When you are a firm graduate out of law cultivate, you lean to get the notion that hunting for a ineligible job can be a bit solid than usual. As we all undergo when you set a state in law, it can be a big, big man that can sometimes be too comprehensive for you to prefer which lawful job to jazz. Graduating is honorable a quantify on the eventual journey in your history as a lawyer and to be competent to be victorious you requisite to look few big. Are outperform prepared for it? You’ll live when you are already there for careful.

When you are a refreshed set out of law refine, you incline to get the idea that sensing for a valid job can be a bit tumid than usual. As we all see when you adjust a laurels in law, it can be a big, big concern that can sometimes be too broad for you to choose which valid job to support. Graduating is fitting a support on the eventual travelling in your spirit as a attorney and to be competent to be made you poorness to examine many alpha. Are outstrip braced for it? You’ll see when you are already there for sure.

In terms of real estate business, Dubai in itself is a hot selling brand. With Government taking keen interest in execution and completion of so many amazing projects, and the last decade showing a constant growth, Dubai economic future looks bright. Investing in Dubai property is becoming every investor’s dream, although some raise questions on issues like high demand vs. low supply and infrastructure problems. Let’s have a look at what’s positive and what’s not with investing in Dubai real estate.

High Demand:

One thing is for sure, Dubai properties are in demand. Investors from all over the world are flocking to Dubai, to get a share in huge profits. Since non-residents of Dubai have been allowed to buy the property in Dubai, Dubai is flooded with interested investors. Everybody seems excited and exuberant about on going development plans. It will take some time before these jaw dropping constructions can be matched at some other place of the world.

Lower Prices - Higher Value:

Rapid increase in property prices has created the impression that real estate prices are high in Dubai, which is completely wrong. One has to consider the rates of equally deluxe apartments and offices in other main cities of the world. Comparison will reveal the true picture. Dubai property is still under valued if we take into amount these factors. Dubai is going through an economic boost and with properties prices hiking quickly; the perfect time to invest is now.

Tax Free Zones:

Dubai government has offered so many incentives to attract investment, tax free zones are one of them. Free zones like Jebel Ali free zone, Dubai international financial centre, Airport free zone and Maritime city, presents great opportunity for investors. Dubai offers unsurpassed tax incentives in the world for businesses. More and more companies from all over the world are setting up their business in these free zones.

Tourism:

Dubai is a dreamland for tourists. It has everything, from mysterious deserts to exhilarating beaches, marvelous hotels and resorts. Approximately 6.5 million tourists will be visiting Dubai annually by 2011. World’s biggest arts & entertainment events are held here, making it even more attractive.

Political Situation:

Dubai enjoys political stability and steadiness which is rare in most parts of the world. Since its establishment, Dubai has never been under political chaos, riots or disturbance. Policies are not shuffled and you can invest with the sense of certainty which you will hardly find anywhere else.

Crime:

It’s hard to believe but crime rate is almost zero in this part of the world. With no reports of robbery or theft going around, Dubai is a safe place to live. In today’s world, this kind of peaceful place appeals everyone desperate to live a life, free from anxiety.

William King is the director of Wholesale Suppliers Dropshippers & Dropship Directory and Pakistan Property & Pakistan Properties Portal He has 18 years of experience in the marketing and trading industries and has been helping retailers and startups with their product sourcing, promotion, marketing and supply chain requirements.

Right now, the U.S. deficit is over nine Trillion dollars! The government and corporations are raising prices and telling us that the cost of living is going up every year. We are told that inflation is about 5%. But real-estate is not factored in. True inflation is about 10-13% per year. But why? Why does the cost of living rise so much? Who do we owe all this money to? Let’s start at the beginning.

What is Money?

Back in the good old days, there was no such thing as a dollar bill. People would exchange goods and services for other goods and services. But of course, sometimes the person who has what you what, may not want what you have. So this is where “money” comes in. Money can be any item, as long as everyone agrees on the value.

