Dell divides its customer base into two main segments: consumer/home and small business. The consumer segment focuses on latest features and value, while small businesses need computers that are easy to upgrade and service. Dell advertises through national newspapers, magazines, TV, and inserts to get customers to order computers directly. It measures campaign effectiveness by calls and website clicks to optimize marketing spend.
This document compares Dell and HP in terms of their history, revenues, employees, strengths, weaknesses, opportunities, threats, mission, vision, marketing mix, and more. Some key points:
- Dell was founded in 1984 and HP was founded in 1939. Dell's headquarters is in Texas and HP's is in Palo Alto.
- In 2012, Dell's net income was $3.49 billion while HP's was $12.65 billion. Dell employs around 109,400 full and part time employees while HP employs approximately 331,800.
- Both companies' strengths include strong market positions and product quality. Weaknesses include lack of R&D for HP and Dell's lack of retailer relationships
The document discusses Dell's use of electronic commerce (EC) transactions, which are largely divided into business-to-consumer (B2C) sales through their website to individual customers and business-to-business (B2B) sales to small, medium, and large businesses as well as government, education, and healthcare organizations. It describes how Dell uses a build-to-order concept and e-collaboration to reduce inventory and increase communication. Dell also provides ongoing e-customer service and support through self-diagnosis tools, technical support, online help desks, and chat to solve product issues. Direct sales allow Dell to gain direct customer feedback on preferences, design problems, and quality.
This document summarizes Dell's history and business from its founding in 1984 to present day. It traces Dell's evolution from a PC manufacturer to a global provider of computer hardware, services and solutions. Key events include going public in 1988, introducing laptops in 1991, expanding internationally in the 1990s, gaining the top global PC market share in 2001, and acquiring companies like Alienware and Perot Systems to diversify. The document also outlines Dell's product portfolio across consumer, business and enterprise segments, competitors, strategies around customization and online sales, and factors for the company's success.
This document presents a case study on Dell and its business model. It summarizes Dell's history starting as a small PC company in 1984 and adopting a build-to-order model. It analyzes how Dell's low inventory model saved it significant capital compared to competitors. The document also examines how Dell funded its growth internally in the mid-1990s through increasing asset efficiency, reducing liabilities, and decreasing short-term investments. Finally, it provides a forecast for Dell's performance in 1997.
Dell Inc. is a global technology company that designs, develops, manufactures, and distributes computer systems. It has a diverse customer base that includes individuals, small and medium businesses, large enterprises, and governments. Dell pioneered direct sales online and was quick to adopt e-commerce processes, allowing it to automate operations and achieve $1 million in online sales by 1997. The company aims to globalize through e-business and targets 20% of the Asian market. Dell utilizes a build-to-order model and focuses on customer service, tailoring manufacturing to needs, and relationships with suppliers.
Dell was facing problems with the battery life of its existing portable computers and held a meeting to discuss recommendations for a new laptop line. Dell had three options for the new product development process: continue using a proven battery technology, use a new but unproven lithium-ion battery technology, or defer the battery decision until further testing. Dell ultimately decided to pursue dual development of both battery technologies until additional testing was completed to determine the best path forward for its new Latitude laptop series.
Dell is the third largest personal computer vendor globally and largest shipper of PC monitors. Its vision is to deliver the best customer experience and highest quality to become the most successful computer company. Dell's mission is to meet customer expectations through excellent customer satisfaction. The document discusses Dell's strategy of build-to-order manufacturing, mass customization, and direct sales model. It notes Dell and other US PC makers now struggle with falling prices and international competition. The document provides links to Dell's laptop category pages on their website.
This document compares Dell and HP in terms of their history, revenues, employees, strengths, weaknesses, opportunities, threats, mission, vision, marketing mix, and more. Some key points:
- Dell was founded in 1984 and HP was founded in 1939. Dell's headquarters is in Texas and HP's is in Palo Alto.
- In 2012, Dell's net income was $3.49 billion while HP's was $12.65 billion. Dell employs around 109,400 full and part time employees while HP employs approximately 331,800.
- Both companies' strengths include strong market positions and product quality. Weaknesses include lack of R&D for HP and Dell's lack of retailer relationships
The document discusses Dell's use of electronic commerce (EC) transactions, which are largely divided into business-to-consumer (B2C) sales through their website to individual customers and business-to-business (B2B) sales to small, medium, and large businesses as well as government, education, and healthcare organizations. It describes how Dell uses a build-to-order concept and e-collaboration to reduce inventory and increase communication. Dell also provides ongoing e-customer service and support through self-diagnosis tools, technical support, online help desks, and chat to solve product issues. Direct sales allow Dell to gain direct customer feedback on preferences, design problems, and quality.
This document summarizes Dell's history and business from its founding in 1984 to present day. It traces Dell's evolution from a PC manufacturer to a global provider of computer hardware, services and solutions. Key events include going public in 1988, introducing laptops in 1991, expanding internationally in the 1990s, gaining the top global PC market share in 2001, and acquiring companies like Alienware and Perot Systems to diversify. The document also outlines Dell's product portfolio across consumer, business and enterprise segments, competitors, strategies around customization and online sales, and factors for the company's success.
This document presents a case study on Dell and its business model. It summarizes Dell's history starting as a small PC company in 1984 and adopting a build-to-order model. It analyzes how Dell's low inventory model saved it significant capital compared to competitors. The document also examines how Dell funded its growth internally in the mid-1990s through increasing asset efficiency, reducing liabilities, and decreasing short-term investments. Finally, it provides a forecast for Dell's performance in 1997.
