16th January 2012 34 Mansion street Granchestor meadows Oxford Ox1 6ds Dear Mr Han, I was writing this letter…...Read
Dell-New Rayon HBS case-9-502-022
Being a consecutively good and fast-growing company, Dell's management got the pressure of retaining the rapid growth. However, the hyper-growth in the PERSONAL COMPUTER industry over-drafted some growth potential inside the coming years and the bubble of the net economy burst so the acceleration of the progress would slow down. Since March 2000, Dell's performance in market increased and inventory prices got got a slump. In addition , competitions were becoming brutally so Dell frequently reduced its prices, lowering income as well. Consequently , how to maintain a 30% progress in earnings and income year after year was a challenge to Dell. Dell faced the alternatives such as product growth, support growth and international market segments growth. In the product expansion section, pcs, workstations, machines and storage were the portfolio. If to enter new product categories including high-end web servers, external storage space and organization services was on the table for the supervision. The economical constraint was $7. 9 billion in cash in its balance sheet. (In 2000, net income + average growth on liabilities=$ 5, 146 million). In this analysis, we all will scrutinize the growth options and Dell's ability in most fields to ensure which choices are suitable for it. Finally, we will formulate a prospective plan to pursue growth. Evaluation
Dell's success relies on the growing industry of LAPTOP OR COMPUTER industry, their business model and its superior capability to execute to sustain the organization model. Dell Direct unit was about affordable, direct consumer relationships and virtual incorporation. It was an increased velocity, useful distribution program characterized by build-to-order manufacturing, and products and services directed at specific market segments. Coming from mail requests and mobile phone orders to internet orders processing, Dell has a long history and experience in direct selling, making it difficult intended for competitors to imitate. Personal computers
This is the biggest segment with $ 217 billion in 2000. Its almost seemed 75% of Dell's revenues and the market still grew at 10% even though it slowed down from a speed of 20%. It absolutely was very important so Dell continue to need to work harder on this discipline. Further prices cutting might get some players out of this game although it would damage Dell too. Dell's operating incomes in sales had been 9% in 1999, 8% in 2000, and 5% in 2001. With no new methods to cut costs down additional, prices trimming would harm the industry and Dell itself. Dell can grow in this segment by focus on small and channel businesses. Intercontinental markets just like Asia/Pacific and Japan are main areas to expand. Dell previously did a great job in relationship organization, producing 60% Dell's U. S revenues. While in small and method businesses, Dell had adequate room to increase because only thirty percent of U. S earnings was from this segment and small and method businesses are countless. Workstations
This can be the smallest portion in Dell's products portfolio. The market was $9. two billion in 2000 throughout the world. Dell currently got 36. 8% in U. H and up to 29. 6% globally. With the increasing of Windows-based workstations, Dell's share should be expected to increase. This segment can bring about revenues to Dell when Dell must not allocate a lot of resources upon it. Servers
This is actually the second largest segment. It was $69 billion dollars in 2150 and stored 7% progress per year. SIAS enjoyed total annual growth in excess of 30% and Dell played in SIAS arena together 25. 5% share in 2001. Consequently , Dell's management considered coming into high-end computers. It is sensible because Dell had zero market share in high-end web servers. Storage
The foreign exchange market was $69 billion in 2000 and kept 23% growth per year. The market trend is that NAS and SAN were getting two-thirds of the industry while DAS would land to one-thirds from 70 percent. Dell's products mainly had been NAS with cheaper prices than competitors' such as Compaq, Network Product and Sunlight N8200. Dell also allied with EMC by selling...