The Origin of inflation

Around 1000 AD In England, gold and silver were the popular forms of exchange (money). Now, if you were a high roller, it was difficult to keep and transport all of your money. So, we see that goldsmiths appeared. They would offer to hold peoples gold and silver, and they would give people a receipt for the amount of gold they were holding. These receipts were convenient to use so people just began trading them instead of the gold and silver since the receipts were redeemable at the goldsmith’s place of holding.

The goldsmiths after a while noticed that people weren’t coming that often to redeem their gold and silver. So like true “business men” they decided to print up more receipts. They would take some of the receipts to buy things and others to loan them out and collect interest!

This printing up of extra receipts would devalue the receipts that their depositors had given them in confidence. THIS IS THE ORIGIN OF INFLATION! Generally speaking, the cost of living stays the same. It is our dollar bill (receipts of money) that declines causing inflation.

Based on the numbers, the goldsmiths knew that they could loan out 10 times as much as they had in stock. This began the system called fractional reserve banking. Even today, banks are allowed to loan out 10 times what they have.

The goldsmiths would also take the title to real property as collateral (sounds like a house deed to me). They would then reduce the receipts in circulation, making money scarce. Then they would raise their interest rates. This would cause a recession or a depression. Then, they could recall their debts, foreclose on property and increase their wealth and prosperity.

People think that depressions and recessions are just natural cycles in our economy. I’ve got some bad news. Depressions don’t come out of thin air. They are manipulated by our modern day goldsmiths, who control the economies currency.

Remember just a few short years ago when you could have a -500 Beacon Score, make $5 an hour at McDonalds and C, D, and F lenders would give you a no money down, HIGH interest only loan? Or, how about an adjustable rate mortgage that is low now, but will explode later? Anyone and everyone could get a house. Now the foreclosure rate is ridiculous!

Now the banking industry is pretending that this was an “honest” accident. They got overzealous during the boom, and accepted loans that they shouldn’t have. I was born in the morning, not THIS morning! Now, on with the story.

The English Revolution of 1642

Around 1100AD, King Henry produced what was called “Tally sticks”. These sticks were made out of wood. King Henry accepted them as payment and they were a trusted form of exchange. This worked well for hundreds of years. In 1642 the goldsmiths of England had a hand in the English Revolution. They financed Oliver Cromwell’s pursuit and execution of King Charles. The revolution ended in 1649 but England was caught up in wars for over 40 years after that.

This left them in a state of financial depravity so, of course, they went to borrow money (backed by almost nothing) from the goldsmiths. The goldsmiths gladly obliged and they established The Bank of England in 1694. Despite the name, this bank was privately owned by the goldsmiths (who’s names remained secret).

Now, the England government could borrow all that it wanted. The debt that they incurred was secured by public taxes. In four years the national debt went up over 10 times what it was in 1694.

The House of Rothschild

A goldsmith named Amschel Moses Bauer opened a counting house in Frankfurt, Germany in 1743. He placed a Roman eagle on a red shield over the door prompting people to call his shop the Red Shield Firm pronounced in German as “Rothschild”.

His son (Mayer Amschel Bauer) went to work at a bank owned by the Oppenheimers. While working for the Oppenheimers, Rothschild learned that loaning money to people was small change. The BIG money came in loaning money to governments. This money would always be secured by public taxes. Mayer Bauer later changed his last name to Rothschild when he inherited his father’s business

The American Revolution

Britain (during the 1700’s) was a very powerful nation but heavily in debt (sound familiar?). Since the Bank of England was formed, they had had a lot of wars (war is great for the economy). So in order to pay the interest on their debt they came up with a program to get money from the American colonies.

Unfortunately for Britain, the American colonies decided to print up their own debt free money (colonial script). The colonies actually flourished at this time as they controlled their own purchasing power and they were essentially free from the Bank of England.

So, The Bank of England got the British parliament to push for the passing of the Currency Act of 1764. This act made it illegal for the American colonies to print their own money and forced them to pay taxes to Britain in silver and gold (which there was already a shortage of)

Here is what Ben Franklin said in his autobiography.

