PGDM- Final Year Project

1. FINAL SEMESTER PROJECT

2. INTRODUCTION
 HP maintained its leadership
with a market share of
31.6%
 Dell took the second slot
with a 23.7%
 Lenovo, on the other hand,
retained the third slot with a
market share of 18.0%

3. INDUSTRY OVERVIEW
 The global information
technology industry is on
pace to reach $5 trillion in
2019
 United States is the largest
tech market in the world,
representing 31% of the total
 approximately 55 per cent
market share of the US$
185-190 billion global
services

4. INFORMATION TEACHNOLOGY INDUSTRY IN
INDIA

5. PORTER’S FIVE FORCES MODEL ANALYSIS OF THE
INDIAN IT INDUSTRY
 Existing competition comes
from both domestic players
and international players.
 Bargaining power for
suppliers is very low and
since high-standardization
exists.
 There is little threat of new
entrants.
 Availability Of Substitutes

6.  Founded in 1984 by Michael Dell
 PRODUCTS
 •Desktop computers
 •Notebook computers
 •Network servers
 •Workstations
 •Netbooks
 •Scanners
 •Pen Drives
 DELL's concept is that by selling
computer systems directly to
customers will help to understand
their needs better.
 Strategy contains direct customers
model with new distribution
channels .
DELL

7. DELL SWOT ANALYSIS
STRENGTHS
•Brand name
•Product customization
•Environmental record
•Competency in mergers and
acquisitions
•Direct selling business model
WEAKNESSES
•Commodity products
•Poor customer services
•Low investments in R&D
•Weak patent portfolio
•Too few retail locations
•Low differentiation
OPPORTUNITIES
•Expand services and enterprise
solutions divisions
•Obtain more patents through
acquisitions
•Tablet market growth
THREATS
•Growing demand for
Smartphone’s and tablets
•Profit margin decline on hardware
products
•Slowing growth rate of the laptops
market
•Intense competition

8. COMPETITOR ANALYSIS

9. DELL LAPTOP’S SEGMENTATION, TARGETING
AND POSITIONING

10. PRODUCT LIFE CYCLE OF DELL LAPTOP

11. SUPPLY CHAIN INTEGRATION STRATEGY

12. DELL AND DIRECT SALES

13.  Dells brand strategy is 100
percent customer-centric
 Dell has a formal integration
program and a marketing
playbook
 Developed a set of brand
standards to clearly guide
the new identity Branding
Strategy
 “The power to do more”
campaign increased overall
brand health
 Implementing a Social
Media Listening Command
to enhance brand experience
BRANDING STRATEGY

14. CONCLUSION
 Dell had successfully managed to maintain its integrity and brand
equity as a provider of quality solutions at reasonable prices.
 Golden Rules of DELL:
 Disdain inventory
 Always listen to the customer
 Never sell indirect
 The convergence of entertainment and computing or birth of
“digital home” should only help Dell.

15. THANK
YOU