...COMMUNICATION: ADVERTISING COMPENDIUM (C.A.C.) CHAPTER 1 — INTRODUCTION TO ADVERTISING CHAPTER OBJECTIVES 1. Discuss the elements of effective advertising. 2. Define advertising and identify its types and roles. 3. Identify the five players in the advertising world. 4. Explain the evolution of the advertising industry and the current issues it faces. CHAPTER REVIEW Effectiveness is at the heart of companies’ desire to advertise. Though advertising ultimately aids in the sale of products or services, other factors such as price or lack of distribution may influence purchase decisions. Advertising effectiveness tends to be measured in terms of communication impact such as exposure to a message, awareness of a product, attention, and involvement. Most responses can be categorized as perception (seeing), learning (thinking), persuasion (feeling), or behavior (doing). Effective advertising stems from a combination of carefully planned strategy that connects to audience members on an emotional level and that isolates a need the product fulfills, creative that delivers the strategy, and strong, arresting executions. Six components comprise the classic definition of advertising. Advertising is a paid nonpersonal communication from an identified sponsor using mass media to persuade or influence an audience. Advertising can be classified into one of nine types. National consumer or brand advertising focuses on building long-term brand identity...
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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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...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 to make starategic decisions on what is best for the business and develop goals that will help move the company forward. So by looking at Dell we will be able to identify all this important processes and thus run a successful business. INTRODUCTION. Dell which was formed by Michael Dell in his university dorm room as shown in http://www.bizface.co.uk/bizfaceforum/blogs-leading-articles/43905-famous-dell-case-study-finance-case-study-dell-s-dilemma-brazil-del.html in 1984 when he was only 19years and is now one of the biggest computer seller worldwide. It has over 100,000 employees in the world and sells 110,000 systems daily to over 180 countries. In its’ second quarter of the fiscal year ended 30th June 2010, dell generated a net income of $545 million. All this huge figures just show how big a corporation dell is and many may ask what were the factors that attributed to this dells’ success. There are a number of factors that attribute to dells success and according to http://ivythesis.typepad.com/term_paper_topics/2008/02/dell-strategic.html the main ones being; • Dells direct model...
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...@ STRATEGY IMPLEMENTATION MDP 111M GROUP ASSIGNMENT 01 Due Date: Aug-2011 ANALYSING THE EXTERNAL AND INTERNAL ENVIRONMENT OF “DELL” Inc By Group DRIVE (Delegate, Research, Interview, Verify, Execute) |Group members |Student numbers | |1 |HYLTON LUDWIG |73014699 | |2 |GERT LABUSCHAGNE |73030074 | |3 |SAM BALOYI |73019909 | |4 |AVINAASH SINGH |73030090 | |5 |VICTOR MTHOMBENI |71914161 | |6 |SHAWN GORMAN |73026700 | |7 |JACO BIERMAN |73051764 | Contents 1. INTRODUCTION 1 2. ANALYSIS OF THE EXTERNAL ENVIRONMENT USING PESTLE 2 2.1 Political 2 2.2 Economical 2 2.3 Social 3 2.4 Technological 4 2.5 Legal 5 2.6 Environmental 5 3. ANALYSIS OF THE EXTERNAL ENVIRONMENT USING PORTERS 5 FORCES 6 3.1 Threat of New Entrants 6 3.2 Bargaining Power of Customers. 7 3.3 The Threat of Substitute Products 8 3.4 The Bargaining Power of Suppliers...
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...Case 1 : Dell [pic] IBV1 (Steven Bergers) Project group 2 : |First Name |Last Name |Student Number | |Francesco |Berri |2026330 | |Petra |Lang |2026483 | |Geoffrey |Lotigie |2026483 | |Raluca-Geanina |Stamate |2026476 | |Tuan |Pham |2023027 | Table of contents 1. Why does Dell think it should expand globally? 3 2. What is the competitive advantage of Dell? 4 3- Describe the Business Model (way of working of Dell). Is this model, built by Dell in the 80's, willing able to adapt to country specific preferences? 6 4- Is Dell business model suited for the Chinese market? 7 5- What distance is the most endangering for Dell? 9 6- What did Dell do to neutralize this distance? 11 7. Make an analysis of India based on the article of Ghemawat. 12 8. Make an analysis of Russia based on the article of Lovett/ Simons & Kali. 13 9. What would be your advice if your group was the management team and had to decide between entering Russia or China? What...
