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directly to customers. As the time goes by, Dell Companys strategy vision now became: "Its the
way we do business. It's the way we interact with the community. It's the way we interpret the
world around us-- our customers needs, the future of technology, and the global business climate.
Whatever changes the future may bring our vision -- Dell Vision -- will be our guiding force."
They are committed to direct relationships, providing best products with standard based
technology outperforming the competition with value and a superior customer experience.
Phase 2: Setting objective. The strategic objective of Dell Company is: By the most efficient
procurement, manufacturing, and distribution capabilities to get a substantial cost and profit
margin advantage over rival, then became the global market leader.
Phase 3: Crafting a strategy. As holding firmly the key to delivering superior customer value,
Dells strategy has been contained making built-to-order manufacturing more cost efficient;
partnering closely with suppliers to squeeze cost saving out of the supply chain; using direct
sales technique to gain customers; expanding into additional products and services to capture a
bigger share of customers IT spending; providing good customer service and technical support,
keeping R&D and engineering activities focused squarely on better meeting the need of
customers; using standardized technologies in all product offering
Phase 4: Implementing and executing the strategy and Phase 5: Evaluating performance and
initiating corrective adjustments was done perfectly through it past period. Dell grew their
business from a simple company with $1000 capital to one of the global market leading. They
please customer all around the world with their dedicated commitment. They had been out
competing rival keenly. The change of the world is adapted quite well under the clever strategy
of Dell.
1.making
build-to-order
manufacturing
progressively
more
cost-efficient,
2.partnerring closely with supplies to squeeze cost savings out of the supply chain, 3.using direct
sales techniques to gain customers, 4.expanding into additional products and services to capture
a bigger share of customers IT spending, 5.providing good customers service and technical
support, 6.keeping R&D and engineering activities focused squarely on better meeting the needs
of customers, 7. using standardized technologies in all product offerings.
Which one of the five generic competitive strategies is Dell employing?
Dell is relentlessly pursuit the A low cost provider strategy which is striving to achieve lower
overall cost than rival and appealing to broad spectrum of customer usually by underpricing
rivals. They has been employing this strategy from the forming period till now
How well do the different pieces of Dells strategy fit together?
The business model is prove to be very effective and efficiently. The companys latest initiative
was to reduce costs by $3 billion in 2008. As for the main hightlight of Dell strategy, cost
efficient built to order manufacturing had reduce significant cost comparing to other rival and
built to order bring to Dell not only tiny stock in house but also the superior customer value. In
good agreement with the ultimate goal cost and customer value- Dell use other element to
accomplish like partnering with supplier, more cost-efficient technology form R&D department,
direct sale, tier quality control, and technical support other than that, Dell expand his business
into many other product like switches, storage with the believe that he can save cost for
customer. And the result can be seen is that, these 7 elements work perfectly well together in
order to complete the objective of being low cost and serving superior customer value.
Year (Numbers
in $Mil)
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
Revenue
$31,888
$31,168
$35,404
$41,327
$49,121
$55,788
$57,420
$61,133
$61,101
$52,902
COGS
Operating
Expense
$25,445
$25,611
$29,055
$33,764
$40,103
$45,897
$47,904
$49,462
$50,144
$43,641
$3,674
$3,718
$3,505
$4,038
$4,821
$5,509
$6,446
$8,231
$7,767
$7,089
Operating Income
$2,769
$1,789
$2,844
$3,525
$4,206
$4,382
$3,070
$3,440
$3,190
$2,172
Net Income
$2,310
$1,246
$2,122
$2,625
$3,081
$3,602
$2,538
$2,947
$2,487
$1,433
Total Assets
$13,435
$13,535
$15,470
$19,311
$23,215
$23,252
$25,635
$27,561
$26,500
$33,652
Total Liabilities
$7,813
$8,841
$10,597
$13,031
$16,730
$19,205
$21,307
$23,826
$22,229
$28,011
Total Equity
$5,622
$4,694
$4,873
$6,280
$6,485
$4,047
$4,328
$3,735
$4,271
$5,641
COGS as % of
Revenue
79.8%
82.2%
82.1%
81.7%
81.6%
82.3%
83.4%
80.9%
82.1%
82.5%
Operating expense as
% of Revenue
11.5%
11.9%
9.9%
9.8%
9.8%
9.9%
11.2%
13.5%
12.7%
13.4%
Operating Income as a
% of Revenue
8.7%
5.7%
8.0%
8.5%
8.6%
7.9%
5.3%
5.6%
5.2%
4.1%
Net Income as a % of
Revenue
7.2%
4.0%
6.0%
6.4%
6.3%
6.5%
4.4%
4.8%
4.1%
2.7%
Return on Assets
17.2%
9.2%
13.7%
13.6%
13.3%
15.5%
9.9%
10.7%
9.4%
4.3%
Return on Equity
Financial Leverage
(Assets/Equity)
41.1%
26.5%
43.5%
41.8%
47.5%
89.0%
58.6%
78.9%
58.2%
25.4%
2.39
2.88
3.17
3.08
3.58
5.75
5.92
7.38
6.20
5.97
.
