Intel has been the dominant force in computer chip manufacturing for over 40 years. They strive for innovation and have pushed processor capabilities, though there is room for improvement in backwards compatibility and price-performance ratio. While Intel faces competition from AMD, their greatest strength is the large capital required to enter the CPU market as a new competitor. To improve its market share, Intel should focus on backwards compatibility to reduce upgrade costs for consumers and increase its competitiveness in international emerging markets.
Software development for the diversification of Nigeria EcomonyPatrick Ogbuitepu
The sole existence and survival of mankind till date has been based on our unique ability to adapt to constant change. Thousands of years ago, our ancestors survived changing climatic conditions by creating clothing & shelter to protect their bodies & thus was the rise of invention, which led to the creation of societies & economies.
In our life time, we have seen how the world has constantly changed. Not too long ago, photographic film manufacturers and film developers played vital roles in photography but this is no longer true with widespread availability of digital cameras, old job roles have been replaced by new job roles such as digital photo album software developer and cloud storage software developer etc.
Likewise more industries and job roles will continue to be replaced, and it’s upon us as a nation to decide whether we want our children to enjoy the economic benefits of being part of a global workforce or suffer the challenges that would be faced as more jobs continue to disappear & economic earnings decline.
Dell needs to align its identity as a technology-focused company with its image as seen by constituencies like Sony, who criticize Dell's lack of spending on research. While email communication allows subordinates to connect with management, overreliance on technology risks discouraging personal relationships. Dell can improve communication by strengthening its mission through marketing and increasing face-to-face interactions to engage employees.
This document discusses how small and medium enterprises (SMEs) in developing countries can benefit from electronic commerce (e-commerce). It notes that while ICT has transformed business globally, SMEs in developing countries face obstacles to adopting e-commerce like higher costs and language barriers. The document aims to provide guidance for helping SMEs in developing countries become "e-ready" and able to take advantage of opportunities through e-commerce, such as reduced transaction costs. It reviews literature on e-commerce adoption by SMEs and developing countries, noting most studies have focused on developed nations.
The document discusses Michael Dell's view that competitors see customers as dealers rather than valuing them. It highlights Dell's customer-centric approach of seeing customers as the priority rather than dealers.
The document discusses the informational needs of organizations in an information society. It describes how organizations must adapt to constant innovation, global competition, and a highly dynamic information environment. It also discusses how organizations can use information systems to facilitate knowledge work, continuous innovation, internal renewal, and protection from information overload through targeted information acquisition and filtering.
Michael Dell founded Dell Computer Corporation in 1984 with a direct sales model that focused on selling computers directly to customers rather than through dealers. Dell believed the customer, not the dealer, should be the priority. The direct sales model helped Dell lower costs and better understand customer needs. Within a few decades, Dell became the largest PC vendor in the world due to its focus on direct customer relationships and building computers customized to each customer's specifications.
Dell was founded in 1984 by Michael Dell when he was 18 years old. Dell initially sold personal computers directly to customers, eliminating markups from retailers. This allowed Dell to reduce costs and risks from large inventories. By 1999, Dell had become the largest online retailer.
Michael Dell remains the CEO and Chairman. Dell operates manufacturing facilities around the world and divides its business into the Americas, Europe, and Asia-Pacific regions. Dell faces competition from HP, IBM, Gateway, and Apple but has maintained leadership in market share and profitability through its direct sales model and supply chain management.
Intel has been the dominant force in computer chip manufacturing for over 40 years. They strive for innovation and have pushed processor capabilities, though there is room for improvement in backwards compatibility and price-performance ratio. While Intel faces competition from AMD, their greatest strength is the large capital required to enter the CPU market as a new competitor. To improve its market share, Intel should focus on backwards compatibility to reduce upgrade costs for consumers and increase its competitiveness in international emerging markets.
Software development for the diversification of Nigeria EcomonyPatrick Ogbuitepu
The sole existence and survival of mankind till date has been based on our unique ability to adapt to constant change. Thousands of years ago, our ancestors survived changing climatic conditions by creating clothing & shelter to protect their bodies & thus was the rise of invention, which led to the creation of societies & economies.
In our life time, we have seen how the world has constantly changed. Not too long ago, photographic film manufacturers and film developers played vital roles in photography but this is no longer true with widespread availability of digital cameras, old job roles have been replaced by new job roles such as digital photo album software developer and cloud storage software developer etc.
Likewise more industries and job roles will continue to be replaced, and it’s upon us as a nation to decide whether we want our children to enjoy the economic benefits of being part of a global workforce or suffer the challenges that would be faced as more jobs continue to disappear & economic earnings decline.
Dell needs to align its identity as a technology-focused company with its image as seen by constituencies like Sony, who criticize Dell's lack of spending on research. While email communication allows subordinates to connect with management, overreliance on technology risks discouraging personal relationships. Dell can improve communication by strengthening its mission through marketing and increasing face-to-face interactions to engage employees.
This document discusses how small and medium enterprises (SMEs) in developing countries can benefit from electronic commerce (e-commerce). It notes that while ICT has transformed business globally, SMEs in developing countries face obstacles to adopting e-commerce like higher costs and language barriers. The document aims to provide guidance for helping SMEs in developing countries become "e-ready" and able to take advantage of opportunities through e-commerce, such as reduced transaction costs. It reviews literature on e-commerce adoption by SMEs and developing countries, noting most studies have focused on developed nations.
The document discusses Michael Dell's view that competitors see customers as dealers rather than valuing them. It highlights Dell's customer-centric approach of seeing customers as the priority rather than dealers.
The document discusses the informational needs of organizations in an information society. It describes how organizations must adapt to constant innovation, global competition, and a highly dynamic information environment. It also discusses how organizations can use information systems to facilitate knowledge work, continuous innovation, internal renewal, and protection from information overload through targeted information acquisition and filtering.
Michael Dell founded Dell Computer Corporation in 1984 with a direct sales model that focused on selling computers directly to customers rather than through dealers. Dell believed the customer, not the dealer, should be the priority. The direct sales model helped Dell lower costs and better understand customer needs. Within a few decades, Dell became the largest PC vendor in the world due to its focus on direct customer relationships and building computers customized to each customer's specifications.
Dell was founded in 1984 by Michael Dell when he was 18 years old. Dell initially sold personal computers directly to customers, eliminating markups from retailers. This allowed Dell to reduce costs and risks from large inventories. By 1999, Dell had become the largest online retailer.
Michael Dell remains the CEO and Chairman. Dell operates manufacturing facilities around the world and divides its business into the Americas, Europe, and Asia-Pacific regions. Dell faces competition from HP, IBM, Gateway, and Apple but has maintained leadership in market share and profitability through its direct sales model and supply chain management.
