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摘要：这篇文章的目的是要把理论运用的资源和能力,在战略管理个人电脑公司,戴尔分析如何创造竞争优势,在计算机行业。为了做到这一点,我将在这篇文章中显示三个部分。第一部分是关于我自己的理解相关的资源与能力的含义,如资源视图等。第二部分则是关于应用理论的内部环境。戴尔第三部分在戴尔公司未来的挑战将会解释。

anies, the leading advocate of the direct business model and leader. Dell's global sales in 2008 amounted to 57.9 billion U.S. dollars, approximately 78,700 employees worldwide (United States Securities and Exchange Commission, 2008). In the fourth quarter last fiscal, the company earnings of 144 million, operating profit was 8.01 billion, in cash and investments totalled 12.5 billion U.S. dollars; Dell's direct sales Web site www.dell.com site 84 countries, the use 20 languages / dialects and 26 currencies, visit each quarter more than 20 billion times, the world's largest e-commerce site (United States Securities and Exchange Commission, 2009).

Firstly, information technology is a valuable intangible source for computers manufactures, including DELL and its competitors Microsoft, IBM, HP and Compaq. As DELL it describes its information technology jobs on its official website:

“Positive. Productive. Progressive. That’s how we navigate change. In an organization as influential as Dell, it's no surprise that information technology (IT) plays such an enormous role in our day-to-day operations. A job in IT at Dell offers broad exposure to some of the most complex and highly sought projects, technologies and software. Our world-class products and services rely on a dynamic infrastructure — which in turn relies on individuals like you with the talent and drive to keep it all running. The IT team at Dell creates, deploys and supports global, industry-leading assets and services. We deliver services and solutions to customers both internally and externally, meaning there's widespread opportunity to learn, advance and take your career in many different directions.” (DELL, 2011:1)

DELL computer has acknowledged that its information technology (IT) creation and innovation has resulted in large profits and IT has been used not only to create competitive advantages but also help to form DELL-style sustainable strategy. DELL unique business model----direct sales and build-to-order---requires a higher level in information technology. According to Kraemer, Dedrick and Yamashiro (2000:1), DELL’s application of information technology (IT) offers valuable insights into how IT can be used to achieve flexibility and speed in an area where time is critical and has been vital to processing both elements of its business model---direct sales and build-to-order.

Applying unique models of direct sales and build-to-order in computer business, can enable DELL reduce sales costs without extra procedures to deal with distributors and minimize inventory by selling computers directly to customer via orders online. Build-to-order model based on Dell’s mature information technology has created sustainable selling capabilities for its proceeding careers. It is successful for Michael Dell to choose the business model, which can be explained by Figure 1 of the historical PC sales.
Table 1.4: PC Sales of Leading Vendors
1990 1995 2000 2005 2008 2009 2010
Dell Computer: USA (#K) 143 1,140 9,440 21,850 20,210 17,070 17,460
Dell Market Share: USA (%) 1.50 5.33 20.52 35.24 28.44 23.69 20.83
HP & Compaq: USA (#K) 480 3,870 13,295 12.370 16,300 18,650 19,470
HP/Compaq Market Share: USA (%) 5.03 18.11 28.90 19.95 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。