Staffing Orgs DELL
Dell's mission is to be the most successful computer company in the world at delivering the best customer experience in markets we serve. In doing so, Dell will meet customer expectations of:
· Highest quality
· Leading technology
· Competitive pricing
· Individual and company accountability
· Best-in-class service and support
· Flexible customization capability
· Superior corporate citizenship
· Financial stability
-Dell Mission Statement
Company background
Dell’s vision of excellence through quality, innovation, pricing, accountability, service and support, customization, corporate citizenship and financial stability is clear. This mission statement is clear and easy to understand. Producing quality work that leads to the achievement of these lofty goals becomes much more complicated than writing a simple mission statement. One thing is clear, the core capabilities of any business stem from the employees that comprise it.
With over 36,000 employees, Dell is a member of the rapidly changing and expanding computer technology industry. This industry had achieved enormous growth in the last decade. Dell’s stock rose 29,000 percent in the 1990’s and as of the second quarter in 1999; Dell was tied for first place in the market. Dell faces stiff competition from technology giants such as IBM, Hewlett Packard, and Compaq. With such robust expansion in the technology industry and the economy, it is becoming increasing difficult for companies such as Dell, who experienced a 56 percent growth in workforce in 1999, to fill positions with quality applicants. Dell is currently seeking applicants for positions in sales, corporate finance, engineering, manufacturing, and most especially, information technology. Dell currently hires approximately 2000 employees a quarter. With such rapid growth and expansion the temptation surfaces to simply fill a position with a body. “Unless you have a good process in place, you run the risk of not always hiring the best people. There can be a tendency to say ‘We need people so badly, a fresh body is better than no body,’” as summed up by Steve Price, vice president of human resources for Dell’s Public and Americas International Group. To avoid this scenario, Dell has created a web-based Organizational Human Resource Planning (OHRP) process. These processes help a business unit focus on and anticipate growth and staffing needs. In addition the OHRP process allows managers to do their own succession planning, identify key jobs, and formulate competency planning and employee development. The OHRP process also tries to pick out qualities new employees will need by analyzing the skills and qualities of current top performers.
Why has Dell been so successful despite the low average profitability in the PC industry?
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
We understand the importance of our missions and the trust our customers place in us. With this in mind, we strive to excel in every aspect of our business and approach every challenge with a determination to succeed.
Liquidity, profitability, and growth are used to measure the success of a company. When asked to review Dell and it's marketing strategy I looked closely at it weakness and threats, because once you address a company weakness it then has the possibility of becoming a strength and when you acknowledge threats to a corporation, the company can then take the appropriate action to alleviate the threat. My recommendation to Dell would be not to make any grand changes, to continue observing the computer technology market and continue to make amend changes as necessary.
Dell Inc. weakness was cell manufacturing because their assembled computers were being shipped five to six days after the order was placed. It is an inconvenience for the customers to always send their computer away to have it repaired. First, they are left without internet access. Second, the time it reaches Austin, Texas, have it repaired, and shipped back can take days. The company opportunities were the Dell U.K. that open business in 1987 and in that country it was a lot of companies selling cheap computers. Dell Inc. strides on loyalty among customers and employees, and that could only be derived from having the highest level of service and performing products. Segmentation within the company enables them to measure the efficiency of the business in terms of assets use. Dell Inc. evaluates their return on invested capital in each segment, compare it with other segments, and target what the performance of each should be.