Dell Inc. is a global technology company that designs, develops, manufactures, and distributes computer systems. It has a diverse customer base that includes individuals, small and medium businesses, large enterprises, and governments. Dell pioneered direct sales online and was quick to adopt e-commerce processes, allowing it to automate operations and achieve $1 million in online sales by 1997. The company aims to globalize through e-business and targets 20% of the Asian market. Dell utilizes a build-to-order model and focuses on customer service, tailoring manufacturing to needs, and relationships with suppliers.
Dell was facing problems with the battery life of its existing portable computers and held a meeting to discuss recommendations for a new laptop line. Dell had three options for the new product development process: continue using a proven battery technology, use a new but unproven lithium-ion battery technology, or defer the battery decision until further testing. Dell ultimately decided to pursue dual development of both battery technologies until additional testing was completed to determine the best path forward for its new Latitude laptop series.
Dell is the third largest personal computer vendor globally and largest shipper of PC monitors. Its vision is to deliver the best customer experience and highest quality to become the most successful computer company. Dell's mission is to meet customer expectations through excellent customer satisfaction. The document discusses Dell's strategy of build-to-order manufacturing, mass customization, and direct sales model. It notes Dell and other US PC makers now struggle with falling prices and international competition. The document provides links to Dell's laptop category pages on their website.
Dell provides computers, laptops, and other technology products worldwide. It aims to make computing easy and affordable for customers. Dell uses a direct sales model and customizes products based on customer specifications to offer low prices. It focuses on quality, customer service, and efficient operations. Dell recruits and trains employees to build a skilled workforce and maintains a positive work culture with benefits and safety practices. The company also engages in corporate social responsibility initiatives.
This case study examines Dell Company. It provides a history of Dell from its founding in 1984 by Michael Dell in his dorm room with $1000 to becoming the largest PC vendor in the world. The document outlines Dell's vision, mission, suppliers, products, business model, and organizational structure. It then performs a SWOT analysis and discusses how declining PC sales and Dell's lack of presence in tablets and smartphones has impacted profits. The document concludes by discussing Dell going private in a $24 billion deal to restructure away from shareholder pressures and focus on becoming a full-featured enterprise company.
This document provides a SWOT analysis for Dell Inc. It outlines Dell's strengths as its growing market share, direct sales approach, build to order model, and environmental policy. Weaknesses include lacking the product breadth of competitors and not having in-house repair capabilities. Opportunities exist in tapping new markets like servers and partnering online. Threats include economic downturns, aggressive pricing, and technological changes. A TOWS matrix compares strengths-opportunities and weaknesses-opportunities strategies and strengths-threats and weaknesses-threats strategies.
Dell is a Fortune 500 company that was founded in 1984 by Michael Dell. It started from his dorm room at the University of Texas and grew to become the third largest PC vendor in the world. Dell deals directly with customers and offers over 1.6 million possible product configurations. It has a global supply chain and major suppliers include Microsoft, Intel, Nvidia and Sony. Dell's organizational structure is divided into three geographic segments and it derives the majority of its revenue from mobility, desktop PCs, and services. A SWOT analysis identifies Dell's strengths in direct sales and branding, weaknesses in supply chain management, opportunities in new markets, and threats from competition.
DELL. INC (Complete Report on E-Business)Syed Pervez
The purpose of this report is to find out how Dell Inc. is coping up with the e-business strategies how they are marketing it and what theories they are using in practices. In this report we are simply dealing with the impact of e-commerce and the payment methods what are their marketing strategy and how they are offering technical support to the consumer and the suppliers
Dell conducted internal and external audits to analyze its strengths, weaknesses, opportunities, and threats. Internally, Dell has growing market share and a build-to-order approach but lacks product breadth and in-house repair services. Externally, opportunities exist in customization and weak competitors, but tablets and smartphones threaten Dell's market. After analyzing these factors, Dell is performing well but must adapt to changes in technology to remain the leading computer company.
Michael Dell founded Dell Inc. in 1984 out of his dorm room with $1,000. He pioneered the direct sales model of custom-built computers. Dell grew to become one of the top five PC companies by 1994 and continued expanding its product lines. It struggled in the 2000s facing competition in China and declining hardware margins. Dell went private in 2013 and continues adapting to remain competitive in a challenging industry.
VP Monique Bonner from Dell - Presentation at 2015 Merkle Customer SummitJennieSutherlandDell
Monique Bonner, Vice President of Global Marketing Digital, Technology and Innovation at Dell, gave a presentation on Dell's modern marketing strategic framework. She discussed how Dell is leveraging marketing technology, data and insights, and focusing on the human experience. Bonner also emphasized key points about relevancy, content creation, and using technology and data to better understand customers so Dell can deliver personalized experiences.
New microsoft office power point presentationSusmoy Dash
Dell focuses on building its business through a wide variety of laptop products at competitive prices. It sells Inspiron, Alienware, and Xps laptops targeted at different customer segments. Dell promotes its high quality and well-designed laptops through various channels including retailers, social media, advertising and direct sales. It aims to provide excellent customer service and support through online services, warranties, and flexible financing options to customers.
The presentation provided an overview of Dell, the computer technology company. It discussed Dell's history and founder Michael Dell. It then covered Dell's segmentation, targeting, positioning, and differentiation strategies. Dell's target markets include relationship customers like large corporations and transactional customers seeking low prices. The presentation also analyzed Dell's competition and discussed its sustainable competitive advantages like direct customer model and brand recognition. Finally, it reviewed Dell's advertising, distribution, pricing and brand strategies.
Dell differentiates itself from competitors by offering customers everything they need "from start to finish, without overcomplicating IT". Dell focuses on supply chain efficiency, competitive pricing, strong customer service, and promoting direct customer interactions. While Dell is expanding distribution through retailers, most profits still come from direct/online sales, and involving third parties increases costs and reduces brand control. The document examines Dell's strategies and whether expanding distribution through retailers has been a wise decision for the company.
