Dell Case Study
Dell has three main concerns: (1) Weather to enter the laptop market and how to go about selling them and who to sell them to, (2) How to strategize their entry into the LAN server market. More importantly how to market the servers. How to devise a strategy concerning how they would advertise to consumers, sell to corporate America and service LAN customers (3) How to further capitalize on their current position in the international marketplace and how to increase their presence in the countries they weren't in yet. Dell also needs to consider that they are currently weaker than before and are in a threat position where they could be taken over. Or they could exercise an opportunity to enter a Joint Venture with another company or two like themselves.I recommend that they spend money to make money, which means they should fully enter the laptop market on an international scale. They should definitely manufacture the LAN servers and market them to their current desktop customers as well as other new customers. And they should launch an international campaign and continue to expand their name till the flat ends of the Earth.In 1993 major issues for Dell were how to deciph
Strategic Management of DellMorton Topfer says, "By the year 2000, we aspire to be one of the top five players Worldwide. Something like, We want to be computer provider to the world, or the Dell of all languages. Losing the server market would lock Dell out of the Desktop market indefinitely. Which would leave Dell to answer questions like: (1) should Dell convert all its international business to the "Direct Model" and how fast should they do that (2) should Dell continue expanding into international markets or just focus on the ones they are already in?III. Company AnalysisSWOT for Dell Strengths· Service: 1-800-BUY-SELL· Dell had over 300 technical support representatives on phones· If problems persisted they had technicians sent out. Dell should focus their ads towards on the go salespersons with messy paperwork in their cars. Using the latest computer technology in the workplace even for the simplest tasks more expected than it is shocking. Customers required a higher lever of quality and a more reliable provider. This is without considering all the other Dell type companies. The group who said whoever supplied the LAN servers would also obtain the desktop market was correct in their assumption. The other group thought that large corporate customers wouldn't take Dell seriously as a server provider. First, was what to do about their laptop market. Assembling servers was similar to assembly for desktops with the exception that servers were severely more difficult and complicated to assemble. They wanted to concentrate on the "Direct Model" so not to loose to a competitor. Michael Dell should fire the other group that thought that large corporate customers wouldn't take Dell seriously as a server provider.
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