Marketing Strategy Of Dell

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.

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.

Dell is a leading computer technology organization. Dell constantly keeps up with changes in their market to stay competitive. Dell is focusing on cost from issues of storage to transportation of products.

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’s main strategic elements are built around a variety of core fundamentals which give Dell the competitive advantage it needs to regain its position as the leading manufacturer of IT products and services.

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.

Dell is the most successful company in PC industry of 21st century. It has shown phenomenal growth record over the past decades & listed as America’s third most admired company. Their core strength lies in Direct model offering closer customer interaction and Virtual Integration. This is giving a low cost advantage to Dell and its competitors are not able to imitate this model for all these years.

This enabled strong customer relationships and increased customer satisfaction. One of the characteristics that distinguishes Dell from its other competitors is that Dell provides the facility to customize computers of their choice and taste and deliver the system to the customer as it is. This is the most crucial and critical success factor behind Dell Computers. Dell’s direct to consumer model concept helped them reach above-average returns and remain in business today. Customers have developed a brand-name loyalty to Dell because of their cost efficient differentiation strategy. Their strategic moves for their products created an image for themselves in the market and is the reason for their dominant existence. This enabled them to earn more market share in the industry. The customer segmentation that Dell focuses on is the corporate segment and large businesses form the majority of its clients. This customer segment targeting is more likely a result of its operational strategy and not the other way round. However, with corporate segment customers seeking high performance, reliable, affordable solutions, Dell fits in comfortably. Dell also appeals to those customers who want hands on experience of the latest technology and the idea of customized computers is very appealing. For Dell, it focused on providing superior quality services to its customers through its sales representatives. It also shifted

Dell was founded in 1984 by Michael Dell and it’s headquarter is located in Round Rock, Texas. Dell Inc develops, design, manufactures, markets, sells, supports computers and related products and services. It is the one of the largest technological corporation in the world. Almost 48% of employment is in United States and rest of 52% of its employment in other countries. Dell offers its services to almost all kind of market such as corporate businesses, government, education, healthcare organizations, law enforcement agencies, small and medium-sized businesses, individual customers, and retailers. Its product line include personal computers, servers, data storage devices, network switches, software, computer peripherals, HDTVs, cameras,

Dell is the largest computer-systems company based on estimates of global market share. It is also the fastest growing of the major computer-systems companies competing in the business, education government and consumer markets. Dell’s product line includes desktop computers, note book computers, network servers, work stations and storage products. Michael Dell founded the company based on the concept of bypassing retailers and

Dell is considered a very successful company. According to Govindarajan & Gupta (2005) one of the successes is its customer-direct concept that has been practiced since the company 's inception. The concept involves dealing with customers directly and not through a third party, which helps maintain the quality of the relationship with its customers and also the products. In addition, this concept allows Dell to eliminate unnecessary inventories, warehouse space and storage expenses. Dell succeeds by expanding its business, which can be measured by how it creates relationships with other big businesses, such as Walmart, Boeing, and Ford. Dell expands its business by providing products other than computers, for

Strengths: Dell's dynamic organizational structure allows it to achieve diversified targets. By allowing the components to directly become integrated in the manufacturing process of Dell, it has been able to reduce middle channel costs. These components, such as OEMs, CMs, logistics, system integrators, repair and support companies, component suppliers, third party HW and SW suppliers and distributors have become each of the company's manufacturing processes so that ease of provision to the customers is possible. This reverse organizational process structure differ from other industry leaders.(Kraemer and Dedrick 2004)

The Managerial Economics of Dell Incorporated “Our business is about technology, yes. But it 's also about operations and customer relationships.” (Dell, n.d.). Dell Incorporated produces electronics products, including, but not limited to; laptop computers, desktop computers, audio equipment, monitors, and printers. Michael Dell dropped out of college in his freshman year in 1984 and founded his new computer business under the name of PC 's Limited with $1,000 and a vision for designing, manufacturing and selling technology. Within four years, the company was renamed Dell Computer Corporation and went public. Within this time, Dell raised its market capitalization from $1,000 to $85 million. In 1992, Dell debuted on the Fortune 500, which made Michael Dell the youngest CEO leading a Fortune 500 company. By 1999, Dell was ranked No. 1 in PCs in the United States, No. 1 worldwide in PCs for large and medium businesses, and No. 1 in worldwide workstation shipments. By the year 2000, dell.com had reached sales of $40 million per day and by 2001, Dell became the No. 1 computer systems provider worldwide. In 2006, Dell became the first in the industry to offer free product recycling for consumers worldwide. And in 2013, Michael Dell and the private equity firm, Silver Lake Partners, bought back Dell from public shareholders, becoming a private company once again. Between 1984 and 2013, Dell has designed, manufactured,