...Dell Computer Corporation Performance Metrics Every component of a corporate sustainability model should be associated with performance indicators such as inputs, processes, outputs, and outcomes. By determining the appropriate performance measures needed for each component of the sustainability model, companies can evaluate the performance and financial benefits of the sustainability initiatives. Dell Computer Corporation knew that balance is especially important in performance measurement and wanted to make a change to improve their reputation and also their consumer sales. The performance metrics that are most valuable to Dell from the inputs are mostly from the business context performance measures which include number and size of competition, diversity from competition, market size, and their competitive position within the industry should be the most important to them since they have so much competition in the industry (Epstein, 2008, p. 169). One way that I found through research that Dell has come up with to stay unique and making them competitive with their competition was by creating “the Dell Precision T5500 and T7500 which deliver up to 90 percent better multi-threaded digital content creation application performance versus previous generation systems” (Bolen, 2009). “The new systems are purpose-engineered for professionals in engineering, media, entertainment, biosciences, exploration, economic modeling and risk analysis” (Bolen, 2009). Dell feels that this will...
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...Critical Thinking Assignment This paper will analyze Dell Computer Corporations corporate governance, sustainability strategy and performance and identify relevant social, environmental and economic measurement systems that can be used to measure Dell’s corporate sustainability performance. An integral part of establishing a corporate sustainability strategy is integrating sustainability into the capital budget process. A systematic approach and analysis should be used to establish value for social and environmental costs and benefits. In order to validate the corporations social and environmental policies are providing return on investment, sustainability measurement systems must be implemented. As stated in chapter seven of Making Sustainability Work an efficient and accurate social and environmental measurement system will identify what critical processes are associated with the successful execution of sustainability projects by identifying what current measurement systems in place, what is the important criteria that will be measured, what does the organization wish to accomplish with the sustainability investment, what is the anticipated time frame associated with the social or environmental initiative and who will be involved with implementing and managing the initiatives (Epstein, 2008). Dell computer is a very proactive company in regards to social policy and environmental stewardship. Newsweek has ranked Dell ranked number one in the United States as a green company...
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...Comparative Analysis of Apple and Dell Table of Contents Introduction……………………………………………………….………………………………………………….…………………3 Apple Corporation Overview…………………………………………………………………………………….………………4 History Products Major Competitors Dell Corporation Overview……………………………………………..………………………………….…………………….4 History Products Major Competitors Ratio Analysis……..…………………………………………………………………………………………….……….……………6 Liquidity & Efficiency…………………………………..….……….…………………………….……………………6 Solvency………………………………………………………………………….………………………………….………8 Profitability………………………………………………………………………….……………………………..….…..8 Conclusion………………………………………………………………………………………………………………………………9 References……………………………………………………………………………………………………………………………..10 Introduction The purpose of this report is to compare the financial statements of two companies, Apple Corporation (Apple), and Dell Corporation (Dell). The comparison will use ratios calculated from financials of each company. The reason for using rations rather than simply reviewing the financial statements themselves is that financial ratios are an efficient way to compare companies independently of size, volume or market share. Ratios go beyond just looking at the numbers to reveal just how profitable a company is, does it have enough cash to cover fund the business, or is it heavily dependent on debt (Ingram 2013). Examining ratios are instrumental in planning and making strategic decision within a company. Ratios are also valuable to investors...
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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...
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...analyze the possible alternatives of Dell Computer Corporation in funding its future growth and expansion from the point of view of its top management. Given the company’s financial statements, projected growth in sales, and its working capital financial ratios, this paper forecasted Dell’s balance sheet and income statement for 1997 to trace the external fund needed, if any, and which type of funding is most optimal to fund its future operations and growth. The forecast used a set of assumptions based on the company’s historical data and company policies. After experiencing its first loss late 1993, the company dedicated itself to bringing back its efficient operations to keep up with the fast growing computer industry, minimizing middlemen retailers and shifting the company’s focus to the growth of their liquidity, profitability, and overall growth. The company eventually recovered through its new and improved internal systems of inventory control and vendor certification, ensuring that its products are always of the highest quality. Ensuring its foothold in the market, Dell was the pioneer in manufacturing Pentium-based products and transforming its major product line to Pentium technology. In 1995, Dell was able to ship its new system that was equipped with Microsoft’s Windows 95 on the same day that Microsoft released their operations system. Now, Dell is again atop the industry outpacing revenue growth and increasing its net income. Dell in the recent years has always financed...