“In one year, the conditions were so reversed that the era of prosperity ended, and a depression set in, to such an extent that the streets of the Colonies were filled with unemployed.”

“The colonies would gladly have borne the little tax on tea and other matters had it not been that England took away from the colonies their money, which created unemployment and dissatisfaction. The inability of the colonists to get power to issue their own money permanently out of the hands of George III and the international bankers was the prime reason for the Revolutionary War.”

The Americans proceeded with passion in their fight for freedom. Unfortunately, they were proceeding to lose the war with big bad Britain. George Washington was convinced by Alexander Hamilton (who was a Rothschild agent) to let the House of Rothschild finance him in the war.

This was the same Rothschild who brokered a deal between Prince William of Germany and the Throne of England in which the prince sent 16,800 Hessian soldiers to help England STOP the revolution in America! Rothschild was also supposed to pay the German soldiers, but he never did. America prevailed.

More Wars

“Let me issue and control a nation’s money and I care not who writes the laws.” Mayer Amschel Rothschild, 1790

Now of course, after the Revolutionary War, there was a debt to be paid. So Mr. Hamilton set up the First Bank of the United States (privately owned by Rothschild and others) in 1791, to pay off the debt from the revolutionary war (and to bleed the citizens to death). Twenty years later, the charter of the bank was not renewed. One year later, the British attacked and began The War of 1812.

Another attempt was made by the bankers in 1816. This would be the Second Bank of the United States. Andrew Jackson vetoed the move to renew the Charter of the Bank of the United States in 1836. An attempt was made to kill Andrew Jackson, but he survived.

The Rothschilds also financed both sides of the American Civil War. Abraham Lincoln refused to pay the rates of interest demanded by the Rothschilds and issued interest free United States notes (greenbacks). Lincoln was shot down by John Wilkes Booth on April 14, 1865.

Jekyll Island

In 1906, the Stock Market reached its highest peak ever. In March, 1907, the Stock Market crashed. It crashed again in October of that year. This was followed by bank closings. This was engineered by Jacob Schiff (another Rothschild agent) and the Rockefellers (the REAL oil tycoons). Their manipulation of the market crippled various corporations and they bought them up in distress sales.

Also, in 1907, J.P. Morgan began to put out rumors that a major NY bank had gone bankrupt. This caused mass hysteria. People were so afraid that they ran to the banks to get their money. The banks (who were using fractional reserve tactics) then had to recall all of their loans, which caused massive foreclosures and bankruptcies.

This was The Panic of 1907. This panic led to a congressional investigation in 1908 led by Senator Nelson Aldrich (who would eventually become John D. Rockefeller’s father-n-law). This investigation recommended a central bank to keep something like this from happening again.

In November of 1910, eight men took a secret trip to an exclusive private club on Jekyll Island to write a central banking act.

• Benjamin Strong: President of Morgan Bankers Trust Company.
• Charles Norton: President of Morgan’s First National Bank of New York.
• Henry P. Davidson: Senior partner of J.P. Morgan.
• Paul Warburg: Partner at Kuhn, Loeb and Co.
• A. Piatt Andrew: Assistant Secretary of the Treasury & special assistant of the National Monetary Commission.
• Frank Vanderlip (a Rockefeller): President of Kuhn, Loeb’s National City Bank of New York.
• Senator Nelson Aldrich (also a Rockefeller): Head of the National Monetary Commission.
• Shelton: Senator Nelson Aldrich’s private secretary.

The Jekyll Island Club was chosen as the place to draft the plan for control of the money and credit of the people of the United States. They spent a week at the club as J.P. Morgan’s guests writing up this plan.

Now obviously, they couldn’t name the bank “Private Bank that owns the United States” because people may get a little upset. So, the name, “Federal Reserve Bank” came into place. This would imply that the bank would be a government institution. But this bank would be no more federal than Federal Express!

