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Dell's

In: Business and Management

Submitted By aishah
Words 2548
Pages 11
1.0 Executive Summary

Dell is considered an industry leader due to their large range of high quality products. Dell PowerEdge servers, Power Vault and Dell/EMC storage systems and PowerConnect switches are superior buildings blocks for enterprise computing. Dell also offers printers, projectors, tablets and phone, HDTVs and home theatre, Axim handhelds and other complementary products. Dell’s support all this products with a broad range of services designed to help customers simplify complex computing. In short, Dell is focused on delivering maximum performance with standards-based solutions while ensuring the right mix of cost effective solutions with value at every level. In that case, Dell’s is not just interested in low prices, but also in high-performance and solid reliability.

Today, Dell lost its market position to HP and hopefully realizing that efficiencies are not the means to an end; competition is global and fierce; customers are constantly evolving and business can’t stay still.

In this case analysis I will highlights Dell’s SWOTs analysis. This analysis is to identify firm’s strengths and weaknesses and diagnose organization’s threats and opportunities. Moreover I will underline the Dell’ unique and strong competencies as well as others marketing strategy.

2.0 Introduction

Dell Corporation is a 27 year-old entrepreneur founded by Michael Dell, the computer industry’s longest-serving chief executive. Dell’s sales philosophy is very simple, that 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 has been following its unique ‘direct build-to-order’ sales model for more than 20 years. Customers can plan their own configuration and place orders directly with the company via the phone or its website. Over the...

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...1. Why has Dell been so successful in the PC industry of low average profitability? 戴尔公司能取得今天的成功,跟它长期以来所采用的运作模式密不可分。人们把这种神奇的模式称为“戴尔模式”。 “戴尔模式”的核心是:低成本、高品质、标准化、多元化 低 成本:戴尔通过建立一个超高效的供应链和生产流程管理,大大降低了生产成本。 (1)直接模式:戴尔的直接模式不等同于直销模式,后者只不过是销售的扁平化尝试而戴尔的直接模式有两层含义:一是直接面向原材料供应商,二是直接面向客户。 ——按单生产:戴尔根据顾客通过网站和电话下的订单来组装产品,这使顾客有充分的自由来选择自己喜欢的产品配置。公司则根据订单订购配件,无需囤积大量配件,占用资金。 ——直接与顾客建立联系:戴尔通过直销与顾客建立了直接联系,不仅节省了产品通过中间环节销售所浪费的时间和成本,还可以更直接、更好地了解顾客的需求,并培养一个稳定的顾客群体。 (2)科学生产管理流程 低成本一直是戴尔的生存法则,也是“戴尔模式”的核心,而低成本必须通过高效率来实现。戴尔的生产和销售流程,以其精确管理、流水般顺畅和超高效率而著称,有效地将成本控制在最低水平。 力求精简是戴尔提高效率的主要做法。公司把电话销售流程分解成简单的8个步骤,其自动生产线全天候运转,配件从生产线的一端送进来,不到两小时就变成成品从另一端出去,然后直接运往客户服务中心。戴尔在简化流程方面拥有550项专利。分析家们普遍认为,这些专利也正是其他公司无法真正复制貌似简单的“戴尔模式”的最主要原因。 高 品质:在戴尔,只有客户认同的东西才值得戴尔去做。 论技术,戴尔身后有微软、英特尔、以及很多拥有高品质技术的合作伙伴撑腰。但是,高品质在戴尔有其独特的含义。在业界,很多厂商热衷于追求核心技术,其实核心技术只不过是竞争的一个区隔,于客户来说毫无价值。在戴尔,他们并不一味追求技术含量,只有客户认同的东西才值得戴尔去做。 戴尔公司拥有一个良好的质量保证体系。戴尔装配产品实行个人负责制,即每个工人负责整个产品的全部组装和调试工作,这一个人负责制是戴尔质量管理的一个重要组成部分。一件戴尔产品如果出了问题,公司只要向投诉顾客索取产品的序列号,就马上可以查出该产品的责任人。因此,戴尔员工都十分敬业,一丝不苟地确保质量。 标 准化:戴尔所经营的技术产品多是标准化的成熟产品,因此该公司总是能 让顾客分享到有关行业进行大量技术投资和研发而取得的最新成果。 注重树立产品品牌和提高服务质量是戴尔的另一个法宝。戴尔不仅拥有一个严格的质量保证体系,而且还建立了一个强大的售后服务网络。戴尔的工作人员不仅通过网站和电话为顾客提供全面的技术咨询和维修指导服务,而且在售出产品后会主动向客户打电话,征求意见。 多 元化:能精确地找到高技术产品市场的切入点,迅速抢夺对手的市场份额。 戴尔通常会在市场开始成熟、行业标准已经形成和配件供应比较充分的情况下介入某一市场,并以低价格迅速抢占地盘。罗林斯说,实践证明,在一种新产品走向成熟时,“戴尔模式”总是能让该公司在相应市场上占得有利地位。 根据这个“市场介入”理论,戴尔在巩固个人电脑市场的领导地位后,又雄心勃勃地提出了一个让同业吃惊的“多元化”扩张战略。近年来,戴尔加快了扩张步伐,陆续涉足高端便携电脑、服务器、网络存储系统、工作站、交换机、掌上电脑、打印机、收银机等多种产品。......

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Case Study of Dell's Working Capital

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