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Dell Case Analysis

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Abstract
Company Overview

Michael Dell, who was a student at the University of Texas, decided to establish a computer company with a capital of only $1000. He was following the "direct model" concept where all the products were customized based on the orders and requests of the customers. It is headquartered in Round Rock, Texas but receives nearly half of its revenues from outside the United States.

Dell offers produces and markets a wide range of technology products for the consumer, education, enterprise, and government sectors. In addition to a full line of desktop and notebook PCs, Dell offers network servers, data storage systems, printers, Ethernet switches, and peripherals such as displays and projectors. In addition to third-party software and many services such as asset recovery, financing, support and so on.
Strategic analysis summary

This case study analyzes Dell Company from a strategic perspective, which shows that Dell follows a differentiation Strategy.
In the analysis of Internal and External factors; Dell has scored medium on both external and internal factors analysis with scores of (2.78) and (2.56) respectively. Showing good financial position compared to its competitors, the financial analysis revealed that the company was able to enhance and increase its market share and power after the recession especially after 2009.
This study led us to recommend using the QSPM matrix. Dell has to be aware of the price war started by rivals in which competitors charge fewer prices. The company can make alliances with suppliers and/or integrating vertically by producing PDs beans in order to ensure the sustainability of supplying the desired quality.

Strategic and Management Analysis
Business-Level Strategy

Dell was originally founded on a simple "direct-to-consumer" model, which was their differentiation strategy. The idea

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