How the Internet is Enabling Dell to Reinvent E-Commerce

How the Internet Is Enabling Dell To Reinvent e-Commerce Dell Computers initial business model concentrated on creating build-to-order personal computers to customers specific needs. This has grown from a fairly modest operation to a $62B business as of the close of their latest fiscal year (FY 2012). Dell succeeded with an Internet-based business model by concentrating on the accuracy, agility and speed that its much larger competitors could not match. Honeywell, IBM and others could not match the speed and agility that Dell had in basic build-to-order product strategies, which would eventually grow into the core part of their business model. Dell was able to rely on the ubiquity of the Internet to create a much large, diverse customer base compared to its competitors who were constrained by traditional retail channels (as was IBMs case) or a reliance on direct sales forces (Salvador, de Holan, Piller, 2009). Dell was able to capitalize on latent customer demand for customized PCs, laptops and servers at a much greater rate that competit ors who failed to see the disintermediating influence the Internet was having on distribution channels (Salvador, de Holan, Piller, 2009). Dell succeeded at this strategy where dozens of other companies failed by concentrating on having the most thorough integration of their supply chain, production, fulfillment and services online globally, all unified through secured Internet-based networks. While the many competitors Dell hadShow MoreRelatedCase Study: Dell Computer – Organization of a Global Production Network; Using E-Commerce to Support Its Virtual Company3365 Words   |  14 Pages[pic] Case Study: Dell Computer – Organization of a Global Production Network; using E-Commerce to support its Virtual Company 1.0 Executive Summary Dell’s Direct Model  of selling PCs directly to the consumers, bypassing the distributors and retailers (resellers) channel, has been pioneered and provides distinct advantages over the indirect sales model. Customers have the ability to contact Dell directly and order technologically advanced systems at competitive prices. 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No part of this text may be reproduced, transmitted, downloaded, decompiled, reverse engineered, or stored in or introduced into any information storage and retrieval system, in any form or by any means, whether electronic or mechanical, now known or hereinafter invented, without the express written permission of PerfectBoundâ„ ¢. PerfectBound â„ ¢ and the PerfectBoundâ„ ¢ logo are trademarks of HarperCollins Publishers. Adobe Acrobat E-Book Reader edition v 1Read MoreManagement Course: Mba−10 General Management215330 Words   |  862 PagesValue I. Valuation 229 229 253 279 1. The Value−Based Management Framework: An Overview 2. Why Value Value? 4. The Value Manager Harvard Business Review Finance Articles Eclipse of the Public Corporation 308 308 323 323 330 330 Article How I Learned to Live with Wall Street Article Second Thoughts on Going Public Article Reed−Lajoux †¢ The Art of M A: Merger/Acquisitions/Buyout Guide, Third Edition 10. 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Coral Divers and Loblaws Case Answers - 2367 Words

ADMS 4900 N: Management Policy Part I Coral Divers Resort: Case Analysis Synopsis Coral Divers Resort (CDR) is a small, but well-regarded, diving resort in New Providence Island in the Bahamas. It is owned by Jonathon Greywell, who work full-time at the resort and is a diving instructor certified by PADI and NAUI. CDR had established a solid reputation as a safe and knowledgeable scuba diving resort that offered not only diving, but also a beachfront location. Many divers had come to prefer CDR over the other crowded resorts in the Caribbean. It had been in operation for 10 years with annual revenues reaching as high as $554,000. However, over the last three years, financial performance had fallen off. Greywell realized that the resort†¦show more content†¦Firstly, they have no competitive advantage. Greywell needs to differentiate his resort from competition, and one such way is to add some specialized features. Secondly, its finances are weak. Revenues had declined, Greywell needed to do something to increase business before the situation worsened. The refore, Greywell is in a generally good position in terms of his resources. The challenge for Greywell is to effectively and efficiently implement these resources to create a resort that is profitable and different from competitors. Recommendations/Solutions 3. What strategy would you recommend to Greywell? Note: All numbers and calculations used below can be found in Appendix 3. Our recommendation would be for Greywell to focus on family diving. This is because 45% of divers now prefer to travel with their families. With the median age of divers (36 years old) steadily increasing, the resort could focus solely on a niche market that could bring higher revenues by attracting a premium category of vacationers and charging a higher premium price. To encourage a whole family diving experience, young adults below the ages of 18, and even below 13, will be encouraged to sign up for low-risk diving