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EAE - Escuela de Administracion de Empresas - INTERNATIONAL MBA Business Strategy Dell Competitive Advantage Liza Labrador Francisco Pérez Carlos Rangel Silvana Savino Marie Thepau Index Introduction 3 Dell Background PART I 4 History 5 Dell's Expanding Services 6 Using their Resources: 13 Customer Trust 14 Accountability 15 Wrapping It Up and Taking It Home 16 Financials overview 18 Market opportunities 20 Dell's Analysis. PART II 21 Porter 5 Forces 23 SWOT Analysis 26 Porter's Generic Strategies 29 Ghoshal's 32 Sources of Competitive Advantage 32 Value Chain 34 Dell's value created 38 Strategic Ladder 39 Adapted Ansoff Matrix 40 Dell trends 42 Dell's Competitive Advantage 43 Recommendations 44 Strategies contend that Dell must: 46 Conclusions 48 Introduction In 2001, Dell Computer became the world's largest personal computer vendor, continuing to gain market share and post profits in an industry struggling with slumping sales and billions of dollars in losses. Dell sells 90% of its PCs directly to the final customer, largely bypassing the reseller channel that accounts for most of the world's PC sales. This direct customer relation ships the key to Dell's business model, and provides distinct advantages over the indirect sales model. Dell's direct relationship with the customer allows it to tailor its offerings to customer needs,...

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