Project Report - Dell Technologies Scenario 2
24100-24101 Applied Project in Marketing (Capstone)
Mia Haakonsen Pedersen
Tutor: Peter Rodgers Due: 09.05.2017
Assessment 2A
Bachelor of International Marketing
This paper is done as a part of the undergraduate program at BI Norwegian Business School. This does not entail that BI Norwegian Business School has cleared the methods applied, the results presented, or the conclusions drawn.
Table of Contents
1.0 Internal Analysis p.04 1.1 Product Line Overview p.04 1.2 Business Model Canvas p.04
1.2.1 Customer Segments p.04 1.2.2 Value Propositions p.05 1.2.3 Channels p.05 1.2.4 Costumer Relationships p.05 1.2.5 Revenue Streams p.06 1.2.6 Key Resources p.06 1.2.7 Key Activities p.06 1.2.8 Key Partners p.06 1.2.9 Cost Structure p.07 2.0 External Analysis p.07 2.1 Market Analysis p.07 2.2 Competitor Analysis p.08
2.2.1 Apple Inc. p.08 2.2.2 Microsoft p.09 2.3 Customer Analysis p.10 2.4 Macro-Environmental Analysis p.15 3.0 SWOT-Analysis p.18
3.1 Key Issues Identified p.18 3.1.1 Issue 1 p.18 3.1.2 Issue 2 p.18
4.0 References p.20 5.0 Appendices p.22
The following report comprises Dell’s internal and external situations through various analyses. This is considered essential, as an overview might be helpful to understand the organization’s current environment, predict future changes and make
recommendations of possible improvements in terms of business. The findings in the following sections will be used to conduct a SWOT-analysis that will point out Dell's strengths, weaknesses, opportunities and threats. Subsequently, the company’s three main issues will be derived and identified.
1.0 Internal Analysis
To be able to look at the internal environment, a product line overview and the
Business Model Canvas will be performed to highlight any strengths and weaknesses regarding Dell Technologies and their 2:1 Notebooks. The Business Model Canvas is also presented as a summary in appendices (appendix 1).
1.1 Product Line Overview
Dell is providing its customers a wide range of products; both laptops, desktops, workstations, servers, printers, monitors and accessories. Nonetheless, the 2:1 Notebooks go under the category laptop/tablet, and there are so far two types of 2:1 devices on the market (appendix 2). The first type to be released was the device that is a combination between a tablet that has a detachable keyboard. This first
alternative comes in different versions through the 7000 2:1 series. The other option is a device similar to a normal laptop with the possibility to “bend” the hinges
attached to the screen, allowing the screen to be turned to the opposite side of what is its original locked position. This type of 2:1 notebooks also comes in different versions through the 5000 convertibles 2:1 series.
1.2 Business Model Canvas 1.2.1 Customer Segments
These are the people that Dell would like to create value for. When placing focus generally on the B2C market, the identified segments are students, self-employed, workers with assigned equipment budgets from their employers, and mobile people that need a device with many features. These segments commerce frequently and are therefore in need of a lightweight machine that is able to handle certain
machine being used, making the more expensive notebooks an alternative to suit this need.
1.2.2 Value Propositions
Traditional laptops or workstations are often bulky and heavy, requiring more space.
In contrary to this, tablets do often lack the performance to run Adobe or other analytical programs. Because of this, Dell is giving their customers additional value by merging these two components together into a 2:1 notebook. It is easy to carry due to its lightweight, and can still run more requiring programs. It creates value by offering a lighter and more convenient solution to busy people that commute
frequently. The price, however, is quite high. Smaller machines require smaller components that are more expensive. For instance, the price increases significantly with performance. Compared to a laptop, in terms of specifications, the 2:1’s
performance is not as good. It has fewer ports, which makes it difficult to add other third-party devices like keyboards and USBs.
1.2.3 Channels
Through their own website, Dell is able to communicate with their customers, with a user-friendly design, giving easy access and navigation. The customers are able to contact dell with questions that they might have, either by chatting directly or calling.
By doing so, Dell tries to deliver the greatest possible value to its customers by attending to their needs. Dell does however not have their own physical stores;
opposing to competitors like Microsoft. Based on the fact that Dell only list JB Hi-Fi as their retailer on their homepage, it could make it difficult for them to get their products all the way through the distribution system and to their customers, increasing the difficulty to generate value.
1.2.4 Customer Relationships
Customer relationship is very important to Dell, and one way to strengthen the relationship is through post-purchase customer service, after the purchase of a 2:1 convertible notebook. This would generate loyal customers. However, the lack of retailers makes it difficult to communicate with their customers, making it even more difficult to establish any strong relationships. Their weak customer relationships are also highly affected by their key activities, which are mentioned further down.
1.2.5 Revenue Streams
The primary source of revenue is through the sale of 2:1 convertible notebooks. A steady revenue stream will be created as a result of loyal customer, as the loyal customer increases the probability of the same customer making a second purchase from Dell in the future. A second revenue stream comes forward through sales of accessories suitable for 2:1 devices. Furthermore, to promote loyal customers, Dell has a partnership with Unidays that hands out discounts of their products to students;
generating more sales within one of the main customer segments of the product.
1.2.6 Key Resources
The essential resources Dell need for its 2:1 convertible notebooks are technology, software, programs, competent employees and program developers. By having a skilled staff, Dell will be able to exploit their essential resources, and create value for their customers through the service and product itself. Having knowledgeable
software and program developers, Dell will be able to offer a unique combination of overall resources.
1.2.7 Key Activities
Dell’s mission is to create a notebook that is useful and sought for. By focusing on marketing and customer relationship, it would be possible to emphasise the need for customers to buy this product in addition to or instead of a computer. Dell is
operating within an industry with high a competitive rivalry, thus, making it essential for Dell to emphasise differentiation in their products and services. However, Dell has not been very effective on performing key activities. As seen in the data gathered from the questionnaire (appendix 3), approximately 76 per cent say they have never seen any kind of advertisement from Dell. This results in lack of knowledge about their products among their customers, losing sales to their competitors like Microsoft, due to weak customer relationships.
