DELL战略作业.docx

DELL战略作业.docx

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DELL战略作业

Case,1DELL

杨馨王佳丽胡天超宋黎明陈中科林明昭

1.WhatisyourevaluationofMichaelDell’sperformanceinhisrolesasDell’sCEOandChairman?

HowwellhasheperformedthefivetasksofcraftingandexecutingstrategythatwerediscussedinChapter2?

MichaelSaulDell,thefounder,chairmanandchiefexecutiveofficerofDellInc.wasborninTaxesonFebruary23,1965.Helikescomputerwhenhewasjuniorthree.Hepromptlydisassembledtoseehowitworkedwhenhegothisfirstcomputer,anAppleII.Intheageof19,hefoundedtheDellcompanyusehisownUS$1,000.AndnowDellInchasbecomethebiggestPCvendorintheworld.Heis41on2012ForbesBillionaireslist,withanetworthofUS$15.5billion.IthinkheisthemostcreativeandhonorableCEO.

Hedidreallywellinthefivetasksofcraftingandexecutingstrategy.Hecreatedmanygoodstrategieslikedirectsellingandbuild-to-ordermodel.HeisthefirstonebringdirectsellingmodeltoPCindustryandcreatedanewconsumerexperience.Directsellingmodellowerthecostandprice,makesindividualsandsmallorganizationsbeabletoaffordthecomputer.Thebuilt-to-ordermodelmakesPCmanufacturemoreflexibleandcustomerscanorderthePCtheyreallywant.IfthereisnoDell,thereisnoDellIncandPC'ssituationtoday.HechangedandmadehugecontributiontothewholeITindustry.

2.WhataretheelementsofDell’sstrategy?

WhichoneofthefivegenericcompetitivestrategiesisDellemploying?

HowwelldothedifferentpiecesofDell’sstrategyfittogether?

InwhatwaysisDell’sstrategyevolving?

Inthissection,weneedtofindtheanswerforthefollowing3questions:

●What’sDell’sgenericstrategy?

●What’stheelementofDell’sstrategy?

●Howdotheelementsfittoeachother?

Firstly,wedefineDellasanoveralllow-costprovider.It’sdefinedbytwodimensions,low-coststrategyandbroadproductlines,whichcanbeclearlydistinguishedinDell’sstrategy.Wealsooffersomeevidencetoproveourpoint.

Lowcost

DellalwayshasevidentpriceadvantageoverotherPCmanufacturer.

Broadproductline

Severalproductlines:

PC

Businesscomputer

Projector

Printer

Commonuser

Inspiron

Heavyuser

XPS,

Allenware

Precesion,

Latitude

-

-

Fromabove,wecandefinethegenericstrategyofDellasaoveralllow-costprovider.

Secondly,wepickeddirectmarketing,lowinventoryandtheconceptof“customerfirst”astheelementsasDell’sstrategy.

Directmarketing

Lowinventory

Customerservice

DellusedirectmarketingintheITindustryinthefirstplace,andthiselementofstrategyhelpgainthecompetitiveadvantageoverotheropponents.FromWikipedia,wecanknowthatdirectselling isthemarketingandsellingofproductsdirectlytoconsumersawayfromafixedretaillocation. Moderndirectsellingincludessalesmadethroughthe partyplan,one-on-onedemonstrations,andotherpersonalcontactarrangementsaswellas internetsales.Atextbookdefinitionis:

"Thedirectpersonalpresentation,demonstration,andsaleofproductsandservicestoconsumers,usuallyintheirhomesorattheirjobs."

Themarketingdepartmentusecellphone,e-mailoronlineplatformasthetoolstosellcomputer.Itreducesthecostandmakestheproceduresmoreeffective.Theintermediateadd7%-9%ofthepriceatanaveragelevel.However,Dellsavesthemoneyforcustomeranditself.It’sanwin-winsituation.

Thesecondelementofthestrategyislowinventory.IntherealmofIT,timeisreallymoneywiththedevelopmentofthetechnology.Dellhasthelowestinventoryrateinthecomputerfield.ItoffersDelltheabilitytoalterthedesignquicklytothemarketchange.

Dellalsoviewsthecustomersasthecenterofthecompany’smission.Atthefirsttime,thebuyersofDellalwayshavetherecognitionofPC,andknowhowtosolvethebasicproblemswiththeirownability.WiththeexpansionofDell’sproductline,Dellalsoproducessomecomputersuitableforthebeginneruser.Whatalongwithitisthecustomerservice.

Herewehaveadatasaidthat,Dellisplanningtobuildnewcustomerservicecentertothetotalamountof2000untilAprilin2012.ItindicatesthatDellispayingmoreconcentrationonthecustomerservice.

ThethirdquestionweneedtoanswerishowtheelementofthestrategyofDellfittoeachother.Wepointoutthatalltheelementsworkundertheconceptofsupplychainmanagement.Dellhasthebestsupplychainmanagementintheindustry,andthisabilitymakesithardfornewcomersoropponentstoutilizedirectmarketing.FromWikipediadefinition,wecanfindthatsupplychain managementisthemanagementofanetworkofinterconnected businesses involvedintheultimateprovisionof product andservice packagesrequiredbyendcustomers（Harland,1996）.Supplychainmanagementspansallmovementandstorageof rawmaterials,work-in-processinventory,andfinishedgoodsfrompointoforigintopointofconsumption.