Dell is the world's leading computer systems company. They design, build and customize products and services to satisfy customer requirements across business and consumer markets. Dell has experienced significant growth over the past 18 years, growing revenue from less than $1 billion in 1992 to over $31 billion in 2002. Dell commands 15% of the worldwide PC market and has over 35,000 employees. Dell attributes its success to its unique low-cost business model, direct sales approach, and collaborative R&D.
This document summarizes Dell's rise and fall in the PC market and proposes strategies for Dell to appeal to environmentally-conscious millennials. It notes that Dell was the #1 PC maker from 1999-2005 but dropped to #5 by 2012 due to quality issues, outsourcing of customer service, and lack of innovation. The document suggests Dell position itself as a socially and environmentally responsible brand through products like the Dell Solstice tablet made of biodegradable materials. It proposes programs like Dell Shells and computer donations/tracking to motivate consumers and build the brand with millennials.
Group 4 presented on changing business models at Dell. The document discussed Dell's origins starting as a dorm room business and its transition to a direct sales model. It then summarized Dell's growth in the 1990s and 2000s, attributed to its efficient direct model and early adoption of e-commerce. However, the PC market began shrinking in the late 2000s. The document analyzed Dell's transition to a hybrid direct/indirect model starting in 2007 to address a maturing market. It compared the benefits of Dell's original direct model versus the new hybrid approach.
Dell is the third largest personal computer vendor globally and largest shipper of PC monitors. Its vision is to deliver the best customer experience and highest quality to become the most successful computer company. Dell's mission is to meet customer expectations through excellent customer satisfaction. The document discusses Dell's strategy of build-to-order manufacturing, mass customization, and direct sales model. It notes Dell and other US PC makers now struggle with falling prices and international competition. The document provides links to Dell's laptop category pages on their website.
Michael Dell founded Dell Computer Corporation in 1984 at age 19 after starting his first business venture selling computer parts at age 12. He grew Dell into the #1 personal computer company in the US and largest worldwide PC market share by focusing on direct sales and customization. Dell demonstrated visionary leadership through internal drive and ability to learn from mistakes. He stepped down as CEO in 2004 but remained as chairman. Dell received several awards for his entrepreneurship and established a philanthropic foundation with his wife.
The need for IT to get in front of the BYOD (Bring Your Own Device) problemIron Mountain
This document discusses the growing trend of BYOD (Bring Your Own Device) in organizations and the challenges it poses for IT departments. Some key points:
- Nearly 3 out of 5 organizations see BYOD as a problem currently and expect it to become more serious as the trend grows.
- While BYOD can potentially reduce costs and improve employee morale, it also significantly increases risks around device support, content management, network security, and corporate governance compliance.
- With the variety of personal devices and lack of IT control, supporting and securing content on BYOD devices is much more difficult than on company-owned devices.
Dell Inc. is a global technology company that designs, develops, manufactures, and distributes computer systems. It has a diverse customer base that includes individuals, small and medium businesses, large enterprises, and governments. Dell pioneered direct sales online and was quick to adopt e-commerce processes, allowing it to automate operations and achieve $1 million in online sales by 1997. The company aims to globalize through e-business and targets 20% of the Asian market. Dell utilizes a build-to-order model and focuses on customer service, tailoring manufacturing to needs, and relationships with suppliers.
The document discusses trends in global outsourcing and offshoring of jobs by multinational corporations (MNCs). It notes that between 1999 and 2009, the number of US workers employed by MNCs grew by 864,600 while the number of workers employed abroad grew by over 2.9 million. Additionally, it states that 35 of the largest US MNCs added jobs overseas faster than domestic jobs over the past two years, with nearly three-fourths of new jobs being located overseas. The document questions how MNCs' global infrastructures have evolved and some common challenges they face with fragmented processes and reporting across subsidiaries.
This report discusses the rise of tablets and their role in converging smartphones and PCs. Tablets are bringing together previously separate industries like mobile operating systems. The report examines the landscape of mobile operating systems and their developers. It also discusses the importance of ecosystems like app stores and content/commerce portals in supporting devices. The report presents forecasts for tablet and device growth under different scenarios, including the potential for "creation tablets" that could cannibalize PCs or lead to a larger market. It argues connectivity between devices will be important and drive further convergence in the consumer electronics industry.
The GLOBAL marketplace - Has YOUR global infra-structure evolved?Matt Elpers
The document discusses trends in global outsourcing and offshoring of jobs by multinational corporations (MNCs). It notes that between 1999 and 2009, the number of US workers employed by MNCs grew by 864,600 while the number of workers employed abroad grew by over 2.9 million. Additionally, it states that 35 of the largest US MNCs added jobs overseas faster than domestic jobs over the past two years, with nearly three-fourths of new jobs being located overseas. The document questions how MNCs' global infrastructures have evolved and some common challenges they face with fragmented processes and reporting across subsidiaries abroad.
Intel was considering locations for a new assembly and test plant and evaluated China, India, Vietnam, and other countries. Key criteria included infrastructure costs, transportation, policies, and workforce. China was a major market but concerns included intellectual property protection. India had a growing economy but lacked semiconductor policies. Vietnam had rapid GDP growth and lower wages than China. In the end, Intel selected Ho Chi Minh City, Vietnam as the site based on its overall advantages.
Colorado has a large and growing technology industry sector that employs over 141,000 workers directly and 95,320 workers in IT occupations across all industries. The technology industry contributes $49.6 billion annually to Colorado's economy and the state has over 10,100 technology companies, most of which are small and medium-sized businesses. Colorado aims to become a premier location for the technology industry through business-friendly policies, investing in education and workforce training, and cultivating innovation.
Dell Inc. is a multinational computer technology company based in Texas that develops, sells, repairs and supports computers and related products. Founded by Michael Dell in 1984, Dell pioneered the direct sales model of manufacturing computers based on customer orders to reduce costs. Dell grew to become the largest PC supplier through its low-cost advantages and high customer satisfaction. It focuses on cloud, big data, mobility and providing innovative, customized products and services while maintaining financial stability and environmental responsibility.
In the global business, there are producers as product sellers and consumers as product purchasers. These two people are interdependent; the business does not exist or successful if there is no one between them. Producers require consumers to purchase products to sell, so consumers require producers to satisfy their needs. Manufacturers sell goods at a market place, and when consumers want to buy their needs, they go to the market place. These have occurred hundreds or even thousands of years since the starting of business when technology not yet improved. When technology improved, affects the development business system. Currently, information technology is advancing very fast so that it is difficult to avoid it’s development. The advancement of information technology not only assist people’s life to become better every day but also support the global business.
