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External/Internal Factors

External/Internal Factors
Dell is considered a very successful company. According to Govindarajan & Gupta (2005) one of the successes is its customer-direct concept that has been practiced since the company's inception. The concept involves dealing with customers directly and not through a third party, which helps maintain the quality of the relationship with its customers and also the products. In addition, this concept allows Dell to eliminate unnecessary inventories, warehouse space and storage expenses. Dell succeeds by expanding its business, which can be measured by how it creates relationships with other big businesses, such as Walmart, Boeing, and Ford. Dell expands its business by providing products other than computers, for example LCD TV's, digital cameras and financing services. Dell possesses a unique ability to manage its business well enough to continue down a path of notable growth and success in a fiercely competitive industry. The Companies commitments to reducing costs, developing its products to meet customer demands, and providing the best value to its customers are some of the ways that continue to drive the growth in Dell. Efficiencies in Dell's direct business to personal customers and development of its appeal to enterprise computing customers also contribute to the success and growth of the Company. Dell follows a textbook model of effective management by incorporating planning, organizing, controlling and leading within its organization. Planning is setting goals and deciding on courses of action, developing rules and procedures, developing plans, and forecasting (Dessler, 1998). Organizing entails identifying jobs to be done, hiring people to do them, establishing department – groups – teams, delegating or pushing authority to subordinates, establishing a chain of command and coordinating work (Dessler, 1998). Controlling is setting standards, comparing actual performance with these standards, and then taking corrective actions as...