...is some practice on conversion of units and scientific notation. Show your work – in scientific notation! – for each. a. The US imports about 12 million barrels of petroleum per day (about half of our usage). At the current cost of crude oil of $95 per barrel, how much money are we sending overseas per year per each of the 300 million people in the US to buy oil? b. Estimate how long it would take you to drive to the Sun, which is 1 AU = 1.5x1011 m away. Assume there is a nice highway to drive on, with a speed limit of 70 miles per hour. How many meals would you have to pack if you wanted to drive round-trip? c. The New Horizons spacecraft is headed to Pluto, which is about 35 AU away from Earth. It was launched in January 2006 and is expected to pass Pluto in July 2015. How fast – in meters per second, and in miles per hour – is the average speed of the New Horizons spacecraft on this voyage? 2. You are an adventurous medieval explorer who travels from Madrid to London, which is a distance of 1100 km almost due north. a. You notice that the star Algol, which passes directly overhead (the “zenith”) in Madrid, only gets to within 10 degrees of the zenith (south of zenith) when you are in London. If you are a flat-Earth advocate, you conclude that Algol must be how far away from Earth? (draw a picture!) b. You also notice that Polaris shifts from being 49 degrees north of zenith to 39 degrees from zenith during this journey. Is Polaris the same distance from the flat Earth as Algol...
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...| Managerial Marketing | | Case Study: DELL New Horizons | Case Study: DELL New Horizons Questions 1- What has made Dell Succeed to date? Up to 2002 The key to Dell’s success to date was its innovative direct business model, which focused on selling Dell products directly to customers rather than through intermediaries. Dell believed so called “middlemen” added little to no value to the end product and that their associated fees were essentially unnecessary mark-ups for customers. By completely cutting out intermediaries, Dell not only reduced its customers’ costs, but also enabled the company to customize computers and focus on meeting customers’ needs and providing superior customer service. So doing ultimately helped Dell establish itself as one of the most customer-centric information technology companies in operation. When it came to product development technology, Dell did not aspire to be the industry pioneer. Instead, Dell left product innovation to its competitors and relied on its unique marketing distribution formula to generate sales. The intuition of Dell’s top management, especially Dell’s namesake and CEO, Michael Dell, contributed significantly to the effectiveness of this formula. As noted in the case, Dell had the “uncanny ability to reach out into the market and identify the next high-margin technology product that could be driven to scale with lower priced products driven by its direct model.” This foresight basically eliminated Dell’s need...
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...Halden Zimmermann: Dell new horizons case Part 1 1. I. Executive Summary Since it was founded in 1984, Dell Computer Corporation has generated phenomenal growth of market share and revenue generation on a steady basis. With products such as desktops, notebooks, enterprise systems, servers, storage devices, printers, and handheld computers, Dell attempts to sustain the dominance in the computer systems market by providing customized solutions at a very low cost. Dell’s ability to effectively leverage its resources is evidenced by its year-to-year financial and market share growth. By continuing to efficiently package its resources, Dell will continue its steady growth and industry dominance while creating value for its clients and shareholders. As the U.S. market becomes increasingly saturated, however, Dell will need to identify how their direct sales approach can be translated into the growing and mostly untapped overseas markets. Although there are numerous possible strategies they could employ, any given strategy would arguably require Dell to attend to the myriad of cultural barriers, government and trade restrictions, as well as maintaining the integrity of the business model that has driven their tremendous success thus far. Given the complexity of these varied considerations, it is our recommendation that Dell work toward the development of a virtual integration software suite while increasing its international market penetration. The suite would aggregate Dell’s...
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...Case 10: Ford: Supply Chain Strategy I. Introduction/Background Ford Motor Company is widely regarded as one of America’s premier automotive manufacturers and the second largest industrial corporation in the world, with operations in over 200 countries. Ford was established by Henry Ford in 1903, and is still standing strong today. Although Ford has significant revenues from its financial services, its core business is the design and manufacturing of motor vehicles. Due to overcapacity within the automobile industry, Ford developed a restructuring plan called Ford 2000 that focused on globalizing corporate organizations and taking advantage of economies of scale. Ford 2000 completely re-engineered several of Ford’s key processes including the Ford Production System (FPS) and Order to Delivery (OTD). FPS was created to convert Ford’s supply chain from a push strategy to a pull strategy. To increase supply chain efficiency, Ford aimed at reducing the number of suppliers that had accumulated over the years. Ford accomplished this by developing a closer, long term relationship with fewer suppliers referred to as “Tier 1” suppliers. These suppliers would provide complete vehicle subsystems for Ford. Tier 1 suppliers work closely with several Tier 2 suppliers who provide the components for the Tier 1 subsystems. Another initiative taken by Ford to improve their supply chain was the Ford Retail Network. This helped reduce competition among its dealership in the same region...
