Virtual Integration and Information-Sharing
#Dell marketing strategy 2014 Pc#
Problems relating to faulty components or flawed components design were promptly passed along to the relevant supplier,ĭell had plans in place to build Application Solutions Centers in both Europe and North AmericaĬapital services group to assist customers with financing their PC networks. Maintaining its close customer relationships allowed Dell to become quite knowledgeable about its customers' needs and how their PC network functioned.Ĭorporate customers paid Dell fees to provide support and service. In 1997, 31 percent, or $3.8 billion, of Dell's sales came from foreign customers, especially Europe.ġ998 sales at its Web site would reach $1.5 billion. In 1998, 90 percent of Dell's sales were to business or government institutions Immediate feedback on design problems and quality glitchesĭell had a quick response to the problems. (monitor and computer)įirsthand intelligence about customer preferences and needs. Utilizing sophisticated data exchange systems, Dell arranged for its shippers to do the final assembly of devices. Shortened the time for new generations of computer to deploy. To help suppliers meet its just-in-time delivery expectations, Dell openly shared its daily production schedules, sales forecasts, and new-model introduction plans with vendors.ĭell's formal partnerships with key suppliers made it feasible to have some of their engineers assigned to Dell's product design teams and for them to be treated as part of Dell.ĭell's long-run commitment to its suppliers laid the basis for just-in-time delivery of suppliers' products to Dell's assembly plants in Texas, Ireland, and Malaysia. Name-brand processors, disk drives, modems, speakers, and multimedia components enhanced the quality and performance of Dell's PCs.īecause Dell committed to purchase a specified percentage of its requirements from each of its long-term suppliers, Dell was assured of getting the volume of components it needed on a timely basis even when overall market demand for a particular component temporarily exceeded the overall market supply.
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PC delivered in five to six business days. Build-to-Order Manufacturing and Mass Customization Extensive data and information sharing with both supply partners and customers.Ī stitching together of Dell's business with its supply partners and customers in real time such that all three appeared to be part of the same organizational team