RELEVANCE OF COMPUTER APPRECIATION/ICT TO THE CURRICULUM OF CERTIFICATE IN AU...Muhammad Muhammad Suleiman
Being A Text of Paper To Be Presented At Its 4-Days Final Phase of ASW Curriculum Review and Adaptation Meeting Held At Tahir Guest Palace, Kano, Organized By Society For Family Health, Between 27th To 30th April 2021
AN EXPERT GAMIFICATION SYSTEM FOR VIRTUAL AND CROSS-CULTURAL SOFTWARE TEAMScsandit
This document proposes an expert gamification system (EGS) to provide guidelines for implementing gamification in virtual and cross-cultural software teams (VCCST). The EGS would extend an expert system to include gamification tools, a cultural data database using Hofstede's cultural dimensions, and an expert knowledge source on psychological factors like flow theory. It describes how the EGS would analyze cultural data and project inputs to determine appropriate game mechanics, activities, and flow detection methods to help resolve issues in VCCST stemming from cultural conflicts. Tables provide examples of matching game elements and activities to cultural dimensions, as well as sample project data for the EGS.
APPLICATION BASED SMART OPTIMIZED KEYBOARD FOR MOBILE APPScsandit
Mobile applications are becoming an emerging property in today’s world. Delivering high quality mobile applications by improving the quality of the user interface is a definitive guide in building successful mobile applications and will have a significant increase in the market for that application. This paper addresses some issues related to mobile user interface, current input system and user dictionary. After analysing these issues we have proposed a new system by making some improvements to the current input system and user dictionary. In order to improve the current system, we have taken some issues related to one of the most widely used data entry methods ‘Keyboard’ and proposed some improvements by introducing Smart Optimized Keyboard (STOKE). We have provided the results, which include performance, reduction in number of keystrokes, and screen space. This describes the significant change after adopting the proposed keyboard. In the end, we have proposed an optimized way of building up
the user dictionary, which assists the user in inserting the input very easily, rapidly and effectively. In a combine, these two will help in providing the best user experience to the users.
Dissertation report on Industry analysis on Electronic industry with special ...Hridoy Deb
I have completed this research project "Dissertation report on Industry analysis on Electronic industry with special focus on Asustek Computer Inc and Lenovo Group Ltd." for the partial fulfillment of the requirement for the award of Master's in Business Administration.
The book discusses Warren Buffett's approach to analyzing companies using financial statements. Buffett looks for companies with durable competitive advantages, such as unique products or low costs, that allow high returns on revenue of over 20%. He favors those with consistent earnings, low expenses for research, depreciation and interest, and strong liquidity with little debt. By identifying firms with these characteristics in their financial statements, Buffett has been able to achieve remarkable investment returns over decades.
The human brain is far more complex than previously understood. Recent discoveries show we have two brains - the left side deals with logic, language, and analysis while the right deals with imagery, creativity, and pattern recognition. Developing both sides synergistically improves overall mental performance. Historical examples show many great thinkers used both sides of their brains. The potential of the human brain is greater than typically realized, and with the right nurturing, dormant abilities can flourish. Developing both logical and intuitive thought using techniques in the book can help unlock our full potential.
Dell is the world's leading computer systems company. They design, build and customize products and services to satisfy customer requirements across business and consumer markets. Dell has experienced significant growth over the past 18 years, growing revenue from less than $1 billion in 1992 to over $31 billion in 2002. Dell commands 15% of the worldwide PC market and has over 35,000 employees. Dell attributes its success to its unique low-cost business model, direct sales approach, and collaborative R&D.
This document summarizes Dell's rise and fall in the PC market and proposes strategies for Dell to appeal to environmentally-conscious millennials. It notes that Dell was the #1 PC maker from 1999-2005 but dropped to #5 by 2012 due to quality issues, outsourcing of customer service, and lack of innovation. The document suggests Dell position itself as a socially and environmentally responsible brand through products like the Dell Solstice tablet made of biodegradable materials. It proposes programs like Dell Shells and computer donations/tracking to motivate consumers and build the brand with millennials.
Group 4 presented on changing business models at Dell. The document discussed Dell's origins starting as a dorm room business and its transition to a direct sales model. It then summarized Dell's growth in the 1990s and 2000s, attributed to its efficient direct model and early adoption of e-commerce. However, the PC market began shrinking in the late 2000s. The document analyzed Dell's transition to a hybrid direct/indirect model starting in 2007 to address a maturing market. It compared the benefits of Dell's original direct model versus the new hybrid approach.
Dell is the third largest personal computer vendor globally and largest shipper of PC monitors. Its vision is to deliver the best customer experience and highest quality to become the most successful computer company. Dell's mission is to meet customer expectations through excellent customer satisfaction. The document discusses Dell's strategy of build-to-order manufacturing, mass customization, and direct sales model. It notes Dell and other US PC makers now struggle with falling prices and international competition. The document provides links to Dell's laptop category pages on their website.
Michael Dell founded Dell Computer Corporation in 1984 at age 19 after starting his first business venture selling computer parts at age 12. He grew Dell into the #1 personal computer company in the US and largest worldwide PC market share by focusing on direct sales and customization. Dell demonstrated visionary leadership through internal drive and ability to learn from mistakes. He stepped down as CEO in 2004 but remained as chairman. Dell received several awards for his entrepreneurship and established a philanthropic foundation with his wife.
The need for IT to get in front of the BYOD (Bring Your Own Device) problemIron Mountain
This document discusses the growing trend of BYOD (Bring Your Own Device) in organizations and the challenges it poses for IT departments. Some key points:
- Nearly 3 out of 5 organizations see BYOD as a problem currently and expect it to become more serious as the trend grows.
- While BYOD can potentially reduce costs and improve employee morale, it also significantly increases risks around device support, content management, network security, and corporate governance compliance.
- With the variety of personal devices and lack of IT control, supporting and securing content on BYOD devices is much more difficult than on company-owned devices.
Dell Inc. is a global technology company that designs, develops, manufactures, and distributes computer systems. It has a diverse customer base that includes individuals, small and medium businesses, large enterprises, and governments. Dell pioneered direct sales online and was quick to adopt e-commerce processes, allowing it to automate operations and achieve $1 million in online sales by 1997. The company aims to globalize through e-business and targets 20% of the Asian market. Dell utilizes a build-to-order model and focuses on customer service, tailoring manufacturing to needs, and relationships with suppliers.
The document discusses trends in global outsourcing and offshoring of jobs by multinational corporations (MNCs). It notes that between 1999 and 2009, the number of US workers employed by MNCs grew by 864,600 while the number of workers employed abroad grew by over 2.9 million. Additionally, it states that 35 of the largest US MNCs added jobs overseas faster than domestic jobs over the past two years, with nearly three-fourths of new jobs being located overseas. The document questions how MNCs' global infrastructures have evolved and some common challenges they face with fragmented processes and reporting across subsidiaries.
