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Dell SWOT Analysis
By:
Blake Prosser - Place
Katie Schneider - Price
Matt Raccuglia - Promotion
Melody Souvannasane - Product
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Table of Contents
Introduction……………………………………………………………...3
Product………………………………………………………………..…4
Price……………………………………………………………………..8
Place……………………………………………………………………11
Promotion………………………………………………………………14
Customer Service………………………………………………………18
Recommendation………………………………………………………20
Works Cited……………………………………………………………22
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Fi ure 0.2
Figure 0.1
Introduction
This SWOT analysis will identify Dell’s strengths, weaknesses,
opportunities and threats compared to Apple within the
business to business market. Dell and Apple both offer
computers and electronics to customers, but the marketing
strategies for each company are wildly different. Until
recently, Dell dominated the home and business computer
market. In the past few years, Apple has aggressively captured some of Dell’s market share in
each of these categories.
1980 1985 1990 1995 2000 2005 2010
1993 – Dell
develops
product
lines for
business
users
1988 – Has
IPO,
Becomes
Dell
Computers
1984 –
Founded
by
Michael
Dell
1987 –
Expandsinto the
United
Kingdom
1995 – Dell
expands
worldwide
1990 –
Opens
facility in
Limerock,
Ireland to
serve
Europe
1996 –
Dell.com is
launched,
changes the
way people
shop for
computers
2003 –
Begins to
offer home
electronic
productlines
2007 –
Dell introduces
product line to
cater specifically
to small business
users
1998 –
Establishes
facilities inChina
2005 –
Dell tops the
“America’s
Most Admired
Companies”
list by Fortune
Magazine.
2009 - Dell ranks
#1 in servers,
corporate
laptops and
desktops with
business users.
Dell.com
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Fi ure 1.1
Product
Strengths
Dell is a major player in the business computer market for several reasons. Dell has a
market share of 13 percent, which makes them the world’s second largest PC vendor behind HP
(Burt). Dell has maintained its large market share by offering several product lines that are
positioned for specific users. Dell’s wide variety of product lines and ability to customize each
product helps Dell maintain its competitive edge. Dell’s product lines provide products for small
offices (1-9 employees), small and medium business,
public sector, and large enterprises (Dell.com).
According to EWeek.com, “Dell told the Financial
Times that, like HP, Cisco Systems and others, his
company is looking to become less a seller of
computers and more of a solution provider to businesses, offering everything from software and
services to servers, networking and storage.” Dan Wood, Sr. Client Technology Analyst, states
companies need hardware assurances that are only available on enterprise level laptops. Dell
provides these assurances with their product lines which include the Vostro, Latitude, Optiplex
and Precision lines. Dell guarantees that these lines will have the same hardware available in
them for most of their lifespan. IT organizations are able to save money because “they don’t
have to constantly update their images with new drivers and helps with troubleshooting”, says
Dan Wood. IT departments prefer Dell computers for their interchangeability and low
maintenance costs. By allowing companies to customize their computers, each company has a
large supply of one specific model. IT departments only need to stock certain parts for
maintenance and Dell computer parts are easily attainable without needing to involve Dell.
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Fi ure 1.2
5%
95%
Revenues
Education
Rest of Business
Fi ure 1.3
Weaknesses
One of the most significant weaknesses with Dell is the lack of proprietary software.
Most Dell computers are shipped with a Microsoft Windows operating system (Ladendorf). This
represents a major dependence on a supplier’s product. Not only does Dell
not play a significant role in the design of Windows, but Microsoft
also has a say in the configuration of Dell products. In addition to a
heavy dependence on Microsoft, Dell has lost large market share with
college age customers (Higgins). Dell’s sales r evenue from
educational institutions such as colleges only accounts for a meager 5%
of total sales. Dell’s focus on the corporate and government institutional
customers somehow affected its
ability to form relationships
with educational institutions
(Cuizon). The larger
implication is that these
students might have a negative
opinion of Dell when they
graduate. This will not only hurt current product performance, but could hurt large enterprise
sales in the future.
