Dell final power point

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Dell final power point

  1. 1. Company and Industry Background<br />
  2. 2. Type: Public<br />Industry Computer Systems Computer Peripherals Computer Software IT consulting IT services <br />Founded Austin, Texas Founder(s) Michael Dell<br />Products Desktops Servers Notebooks Printers Televisions Scanners Storage Smart Phones <br />Revenue $61.49 billion (2010) <br />
  3. 3. Dell’s activities are organized in each different customer segments.<br />Relationship customers<br />Home and small business <br />Public sector customers. <br />Dell’s activities<br />
  4. 4. born February 23,1956 <br />Houston, Texas<br />Founder of Dell <br />University of Texas <br />ranked 44 with a net worth of US$14.6 billion in 2011<br />It’s amazing to me that our competitors think the customer is the dealer.” Michael Dell<br />
  5. 5. Industry Analysis<br /><ul><li>Intensity of rivalry</li></ul>Legend remains #1 in China<br /><ul><li>Product Substitutes</li></ul>Legend is adopting the just-in-time delivery mode<br /><ul><li>Power of Suppliers</li></ul> IBM, HP, and Compaq establish plants in China<br /><ul><li>Power of Buyers</li></ul>Chinese were uncomfortable using credit cards online thus hurting online sales <br />
  6. 6. Dell’s Systems Management Strategy<br />SIMPLE<br />COMPLETE<br />CONNECTED <br />HETEROGENEOUS<br />Direct Business Model<br />Virtual Integration(CRM)<br /> <br />
  7. 7. Dell’s Objective <br />Focusing on Personal Users<br />Customer Satisfaction<br />Team Satisfaction<br />Community Satisfaction <br />
  8. 8. Dell philosophies<br />Dell has two main philosophies<br />Supply and Demand are never In balance, company strategy is to manage when they deviate<br />“Always have enough, and have nothing left over.”<br />
  9. 9. Qualifications:<br /><ul><li>Minimum 4+ years experience directly working at Dell with strong network of Dell professionals• 10+ years of total sales and management experience• Strong software background, or storage software sales experience.• Strong working knowledge of core systems and storage software.• Excellent Channel Sales forecasting and modeling skills• Able to develop, implement, execute and manage an annual business plan• Well written, oral communication and presentation skills</li></li></ul><li>Marisa Farahmand /Account Manager <br />Location :Austin, Texas Area Industry Information Technology and Services<br />Current :<br />Account Manager- Federal Sales at Dell <br />Past :<br />Sales Associate at Gap Inc. <br />Education: The University of Texas at Austin <br />
  10. 10. Location :Chicago Area Industry Computer Software<br />Current :Inside Sales Account Manager<br />Past :<br />Inside Sales Manager & Healthcare at Dell <br />Inside Sales Manager - Computer Hardware Division at ASAP Software <br />Inside Account Manager at ASAP Software <br />Outside Sales Executive at Woodfield Group <br />Assistant Store Manager at AT&T Wireless <br />Education : Keller Graduate School of Management of University <br />Kurt Weiland/Inside Sales Account Manager <br />
  11. 11. Dave Mallard /Director of Sales<br />Location :Austin, Texas Area Industry Computer Software<br />Current : <br />DELL Senior Account<br />Past : Director of Sales at Data Storage Group <br />Sr. Account Executive - DELL at Symantec <br />DELL Segment Representative at EMC <br />Partner Sales Manager for DELL, <br />Microsoft Alliance Manager, Product Manager at VERITAS Software <br />Medical Service Corp Officer at United States Army Reserve/CO National Guard <br />Education University of Denver <br />
  12. 12. Sonya Banks /Account Manager <br />Location Austin, Texas Area Industry<br />Current<br />Federal Sales Account Manager at Dell Inc. <br />Past<br />Senior Sales Specialist at Chartered Semiconductor Manufacturing <br />Marketing Coordinator at Landmark Organization, Inc <br />Sales Consultant at Champion Autoplex <br />Education Southwestern University <br />
  13. 13. Sales Planning and Forecasting<br />
  14. 14. SWOT analysis<br />
  15. 15. Strengths<br />
  16. 16. Strong brand value<br />
  17. 17. Dell was ranked 35 in the list of top 100 brands. Dell was ranked ahead of some of its competitors such as Acer, Toshiba and Lenovo<br />
  18. 18. Robust market position<br />
  19. 19.
