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Dell computers business strategy
Dell computers business strategy
Dell's business model
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Basic Overview of Dell
Headquartered in Austin, Texas, Dell is the number 1 PC Company in the world in terms of total sales. In addition to offering a full line of desktops and notebooks designed for consumers, Dell offers network servers, workstations and storage systems. The company also sells handheld computers and it markets third-party software and peripherals. Dell’s growing services unit provides systems integration, support and training.
Direct Sales Business Model
Back in 1984, Michael Dell started a computer company with $1000 and a cool new idea: to sell PCs directly to consumers, bypassing retail stores and system integrators and offering limited customer support but dramatically lower prices.
This approach, called the direct business model, allowed Dell to customize each system to the unique needs of each customer while providing them with a competitive price, high quality, leading edge technology and personalized customer support.
This model provides direct contact to its customers, which allows it to tailor support offering to fit the demands of each customer in a quick, and timely manner.
The direct business model has radically changed the way in which companies in the computer industry view the ways in which they do business. This model is the key concept behind Dell’s success.
The world’s largest PC manufacturer, Dell has grown from $6 million annual revenue to over $40 billion in only sixteen years. It’s the largest online computer retailer, selling an average of $30 million a day. I have attached a tab with financial data to demonstrate how Dell’s high return to shareholders has been the result of a focused effort over the time to balance growth with profitability and liquidity.
Annual Financial Highlights
(in millions, except per-share data) FY05 FY04 FY03 FY02 FY01
Net revenue $49,205 $41,444 $35,404 $31,168 $31,888
Operating income $4,254 $3,544 $2,844 $2,271 $2,768
Net income $3,323 $2,645 $2,122 $1,780 $2,310
Earnings per share $1.29 $1.01 $0.80 $0.65 $0.84
Closing stock price $41.06 $33.44 $23.86 $26.80 $25.19
In addition to focus on its shareholders, Dell thinks about its employees.
The distinct company’s values, The Soul of Dell, acknowledge the company’s responsibilities to its employees, communities, global suppliers and their employees.
-Dell employees make a difference everyday for Dell customers and in Dell’s communities. By giving generously in the communities in which they live and work through commitments of time, expertise and money, Dell’s employees are connected directly to the community.
-Dell values the diversity of its workforce. Its approach to diversity is defined by a recognition of both similarities and differences, inclusiveness, respect and a company culture that allows each individual to contribute to his or her fullest potential.
Besides marketing its customer service, the company markets different programs according to its three major types of customers. Some of them being,
Why has Dell been so successful despite the low average profitability in the PC industry?
To meet and respond to its customers needs, IBM creates, develops and manufactures many of the worlds most advanced technologies, ranging from computer systems and software to networking systems, storage devices and microelectronics. Indeed, IBM has various product lines and services a few of which are: the Personal Computer that was first created in 1981, AS/400 business system, RS/6000 family of workstations and server systems, S/390 enterprise server, groundbreaking ThinkPad notebook computer; the award-winning IBM Netfinity and finally, PC Servers. It is an important supplier of hard disks, random access memories, and liquid crystal monitors.
In 1984, Michael Dell invested $1,000 in start-up capital to register his business as Dell Computer Corporation, which was known as PC's Limited. The company becomes the first in the industry to sell directly to end-users by passing the dominant system of using computers resellers to sell mass-produced computers. Dell Computer also pioneers the industry first thirty-day money back guarantee. It became the cornerstone of Dell's commitment to expand its service offerings, superior customer satisfaction, and the industries first on site service program. It also established its first international subsidiary in the United Kingdom, and raised $30 million in its initial public offering.
Speaking about the business model of Dell, it has ability to remain on the higher end of the scale for a particular time period. Dell has business model, which primarily focuses on direct selling line of attack. It in a straight line supplies the PCs to the regulars. It does not believe in intermediary, retailers for the business practices. Undeniably, this gives them an edge to serve customer well. Nevertheless, it understood the importance of retailers and start offering products on the premises of retailers, such as Wal-Mart, Sam’s Club and so on. Next, Dell administration is certain of the exclusive business of PCs. As time goes on, however, observing the
In 1984, the same year that Compaq introduced a PC that included Intel’s new and more powerful 80386 class of microprocessors, beating IBM to market and Michael Dell began building IBM compatible computers in his college dormitory, Lenovo was form as a shop in a small concrete bungalow in Beijing with a mandate to commercialize the Academy’s research and use the proceeds to further computer science research.
