...Anatomy of Dell Inc. MGT 534: Anatomy of Work Organizations Dell Incorporated is a Fortune 500 Company that not only manufactures and sells but also provides high quality customer service for their computers and related products. The company is leading the industry in research and development through the analysis of consumer needs, cutting edge solutions, and strategic partnerships. Michael Dell founded this company in 1984 out of his college dorm room on the premise to sell computer systems directly to customers. Dell’s business idea of selling direct was established in order to understand and meet the needs of the customer (Dell & Fredman, 1999). Over the years Dell has kept its business idea in tact through the company’s sales approach and emphasis on customer service. Dell has an evolving business strategy that combines the concept of working directly with the customer through established distribution channels in an effort to reach consumers around the world. Today the mission of Dell is to fully integrate environmental awareness into the business of providing quality products, service, and customer experience at the best value (Holzner, 2006). They are not only trying to keep environmental awareness at the forefront of business practices but they are also looking to help enhance the lives of people around the world. Aspects of Dell that set the foundation for its growing success include their structure, culture, and management. Incorporating...
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...| ACCOUNTING CHANGES | | | Sabrina Whitehead | Dr. M. Austin ZekenAccounting Undergraduate Capstone Acc 499 | 4/26/2012 | | Discuss the primary reason for the restatement and the impact to the financial results for the Company. Dell computers has delivered technology solutions for more than twenty-six years and has transformed countries, communities and the private sector to help achieve their goals at work, home and school. Michael Dell created PCs Limited but later changed the name to Dell Computer Corporation in 1984, as a freshman attending the University of Texas. The young entrepreneur purchased computer parts from wholesale distributors, installed them in his version of the IBM, and then began selling the custom-built person computers from his dorm room. After one year of successful business Michael Dell left college and incorporated his business and the Dell Company went public, selling stock market shares for $8.50 per share. After years of financial accomplishment in 2006 the Securities and Exchange Commission (SEC) made inquiries of Dell internal accounting and Dell Inc. was investigated after a review of past accounting and reporting practices and company eventually disclosed wrongful conduct for deferring revenue coming from software sales, errors and irregularities which took place from 2003 through 2007. The investigation concluded that a number of adjustment were improper, including the creation and release of accruals and reserves...
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...Organizing Function of Management Dell is a technology organization that has been around for a very long time. The Company has organizations that operate all over the world. Dell explores how technology services can help organizations and people with their problems and challenges. They offer a wide range of the best technology in the world today. Many of Dell’s Technology resources include desktops, laptops, notebooks, and even more. Dell has been around for many years and has been able to maintain physical assets, human resources, knowledge, and technology successfully. Dell has used its innovative powers to expand into various market segments, including other technologies such as music players, televisions, cameras and printers. The key to their success is the direct distribution channel and elimination of product handling. The company has received various top rankings such as Number 1. P.C. supplier 10 years in a row in the United States and number 33 among the Fortune 500 companies. Dell is not only focusing on its main financial objective of return on invested capital, but also on contributing to its community and being an ethically leading company. It currently operates 9 facilities in Europe and the United states using 100 percent green energy. Dell is also the first and only computer company offering a no-cost global computer recycling system. (Dell) Dell has many Physical assets that contribute to running a successful business. Dell Computer Corporation...
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...History of Dell Computers Michael Dell, Founder. Dell started business as a student in 1983. Company renamed Dell Computer in 1987. 1987 Dell Computers hit Fortune 500 in 1992. Became the leader of PC industry in the U.S. in 1999. Became the worldwide leader in PCs in 2001. Dell Inc. in 2005 Michael Dell, Founder of Dell Computers Products Dell’s principal products include: Desktop PCs Notebook computers Workstations Servers Printers Storage devices MP3 players LCD and Plasma TVs Digital cameras Memory cards … How Well has Dell been Performing? 2004 U.S. market share Global market share Revenue (millions) Gross profit Operating expenses Net income 33.10% 2003 30.90% 2002 27.90% 2001 23.50% 2000 19.70% 1999 16.60% 1998 13.20% 18.40% $41,444 $7,552 16.90% $35,404 $6,349 15.20% $31,168 $5,507 12.90% $31,888 $6,443 10.60% $25,265 $5,218 10.50% $18,243 $4,106 8.50% $12,327 $2,722 $4,008 $2,645 $3,505 $2,122 $3,718 $1,246 $3,780 $2,177 $2,955 $1,666 $2,060 $1,460 $1,406 $944 How Well has Dell been Performing? 2004 2003 2002 2001 2000 1999 1998 Dell Inc. Performance Market shares continue to grow, so do revenues and net profits. Able to maintain profit margins. Able to i in Abl t gain i operational efficiency. ti l ffi i Overall, a great company! U.S. share growth Global share growth 7.12% 10.75% 18.72% 19.29% 18.67% 25.76% 8.88% 11.18% 17.83% 21.70% 0.95% 23.53% Revenue growth Gross profit margin...
