In: Operations Management
Based on the following case study answer two of the questions
a. Dell is a pioneer in stimulating exchanges with customers through social media. With reference to Dell, discuss the differences between e-marketing and traditional marketing activities.
b. As more companies are moving towards green businesses, should Dell adopt a similar strategy to market its products? Justify your answer
Dell Direct and Not-So-Direct Case Study:
When Michael Dell started his Texas-based computer business in
1984, he chose a distribution strategy that was radically different
from that of other computer marketers. Instead of selling through
wholesalers and retailers, the company dealt directly with
customers. This kept costs low and allowed Dell to cater to
customers' needs by building each computer to order. Using a direct
channel also minimized inventory costs and reduced the risk that
parts and products would become obsolete even before customers
placed their orders, a constant concern in high-tech
industries.
By 1997, Dell's website alone was responsible for $1 million a day in sales. Relying on the strength of its online sales, catalogs, and phone orders, Dell expanded beyond the United States and added new products for four target markets: consumers, large corporations, small businesses, and government agencies. Meanwhile, Apple, Hewlett-Packard, and other competitors were reaching out to many of the same segments with a combination of direct and indirect channels. Apple Stores, for example, proved to be major customer magnets and gave a significant boost to sales of Macintosh computers and other Apple electronics. Hewlett-Packard forged strong ties with value-added resellers (VARs), intermediaries that assemble systems of computers, servers, and other products customized to meet the special needs of business buyers.
Although Dell tested retail distribution on a number of
occasions, it never let the experiments go on too long. In the
1990s, it tried selling PCs through a few big U.S. retail chains,
but soon discontinued the arrangement because the profit margins
weren't as healthy as in the direct channel. Later, it opened a
series of branded retail kiosks in major U.S. markets to display
its products and answer customers' questions. Unlike stores,
however, the kiosks didn't actually sell any-thing: Customers could
only place orders for future delivery. Dell ultimately closed the
kiosks down. By 2007, with competitors coming on strong, Dell was
ready to rethink its worldwide channel strategy. As convenient as
online shopping was for many U.S. computer buyers, it was much less
popular in many other countries. To gain market share domestically
and internationally, Dell would have to follow consumers into
stores, malls, and downtown shopping districts. The company began
selling a few models through Walmart's U.S. stores, Carphone
Warehouse's U.K. stores,. Bic Camera's Japanese stores, and Gome's
Chinese stores. In addition, it opened Dell stores in Moscow,
Budapest, and other world capitals.
By 2010, sales through retailers had gained enough momentum that
Dell sought out other retail deals. In another channel change, it
began selling through VAR partners that serve small- and
medium-sized businesses and lined up wholesalers to distribute its
products in Europe, Latin America, and elsewhere. When Dell
introduced a new line of smart-phones, it needed a new channel
arrangement to reach buyers. Therefore, it arranged for cell phone
carriers such as AT&T to sell the new models to their
customers.
As successful as Dell has been in revamping its indirect channels, selling directly to customers remains a top priority. Dell invites orders around the clock through Web pages tailored to the needs of each 'target market. It also maintains an online outlet store to sell 4 discontinued and refurbished products. It mails millions of catalogs and direct-mail pieces every year. And its sales force calls on government officials and big businesses that buy in volume. Dell's website notes, with pride, that the 10 largest U.S. corporations and five largest U.S. commercial banks "run on Dell."
Moreover, the company is a pioneer in stimulating exchanges with
customers through social media. Dell has 139,000 fans on Facebook,
for example, and regularly posts offers that drive customers to its
various websites. It's become a pioneer in selling directly to
customers via the micro blog site Twitter. In less than three
years, it generated $6.5 million in revenue from sales transactions
that originated on Twitter. That may be a tiny sliver of Dell's $53
billion in annual revenue, but it demonstrates the company's
flexibility in adapting to shifts in customer behavior and
environmental forces, such as technological advances. With market
share and profit-margin challenges still facing the company, and
global demand just picking up steam after a long, difficult
recession, watch for Dell to make more channel adjustments in the
coming years.
a. Differences in e-marketing activities and traditional marketing activities with reference of Dell shows that e-marketing activities are effective as they also personalisation and customisation for customers. For expensive technology products like computers, e-marketing has shown good results for Dell. Dell also follows traditional marketing activities like direct selling that helps to give genuine information to customers and clarify their doubts. The other traditional activities like broadcast and print are not done in case of Dell but it gets word of mouth promotion that has more impact than other traditional channels of marketing.
b. As other companies are moving towards green business, Dell should also adapt such approach in marketing its products. Dell has direct sales channels that already minimise wastage. Adopting greener ways of marketing its products it can create environment consciousness, lesser use of paper and plastic and follow sustainable practices in the long term. Since Dell has large market share, any steps of green ways of marketing will make substantial difference to the environment as well as to its business partners that can further pass these benefits to customers and other stakeholders.