Strama 1-4

Question1 What is your valuation of Michael dingles performance first as dells CEO and more late as its Chairman? How well has he performed the five tasks of crafting and executing strategy that were discussed in Chapter 2? break up 1 Same roles and responsibilities both as Dells CEO and its Chairman. * A young and accomplishment manager. * A charismatic leader. * Motivated, loyal, and respectful followers. Part 2 * Vision come up toional, strategic vision * Objects Crafting strategy moves to touch diversification, cross business synergies 1+1=3 * Implementing strategy * Evaluating strategy Adapt to client take away changes, actively search for new opportunities, have corrective actions when not going well. Question 2 What ar the elements of Dells strategy? Which one of five generic competitive strategies is Dell employing? How well do the different pieces of Dells strategy fit together? Is Dells strategy evolving? * The elements of Dells strategy Cost- efficient build- to order manufacturing( C-95) * Partnership with suppliers partnering with reputable suppliers of PC leadership in technology, performance, quality and cost. (C97) * Direct sales to customer (C-99) * Award winning customer service and technical support (C-101) * Customer- Driven R&D focus on tracking and testing new developments most useful and cost-efficient for customers (C-103) * Using exchangeable technology using industrywide standards ( C-103) * Product-line expansion data storage hardware, switches, handheld PCs, printers, printer cartridges. C103) From these elements, especi entirelyy, Direct sales to customer, Dell is employing Low-cost strategy. Dells strategy is evolving. Question 3 Does Dells expansion into other IT products and services make good strategic sense? wherefore or Why not? Yes, it made good sense, because of the following reasons Have opportunities to expand into industries whose technologies and products complement its present business (related diversificat ion from PC to data shortage, printers, etc) * Reduce costs by diversifying into closely related businesses * Have powerful tarnish name Dell Customers would try other products * Good long-term profit opportunities ($800 billion market) = Industry attractiveness test * Low cost of entry to other related businesses = Cost of entry test * The partnerships different businesses performed better together than as stand-alone enter prices (from 2% market partake in in 1995 to 30% market share in 2005, Pc attached with switch made mild sales) = Better-off test Question 4 What does a SWOT analysis reveal about the attractiveness of Dell Computers situation? From SWOT * Dell hold very strong competitive locate * Direct business model and closed relationship with customers and suppliers Dells success * Company entered to the helping Global 500 proved Dells efficiency and attractiveness * Dell Inc can profit from all different opportunities of expansion and growth to make it business m ore profitable.