classes - as part of the whole family package - and they will be watched under the careful guidance of the resort’s qualified diving instructors in swimming pools and shallower diving spots. While the Family Resort only has a 43% return on investment (very low compared to theShow MoreRelatedContemporary Issues in Management Accounting211377 Words   |  846 Pagesfrom a UK perspective Robert W. Scapens 16. Strategic cost management: upsizing, downsizing, and righ t(?) sizing John K. Shank 17. Environmental management accounting Kazbi Soonawalla 18. Organization control and management accounting in context: a case study of the US motion picture industry S. Mark Young, Wim A. Van der Stede, and James J. Gong INDEX 266 291 308 329 355 380 407 425 CONTRIBUTORS ‘ Thomas Ahrens is Professor of Accounting at the Warwick Business School, University

Occupational Health and Safety

Question: Explain about the Facts and term for Occupational Health and Safety? Answer: Employees always want a safe and healthy culture in the workplace. Thus, the employer should have key concern upon the health and safety measures in the organization for providing a healthy and safe culture. Culture can be defined as the organizational philosophy that pervades the regular activities in the workplace (Berlin et al. 2012). Health and safety are major aspects of organizational culture. Healthy and safe culture can promote the work efficiency of the employees, thereby leading to the success of the organization. This essay would be focused on the importance of occupational health and safety culture in the organization and its application within an organization. Schulte et al. (2012) depicted that, development of a strong safety culture has the greatest impact on the reduction of incidence and accidents in the workplace. For this reason, developing cultures should be the priority of the managers and supervisors. Safety culture includes the attitudes, beliefs, values and practices existing in the establishment. A healthy and safe culture can shape the behavioral attributes of the employees toward positive outcomes. There are a number of external as well as internal factors that help in building the safety culture in the organization. These factors include management and employees norms, values, myths, stories, policies and procedures in the organization, employees training and motivation, supervisor priorities responsibilities and accountability, management and employee attitudes, quality issues and production pressure (Farrow and Reynolds 2012). In an organization where a strong safety culture is provided, people feel responsible for and saf e in their job as well as employees attempt to go beyond their duty for determining the unsafe conditions and behaviors. After identifying unsafe conditions, people attempt to understand and reform behaviors for correcting them. The elements of a safety culture include commitment or buy-in at all the business levels, treatment as investment, training and information for all the employees, a system for detecting, controlling and preventing hazards, a blame-free environment, integration into continuous improvement process and celebration of success (Arezes and Swuste 2012). There are some basic principles that are important for building a safe culture and managing safety performance in the organization. These principles should be followed in the organization for promoting workplace health and safety. The first one is the establishment and observation of a written corporate safety policy. Next based on the policy, an independent safety review process would be created (Zanko and Dawson 2012). The first step of a safety management system (SMS) implementation is the establishment of safety policy for all the levels of business. Then the next principle would be the risk assessment procedure. In this context, the severity and foresee ability of product hazards would be identified and evaluated. Then a design would be reviewed for assessing the risk of injury after considering the environment, hazards and predictable use (Chu and Dwyer 2012). The system can incorporate proactive and reactive approaches for enhancing the overall risk management. The first attempt of the system would be the elimination of hazards if it is not possible; the system should attempt to reduce the chance of injury by providing protection against the hazard. At this point of risk assessment, the communication with each member of the organization is important (Ajala 2012). It is because, at this point, users should be warned about the product dangers and should motivate them to avoid injury. Through the effective communication and training of the employees, they can be promoted for using only safe products in the workplace. The system should monitor the performance of each member of the organization against the objectives set by the organization by maintaining the safety-related records in the organization. Continuous monitoring and reviewing of the safety culture and management in the workplace is the important principle for identifying any kind of safety related concerns before leading to severe consequences (Kuempel et al. 2012). In addition, prom otion is one of the most important principles for ensuring