Dell pioneered a direct sales model that eliminated retailers. This allowed Dell to customize PCs based on customer orders, maintain low inventory levels, and quickly incorporate new components. Dell also directly partnered with suppliers to gain supply chain efficiencies. However, Dell may need to provide more diverse products and consider indirect sales channels or mediators to supplement its direct model.
Dell has built their business:
- Build-to-order manufacturing
- Mass customization
- Partnerships with suppliers
- Just-in-time components inventories
- Direct sales
- Market segmentation
- Customer service
- Extensive data and information sharing with both supply partners and customers.
Based on:
The McGraw-Hill Companies. (1997). Dell Computer Corporation Online Case. Retrieved 3 6, 2011, from McGraw Hill Higher Education: http://www.mhhe.com/business/management/thompson/11e/case/dell5.html
Dell has built their business:
- Build-to-order manufacturing
- Mass customization
- Partnerships with suppliers
- Just-in-time components inventories
- Direct sales
- Market segmentation
- Customer service
- Extensive data and information sharing with both supply partners and customers.
Based on:
The McGraw-Hill Companies. (1997). Dell Computer Corporation Online Case. Retrieved 3 6, 2011, from McGraw Hill Higher Education: http://www.mhhe.com/business/management/thompson/11e/case/dell5.html
The Design Management elective was one of the highlights of my MBA experience here at Imperial.
Good design = good business. And just like any other business discipline, good design management stems from a systematic, thoughtful and informed approach to design.
For this individual assignment, I chose Dell and I took the role of a design management consultant. I then crafted a strategic plan on how Dell could make a better and more efficient use of design and designers.
Once I identified the Design Management that Dell currently adopts, the strategic plan addressed:
i) how this company can make a (better) strategic use of design, broadly understood in terms of processes, practices, collaborations with design consulting companies etc.;
ii) how design can fit within the company’s existing business model and activities or how the business model needs to be changed accordingly;
iii) how Dell could concretely implement these changes towards a more effective use of design;
iv) how the implementation of the previous changes will help repositioning the company on the market, and what benefits are expected (e.g. in terms of profits, image, reputation, market share, etc.).
Submitted in partial fulfilment of the requirements of the Imperial MBA degree and the Diploma of Imperial College London. I was awarded a Distinction for this Design Management elective.
Cadbury has been around people's life from decades now and it only becomes younger & younger. Be it their Communications, Content Marketing, Advertising or Public Relations, Cadbury seems to excel in everything they do. Here's what we, as students of Symbiosis School of Media & Communication, Bengaluru (Batch 2015-17) think of Cadbury.
*NOTE* This case study has been prepared for internal evaluations and thus references are taken from various case studies, articles, news publications and Cadbury's global website.
The Design Management elective was one of the highlights of my MBA experience here at Imperial.
Good design = good business. And just like any other business discipline, good design management stems from a systematic, thoughtful and informed approach to design.
For this individual assignment, I chose Dell and I took the role of a design management consultant. I then crafted a strategic plan on how Dell could make a better and more efficient use of design and designers.
Once I identified the Design Management that Dell currently adopts, the strategic plan addressed:
i) how this company can make a (better) strategic use of design, broadly understood in terms of processes, practices, collaborations with design consulting companies etc.;
ii) how design can fit within the company’s existing business model and activities or how the business model needs to be changed accordingly;
iii) how Dell could concretely implement these changes towards a more effective use of design;
iv) how the implementation of the previous changes will help repositioning the company on the market, and what benefits are expected (e.g. in terms of profits, image, reputation, market share, etc.).
Submitted in partial fulfilment of the requirements of the Imperial MBA degree and the Diploma of Imperial College London. I was awarded a Distinction for this Design Management elective.
Cadbury has been around people's life from decades now and it only becomes younger & younger. Be it their Communications, Content Marketing, Advertising or Public Relations, Cadbury seems to excel in everything they do. Here's what we, as students of Symbiosis School of Media & Communication, Bengaluru (Batch 2015-17) think of Cadbury.
*NOTE* This case study has been prepared for internal evaluations and thus references are taken from various case studies, articles, news publications and Cadbury's global website.
Unilever - History, Evolution, Present and the FutureGreg Thain
A comprehensive background of Unilever containing its History and Origins, Early Evolution, Modern Business, Global Expansion, Company Structure, Recent Efforts and Company DNA. As one of the chapters of the book FMCG: The Power of Fast-Moving Consumer Goods by authors Greg Thain and John Bradley. For more details on their success story and that of other leading FMCG companies, check www.fmcgbook.com or Amazon http://amzn.to/1jRyd20.