Woodrow Wilson made a deal with the bankers to sign the Federal Reserve Act in exchange for financial support and manipulation in his presidential campaign. Woodrow Wilson became president in 1912.

The unconstitutional (only Congress should be able to coin money) Federal Reserve Act was passed on December 23,1913, when most congressmen were at home. The ones who stayed were bribed by the international bankers to pass the act. Here are the owners of the Federal Reserve. The public was told that financial instability and inflation would be no more. Look down about two lines.

THE GREAT DEPRESSION

The Great Depression started in 1929. This was also manipulated by our modern day goldsmiths. Now at that particular time, if you had a dollar bill, it would read like this on the front, “The United States of America will pay to the bearer on demand one dollar. This note is legal tender for all debts, public and private and is redeemable in lawful money at the United States Treasury or any Federal Reserve Bank”

So, during the early thirties people (not trusting the deflated dollars) went running to the banks to redeem their gold. The banks (who were under the fractional reserve system) were about to be exposed, so Franklin Roosevelt on March 6,1933, declared a national emergency (watch out for those national emergencies!), and shut down all the banks for two days.

On March 9, 1933, Congress passed the Emergency Banking Act. They conferred on the president the powers of the War Powers Act & Trading With The Enemy act of 1917 (which places all money matters of American citizens under his jurisdiction). Then Roosevelt confiscated all of the people’s gold (They had to turn their gold into the banks and receive notes.).

It would be illegal for Americans to own gold until 1975 ($10,000 fine or 10 years in prison). There was one exception, which was certified gold (collectible gold valued above it’s metal content).

John F. Kennedy

On June 4, 1963, JFK signed Executive Order 11110 and printed up 4.3 billion dollars of interest free currency that was backed by silver! On November 22, 1963, Kennedy was assassinated. Shortly after his death, the Federal Reserve started issuing new notes and taking the old ones out of circulation. These notes no longer claimed to be redeemable in gold at a reserve bank.

Your dollar now says “This Note Is Legal Tender For All Debts, Public And Private”. It is redeemable for NOTHING! To this day, we don’t know where the gold reserves are!

The Current Situation

This is how the system works. The government will request an amount of money from the Federal Reserve (let’s say 1 billion dollars). The Federal Reserve will then go to the Bureau of Engraving and Printing and get them to print 1 billion in Federal notes. The Bureau will charge them approximately three cents per bill printed (I guess that’s better than going to Kinko’s). The Fed will write the Bureau a check (backed by nothing) for the fees. Then they will loan the U.S. Treasury the 1 billion dollars and charge interest on it!

It is impossible to pay the interest on the money loaned from the Fed, because you can’t pay back more money than has been printed. So the Federal Reserve then has to take collateral. Well, what is the collateral? WE THE PEOPLE! The people of the U.S. (our property and wealth) are the collateral to the Federal Reserve.

This is why the fraudulent unconstitutional yet constitutional tax system is set up. This is why the financial services industry and the real estate industry (which work for the banks) have instilled us with this B.S. “borrow money and build net worth and security” mentality.

This same ideology of “borrowing power” is “security” is what was presented to the U.S. government to install the Federal Reserve and steal the wealth of a nation! We and our property are nothing more than collateral for the Federal Reserve goldsmiths. They are playing us like a clarinet.

The Bank of England, the Bank of France, the Bank of Italy, the Reich Bank of Germany, the Bank of Canada, the Reserve Bank of Australia, the European Central Bank and many more are all privately owned banks by the same people!

So here we are today. Our dollar bills are really worth about four cents. And that four cents is backed by nothing. Before the Great Depression, the stock market reached a high and then crashed. Then there was a major real estate boom followed by a crash. Back then you could have bought a $100,000 home for $10,000!

This scenario seems to be happening right before our eyes. Many economist are warning of potential big problems ahead in our economy.

According to The Golden Shield (Real Estate Crash Issue) (http://goldenshield.org), “the Morgan Stanley chief economist told a group of insiders that there is only a 10 percent chance that the U.S. can avoid an ECONOMIC ARMAGEDDON”. Morgan Stanley? I guess they would know!

