搜索
1DellComputer–2000PrenticeHall,20012VisionStatementTobecometheworldleaderincomputersalesforhome,office,anduniversityuse.3MissionStatementComponents1.Customers2.Productsorservices3.Markets4.Technology5.Concernforsurvival,profitability,growth6.Philosophy7.Self-concept8.Concernforpubicimage9.Concernforemployees4MissionStatementThemissionatDellComputerCorporationistofirstmeettheneedsanddesiresofourpotentialandexistingbusiness,educational,governmental,andindividualconsumers(1).WestrivetobethebestComputerCompanyintheworldatdeliveringthebestcustomerexperience.TheuseofourDirectModelenablesustoofferhighqualitycomputersystems,relatedproducts,andsupport(2)toworldwidemarkets(3)atcompetitiveprices.Ourbuildtoorderconceptandabilitytolookforwardsetsusapartfromcompetitorsandallowsusseveralcompetitiveadvantages(7).Byemployingthelatesttechnologicaladvances(4),weareabletofulfillourpromisetothemarketwhilesustaininghighlevelsofgrowth,profitability,andliquidityforourshareholders(5).AtDell,webelieveinsharinginformationwithsuppliersandbuyers,stickingtowhatwedobest,andpartneringwith“bestinclass”companies(6).Weunderstandthatahealthysociety,environment,andworkforcearecriticaltooursuccess.Everyaspectofourbusinessoperatestoensureabetterqualityoflife,ahealthierenvironment,andadedicated,skilled,andsatisfiedworkforce(8,9).5Opportunities•Thecomputerindustryisexpectedtogrown15to20percentforthenextthreetofiveyears•Chinaisalargeuntappedmarketandconditionsarebecomingmorefavorablefordoingbusiness•Manydevelopingcountriesareincreasingthenumberoftelephonesandlines•Compaq’sU.S.marketsharefellfrom16.8percentto15.3percent•TheInternetisbecomingessentialforbusiness•Compaqderivesmostofitsbusinessfromorganizationalcustomers•Brazilisalargeuntappedmarketthatisattractiveforcomputermakers6Threats•ThemajorcompetitorsinthecomputerindustryareallplacingtheirfocusontheInternet•CompetitorsaretryingtocopyDell’sDirectModel•Pricewarsareaffectingthebottomlineforcomputermakers•HewlettPackardandIBMhaveastrongglobalpresence•DesktopdemandisexpectedtodeclineintheU.S.•Thereboundofmemorychippriceistakingawaysomeoftheadvantagesofleaninventories•Productlifecyclesareshortinthecomputerindustry•Thecomputerindustryisverydynamic•Thecomputerindustryishighlycompetitive7CompetitiveProfileMatrixDellCompaqHPCriticalSuccessFactorsWeightRatingWeightedScoreRatingWeightedScoreRatingWeightedScoreMarketSharePriceFinancialPositionProductQualityConsumerLoyalty0.200.250.200.300.15224330.400.300.800.900.45331330.600.450.200.900.45331340.600.450.200.900.60Total1.002.852.602.758EFEMatrixKeyExternalFactorsWeightRatingWeightedScoreOpportunitiesThecomputerindustryisexpectedtogrown15to20percentforthenextthreetofiveyears0.1530.45Chinaisalargeuntappedmarketandconditionsarebecomingmorefavorablefordoingbusiness0.1040.40Manydevelopingcountriesareincreasingthenumberoftelephonesandlines0.1020.20Compaq’sU.S.marketsharefellfrom16.8percentto15.3percent0.0130.03TheInternetisbecomingessentialforbusiness0.1040.40Compaqderivesmostofitsbusinessfromorganizationalcustomers0.0110.01Brazilisalargeuntappedmarketthatisattractiveforcomputermakers0.0820.16ThreatsThemajorcompetitorsinthecomputerindustryareallplacingtheirfocusontheInternet0.1030.30CompetitorsaretryingtocopyDell’sDirectModel0.0530.15Pricewarsareaffectingthebottomlineforcomputermakers0.0520.10HewlettPackardandIBMhaveastrongglobalpresence0.0520.10DesktopdemandisexpectedtodeclineintheU.S.0.0330.09Thereboundofmemorychippriceistakingawaysomeoftheadvantagesofleaninventories0.0230.06Productlifecyclesareshortinthecomputerindustry0.0540.20Thecomputerindustryisverydynamic0.0540.20Thecomputerindustryishighlycompetitive0.0530.15Total1.003.009Strengths•SalesgrowthforDellis42.8percentcomparedto21percentfortheindustryandisbeingexperiencedinallgeographicareas•Thecompany’smanagementisveryeffectiveasshownbyitsROA,ROE,andROI•Dellownsitsrelationshipwithitsconsumersandcanreacttotheirinputquickly•Inventoryturnoveris57.53versus22.87fortheindustry•Dell’sDirectModelallowscompetitiveadvantage•ThecompanyhasInternetsalesof$30millionperdayandutilizestheInternetforeveryaspectoftheirbusiness•Thecompanycarriesonly6daysofinventory•Dellisthefastestgrowingcomputercompanyintheindustryandholds17.1percentoftheU.S.PCmarketshare•Dellfinishedfirstamong1000companiesintotalreturnstoinvestorsoverthepast3,5,and10years10Weaknesses•Thecompanyisnotcapitalizingontheindividualmarket•Dellhasseveralsinglesourcesupplierrelationsanddependsonsuppliersforallcomponentparts•Dellhadabacklogof$170millionasoftheendof199(?)•Delloperatesinoneindustrysegment•Ittakes5to7daystoreceiveacomputerfromDell•Stakeholdershaveaveryhighexpectationforgrowth•RevenuesfromAsiaPacificandJapanmakeuponly6percentoftotalcompanyrevenues•Thecompany’sgrossmarginis22.11ascomparedtoanindustryaverageof33.45•Consumerawarenessislow11IFEMatrixKeyInternalFactorsWeightRatingWeightedScoreStrengthsSalesgrowthforDellis42.8percentcomparedto21percentfortheindustryandisbeingexperiencedinallgeographicareas0.1030.30Thecompany’smanagementisveryeffectiveasshownbyits