Dell's Business Strategy

305 Words2 Pages
Since founded in 1984, Michael Dell has instilled leadership and innovation throughout the culture of Dell Computer Corporation. Dell’s climb to market leadership was the result of a persistent focus on delivering the best possible customer experience. Direct selling, from manufacturer to consumer, was a key component of its strategy (Anthony, 2007, p. 315). The computer industry is a fast changing market that changes as quickly as the technology that is involved in the computer programs and hardware. Therefore, Dell’s business savvy, innovation, and creativeness led them to taking a different approach at this market by cutting out the middle man (retail locations) and offering direct sales to the customers. Dell’s direct sale strategy allows for their computers to be made to order and keep up with the newest technology trends within the computer industry. This system allows for the costs to the end consumer to remain low because there is not a customary 20 to 30% markup from a reseller or retailer. This keeps all stakeholders happy. The customers are happy because they enjoy lower costs. The internal stakeholders are satisfied with an increased ROIC. In comparison to other computer manufacturers, Dell’s inventory turnover was by far the greatest at 94.59 with the closest inventory turnover being 18.62 from IBM (Anthony, 2007, p. 316). A business unit can choose to compete either as a differentiated player or as a low-cost player (Anthony, 2007, p.588). The basis of Dell’s competitive advantage is heavily reliant on its direct marketing strategy. Dell’s differentiated strategy also allows them to be two-fold in terms of pricing and differentiation. Dell’s customers are saving 20 to 30% because the direct marketing differentiation strategy allows for retail savings which in turn gives Dell the opportunity to price their computers
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