By Donald P. Cushman
Via case stories of verbal exchange most sensible practices at Dell, common electrical, Microsoft, and Monsanto, this booklet presents particular and robust theories for management, advertising and marketing, and stockholder communique. most sensible perform obstacles also are published within the situations of IBM, the Bumper Works, and Asea Brown and Boveri, the place organizational studying, a firm’s timeline, and company tradition made implementation tricky. Taken jointly, those case stories recommend numerous ways that benchmarking can develop into a big examine method and theorist software for figuring out excellence in organizational perform.
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Extra info for Communication Best Practices at Dell, General Electric, Microsoft, and Monsanto
S. Market Critical Success Factors Dell Compaq IBM 1. Customer sales Web sales Online customization Computer to customer/online Computer to customers/stores Average retailer costs Average sales incentives Convert sales to cash 43% Yes 3 days 0 0 0 1 day 10% No 12 days 35 days 20% $1000 30 days 20% No 15 days 30 days 20% $1000 25 days 2. Customer service Online tech support Online service support Computer networks installed Chat rooms Interactive lectures Customer service costs 24 hrs. 24 hrs. 14 days Yes Yes Free 8 hrs.
GE could thus increase its excellence and reduce its costs both at the same time. Between 1988 and 1994 Welch watched with pride as GE’s sales grew 15 to 20 percent per year, operating margins rose from 10 to 15 percent, and inventory turns increased from 6 to 10 per year. However, several serious problems also began to emerge. GE’s locomotive unit experienced problems with motors shorting out in railcars provided to the Montreal Transit System, leaving 8,000 commuters stranded and shutting the line down for 19 days while the problem was ﬁxed.
1999). Dell to derail: Get into gear online. Wall Street Journal, December 1, B1. Markoff, J. (1999). The PC industry shows strong growth. New York Times, October 6, C4. Margretta, R. (1998). The power of virtual integration: An interview with Dell Computer’s Michael Dell. Harvard Business Review, March/April, 73-84. Narisetti, R. (1998). How IBM turned around its ailing PC division. Wall Street Journal, March 12, B-1. 30 DONALD P. , and Burrows, P. (2001). The conqueror. Business Week. September 24, 92–102.