healthy and safe culture in the workplace through the transparent and effective communication channels in the organization. For managing safety in the workplace, a safety management system can be implemented after consulting with the members of the organization. For reducing injuries, accident, the Ideagen Safety Management software can be implemented in the organization. This software has the capabilities of identifying hazards, reporting the occurrence of incidence and accident, risk assessment, modeling and control automation, performance monitoring, audit management, policy and document control as well as CA/PA management (Farrow and Reynolds 2012). Through the implementation of this system, the risk of unsafe behaviors of employees can be reduced. Additionally, this software will be able to assess the implementations of procedures following the Health and Safety Act 1974, occupational health and safety act, 1990, health and safety regulations and the policies set by the organization (Zanko and Dawson 2012). Training is important for making employees aware of the internal health hazards. A safety team can be built, who will be appointed for monitoring and assessing any kind of incidence of the accident, injuries or any kind of unsafe behavior of employees. The reporting and the documenting system are essential for monitoring the incidents in the workplace. The safety team would review the non-compliance to the health and safety objectives set by the organizational policies and the offenses would be categorized. If the non-compliance can be mitigated through communication, the team would do it otherwise, according to the categories of unsafe behavior, appropriate penalties would be charged and employees will be rewarded according to their safe and cultural behavior that could be monitory, non-monitory or an annual appraisal (Ajala 2012). The safety culture in an organization can be influenced by both external and internal factors as depicted above. The internal factors help to shape the culture and behavior of the employees. The cultural factors have a major role health and safety measurement. The safety culture depends upon the some internal sub cultural factors; these include physical culture, behavioral culture, management and norm culture and ideological culture. All of those factors in a workplace make a healthy and safe culture in the organization. Additionally, some external factors affect or influence these internal factors, thereby contributing in establishing safety culture in workplace (Zanko and Dawson 2012). These factors include the national and state health and safety acts, social effects, industry environment and production or service demands. These factors can shape the culture through the involvement of safety culture. The internal and personal factors of employees can also influence the safety culture that can be influenced by the leadership culture. A leader can shape or influence the safety behavior of his subordinates, thereby ensuring healthy and safe environment (Farrow and Reynolds 2012). The communications, competence of employees as well as management communications are also other factors that influence safety culture. In conclusion, it can be said that safety is a key part of a corporate culture and it should be incorporated at all levels of business for providing a healthy environment to the employees. In this context, the principles of safety cultures included some factors, responsibility, leadership, trust, decision-making, training, constant assessment. Along with these factors, some external factors are also responsible for shaping the safety culture of the workplace. The essay revealed the principle steps in managing workplace safety. The identification of hazards, evaluation and appropriate protection against the potential hazards can be done through the clear communication and the establishment of a safety management team. Reference List Ajala, E.M., 2012. The influence of workplace environment on workers welfare, performance and productivity. InThe African Symposium(Vol. 12, No. 1, pp. 141-149). Arezes, P.M. and Swuste, P., 2012. Occupational health and safety post-graduation courses in Europe: a general overview.Safety science,50(3), pp.433-442. Berlin, A., Yodaiken, R.E. and Hanman, W.A. eds., 2012.Assessment of toxic agents at the workplace: roles of ambient and biological monitoring. Springer Science Business Media. Chu, C. and Dwyer, S., 2012. Employer role in integrative workplace health management.Disease Management and Health Outcomes,10(3), pp.175-186 Farrow, A. and Reynolds, F., 2012. Health and safety of the older worker.Occupational medicine,62(1), pp.4-11. Kuempel, E.D., Geraci, C.L. and Schulte, P.A., 2012. Risk assessment and risk management of nanomaterials in the workplace: translating research to practice.Annals of occupational hygiene,56(5), pp.491-505. Schulte, P.A., Pandalai, S., Wulsin, V. and Chun, H., 2012. Interaction of occupational and personal risk factors in workforce health and safety.American journal of public health,102(3), pp.434-448. Zanko, M. and Dawson, P., 2012. Occupational health and safety management in organizations: A review.International Journal of Management Reviews,14(3), pp.328-344.