Dell Essay

Dell’s acquisition strategy is successful as the company strives to dominate the global market in technology resulting in higher margin offerings and short term profitability. The company’s most recent acquisition is EqualLogic, Compellent storage, and KACE systems management technology has led to Dell growing margin even as it increasingly sheds many of the third party products for which it receives lower margins (Kovar, Joseph F., 2011).

Dell has emerged as one of the biggest sellers in the PC market. From humble beginnings in 1983, when Michael Dell worked out of his campus dorm room, to 1996 when we reached $7.8 billion in sales, the source of our amazing success has been our unwavering focus on the customer, termed the “Dell Direct Model.”

Present CEO and chairman of the board Michael Dell founded Dell in 1984, as a leading technology provider that designs, develops, manufactures, and supports PCs, software and peripherals, storage and servers, and associated services. With operations in four geographic areas and additional business centers and manufacturing sites in more than 20 locations around the world, Dell is able to reach more than 24,000 retail locations worldwide. Dell’s ability to process in-depth customer knowledge and the tailoring of solutions to the specific customer, through a direct customer sales model, catapulted the company in 2008 to the top PC provider in the United States and second worldwide in terms of sales.

One critical factor repeatedly presented itself throughout this research project and that is the absolute necessity for Dell to find a way to innovate in a sustainable manner. Having Chairman Michael Dell at the helm again is beneficial to the growth and cohesive vision of the firm, but Dell is losing ground to rivals such as HP in the areas of technological advances and sales. Another key take away is that Dell leaders must invest in the training and re-educating of employees and invest in the research and development of products in collaboration with the firm’s key suppliers in its network. Critical to the success

Dell is a global company that delivers products and services in more than 190 countries and over 40000 employees who live and work on six continents. The company deals in enterprise computing products, desktops, monitors, printers, notebooks, handhelds, software and peripherals with a focus on fully integrated improved environmental performance into business. The company had gone through many ups and down from its inception in 1984 and has to face many challenges and competitions to stay ahead in the market (Kolter and Lee, 2008). This paper strategically discusses the fall and rise of Dell Inc from 2007 to 2008 and to compare Dells

Dell Computer Corporation has been an organized business structure since 1984. The company originated from the mind of Michael Dell who was a young entrepreneur eager to sell computers that were built to order. The following information is a Harvard business case study on Dells corporation. In this case study review I will report organizational and managerial concerns, support, as well as any disagreements I see as deemed necessary for the success of this business. First, I will provide an overview of the company from the last twenty years. Secondly, I will be addressing Dells working capital policy. Next, I will explain how Dell funded its major growth in the year 1996. Then, a brief overview will be explained, with a growth scenario for the year of 1997 and how this growth will effect the company. Finally, I will give my thoughts and ideas for Dells company and their future endeavors. With these efforts, I hope to show an organized way of reviewing methods from Dells corporation, as well as give insight to the company 's future and organizational structure financially.

The most important questions facing Dell was – how to grow and at what cost. The purpose of this research is to analyze Dell’s core strategy, its working capital management, and come up with a plan to finance its future growth by evaluating its financial statements.

The BCG analysis is executed using information we gathered from sources such as Gartner, Reuters, Dell corporate web-site, and some industrial reports (Please note that the references can be found in the appendices). We have classified DELL's Strategic Business Units as follow

Although Dell is an extremely successful company, there are areas of improvement and enhancement that should be considered. After a thorough analysis of Dell¡¯s IT tools, business model, IT infrastructure and competitive advantage, we have developed seven key suggestions. By implementing these recommendations, Dell can keep its high ranking in the competitive computer industry by increasing customer satisfaction, competitive advantage and superior value chain, without changing its principal operations to achieve these goals.

The key components of Dell would include the PESTLE factors, different strategies like corporate strategy, business and operational strategy etc., Role of HR in Dell, HR strategy plan being used in organization, different tools which are used for measuring effectiveness of HR strategy and SHRM model used by the Dell.

During the early 1990s, computer industry developed rapidly. With the entrance of Dell, the dynamic structure in the industry changed. Between 1994 and 1998, Dell 's growth was twice as fast as its major rivals (IBM, Compaq, Gateway, and Hewlett-Packard). Dell provides high performance PCs at low prices. Its competitive advantage is mainly established by the innovation of the Direct Model and other firm level strategies that enable Dell to utilize its resources and build up its capabilities more efficiently.

Dell turned into the main PC Vendor of the world in 2001. A standout amongst the most one of a kind recommendation of Dell is the by going of affiliate through a direct to definite purchaser system. This records for 90 percent of its business prompting the reporting of higher gainfulness and incomes for the organization. This direct to purchaser results in a shopper concentrated system is called by numerous as the way to the achievement of Dell 's model of business.

Dell Computer's strategy was built around a number of core elements: build-to-order manufacturing, mass customization, partnerships with suppliers, just-in-time components inventories, direct sales, market segmentation, customer service, and extensive data and information sharing with both supply partners and customers.

Dell has always been one of the largest PC makers in the United States. Recently, though its share of the PC industry has been declining. It went from the number one low cost provider of PCs in the world to number 3. Its inability to adapt to the new markets that have emerged has caused the company to fall behind other hi-tech companies such as IBM, Apple, and even HP. I feel this is an important topic because it is an example of a large company that has lost touch with what consumers want and is currently trying to restructure itself in order to gain back the dominance they once had. Consequently, Michael Dell has announced his decision to attempt a leverage buyout in order to retain control of his company. Furthermore,

The dissertation explores the different elements of the value chain of computer hardware and behemoth Dell and seeks to understand how the different elements interact to create value for the organization.