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...SWOT Analysis / Warehouse Plan for Dell. Professor McDuffie M. Williams TRA2098/ 361162 1/26/12 SWOT Analysis Dell Strengths: 1. Dell is one of the biggest technological corporations in the world. 2. One of the best known brands in the world. 3. First PC maker to offer next-day, on-site product service. 4. Direct to customer business model. Uses latest technology 5. Dell has remarkably low operating cost relative to revenue because it cuts out the retailer and supplies directly to the customers. 6. Dell’s Direct Model approach enables the company to offer direct relationships with customers such as corporate and institutional customers 7. Dell’s direct customer allows it to provide top-notch customer service before and after the sale. 8. Each Dell system is built to order to meet each customer’s specifications. Reliability, Service and Support. 9. Dell turns over inventory for an average of every six days, keeping inventory costs low. 10. They offer their customers the ability to track their delivery. 11. Price for Performance – Dell boasts a very efficient procurement, manufacturing and distribution process allowing it to offer customers powerful systems at competitive prices 12. Online capabilities to customize products 13. manufacturing excellence allows diverse products 14. Strong Mergers and Acquisitions-Keeps the merged companies growing in the core competencies 15. Efficient in saving cost 16. Innovative...
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...In recent year, based on the framework of Hofstede’s dimension, some indications have been provided to business and corporations’ practices. It has shown from research that power can never be equally balanced between people. People come from different countries with different cultural backgrounds may have divers perceptions toward such unequal distribution of power. It is apparent that people from some cultures or countries such as Japan, China, and Malaysia are more tolerant of power inequality than those from western countries as Canada, America or Netherlands. Japan is a representative country known as its high power distance compared to other countries. Japanese employees are highly depending on their boss or people who are higher position than they are insight of whether their performance or behavior is right or wrong. People who are less powerful in the workplace are generally not encouraged or too afraid to express their disagreement or opposite idea to their managers or senior workers. On the other hand, in the western countries such as America, employees or even children are encouraged to express their feeling or even disagreements to their managers or parents even if it could be a little disrespectful. Brainstorming is one of the key to enhance people’s creativity to most western countries but being considered as disrespectful in most Asian corporations. Culture difference results in different power distance in the workplace have been an essential issue for managers...
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...explain the method to measure the success of the strategic plan. The company that I chose to create a strategic plan for is going to be for Dell. With all this said let’s get started with Dell’s company overview. Dell came about in 1984, which is about 29 years ago. Their goal since they started was to make customized computers and have them delivered directly to the customer’s door. This company designs, manufactures, produces, promotes, sells, customizes, and presents amazing services to all over the world. They also offer its business making software, smart phones, peripherals, servers, mobile workstations, networking server optimizations, and data storage capabilities. Dell’s company employs more than 98,000 employees. Dell started with $1,000 in 1984 and their stock went up 13,5000% in the last 25 years (Dell, (2014). Dell reached their goal in 2011 by merging two brands to promote a better line of products which is where Alienware Systems came in. This system opened up opportunities for the gaming industry and the Perot system that assists with the medical database. Dell receives at least half of its revenue from outside the United States every year (Dell, (2014). The Just In Time method was the first method that Dell used. Dell saved millions of dollars by implementing the Just In Time method into their product flow system (Dell, (2014)....
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...friends and teachers—this time out of his dorm room. By the start of the second semester, he had made enough money to move himself (secretly) and the business to a condo. By semester's end, he had rented office space, hired a few employees, and officially launched the Dell Computer Corporation. University days were over, and a great American business success story had begun. Ten years later at age 28, Michael Dell had become the youngest person to be CEO of a Fortune 500 company. During the 1990s, his startup had surpassed IBM to become the second largest computer manufacturer in the world. And by the end of that decade Dell passed Compaq to claim the title as top computer manufacturer and seller globally. In doing so, Dell achieved a seemingly impossible goal he had set early on. Michael Dell's success was due in part to his high intelligence, healthy ambition, and exceptional will to win. He also surrounded himself with smart people and allowed them to manage important functions of the company. He developed the strategic vision of being a global leader in personal computer markets by staying close to the customers and selling direct. And, Dell worked closely with his managers to maintain that critical focus. Dell saw mistakes as opportunities to improve, and the company is now known for learning from its errors and not repeating them. During the first decade and a half of its life, Dell's mistakes were due to the usual growing pains—or rather, the unusual explosive growth...