  20. 20. Diversified customer base<br />
  21. 21. The king of the bland box<br />
  22. 22. Dell Perot Systems’ position in healthcare business<br />
  23. 23. Weaknesses<br />
  24. 24. Violation of laws<br />$100 million<br />US Securities and Exchange Commission (SEC)<br />federal securities law<br />
  25. 25. Relatively weak R&D capabilities<br />original design manufacturing (ODM) <br />
  26. 26. Opportunities<br />
  27. 27. Entry into Smartphone business<br />
  28. 28. Growing PC market<br />
  29. 29. Positive outlook for global IT spending<br />
  30. 30. Threats<br />
  31. 31. Intense competition<br />
  32. 32. Dell's products are highly complex and sophisticated. <br />Product defects<br />
  33. 33. Direct sale<br />
  34. 34. Social network<br />
  35. 35. Partnering with GE Capital<br />
  36. 36. Indirect sale<br />
  37. 37.
  38. 38.
  39. 39. EMEA region<br />
  40. 40.
  41. 41. Financial sales plan<br />
  42. 42. For fiscal 2012, Dell expects revenue growth of 5 to 9 percent, translating into revenue of $64 billion to $67 billion<br />
  43. 43. Zero inventories <br />
  44. 44. Idea Storm<br />
  45. 45. Organization of the sales function<br />
  46. 46. Selling model of DELL corporation<br />phone<br />Direct sales<br />Internet <br />e-business <br />
  47. 47. benefits of this approach:<br />infrastructure leanness<br />market ability<br />minimal inventory <br />high customer differentiation<br />
  48. 48.
  49. 49.
  50. 50. Main points of DELL’s sales function:<br /><ul><li>Over 15 years direct selling experiences in the PC market.
  51. 51. further extend its IT functions to supply chain and premier customers.
  52. 52. The internet enabled system has led Dell become the #1 PC company in the States. </li></li></ul><li>Digest Questions<br /><ul><li>1. What are the main reasons for the success of the Dell Direct model?
  53. 53. 2. What are the key differences between transaction and relationship customers?
  54. 54. 3. In what ways does the Internet enhance the Direct Model? What benefits does it create for Dell and for its customers?
  55. 55. 4. What is happening to growth in the PC Industry at large in the twenty first century? What are the implications for Dell, and its strategy for the future?</li></li></ul><li>Recruitment & selection<br />Recruitment is the process of searchingfor prospective employees and stimulating them to apply for jobs in the organizations.<br />Selection starts where recruitment ends<br />
  56. 56. FACTORS AFFECTING RECRUITMENT<br />Organizational /internal factors<br />Environmental /external factors<br />
  57. 57. SOURCES OF RECRUITMENT<br />Job<br />portals<br />HRIS<br />Notice <br />boards<br />Circulars<br />Internal Search<br />
  58. 58. SOURCES OF RECRUITMENT<br />Employee<br />referrals<br />Advertise<br />-ments<br />Educational<br />institutions<br />Employment<br />agencies<br />Internet<br />External Search<br />
  59. 59. Who performs Dell recruiting function?<br />Process of recruitment<br />Human resource planning<br />Surplus<br />Retrench/layoffs<br />Identify HR requirements<br />Demand<br />Determine numbers, levels &<br />Criticality of vacancies<br />Organizational<br />Recruitment policy<br />Choose the resources &<br />Methods of Recruitment<br />Analyze the cost & time<br />involved<br />Job analysis<br />Start implementing the<br />Recruitment program<br />Select and hire<br />Evaluate the Program<br />