This report discusses the rise of tablets and their role in converging smartphones and PCs. Tablets are bringing together previously separate industries like mobile operating systems. The report examines the landscape of mobile operating systems and their developers. It also discusses the importance of ecosystems like app stores and content/commerce portals in supporting devices. The report presents forecasts for tablet and device growth under different scenarios, including the potential for "creation tablets" that could cannibalize PCs or lead to a larger market. It argues connectivity between devices will be important and drive further convergence in the consumer electronics industry.
The GLOBAL marketplace - Has YOUR global infra-structure evolved?Matt Elpers
The document discusses trends in global outsourcing and offshoring of jobs by multinational corporations (MNCs). It notes that between 1999 and 2009, the number of US workers employed by MNCs grew by 864,600 while the number of workers employed abroad grew by over 2.9 million. Additionally, it states that 35 of the largest US MNCs added jobs overseas faster than domestic jobs over the past two years, with nearly three-fourths of new jobs being located overseas. The document questions how MNCs' global infrastructures have evolved and some common challenges they face with fragmented processes and reporting across subsidiaries abroad.
Intel was considering locations for a new assembly and test plant and evaluated China, India, Vietnam, and other countries. Key criteria included infrastructure costs, transportation, policies, and workforce. China was a major market but concerns included intellectual property protection. India had a growing economy but lacked semiconductor policies. Vietnam had rapid GDP growth and lower wages than China. In the end, Intel selected Ho Chi Minh City, Vietnam as the site based on its overall advantages.
Colorado has a large and growing technology industry sector that employs over 141,000 workers directly and 95,320 workers in IT occupations across all industries. The technology industry contributes $49.6 billion annually to Colorado's economy and the state has over 10,100 technology companies, most of which are small and medium-sized businesses. Colorado aims to become a premier location for the technology industry through business-friendly policies, investing in education and workforce training, and cultivating innovation.
Dell Inc. is a multinational computer technology company based in Texas that develops, sells, repairs and supports computers and related products. Founded by Michael Dell in 1984, Dell pioneered the direct sales model of manufacturing computers based on customer orders to reduce costs. Dell grew to become the largest PC supplier through its low-cost advantages and high customer satisfaction. It focuses on cloud, big data, mobility and providing innovative, customized products and services while maintaining financial stability and environmental responsibility.
In the global business, there are producers as product sellers and consumers as product purchasers. These two people are interdependent; the business does not exist or successful if there is no one between them. Producers require consumers to purchase products to sell, so consumers require producers to satisfy their needs. Manufacturers sell goods at a market place, and when consumers want to buy their needs, they go to the market place. These have occurred hundreds or even thousands of years since the starting of business when technology not yet improved. When technology improved, affects the development business system. Currently, information technology is advancing very fast so that it is difficult to avoid it’s development. The advancement of information technology not only assist people’s life to become better every day but also support the global business.
RELEVANCE OF COMPUTER APPRECIATION/ICT TO THE CURRICULUM OF CERTIFICATE IN AU...Muhammad Muhammad Suleiman
Being A Text of Paper To Be Presented At Its 4-Days Final Phase of ASW Curriculum Review and Adaptation Meeting Held At Tahir Guest Palace, Kano, Organized By Society For Family Health, Between 27th To 30th April 2021
AN EXPERT GAMIFICATION SYSTEM FOR VIRTUAL AND CROSS-CULTURAL SOFTWARE TEAMScsandit
This document proposes an expert gamification system (EGS) to provide guidelines for implementing gamification in virtual and cross-cultural software teams (VCCST). The EGS would extend an expert system to include gamification tools, a cultural data database using Hofstede's cultural dimensions, and an expert knowledge source on psychological factors like flow theory. It describes how the EGS would analyze cultural data and project inputs to determine appropriate game mechanics, activities, and flow detection methods to help resolve issues in VCCST stemming from cultural conflicts. Tables provide examples of matching game elements and activities to cultural dimensions, as well as sample project data for the EGS.
APPLICATION BASED SMART OPTIMIZED KEYBOARD FOR MOBILE APPScsandit
Mobile applications are becoming an emerging property in today’s world. Delivering high quality mobile applications by improving the quality of the user interface is a definitive guide in building successful mobile applications and will have a significant increase in the market for that application. This paper addresses some issues related to mobile user interface, current input system and user dictionary. After analysing these issues we have proposed a new system by making some improvements to the current input system and user dictionary. In order to improve the current system, we have taken some issues related to one of the most widely used data entry methods ‘Keyboard’ and proposed some improvements by introducing Smart Optimized Keyboard (STOKE). We have provided the results, which include performance, reduction in number of keystrokes, and screen space. This describes the significant change after adopting the proposed keyboard. In the end, we have proposed an optimized way of building up
the user dictionary, which assists the user in inserting the input very easily, rapidly and effectively. In a combine, these two will help in providing the best user experience to the users.
Dissertation report on Industry analysis on Electronic industry with special ...Hridoy Deb
I have completed this research project "Dissertation report on Industry analysis on Electronic industry with special focus on Asustek Computer Inc and Lenovo Group Ltd." for the partial fulfillment of the requirement for the award of Master's in Business Administration.
The book discusses Warren Buffett's approach to analyzing companies using financial statements. Buffett looks for companies with durable competitive advantages, such as unique products or low costs, that allow high returns on revenue of over 20%. He favors those with consistent earnings, low expenses for research, depreciation and interest, and strong liquidity with little debt. By identifying firms with these characteristics in their financial statements, Buffett has been able to achieve remarkable investment returns over decades.
The human brain is far more complex than previously understood. Recent discoveries show we have two brains - the left side deals with logic, language, and analysis while the right deals with imagery, creativity, and pattern recognition. Developing both sides synergistically improves overall mental performance. Historical examples show many great thinkers used both sides of their brains. The potential of the human brain is greater than typically realized, and with the right nurturing, dormant abilities can flourish. Developing both logical and intuitive thought using techniques in the book can help unlock our full potential.
Here are key words for the first 5 paragraphs:
1. Cage: Small, cricket-sized, difficult to see
2. Cricket: Mosquito-sized, fine antennae, "Grass-Lark"
3. Value: 12 cents, more than weight in gold, eats eggplant
4. Awakens at sunset: Delicate, ghostly, electric bells, penetrating, weird
5. Song: Love, organic memory, generations ago, fields, amorous
This document discusses theoretical ecology, which uses theoretical methods such as mathematical models, computational simulations, and data analysis to study ecological systems. It provides examples of different types of mathematical models used to model population dynamics and species interactions, including exponential growth models, logistic growth models, structured population models using matrices, predator-prey models, host-pathogen models, and competition/mutualism models. It also discusses how theoretical ecology aims to explain a variety of ecological phenomena and how computational modeling has benefited from increased computing power.