Dell Inc, was founded as “PC’s Limited” in 1984 by Michael Dell, while still a student at the University of Texas at Austin, with just $1000. From Michael Dell's off-campus dorm room at Dobie Center, the startup aimed to sell IBM-compatible computers built from stock components. Michael Dell started trading in the belief that by selling personal computer systems directly to customers, PC's Limited could better understand customers' needs and provide the most effective computing solutions to meet those needs. In that year, the company became the first in the industry to sell custom-built computers directly to end-users, bypassing the dominant system of using computer resellers to sell mass-produced computers.
Bill Miller and his co-workers had made some massive successful investments in computer makers, such as Dell and Apple (Insider monkey, 2012), in the services sector, such
Michael Dell founded the company Dell to offer network servers, workstations, storage systems, Ethernet switches, desktops, and notebook PCs after successfully selling his computers to customers directly in Texas. Over the course of three years his sales volume warranted the opening of an international sales office in 1987. In 1988 he began selling to large customers including several government agencies and Dell became a publicly traded company.
Ten years back, where the majority of business transactions were conducted offline. Today, the trend of most of companies is to deal with its consumers through internet and not just using PCs, the customers are using different types of platforms such as mobile phones, tablets and other small mobile devices. Just imagine that all computer manufacturers are in along marathon has no end point, guess who is running alone in the front? Answers would be different but sure Dell is one of them. Its success came from a strategy which is missing with most of its competitors. Dell has effectively relied on its online selling strategy more than offline selling strategy. Actually, the core of Dell’s strengths is on its website which is the platform of most deals and services and also selling computers directly from company to customers. These deals and services are shown in the following:
Dell’s initial competitive strategy, when it was founded in 1984 by Michael Dell, was to focus mainly on differentiation. Its strategy was to sell customised personal computer systems directly to customers, which was a rapidly emerging market at that time (1). This was done by targeting second-time customers, those that already understand computers and know what they wanted. Meanwhile other companies at the time was selling “’plain brown wrapper’ computers” (2). By offering customisations, Dell gained a better understanding of customers’ needs and wants. This helped the organisation position itself differently against the more popular brands, such as Compaq and IBM.
Historically, personal computer companies produced most of the components for a computer which they assembled into their final products and distributed to resellers. The manufacturing of these components was vertically integrated into the organisation. Dell, as a small start-up, could not build this infrastructure. Instead, they developed a model where they developed relationships with organisations that could provide these components, allowing Dell to focus on selling and delivering computers. By selling directly to customers, initially through mail orders and later by using the internet, Dell avoided reseller mark-up. Dell also enabled customers to order customised computers, which Dell then assembled after receiving the order (Magretta, 1998, p.73-74). “Customers got exactly the computer they wanted and Dell saved money making the computers only when they were ordered” (Hill & Seggewiss, 2008)....
“The Dell Theory of Conflict Prevention,” is a theory that is approved by multiple famous authors. The theories main points are valuable and the theory should be looked upon more seriously. In Thomas Friedman’s essay, “The Dell Theory of Conflict Prevention,” he gives examples of how global supply chains would be constructive to promoting world peace. Friedman feels that if everyone is an ally to each other in some shape or form, then no one will want to engage in war. Madeline Albright would agree with Friedman’s theory according to her writings in “Faith and Diplomacy.” Albright felt that religion should play a factor in the diplomatic system of America, in order for us to maintain some kind of peace with other nations. Friedman and Albright both were looking for a solution to world peace. Albright would agree with this theory from the religious perspective. Appiah argued that an ideal global citizen would be essential to America, in his essays “Making conversation” and “The Primacy of Practice.” Appiah felt that people must have an understanding of each other in order to get along with each other. Both Appiah and Albright would agree with “The Dell Theory of Conflict Prevention.” “The Dell Theory stipulates: No two countries that are both part of a major global supply chain, like Dell’s, will ever fight a war against each other as long as they are both part of the same global supply chain”(Friedman 125).
Duckett observed an article on the Dell website that presented an annual prize to one small business in recognition of its innovative use of technology to improve its customers’ experience. Duckett had done just that. With the improvement of her business through information technology, she had become successful. Duckett used Dell PowerEdge servers and a variety of desktop PC systems by Dell that her employees use. Duckett’s passion for commitment to customer satisfaction and the use of information technology for business success gained her the reward she was destined for. With receiving the $30,000 worth of Dell products and services, Duckett planned to improve her business and continue her commitment to satisfying her customers. The lifetime membership to the National Federation of Independent Businesses and a day with the CO, Michael Dell, and his executives was just a bonus to the great achievement that she had accomplished.
Diversity is all around us and how organizations deal with the notion of diversity can be complex and quite diverse. We know that being diverse in the workplace is important to the organization's success, should be recognized, accepted, and embraced. It’s how the organizations live up to what they believe in and must go above and beyond legal compliance and requirements to promoting diversity and inclusion. Otherwise, employees may view the organization's vision and policies as lip service and only be tolerant of diversity because the organization said so.