Dell Case Memo To: Michael Dell Due to competitors including IBM‚ Compaq‚ and HP attempting to mimic the business model of selling directly to end users‚ Dell must exploit its core competencies to maintain its leadership position in the direct sales channel. In order to understand why cultivation of core competencies is crucial to the future success of Dell in this period of increasing competition‚ we will examine which competencies have led Dell to be successful in the past‚ what the competitive
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| AAYUJA – Technology Sales Outsourcing | | A Managing Organizations Project | | AAYUJA – Technology Sales Outsourcing | | A Managing Organizations Project | EXECUTIVE SUMMARY The sales outsourcing industry is in the middle of a tremendous growth period. With low entry barriers‚ new and extremely competent companies are entering the industry almost every
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INTRODUCTION Dell‚ Inc. is an American multinational information technology corporation based in 1 Dell Way‚ Round Rock‚ Texas‚ and United States that develops‚ sells and supports computers and related products and services. Bearing the name of its founder‚ Michael Dell‚ the company is one of the largest technological corporations in the world‚ employing more than 103‚300 people worldwide. Dell is listed at number 41 in the Fortune 500 list. Dell has grown by both increasing its customer base and
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Assistant Editor karan_manral@jasubhai.com CgNTENTS J U N E 2 0 0 1 EDITORIAL 7 CONTENTS 10 COLOPHON 16 PULSE 18 AMD going 4 mobile XP building a monopoly? Nokia’s Linux-based consoles MIT promotes OpenCourse quicktake: Ken Constable‚ Vice-President‚ Dell Asia Pacific Whois?: GRUB Hypethesis: Simputer tomorrowstechnology: ModelMaker 3D scanner DIALOG 26 CONNECT SPOTLIGHT MP3 toppers: Pentagram 28 FACE-OFF Should corporates monitor 30 employees’ Net usage? COLUMN Madhu Kurup on
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profitability. The company has implemented various programs and processes to create a lean‚ responsive system with better consumer forecasting. Their challenge is to continue to research ways to stay viable in current market and industry conditions. Dell Computers has been very successful with a direct model and virtual integration that may or not work well for Ford. CONTENTS * ISSUE 3 * ANALYSIS 4 * ALTERNATIVES 6 * RECOMMENDATIONS 7 * IMPLEMENTATION 8
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Crowdsourcing : Role of the Project Manager and Risk Minimizing Strategy Abhishek Basavesh School of Information Systems and Technology University of Wollongong Wollongong‚ New South Wales Email: ab692@uowmail.edu.au Abstract More and more companies nowadays are looking into the possibility of doing projects by sourcing the crowd for their solutions. Crowdsourcing projects enable companies to tap into a cess-pool of varied skill-sets and resources by taking the project to the consumers. But as is
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Unternehmensanalyse der Fujitsu Siemens Computers GmbH Individualbericht von: Titelseite Titel Unternehmensanalyse der Fujitsu Siemens Computers GmbH Name des Autors: Studentennummer: Kurs: Learning Arrangement: Unternehmensanalyse (P01_D8) Name des Dozenten: Herrn Frank Gerhäuser Institut: Fontys Internationale Hogeschool Economie Studiengang: International Business Economics Studienphase: Propädeutikum Studienjahr: 2008 – 2009 Ort und Datum der
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market studies what customers want ‚ and then produces computers for stock‚ while Dell lets customers decide what components they want in their computer. Customers ordering via the telephone or ‚ increasingly ‚ via the Internet. In doing so‚ avoid Dell intermediaries becomes more cost carriers. Where competitors more trying to focus on creating services around the product ‚ thereby creating value for the customer ‚ trust Dell more on the customer already has the implementation knowledge required to do
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supply chain partners may in itself is considered a core competency. This is certainly the ease for Dell Computer Corporation‚ which practices what Michael Dell calls “virtual integration." While not all organizations are dependent on their supply chain partners as Dell is‚ current industry trends suggest that more and more organizations are focusing on developing only a few core competencies and outsourcing everything else. This puts a premium on an organization’s ability to select good partners and coordinates
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STRATEGIC FLEXIBILITY‚ AND FIRM PERFORMANCE: THE CASE OF THE INDIAN BUSINESS PROCESS OUTSOURCING INDUSTRY SUCHETA NADKARNI Drexel University POL HERRMANN Iowa State University We examine the relationships between CEO personality‚ strategic flexibility (ability to adapt quickly to environmental changes)‚ and firm performance‚ using a sample of 195 small and medium-sized firms from the Indian business process outsourcing industry. We hypothesize that strategic flexibility mediates the relationships between
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