Monday, December 17, 2018
'Question1: What is your evaluation of Michael dellÃ¢â¬â¢s performance send-off as DellÃ¢â¬â¢s CEO and much recently as its Chairman? How considerably has he performed the five tasks of crafting and executing system that were discussed in Chapter 2? rive 1: Same roles and responsibilities both as DellÃ¢â¬â¢s CEO and its Chairman. * A small and learning manager. * A charismatic leader. * Motivated, loyal, and respectful followers. Part 2: * Vision: getional, strategic vision * Objects: Crafting schema: moves to achieve diversification, cross Ã¢â¬ business synergies 1+1=3 * Implementing dodging: * Evaluating strategy: Adapt to node need changes, actively search for new opportunities, stool corrective actions when not going well. Question 2: What are the elements of DellÃ¢â¬â¢s strategy? Which oneness of five generic competitive strategies is Dell employing? How well do the different pieces of DellÃ¢â¬â¢s strategy fit together? Is DellÃ¢â¬â¢s strategy evolving? * The elements of DellÃ¢â¬â¢s strategy: Cost- efficient build- to Ã¢â¬ order manufacturing( C-95) * Partnership with suppliers: partnering with reputable suppliers of PC >leadership in technology, performance, select and address. (C97) * Direct sales to customer (C-99) * Award tidy-natured customer service and technical support (C-101) * Customer- driven R&D : focus on tracking and testing new developments >most useful and cost-effective for customers (C-103) * Using standardized technology: using indus get wordwide standards ( C-103) * Product-line elaborateness: data storage hardware, conqueres, handheld PCs, printers, printer cartridges. C103) From these elements, especially, Ã¢â¬Å"Direct sales to customerÃ¢â¬Â, Dell is employing Ã¢â¬Å"Low-cost strategyÃ¢â¬Â. DellÃ¢â¬â¢s strategy is evolving. Question 3: Does DellÃ¢â¬â¢s expansion into other IT products and run make good strategic sense? why or Why not? Yes, it made good sense, because of the following r easons: invite opportunities to expand into industries whose technologies and products complement its preface business (related diversification: from PC to data shortage, printers, etc) * cut costs by diversifying into closely related businesses * Have powerful brand name Ã¢â¬Å"DellÃ¢â¬Â: Customers would try other products * Good long-term profit opportunities ($800 jillion commercialise) => Industry attractiveness test * Low cost of accession to other related businesses => Cost of entry test * The companyÃ¢â¬â¢s different businesses performed founder together than as stand-alone enter prices (from 2% market share in 1995 to 30% market share in 2005, Pc attached with switch made easy sales) => Better-off test Question 4: What does a SWOT analysis reveal to the highest degree the attractiveness of Dell ComputerÃ¢â¬â¢s mail? From SWOT: * Dell hold very beefed-up competitive position * Ã¢â¬Å"Direct business pretenseÃ¢â¬Â and Ã¢â¬Å"closed relationship with customers and suppliersÃ¢â¬Â > DellÃ¢â¬â¢s victor * Company entered to the Ã¢â¬Å" Fortune Global 500Ã¢â¬Â >proved DellÃ¢â¬â¢s efficiency and attractiveness * Dell Inc contribute profit from all different opportunities of expansion and produce to make it business more profitable.\r\n'