DELL战略管理案例

DellComputer–2000PrenticeHall,20011VisionStatementTobecometheworldleaderincomputersalesforhome,office,anduniversityuse.2MissionStatementComponents1.Customers2.Productsorservices3.Markets4.Technology5.Concernforsurvival,profitability,growth6.Philosophy7.Self-concept8.Concernforpubicimage9.Concernforemployees3MissionStatementThemissionatDellComputerCorporationistofirstmeettheneedsanddesiresofourpotentialandexistingbusiness,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).4OpportunitiesThecomputerindustryisexpectedtogrown15to20percentforthenextthreetofiveyears Chinaisalargeuntappedmarketandconditionsarebecomingmorefavorablefordoingbusiness Manydevelopingcountriesareincreasingthenumberoftelephonesandlines Compaq’sU.S.marketsharefellfrom16.8percentto15.3percentTheInternetisbecomingessentialforbusiness Compaqderivesmostofitsbusinessfromorganizationalcustomers Brazilisalargeuntappedmarketthatisattractiveforcomputermakers 5ThreatsThemajorcompetitorsinthecomputerindustryareallplacingtheirfocusontheInternet CompetitorsaretryingtocopyDell’sDirectModel Pricewarsareaffectingthebottomlineforcomputermakers HewlettPackardandIBMhaveastrongglobalpresence DesktopdemandisexpectedtodeclineintheU.S. Thereboundofmemorychippriceistakingawaysomeoftheadvantagesofleaninventories Productlifecyclesareshortinthecomputerindustry ThecomputerindustryisverydynamicThecomputerindustryishighlycompetitive

6CompetitivePro7EFEMatrix8StrengthsSalesgrowthforDellis42.8percentcomparedto21percentfortheindustryandisbeingexperiencedinallgeographicareas Thecompany’smanagementisveryeffectiveasshownbyitsROA,ROE,andROI Dellownsitsrelationshipwithitsconsumersandcanreacttotheirinputquickly Inventoryturnoveris57.53versus22.87fortheindustry Dell’sDirectModelallowscompetitiveadvantage ThecompanyhasInternetsalesof$30millionperdayandutilizestheInternetforeveryaspectoftheirbusiness Thecompanycarriesonly6daysofinventory Dellisthefastestgrowingcomputercompanyintheindustryandholds17.1percentoftheU.S.PCmarketshare Dellfinishedfirstamong1000companiesintotalreturnstoinvestorsoverthepast3,5,and10years

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

10IFEMatrix11TOWSAnalysis12TOWSAnalysisc