ket growth and position. Monetary values are quoted in US$ in millions. Continent Market Position Net Revenue as at January 28/2000 Annual Growth Rate Dell Americas Dell Europe/Middle East/Africa Dell Asia Pacific and Japan 1 2 7 17879 5590 1796 48% 24% 52% According to Dells forecast it is estimated that total revenue will amount to US$33 billion this year, where US$20 billion will be as a result of online transactions. (1) In the Appendix of this report, a consolidated statement of income on Dells financial position for the year ending 28/1/00 is presented. The important aspects of Dells Product and Service Dells core competency lies in customising its product – computer hardware and software to the specific needs of the consumer. The organisation has been able to gain a cost advantage by creating a standardised product as well as achieving the market advantage of variety and uniqueness. The modular design of Dells products has made that possible. Dells use of modular design involves using a standardised building block/chassis to which; value is added by building each product to the customer’s specifications, the outcome being a unique finished product. Modular design also gives Dell the increased flexibility in its procurement function. The diagram below highlights this flexibility: Dell Computers Corp Suppliers (figure 1.1) Suppliers Figure 1.1 provides a simplistic example of Dells supply chain. The numbered squares each represent a component supplier. Hypothetically speaking lets us assume that supplier number 5 provides Dell with circuit boards. Management has discovered that it would be more efficient ordering that component from a regional supplier, therefore decides to cut supplier 5 out of the supply chain and switches to supplier number 6. The modular design of the product makes that possible as well as the fact that the bulk of the components are not being ordered from a single supplier. Dells product range includes the following: Based on the information above it can be said that, Dell is one of the most ideal models of a market-orientated organisation. By having a direct relationship with its customers the organisation has been able to gain an understanding of their individual needs and therefore, strategically segmenting Small business Center Home and Home office the market as follows: Medium and large business (businesses with(businesses under 400 employees) Internet Service Providers (Internet service providers,over 400 employees) Health Care businessapplication service providers and web hosting companies) Education facilities Dell has characterised its Government agencies  relationship with the market segments above under one broad heading that is The Dell Direct Model. The Dell Direct Model This model involves several factors Low cost high speed distribution and Build to order manufacturing namely: Direct relationship with customers These three factors areprocurement system essentially the backbone of Dells operations and the means through which the organisation is able to differentiate itself from competitors, therefore sustaining a significant competitive advantage. Dell is the entire distribution channel from the procurement to the delivery of the finished product/service to the consumer. By eliminating the middleman in the supply chain Dell is able to exert greater control over cost and quality in the product and the efficiency of the lead-time. The organisation realises that each of its market segments has different characteristics – different support costs, margins, levels of investment and capital growth. Dells Direct model has brought about the Tailored support needs and services for each marketfollowing advantages: segment, there by avoiding the cost associated with the traditional distribution channel. There is no wholesaler or retailer support cost to bear, only customer As a result of no

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