  60. 60. Company culture & Job Analysis<br />Bob in Dublin, Ireland<br /> I have worked for dell for just under year at the<br /> server support department. I would recommend <br />that you run from this job, I have been in the IT field<br /> for 10 years and it is the worst job that I have had. <br />They don't care about the customer just the numbers<br />Janie in Austin, Texas<br />I also work for Dell. I would not recommend this company to anyone except those few who enjoy working 24 hours a day/7 days a week. Impossible jobs, muddled processes, and everyone's so stressed that they are falling apart mentally and emotionally. The worst job I've had in my 25-year career. I'm leaving as well - but I'm making it happen at the end of next month. No sane person would work here.<br />
  61. 61. Selection <br />Its better not to select<br />then selecting a bad candidate<br />
  62. 62. Selection Process<br />Resumes/CVs Review<br />Initial Screening Interview<br />Conducting Tests and<br />Evaluating performance<br />Analyze the Application Blank<br />Preliminary Interview<br />Core and Departmental<br />Interviews<br />Job Offer<br />Reference checks<br />Medical Examination<br />Placement<br />
  63. 63. APPLICATIONFORMS<br />Gathered in standardized manner<br />1. Educational background<br />2. Past employment record<br />3. Extracurricular<br />ETHICAL ISSUES IN APPLICATION FORM<br />DESIGN<br />
  64. 64. INTERVIEWS<br />Dell personal interview is crucial part of dell for selection sales position because of that interviewer must have skill for that.<br />pattern interview:<br />question and Record<br />semistructured interview:<br />veteran salespeople for a major <br /> account<br />field observation:<br />For shown the prospects what <br /> the job <br />
  65. 65. Dell interview <br />www.allinterview.com<br />DELL Aptitude Test Questions <br />DELL Interview Questions     <br />DELL Placement Papers <br />DELL Technical Test Questions<br />http://www.indeed.com<br /> /forum/cmp/Dell/get-job-at-Dell<br /> /t5178 <br />http://www.okctalk.com/showthread.php?t=196&page=1<br />www.Dell.com<br />
  66. 66. SELECTION TESTS<br />Intelligence tests<br /> That measure the minimum mental capability<br />Personality tests<br /> Evaluate each personality characteristic <br />Aptitude tests<br /> understand that employee interested to do task and this type activates<br />
  67. 67. How are individuals paid, what compensation methods are used, what methods of motivation does the firm use, what rewards are given, What expenses does the firm cover?<br />
  68. 68. Compensation Methods for Salespeople:<br />13-66<br />
  69. 69. 13-67<br />13.3<br />
  70. 70. 13-68<br />13.3<br />
  71. 71. Payment Methods!<br />But, so what?<br />
  72. 72. <ul><li>By cash and Direct Bank Deposit with their cheque.
  73. 73. Internet Banking - Electronic Funds Transfer (EFT)by account number.
  74. 74. Financing - Dell Purchase Plan(monthly repayment).
  75. 75. A PayPal account (online orders and Online money transfers serve as electronic. PayPal is the safer way to pay and get paid by Credit Card ,visa Card, MasterCard, American Express.
