IntroductionTo start with, as Digital Divide Data (DDD) stepped into its 9thyear of functioning, itsleadership involved several reasons for being contended with the corporation’ssuccess. Ever since the time of its establishment during the year 2001 like a small IToutsourcing firm having a high number of staff members in Cambodia, DDD hadexpanded into a globally recognized non-profit social unit. The company has offeredscholarships to more than 1300 disadvantaged youth. Additionally, the social missionof the company has been to offer help to economically disabled individuals few ofwhom are physically disabled. Further, taking the above discussion intoconsideration this particular paper attempts to offer case analysis of Digital DivideData.Problem StatementTo start with, the advent of e-business is continuously growing and so are thecompanies involved in e-business. A large number of companies are shifting theirfocus towards e-business and adopting different strategies for the same. Likewise,this particular attempts to explore the case of a well-known company i.e. DigitalDivide Data (DDD) and its e-business initiatives. SWOT Analysis of Digital Divide DataStrengths2
Matching Dell Case Analysis
1679 WordsJun 28th, 20137 Pages
After the emergence of personal computer in1990, Dell emerged as a strong business entity in the computing industry. With the advent of personal computing, the major players in the industry were IBM, Compaq and HP. Between 1994 and 1998, Dell's growth was faster and twice its major rivals (IBM, Compaq, Gateway, and Hewlett- Packard). It provided high performance PC at a very low price. Through the introduction of Dell's Direct Model, it enjoyed high competitive advantage and earned quite a success.
Using the “Direct Model”, Dell sold primarily to customers directly. Dell's competitors were suing distributors, resellers and retail site at that time. Once orders were received from the customers, Dell rapidly built computers…show more content…
So what made this possible? In order to answer this question we need to look at the product Dell were providing to its customers as compared to its competitors.
Dell computers from the very start were selling customized personal computers. The customers were able to choose the components they wanted in their personal computers. This had not been done by the competitors and could not be replicated easily as direct contact with the customers were lacking in case of Dell’s competitors. Dell was able to position its PCs in such a way that it was able to differentiate its PCs against its competitors as the competitors were selling a standardized PC. This did not provide the customers the choice to select the components they would have desired. We can say that the products provided by Dell had a pull effect whereas product provided by its competitors had a push effect. PCs were being manufactured as per the order placed by the customers in case of Dell where as PCs were being created and shipped to distributors and resellers so that they could push the products to the customers in case of Dell’s competitors.
Internal Case Analysis
So far we have looked at the external market, the product Dell was selling and now look at Dell and its internal factors that helped it to become a cost leader and make better profits than its rivals. To provide an analysis of Dell’s internal