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Essay / Research Paper Abstract
A 5 page paper discussing several of the items that distinguished Dell from its competitors in the high-growth era of the mid- and late-1990s. Dell correctly identified time as being the customer's primary interest, and developed its e-commerce business model based on that premise. Bibliography lists 4 sources.
Page Count:
5 pages (~225 words per page)
File: CC6_KSdellTrans.rtf
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Unformatted sample text from the term paper:
sold quickly in the mid-1990s. Technological advances came so quickly that no computer was able to wear out before it became outdated. At the same time, purchasers were
coming to expect more of their computers and were unwilling to accept whatever configuration that had become the status quo. Even so, neither did most want "bleeding edge" technology.
As fast as things were changing, cutting edge was quite acceptable and itself could be expected to be obsolete in less than two years or so.
Computers had become essential for all of business, and increasing numbers of individuals were coming to believe them to be essential for home use as well.
Dell was able to capitalize on these conditions rather than drown in them as did its competitors. Dells Reengineering Target As all
other computer manufacturers were pursuing standard sales routes - retailers for individuals, individual salespeople for corporate accounts - Dell directed everyone to its website for the purpose of practicing direct
sales, ultimately taking it to the highest and most efficient level ever known. Customers told Dell precisely what they wanted in their computers as they placed their orders, and
Dell manufactured no computer that had not been presold. Using payment systems better suited for speed as well, Dell was able to convert "the average sale to cash in
less than 24 hours, by tapping credit cards and electronic payment. By contrast, industry giant Compaq Computer Corp., which sells primarily through dealers, takes 35 days, and even mail-order rival
Gateway 2000 takes 16.4 days" (McWilliams, 1997). Dell had no warehouse costs as did its competitors. Because it built computers only in
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