Dell is an American multinational computer technology company that develops, sells, repairs, and supports computers and related products and services. It sells personal computers, servers, data storage devices, network switches, and electronics built by other manufacturers. Dell employs a direct-sales model and configure-to-order approach. It aims to simplify products and services, obtain new customers, provide industry-leading solutions, and scale alternative computing solutions to drive growth.
The document discusses how unifying communications through mobile solutions can increase productivity and efficiency for businesses. It explains how mobility allows employees to stay connected anywhere, anytime, and improves responsiveness. The document also outlines key features of a mobile unified communications solution like managing multiple devices and numbers, accessing voicemail and directories remotely, and maintaining presence status.
The Outsource Group is a South African company that was founded in 2004 and has since expanded to provide a wide range of business automation and technology solutions. It started as Outsource Digital with 4 employees and has grown significantly through strategic acquisitions and partnerships. The Group aims to be a one-stop-shop for businesses' office equipment, IT, communication, financing, and service needs through its various subsidiary companies: Outsource Digital, Outsource SMART, Outsource Telecoms, Outsource Finance, Outsource IT, and Outsource Connect. It prides itself on high quality service and support across Southern Africa.
Acer went through many challenges in becoming the second largest PC manufacturer, including being seen as a "Taiwanese PC cloner". In the late 1990s, Acer lost U.S. market share to competitors offering cheaper, more powerful PCs. To respond, Acer implemented three strategic decisions: decentralizing into 21 public companies for entrepreneurial drive; adopting a client-server structure for competitiveness and collective strength; and using a fast food business model to minimize risks. In 2001-2003, Acer restructured again by splitting branding and OEM businesses, focusing on fewer products and markets like Asia, and establishing Wistron, Acer Inc., and BenQ under the Pan Acer Group. Acer
The SV9100 platform is a new system, with new handsets and new applications to empower your workforce. Built on the back of the award winning SV8100 technology, the SV9100 provides double the system capacity, yet cost effective from 10 to over 800 users
Unleashing Your Mobile Workforce with Cloud-based Communications ApplicationsFonality
Is your mobile workforce positioned to collaborate, share information and communicate with customers at any time or place? Companies who are not yet to this level of business are generally prohibited by the cost or complexity of the solution. Let Fonality show you how we take a different approach to help you overcome both obstacles, and be up and running in no time.
data analysis presentation: Dell case study Kévin CÉCILE
This document analyzes a case study on Dell consumers. It finds that:
1) Most consumers spend 1-5 hours per week online and would not purchase a Dell computer if the price increased 10%.
2) There is no significant link between income, gender and likelihood of purchasing Dell.
3) The majority of consumers are satisfied with Dell and age does not depend on satisfaction levels.
4) Graduates and those from higher education are very satisfied customers of Dell.
5) Most consumers would purchase Dell again and Dell has a wide range of products.
6) Dell should focus on keeping prices stable to maintain customer loyalty.
Unified Communication Partners Supplying, Installing and Servicing fixed telephone systems for business PAX Systems and offices in NSW since 2011. Call us now 1300 729 293, fax 02 9635 4215
Dell entered the Chinese market in 1995 through exports and established local manufacturing in 1998. Dell focused on offering customized PCs at low costs to capture market share in China. By 2004, Dell captured 7-9% of the Chinese market. Dell's direct sales model allowed it to build PCs to customer specifications and offer tailored products and services. However, Dell's focus on corporate customers limited its ability to attract educational institutions in China.
Group 4 presented on changing business models at Dell. The document discussed Dell's origins starting as a dorm room business and its transition to a direct sales model. It then summarized Dell's growth in the 1990s and 2000s, attributed to its efficient direct model and early adoption of e-commerce. However, the PC market began shrinking in the late 2000s. The document analyzed Dell's transition to a hybrid direct/indirect model starting in 2007 to address a maturing market. It compared the benefits of Dell's original direct model versus the new hybrid approach.
Dell provides computers, laptops, and other technology products worldwide. It aims to make computing easy and affordable for customers. Dell uses a direct sales model and customizes products based on customer specifications to offer low prices. It focuses on quality, customer service, and efficient operations. Dell recruits and trains employees to build a skilled workforce and maintains a positive work culture with benefits and safety practices. The company also engages in corporate social responsibility initiatives.
This case study examines Dell Company. It provides a history of Dell from its founding in 1984 by Michael Dell in his dorm room with $1000 to becoming the largest PC vendor in the world. The document outlines Dell's vision, mission, suppliers, products, business model, and organizational structure. It then performs a SWOT analysis and discusses how declining PC sales and Dell's lack of presence in tablets and smartphones has impacted profits. The document concludes by discussing Dell going private in a $24 billion deal to restructure away from shareholder pressures and focus on becoming a full-featured enterprise company.
This document provides a SWOT analysis for Dell Inc. It outlines Dell's strengths as its growing market share, direct sales approach, build to order model, and environmental policy. Weaknesses include lacking the product breadth of competitors and not having in-house repair capabilities. Opportunities exist in tapping new markets like servers and partnering online. Threats include economic downturns, aggressive pricing, and technological changes. A TOWS matrix compares strengths-opportunities and weaknesses-opportunities strategies and strengths-threats and weaknesses-threats strategies.
Dell is a Fortune 500 company that was founded in 1984 by Michael Dell. It started from his dorm room at the University of Texas and grew to become the third largest PC vendor in the world. Dell deals directly with customers and offers over 1.6 million possible product configurations. It has a global supply chain and major suppliers include Microsoft, Intel, Nvidia and Sony. Dell's organizational structure is divided into three geographic segments and it derives the majority of its revenue from mobility, desktop PCs, and services. A SWOT analysis identifies Dell's strengths in direct sales and branding, weaknesses in supply chain management, opportunities in new markets, and threats from competition.