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...Dell SWOT Analysis Strengths Build-To-Order Dell is servicing customers on a build to order PC model through an online sale channel more then through middleman retailers, giving Dell a great advantage over its competitors. This makes Dell computers more personalized and unique by giving each customer exactly what they want instead of a generic model PC offered to everyone while at the same time saving themselves money on production costs for Dell (Baker, 2011, 254). This strength that Dell has can offer consumers a variety of product differentiation that is not offered by other competitors. Dell allows customers to choose the size of their computer screen, the processor, the software, the color, the support, the protection, different cloud software, the storage detail and much more (Dell.com, n.d). Just-In-Time Michael Dell has been able to have an edge over its competitors since its life cycle began by focusing on cost efficiency as its top priority. In order to achieve such a big core competency Dell had to focus on a few key business models. Dell offers high quality products created in short spans of time to ensure quick delivery to consumers. This is done by working on a just in time manufacturing process which keeps finished inventory low leading to low inventory costs and low excess unwanted inventory. When fixed costs are low the savings can be related back to the consumer with aggressively low pricing (Baker, 2011, 254). Weaknesses Production Process Dell...
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...University/Faculty Regulations No plagiarism in report/academic work and writing (MerriamWebster’s Collegiate Dictionary, Eleventh Edition, USA, 2003) to steal and pass off (the ideas or words of another) as one’s own to use (another’s production) without crediting the source to commit literary theft to present as new and original an idea or product derived from an existing source No cheating in examination Grade: E Instructor & Teaching Assistant Puspa I. Sandhyaduhita (p.indahati@cs.ui.ac.id) Build. A Room Nb. 1232 Ika Chandra Hapsari (ikahapsari24@gmail.com) Consultation: With appointment (office hour, weekdays) TA See Scele Introduction to Supply Chain Management Learning Objectives Understand the basic concepts of supply chain Identify the supply chain decision phases and know the significance of each decision phases Understand the goal of a supply chain and the impact of supply chain decisions on the success of the firm What is a Supply Chain? All stages involved, directly or indirectly, in fulfilling a customer request Includes manufacturers, suppliers, transporters, warehouses, retailers, and customers Within each company, the supply chain includes all functions involved in fulfilling a customer request product development, marketing, operations, distribution, finance, customer service What is a Supply Chain? [2] Includes movement of products from suppliers to manufacturers...
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...dialogue Dell’s supply chain transformation Historically regarded as one of the great innovators in supply chain management, Dell has undertaken a deep transformation of its supply chain that includes shifts from a regional to global structure and from the famed direct-only model to multiple channels. Annette Clayton, vice president, global operations and supply chain, talks to Turloch Mooney about the new supply chain model that has been three years in the making Key objectives of the new model – – – – Move from a one-size-fits-all model to a segmented supply chain portfolio Create globally, standard yet flexible processes that leverage partnerships Align to customer priorities around speed, choice, and cost Create infrastructure that is responsive to the changing needs of the business Overview of changes taking place Would you tell us how long the transformation will take to implement in full, and how you will measure its success? The overall transformation has been a three-plus year process. We are already seeing the benefits of the transformation. The process redesign is about creating a culture and is really never done. We continue to work to create a Lean culture. Ultimately it boils down to delighting customers as shown by the corporate Net Promoter Score. There are a variety of more detailed measures that track our ability to predictably deliver global supply chain capabilities at targeted total landed cost levels – – – Regional Global structure Direct only...
