...improved product) Dell is the only computer company which offers its customers the built-to-order model. The customers can choose which components they want to have in their computer and can adapt it to their needs. Process Innovation (the development of a new manufacturing process) Dell has brought a maniacal focus to shaving minutes off the time to assemble and ship a computer. By studying videotapes of "the build," as they call it, factory managers have slashed in half the number of times a computer is touched by workers. They've counted the screws in a PC and redesigned it so that the major components simply snap in place. The entire process, from the time the order is taken to when the finished PC exits the factory, is wrapped up in four to eight hours. Organizational Innovation (a new internal communication; introduction of a new accounting procedure) Dell has a very good communication. As they standing under so much pressure regarding to the fact that they have no inventory, they have to have this skill. There is even a round-the-clock communication with the parts makers overseas existing, which helped them to handle with the lockout in 2002. Without this communication they had never managed it through it. With the built-to-order principle Dell has also changed its financial model (introduction of a new accounting procedure). Dell receives the payment from its customers immediately, through credit cards, online or over the telephone. But Dell doesn’t pay its suppliers...
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...Running head: Supply Chain concept-JIT Dell Supply Chain concept Just-In-Time JIT 2 Abstract JIT or Just-In-Time a process where inventory is delivered at the time it is needed. This helps an organization from keeping inventory that in time they might not be able to use. Strong communication between the organization and the supplier is crucial to make the process flow smoothly. JIT 3 Dell Supply Chain concept Just-In-Time Dell is the leader in the computer industry for Just-In-Time. The opportunities of JIT for Dell have been the elimination of its warehouses for storage of inventory, being able to deal directly with suppliers and get the finished product to the customer without delay. By using JIT, Dell has been able to eliminate the storage of inventory. Dell is able to accomplish this by not guessing what their customers want but by taking direct orders either over the phone or on-line and having the customer pay using a credit card. Having the product paid for up front helps Dell with inventory because the customer will not be able to change his or her mind. Once an order is placed Dell contacts the suppliers for the inventory that is required, then builds and ships the product to the customers within 4 days. (Pen of a Paranoid, 2009). Dell holds itself to high standard and they also hold their suppliers to a high standard. If you want to be a supplier for Dell you follow their rules. Dell is able to have their suppliers hold inventory...
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...LIVING IN DELL TIME It could have been the unforeseen catastrophe that rocked Dell's world. Instead, it proved to be the moment when Dell's foremost competitive weapon--an unrelenting sense of urgency and speed-ultimately proved itself. Two years ago, a 10-day labor lockout idled 10,000 union dockworkers, shut down 29 West Coast ports extending from Los Angeles to Seattle, and blocked hundreds of cargo ships from unloading the raw materials and finished goods that fuel U.S. commerce. The port closings paralyzed global supply chains, bloodied retailers and manufacturers, and ultimately cost U.S. consumers and businesses billions. Analysts expected that Dell, with its just-in-time manufacturing model, would be especially hard hit when parts failed to reach its two U.S.-based factories. Without warehouses filled with motherboards and hard drives, they figured, the world's largest PC maker would simply find itself with nothing to sell within a matter of days. And Dell knew all too well that its ultralean, high-speed business model left it vulnerable to just such an intolerable prospect. "When a labor problem or an earthquake or a SARS epidemic breaks out, we've got to react quicker than anyone else," says Dick Hunter, the company's supply-chain czar for the Americas. "There's no other choice. We know these things are going to happen; we must move fast to fix them. We just can't tolerate any kind of delay." Fortunately, the same ethos of speed and flexibility that seems to put...
