Case Analysis Dell Inc. in 2008: Can It Overtake Hewlett-Packard as the Worldwide Leader in Personal Computers? Executive Summary This case analysis contains an evaluation of Michael Dell’s corporation, Dell Inc. The year is 2008 and is a turning point for the IT product and service provider that is in need of a necessary revamp. The curtain state, pluses and minuses of the company, and what problems, options, and what solutions that should be evaluated are highlighted throughout this
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Michael Dell started Dell Inc. in 1984 when he was an undergraduate student at the University of Texas. Two decades later, Dell has grown to become one of the world’s great computer companies, with a leading share in the personal computer and server businesses. In fiscal 2004, a year in which most computer makers lost money due to slumping global demand for PCs, Dell saw its revenues jump by $6 billion, to $41 billion, made $3.5 billion in operating profit, and gained over 2 percent in global market
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Dell was founded in 1984 by Michael Dell, while he was a student at the University of Texas with only $1,000; he presently is the CEO and chairman of the board for the corporation. The original name of the company was PCs Limited and was changed to Dell Computer Corporation in 1988; then to Dell Inc in 2004 (Hitt, 2011). Dell Inc is one of the leading technology companies that offers a broad range of products, including desktop, personal computers, servers, networking products, storage, mobility
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around myway.com Summary Once known as one of the top computer distributors in the country, Dell computers recently struck a deal with an investment firm Siler Lake to ensure their continued success in the technology industry. With the constant changing of technology, Dell initially experienced great success as one of the top 3 computer manufacturers in the world. But thanks to new marketplace competition, Dell has continued to see a significant loss in sales to new and upcoming Lenovo and Hewlett-Packard
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efficient supply chain and manufacturing organization, grounded in the use of standardized technologies and selling direct, paves the way for a low-cost structure where cost savings can be passed along to customers in the form of lower prices. 4. Dell can deliver added value to customers by (1) researching all the technological options, (2) trying to determine which ones are “optimal” in the sense of delivering the best combination of performance and efficiency, and (3) being accountable to customers
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Dell, Inc. A Strategic Management Case Study October 8, 2013 Sophie Yanez University of the Incarnate Word Table of Contents I. Introduction II. Dell’s Strategy a. Vision Statement b. Mission Statement c. Strategies and Objectives III. Recommended Vision and Mission Statements IV. External Assessment a. Porter’s Five Forces Model b. External Factor Evaluation c. Competitive Profile Matrix V. Internal Assessment a. Value Chain b. Internal Factor Evaluation VI. Porter’s
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Case Assignment: Dell Michael Dell established the Dell Computer Company in 1984 with $1000. Over the years Dell grew to be the industry leader in personal computers. Michael Dell used many aggressive strategies to help Dell accomplish great success in a relatively short period of time. These strategies included allowing customers to individualize products, giving 24 hour phone service, and cutting out the middlemen by allowing direct mail order business. Outsourcing allowed Dell to have less inventory
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In 2001 Dell became the number one provider of consumer personal computers in the world. The company became a global leader through a combination of inventory management and customer service. While competitors used a build-to-stock design, Dell utilized an assemble-to-order design. This meant that Dell only began building the PC until the order is received, using the order money to purchase the components. Dell kept no in-house stock of finished goods inventories. Dell’s supply chain design allowed
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Strategic Management Paper on: Dell International Services Philippines, Inc. Submitted to: Professor Eliseo Aurellado Submitted by: Ryan S. Villarica MBA - Standard Date: June 28, 2014 Table of Contents Executive Summary4 I. Introduction6 II. Research Methodology7 III. Mission and Vision Analysis8 Current Vision and Mission8 Review of the Current Vision9 Review of the Current Mission10 Proposed Vision and Mission Statements11 Review of the Proposed
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The Power of Virtual Integration: An Interview with Dell Computer’s Michael Dell by Joan Magretta Harvard Business Review Reprint 98208 The Power of V i r t ua l I n t e g r at i o n : A n I n t e rv i e w w i t h D e l l C o m p u t e r’ s Michael Dell b y J oa n M ag r e t ta H ow do you create a $12 billion company in just 1 3 years? Michael Dell began in 1984 with a simple business insight: he could by- pass the dealer channel through which personal computers were
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