The current debt bubble that America is in is much bigger than the one before the Great Depression. Maybe the depression will happen, and maybe it won’t. It probably will. Unfortunately we have no control over this because the goldsmith’s are in total control of our economy. So what can YOU do?

Stop Paper Chasing!

The dollar is no longer almighty! Invest in precious metals. Silver and gold (which are universally valued) retain their value during inflation. You can’t print up extra gold and silver! I would first suggest buying gold and silver coins.

If you buy gold, I would suggest buying “certified” gold. This was exempted from the last confiscation. But knowing that our diabolical rulers are capable of anything, I wouldn’t bet the bank on that. Next time they may declare an emergency and take that too.

So I would also suggest putting some money in the market (like stocks and precious metal mutual funds)! At this point it seems that silver may even be a better investment than gold (considering that the gold price has been manipulated).

Last but not least, I do not claim to be a financial advisor. Therefore, do your own research and make an informed decision.

Until Next Time,

Free Your Mind… Online

Matt Mason

Matt Mason is the expert and founder of Free Your Mind Online, which is designed to empower individuals to take control of their finances and achieve REAL wealth. For free info, go to freeyourmindonline.net and subscribe to the monthly newsletter.

Unfortunately, the dollars in your pocket are barely worth the paper that they are printed on. Learn to invest in precious metals. Go to http://freeyourmindonline.net/resources/how-to-invest-in-gold.html

Dell’s organizational fortitude requires a vigilant, agile, and fluid approach to change. Historically, management teams throughout this successful organization have accurately identified those change initiatives that ultimately brought about competitive advantage. Identifying goals, goal specifications, metrics for accomplishing the goal, and metrics specifications propels organizations towards their strategic objectives. The critical challenges Dell’s leadership faces today require innovative thinking and integration to create an agile infrastructure. Such a process can also help organizations more proactively sense and react to the volatile changes in their competitive environments.

To manage effectively across the computer industry, acute awareness regarding the interdependency of departments, partnerships, culture, and subcultures is critical. Amplified global competition, rapidly developing advancements in technology, and the fluctuations of customer demand have produced shorter product life cycles, thus creating the need for faster product development. “One can easily relate to the rapid obsolescence of products in many industries, notably the computer and electronics industries.” (Kessler, E., 1996). Dell, Inc., as a result of escalating technological advancements, has increased the number of potentially lucrative product niches while creating more diverse product lines.

Competition and substitute availability are significant factors in the race to capture and maintain competitive advantage. “Moderate competitive pressures simultaneously provide sufficient motivation, ample resources, and the opportunity for a firm’s fast innovation to undercut the market positions of competitors.” (Kessler, 1996)

“Today global markets and global sources are more accessible for many reasons: better technology (such as Internet communications), cheaper transportation, and reduction of legal-entry barriers to most international markets.” (Anderson, 2000) Dell’s strategic development of its direct marketing agenda has resulted in phenomenal growth. Based on many defining financial ratios like, gross profit, net revenue, ROI, ROE, etc. it is apparent that Dell is financially superior and a leader within its industry. As competition has expanded and the computer industry overall has struggled to survive, this company has remained profitable. The trends are clearly indicative of a strong economic system, which are supported further by a comparison of industry averages. Additionally, Dell not only stands on a firm financial foundation, they continue to support superior customer service and a pre-eminence with their internal employees. Dell’s implementation of leadership training throughout all managerial levels will assist in the support of the staggering financial growth and help eliminate the potential erosion of the infrastructure in the future.

Dell has set the standard concerning diversity. Michael Dell’s leadership in the company’s commitment to diversity proves that it is both the right thing to do and a key business performance strategy. Dell recently stated that, “To compete, the company must attract and retain talented men and woman who represent a range of background. Further, Dell realizes that its diverse workforce fosters innovation, creativity, and new solutions that help the bottom line.” (Fry, 2003) Dell goes well beyond a diversified employee-base, it is also “committed to a diverse supplier base that includes small businesses and minority-women - and veteran - owned businesses.