1.2.8 Key Partners
In line with the lack of marketing activities, Dell is reliant on having partners that can help them leveraging their business model. As mentioned, they already have a
partnership with Microsoft, by offering devices that supports their Office programs.
Although these partnerships are valuable, it is not in particular usual for this industry.
This emphasizes the pressure to improve their key activities.
1.2.9 Cost Structure
Dell’s costs can possibly be divided into five main groups; the first one being raw materials, the different components that are necessary to build their 2:1 convertible notebooks. Second, costs will appear when producing and putting components together to a complete product, including salaries for employees. Dell would also need to distribute their products, which results in a great deal of costs in terms of transportation. To be able to convince their main customer segments to purchase their devices, a great deal of capital is essential in marketing and sales. Thereafter, providing service after the sales have taken place is crucial to achieve loyal
customers. Beyond this process, research and development for future improvements and new editions will also be of cost to Dell. Since 2:1 convertible notebooks recently got introduced, it is hard to find specific numbers related to each activity.
2.0 External Analysis
Next, a few analyses will provide insight in external forces influencing Dell’s
performance and activities. Identifying current circumstances and emerging changes might be helpful for the company in terms of being prepared to respond and maintain a favourable position in the marketplace.
2.1 Market Analysis
Further, we will look into the Australian industries of 2:1 Convertible Notebooks, namely the computer and software retailing industry, including desktop computers, laptops, printers, keyboards and computer game consoles, and the online computer and tablet sales industry with desktops, tablets and notebooks online. The market consists of a few players that have the majority of the market shares.
The computer and software retailing industry has total revenue of $6 billion dollars, and profit of $83,3 million, the revenue is divided on 3050 businesses across Australia with a high competitive landscape. According to Ibis World the computer and software retailing industry in Australia is in its declining phase of the industry life
cycle. The overall industry revenue has been growing the past few years after the revenue-drop during the global financial crisis, however the growth is expected to stagnate from 2017. The industry is expected to grow by 2% over the next 10 years, which is less than the expected GDP growth in Australia; expected to be 2,5%.
Therefore the industry is expected to perform worse than the rest of the economy (appendix 4).
As for the online computer and tablet sales industry, the total revenue is $775,4 million, which is divided between 662 businesses. Ibis reports a steady growth of revenue the past five years. It is expected to grow even more as a cause of
consumers feeling more confident about purchasing more technical advanced and value added products online. The predicted growth of revenue in the 2016-2017 financial years for this industry is 14,9%. The laptop and tablet segment is expected to grow, as a result of the development of the 2:1 notebooks (appendix 5).
Demands for the products in this industry is sensitive for change, due to the
assumption that consumers tend to spend less on non- essential electronics when the economy is either not going too well, or if it is expected to stagnate. The demand for electronics is affected by how optimistic or pessimistic the consumers look at the economy. If they have an optimistic view about the market situation, the consumers tend to spend more on these kinds of products.
2.2 Competitor Analysis
The brands posing the biggest threat in terms of competition to Dell’s 2:1 Notebook, are alternative brands within the computer manufacturing business that consumers, both B2C and B2B, have in their evoked set when evaluating the alternatives when in need for a new computer (appendix 6).
2.2.1 Apple Inc.
According to Dell’s graph (appendix 6), Apple stands as Dell’s highest indirect competitor. Apple describes its own products as something that ‘has been designed for the way we work as much as for the way we live’ (Apple 2017). The importance of simplicity has been emphasised in both consumption and design of the products.
customers. The loyalty of Apple’s customers is one of the strongest in the world, which is only reinforced by how dependent its consumers are on Apple’s own software (Mac OS).
Since founded by Steve Jobs and Steve Wozniak, Apple has grown into a
multibillion-dollar business. In 2004, revenue was estimated at 8 billion US dollars and kept increasing to 230 billion US dollars in 2015. The number of stores
worldwide went from 116 in 2005 to 463 in 2015. Introducing the iPad in 2005, set a new benchmark for the whole industry (Statista 2016), and was one of the initiatives that started the 2:1 Notebooks. Using the information provided by Dell (appendix 7), Apple’s vendor share in Australia is approximately 54%.
Apple’s goal is: “Our goal, in a nutshell, is to obtain stellar products and services within tight timeframes, at a cost that represents the best possible value to our customers and shareholders (Apple 2017).” Apple offers products for many industries; phones, computers, tablets and watches, and the software used in the different products are programmed by Apple Inc. Two of the biggest competitive advantages of Apple’s products are the user-friendliness in terms of simplicity, sleek professional design with rounded edges that comes in different colours and sizes, as well as its strong protection against computer viruses.
In terms of Apple’s marketing strategy, the strength of the brand makes it easy to market their new products. Their ads are simple and effective in communicating the message of their offerings, to whom they are selling to and why you should purchase the product. They broadcast their new products over various channels: the Internet and television. Apple also makes sure to have big billboards (Appendix 8) in highly populated areas as one of their stronger marketing
2.2.2 Microsoft
Microsoft was established back in 1975 by Bill Gates and Paul Allen, and has since that day become one of the worlds largest and most successful IT companies.
Furthermore, Microsoft is the biggest direct competitor of Dell’s 2:1 convertible notebook series. Their mission is: “We believe in what people make possible. Our mission is to empower every person and every organisation on the planet to achieve
more” (Microsoft 2017). Microsoft has a wide range of products that it offers to its customers in a big number of stores worldwide. Microsoft offers its customers the ability to customise and conduct more advanced tasks while also offering
conventional design. In terms of 2:1 convertible notebooks, Microsoft was the first to enter the market, and have managed to be the frontline innovator and manufacturer for this technology. They were amongst the first to take advantage of the detachable screen and keyboard, and has since then been able to maintain this position. In contrary to most other brands that mostly manufacture physical products, Microsoft is known for its computer software, like the ‘Office pack’. However, it is most famous for is the widely used operating system ‘Windows’ that Dell’s machines use. Most of Microsoft’s revenue has historically come from its licensing business segment, which comprises the Microsoft Office software as well as the Windows operative system.
