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DellComputer–2000

PrenticeHall,20011DellComputer–2000PrenticeVisionStatementTobecometheworldleaderincomputersalesforhome,office,anduniversityuse.2VisionStatementTobecometheMissionStatementComponents1.Customers2.Productsorservices3.Markets4.Technology5.Concernforsurvival,profitability,growth6.Philosophy7.Self-concept8.Concernforpubicimage9.Concernforemployees3MissionStatementComponents1.MissionStatementThemissionatDellComputerCorporationistofirstmeettheneedsanddesiresofourpotentialandexistingbusiness,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).4MissionStatementThemissionaOpportunitiesThecomputerindustryisexpectedtogrown15to20percentforthenextthreetofiveyears Chinaisalargeuntappedmarketandconditionsarebecomingmorefavorablefordoingbusiness Manydevelopingcountriesareincreasingthenumberoftelephonesandlines Compaq’sU.S.marketsharefellfrom16.8percentto15.3percentTheInternetisbecomingessentialforbusiness Compaqderivesmostofitsbusinessfromorganizationalcustomers Brazilisalargeuntappedmarketthatisattractiveforcomputermakers 5OpportunitiesThecomputerinduThreatsThemajorcompetitorsinthecomputerindustryareallplacingtheirfocusontheInternet CompetitorsaretryingtocopyDell’sDirectModel Pricewarsareaffectingthebottomlineforcomputermakers HewlettPackardandIBMhaveastrongglobalpresence DesktopdemandisexpectedtodeclineintheU.S. Thereboundofmemorychippriceistakingawaysomeoftheadvantagesofleaninventories Productlifecyclesareshortinthecomputerindustry ThecomputerindustryisverydynamicThecomputerindustryishighlycompetitive

6ThreatsThemajorcompetitorsiCompetitiveProfileMatrix7CompetitiveProfileMatrix7EFEMatrix8EFEMatrix8StrengthsSalesgrowthforDellis42.8percentcomparedto21percentfortheindustryandisbeingexperiencedinallgeographicareas Thecompany’smanagementisveryeffectiveasshownbyitsROA,ROE,andROI Dellownsitsrelationshipwithitsconsumersandcanreacttotheirinputquickly Inventoryturnoveris57.53versus22.87fortheindustry Dell’sDirectModelallowscompetitiveadvantage ThecompanyhasInternetsalesof$30millionperdayandutilizestheInternetforeveryaspectoftheirbusiness Thecompanycarriesonly6daysofinventory Dellisthefastestgrowingcomputercompanyintheindustryandholds17.1percentoftheU.S.PCmarketshare Dellfinishedfirstamong1000companiesintotalreturnstoinvestorsoverthepast3,5,and10years

9StrengthsSalesgrowthforDellWeaknessesThecompanyisnotcapitalizingontheindividualmarketDellhasseveralsinglesourcesupplierrelationsanddependsonsuppliersforallcomponentparts Dellhadabacklogof$170millionasoftheendof199(?) Delloperatesinoneindustrysegment Ittakes5to7daystoreceiveacomputerfromDell Stakeholdershaveaveryhighexpectationforgrowth RevenuesfromAsiaPacificandJapanmakeuponly6percentoftotalcompanyrevenues Thecompany’sgrossmarginis22.11ascomparedtoanindustryaverageof33.45 Consumerawarenessislow

10WeaknessesThecompanyisnotcIFEMatrix11IFEMatrix11TOWSAnalysis12TOWSAnalysis12TOWSAnalysiscontinued13TOWSAnalysiscontinued13TOWSAnalysiscontinued14TOWSAnalysiscontinued14SPACEMatrix15SPACEMatrix15GrandStrategyMatrix16GrandStrategyMatrix16TheInternal-External(IE)Matrix17TheInternal-External(IE)MatMatrixAnalysisandTOWSSummary18MatrixAnalysisandTOWSSummaQSPM19QSPM19QSPMcontinued20QSPMcontinued20QSPMcontinued21QSPMcontinued21QSPMcontinued22QSPMcontinued22DellComputer–2000

PrenticeHall,200123DellComputer–2000PrenticeVisionStatementTobecometheworldleaderincomputersalesforhome,office,anduniversityuse.24VisionStatementTobecometheMissionStatementComponents1.Customers2.Productsorservices3.Markets4.Technology5.Concernforsurvival,profitability,growth6.Philosophy7.Self-concept8.Concernforpubicimage9.Concernforemployees25MissionStatementComponents1.MissionStatementThemissionatDellComputerCorporationistofirstmeettheneedsanddesiresofourpotentialandexistingbusiness,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).26MissionStatementThemissionaOpportunitiesThecomputerindustryisexpectedtogrown15to20percentforthenextthreetofiveyears Chinaisalargeuntappedmarketandconditionsarebecomingmorefavorablefordoingbusiness Manydevelopingcountriesareincreasingthenumberoftelephonesandlines Compaq’sU.S.marketsharefellfrom16.8percentto15.3percentTheInternetisbecomingessentialforbusiness Compaqderivesmostofitsbusinessfromorganizationalcustomers Brazilisalargeuntappedmarketthatisattractiveforcomputermakers 27OpportunitiesThecomputerinduThreatsThemajorcompetitorsinthecomputerindustryareallplacingtheirfocusontheInternet CompetitorsaretryingtocopyDell’sDirectModel Pricewarsareaffectingthebottomlineforcomputermakers HewlettPackardandIBMhaveastrongglobalpresence DesktopdemandisexpectedtodeclineintheU.S. Thereboundofmemorychippriceistakingawaysomeoftheadvantagesofleaninventories Productlifecyclesareshortinthecomputerindustry ThecomputerindustryisverydynamicThecomputerindustryishighlycompetitive

28ThreatsThemajorcompetitorsiCompetitiveProfileMatrix29CompetitiveProfileMatrix7EFEMatrix30EFEMatrix8StrengthsSalesgrowthforDellis42.8percentcomparedto21percentfortheindustryandisbeingexperiencedinallgeographicareas Thecompany’smanagementisveryeffectiveasshownbyitsROA,ROE,andROI Dellownsitsrelationshipwithitsconsumersandcanreacttotheirinputquickly Inventoryturnoveris57.53versus22.87fortheindustry Dell’sDirectModelallowscompetitiveadvantage ThecompanyhasInternetsalesof$30millionperdayandutilizestheInternetforeveryaspectoftheirbusiness Thecompanycarriesonly6daysofinventory Dellisthefastestgrowingcomputercompanyintheindustryandholds17.1percentoftheU.S.PCmarketshare Dellfinishedfirstamong1000companiesintotalreturnstoinvestorsoverthepast3,5,and10years

31StrengthsSalesgrowthforDellWeaknessesThecompanyisnotcapitalizingontheindividualmarketDellhasseveralsinglesourcesupplierrelationsanddependsonsu

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