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...Staffing Plan Paper The following report is an overview of Dell Company as it expands its computer business into the Indian market. This paper identifies the challenges facing Dell as it expands into India, including the cultural and regulatory factors involved. In addition this paper will identify the staffing strategies employed by Dell including the recruitment and selection process of its business managers. This paper will discuss the changes to Dell's organizational structure as it expands into the Indian market. A competitive analysis is also made, which shows the strategic alternatives and choices for the future Industry Identifications In both manufacturing and consumption, Asia/Pacific represents the most dynamic region of the worldwide PC industry. The people at Dell believe that their continued successful will require teamwork and continuous learning on the part of each team member in order to develop and grow. Dell focuses on building a pipeline of talented, diversified individuals in order to meet current and future staffing needs in order to develop Dell's leaders of tomorrow. They focus on attracting top candidates with the skill sets they require by working on the basis of early recruitment and full utilization of their pipeline program. This strategy has supported their mission statement fully until now. But if Dell plans to take a large amount of the market share in India, it will have to change its mission and strategy according to the needs of...
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...pre-med student at the University of Texas, Dell started an informal business putting together and selling upgrade kits for personal computers[10] in Room 2713 of the Dobie Center residential building. He then applied for a vendor license to bid on contracts for the State of Texas, winning bids by not having the overhead of a computer store.[11][12][13] In January 1984, Dell banked on his conviction that the potential cost savings of a manufacturer selling PCs directly had enormous advantages over the conventional indirect retail channel. In January 1984, Dell registered his company as "PC's Limited". Operating out of a condominium, the business sold between $50,000 and $80,000 in upgraded PCs, kits, and add-on components. In May, Dell incorporated the company as "Dell Computer Corporation" and relocated it to a business center in North Austin. The company employed a few order takers, a few more people to fulfill them, and, as Dell recalled, a manufacturing staff "consisting of three guys with screwdrivers sitting at six-foot tables". The venture's capitalization cost was $1,000.[14][15] In 1992, aged 27, he became the youngest CEO of a company ranked in Fortune magazine's list of the top 500 corporations.[16] In 1996, Dell started selling computers over the Web, the same year his company launched its first servers. Dell Inc. soon reported about $1 million in sales per day from dell.com.[17] In the first quarter of 2001, Dell Inc. reached a world market share of 12.8 percent...
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...e-business and evolved and compare and contrast the differences and limitations between e-business and e-commerce as they relate to supply chain management. He will begin by explaining the evolution of e-business. Evolution of E-Business The idea of e-business did not happen overnight, but once the Internet evolved it opened a new world to the way people shop daily and how businesses operate. People can sit in their living rooms and shop for anything and everything; without ever leaving the comforts of their own home. Businesses have come to the realization that the Internet is a very powerful tool and if they want to reach a new level they must look at evolving into the area of e-business. E-business started with major corporations; Wal-Mart, Sears, Target, and other retailers, but has evolved into some grocery chains offer customers the ability to shop for groceries online and have them delivered to their homes. He and his wife have taken advantage of how e-businesses have evolved. Where they use to stand in lines for Black Friday sales, they sit in their living room and do all the shopping from their computer, receiving the same deals. One can see how e-business has evolved; He will now compare and contrast the differences and limitations between e-business and e-commerce as they relate to supply chain management. Supply Chain Management A company cannot survive if they do not have the merchandise to offer the customers; e-businesses are no different. If a customer...
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...http://www.scribd.com/doc/51862116/Dell-Strategic-Management 1. Choose any organisation of your choice. Use any of the strategic change models discussed at AC1.1 to prepare a change plan for your chosen organization The strategic change model is different thing to different people. There are many models which are applicable in the strategic change model as well. The strategy models frame work consists of learning process, living system, strengths, alignment process, community development, competition, cognition, design chan, postioning, power, process of improvement, and value creation. Dell Company provide strategic management to translta the Dell provides a classic example of how the principles of strategic managementhave been used to translate an innovative vision into a successful and sustainableenterprise. Their vision statement basically tells the way they do their business.They want to be successful in the digital world for this they rely on latesttechnology. Dell provides quality products to cater the needs of the people. Inintend to build good relationship with their customers and suppliers Analysis of the internal environment:After setting the mission and objectives the next step is to analyses the internalenvironment.E.g.: Dell Corporation needs more qualified manpower, machines adopted byDell Corporation should be highly Resultant Analyze of external environment:The management conducts the analyses of the external environment.E.g.: Dell Corporation manufactures product...