Their goals are clear and simple: “To minimise the impact of their operations and products, and to foster responsible environmental leadership.” Microsoft has a leading market share with its popular Microsoft Surface series, which was the first notebook of this kind to penetrate the market successfully. The design is simple and practical and offers the same functions as Dell’s 2:1. Mainly, Microsoft serves other brands with software. Because of this, Microsoft does not have to create new products/services to sustain.
Microsoft’s marketing is often automated through their products as an integrated part of the software. When a new Windows operative system update is released, the operative system automatically gives the user a notification about it. However, when they decided to launch the Microsoft Surface, they did comprehensive marketing through different channels to reach out to as many potential customers as possible.
Reaching out before the competition was essential. Microsoft did this in both the B2B and B2C markets to maximize awareness.
2.3 Customer Analysis
The customer analysis will be based on secondary data, providing an indication of key market segments and corresponding behaviour and needs. Information derived from secondary data will further be used to create an overview of trends and
depth interviews with the general public and “experts”, to give insight into behaviour and needs of the customers. Further on, a questionnaire, which will cover the
different sides of the decision-problem, will be implemented. Questions based on the information we receive from the secondary data and the in-depth interviews will also be included.
Based on the direct feedback Dell have received on their website from customers who have bought the 2:1 convertible notebook, the feedback is somewhat variable.
This feedback indicates that most of the customers are “students” (31 respondents) and “professionals” (19 respondents). Also, the main reason for purchasing a 2:1 convertible notebook seems to be for “everyday computing” (49 respondents). In addition to this, there are several factors that have been rated. As for the “features” of the 2:1 convertible notebook, the customers have rated a score of 3,2/5,0 for this.
The “value” and “operating system” have both been rated 3,6/5,0. “Performance” has been rated with the lowest score, namely 2,6/5,0. Out of all the customers that have rated the 2:1 convertible notebook, a total of 63 % will recommend this product.
However, it is important to bear in mind that these results only can be used as an indicator for further research, because of the low number of respondents. In addition to the secondary research, we want to dig deeper into the preferences and needs of current and prospect customers.
The in-depth interviews conducted with the general public (appendix 9) indicate that other brands than Dell are preferred, such as Apple and Microsoft. The most
important factors when buying a laptop/workstation are speed, performance, price and battery life. The impression of Dell as a company is that they are a traditional and respected company within the IT industry, but that they are somewhat out-dated, both when it comes to design and performance. The respondents’ general knowledge about the 2:1 Convertible Notebook is varied, but they think the product sounds interesting because of its ability to detach the screen.
For the in-depth interviews with the “experts” (appendix 10), the goal is to get information at an “advanced” level that is outside our level of knowledge. The respondents in these interviews have great knowledge about Dell and their product range. These interviews indicate that there is only a matter of time before everyone
will be holding a 2:1 convertible notebook in the corporate world due to the flexibility and mobility required by the workforce. The general perception of why other
manufacturers, such as Microsoft, are doing better than Dell in terms of 2:1 sales, is that Microsoft have a clearer understanding of what the customers want and that they know how to give it to them. The respondents also think Dell’s late entry into this market can explain some of the reasons that they are behind manufacturers such as Microsoft. About the specifications the respondents are looking after in a 2:1
convertible notebook, these are mainly the same as in a laptop, but all bundled in a shape of a tablet. The respondents also gave important feedback in terms of the negative sides of the 2:1 convertible notebook. They state that Dell’s version of the 2:1 is too heavy compared to its competitors, and that this is an area where Dell needs to emphasize to get “back in the game”. Our respondents also agreed with Dell emphasizing on the importance of good support software because this is where the value comes in. The importance of good support software also plays an important role when it comes to re-purchasing from the same company, because this factor creates loyalty with the customer.
Based on feedback and information received through secondary research and in- depth interviews, four different marketing research questions is defined to cover the decision problem: “How Dell can penetrate new markets and broaden sales of its 2:1 convertible notebook range”. We have considered that the marketing research
questions shall include questions about customers, competition, positioning and attributes. The four marketing research questions are the following:
1. Which brands of laptops/workstations do customers value the most, in general?
2. In which way could Dell make themselves more visible in the consumer market?
3. What are the customers’ most valued attributes when buying computers/laptops, in terms of factors?
4. How much are customers willing to spend on a 2:1 convertible notebook, based on their experience with the product?
In order to answer these research questions in a satisfactory way, we have developed a questionnaire (appendix 3) with 2-3 questions relevant to each
behavioural and cognitive attitudes of each respondent, this to ensure that the width of the respondent’s attitudes is covered. 108 individuals responded to the survey, an amount high enough to cover the marketing research questions, and defining key marketing segments. However, we are aware that a larger number of respondents will give a better result in terms of validity and reliability. Firstly, we will analyse the data we received to answer the marketing research questions, and then we will define two key market segments based on the analysis.
To analyse marketing research question 1, a descriptive design will help figure out which brand that is most preferred. An independent samples t-test will be conducted to determine whether the means of the variable “gender” differs from factor to factor.
To figure out which brands of laptops/workstations customers value the most, we will analyse questionnaire question 1; when purchasing computer products, which brand do you prefer? This shows that 74,1 % of the respondents prefer Apple as their brand. Second comes Asus with 6,5 %. What is worrying, is that Dell come out last with only 1,9 % of the total percentage (appendix 11). Next, we will figure out if this percentage differs from gender or not. The independent samples t-test we conducted shows that “men” with a mean of 2.36 are more likely to buy Dell’s products (mean;
3.0) than “female” which have a mean of 1.76. However, this result is not significant as the significance value is higher than 0.05 with a value of 1.44. We can therefore not be sure that this result is reliable (appendix 12).
