Anda di halaman 1dari 27

ALIENWARE 1) Leadership Style at Alienware:Alienware is an American computer hardware company and a wholly owned subsidiary of Dell, Inc.

[2] It mainly assembles third party components into desktops and laptops with custom enclosures for high-performance gaming. These products also support graphically intense applications such as video editing, simulation, and audio editing. Alienware also offers for sale rebadged computer peripherals, such as headsets, computer mouses, monitors and keyboards. Their hardware has distinctive "sci-fi" styling, typically including decorative lighting. Alienware was founded in 1996 by Nelson Gonzalez and Alex Aguila. Alienware's corporate headquarters is located in The Hammocks, unincorporated Miami-Dade County, Florida, near Miami.[3][4] Alex Agulia was the co-founder and former president of Alienware, but long before that he was an avid computer and console game and collector. In our Gamer Profile of Alex, we peeked inside the world of a real gamer and while there I had a chance to stir up an old Temco Bowl rivalry between him and current president of Dell Gaming at Alienware, Arthur Lewis. In Arthurs interview, he talked about his early days of gaming all the way up to the Alienware days. We wanted to go back to Alex and this time get a bit more of a history of his gaming and to take one more shot at their competition. Obsolete Gamer: When did you first begin playing video games? Alex: The first video game I ever saw was Pong at a Miami Beach hotel in 1975. I was 8 years old. A few years later I played with the Odyssey 2 and all the hand held electronic games but my first love (that I still love it today) was the Atari 2600. Obsolete Gamer: When did your love for video games turn into a full time hobby? Alex: Games have always been a part of my life. It is something that is just part of me since the late 70s. Obsolete Gamer: Can you tell us about collecting video games and consoles? Alex: I hate to throw away anything that I enjoy, so my collection of video game started back in the late 70s. I now have a huge collection. In the last 15 years or so I have almost strictly concentrated on very rare games for the different consoles and when I say rare I mean really, really rare. Obsolete Gamer: How big into the Arcade scene were you? Alex: I feel blessed that I was there from the very start. Arcade gaming was bigger for me in the early 80s than consoles were actually. I spent every quarter I could get my hands on playing defender, stargate, zaxxon, Ms pac man, Galaga and many, many other classic etc. I got really great at some of them. I was the dude people gathered around to see a game ending. I actually could finish dragons lair with my back turned away from the machine simply relying on audio queues. Thats a lot of quarters. Obsolete Gamer: At what point did you move into PC gaming? Alex: The commodore 64 opened up an entire new realm of more sophisticated games. There was a period where I shelved all consoles and stopped going to the arcade around the mid-80s. Commodore was simply too strong. The simulations were great (playable today), the text adventures were great (playable to this day). It was a given that I would graduate from the commodore 64 to the PC in the early 90s. Obsolete Gamer: Can you tell us the differences in your experience playing console games of the 90s and PC games of the 90s?

Alex: Super Nintendos Donkey Kong Country was a classic masterpiece. I have finished the game beginning to end 4 times since it was released (I have not done that with any other game PC or console). That being said, there was nothing that Sega or Nintendo could do that would even come close to some of the stuff the PC was doing. When the CD-Rom and CD-Rom games were released, the gap grew even larger. Obsolete Gamer: Was your love for gaming a major reason for co-founding Alienware? Alex: Yeah, I was a gaming guru. Nelson was a gamer that built PCs, it was a natural fit. Obsolete Gamer: Can you give us a little history of the gaming friendly competition between yourself and Arthur Lewis? Alex: You know a lot has been made out of this through the years but before there was any competition there was a lot of cooperation. We played Atari 2600 sword quest series and raiders of the lost ark quite a bit and we worked together towards a common goal. The real competition started when Nintendo released Tecmo bowl and Bases Loaded. The era of cooperation was over, It got ugly, what can I say Obsolete Gamer: Arthur stated you guys are about even as far as gaming, would you agree with that? Alex: Yeah I guess, Ill give Arthur Robotron and sports games (any era any console) but gaming encompasses quite a bit. Saying gaming is a big statement. He is really great (legendary) in specific areas. So am I, Ill leave it at that. Obsolete Gamer: Do you plan to have a rematch of Temco football since Arthur won last? Alex: He wont play me or give me a rematch since the early 90s. I get it since the story and the myth grow larger that way. I made peace with it. Obsolete Gamer: Are you active in the gaming community? Alex: Yes I am the founder of www.combatace.com a site dedicated to combat simulations, I play DCU universe right now and we have a pretty cool super hero team with a website. Obsolete Gamer: What are your thoughts on the number of classic games being rereleased on todays consoles? Alex: Ill give you a worn out clich answer but the truth is the truth. A good game is a good game any era, so of course there will be rereleases but I encourage the developers doing it to stay as true to the original source and code as possible. No one wants someone messing with their Mona Lisa.

Susan J. Colby, Chief Executive Officer Susan Colby was named Chief Executive Officer of the Leadership style of Alienware effective January 1, 2011. I have an abiding passion to see that all kids get the education they need and deserve, and I share our founders deep commitment to improve the life options for children of color and poverty, she noted at the time of her appointment. By working together with the Leadership style of Alienware s great team and its partners, we have the opportunity to transform our public education system so that all students are engaged in their learning and have the options we want for all our children. Susan joined the Leadership style of Alienware from the Bridgespan Group where she was a founding partner of the organizations San Francisco office and led the groups work in K-12 education and Leadership style of Alienware strategy for more than a decade. She focused on client and knowledge-related activities with a particular emphasis on disadvantaged populations. In her work, she has engaged with Leadership style of

Alienware s on major strategy and organization issues and has also consulted to a variety of nonprofit organizations, from smaller, local community-based organizations to large national agencies. Prior to co-founding Bridgespan, Susan worked with Monsanto (now Pharmacia), where she served as copresident of the Sustainable Development Sector, an initiative that developed economically, environmentally and socially viable businesses. In particular, she worked to develop businesses and distribution channels to help small farmers in the developing world enhance their productivity, advance their personal and community well-being, and protect the environment. Prior to Monsanto, Susan spent 10 years at McKinsey & Company, where she co-founded and co-led the North American Environment Practice, serving clients in the areas of environmental management and strategy. At McKinsey, she also served Leadership style of Alienware s and environmental nonprofits on a pro bono basis and worked with clients in the financial, consumer goods, and energy industries. She is a co-author of several major articles Galvanizing Philanthropy, which appeared in Harvard Business Review; Zeroing in on Impact, published in Stanford Social Innovation Review; The Strategic Value of a Shared Understanding of Costs, based on Costs are Cool (Strategy and Leadership special report on nonprofit leadership); Going for the Gold published in Education Next; Expanding the Supply of High Quality Public Schools; and Reclaiming the American Dream as well as several Bridgespan case studies. She also has addressed the NewSchools Venture Fund Summit, Grantmakers for Education, the Stanford Nonprofit Institute, and other audiences on topics related to strategy, planning and K-12 education. Susan is a member of the inaugural class of the Aspen InstituteNewSchools Entrepreneurial Leaders for Public Education, and has served as an advisor and board member for several nonprofits. She began her consulting career at Bain & Company after receiving her BA from American University cum laude. She then went on to earn her MBA from Stanford University's Graduate School of Business. Nelson Gonzlez, Chief Strategy Officer Nelson joined the Leadership style of Alienware in 2008 after serving as a consultant to the organization and helping to guide the development of a new strategic direction and programmatic orientation. His responsibilities include strategy implementation and review, program design and execution, knowledge management and evaluation, and partnerships. Formerly, Nelson was the founder and managing director of the Advent Strategy Group, a global management consulting firm helping institutions in all sectors align strategy and organization toward greater social impact. For more than 13 years at Advent Strategy Group, Booz Allen & Hamilton, World Vision and the British Royal Household, he led engagements in philanthropy, education, international development, public and foreign policy, media, the arts and public health for corporate, multilateral, governmental, Leadership style of Alienware and nonprofit clients in 12 countries on five continents. He also served as director of the Royal Institution World Science Assembly, where he led a global initiative on pandemic preparedness that engaged global pharmaceutical firms, the United Nations, several national ministries of health, and major science and foreign policy journals on issues of vaccine development, disease surveillance, public health infrastructure and emergency preparedness. Nelson received a B.A. in political science from Amherst College and did his doctoral work at the London School of Economics and Political Science. He was tutored in theology and philosophy at Oxford University, and has been a Fellow at the Catholic University of Louvain, Belgium; Columbia University in New York; and New York University. A native Colombian, he is fluent in both Spanish and French. Howard Green, Chief Financial Officer In his role as CFO, Howard serves on the Executive Team and has responsibility over Human Resources, Facilities, and Finance and Accounting. Howard came to the Leadership style of Alienware from Genentech, where he served as director of corporate finance and then as director of manufacturing finance. Previously, he worked with Charles Schwab & Co. in the roles of vice president of financial planning and analysis and vice president of retail finance. Howards 20 years of professional experience also include executive financial positions with Autodesk, Honeywell, Nestle and United Airlines. He attended Cal State Sacramento where he received his B.S. in Finance. Tia Elena Martinez, Chief Equity Officer Tia comes to the Leadership style of Alienware from the Warren Institute on Race, Ethnicity and Diversity at UC Berkeley Law School where she was acting director of education, leading a policy unit that produced research,

policy prescriptions and curricular innovation on issues related to education reform and racial justice in California and the nation. Prior to joining the Warren Institute, she served as strategic consultant to the Office for Civil Rights, US Department of Education, the federal agency charged with ensuring equal access to education through enforcement of civil rights laws. In this capacity, she led a strategic planning process and supported nationwide roll out and implementation of the new strategy across 12 regional offices. Tia was also a manager at the Bridgespan Group where she worked with a range of clients including the nations largest constituency-based Hispanic civil rights organization, an urban school district reform intermediary and the Mayors Office of Community Development. As a senior fellow at the Hewlett Leadership style of Alienware , Tia worked on issues related to disadvantaged adolescents and immigrant families. She has also worked as a policy analyst for the Corporation for Supportive Housing and the San Francisco Mayors HIV Health Services Planning Council

