A Strategic Management Case Study
October 8, 2013
University of the Incarnate Word
Table of Contents
II. Dell’s Strategy
a. Vision Statement
b. Mission Statement
c. Strategies and Objectives
III. Recommended Vision and Mission Statements
IV. External Assessment
a. Porter’s Five Forces Model
b. External Factor Evaluation
c. Competitive Profile Matrix
V. Internal Assessment
a. Value Chain
b. Internal Factor Evaluation
VI. Porter’s Five Generic Strategy
VII. SWOT Analysis
a. SPACE Matrix
b. Boston Consulting Group Matrix
c. Internal-External Matrix
VIII. Strategy and Objective Recommendations
IX. Recommended ...view middle of the document...
Over the past 26 years Dell has built a solid worldwide company with:
* 100,000+ team members in over 180 countries
* 400,000 solutions in classrooms worldwide
* #1 healthcare IT services provider in the world
* 3.5 million connections via our social web community
Dell can attribute much of its success to their customer service offerings, global expansion and financial performance. The growing requirement for efficiently managing support related costs among medium and large businesses is a concern that is increasing in relevance in today’s IT environments. The company has been struggling with the long-term decline in the personal computer business, while at the same time trying to transform itself into a bigger player in enterprise hardware, software and services. But those efforts at transformation have been uneven, and the majority of Dell’s revenue is either derived directly from PCs or from ancillary products like desktop displays and accessories (Hesseldahl, 2013).
Dell has been taking in quite some scrutiny in the past few months since their CEO, Michael Dell, decided to take the company private with the help of Silver Lake Venture Capitalist. To many this may seem as a sign of weakness or downturn for Dell but in actuality this may give the personal computer company a fighting chance to regain it’s #1 position in the market. By going private the company will initially see an increase in operating expenses, but in the long run Michael Dell will be able to take control of company processes and management changes without the inquiry of shareholders and financial analysts.
II. Dell’s Mission, Vision and Strategy
The following information was retrieved from Dell.com:
Dell’s Vision Statement: It’s the way we do business. It’s the way we interact with the community. It’s the way we interpret the world around us—our customer needs, the future of technology, and the global business climate. Whatever changes the future may bring, our vision—Dell Vision—will be our guiding force.
Dell’s Mission Statement: Dell’s mission is to be the most successful computer company in the world at delivering the best customer experience in markets we serve. In doing so, dell will meet customer expectations of highest quality; leading technology; competitive pricing; Individual and company accountability; superior corporate citizenship; financial stability.
Strategies and Objectives: With the recent buyout and Silver Light partnership, Dell is able to take the company forward in a direction that isn’t hindered by stockholder opinions and market analysts.
According to a Forbes article written by Patrick Moorhead, Dell plans to be a volume, “in it to win it” PC player. This statement comes from a keynote speech that Jeff Clarke, Dell’s Vice Chairman and President of Global Operations and End User Computing stated at the Industry Analyst conference in Austin Texas in 2013. Dell’s “end user computing” growth plan is based on four...