This should reduce the impact of changing between chip vendors as the plant

This should reduce the impact of changing between

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manufacturing line executing Single Minute Exchange of Die (SMED) methods. This should reduce the impact of changing between chip vendors, as the plant already has flexibility built into its operating procedure. Dell’s direct sales model is not providing the returns expected in China. So, Dell should invest in partnerships or storefronts similar to the 'Apple store' concept where the entire Dell product line can be seen and touched, a method that will probably work better with Chinese buying habits. Unrelated Product and Markets
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Dell will establish more ongoing relationships with customers and become a company offering a solutions focus, an area currently dominated by rivals IBM and HP. Porter s Generic Strategies ʹ While Dell offers a broad range of product categories in different markets and industries , its corporate differentiations strategy is best exemplified by its core businesses, PC sales and services. The company has dedicated itself to making the customer the most important voice in the value chain. It direct sales model keeping advertising and inventory costs low and provided a high level of customer services when delivering the end product. By utilizing just-in-time inventory through supply chain management and SMED methodologies, helps Dell to eliminate stocks of finished products, reducing component stocks and replacement costs. Dell focus is on increasing customer value, but is keeping the value consistent with the product purchased. Market Attractiveness and Strength Using the Boston Consulting Group’s growth share matrix, and the McKinsey 9 cell matrix, Dell's many businesses can be independently analyzed. Dell's PC division, comprising both desktop and mobility segments can be categorized as a Cash Cow, due to the company's front running position and ownership of over 18% of the world market (Williams, Cowley, 2006). This market is expanding, especially in developing countries (Kharif, 2005), with an expected increase in shipments of 10.5% worldwide in 2006 (Kanellos, 2006). Dell's strength in this segment comes is evidenced by their control of the corporate and personal markets in the U.S. where they are the top vendor. Outside the U.S., Dell is currently either the #2 or #3 PC maker, where they are seeing greater than 20% Year over Year (YOY) growth, depending on
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the market (Young, 2006) (Evans, 2005).The server business is one where Dell continues to make show consistent growth in market share, making it a star in Dell's portfolio. Dell's market share has increased substantially over the last several years to almost 11%, overtaking Sun to rank as the #3 producer of servers (Shankland, 2005). To grow market share, the company focused on lower end, higher volume servers, posting between 22-25% YOY growth over the last several years. As the company matures in this market, Dell is expanding its business by growing into higher end Windows markets such as clustered servers (Yager, 2005). These new product offerings put Dell in a strong position to capitalize on the expected 6-8% growth of the market in 2006 (Graham-Hackett, 2005).Unlike their PC and server
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