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...Dell Business Model Dell Business Model Dell Incorporated is an American privately owned multinational computer technology company based in Round Rock, Texas, United States, that develops, sells, repairs and supports computers and related products and services. Bearing the name of its founder, Michael Dell, the company is one of the largest technological corporations in the world, employing more than 103,300 people worldwide. Dell sells personal computers, servers, data storage devices, network switches, software, computer peripherals, HDTVs, cameras, printers, MP3 players and also electronics built by other manufacturers. The company is well known for its innovations in supply chain management and electronic commerce, particularly its direct-sales model and its "build-to-order" or "configure to order" approach to manufacturing—delivering individual PCs configured to customer specifications. Dell was a pure hardware vendor for much of its existence, but with the acquisition in 2009 of Perot Systems, Dell entered the market for IT services. The company has since made additional acquisitions in storage and networking systems, with the aim of expanding their portfolio from offering computers only to delivering complete solutions for enterprise customers. Dell was listed at number 51 in the Fortune 500 list, until 2014. After going private in 2013, the newly confidential nature of its financial information prevents the company from being ranked by Fortune. In 2014 it was the third...
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...the way we do business. It’s the way we interact with the community. It’s the way we interpret the world around us our customers’ needs, the future of technology, and the global business climate. Whatever changes that future may bring, our vision Dell Vision will be our guiding force. Mission Statement Dell’s mission is to be the most successful Computer Company in the world at delivering the best customer experience in markets we serve. In doing so, Dell will meet customer expectations of: Highest quality Leading technology Competitive pricing Individual and company accountability Best-in-class service and support Flexible customization capability Superior corporate citizenship Financial stability Organizational Structure Michael Dell is the chairman of the board of directors of Dell Inc. He has held this position since he founded the company in 1984, In July 2004, Kevin Rollins assumed the titles of president and chief executive officer. Kevin Rollins has been with Dell since accepting the position of senior vice president, corporate strategy, in 1996. Headquartered in Round Rock, Texas, Dell Inc. is managed on a geographic basis. The three geographic segments are the Americas, Europe, and Asia-Pacific. Dell Inc. maintains more than 7 million square feet of office, research, manufacturing, and distribution space in the United States. In addition, a new half-million square-feet manufacturing facility is under construction inNorth Carolina and is expected...
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...SUSTAINING COMPETITIVE ADVANTAGE AT DELL Michael Dell started Dell Inc. in 1984 when he was an undergraduate student at the University of Texas. Just over two decades later, Dell, with headquarters in Round Rock, Texas, in the United States is now one of the 25 largest companies in the US. It has grown to become one of the world’s great computer companies, with near leading shares in the personal computer and server businesses. In early 2007, annual sales revenues stood at US$56 billion. In fiscal 2003, a year in which most computer makers lost money due to slumping global demand for PCs, Dell saw its revenues jump by US$5 billion to US$36 billion, made US$2.8 billion in operating profit, and gained 2.3% in global market share. For half a decade Dell was the market-share leader but in 2005 it lost its market-share lead to one of its main rivals, Hewlett- Packard (HP). Approximately one-third of Dell’s sales are made outside the United States. Nearly 65% of its revenue originates in North and South America, 23% in Europe, the Middle East and Africa, and 12% in the Asia and Pacific region, a region that includes Australia, China, India, New Zealand and Japan. Dell is experiencing rapid increases in sales outside of the US. For example, in 2006 and early 2007 sales in Brazil grew by 84%, 24% in Germany, 93% in India and 33% in China. Dell’s global competitors include HP, Lenovo, Acer, Fuji-Siemens and Gateway. In Australia and New Zealand, Dell holds second position in the PC and...
