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Essay / Research Paper Abstract
This 33 page paper is an assessment of Dell Inc., looking at the company's past and the way in which they may move forward. The paper starts by looking at the firm past ten years including their goals and strategies utilized to realize those goals. The competitive environment and competition are also assessed. The planning stage start by looking at different factors which may impact on the entire industry and how planning may use an optimistic, neutral or pessimistic approach. The pessimistic scenario is used to develop a strategic plan. The paper sited 18 sources.
Page Count:
33 pages (~225 words per page)
File: TS65_TEdellstrat10.doc
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Unformatted sample text from the term paper:
Analysis 15 2.5 Competitive Analysis 17 Figure 3: PC Market Share 2001 - 2011 18 Figure 4 Server Market Share Q1 2011 18 2.6 Strengths and Weaknesses of the Organisation 21 3. Future Analysis 24 3.1 Scenario Planning 24 Table
1: Decreasing demand in a pessimistic scenario 31 Table 2: Financial projections for pessimistic scenario 31 3.2 Strategy Recommendations 32 Table 3: Projecting profit with increased enterprise service solutions 33 References 35 Appendix 1 37
1. Introduction Dell is a diversified information technology company which serves a diverse range of customers, from large corporations to individual consumers.
The organisation started out in a humble manner in 1984, with Michael Dell starting a company with only $1,000 capital and no dedicated company premises (Dell, 1999). Initially called PCs
Limited, the company started out selling IBM-compatible PCs which were built stock components (Dell, 1999). The company was founded on a basic strategy which is stage with the company ever
since, the idea of selling computers direct to the consumer, missing out the middleman (Dell, 1999). The company was highly successful and only four years later in 1988 an IPO1
took place. Since that time the company has changed significantly, facing a large number of challenges and adapting in the face of increasing competition as well as a changing commercial
environment. However, change does not stop, it is continuing. Furthermore, the way in which a company changes in the future is likely to reflect their past, including the existing core
competencies as well as culture and values. In order to assess the way in which Dell may need to change in the future, and to suggest some viable strategies, it
is necessary to look not only at the potential influences of the future, but also to consider the past. The aim of this paper is to examine Dell Inc, looking
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