The document summarizes a study that finds the historically large difference between average returns on equity and short-term debt cannot be accounted for by standard economic models without frictions. Over 1889-1978, average annual equity returns were around 7% compared to less than 1% for short-term debt. The authors analyze economies where consumption growth follows observed US patterns but find such models cannot simultaneously generate the high equity returns and low risk-free returns observed in the data. They conclude a model allowing some market friction is needed to explain the "equity premium puzzle".
Strategic thinking involves generating business insights and opportunities to create a competitive advantage. It can be done individually or collaboratively, and involves considering different perspectives on critical issues. Strategic thinking is defined as a cognitive process that produces thought for achieving success, whereas strategic planning is a separate but related process that realizes strategies through integration back into the business. Key attributes of strategic thinkers include having a systems perspective, being intent-focused, thinking in time about past, present and future, being hypothesis-driven, and demonstrating intelligent opportunism.
A technology stack comprises the layers of components or services that are used to provide a software solution or application. Technology stacks are often articulated as a list of technologies or as a diagram. Examples include the OSI seven-layer model, the TCP/IP model, and the W3C technology stack.
This document discusses statistical significance and its role in statistical hypothesis testing. It defines statistical significance as obtaining a p-value less than the predetermined significance level (often 0.05). The significance level is the probability of rejecting the null hypothesis when it is true. A statistically significant result means the observed effect is unlikely due to chance and reflects a true population characteristic. The concept originated with Fisher and was later developed by Neyman and Pearson to involve setting the significance level before data collection.
1. The standard deviation is a measure of how spread out numbers are from the average value.
2. It is calculated by taking the square root of the variance, which is the average of the squared differences from the mean.
3. When only a sample of data is available rather than the entire population, the sample standard deviation is estimated using N-1 in the denominator rather than N to reduce bias, though some bias still remains for small samples.
This document discusses Lenovo's strategies for dominance in the corporate notebook computer market. It analyzes Lenovo's current 19% market share inherited from its acquisition of IBM's notebook division. While Lenovo competes with HP and Dell who control larger market shares, losing the IBM brand name poses challenges. The document recommends Lenovo focus on high-end Thinkpad products, market mid-range laptops to corporations, and potentially spin off the Thinkpad brand under a new name to maintain perceptions of quality without IBM branding. A SWOT analysis and discussion of competitors' strategies is also provided.
This document discusses Lenovo's strategies for achieving dominance in the corporate notebook computer market. It analyzes Lenovo's current 19% market share inherited from its acquisition of IBM's notebook division. While Lenovo faces competition from HP and Dell who control larger market shares, the document suggests strategies for Lenovo to maintain and improve its position, such as focusing on high-end products and marketing mid-range laptops to become a "one-stop shop" for corporate customers. It also considers spinning off the Thinkpad brand under a new name to avoid associations with lower quality Chinese brands as Lenovo loses rights to the IBM name.
Ukessays.com analysis of dell in macro environmentMai Ngoc Duc
Dell operates globally and analyzes its macro environment using PEST analysis. Politically, it must comply with regulations in countries it operates. Economically, growth in countries like China provides opportunities. Socially, it tailors products to demographic trends. Technologically, it invests in R&D to stay competitive. Dell enters new markets using a direct sales model and builds local manufacturing. It faces competition from other computer makers but addresses this through technological investments. Dell utilizes various Ansoff matrix strategies like market penetration, development, product development, and diversification to grow its business globally.
Ukessays.com the outsourcing fundamentals for dell computersMai Ngoc Duc
Dell outsourced its technical support operations to Stream Global Services in India. However, over time the quality of service declined as Stream struggled to handle the large volume of customers. This led to lost sales and market share for Dell. Dell then ended its contract with Stream and brought technical support back in-house. Outsourcing technical support was deemed a failure because it was a core competency for Dell and critical for customer satisfaction. Future outsourcing should focus on short-term contracts, quality over price, confidentiality agreements, and potentially offshoring rather than outsourcing core functions.
This document categorizes and defines various financial ratios used to analyze a company's financial health and performance. It divides ratios into five categories: liquidity, profitability, asset management, leverage, and value. For each category it provides examples of individual ratios, their formulas, and what financial aspect they measure such as a company's ability to pay debts, generate profits, manage assets efficiently, or carry debt levels.
- Michael Dell, founder and CEO of Dell Computer Corp, discusses how Dell has revolutionized its manufacturing process through a make-to-order system enabled by virtual integration with suppliers and customers via the internet.
- Dell's build-to-order process allows it to avoid excess inventory issues and better meet actual customer demand. It has achieved major cost savings and efficiency gains over traditional vertically integrated computer manufacturers.
- Dell has grown at five times the industry rate due to its highly scalable business model and low cost structure enabled by its virtual integration and just-in-time manufacturing approach.
1. Analysis of Dell in Macro Environment
ukessays.com /essays/business/analysis-of-dell-in-macro-environment-business-essay.php
1. Introduction
Dell Inc (Dell) is a United State (US) based company that is engaged in developing, designing,
marketing, manufacturing, and supporting information technology systems. The company offered
product includes laptops, desktops, storage devices and printers, among several others.
Geographically, the company has its operations in the Americas, Europe, the Middle East and Africa,
and Asia Pacific-Japan. The company headquartered was located at Texas, the United States (Liebert,
2009).
Dell delivers innovative technology and services where placed at number 34 on the fortune 500 list.
Dell's climb to market leadership is the result of its sharp focus on delivering the best possible customer
experience by directly selling, standards-based computing products and services. Dell's concept is
understands customers needs and efficiently provides the most effective computing solutions to meet
those needs (Shine, 2008).
2. The Macro Environment Analysis of the Company
2.1 PEST analysis
In the following, the analysis of the political, economic, social and technological factors leads to a
description of the macro environment of the Dell computer industry.
2.1.1 Political
Political factors include government regulations and legal issues determining the conditions under
which companies have to operate. Dell has to face certain restraints while do business. For example,
corporate tax rate estimated by the country's Industrial Development Agency was 39.5% in the US
(Mehra, 2008).The US government restrictive their policies often hinder foreign companies from
entering into their markets. This is because the policy which is maintained is to protect the domestic
industries and production (Scribd, 2009). Another regulation that should follow by Dell is Waste from
Electrical and Electronic Equipment (WEEE) laws which place by US Congress. The WEEE aims to
reduce waste from electrical and electronic equipment and to improve the environmental friendly
(Oreskovic, 2010). In May 2009, Dell became the first major computer manufacturer to ban the export
of certain electronic waste, including material or chemical composition, to developing countries as part
on responsible electronics disposal. Where the government is ready for such practice of responsible
recycling, Dell has been an advocate for producer responsibility in such legislation (Dell, 2010).