DELL. INC (Complete Report on E-Business)Syed Pervez
The purpose of this report is to find out how Dell Inc. is coping up with the e-business strategies how they are marketing it and what theories they are using in practices. In this report we are simply dealing with the impact of e-commerce and the payment methods what are their marketing strategy and how they are offering technical support to the consumer and the suppliers
Dell conducted internal and external audits to analyze its strengths, weaknesses, opportunities, and threats. Internally, Dell has growing market share and a build-to-order approach but lacks product breadth and in-house repair services. Externally, opportunities exist in customization and weak competitors, but tablets and smartphones threaten Dell's market. After analyzing these factors, Dell is performing well but must adapt to changes in technology to remain the leading computer company.
Michael Dell founded Dell Inc. in 1984 out of his dorm room with $1,000. He pioneered the direct sales model of custom-built computers. Dell grew to become one of the top five PC companies by 1994 and continued expanding its product lines. It struggled in the 2000s facing competition in China and declining hardware margins. Dell went private in 2013 and continues adapting to remain competitive in a challenging industry.
VP Monique Bonner from Dell - Presentation at 2015 Merkle Customer SummitJennieSutherlandDell
Monique Bonner, Vice President of Global Marketing Digital, Technology and Innovation at Dell, gave a presentation on Dell's modern marketing strategic framework. She discussed how Dell is leveraging marketing technology, data and insights, and focusing on the human experience. Bonner also emphasized key points about relevancy, content creation, and using technology and data to better understand customers so Dell can deliver personalized experiences.
New microsoft office power point presentationSusmoy Dash
Dell focuses on building its business through a wide variety of laptop products at competitive prices. It sells Inspiron, Alienware, and Xps laptops targeted at different customer segments. Dell promotes its high quality and well-designed laptops through various channels including retailers, social media, advertising and direct sales. It aims to provide excellent customer service and support through online services, warranties, and flexible financing options to customers.
The presentation provided an overview of Dell, the computer technology company. It discussed Dell's history and founder Michael Dell. It then covered Dell's segmentation, targeting, positioning, and differentiation strategies. Dell's target markets include relationship customers like large corporations and transactional customers seeking low prices. The presentation also analyzed Dell's competition and discussed its sustainable competitive advantages like direct customer model and brand recognition. Finally, it reviewed Dell's advertising, distribution, pricing and brand strategies.
Dell differentiates itself from competitors by offering customers everything they need "from start to finish, without overcomplicating IT". Dell focuses on supply chain efficiency, competitive pricing, strong customer service, and promoting direct customer interactions. While Dell is expanding distribution through retailers, most profits still come from direct/online sales, and involving third parties increases costs and reduces brand control. The document examines Dell's strategies and whether expanding distribution through retailers has been a wise decision for the company.
Dell is an American multinational computer technology company that develops, sells, repairs, and supports computers and related products and services. It sells personal computers, servers, data storage devices, network switches, and electronics built by other manufacturers. Dell employs a direct-sales model and configure-to-order approach. It aims to simplify products and services, obtain new customers, provide industry-leading solutions, and scale alternative computing solutions to drive growth.
The document discusses how unifying communications through mobile solutions can increase productivity and efficiency for businesses. It explains how mobility allows employees to stay connected anywhere, anytime, and improves responsiveness. The document also outlines key features of a mobile unified communications solution like managing multiple devices and numbers, accessing voicemail and directories remotely, and maintaining presence status.
The Outsource Group is a South African company that was founded in 2004 and has since expanded to provide a wide range of business automation and technology solutions. It started as Outsource Digital with 4 employees and has grown significantly through strategic acquisitions and partnerships. The Group aims to be a one-stop-shop for businesses' office equipment, IT, communication, financing, and service needs through its various subsidiary companies: Outsource Digital, Outsource SMART, Outsource Telecoms, Outsource Finance, Outsource IT, and Outsource Connect. It prides itself on high quality service and support across Southern Africa.
Acer went through many challenges in becoming the second largest PC manufacturer, including being seen as a "Taiwanese PC cloner". In the late 1990s, Acer lost U.S. market share to competitors offering cheaper, more powerful PCs. To respond, Acer implemented three strategic decisions: decentralizing into 21 public companies for entrepreneurial drive; adopting a client-server structure for competitiveness and collective strength; and using a fast food business model to minimize risks. In 2001-2003, Acer restructured again by splitting branding and OEM businesses, focusing on fewer products and markets like Asia, and establishing Wistron, Acer Inc., and BenQ under the Pan Acer Group. Acer
The SV9100 platform is a new system, with new handsets and new applications to empower your workforce. Built on the back of the award winning SV8100 technology, the SV9100 provides double the system capacity, yet cost effective from 10 to over 800 users
Unleashing Your Mobile Workforce with Cloud-based Communications ApplicationsFonality
Is your mobile workforce positioned to collaborate, share information and communicate with customers at any time or place? Companies who are not yet to this level of business are generally prohibited by the cost or complexity of the solution. Let Fonality show you how we take a different approach to help you overcome both obstacles, and be up and running in no time.
data analysis presentation: Dell case study Kévin CÉCILE
This document analyzes a case study on Dell consumers. It finds that:
1) Most consumers spend 1-5 hours per week online and would not purchase a Dell computer if the price increased 10%.
2) There is no significant link between income, gender and likelihood of purchasing Dell.
3) The majority of consumers are satisfied with Dell and age does not depend on satisfaction levels.
4) Graduates and those from higher education are very satisfied customers of Dell.
5) Most consumers would purchase Dell again and Dell has a wide range of products.
6) Dell should focus on keeping prices stable to maintain customer loyalty.
