In order to understand why the Soul of Dell failed to be incorporated into the culture of the organization and permeate through external relationships, the process of communication must be defined. The communication model developed from the works of Shannon, Weaver and Schramm (Gibson et al. 2009) describes the process to encompass the intended message from the sender, the media for delivery of the message, and an understanding of the message by the recipient through feedback. This process closes the loop on communication to try and eliminate misunderstandings and misinterpretations of the intended message. The inclusion of interpretation and structure in later communication models is noteworthy especially with increased globalization and cultural diversity. (Bowman, J. P., & Targowski, A. S. 1987)
The intention of the Soul of Dell initiated from a clear vision; to develop a loyal customer base, cultivate a teamwork environment within the organization, enhance direct relationships both internally and externally, contribute to a global marketplace through benefitting the local communities and leading in the market industry with high quality competitive product.
The breakdown began with an implementation plan that did not take into consideration the audience that this well defined objective, was to reach. The team who created the philosophy understood the need for defining a value system but this justification was not passed on to the employees of Dell. In order to attract the audience as Maslow’s Hierarchy of Human Needs explains, the audience needs to know why there is a need for the Soul of Dell. (O’Rourke, J. 2010) The complexity of the message needs to be defined and actionable. What is the objective of the Soul of De...
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Works Cited
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Dell's strengths were oriented around listening to the customers, responding to the customers, and delivering what the customer wanted. The direct relationship was first through telephone calls, then through face-to-face interactions, and now through the internet. It has enabled them to benefit from real-time input from real customers regarding products and future products they would like to see developed. The company also doesn't use reseller or retail channels because every computer is built-to-order, which allows less inventory. The direct model allows them to take the pulse of whatever market and provide the right technology for the right customers.
It is known that manufacturing process and cost reductions, which are pillar of the Dell business model, high profit margin will break the mightier growth for the company, through which, the best practices come in all forms. Hence, to conclude, when it comes time to decide the selection of the strategies, Dell should accept both strategies to a greater extent. It will be popular course of action for Dell to refute the claims of experts about the future of Dell. However, in this uncertain age of market, where globalization can play a key and integral role for business progress, Dell has to contemplate all the factors now to enhance its brand via products and marketing together with wide-ranging business models. Nonetheless, the management has to put its shoulder to the wheel to make the things
Dell Inc. is a privately owned multinational technological company, which develops, sells repairs and supports computers and relates products and services. Dell Computer has a fully Internet-enabled supply chains, which is constructed by the extranet to automate interactions with suppliers, service partners and customers .
Griffin, E. (1997). A First Look at Communication, Third Edition. New York: The McGraw-Hill Companies, Inc.
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.
Ivancevich, J., Konopaske, R. & Matteson, M. (2011). Organizational Behavior and Management. NewYork, NY: McGraw Hill.
Dell Computer have recently announced changes to their business strategy and supporting supply chain. They will no longer focus on a made to order direct sales model for their personal computers. Nor will they continue to refine their renowned supply chain model that supported their sales model. Instead, they will be looking to produce personal computers with fixed configurations at lower prices. This essay looks at why Dell have changed their strategy, and then considers the customer value proposition of the new strategy, as well as lessons that other organisations can learn from the Dell experience.
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Ivancevich, John, Knopaske, Robert, Matteson, Michael, Organizational Behaviour and Management (10 edition (January 30, 2013). New York, NY: McGraw-Hill/Irwin
People communicate for three purposes which are: to inform, persuade and entertain. Most managers use 60-80% of their time communicating in many ways which include: be present in meetings, listen and contribute in decision making and problem solve; compose various types of memos to inform and influence others about your viewpoints along with the services and products offered by one’s organization; presents information and influencing messages to large and small groups either face to face or virtual setting; explains and clarifies tasks and procedures
Robbins, S.P., & Judge, T.A. (2011). Organizational behavior (14th ed.). Upper Saddle River: Pearson Prentice Hall
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.