An in-depth analysis of major I.T. vendor Dell. The profile includes company history, revenue stream, competitors and customers, products and services, SWAT-analysis, current status and predicted continued strategy.
It is the fastest growing among all major computer systems companies worldwide.
Michael Dell is the youngest CEO of a Fortune 500 company
In July 1999, Dell became the #1 PC Vendor to businesses in the US.
It is the fastest growing among all major computer systems companies worldwide.
Michael Dell is the youngest CEO of a Fortune 500 company
In July 1999, Dell became the #1 PC Vendor to businesses in the US.
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.
any brand would need to extend its market for better reach to the customers. this slide includes how Dell (in Nepal as well) excels in marketing its Brand using Social Media (Facebook in priority)
Strategic evaluation consultation document for dell company incChathurangi Shyalika
This document provides detailed description on the strategic management strategies and its IT infrastructure methodologies of DELL company. This elaborates the situation analysis, eMarketing strategy, legal and ethical issues incorporated with the company.
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.
any brand would need to extend its market for better reach to the customers. this slide includes how Dell (in Nepal as well) excels in marketing its Brand using Social Media (Facebook in priority)
Strategic evaluation consultation document for dell company incChathurangi Shyalika
This document provides detailed description on the strategic management strategies and its IT infrastructure methodologies of DELL company. This elaborates the situation analysis, eMarketing strategy, legal and ethical issues incorporated with the company.
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Chapter 7: Objectives
----------------------------------------------------------
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4. Sustainability Implementation & Best Practices
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2. Headquarter
Round Rock, Texas
Development, support, services and sales from HQ
Chapter 380 agreement
Employees – 16,000
Alternative power source
Global
3. CEO – Michael Dell
Chairman and CEO of Dell
49th richest in the world, $15,3 billion
MSD Capital
Bought Apple computer, age 15
1984 – Founded PCs Limited, now known as Dell
4. Company History 1984-1999
1984-1987: The Birth of a Company
1988-1991: Going Public and Going Global
1992-1995: A Season of Unprecedented Growth
1996-1999: Winning Worldwide and on the Web
5. Company History 2000-2012
2000-2004: Beyond the PC
2005-2008: Setting the Bar for Social and Sustainable
Business
2009-2012: A new Dell Emerges
12. Major Customers
80% of Fortune 1000 companies uses Dell
9 of the top 10 Cloud Computing providers
Dell Norway
DNB
Norges Bank
Microsoft
Government
School system
13. Strengths and Weaknesses
Strengths
Broad Portfolio
Well Recognized Brand
Global Company
Adapts Quickly to the
Market
CEO, Michael Dell
Removes Complexity
Weaknesses
Declining PC sales
Risky restructure
PC image
Core Competency
IT Infrastructure
16. Discussion
Making the company private is a costly procedure and
requires a lot of company resources, but it gives more
freedom to the company.
Do you think it is positive or negative that Dell goes
private, and why? How will this affect Dell´s future?
17. Quiz
Dell was originally founded under what company name?
Packard Bell
PCs Limited
Inclusive Computers, Inc.
What best describes the strategy moving forward for
Dell?
Going private to reduce the size of the company to minimize cost.
Expanding the company by buying other companies, and become a more
service-oriented company.
Shut down the PC division due to declining PC sales, and focus on other
products.
Name 3 major customers