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...Marketing Plan For Health Care Monitoring Tool At Dell Services Amber Littleton MM522- Marketing Management 1. Executive Summary Dell Services offers a web tool for hospitals with Electronic Medical Records that enables them the client to view real time statistic of the interfaces flowing into the EMR and various reporting tools that allows access to the database in a GUI format. Although many Healthcare IT consulting companies have recently tried to implement a Host monitoring service, none have cornered the market with their technology the way Dell Services has with their unique application. Because the Monitoring tool is such a marketable product right now, the Dell Services team needs to find ways to boost performance and improve the users experience without increasing costs. The best opportunity for Dell Services to do these things and to maintain and grow the product marketability is to do a complete revamp of the web application framework and present the newly vamped application to existing and potential clients. According to Spetz 2009, having an Electronic medical record (EMR) systems offers substantial opportunities to organize and manage clinical data in ways that can potentially improve preventive health care, the management of chronic illness, and the financial health of the Hospital. The benefits are faster chart coding, which means faster payment for services to savings in personnel, transcription and paper costs; and efficiency...
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...DELL "You don't have to be a genius or a visionary or even a college graduate to be successful. You just need a framework and a dream."-Michael Dell Michael Dell wasn't the only young entrepreneur to ride the computer boom of the late 1980s and early 1990s from rags to riches. Like Rod Canion of Compaq and Steve Jobs of Apple, Dell turned a fledging start-up into a multibillion-dollar computer empire. But unlike the ill-fated Canion and Jobs, who lost control of their creations as they grew, Dell has managed to hold on to the reins of his maverick venture and achieve the unique distinction of being the computer industry's longest-tenured CEO. Following the simple idea that by selling customized personal computer systems directly to customers he could best understand their needs and provide the most effective computing solutions to meet those needs, Dell has made Dell Computer Corp. the world's leading direct computer systems company. Dell's parents wanted him to be a doctor. But by the time he was in junior high, Dell was hooked on computers. While most of his classmates were tinkering under the hoods of old cars, Dell loved to tinker with his Apple IIe. To please his parents, Dell enrolled as a premed student at the University of Texas in 1983, but by then his only real interest was in computers. During his first semester, Dell spent his spare time buying up remaindered, outmoded PCs from local retailers, then upgrading and selling them from his dorm room. He was so successful...
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...Running head: Dell Inc. E-Business Task 1 Soufiane Khalil Western Governors University The organization that I chose to talk about is Dell Inc. Dell Inc., began in 1984 by Michael Dell in his dorm room. Michael was an A student, really smart one. He was always attracted by computers, building them and spec’ing them out. He has built his own. However, he wasn’t happy the way PC providers were building theirs, especially from the way their supply chain was doing business. So Michael decided to start building his own computers, and selling them to other students. The concept of building and selling computers grew fast, and he found a lot of success doing it. His passion expanded from other students market. He grow to other businesses then expended out. The thing about Michael Dell, is that he knew how to make the supply chain works in his favor. He did it so well that it differentiated him from the business leaders back such as IBM. Dell became a company and started growing and growing. The profit the first year was $50 Million, and the next year was $150 Million. Dell kept growing and growing and became a success story hiring more and more people, expanding all around the globe. Dell went public in its early years, and kept growing. It entered the enterprise market in 1992 by building their first server. Dell kept dominating the pc market for both home systems and enterprise. Dell kept leading. In 2002 Dell built their first blade server, which was really revolutionary...
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...Postponement as Supply Chain Strategy The postponement strategy is based on the following two basic principles of demand forecasting. 1. The accuracy of the forecast demand decreases with an increase in the time horizon. The farther the time window for which the demand is being forecasted, the more inaccurate it will be. The figure graphically represents this effect as a funnel: as time extends farther into the future, the forecast error grows, showing that the forecast demand will have larger and larger variations as time periods progress into the future. 2. Demand projections for a product group are generally more accurate than projections for individual products. For example, it is much easier to forecast the total demand for LCD TVs than it is for an individual TV of a specific brand, model, screen size, resolution, and color contrast ratio. The postponement strategy leverages the above characteristics of demand forecasting. It dictates that the firms should postpone the creation or delivery of the final product as long as possible. For retailers, this takes the shape of postponing the delivery of the final product to its destination, while for assemble-to-order manufacturers this means postponing the final assembly of the product. For manufacturing scenarios like build-to-stock, the postponement strategy may drive pushing the packaging or final assembly of the products, allowing the manufacturer to personalize, configure finished products to customer orders, and...
