Dell case

The centerpiece of Dell's strategy to gain market share is to be a faster and more flexible options for customers. By focusing on reducing the occasions that can slow down the time it takes from ordering that the customer gets the computer to themselves , they have revolutionized the way how the PC market sales are made . The major competitors such as HP and IBM, are trying to predetermine based on market studies what customers want , and then produces computers for stock, while Dell lets customers decide what components they want in their computer. Customers ordering via the telephone or , increasingly , via the Internet. In doing so, avoid Dell intermediaries becomes more cost carriers. Where competitors more trying to focus on creating services around the product , thereby creating value for the customer , trust Dell more on the customer already has the implementation knowledge required to do a proper , active purchasing choice .

In order to have a control system that meets the requirements for speed and flexibility , Dell has focused on reducing the number of intermediaries ( " touches" ) in the production of computers. The main way to do this is by outsourcing all production of components , and instead the focus solely on the reassembly of the product . This meant that Dell went more toward being a service company than a generation .

To decisions taken in the control system will also maintain the requirements of speed is possible for managers far down the systems to make decisions without involving managers from the top ( depending on how important the decision is ) . This allows the organization becomes very flexible to change, and that Dell avoids slow bureaucracy. By making use of most of the economic data that is continuously measured , and are always available for sales representatives and managers , the organization can measure its effectiveness in real time. This is Dell 's so-called scorecard , which includes for example Return On Invested