Case study of Dell computers (2005)
- The world of luxury
- Luxury: Between tradition and modernity
- Luxury: dream or reality?
- Luxury Marketing and Strategy
- Marketing strategies
- Operational marketing
- The paradoxes of luxury marketing
- Luxury and communication
- The various tools of communication
- Advertising Techniques: The ?shokvertising and porn chic
- Habits and cultural sensitivities
- Luxury and art
- Luxury: Appearance or reality?
- The future of luxury
- The 'new rich'?
Dell Computer Corporation, headquartered in Round Rock, Texas, near Austin, is the world's leading direct sales of computers. The turnover of the company has reached 21.7 billion over the last four quarters. With 29,300 employees spread around the globe, Dell ranks second worldwide in the industry of micro-computers. It can also boast of tremendous growth that is much higher than the market. In the United States, Dell ranked first with a strong position as a leader among large companies and administrations. Its main customers are companies and government agencies.
The company was founded in 1984 by Michael Dell. He has, to date,the record for longevity as CEO in the computer industry. The concept of his company is simple: by selling directly to consumersof computer systems, Dell is able to quickly understand their needs and to propose solutions that suit them. Today, Dell improves andexpands the fundamental competitive advantages of the direct model using extensively the effectiveness of the Internet in all its activities.
Dell can handle the installation and management of computer systems, guide clients in the technology transitions and offers acomprehensive range of services. The company designs and customizes products and services according to specific needs ofcompanies or individuals who buy and sell a wide selection of hardware, peripherals and software.
About two thirds of Dell sales are for corporate, government and academia. Dell is also very active in the market for SMEs and individual users.
The range of Dell ? computers include high-performance desktop models Dimension ? and OptiPlex ?, Latitude ? notebooks and Inspiron ?, PowerEdge ? network servers, workstations and Dell Precision ? PowerVault ? Storage . The computers of the company are manufactured individually, on demand, in the factories of Austin, Texas, Nashville, Tennessee, Limerick, Ireland, Penang, Malaysia, and Xiamen, China.
Dell offers a wide range of value-added services widely acclaimed by the press, such as factory integration of hardware andsoftware specific rental and installation, extended warranty and user support. Direct relationships between the company and its customers as its capabilities for large Internet www.dell.com facilitate access to these services.
All communication Dell has only one goal: customer satisfaction, but its success is not just to "customer relations" performance. All this is based on a policy of cooperative research and development through,for example, annual meetings with key accounts to meet their needs.
Thus they have developed a method to reduce maintenance costs. Finally, a visit to their factory in Ireland has become a tool for communication and marketing to their customers who are regularly invited to follow up on the manufacture of their products. Dell has built much of its direct marketing strategy from the press.
The customer support from Dell, widely recognized, its growth at the forefront of the market and its impressive financial performance Dell differentiate from competitors. The basis for this difference: the direct model. "Direct" means the relationship between the company and itscustomers from individual consumers to the largest companies in the world. No dealer or intermediary intervenes to slow these relationships or increase the cost or to reduce the understanding that Dell may have expectations of its customers. This is why buyers of computer systems and investors are turning increasingly to Dell and its unique direct business model.
Tags: Dell, Direct business model,customised products and services