For marketing research question 2, we will analyse questionnaire question 14 to figure out which channels the consumers have seen any marketing of the 2:1 convertible notebook from Dell. This will give us an overview of where the
respondents are most active. The source where most of the respondents have seen any marketing is “social media”. A total of 13 % says that they have seen marketing of the product at this platform. Second comes “television” and “online ads” with 9,3 % each (appendix 13). A total of 75,9 % of the respondents says that they haven’t seen any marketing of the product at all (appendix 14). Moving on to marketing research question 3, we will take a closer look at the most important factors attributes for the customers. Then we will conduct a chi-square test to determine whether the means of the variable “occupation” differs from attribute to attribute. Questionnaire question 8: “When buying a notebook, which attributes are most important for you?” will be
used in this analysis. The analysis of this questions shows that “quality” is the most important attribute with 67,6 % (appendix 15). Second comes “price” with 10,2 % (appendix 16). Based on these descriptive statistics, we look to find out how important these two attributes are based on the “occupation”. The analysis shows that the attribute “quality” is most important for each occupation, except those who are unemployed. This result is also significant as the significant value is below 0,05 (,000). The result is therefore valid (appendix 17). For the attribute “price”, the analysis show that “students” are the ones that values this attribute the most compared to other occupations. However, this result is not significant as the
significance value is higher than 0.05 (0,008). We can therefore not count this result as reliable (appendix 18).
To analyse marketing research question 4, we will analyse questionnaire question 9;
“How much are you willing to pay for a convertible notebook/2:1?» and questionnaire question 7; «Have you any experience with convertible notebooks/2:1 devices?» In order to analyse these questions, a chi-square test to determine whether proportions or frequencies are different between how much the respondents are willing to pay for the 2:1 convertible notebook will be conducted. The result shows that most of those who have experience with the 2:1 convertible notebook have answered that they would spend between $1001 and $1250 for this product. Those who don’t have any experience with the 2:1 convertible notebook mainly answers they would spend between $500 and $750 for this product, or that they are not interested in buying the product. This indicates that those who have not tried the product perceives it as overpriced, or that they lack knowledge about the product. The result is also significant; as the significance value is lower than 0.05 (,000) (appendix 19).
Based on these analyses, and the answers received from the questionnaire, we will define two key market segments for the industry. The reason that we will only focus on two key market segments, is because we believe that this will give Dell a better overview in terms of relevance and attractiveness of each segment. We also believe that focusing on too many segments will make it harder to reach each one in the best possible way. A few more analysis needs to be conducted, in order to find the
relevant characteristics of each market segment.
As we learned from marketing research question 3, “quality” is the most important attribute when buying a notebook. As a result of this, we will name key market segment 1 “the quality conscious”. In order to get more insight into this segment, we need to figure out what the main characteristics of this segment are. All the characteristics described in this segment have a significant value lower than 0,05, which means that the results are valid and reliable. This segment includes both genders, but dominated by males (appendix 20). The age ranges from 20-30 years (appendix 21), and most of them have an annual income between $0 and $40 000 (appendix 22). As for the occupation, this segment includes mainly students
(appendix 23), and they are willing to spend between $500 and $750 on a 2:1 convertible notebook (appendix 24).
Key market segment 2 will be defined as “frequent users”, since they spend more than 5 hours a day on their laptop device. It is reasonable to assume that this segment possesses knowledge about the products, and that they disseminate this knowledge to others via word of mouth among for instance. Therefore, it is important to get a foot inside this segment. It is reasonable to believe that this segment
consists equally of males and females. However, this is not reliable since the
significant value is higher than 0.05 (0.218) (appendix 25). Most of the respondents within this segment have an annual income of $0 - $20 000 (appendix 26). In addition to this, the “frequent users” prefer the brand Apple within the laptop industry
(appendix 27) and their preferred computer device is laptop (appendix 28). None of the last two factors are significant as they have a significant level higher than 0,05, and they must therefore be used as indicators rather than “actual answers”.
2.4 Macro-Environmental Analysis
Identifying key external forces that may affect both the company’s activities and performance through assessing the six following factors in the PESTLE-Framework is crucial for Dell to be able to understand and monitor the circumstances in which they are operating. This might be helpful in defining strategic moves that will be beneficial for Dell’s future success. Focusing on concerns that should be taken into consideration and thereby minimise threats, enables Dell to better exploit emerging changes in terms of opportunities.
Political Factors
Political factors mainly refer to the stability of the political environment as well as attitudes of political parties and
movements. It manifests in government influence on tax policies and agreements or regulations regarding trade control, import restrictions and competition regulation. Political factors are not in need of careful analysis or tracking as Australia facilitates a great political system, creating opportunities for brands to establish themselves, spreading their products and protecting them with patents.
Economic Factors
Prevalent economic factors such as economic growth, employment rates and income as well as inflation rates and monetary policies in Australia, are forces that may influence the individual consumer’s purchasing power to a great extent. The Australian economy has been overall stable, although the GDP growth has been weak the past few years. The notebook market has proven very popular amongst consumers – and growing, posing great opportunities.
Socio-Cultural Factors
Lifestyle, buying habits, consumers’ preferences and attitudes is some socio-cultural factors of consideration. Demographic
influences such as population growth rates, level of education, age distribution, distribution of wealth and social class, living conditions and life expectancy rates are some others. This aspect is
representing the culture of the society in which the company is operating. In regards to the Australian market, the culture amongst the consumers and its characteristics represent a big group of modern beings, with a need of always being updated on the latest trends and keeping up with the rest of the society. Current living conditions facilitates a climate for always being available and connected online, a lifestyle requiring a device in order to be present.
Technological Factors
Factors of relevance are existing or possible changes in the technological environment; concerning international influences, infrastructure and communication, access to technology and possible technological change. Even though innovation in
technology has stagnated a bit the last decades, a great deal of pressure on evolving and responding to the consumers needs, keeping up with competition and renewing their brand and position is never declining. In a time where technology is playing the main role, innovators are likely to pop up and affect the market structure, making it necessary any given brand to always be prepared to actively respond to these changes in terms of product offerings.
Legal Factors Legal factors include taxation policies, international trade
regulations and restrictions, national employment laws, health and safety, consumer- and data-protection in addition to industry
regulations in terms of copyrights and patents; current or emerging legislations for the industry which are setting the legal frames for operations. In similarity to the political factors, the Australian legal- system is well functioning, facilitating opportunities for the IT- industry including the Notebook market.
