Business Strategy - Dell Computer
rods (Gary, 2000).
In the 2nd quarter of this fiscal year, Dell has managed to achieve nearly 18 percent of the global market share and 27 percent of US market. With such improvement, you could see the contribution arrive its team members. Michael Dell has encouraging recruitment of only capable personnel with the same vision takers. He provide room for self-thinking and empower his employees to create room for innovation ideas and opportunity for further business growth. Dell would need to expand it resources development and captures on those lagging market. The lack of technical support personnel must be reinforced to meet the global market requirement while paving out more sophisticated business products and solutions. A company must learn from both successful and unsuccessful experiences and develop a core competency which then give it a competitive edge (Robert, 1999).
Conclusion
Michael Dell has adopted several attractive business philosophies for his computer business that spread over his management strategies. His believe that recruitment must be done having future challenges in mind, meaning hiring ahead of business curve. He even segmenting the roles and responsibilities of CEO between himself, Mort Topfer and Kevin Rollins to promote a wider spanning in management responsibilities. Michael has engendering a sense of personal investment in each employee through responsibilities, accountability and shared success and discounted on rigid business levels that hinder on communication and innovative ideas. It is not enough to have an ideology; you have to be able to pass it on, to infect others with your ideas in order to succeed (Gary, 2000).
His management believes that by focusing employees with a single goal and targeting customers as one will help to add value “within and beyond the box” and also developing products from customers’ viewpoint. The strong alliances with the suppliers provide higher efficiency that aligns to its success. The mission of efficiency, innovation and lower prices backed the strategy to capture better market share but using current ‘live’ information and calculation.
Thompson, A.A. & Stricken, A.J. (2001), Strategic Management: Concepts and Cases, 12th edn., Mcgraw-Hill/Irvin, Boston
Gary Hamel (2000), Leading the Revolution, Harvard Business Press, USA
Robert J.Mockler (1999), Multinational Strategic Alliances, John Wiley & Sons Inc., USA
http://www.dell.com