2.1.2 Economic
The economic environment refers to the nature and direction of the economy in which a firm competes
or may compete (Scribd, 2009). Dell was the one of the three biggest PC firm after Hewlett-Packard
(HP) and IBM. Price is an important factor and hence inflation or fluctuating currency rates in a country
might adversely affect the industry and margins (Mehra, 2008). Real GDP (Gross Domestic Product)
growth will provide insight into the health of the computer hardware industry. Spending on computer
hardware in Dell is expected to grow to $2.5 trillion in 2010 (Oreskovic, 2010). The company reported
revenue in 2010 rose 22% to $15.5 billion, versus Wall Street's estimate of $15.2 billion, and doing
really well in the production and selling of personal computers (Dell, 2010). Besides, Dell reported net
income in its fiscal second quarter ended July 2010 was up to $545 million, from $472 million in the
year-ago period (Dell, 2010). This growth of economic usually is having an impact on the purchasing
2. power of potential customers.
2.1.3 Social
The social segment is concerned with a society attitudes and cultural values (Scribd, 2009).
Consumers demand for computers is dependent on the educational level in a country. In the past, the
demand for laptop computers comprised only of businesspeople. Now, college student's demand
represents a considerable percentage of the total demand for laptop computers. Also children are
getting familiar with the use of computers at a very young age (Mehra, 2008). To fulfill younger
consumers, Dell likes to come out with a brand new laptop that better artwork as its cover to attract the
younger market (Eskildson, 2009). Also laptops are getting more involved in daily life with increasing
complexity of work. For example, executives and managers are managing entire departments of offices
is going increasingly acceptance of IT, it has provided impetus to the industry. The brand image of a
computer and lifestyle trends is the main decisive for the purchasing decision. Dell adapts to this trend,
by offering a wider range of notebooks by trying to create a strong brand name (Reuters, 2009).
2.1.4 Technological
The technological segment includes the institutions and activities involved with creating new knowledge
into products, processes and materials (Scribd, 2009). In laptop industry, low cost leadership can be
achieved through technological advancements and it also provides easy differentiation to the company.
Dell Company's website able received at least 25 million visits at more than 50 country-specific sites
(Mehra, 2008). Dell has to always keep up with technological advancements to be able to compete.
Dell maintains quality by choosing the best in class component manufacturers (Intel & Microsoft) and
leveraging their scale investment in Research & Development. Dell has been betting on a strong
replacement cycle from 2010, helped by Microsoft's next-generation Windows 7 operating system, to
help pull it out of the current slowdown (Reuters, 2009). The educational potential of computer based
technologies is wide-ranging. Introducing computer based systems not only to manage student
interactions, but also to support differences in learning paths and styles. This will allow more effective
accommodation of a wider range of student experiences and preferences (Eskildson, 2009). For
example, Dell XPS brand is new models in world class technology, and feature Intel Core I processors
with Optimus technology, which is built to meet each customer's specifications. (Dell, 2010)
3. The International Consideration
3.1 Where do they operate?
The growth for the Dell in China has been tremendous in recent years, and which has become the
computer maker's second-largest market after the United States. The expansion is indicative of the
growing importance of the Chinese market for computer sales as well as manufacturing. The company
had sales of about $4 billion in second quarter 2010 in China (GECR, 2010). Dell has two computer
manufacturing plants in Xiamen and a global product engineering center in Shanghai. It also has a
global service center in Dalian (Ladendorf, 2010). Dell also plans to open a second major China
operations center in Chengdu and will become a manufacturing and customer support center (Reuters,
2010). Dell is the second largest supplier of computer systems in China with 9% share (Dell, 2010).
Expanding to China gives the company the chance to reduce its labor costs (Fan, 2004). The average
hourly labor costs for 2009 are $1.27 in China compared to $25.34 in the U.S. which is totally largely
different between two countries. Cheaper labor cost helped Dell saving much more money and being a
great step move up profitability (Eskildson, 2009). Dell's total spend in facilities, employment, research
and development and purchases from suppliers in China is estimated to be greater than US$100 billion
over the next decade. Strategic investments in China that will help company better serve the region's
increasing need for technology solutions and services (Dell, 2010).
3.2 What Do They Consider When Doing International Business
3. Cultural environment and government regulations should be considered by Dell when doing
international business in China. Guanxi in Chinese term mean interpersonal connections between
each country. Guanxi has been identified as one of the most important success factors in doing
business in China regarded as a source of sustainable competitive advantage (Fan, 2004). The
cultural differences that Dell China has experienced include guanxi, whereas in the US, business is
based on mutual understanding, such as mutually beneficial price. Dell believed that by understanding
concepts guanxi is benefits for obtaining information on government policies, market trends and
business opportunities. Another benefit widely cited is that the guanxi network improves efficiency by
reducing the transaction costs. Dell needs attempt to minimize the influence of the large cultural
distance between US and China (Connors, 2010).
Besides that, Dell should consider government regulations of other countries, when entrant to a new
market. Labor law is one of government regulation must be followed by Dell to eliminate threats.
Standard working hours in China is eight hours a day six days a week whereas US average working
hours is six hours per day five days per week (ICTI, 2010). Dell should respecting all laws, cultures,
and values in the region they are influence, if not, they would hard to penetrate market place. Dell
should awareness in culture and government regulations because it is an extremely important factor
when doing business in China (Reuters,2009).
3.3 What is their internationalisation method?
One of the successes of Dell in ecommerce globalization was selling product on the Web and now has
sites aimed at 85 different countries and territories (Bothma, n.d). The internationalization method is
known as Dell Direct method, is based upon selling directly to the customer. The customer is able to
browse the products and options, respond via selection and complete a payment. Dell will then build
the computer to the exact specification and deliver to the customer (Mehra, 2008). Dell uses a
decentralized approach with its international sites. Dell created a common technology platform for each
of its global sites, which ensures users can order and referring product information across their various
international sites (Dell,2010).
Dell built manufacturing plants in each of the regions it serves, including Ireland, Brazil, China, and
Malaysia. Because the comÂpany employs local customer service staff, every time a customer picks
up the phone, they are dealing with someone local (Bothma, n.d). For example, customers can place
their orders by calling Dell's toll-free number or by logging on to the company's Web site
(http://www.dell.com). Their make order computer exactly delivery within 36 hours to their customers
(Gale, 2008). This direct contact with consumers gives Dell the unique opportunity to know exactly what
its consumers want and offer products that would satisfy their specific needs (Beals, 2007). One of the
key benefits of the direct sales model is it work against the 'middle men'. The after sales support of Dell
had built up an excellent reputation in the industry (Mehra, 2008).
3.4 problems and solution
The main problem faced by Dell is the fierce rivalry and competition in the industry. New entrants to a
market might face a lot of competitors that already exist in the market such as IBM, HP, Toshiba, and
Apple. Every computer company in the industry wants to be the first to introduce the newest technology
at the lowest possible price. The technological requirements for all computer companies have
increased and get more competitive. This threaten Dell, as some established firms, like IBM and Apple,
have had the financial resources to invest early in marketing and research which they would not have
now.
