| http-equiv="Content-Type" content="text/html; | | | | is able to communicate with its customers and they |
| charset=utf-8"> | | | | are able to understand their needs which is a key to |
| Project 1: | | | | success in every business. |
| Introduction: | | | | The other strength is the introduction of internet |
| Dell is an American company which deals with | | | | order of products, customers order through the |
| computer and computer related products, the | | | | internet which enable a swift and improved |
| company employs over 78,000 employees, this | | | | distribution process, this also enables the expansion |
| company is the second largest company in the | | | | of value added services, through the introduction of |
| computer industry while Compaq is the largest. The | | | | a website where sales are undertaken the company |
| company was funded by Michael Dell in 1984 hence | | | | is in a position to eliminate retailers and wholesalers |
| the name Dell. | | | | and for this reason their products reach the market |
| Competitors: | | | | at very competitive prices.[3] |
| The Dell Company faces major competition from | | | | Weaknesses: |
| other companies, this include Apple, Sun | | | | The Dell Company has some weaknesses where one |
| Microsystems, Gateway, Sony, Asus, Toshiba and | | | | of its weaknesses is that it highly depends on the |
| Hewlett Packard which is also referred to as HP. All | | | | suppliers of components. This makes it a weakness in |
| this companies are its competitors but HP is its major | | | | that it depends on other companies to supply them |
| competitor, competition increased when HP merged | | | | with computer components instead of them |
| with Compaq in the year 2006, this meant stiffer | | | | producing their own computer components. |
| competition and the company lost its market position | | | | The other weakness is that the company does not in |
| to become the second largest seller of computers | | | | itself produce new technology, they are not the |
| and computer appliances. | | | | proprietors of the technology they use to produce |
| Success of Dell: | | | | and for this reason they depend on others to |
| Dell has been successful in the computer industry | | | | introduce a certain technology where they adopt the |
| while other companies such as Sony and Toshiba | | | | technology and introduce it to the market.[4] |
| have not made as much as Dell. In the computer | | | | Opportunities: |
| industry the products that are produced have a very | | | | There is a market potential in many regions in the |
| short life cycle and for this reason products quickly | | | | world where Dell has not introduced its products, |
| become obsolete. Toshiba and Sony have only tried | | | | these markets especially are in china, India and |
| to make a steady supply of their products but in the | | | | Europe, and for this reason therefore this company |
| computer industry this is not very important, what is | | | | has the potential to expand their market size in these |
| important in the computer industry is flexibility. | | | | regions where the company would experience an |
| Flexibility means that a volume of one product is | | | | increase in the market area. |
| supplied quickly and when there is a change in | | | | Another opportunity of this company is that it would |
| technology a company must switch quickly and offer | | | | be in a position to under price its competitor and in |
| the new product to the market.[1] | | | | turn increase sales levels which will result into higher |
| Dell has succeeded in changing their products when a | | | | profits, for this reason therefore the company should |
| new technology emerges. This is followed by a well | | | | invest more in discovery of new technology which |
| organised supply chain where products are offered in | | | | will ensure that they are in a position to provide |
| the market, for this reason therefore Dell has been | | | | latest technology products at low prices to its |
| successful due to their quick adoption to new | | | | customers. |
| technology that emerge in the production of | | | | Threats: |
| computers and computer products. | | | | The Dell Company is faced with strong competition |
| The other reason why Dell has been successful is the | | | | from its rivals, this threatens the existence of the |
| adoption of a sophisticated supply network, Dell | | | | company where prices of products produced by its |
| products are shipped directly from the supplier to the | | | | competitors are likely to go down forcing them to |
| end customer, customers will only order their | | | | lower prices and in turn their profits will decline and in |
| products and they are directly delivered to them, this | | | | extreme cases may force Dell Company to close due |
| has ensured a very effective supply chain which has | | | | to the failure to break even.[5] |
| led to the success of Dell, its competitors like | | | | Currency fluctuations in countries which are outside |
| Toshiba and Sony have not adopted such supply | | | | the united states also pose a threat to the company, |
| networks and for this reason they have not been in | | | | this fluctuations may lead the company to loose their |
| a position to succeed in this industry.[2] | | | | earnings as customers order goods from outside the |
| Performance measures in the computer industry: | | | | united states and the currency fluctuates. |
| Performance measures are those indicators that help | | | | Financial ratios: |
| a company to define and measure the progress of | | | | One of the most important financial ration is the |
| the company, the computer industry has come up | | | | profit margin, this ratio provides us with a measure |
| with benchmarks to measure performance, the Raw | | | | of profitability of a company, the profit margin is |
| speed is one of benchmark used to measure | | | | calculated by dividing the net revenue by the net |
| performance in this industry, it is a measure from | | | | sales revenue, for the dell company according to the |
| SPEC which stands for standard performance | | | | US market comparison of companies the Dell |
| evaluation Corp, this benchmark measures the central | | | | company profit margin is 5.0, the industry profit |
| processing unit, however this measure does not | | | | margin is 12.4, this is low compared with the industry |
| consider how fast data can be retrieved from the | | | | level provided by S and P index which is 12.4.[6] |
| hard disk and this measure is complicated. | | | | The other financial ratio is the debt equity ratio, this |
| Another test checks the CPU integer performance. | | | | ratio n provides a measure of a companies proportion |
| this means checking how the CPU handles simple | | | | of equity and debts used to finance the companies |
| tasks, the other measure is the SPECINT95 which | | | | operations. Dell debt equity ratio is 0.09 while the |
| checks how the product handles complex | | | | industry ratio is equal to 0.03. This ratio is also |
| mathematics. Another performance measure is the | | | | referred to as risk because it is equal to the debts |
| graphic performance benchmark, it is aimed at | | | | divided by the shareholders equity.[7] |
| measuring how fast computers will run graphic | | | | References: |
| intensive applications, and the graphic performance | | | | Haim M. and Johannes Z. (1999) Survival of the |
| measure is provided by the GPC which stands for | | | | Smartest: Managing Information, John Wiley and Sons |
| Graphic performance committee. | | | | publishers, New York |
| Project two:SWOT analysis: | | | | MSN market ratios (2008) Dell financial ratios, |
| Strengths: | | | | retrieved on 5th February, available at |
| Strength of the Dell company is that the company | | | | Dell official website (2008) About Dell, retrieved on |
| offer customised products to its consumers, the | | | | 5th February, available at |
| company products are built to order, the customer | | | | [1] Haim M. and Johannes Z. (1999) Survival of the |
| orders and he or she is shipped the product, for this | | | | Smartest: Managing Information, John Wiley and Sons |
| reason therefore the customer gets what he or she | | | | publishers, New York, page 98 |
| wants, this is a strength through which the company | | | | [2] Haim M. and Johannes Z. |