High performing organizations, such as Dell are alert to the acceleration in the continuing global rate of change, developing trends, and economies. Dell instinctively recognizes the changes and acts on it to achieve competitive advantage. Dell is expeditious in its decision-making and execution of goal-directed change that is in alignment with its organizational goals and objectives. “In today’s fast-changing business environment, responsiveness - quickness, agility, the ability to adapt to changing demands - is more vital than ever to a firm’s survival.” (Bateman-Snell, 2003) Enhancing Dell’s competitive advantage and strategy is a result of strategic management, technological innovation and express decision-making.

Dell’s strategy is; survival, sustainability, revenue generation, and profitability through innovation and speed.

Dell’s efforts remain focused on four strategic initiatives:

” Driving global growth
” Attaining product leadership
” Superior customer service
” Embracing Dell’s corporate culture

Dell’s survival depends on remaining alert to developing trends and economies. Dell’s rapid innovation and resourcefulness has helped maintain its ranking amongst the top PC producers. Dell’s strategic focus on the business and educational markets has resulted in a significant market share in each of those segments. The organization was the leading supplier of computer systems business for two years running. Dell’s strategic development of its direct marketing agenda has resulted in phenomenal growth.

Dell consistently delivers swift strategic response to match customer needs to products and service. In addition to a full line of desktop and notebook PCs designed for consumers, Dell offers network servers, workstations, storage systems, and Ethernet switches for business customers. “Electronic commerce is now allowing global customers in some industries to connect directly and reveal their preferences, such as Dell Computer’s strategy of assembling computers in-house to customer specifications.” (Anderson, 2000) Such tactical maneuvers have allowed Dell to remain the world’s premier direct-sale computer vendor.

Dell’s strategic alliance with the voices of the customer and stakeholders to accurately project and exploit trends and make prompt decisions by reassessing strategies, continually adds competitive advantage by leveraging and enabling the latest process concepts. Dell’s strategy to incorporate customer and stakeholder feedback in process innovation and product design ensures customer loyalty. This integration serves to prevent misinterpretation between perceived and actual customer needs. Dell purposely “forms linkages, upstream and downstream, lateral and horizontal” (Kessler, 1996) through all phases of research and development. These alliances reduce time and cost as they minimize or remove steps in the research and development process. It also provides motivation for its employees. Research has shown “that direct contact with customers triggers quicker action and helps employees to pay attention to new ideas, solutions, and opportunities.” (Kessler, 1996) Rapid product development increases the learning capacity of employees while strengthening their technical, conceptual, and interpersonal competencies.

In Dell, Inc.’s 2004 annual report, Founder, Chairman of the Board, and Chief Executive Officer Michael dell stated, “Dell product shipments grew 26%, nearly three times the average of other companies. Our revenue increased 17 percent, to $41.4 billion; total sales by the rest of the declined. Operating expenses or just 9.7 percent of revenue, the lowest full-year in our history.” (mergentonline.com, and product category. Dell’s full-year product shipments, revenue, operating profit, and earnings per share broke all previous records. Dell was the leading supplier of computer systems business for two years running. The business was profitable in every geographical market, customer segment, and product category. Dell, Inc. is a company on the leading-edge.

Although financial data confirms Dell’s success, it does not fully disclose their achievement. Dell is world renown for its customer service. Last year Dell earned more than 100 awards for product and service quality and reliability. Dell turns their inventory, on average, 107 times per year. Quality is another hallmark of Dell, Inc. “Dell’s PowerEdge servers are being selected more and more for critical applications within the data centers if businesses and other organizations.” (www.dell.com) The Dell website is one of the world’s highest-volume Internet commerce sites.

“International Business Machines Corp. (IBM) is dropping out of the personal computer (PC) business. Oracle Corp. is acquiring PeopleSoft Inc. Outsourcing, offshore and otherwise is looming large as an option in the computer industry.” (Hayes, 2004) Dell’s persistent innovation and greatest strength seems to be in the uncompromising philosophy of do what the customer asks for and do it right.