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...Dell has been a Web2.0 technology pioneer in the computer manufacturer industry. Dell spreads their activities over multiple platforms. Here are the core platforms that Dell uses. Dell’s IdeaStorm, Direct2Dell, StudioDell. IdeaStorm is a Dell’s platform where Dell can listen to customer’s idea of Dell’s products. It’s just a 4 easy steps to submit ideas. View, post, vote and see the results. Other visitors have the ability to vote for the ideas they would most like to see Dell produce. For Dell, this site has been a priceless source of innovation and customer feedback. Diret2Dell is Dell’s official corporate blog. Not only the Dell employers can post articles on the blog, the customers and visitors can also do that. You could also post different languages on the blog. English, Chinese and Spanish. Basically, any topics related to Dell’s product, you could post on the blog. Also, the blog has a variety of different functions that made it easy to use. Customers could email the blog, share the blog the Facebook and put comments to the author. StudioDell is a platform that people share videos on it. Customers could upload videos about Dell products and services. Videos for different categories. Main purpose is for customers to watch, learn and share. In 2007, Dell actually uses these platforms to help the company to put out fires. In 2007, Dell computers started getting reports of laptops exploding in flames. That’s really a bad news for Dell. How did dell response? Dell’s...
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...domestic product (GDP), unemployment, inflation, and interest rates. This paper will study the impact of environmental factors on the computer industry in general, with focus on Dell as a specific example. Industry Analysis: The computer industry falls under the “durable goods” classification. Most people do not normally replace their computers for 3-5 years. The computer industry tries to get around this by adding new features etc., but the overall market in the US has slowed. The PC industry faces one of toughest competitions in the world. The PC is a technologically sophisticated product with a very small profit margin. Dell, Gateway, IBM, Compaq-HP, and Apple are the main contenders in this industry. Dell has been very proactive with just-in-time manufacturing to meet customer needs. What set these companies apart are their price and their reputation. Dells direct to consumers sales approach has increased their sales each year. Because of this approach, Dell has entered into this highly competitive market in a unique way. The biggest entry barrier that Dell has to face when entering into the technology industry is having customers gain the trust of company over the more popular veteran computer companies. Nevertheless many of competing companies use a range of different suppliers. Dell has been quite successful; its sales have increased dramatically overtime. In 2001 the annual sales in...
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...Summary This case analysis report focuses on the declining market share faced by Dell, Inc. (“Dell”, the “Company”) and recommendations are given as to where the Company needs to alter its strategy at a business level as well as a corporate level. Broad recommendations include foraying into the retail space at a more aggressive pace, laying greater impetus in fast emerging markets such as China and India, and focusing more on R&D efforts in order to ensure that higher levels of innovation are achieved by the Company. Introduction Dell, Inc. (“Dell”, the “Company”) is a multinational company that specializes in the development, manufacture, marketing and servicing of computers and computer related products. Dell has been one of the most successful firms in the computer industry, having achieved supernormal revenue growth and above average returns for several years spanning the mid 1990’s to the mid 2000’s. This was mainly due to their prowess in customizing products as per customer requirements, coupled with effective manufacturing and supply chain processes. The Company encourages little or no intervention from distributors and middlemen, and majority of all sales are based on a direct customer relationship business model. The firm’s resources focused on supply chain capabilities, with frequent inventory turnover and direct delivery emerging as Dell’s core competencies. At the time when Dell established these core competencies, they were valuable, rare and were not easy...
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...Question 3: Does Dells expansion into other IT Products and services make good strategic sense? Why or Why not????? Dells decision to expand in to other IT Products and services made good sense as customer can be brand loyal and prefer to have matching components for their PCs. Dell has a quality reputation which customers know and trust. Dells expansion into data storage hardware, switches, handheld PCs, Printers, and Printer Cartridges and software products represented an effort to diversify the company’s product base and to use its competitive capabilities in PC and servers to pursue revenue growth opportunities. The expansion into different products and services complemented sales of PCs and Servers. In 1995 Dell had a 2% market share in the server market, increasing to 30% in 2008. Dells idea to sell Data Routing switches proved to be a clever strategic move as they were able to price products 2 and a half times less than the market leader at the time Cisco. This resulted in Dell shipping 1.8 million switch ports in the period of a year. Senior Dell executives saw external storage devices as a growth opportunity because the company’s corporate and institutional customers were making increasing use of high speed data storage and retrieval devices. Competition in the IT industry can be a challenge. So for any company to survive within that industry, it has to have the ability to harness the basics of its core competencies to the very maximum. This is an inventive design...
