Transcript of Dell03012006
- 1. Be Direct: DELL Its amazing to me that our competitors think
the customer is the dealer. Michael Dell Sales Leader: Tops in
Global Basis.
- 2. Introduction
- Before Michael Dell, innovation was about well-schooled
engineers in R&D labs inventing high-margin products and
technologies.
- Dell instead trained his eye on finding the most efficient way
to get tech products into the hands of the consumers.
- Perfected the credo Cut out the middleman.
- 3. Introduction
- Perfected the credo Cut out the middleman.
- DELL eliminated the need for inventory or middlemen and gave
itself a built-in price advantage, which it in part keeps as profit
and in part passes on to customers. Fortune 11/28/2005
- 4. Introduction
- Michael Dell: The only constant thing about business is that
every-thing is changing. We have to take advantage of change and
not let it take advantage of us.
- 5. Introduction
- Selling tech products by telephone and then the Internet
Michael broke the paradigm about how to run a computer business;
they havent been so great at finding the next paradigm.
- 6. Introduction
- Michael Dell is the chairman of the Board of Directors of Dell,
the company he founded in 84 for $1,000.
- With an unprecedented idea---build relationships directly with
consumers (born in February 65).
- Dells commitment to consumer value, to the team, to being
direct, to operating responsibly and, ultimately to winning.
Continues to differentiate Dell from other companies.
- 7. Introduction
- Michael Dell and Executive Management ponder:
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- 1. Whether or not to enter new product markets with laptops and
servers?
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- 2. A global strategy to manage the sales in the international
markets.
- 3. Decision making in a dynamic environment.
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- 4. 2006 is the year they need to reinvent themselves. HP has
narrowed the gap on productivity and price.
- 8. Introduction
- DELL did not want the unsophisticated customer.
- DELL wants to sell to the educated customer.
- DELL wants the consumer to buy their third or fourth system
from DELL. Its more profitable and easier.
- 9. Introduction
- Why DELL case: Well look at direct marketing and marketing
strategies.
- Look at more efficient way of going to market.
- Just-in-time (JIT) manufacturing.
- VARs (Value-added resellers), solutions for vertical markets
like banking, manufacturing and retailing.
- 10. Introduction
- The Future: The power of laptops
- became compatible with desktops,
- because of design, manufacturing
- Added: Printers, Servers, Projectors, TVs, Handhelds, Software,
Peripherals, Storage, Networking, Workstations and more.
- 11. Introduction
- What does SWOT analysis reveal about Dells situation?
- 12. SWOT Analysis Business to Consumer Business to Business
Strengths Opportunities Strengths Weaknesses Threats Weaknesses
Threats Opportunities
- Competition across markets
- Growth exceeding productivity
- Competition across markets
- Growth exceeding productivity
- 13. Case Questions
- What impresses you about this company?
- What is your assessment of the job Michael Dell has done, as
CEO? Senior management?
- How did Dell segment its customers? What types of customers?
What were they like?
- Whos the competition for transaction customers?
- Whos the competition of the other segmented customer?
- What are the advantages of this direct marketing and direct
manufacturing model?
- With its past distribution agreements with Staples, CompUSA,
and Sams Clubs, why did Dell have a problem with the retail
entry?
- 14. Case Questions
- 8. Why did Dell fail in its first entry in laptops?
- 9. What are the implications of a server failure versus a
desktop failure?
- 10. What are the sales and customer service implications of a
server failure versus a desktop failure?
- 11. Does Dells expansion into other products and services make
good strategic sense?
- 12. Given that Dell is a global player, how would you
characterize its strategies?
- 15. Wrap Up: Now and Then
- Avoiding dealers means less mark-ups, less overhead and
delivers lower prices to the customers for DELL.
- DELL: Number One in PC Sales
- DELL is one of the Most Admired Companies Fortunes Annual
issue
- In 2003, generated 80% of profits from sales to
businesses.
- With one week of parts on hand, DELL turns over its inventory
52 times a year. Compaq and HP turn over is 13.5 and 9.8.
- 16. Wrap Up: Now and Then
- Dells invasion into living rooms with flat-screens and other
electronics will be a $100 Billion free for all.
- Consumers will benefit. Prices will drop. Competition is Sony,
Samsung and Toshiba.
- Morphing into a leading consumer-electronics firm.
- Dell isnt very innovative. Spends only 1.5% on research, but We
just do it better.
- Looking at partnerships with Microsoft, Intel. What about new
ones with google and AMD.
- 17. Wrap Up: Now and Then
- Michael Dell cares about operating margins.
- Dell stock has been valued at a P/E multiple above 40. Loftier
than IBM, Microsoft, Wal-Mart and GE.
- The status quo is never good enough.