Unified Communication Partners Supplying, Installing and Servicing fixed telephone systems for business PAX Systems and offices in NSW since 2011. Call us now 1300 729 293, fax 02 9635 4215
Dell entered the Chinese market in 1995 through exports and established local manufacturing in 1998. Dell focused on offering customized PCs at low costs to capture market share in China. By 2004, Dell captured 7-9% of the Chinese market. Dell's direct sales model allowed it to build PCs to customer specifications and offer tailored products and services. However, Dell's focus on corporate customers limited its ability to attract educational institutions in China.
Group 4 presented on changing business models at Dell. The document discussed Dell's origins starting as a dorm room business and its transition to a direct sales model. It then summarized Dell's growth in the 1990s and 2000s, attributed to its efficient direct model and early adoption of e-commerce. However, the PC market began shrinking in the late 2000s. The document analyzed Dell's transition to a hybrid direct/indirect model starting in 2007 to address a maturing market. It compared the benefits of Dell's original direct model versus the new hybrid approach.
Dell is the industry leader in direct sales of PCs to consumers. It revolutionized the PC buying process by eliminating warehouses and stores and selling directly to customers online. This allows Dell to customize PCs as desired and pass savings to customers from lower costs. Dell gathers extensive customer information through its direct model to continually improve the customer experience. While struggling in the mature US market, Dell sees opportunities for growth internationally as other markets continue developing.
Dell is the industry leader in direct sales of PCs to consumers. It revolutionized the PC buying process by eliminating warehouses and stores and selling directly to customers online. This allows Dell to customize PCs as desired and pass savings to customers from lower costs. Dell gathers extensive customer information through its direct model to continually improve the customer experience. While struggling in the mature US market, Dell sees opportunities for growth internationally as other markets continue developing.
- Dell Inc. was founded in 1984 by Michael Dell and initially sold IBM PC-compatible computers built from stock components. Dell's business model involves direct sales to customers, forecasting demand accurately to minimize costs and inventory, and extensive research and development.
- Dell competes by having an internet-based direct sales model, using supply chain management systems for virtual integration with vendors, and focusing on business needs rather than just selling products. However, Dell also faces threats such as competitive rivalry in the PC market and exposure to currency fluctuations.
Dell is a leading provider of servers in the B2B market, headquartered in Round Rock, Texas. It pioneers the direct sales model and was the first company to record $1 million in online sales. Dell's PowerEdge servers are designed for medium to large businesses and offer affordable performance, reliability, and upgradability. While Dell faces increased competition from IBM and HP, it utilizes a low-cost leadership strategy and focuses on meeting customers' specific needs through mass customization and a variety of marketing strategies to continue growing its server business. The document recommends that Dell enhance customer support, offer data backup capabilities, and increase advertising and showrooms to further engage corporate clients.
Michael Dell founded Dell Computer in 1984 which was originally called PCs Limited. It was renamed Dell Computer Corporation in 1988 as the company expanded globally. Dell became one of the largest companies in the world, ranking 41st on the Fortune 500 list. Dell's mission is to be the most successful computer company by delivering the best customer experience. Its vision is to understand customer needs and the changing technology landscape. Dell markets a variety of products including desktops, laptops, servers, and peripherals. It uses various marketing strategies like competitive pricing, widespread distribution through retailers and dealers, TV and internet advertising, and an online ordering process to reach customers.
Dell's value chain consists of primary and support activities that work together to deliver products and services to customers. Dell revolutionized the PC industry by adopting a build-to-order, direct sales model that eliminated middlemen. Key activities in Dell's value chain include procurement from major suppliers like Intel and Microsoft, inbound logistics to receive materials, assembly and testing in their own facilities, direct sales and marketing to customers, and post-sales support services. Dell aims to provide the best customer experience at each stage of the value chain.
Dell Inc. is a multinational computer technology company based in Texas that develops, sells, repairs and supports computers and related products. Founded by Michael Dell in 1984, Dell pioneered the direct sales model of manufacturing computers based on customer orders to reduce costs. Dell grew to become the largest PC supplier through its low-cost advantages and high customer satisfaction. It focuses on cloud, big data, mobility and providing innovative, customized products and services while maintaining financial stability and environmental responsibility.
Dell is one of the most popular computer hardware companies globally. It entered the Chinese market in 1995 through exports and established local manufacturing plants in 1998 due to China's lower production costs. Dell captured market share in China by offering customized computers at low costs. However, Dell's focus on corporate customers limited its relationships with educational institutions, which affected its success in China as students are also important customers. Dell has utilized various strategies like direct sales, building computers based on customer specifications, and partnerships to achieve leadership in the PC industry.
Dell grew rapidly from its founding in 1984 by directly selling custom-built PCs to customers. Dell's direct sales model eliminated inventory costs and reseller margins, allowing it to produce PCs in a matter of hours. Dell used IT to closely coordinate its operations and supply chain. This efficient build-to-order process and high-quality customer service supported Dell's rise to become the largest PC maker in the world in the late 1990s and early 2000s.
Dell Computer Corporation exemplifies the principles of a Zero Time organization through its extraordinary growth and success. Dell eliminated middlemen through its build-to-order strategy where customers order PCs directly from Dell. This strategy allowed Dell to understand customer needs directly and adapt quickly to changes. Dell also practiced just-in-time manufacturing with minimal inventory. Coordination and constant change are core management principles at Dell to prevent suboptimization and respond rapidly to a changing environment.
Dell was founded in 1984 on a direct business model that sells computer systems directly to customers. This eliminates retailers and allows Dell to build each system to order based on customer specifications. Dell also introduces new technology faster than competitors. Dell grew rapidly in the 1980s-1990s and became the largest PC seller. It introduced online sales in 1996. Dell's configure-to-order and just-in-time manufacturing approaches minimize inventory costs. Dell gains benefits like cash flow, reduced costs, strong customer relationships, and demand forecasting from its direct model. It drives innovation through customer feedback.