2) Product Development at ALIENWARE:Custom software development is a growing field for online businesses, but the challenges of keeping up with the growth can be problematic.When youre a smaller company with fewer employees, you just dont have the manpower to handle a large volume of orders. This is where the outsourcing of custom software development becomes a real viable possibility. But heres what you need to know before you get started. Advantages There are a number of advantages when it comes to outsourcing your custom software development. If you dont have the skills to create your own software, these outsourcing businesses will do the work for you, with the help of professionals. These outsourcing companies are also reliable, fair-priced, flexible, and experienced.Even if you have an order that seems impossible, they will find a way to handle the project to your satisfaction. They are available at nearly any time of the day and they have many ways of communication that will help you put together just the right product for your business. You can also learn a lot from using an outsourcing company and help to extend your won ability to create useful software programs. Disadvantages The main concern with outsourcing for custom software development is that lack of control that you have in the process. Because youre not the one thats developing the software, youre not able to create the exact program that you might have in your head when the customer works with you. You might also have troubles communicating with an outsourcing software development company, which can lead to problems when you are trying to get a software program just right. You may also have troubles hiring an outsourcing company that is as knowledgeable as you need them to be. You will need to spend some time choosing the right software developer that will meet any of your current and future needs. Try to ask other companies who they have used in the past as well as look up any reviews or feedback you can find on the internet. Another concern that you may run into with outsourcing is some problems on fair pricing. Be sure to set up a contract ahead of time, rather than trying to have an hourly structure for payments. Some companies will charge you more hours than you anticipated, costing you more money than you may have. The final answer If youre a new business without a lot of experience in custom software development, you may want to take some time to learn the basics before you hire an outside producer. While they might seem like theyre handling all of your needs, being able to communicate in a knowledgeable way can save you a lot of trouble. However, if you just want to produce a product that will be something that your customers have been asking for, you can always test the waters of outsourcing by having a company develop one product at a time. Once you get satisfied compliments from customers, you can extend the use of outsourcing.

Further, anchoring techniques also played a significant role in my learning while in the workplace wherein I

tend to remember things directed at me when I hear a sound that closely associates with what I have to do. I figured this is relevant for me since because of workloads I tend to overlook some of the most critical part of the sale management process. With this, I tend encourage people around me to voice their concerns so that I can assess my concerns with those. Asking questions and soliciting suggestions are two of my primary techniques while with the sales staff. This is very important considering that I worked with both superiors and subordinates, and face to face communication would be the only resort particularly in times of work-related conflicts. Oral reporting and presentations are also my forte since I believe that this is the best way I can make the top management understand the status of my department and its necessary future direction. I would like to think that I am not afraid of telling my superiors what should be done and what practices should be eliminated to further the growth of the sales management team. Verbal reinforcements during meetings are highly encouraged especially when it is me that is facilitating that meeting. Visuals are presented and written reports as well, but this should be always accompanied with dialoguing

3) Product Range Of Alienware:-

Aurora Desktop Now featuring the All New 2nd Generation Intel Core Processors Featured Options Intel Core i5 2300 2.8GHz/6MB cache Dual 2GB AMD Radeon 6950 CrossfireX Enabled Graphics Ultra Performance 1866Mhz Memory Starting at $1,099 Aurora ALX Desktop Alienware's most powerful MicroATX desktop, ever Featured Options Exclusive MicroATX ALX Cosmic Black Chassis Active Venting Thermal Management System Included Internal "theater" Lighting Over 25 billion possible system lighting combinations with AlienFX Starting at $1,999 Alienware's most upgradeable desktop, ever Featured Options Exclusive Alienware ATX Industrial Design Extreme-Performance CPU Liquid Cooling Active Venting Thermal Management System Included Capable of 6, thermally independent and tool-less hard drives Starting at $1,999 Area-51 ALX Desktop Alienware's most powerful desktop, ever

Featured Options Anodized Aluminum Space Black Chassis Motorized front chassis door

Alienware M11x Get the latest performance technology in under 4.5 lbs Featured Specs: New Intel Core i7-2617M processor at 2.6GHz Turbo Mode 2GB of NVIDIA video memory with Optimus technology 6GB memory and 500GB hard drive Up to 8 hours of battery life Save $110 Instantly! Dimensions: (W)11.2" (D)9.2" (H)1.3" Starting at $1,199 Alienware M14x Laptop Includes upgraded HD display for precision mobile domination Featured Specs: New Intel Core i7-2630QM processor at 2.9GHz Turbo Mode 14" High Def 1600x900 WLED backlight display 4GB memory and 500GB hard drive Up to 7.5 hours of battery life Save $175 Instantly! Dimensions: (W)13.27" (D)10.17" (H)1.49" Starting at $1,299 Alienware M17x Laptop Make the game come Alive with Alienware's first 3D laptop Featured Specs: New Intel Core i7-2630QM processor at 2.9GHz Turbo Mode 17.3" WideFHD 1920x1080 display with NVIDIA 3D Vision bundle 1.5GB NVIDIA GeForce GTX 460M Slot-Loading Blu-ray reader Save $275 Instantly! Dimensions: (W)16.14" (D)11.96" (H)1.77" Starting at $1,799 Aurora Desktop Fully-armored Aurora includes an Alienware 21.5" monitor, keyboard and mouse

Featured Options: New Intel Core i7-2600K processor at 3.9GHz Turbo Mode 8GB memory and 1TB (32MB cache) hard drive 21.5" Alienware Full HD monitor Includes TactX keyboard & mouse Save $183 Instantly!

4) Distribution Strategy Of Alienware:Established in 1996 by Nelson Gonzalez and Alex Aguila, Alienware assembles high end performance desktops, notebooks, and workstations. According to employees, the Alienware name was chosen because of the founders' fondness for the hit television series The X-Files, hence the theme to their products, with names such as Area-51, Hangar18, m15x, and Aurora. Alienware was originally established to tap a niche in the high performance gaming market, which back then was not on the radar of the major PC manufacturers such as Dell. Since high-end hardware was not widely distributed, the company's founders formed an OEM which soldpersonal computers with the highest performing hardware and settings according to benchmarks[citation needed]. The company products are also differentiated by their science-fiction based designs. Distribution strategy Dell considered buying Alienware since 2002, but did not take any action until March 22, 2006, when it agreed to purchase the company.The new subsidiary maintained its autonomy in terms of design and marketing. However, Alienware's access to Dell's supply chain, purchasing power, and economies of scale would lower its operating costs. Initially, Dell maintained its competing XPS line of gaming PCs, often selling computers with the same specifications. The XPS line may have hurt Alienware's market share within its high-end market segment. Due to corporate restructuring in the spring of 2008, the XPS brand was scaled down.[citation needed] Product development of gaming PCs was consolidated with Dell's gaming division, with Alienware becoming Dell's premier gaming brand. On June 2, 2009, The M17x was introduced as the First Alienware/Dell branded system. Alienware now represents the premium performance space in Dells consumer family of products. This launch also expands Alienwares global reach from six to 45 countries. On March 25, 2009, Alienware stated that it was considering closing its manufacturing bases in Athlone, County Westmeath, Ireland, and in Miami, Florida. Alienware ranked as one of the fastest-growing private companies in the United States by 2005. Revenues reached $112 million in 2004 and leaped to $172 million in 2005, the year the company opened its first retail store in a Miami mall. Fueled by the ever increasing sales of its gaming equipment and new streams of revenue coming from corporate and government sales, the company's growth put Gonzalez and Aguila at a crossroads on the eve of their tenth anniversary. They needed capital to expand, which meant they needed either to take Alienware public to raise the necessary funds or sell the company to a larger rival. The founders opted for the latter in 2006, agreeing to sell their company to the largest computer manufacturer in the world, Dell, Inc. So lets talk about the old way of distributing products and then Dells new Channel model as I see it and the advantages it offers to the entire marketplace.Most hardware and software companies sell their products indirectly to partners through distributors and this has been the primary distribution model for years. Manufacturers use distributors to get their products to market for these reasons:

They cant scale product sales and fulfillment at the levels that distributors can provide. They dont have a direct-to-end user model or the resources to sell directly to businesses. They cannot provide adequate

technical support across domestic and international markets.

