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英国论文代写范文精选-Strategic Management PC's resources and capabilities

2016-06-17 | 来源:51due教员组 | 类别:更多范文

51Due英国论文代写网精选assignment代写范文:“Strategic Management PC's resources and capabilities”,这篇论文讨论了PC公司的资源和能力的战略管理。资源与能力对于公司来说都是非常关键的,甚至是可以决定一个公司的未来,让公司在剧烈的竞争下生存。资源和能力可以给公司带来持续的竞争优势,有助于形成战略,利用外部优势,防御内部的弱点。从资源的角度来看,公司拥有有形资源和无形资源。有形资源主要指的是实物资产,如设备、原材料或员工。无形资源,主要包括公司的历史、信誉、技术和知识等。

Both resources and capabilities are key factors to determine a company’s future and can create competitive advantage over its competitors to survive longer and better within its industry. According to Grant, “resource-based view is the idea that the firm is essentially a pool of resources and capabilities, and that these resources and capabilities are the primary determinants of its strategy and performance.”

Thus, companies focusing on resources and capabilities can bring in sustainable competitive advantages and can help to form strategies that exploit external strengths while defending against internal weakness. From resources perspective, it is essential to know that two types of resources, tangible resources and intangible resources are owned by a company.

For tangible resources, it mainly refers to physical assets, such as equipments, raw materials or employees. For intangible resources, it mainly comprises a company’s history, reputation, technology and intellectual resources. Both tangible and intangible resources can be seen as inputs into a company to help it create value and advantages within a company.

Within the same industry, all participants can occupy the same resources but when they process the same resources in different ways within its internal environment, all participants will witness different values created by same resources. So the ways to utilize resources can determine a company win or lose.

From capabilities perspective, the ability of utilizing resources to create values for a company can create competitive advantage or capability and we cannot separate resource from capabilities as a company’s capability is an integrated result of many complex factors, including resources, values, procedures and activities within a company.

According to Johson, Scholes and Whittington, different companies have different capabilities which are difficult to imitate and is the basis of creating competitive advantage over its rivals. In addition, both resources and capabilities have much more relations with internal environment of a firm and those two factors are the most important determinants for a company’s profit and sustainable strategy. All those above are implications given to me from the perspectives of resources and capabilities within a company.

After that, I will discuss how DELL applies those two different perspectives to its internal environment and industry. DELL was founded in 1984 by Michael Dell and follows a simple philosophy: creating a computer in accordance with customer requirements and direct shipping to customers. DELL can make the most effective and clear understanding of customer needs, and then respond quickly.

After more than 25 years developing, DELL has grown into the industry’s fastest growing, most profitable companies, the leading advocate of the direct business model and leader. Dell's global sales in 2008 amounted to 57.9 billion U.S. dollars, approximately 78,700 employees worldwide. In the fourth quarter last fiscal, the company earnings of 144 million, operating profit was 8.01 billion, in cash and investments totalled 12.5 billion U.S. dollars; Dell's direct sales Web site www.dell.com site 84 countries, the use 20 languages / dialects and 26 currencies, visit each quarter more than 20 billion times, the world's largest e-commerce site. Firstly, information technology is a valuable intangible source for computers manufactures, including DELL and its competitors Microsoft, IBM, HP and Compaq.

As DELL it describes its information technology jobs on its official website: “Positive. Productive. Progressive. That’s how we navigate change. In an organization as influential as Dell, it's no surprise that information technology plays such an enormous role in our day-to-day operations. A job in IT at Dell offers broad exposure to some of the most complex and highly sought projects, technologies and software. Our world-class products and services rely on a dynamic infrastructure-which in turn relies on individuals like you with the talent and drive to keep it all running. The IT team at Dell creates, deploys and supports global, industry-leading assets and services. We deliver services and solutions to customers both internally and externally, meaning there's widespread opportunity to learn, advance and take your career in many different directions.”

DELL computer has acknowledged that its information technology creation and innovation has resulted in large profits and IT has been used not only to create competitive advantages but also help to form DELL-style sustainable strategy. DELL unique business model-direct sales and build-to-order-requires a higher level in information technology.

According to Kraemer, Dedrick and Yamashiro, DELL’s application of information technology offers valuable insights into how IT can be used to achieve flexibility and speed in an area where time is critical and has been vital to processing both elements of its business model---direct sales and build-to-order. Applying unique models of direct sales and build-to-order in computer business, can enable DELL reduce sales costs without extra procedures to deal with distributors and minimize inventory by selling computers directly to customer via orders online.

Build-to-order model based on Dell’s mature information technology has created sustainable selling capabilities for its proceeding careers. It is successful for Michael Dell to choose the business model, which can be explained of the historical PC sales.

“DELL and Hp are currently the leading PC manufacturers in the 7 years. Compaq, DELL or HP/Compaq have been the PC sales leader since 1994 in the USA and worldwide. DELL became the worldwide PC sales leader in 2001, but was surpassed in 2002 by HP because of its merger with Compaq. DELL took the lead again in 2003 and kept the lead through 2006. Dell has a much stronger market share in the USA than worldwide. This is because Dell’s business model is fully developed in the USA, but remains in the start-up phase or in the early to mid-level development phase outside the USA. As Dell’s business model grows and takes hold outside the USA, Dell’s market share is likely to strengthen.”

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