Dell Inc. is an American multinational computer technology company founded by Michael Dell in 1984. The company has been very successful due to its direct sales model and understanding customer needs. However, Dell faces challenges in balancing the needs of different customer segments. The document discusses Dell's customer segmentation strategies and sales channels.
Dell was founded in 1984 by Michael Dell with a vision of building personal computers to order and selling them directly to customers, bypassing retailers. Dell's principal products included desktop and laptop PCs, workstations, and servers. Dell utilized a build-to-order manufacturing strategy with just-in-time inventory, mass customization, partnerships with suppliers, and direct sales. The company provided extensive customer service and partnered with technology providers to help customers use the latest computing technologies.
Dell's core strategy elements included build-to-order manufacturing, mass customization, just-in-time inventory, direct sales, customer service and information sharing with suppliers and customers. Dell formed partnerships with suppliers to gain access to components on an as-needed basis and shared production schedules to facilitate just-in-time delivery. Dell also directly shared extensive information with customers through customized websites to provide customer service and gain insights into customer needs. This virtual integration and information sharing approach allowed Dell to minimize inventory and quickly fulfill custom orders.
Dell began as a direct sales computer company but tried selling through retailers in 1993 with poor results. Dell focused on building relationships with profitable corporate customers. Customers could customize their orders which Dell would assemble and ship. This improved customer satisfaction and reduced costs. However, Dell mostly targeted corporate customers and tech-savvy individuals, leaving out many potential customers. Solutions proposed include targeting less tech-savvy customers, opening stores to help customers, adding more educational information, and exploring new markets like the automotive industry.
Quality Management – Dell Corporation 1
Quality Management – Dell Corporation 6
Quality Management – Dell Corporation
Thea Younge
Quality Management | BUS4101 S01
Faculty: James Ziegler
Quality Management of Dell Corporation
Dell Inc. (Dell) is a company based in United State (US) and involved in, designing, developing, manufacturing, marketing and supporting systems of information technology. The products offered by the company include printers, desktops, laptops, storage devices, etc. Apple Inc. is a company that designs, manufactures and markets mobile communication devices and personal computers, media devices, and portable music digital players. The company offers a wide range of media devices and mobile communication plus numerous related software, peripherals, networking solutions and third-party digital content solutions.It was named after its great founder, Michael Dell. The company is best known for the innovations it made on the management of supply chain and electronic commerce, mostly the model for direct sales and configure to order approach which they used in management to deliver customer’s specifications of configured PCs (Michael Dell 2009).
Dell considers quality of its products since that is used to gain access to their position in the external market. Dell maintains the quality of its products by making sure it keeps up with the increasing technological advancements and also producing laptops according to the customer’s specifications therefore gaining a strong position in the market. Quality of laptops will provide a basic background for competition with other companies that produce similar products like Apple.
SWOT analysis of Dell Computer Corporation
Majorly, the strength of Dell comes because of the Direct Model which is considered as one the greatest assets of the company. The Direct Model gives consumers a chance to customize their laptops since the market is becoming more educated and every individual needs a laptop that will meet their needs especially in terms of performance and portability. Direct Model gives a fast delivery of services to the customers as it allows customers to place their order and receive customised computers within a short period of time therefore making it possible for a customer to directly buy an item from the factory.
One of the greatest weaknesses of Dell comes from the fact that it tries to attract college students which only makes a segment of the market. The sales revenue from educational institutions accounts for a low profit to the organisation (Bennett 2003). Another weakness comes from the aspect that the buyers cannot physically see or touch the products they are intending to buy and therefore makes many computer buyers to be wary of the products they are unable to examine personally before doing a purchase and sometimes, an eager bu ...
1. Dell needs to diversify its product portfolio and restructure its branding strategy to target both home and corporate users as PC sales decline. It must invest in areas like smartphones, tablets, software and enterprise services.
2. Dell's strengths include its direct sales model and efficient supply chain. However, it faces threats from substitute products and increased competition. It is too reliant on PCs and needs to expand into new areas.
3. Dell's marketing objectives are to transform its brand from a PC maker to a provider of enterprise products and services. It aims to diversify through acquisitions and mergers while supporting innovation in software, tablets, and smartphones. Developing new technologies to sell at lower costs also
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How Communicators Can Help Manage Election Disinformation in the WorkplaceMariumAbdulhussein
A study featuring research from leading scholars to breakdown the science behind disinformation and tips for organizations to help their employees combat election disinformation.
The Key Summaries of Forum Gas 2024.pptxSampe Purba
The Gas Forum 2024 organized by SKKMIGAS, get latest insights From Government, Gas Producers, Infrastructures and Transportation Operator, Buyers, End Users and Gas Analyst
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It takes all kinds of AI and Humans to make Good Business DecisionDenis Gagné
In today’s rapidly evolving markets, the integration of human insight with advanced AI technologies is crucial for making sophisticated, timely decisions. This presentation delves into how businesses in regulated industries such as finance, healthcare, and government can leverage AI to balance mission-critical risks with profitability, ensure compliance, and maintain necessary transparency. We'll explore strategic, tactical, and operational decisions across various scenarios, demonstrating the power of AI to augment human decision-making processes, thus optimizing outcomes. Whether you are looking to enhance your existing protocols or build new frameworks, this webinar will equip you with the insights and tools to advance your decision-making capabilities.
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Adani Group Requests For Additional Land For Its Dharavi Redevelopment Projec...Adani case
It will bring about growth and development not only in Maharashtra but also in our country as a whole, which will experience prosperity. The project will also give the Adani Group an opportunity to rise above the controversies that have been ongoing since the Adani CBI Investigation.
