logo

LOG301 - Information Management for Supply Chains

   

Added on  2020-03-04

8 Pages1977 Words88 Views
Running Head: Dell Inc., Singapore1Dell Inc., SingaporeStudent’s NameProfessor’s NameCourse Name

Running Head: Dell Inc., Singapore2Q2 a.) Appraise the benefits of the CRM system for Dell. You should provide a background of the Dell (name, business, competitive strategy, etc.). Then, identify the problem/issue encountered by Dell before the CRM system was implemented. Finally, discuss the benefits of CRM in solving problems of Dell? References and examples should be provided to supportyour answerAnswer: Overview of the OrganisationDell was founded by Michael Dell in the year 1984. Towards the end of the 1990s, the company had attained the position of the largest direct PC’s seller in the world. In the year 2005, Dell established its design centre in Singapore (Sg, n.d.). Dell is the world’s largest personal computer supplier and sells the computers directly by using mail-order catalogues and the internet. Dell offers a number of products to its consumers which include notebooks, workstations, monitors, high-end storage products, software, desktops, network servers, handheld computers, printers, and computer peripherals. The company also offers a lot of accessories and electronics that include digital cameras, gaming consoles, projectors, networking accessories, camcorders, LCD televisions, and surround sound speakers (Farfan, 2017). Dell’s market segmentation and target customersDell targets the life style groups and the age groups by offering a number of services and products to its consumers. Dell also takes the gender roles into consideration as over the yearsthe numbers of women have attained greater economic independence than earlier and the PC designs reflect the change (R, 2012). Dell also designs its products as per the behavioural segmentation keeping in mind the requirements of students, business people, and individuals

Running Head: Dell Inc., Singapore3purchasing the computers for home use. Dell also designs its products keeping the income-segmentation in mind and while most of its products are designed for the middle-income target segment, the company has also started developing low-end products in the recent years especially in the developing economies (Farfan, 2017).Business Strategy and Competitive StrategyDell has selected a unique business strategy to meet its customer requirements, that is based on the built-to-order and direct sales strategy. With this strategy, Dell has been able to obtain a clear understanding of the market demand and customer requirements and was able to aptly project the future demand (Sg, n.d.). In its direct sales strategy, Dell is able to discern the customer’s individual requirements and also the market movement with the help of the information gathered from the order, purchasing, delivering, repairing, replacing, and the upgrading by the customers. By processing this information Dell is able to offer its consumers add-on services and products which will meet the consumer requirements and also provide technical assistance to the customers, which results in a loyal customer base for Dell (Dells Competitive Advantage & Strategy, 2015).The other strategy employed by Dell is the built-to-order process. Dell has managed to minimise the human intervention in the process and has integrated a selected number of suppliers, who supply the high-quality components and product parts, into its physical production system. The whole process of order-fulfilment is managed by an external and internal information system (Dells Competitive Advantage & Strategy, 2015).Dell’s CRM strategiesIssues addressed by CRM

End of preview

Want to access all the pages? Upload your documents or become a member.

Related Documents
Apple, Samsung and Dell DMC
|6
|1430
|122

Supply Chain Management at Dell
|13
|2723
|28

Dell Supply Chain Management
|9
|3013
|486

Business Creativity INTRODUCTION
|18
|4999
|189

Marketing Strategy for Dell: Analysis of Marketing Mix and Environment
|18
|4766
|407

Assignment On Comparison of Strategies
|11
|2269
|21