Monday, February 25, 2013

Grisham Security Storm Doors

Security storm doors are products manufactured by the Grisham Corporation of Arlington, TN. They produce three lines of steel security storm doors. All of their doors feature 16 gauge steel and tempered safety glass. Double doors are available in all lines of their doors. All of their lines, Deluxe, Classic, and Sentry offer easy installation and heavy duty closers and they come pre-hung and pre-hinged. Brass slimline door handles are standard on Deluxe and Classic series with an upgrade to a brushed nickel slimline door handle. These Grisham Security Storm Doors have become very popular with many people today because of there quality built and because of there many options to choose from.

The Deluxe series comes in 27 different styles. With so many different styles its hard for any home owner not to find a style to fit their home. Five concealable hinges are available in this series. Available as an upgrade is a 2-way bank vault lock in brass only. One of the features in the Deluxe line as an upgrade is self-storing glass which allows for air ventilation when moved from its above position. There are no limitation on dimensions for all 27 styles. Colors are black or white.

Security Features

The Classic series features 14 different styles. In addition to the 16 gauge welded steel, their frames are 1" x 2" and they have an interchangeable screen panel. There are some limitations on two of their designs. All designs come in double doors. Colors available are black and white.

Grisham Security Storm Doors

The Sentry series offers as a standard feature double bore lock box. Twenty-six different styles are offered. This series is designed to accept most 2 3/4" backset locksets. The frames are 1" x 2" with interchangeable screen panel. And they can be keyed to most entry doors. Colors available are black and white.

These doors are heavy but open and swing easily due to the five hinges on which the doors are hung. The styles and colors are tasteful and add to any homes appearance. They provide for a high quality of security. Doors which open out are harder to kick in and burglars do not want to be seen when they are attempting a home invasion. Police indicate they like to see security doors which open out, and insurance agents say doors which open out can be better protection than a burglar alarm. The reason is to gain entry, the home invader has to use a truck to pull the door out of its frame. This action draws attention to him, something he does not want. So when burglars see a home with these type of doors installed they will go to the next house.

The interchangeable screen panel and self-storing glass allow for ventilation while preserving their security features. When the panels are closed the tempered glass provides a natural barrier between the Grisham doors and the front door, which will increase the insulation value of the opening and decrease heating and air conditioning costs.

Grisham Security Storm Doors

David has been writing articles for nearly 2 years. Come visit his latest website that discusses products such as the best steel security doors and a sliding glass door security that can be useful in your decision in your home security needs

Tuesday, February 19, 2013

How to Stop Home Break-Ins - Eight Simple Tips to Prevent Burglary and Enhance Security

Burglars break into a home every 15.4 seconds according to the FBI. It's the most common threat to your home's security. With some minor changes, you can protect your home from break-ins.

Burglars want to get into a house quickly and quietly, so if you make your home difficult to break into, they'll usually move on. Here are eight easy ways to make yourself less of a target and beef up the security on your home.

1. Lock all windows and doors. This one may seem silly, but many burglars get into homes because the owner forgot to lock their windows or doors. And don't just keep your windows and doors locked when you're gone-lock them at night when you're asleep too.

How to Stop Home Break-Ins - Eight Simple Tips to Prevent Burglary and Enhance Security

Some windows come with special interlocking mechanisms designed to prevent burglars from slipping credit cards or similar items in and unlatching the lock. If you have a window with this interlock system, make sure the windows are aligned properly, or the lock won't protect you adequately.

2. Hide spare keys in less obvious places. Maybe you keep a spare key under the welcome mat. On top of the doorframe. In the garage under a paint can. In a stone turtle in your garden.

Burglars know to look for spare keys in these places. Find somewhere more hidden and less obvious to keep your spare key.

3. Beware of open windows. Don't windows open while you're not at home. A burglar can easily get in. If you leave windows open at night, only open them about six inches, and make sure they can't be opened further from the outside. And never leave windows near doors open, or the burglar could reach in and unlock the door.

4. Reinforce any glass near or in a door. A window near a door is a prime target for burglars. A burglar could break the glass, then reach in and unlock the door. If you have a choice, don't put windows within one foot of a door. If you already have windows near the door, or have glass in or around your door, make sure the glass is tempered safety glass. This glass is four times stronger than regular glass, so a burglar won't be able to break it easily.

5. Get a quality, 1" deadbolt. Basic locks can easily be picked or bypassed. Deadbolts, on the other hand, extend from the door into the doorframe, creating a strong lock that's tough to beat. Multi-point locking systems, with several deadbolts spread up and down the door, provide even greater security.

