2) Brief Analysis Based on Porter’s Five Forces Based on Dell case study, I will write a brief analysis based on the Five Forces Model by Michael Porter. In the five forces model we have these forces – the threat of substitutes, the entry of new competitors, rivalry among existing firms, the bargaining power of suppliers and the bargaining power of buyers. These factors can be determining the average rate of return for the firm in an industry. Each of Porter’s five forces impacts the average rate
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Dell’s Direct Model and its basic working and success and future challenges. Dell’s Direct Model Dell has been following it’s unique direct build-to-order sales model for more than 20 years. Customers can plan their own configuration and place orders directly with company via the phone or a web site. Over the years Dell supply chain efficiencies and direct sales gave it a competitive advantage. Dell has also leveraged JIT principle to make its manufacturing process success. Dell’s approach to JIT
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Dell as the publicly traded company on PC industry, it used the direct-sells model by the network servers. Porter’s 5 forces gave the big helps on Dell’s strategy management. At the sight of relationship between supplier and buyer, Dell got the successful management method on supply-chain. On one hand, Dell company conformity the external resources by the supply-chain management, the direct operate model make Dell built a fictitious platform and provided the business flawless. On the other hand
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SUPPLY CHAIN MANAGEMENT CASE SUBMISSION REPORT Transforming ASUSTeK: Breaking from the Past Submitted To PROF. JISHNU HAZRA INDIAN INSTITUTE OF MANAGEMENT, BANGALORE Submitted by: Group 6 1311147 Akhil Mittal 1311200 Shashank Shekhar 1311197 Supriya Shailesh Kumar Sehgal 1311195 Sameer Gupta 1311196 Saurabh Kumar Introduction ASUSTeK is a Taiwanese multinational computer hardware and electronics company. It started in 1989 as a motherboard manufacturer and ventured into diverse
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COURSE : STRATEGIC INFORMATION MANAGMENT DUE DATE : 25/10/2010 SUBJECT : STRATEGIC PLANNING PROCESS OF DELL. EXECUTIVE SUMMARY Every organisation has different processes it uses to be successful and there are some that are quite essential for a business to identify what it is doing right and what it is not doing. Through this process clearly analysed in Dell Corporation in this report it is able to help a business grow, and thus by identifying all this factors a business is able
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Dell, Inc. BUS630- Managerial Accounting Dr. Jared Eutsler August 10, 2012 * What is Dell’s strategy for success in the marketplace? Does the company rely primarily on a customer intimacy, operational excellence, or product leadership customer value proposition? What evidence supports your conclusion? Dell’s strategy “combines its direct customer model with a highly efficient manufacturing and supply chain management organization, and an emphasis on standards-based technology” (Dell, 2005
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Dell has been selling computers for over 25 years and has become very successful because they have a constant flow of data in two information loops, the first is between customers and the Dell team and the other is among sales, procurement and suppliers. Dell uses a unique supply chain strategy that gathers large volumes of customer information through direct sales. Dell gathers information from its suppliers and this lets the sales team know what products it can effectively promote to consumers
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Technologies through the ages have helped to organize economy and also to bracket the industrial sectors based on the value transformations they provide. This change of value through different industry sectors is described as the industrial value chain as shown in Figure 1 below (Betz, 2011). The industrial value chain begins with the resource acquisition industry sector like silica extraction for computer chips. The end users for this silica are the silica refiners which is the next industry sector
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EXECUTIVE SUMMARY As director of Supply Chain Systems, I have decided to implement portions of the new supply chain strategy of Virtual Integration and strategies from companies like Dell. Although there are several key differences between the companies, Dell’s virtual integration strategy can be applied to Ford’s supply chain operation. A modification of the virtual integration system currently used by Dell could be applied to Ford’s dependent supplier base, distribution system, dealerships
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2.2.2 Directs Sales The direct model refers to the fact that Dell does not use the retails channel, but sells its PCs directly to customers through its website, Dell.com, as Figure 4 shows. This way the intermediary steps that may add time and cost are eliminated, and Dell is directly linked to its customers. Figure 4: Distribution channel of Dell vs. a traditional company [31] In fact, Dell sells directly to all its customers, “from home-PC users to the world’s largest
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