Opportunities
Dell has many opportunities that include targeting educational institutions, improving the
look of products, and continuing to incorporate innovating software. Investing in research and
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Fi ure 1.4
Fi ure 1.5
development is an opportunity Dell can take advantage of.
This will lead to competitive advantage and help them
increase their innovation. The easiest way for Dell to
expand into these markets it to promote its dependable and
low-cost products. With the economy on the rebound, Dell’s custom product
lines have the ability to regain lost and capture market share. Cloud computing is upcoming
technology that business are starting to use. Dell has started incorporating cloud computing in
their computers. Specializing in their cloud computing service can lead to product strength.
Creating partnerships with other businesses is also another opportunity. Dell is in the works with
HP to create a strategic alliance (Dell.com). Dell has a page on their website where partners can
contact Dell if they want to be business partners. Through a string of 10 acquisitions in less than
two years, Dell has branched into areas such as IT services, computer networking and data
storage (Ricadela).
Threats
There has been a rapid change in how customers view computers. Many customers have
turned to Apple’s more aesthetically pleasing product lines over Dell. Apple.com describes their
products being made from aluminum, which is a breakthrough in technology. Apple provides a
wireless mouse and keyboard that Dell does not. There is
a built in camera and microphone in an Apple monitor
that lacks in a Dell monitor. The debate of Mac vs. Dell
has been a topic of discussion. A weakness of Dell
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Fi ure 1.6
products on Apple.com states, “ Unlike a PC, a Mac comes with everything you need to send
email, manage your calendar, organize your contacts, and more — minutes after you take it out
of the box.” PCs do not have Apple proprietary software which can be a weakness being that
Apple has created their software. This includes iChat, iMessage, iTunes, Facetime, Safari, and
other Apple programs that are already built into Apple
products. Dell lacks in graphic features that graphic
designers and tech savvy companies look for.
Apple.com describes, “The foundation of the Mac Pro
graphics architecture is the latest generation of GPUs
connected to the system via a fast and wide PCI
Express 2.0 16-lane bus. Couple that with Core
Animation, Core Image, and Core Video technologies in Mac OS X Snow Leopard. The result is
a graphics platform that allows applications to seamlessly tap into a teraflop of graphics power.”
Apple’s brand loyalty plays a big role in Dell’s influence on end users. The PC vs. Mac is a
debate, which can threaten Dell’s images. If Dell continues to improve their product reputation
they can overcome their loss of reputation when they had a recall on their computers. Threats of
competitors, substitute products, and past recall items can negatively impact Dell if they don’t
use their strengths.
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Price
Strengths
Although finding exact prices for business to business sales is nearly impossible, as the
price is highly dependent on what programs are needed for a specific business, one can
understand overall pricing strategies by looking at consumer pricing strategies. Dell has created
a huge strength for itself regarding price. Overall, the company practices a low cost, low price
strategy.
Figure 2.1 displays the lowest laptop prices of Dell’s major competitors.
Brand Lowest Laptop Price
Acer $328
Apple $1199
Asus $543
Dell $399
HP $399
Lenovo $399
Samsung $449
Sony $469
Toshiba $348
Although Dell is not the cheapest laptop available, the company does an excellent job of
offering discounts and coupons on their already low priced computers, which will be discussed
in greater detail in the Promotions section. When comparing a Dell computer to others,
customers will see Dell at a low price in the market. Even the most expensive computer Dell
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offers is only $2,000. Dell offers a huge range of prices, which makes it easy to appeal to all
types of markets, unlike companies like Apple who’s prices make it impossible to target markets
seeking low prices. Figure 2.1 displays Dell’s highest and lowest priced laptop f or the public
consumer market (Dell.com).
Figure 2.2
Weaknesses
Low prices do not always give a company the ultimate competitive advantage in an
industry. Although Dell’s low price strategy is in most cases considered a strength, it can be a
weakness as well. Higher priced brands such as Apple carry a certain prestige and high class
appeal with them. Consumers want to be a part of this prestigious club. They love the look that
owning a high priced computer brings with it. Comparing Dell’s low prices to Apple’s high
prices may also give businesses the idea that Dell computers are priced lower because they are
poorly made. Low prices can be considered either a strength or a weaknesses for Dell,
depending on what consumer or business is examining it.