Dell solving this rivalry by invests the most up-to-date technology and IT tools that allow it to effectively
move along their advanced supply chain and attain the value they are reaching for. For example, Dell
recently introduced 'Microsoft SharePoint 2010' which can quickly monitor and upgrading from an older
version or a brand new implementation. In short, this software is designed to enhance Dell's IT
4. experience by changing the way interacts with new technology. It is easier to manage and more
reliable, which can give Dell a competitive edge (Dell, 2010).
The second problem that faced by Dell when doing business in China is barrier of sales method. Dell
computers approach direct sale model which is only available to be ordered on their website or by
phone. Average Chinese consumer as generally not being very loyal and were uncomfortable using
credit cards online thus hurting online sales. Over 65% of the Chinese consumers usually according to
site promotions and they prefer to see and touch the computer before buying it. Besides, they were also
not willing to wait the extra time for Dell to build the computer and ship it to them. Thus, this proves as
a real barrier to Dell's sales method (Schmid, 2005).
To settle this problem, Dell should invest in storefronts similar to the 'Apple store' concept where the
entire Dell product line can be seen and touched, a method that will probably work better with Chinese
buying habits. Dell served by a hybrid business model that combines direct sales modal and retail
sales channels to the international PC market. For example, Dell recently began offering Dimension
PCs and XPS notebooks through Wal-Mart, Costco, and China cities through fifty Gome Electrical
Appliances stores, which is largest electronics retailer (Chopra, 2007). DELL invest in international
retailer channels is a best opportunities for them face to face operations to gain consumers faith and
trust in Dell services and product (Scribd, 2009). Dell improved their service by launched 'IdeaStorm' to
engage with customers and to understand their needs. Users are invited to share their ideas and
comments in idaestorm.com, and such service gives a clear idea to Dell about what their potential
customers seek. Dell would share these ideas throughout the organization to gain further thoughts to
translate these ideas into products (Longhopper, 2008).
4. The Growth of Business
4.1 Ansoff's Product-Market Matrix
Dell's mission is to be the most successful computer company in the world that delivering the best
customer experience in markets. The Ansoff's Growth Matrix is a tool that helps businesses decide
their product and market growth strategy. Ansoff's growth matrix suggests that a business attempts to
grow depend on whether it markets new or existing products in new or existing markets
(Sikander.2008).
4.1.1 Market Penetration
Market penetration occurs when a company enters a market with current products. This is a best way
to attract competitor's customer and new customer for the existing products, by doing advertising and
promotions (Grid, 2008). Market penetration is the least risky way for a company to grow. Dell set an
aggressive goal to reach $80 billion in revenue by 2010. To reach this goal, Dell should begin by
adopting a broader market by offering internal workings of PC's. This help expanding its service
business to include creativity in developing countries such as India and China. Software is a potent
service tool while doing market penetration. Thus, Dell is congregate a services portfolio that includes
e-mail disaster recovery and virus filtering (Alkerabi, 2006). It helps Dell increase the profit by actively
seeking more market share in market penetration. Small and Medium Business revenue was $3.7
billion, up 24 %. In the quarter, Dell introduced new Power Edge servers, Power Vault storage, and
Power Connect networking solutions that help small and medium businesses affordably update
technology infrastructures with easy integration, minimal downtime and the ability to scale (Rock,
2010). Dell has already penetrated the market in China, where expected to be 80% of sales in 2011.
4.1.2 Market Development Strategy
Market development strategy is means developing a new market for the existing company product.
This is help to increase company sales and profits as finding new market for the new customer (Grid,
2008). Dell developed new market for their product worldwide. Present Dell market through the
5. creation of subsidiaries, has expanded its business model worldwide. While its core business resides
in the US, operations in Asia-Pacific and Japan continue to grow, making up 29%, and the Americas
were up 18%. Revenue in Brazil, Russia, India and China grew 30 % of Dell's year revenue. The
company continues to expand its presence in these important countries, which now represent 13 % of
total company revenue (Rock, 2010). In each market, Dell utilizes a direct sales methodology to
eliminate the costs of the middle man. In each geographic market, Dell pursues three independent
market segments: consumers, government and businesses. Of these three, Dell is the most reliant on
the US business segment, which is responsible for 21% to $45.8 billion of Dells revenue (Alkerabi,
2006).
4.1.3 Product Development Strategy
Product development strategy is in term of developing or modifying new products and offering to the
existing market. This strategy usually takes time and money for developing a new product for the
market. Marketing Manager must keep in eye to check the new product whether it is feasible to
introduce in the current market (Grid, 2008). Present Products and services of Dell present product line
can be segmented into 5 major categories which is desktop and mobility computing, software and
peripherals (printers, monitors, plasma TV's, etc.), servers and networking, infrastructure services and
storage. These 5 categories span the computing industry and allow Dell to be engaged in all aspects of
the individual and corporate computing experience. Within each of these categories, Dell offers
products that appeal to many market segments. While often known as a low-end provider, Dell is
expanding its personal computing by developed a new products with the reintroduction of its XPS
brand for the consumer .This product offering will allow Dell to market its products to the entire
spectrum of computer users, rather than approach the market from a broad perspective.
4.1.4 Diversification Strategy
Development of new products in the new market is called diversification strategy. Â It is a form of
growth strategy involving a significant increase in the profit beyond past performance records. It is
generally very risky in the corporate level for entering a promising business outside of the scope of the
existing business unit (Grid, 2008). Dell trying to attract new market by ready to change its personality
from PCs manufacturer to multi task personality with diversification. Due to diversification product, Dell
plans to enter into Smartphone market .Dell trying to enter in this market, because the Smartphone
market is far from settled thereby allowing new entries to more easily prosper (Dell, 2010). This new
decision move up the value chain of Dell, but the risk could be high .A proper execution can lower down
the risk. Dell is well known for its online retailing and service, if it will use its strategies in fine manner
than they can make the Smartphone a compelling device. Moreover, Dell outperform their competitor,
the main essence is depends on final designing of Smartphone (Koyler, 2010). In addition, this strategy
will help ensure a continuing market for the Dell PC, server and integration service complete solutions
provider businesses. It will also change Dell's Business brand from a solely value provider to a
creativity.
5. New Venture
Brunei Darussalam is a country that client wants to move into new venture. Research found that,
Brunei has a small rich economy that encompasses a mixture of foreign and domestic
entrepreneurship. The economy is dominated by oil and natural gas sector that comprise more than
90% of exports. Brunei's per capita GDP is one of the highest in the Asian continent (Stanley, 2010).
