on providing services and products that allow businesses and individuals to develop an Internet structure. The writer points out that Dell's product line includes laptops, mobile workstations, handhelds, printers, projectors, servers, peripheral products, software and notebook accessories. The writer then examines the company and looks at the issue of competition. The writer maintains that a merger between Dell and HP would spawn a whole new generation of products and technologically driven ideas. However, the writer concludes that it is still too early to tell whether or not such a merger will ever take place, as both companies are still doing much better than their competitors in terms of sales and profitability.
Outline:
Overview & Brief History of Dell
Effect on US Financial Market when Dell came into the Market
Problems with Dell now (present) including Competition
Causes of such Problems
Future of Dell / Possible Solutions
How is Dell affecting US Financial Market (present)
If Dell goes Bankrupt, Effects on US Economy
Merger between Dell & HP
How will the Merger affect the US Financial Market?
From the Paper
"According to a report published by Dell Inc., the Dell effect involves several different outcomes. The most pronounced outcome has to do with minimizing the cost associated with the purchase of technology. The company has been able to accomplish this with a built to order business model that set it a part from the competition."
"As it relates more specifically to effect that Dell has had on the financial market in the United States when the company first entered the market, the company could easily outperform the competition because of the business model in adapted. This business model, in which all products are sold over the internet, eliminated the cost of running brick and mortar stores. In addition Dell was able to make the computers at a reduced cost and these savings were passed on to consumers. In time this gave Dell a considerable share of the market."
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Development Strategy For Dell, 2007.
A discussion about the success of Dell Computer's product mix and new product development strategy.
805 words (approx. 3.2 pages), 3 sources, MLA, $ 28.95
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Abstract
This paper discusses product mix and the new product development strategy for Dell Computers. It looks at the impact that globalization and the rapid increase of Internet technologies has had on Dell and how they have increased success for this computer manufacturer. The paper also discusses market development for Dell and Dell's competitive advantage relative to its product mix.
Outline:
Product Mix as a Facet of Success
Professional Use Product Mix
Schools/Healthcare/Government Institutions Use Product Mix
Family Home Use Product Mix
Product Market Grid
Product Development vs. Market Development for Dell
Dell's Competitive Advantage Relative to its Product Mix
From the Paper
"Yes, Dell has an advantage relative to its product mix. Dell has developed products to fit the needs of virtually every consumer with a computer technology need, and beyond. Whether it is a family looking to purchase their child's first computer, while on a tight budget, or a multimedia maven looking for processing capacity that can make their computing experience fly, to an executive who needs Dell has a product for them. In addition, they go beyond simply computers. As mentioned earlier, Dell has a vast product offering that includes: televisions, cameras, camcorders, projectors, software, games, MP3 players, and more. Shopping with Dell is truly one stop electronics shopping. And, as was financial figures in 2000 and 2002, it is their product mix that has allowed them to become a leader in their industry ("Companies: Dell", 2002; "Dell Computer: Product mix", 2000)."
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Virtual Teams Management, 2002.
Examines the technology needed to facilitate virtual teams and what unique managerial features this set up entails.
5,712 words (approx. 22.8 pages), 16 sources, APA, $ 137.95
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Abstract
This paper answers the following questions: What are some of the challenges unique to managing virtual teams? What are common causes of failure in virtual team arrangements? How does a manager create a sense of team among people who spend little or no time in the same physical space? What can managers do to foster successful virtual teams?
Table of Contents
Abstract
A day in the Life of a Virtual Team
What is a Virtual Team ?
Challenges in Managing Virtual Teams?
Globalization
Managing Workforce Diversity
Dealing with Temporariness
Causes of Failure in Virtual Team Arrangements?
Battling Remoteness
Overcoming Communication Obstacles
Tackling Geography
Technology Challenges
Leveraging the Differences
Addressing Division of Labor
Successful Virtual Teams Management
Building Trust
Isolation
Building Cohesion and Team Identity
Summary
Works Cited
Other Works Consulted
From the Paper
"A day in the life of a virtual team If you were to spend a day watching a virtual team in action, it might look something like this. Joe, a sales representative managing a five-state territory, began his day in Atlanta, which is over 600 miles from his home office and over 3000 miles from corporate headquarters. Upon leaving his first meeting of the day, he was asked to return the following day, first thing in the morning, to present to executive management. There was only one hitch. In an effort to get executive management to the meeting, Joe promised that the presentation would include existing customer satisfaction testimony, a live demonstration of how the products would effectively solve their technical operations issues, a walk through of a return on investment analysis, a discussion on deployment timeframes, and that there would be time for Q&A with management and developers at the end of the meeting. Joe also had three more meetings to get to that day before he could start to prepare for the next morning."