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L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi_compressed.pdfKhaled Al Awadi
Greetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USA
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1. Business 2000 E I G H T H e d i t i o n Working in Dell’s Sales and What is Direct Marketing? Support Customer Centre Michael Dell is one of the most famous business people in the Imagine that you are a member of the Dell sales team. It is a busy day with world. The story of how he DIRECTLY FROM DELL lots of calls and email enquiries. A call comes in from a householder who founded Dell in 1984 (with just says he has seen your brochure in the Sunday paper. He is reading from $1,000), is well known. A it and says he is interested in the Dell Dimension TM 2400 desktop. He tells critical key to success used you that he doesn’t understand any of the mysterious terminology about TO THE CUSTOMER from the very start was his processors and so on.The flat screen looks nice and will save space. He concept of direct marketing. just wants to type letters and keep domestic accounts. Is the product any Most computer companies sell good and when can it be delivered? You handle these kinds of calls every their products to retailers, who day, offering advice and support. Another sale is made and another introduction sell them on to customers domestic customer is satisfied. through their shops. This Dell Inc. is a premier provider of products and services required for customers worldwide to build their indirect distribution process The next call is from the manager of a small company. She is thinking of information technology and internet infrastructures.The company supplies PCs to business and domestic obviously adds cost and the buying a server. She knows all the technical language but is not sure about customer must pay for this. customers across the globe. In addition, Dell supplies a range of IT products and services to businesses, installing the machine on the local network.This requires some specialist Dell eliminates this additional including powerful servers, storage, workstations, notebooks, and desktops. Dell employs input, so you get advice from a colleague who deals with these types of cost by selling directly to the questions. Your colleague tells the customer everything she needs to approximately 47,800 people worldwide.Total sales currently exceed US$43.5bn per annum. customer. Furthermore, this know.The customer purchases a Dell server. Another business customer approach brings a number of is satisfied. Dell is a truly global company, headquartered in Round Rock, other critical business Texas, USA.The European Manufacturing plant is located in advantages: These are only two of the many daily orders received by Dell sales staff. Limerick. Dell’s advanced, just-in-time, build-to-order The order details are automatically forwarded to the manufacturing plant ◗ By dealing directly with its customers, Dell can find out exactly what manufacturing system produces computers for customers in Limerick to be specially made and customers receive their computers they need and want.This ensures that expectations are met and that in seven to ten working days. Thousands upon thousands of customers throughout Europe, the Middle East, and Africa. Sales and customers are not disappointed. In addition, Dell hears the views of have made a similar phone call, received advice, and purchased a support centres for small business and domestic customers thousands of individual customers and gains a deep understanding of computer. They did not have to spend time visiting shops. They have are located in a number of centres around Europe their individual requirements. reaped the benefits of direct marketing. including Bray, Co.Wicklow and Cherrywood Science ◗ Each computer is built to order.The customer can specify the features and Technology Park, Co. Dublin. Dell also has they want. That particular PC is then built and delivered to that offices in most European countries to serve particular customer. Such a PC is said to be customised .This is a highly the needs of large corporate and personalised service. government customers. ◗ Dell builds computers on a just-in-time (JIT) , build-to-order Dell (BTO) basis. Therefore, if a new technology emerges it can be is Ireland's largest included immediately.A company with stocks of ready-made computers cannot do this. exporter * and largest technology company with approximately 4,300 ◗ The JIT/BTO approach also means that Dell does staff. Overall it is ranked the second not have to keep stocks of components or ready- largest company in Ireland. + In addition, made computers. Stock, which is also called Dell is considered the largest PC supplier inventory , costs money. Dell does not have these in Ireland, with about a 35 percent costs and, therefore, can sell to the customer at a lower price. market share*.You can find out more about Dell at In the Dell Direct Model , the customer is the beginning and www.dell.ie end of the process. As a result, Dell can deliver high quality computers to satisfied customers at the best possible prices. * Irish Exporter's Association + IDC Q4 2003 Furthermore, Dell can do this all over the world. Business 2000 Dell - Directly from Dell to the Customer www.business2000.ie E I G H T H e d i t i o n
2. manager in each country who is consulted about the details of any local Communicating Dell Segments its Market campaign. National differences also influence the type of media used for an the Dell message advertisement. For example, in the UK and Spain, there are TV channels Glossary The market Dell serves from its customer centre in Bray is known as the with very large audiences. Accordingly, advertisement on television is used Home and Small Business (HSB) market. Sometimes it makes sense to All businesses work hard to ensure that people know who they are and more frequently in these countries. Configure: To arrange the components in a computer.A divide customers into categories if each category shares common what they do. Dell works harder than most in this area. It is critical for a PC contains various components such as memory and a characteristics. This process is called segmentation and each category is direct marketing business to manage its public communications in a highly European Campaigns hard disk. When customers choose the size and mix of called a segment. A company’s approach to segmentation is a very effective manner. How else would customers know what Dell has to offer are managed from Ireland these components they are configuring their computers. important element in its marketing strategy. Each segment must then be since there are no retail outlets where products can be seen or inspected? Promotional materials are produced in-house by Dell staff.They produce managed in a unique way, probably by using a different marketing mix . Build-to-Order : A customer can specify the Dell’s public communications strategy has three main components: the adverts for national press, computer magazines, and faxes. The place components and features they want included - the For example, a business customer usually needs all the computers in the they work in is called the Marcoms (Marketing Communications) Studio .The computer is specially built to their requirements. office to be the same and to be easy to upgrade and service. A domestic Advertising costs associated with campaigns are very high and it is extremely important customer is more focussed on the latest features and value for money. E-commerce: To carry out business transactions (for Dell advertises in the national newspapers, computer magazines, on the to control them.The Studio was put Marketing staff in Dell divide their market into two main segments - example, to place an order) by electronic