Hrm at Dell
Table of content
1. Introduction………………………………………………………………………………….3
2. The business model………………………………………………………………………….3
3. The original business model and human resource management…………………………….4
4. The strategic transformation at Dell…………………………………………………………5
5. The effect of the strategy transformation on Dell’s HRM…………………………………..8
6. Major challenges in the future……………………………………………………………..10
7. Recommendations………………………………………………………………………….11
8. Conclusion…………………………………………………………………………………13
9. Appendix…………………………………………………………………………………...13
10. References………………………………………………………………………………...14
1. Introduction
In today’s business environment it becomes much more difficult to gain a competitive advantage over competitors, and even more important defend this advantage in the long-run. Especially in highly technological industries the permanent changing products and innovations exacerbate staying successful and competitive over time. Exactly in one of these industries, more precisely the personal computer industry, the well known computer company Dell stays in. Dell accomplished to stay competitive in this intense industry by implementing their unique business model of direct selling and offering a build-to-order service. However, to permute this complex business mode and maintain it as a competitive advantage is in very difficult. The main goal of the report is thereby to illustrate how the implementation of Dell’s business model is interlinked with the human resource department of the company and in which ways the model affects this department. This report will therefore first off all explain Dell’s original business model in general and furthermore link its success to the human resource department of the firm. Afterwards it will be pointed out which problems the company faces with its original model and why it might be tactically wise to change it partially. Finally it will be defined how the company’s human resource management is interlinked and affected with these
1. Introduction………………………………………………………………………………….3
2. The business model………………………………………………………………………….3
3. The original business model and human resource management…………………………….4
4. The strategic transformation at Dell…………………………………………………………5
5. The effect of the strategy transformation on Dell’s HRM…………………………………..8
6. Major challenges in the future……………………………………………………………..10
7. Recommendations………………………………………………………………………….11
8. Conclusion…………………………………………………………………………………13
9. Appendix…………………………………………………………………………………...13
10. References………………………………………………………………………………...14
1. Introduction
In today’s business environment it becomes much more difficult to gain a competitive advantage over competitors, and even more important defend this advantage in the long-run. Especially in highly technological industries the permanent changing products and innovations exacerbate staying successful and competitive over time. Exactly in one of these industries, more precisely the personal computer industry, the well known computer company Dell stays in. Dell accomplished to stay competitive in this intense industry by implementing their unique business model of direct selling and offering a build-to-order service. However, to permute this complex business mode and maintain it as a competitive advantage is in very difficult. The main goal of the report is thereby to illustrate how the implementation of Dell’s business model is interlinked with the human resource department of the company and in which ways the model affects this department. This report will therefore first off all explain Dell’s original business model in general and furthermore link its success to the human resource department of the firm. Afterwards it will be pointed out which problems the company faces with its original model and why it might be tactically wise to change it partially. Finally it will be defined how the company’s human resource management is interlinked and affected with these