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Dell, Inc., 2004.
This paper discusses the marketing and manufacturing strategies of Dell, Inc., which sells products and services for the information and entertainment technology industry.
6,205 words (approx. 24.8 pages), 21 sources, MLA, $ 145.95
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Abstract
This paper explains that Dell?s direct-to-customer business model, which does away with intermediaries and gives the customer more powerful and featured computer systems with enhanced capabilities compared to the majority of the rivals at the same price, is the secret behind the company?s remarkable development and achievements. The author points out that Dell recently moved into consumer electronics and services including the Dell Music Store, a service to sell downloaded music; an integrated HDTV-compatible, 17-inch flat-screen TV and computer monitor with unified speakers, and the Media Experience, a software application for handling digital media. The paper relates that Dell uses a lean manufacturing model, which concentrates on the complete removal of waste, errors, and delays in supply, manufacturing, and distribution by using demand-driven, lean supply and near-zero defects principles together with the concept of the flexible enterprise.
Table of Contents
Introduction
Dell?s Product, Pricing, Distribution and Promotion Strategies
Product
Pricing
Distribution
Promotions
Dell?s Product Portfolio Strategy
Target Market Strategy
Market Penetration Strategy
Dell?s Key Competitors (Hewlett-Packard, Sun Microsystems and IBM)
Dell?s Direct-to-Consumer Distribution Model
Lean Manufacturing Model
Specific Advertising Campaigns, including the Well-Known ?Steven? (e.g. ?Hey, Dude, You?re Getting a Dell') Campaign
Conclusion
From the Paper
"In order to comprehend customers? wants and to supply high quality computer products and services adapted to satisfy those wants, the Company builds and uses direct customer relationships. The customers who buy the products and services of Dell include huge corporate, government, healthcare and education customers, small-to-medium businesses and individuals. With regard to small-to-medium businesses and individuals, the Company maintains direct relationships with the help of account representatives, telephone sales representatives or Internet connection. A steady stream of information giving needs and strategies of customers received through these direct customer relationships helps the Company to understand the requirements of its customers and to match them with upcoming technologies. As an element of business agenda, at Western Michigan they have incorporated a plan with Dell letting business students to get the Dell products. They have aimed at the young students and have presently embarked on building a customer relationship with the greater part of the Western Michigan University business students."
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The Dell Computer Corporation, 2005.
This paper explores the wide-reaching implications of the Dell Computer Corporation direct model for the entire computer industry as presented in "Matching Dell" by Jan W. Rivkin and Michael E. Porter.
1,400 words (approx. 5.6 pages), 1 source, MLA, $ 46.95
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Abstract
This paper explains that the Dell Computer Corporation direct model strategy stands out not only because of its elimination of middlemen but also because each computer is custom-designed and made-to-order per the customer's needs. The author points out that the corporation has threatened to undermine years of hard work by industry stalwarts such as IBM and Compaq because most of Dell's competitors manufacture machines to suit the needs of their retailers, resellers or distributors who in turn interacted with customers. The paper concludes that, rather than try to imitate Dell's model, companies with well-established names like IBM, HP/Compaq and Gateway should continue to thrive in their sectors while at the same time coveting more corporate accounts, creating more custom-made computers, easing away from the assembly line and offering the personalized PC purchasing experience for which Dell has become so famous.
From the Paper
"Software is installed in a separate stage of the manufacturing process, and Dell offers specialized services for companies that require the installation of proprietary software. Companies like HP/Compaq would do well to hone the manufacturing process and shift away from the assembly-line. Customized "cell" production makes for a more stable system that is also tailored to the needs of the user. Also, when an order is placed, a list of parts is compiled and sent to the manufacturing plant located closest to the consumer."
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