The Profile Of An Information Graduate Student

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.

So in conclusion while it is a “wait and see” time for Dell, its founder, Michael Dell is “convinced he can prove the skeptics wrong. He understands that only a handful of former chiefs have returned to lead their companies to brighter futures.” (Edwards, 2009).

Having the low cost advantage Dell is able to expand the gap between cost and customer's willingness to pay. Therefore, they are able to satisfy their end-consumers, who are educated want product stability, high-end performance and low lifetime costs. They have served the US market and started to expand their market worldwide; in addition, they have

Dell’s target market consists of personal computer users and corporate users. Dell is known for their ability to build computers suited to their customers needs. Because their largest customer base is marketed online, their geographic area is unlimited. Since technology is rapidly progressing and moving away from traditional PC’s, Dell has to diversify their products.

Michael Dell sticking with his “bottom up” strategy and “structuring the organization around the customer,” has made him one of the most successful and well respected CEO’s of the technology world. (Krames, 2003, p. 59 and p. 70) Andy Grove as a young child barely escaping scarlet fever and the Nazis during WWII pushed Grove to success through his mantra, “Only the paranoid survive.” (Krames, 2003, p. 135)

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.

Both Mike Dell and Andy Grove possessed the vision, technical knowledge, and determination to build companies that provided what their customers needed in the new and emerging computer market. Both men led changes to their organizations when challenged by changes to their environment. Both men also understood and embraced the importance of understanding their customer and that customers’ trust.

In 1990, Dell Computer tried selling its products indirectly through warehouse clubs and computer superstores, but met with little success, and the company decided to re-focus on its more successful direct to consumer sales model (Frick, 2013). In 1992, Fortune magazine included Dell Computer Corporation in its list of the world’s 500 largest companies.(www.dell.com). That was when Michael Dell became the youngest CEO of a Fortune 500 company. Michael Dell has been trying to improve efficiency since the third grade (www.dell.com). When he heard an advertisement that said he could receive his high school diploma by taking a test he immediately took the opportunity. Although he failed at graduating high school at 8 years old, he did

Firstly, the unique dell direct sales model which means that the company established a system of communication with the customer and customers can send orders directly to the dell. Then, the company will according to the orders which including all demands that customers listed in produce the production. Compared with the traditional model, this model eliminates the middleman, which not only saves the cost but also provides customers with more efficient service. Now, 90% of Dell computer products by direct sales model sold directly to the final customer, the greatest extent, bypassing the agency. (1) "This direct customer relationship is the key part of the Dell's business model, and provides distinct advantages over the indirect sales model." (source) Behind the success of direct sales model is the integration of virtual supply chain which is inseparable. The so-called virtual integration refers to the cooperative division of labor and global optimization. Dell has an important though of the business is that only focus on doing what they're good and turn what they are not good at to company which is good at it in the industry. Cooperating with them and let them become the supplier which could make the enterprise efficiency compared with

By being in direct contact with the changing market, Dell is able to sense the altering customer demands and synchronize its operations through internal collaboration to meet these demands before its competitors. The market demands keep changing quickly which makes it difficult to foresee them. It is a challenge to meet these demands and hence Dell focuses on managing them by continuously rebalancing the demand and supply. If the demand exceeds supply, the company works with its suppliers and looks out for external options to meet the exceeding demands. It also focuses on demand shift through product promotion on its web portal in no time (Brian, 2004)

In our current times of fierce and harsh competition, customer-relationship management is emerging as an essential and critical factor in the process for companies to win the loyalty of their customers. Current customer base is so diverse, that one simple kind of strategy cannot work alone. However, a company that is able to show customer value and appreciation can leverage the potential of this diversity to ensure a successful customer business relationship. Dell Inc. is one such organization and Michael Dell is an innovative leader that provides value and strategy at managing diversity and multicultural settings. While Michael Dell continues to grow his company and his philosophy on diversity management, Michael Dell believes customer-relationship management is emerging as an essential and critical factor in the process for companies to win the loyalty of their customers and employees.

For many years the Dell Corporation has been the fastest growing entity in the computer industry and is considered a pioneer in direct marketing. With the Pc industry being such a unique industry with its super fast product life cycles and having to keep up with continuous innovation, it is one of the most difficult industries to maintain a competitive edge. From the beginning Dell has been focused on customer service by understanding the customer’s

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.

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