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Axim Handhelds & MP3 Players: (This is a relatively new market for Dell as the Market growth explodes.) Dell built its company on the belief that hearing directly from the consumer wanted was superior to trusting a third party to project or to paraphrase what the customer wants. In addition the company does not build a computer until it is ordered which cuts down on storage needs for built but unsold machines as well as manpower hours to build yet unsold machines (Dell, 1999).
Monitors: This is used to view all things being done with the computer with the exception of printing. One can use the monitor to view word processing actions, play video games, watch news clips and other things)
COMPETITORS
Dell's principal competitors include Compaq, IMB and Hewlett Packard.
Compaq was the world's leading PC manufacturer, with a global market share of approximately 13%. Compaq's strategy was to sell almost exclusively through resellers -- distributors and PC retailers, particularly large computer stores like CompUSA. It was starting to build computers to order and operate its factories with smaller inventories of parts and components, but it had to soft-pedal direct sales so as not to alienate its worldwide reseller network (Profiles of Selected Competitors in the PC Industry (http://www.mhhe.com/business/management/thompson/11e/case/dell7.html)."
Dell consistently beats Compaq in speed of assembly and delivery of the product to the customer.
At one point in history IBM was considered the king of computers. People still ask friends today if they have an IBM or an Apple, meaning a PC or an Apple.
For many years it was considered the worldwide leader in mainframe computers but in the personal computer industry it fell short of the mark. While competitors fine tuned their consumer understanding and worked to meet those needs, IBM found itself slipping in the ratings until its current ranking of third or fourth at best.
Dell regarded Hewlett-Packard (H-P) as a strong competitor because of H-P's global leadership in printers (a 52% market share), strong reputation with corporate customers in most all parts of the world, and growing strategic emphasis on the PC segment (Profiles of Selected Competitors in the PC Industry (http://www.mhhe.com/business/management/thompson/11e/case/dell7.html)."
Two of the three Porter generic strategies can be applied to the methods of Dell Computers. The fact that Dell cuts out the middle man and keeps product prices competitive by doing so applies the Cost Leadership Strategy.
Differentiation Strategy is seen in Dell's unique marketing device by which customers order directly from the company and detail their computer needs. The computer is then custom built to the consumer's specification which makes the consumer feel that they are getting a better product.
The two primary competing attributes for Dell are ease of ordering and the fact that each product is custom built to the consumer's specifications.
References
____(1999) DELL COMPUTERS ABC Good Morning America; 5/10/1999; CHARLES GIBSON, DIANE SAWYER ABC Good Morning America 05-10-1999
____(2001) Dell Takes Title of Largest Personal Computer Sales Company from Compaq.
Knight Ridder/Tribune Business News
Mission statements (Accessed 8-21-06)
http://www.hhpublishing.com/_onlinecourses/study_strategies/BSL/motivation/E5.html
http://www.mhhe.com/business/management/thompson/11e/case/dell7.html
Dell is one among the largest computer system companies in the world, which is unique and popular because of its direct marketing policy. It deals in manufacturing personal computers, servers or enterprise products, storages and offer IT solutions for the customers. The services provided by the company are of high quality and low cost, thus providing the source of economical investment to the clients. Dell is among the pioneers and
2). The company has demonstrated this effect time and again as it enters new, standardized product categories, such as network servers, workstations, mobility products, printers and other electronic accessories; in fact, almost 20% of every standards-based computer system sold in the world today is a Dell: "This global reach indicates our direct approach is relevant across product lines, regions and customer segments" (Dell at a glance, 2007, p. 3). Today,
66). Furthermore, social software will only increase in importance in helping organizations maintain and manage their domains of knowledge and information. When networks are enabled and flourish, their value to all users and to the organization increases as well. That increase in value is typically nonlinear, where some additions yield more than proportionate values to the organization (McCluskey and Korobow, 2009). Some of the key characteristics of social software applications
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As has been mentioned throughout this thesis, the entire aspect of mass customization as it relates to the development of a stable quote-to-order process throughout manufacturing is critical. In this specific area is where many manufacturers face the dilemma of being entirely project-based in their manufacturing and business strategy approach or move more towards functional manufacturing with the exception being mass customization and a more fluid, agile, quote-to-order process. Figure
697). Rutherford goes on to submit that Graham's narrative is more about the city within a city (cyberspace), in "all its forms and functions," than it is about the utopian of "dystopian visions of technology" that some authors have alluded to. As for Graham's book, in the Introduction he explains that he has put together a book with a myriad of inputs from scholars in several technology-related fields; and, in