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Dell Computers (A): Field
Service for Corporate Client
CRM Group 5 (Section Y):Ankita Jha U113187
Chitrali Nag U113198Kaushik Sahoo U113203Manisa Parida U113205Marienne Mascarenhas U113206Rahul NS U113216Sampad Panigrahi U113221Swastik Mohapatra U113235Sam Verghese U113242
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Some Case Facts
Founded by Michael Dell, 1983
Case timeline: Late 90s till 2001
Worlds largest PC manufacturer with mkt share: 13.4%
90% of Dells sales came from corporate clients
Dell moving from smaller computer systems and serversto larger server products
Business model: Mass customization, High levels of
customer service and low-cost & lean production
IBM, 6.10%
Others,
40.20%
US Market share (P
Del
Others,
55.90%
World Market share
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Dell Business Model
Dell Direct: Direct interaction with the customers without any intermediaries in between
Sell computers directly to consumers
Customize as per customers requirements
Inventory Management High inventory seen as an unnecessary cost and flaw in the service delivery
system
Create a light weight organization with little assets tied up in inventory
Efficient management of physical assets with help of information management
(intellectual assets)
Low production costs and low prices Main objective was to assemble as many components as possible than
manufacture
More focus on efficient delivery systems than on innovation
Lower production and delivery costs and undercut the competition
Inven
Manaen
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CRM Initiatives for Corporate Custo
Premier pages: Customized webpages for corporate consumers
Dell sales people meet the clients to build relationships and understand requireme
Direct relationships using sales, customer service and tech people with consumer
Constant collection of information on consumers evolving needs in accordance wit
technologies
Employment of Dell certified 3rdparty service providers to provide wide scale servi
Call centers as well as online and offline support was provided
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How Dell walked the talk in CRM
Dell hired employees for its call center based on a technical
aptitude test and level of customer service experience
First hand observations and on the job training helped keep
attrition rate low
Modified KPIs were used to measure the level of service
provided:
Ship to target
Initial field incident rate
On-time first-time fix
FTR rate
3rdparty conducted telephone surveys to measure quality of
service provided by Dell
Huge web repository to previously solved problems and
discussions to help consumers solve problems themselves and
installation of diagnostic tools for online problem resolution
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Choice of Dell as a large server prov
Points in favour Points not in f
Core competence of Dell i.e. Dell-direct can
be leveraged easily here
Existing long term relationship with Dell on
smaller systems, only need to extend it to
high end large servers
High levels of service and commitment of
Dell in its existing line of products andservices
Multiple awards and recognitions for Dell
for its best customer service levels over the
years
Customer interface will be
compared to Dell-direct
Lack of experience in the h
market
Presence of established pla
which not only has experie
higher ratio of qualified emcustomer ratio than Dell
Operational efficiency is no
point of Dell as compared t
Thousands of dollars of loss
of server down-time
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Thank You !