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...Michael Saul Dell (born February 23, 1965) is an American business magnate and author. He is known as the founder and CEO of Dell, Inc., one of the world’s leading sellers of personal computers (PCs). He is ranked as the 41st richest person in the world on 2012 Forbes Billionaires list, with a net worth of US$15.9 billion as of March 2012.[1] In 2011, his 243.35 million shares of Dell stock were worth $3.5 billion, giving him 12% ownership of the company.[2] His remaining wealth of roughly $10 billion is invested in other companies, and managed by a firm called MSD Capital (named after Dell's initials).[3] Contents 1 Early life and education 2 Career 3 Writings 4 Wealth and personal life 4.1 Philanthropy 4.2 Political contributions 4.3 Criticism 5 References 6 Bibliography Early life and education Michael Dell was born to a well-off, Jewish family, on February 23, 1965.[4] The son of Lorraine Charlotte (née Langfan), an stockbroker[5] and Alexander Dell, a orthodontist, Dell attended Herod Elementary School in Houston, Texas.[6] In a bid to enter business early, he applied to take a high school equivalency exam at age eight. In his early teens, he invested his earnings from part-time jobs in stocks and precious metals.[7] Dell purchased his first calculator at age seven and encountered his first teletype machine in junior high, which he programmed after school. At age 15, after playing with computers at Radio Shack, he got his first computer, an Apple II,...
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...Dewey Dell, who is also over shadowed by the presence of the male dominant characters. This offers a different perspective on the complicated life of Dewey Dell while shedding a new light on the thoughts of Addie...
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...CSR Activities in Electronic Industry Table of Contents Executive Summary……………………………………...………2 1. Introduction……………………………………………………2 2. CSR activities of Sony, Dell and Apple……………………….3 1. Employees………………………………………...…...……4 2. Environment ………………………………………………..5 3. Consumers…………………………………………………..6 3. Evaluation on CSR activities………………………………….6 3.1 Employees………………………………………………...6 3.2 Environment……………………………………...………7 3.3 Consumers ……………………………………………….8 4. Conclusion…………………………………………………….8 References…………………………………………………………….9 Executive Summary Recent years, encouraged by cultural and economic globalization, the world market is growing rapidly. With the market becoming increasingly mature and rational, corporations not only pay attention to profit and business opportunities, but also the obligation and responsibility to employees, environment and customers. Therefore, corporate social responsibility (CSR) has become more and more popular among enterprises and markets. Thus, it is important to study the way CSR initiative depicts what corporations have to do in order to shoulder the responsibility for their employees, environment as well as consumers and CSR’s influence on various economic behaviors. This report analyses the CSR activities of Sony, Dell and Apple which are three electronic corporations. Specifically, it focuses on the effect on their employees, environment and consumers. The first part will mainly introduce their CSR initiatives and...
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...Survey Questionnaire 1. What is the company that comes to your mind when you think of computers( Laptops/Desktops) 2. What are the top 3 brands that comes to your mind when you think of computers( laptops/ Desktops) 3. Before this survey have your heard of Dell ? a. Never heard of brand Dell till date. b. I have seen or heard about dell occasionally c. I hear about Dell often 4. Which of the Dell sub brands you are aware of d. Inspiron e. XPS f. Alienware g. Vostro 5. Have you ever bought a Dell product h. Yes i. No j. Planning to buy one soon 6. Dell produces the best quality of the computers k. Dell produces the best quality of computers i. Strongly agree ii. Somewhat agree iii. Neutral iv. Disagree v. Strongly Disagree 7. I like my Pc to be l. High end PC with better look & Finish and superior performance. m. Functional PC with normal features and look n feel 8. High end PC is the preferred Choice for me when I buy a PC for myself n. High end PC is the preferred Choice for me when I buy a PC for myself vi. Strongly agree vii. Somewhat agree viii. Neutral ix. Disagree x. Strongly Disagree 9. Functional PC is the preferred Choice for me when I buy a PC for myself o. Functional PC is the preferred Choice for me when I buy a PC for myself ...
