Group E:
Balmaceda, Henry
Montez, Monea
Parra, Jorge
Tjia, Claire
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1986 Founder and CEO Michael Dell
Mission Statement: “To be the most
successful computer company in the world
at delivering the best customer experience
in markets we serve ”
Sells: personal computers, servers, network
switches, software, HDTV’s, cameras, etc.
Merged with Alienware(2006) and Perot
Systems (2009)
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# 1 in servicing healthcare industry #2 in
education
Active in acquires of businesses in the
information tech industry
2011 nine new Solution Centers opened
3 Key Integrations Form
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Impacting industry standards
2011 4th Quarter revenue
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Dell’s relatively weak research, development
and engineering (R&D) capabilities
Dell’s lower margin compared to their peers
Decline in the PC market
Intense competition between competitors
such as HP, IBM, Sony, and others
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Dell’s relatively weak research, development
and engineering (R&D)
Dell has a lower margin compared to their
peers
Decline in the PC market
Keep track in consumer
Shift in consumer trend
Intense competition
Presidents
•Enterprise Solutions
•Chief Comm. Officer
•Global Oper. & End User
Computing Solutions
•Dell Services
•Software
Vice Presidents
•Chief Financial Officer
•Corporate Strategy
•Human Resources
•Chief Marketing Officer
•General Counsel
Management Around the World
•Management in India is still
focused in selling personal
computers. Management
changed in 2010 to have a better
team in becoming India’s #1 sold
computer.
•Management in Australia/New
Zealand was focused on
expanding their IT services. A
new management team of 3 top
managers was establish to
expand their small business
solutions.
Dell says they want to “maintain strong internal development
capabilities…partner, rather than compete, with top industry technology
suppliers and original development manufacturers…”
What We Say
What People Say
What Really
•Dell Wants to improve •Dell needs to start
Happened
the value added to their selling through
•Dell computers can
products
suppliers (2007)
now be bought
•Dell has to look at their •Dell doesn’t have a
through retailers.
Value Chain
competitive advantage: •Recently advertised
•Dell wants to do more no cost leadership, no
new laptop, XPS 13
Joint
differentiation (2010)
•Expanded from a
Ventures/Acquisitions •Dell has a lack of focus. computer producer
(Vertical Integration
Attempted tablet
to IT system
Backwards, Buy
market (Streak) (2010)
provider
Suppliers)
Keeping to a traditional company structure, Dell is structured under a
Functional Structure where they have functional areas instead of
production areas or regional areas. This type of structure works because
even though Dell is a worldwide company, the product and service is
very similar with very little variation.
•Enterprise Solutions
Michael
Dell
Nnamdi
Orakwue
Brad
Johnson
Jeffrey
Clarke*
Stephen
Felice
Stephen
Schuckenbro
ck
•Chief Comm. Officer
•Global Oper. & End User
Computing Solutions*
•Dell Services
•Software
CEO
Executive Assistant
John
Swainson
•Chief Financial Officer
•Corporate Strategy
•Human Resources
•Chief Marketing Officer
•General Counsel
Vice Presidents
Presidents
Brian
Gladden
David
Johnson
Steve Price
Karen
Quintos
Lawrence
Tu
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PC (The XPS14z )
Increasing their R&D department
storage systems, security, services and
networking
Shortage in Hard Drives
IT Department
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Embracing change
Expanding their portfolio
Expanding their R&D department
Marketing their product in other countries