Distributors make their money by:

Slotting Fees - Charging slotting fees to the manufacturers (adding the products to the list and putting them on the shelves). Mark-up - Obtaining pricing discounts from the manufacturers that enable them to mark-up the wholesale prices of the products (selling to partners) Technical Support Charging the manufacturers and/or partners to support their end-user customers.

Over the years distributors have added value in the middle but their value has been waning, and to some extent have become a liability to all parties. Distributors have been evolving more into hubs for manufacturers to sell to and partners to buy from and they stock thousands of different product types. As the distributors have grown their business models have become too cumbersome and ineffective in serving each manufacturer, growing dis-proportionately in relation to the manufacturers, partners and end-users. Also market pricing seems to be affected negatively by the relationship of manufacturer with distribution hub. Thus partners and end-users have fewer options, higher prices and realize less value. Many of the products from the distributors are not built-to-order, are often older models and have been sitting for too long in a warehouse. The ability to return said products is also very restricted, not permitting the supply flexibility the market and end customer require. Dells new and improved design for a channel distribution model, on the other hand, is completely different. Leveraging some of the principals of its original direct-to-end user model it has been shaping and executing a cleaner, smarter and better channel model that does not include the classic distributors, or the issues that distributors bring to the table. Dells direct-to-partner model enables end-users to choose how and from whom they obtain Dell products and services. Allienware as part of its PartnerDirect program, new distribution agreements with Ingram Micro and Tech Data in the U.S. and Canada. The two multi-year distribution agreements were forged as a result of listening to Dell's partner feedback. Partners wanted to have the choice of working with the Dell product line either directly with Dell, or through distribution, Davis said. Currently, Allienware has over 35,000 registered partners in its PartnerDirect program in 148 countries. Davis said of those, about 17,000 are partners from the U.S. and Canada. In Canada specifically, Davis says PartnerDirect has just under 1,400 Canadian registered partners. With the new distribution relationships, Davis says he is looking to double the number of Dell's certified partners this year.

5) Company Profile of ALIENWARE:-

Dell Inc. (Dell), a holding company, which conducts its business globally, through its subsidiaries. Dell offers a range of technology product categories, including mobility products, desktop personal computers (PCs), software and peripherals, servers and networking products, storage, and services. The Companys services

include a range of configurable information technology (IT) and business services, including infrastructure technology, consulting and applications, and product-related support services. The Company operates in four global business segments: Large Enterprise, Public, Small and Medium Business (SMB), and Consumer. It designs, develops, manufactures, markets, sells, and supports a range of products and services that can be customized to individual customer requirements. During the fiscal year ended January 28, 2011 (fiscal 2011), the Company acquired Perot Systems Corporation (Perot Systems). In February 2011, the Company acquired Compellent Technologies, Inc. During fiscal 2011, it acquired Ocarina Networks, Inc. Dells products and services are organized between enterprise and client categories. The Companys enterprise products include servers and networking, and storage products. Client products include mobility and desktop PC products. It also offers software and peripheral products. Its PowerEdge line of servers is designed to offer customers affordable performance, reliability, and scalability. Options include rack, blade, and tower servers for enterprise customers and value tower servers for small organizations, networks, and remote offices. It also offers customized Dell server solutions for data center customers. During fiscal 2011, the Company expanded its PowerEdge rack servers and PowerEdge C cloud offerings. It also expanded its networking product offerings and introduced its PowerConnect J-series. The Company offers a portfolio of advanced storage solutions, including storage area networks, networkattached storage, direct-attached storage, disk and tape backup systems, and removable disk backup. The storage systems are easy to deploy, manage, and maintain. The flexibility and scalability offered by Dell PowerVault and Dell EqualLogic (EqualLogic) storage systems help organizations storage for diverse environments with varied requirements. During fiscal 2011, it expanded its storage portfolio by adding a range of flexible new Dell PowerVault, Dell EqualLogic, and Dell DX Object storage. The Companys services include a range of IT and business services, including infrastructure technology, consulting and applications, and product-related support services. The Company offers Dell-branded printers and displays and a multitude of third-party peripheral products, such as printers, televisions, notebook accessories, mice, keyboards, networking and wireless products, digital cameras, and other products. It also sells a range of third-party software products, including operating systems, business and office applications, anti-virus and related security software, entertainment software, and products in various other categories. It operates an online software store, the Dell Download Store, for consumers and small and medium-sized businesses. Dells Latitude, Vostro, and Dell Precision lines of mobility notebooks are designed for Commercial customers. The Latitude line is designed to help the Commercial customers manage their total cost of ownership through managed product lifecycles. The Vostro line is designed to customize technology, services, and expertise to suit the specific needs of small businesses. It also offers the Precision line of mobile workstations for professional users who demand performance to run sophisticated applications. During fiscal 2011, the Company introduced a new line-up of Latitude laptops, the new Vostro 3000 series laptop computers, the Dell Precision M4500 mobile workstations, and made additions to its Dell Latitude E-family of laptops. It offers the Inspiron, XPS and Alienware lines of laptops. The Inspiron line of notebook computers is designed for those seeking the latest technology and high performance. During fiscal 2011, the Company introduced additional models to its Inspiron family of notebooks, including the Inspiron Duo, a tablet computer that converts to a laptop. Its Alienware line includes high performance gaming systems targeted at customers seeking experiences and cutting edge designs. In addition, during fiscal 2011, it introduced a new family of XPS laptops that are designed to provide the ultimate entertainment experience in sound, graphics and third generation (3D)-capabilities. The Companys desktops PCs consist of the Optiplex, Precision, and Vostro lines. The OptiPlex line of desktops portfolio consists of secure, manageable, and stable lifecycle products for its Commercial customers. The Vostro line is designed to provide technology and services to suit the specific needs of small businesses. Dell Precision desktop workstations are intended for professional users. The Inspiron line of desktop computers is designed for mainstream PC users requiring the latest features for their productivity and entertainment needs. Its XPS desktops are designed for customers seeking high performance for the demanding entertainment needs. The Company offers or arranges various customer financial services for the business and consumer customers in the United States, through Dell Financial Services L.L.C. (DFS), a wholly owned subsidiary of Dell. DFS offers a range of financial services, including originating, collecting, and servicing customer receivables related to the purchase of Dell products. DFS offers private label credit financing programs, through an unrelated, nationally

chartered bank, to qualified consumer and commercial customers and offers leases and fixed-term financing to commercial customers. When the global PC industry fell into its worst slump ever during 2000, Dell responded by initiating a price war to which its rivals were slow to respond, providing Dell with a chance to further increase its market share. As a result, by 2001 Dell managed to gain for the first time the top spot globally in PC sales, with a 13 percent worldwide share. The downturn also triggered the creation of a more formidable competitor in the form of Hewlett-Packard, which acquired Compaq during this period. Dell also responded to the PC slump by aggressively pushing into the market for Internet servers, a more profitable sector than that of PCs. It launched another price war on the low end of the server market, which cut into its margins somewhat but enabled it to gain share. Dell targeted other higher-margin sectors as well. It continued its push into the storage market in late 2001 by entering into an alliance with EMC Corporation to develop a new line of data-storage systems, and it entered the market for low-end networking gear used by small businesses, launching its PowerConnect line of network switches in 2001. Finally, Dell stayed solidly in the black--while its rivals were losing money--via a major cost-cutting program. The company made the first significant layoffs in its history, slashing 5,700 jobs from the payroll during 2001 and taking nearly $600 million in charges relating to restructuring actions. The charges reduced profits, but Dell still managed to record net income of $1.78 billion on revenues of $31.17 billion for 2002. Although Michael Dell remained firmly in charge of the company he had founded as chairman and CEO, Kevin B. Rollins was increasingly taking over the day-to-day operations at Dell Computer and had been instrumental in the maneuvers that had enabled the company to gain ground on its rivals during the industry slump. Rollins had consulted for Dell while employed with the consulting firm Bain & Company, before joining Dell in 1996 as a senior vice-president. He was named vice-chairman in 1997 and then became president and chief operating officer in 2001. Rollins's assumption of the operating reins enabled Michael Dell to concentrate more on longrange, strategic planning. Continuing to seek new avenues for growth--as it aimed to double revenues to $60 billion by fiscal 2007--Dell Computer diversified further. During 2002 the company entered the handheld computer market by launching its Axim line of personal digital assistants (PDAs). Early in 2003 it debuted its own line of printers aimed at both businesses and consumers. Later that year Dell gained a toehold in the cutthroat consumer electronics industry by introducing LCD flat-panel televisions, digital music players, and an online music service. With businesses keeping a tight rein on their PC spending, Dell in 2002 attempted to gain further sales from consumers by setting up kiosks at shopping malls where customers could see and try out Dell computers, printers, and other products before placing their orders online or by phone. Early in 2003, in a trial run, the company set up its first Dell store-within-a-store inside of a Sears, Roebuck & Company outlet. The corporation's widening interests took a quite concrete form in mid-2003 through the shortening of the firm's name to simply Dell Inc. Dell's diversification, coupled with large increases in shipments of high-profitmargin products such as servers, notebook computers, and storage equipment, propelled the company to new heights in 2004. Net income surged 25 percent that year, hitting $2.65 billion, while revenues jumped 17 percent, to $41.44 billion. Soon after these stellar results were released, Michael Dell, the person with the longest-running tenure as CEO of a major U.S. computer company, announced that he would relinquish his CEO title to Rollins in July 2004 but would remain actively involved in the company as chairman. With a smooth transition in leadership expected, it appeared likely that Dell would maintain its leadership position in computer systems and also continue to pursue its growth ambitions in the wider computer industry and into the realm of consumer electronics. Principal Operating Units: Dell Americas; Dell Asia Pacific - Japan; Dell Europe, Middle East and Africa. Principal Competitors: Hewlett-Packard Company; International Business Machines Corporation; Apple Computer, Inc.; Gateway, Inc.; Sun Microsystems, Inc.

