Business Process Analysis

The ordering process begins with the decision of the customer to submit their order simply by either calling, faxing or mailing their order information. When a customer calls in their order, the customer service representatives takes down pertinent customer information, which includes the customer's name, billing and shipping address, product number and description, quantity and shipping instructions. While taking down the order, the customer service representative access the company's order entry system where inventory checks are conducted as well as credit checks are processed. In addition, delivery options are advised to the customer. Here the customer decides

Dell's cash conversion cycle has been negative. The negative numbers reflect that there is a disconnect between the direct labor manufacturing overhead in creating the final product. But some people think that it is okay and that Dell has an excellent future planned.

Dell is a computer corporation recognized for manufacturing computer systems through parts assemble. In 1983, Michael Dell saw an opportunity in using IBM compatible computers for a new assembly line that can be sold to local businesses. The idea as explained by Michael Dell, in one of his interview, is that in the early days of computers' manufacturing, companies had to be able to produce every part of the system. As the industry matured, companies started to focus on single parts and to become specialized in creating items that can be assembled with other parts to prepare a computer. As a result, Dell understood that to have a competitive edge in the market, they needed to

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.

The Dell Computer Corporation was founded in 1984 by Michael Dell, who began the company by refurbishing IBM clones out of his dorm room for extra money. From the beginning and through the 1990’s, the company grew quickly and was very successful. Dell used a cost leadership strategy and focus on creating products that were already in the market place, but changed the timing of production and the method of distribution that was in place with the company’s competitors by assembling computers to order and selling directly to the customers. The company focused on creating value for customers and meeting their needs, but into the

The case sheds light on the management of a firm looking to improve on their order process by making it more efficient. The firm is fairly large having about five different production facilities which manufacture chemicals used in plastics, fibers, and coatings in the south eastern region of the United States.

From the Financial performance of Dell Computer Corporation we find that Net Sales has been consistently increasing at $6 Billion. However employees of Dell towards the end of case are not confident of continuing to achieve 30% growth rates of the past. To continue the growth in similar pattern calls for new measures & initiatives at organization level.

What Business risks does Dell face that may threaten its ability to satisfy stockholder expectations? What are some examples of control activities that the company could use to reduce these risks? (Hint: Focus on pages 7-10 of the 10-K.)

Components for PCs became increasingly standardized. As is common with commodities, R&D decreased and a focus on innovations in manufacturing and distribution became a key to success. Dell’s model of supplier driven manufacturing and HP’s model of distribution channels show the success of these ideas.

REF OF GROUP MEMBERS’: TABLE 1 : 5 C’s SITUATION ANALYSIS Factors Dell Company: Resources 1.4 Licensing, Distribution channel, Supply • Intellectual property, Human resources, Patent, Competences Brand acuity1 chain management 24 25 Techno structure • Just-in-Time; CRM; Engineer R&D, Acquisition

Dell Computer Corp. is aware that in today’s markets, the speed of product introduction can be the key factor between success and failure. It is important to obtainmarket share and create industry leadership, and through Dell’s direct sell model, that is exactly what they did. The company with the first product to the market can usually capture premium segments, build strong name recognition, and control a large market share (www.dell.com). Giving the consumer’s exactly what they wanted reduces the time required for Dell sales executives to build a relationship with their consumers (Frick, 2013). Quick innovation and product introduction also expand a

Over the last ten weeks, I have learned a concise overview of the world of business. Emphasis was placed on the following topics: business ownership; economics in the workplace; communication skills; researching business information; the global economy; and business vocabulary. The highlight of this class for me was learning about the exit of Great Britain from the European Union. I love that it was current time and happening as I was writing about it, it made me think critically. I had to analyzing, evaluate, and process the information I gathered skillfully. I believe I have fully learned the outcomes in this class, as you will see below. I have aligns/maps the weekly activity to each course outcome.

This preliminary report has been compiled by MAK Consultants to tackle the key areas of concern found within Dynatrix Pty Ltd and proposes potential solutions to the organisation.

Dell has also employed two major strategies, customization options for clients who demand cutting edge technology along with a build-to-order option. As a result this has drastically increased its value to customers and also allows Dell to carry fewer inventories which could in turn result in obsolesce. In other words the overproduction is greatly reduced as the production is essentially in line with the demand and the market.

     Our recommendations allow Dell to enhance their supply chain management system, increase customer service, gain market share, and increase revenue.