- Celebrate for a nanosecond. Then move on. Five seconds of
celebration and five hours of postmortem on what could have been
done better .
- Problems dealt with: Quickly, Directly, and without
Excuses.
- 18. Wrap Up: Now and Then
- 00, Dell was #6 in computer, with a market share of 6%.
- 03, it was #1 with a 30% share. #3 consumer brand.
- Sales in 00: $25.2 Billion
- Sales in 02: $35.2 Billion
- Sales in 03: $40.8 Billion
- Sales in 04: $41.4 Billion
- Sales in 05: $49.2 Billion
- Sales in 06: $55.9 Billion (est.)
- When a market is ready to explode, Dell moves in.
- 19. Summary
- Just like in your own businesses, windows of opportunities open
and close.
- Successful companies see the opportunities sooner.
- 20. Wrap Up: Now and Then
- - Named CEO of the Year 2001
- - Wealthiest individual under 40, in 2000, 2001, 2003,
2004.
- - If his DELL stock lost all value,
- Michael was still be the wealthiest person under 40, until his
birthday in 2/05.
- 21. Summary
- DELL is to the computer industry what Dominos is to the pizza
business.
- 22. Summary
- Heart of the case: Understanding
- the DELL Direct Marketing Model.
- The question of entering new markets is in reality looking at
the Direct Marketing model. Can it be extended into new
markets.
- Inventory has the shelf life of lettuce.
- Inventory is the worst thing to have in an industry in which
value of materials and technology declines quickly.
- 23. Summary
- Dell believes its low-cost, direct sales approach will allow it
to torpedo prices in many markets, with emphasis on printers.
- Dells all in one printer, that can scan, copy and fax are #2
(private label of Lexmark), behind Lexmark.
- Rival HO gets 70% of profits from printers and ink.
- In the Dell software, it automatically detects when ink is
running low and directs user to the Dell website. Free
shipping.
- 24. Summary
- Markets evolve over time. Anticipate and research the evolution
of customers, products, competitors, channels and technology.
- Pioneered first money-back guarantee 86.
- 25. Summary
- Three Golden Rules of DELL:
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- 2. Always listen to the customer
- 26. Summary
- Its not enough to rack up profits or turbo charge growth. Execs
must do both.
- Miss a profit goal and youre not cutting costs fast enough.
Overshoot it and youre leaving sales on the table.
- Pity the execs (server, storage and networking chiefs) who
didnt use all of the bullets in the gun. Despite solid results.
Reassigned.
- 27. Summary
- Dell entered printer market in 03.
- Market share: 19% in early 2005.
- In 2004: 50% of revenue came from desktop PCs. Will drop to
30-35% in coming years.
- 28. Summary
- Dell is competing against 50 different manufacturers, looking
to be category killer in flat-screen, digital market. #10 in US in
2005 with 2.4% share.
- Dell uses same suppliers.
- The convergence of entertainment and computing or birth of
digital home should only help Dell.
- 29. Summary
- Developing Dell Direct stores, and kiosks in malls. Places to
touch, see and browse.
- Offering existing customers deals, but the purchasing
decisions/behaviors are different.
- 30. Summary
- HP vs. Dell. HPs business has long faced the difficult
choicefocusing on grabbing market share or improving
profitability.
- 03 & 04, HPs approach. Aggressively battling Dell to claim
bragging rights as top PC seller.
- 31. Summary
- HP is backing away from seeking market share at all costs or
going all-out to upseat Dell from the top.
- Investors are applauding. Saying its a positive thing for HP.
WSJ 1/19/05
- 32. Summary
- Why Carlys Big Bet is Failing.
- Buying Compaq hasnt paid off for HPs investors. Theres no easy
way out.
- Carly is forced out on 2/9/2005
- 33. Summary
- Hewlett-Packard plans to cut 14,500 jobs in a restructuring
plan meant to save $1.9 billion a year.
- 34. Summary
- Our model continues to be the best in the business.
- In past ten years our sales are up 15 times and earnings and
stock price are up 20 times.
- Michael Dell: Fortune 11/15/2005
- 35. Summary
- Dell remains the worlds largest PC maker:
- Not the revolutionary force it was
- Direct (DTC) will dominate
- Partnerships with Microsoft and Intel: Microsoft losing ground
to Linux and Intel to AMD.
- Needs to increase R&D spending; Look for future
trends.
- Cutting price. Undercutting rivals. Needs to spend more on
customer service and new product development.
- 36. Be Direct: DELL Its amazing to me that our competitors
think the customer is the dealer. No victory lapsIts a marathon
Celebration breeds complacency. Michael Dell
- 37. Be Direct: DELL Every company needs to challenge and
reinvent itself. The big question for DELL in 2006 is HOW?