4. Key Strategic Issues
Taking advantage of an international opportunity in
a high growth market
Adjusting business-level strategy in light of a rivalry
Leveraging core competencies in a foreign market
5. About Dell
Founded in 1984
World’s largest computer vendor
Revenues of $41 billion in 2004
Operates in 13 Asia Pacific markets with sales of $4.3B in
2004
Entered China in 1995 via export
Started focusing on China in 1998
In 1998 established a local manufacturing and distribution
operation
In 2004, Dell PCs captured 7% share in China
9. External Analysis:
Key Environmental Factors
Chinese population is 23% of world total
Main opportunities will be in the larger cities
where incomes are higher
Source: China Country Commercial Guide (CCG)
10. External Analysis:
Key Environmental Factors
Socio:
Purchasing expectations (try before they buy)
Chinese attitudes and culture becoming more similar in
purchasing patterns and work ethic to U.S.
Economic:
Chinese economy grew 9.8% in 2005
Total retail sales increased 13%
China’s PC market estimated to grow 19% in 2004-2005
Low per capita incomes and unevenly distributed
Average US $1,583
Urban US $5,000
Middle class (200 million people) US $8,000
Source: China Country Commercial Guide (CCG)
11. External Analysis:
Key Environmental Factors
(new member of WTO but…)
China’s political system controls unions and financial institutions
Legal and regulatory systems can be inconsistent
Business based on relationships (guanxi)
Intellectual property at risk
Tech
Just 2.5% of urban Chinese own a computer
Access and use of the internet is increasing
Global
Sales opportunity (Asia/Pacific currently just 10% of Dell)
China’s attractive low-cost manufacturing capabilities
Source: China Country Commercial Guide (CCG)
12. The Five Forces of Competition Model
HIGH
INTENSE
LOW
MODERATE
NONE
13. External Analysis:
Porter’s Five Forces
Threat of New Entrants – HIGH
Foreign and local competitors
IBM, Compaq and HP also entered in 1990s
Less government policy barriers (China joined WTO in 2002)
Potential barriers include:
Access to distribution channels
Scale economies (Local production plants)
Substitutes – NONE
Bargaining Power of Suppliers – LOW
Dell and most competitors are vertically integrated
14. External Analysis:
Porter’s Five Forces
Bargaining Power of Buyers – MODERATE
Few buyers purchase a large portion of industry output
State-owned companies, MNCs and educational institutions
Sales account for a large portion of Dell’s sales revenue
50% from government, education, telecoms, power and finance.
Brand reputation and product differentiation can mitigate
Competitive Rivalry – INTENSE
High profit potential due to industry growth
Main buyers are institutions with more resources than individuals
Price pressure from local competitors
High fixed costs of production capacity
High strategic stakes (focus on market share)
Aggressive competitive response
Lenovo adopting Dell’s direct sales model in China
Lenovo’s joint venture with IBM to increase it’s share
Lenovo’s brand campaign to improve recognition
15. Competitors
Future objectives:
Build market share rapidly
Current strategy:
Cost leadership (Lenovo, Founder, Tongfang)
Differentiation (HP, IBM & Compaq)
Focused on consumer market
Lenovo positioning itself to challenge in high-end
16. Competitors
Key Strengths:
Chinese competitors: market knowledge and low cost
advantage.
American competitors: technology and brand recognition
Key Weaknesses:
Chinese competitors: brand recognition
American competitors: higher costs
17. Customer
High-end Customers
State-owned companies
MNCs
Government
Educational institutions
Large Corporate Accounts (1,500+ employees in Telecoms, Power
and Finance
Individual Consumers
Behavior:
Consumer market is price sensitive
Prefer a trial use of PCs before purchase
Internet purchases were uncommon but internet users increasing
Best way to reach is through retailing (Kiosks)
Value product quality, especially high-end customers
Brand loyal
19. Key Financial Ratios
FY 2005 FY 2004 FY 2003 FY 2002 FY 2001
Profitability Ratios
Gross Profit Margin 18.32% 18.22% 17.93% 17.67% 20.21%
Net Profit Margin 6.75% 6.38% 5.99% 5.71% 7.06%
Return on Equity 51.24% 42.12% 43.55% 37.92% 40.02%
Liquidity Ratios
Current Ratio 1.20 0.98 1.00 1.05 1.43
Quick Ratio 1.16 0.95 0.96 1.01 1.38
Leverage Ratios
Debt to Total Assets 0.72 0.67 0.69 0.65 0.59
Debt to Equity 2.58 2.08 2.17 1.88 1.43
Long-term Debt to Equity 0.40 0.34 0.34 0.28 0.23
Activity (Efficiency) Ratios
Inventory Turnover 107.20 126.74 115.70 112.12 79.72
Accounts Receivable Turnover 11.15 11.40 13.69 13.74 13.16
Average Collection Period 32.29 31.58 26.30 26.21 27.37
Key Growth Rates
Sales 18.73% 17.06% 13.59% -2.26%
Net Income 25.63% 24.65% 19.21% -20.89%
Current Assets 58.91% 19.15% 13.29% -19.01%
Current Liabilities 29.74% 21.97% 18.81% 10.93%
20. Key Resources
Key tangible resources:
WW market leadership & financial resources ($8B in China)
Direct sales system and customer service
Local production plant in China
Alliance with Oracle
Manufacturing (“Build-to-order) and low inventory” strategy
“Just-in-time” model (6 days vs. 40 days of supply)
Portfolio of award-winning products
Key intangible resources:
Strong brand
Reputation (“Dell experience” of high-quality products, support and
service)
Innovative in its technology, business practices and customer service
http://www.dell.com/content/topics/global.aspx/corp/en/home?c=us&l=en&s=corp
21. Core Competencies
Ability to simplify PCs and the supply chain since their
beginning
Ability to understand customer needs and deliver innovative
technology and services
Ability to use technology to simultaneously improve
customer experience and contain costs
Ability to operate a direct business model
All are valuable, rare, costly to imitate and
Nonsubstitutable.
