| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "INNOVATION DELL COMPUTER GATEWAY": |
|
|
Innovation Of Dell Computer And Gateway Computer, 2002.
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, $ 26.95
»
Click here to show/hide summary
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.
| |
|
Innovation Of Dell Computer And Gateway Computer, 2002.
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 define position in the global computer market.
650 words (approx. 2.6 pages), 3 sources, $ 26.95
»
Click here to show/hide summary
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 define 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.
| |
|
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
»
Click here to show/hide summary
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."
| |
|
Dell Computers, 2002.
A study of the decreasing computer hardware industry and the impact on the Dell Computer Corporation.
1,395 words (approx. 5.6 pages), 7 sources, MLA, $ 46.95
»
Click here to show/hide summary
Abstract
This paper explores the foreign expansion of the Dell Computer Corporation into China and other international markets. It discusses how this relatively young company expanded overseas with research and development departments and future projects. The paper compares Dell with Gateway, which has not expanded globally. This paper found that they share similar business strategies, but that Dell executed the strategy better, which enabled successful global expansion.
Table of Contents:
Introduction
History of Dell
The Industry
The Expansion
Comparisons
Conclusion
Works Cited
From the Paper
"Though the computer hardware industry was once booming, in recent years the industry has experienced a decrease in profits. Most of this is due to the downturn in the economy and a decrease in consumer confidence and spending. The decrease in profits is also due to a decreased need of consumers to upgrade. The technology that computers provide is not growing at the rate that it once was which means that consumers can continue to use older computers to meet their needs."
| |
|
Gateway Computer, 2002.
An external audit of the computer company.
900 words (approx. 3.6 pages), 12 sources, $ 31.95
»
Click here to show/hide summary
Abstract
External audit of the computer company. Focus of audit is on the Country Store Business Model, an alternative product-delivery strategy. Sales via mail order, the Internet, and retail storefronts named Country Store. Lists the top ten opportunities and threats to the company. Gateway's financial position. Impact of national economic slowdown.
From the Paper
"GATEWAY COMPUTER: EXTERNAL AUDIT
Introduction
This research presents an external audit of Gateway Computer Company. The focus of the audit is on the Country Store business model. "Gateway Computer Country Store" is not a company. Rather, the Country Store business model is an alternative product-delivery strategy. Gateway Computer continues to sell and deliver 65 percent of its computers via mail order, with an additional 10 percent sold via the Internet, and 25 percent sold and delivered through the company's retail storefronts under the name "Country Store". The company's Country Store chain is not a separate profit-center within the Gateway Computer Company.
The external audit presented in this research is one-half of a SWOT ..."
| |
|
Gateway Computers, 2005.
A business analysis of Gateway Computers.
1,350 words (approx. 5.4 pages), 8 sources, $ 53.95
»
Click here to show/hide summary
Abstract
The paper examines how Gateway Computers, founded in 1985, has grown from a two-person start-up to a multibillion-dollar company. The paper concentrates on the business side and shows how Gateway has identified the needs of the consumer and built up a strong business model accordingly.
From the Paper
"This paper is a business analysis of the company Gateway Computers, a company that holds a particular niche in the fiercely competitive computer business. That business has become more and more competitive because of the rapidity with which computer technology changes so that new developments may mean entirely new systems offered and soon required by users. This means a rapid turnover in both hardware and software for many consumers, and while this might suggest increased business for existing manufacturers, it also means new entrants with new products all the time."
| |
|
Gateway Computers, 2004.
An overview of Gateway Inc. and its impact on the world of computers and information technology.
1,506 words (approx. 6.0 pages), 6 sources, MLA, $ 49.95
»
Click here to show/hide summary
Abstract
This paper examines how, in its seventeen years of business, Gateway Inc. has made valuable name and place in the global market of computers. It gives an introduction to the company and outlines the main business strategies adopted by the company. It also describes the company?s major business decisions and what contributions it has made to enhance the use of information technology among its consumers.