6. Protect your entry doors from kick-ins. The most common method of forced entry is to . Many doors are easy to kick in, even if they have a deadbolt. That's because the area around the lock is reinforced with wood. When a burglar kicks at the lock, the lock often rips straight through the wood around the lock.

To better protect your door, get a 20-gauge metal plate to reinforce the lock area. A deadbolt with a lock area reinforced by metal, is virtually impervious to kick in attempts.

7. Reinforce your patio door. Most patio doors have latches, not locks. Burglars can force latches open from the outside. A simple way to enhance the security of your patio door is to put a wooden block or rod in the track, preventing the door from being opened from the outside.

Burglars can also just lift the patio door off the track. Since patio doors are on rollers, they aren't actually secured to the track. To prevent this, make sure your rollers are working smoothly and your door isn't wobbly, as this indicates a burglar could easily pick the door up.

The best way to protect your sliding patio door is with an auxiliary foot lock. Foot locks have metal rods that extend into the metal track, creating a deadbolt for your patio door. This prevents the door from being opened even if the latch isn't in place, and it stops the door from being lifted.

8. Get a timer for your lights. Burglars often case neighborhoods, looking for homes where the lights are out night after night. This tells the burglar that the owners are out of town or on a trip, and that house.

Don't paint a target on your house. Get a light switch timer. These are available at most home improvement stores. They turn your lights on and off at a time you set. So you'll look like you're home even when you aren't.

How to Stop Home Break-Ins - Eight Simple Tips to Prevent Burglary and Enhance Security
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Saturday, February 9, 2013

Child Care Center Business Plan Template

If you are planning on seeking funding or investors for your daycare startup then a solid child care center business plan will be essential for proving the feasibility of your idea to them. There are also some other compelling reasons why you should take the time to prepare this important blueprint for business success. If you are going into business with a partner, a business plan will allow both of you to make sure that you are thinking along the same lines. And even if you are going it alone and have nobody to impress, a plan offers you a way of getting all your thoughts and research down on paper in one structured report.

A business plan allows you to see if your child care center is viable and helps you to set goals and benchmarks that you can later measure your progress against. Below we offer a child care center business plan template. The ideal way to put together a plan is to look at a few that have been done for other child care centers and then make adjustments to suit your unique situation. It can be an extensive report or something brief that fits onto one page.

Data Center Facility

What to Include in a Business Plan for a Child Care Center

Child Care Center Business Plan Template

1) Executive Summary

This is a summary of your daycare business plan and it should be written after the plan is complete. Detail the contents of your plan and declare some of the conclusions that you have made.

2) Company Mission

Put money aside for a minute and write a little about how you want to fit in with and impact your community in a positive way. Write about the importance of child care in society and your personal philosophies on early childhood development and daycare. What kind of image do your want to project?

3) Table of Contents and Introduction

Introduce the reader to your business plan and let them know what kind of daycare you have in mind. What is the basic concept? What services will you offer? What age groups will you care for?

Set out a contents page so that readers can easily navigate their way through the report.

4) Background

You should include some background on the child care industry to help readers to better understand the present state of the industry and how your business will fit into it. Personal backgrounds of yourself and other key players should also be included to let readers know who you are and what led you to the conclusion that you want to enter this industry. What skills, experience or attributes do you have that make you particularly well suited to setting up and managing a child care center? Attach any supporting documents such as your resume to the business plan as an appendix.

5) Objectives

Summarize your financial goals as well as any expansion plans that you have for the daycare over your first two or three years in business.

6) Startup Requirements and Financing

List out all anticipated startup costs and other hurdles that must be overcome before you open your doors to families. How you propose to finance the new business?

7) Business Structure and Legal Considerations

Will the child care center be a sole proprietorship, a partnership or a corporation? Include details on the daycare licensing process for the state in question as well as other local regulations that must be complied with such as zoning and building safety requirements. What insurance policies will be necessary to protect the business and its owners from property damage or liability claims?

8) Organization

How will your daycare be managed? Your daycare business plan should include information on the ownership structure (if there are other owners involved). Set out a plan for taking on and managing staff including hiring practices, necessary qualifications, wages and other policies. Outline job descriptions for each position and set out a clear hierarchy showing which managers are responsible for which employees.

9) Market Analysis

A good business plan will usually have an analysis of the local market. This is where you can present the findings of any market research that you have undertaken. Your market analysis should include information gained from surveys with prospective daycare clients in the area to find out more about them and about what they are looking for in a daycare service. You can include demographic data about your local market here and attempt to establish some typical customer profiles. Discuss your proposed location and why you think its location is strategically significant.