  76. 76. Pay by Phone(19 digit Dell Business Credit account number, zip code, bank account number and bank routing number available) andmail or email(19 digit account number on the check or money order)</li></li></ul><li>Motivation<br />is the force that drive Dell company actions.<br />
  77. 77. Motivation Methods for Dell customers(Reward)<br />They need to help motive or persuade customers to see the problem as they do and see the solution as they do.<br />
  78. 78. Offer free product<br />Give free staff<br />Give Distribute<br />coupons<br />Because it…<br />customer VIP status<br />Give loyalty punch<br />card or<br /> an earned points<br />
  79. 79. Cont’dGive free staff:Who doesn’t love free? The words “Free” and “sale” can generate excitement<br />Send a thank you note to customers who make large purchases from their business and include discount coupons inside of their cards .<br />Offer a referral program. Offer their customers a reward in the form of discounts or gifts for any new business they send their way. Hand out business cards or coupons for your customers to pass on.<br />
  80. 80. Sales Expenses<br />
  81. 81. <ul><li>Taxes and Fees:</li></ul>Fees for get licensing and Taxes paid to government<br /><ul><li>Software:</li></ul>Web design services and purchases and<br /> software upgrades as well as licensing agreements<br /><ul><li>Data Processing: computer services and</li></ul>facilities management services.<br /><ul><li>Lease and Rental:</li></ul>Any payments made to another company for the<br />leasing or rental of land, equipment or machinery<br />
  82. 82. <ul><li>Annual payroll:</li></ul>It is the gross earnings of all employees paid throughout the calendar year and includes all forms of compensation.<br /><ul><li>Auxiliary Facilities(enterprise support unit ):</li></ul>It provides support services to the company's operating units.<br /><ul><li>Commissions:</li></ul>independent contractors and Employee payroll is not included when calculating commission expenses.<br /><ul><li>Contract Labour:</li></ul>provide temporary or part-time assistance.<br /><ul><li>Cost of Goods Sold
  83. 83. Equipment:</li></ul>Any hardware needed to operate the business<br />
  84. 84. Territory Assignments & Performance Appraisals<br />
  85. 85. straight<br /><ul><li>Innovation
  86. 86. Customize
  87. 87. Act quickly
  88. 88. Price
  89. 89. service</li></li></ul><li>weakness<br /><ul><li>Technology proprietary
  90. 90. High dependency</li></li></ul><li>opportunity<br /><ul><li>Prolonged market or extended market
  91. 91. Computer corporation</li></li></ul><li>threats<br />One of the most important threats that Dell has in their external environment is competition. The threat of entry into the low-cost leading segment of the industry is very high. When looking at the fundamentals of what Dell is doing with their operations, it is not something that cannot be mimicked, here lies the threat.<br />
  92. 92. Territory….<br />Segment of the market for which a salesperson is responsible. Territory assignments may be exclusive, meaning no other salesperson can sell in that territory, or nonexclusive. Territories may be defined in terms of geographic or market segments, product or product lines, size of customer or by specific target customers or prospects<br />
  93. 93. The reason for setting up or reviewing sales territories in Dell Company?<br />increase their coverage control the selling expenses specially travel expenses.<br />better evaluation of sales force performance.<br />improve customer relation.<br />Improve sales force effectiveness<br />
  94. 94. The process of designing sale territory?<br />Select control unit<br />Find location and potential customer<br />Decide basic territory<br />
  95. 95. We have two type of decide basic territory?<br />break down method<br />build up method territory.<br />
  96. 96. conclusion<br />We know that Dell has attempt hard to extend its market share and it has been successful in terms of capturing its target and increase its sales by applying and implementing of right decision making and in computer industry we see that it has used online selling by customizing its customer and providing good service by using of special salespeople who also can lead their customer on the phone to help them because they want to lure back their customers the best factor for evaluating the dell company growth, in my point of view is fiscal statement.<br />
  97. 97. Cont….<br />If company performance and productivity be high their profit and revenue which they can gain is higher as a result we can say dell performance has been good and dell company has estimated by 2011 they will increase their revenue up to 20 percent so we can conclude dell has taken the good and right way to boost itself<br />
  98. 98. Recommendation<br /><ul><li>The recommendation would be in line to the integration of the existing culture and the possible actions applicable to the company.
  99. 99. Therefore, there is a need to maintain a selection interview process that is in relevance to the current changes in the job market.
  100. 100. The equal employment opportunity must be reinforce in its implementation</li>

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