Dell is an industry leader in direct sales of personal computers that was started in 1984. As a strategic buyer, Dell looks to acquire companies that create synergies with its existing business model of direct sales and customization. Dell's success is based on competitive advantages like reduced prices through inventory management, total customization, and strong customer communication. It uses a direct sales model where it manufactures custom computers based on customer orders and handles its own logistics and supply chain. While acquisitions provide benefits like overcoming barriers or gaining assets, they also carry risks of not achieving synergies, integration challenges, and potentially overpaying. Consumer behavior studies are important for Dell's direct sales model to understand customer needs.

1. STRATEGIC
ACQUISITION AND
CUSTOMER PERCEPTION
PRESENTED BY
BIJAYA KUMAR MISRA

2. OUTLINE
• Introduction
• Special feature
• Success model of dell
• The Dell direct model
• Integration of internet
• Pros and cons of acquisition
• Consumer aspect
• Insight
• Reference

3. INTRODUCTION-STRATEGIC BUYER
• A type of buyer in an acquisition that has a specific reason for wanting to purchase the company.
• Strategic buyers look for companies that will create a synergy with their existing businesses.
• Because strategic buyers may actually get more value out of an acquisition than the intrinsic
value of the company being acquired, strategic buyers will usually be willing to pay a premium
price in order to have the deal go through.
• Strategic buyers can come in many forms. A strategic buyer could be a competitor or a company
in the same industry that wants to move into a new region. Purchasing an existing company in a
new region may be more cost effective than starting new operations themselves.
• Another possibility could be a company in an unrelated business, seeing that the company being
acquired has strengths that could help their existing business. An example of this is DELL

4. INTRODUCTION
• Dell is the industry leader in direct sale of personal computers to consumers.
• Started by Michael Dell in his dorm room at the University of Texas in 1984 with $1000.
• Since its start Dell has looked to over simplify its business for its customers. Offering a huge range of products and
services, which can all be accessed by the consumers from home or from the office very easily.
• Its famous for the uniqueness in supply chain and customer value addition.

5. SPECIAL FEATURE
Reduced price(inventory
management)
Total customization of their personal
computers
Higher level of communication
between customer and company.(good
after sales service)

6. SUCCESS MODEL OF DELL
Competitive
advantage
Value
addition
leads to
value
creation
Sustainable
business

7. Component
manufacturer
DELL Comp
Corp
Distributor
Final
customer
Components
Order
Product

9. Customer
Local Suppliers
Dell Factory
Revolvers
(SLCs)
Suppliers
Delivery
Supplier Owned Dell Owned
supplier
logistics
centers

10. PROS AND CONS OF ACQUISITION
Advantage Limitation
• To overcome entry barrier
• To increase entry speed
• To acquire intangible asset-service
many times
• To avoid uncertainty and risk of internal
development
• Synergies do not really exist
• Difficult to integrate companies
• Became highly leveraged
• Overpaying for acquired firm

11. HOW DANGEROUS IT MAY BE!!!!!!
• Most mergers fail!!!
• Over half (forves.com)
• 50%-80%(CBS NEWS)
• 70%-90%(HBR)
• Up to 90%(BRE)

12. CONSUMER ASPECT-BEHAVIOURIAL STUDY

14. INSIGHT

15. REFERENCE
• http://www.investopedia.com/terms/s/strategic-buyer.asp
• https://www.coursera.org/learn/uva-darden-business-growth-
strategy/lecture/RIsCj/pros-and-cons-of-acquisitions
• EBSCO host
• CHAPTER-45_DELL-NEW HORIZON
• SHUTTERSTOCK
• COURSERA

16. THANK YOU