Environmental Factors
Moving forward to the sixth and last force; environmental concerns of the industry is assessed of some concern. Recent additions of regulations and restrictions in regards to pollution - as well as the fact that attitudes of customers in terms of preferences for green, ecological and vegan products is increasing, is a reality. More consumers are getting conscious of the ethics behind the companies they consider to purchase from. Being aware of this and being proactive, may pose an advantage for Dell to retrieve a favourable reputation in regards to the matter. Looking into the notebook market, there is not yet a great focus on environmental responsibility among the competing brands, leaving an opportunity of a first mover-advantage in this area. From a different view, the increasingly environmental-consciousness place a great pressure on the industry and may be a concern if Dell does not manage to keep up.
3.0 SWOT-Analysis
Subsequently after conducting both internal and external analyses; looking into Dell’s internal climate in terms of strengths and weaknesses regarding the company and external forces that may affect their activities and performance in terms of emerging opportunities and threats (appendix 29: SWOT-analysis for Dell Technologies), three issues of concern are presented in the section below.
3.1 Key Issues Identified 3.1.1 Issue 1:
The first key issue is the lack of market efforts and advertisement activities for the 2:1 Convertible Notebooks. As derived from the questionnaire (appendix 3), 76 per cent of the respondents stated that they had not seen any marketing of the 2:1
Convertible Notebook. Weak information about Dell amongst potential customers is a concern as their lack of appearance might decrease customer preference (appendix 11). Microsoft was the company establishing the market of 2:1’s, thus; they have been able to achieve first mover advantage (Barney 1991) and great competitive advantages. For Dell, this illustrates a great threat as competing with such a strong company, putting pressure on the need to strengthen customer relationships to generate more sales. It is therefore essentially important for Dell to be more visible for potential customer to be able to survive as a brand in a competitive market.
3.1.2 Issue 2:
The second key issue is based on the findings regarding customer relationship (appendix 1), highlighting Dell’s weak network of retailers. This issue might make the customer communication inefficient, since the different touch points to reach possible customers are limited. Dell is only listing JB Hi-Fi as their retailer on their website.
This could make it difficult to get their products all the way through the distribution system to their customers, increasing the difficulty of generating value. The low number of retailers could also impair Dell’s ability to spread the 2:1 Convertible Notebook in the market, pushing a negative effect on the margins within this product segment. It is vital for Dell grasp this issue in order to improve their overall sales of the 2:1 Convertible Notebook, in making the product more visible in the market, and could help them decrease the head start of its competitors, such as Microsoft.
3.1.3 Issue 3:
The third issue is regarding Dell’s high prices. Friedel argues that price has a stronger impact on sales than most other factors, and that the impact of a price change is more effective than advertising when it comes to sales (Friedel 2014). With purchasing a 2:1 Convertible Notebook, one might argue that you pay much for less.
It does not possess the same capabilities as a laptop, but offers a lightweight similar option for a high price. Respondents state they are not willing to pay more than
$1001-1250 (appendix 3). This is not a complete price match with the price range of the Dell 2:1 Convertible Notebooks. However, the results from the questionnaire are mostly based on students responding; which generally is a segment of lower income.
Dell seems to be a brand of little interest among potential customers. As a result of Dell being of little interest to potential customers, and the fact that the price does not correlate with customers price range, is likely to lead potential customer to buying less expensive products from more appealing competitors. The high prices also reflect that Dell potentially have a rather weak customer relationship compared to Microsoft and Apple. It will be hard to establish a good customer relationship, and gain market shares when needs and wants of customers does not correlate with what Dell’s current offerings.
4.0 References
- Apple 2017, ‘Apple and Procurement’, viewed 16 April 2017,
<https://www.apple.com/procurement/>.
- Apple 2017, ‘The most powerful products for business are the ones people already love to use’, viewed 16 April 2017,
<https://www.apple.com/au/business/>.
- Barney, J. B., 1991. ‘Firm Resources and Sustained Competitive Advantage’, (Journal of Management: 17, 99-120), viewed 27 April 2017
<http://journals.sagepub.com.ezproxy.lib.uts.edu.au/doi/pdf/10.1177/0149206391 01700108>.
- Burgio-Ficca Claudia February 2017, ‘Computer and Software Retailing in Australia’, IBISWorld, Melbourne, viewed 22 April 2017
<http://clients1.ibisworld.com.au.ezproxy.lib.uts.edu.au/reports/au/industry/atagla nce.aspx?entid=1836>.
- Cloutman Nathan November 2016, ‘Online Computer and Tablet Sales in Australia’, IBISWorld, Melbourne, viewed 22 April 2017
<http://clients1.ibisworld.com.au.ezproxy.lib.uts.edu.au/reports/au/industry/atagla nce.aspx?entid=4170>.
- Dell in Retail Stores 2017. ‘Dell’, viewed 27 April 2017
<http://www.dell.com/learn/au/en/audhs1/campaigns/dell-retail-au>.
- Dell 2017, ‘Dell Secondary Content’, viewed 24 April 2017,
<http://www.dell.com/au/p/inspiron-11-3162-laptop/pd#secondaryContent>.
- Friedel, E., 2014. ‘Price elasticity: research on magnitude and determinants’, publisher: Frankfurt am Main; New York: pp.2
- Microsoft 2017, ‘About’, viewed 17 April 2017,
<https://www.microsoft.com/en-us/about/>.
- Pestle Analysis 2015, ‘An Overview of the PESTLE Framework’, viewed 26 April 2017
<http://pestleanalysis.com/pestel-framework/>.
- Statista 2016, ‘Facts and statistics on Apple’, viewed 16 April 2017,
<https://www.statista.com/topics/847/apple/>.
- Statista 2016, ‘Microsoft - Statistics & Facts’, viewed 17 April 2017,
<https://www.statista.com/topics/823/microsoft/>.
- Turner T., 2011, ‘A history of apple in outdoor advertising’, viewed 8 May 2017,
<http://www.thehangline.com/creative-examples/a-history-of-apple-in-outdoor- advertising/>.
5.0 Appendices
5.1 Appendix 1: Business Model Canvas
5.2 Appendix 2: Dell’s 2:1 Convertible Notebooks
5.3 Appendix 3: Questionnaire
Q1: When purchasing computer products, which brand do you prefer? Choose one.