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...Table of Contents ............................................................................................................................................................... 1 EXECUTIVE SUMMARY .................................................................................................................... 3 INTRODUCTION ................................................................................................................................. 4 PART 1: OVERVIEW – INTERNET PROPERTIES & MARKETING IMPLICATIONS .................. 6 Website analysis................................................................................................................................. 6 Web and other online content ............................................................................................................. 7 Website properties (table 1.6) ............................................................................................................. 8 Website design and usability features ................................................................................................. 9 Multimedia and interactive features .................................................................................................. 10 PART 2: BENEFIT, COST AND VALUE CREATION ..................................................................... 13 Customer relationship management ..........................................................................................
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...EXECUTIVE SUMMARY Dell was losing its chief advantages – direct marketing and power over suppliers. In 2005, the percentage of PC sale via the phone and Internet fell in US as the sale through US retails stores rose – a channel in which Dell was absent. And by 2006, Dell’s growth in PC sales had slowed to about 5% a year. So that Dell should adjust to its changing environment. So that, the aim of this report are analyzing the internal and external factors, which can affect to Dell’s business, defining the problems and assess Dell’s performance based on it standards and recommending Dell should take corrective actions in order to improve its poor quality of products and services to gain more the competitive advantages than it has now to increase profit, and create a new image about Dell in customer’s minds. 2. INTRODUCTION Dell, Inc. was established in 1984 by Michael Dell at age of 19 while he was a student of University of Texas. He started to earn stake of money from buying back personal computers from the excess inventory of local retailers, then added more features such as memory and disk drivers, then sold out. In 1985, he began manufacturing his own computers and marketed them through ads in computer trade publication. After that, the company kept growing up to be the world’s leading direct marketer of personal computers and one of the top five PC vendors in the world. In 1996, Dell offered its PCs via the Internet at dell.com. By 2001, Dell was at the first...
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...Introduction Dell Inc. also known as Dell Computers is a multinational computer technology corporation. It is located in Round Rock, Texas, at USA. It is dedicated in developing, selling, repairing computer related products. In addition to a full line of desktop and notebook PCs, Dell offers network servers, workstations, storage systems, printers, projectors, and Ethernet switches. The company also markets third-party software and peripherals. Dell's growing services unit provides systems integration, support, and training. At age 13 Michael Saul Dell was already a successful businessman. From his parents' home in Houston, Dell ran a mail-order stamp trading business that, within a few months, grossed more than $2,000. At 16 he sold newspaper subscriptions and at 17 bought his first BMW. When Dell enrolled at the University of Texas in 1983, he was thoroughly bitten by the entrepreneurial bug. Dell started college as a pre-med student but found time to establish a business selling random-access memory (RAM) chips and disk drives for IBM PCs. Dell bought products at cost from IBM dealers, who were required at the time to order from IBM large monthly quotas of PCs, which frequently exceeded demand. Dell resold his stock through newspapers and computer magazines at 10%-15% below retail. By April 1984 Dell's dorm room computer components business was grossing about $80,000 a month – enough to persuade him to drop out of college. Soon he started making and selling IBM clones under...
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...University of Texas at Austin Graduate School of Business 3/3/99 Dell Computer Corporation: A Zero-Time Organization Deep in the heart of Texas lies a Fortune 500 company who exemplifies many of the principles of a Zero Time organization. Dell Computer Corporation has seen extraordinarily growth: a 58% revenue increase and an 82% profit increase in 1997, an equally extraordinary short period of time. Sales rose to $12.3 billion in 1997, profits to $944 million in 1997, and the stock split for the sixth time in 1998. Much of this success is due to management principles and a vision that we describe here. First we provide some background information on the company, and we describe the management principals and philosophies we think make Dell a success. Finally, we describe Dell using the lens of a Zero Time organization. Company Background Many know the story of Michael Dell, his college-based business of building personal computers with available parts, and his build to order strategy. Founded in 1984 as PC’s Limited, the name was officially changed worldwide to Dell Computer Corporation when the first stock offering took place, in June 1988. Other key turning points, according to Michael Dell, were in 1986, when Dell first went outside the US to Europe and hit $50 million in sales; 1989, when the company when from last to first place in their industry on the management of their inventory; and 1993 when the concept of segmenting took shape and allowed the ...
