Dell Case Study
Dell Online (Case Study)
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Dell Online (Case Study)
By Sally Ahmed Article Word Count: 2523 [View Summary] Comments (0)
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Background (General Facts from Case Study) Dell is a computer corporation recognized for manufacturing computer systems through parts assemble. In 1983, Michael Dell saw an opportunity in using IBM compatible computers for a new assembly line that can be sold to local businesses. The idea as explained by Michael Dell, in an interview with Joan Magretta[1], is that in the early days of computers' manufacturing, companies had to be able to produce every part of the system. As the industry matured, companies started to focus on single parts and to become specialized in creating items that can be assembled with other parts to prepare a computer. As a result, Dell understood that to have a competitive edge in the market, they needed to focus on activities that drive sales instead of putting capital in producing items that other manufactures are already creating. In the 1990's, the computer market revolved around desktops, notebooks, and network servers. Dell competed with high-end machines from IBM, HP, and Compaq with a product line that provided
http://ezinearticles.com/?id=1371240
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HOME::Computers-and-Technology Submit Articles Members Login Benefits Expert Authors Read Endorsements Editorial Guidelines Author TOS
Dell Online (Case Study)
By Sally Ahmed Article Word Count: 2523 [View Summary] Comments (0)
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Training case study
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Six Sigma Certification
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Supply Chain
Optimize Your Supplier Strategy! Complete Supply Chain Solutions www.SAS.com Blog Forums About Us Contact Us Article Writing Shop Advertising Affiliates Privacy Policy Site Map
Background (General Facts from Case Study) Dell is a computer corporation recognized for manufacturing computer systems through parts assemble. In 1983, Michael Dell saw an opportunity in using IBM compatible computers for a new assembly line that can be sold to local businesses. The idea as explained by Michael Dell, in an interview with Joan Magretta[1], is that in the early days of computers' manufacturing, companies had to be able to produce every part of the system. As the industry matured, companies started to focus on single parts and to become specialized in creating items that can be assembled with other parts to prepare a computer. As a result, Dell understood that to have a competitive edge in the market, they needed to focus on activities that drive sales instead of putting capital in producing items that other manufactures are already creating. In the 1990's, the computer market revolved around desktops, notebooks, and network servers. Dell competed with high-end machines from IBM, HP, and Compaq with a product line that provided