1|Page Dell ’s Direct Business Model Dell ’s Direct Business Model Presented by Riti Behal – FT 14459 Gagan Dawar – FT 14221 Vaibhav Agarwal – FT 14276 Great Lakes Institute of Management‚ Chennai Riti Behal‚ Gagan Dawar‚ Vaibhav Agarwal 2|Page Dell ’s Direct Business Model Describe the “Direct Business Model” The direct model has become the backbone of our company and the greatest tool in its growth. – Michael Dell. Dell ’s direct business model bypasses the dealer in the supply chain
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man partnership in Cincinnati‚ Ohio has grown into the world’s largest manufacturer of consumer packaged goods with operations in 80 countries and markets 300 brands in 180 countries around the world. In 1837 William Procter and James Gamble formed Procter & Gamble (P&G) to manufacture and sell candles and soap. Being that Cincinnati was booming from its hog butchering trade the suggestion for the partnership apparently came from their mutual father-in-law‚ Alexander Norris‚ who pointed out
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Procter & Gamble: Competing with Itself – and Winning Procter & Gamble is one of the world’s [premier consumer-goods companies. Some 99 percent of all U.S. households use at least one of P&G’s over 300 brands‚ and the typical household regularly buys and uses from one to two dozen P&G brands. P&G sells multiple brands of laundry detergent‚ bath soap‚ shampoo‚ dishwashing detergent‚ tissues and paper towels‚ deodorant‚ fabric softener‚ cosmetics‚ and disposable diapers worldwide. Moreover‚ P&G
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1. Describe the multiple locations from which customers can submit orders and the information technology components customers would need (on their end) to accomplish this activity. Location IT Example/Explanation Company Website – therefore anywhere once you have the appropriate IT Hardware – Input Output Storage Processing Keyboard‚ Scanner‚ Mouse‚ PC‚ Laptop‚ Tablet Screen‚ printer Internal memory (RAM/ROM) Software Operating systems‚ web servers and browsers Network - WAN
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Creating innovation for competitive advantage: A Procter & Gamble case study Introduction Companies must innovate in order to keep ahead of their competitors. If an organisation wants to create a business strategy that keeps it at the forefront of innovation‚ it must develop ways of making that strategy work. Being innovative does not just involve using the expertise of market researchers‚ scientists and product developers to create new products. It also involves using the capabilities
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CASE EXAMPLE Global forces and the European brewing industry This case is centred on the European brewing industry and examines how the increasingly competitive pressure of operating within global markets is causing consolidation through acquisitions‚ alliances and closures within the industry. This has resulted in the growth of the brewers’ reliance upon super brands. In the first decade of the twenty-first century‚ European brewers faced a surprising paradox. The traditional centre of the beer
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accompanying print campaign at the Games‚ followed by a wealth of activity spanning mobile‚ user-generated content‚ branded utility‚ mobile apps and content. The timing could hardly have been better. Not only are Americans living longer but‚ in many cases‚ they are also leading unhealthier lives resulting in chronic illnesses. As the burgeoning growth of healthcare in developing markets like China and India has proved‚ health has become big business. In January 2009‚ for example‚ the Chinese government
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9-404-124 REV: JULY 12‚ 2005 THOMAS J. DELONG‚ WARREN BRACKIN‚ ALEX CABAÑAS‚ PHIL SHELLHAMMER‚ DAVID L. AGER Procter & Gamble: Global Business Services Dave Walker‚ vice president of Business Service Opportunities and chairman of the Governance Team at Procter & Gamble‚ sat and stared at the reports and presentations that were piled on his desk. As head of the Governance Team‚ Walker was responsible for leading a lengthy review aimed at answering one question: “What should P&G do with its
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Procter and Gamble HISTORY American multinational consumer goods co. Headquarters: Cincinnati‚ OH Founded 1839 2012 $83.68B dollars in sales High 3Q 2010 earnings made analysts question if it was attributed to P&G lowering product prices. There are consistent price increases and decreases within the markets of Procter and Gamble. Reverts to pre-crisis 2008 when in inflation in central and Eastern Europe was still climbing. P&G raised prices during this time to off-set inflation
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top-line growth and cost savings‚ but this has often been restricted by companies’ business models and culture. Most companies have contained innovation within their direct circle of influence (apart from some well-known examples such as Procter & Gamble and Philips). But as competition intensifies and existing models of innovation are not enough of a differentiator‚ the way to build market share and create sustainable top-line growth in the future will be through a new‚ alternative approach
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