Look at a variety of niches within daycare such as infant care or after school care and decide on the niches that you will go after with your set up and your marketing. Give details on all local competitors and suggest ways that your daycare could offer unique services that differentiate it from these other market players. Look at their strengths and weaknesses and try to come up with the ideal service for your market that is an improvement on the services that are already available.

10) Marketing Plan

Put forward a marketing plan for gaining new customers. Outline a branding strategy, a pricing strategy and how you will consistently promote your daycare to local families. Try to identify precisely what advertising and marketing methods you would use to get leads and what sales approach you would use to turn prospective families into new clients. Write an online marketing plan discussing a proposed website for the child care center as well as a strategy for bringing targeted traffic to the site.

11) Financial Plan

Lastly, you should include some detailed financial forecasting. Estimate revenues and expenses over a period of two years and set these out in a spreadsheet. Profit or loss can then be projected based on these estimates. Put forward several different scenarios where for example costs are higher than expected or income is slower than expected. Identify the break even point or the point that the business becomes profitable.

A good child care business plan template along the lines of the one that we have outlined above will give you a clear direction of where you want to go, will help you to measure progress along the way and ultimately will help you to reach your personal and financial goals.

Child Care Center Business Plan Template

For more ideas on child care center business plan templates and samples check out Start a Daycare Business. We have reviewed some of the top Daycare Guides that are helping beginners to fast track their way to success in the child care industy.

Wednesday, February 6, 2013

Plasma Donations Put a Price on Human Life

Reminiscent of a medical facility, this plasma center, built only a year before is brimming with white lab coats, face shields and medical gloves. The sound of Velcro and beeps from blood pressure machines and the whirring of hematostats as they separate blood and plasma fill the air.

The appearance is all so sterile and clinical, but the workers here are not medically certified, they are only required to have a high school diploma and all are trained by each other. Of the almost 70 workers in this building, besides the LPN nurses and the one RN, certified phlebotomists (medically trained personnel that collect blood, plasma and tissue samples from patients) are 10 % of the workforce here which is a crapshoot for professionalism in the taking of blood and plasma.

Data Center Facility

As the donors (people who give a voluntary gift of plasma) are processed through, their vitals are taken and their appearance assessed as per the companies standard operating procedures (SOP). 38% of those interviewed come because they need the money to help pay for food, rent or bills, 60 % donate because the money supplemented their vacations or spending money, the other 2 % came because they believed that they were "Saving Lives." Most are not your typical college students, but instead housewives, part-time workers or the working poor.

Plasma Donations Put a Price on Human Life

Plasmapherisis (the removal, treatment, and return of blood plasma from blood circulation) began back in the 1940's in order to harvest clotting agents by the pharmaceutical companies - now there are more than 500 donation centers in the United States and more being built every day.

The buying and selling of Blood and Plasma is a multi-billion dollar per year business. Plasma is more commercial than Blood and can not be synthetically replicated. In 1988, more than 21 years ago, the industry made over 2 billion dollars per year alone making the current numbers staggering, but incredibly secret.

US Federal regulation is more liberal than anywhere else in the world allowing up to 60 liters (127 pints) a year. The next highest producing country is Canada allowing only 15 liters per year, which is the recommendation from the World Health Organization. More than half of the plasma used in medicines worldwide is from the US.

While US donors are the source of 60% of the world's plasma, foreign companies like huge mosquitoes, are the ones that control the product from Japan, West Germany, Austria and Canada, flying in to the US to puncture the blood and plasma supply and then fly the profits home to feed on them. Not only do foreign companies own the majority of plasma collection centers, the majority of plasma medications are also sold abroad as well.

There are two different types of plasma donations...the first is non-profit. The largest would be The American Red Cross. According to FDA regulations, truly donated plasma and blood, without any funds exchanging hands between the donor and the organization, is the only blood or plasma that can be transfused into humans. If an individual is paid any money at all, for their time or for their plasma, it can not be used to "Save Lives" per se. Because for-profit donation centers feed on the need or the greed of the economic world temperature, non-profit donation centers are suffering. When non-profit donation centers suffer, then those who need plasma: burn, shock or trauma victims go without. Those looking to make a humanitarian donations should be donating blood and plasma at non-profit donation centers like the American Red Cross.

Donations that are "paid" for are sold to drug and research companies and with the economic downturn of 2007-2009, plasma donation centers are on the rise with one of the largest Austrian Pharmaceutical backed donation centers achieving a 19% rise in stock prices within a quarter while other markets were plummeting.

The ethical question of Plasma Donation comes at a cost. Organ donation is not an unusual thing, but bodily "donation" that is suppose to help and not hinder human survival is questionable when big business gets involved, and for-profit donation of blood and plasma is very big business.

