March 4‚ 2011 Case-Revitalizing Dell I. Diagnosis Question 1: The most critical shifts in Dell’s contextual factors‚ including industry dynamics‚ trends‚ technology changes and shift of the competitive landscape are following: The industry has changed significantly over the last 20 years. The traditional business model in the PC industry was inside-out‚ supplying machines based on orders from distribution‚ resell and retail channels‚ thus following the indirect selling concept. Dell’s direct
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Client is 16 years old‚ female Mexican American who is straight sexually active‚ and lives with her boyfriend’s family house at sharing the same room. Client is currently a student at Village Academy- Pomona High School in grade 11 Client was referred by DCFS social worker after presenting with the following symptoms: withdrawn‚ sad affect‚ anxiety related to family history/separation/conflict‚ difficulties with accommodation adjustment‚ and feeling of loss due to losing her fetus. Client becomes
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Industry Analysis Used car market was a huge market with attractive growth opportunities during 1980s. It was estimated worth $ 375 billion market. Competition was so deeply fragmented that no single dealership could claim more than a few percentage points share of the used car market in any locale. New car dealerships were the largest sellers of used cars. 65 % of late model‚ used vehicles were sold by 21‚800 new car dealers through out United States. However most of these new car dealers considered
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Lawford Electric Company Case Analysis Lawford Electric Company Case Analysis In this case‚ Robert Allen‚ a Field Sales Engineer for the Systems Controls department at Lawford Electric Company‚ has lost a very large sale with Bayfield Milling. Bayfield Milling’s average annual purchases with Lawford are about $50‚000. The lost revenue on the bid discussed in the case was nearly $900‚000. The case chronologically outlines Allen’s Sales Activity log which
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severely punished for their international moves. A simple test can help you decide what makes strategic sense for your organization. When You Shouldn’t Go Global by Marcus Alexander and Harry Korine Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 When You Shouldn’t Go Global 8 Further Reading A list of related materials‚ with annotations to guide further exploration of the article’s
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through a growth plan that focused on selling to retailers to improve its market share. The plan worked and Dell saw subsequent revenue increases of 268% within two years‚ compared to industry growth of 5%.1 The good times came to an end in 1993 when Dell posted its first loss after eleven subsequent quarters of profit.2 Dell decided to more efficiently manage its liquidity‚ profitability and growth and was exited the indirect retail channel where margins were exceptionally low . The retail
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Apple Case Apple Inc. recently told some customers they would have to pay $1.99 to download a software enhancement that enables a wireless-networking technology already included on some of its computers. Apple’s reason: Accounting rules forced it to make customers foot the bill for the enhancement. That’s an excuse‚ counter accounting experts and officials at the body that sets accounting rules‚ known as generally accepted accounting principles‚ or GAAP‚ for public and private companies. Rather
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HBR: “Introducing New Coke Case”: Discussion Questions: Directions: You are to write a report on the HBR Coke Case. The report consists of 10 questions. Each question is worth 10 points. Please write in a Q & A format and not essay. Questions: 1. What is the case about? Write a ½ page executive summary of the case which includes at least 3 consumer behavior theories that are evident in this case. Ans: In the late 80s‚ Pepsi market share was catching up with Coca-cola at
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Running head: Dyad Consultations Dyad Consultations Unkown Capella University October 25‚ 2011 A Consultant’s Perspective When being in the consultant role‚ I was a bit nervous and excited. Many thoughts ran through my mind‚ such as‚ am I knowledgeable‚ capable‚ or emotionally ready for this assignment. To ease the nervousness‚ my partner and I thought it would be best to exchange information on our expertise and give examples on how we help or consult an individual.
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Godrej and Boyce: Chotukool Case study Question and Answers Q 1. Assess the business case for Chotukool. What are the critical success factors for their product to succeed? Answer: Godrej and Boyce’s product-Chotukool is an example of Disruptive Innovation. Disruptive innovation‚ a term of art coined by Clayton Christensen‚ describes a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves up market‚ eventually
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