WELCOME TO

OUR
PRESENTATION

GROUP - 07
NAME

ID

Kanif Farhana Islam

13102372

Dilruba Akter Mim

13302188

Ruma Akter

13102285

Jamila Hossain

13102483

Ratna Sharmin Khan

13102354

PRESENTATION ON
DELL: SELLING DIRECTLY,
GLOBALLY.

CONTENT
CURRENT SITUATION
CORPORATE GOVERNANCE
EXTERNAL ENVIRONMENT
INTERNAL ENVIRONMENT
ANALYSIS OF STRATEGIC FACTORS
IDENTIFICATION OF STRATEGIC ISSUES
ALTERNATIVE STRATEGIES
EVALUATION AND CONTROL
RECOMMENDATION
REFFERENCES
4

CURRENT SITUATION
Current performance
- Started by Michael Dell (19 at that time) in his dorm
room at the University of Texas in 1984 with $1000.
- Company headquartered in Round Rock, Texas, U.S.A.
- revenue is around US$ 63.07 billion in 2012.
- In 2001, became the No. 1 computer systems company in
the world.
- In 2013, it is the third largest PC vendor in the world after
HP and Lenovo.

Mission
To be the most successful computer company in the world
at delivering the best customer experience in the markets
we serve
Vision
To lead in all regions we serve. The foundation of our
success is the same in the United Kingdom and France,
China and Japan, Canada and other countries. Customers
want technology products that are relevant to them, offer
great value and can be easily purchased and used. Thats
what our team around the globe consistently delivers

CORPORATE GOVERNANCE
Board of Directors
Michael S. Dell
Chairman of the Board,
Chief Executive Officer
Marius A. HaasChief Commercial
Officer and
President, Enterprise Solutions

Top Management
Michael S. Dell

Jeffrey W. Clarke

Chairman of the Board,

Vice Chairman, Operations

Chief Executive Officer

and President, Client Solutions

Marius A. HaasChief Commercial

Steve H. PriceSenior Vice President,

Officer and

Human Resources

President, Enterprise Solutions

Karen H. QuintosSenior Vice President, Rory P. ReadChief Integration Officer
Chief Marketing Officer
Richard J. Rothberg

John A. Swainson

Senior Vice President,

President,

General Counsel

Software

Thomas W. SweetSenior Vice President, Suresh C. VaswaniPresident,

Chief Financial Officer

Services

EXTERNAL ENVIRONMENT
General Environment
-Economic
-Technological
-Political
-Legal
-Socio-cultural

Industry Environment
- Dell Porters Five Forces Analysis

10

EFAS (External Factors Analysis Summary)

External Factors

Weight

Score

Weighted

Comment

Score
Opportunities

European Market

.15

3.0

.45

Growing Economy

.25

2.5

.63

Dell to increase its market share

and at the same time production
as well.

Increased

communication .10

1.0

.10

4.0

.60

3.25

.16

2.2

.66

and technological
Threats

Changing Consumer Needs

Strong

Brands

.15

in

the .05

Increasing lower price

.30

Market

product

amount

competitors
Total Scores

1.00

2.60
11

for

their

INTERNAL ENVIRONMENT
Organizational Culture:
- Customer
- The Dell Team
- Direct relationship
- Global Citizenship
Corporate Culture:
- using common corporate vision, goals, shared
values, beliefs
Organizational Activities Analysis :
- Marketing
- Finance
- Research and Development (R&D):
12

 Core Competencies of the Dell

- Organization can be innovation, human
resource, technology, marketing, processes, relation with
customers and partners .
- Core competencies of organization are rare,
valuable for customers and difficult to imitate by
competitors.

13

IFAS (Internal Factor Analysis Summary)

Internal factors

Weight

Score

Weighted

Comments

Score
Strengths

Strong sales and marketing

.20

5.0

1.0

Strong market position

.15

2.8

.42

Differentiated Products

.15

3.5

.53

Every

PC

be somewhat

assembled
different

would

from

the

previous based on customer order.

Weaknesses

Low market share in

.22

4.3

.95

the International Market

Compared to its rivals, Dell had a low

market share in the international
market.

weak business

.18

2.4

.43

.10

1.5

.15

relationships

Customers cannot go to
retailers
Total Scores

1.00

3.48
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ANALYSIS OF STRATEGIC FACTORS

STRENGHTS

OPPORTUNITIES

Strong

sales and marketing

Strong market position
Differentiated Products

European

Low

market
share
in
the International Market
weak business relationships
Customers cannot go to retailers

Changing

WEAKNESSES

THREATS

Market
Growing Economy
Increased communication and
technological
Consumer Needs
Strong Brands in the Market
Increasing lower price

15

SFAS
SWOT

weight

Score

Weighted

Short

Score
S1 Differentiated

Products

.15

5.0

.75

S2 Strong market position

.10

3.5

.35

W1 Low market share in the

.20

4.3

.86

.5

2.4

1.2

O1 Growing Economy

.15

2.5

.38

O2 European Market

.10

3.0

.30

T1 Increasing lower price

.10

4.0

.40

T2 Changing Consumer Needs

.15

2.2

.33

Total Scores

1.00

International Market

Intermediat Long
e

W2 Weak business relationships

16

Comments

TOWS Matrix
IFAS
EFAS

Opportunities:

Growing Economy

European Market

Threats:

Increasing lower price

Changing Consumer
Needs

Strengths:

Weaknesses:

Differentiated
Products

Strong
position

Low market share in

the
International
Market

Weak business
relationships

market

SO

WO

ST

WT

17

IDENTIFICATION OF STRATEGIC
ISSUES
- Rapidly increasing PC and Internet usage in China.
- Should exploit this opportunity while dealing with the threat
of intense competitiveness among competitors
- Lack of trained staff to carry out Internet and telephone
marketing while dealing with Chinese PC buying preferences.
- The China strategy should be to exploit the opportunities
and strengths (large market and financial resources), while
countering weaknesses and threats.
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STRATEGIC ALTERNATIVES
- Continue current strategy of targeting
corporate accounts, but develops simultaneously the
personal computer segment.
Pros: this strategy will allow Dell to cover the market
more exclusively
Cons: to develop the individual segment in China will
generate additional costs to Dell.

19

EVALUATION AND CONTROL

i Maintaining direct relationship with the customers

ii. Taking into account that technology can be complex

iii. Configuring the computer systems as per customers
needs, fulfilling customer's expectations.
iv. Focus on low-cost strategy
v. Sales performance is maintained up to the maximum level
to save costs and make maximum possible profits through a
variety of products and services.

20

RECOMMENDATION
- Internal capacity building for the development of
printer products in order to cut down its costs, increase
quality and increase market share in competition to HP.
- Go with a two pronged strategy and go through
retailers as well as direct selling.
- Keep optimizing the Supply Chain Management
System so as to not lose out on competition in falling
prices and help suppliers keep up with shortages.

21

REFFERENCES
-https://www.scribd.com/doc/37845562/Dell-Dell-s-Strateg
y-Recommendations
-http://www.ukessays.co.uk/essays/marketing/customer-cen
tric-dell.php#ixzz4FKVOLdFG
-https://www.ukessays.com/essays/business/swot-analysis-of-d
ell-company-with-alternative-strategies-business-essay.php

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Any Questions

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Thank you
THANKS TO ALL
OF YOU
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