Dell's Marketing Strategy

Dell's business strategy combines its direct customer model with a highly efficient manufacturing and supply chain management organization and an emphasis on standards-based technologies. This strategy enables Dell to provide customers with superior value; high-quality, relevant technology; customized systems; superior service and support; and products and services that are easy to buy and use.

Dell. Dell’s products—computers, servers and printers—are commodities. Dell tends not to develop the technologies underlying these products. Instead, it purchases the components from firms that develop the technologies (semiconductors and computer software). Dell’s direct-to-customer marketing strategy is not unique, but the extent to which Dell performs this strategy better than anyone else in the industry gives it a competitive advantage. Its size, purchasing power, quality control, and efficiency permit it to operate as a low-cost provider.

This case study mainly gyrates the Dell company’s niceties, such as how it comes in the picture, back in 1984, how Michael Dell (founder) makes it to the top, what strategies he used over the time to be there on the top, which markets he selected (target market), what’s the special about the Dell, who are its rivals, how they differ from Dell, what are the reasons that dethrone the Dell from the game by its rivals from the top position, future remedies and so on.

a. Dell computers cover needs pertaining to strategy and deployment, IT and business consulting, managed services and all around expert advice and world-class support. Dell products can be used within organizations to use business processes efficiently, and assist with technology infrastructure and applications services to pinpoint growth opportunities that essentially reduce costs.

Once received, Dell incorporates just-in-time management when manufacturing. Parts for the operating systems arrive “just in the nick of time” while the desktop is being combined. This process in turn would not be possible if Dell did not have a unique relationship with its suppliers. They have excellent supplier co-ordination, almost making their suppliers like partners. Dell do not make the parts for their own computers but work in harmonisation with suppliers, and get suppliers who are located close to the factory

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 main products offered by Dell to consumers include printers, corporate desktops, notebook and workstation systems, software and peripheral products, and consumer desktop and notebook systems.

For home users, Dell’s direct method and customisation approach posed problems. For one, customers cannot go to retailers because Dell does not use distribution channels. Customers just can’t buy Dell as simply as other brands because each product is custom-built according to their specifications and this might take days to finish.

Dell Company produces the technology products like personal computer and related products. For example, OptiPlex (office desktop computer systems), dimension (home desktop computer systems), Vostro (office or small business desktop and notebook systems), n Series (desktop and notebook computers shipped with Linux or FreeDOS installed), Latitude (business- focused notebooks), Precision (workstation system and high- performance notebooks), Force 10 (network switches), Venue (Tablets Android or Windows), hardware, printer, and devices such as mouse, and

The Matching Dell Business case by (Rivkin.J & Porter, M) defines the personal computer industry and outlines its history and development, with focus on Dell Computers.

The precise targeting that is the key to the success of the direct marketing program at Dell

The greatest advantage Dell experiences are the direct elimination of all retail and distribution costs for their products. Because Dell does not have to operate multiple locations, warehouses, etc, they can offer their products at lower prices, which attract even more consumers. Dell does not have the same high fixed expenses that their competitors have, who operate multiple factory locations.

Company Resources • Dell 's principal products/resources includes desktop PCs, notebook computers, workstations, and servers. The company also marketed a number of products made by other manufacturers, including CD-ROM drives, modems, monitors, networking hardware, memory cards, storage devices, speakers, and

For the long time, Dell was well known as the largest manufacturer and marketing company of personal computers. But then due to increasing competition in the market,

With a net revenue of $61,133,000,000 is the second largest computer manufacturer company in the word and the number one in United States. Dell focuses on Business to Business(B2B) and Business to Consumer(B2C) commerce to satisfy their business and individual customers. Dell differentiates between classes of customers because the needs of their business customers, who buy large quantities of computers, are different than the individuals who want to configure a single unit. The present