Michael Dell is the founder and CEO of Dell; therefore, he has made company’s business model and organizational culture. Indeed, the Michael Dell has immense business experience in computer and IT industry as well as has great insight over the actual strengths and weaknesses of Dell Incorporation and its employees…
In the light of above, it is justified to argue that Michael Dell is the ideal person to change corporate culture of Dell, thereby making it more productive and efficient followed by attainment of competitive advantage and accomplishment of predefined business goals and targets. A business corporation could not successfully change its orthodox business policies, principles, operations, supply chain and marketing strategies without changing its working culture and employee mindsets. It should be pointed out that human capital is the actual asset of any organization because happy and satisfied workers relate themselves with their company and always think for its betterment due to need fulfillment and job satisfaction. In other words, the first step in initiating change (for example across Dell) is to prepare workers mentally about new workplace standards, globalization and market challenges, competitive forces, risks, workplace demands and performance criteria. ...
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Consequently, Dell would be able to gain a competitive edge over core business rivals such as HP, Toshiba, Sony, Lavino and Acer. Change in organizational culture is mandatory for restructuring and reengineering existing business operations. It is worth mentioning that an organization thrives when its employees support top management in decision – making and problem solving.
Governmental institutions are limiting the permits Wal-Mart gets to open stores in certain regions. A way for Wal-Mart to eliminate this barrier of entry is by utilizing e-commerce. Wal-Mart utilizes e-commerce to attract customers worldwide. The firm has a very attractive websites that has a vast variety of items available for sale at reasonable prices.
Evaluation Essay on Wal-Mart Introduction: The Wal-Mart has shown the art of retailing. The global retail giant came up with the concept of selling mass products in a discounted rate to the customers. The main concept was to sell in high volume with low price so the volume of the profit goes high.
Wal-mart announced in June 2003 that by 1st January 2005 it would implement RFID technology in its supply chain. The initial plan was to have 100 suppliers comply with the change but 129 suppliers responded as none wanted to be left behind. Wal-mart had made it very clear what the EPC (electronic product code) would be, the class of chips they would expect and it also named the distribution centers that would start accepting the RFID deliveries.
Wal-Mart started its international operation by entering the emerging markets. Its approach to emerging markets illustrates a link between globalization of markets and competitive strategy. Strategic management helps to understand and define the goals, vision, mission, objectives, roles, and responsibilities of the organization.
Investors consider Wal-Mart’s common shares a blue chip stock. Blue chips stocks are defined as stocks issued by a well-know company with an established record for making money and paying dividends (Teweles & Bradley & Teweles).
For instance, Michael is aware of the mindsets of its top and middle level managers, i-e how they collaborate and welcome change management practices. Michael also has charismatic qualities; therefore, he could communicate proposed changes
The fact that Wal-Mart today is the biggest retailer speaks of the success of its pricing strategy. “Wal-Mart is not just the worlds largest retailer. Its the worlds largest company--bigger than ExxonMobil, General Motors, and General Electric” (Fishman, 2003). Wal-Mart