means usually in place to do this and has been Internet and TV and by placing inserts in newspapers and magazines. Most consumer (domestic) and small business . In marketing terms a consumer via the Internet. very successful. The staff use their of us are familiar with these inserts. Dell’s advertising campaigns are designed or home market is known as B2C (business to consumer), while a business Just-in-Time (JIT): A manufacturing system where knowledge of different customer with one central objective - to get a potential customer to ring up or gomarket is known as B2B (business to business). About 1,000 people work products are only produced as they are needed and raw and country profiles to design and online and order a computer. Dell measures the impact of each individual in Dell’s HSB Division. materials are only delivered as they are required. This manage highly successful campaigns marketing campaign by assessing the volume of calls to sales representatives eliminates the costs associated with keeping stocks of across Europe, the Middle East, and and the number of clicks to the Dell website. Dell marketers map the finished goods or stocks of raw materials. Africa. Flexibility and speed are key campaign response to the original costs to measure the return on The Home and Small Business Segments Marketing Mix: Any combination of the various factors in this success story. For investment (ROI). Dell then measures the effectiveness of each campaign, There are several differences between domestic customers and business elements of marketing.The most famous mix is the 4Ps - example, if Dell introduces a new product or decides to promote a new price comparing and ranking campaigns, learning from best results, thus keeping customers. product, price, place, and promotion.The term media mix offer, it can design a new campaign immediately to communicate the changes advertising fresh and most importantly customer responsive. In addition, the ◗ Businesses often have dedicated budgets for the purchase of computers. applies to any mix of media used for advertising or to the customers. ◗ They usually spend more. promotion, e.g., television, radio, newspapers etc. effectiveness of different campaigns can easily be compared. ◗ They buy at regular intervals and are usually repeat purchasers unlike Servers: Computers used in networks to store files etc, domestic customers who often buy just one home computer and creative marketing brings Direct Mail for use by other PCs on the network. purchase another only when the original one is outdated. Any promotional material sent to customers through the post is known as value to the customer Storage: Any device that can store computer data, for ◗ They will normally purchase to an agreed plan. Domestic customers direct mail. Direct mail is a widely used advertising process. Dell publishes example a hard disk.Businesses often use specialised high- often purchase for highly personal reasons, e.g., they want to email various 24-page monthly catalogues, describing available product ranges. Dell is one of the most successful companies in the world. This study capacity storage systems. family or play games. Different catalogues are geared to separate Dell markets - one for the concentrates on the HSB market but it should be mentioned that the ◗ Businesses often have a specialist staff member who looks after these company also serves the largest industries worldwide.The Dell combination small businesses and the other for domestic customers. This is sent to a purchases. of direct marketing and just-in-time, build-to-order manufacturing brings the selected group of customers who are on Dell’s mailing lists. ◗ They may purchase more complex machines such as servers. benefits of low cost and high quality to each and every customer.This focus ◗ They are focussed on more than just the price - they look at other on customer value is responsible for Dell’s market leadership position. TASKS & ACTIVITIES Online factors such as how easy is it to upgrade the computer or to service The Internet offers many advantages to a direct marketing company. it.This is called Total Cost of Ownership (TCO). Business Products can be shown and described in detail on a website. However, the Work and Dell 1 Identify the advantages of direct marketing for the website is not used for advertising purposes only. In effect, the website is Dell are publicly committed to offering value to all stakeholders - suppliers, In view of these differences, Dell appoints an Account Manager to look after the Dell shop. customers, shareholders, and employees alike. As discussed in the study, business and for the customer. Can you think of any the interest of a larger business. An Account Manger will build a long-term Customers can Dell serves customers across many different national cultures.Accordingly, disadvantages? relationship with the business customer.The customer will be able to make Dell values diversity in the workforce. People of many different 2 What are the benefits to the business of a JIT/BTO browse at their contact with their Account Manager to get advice, to solve a problem or to personalities, nationalities, skills and qualifications work in Dell.Anyone who leisure without place an order. system? would like to work at Dell would certainly need to possess a mix of skills, l eaving their 3 If you were selling CDs online, what media mix would especially analytical and interpersonal skills. home or office. you choose to advertise your services? People in different countries have In fact, Dell was 4 If you were responsible for promoting a football different preferences Just in Time (JIT) one of the first match, how would you segment your market? Another approach to segmentation is to consider differences in national Dell’s manufacturing plant in Limerick is among the most advanced in the companies to 5 Identify some of the differences between customers’ cultures. Dell’s experience shows that different nationalities do, indeed, world.Raw materials and components are delivered just in time through forty use the Internet have different preferences when buying computers. Customers in France dock doors on one side of the building. Computers are manufactured in cells buying behaviour in the B2B and B2C markets. for business and Germany tend to use their credit cards less than others. Therefore, by teams and rigorously tested.The finished products are then dispatched via purposes and they may be less likely to buy online. People in the Nordic countries are another forty doors on the other side of the building, destined for direct was the first to very willing to buy online. A German customer is more likely to be delivery to customers' offices record $1m in online sales. Dell’s e-commerce website, www.dell.com, is interested in all the technical and pricing details. On the other hand, a and homes throughout Europe, one of the busiest in the world.The site is distributed across 86 countries, Swedish customer likes to make a more spontaneous decision when the Middle East, and Africa. Raw materials Computers for and components Limerick using 28 languages or dialects and 29 different currencies. On the website, talking to the sales person. Customers in the UK and France are very Usually no component is in the delivered by delivery to Europe, Photo Middle East & Africa suppliers www.dell.ie customers can review, configure , and price computer systems for sensitive to prices. These cultural differences are important because all factory for more than three themselves.They can place an order online and then track the order from advertisements and other promotional material must be designed to suit days. the manufacturing stage to actual delivery. each country. This process is called localisation . Dell has an advertising Business 2000 www.business2000.ie E I G H t h e d i t i o n