OVERALL Beta: 1.42 Market Cap (Mil.): $30,183.85

Shares Outstanding (Mil.): 1,906.75 Annual Dividend: -Yield (%): -FINANCIALS DELL.O Industry Sector P/E (TTM): 11.72 13.37 19.24 EPS (TTM): 85.00 -- -ROI: 15.59 15.91 16.13 ROE: 39.31 17.81 17.78 Statistics: Public Company Incorporated: 1984 as Dell Computer Corporation Employees: 46,000 Sales: $41.44 billion (2004) Stock Exchanges: NASDAQ Ticker Symbol: DELL NAIC: 334111 Electronic Computer Manufacturing; 334112 Computer Storage Device Manufacturing; 334119 Other Computer Peripheral Equipment Manufacturing; 454110 Electronic Shopping and Mail-Order Houses Key Dates: 1984: Michael Dell founds Dell Computer Corporation. 1988: The company goes public with 3.5 million shares of company stock. 1991: Dell introduces its first notebook PC. 1993: Dell establishes subsidiaries in Australia and Japan. 1996: The company begins selling over the Internet. 1997: Dell introduces a line of workstations. 2001: The company gains the leading share of the global PC market. 2003: Reflecting its widening interests, the company changes its name to Dell Inc. 2004: Michael Dell announces he will step down as CEO but remain chairman. COMPANY ADDRESS Dell Inc One Dell Way Round Rock TX 78682

6) Employee Retention of ALIENWARE:-

Benefits/Rewards One of the many advantages of working for Dell is the opportunity to more effectively manage the health and financial needs of you and your family. We offer a comprehensive employee benefits package that allows you to choose and build your own health plan, participate in health improvement programs to maintain, improve and manage your health, and improve your personal financial bottom line via our 401(k), and incentive cash and/or bonus plans. Of course, at Dell, our rewards package is only one part of the Total Value of your career. Working for a winning company, enjoying a challenging work environment, and collaborating with talented team members are all inherent benefits in every one of our careers. And of course, so is learning, growing and continually developing.

Any or all of our benefits may be changed, eliminated, or replaced at any time in accordance with the terms of the particular benefit plans. Ultimately, we think you'll find that we make every effort to cover all the possibilities of what goes into a great career. Extending Our Global Success Leadership. Performance. A commitment to expansion. These are the principles that have secured our success in the marketplace and enhanced our ability to anticipate and address the industrys needs. Our unique position as a technology leader ensures that youll always be challenged in your work and supported in reaching your most ambitious goals. To hear more, take a look at our open positions, or hear direct from our employees about Careers at Dell Established in 1996 by Nelson Gonzalez and Alex Aguila, Alienware assembles high end performance desktops, notebooks, and workstations. According to employees, the Alienware name was chosen because of the founders' fondness for the hit television series The X-Files, hence the theme to their products, with names such as Area-51, Hangar18, m15x, and Aurora.[5] Alienware was originally established to tap a niche in the high performance gaming market, which back then was not on the radar of the major PC manufacturers such as Dell. Since high-end hardware was not widely distributed, the company's founders formed an OEM which sold personal computers with the highest performing hardware and settings according to benchmarks[citation needed]. The company products are also differentiated by their science-fiction based designs. [edit]Acquisition and current status Dell considered buying Alienware since 2002, but did not take any action until March 22, 2006, when it agreed to purchase the company.[6] The new subsidiary maintained its autonomy in terms of design and marketing. However, Alienware's access to Dell's supply chain, purchasing power, and economies of scale would lower its operating costs.[7] Initially, Dell maintained its competing XPS line of gaming PCs, often selling computers with the same specifications. The XPS line may have hurt Alienware's market share within its high-end market segment. Due to corporate restructuring in the spring of 2008, the XPS brand was scaled down.[citation needed] Product development of gaming PCs was consolidated with Dell's gaming division, with Alienware becoming Dell's premier gaming brand.[8] On June 2, 2009, The M17x was introduced as the First Alienware/Dell branded system. Alienware now represents the premium performance space in Dells consumer family of products.[9] This launch also expands Alienwares global reach from six to 45 countries.

7) Marketing Research Of ALIENWARE:-

For those without a marketing bone in their bodies, the task might sound daunting, but the payoff from doing the primary research yourself can save you money, and the results are instantaneous. If, for instance, you are considering introducing new products or services, a sure way to fail is to do so without determining whether theres an actual need or desire for your new product. Thats basic business. So an easy, cost-efficient method of research is to simply talk to your existing clients as well as potential customers to measure their interest. This may mean telephoning people you dont know very well, a challenge for nonsales types; but by polling these clients about whether they want or will use the proposed product or service, youll have instant market information from a particular user group on how its members feel about your idea. Their feedback will help you determine which direction to go with it. Talking to customers also works well for businesses

owners who are trying to determine their companys position in the market. If you do decide to do this yourself, there are a few things to keep in mind. The person from your business who is conducting the interviews or leading the conversation must listen to what people are saying. Remember, you asked for their opinion, and whether they are critical of or excited about your new product, you need to pay attention to what they are saying. Maintain a certain cheerfulness and professional tone even in the face of criticism. Clients often have good ideas, but you must listen with an open mind. Whenever you poll, you are bound to encounter people who do not want to answer your questions, but those who do respond can offer helpful information about the market and the perception of your product or service. With that information, you can redevelop sales material or pick a new tact for how to go after the market. Testing the market directly with your product is another way to gauge whether your idea makes sense. For instance, a personal trainer who produced a weight-training video thought marketing his program in sports stores was a good idea, but a limited budget meant he needed to be sure before launching into a major distribution program. He found an expert, although he could have easily done it himself, to seek out a few key stores that would allow interviews with customers about whether they would buy his product. Sports stores, it turns out, werent a good fit, so he went another route, avoiding a costly in-store sales effort. If you are trying to expand into the Midwest, call 50 stores in the Midwest and see if they want your product. Sometimes the marketing objective is more complex than getting a product into a store, but personal research can help in these situations, too. For instance, when a small plastics company that manufactured a recycled edging and irrigation product wanted to open up in markets across the country, its owners decided to analyze the green architecture industry. Through their research, the company recognized industry trends that provided insight in deciding intelligently where and when to expand. The bottom line: Dont let a lack of budget hamstring you when it comes to market research. Be creative and self-sufficient about using the resources at your fingertips, such as clients and customers who are familiar with your goods and services. Then youll be on your way toward a smart marketing reconnaissance plan than can help you grow your business. Stobo Castle is among the top health spas in Scotland. It is located near Peebles in Scotland. The spa boasts its wide array of treatments and services as well as its state of the art facilities such as sauna, samarium, flotarium, swimming pool, whirlpool, gyms. Stobo Castle traces its history to 1805. It was built by Sir James Montgomery and his family. The family resided at the castle for 100 years. In 1978, after being abandoned for many years, the castle was renovated and opened as a health spa. The spa has been successful in attracting the high-end market. In the course of 29 years in the business, the spa was constantly developed and redesigned in order to improve the services and amenities. The baronial country house that combines the latest health and beauty therapies has been attracting many visitors for almost three decades.