- Apple
- Microsoft - Dell - HP - Acer - Asus - Lenovo - Toshiba - Other
Q2: Which brand is your current main laptop device? Choose one.
- Apple - Microsoft - Dell - HP - Acer - Asus - Lenovo - Toshiba - Other
Q3: Which brand do you prefer within the laptop industry? Choose one.
- Apple - Microsoft - Dell - HP - Acer - Asus - Lenovo - Toshiba - Other
Q4: What do you use your main laptop device for? Choose one or more.
- Work
- Studying
- Watch movies/streaming - Gaming
- Surfing - Other
Q5: What type of device do you prefer? Choose one.
- Laptop - Tablet - 2:1
- Desktop computer - Mobile phone
Q6: Have you heard about convertible notebooks/2:1 devices?
- Yes - No - Not sure
Q7: Have you any experience with convertible notebooks/2:1 devices?
- Yes - No
Q8: When buying a notebook, which attributes are most important for you?
Please rank the most important to the least important. Drag the alternatives to get the correct order.
- Quality - Weight - Price - Brand - Service - Software - Design - Battery life
- Memory capacity
Q9: How much are you willing to pay for a convertible notebook/2:1? Choose one.
- Less than $500 - $500 - $750 - $751 - $1000 - $1001 - $1250 - $1251 - $1500 - More than $1500 - Not interested to buy
Q10: How many hours do you approximately spend on your laptop device daily? Choose one.
- Less than 1 hour - 1-2 hours
- 2-3 hours - 4-5 hours
- More than 5 hours
Q11: What do you associate with Dell? Please write three attributes in the bow below.
Q12: How often do you buy a new laptop device?
- Every year
- Every second year - Every third year - Every fourth year
- Rarer than every fourth year
Q13: Have you seen any marketing of the 2:1 convertible notebook from Dell?
- Yes - No
- Don’t remember
Q14: If yes to the previous question, where? You may choose more than one.
- Social media - Television - Online ads - Email
- Posters/billboards - Newspapers/magazines - Radio
- Other
- Have not seen any marketing
Q15: What is your age?
- Under 20 - 20 to 30 - 31 to 40 - 41 to 50 - Over 50
Q16: What is your gender?
- Male - Female
- Do not wish to answer
Q17: What is your approximate annual income?
- $0 - $20 000 - $21 000 - $40 000 - $41 000 - $60 000 - $61 000 - $80 000 - $81 000 - $100 000 - $101 000 - $120 000 - $ 121 000 - $140 000
- More than $140 000 - Do not wish to answer
Q18: What is your occupation?
- Unemployed - Employed full time - Employed part time - Student
- Student employed part time - Retired
5.4 Appendix 4: Computer and Software Retailing in Australia
5.5 Appendix 5: Online Computer and Tablet Sales in Australia
5.6 Appendix 6: Graph for Dell versus Competitors
5.7 Appendix 7: Vendor Shares
5.8 Appendix 8: Billboard Advertisement, Apple
5.9 Appendix 9: In-Depth Interviews, “The General Public”
Are there any particular brands within the IT industry that you prefer? Why?
What is important for you when buying a new laptop/workstation? (Attributes)
Have you heard about Dell? What do you know about them?
- What is your opinion of them? & - Is this a brand that you would consider buying any type product from?
- (If negative, what do you think Dell should do to improve your opinion about them?)
Have you heard about 2:1 convertible notebooks?
- If yes, what do you think about it? Why negative/positive opinion?
- If no, would you be interested in hearing more about it?
Which brands would you consider instead of purchasing a 2:1 Convertible Notebook from Dell? (Please elaborate)
Do you have any experience with using any of Dell’s 2:1 Convertible Notebooks?
Which attributes do you qualify as the most important when purchasing a new laptop/2:1 Convertible Notebook? Why are these attributes the most important?
Is there anything else you would like to add?
5.10 Appendix 10: In-Depth Interviews, “Experts”
What do you already know about Dell from previous experiences?
Do you have any predictions about the future of the 2:1 market?
- Anything on Dell specifically?
In your opinion, why do you think larger manufacturers, like Microsoft, are doing better than Dell in terms of 2:1 sales?
Which specifications would you find important if you were looking at buying a new 2:1?
Are there any specifications from other Dell products that you would like to see in their 2:1 convertibles?
In regards to the Dell 2:1, what are some positive or negative attributes that you can think of?
- Which improvements could be done to the product line?
Dell emphasizes the importance of good support software, what is your opinion on that?
Is there anything else you would like to add?
5.11 Appendix 11: Preferred Brands
5.12 Appendix 12: Preferred Brands Within Genders
5.13 Appendix 13: Marketing Channels
5.14 Appendix 14: “Have not seen any marketing”
5.15 Appendix 15: Quality Attribute
5.16 Appendix 16: Price Attribute
5.17 Appendix 17: Quality and Occupation
5.18 Appendix 18: Price and Occupation
5.19 Appendix 19: Experience and Price Perception
5.20 Appendix 20: Key Market Segment 1 and Gender
5.21 Appendix 21: Key Market Segment 1 and Age
5.22 Appendix 22: Key Market Segment 1 and Annual Income
5.23 Appendix 23: Key Market Segment 1 and Occupation
5.24 Appendix 24: Key Market Segment 1 and Willingness to Spend
5.25 Appendix 25: Key Market Segment 2 and Gender
5.26 Appendix 26: Key Market Segment 2 and Annual Income
5.27 Appendix 27: Key Market Segment 2 and Preferred Brand
5.28 Appendix 28: Key Market Segment 2 and Preferred Computer Device
5.29 Appendix 29: SWOT-Analysis for Dell Technologies
STRENGTHS WEAKNESSES
- Well established in the marketplace
- Creates customer value by merging a laptop together with a notebook
- Lightweight device
- Prior and Post-purchase service
- Partnership with Microsoft, which provides support for programs
- Well-developed cost structure
- Less capacity than a traditional laptop
- High Prices
- Fewer ports for keyboards and USBs.