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...Case: Dell Inc.: Improving the Flexibility of the Desktop PC Supply Chain It was June 2005, seemingly a good time for Dell Inc. Since the dot-com bubble burst in 2001, the price of the company’s stock had roughly doubled. Both the company’s revenue and net income were reaching new heights. In spite of the confidence and optimism, however, Dell’s desktop PC manufacturing division found that its manufacturing costs had continued to surge. Tom Wilson, one of the division’s directors, revealed: “The recent increase in Level 5 manufacturing is alarming to us at Dell. From Dell’s perspective, this adds cost to our overall manufacturing process. We are not able to take as much advantage as we should of the lower cost structure of our contract manufacturers. Instead, we have to rely more heavily on the 3rd-party integrators (3PIs). Not only do we get lower-quality products because we currently don’t require 3PIs to perform integration unit testing, we also have difficulty forecasting for the 3PIs how much manufacturing capacity they should have available to support Dell’s demand.” History of the PC Industry In the 1960s, the first so-called personal computers (PCs)—non-mainframe computers—such as the LINC and the PDP-8 became available. They were expensive (around $50,000) and bulky (many were about the size of a refrigerator). However, they were called “personal computers” because they were small and cheap enough for individual laboratories and research projects. These computers also...
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...Dell Inc., currently a US$60 billion company, was started by Michael Dell in 1984 when he was an undergraduate student at the University of Texas, in the United States. Within two decades, Dell, with headquarters in Round Rock, Texas, grew to become one of the world’s great computer companies, with near leading shares in the personal computer (PC) and server markets. Nearly 65 per cent of its revenue originated in North and South America; 23 per cent in Europe, the Middle East and Africa; and 12 per cent in the Asia–Pacific region. In 2003, a year in which most computer makers lost money due to slumping global demand for PCs, Dell saw its annual revenues jump by US$5 billion to US$36 billion, made US$2.8 billion in operating profit, and gained 2.3 per cent in global market share. By this time Dell had gained, and held for five years, the position of market-share leader. However, during the mid to late 2000s, Dell’s position in the global PC market began to change. In 2005 it lost its market-share lead to one of its main rivals, Hewlett-Packard. By 2008–9, Dell’s second-place PC ranking came under threat from the Taiwanese computer maker Acer. In 2003, Acer had ranked seventh in PC sales around the world, but by 2008–9 Acer’s share of the global market had risen to 11.8 per cent, just behind Dell with 13.7 per cent and HP still on top with 19.6 per cent. The hallmarks of Dell’s early success in the PC market were direct selling and build-to-order manufacturing, underpinned by...
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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 Five Generic Strategy VII. SWOT Analysis a. SPACE Matrix b. Boston Consulting Group Matrix c. Internal-External Matrix VIII. Strategy and Objective Recommendations IX. Recommended Implementation Plan X. Strategy Review and Evaluation References Appendixes I. Introduction Dell was founded in 1985 under the name, PCs Limited by Michael Dell who at the time was a college student of the University of Texas. In 1988 the company’s name was changed to Dell Computer Corporation. The company is headquartered in Round Rock, Texas and is the world's #3 supplier of Personal Computers (PC) behind HP who ranks as #2 and Lenovo who ranks as #1 (According to IDC worldwide quarterly PC tracker). Dell provides a broad range of technology products for the consumer, education, enterprise, and government sectors. In addition to its line of desktop and notebook PCs, Dell offers network servers, data storage systems, printers, ethernet switches, and peripherals, such as displays and...
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