Plasma that is donated to drug and research companies is refined down and made into medicines that "Save Lives". What is the cost of those medicines to those that would die without them? ,000.00 to ,000.00 per year, which can really change the slogan, "We Save Lives" to "We Cant Afford to Live". Those without insurance or government funded backing can not afford the medications or treatments and without those "donated" treatments, die. Most are government funded solutions, which means tax payers, donors or non-donors, are paying to treat those that would die without the treatments that are suppose to be a voluntary gift...so the saying, "Give until it hurts" may be more applicable.

For-profit donation centers started targeting college students in the 1970's to improve the quality of the plasma supply. Companies speculated that college students should be healthier than the average population. In 1999 a study was conducted by Ohio University which found that university plasma donors were not as healthy as once thought. Paid donors are three times more likely than non-donors and four times more likely then Red Cross donors to drink alcohol five or more times a week. One eighth of non-donors, one quarter of Red Cross Donors to one third of paid donors smoke tobacco. Consumption of toxins or unhealthy lifestyle is not the only issue at hand today, body piercings, tattoos and branding are other issues that pose unhealthy donation bases as well. Body art is not always visible and unless confessed to, can not always be subject to scrutiny by the donation center.

For profit donation centers will pay .00 -.00 dollars for the first donation and then to encourage the donor to come back, will pay a higher price for the second donation within the seven day period.

Depending on the weight of the individual, the donation center will take 690mL to 880mL per donation. The 880mL bottles bring a price of anywhere from 0.00 to ,700.00 when sold to the Pharmaceutical companies. If there is anything wrong with the plasma, if it's hemolysised (infused with red blood cells) or if the plasma is lipemic (excess fat within the plasma) the plasma is sold to veterinarian companies and bring a lesser price for the donation center.

Plasma donation was worth approximately 4.5 billion dollars in 2007. Today there are approximately 1.5 to 2 million donors worldwide and is expected to grow significantly in the struggling economy of 2009.

Because of the rapid growth within the industry, corporations train their workforce to take the donations, paying an average of .00 per hour. The workforce usually does not have medical certification or medical training unless they are one of the 8 LPN's or RN's that are hired. A licensed medical doctor covers the center with his license, but he is rarely seen on the floor of the center. He comes in maybe once a week to sign charts and watch vitals being taken once on those being trained and then he is off again, taking only his cut of the centers profits. The corporate training is not done by the LPN's or RN or even by the doctor, it is done by regular employees that do not have medical certification or license.

Corporate training consists of reading of Standard Operating Procedures in a conference room for several hours, sometimes days, then you are put out on the floor with a trainer to watch him/her go through the motions. If you have an efficient trainer, then you can process with professionalism, but if you do not, then most Medical Historians (Someone who takes vitals, transcribed medical information and does basic phlebotomy) struggle and their bedside manner, technique and record keeping will leave much to be desired and the donors do not get the care that they may need.

In this center, processing time is a task master. This center processed 570 donors in one day with an average of 390 customers a day. From the time donors check in with the receptionist until they scan out they are timed. Time is money in this industry. When doing vitals, the Medical Historians are given a maximum of 1 minute 21 seconds to complete the processing of the donor and sending them out to the phlebotomy floor for the donation which is not much time to practice accuracy. There is no time to check your gloves for contamination issues such as plasma, mucus or blood, so donors are subject to cross-contamination every time they come into the center. Company policy states that gloves should only be changed when they are contaminated with blood, torn, cut or every two and one-half hours.

That is to save time between donors and the crack of the whip comes from the managers as they wait with stop-watches and pink slips over their white coated slave labor force. The Medical Historians are moving so fast in order to keep from getting fired that there were 2 contaminations of workers within 2 months...both from filled but broken capillary tubes that were shoved into the workers skin through their gloves or through their lab coats and scrubs and into their skin. One contamination happened when a Medical Historian tried to pull a hair out of her mouth and realized that she had just consumed the previous donors blood. Donors have to ask specifically to have the Medical Historians "change your gloves" before they are allowed to do it.

Phlebotomists on the floor are moving just as fast. They have one minute to clean, find the vein and stick the donor. They can stick 3 times, twice per arm unless there is a loss of red blood cells or the donor is in danger and needing saline, then they can stick the third time for emergencies. This causes the likelihood of Hematomas (Blood that collects under the skin or in an organ) for the donors, large bruises over 3 inches and tender areas on the arm. Sometimes, because a donor has to be stuck twice, both arms result in hematomas. Donors have to heal up for several weeks before they can return to donate, which makes the donation process an unreliable source of income for anyone.

