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摘要:企业管理留学生论文范文下载-Dell Internal Analysis......

企业管理留学生论文范文下载Dell Internal Analysis

 

 

Executive Summary:

Dell Inc is the world's third largest personal computer manufacturer. The firm as a result of different resources and unique capabilities has enjoyed the market leadership for an extended period of time. A major reason for the firm's top-tier performance in the huge potential PC industry could be attributed to the fact that the firm has enjoying various core competencies and dynamic capabilities that include unique business model, integrated supply chain, information and communication network, product management, and direct sales model. Although, in the past these different factors were resulting in the firm's market leadership, the industry has experienced many changes during the recent past. As a result of such changes that took place in the industry, the firm has lost its strategic leadership. 执行概要:

戴尔公司是全球第三大个人电脑制造商。公司作为一个结果,不同的资源和独特的能力,得到了市场的领导地位,在较长的一段时间。本公司的顶级性能的巨大潜力的PC行业的主要原因可能是由于公司享受和动态能力,包括独特的商业模式,不同的核心能力,集成化供应链,信息和通信网络,产品管理,直销模式。虽然,在过去的这些不同的因素导致公司的市场领导地位,该行业已在最近的过去经历了许多变化。由于这种变化发生在该行业,公司已失去了它的战略领导。

 

This report has been organised to carry out the internal analysis of the firm's by critically evaluating the firm's resources and capabilities in terms of the VRIO framework. Based on such analysis together with the external environmental analysis, the report look into why the firm has failed to sustain its leadership. Based on the analysis of the problems that Dell has been experiencing, the report offered various recommendations to the management of the organisation. The rationale behind the objectives is to rebuild the organisation resources and unique capabilities so the organisation could sustainable competitive advantage that may lead to the better realisation of the firm's long-term goals.

Table of Contents

Executive Summary:2

1.Introduction:4

2.Internal Audit of the Organisation:4

3.VRIO Analysis:5

4.Recent changes in Dell External Environment and its Impact on Dell's Core Competencies:7

5.Recommendations to Dell:8

6.Conclusion:9

References:11

本报告已组织开展公司的内部环境分析通过严格评估的VRIO框架方面公司的资源和能力。基于这样的分析和外部环境分析,报告,看看为什么公司未能维持它的领导。基于戴尔所遭遇的问题的分析,提出了各种建议报告的组织管理。在目标的目的是重建的组织资源和独特的能力使组织能够持续的竞争优势,可能导致该公司的长期目标更好的实现。

表的内容

内容提要:2

简介:4 1。

2。该组织内部审计:4

3 VRIO分析:5。

4。最近戴尔外部环境和戴尔的核心竞争力,其影响的变化:7

建议:8戴尔5。

6。结论:9

参考文献:11

 

1.Introduction:

Dell Inc is the world's third largest personal computer manufacturer (Euromonitor, 2011). The organisation was founded by Michael Dell, a college dropped out, in 1984 (Dell, 2011). Based in Texas, the firm has dominated the personal computer because of its unique business model (Benner, 2010). The business model of the firm that has been leading to the firm success is a direct sales approach, build to order, and the suppliers' integration (Breen and Anerijo, 2011). In addition, better supply chain arrangements, technological leadership, and product planning could be termed as some of the major factors that have ensured the firm's success at the global level (Euromonitor, 2011). The success that the firm has been enjoying could have not been possible without its unique cluster of internal strategic resources and capabilities (Kuman and Craig, 2007). This report has been organised to critically evaluate the key resources and capabilities of Dell Inc. The report is based on VRIO framework that will identify the core competencies that has been leading to Dell's competitive advantage in the market. The report will also look into how the external environment of the firm has been changing that has been decreasing the significance of Dell core competencies. At the end of the report, efforts will be directed to recommend strategies that could enable Dell to sustain its competitive advantage and regain its market leadership of the personal computer industry. 

 

2.Internal Audit of the Organisation:

Taking the resource-based view of the firm, the competitive advantage of Dell could be analysed considering the resources and capabilities of the organisation (Barney, 2002). The resources could be grouped into tangible resources and intangible resources (Hamel, 2002). The tangible resources of Dell include the financial resources, physical resources, human resources, and organisational resources owned by the business enterprise (Hamel, 1998). On the other hand, intangible resources are the brand name, the brand equity, intellectual property rights in the form of patents and trademark, and the reputation that Dell has been enjoying in the market (Digman, 2009). On the other hand, the capabilities of the firm may understand as a subset of resources that enable Dell Inc to fully exploit its resources. Such resources in case of Dell Inc include the unique business model, marketing skills, R&D and product planning, supplier's network possessed by the organisation and the networking capabilities that linked the firm with its different suppliers in different parts of the world (Shah, 2010). 

 

Although, Dell has been possessing different resources and capabilities, not all of them are enabling the organisation to enjoy a competitive advantage in the market (Hamel, 1998). This is because competitive advantage that results in superior market performance could be enjoyed only if the resources are valuable and the competitors of the firm could not imitate such resource or capability (Henry, 2008). In order to analyse whether the different resources and capabilities that Dell has been possessing can be termed as core competencies that could lead towards the realisation of competitive advantage, a useful framework that could be used for such analysis is the VRIO framework that has been highlighted in the following. 

 

3.VRIO Analysis:

VRIO is an acronym that stands for Valuable, Rare, Imitable, and Organised (Pearce and Robinson, 2010). If the resources and capabilities of Dell Inc fulfil these criteria, it could be then termed as a core competence of the business enterprise (Hamel, 1998). A resource or competence could be termed "Valuable" if Dell could either exploit a market opportunity or neutralise an environmental threat through such resource or competence (Hamel and Prahalad, 1989). The "value" criterion also means that whether the resource could be used to increase the firm's revenue, decrease its cost or some combination of decreasing cost or increasing revenue (Webster, 2008). The quality conformance of the firm's and low cost perception that Dell has been enjoying in the market could also be termed as the factors that provide value to the firm (Webster, 2008). Furthermore, the unique product design capabilities of the firm along with the R&D skills possessed by the firm could be termed as valuable factors leading to the firm's competitive advantage (Park, Burrow and Calif, 2003). The supply chain capabilities, low inventory level, and the communication network and the information system that the firm has installed that linked Dell with its different suppliers could also be termed as valuable factors (Benner, 2010). In addition, the direct sales model of Dell of the firm also provides value to the organisation. (Kuman and Craig, 2007) 

The rarity criterion means that the resource is scarce and could not be easily availed by the major competitor of the firm (Hamel and Prahalad, 1989). The information system that Dell has been relying could be termed as rare because it enabled the business enterprise to better connect and share different information with its supply chain members (Breen and Anerijo, 2011). Without such information system, the firm could have not been in a position to implement the build to order model (Euromonitor, 2011). Although, the competitors of the firm have built such information system, but the number of such organisations are few. As the information system possessed by the firm provide both value as well as it is scarce, it could be termed as a factor that provide the firm with a competitive advantage (Hesseldahl, 2012). The same could be said regarding the supply chain network of the firm. The supply chain that the organisation has been possessing provide the firm with value and such a supply chain is scarce in the computer industry due to which it could be also termed as a factor that provide the firm with a competitive advantage (Yalabrik, Howard and Roden, 2012).    

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