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Marketing assignment代寫: 戴爾的持續競爭優勢

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  • Marketing assignment代寫: 戴爾的持續競爭優勢

    近年來,隨著世界范圍內競爭的日趨激烈,許多組織都努力追求持續的競爭優勢,在競爭中求得生存。競爭優勢一詞是Michael Porter在1980首先提出的,此外,在Porter的后期著作中,他指出了競爭鉆石中的四個因素,這將影響到組織的競爭優勢。這四個因素分別為:要素條件、需求條件、相關支持產業和企業戰略、結構和競爭(波特,1998)。
    本文將首先介紹三例,分別是DellCompany、西南航空公司和卡塞拉葡萄酒。所有這三個案例從戰略策劃與實施本書介紹:競爭優勢的探索:概念與案例(湯普森,貝特羅夫,賭博和思特里克蘭德,2012)。從而說明持續競爭優勢分別。接著,對每一個案例進行理論分析,分析它們是如何取得成功的,并比較三種情況及其成功的途徑。最后,根據分析給出了啟示。
    案件描述
    戴爾公司是由邁克爾·戴爾于1984建成的,他有一個簡單的商業理念,即個人電腦將按訂單數量直接賣給最終用戶。這種商業模式有助于降低零售商的成本和庫存的風險。戴爾在1998成功擊敗IBM,成為美國個人電腦行業的第2名。不久,戴爾在1999的第三季度戰勝康柏之后,成為美國的銷售冠軍。自那時以來,戴爾已成為領先的公司在美國個人電腦市場。2002,戴爾的市場份額達到28%,高于16.8%,網關5.7%(湯普森,貝特羅夫,賭博和思特里克蘭德,2012)。
    面對“9.11”恐怖襲擊,有的公司破產,有的公司倒閉,有的公司幸免于難,然而,還有一家公司還在擴大,那就是西南航空公司。西南航空公司成立于1971,以提供短距離航班低票價。“9.11”恐怖襲擊事件對航空業嚴重的長期影響,如迅速下降,整個行業的需求,增加安全成本,低上座率低于盈虧平衡點等。面對如此嚴峻的環境條件,大多數公司削減了航班數量,特別是國際航班和夜間航班,他們減少了服務,延誤了更新和購買飛機,解雇了一些雇員。然而,西南航空公司以不同的方式處理環境問題。在急救階段,西南airlinesdid沒有取消航班,也不裁減員工,或推遲雇傭新員工,但員工自2002開始擴大。此外,西南航空公司在緊急階段延遲購買新飛機,但在2002繼續增加新飛機數量。此外,西南航空公司開始增加在市場上的競爭對手退出的航班,尤其是長距離的直達航班,甚至引發新的航班計劃(湯普森,貝特羅夫,賭博和思特里克蘭德,2012)。
    在美國葡萄酒行業,常識和葡萄酒禮儀使酒廠在現有價格的基礎上過分注重聲譽和質量。在高端葡萄酒市場,葡萄酒企業奉行差異化戰略。然而,兩者的結果是一致的,而在經濟性的葡萄酒市場中,它們的價格很低,但在所有的競爭要素中都只有一個很低的水平。因此,為了推動對葡萄酒行業的需求,提高凈利潤,卡塞拉重新定義了葡萄酒行業。它提出一個問題:如何創建一個有趣的和非傳統的葡萄酒,便于大家喝。在不到兩年的時間里,黃尾葡萄酒作為一個有趣的、社交性beveragethat卡塞拉酒的發明已成為增長最快的葡萄酒品牌在澳大利亞和美國的葡萄酒歷史。更重要的是,它甚至比法國和意大利的葡萄酒更有名,它已被證明是在美國市場白酒類進口第一(湯普森,貝特羅夫,賭博和思特里克蘭德,2012)。
    持續競爭優勢的證據
    戴爾的持續競爭優勢是其獨特的商業模式,是一種低成本、按訂單組裝的直銷策略。戴爾從供應商那里購買組件,并自行組裝這些組件以滿足消費者的不同需求。

    Marketing assignment代寫: 戴爾的持續競爭優勢

    As the competition becomes increasingly fierce in the world these years, many organizations try their best to pursue sustained competitive advantages to struggle in the competition. The term of competitive advantage is the first to be put forward by Michael Porter in 1980.In addition, in Porter’s late works, he pointed out four factors in a competitive diamond, which will influence the competitive advantages of organizations. These four factors are illustrated as factor conditions, demand conditions, related and supporting industries and business strategy, structure and competition (Porter, 1998).
    This essay will first introduce three cases, which are the DellCompany, Southwest Airlines and Casella Wines. All these three cases are introduced from the book of Crafting and Executing Strategy: The Quest for Competitive Advantages: Concepts and Cases (Thompson, Peteraf, Gamble & Strickland, 2012).And then it will illustrate the sustained competitive advantages of each other respectively. Following this, theoretical analysis will be conducted of each case study to analyze how they achieve success, as well as to compare and contrast the three cases and their pathways to success. Finally, implications will be given according to the analysis.
    Description of the cases
    The Dell Company was built in 1984 by Michael Dell, who had a simple business idea that is the personal computers would be sold directly to ultimate customers according to the number of order. This business model can help reduce the costs from the retailers and risks from the inventory. Dell successfully beat IBM in 1998 and became the No.2 in the American personal computer industry. Before long, Dell turned out to be the sales champion in America after overcoming Compaq in the third quarter of 1999. Since then, Dell has become the leading companyin the U.S. personal computer market. In 2002, the market share of Dell reached the high of 28%, higher than HP of 16.8% and Gateway of 5.7% (Thompson, Peteraf, Gamble & Strickland, 2012).
    When facing the “9.11”terrorist attacks, some companies went bankrupt, some companies shrink, some companies survived, however, there is a company still expanded, which is the Southwest Airlines. Southwest Airlines was established in 1971 targeting on providing short distance flights with low-ticket prices.The “9.11” terrorist attacks have severe long-term effects on the airlines industry, such as rapidly declined demand of the whole industry, increased security costs, and low attendances that are below the breakeven points and so on. Faced with such severe environment conditions, most companies cut the number of flights, especially the international and late-night flights, and they reduced the services, delayed updating and purchasing aircrafts and laid off a number of employees. However, the Southwest Airlines dealt with the environment problems in a different way. In the emergency phase, Southwest Airlinesdid not cancel flights, nor laid off employees, or delayed hiring the new employees, but began expanding its staff since 2002. Moreover, the Southwest Airlines delayed purchasing new aircrafts in the emergency phase, but continued to increase the number of new aircrafts in 2002. In addition, the Southwest Airlines began to add flights in the market that the competitors quit, especially the long distance and nonstop flights, and even initiated new flights as planned (Thompson, Peteraf, Gamble & Strickland, 2012).

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