When this center is running at full gear, processing 570 donors per day, most who work an 8 hour shift are not allowed to take lunches and sometimes not allow to take bathroom breaks. The pace is fast and furious and as soon as the donors are processed and the plasma is back in the lab, they tear down the used sets and get ready for the next donor. Used sets can be dangerous, they are suppose to be heat sealed but sometimes if there is equipment failure, the tubing doesn't get sealed completely and when the phlebotomist pulls the tubes off the machines, plasma can splash up and out into the face, unprotected arms and saturate clothing. The Personal Protective Equipment required by OSHA doesn't always cover everything it needs to cover, especially since Personal Protective Equipment is not fitted or trained on, so the workers are in constant hazard of contamination, which happened at least once within a 3 month period of time in this center. There are not only hazards to the Employees, but to the donors as well in this atmosphere. Because the center is trying to fill beds as soon as possible, sometimes beds are not cleaned before the donors sit down and donors can find themselves sitting in the blood of the last donor.

There are 22 Right-to-Work states in the US, which means that in order to receive lunch and bathroom breaks, they have to be contractual or within Union Guidelines, if they are not, the Department of Labor can not enforce bathroom breaks or Lunches for the workers. Of the 22 Right-to-Work states, plasma centers flood at least 13 of those states, and build fewer plasma centers in non-right to work states.

Employees have a hard 8 to 10 hour shift in front of them, not only working long hours without breaks, but working in a precise and fast paced environment as well and without the certified medical training that is desired.

Because they do not have the training and because the bottom line pushes ethics, sometimes shortcuts are taken. When the plasma is delivered to the lab, the lab tech has only 30 minutes to process all those bottles. If the bottle is leaking, that bottle has to be thrown out because it is air contaminated, if the bottles take longer then 30 minutes to process before being put in the storage freezer, they are thrown out, a loss of a lot of money. What has happened in the past is that the lab tech will push the bottles back over into more time to process, or the lab tech will process an air contaminated bottle and just wipe it down, or instead of taking samples from each of the plasma bottles as required by FDA, they will open one bottle and take all the samples from that one bottle...because it saves time. These infractions can close a center, but only if it is caught and reported to the FDA, which questions the purity and usability of the plasma in the system and poses the question of contamination of medications as well.

Workers who stay in this business have after 3 months suffer from foot problems, back problems, hip problems, headaches, varicose veins and neck problems that are not covered by Workman's Comp and the conditions are not covered by OSHA. This doesn't include the possibility of contamination that may render them with HIV, Hepatitis or other communicable diseases. These are long lasting ailments and conditions with long lasting effects. Although there are only a few that stay in this field longer than 6 months, Supervisory positions are no better.

Supervisors have demanding jobs as well. They oversee the operations to maintain not only FDA standards but also the Company's SOP (Standard Operating Procedures). Supervisors not only man the course of Medical Historians, but also phlebotomists on the floor and incoming data entry. A supervisor must be trained and tested on all aspects of phlebotomy and medical history as well as incoming data. If the Medical Historians and Phlebotomy work 8 to 10 hour shifts without lunch or bathroom breaks, then the supervisor works 12 hour shifts with the same conditions and with the added responsibility of catching all non-conforming events that may give the center a Quality Incident Report that, depending on the severity, may be reported to the FDA if it effects the health of the public.

When new donors come through the door, they are required to read a "New Donor" booklet, which has in it all the side effects, what to expect and some of the documentation that they will be required to sign. From the time they check in until they are done reading the book, even the donors are timed, up to 10 minutes to read their packet of legal documents. After they are done reading, they are asked for two forms of identification, usually a current driver's license and social security card will be sufficient. If the driver's license is not current or an address is not current, then a piece of mail that is dated less than 60 days can be used to verify the address. Social Security must be verified by Social Security Card, current Tax Information or Pay stub.

Plasma donors are usually not aware of side effects and most likely told that plasma donations are safe in the long term...the reality is that 7% of the human population has an anaphylactic reaction to sodium citrate or saline of which they will need intravenous medications immediately. If they do not receive treatment within minutes, the reaction is fatal.

In this center, we have at least 5 to 6 lesser reactions a day, sometimes more. Immediate side effects can be fainting, bleeding, edema at the venipuncture site, nausea, vomiting, drop in blood pressure, faintness, dizziness, blurred vision, coldness, sweating or abdominal cramps.

If allowed to progress the side effects can be tingling around the mouth or in the limbs, muscle cramps, metallic taste in the mouth and further reactions can lead to irregular heartbeat or seizures.

After prolonged donations, 12% of donors will have a lowered level of antibodies, causing an inadequate immune system response and the probability of increased infection or disease for the rest of their lives.