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... Course Title Professor’s Name 14 March 2008 Dell Corporation Introduction Dell Corporation is one of the leading computer companies in the world operating on the global scale since 1990s. Dell relies on innovative technologies and new solutions which help the company to reach global consumers and market high quality products in different categories. International expansion helps Dell to obtain strong market position and sustain strong growth. A current strategy of Dell includes the determination of the basic long-term goals concerns the conceptualization of coherent and attainable strategic objectives. Key Components of the Business Environment of Dell High-technology market is marked by increasing capital markets activity over the past 5 years. It is estimated that average annual returns are anticipated to exceed 13 percent over the next 10 years, with investment alternatives performing at single digit growth rates (approximately 7 percent to 9 percent). This approach is based on Dell superior understanding of the problem solved by the product, the benefits it offers and issues it addresses. Dell is a leader in IT industry with S$ 57.095 billion revenue a year. Customers and technology are the primary driving factors in this arena (Dell Corporation Home Page 2008). Customers want products that satisfy their needs or improve their productivity. In 2 order to respond to external environment, Dell looks for ways to deliver these benefits at a lower cost...
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...Dell Inc. Tanner Dean Ashford Managerial Accounting BUS 630 Instructor Aisha Meeks March 05, 2012 Dell Inc. Dell, a Delaware corporation, was founded in 1984 by Michael Dell on a simple concept: by selling computer systems directly to customers, Dell could best understand their needs and efficiently provide the most effective computing solutions to meet those needs (Dell, 2005, p. 1). Dell Inc., with fiscal 2011 net revenue of $61.5 billion, is a premier provider of products and services worldwide that enable customers to build their information-technology and Internet infrastructures (Yahoo Finance, 2012). Dell offers a broad range of enterprise systems (servers, storage, workstations, and networking products), client systems (notebook and desktop computer systems), printing and imaging systems, software and peripherals, and global services. During calendar 2004, Dell was the number one supplier of personal computer systems worldwide as well as in the United States. Dell’s global market leadership is the result of a persistent focus on delivering the best possible customer experience by selling products and services directly to customers (Dell, 2005, p. 1). By selling products directly to the customer, Dell has developed a marketplace niche and strategy for itself that has enabled it to remain relevant and successful. Dell’s business strategy combines its direct customer model with a highly efficient manufacturing and supply chain management organization and an emphasis...
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...pre-med as his parents had wished. While taking classes, he continued the business he had begun in high school, upgrading personal computers for 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. ...
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...pre-med as his parents had wished. While taking classes, he continued the business he had begun in high school, upgrading personal computers for 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. ...
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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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...Dell Computer Corporation designed, manufactured and sold high performance personal computers. Initially it started by upgrading IBM computers then they began to market and sale its own brand. They followed built-to-order model which enabled Dell to have a much smaller working capital requirement compared with its competitor. It also allowed Dell to offer its products at a very competitive price and introduce the new technology more quickly than its competitors. SWOT analysis Strengths * Since the company followed its built-to-order model it did not spend a lot of capital in the business. * Low inventory which allowed the company to have very competitive prices and the introduction of newer technology at 1/3 the time taken by its counterparts. * Since Dell inventory it’s so low, it dramatically reduces the cost of storing inventory, which is part of the Cost of Goods Sold. * The Defects in raw material were easily pick over * High inventory turnover and low inventory days which means low cash conversion cycle. Weaknesses * Large dependence of suppliers * Small compared to its competitors Opportunities * Expansion of business activities due to globalization. * Increasing need of personal computers which will be reflected in an Increment in the demand of personal computers. * Change of the millennium * Adoption of new technology * Internet Threats * Rapid upgrade of new technology * Larger competitors Now I am going...
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