JenniferBaxter.MGT 450 Finalwith comments

JenniferBaxter.MGT - Competitive Edge Creating a Strategy for a More Competitive Edge Jennifer Baxter MGT 450 Strategic Planning for Organizations

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Competitive Edge 1 Creating a Strategy for a More Competitive Edge Jennifer Baxter MGT 450 Strategic Planning for Organizations Professor Berkeley April 12, 2010
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Competitive Edge 2 Introduction As Dell Inc. struggles to regain their hold on the market, leadership must take drastic measures to save billions while aiming to regain profitability. While closing manufacturing plants and slimming down the employee roster, the leadership of Dell Inc. must also make changes in the organization’s procedures and manner of operations in order to drive productivity and efficiency; all the while taking the necessary steps to improve their competitive position. By maintaining their customer driven attitude to feed innovation, Dell Inc. holds onto tradition as they pave a course to map future industry trademarks .
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Competitive Edge 3 Creating a Strategy for a More Competitive Edge Dell Inc.’s mission is to be the most successful computer company in the world at delivering the best customer experience in markets they serve. In doing so, Dell will meet customer expectations of: highest quality, leading technology, competitive pricing, individual and company accountability, best-in-class service and support, flexible customization capability, superior corporate citizenship, and financial stability (dell.com). In order to meet these expectations of its customers, Dell needs to remain flexible in its abilities to create value for its stakeholders. To do so, leadership styles must be addressed, as well as methods and strategies put in place that allows the organization to adapt quickly and efficiently to the ever changing technological environment. In addition, a SWOT analysis will determine how the organization should move forward in order to maintain its competitive advantage in the global marketplace. Discussion Dell Inc. is a multinational technology corporation that develops, manufactures, sells, and supports personal computers and other computer related products. Since its origination (under former name Dell Computer Corporation) in 1984 in a college dormitory room, Michael Dell has been selling personal computer-systems directly to customers, with the vision of better understanding customers' needs and providing the most effective computing solutions to meet those needs. The organization became the largest seller of PC’s and servers throughout the 1980’s and well into the 1990’s (dell.com). Despite such wide brand recognition, Dell Inc. fell victim to its competitor in the industry, Hewlett-Packard, who has taken the market share lead, according to Burrows (2006, ¶5). Garza notes that Hewlett-Packard had 18.8 percent of the market, while Dell had 13.9
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Competitive Edge 4 percent (¶ 16). In order to combat the declining market share and unfavorable financial results, CEO Michael Dell realized that the organization’s upper management was in need of updating as commented by the company in an article by Rappeport and Waters (¶ 1). In addition, the traditional “Direct from Dell” business model was in need of a facelift; and although this model
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This note was uploaded on 08/29/2011 for the course BUSINESS 101 taught by Professor All during the Spring '11 term at Ashford University.

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JenniferBaxter.MGT - Competitive Edge Creating a Strategy for a More Competitive Edge Jennifer Baxter MGT 450 Strategic Planning for Organizations

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