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Nd Apple Approach Marketing Of Their Products

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How Dell and Apple Approach Marketing of Their Products

Marketing 505


While Apple has been widely acknowledged as the leader in computer design and innovation, others, such as Dell, have been seen as having the marketing know-how. Dell sells easily 10x the volume Apple does, thus making hardware a commodity, Apple's contrary view of marketing may, indeed, be the wave of the future, even as it looks to the past, where the value is placed on the hardware. Apple is, after all, a hardware company, and much of the software Apple creates enhances the appeal of the hardware it creates, which is why you'll likely never see Apple market OS X to PC users.

Marketing Environment

Dell's strategy is global. It realizes that being closer to the customers is essential in carrying out its marketing strategies as well as in enabling it to build customer base. First by establishing the Internet infrastructure for booking/orders related activities it has been able to increased its customer base from existing markets. Using the same infrastructure it has been able to carry out its marketing strategies in new offices as well. However, Dell differentiates in its marketing tactics in that it believes in establishing a brick and mortar market presence. This is why the company has established sales offices and manufacturing outlets across North America, Europe, Asia and South America. This way it has been able to gauge the local customers' needs as well as services desired (Official Website 2004).

Apart from the above customer level niche marketing, Dell also believes in reducing competition through collaboration. Unlike other leaders in the industry such as HP and Compaq, Dell does not believe in taking over existing competitors to eliminate competition. Instead the company has always pride itself in using partnerships and associations for integrated marketing. For example Xerox's addition to the company as a partner for providing printing products and services has served the purpose of integrating one more technology to its lists of comprehensive business services. As James Vanderslice, Vice Chairman of Dell says: "By adding Xerox to our roster of preferred printing partners, we are even better equipped to serve our customers with a full range of office printing technologies that provide end-to-end solutions. The Xerox brand is synonymous with quality, technology leadership and world-class services. We share these core values." ("Dell and Xerox Forge Strategic Marketing Tie" 2000).

Not only Dell believes in industry wide collaboration but also in global collaboration. It has based offices in different countries of the world as strategic plan due to the fact that it would be able to reach the niche market effectively. By breaking the dominance or monopoly of other computer companies, Dell would be able to capture the market by providing products and services at competitive pricing strategies. 
In the past Dell has initiated corporate branding campaign "Be Direct" in which it targets consumer base with new advertisements that differ from the traditional industry. The campaign focuses on consumer benefits of new technology rather than comparing its products with other rival products or company. The idea is to project the concept of a virtual home, a hi-fi office and a dynamic playful environment whoever uses Dell products. The essence is to keep up with the tagline Dell4me in the new advertisements. The headlines therefore runs like "I want a PC that will make my stereo fear for its life" which indicate how Dell will integrate different technologies into one combined product - the desktops.

Similarly, servers, printers, laptops as well as PCs will aim to achieve the same motive ("Dell Launches New Consumer Advertising Campaign" 1999). 
Ever since Dell has following this campaign albeit not entirely successful in achieving the aim of becoming the world's number one computer manufacturers. Some of the reasons are given in the following sections.

Company Overview

Dell is among the world's leading computer manufacturers that has transformed and diversified into variety of business segments over the years. Products range from Dell PowerEdge servers, Power Vault, Dell EMC storage systems as well as PowerConnect switches for corporate clients. For individuals and professional customers products range from Dell Precision workstations, OptiPlex desktops, Dimension desktops, Inspiron and Latitude notebooks. Apart from these core products, the company also offer products and services range including printers, projectors, Axim handhelds, and other accessories. More recently, the company has announced intentions to explore LCD television/computer monitors as well as digital music players (Annual Report 2004).

Spanning over 20 years, the company has always been associated with designing, manufacturing and customizing products and services to satisfy a diversified range of customers including individual customers to corporate and retailing businesses. The company's philosophy to deal with customers one-on-one has become a management model for other companies. Having gained the market leadership position in computer products and services, Dell's team have always been careful in sustaining its marketing strategy of providing standard-based computing solutions (Official Website 2004). 
Today Dell is the third largest computer manufacturer in the world. On January 2004 Dell reports net revenue approximately $41,444 millions and 46000 employees (Annual report 2004).

SWOT Analysis


Dell's dynamic organizational structure allows it to achieve diversified targets. By allowing the components to directly become integrated in the manufacturing process of Dell, it has been able to reduce middle channel costs. These components, such as OEMs, CMs, logistics, system integrators, repair and support companies, component suppliers, third party HW and SW suppliers and distributors have become each of the company's manufacturing processes so that ease of provision to the customers is possible. This reverse organizational process structure differs from other industry leaders. (Kraemer and Dedrick 2004)


Within the strengths lie Dell's weaknesses. Much of its strategies have to rely on the capacity and capability of these manufacturing components. Continuous updates and process improvement is required so that



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