International Business Analysis

International Business Analysis
Table Contents

Introduction 3
Research, Objectives and Motivation 4
Company Overview 4
Literature Review 6
Porter’s Diamond 6
Competitive Challenge 7
Dell’s Advantage 14
Bartlett and Ghoshal’s Transnational Typology 15
Sources of Competitive Advantage 15
DELL Competitive Advantages 16
Changing for new economies of scale 18
Government, laws, regulations and policies 21
Bartlett and Ghoshal framework 21
Hofsted's Cultural Dimensions 22
Porter’s Diamond Of National Advantage 27
Conclusion 31
Competitive challenge 32
Collaboration Challenge 32
Culture Challenge 32
References 44
Bibliography 50
Introduction
      Dell is considered a very successful company. According to Govindarajan and Gupta (2005) one of the successes is its customer-direct concept that has been practiced since the company’s inception. The concept involves dealing with customers directly and not through a third party, which helps maintain the quality of the relationship with its customers and the products. In addition, this concept allows Dell to eliminate unnecessary inventories, warehouse space and storage expenses. Dell succeeds by expanding its business, which can be measured by how it creates relationships with other big businesses, such as Walmart, Boeing, and Ford. Dell expands its business by providing products other than computers, for example, LCD TV’s, digital cameras and financing services. Dell possesses a unique ability to manage its business well enough to continue down a path of notable growth and success in a fiercely competitive industry.
      The Companies commitments to reducing costs, developing its products to meet customer demands, and providing the best value to its customers are some of the ways that continue to drive the growth in Dell. Efficiencies in Dell’s direct business to personal customers and development of its appeal to enterprise computing customers also contribute to the success and growth of the Company....