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Dell marketing corporation
Dell marketing corporation
Dell marketing corporation
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Computers have become a major part of our personal and business life. There are several professionals who made an impact on the computer industry, however in this paper I will only be comparing and contrasting two professional CEO’s: Michael Dell the founder of Dell Computers Inc., and Andy Grove the co-founder of Intel Inc. The information will be from chapters 2 and 5from a book by Jeffery A. Krames (2003), What the Best CEOS Know: 7 Exceptional Leaders and Their Lessons for Transforming Any Business. I will be discussing their contributions to their field, the resistance they encountered, their similarities and differences, then finish up with the factors that impacted their success.
Introduction of Professionals and Their Contributions
Michael Dell is the founder and CEO of Dell Computers Inc. one of the largest sellers of personal computers in the world. His contribution to the computer industry is the “one-to-one relationship between the company and the customer— there are no intermediaries, no middlemen” (Krames, 2003, p.59). Not only did he relinquish the middleman, he also perfected combination of the bottoms up strategy and the just-in-time (JIT) by waiting till he received orders from the customer to build computers. In doing this, Dell increased its return on investment (ROI) while reducing its inventory overhead cost.
Andy Grove’s is a co-founder of Intel Inc. one of the most successful companies in the computer industry. Grove’s one vital antecedent of using his own mantra “only the paranoid survives” made him an exceptional leader, which is his contribution to the field (Krames, 2003, p. 135). His paranoia perception helped teach other leaders in the field how to handle radical developments.
Resistance Encountere...
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...s personal and business life is the main reason he is paranoid (Krames, 2003). Being paranoid made him a strong knowledgeable leader that looks at a strategic inflection point not only as an issue, but also as an opportunity, it depends on how one handles the situation at hand.
These two entrepreneurs have made it to glory, than had the rug dragged right out from under them, in spite of this, in the end they both come out smelling like a rose. The both have taken their ideas from practically nothing and turned them into multibillion dollar companies, due to their passion and commit to themselves and their businesses.
Works Cited
Krames, J. A. (2003). What the best CEOs know: 7 exceptional leaders and their lessons for transforming any business [electronic resource]. New York: McGraw-Hill, (1st ed.). Retrieved from http://site.ebrary.com/lib/ncent/Doc?id=10045327
A Captain of Industry can be defined as an honest business leader who affects others and their community in positive ways through creating jobs, donating money and making their products accessible to many. A Robber Baron on the other hand acquires their wealth through unethical and dishonest ways by exploiting resources and labor. We can all inarguably agree that entrepreneurs like Andrew Carnegie and Steve jobs have made massive impacts within their business professions. From Carnegie working in a factory at age 13 for $1.20 a week to becoming one the wealthiest businessmen in America during the 1800s. Andrew Carnegie is a true testimony to what hard work can achieve. To a more modern man who shares a similar story of success as Carnegie is Steve Jobs. Steve Jobs, a man who wasn't too fond of formal education and often found himself is troubling situations with others soon achieved accomplishments that would change the way we see/use technology today. Yet the question we are left to ask
Throughout history, there have been many people who power housed their generation. Because of these powerful and wealthy men, America became one of the most modernized countries in the world. Without men like Steve Jobs and John D. Rockefeller, America wouldn’t be where it is today. These two astonishing men changed the world by manufacturing America’s most important companies; Apple Inc. and Standard Oil. Though strikingly different companies, Steve Jobs and John D. Rockefeller compare with their starting points, prime time, and their long lasting legacy on American citizens.
Sir Steve Jobs, the almighty co-founder of Apple started apple dreaming big. The Harvard College dropout carried through with that dream. According to Leander Kahney, author of “Inside Steve’s Brain,” “apple went public 1980 with the biggest public offering since 1958” (2008), this offer proved successful as apple soon became a super power. Apple suffered a fall out though, but Steve Jobs came back and rescued them, reviving them to their previous stature.
Steve Jobs and Fr. Jose Arizmendiarrieta were the founders and leaders of two different but highly successful and profitable organisations, Apple and Mondragon. The two companies are from different parts of the world, in different industries, and can only be compared by their organisational and financial success. Fr. Jose and Steve were the architects of this success, leading and inspiring confidence and support among the people who were needed to achieve their vision and organisations goals (DuBrin, 2013). This essay will compare and contrast the leadership of Steve Jobs with that of Fr. Jose Maria Arizmendiarrieta based on Andrew J. DuBrin’s leadership theory.