Plasma donations can save lives, especially when given freely and as a humanitarian gesture...drug and research companies would like the public to believe that they are the good guys in order to increase the bottom line in this Multi-billion dollar business, profiting on the generosity of some and the desperation and greed of others, treating donors like Cash Cows grazing on the bottom line.

For-profit donations feed a fire-storm of ethical questions such as, "if selling human organs is immoral, unethical and illegal, then what makes selling Plasma any different?" "If harvesting a human organ and holding it ransom to those that can pay the price to live, if selling it to the highest bidder is wrong, then isn't harvesting plasma and selling it to those that would die without it the same thing?" What is the cost of a human life? With 15 million donations a year, the plasma industry looks the donor gift horse in the mouth everyday and laughs all the way to the bank. For-Profit plasma companies have a win-win situation...donors give their plasma or practically give their plasma to the industry and the blood sucking, plasma hoarding corporations can turn around and charge ,000.00 to ,000.00 a year to allow a person to live, long term cost projections are at .7 million to .9 million for medications that allow one person to live a normal life...and now we can put a price on what a human life is worth to the plasma industry.

Plasma Donations Put a Price on Human Life

Monday, February 4, 2013

Dell Online (Case Study)

Background (General Facts from Case Study)

Dell is a computer corporation recognized for manufacturing computer systems through parts assemble. In 1983, Michael Dell saw an opportunity in using IBM compatible computers for a new assembly line that can be sold to local businesses. The idea as explained by Michael Dell, in an interview with Joan Magretta[1], is that in the early days of computers' manufacturing, companies had to be able to produce every part of the system. As the industry matured, companies started to focus on single parts and to become specialized in creating items that can be assembled with other parts to prepare a computer. As a result, Dell understood that to have a competitive edge in the market, they needed to focus on activities that drive sales instead of putting capital in producing items that other manufactures are already creating.

Data Center Facility

In the 1990's, the computer market revolved around desktops, notebooks, and network servers. Dell competed with high-end machines from IBM, HP, and Compaq with a product line that provided value-priced systems for consumers and highly reliable networked systems for business. In the late 90's, around 40% of households owned a pc in the US. On the contrary, from the business side, around 80% of the companies still had old server and desktop machines. Management had to approve purchasing orders, which resulted in only 2.2% of servers' sale in comparison to the total purchases for desktop PCs in 1996.

Dell Online (Case Study)

In order for Dell to achieve .8 billion from sales in the late 90's, it had to skip over the traditional channels of using retail or value-added resellers (VARs) to sell directly to the consumers . The "direct-model "or as Michael Dell comments on how his new employees call it "The model" is not that all powerful system. It is simply a way for Dell to cut on the standard supply chain cycle and deliver goods directly from the manufacturer to the customer. They created partnerships with several suppliers such as Sony, Intel, and others to deliver goods effectively at the time of the order to Dell's plant where the assembly took place. The delivery and shipment were outsourced through a dedicated service that also insured delivering the monitors directly from the supplier at the same time. Mr. Dell talks about how suppliers are benefiting from the fact that Dell buys more items from the suppliers keeping no inventory and only requesting faster delivery upon orders.

In 1996, Dell capitalized on the growing number of customers who are using the Internet and launched its online store at dell.com. The online venture then proved to be the most appropriate sales channel that matched the supply chain direct model implemented by Dell.

In its path to compete in the market, Dell had to provide additional services such as DellPlus that enabled Dell to install commercial software packages, DellWare which provided hardware and software from other vendors, and after sales and on-site support services. These actions, as described by Michael Dell, required establishing more partnerships, which Mr. Dell describes as a process of "trial and error". The integration with partners was changing as the technology is evolving and many venders go volatile while others remain sold. Furthermore, looking for an IT company to build the online store brought in very few players, which made Dell accept the overhead of developing the portal in-house.

Enterprise Architecture Issues

Supply Chain Management: The purchase and number of transactions that Dell took in required a properly configured and concise business process. In-sourcing: To meet the demand of the market some parts of the process required the services of other companies that can be in partner with Dell. Quality Assurance: The computer industry is a very dynamic one, which makes quality products stand out when faced with technology-oriented consumers. Business Automation: As Dell advanced into online markets, its sales staff feared from losing their jobs in favor of automated sales transactions. Dynamic Industry: The technology industry requires closely monitoring consumers' trend to maintain a low gap between the point of demand and the point of supply.
Analysis

Supply Chain Management

Supply Chain Management (SCM) aims at integrating all corporate activities to improve relationships at all levels (internal operations, supplier networks, and distribution channel) to meet the competitive edge and satisfy the customer (Al-Mashari and Zairi 2000)[2]. In order to build an effective and complete business process that supports SCM, information among all business partners need to be shared. Information sharing through the Internet reduce the gap for business-to-business (B2B) commerce by enabling seamless integration with enterprise processes among partner corporations (Archer 2006)[3].

