An Overview of Dell

In services, Dell is adding more capabilities to provide end-to-end technology solutions to customers, including managed security services focused on threat intelligence and security consulting, and on growing their end-user computing business (desktop and mobility offerings). In 2011 Dell acquired more than ten companies whose offerings and intellectual property enhance its solutions business. Dell’s 2011 Total Revenue was $61.5 M and a Net Income of $2.6 M.

as a percentage of revenues. Dell is well managed and knows how to control their costs. The company is on top of every detail and there are no surprise costs to harm the company. (Part 2, Item 7, Form 10-K, Dell Inc. 2011) The net income performance of the company has been excellent for fiscal 2011 with an 84% increase from the previous year. This big increase in net income resulted in a 1.6% growth in profit margin and a 2.5% growth in ROA (return on asset). Higher revenues and good cost control are responsible for these growths. Another reason for the growth in net income is the change in the business operation of the company. Its service operations are expanding and have a lower cost than manufacturing the products. Fiscal 2010 had a decrease in net income of 42.2% mainly due to the drop in revenue and the acquisition of Perot Systems. Dell is planning to

The proposal presented herein gives the background information of Dell Computers Corporation highlighting the current operation for the manufacture of computers. The proposal highlights the potential of the company to increase its market share and profitability through change of its culture from order based to inventory base.

Dell Computer Corporation was founded in 1984 by Michael Dell. From the early 1990s until the mid-2000s, Dell was ranked as a PC market leader relying on their distinctive marketing pattern “Direct Model” which undertook direct communication with customers and provided customized products. Recently, the PC industry is facing inconceivable worldwide competition, and Dell is gradually losing their competitive advantages by using its direct model in critical business segments. The company is facing shrinkage of growth, increasing competition, declining quality of customer service, and limitation of expansion. These issues have an enormous impact on Dell’s position as a technological giant in the PC industry.

Dell Company has a successful business strategy. As it is following cost leadership strategy. Its success story is hidden in cost proposition, delivery, and unique customization. In response to the high performance and better chances for growth Dell is applying two way strategy parallel to one another.

Essay 1 : Introduction to Dell 3 Parts - Look at the Business Model in Particular (Is it fit for purpose?) – Then the Ecosystem – The Modularization and mention licensing Look the Paradigm of Dell Conclusion

* In late 1990’s, PC distribution channels remained fragmented, with major manufacturers using a variety of channels to bring products to market.

Dell also competes with retailers who already have a stock by doing just the opposite - not carrying a stock. When a consumer wants a particular model of computer, the retailer must have the item in stock. When a customer shops at Dell, the customer designs exactly what they want. A customer can design a very basic, bare-bones model, or a model that includes almost limitless options. The computer is then built in a matter of hours. The customer has his or her own, custom-designed system in a matter of a few days. There is no waiting for out-of-stock products, and Dell holds minimal inventory by utilizing such a well-designed system.

In order to sustain and improve Dell’s performance and increased growth which will eventually lead to increase the market share, and to take advantage of the booming computer industry, Dell needs to come up with a plan to finance the future growth.

Dell is an American Company which own a wide family of a different kind of devices such as computers, Laptops, Tablets, smartphones, printers, scanners and much more for all the needs of IT experts, businesses, industries or home based applications.

Dell is the #1 personal computer provider in the USA and #2 worldwide. Dell has nearly two billion interactions with customers worldwide each year, and processes more than three million transactions daily. On average, over 140,000 Dell computer systems are shipped each day.2

In this report, I will review the internal and external environment of Dell Computer which enabled them to compete with other PC competitor. A case study from the instructor about Dell was provided to help with the internal and external analysis of the company in relation with the non price attributes with their PC product. This report will also look on how Dell should implement their strategy to retain their market share and to out position other competitor in the future.

Ten years back, where the majority of business transactions were conducted offline. Today, the trend of most of companies is to deal with its consumers through internet and not just using PCs, the customers are using different types of platforms such as mobile phones, tablets and other small mobile devices. Just imagine that all computer manufacturers are in along marathon has no end point, guess who is running alone in the front? Answers would be different but sure Dell is one of them. Its success came from a strategy which is missing with most of its competitors. Dell has effectively relied on its online selling strategy more than offline selling strategy. Actually, the core of Dell’s strengths is

Dell is among the world's leading computer manufacturers that has transformed and diversified into variety of business segments over the years. Products range from Dell PowerEdge servers, Power Vault, Dell EMC storage systems as well as PowerConnect switches for corporate clients. For individuals and professional customers products range from Dell Precision workstations, OptiPlex desktops, Dimension desktops, Inspiron and Latitude notebooks. Apart from these core products, the company also offer products and services range including printers, projectors, Axim handhelds, and other accessories. More recently, the company has announced intentions to explore LCD television/computer monitors as well as digital music players

things about the needs of the companies for production, demands and forecasting is done with the analysis done by the IT sector. So it plays a vital role today. Dell experienced decline in the sales of their PC market as the demands of the market changed. It derived most of its revenue from the sales of the PC or from the products like monitors, displays, televisions etc. Hence, they were in bad scenario financially. So CEO, Michael Dell decided to go private and take help from the Silver Lake Venture Capitalist. He thought about the long term improvement for the company. Initially they may experience high expenses for operating cost. In long term in will be beneficial and it may provide opportunity for Dell to get