Because of the spas success and the increase in demand by both day and residential guests, the spa has embarked on an expansion program that aimed to improve the facilities and services of the health spa. The expansion program included the creation of a new Spa complex with 25 meter swimming pool, thalasotherapy spa, aromatic steam room, aerobics studio, state of the art gym, heated mosaic relaxation couches and new treatment rooms. The existing treatment rooms and pool area will then be transformed into additional bedrooms. It is envisaged that an extra 30 to 40 staff will be employed as the expansion will

enable Stobo to welcome a further 20 residential guests.

The spa has 29 bedrooms that can accommodate a total of 59 guests. The spa emanates a feeling of privacy, tranquility and elegance that attract guests. The rooms are elaborately designed. Each room radiates elegance and rich history, something that attracts guests. The spa boasts its deluxe accommodation. As many women come with friends or relatives, most rooms have twin bed. Groups whether friends, family or business colleagues can be accommodated at the Park Lodge, a newly converted cottage in the castle grounds with luxury accommodation for up to 12 gusts with a private sitting room and garden.

Marketing Audit Stobo Castle is considered as one of the tourist destinations in Scotland. The health spa offers a historical site and at the same time a place for tourists to pamper themselves and to relax. A marketing audit is a comprehensive, systematic independent and periodic examination of a companys marketing environment and activities. The intent is to determine problem areas and opportunities and to recommend an action plan to improve the companys marketing performance. This is s thorough and objective evaluation of an organizations marketing philosophy, goals, policies, tactics, practices and results. Such a comprehensive procedure can provide a valuable perspective on the performance of the companys marketing plans. A periodic review of marketing plans is invaluable both in identifying the tasks that the organization does well and highlighting its failures.

The aim of conducting a marketing audit is to identify the weaknesses in the marketing strategy of Stobo Castle. Although there are some positive changes in the business environment and there is a significant increase in demand for spa services, the marketing strategy of Stobo Castle must be re-planned and redeveloped in order to attract more visitors from B2B and B2C markets. A marketing audit is a comprehensive, systematic, independent, and periodic examination of a companys marketing environment, objectives, strategies, and activities to identify problem areas and opportunities and recommend a plan of action for improving the marketing performance of the company.

Marketing Audit: Internal Marketing Environment In line with the expansion and development program of Stobo Castle, the spa needs to upgrade its Five Ms (Men, Money, Machinery, Minutes and Materials). In terms of Men (Labor) the spa needs to employ more staff. The management has expressed its desire to recruit more beauticians. In terms of money, the spa has allocated budget for the business makeover strategy. The facilities at Stobo Castle are of high quality. The product portfolio of Stobo Castle is profitable. Last year, the spa had a total of 5m. However, in terms of price, the spa needs to offer more affordable packages in order to attract a wider range of consumers. In terms of marketing communication, the management aims at informing the consumers that the packages at Stobo Castle will become affordable. The spa needs to communicate to the consumers and to let them know that luxury spa treatment does not cost the earth. The spa needs to better reach the consumers and to make them aware of the different packages that will suite their budgets. In terms of people, the spa employs trained staff. The opening of 12 bedrooms necessitates the recruitment of more staff that will serve the guests

8) Organisational Structure of ALIENWARE:Alienware is an American computer hardware company and a wholly owned subsidiary of Dell, Inc.[1] It mainly assembles third party components into desktops and laptops with custom enclosures for highperformance gaming. These products also support graphically intense applications such as video editing, simulation, and audio editing. Alienware also offers for sale rebadged computer peripherals, such as headsets, computer mouses, monitors and keyboards. Their hardware has distinctive "sci-fi" styling, typically including decorative lighting. Alienware was founded in 1996 by Nelson Gonzalez and Alex Aguila. Alienware's corporate headquarters is located in The Hammocks, unincorporated Miami-Dade County, Florida, near Miami. 2 CEO Peter Green 2 Chairman of the Board Duane Zitzner Director Paul Hsiao Director Keith Daubenspeck 3 Director Scott Hartz 2 Director John Gannon 5 Director Mark Perry CFO Glenn Haegele Legal & Business Development David Aaron COO Natalino Camilleri 23 CTO John Smith Sales & Marketing Patrick Ervin

There have been many factors that had affected the process of management, more specifically in the part of the human resource management. Organizational structure can be define that the way or method that an organization chooses to arrange its people as well as the different responsibilities and roles that will enable the work to be done that will eventually help to meet the goals. This essay will tackle the different characteristics and the advantage and disadvantage of the types of organizational structure: the tall and flat structure, and its actual implementation. Furthermore, it will also focus on the similarities as well as differences between the two structures.

Tall Structure and Flat Structure Tall structure is the structure that is used by organization with numerous levels of management. It is a type of the organizational structure that is distinguished by a balanced, goal-directed hierarchy, distant decisionmaking, strict controls, and division of different roles based on the managerial positions and areas of labor. The main advantage of the tall structure is that it enables the people to be confined in the areas of their specialization, therefore, improving their skills in that area and become more productive. On the other hand, the main disadvantage is that it can cause different communication problems that will eventually lead to slow decision making. One of the best companies that uses the structure is Tesco, a British-based international company that specialized in grocery and merchandising. On the other hand, flat structure is also called as organic organization that has one or two stages of management. It focuses on the decentralized approach in management in order to support high employee involvement in the process of the decision-making. The main disadvantage of the structure is that it can cause failure of control. On the other hand, the primary reason why many companies are switching into flat is that it is more appropriate to the prompt responses that are needed in a fast changing business environment, more specifically for multinational companies. Procter and Gamble become one of the most successful multinational companies in the world because of their implementation of flat functional structure.

Organizational structure depends on the product to be developed. Wheelwright and Clark define a continuum of organizational structures between two extremes, functional organizations and project organizations. Functional organizations are organized according to technological disciplines. Senior functional managers are respnsible for allocating resources. The responsibility for the total product is not allocated to a single person. Coordination occurs through rules and procedures, detailed specifications, shared traditions among engineers and meetings (ad hoc and structured). Products that need a high level of specialized knowledge require a functionally organized structure. A light-weighted matrix organization remains functional and the level of specialization is comparable to that found in the functional mode. What is different, is the addition of a product manager who coordinates the product creation activities through liaison representatives from each function. Their main tasks are: to collect information, to solve conflicts and to facilitate achievement of overall project objectives. Their status and influence are less as compared to functional managers, because they have no direct access to workinglevel people. A heavy-weighted matrix organization exists of a matrix with dominant the project structure and underlying the functional departments. The product manager has a broader responsibility. Manufacturing, marketing and concept development are included. The status and influence of the product manager, who is usually a senior, is the same or higher as compared to the functional manager. compared to functional managers, because they have no direct access to working-level people. A project organization exists of product oriented flows: project and teams. The project members leave their functional department and devote all their time to the project. They share the same location. The professionals are less specialized and have brioader tasks, skills and responsibilities. The functional manager is responsible for the personnel development and the more detailed technology research in the functional groups

9) Financial Analysis of ALIENWARE:-

Albemarle (ALB) supplies chemicals used to produce fire retardant safety materials and petroleum products. With sales of $2.34 billion in 2007, Albemarle is the world leader in flame retardant chemicals, which are used in the insulation of buildings, electronics, cars and electrical wires. The company also supplies refining chemicals to major US oil companies such as Exxon Mobil (XOM) and ChevronTexaco (CVX). Albemarle's production relies on mining and refining bromine, a chemical used in one-third of its products, and the company has vast bromine reserves in Arkansas, giving it control over the supply of this key input and a competitive advantage over other US chemical companies. In 2007, Albemarle increased net income by 15.9% even though sales decreased by 1%. The decrease in sales can be partly attributed to weak US markets, especially in the automotive and housing industries. The other factor contributing to decreased sales was the closure of a manufacturing facility in Thann, France but this is also the cause of the increase in net income, because Albemarle incurred a $89.2 million fee when it closed down the facility in 2006. Another catalyst of 2007 performance was the increased efficiency of production that was moved to China, evidenced by a decrease of $104 million in cost of goods sold. Albemarle used the resources freed by outsourcing to increase research and development spending by 32.6% in 2007.[1] Albemarle sells its products globally, with the Americas accounting for 44% of sales, Europe, the Middle East and Africa accounted for 39% and Asia Pacific the other 17%. In 2008 the company will expand its influence in Asia, especially in China, as it completed two joint ventures in China in 2007 to increase production. The company will expand its research center in Nanjing and construct a third plant to manufacture solely fire retardant chemicals, replacing the facility closed in '06. [2]