As for ROA, it declines as well from 17,2% to 4.3%, 2010 is about 4 times lessen than 2001.
This result is foreseen, because of the decrease in net income and 250,4% increase in total asset.
And it may attribute to the expansion in business by acquisition of additional assets for operating
purpose. The falling tendency can be understand for the unequal speed of change between return
and assets. Also The use of financial leverage has increased form more 2% to the peak of almost
8% which may reflect the riskier the business happen to be.
Question 4: What does a SWOT analysis reveal about the attractiveness of Dells situation?
Strength:
Mentioning to Dells distinctive competence is mention to its Direct Business Model which
enables Dell to contact with customer, quickly detect the change in sale trends, design problems
and quality glitches, give Dell a significant advantage and become a customer-driven method.
Cost-efficient built-to-order manufacturing is accomplished through Flexible customization
capability, building its assembly plants close to customer, just-in-the-nick-of-time delivery
Also, Dell possesses valuable human assets, intellectual capital. Worthy to be mentioned is the
participation of Michael Dell as an influential and critical asset to the company. Otherwise, there
are also superior corporate staffs About the valuable organizational asset, we can observe the
excellent quality control from dell manufacturing processes. Furthermore, the company holds a
worlds highest volume internet commerce sites. Well cooperation with other resource strengths,
achievements and skills attribute effectively to it overall competitiveness in the marketplace as
well. Another considerable thing is high quality of customer services and technical support.
Besides all that, Dell is able to make use of its huge reputation, strong terms with the suppliers
and competitive pricing.
Opportunities
Opportunities for Dell is raising from mass customer base; expansion in PC industry diversifying
its products categories such as in outer devices, non-computing items such as LCD TVs, and also
in sections such as security devices, security software are few of the fastest growing need of the
customers in the industry; potential growth in overseas emerging market like European and Asian
market. As well, there is business related laptop, internet-base and custom-built computer.
So looking at the SWOT analysis, because Dell's business strategy is successful in cost
leadership strategy based upon its unique customization, delivery, and cost proposition, it still
holds a distinctive competence and remain a strong position comparing to HP. Besides that, Dell
constantly possesses a good and stable relationship with both customer and their suppliers.
Which company is competitively strongerDell or Hewlett-Packard
Importance Weight
0.10
0.10
0.10
0.05
0.05
0.05
0.10
0.30
0.15
1.00
Score
Dell
9/0.90
10/1.00
10/1.00
8/0.40
8/0.40
8/0.40
10/1.00
10/3.00
10/1.50
Hewlett-Packard
9/0.90
10/1.00
10/1.00
10/0.50
10/0.50
10/0.50
10/1.00
7/2.10
8/1.20
83/9.60
84/8.70
As the table suggestion, in overall without taking into account the weight, HP is ahead Dell.
However, when the weighted factor is considered, the largest weighted is on relative cost
position, this make Dell have more advantage than HP on cost position. So even though HP is
currently a market leader in PC vendor, but Dell also has it distinctive competence that make it
also shine.
In what respects, if any, is Hewlett-Packards strategy in PCs more appealing or better than
Dells strategy?
Taking into account the strategy in doing business, a focus of technology research and
development is what make HP different from Dell. Hewlett-Packard spends a lot of money on
R&D department. As a result, HP own a lot of distinctive competences on core technology. In
contrast, focused on modeling the supply chain is Dells strategy because it thinks there is no
lack of technology in the world, and it values distribution model and channel more. Being the
biggest competitor of each other, they do have their own competitive advantage. However, since
HP own much innovations in technology, having long-term development, and the power to set up
strategic alliances, HP is likely to be a market leader in long-term than Dell
Question 5:
What actions and strategy changes would you recommend to Michael Dell to boost the
companys performance and its prospects for overtaking HP in global sales of PCs?
As the heat of competitive is rising, what Dell needs to take into consider in order enhancing the
companys performance is:
About the research and development, there is a critical need for Dell to put more resources and
effort in create innovations which will reduce Dells disadvantage over other competition.
Moreover, integrating its low-cost-provider skills with differentiated product features to create
value for its customers is appear to be a good move, since efficiency and effectiveness uniting in
strong relationship. As for the manufacturing, Dell should remain its core factor in business
model as being cost-conscious. However, expanding the value of its resources and capabilities by
sharing activities will exploit economies of scope between its businesses more. Next concern is
about information management. Improvement in information flow is critical in order to improve
services for its corporate customers further and deeper, enable more effective work stream and
communication which will bring to Dell more flexibility. Furthermore, developing on marketing
strategy is a great way to come directly into customer attention. Since there is still room for
growth in foreign market especially in Asia like China, Singapore, India
From the videos we watched, what are some of the recent developments and new initiatives
Dell is employing?
Moreover, the video, watched in class, show that Dell is pour its money on that attractive
emerging markets, beside that, focusing on IT services and customer services that bring more
value to their customers is a new way Dell adopted from IBMs example.