Monday, December 17, 2018

'Strama 1-4\r'

'Question1: What is your evaluation of Michael dell’s performance send-off as Dell’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 Dell’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 †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 Dell’s strategy? Which oneness of five generic competitive strategies is Dell employing? How well do the different pieces of Dell’s strategy fit together? Is Dell’s strategy evolving? * The elements of Dell’s strategy: Cost- efficient build- to †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, â€Å"Direct sales to customer”, Dell is employing â€Å"Low-cost strategy”. Dell’s strategy is evolving. Question 3: Does Dell’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 â€Å"Dell”: 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 company’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 Computer’s mail? From SWOT: * Dell hold very beefed-up competitive position * â€Å"Direct business pretense” and â€Å"closed relationship with customers and suppliers” > Dell’s victor * Company entered to the â€Å" Fortune Global 500” >proved Dell’s efficiency and attractiveness * Dell Inc contribute profit from all different opportunities of expansion and produce to make it business more profitable.\r\n'

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