Business Financials Albemarle operates through three business segments: polymer additives, catalysts and fine chemicals. Polymer additives and catalysts make up the bulk of the companys sales, and flame retardant chemicals and oil refining chemicals are the main products of these respective segments. Fine chemicals are miscellaneous chemicals the company produces, such as pure bromine and bromine compounds. [3] Although net sales decreased in 2007, the company has grown substantially in the past 5 years, as seen in a 110% increase in sales. Outpacing the growth in sales, net income has grown 248% over the same period, signaling that the company has been able to lower average costs as production increases. In the past year, sales decreased $33 million while net income increased $32 million. The net income increased mainly because the 2006 numbers were skewed by a large loss of $89.2 million as Albemarle closed a plant in Thann, France.[4] On the other hand, in 2007, the company was able to lower the costs of goods sold by $104 million.[5] [6] [7] Although the companys two main products are fire retardant and oil refining chemicals, Albemarle produces a variety of other chemicals and its sales are not concentrated in any one product. With sales of $904.5 and $894.2 million, polymer additives and catalysts are the largest segments of the company. In 2007, polymer additives and fine chemicals decreased in sales, while the strong demand for oil globally increased catalyst sales by 6.6%.[8] Albemarle has a global network of customers. While US oil companies are the single largest customers of Albemarle, more than half of Albemarles sales occur outside the

Americas.[9] Key Trends and Forces Expansion in Asia is crucial to future success In 2007, Albemarle successfully completed two joint venture manufacturing sites in China, which will lower production costs and expand production volume. In the future, the company plans to expand manufacturing bases in Asia as well as push its products to the Asian market. With the booming Chinese economy, demand for electronics, housing materials and automotive parts will increase. Since Albemarles polymer additives business serves mainly those businesses, the company expects sales in the Asia Pacfic region to increase in 2008.[10] Albemarle has also begun moving manufacturing sites to China to reduce production costs. In 2006, Albemarle closed a facility in Thann, France, and in 2007 it reallocated production from an Ohio plant to plants in China. So far, this strategy has paid off - Albemarles cost of goods sold decreased $104 million in 2007. In addition, Albemarle opened their first research facility in China in 2007. This research facility adds to Albemarles aggressive approach to the Asian market.

The increasing global demand for oil will increase demand for oil refining chemicals As oil prices rise globally, there is an increasing need for companies to lower refining costs and find efficient methods to refine oil. Albemarle produces catalysts that help chemical reactions take place faster, and at lower temperatures, which lowers the production costs of oil companies. As global oil prices rise, the demand for oil refining chemicals continues to grow.[11] In 2007, sales for catalysts increased $55.2 million from the year before. Albemarles main clients for oil refining chemicals include Exxon Mobil (XOM), Royal Dutch Shell (RDS'A) and ChevronTexaco (CVX). Albemarle in addition supplies national oil companies in Mexico, Brazil and Saudi Arabia. [12] Increasingly stringent fire-safety requirements will increase demand for fire retardants With building codes in the US and across the world becoming ever more stringent on fire-safety, there is a need for more fire retardant materials. This increase in demand boosts Albemarles sales. Additionally, electronics prone to overheating are now requiring more fire retardant chemicals to prevent fires and meltdowns. Albemarles fire retardant chemicals are now commonly found in computers, mp3 players and other household electronics. For example, Sony uses fire retardant chemicals in its laptop batteries to contain a fire when the battery malfunctions. The hyperinflation in raw materials and energy might hurt Albemarles profit Albemarles raw materials are other chemicals. The massive price increases on some of these chemicals have cut into Albemarles profit in past years. For example, molybdenum prices are currently 600% of its 10-year average, and in 2005, Albemarle saw its greatest increase in raw material costs to date, $167 million in one year. Energy costs, mostly due to natural gas prices, have also risen in each of the past 5 years. To mitigate these factors, Albemarle has increased prices and passed the costs on to its customers. Although competitors have followed these price increases and Albemarle has been able to keep margins mostly intact, the increase in costs forced the shutdown of the companys manufacturing plant in Thann, France. Albemarle's main advantage in raw materials is its in-house production of bromine. By not having to purchase its bromine, Albemarle has a cost advantage over its competitors. Moreover, Albemarle has secured a long term bromine source in Arkansas, giving the company a stable source for the next 50 years.[13] Low tax rate negotiations in foreign countries will boost Albemarles income As Albemarle expands overseas, it has effectively negotiated low average tax rates to help its business. For example, Albemarles joint ventures in China enjoy tax free operations. Operations in other counties, such as Jordan, also have low tax rates. Albemarles average tax rate of 25% is significantly below the US corporate tax rates of 35% and above. [14]

Competitors Chemtura Corporation: Chemtura is Albemarles most direct competitor in the US. With polymer additives representing 48% of Chemturas sales in 2007, Chemtura and Albemarle are two of the worlds leaders in fire retardant chemicals and bromine chemicals. Chemtura, faced with similar rising raw material costs, has matched Albemarles price increases continuously. Israel Chemicals: Israel Chemicals compete with Albemarle on fire retardants and bromine chemicals. Along with Chemtura, these three companies control the worlds supply of fire retardant chemicals. In addition, Israel Chemicals share much of the same bromine mining sites in Jordans Dead Sea. Albemarle, however, does hold an advantage in having additional mining sites in Arkansas, the only other place in the world with large bromine deposits. Israel Chemicals has annual sales of $4.1 billion and is listed on the Tel Aviv Stock Exchange. Engelhard Corporation: Albemarle competes with Engelhard, owned by German chemical company BASF, on mainly refining chemicals and catalysts. Engelhard has a heavy influence on the catalyst industry, having invented the catalytic converter that is found in every car in the world. W.R. Grace (GRA): With their core business in manufacturing oil refining chemicals, W.R. Grace has annual sales of $3.1 billion. In the US, W.R. Grace is Albemarles biggest competitor in oil refining chemicals. W.R. Grace has paralleled Albemarles strategy of building manufacturing facilities in China.

10) Human Resource Management of Alienware:-

Compensation & Benefits An important function of the HR department, compensation refers to the current salary that is paid to the employees. Deciding the compensation for new employees, for the old ones based on their performance and devising competitive salaries is the job of an HE executive. Benefits include the health benefits, dental benefits and other such benefits that are provided by the organization to its employees. A proper record of such benefits availed by the employees needs to be maintained and the maintenance of this record is the responsibility of the HR department. This is a delicate human resources issues and needs to be handled with care and professionalism. Leave Management The HR department looks after the leave management of the employees. They need to maintain proper records of the number of leaves entitled to the employees, the leaves taken and the balance. It is also responsible for looking after the employees' attendance and regularity. The HR department needs to update the leaves as per the changes in the laws too. Discipline & Decorum It is the unfortunate responsibility of the HR department to arrange for disciplinary action on the employees who are guilty of missing out too many days of work, not following the rules and regulations of the company and who refuse to follow the company policies. This will ensure that there is discipline in the organization. Safety The safety requirements of the organization are of paramount importance. It is the responsibility of the HR department to draft the safety policies to be followed by the organization and to implement them.

Human Resources Salary The salaries of the various people working in the HR department varies according to their qualifications, experience and their current designations. Depending on your qualifications, the salary could range between $48,000 to $80,000 yearly. The entry level salary range for the HR personnel differs according to the designations they hold and is roughly between $30,000 to $85,000. As you climb up the corporate ladder in terms of experience and designation, both, you can expect to earn around $250,000 too! (Vice President Level) Apart from the above, the human resource manager job description also include the following * The HR managers work closely with the company lawyers to sort out the corporate issues and suits filed against the organization. * The HR managers are required to play an important part in the determination of the annual budget of the organization. The HR manager conducts the benefits, performance appraisals and the salary hikes, so he is in a position to determine the increase in the organizational spending. * Any changes in the staffing of the organization needs to be handled by the HR manager. * The HR manager is in charge of the employee motivation and needs to resolve issues which hinder employee performance.

This is the effective way of organizing the workforce by the adoption of a specific strategy, where employees' performance can help to achieve the planned organizational targets, such as increasing revenue or improving the profit margin. Strategic human resource management is "human resource management" carried out in a strategic way. The human resource activities are linked to the achievement of the organization's overall objectives. This is the new way of managing human resources as compared to personnel management.

To ensure a high probability of success in the implementation of strategic human resource management, a number of things are necessary. * Strategic recruitment where the right person is selected to fill the right job and according to organizational needs o Using the right mix of incentives to motivate and engage employees who then can concentrate improving their performance o Appointment of the right HR Head to provide the necessary leadership in making HR as a strategic partner o An HR mission statement with well defined HR objectives drawn up in alignment with the overall organizational objectives o Provision of the right set of training to every level of employees on an on-going basis o Performance management system to identify high-performing employees for the purpose of giving rewards befitting their performance, work quality and output Issues of SHRM The strategic human resource choices involved in low cost of production strategy include: * Train some of the employees in the area of time management, material handling at work etc.