From the Paper
"In the beginning Gateway?s stocks chart was very similar to that of Apple?s stocks chart. In the late 1990s, Gateway?s stocks began to move even higher. ?Gateway's rise in fortune was directly tied to the release of Windows 95 and the climb to market dominance of Microsoft's ubiquitous desktop operating system? (Robert Paul, Gateway And Apple: A Tale Of Two Companies). Gateway computers when compared to Apple computers did remarkable business but could not match the strategies deployed by the Dell computers. ?Dell's focus on efficiency outpaced Gateway's efforts to sell direct to consumers while maintaining a folksy marketing charm. Dell's revenue and profits grew at an accelerated rate compared to Gateway. Dell's stock price soared at a rate that seemed to defy the laws of gravity? ."
| |
|
Comparative Analysis of Dell and Gateway, 2002.
The paper compares the companies of Dell and Gateway whose business strategy is to sell directly to the end user through a variety of interfaces.
3,805 words (approx. 15.2 pages), 24 sources, MLA, $ 104.95
»
Click here to show/hide summary
Abstract
The writer shows the advantages of the way in which the Dell Computer Company and Gateway Computer Company sell directly to the buyer, providing not only economic benefits inherent in maintaining virtually no inventory, but also allowing them to interact directly with their customers.
From the Paper
"PC marketers are having a harder time than before as the saturation begins to take hold in the market; household computer penetration is rising past 50%. With the advent of inexpensive (and even free) machines, the computer hardware industry is moving toward commoditization. (Brandweek, June 21, 1999). PC prices are falling and the public is looking more and more at wireless options for Internet access representing computing, content and communications; desktop machines are less the center of consumer attention and sales than before."
| |
|
Dell vs. Gateway, 2005.
A comparison of two major companies in the computer retail industry, Dell and Gateway.
2,174 words (approx. 8.7 pages), 7 sources, APA, $ 67.95
»
Click here to show/hide summary
Abstract
This paper begins with a look at some background information on both Dell and Gateway computer companies. The paper then makes a comparison between the marketing strategies of both companies by looking at their product strategies, pricing strategies, their distribution and international markets. The paper also compares the strengths and weaknesses of the two companies as well as their websites. Finally, recommendations for improvement for both of the companies are made at the conclusion of the paper.
Introduction
Company Backgrounds
Company Marketing Strategies
Company Websites
Conclusion
From the Paper
"The personal; computer industry has been transformed over the past few years by several pioneers in the computer industry. Among those who are at the forefront of such changes are Dell and Gateway. Their user-friendly individualistic format of marketing often leads the customer to believe that their services are indispensable for the consumer. They both take previously unknown technological terms and offer them to the consumer in a relaxed format, so the consumer may understand them better and feel more confident making a purchase that details the need of their individual PC. "
| |
|
Gateway and Dell, 2005.
A comparison of various factors which are relevant to both Gateway and Dell computer companies.
1,000 words (approx. 4.0 pages), 3 sources, APA, $ 35.95
»
Click here to show/hide summary
Abstract
This paper begins by comparing the management styles of Gateway and Dell. It then looks at some important decisions the management had to make, as well as competitive advantages each has on the other. The writer also discusses challenges facing the companies and possible strategic moves in relation to these challenges. A background of the companies is also provides. Includes tables.
Management Styles
Future Challenges
Important Decisions
Differences in Company Vision
Competitive Advantages
Challenges
Strategic Moves
Success Stories
Backgrounds
Comparative Statistics
Bibliography
From the Paper
"The sales and service record of many companies in Dell and Gateway's industry of software and computers is very good, so it is also better to think of success stories in each firm in terms of their future potentiality. "The Internetworking industry has a high barrier to entry, with a large capital investment required, and a large sales/distribution
network required. With technology changing at extremely fast pace, new competitors enter the technology market, quite often imitating (products and services)" (Durant, 1999). Again, this is more of a potential threat than an immediate one, but it operates in the external environment of the Dell and Gateway to bring risks that may turn into
success stories."
| |
|
Computer Interface Design, 2008.