Foreign Direct Investment (FDI) in Brunei is an entry mode should use by client. The simplest
explanation of FDI would be a direct investment by a corporation in a commercial venture in another
country. Today, the government of Brunei is working hard to encourage growth in foreign investment.
According to the United Nations body's 2009 Statistical Yearbook, FDI net inflows to Brunei amounted
to US$239 million, equivalent to 1.6% of its GDP (Too, 2010). Brunei's FDI strategy is more focused on
technology and skills transfer rather than simply importing foreign capital (Brunei Times, 2010).
6. 5.1 Porter's Five Forces Analysis
Porter's five forces framework is used for strategic industry analysis. This provides a simple
perspective for analyzing the competitive strength and position of a corporation (Swathen, 2010).
Michael Porter's five competitive forces tend to focus on the single, stand alone, and strategic business
unit rather than a single range of products. Dell would use five forces to analyses the Brunei market for
business computers.
5.1.1 Competitive Rivalry
Rivalry among competitors in Brunei is low. When the competitive force is weak, Dell may be able to
raise prices, provide fewer products, and earn more profits (Too, 2010). They not need distinguish their
product from competitors by price war. Brunei is a developing country, there are less computer industry
to setup in local plant because the country are more depends on import product. For Brunei imports,
the latest numbers are US$2.1 billion to include transportation equipment, machinery, chemicals, food,
and various manufactured goods (State, 2010). Brunei locally assembled PCs are less join by
international brands such as Acer, HP, Asus, Apple and Lenovo. There is no sign that any of the
hardware manufacturing or assembly plants will be established in the country despite some
competitive advantages, such as having the lowest tariffs on electricity, fuels and factory rentals in the
region (Ehmke, 2008). Due to the small amount of industry competitors, Dell has opportunities moving
smoothly into the new market segments and increases their market shares.
5.1.2 Threat of New Entrants
Threat of new entrants in Brunei is low. There are no specific restrictions of foreign equity ownership in
Brunei. Analyzing the threat of new entrants is interrelated with the barriers to entry, which can restrict
the firms from entering the new market. Government policy creates barriers to entry for new entrants by
taxes and corporate income tax rate (Swathen, 2010). Dell must get to know the Government
regulations and policies in Brunei before making entry decision into the country. Brunei government has
set the normal corporate income tax rate which is 30% (State, 2010). However, there is no personal
income tax or capital gains tax. New enterprises that meet certain criteria can receive pioneer status,
exempting profits from income tax for up to 5 years, depending on the amount of capital invested.
Furthermore, private companies must have a minimum of two but not more than 50 shareholders. At
least half of the directors in a company must be residents of Brunei (State, 2010). This is some legal
requirements needed follow by Dell when enter into a Brunei market. Treat of new entrants also
showing low where low capital investment for independent stores of Dell is very easy to set up a new
PC company in Brunei. Dell is more willing to enter an industry because they can easily liquidate their
inventory and assets (Mehra, 2008). Additionally, Dell has strong brand names and has the right mixes
of resources and capabilities. Due to this, they can less commitment in advertising, research and
development, and capital assets, the greater the chance of new entrants to the industry (Ehmke, 2008).
5.1.3 Threat of Substitutes
Threat of substitutes in Brunei is moderate. Threat of substitute products means customers can easily
switch away from one business product to a competitor's product, if your product that is
undifferentiated. Analysis states that consumers of Brunei have a tendency to buy substitute products
(Too, 2010). Switching costs are also high because certain programs can only work for certain
computer. Moreover, Brunei consumers are able to get expensive to buy all new software for a new
system in order to fulfill their needs (Ehmke, 2008). For example, Apple introduced their much-
anticipated media tablet, the 'Ipad'. It offers multi touch interaction with multimedia formats including
newspapers, magazines, eBooks, photos and movies. As technology changes and standardization
takes place causes Brunei consumers switch away from Dell product to Apple product (Mehra, 2008).
By reducing the threat of substitutes, Dell have to keep customers from substituting their product by
offering more choices and with high technology software support to prevent people from switching to
Apple system (swathen,2010).
7. 5.1.4 Bargaining Power of Suppliers
Bargaining power of suppliers of Dell is high. The bargaining power of suppliers will be high when there
are many buyers and few dominant suppliers. The presence of powerful suppliers will be threatening to
raise prices or reduce the quality of goods and services. Thus, they reduce profitability in an industry
where companies cannot recover cost increases in their own prices (Swathen, 2010). The major
suppliers in Dell are Microsoft and Intel. The bargaining power of Microsoft and Intel is high because
they are the huge suppliers of software and hardware in the computer market. Microsoft enforces
computer manufacturers to load Windows in their computers and place their logo on laptops, desktops
and server machines. On the other hand, Intel also demands computer manufacturers to place their
logo on machines using Intel processor. Due to this condition, computer manufacturing companies are
more relies on their products, causes Intel and Microsoft place in high bargaining power. To reduce the
bargaining power of suppliers, Dell manufacturer needs to build relationship with the suppliers by
working together to improve the quality and reduce the prices of the product (Mehra, 2008). For
instance, Dell Computer uses partnering with its components suppliers as a key strategy to be the low-
cost and high-quality computer in the market.
5.1.5 Bargaining Power of Buyer
Bargaining power of buyer in Brunei is high, where there are few buyers and many sellers. Buyer
bargaining power refers to the pressure consumers can exert on businesses in order to provide them
higher quality products, better customer service, and lower prices. According to Porter's five forces
framework, buyer power is one of the forces that shape the competitive structure of an industry. The
bargaining power of buyer becomes high while the customers are highly price sensitive and pricing
wars are a common occurrence. If each brand of a product is similar, then the buyer will move their
purchase decision into prices. The goal for any consumer is to receive the desired reliable computer
hardware at inexpensive prices. As a result, increase the competitive rivalry among the competitors
causing lower prices, and lower profitability. Due to satisfaction customers needs, most companies
such as Dell, HP and Acer are competitive to sell directly by lowering the cost. This reduction in costs
equally affects the desired low cost of computer hardware by consumer demand (Mehra, 2008). Dell
can reduce the bargaining power of customers by increasing their loyalty to their products through
partnerships or loyalty programs, such as increasing the inherent and perceived value of a product by
adding features.
6. Conclusion
As a conclusion, the overall Dell's current performance in the industry is actually analysis in great
shape and has far more strengths than weaknesses. Dell enjoys various strengths in terms of its
uniqueness with respect to high standards for customer service and giving customers exactly what they
want. Moreover, continuous updates and process improvement required from suppliers to keep up with
Dell's pace of development. It also needs to take care of few threats like retaliation from competitors
and bargaining power of buyer poses in a highly competitive market. Dell is much betters in control
their industry, this allowed client make a FDI decision in Brunei.