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...friends and teachers—this time out of his dorm room. By the start of the second semester, he had made enough money to move himself (secretly) and the business to a condo. By semester's end, he had rented office space, hired a few employees, and officially launched the Dell Computer Corporation. University days were over, and a great American business success story had begun. Ten years later at age 28, Michael Dell had become the youngest person to be CEO of a Fortune 500 company. During the 1990s, his startup had surpassed IBM to become the second largest computer manufacturer in the world. And by the end of that decade Dell passed Compaq to claim the title as top computer manufacturer and seller globally. In doing so, Dell achieved a seemingly impossible goal he had set early on. Michael Dell's success was due in part to his high intelligence, healthy ambition, and exceptional will to win. He also surrounded himself with smart people and allowed them to manage important functions of the company. He developed the strategic vision of being a global leader in personal computer markets by staying close to the customers and selling direct. And, Dell worked closely with his managers to maintain that critical focus. Dell saw mistakes as opportunities to improve, and the company is now known for learning from its errors and not repeating them. During the first decade and a half of its life, Dell's mistakes were due to the usual growing pains—or rather, the unusual explosive growth...
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...assets of $29.4 billion. Dell has total number of 106,700 full time and part time employees. Products: * Dell provides a wide variety products such as computers, software, networking products, and other hardware components to complete a home or office needs. Dell’s main source of revenue comes from their selling of laptop and desktop’s and then the services offered by Dell comes in a close second. Competitors * Dell’s current competitors are Apple, Hewlett-Packard, Sony, Acer, IBM, and Asus. Each of these competitors has continued to improve their products and they provide a higher rated customer service to consumers. Dell spent $856 million on Research and Development the year of 2012, compared to the year prior of only spending $661 million. If Dell would like to keep up with established competitors and up coming competitors they must make a change in their innovative technology. Suppliers * Dell’s most recognizable suppliers are Samsung, Xerox, Toshiba, Fujitsu, Logitech, Sanyo, IBM, Texas Instruments, and Sunrise. Dell’s Business Approach * Dell market and distributes its products using the direct approach of taking orders from customers. Dell sends customers catalogs and they use direct marketing approach to sell their system. Dell customers are allowed to build their own system the company’s website. Currently Dell does not use a distribution channel for the sale of their products to end-users. Dell relies on their low prices...
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...Dell History Dell is an American technology company based in Round Rock, Texas which develops, manufactures, sells, and supports personal computers, servers, data storage devices, network switches, software, televisions, computer peripherals, and other technology-related products. In 1984, Michael Dell while a student at the University Of Texas founded the company as PC’s Limited with a capital of 1000.00. He operated from his off campus dorm room where he strived to sell IBM PC compatible computers. He believed that by selling personal computer systems directly to the customer, PC’s Limited could better understand the needs of the customers. Michael Dell then dropped out of school to focus full time on his growing business after receiving 300,000.00 in expansion capital from his family. In 1985 the first computer of its own design was produced and called “The Turbo PC.” PC’s Limited advertised the systems in the national computer magazines for sales directly to the consumers and custom assembled each ordered unit. This offered buyers prices lower than those of retail brands. Although PC’s Limited was not the first to use this model, they were the first to succeed with it grossing over 73 million in the first year. In 1987 the company set up its first operations in the United Kingdom. Eleven more international operations followed in the next 4 years. In 1988 the company changed it’s name to Dell Computer Corporation. Dell grew through the 1980s and 1990s...