This paper discusses the design of the computer interface, which is the gateway through which the user communicates with the computer.
2,035 words (approx. 8.1 pages), 9 sources, APA, $ 64.95
»
Click here to show/hide summary
Abstract
This paper explains that the computer interface includes both the hardware and software that enables the user to ask for information, to input data, to give command, and to get the computer to perform processes as needed. The author points out that the design of the interface is achieved by considering the role of the hardware and software, the demands of the user, and the physical, cognitive, psychological and even emotional needs of the user. The paper emphasizes that the user wants the hardware and software to provide its service as easily and effectively as possible. The author underscores that the field of interface design has expanded along with the many computer systems people access, such as PDAs, cell phones, MP3 players, DVD recorders and cable boxes.
Table of Contents:
Introduction
Development of the Interface
Changes in Interface Design
Conclusion
From the Paper
"Of course, the cell phone has become more complex and often uses an interface with which the consumer is not familiar. This has become an issue as the telephone tries to offer more and more services and more and more processes that can be accomplished with the cell phone. A related issue is that the size of the cell phone has been much reduced, leaving many users with a keyboard they can barely access without making a mistake. The problem of small size also plagues PDAs and laptops and adds to the difficulty involved in interface design."
| |
|
The Computer Hardware Industry, 2002.
Examines marketing strategies used by computer companies such as Dell, H.P. and Gateway.
1,941 words (approx. 7.8 pages), 6 sources, APA, $ 61.95
»
Click here to show/hide summary
Abstract
This research paper provides an overview of marketing and advertising strategies utilized within the computer hardware industry. The strategies of market leaders - Gateway, Dell and Hewlett Packard -are examined. As each company is analyzed, comparisons and contrasts are made with strategies used by the competitor. The paper concludes with a summary of the findings.
From the Paper
"As reported by McWilliams (1997), within a six month period, Dell emerged as the number one PC retailer on the Web. Moving from the company?s direct-sales program via the telephone, Dell recognized the potential advantage that direct-sales marketing via the internet offered and placed itself in the position to assume first place within the computer hardware industry. McWilliams also reported that Dell has been successful in offering a manufacturing and assembly process that is fast and fine-tuned, allowing for a custom order placed at 9 a.m. on a Monday to be placed on a delivery truck by 9 p.m. Tuesday. The speed associated with its production of PCs has allowed the company to slash inventories and keep parts costs down so low it can underprice its rivals by 10% to 15%."
| |
|
Building an Innovation Factory, 2008.
This paper discusses the concept of the innovation factory as described by authors A. Hargadon and R. I. Sutton in their paper 'Building an Innovation Factory'.
1,150 words (approx. 4.6 pages), 1 source, APA, $ 39.95
»
Click here to show/hide summary
Abstract
This paper explains that A. Hargadon and R. I. Sutton in 'Building an Innovation Factory' from "Harvard Business Review on Innovation" state that one of the most effective strategies for developing innovative products is a think-tank community in which multiple persons gather and test new ideas. The author points out that while management may recognize the value of the innovation factory it is often hard-pressed to put into effect the strategies that promote both the factory itself and the ideas that it generates. The paper relates that, in active innovative think tanks, there is a strong need for the knowledge broker, a person or an organization that functions as a broker between the innovator and a point of sale. The author describes three stages of the innovation-development process or cycles: capturing the good ideas, keeping the ideas alive and imagining new uses for old ideas. The paper concludes that the innovation factory not only helps create new ideas but also ensures their movement and continued development throughout different organizations.