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Opportunities
Dell obviously appeals to consumers who are price conscience, but the company does not
appeal to those who seek the most innovative products. Consumers who buy Apple products like
the appeal of being in the prestigious club of “Apple owners”. Dell has the opportunity to target
these niche customers, who want innovation over low price. Perhaps Dell can create a segment
with higher prices while using its mass customization strategy to find new potential businesses to
target.
Threats
A threat to Dell is its direct selling model. While this method helps keep Dell’s pricing
low, analysts are seeing less of a price difference in computers today (Cuizon). Dell’s
customizable computers do take longer to get to businesses. Should they be in a hurry, and not
extremely cost conscious, businesses may choose a competitor who’s prices are only slightly
higher than Dell’s, but who’s delivery time is considerably shorter. Although Dell does now give
businesses and consumers the opportunity to buy their computers in Walmart and Best Buy, most
businesses will need a large amount and will still need to order directly from Dell.
Dell Ins iron Com uters: Normall $500 A le Macbook Pro 13 in screen: Normall $1500
Fi ure 2.3
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Fi ure 3.2
Fi ure 3.1
Place
Strengths
Managing distribution channels is part of what Dell
does best. Dell doesn’t actually manufacture a product
of its own; instead Dell relies on a vast network of
suppliers to provide components to assemble Dell
products (Enderle). These suppliers help Dell produce
a product with very little inventory carrying costs, which also decreases the need for large
production facilities. Dell has used this advantage to consistently undercut the competition on
price. Every day the world becomes more reliant on the Internet, Dell found this out earlier than
most. In 1996, Dell created Dell.com to allow customers to customize a computer to fit their
needs. This has been enormously successful for Dell and many competitors quickly followed
this model. Recently Dell revamped their website to include support for more than just average
customers, but added support for various types of enterprise clients. The new menu allows home
users, small business, public sector and large enterprise clients a customized page for quick
navigation. This new interface reflects Dell’s dominate
market, enterprise sales make up two-thirds of Dell’s
computer revenue (Agnello). With the new website,
enterprise clients can research new products/services and
get specialized technical support. These innovations are
part of what makes Dell such a major player in the
technology industry.
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Fi ure 3.3
Weaknesses
Dell has profited from many of its strengths throughout the years, but these strengths can
also bring great weaknesses. Dell’s supplier network forces Dell to rely on third-party
manufactures to assemble a product. This arrangement has worked fine for Dell through the
years. Now, with suppliers being spread throughout the world, coordinating errors between
supplier and assembling facilities could severely disrupt a JIT production system. Part of Dell’s
business model is allowing customers to customize a computer; Dell’s customers give up fast
delivery for a unique product. Any disruptions in the supply chain would increase an already
extended assembly process (Cheung). In figure 3.1, you can see that Dell’s suppliers are
scattered throughout the world, and with JIT production any delay has the potential to affect how
fast Dell can
assemble the
customer’s product.
Opportunities
The technology sector is constantly changing and developing new opportunities. Because
of Dell’s market dominance, Dell has the luxury of expanding through mergers and/or
acquisitions. With more and more businesses moving towards cloud computing, Dell has the
capital to acquire the means to enter into this market as a leader (Thompson). By partnering with
other companies looking to get into this market, Dell has a great opportunity to develop
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Fi ure 3.4
significant distribution channels through its vast supplier network. One of the biggest
opportunities for Dell is the economy. Since 2008 the economy has dramatically affected how
much businesses spend on acquiring new equipment. With the “Great Recession” officially over,
companies are starting to hire again and buy new computers for additional and existing staff
(Shah). Dell is in a great position to fill this new growing demand. Although the recession did
affect the technology industry, Dell has remained a dominant force in the industry.
Threats
With new opportunities come new potential threats.
