Blending and Conceptual Integration Tweet blending This page was historically available at http: Please reset your bookmarks to this page. A Buddhist monk begins at dawn one day walking up a mountain, reaches the top at sunset, meditates at the top overnight until, at dawn, he begins to walk back to the foot of the mountain, which he reaches at sunset. Make no assumptions about his starting or stopping or about his pace during the trips.
By using this simple concept, Dell can best understand their customers needs, and efficiently provide the most effective computing solutions to meet those needs. The concept became known as the direct business model.
It enables the company to have an actual relationship with customers. This provides essential information that is used to leverage relationships with the suppliers as well as customers. Dell uses this information along with technology to eliminate the boundaries in the value chain among its suppliers, manufactures, and customers.
Michael Dell describes this process as virtual integration. This helps to achieve new levels of efficiency, productivity, and remarkable returns to investors.
The benefit of a tightly coordinated supply chain is offered through vertical integration. A virtual corporation offers the benefit of focus and specialization.
Virtual integration combines the benefits derived from both vertical integration and a virtual corporation. Therefore, virtual integration provides the ability to attain both coordination and focus. Dell is continually refining the direct business model through virtual integration, which relies on information technology to improve the value chain of suppliers and customers.
Suppliers Traditional computer companies had to be vertically integrated. They developed the many components of the computer themselves.
When Dell started, they could not afford this traditional process.
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Instead, Dell leveraged investments made by others and focused on the delivery of solutions and systems to customers. This is the heart of the direct business model. It has allowed Dell the leverage their relationships with both suppliers and customers.
The few suppliers of Dell are the equivalent of partners. They are treated as if they were actually part of Dell. The partnership will last as long as the partner maintains their leadership in technology and quality. This is made possible from the free flow of information that is shared between Dell and the supplier.
Technology enhances the economic incentives of this type of collaboration because it speeds time to market and creates value that is shared between buyer and seller. This is measured by inventory velocity, which has Dell working with suppliers to continually reduce inventory and increase speed.
Customers Dell serves a wide variety of customers. They range from governmental institutions to individual buyers. To handle this complex market, Dell benefits from segmenting its customers.
Dell is better able to understand their customer needs in a more intimate way.
This type of relationship allows Dell to obtain access to information that is critical to their direct model strategy. Without this information, Dell could not successfully forecast what their customers need and when they are going to need it. There are a vast array of information links between Dell and their customers.
The ability to sell directly allows Dell to keep track of a company or individuals total PC purchase, country by country. This is information that can ultimately be feed back to them. The close relationships that Dell has formed with its customers have allowed them to extend the value they deliver to those customers.
Dell has also set up Platinum Councils to ensure the free flow of information with their customers on a continual basis. Groups are then set up to focus on specific product areas and discuss solutions to problems that may not necessarily have anything to do with the commercial relationship with Dell.
The ratio of Dell people to customers at the forums is 1: The council allows Dell to demand forecast. Conclusion The direct business model is a unique concept that separates Dell from others in the industry. Virtual integration relies on information technology to improve the value chain of manufactures, suppliers, and customers.
The benefits it produces are coordination and focus. These attributes make virtual integration an organizational model on the horizon for the information age.Dear Twitpic Community - thank you for all the wonderful photos you have taken over the years.
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Summary of Magretta. The power of virtual integration: An interview with Dell Computer’s Michael Dell. Dear Twitpic Community - thank you for all the wonderful photos you have taken over the years.
We have now placed Twitpic in an archived state. Watch breaking news videos, viral videos and original video clips on grupobittia.com Influence of System Integration and Supply Chain Integration in Supply Chains: Virtual Integration Theory Perspective.
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