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Dell

Introduction
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This essay is grounded on an analysis of the video clip titled “Your Computer, Your

Way: regarding the direct sale model of how Dell approaches selling their computers. This paper

looks into Dell’s distribution chain and logistic novelties measured up in contrast to other

computer contenders. Besides, it discusses the contenders' reactions to Dell's tactic; how Dell ran

its business in the assembly department. The impact of selling computers online to the public,

how individuals currently shop, and how appropriately and accurately delving into the market

can sojourn great business from dwindling.

Compare Dell's supply chain and logistics innovations with the competitive responses from

competitors such as the Apple Store and others.

The increase in Dell's sales and reputation over other computer contenders, including

Apple, results from the inventions in their distribution chain, manufacturing, and the mode

through which it executes its distribution strategy to vend its products. Dell keenly assessed the

market, made strategic transformations in the value chain of personal computers, and took charge

of the developing market trends (MacNeil & Lehrer, 1999). Remarkably, Dell developed to take

over the personal computers market quickly, than it took various firms to initiate their main

computer products to the market. Dell utilized phones and online competencies to limit the

business to client retailers. The firm sold its computers directly to the clients through a

straightforward customer sale tactic.

On the other hand, its contenders were creating pre-configuration computers while at the

same time employing a business to the client company to expose their computer systems to the

public. This tactic led to various computer systems getting rid of their value by staying on the

shelf because advanced systems were being developed. Dell made it easy for its clients to

develop a computer system that they desired depending on their needs. For this reason, clients
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felt special, and part of the Dell team since their feedback was highly valued (Dell case study,

2011).

Regarding the assembly of Dell computer systems, the firm ensured the assembly line

was creative. The organization relaxed and monitored how the personnel carried out the

manufacture maneuvers and decided to shift from the assembly lines ideas. Dell developed a

manufacturing cell comprising trivial employee groups in limited zones working as a team. The

teams were accountable for assembling the whole computer system to the clients’ needs only

when they ordered a Dell system. The company employed techniques, including permitting

clients to get their personal computers modified to their requirement while providing them a

great price than purchasing a pre-configured computer.

Purchasing a Dell computer system enabled clients to feel appreciated by the firm.

Besides, Dell lets the data from clients’ feedback and sales to dictate the supply chain

productivity keeping the firm ahead of the product demand. On the other hand, most contenders

try to look forward to clients' demand for a computer system. However, at times the data

provided was inaccurate, leaving them with overstocked computers and components. Dell hardly

manufactured its component products for the computer systems. Rather, the firm established

prolonged business interconnections with name-brand component manufacturers. The company

necessitated that the components manufacturers put in place distribution hubs adjacent to the

Dell assembly plant. This enabled Dell to easily reach out to the supplier and get their needed

components within a short duration.

Discuss the emerging supply chain and logistics management factors shown in the video

that was already negatively affecting large computer chain stores.

Upcoming supply chain and logistics administration have had an adverse impact on

massive computer chain stores since the internet developed and turned handier to more

individuals, online shopping became the norm. Looking at great retailers such as Amazon, a

client can order anything they require from the online stores and then get it delivered to their

desired destinations (Kumari, 2020). Presently, online shopping has swiftly turned to be the most

preferred business. Notably, the logic of letting clients pay for shipping costs is slowly fading

hence attracting more individuals to the online stores (Pappas, 2018).

Most small contenders are financially fraught from being bankrupt as they compete with

the large firms which provide free shipping. The logic of business client retailer works

efficaciously because initially, most clients were hands-on type purchasers. Most clients

preferred to visually scrutinize products for specific conditions, making in-store shopping

effective during the previous years. Having computer systems on the retailer's shelf is a great

peril that manufacturers are undertaking. Much as this tactic is still employed, the number of

individuals shopping traditionally is limited. Despite some of the clients pushing to have hands-

on encounters before making purchases, this will be an outdated shopping mode in the

forthcoming years. Before purchasing a computer system, clients usually have an overall concept

of the model, color, and type that they require.

The most incredible opportunity of having all the required specifications in one location

is to utilize the online shopping and not retail stores. Presently, we reside in a moment where

clients like to transform electronics regularly, frequently modify these produce while at the same

time pursuing unique products (Lissitsa & Kol, 2016). Yet, most businesses to client retailers are

incapable of keeping up with the client demands.

In what ways may market research have helped prevent these extensive technology

businesses from failing?

Looking at the video, an individual can realize how technology has transformed the

business world. Research marketing has prohibited various manufacturers, clients, and retailers

from investing vast amounts of resources into ideas that can probably fail through technology

(Burns et al., 2014). With the popularity of personal computers, clients can be mobile, limiting

the client's opportunity to demand a desktop computer. In instances such as the United States

Army, the desktop computers are perfect due to security apprehensions and increased throughput

of numerous users. If the desktop computer owners had conducted enough research, they would

have realized it is inexpensive to invest in a new laptop system than getting a desktop.

Based on the duration the large firms have had the desktops, they had to conduct multiple

software updates to keep them advanced. If the manufacturers deliberated on what the clients

were shifting to by investing in market research, they would have saved a lot. Presently, most

youths are utilizing smartphones to transact most of their business, meaning there is a likelihood

of laptops getting out of the market soon. Computers are still being purchased because

smartphones can hardly perform all tasks at the moment. However, this can be advanced in the

future. As the world turns into an internet-driven surrounding and firms segmenting most of their

clients who utilize the internet, it would be dangerous for any organization to compete if they

utilize traditional marketing tactics after witnessing other firms' failure.

Conclusion
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Ultimately, it is evident that if manufacturers fail to transform with the existing moments,

distribution means, and supplying products to the clients, they will be left behind by the smart

firms making an effort to keep up with the current trends. Besides, clients have to adjust to the

industry transformations to ensure that they are not restricted to whatever is within their reach.
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References

Burns, A. C., Bush, R. F., & Sinha, N. (2014). Marketing research (Vol. 7). Harlow: Pearson.

Dell Case study. (2011). Dell-Distribution and supply chain innovation. Retrieved January 08,

2018, from https://www.marsdd.com/mars-library/case-study-dell-distribution-and-

supply-chain-innovation/

Kumari, P. (2020). Comparing Customer Attitude towards Amazon and Flipkart in

Patna. International Research Journal on Advanced Science Hub, 2, 4-8.

Lissitsa, S., & Kol, O. (2016). Generation X vs. Generation Y–A decade of online

shopping. Journal of Retailing and Consumer Services, 31, 304-312.

Neil, M., & Lehrer Productions. (1999). Your computer, your way: Dell and the direct sales

model [Video file]. Retrieved from https://libraryresources.columbiasouthern.edu/login?

auth=CAS&url=http://fod.infobase.com/PortalPlaylists.aspx?wID=273866&xtid=10070

Pappas, I. O. (2018). User experience in personalized online shopping: a fuzzy-set

analysis. European Journal of Marketing.