Dell developed its internal business process by creating production cells that start assembly at the point of order. It also established an internal information system to make the details of the products under production electronically available to all parties within the chain. To manage the supply of computer parts, Dell maintained close relationships with their suppliers and logistics providers to make their vendors manage the inventory system while Dell focused on product assembly (Kumar and Craig 2007)[4]. In addition, Dell used enterprise technology to make their database and methodologies available to the supplier to understand how Dell works. On the consumer side, orders made through the phone or online through dell.com produced a tracking code that the consumer can use to track the status of his or her order at any time through the phone or on Dell's website.

In sourcing

Organizations worldwide are benefiting from the specialized services offered by various companies. In the shipping and transport arena, companies Like UPS (United Parcel Service) and DHL stand out as masters in their industry. UPS and DHL have established offices and transportation vehicles all across the world. They provide business services through in-sourcing which enables them to be part of the internal business process of companies (Marcum 2007)[5]. To a company like Toshiba for example, after-sales support service would require shipping the damaged computer to and from the consumer's side. For that, UPS would say, "Look, instead of us picking up the machine from your customers, bringing it to our hub, then flying it from our hub to your repair facility and then flying it back to our hub and then from our hub to your customer's house, let's cut out all the middle steps. We, UPS, will pick it up, repair it, and send it right to your customer" (Friedman 2006)[6].

Dell understands that it need not compete unless it would get the advantage in the market. Michael Dell says that one should evaluate the competition field and pick the best one. In that context, after-sales services were contracted with firms who are specialized in that field and can be contacted directly through the integrated supply system to fulfill the requests of the consumers. Furthermore, shipping is handled through multiple shippers to deliver systems to consumers or to resellers across the world. In addition, Dell has saved the overhead cost of monitors' delivery by requesting shippers to deliver from the monitor's supplier directly to the consumer at the same time.

Quality Assurance

In a competitive arena, companies seek to have an advantage through means that are not necessarily related to price. Constraints against outsourcing due to excessive decentralization within organizations can have a negative impact on the value chain process. Combing various options and being open to diversification would support in increasing the speed-to-market and enhancing the quality of products (Ernst 2000)[7].

Dell has an operational facility in Penang Malaysia, which places Dell at a central position near to where most suppliers actually have their factories. Orders for goods come directly to Penang center through the integrated suppliers' logistic centers (SLCs) chain[8]. The Penang center sends emails to suppliers requesting the parts that will be assembled based on the customer's order. The entire model was efficient enough to require no more than 36 hours from order to shipping. In terms of quality of service, Dell has won numerous awards for highest quality. In spite of that, it continues to find means to increase the efficiency of its products. Michael Dell suggested that reducing the human interaction with hard drives during assembly would decrease its failure rate. As a result, the reduction of the number of "touches" dropped the failure rate to 20%.

Business Automation

The general attitude from individuals and employees within organizations is that automation through information systems complicate their internal processes, and might result in cutting down the number of staff (Khatibi, V.Thyagarajan and Seetharaman 2003)[9]. There are several psychological and behavioral problems associated with reluctance to change, which appear to impede the growth of E-commerce. On the other hand, retailers no longer think their web sites are simply an added benefit for their customers since the ROI (Return on Investment) percentages from online websites have far outweighed their bricks-and-mortar counterparts (Casey 2004)[10]. For that reason, the staff involved in the traditional sales process requires training to embrace new technologies and to learn how they can benefit from it.

For Dell online store the response from the consumers was huge, however, at first the sales representatives feared that the online website would reduce the number of sale deals they closed. To overcome this, Dell introduced the cost saving model showing how the online store would support sales representative close more deals and at the same time would produce cost effective results that would have a positive ROI on the business.

Dynamic Industry

Customer relations management (CRM) is a very vital competency that was born from the amount of transactional sales deals through call centers. The process of understanding customers goes through the initial phase of collecting data then analyzing trends and eventually building a knowledge base that will drive the profitable relationship (Liew 2008)[11]. Organizations' use of CRM models is an attempt to get firsthand knowledge that would improve marketing effectiveness, bring more personalization, and build brands among other objectives based on the nature of the business (Anderson, Jolly and Fairhurst 2007)[12].

