Seminar paper from the year 2007 in the subject Business economics - Business Management, Corporate Governance, grade: 72/100 credits, University of Glamorgan (Business School), course: Strategic Management II, language: English, abstract: This paper aims to analyse strategy content, context, and organisational purpose of Dell Inc., one of the world's largest computer manufacturers. Dell's direct business model based on virtual integration, low inventory, and direct relationships is evidently a key source of competitive advantage on several levels. Underpinning key findings from a critical evaluation of a variety of factors, in particular the computer industry and international dimensions of Dell's value system, strategic challenges for the company would include three key issues: first, Dell should address its weak performance in terms of customer service. Second, since Dell's current sales to corporations account for about 85 per cent, the author recommends a stronger focus on the more lucrative high-growth private consumer segment. Finally, Dell will have to successfully exploit opportunities on the fast-growing, but extremely competitive markets of Asia-Pacific. This paper is based on information from publicly available sources. No internal/confidential information of the organisation involved has been used.