* Retrenchment of surplus employees caused due to superior speed * Pay for performance * Promotions based on efficiency * High quality work environment at the production place. These human resource issues are also known as functional strategies of HRM. Approach to SHRM This is the new way of managing people ensuing from the strategic human resource definition. Human resources with all the competencies and potential are required to attain the HR objectives. These objectives are aligned to the organizational objectives by way of a strategic plan. By achieving the human resource objectives, HR helps to achieve the business plan. Role of SHRM Strategic management of employees emphasizes the HR strategic role. This stems from the argument of many "gurus" on HR strategic importance. One of the foremost things we need to know is the scope of the strategic HR and how successful organizations are leveraging their success on strategic human resource management The HR roles according to Ulrich (1997) are: 1. Management of strategic human resources The focus of this role is on the alignment of the HR strategies and practices to the business strategy. The HR professional becomes a strategic partner that creates a concrete HR practices based on the organizations strategy. 2. Change and transformation management This role is also seen as a source of added value to the organization. The HR professionals must help to identify and implement the change processes all throughout the organization. The HR professionals act as mediums and guards of cultural changes. 3. Employee management This role address issues such as the daily problems, expectations and needs of employees. Identifying and meeting the specific needs of the employees will result to better employee contribution. 4. Management of the administration of the organization The role of HRM is to make sure that the administrative processes like involving hiring, training, evaluation and promotion are designed and delivered efficiently and correctly.

New Functions of HRM I cannot emphasize enough the importance of viewing HRM as a strategic partner of the organization. The company needs to develop new functions of HRM and to enlist the HR department in the achievement of the

company goals and objectives. Over the years, the functions and responsibilities of HRM has changed. The HR department of High Air must serve the following functions: 1. HR as Human Capital Steward As a Human Capital Steward, HR contributes to strategic capabilities by developing, leveraging, renewing, and nurturing a firms stock of knowledge, skills, abilities, interests, and talents. HR is there to help ensure that every individual is able to make value added contributions by identifying and cultivating individual competencies and capabilities. HR delivers people strategy by ensuring that renewal and rejuvenation are on-going activities. HR contributes to organizational success by initiating training and development activities and by creating a culture of continuous learning (LengnickHall and Lengnick-Hall 2004). 2. HR as Relationship Builder The role of Relationship Builder focuses on creating programs and practices that enable employees to encourage, facilitate, nourish, and sustain relationships among fellow employees, customers, suppliers, firms in complementary arenas, and at times, even rivals. HR can deliver people strategy by contributing to a firms ability to leverage its resources and develop strategic capabilities and core competencies by helping individuals build a strong web of relationships.

11) Customer Relationship Management of ALIENWARE:-

McQuay International is a world leader in the manufacture, sales and service of heating, ventilating and air conditioning equipment principally for the commercial, industrial and institutional markets. Dedicated to providing innovative, quality products and services that make our customers' lives easier and more comfortable, McQuay has evolved into an international leader in the air conditioning industry with tens of thousands of prestigious installations worldwide.

Company History: A leading manufacturer of air conditioning and air filtration equipment, AAF-McQuay Incorporated comprises two separate operating companies, AAF International and McQuay International. AAF-McQuay operated as SnyderGeneral Corp. until 1994, when the company was acquired by Hong Leong Group Malaysia. SnyderGeneral was subsequently renamed and divided into two companies. AAF International ranked as the world's largest manufacturer and marketer of air filtration products and systems, with operations in 19 countries. Based in Louisville, Kentucky, AAF International represented the vestige of SnyderGeneral's 1988 acquisition of American Air Filter. McQuay International, an outgrowth of SnyderGeneral's 1984 acquisition of McQuay Inc., was based in Minneapolis. The company designed, manufactured, marketed, and serviced heating, ventilating, and air conditioning (HVAC) equipment for commercial, industrial, and institutional installations. Both companies were operated internationally under the auspices of O.Y.L. Industries Berhad, which was part of Hong Leong Group Malaysia. O.Y.L. Industries was a multinational corporation principally involved in the manufacture, sale, and service of residential and light commercial air conditioning units and systems. Early 1980s Spinoff The idea that turned Richard W. Snyder into a multimillionaire within a matter of months occurred to him on January 15, 1981. Snyder, a Kansas City native who earned a B.A. from Indiana University and an M.B.A in finance from the University of Detroit, was at home reading an article in a business journal when the inspiration hit him. At the time, he was in his early 40s, earning a six-figure annual salary as president of Singer Co.'s Climate Control division, a heating and air conditioning business. For more than a decade he

had dreamed of owning his own manufacturing company in the heating, ventilating, air conditioning, and refrigeration (HVAC/R) business, but after three failed attempts to buy a small company during the 1970s, he had resigned himself to the fact that, in his words, "I was destined to be a big-company guy for the rest of my career." His career took a decided turn, however, when he read an article about Singer in a business journal. The article speculated that Singer was desirous of exiting the air conditioning business to focus on its aerospace divisions. At the time Snyder was reading the article, his division was performing poorly. Demand for Climate Control's products, which was heavily dependent on new construction activity, was down 30 to 40 percent. Interest rates were rising to 21 percent, stifling growth, and Climate Control's sales growth rate was lagging behind the rate of inflation. Further, the division did not contribute much in the way of profits, generating a modest pretax profit of 2.5 percent. Against this bleak backdrop, Snyder envisioned an entrepreneurial opportunity. "I thought," he explained to Forbes in July 1986, "why shouldn't they [Singer] sell it [Climate Control] to me?" Despite the anemic state of the division, Snyder believed there was hope for the future, that if properly managed, an air-conditioning business was bound to recover once interest rates fell and construction activity increased. "I saw the opportunity to take costs out of the business," he remarked. "Some people thought I was loony." Without telling Singer, Snyder began to hatch a strategy to acquire the Climate Control division. He drew up a business plan and spent the next seven months trying to secure the financing to make Singer an offer. He worked tirelessly, conducting secret talks with 94 banks and numerous venture capital companies before he gained the financial backing to approach Singer for the first time. He revealed his plan to his employers with a fair bit of trepidation. "They [Singer executives] were a little bit shocked," he later explained. "They would have been justified in firing me on the spot." Climate Control had a book value of $54 million, but during negotiations Snyder persuaded Singer to sell the division to him for $27.5 million. He borrowed $25.5 million from banks, contributed $300,000 of his own money, and raised $1.7 million from venture capital funds. In April 1982 the deal was official, making Snyder the owner of the $120-million-in sales, newly named SnyderGeneral Corp. After giving his enterprise a new name, Snyder set to work on less cosmetic changes, searching feverishly to cut costs. "In large corporations like Singer," he said, "there's a built-in bureaucracy. I thought that if we operated on a lean and mean basis, we could do very well." Snyder stripped away several layers of management, streamlined distribution, and cut interest expenses 55 percent by accelerating inventory turnover and removing 20 days from accounts receivable. Perhaps more importantly, Snyder instilled a new managerial spirit within the company, imbuing his staff with the same sense of entrepreneurism that had driven him to acquire Climate Control. Although this was achieved in part by "cheerleading," as he called it, Snyder also motivated his management team with more tangible rewards, offering productivity incentives with executive bonuses worth up to 100 percent of annual salary. The more efficient, more responsive, more motivated SnyderGeneral quickly took on a new luster. Sales climbed energetically, rising at an average of 20 percent during the first several years, and the company was generating ample profits, earning sufficient money to begin reducing its debt. Within nine months the company had paid more than half ($14 million) of its bank debt. By early 1984 Snyder had bought out the venture capitalists who had helped raise the cash to buy the company. Industry observers looked on in amazement, as Snyder resurrected a floundering business. One competitor offered high praise, noting, "Snyder has lured people away from very reputable, well-run firms by appealing to their entrepreneurial spirit. He's built a solid distribution network, a very energy-efficient product line, and increased his market share." 1980s Acquisitions Once Snyder had reduced the company's debt, he began expanding its operations aggressively. He