Michael Dell model is based on keeping no inventory, in order for Dell to maintain that they focused on segmenting their customers into scalable businesses that can be analyzed for their level of demand. Sales executives at Dell used communication skills to elicit information from customers that would further support the demand forecast initiatives at the company. In addition, Dell sent surveys to customers to further understand the satisfaction level with the services provided by Dell and modify its product line and services accordingly. Furthermore, Michael Dell discussed how regional meetings in various countries invited potential customers to further enrich the relationship and give room for comments and feedback about Dell's services. On top of all that, Dell strived to provide information for its customers to help them make proper choices for their IT requirements and gain privileged information about new and upcoming technologies. Dell invested in developing a web portal in the form of "Premier Pages" for high-end customers and another for small to medium businesses at Dellmarketplace.com[13]. Both sites aim at providing information to customers and establishing a single point of access for customers' IT service requirements.

Conclusions

Dell is simply a success story; it shows how one can gain market advantage by simply understanding what brings value to customers. No one, even Michael Dell himself when he started, thought that people would enjoy customizing their PC orders and wait patiently as the order makes its way back to their homes. Some studies talk about how people challenged the initial delivery estimates provided by Dell to see if they were met.

The level of expansion Dell strived to achieve brought in problems as with any growing business. However, by adapting techniques such as In-sourcing and mutual benefit partnerships it reduced its potential staff from 80,000 to only 15,000. Dell also was aware of factors that would hinder its supply chain. For example, they maintained a multiple list of shippers as not to be affected by unexpected delays and organizational issues. In addition, they understood the importance of developing their own enterprise systems in-house to control all the variables and maintain their business processes.

This is one of the best case studies in the IT industry. I believe the level of commitment Dell showed in the model he created is inspiring. On the editorial side, I believe more highlights on the internal infrastructure of Dell's network would have helped in building an understanding of how the supply chain actually worked. Did they use CRM modules, ERP, SCM, or a combination of all? How did Dell secure its information link with its suppliers, were all of them mature enough when it came to Information systems?

Recommendations

Organizations should focus on value adding activities like establishing online portals for their customers. Businesses should conduct frequent surveys to measure the level of service they provide and work on enhancing their products. Organizations should decentralize and enable expansion through global techniques such as out-sourcing and in-sourcing. Building internal enterprise information systems is the most effective methodology for information and knowledge sharing. Establishing multiple touch points with customers, strengthen the relationship and increases satisfaction levels. Meeting global quality standards is the only way to get an advantage in a competitive arena. Internal organization assessment and training is vital to maintain the high spirit of employees and increase their productivity. Management support and funding is a key element in the success of any information system implementation.
References

Joan Magretta , "The Power of Virtual Integration: An Interview with Dell Computer's Michael Dell." Harvard Business Review 76, no. 2 (Mar/Apr 1998): 72-84, 13, 2. Majed Al-Mashari and Mohamed Zairi, "Supply-chain re-engineering using enterprise resource planning (ERP) systems: an analysis of a SAP R/3 implementation case." International Journal of Physical Distribution & Logistics Management 30, no. 3/4 (2000): 296-313 Norman P. Archer, "Supply chains and the enterprise" Journal of Enterprise Information 19, no. 3 (2006): 241-245, 242 Sameer Kumar and Sarah Craig, "Dell, Inc.'s closed loop supply chain for computer assembly plants." Information Knowledge Systems Management 6, no. 3 (2007): 197-214,18. Marcum, Jennifer. "In-Source or Outsource?" BioProcess International, June 2007 Thomas L. Friedman, The World Is Flat (New York: Farrar, Straus and Giroux, 2006), 168. Dieter Ernst, "Inter-Organizational Knowledge Outsourcing: What Permits Small Taiwanese Firms to Compete in the Computer Industry?" Asia Pacific Journal of Management (Springer Netherlands) 17, no. 2 (August 2000): 223-255, 248 Friedman, The World is Flat, 516 Ali Khatibi, V.Thyagarajan, and A. Seetharaman, "E-commerce in Malaysia: Perceived Benefits and Barriers." Vikalpa: The Journal for Decision Makers 28, no. 3 (Jul-Sep 2003): 77-82, 6. Bernadette Casey, "Online Monday blacker than in-store Friday." DSN Retailing Today, December 13, 2004: 13-13,0. Chor-Beng Anthony Liew, "Strategic integration of knowledge management and customer relationship management." Journal of Knowledge Management 12, no. 4 (2008): 131-146. Anderson, Joan L., Laura D. Jolly, and Ann E. Fairhurst. "Customer relationship management in retailing: A content analysis of retail trade journals." Journal of Retailing & Consumer Services 14, no. 6 (November 2007): 394-399, 6. Alorie Gilbert, "Dell Online Marketplace Targets Small Businesses." Electronic Buyers' News, October 2, 2000: 58, 0.

Dell Online (Case Study)

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