- No physical stores
- Weak network within retailers
- Competitors favoured because of first mover-advantage; hard for Dell to win over shares
- Highly dependent on employees to develop programs and devices
- Not actively advertising
OPPORTUNITIES THREATS - Increase marketing efforts and
social media presence
- Focus on new segments;
targeting quality-conscious consumers
- Universities and entrepreneurs can be considered for partnership as they are in need for devices that are able to support certain programs they use for schoolwork or in business.
- Predicted stagnation in the future market
- Strong competitors (Microsoft, Apple Inc., More)
- Technological changes or
innovations put pressure on Dell to always evolve.
Project Report - Dell Technologies Scenario 2
24100-24101 Applied Project in Marketing (Capstone)
Mia Haakonsen Pedersen
Tutor: Peter Rodgers Due: 02.06.2017
Assessment 2B
Bachelor of International Marketing
This paper is done as a part of the undergraduate program at BI Norwegian Business School. This does not entail that BI Norwegian Business School has cleared the methods applied, the results presented, or the conclusions drawn.
Table of Contents
1.0 Executive Summary p.43 2.0 Introduction p.44 3.0 Issue 1: Lack of Market Efforts p.44 4.0 Issue 2: Few Retailers p.44 5.0 Issue 3: Different Perception of Price p.45 6.0 Target Market(s) and Positioning p.45 7.0 Key Strategies p.47 7.1 Key Strategies – Short Term p.47 7.2 Key Strategies – Long Term p.48 8.0 Key Recommendations p.48 9.0 References p.51 10.0 Appendices p.52
1.0 Executive Summary
The aim of this report is to build further on the three key main issues identified in the 2A part, analysing the internal and external environment. Looking further at the collected data, it became clear that brand awareness was not a problem as thought, but rather the great amount of negative associations. The issues of few retailers and high prices are still identified as key issues, challenging Dell to establish customer relationships with the target market. An overall objective to address these issues is to improve their position in the market, highly focusing on strategies strengthening customer relationships and improving their brand image. After identifying the target market as students, workers and general consumers, with taking the presented objectives and strategies into consideration, the final recommendation is to mainly focus on the B2B market, as the B2C market of 2:1 convertible notebooks are a highly competitive market, forcing any company to use a lot of resources to survive, becoming significantly costly. It is argued that B2B would be more beneficial for Dell.
2.0 Introduction
With the three identified issues from the 2A, this report will further build on these as setting specific objectives to address them by implementing corresponding strategies towards the target market. Thereafter, final recommendations will be presented as possible solutions for the issues facing Dell, giving an idea of which directions to take for the future, both in short- and long-term.
3.0 Issue 1: Lack of Market Efforts
The first issue was originally described as being the lack of marketing efforts and advertisement activities for their 2:1 convertible notebooks, resulting in weak brand awareness and low recognition of their products. However, looking closer at the data from our conducted questionnaire, answers to the question of what they associate with Dell, majority of respondents described them as “old”, “heavy”, “work” and
“quality” (appendix 1). It would be possible to assume that the issue does not reflect lack of awareness, but rather negative association affecting their interest. Even though many described them as “quality”, only two respondents preferred them as brand (appendix 2). Dell is also associated with “work”, reflecting that they have only been able to establish themselves within one type of market. Together, this illustrates an overall weak brand image in the B2C market.
Therefore, to be able to address the issue, the objective would be to increase positive associations with the 2:1 convertible notebooks and Dell as a brand, by a certain percentage within the target market. In regards of this objective, it would be important to constantly work on achieving positive associations, to continuously drive interest among the target market to buy their devices. Therefore, Dell should focus on this objective on a long-term basis.
4.0 Issue 2: Few Retailers
The second issue described was their low number of retailers, making it difficult to reach out to their customers and build customer relationships. This issue is also related to the first one, as having weak systems of touch points where meeting customers creates limitations of communication and low spread of products in the
market. This results in minimal knowledge and awareness of the products, overall leading to loss of potential sales.
To address this issue, it is important to improve the availability of the products, as making it easier for the target market to explore them. This relates to the first issue, as increasing the visibility of the products will make people more aware of Dell, and will be a helpful tool to rebuild their image. This further builds on the main focus of creating and strengthening customer relationships, as aiming to achieve an increase in sales, improving Dell’s market share. The objective is therefore to increase
availability in the market of Dell’s 2:1 convertible notebooks as to number of places to purchase it from. This should be targeted in the short-term.
5.0 Issue 3: Different perception of price
The third issue was named “high prices”, as the identified customer segments in the customer analysis in 2A were only willing to pay the second lowest price range (appendix 3). It would be possible to explain this trend since one of the identified segments were students, who in general have low income, combined with the
negative associations. This leads to the perception of the devices not being valuable and worth the prices that are set, reducing interest of purchase. This results in weakening of their competitiveness as not being able to compete on price.
Addressing this issue mainly aims to promote their product as valuable to improve the number of individuals that will be willing to purchase a 2:1 convertible notebook, thereby to increase profits and market share. With this, the objective is to increase the number of individuals interested in buying a 2:1 convertible notebook. The objective will be targeted in the long-term, constantly working on improving Dell’s position in the market.
6.0 Target Market(s) and Positioning
Based on the customer analysis in 2A, the identified main segments which were named “The Quality Conscious” and “Frequent Users” can be summarised into two markets; students and workers. The segments include individuals of both genders, with an annual income between $0 and $40,000. The most preferred brand is Apple,
and the preferred type of device is laptop. Also, the majority are only willing to pay between $500-700 for a 2:1 convertible notebook. However, there is a great potential within these markets, as they are dependent on a device to be able to perform daily activities related to studying or work, as well as being light weighted to carry around between lectures and meetings. Our data can be supported by the findings of Kathrine Zickuhr’s research on “Generations and their gadgets” in the U.S. (Zickuhr 2011). As presented in the report (appendix 4), the age group 18 to 34 is found to be the generation who were most likely of all to own a laptop computer or netbook rather than a desktop. The next age group, 35 to 46, had a similar behaviour. As both the United States and Australia are Western countries, it would be possible to make the assumptions that these trends also will be seen in the Australian market. As stated in the report, 20 per cent in the 66 to 74 year range and 43 per cent of those over 70, did not own any type of device. A possible reason is that people work less or not at all due to retirement, therefore do not have the same need for a device, or generally have lower interest. Therefore, comparing the data from our questionnaire and the research report, it is clear that people in the age range from 18 to 46 are the dominant segment of the industry, who are studying and/or working. Students, business people and general consumers would therefore be the target markets to focus on.