A boy, adopted by middle class parents, who dropped out of college after six months, decided to begin his own business, and he stated his business on 1 April; April Fool’s Day (Dernback, n.d.). Society would presume that a company with such a colorful beginning would most likely not survive its infancy stage, but that is not the case for this story. In 1976, this company began with three men and one thousand dollars, but it started a movement that would revolutionize the world, Apple Computer was born. By the time Steve Jobs was twenty-five years of age, he was worth over a hundred million dollars (Dernback, n.d.). Jobs not only had an idea, he had a plan that would lead to the success of Apple. Jobs understood that “Marketing is much more
The obsessive-compulsive’s style of functioning is composed of excessive rigidity, the distortion of their subjective experience of autonomy, and the loss of reality. The obsessive-compulsive is highly resistant to the influences of others due to a restriction of cognition. Suspicious thinking and a loss of reality characterize the paranoid style. Projection is the paranoid persons’ primary defense. Paranoid people are chronically suspicious, contributing substantially to their loss of reality. The paranoid actively scans his environment, searches to confirm his suspicions, and ignores evidence that denies what he suspects to be true. The two styles are much alike; they both have a way of having loss of reality at times
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
Dell Inc. has realized that the most efficient path to the customer is through a direct relationship, with no intermediaries to add confusion and cost. With the power of their direct model and their team of talented people, they are able to provide to their customers high-quality, relevant technology, customized systems, superior service and support, and products and services that are easy to buy and use. HISTORICAL REPORT 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 aims 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.
The selection of contemporary leader book was challenging at first, however after considering the attributes and qualities of different leadership styles Steve Jobs: Ten lessons in leadership written by Michael Essany was the best choice. This book discussed what can be learned as a leader and the lessons are relevant to my own leadership style. There is a direct relationship of the lessons and Steve Jobs’ leadership style identified including wait for nothing, fail big or don’t bother failing, limit your confidence to your field, there’s no substitute for passion, consider your legacy before you have one, and there’s always ‘one more thing’ (Essany, 2012). The lessons illustrated that Steve Jobs was progressive in his thinking and relentless to develop technological advancements that consumers could not live without. Therefore, Steve Jobs leadership style was influential and other entrepreneurs need to utilize these lessons in pursuit of similar success.
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)....
In chapter eleven case study, we were asked, What special qualities of Steve Jobs seem to have contributed to his leadership success as Apple’s CEO? We think Steve Jobs was a successful leader because he was imaginative; passionate about his job, he had the ability to push employees to create new things, had confidence, and believed
Also, the embodiment of both these qualities to the extreme degree was evidenced in Steve is rare in other Leaders, perhaps we as team now believe ― how this bundle of conflicting behavior can coexist in Steve Jobs ( in a single human being )
Dr. Leonardo Tondo gave a lecture titled, “They’re after me!: Paranoia in History, Literature, Clinical Theory, and Practice.” This lecture was given on December 6, 2017, as a part of the Heinz Bluhm Memorial Lecture Series. Dr. Tondo began with the idea that paranoia is everywhere among us. He raised the question, “Would you open the door to a stranger?” Most people would answer this question, “no”, with little hesitation. He attributes this to the distrust that has been transmitted from generation to generation. Dr. Tondo then posed the question, “Would you trust most of the people?” 19% of Millenials, 31% of Gen X, 37% of the Silent Gen., and 40% of Baby Boomers answered “no.”This proves that distrust grows with age and there is traditionally less trust associated with low socio-economic groups.
To find universal characteristics of style, Hofstadter goes to "paranoid classics": anti-Masonic literature of the 1820th and promotion of anti-Catholicism in the 19th century. Hofstadter allocates several signs of the paranoid style. The central image — a great conspiracy, the huge, but "silent" machine of influence which is directed to blast and destruct the habitual conduct of life. Consequences of a conspiracy seem apocalyptical: the crash of the whole worlds, political orders, systems of human values. People who have a paranoid style not just see plot signs in these or those historical plots, they consider a grandiose plot as the motivating force of events. Disability to a compromise, but readiness to fight up to the end is crucial. Paranoids agree only to an unconditional victory. The existence of so powerful and dangerous enemy is absolutely unacceptable therefore he has to be eliminated. Similar irreconcilability forces to set the unattainable