Not many other companies profited like Apple during
the recession. Posting record profits and with billions in
cash on hand, Apple has become a legitimate Dell
competitor. Perhaps taking cues from Dell, Apple has
recently started adding business friendly additions to
their website (Dalrymple). With the demand slowly increasing, Apple has already begun to
capture enterprise clients from Dell. Apple corporate sales have surged 66% in the past year and
show no signs of slowing down (Evans). Another great threat to Dell is the current political
turmoil throughout the world. Fluctuating exchange rates represent a clear threat for a company
like Dell (Dobson). Countries across the world are being affected by fear of another global
recession. Companies like Dell have suppliers and export products across the globe. Any
significant change in currency would have a profound effect of revenue. These represent very
real threats to Dell, no one being less important than the other.
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Fi ure 4.1
Promotion
Strengths
Dell’s promotional strategy and offerings are much stronger than that of Apple. Dell’s
deeper product line gives it an advantage over Apple’s limited offerings. Apple only offers five
products (apple.com) none of which are fully customizable. In addition, prices are extremely
expensive for the market norm. Dell’s product line however, contains over ten different models
that can be fully customized and tailored to the end consumer’s need. Comparing promotions
and coupons of the two companies, Dell presents a much greater amount of cost cutting offers,
from free shipping on orders, to actual money back rebates. Figure 4.1 displays just one of the
many Dell coupon promotions.
Directly through Dell’s website are navigation portals set up for easy access to products
geared towards small, medium, and large businesses, as well as to the public. The website is
well designed to promote Dell’s customizable products. Dell purposefully uses its website to
promote the company’s unique “Dell Member Purchase” program that allows companies of all
sizes to join a program exclusively offered though Dell to get better competitive pricing on both
individual and bulk orders (Dell.com).
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Fi ure 4.2
Apple has restricted promotional allowances to drive an image of prestige and high
pricing. The company has promoted their products as very high end with price ranges from $999
laptops to $2499 stock desktops (Apple.com). Dell, on the other hand, has promoted its lines
starting at $293 PC towers and rising to a sensible $1224.02 stock desktop (Dell.com). By
keeping prices low, Dell has created a more easily affordable product line that can be tailored to
the end users’ individual needs.
Weaknesses
As of January 13, 2006 Apple officially passed Dell financially. By May 1, 2008 Apple
quadrupled Dell by earning a registered $158.66 billion versus $38.97 billion (Yahoo). These
figures show that Dell has lost its hold on the market. To compensate for Apple’s ability to
charge consumers high prices while ignoring promotions, Dell has implemented more frequent
promotions that continue to slash prices. Yet Apple repeatedly produces considerably higher
profit margins and market share. Promotionally, Apple has pinned its ads directly against Dell.
Figure 4.3 displays Apple’s ad campaign against PCs, personifying the PC computer as an old
fashioned, injured old man, as compared to the “young and hip” Apple computer. Traditionally,
Dell’s ads have taken a more informative approach and obviously, this tactic is no longer
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effective in today’s IT world. While Dell’s frequency of ads is considered a strength for the
company, the content of these ads is now considered a weakness.
Opportunities
Dell continues to lose its appeal to college students. The company should follow suit
with Apple to create a larger presence in this market. College students will soon be a part of
corporations, and if the Dell brand is placed unfavorably in their minds, when these students
become CEOs, they may make the decision to buy a competitor’s computer . Of course, more
coupons and offerings are always opportunities. If Dell can position itself as an innovative, low
cost yet high worth company, business to business sales will naturally increase.
Figure 4.3
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Fi ure 4.4
Threats
The major threat in Dell’s promotional strategy is the success of Apple. Though Dell is,
in retrospect to the overall market, not doing horribly, when it comes to its own competitive
market it is suffering. Apple has steadily become a titan in the computer technologies market.
Dell needs to focus in on having the affordable product lines that are fully customizable. Dell
With today’s bad economy now is the perfect time for Dell to shine. With a bad economy
nationwide and unemployment so high, Dell has a chance to capture higher margins of profit if it
were to gear promotions towards those segments. The worsening economy is paralleled by an
increasing need for technology so the want is present in the market for cheaper, more tailored to
specific use, computers. If promotions do not do well Dell
will be under a threat of a buyout by one of the larger PC
competitors like Hewlett Packard.