Company : Unilever
International ICT Business - Telkom University 2015
*Dhaifina Idznitia Apriyani Naimi
*Isradila
*Nurul Fithri Sylvani
*Amasel A. Swasono
*Lui Anbar Rhainata
Strategic analysis of unilever (USLP 2012-2013)Roukaya Issaoui
This paper provide a brief analysis of the competitive environment of Unilever then a strategic analysis of Unilever and it’s position in each industry.
Virtual desktop infrastructure (VDI) represents the future of enterprise desktop computing and brings with it the detachment of OSs and applications from physical endpoints—a compelling trend that promises greater flexibility, scalability, cost savings and security benefits. The movement also represents radical, and possibly painful, changes in market dynamics for providers of endpoint hardware, software and services.
Yankee Group analysts Phil Hochmuth and Zeus Kerravala dissect the future of VDI and discuss what the technology has to offer enterprises today.
Windows 7 desktop virtualization will help to usher in a new era of PC computing. Learn how RingCube vDesk is making IT and employees happier and more productive especially when mobile and remote.
In complex enterprise environments standards to keep databases running at peak performance fall short, especially when multiple types of databases are present. Greg Keller, chief evangelist for DatabaseGear Products at Embarcadero Technologies explains why database performance is important to the business, and describes new solutions that keep data environments running at peak performance.
Optimizing Your Database Performance | Embarcadero TechnologiesMichael Findling
In complex enterprise environments standards to keep databases running at peak performance fall short, especially when multiple types of databases are present. Greg Keller, chief evangelist for DatabaseGear Products at Embarcadero Technologies explains why database performance is important to the business, and describes new solutions that keep data environments running at peak performance.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
4. Improves the organization by focusing on
Improving Needs of the customer
Empowering employees
Optimizing existing activities in the
process.
IMS-DAVV-MBA FT
5. OE'S main objective is to reduce operation cost
and wastes, without affecting quality, time
delivery and cost of products and services one
has to offer.
IMS-DAVV-MBA FT
6. Operational Excellence stresses the need to
continually improve by promoting a stronger
teamwork atmosphere.
Safety and quality improvements for employees and
customers lead towards becoming a better enterprise.
IMS-DAVV-MBA FT
8. An American multinational computer technology
corporation based in 1 Dell Way, Round
Rock, Texas, United States.
Develops, sells and supports computers and related
products and services
Named on its founder Michael Dell
Third largest PC Maker in the world, after HP and
Lenovo
41st on Fortune 500 List™.
IMS-DAVV-MBA FT
9. Traditional Operating Cycle
Assembly of PC by Service and support
PC Makers (to Fill activities Provided
Manufactured Manufactured Purchase By PC
order from Suppliers to PC Users by
of PC’s Component of PC’s Component
and Keep Users reseller (or some PC
By Suppliers By Suppliers
distribution Channel Makers – IBM to PC
stock) users
OPERATIONAL CYCLE AT DELL
Service and Support
Customized Assembly
activities Provided to
Manufactured of PC’s By PC
PC Users either by
of PC’s Component Makers as Orders Purchase By PC user
PC Makers (via
By Suppliers from PC Buyers come
Telephone, fax, Email
in
) etc
IMS-DAVV-MBA FT
11. Dell basically builds
computers to fulfill
orders, rather than
keeping it for inventory
This reduces inventory
costs
IMS-DAVV-MBA FT
12. An order is highly customizable at
Dell
Because of this, the customer has a
large variety of product to choose
from.
Therefore a customer may get the
closest alternative for his demand
IMS-DAVV-MBA FT
13. Dell directly partnered with its main suppliers
Prominent advantages like
◦ Enhanced Branding
◦ Getting volume of Components needed for supply
◦ Developing the brand DELL as an industrial
standard, so as to have its own engineers to assist
its customers
IMS-DAVV-MBA FT
14. Dell's just-in-time inventory emphasis yielded major cost
advantages and shortened the time it took for Dell to get new
generations of its computer models into the marketplace.
New advances were coming sofas in certain computer parts
and components (particularly microprocessors, disk
drives, and modems) that any given item in inventory was
obsolete in a matter of months, sometimes quicker. Having a
couple of months of component inventories meant getting
caught in the transition from one generation of components to
the next. Moreover, there were rapid-fire reductions in the
prices of components —most recently, component prices had
been falling as much as 50 percent annually (an average of 1
percent a week).
IMS-DAVV-MBA FT
15. Selling direct to customers gave Dell first hand intelligence
about customer’s preferences and needs, as well as
immediate feedback on design problems and quality
glitches. Management believed
Dell's ability to respond quickly gave it a significant
advantage over rivals, particularly over PC makers in Asia,
that made large production runs and sold standardized
products through retail channels.