Dell is the world’s premier direct-sale computer vendor. In addition to a full line of desktop and notebook PCs designed for consumers, Dell offers network servers, workstations, storage systems, and Ethernet switches for enterprise customers. Dell faces fierce competition from Hewlett-Packard, whose market share improved significantly following its acquisition of perpetual PC leader Compaq.

In Dell’s annual report, Michael Dell asserts, “We again demonstrated the fundamental competitive advantages of our high-quality, low-cost business model and the great discipline with which it’s applied worldwide by an outstanding Dell team. For us, that discipline takes the form of identifying a small number of priorities, directing resources to them, then measuring and holding ourselves accountable for significant progress toward them. ” (www.dell.com )

There are several government-imposed regulations that affect most industries at some level. There is regulation and deregulation that is specific to particular industries. Organizations are guided by city, county, and state regulations, consumer, employee relations, environmental issues, financial and globalization regulations. Regulations regarding employee relations and globalization significantly impact the computer industry.

“The promises and perils of globalization take many forms. The most commonly experienced manifestations are in the realms of economics and culture, but much of what shapes the causes and consequences of globalization today, in any form, is its less glamorous regulatory underpinnings. Whether and how certain interests prevail during trade negotiations depends not only on the quality of the product, service, or idea being promulgated, but the strategic leverage their advocates enjoy (or the coalitions their different types of advocates are able to assemble) in the international forums established to manage the global economy.” (Woolcock, 2001)
There are several potential challenges inherent to Dell’s strategy. Collaborative efforts can be inadvertently sabotaged because of differing divisional or departmental goals. Maintaining project focus through corporate lenses will reduce departmental myopia. The reverse is also a possible challenge, becoming overwhelmed by the length and the breadth of the new process or product. Dell could compromise itself by engaging in too many technological fields and innovations. Having too many irons in the fire could result in spreading its resources too thin.

Dell, Inc. is understandably one of the leaders of the information technology industry. The company has found their product niche and raised to the challenges faced in the computer industry, in a word, Innovation. Upon review of the company financial’s, annual report, and extensive research, it appears that there are few problems that are currently plaguing Dell. However, based on the annual report ‘Dell servers are being clustered together into virtual supercomputers that can be expanded over time, as customer needs require and resources permit, at a cost as much as 90 percent lower than for proprietary mainframe computers.’ The potential problem is the ability to internally support these supercomputers. Additionally, the ‘Dell Effect’, where prices drop and value increases, potentially undervalues the system through competition. In an effort to remain ahead of competitors Dell is adding value and reducing costs. This could eventually introduce long-term dilemmas, which would become catastrophic to correct.

There are potential ethical conflicts associated with Dell’s competitive methods. “If formal techniques, such as quality function deployment, are not used to explicitly focus innovation efforts on consumer demand, quality can become lost in the firm’s narrow pursuit of speed as an end in itself, rather than an instrumental end to the success of the project.” (Kessler, 1996) “Friendly fire” or healthy competition amongst colleagues for idea generation or innovative solutions could result in faulty thinking, resistance, dangerous shortcuts, or liability issues. At a global level this strategy must be well thought out and carefully implemented in order to avoid cultural faux pas that could lead to misinterpretation of the customers true needs.

Kevin Rollins president and chief operating officer at Dell stated that the organizational goals are to increase market share position 10 to 20 percent while pricing 20 to 30 percent below the competition. He asserted, “You’ve got companies with 60 percent gross margins, so if we drop the margins to 30 percent, they aren’t geared to compete.” (Briody, 2001) Dell proves that it is not the big that eat the small, rather the fast that eat the slow.

