| Introduction: | | | | sales are undertaken the company is in a position to |
| Dell is an American company which deals with | | | | eliminate retailers and wholesalers and for this reason |
| computer and computer related products, the | | | | their products reach the market at very competitive |
| company employs over 78,000 employees, this | | | | prices.[3] |
| company is the second largest company in the | | | | Weaknesses: |
| computer industry while Compaq is the largest. The | | | | The Dell Company has some weaknesses where one |
| company was funded by Michael Dell in 1984 hence | | | | of its weaknesses is that it highly depends on the |
| the name Dell. | | | | suppliers of components. This makes it a weakness in |
| Competitors: | | | | that it depends on other companies to supply them |
| The Dell Company faces major competition from | | | | with computer components instead of them producing |
| other companies, this include Apple, Sun Microsystems, | | | | their own computer components. |
| Gateway, Sony, Asus, Toshiba and Hewlett Packard | | | | The other weakness is that the company does not in |
| which is also referred to as HP. All this companies are | | | | itself produce new technology, they are not the |
| its competitors but HP is its major competitor, | | | | proprietors of the technology they use to produce and |
| competition increased when HP merged with Compaq | | | | for this reason they depend on others to introduce a |
| in the year 2006, this meant stiffer competition and the | | | | certain technology where they adopt the technology |
| company lost its market position to become the | | | | and introduce it to the market.[4] |
| second largest seller of computers and computer | | | | Opportunities: There is a market potential in many |
| appliances. | | | | regions in the world where Dell has not introduced its |
| Success of Dell: | | | | products, these markets especially are in china, India |
| Dell has been successful in the computer industry while | | | | and Europe, and for this reason therefore this |
| other companies such as Sony and Toshiba have not | | | | company has the potential to expand their market size |
| made as much as Dell. In the computer industry the | | | | in these regions where the company would |
| products that are produced have a very short life | | | | experience an increase in the market area. |
| cycle and for this reason products quickly become | | | | Another opportunity of this company is that it would be |
| obsolete. Toshiba and Sony have only tried to make a | | | | in a position to under price its competitor and in turn |
| steady supply of their products but in the computer | | | | increase sales levels which will result into higher profits, |
| industry this is not very important, what is important in | | | | for this reason therefore the company should invest |
| the computer industry is flexibility. Flexibility means that | | | | more in discovery of new technology which will ensure |
| a volume of one product is supplied quickly and when | | | | that they are in a position to provide latest technology |
| there is a change in technology a company must | | | | products at low prices to its customers. |
| switch quickly and offer the new product to the | | | | Threats: |
| market.[1] | | | | The Dell Company is faced with strong competition |
| Dell has succeeded in changing their products when a | | | | from its rivals, this threatens the existence of the |
| new technology emerges. This is followed by a well | | | | company where prices of products produced by its |
| organised supply chain where products are offered in | | | | competitors are likely to go down forcing them to |
| the market, for this reason therefore Dell has been | | | | lower prices and in turn their profits will decline and in |
| successful due to their quick adoption to new | | | | extreme cases may force Dell Company to close due |
| technology that emerge in the production of | | | | to the failure to break even.[5] |
| computers and computer products. | | | | Currency fluctuations in countries which are outside the |
| The other reason why Dell has been successful is the | | | | united states also pose a threat to the company, this |
| adoption of a sophisticated supply network, Dell | | | | fluctuations may lead the company to loose their |
| products are shipped directly from the supplier to the | | | | earnings as customers order goods from outside the |
| end customer, customers will only order their products | | | | united states and the currency fluctuates. |
| and they are directly delivered to them, this has | | | | Financial ratios: |
| ensured a very effective supply chain which has led to | | | | One of the most important financial ration is the profit |
| the success of Dell, its competitors like Toshiba and | | | | margin, this ratio provides us with a measure of |
| Sony have not adopted such supply networks and for | | | | profitability of a company, the profit margin is |
| this reason they have not been in a position to | | | | calculated by dividing the net revenue by the net sales |
| succeed in this industry.[2] | | | | revenue, for the dell company according to the US |
| Performance measures in the computer industry: | | | | market comparison of companies the Dell company |
| Performance measures are those indicators that help | | | | profit margin is 5.0, the industry profit margin is 12.4, this |
| a company to define and measure the progress of | | | | is low compared with the industry level provided by S |
| the company, the computer industry has come up with | | | | and P index which is 12.4. The profit margin of a |
| benchmarks to measure performance, the Raw | | | | company is also an indication of its pricing policy and |
| speed is one of benchmark used to measure | | | | also the company’s ability to control prices, the |
| performance in this industry, it is a measure from | | | | differences in profit margin shows the differences in |
| SPEC which stands for standard performance | | | | product mix and also competitive strategies among |
| evaluation Corp, this benchmark measures the central | | | | companies [6] |
| processing unit, however this measure does not | | | | The other financial ratio is the debt equity ratio, this |
| consider how fast data can be retrieved from the | | | | ratio n provides a measure of a companies proportion |
| hard disk and this measure is complicated. | | | | of equity and debts used to finance the companies |
| Another test checks the CPU integer performance. | | | | operations. Dell debt equity ratio is 0.09 while the |
| This means checking how the CPU handles simple | | | | industry ratio is equal to 0.03. This ratio is also referred |
| tasks, the other measure is the SPECINT95 which | | | | to as risk because it is equal to the debts divided by |
| checks how the product handles complex | | | | the shareholders equity.[7] |
| mathematics. Another performance measure is the | | | | The gross margin is a financial ratio that defines a |
| graphic performance benchmark, it is aimed at | | | | companies amount of contribution toward its enterprise |
| measuring how fast computers will run graphic | | | | after payments of it production costs, the value of |
| intensive applications, and the graphic performance | | | | gross margin for Dell company is 18.71%, the gross |
| measure is provided by the GPC which stands for | | | | margin is derived from revenue minus cost of goods |
| Graphic performance committee. | | | | sold divided by revenue then multiplied by a hundred. |
| Project two: | | | | The market capitalisation for Dell is 42.8 billion dollars |
| SWOT analysis: | | | | while total shares outstanding are 2.2 billion, the |
| Strengths: | | | | earnings per share ration in this company is equal to |
| Strength of the Dell company is that the company | | | | 1.33. |
| offer customised products to its consumers, the | | | | References: |
| company products are built to order, the customer | | | | 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 |
| wants, this is a strength through which the company is | | | | MSN market ratios (2008) Dell financial ratios, retrieved |
| able to communicate with its customers and they are | | | | on 5th February, available at |
| able to understand their needs which is a key to | | | | Dell official website (2008) About Dell, retrieved on 5th |
| success in every business. | | | | February, available at |
| The other strength is the introduction of internet order | | | | [1] Haim M. and Johannes Z. (1999) Survival of the |
| of products, customers order through the internet | | | | Smartest: Managing Information, John Wiley and Sons |
| which enable a swift and improved distribution process, | | | | publishers, New York, page 98 |
| this also enables the expansion of value added | | | | [2] Haim M. and Johannes Z. |
| services, through the introduction of a website where | | | | |