embarked on the acquisition trail, aiming to broaden the company's HVAC/R interests to reduce the cyclicality of its business. In 1984 he completed three acquisitions that diversified SnyderGeneral's business beyond residential heating and air conditioning and into the other two major markets: commercial and refrigeration. The first two acquisitions were Atlantic Richfield's ARCO Comfort Products Co. and the Halstead & Mitchell division of Halstead Industries. Next, Snyder's biggest move occurred. He executed a friendly takeover of $230-million-in-sales McQuay Inc., a publicly traded company with a strong presence in commercial air conditioning. McQuay ranked as one of the industry's giants, with a line of commercial and industrial air conditioners it marketed domestically and overseas. Its inclusion within SnyderGeneral's operations leapfrogged Snyder's company to the number three position in the United States, so that it trailed only Trane Co. and Carrier Corp., each owned by massive multinational parent companies. With the addition of the three acquisitions, SnyderGeneral stood positioned in the HVAC/R industry's three major markets, something Snyder had purposefully pursued. "Each market peaks at a different time," he explained with satisfaction, "so when one is down, the others are up." With everything coming together as designed, SnyderGeneral competed during the mid-1980s as a fastgrowing, industry heavyweight. By 1985 annual sales had increased from $120 million four years earlier to $520 million. The company's average annual sales growth of 20 percent was nearly three times the industry average and far more than the 12 percent growth rate Snyder had projected in his business plan in 1981. Snyder, meanwhile, had amassed a fortune, increasing his original investment a hundredfold in three years. Before he purchased Climate Control, Snyder's net worth was estimated at $750,000. By 1985 he was worth an estimated $300 million. "I'm loving it," Snyder gushed. "I still have to pinch myself sometimes when I go out into the plants and realize this is all mine." Snyder stayed on the acquisition hunt during the latter half of the 1980s, purchasing a handful of new companies that added depth and breadth to his company. Among the acquisitions completed were two companies in 1986: the Barry Blower division of Marley-Wylain Co. and Wesper Co., a subsidiary of Paris, France-based Acova S.A. The absorption of Wesper, combined with the addition of McQuay two years earlier, gave SnyderGeneral a sizable presence in the European market, where a substantial percentage of the company's sales would be derived in the years ahead. A presence in Europe also helped Snyder mitigate the company's exposure to market fluctuations because historically the European construction market ran countercyclically to the U.S. construction market. On the heels of these acquisitions, Snyder set a lofty goal in 1987, announcing SnyderGeneral would be a $1 billion company by 1991. Recessive 1990s Lead to Ownership Change Snyder nearly met his sales goal by the appointed year, but as sales approached $1 billion in 1991, economic conditions promised to shackle the company's leaping financial growth. SnyderGeneral by this point derived nearly one-third of its sales from Europe, where the company employed 2,000 people in a dozen production facilities. Much of the company's international expansion had come from its 1988 acquisition of American Air Filter (AAF), an air filtration equipment manufacturer with 27 production facilities and sales coming from more than 100 countries. Despite the addition of AAF and Snyder's efforts to insulate the company from capricious economic cycles, economic conditions during the early 1990s hobbled SnyderGeneral's strideful progress. The early years of the decade were pocked by a global economic recession, creating a business environment in which scores of businesses of all types suffered, SnyderGeneral included. For the first time since it was formed in 1984, the company's commercial products group recorded a decline in sales, a ten percent drop that was mirrored by a 21 percent decline in nonresidential construction. As he had been in the early 1980s, Snyder was optimistic that the economic downturn would lead to a sharp recovery. His optimism was fueled by the fall of communism in the Soviet Union, which opened markets behind the Iron Curtain, and by the formation of a unified European market. Increasingly, it seemed, international markets would serve as SnyderGeneral's prime area for growth. Indeed, over the course of the next several years, the international flavor of SnyderGeneral's operations would intensify significantly, ultimately forging an inseparable bond with the country of Malaysia.

A turning point of unprecedented importance in the history of SnyderGeneral occurred in 1994. In a transaction estimated to be between $400 million and $500 million, SnyderGeneral was sold to Hong Leong Group Malaysia, comprising O.Y.L. Industries Berhad, a manufacturer of residential and light commercial HVAC equipment and hundreds of other investors. Concluded in May 1994, the deal ended Snyder's relationship with SnyderGeneral and precipitated sweeping changes. While Snyder diverted his attention to Energyline Systems, a company he started in 1988, the company he left behind was renamed and split in two. In June 1994 SnyderGeneral was renamed AAF-McQuay Incorporated and divided into two major companies, AAF International and McQuay International. Operated internationally under the stewardship of O.Y.L. Industries, the two companies were each given their own chief executive officer and separate headquarters. Based in Louisville, Kentucky, AAF International ranked as the world's largest manufacturer and marketer of air filtration products and systems. The company's products, manufactured in 19 countries, included commercial, industrial, and residential air filters, as well as air pollution control products, machinery filtration, and acoustical systems. To the north, McQuay International designed, manufactured, marketed, and serviced all the HVAC systems and products formerly undertaken by SnyderGeneral. Based in Minneapolis, McQuay International sold its products under various brand names, including Wesper, JennFan, Barry Blower, and AAF (commercial and institutional HVAC equipment). As affiliates of Hong Leong Malaysia, AAF International and McQuay International were supported by the massive financial might of the Malaysian conglomerate. With interests in banking and financial services, property investment and development, and in a wide assortment of industrial and consumer products, Hong Leong Malaysia enjoyed a diversified presence in hundreds of international markets. The extensive global reach of the conglomerate was expected to aid the development of AAF International and McQuay International in foreign markets. As each company prepared for the late 1990s, the future held the answer to the question of whether the rampant growth of the 1980s could be replicated in the 21st century. Principal Subsidiaries: McQuay International; AAF International.

12) SWOT ANALYSIS OF DELL:Dell Inc is a multinational information technology corporation based in Round Rock, Texas, United States, that develops, sells and supports computers and related products and services. Bearing the name of its founder, Michael Dell, the company is one of the largest technological corporations in the world, employing more than 96,000 people worldwide. Dell had 46,000 employees as of Jan. 30. About 22,200 of those, or 48.3 percent, were in the United States, while 23,800 people, or 51.7 percent, worked in other countries, according to a filing with the Securities and Exchange Commission.Dell is listed at #38 on the Fortune 500 (2010). Fortune also lists Dell as the #5 most admired company in its industry. Dell has grown by both organic and inorganic means since its inceptionnotable mergers and acquisitions including Alienware (2006) and Perot Systems (2009). As of 2009, the company sold personal computers, servers, data storage devices, network switches, software, and computer peripherals. Dell also sells HDTVs, cameras, printers, MP3 players and other electronics built by other manufacturers. The company is well known for its innovations in supply chain management and electronic commerce. On May 3, 2010, Fortune Magazine listed Dell as the 38th largest company in the United States and the 5th largest company in Texas by total revenue. It is the 2nd largest non-oil company in Texas (behind AT&T) and the largest company in the Austin area. Strengths * Large PC maker - economies of scale

* Brand recognition * Cuts out the retailer * Lean supply chain; relatively cheap labor * Online capabilities to customize products * Strong service reputation * manufacturing excellence allows diverse products and bespoke orders Weaknesses * Huge range of products and components from many suppliers from various countries * Commoditization * Inventory * Customers view the products as "not state of the art" * Door to door delivery problem in emergent countries * some quality concerns from customers Opportunities * Diversification strategy by introducing many new products to its range * Making and selling low-cost, unbranded low-price computers to PC retailers in the United States Threats * Competitive rivalry that exists in the PC market globally * New entrants to the market pose potential threats * Exposed to fluctuations in the World currency markets (i.e., changes in exchange rates) * substitute products (ipad etc).

13) Pest ANALYSIS ON DELL:-

Dell has grown by both organic and inorganic means since its inceptionnotable mergers and acquisitions including Alienware (2006) and Perot Systems (2009). As of 2009, the company sold personal computers, servers, data storage devices, network switches, software, and computer peripherals. Dell also sells HDTVs, cameras, printers, MP3 players and other electronics built by other manufacturers. The company is well known for its innovations in supply chain management and electronic commerce. On May 3, 2010, Fortune Magazine listed Dell as the 38th largest company in the United States and the 5th largest company in Texas by total revenue. It is the 2nd largest non-oil company in Texas (behind AT&T) and the largest company in the Austin area.[

PEST Analysis Political One of DELLs biggest threats is involving the fourth element of the external environment, the political/legal environment. The Chinese government prefers to promote national PC vendors to foreign companies. There is a lot of red tape involved in securing government contracts. The Chinese government not only favors local firms but also local companies. Government control of internet usage in China is

another threat to the growth of the internet. Economic The economic environment refers to the nature and direction of the economy in which a firm competes or may compete. A primary threat that computer companies encounter in China is the problem of software piracy. China has a shortage of skilled labor, even though the country has many economic opportunities. Computer companies have to acknowledge that the average consumer could not afford the investment and very few had a bank account. DELL is aware that Chinese customers go for the cheapest System. Social The socio-cultural segment is concerned with a societys attitudes and cultural values. The potential for Internet growth is huge in China, giving foreign computer companies, DELL the opportunities to expand into a new market. Computer companies have to acknowledge that in the Chinese culture, people are still unsure about card sales because of the huge expense of computers in China. DELL have to invest in door-todoor or face-to-face operations to gain consumers faith and consumers trust in the company and product. Technological The technological segment includes the institutions and activities involved with creating new knowledge into products, processes and materials. In the computer industry, technology continues to be smaller and faster than ever. Providing access to technologies developed by institutions has proven a key government resource. It was observed that by the year 2000, mainland Chinas annual PC production would reach 7.6 million making it the third largest in the world. The internet is a great opportunity for companies to get their name into the public domain as well as a fast way to tailor services to its customer segments. A threat in the technological segment to DELLs business in China is that access to the Internet is costly.