Dell saw its direct sales approach as a totally customer-
driven system that allowed quick transitions to new
generations of components and PC models.
IMS-DAVV-MBA FT
16. Online Integration with both be supply
partners
Use of Real-Time, Online transaction
processing systems to minimize operational
and inventory costs.
Customer Support and Problem Solving using
DELL’s online support system
IMS-DAVV-MBA FT
17. Accurate Sales Forecasts
Direct contact with Institutional Customers
Predicting accurate level of sales in advance about
directly connected customers.
IMS-DAVV-MBA FT
18. The company talked to its customers frequently about
"relevant technology”
Dell Selects Silicon Valley to Open Research and
Development Center
Dell improved efficiency using inputs from its
Bangalore research centre
IMS-DAVV-MBA FT
19. For fiscal 2007, Dell spent $498 million, or 0.9
percent of revenue, on R&D.
For fiscal 2008, Dell spent $610 million, or 1
percent of revenue, on R&D
For fiscal 2009, Dell’s R&D spending was $665
million, or 1.1 percent of revenue.
For fiscal 2010, R&D spending was $624 million,
or 1.2 percent of revenue.
For the year ending 2011, Dell reported R&D
spending of $661 million, or 1 percent of revenue.
IMS-DAVV-MBA FT
20. Fiscal R & D Expenditure
(in million dollars)
2007 498
Expenditure
2008 610
2009 665 700
2010 624 600
2011 661 500
400
300 Series 1
200
100
0
2007 2008 2009 2010 2011
IMS-DAVV-MBA FT
21. Through listening, Dell learned that customers want
the power to do more with technology.
Dell's Next Step: The Social Media Listening
Command Center
IMS-DAVV-MBA FT
22. Build a strong foundation on agile IT
with virtualization
Data Center Virtualization
The benefit of data center virtualization
IMS-DAVV-MBA FT
23. Dell Knows Dell PCs
Dell Saves You Time
Dell Can Save You Money
Dell Keeps You Protected from Accidents
Dell Protects Most Everything
IMS-DAVV-MBA FT
24. As dell is the fast seller but needs to work on
green technology
Dell by removing the mediators growing very
fast pace but sometimes the indirect contact is
necessary
It should provide more diverse products
IMS-DAVV-MBA FT
Dell built its computers, workstations and servers to order, none were produced for inventory. Dell customers could order custom built server and workstation based on their needs of their applications.This sell-direct strategy meant that Dell had no in-house stock of finished goods inventories and that unlike competitor using traditional value of chain model, it didn’t have to wait for resellers to clear out their own inventories before it could push new models into market
Dell believed it made much better sense for Dell Computer to partner with reputable suppliers of PC parts and components rather than to integrate backward and get into parts and component manufacturing on its own. The advantages:Using name-brand component enhanced the quality and performance of Dell PC’s.Getting the volume of components it needed the overall market supply.It feasible to have some of supplier engineers assigned to Dell product design team and for them to be treated as part of Dell.Dell’s long-run commitment to its suppliers laid the basis for just-in-time delivery suppliers product to Dell assembly in Texas, Ireland, Penang.
Dell was using technology and information-sharing with both supply partners and customers to blur the traditional arm's-length boundaries in the supplier- manufacturer-customer value chain that characterized Dell's earlier business model and other direct-sell competitors. Michael Dell referred to this feature of Dell's strategy as "virtual integration."16 On-line communications technology made it easy for Dell to communicate inventory levels and replenishment needs to vendors daily or even hourly. A number of Dell's corporate accounts were large enough to justify dedicated on-site teams of Dell employees. Customers usually welcomed such teams, preferring to focus their time and energy on the core business rather than being distracted by PC purchasing and servicing issues. Dell gave its large customers access to Dell's own on-line internal technical support tools, allowing them to go to www.dell.com, enter some information about their system, and gain immediate access to the same database and problem-solving information that Dell's support personnel used to assist call-in customers. This tool was particularly useful tithe internal help-desk groups at large companies
Management believed that accurate sales forecasts were key to keeping costs down and minimizing inventories, given the complexity and diversity of the company's product line. Because Dell worked diligently to maintain a close relationship with its large corporate and institutional customers, and because it sold direct to small Customers via telephone and the Internet, it was possible for the company to keep a finger on the pulse of demand—what was selling and what was not. Moreover, the company's market segmentation strategy paved the way for in-depth understanding of its customers' evolving requirements and expectations. Having credible real-time information about what customers were actually buying and having first hand knowledge of large customers' buying intentions gave Dell strong capability to forecast demand.