Strategic Management

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Step 1. Identify the firm’s existing vision, mission, objectives, and strategies.
Vision: Dell provides customers with super value technology. They do business with high quality, progressive technology, and the good customer system. Finally, they want to be have superior services and support and when the customers want to consume, they can easy to buy and easy to use.

Mission: Dell wants to be the most successful computer company in the world and provide the best customer experience in their service market.

Objective: The increasingly fierce competition in the PC market, many customers hesitate upgrade their computer. As a result, Dell must explore new markets and introduce attractive products at a lower cost to attract them.

Strategies: Dell Computer's strategy was built around a number of core elements: build-to-order manufacturing, mass customization, partnerships with suppliers, just-in-time components inventories, direct sales, market segmentation, customer service, and extensive data and information sharing with both supply partners and customers.

Step 2. Identify vision and mission statements for the organization.

Vision statement:
It’s the way we do business. It's the way we interact with the community. It's the way we interpret the world around us-- our customers’ needs, the future of technology, and the global business climate. Whatever changes the future may bring our vision -- Dell Vision -- will be our guiding force.

Mission statement:
Dell will meet customer expectations of:
* Highest quality,
* Leading technology,
* Competitive pricing,
* Individual and company accountability,
* Best-in-class service and support,
* Flexible customization capability•,
* Superior corporate citizenship,
* Financial stability
This Mission statement contains: Market, Concern for employees, Concern for survival, growth, and profitability, Philosophy

CPM

| | | DELL| Apple| HP|
| Critical Success Factor| Weight| Rating| Score| Rating | Score| Rating | Score| 1 | Management| .15 | 4 | .60 | 4 | .60 | 4 | .60 | 2 | Financial position| .15 | 4 | .60 | 4 | .60 | 4 | .60 | 3 | Global Expansion | .10 | 4| .40| 4 | .40 | 3 | .30 | 4 | Competitive Prices | .05 | 4| .20| 4 | .20 | 4 | .20 | 5 | Service | .10 | 3 | .30 | 4 | .40 | 3 | .30 |

6 | Direct to Customers | .05 | 4 | .20 | 3 | .15 | 4 | .20 | 7 | Adaptability | .10 | 3 | .30 | 4 | .40 | 3 | .30 | 8 | Understanding Customers | .10 | 4 | .40 | 4 | .40 | 4| .40| 9 | Advertising| .05 | 3| .15| 4| .20| 3 | .15 |

10 | Market Share| .05 | 4 | .20 | 4 | .20 | 4| .20| 11 | Quality Control | .10 | 4 | .40 | 4 | .40 | 3 | .30 | TOTAL | 1.00 | 3.75| 3.95| 3.55|

EFE
Key External Factors | Weight| Rating| Weighted score| Opportunities| |
1.PC sales surpassed 190 million in 2005 and growing at 5 percent annually in U.S.| 0.09| 3| 0.27| 2.The potential of developing countries(India, China, Brazil and Russia)| 0.10| 3| 0.30| 3.PC sales would touch 1 billion in 2010 for developing market of developing countries.| 0.08| 3| 0.24| 4.Markets for servers and printers were still relatively new to Dell.| 0.06| 4| 0.24| 5. New products such as plasma TVs, MP3 players, and digital cameras were still in their infancy.| 0.05| 3| 0.15| 6.Printer with its low price had the potential to be a significant business for Dell within a few years.| 0.04| 3| 0.12| 7.Entertainment had become increasingly digital, making music, movies, and photos an extension of the PC| 0.01| 2| 0.02| 8.Media PC models were considered by the PC giants to have immense potential.| 0.02| 2| 0.04| 9.Advent of computer networking technology.| 0.03| 3| 0.09| 10.AMD had developed processors that were faster and more energy efficient than Intel’s with lower price...
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