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...Introduction Dell Computers and IBM posed threat for HP (Hewlett Packard) and Compaq. Decision regarding whether HP should merge with Compaq or not. Carleton S Fiorina strongly in favor of merger while Walter B Hewlett, son of one of the founder member was against the merger. Certain pros and cons for HP regarding merger: Pros Cons i. Compaq¶s huge storage business i. New CEO could start fresh strategy ii. Compaq¶s Himilaya server ii. Merger will expose HP as PC popular computers, diluting its printing business iii. Deal could double the size of iii. Difficult to merge such two large HP¶s repair-business. firms Strengths and Weaknesses HP Strengths i. Imaging and printing system ii. Strong reputation for innovation and quality iii. Strong in UNIX servers. Weaknesses i. Declining growth of PC market ii. Weak in server market that has profit potential iii. Vague direction of working. Compaq Strengths i. Hardware business ii. Strong distribution channel iii. Known for information technology Weaknesses i. At time of merger, it had huge. inventory ii. Dell had strong position in online business iii. Less capable of taking orders and customizing computers Problem Faced Difficult for Fiorina to make up minds of all board members in favor of merger. Workers anger because of laying off workers and les salaries offered. Steep fall in Stock of HP after merger. Shares fall from $23.5 billion to $17.70 billion as investors...
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...Marketing | Dell | New Horizons Case Study | | | 7/1/2012 | | Executive Summary In 1984, at the age of 19, Michael Dell founded Dell Computer with a simple vision and business concept; that personal computers could be built to order and sold directly to customers. Michael Dell believed his approach to PC manufacturing had two advantages: (1) bypassing distributors and retail dealers eliminated the markups of resellers, and (2) building to order greatly reduced the costs and risks associated with carrying large stocks of parts, components, and finished goods. Now, that concept picked up and arrived at Dell being the multi-billion dollar leading computer manufacturer in the world with 2001 revenues reaching $32 Billion and return on investment of 335%. However, things started to plummet by 2001 and Dell experienced, for the first time, a -10% decline in sales and unprecedented cutthroat competition from HP and IBM. Dell Corp. had to make difficult decisions on how to sustain its profitability in light of its broad product portfolio - PCs, workstations, servers and storage products for a broad cross-section of customers in the United States and worldwide. Fueled with ambition and determination, Michael Dell is set to maintain his company's leading position in these tough times. Dell, facing a predicament of whether they should maintain their strategic course or fundamentally change it in order to achieve the targeted growth rates, managed to acquire three important...
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...Supply Chain Management Dr. Jayashree Dubey IPE Topics For Discussion: Defining the SCM Objective of supply Chain Functions of supply Chain Supply Chain partners Drivers Types What is SCM? SCM is a set of approaches utilized to efficiently integrate suppliers, manufacturers, warehouses and stores, so that merchandise is produced and distributed at the right quantities, to the right locations, at the right time, in order to minimize system wide costs while satisfying service level requirements. Chain management deals with the control of materials, information, and financial flows in a network consisting of suppliers, manufacturers, distributors, and customers” distribution centers, and retailers through which raw materials are acquired, transformed, and delivered to customers. “Supply The supply chain is a worldwide network of suppliers, factories, warehouses, What is Supply Chain Management? Cooperation between producers, processors, wholesalers, &/or retailers, to guarantee high quality &/or minimize costs Vertical Coordination includes: Strategic Alliances an agreement mutually entered into by two independent firms to serve a common strategic objective eg. Strategic alliance between pork processor and pork producer to produce pigs via certain method at certain quality (Niman Ranch) formal written contracts vertical integration Requirements for Effective SP Advanced information systems Top management...
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...the channel for a product or service ranks as one of the key marketing quandaries. In many cases, despite what the textbooks suggest, there is frequently no real decision as to "who" should constitute the channel; rather, the question is how best to deal with the incumbent channel. Marketing channel decisions are critical also because they intimately affect all other marketing and overall strategic decisions, Distribution channels generally involve relatively long-term commitments, but if managed effectively over time, they create a key external resource. Small wonder, then, that they exhibit powerful inertial tendencies, for once they are in place and working well, managers are reluctant to fix what is not broken. Here we contend that a new m e d i u m - - t h e Internet and the World Wide Web---will change distribution like no other environmental force since the industrial revolution. Not only will it modify many of the assumptions on which...
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