Speaking about the business model of Dell, it has ability to remain on the higher end of the scale for a particular time period. Dell has business model, which primarily focuses on direct selling line of attack. It in a straight line supplies the PCs to the regulars. It does not believe in intermediary, retailers for the business practices. Undeniably, this gives them an edge to serve customer well. Nevertheless, it understood the importance of retailers and start offering products on the premises of retailers, such as Wal-Mart, Sam’s Club and so on. Next, Dell administration is certain of the exclusive business of PCs. As time goes on, however, observing the
The base for strategic marketing is basically segmentation, positioning and targeting. The companies these days know that they cannot allure all the customers but they have to recognize the customers they will be able to serve profitably and fulfill their expectations. According to Kotler, "A company must identify the parts of the market that it can serve best and most profitably". The current scenario for Dell is that Dell rose to top the charts in 2013 on the shipment of 5 Million in units with the market share of 14.9%. The regions like United States and Asia Pacific delivered the highest profits for the company with 18.3% and 14.4% quarter over quarter growth. These regions excluded to that of Japan (APEJ). Then Dell was listed on number 51 in the Fortune 500 list in the same year. Over the past couple of years Dell has defeated IBM and HP and gained 20% Demand Strength. Whereas, IBM could gain only 9% and HP lost the Demand Strength by 16%. This completely means that Dell governs the market of computers in US and is trying to come up in the league in the other product categories as well.
Dell Inc. has realized that the most efficient path to the customer is through a direct relationship, with no intermediaries to add confusion and cost. With the power of their direct model and their team of talented people, they are able to provide to their customers high-quality, relevant technology, customized systems, superior service and support and products and services that are easy to buy and use.
Ulrich, D., Younger, J., and Brockbank, W. 2008. “The twenty-first century HR organization.” Human Resource Management, 47, pp.829-850.
According to Michael Cannon, Dell's President of Global Operations, the key differentiators that have made Dell so effective for nearly two decades are its made to order direct sales model and its innovative supply chain (SCN, 2008).
Human resource is the most valuable and unique asset of an organization. The successful management of an organization’s human resource is an exciting, dynamic and challenging task , especially at a time when the world has become a global village and economies are in a state of flux. The lack of talented resource and the growing expectation of the modern day employee has further increased the difficulty of the human resource function.
A business is feasible when it is able to generate profits, standstill despite of risks and achieve the founders’ goals (Hofstrand, 2009). In order to meet all of these achievements, the researcher need to investigate investment, technical market and commercial feasibility (How to conduct a feasibility study, 2015). In terms of Business model Canvas, the ‘customer segments’ component presents the market feasibility. Dell has targeted four main segments which allow the company to design, produce, promote and deliver different products with different features. In comparisons, the ‘value propositions’ contribute to the technical feasibility when the product is formed and advertised, ready to deliver. Dell has used different strategies to maintain and developed the brand including remain the same brand name for different products. This strategy is promised to stimulate customers’ awareness of the company, thus, attract numerous number of clients and increase annual profits. Finally, ‘channels’ characteristic focuses on accessing technical feasibility. Dell disposes different channels in order to reduce the transportation and warehouse costs as well as guarantee customers with aggressive on-time delivery. Consequently, as the cost has been lowered and the reputation has been improved, Dell is expected to maximize their revenues
Human resource management and the organizations in which it takes place are facing challenges from a changing environment. Hiring the proper people with the appropriate skills is an essential part of maintaining the workplace. Economic issues which include downsizing, organizational culture, productivity, ethics, demographics, and diversity plays a significant role when redesigning a company 's Human Resource Department. Success in the field of Human Resource requires an update of knowledge continually. Training, certifications, hands-on experience, and tactic knowledge helps to perform a difficult redesigning task with speed and sensitivity. Human Resource actions are comprised of but not limited to equal employment, staffing, compensation, benefits, labor relations, and safety. Ethical issues are
Dell’s initial competitive strategy, when it was founded in 1984 by Michael Dell, was to focus mainly on differentiation. Its strategy was to sell customised personal computer systems directly to customers, which was a rapidly emerging market at that time (1). This was done by targeting second-time customers, those that already understand computers and know what they wanted. Meanwhile other companies at the time was selling “’plain brown wrapper’ computers” (2). By offering customisations, Dell gained a better understanding of customers’ needs and wants. This helped the organisation position itself differently against the more popular brands, such as Compaq and IBM.
Dell Inc had very effectively used the direct marketing channel for the sales of computers to the end consumer. When all the other pc makers were selling through retailers and distributors, Dell had started efficient use of the direct channels.