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Customer Service
Strengths
Dell’s customer service aspects cannot be overlooked when analyzing the company. Dell
specializes in mass customization and selling directly to customers, so they can get exactly what
they want in their computer. This mass customization/direct selling strategy gives Dell a huge
advantage over other computer companies. For support features the company has recently
implemented its Listening Command Center (shown in Figure 5.1), which uses social media
outlets to engage with customers (Dell.com). The company now has the option of free next day
shipping, so businesses can receive their computers as soon as possible. In addition, company
computers can come equipped with a variety of special security suites. Yet another feature Dell
offers to help consumers is it’s free training service for business owners to “increase knowledge
of business technology solutions” (Dell.com). Dell has made it obvious that it places huge
importance on helping business owners who choose any Dell product.
Figure 5.1
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Weaknesses
Dell’s only major weakness concerning customer service is not having retail stores for
customers to easily go to with complaints. Apple, on the other hand, has large stores in many
major cities in the world devoted to customer needs. Should Dell ever want to completely
surpass Apple in this area, the company must open retail stores.
Opportunities
In order to keep businesses happy with their decision to purchase Dell products, the
company should be sure to have friendly tech support specialists assigned to different regions.
This opportunity to make face-to-face relationships with businesses will increase brand loyalty,
and thus increase profits over the years. Of course, another opportunity to increase customer
service would be to make a higher quality product. This way, businesses do not have to worry
about their computers breaking. If a corporation knows they will not have to worry about system
failures, they will surely invest in the product.
Threats
Constant threats to any IT company’s customer service are the increasing number of
viruses. Should a virus hit a Dell computer, or most others for that matter, even the brainiest of
tech support employees may not be able to fix the issue quickly. PCs are understood to have a
greater chance of viruses than Macs, so some businesses may feel the need to purchase Apple
computers over Dell. Overall, overcoming viruses, and preparing for the situation if one should
take over a computer is absolutely the biggest threat in the industry.
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Recommendations
Dell is a global superpower in the informational technology market. By offering highly
customizable and dependable computers for a reasonable price, Dell has set itself apart from the
competition in the business market. Dell has been able to offer these products largely because
of its commitment to customer service and a very sophisticated global distribution network.
Each Dell product is the culmination of many company’s supplying Dell with quality parts that
end up making a Dell. In today’s global economy, companies are faced with new opportunities
and threats
More Focus on Enterprise
Dell has profited for many years primarily off its consumer products. Dell.com
has become the go-to spot for consumers to build a computer to their exact needs.
With the recession came a halt in consumer spending. Dell has the infrastructure
and products to potentially dominate the enterprise marketplace. In the post-
recession environment companies are looking to the most value for their money.
Dell’s ability to offer a dependable product that is catered to a client’s specific
need at a reasonable price is what helps set Dell apart from manufactures like HP
and Apple.
Customer Service
For many years, Dell has consistently offered high quality customer service to any
of its customers via internet, mail or phone. This service has helped many
customers resolve their problems quickly and efficiently. Unfortunately some
customers have become accustomed to a more personal interaction when
receiving customer service. Companies like Apple have established stores
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throughout the world where anyone with an Apple product can come for
assistance by a highly trained professional. If Dell wants to continue offering the
best customer service in the industry, brick and mortar locations should be
considered.
Promotional Strategy
Dell has developed a strong promotional presence throughout the years. Buyers
know that Dell offers customized products at great prices. In more recent years,
Dell has lost market share with the college age crowd. Apple’s promotional
strategy portrays PC’s as boring machines without personality. This represents an
enormous threat, not only is Dell losing sales in the consumer market. But as
these young adults grow older, they could have a negative opinion of Dell when
presented with an opportunity to complete an enterprise transaction. Dell should
consider promoting itself in a better light to the young adult market.
Distribution
Dell computers are the result of Dell bringing many suppliers products together
and assembling a great product. This has helped Dell keep costs down without
sacrificing quality. However, with increased dependence on suppliers comes
vulnerability. If one of Dell’s suppliers cannot deliver an order as promised it
could delay products even more. Dell should consider becoming less reliant on
third-party suppliers.
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