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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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...Supply Chain” and the chapter 2 of the book “The new age of innovation”. These articles mainly focus on the IT-enabled innovations in business process and supply chain management. The chapter 2 tells us that business models, which depend on the underlying business processes, are a source of competitive advantage for the success of companies. Understanding the business process, and then building a unique business model that best fit the company can help the company gain a sustainable advantage over its rivals. In the article “The power of virtual integration”, the business model of Dell gives us a specific example to see how the technology and business process of Dell make this company achieve the success. From this article, an interview with Michael Dell, we realize the innovative of Dell: how it uses the technology to combine supplier partnerships, customer focus, mass customization and just-in-time manufacturing and then achieve new levels of efficiency and productivity. The article “The Triple-A Supply Chain” tells us specifically the three qualities that supply chain should possess: agile, adaptable, and aligned. Supply chain should be able to respond to unexpected changes in demand and supply and adapt to changes in the structures of markets. Only by doing so, companies can perform better than their rivals. For the supply chain, the article “The transparent supply chain” gives us another perspective toward supply chain. It introduces the technologies company can use to gather...
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...1.0 Introduction DELL (CHINA) CO., LTD. operates as a subsidiary of Dell, Inc. The company was founded in 1998 and is based in Xiamen, China with additional offices in Dalian, and Shanghai (Roger,. L. 2013). Dell company started with ‘direct selling’ business model. Its means the company made a communication (phone call or face-to-face) with customers, asking what they need and what they want, the company will send customer the product depends on their requirements. “Listen. Learn. Deliver. That's what we’re about.” –Dell Company Dell has empowered countries, communities, customers and people everywhere to use technology to realize their dreams. “Win with integrity. Champion responsibility.” – Dell Company In Dell’s deep beliefs that technology can change the world and that it’s the essential for people to succeed. The purpose of Dell Company is that to make sure every, in any environment can take advantage of technology and improve the communities where people living and working. 2.0 The e-marketplace In China, Dell Company conducts a private sell-side e-marketplace, where products are offered to many individuals and businesses; a one-to-many approach in e-commerce. B2C business model linked the traditional business model with e-commerce business model, which fitting with Chinese culture. The official website http://www.dell.com.cn/ provides fair information for the website users which bring efficiency and convenience service for all the customers. Front-end...
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...Although a number of factors influenced Dell’s decision, one of them was the generous incentives that Governor Antonio Britto of the relatively centrist Partido do Movimento Democratico Brasileiro (PMDB) had offered Dell. Rio Grande do Sul was one of the most prosperous states in Brazil with standard of living quite high. But suddenly political climate in Rio Grande do Sul changed all together. Olivio Dutra of the Partido dos Trabalhadores (PT, or Workers’ Party) was appointed as new governor of Rio Grande do Sul and he appeared likely to rescind all the agreements made by the previous government with Dell. He considered all the agreements to be overly generous incentives offered to transnational corporations by the previous government. This was a setback for Dell Computer Corporation and Keith Maxwell had to decide amongst the three options. The second option available to Dell Computer Corporation is to move its plant to another state in Brazil. After numerous discussions on site selection Rio Grande do Sul, had been selected as site for plant location. Determined to win high technology investment in the state Antonio Britto of Partido do Movimento Democratico Brasileiro offered best investment alternatives to Dell. But appointment of Olivio Dutra as new governor of Rio Grande do Sul foiled all the plans.Olivio Dutra was against governments granting of incentives to foreign transnational corporations. This is one of his objections against Antonio Britto’s government in his...
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