Dell’s recent business “Latitude” notebook, desktops and mobile workstations were developed with enhancements based on direct customer feedback. These enhancements have increased performance, reliability, usability and environmental friendliness. These innovations reflect Dell’s ability to incorporate direct customer feedback into every product. National brand manager, Dell Canada Mobile Products, Peter McNeil exclaimed, “They enhanced the performance, usability and reliability that our customers demand.” (Hoovers, 2005) Dell’s fourfold strategic initiatives to drive global growth, attain product leadership, provide superior customer service, and embrace Dell’s corporate culture are permeated in everything it does.

Organizational objectives and goals must be in strategic alignment with the Dell’s mission, vision, and values statements. The right indicators will aid in monitoring performance, identifying potential obstacles to optimal performance while increasing the organizations ability to anticipate and spot trends, and make express decisions by reassessing strategies. Identifying goals, goal specifications, metrics for accomplishing the goal, and metrics specifications will propel Dell towards its strategic objectives. Evaluation of organizational performance measurement systems is qualitative in nature. Such a process can also help Dell more proactively sense and react to changes in their competitive environment.

Similar to performance measurement are milestones. Milestones target time-based objectives, instill a sense of urgency, and maintain focus. Milestones “structure the process by separating an otherwise formidable task into manageable parts. This segmentation further aids in translating overarching project goals into concrete, achievable ends that can increase workers’ task motivation during product development.” (Kessler, 1996)

Dell needs to be mindful of what it does best. Deviating from its own best practices has had expensive consequences. “The $340 million purchase of ConvergeNet proved that acquiring companies is not Dell’s strength. The acquisition has been roundly criticized by analysts for not producing results sooner. U.S. Bancorp Piper Jaffray’s Ashok Kumar characterized the debacle as “an expensive lesson.” Company executives even admitted that they had not done enough due diligence, and major delays in product rollouts occurred. Richard Watts, the former CEO of ConvergeNet and now the head of privately held Scale Eight, even sued Dell, claiming wrongful termination when he was pink-slipped weeks after the acquisition.” (Briody, 2001)
Dell, first and foremost needs to emphasize innovation into its manufacturing and marketing process, not just its products. “Innovation is where the money is in 2005. That’s why Dell will still be in the PC business in 2005 and IBM will not.” (Hayes, 2004)

Organizational survival is reliant on its capacity to project and maximize trends, make express decisions by reassessing strategies, continually adding competitive advantage by leveraging and enabling the latest process concepts. Organizations must be responsive, agile, and capable of adapting to change quickly, as change is inevitable. Historically, management teams throughout highly successful organizations, such as Dell, have correctly identified those change initiatives that ultimately brought about competitive advantage and how they might evolve. The critical challenges managers of the twenty-first century face today require innovative thinking and integration to create an agile infrastructure.

References

Anderson, S. (2000) The Globally Competitive Firm: Functional Integration, Value Chain Logistics, Global Marketing, and Business College Strategic Support. Competitiveness. Review. 10 (2) 33. Retrieved March 31, 2005 from EbscoHost database.

Bateman, T. & Snell, S. (2003) Management: The New Competitive Landscape, Sixth Edition. The McGraw-Hill Companies. New York, New York.

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Victoria Krayna BSB/M; MM
Founder/President of Life-staging by Victoria

Life Transformation Coach
Provide individuals with the motivation, determination, and follow-through to catapult themselves into definitive action toward their life’s purpose.

Wellness Coach
Perform nutritional assessments of clients, provide dietary instruction and accountability for clients in all phases of weight management.

Executive Coach
Perform Diagnostics, Environmental Analysis, S.W.O.T. Analysis, and Risk Assessments. Prepare & Execute Executive Summary, Strategy Formulation and Implementation, Timetables, and Contingency Plans.

Relationship Coach
Perform personal, partner, and relationship profiles to define problem-areas. Provide guidelines, action steps, time-tables, and accountability for sustainable change.

If you have been placing your focus on real and/or perceived limitations instead of the education, skills, aptitudes, passions and experiences God has gifted you with, then it’s time to explore coaching with Victoria. Contact me at lifestagingbyvictoria or call (720) 690-3059.