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Impact of dell on personal computer industry
Consumer buying behavior
Internal factors that influence consumers buying behaviour
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Recommended: Impact of dell on personal computer industry
INTRODUCTION
As an organization that leads the world in computer manufacturing, Dell Computer Corporation has grown tremendously since it beginning. Dell Computer began in the dorm room of Michael Dell; he bought random access memory chips and disk drives for IBM PCs at cost from IBM dealers and sold them at 10-15 percent below retail price. Sales were running about $80,000 by April 1984, which prompt his decision to drop out of college and form his first company called PCs Ltd. Selling both the components and PCs under this brand name. Eventually PCs experience the inevitable growing pains. Michael Dell made a decision that changed the way many consumers purchase their computer today. In 1987, after he restructured to company, increased production capability, management staff, and corporate infrastructure, while still maintaining low cost products to consumers. The company was then renamed Dell Computer and in that same year open their firs international offices.
SWOT ANALYSIS OF DELL COMPUTER
Strengths Michael Dell visionPersonal customization of computers and laptopsCutting out the middle man (retail sellers as a distributor)Order directly from the factoryFast deliveryComputer delivery tracking serviceLow inventory turnaroundLong-term relationship with suppliersLow price computerInexpensive laborJust-in-time inventory
Weaknesses Buying from limited manufactures suppliersHome end user has no hands on experience to see or touch the actual productConsumer have to wait on deliveryDells products are prioritizeConsumer can not purchase comparable price ink cartridge for Dell printers
Opportunity Introduction of printers and tonerIntroduction of LCD television and I podConstant growth in the market for laptops and computersConsumer are more computer knowledgeableInternet shopping for personalize computer (online store)
Threats Orders have to be placed ahead to need time due to size or valueWith international orders constant change in exchange rates could leave Dell at a potential loss of parts from it supply chainPrice differential is becoming smaller with competitive marketDell competitors are a price threats in the computer industryThe computer that is the fastest, most advance in technology, most durable, and user-friendly is increase it share of the market
RECOMMENDATIONS
Liquidity, profitability, and growth are used to measure the success of a company. When asked to review Dell and it's marketing strategy I looked closely at it weakness and threats, because once you address a company weakness it then has the possibility of becoming a strength and when you acknowledge threats to a corporation, the company can then take the appropriate action to alleviate the threat. My recommendation to Dell would be not to make any grand changes, to continue observing the computer technology market and continue to make amend changes as necessary.
PC industry is affected by two opposite forces: technological advance that pushes the industry forward and the industry sensitivity to economical stagnation (if the economical situation is bad customers won't upgrade their computers).
1) Changing trends in the electronics manufacturing industry that caused changes in clients' order needs
first quarter of FY2012, prolonged, shortages in supplies due to capacity issues or other factors affecting the manufacturing process alter the price of these products. When there is a shortage in supplies the company may not be able to source required components in adequate quantities in a timely manner (Cisco Systems, Inc. SWOT Analysis, 2013).The company may be obligated to purchase components at higher than normal prices in the current market because of purchase commitments. When this happens its gross margin is affected. Supply chain issues also lead to delay in order fulfillment, affecting the revenues and margins of the company (Cisco Systems Inc. SWOT Analysis, 2013)
Referring to current issue Computron is bidding $622,400 to sell its 1000x digital computer to Konig, which is 43% higher than least bid. A new manufacturing plant in Frankurt plant might have to sit idle for a couple of months if Computron couldn't win bid. Also Computron 1000X is purpose-built computer while Konig needs machine with less accuracy and flexibility.
For example, bankruptcy, competition, recalls and high structure costs, are a few of its weaknesses. Competition breeds success, at least that’s what my boss always says. Competition, is a weakness for Chevrolet, as more automotive companies strive to manufacture the next bestselling automobile. Chevrolet, always has to look into its rear view mirror at what the competition is doing. Moreover, since there are so many different vehicles on the market, that gives consumers a wide range of choices. Competition between the automotive companies for market share, requires them to use their most effective marketing techniques. Interestingly, when companies battle for market share, this increases the consumers bargaining power (Lutz,
Why has Dell been so successful despite the low average profitability in the PC industry?
A business is feasible when it is able to generate profits, standstill despite of risks and achieve the founders’ goals (Hofstrand, 2009). In order to meet all of these achievements, the researcher need to investigate investment, technical market and commercial feasibility (How to conduct a feasibility study, 2015). In terms of Business model Canvas, the ‘customer segments’ component presents the market feasibility. Dell has targeted four main segments which allow the company to design, produce, promote and deliver different products with different features. In comparisons, the ‘value propositions’ contribute to the technical feasibility when the product is formed and advertised, ready to deliver. Dell has used different strategies to maintain and developed the brand including remain the same brand name for different products. This strategy is promised to stimulate customers’ awareness of the company, thus, attract numerous number of clients and increase annual profits. Finally, ‘channels’ characteristic focuses on accessing technical feasibility. Dell disposes different channels in order to reduce the transportation and warehouse costs as well as guarantee customers with aggressive on-time delivery. Consequently, as the cost has been lowered and the reputation has been improved, Dell is expected to maximize their revenues
Dell Inc. weakness was cell manufacturing because their assembled computers were being shipped five to six days after the order was placed. It is an inconvenience for the customers to always send their computer away to have it repaired. First, they are left without internet access. Second, the time it reaches Austin, Texas, have it repaired, and shipped back can take days. The company opportunities were the Dell U.K. that open business in 1987 and in that country it was a lot of companies selling cheap computers. Dell Inc. strides on loyalty among customers and employees, and that could only be derived from having the highest level of service and performing products. Segmentation within the company enables them to measure the efficiency of the business in terms of assets use. Dell Inc. evaluates their return on invested capital in each segment, compare it with other segments, and target what the performance of each should be.
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
It will be fairly interesting how this will guide the company in 2014 and ahead of. In definite categories they are leaders in their industry and have developed rapidly in recent years. They countenance stiff competition from additional players in the industry however, and it is advocated that they slow their belligerent growth strategy in the short term to center on reducing costs to advance current margins.
Dell Computers Strategy Global companies play an important role in the business environment, because they connect their businesses together around the world. A good example of a global company is Dell Inc., an American computer-hardware company, headquartered in Austin Texas, which develops, manufactures, sells and supports a wide range of personal computers, servers, data storage devices, network switches, personal digital assistants (PDAs), software, computer peripherals, and more. They design, build and customize products and services to satisfy a range of customer requirements: from the server, storage and Premier Services needs of the largest global corporations, to those of consumers at home. According to the Fortune 500 2006 list, Dell ranks as the 25th-largest company in the United States by revenue.
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.
This strategy was carried out by selling via phone, fax and direct sales, instead of selling through retail stores. Not only this approach differentiated Dell from other competitors at the time, it also reduced its operating costs as it did not have to rent expensive retail space. In addition, Dell’s strategy of selling customised computers allowed it to hold only a small amount of inventory, which reduce...
Moreover, over time the company will lose its capability of extending service support to customers. This weakness can be exploited by the competitors who can enter the market with better service support and in turn eat the market share of Dell away.
According to Michael Cannon, Dell's President of Global Operations, the key differentiators that have made Dell so effective for nearly two decades are its made to order direct sales model and its innovative supply chain (SCN, 2008).