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...Dell Computer Corporation’s Rise to Success Theory in Practice by AJ van de Ven Strategic Management in Global Environments Dr. Ofer Meilich 7 May 2004 Table of Contents Dell at a Glance 2 Chapter 1 2 Company Profile 2 Dell’s Mission 3 Chapter 2 3 External Analysis 3 Player Identification 3 Five Forces Analysis 4 Chapter 3 6 Internal Analysis 6 Distinctive Competencies 6 Competitive Advantages 6 Chapter 5 7 Business Level Strategies 7 Generic Level Strategy 7 Competitive Positioning 8 Chapter 6 9 Industry Environment 9 Strategies to Manage Rivalry 9 Chapter 7 10 Technical Standards 10 Dominant Design 10 Standards 11 Paradigm Shifts 11 Chapter 8 12 Global Strategies 12 Global Expansion 12 Chapter 9 13 Integration Strategies 13 Vertical Integration 13 Strategic Outsourcing 14 Chapter 10 14 New Ventures 14 Expanding Beyond a Single Industry 14 Diversification 15 Chapter 12 16 Organizational Structure 16 Output Control 16 Organizational Culture 16 Functional Structure 17 “It Reminds Me of…” 17 Findings 18 References 19 Dell at a Glance Headquartered in Round Rock, Texas, Dell Computer Corporation is a premier provider of products and services required for customers worldwide to build their information-technology and Internet infrastructures. Dell's climb to market leadership is the...
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...Diversity in the Workplace Alain Kraussman Hall Baker College Online Human Behavior Management of Organization/BUS615 December 6, 2012 Introduction Diversity is defined as “the condition of having or being composed of differing elements: variety; especially: the inclusion of different types of people (as people of different races or cultures) in a group or organization” ("diversity," 2012). These differing elements are becoming more and more prevalent in today’s society, and especially in the business world. Emigrants from every country in the world have made their way to the shores of America, and from there, to millions of companies and organizations across the nation. From the owner of the neighborhood corner store to the CEO position at Citigroup and Pfizer, foreign-born employees are giving this country a new, diverse, face. Diversity is not just of race, but of age, gender, ethnicity, religion, and disability. In every decade since 1900, the percentage of women 16 years and older in the workplace has increased, going from just 18.3 percent in 1900 to 53.6 percent in 2010 ("Women in the," 2007). The same holds true of disabled workers. In December 1976, there were roughly 2,088,242 blind and disabled workers in the United States. Growing nearly every year since, the Social Security Administration reports that as of December 2011, there are 6,996,435 blind and disabled people in the workforce ("Ssi annual statistical...
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...Group MAX Presentation. Question: What are the elements of Dell Strategy? Which one of the 5 Generic Competitive Strategies is Dell Employing? How well do the different pieces of Dell Strategies Fit together? In what ways is Dell Strategy Evolving? 1. What are the elements of Dell Strategy? (Page C121) a. Build To Order. This concept great reduced cost and risk associated with carrying large stock of parts, components and finish goods b. Selling to customer directly. By bypassing distributors and retail dealers eliminating the markup of resellers and thus passing on the discounts to end user making computer priced low and affordable c. Partnering closely with suppliers. To squeeze and bring down the cost of the entire supply chain d. Expanding into add-on products and services. To capture the a bigger share of the customer’s IT budget e. Providing good customer service and technical support. f. R&D focus on meeting the needs of the customers. g. Standardizing technologies for all product offerings. h. Web Site strategy - prospective buyers could review Dell’s entire product line in detail, configure and price customized PCs, place orders, and track orders from manufacturing through shipping i. Low cost manufacturing to grow sales & market share in both the PC and server segment and expand into other product category such as flatscreen LCD TV, MP3 player, DVD drivers, printers, scanners, modems,...
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...------------------------------------------------- ------------------------------------------------- A Case study of Dell supply chain management Liu Xingrui 920514-7482 tml10xlu@student.hig.se Xiao Ziye 920801-6619 tml10zxo@student.hig.se Peng Yunyi 930204-9128 tml10ypg@student.hig.se Liu Siqi 921026-9628 tml10slu@student.hig.se Date Summary Dell’s supply chain is typical paragon among the computer manufacturing industry. The advantage of supply chain lead to a rather strong marketing performance for dell than it ever had been. This paper takes an overview of Dell’s supply chain and strategies used in supply development. Generally, three sections are involved in the analyses which are build-to-customer strategy, direct sale model and IT system. Build-to-customer strategy’s purpose is to give quick responsiveness from supplier to end of users to apply the customer diversification demands. Meanwhile combine with stronger IT system, information is highly sharing without enormous unnecessary intermediaries. Under the great execution of direct to sale model, JIT standard inventory control is obtained and supply efficiency is approved to handle the delivery time limit set Dell. SWOT analyze as the power tool to distinguish a company current situation. The result distinctively shows that despite the advantage of cost, there are still many opportunities as untapped market for Dell to exploit. But no matter how unpredictable the future would be. Right now the consequence is...
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