TheoptimizationofsupplychainisjustlikethespiritofDell.Itinstructsthedecisionmakingprocessandstrategycraftingprocess.Forexample,thedirectmarketingallowDelltoknowtheneedofcustomers,thenitcanalterquicklytothemarketchange.Thelowinventorystrategycanreducetheinventorycosttogainawin-winsituation.TheconceptofcustomerserviceallowDelltoknowmoreaboutthecustomers.

Directmarketing

Lowinventory

Customerservice

Knowtheneedofcustomers,

Canalterquicklytothemarketchange

Reducetheinventorycost,

Win-winsituation

Knowmoreaboutthecustomers

3.DoesDell’sexpansionintootherITproductsandservicesmakegoodstrategicsense?

Whyorwhynot?

Firstlet’sseewhatkindofITindustriesdoesDellgetinto,thesmartphoneisessential,andthesmartphoneisinaverygoodtime.Allkindsofbigcompanygetintothismarket.Dellisnotexceptionalalso,itslatestphoneMINI5carryingthelatestsystemofandroid,equippedwitha5millionpixelswithalargescreen.InthesamelevelMINI5isabsolutelyinthelead.ButbecauseofDELLhaven’tproductcellphonebefore,sothecellphone’spriceisnotveryattractive.

Inadditiontomobileindustry,Dellalsotapsintotheprinterindustry,Dell’spositionisthehighqualityprinting,andthemarketisfocusonthehighlevelmarket.Theseareobviouslycan'tbedell'stransformationpillarand,indeed,theyareonlyasmallpart.

Dell’smostimportantITbusinessisactuallyITservicedepartment,in2009Dellcost$3.9billionacquisitionofthefamousITservicecompanyPerotsystemcompany,Dellandthecompanyhastheveryobviousbusinesscomplementaryrelationship,thepurchasealsomarksDellgetintotheITserviceindustry.DellCEOMichaelDellsaidthegoaloftheservicebytheappropriateITsolutions,helpscustomerstoeliminatenecessarycostsandreducedcomplexity,andstrivetocomefromgovernmentagencies,businessITserviceorders.

IsthisreallyrightforDell?

Theanswerisyes;evenHPseemshavemorevision.HPgetsintotheITindustryseveralyearsago.ButDellcostsomuchtogetintothemarketcansurelygetaplaceintheITmarket.Fromthefinancialreportshowedthathalfoftheincomefromtheemergingmarketfield,inthe2012financialyear,theperformanceisverygood,itshowsthatDellchosearightdirection.

ButwemustalsoclearlyknowthatDellisinaverydifficulttransitionperiodnow,becausethePCbusinessisspeeddowninaveryhighspeed,butthenewbusinessdevelopmentisnotquickenough.Thismakesthemanagementofthecompanyappearedmanyproblems,butasamajordecision,thiscan'tseetheresultinoneortwoyears.Asalong-termstrategy,transformationisnecessary,butitwilltakesometime,aslongasthedecisiontokeepon,Dellwillsurelygetthemostsuccess.

Itiseasytosee,DellwillnotonlyproductPC,itwillgetintopeople’snormallives,andbringmoretechnologyandconvenientlife.

4.IsDell’sstrategyworking?

WhatisyourassessmentofthefinancialperformancethatDell’sstrategyhasdeliveredduringfiscalyears2000-2008?

UsethefinancialratiospresentedintheAppendixofthetext（pages240-241）asabasisfordoingyourcalculationsanddrawingconclusionsaboutDell’sperformance.

Dell'sdirectsalesmodel,letthedell2004incomeexceeded40billionusdollars.Dellhadbecometheworldrankingsforthefirstcomputersystems.Butin2006,dellfacesstiffcompetitionfromrivalsHP,theworld'sfirstthroneinjeopardy.Istobeornottobe?

In2008,delltryingtodoatry.

FiveParts：

1.NetRevenue

2.GrossProfitMargin

3.OperatingExpenses

4.ThreeImportantMarket

5.ProductandServicesCategories

1.In2004,delltoimplementapolicyfordelltobecometheglobalPCmarketfirst.Dellin2003netshipmentgrowthof21%,withtheindustrydown1%.2004yearsofgrowthtocontinuetooutperformthemarketcomprehensivenetshipmentgrowthlevel,thanlastyearthecorrespondingperiodgrows26%andindustryproductionrateofonly9%,dellin2004yearsofstronggrowthpartlyoffsetbyloweraveragesellingprices,makingthedellin2004netincomereached$41.4billion,morethan$2003in35.4billionincreasedby17%.Andin2006.Althoughdirectsalesmodelwithchallenges,butdellstillkeepsthegrowthofnetshipments,year-on-yeargrowthof19%,netincomeof$55.9billion,up14%fromlastyear,in2008,thenetincomereached61.1billionusdollars,upby5%.By2010,thenetincomeofjust$52.9billionayear,comparedwith2008down13.4%.

2.Dellin2002grossmarginwas17.7%,to2004,risingto18.2%,themainreasonisthatdellwillcontinuetobecommittedtothethroughthefourmainlo