Table of Contents:
Hargadon and Sutton: "Building an Innovation Factory"
The Knowledge Broker
The Innovation-Development Process
Transfer of Technology
From the Paper
"Innovation factories affect the transfer of technology not only through moving information through brokers but also through informal channels such as dialogue and communication. The use of the knowledge broker is more secure, especially as these third parties have effectively created a new economic position for themselves based upon the value of the services that they provide. However, it is also useful for the innovators of different companies to participate in group sessions and dialogues; while the confidentiality of the company's information and products must be maintained, dialogue can not only help foster new sources of ideas but can help improve the ones that already exist."
| |
|
Innovation in the Oil Industry, 2008.
Explores the organizational responses of the oil industry to externally induced ethanol and energy innovations.
10,390 words (approx. 41.6 pages), 59 sources, APA, $ 208.95
»
Click here to show/hide summary
Abstract
The paper deals with the impact of external forces of developmental innovation on the management strategies and processes of oil companies. The paper highlights how adoption of new innovation strategies can be difficult to apply for a major industry like the oil industry at the same time as highlighting the advantages that the oil industry could have by adopting the newer innovation strategies. The paper also deals with the appropriateness of the timing, speed and application of the innovation strategies within the oil industry.
Table of Contents:
Abstract
Introduction
Analyzing Industry Environment through Innovative Business Management
Analyzing Competition within the Industry
Timing of Innovation
Innovation Speed
The Impact of Corporate Culture on Innovation
The Use of Core Competence as an Innovation Method
Internal Innovation
Research and Development
The Speed of Marketing the Innovated Product
The Relationship between Innovation and Organizational Success
The Impact of Innovation on Organizational Capabilities
The Relationship between Experience and Innovation
Strategic Planning and Innovation
The Strategic Planning Model Developed by Bryson
Conclusion
From the Paper
"The production of ethanol also leads to the release of aldehydes and alcohol in the environment which is harmful as they are cancer-causing chemicals. After the production of ethanol was inspected, the chemicals and gases released into the atmosphere were found to be quite detrimental for the environment. As even the plowing, planting, cultivation and transportation of corn takes up petroleum energy, ethanol can not be considered to be a safe alternate energy source and neither is it environmentally friendly as it contributes to a lot of environmental pollution."
| |
|
Disruptive Innovation, 2004.
An overview of the topic of disruptive innovation in the marketplace.
2,922 words (approx. 11.7 pages), 6 sources, MLA, $ 86.95
»
Click here to show/hide summary
Abstract
This paper analyzes the concept of disruptive innovation, also known as disruptive technology and disruptive change. Using Ron Adner's definition from his article titled ?When Are Technologies Disruptive? A Demand-Based View of The Emergence of Competition? as a guide, it attempts to investigate the dynamics of disruptive innovation in the marketplace. It looks at some of key characteristics and attributes inherent in any disruptive innovation and outlines some useful strategies companies can use to protect themselves through identifying, assessing and even creating disruptive innovation. It concludes with a discussion concerning some of the major hurdles companies undergo when contending with such an event in their market space.
Outline
Introduction and Objective
The Dynamics of Disruptive Innovations
Sustaining vs. Disruptive
How to Identify and Assess Disruptive Innovation
How to Respond to Disruptive Innovation
Five Responses to Disruptive Innovation
Major Hurdles
How to Create Disruptive Innovation
Strategy #1 - Creating a New Market as a Base for Disruption
Strategy #2 - Disrupting the Business Model From the Low End
Conclusion
From the Paper
"Another common hurdle in the face of disruption comes to light once a company has decided to embrace the innovation while continuing to operate the current business. Since, a disruptive innovation creates the need for such a different business model, and usually a different product, there is no question that complications arise when a company tries to incorporate the new business within the current model. The issues are numerous and range from funding, human resources, leadership, and cost structures just to name a few. To minimize these risks and hurdles studies suggest that the new business functions be carried out as an independent entity, linking back to the parent only when necessary or to take advantage of clearly beneficial synergies."
|
|
|