22. Value Chain Analysis
Primary activities of value:
Operations: Manufacturing processes contain costs well
Outbound logistics: Direct sales model
Service: High responsiveness to customer needs
Support activities of value:
Technological development: Innovative web site and IT
infrastructure
Firm infrastructure: Visionary founder and management
team
25. Strengths & Weaknesses
Strengths:
Reputation
Manufacturing plant (build-to-order capability, JIT)
Direct sales model (on line and phone order capability)
Strong sales revenue in 2003 ($8 Billion)
Strategic alliance with Oracle
Product performance (Best Overseas PC Corporation
Award)
Weaknesses
No low cost advantage that will allow them to compete in
the consumer segment
Possible cost advantages not realized from their China
plant
26. Opportunities
Large population in China and economic growth potential
(Dell’s fourth largest market)
PC market expected to grow by 19%
Only 2.5% of urban Chinese own PCs
Sales potential in larger cities
Reduction in tariffs on IT products makes it less costly to
export to China
Expansion into Japan, Korea and Taiwan
27. Risks
Low GDP per capita in China
Weak government protection of IP
Moderately high threat of entry of new competitors
Intense rivalry among competitors
Lenovo-IBM joint venture
Lenovo’s copying of Dell’s direct sales model
Lenovo’s attempts to boost brand recognition
29. General Problem Statement
Dell faces a rivalry from Chinese PC firms, in particular
Lenovo’s (Legend) attempts to copy Dell’s direct sales
approach and build brand recognition. (At risk is Dell’s
dominance of the high end market)
Will require a cost advantage to re-enter the low-cost
segment. (At risk is the Dell customer experience of product
quality and service levels or accepting declining profits)
30. Strategic Alternatives
Lower costs to be viable and establish a presence in the
low-end (consumer market) before competitors
Abandon the low-end and put all resources on defending
the high-end (corporate market) where Dell currently has
an advantage
Challenge Lenovo in other Asian markets that are
important to it while increasing product quality and services
in China
31. Strategic Recommendation:
Expand and defend the high-end of the market
Implementation
Continue Dell’s business level strategy of differentiation
Based on product quality, build-to-own capability and direct sales method
Continue to innovate and outpace the Lenovo-IBM partnership
Build brand recognition in China as Lenovo’s doing worldwide
Grow direct ordering via the internet (increasing Chinese web usage)
Leverage penetration in LCAs (>1,500 emp.) for increased “share of wallet”
Challenge Lenovo in other important Asian markets while increasing product quality and
services in China
Prepare for wireless/mobility trend and strengthen notebook offering
Eventually broaden reach to penetrate low-end and rural areas
Develop the infrastructure to service, support and sell (different than urban areas)
Requires a low-cost, differentiated product line (e.g. AMD, no Windows OS)
Learn the Chinese market to overcome “foreignness” and local rivals
Explore alternative sales channels (besides direct) to reach small cities
33. Dell to build second factory in China
New facility will double Dell's current production capacity in China
By Sumner Lemon, IDG News Service
March 25, 2005
Dell announced on Thursday plans to build a second manufacturing plant in southeastern China.
The new plant will be constructed in Xiamen, Fujian province, where Dell already has one factory, according to the
company. The new manufacturing plant will produce PCs for Dell customers in northern Asia, including China and Japan,
the company said, adding that the new facility will double the company's current production capacity in China. The
company did not disclose what that capacity is.
China is the world's second-largest PC market, after the U.S., and continues to grow at a healthy clip. According
to Gartner, 14.9 million PCs were sold in China last year and shipments grew by 14.9 percent. Dell has the largest
market share of any foreign PC maker in China, but rivals IBM and Hewlett-Packard closed the gap last year by growing
faster than their rival from Round Rock, Texas, according to market analysts Gartner and IDC.
Despite the best efforts of foreign PC makers, the Chinese PC market continues to be dominated by local players, with
Lenovo Group holding the largest share of the market.
http://www.infoworld.com/archives/emailPrint.jsp?R=printThis&A=/article/05/03/25/HNdellchina_1.html
34. From April 3 ’08 Analyst Meeting
2008 27% revenue groth in BRIC