To be able to generate strong customer relationships to improve association and recognition in the market, Dell need to position themselves based on the analysis of the needs and behaviour of their targeted customers, combined with their competitor analysis. As mentioned earlier, Dell is already associated with “work”, indicating an already well-established position within the working segment, however not towards students. As the ‘Pearson Student Mobile Device Survey 2015’ illustrates (Poll 2015), nine in ten college students use a laptop or a smartphone on a regular basis, and only one in ten uses a 2:1 convertible notebook (appendix 5). However, the desire to use 2:1 convertible notebooks for college work is almost twice as much as the
current use (appendix 6). This illustrates a great potential in terms of pushing further on possible interest among students. As understanding the fundamental need of students having a device that can performed required tasks, it would be valuable to look at the positioning for Dell’s current competitors to be able to differentiate
Analysis in 2A was Apple and Microsoft. Apple is well-known for their minimalistic design and user-friendly software, and Microsoft achieving first mover advantage, being the establisher of the market. Based on the behaviour of their targeted customers, the belief of increasing interest, and the position of their competitors, a suitable position would be “the working tool”. Dell should be able to position
themselves and their products as something that is able to “do the job”. Therefore, it will be considered as worthy of the price, thereby establishing themselves as a
valuable candidate when students, and also workers, are in need of a device for their daily routines.
7.0 Key Strategies
Taking the marketing objectives into consideration, the key strategies will help
illustrate what Dell should do to accomplish the goals set on short- and long-term. To be able to improve the position of their products of 2:1 convertible notebooks in the market, as well as being the preferred brand when purchasing such devices, the implementation of specific strategies is essential.
7.1 Key Strategies – Short Term
To address the objectives towards the identified target market, three strategies are presented targeting the short-term. Together, under the short-term period, they represent the strategy of providing products and services that is differentiated among the three segments, regarding type of device, the price, where they are sold and the promotional activities of them.
The first short-term strategy is to design and develop a marketing plan of several marketing activities that are based on the identified customer segments in terms of their behaviour, attitudes and needs. As the report of “Social Media Fact Sheet”
demonstrates (appendix 7), the age group of 18 to 29 has the highest percentage in every Social Media channel, followed by 30 to 49 (Pew Research Center 2017). The strategy will therefore mainly focus on sending content to the segments of students and general consumers through social media. It will create efficient advertisement, sending messages that aim to break out of old stereotypes, changing the attitudes of people.
The second short-term strategy is to expand the network of retailers who sell their 2:1 convertible notebook. Currently, Dell mentions only one retailer on their website, namely JB Hifi (Dell Inc. 2017). The strategy highly focuses on increasing visibility and availability in the market, as being able to reach out to a larger share of the target market. Currently, with only having their own website and JB Hifi as points of sales, the strategy aims to be more present where their competitors are, to improve their competitiveness as increasing knowledge about their band and their devices.
The third strategy is to develop a differentiated pricing policy that improves the value message to each segment, increasing the will to purchase their 2:1 convertible
notebooks. With having a more price sensitive segment of students due to their lower income, this strategy emphasizes the need to set specific prices for them. Combining this strategy with the strategy of developing a marketing plan of marketing activities, promoting the devices as unique to students, it will create feelings of affiliation, not only selling it as a 2:1 convertible notebook, but also creating an identity for students.
7.2 Key Strategies – Long Term
The long-term strategy is connected to developing the market. The issues increase the importance for Dell to address them as improving their brand by re-positioning themselves within each individual segment, to be able to achieve a more positive perception of their brand and devices. By having three different segments, with different interests and needs, it is important to be able to position themselves differently within each one. This will enable them to build stronger customer relationships, improving interest among potential buyers. As already being well- established within the working segment, the long-term strategy focuses on improving their position within the students and general customer segments, and in the working segment grow on their current success.
8.0 Key Recommendations
To improve their position in the B2C market, Dell needs to intensify their activities to achieve stronger customer relationships and greater market share. They need to improve their visibility, as well as their availability, to improve the perception of their brand and to strengthen customer relationships. However, the required activities
often consist of fairly high costs. It is therefore important to look at the relation between costs and benefits.
For the general consumer segment, a helpful tool to improve their position is to take advantage of the 4 P’s; price, product, place and promotion, to create the perception of value. Dell would need to invest in marketing and advertisement activities to create content that will achieve positive reactions with the receiver, in terms of increasing interest to buy their devices, as to improving their brand image. Also, with their lack of availability in the market, it would be important to increase the number of retailers where to purchase 2:1 convertible notebooks from. Expanding their retail network enables them to reach out a larger population of their target market. However, these activities in general tend to be very expensive, demanding a great amount of work in terms of research and resources. It is challenging to create market content that constantly generates interests, as people are mostly driven by emotions. This makes it difficult to affect their perception only in a positive manner, pressuring the
marketing activities to always stay on top of what the customers react to, what they want and what they need. For the expansion of retailers, it is quite costly to sell the products through them. It would therefore be crucial to perform a cost-benefit
analysis to determine whether or not this would be a beneficial distribution strategy. If the findings indicate this being costly, a possible, and cheaper, solution would be to only perform the distribution themselves through their website.
As mentioned, with students having lower income, it is possible to assume that they also are much more sensitive to price. Therefore, Dell should focus on segmentation pricing. By implementing a pricing policy that reflects their economic situation,
performing a segmenting price strategy where lowering the prices for students might result in higher interest as being perceived as more valuable. However, it is important that the reduction of price does not affect their brand image as being cheap, and affects the association of quality. Additionally, Dell would need to focus on the other P’s, as promoting the products as suitable for studying with specified marketing content through the most efficient marketing channels. With marketing and
advertisement being costly, it would be valuable to look at cheaper channels, like Social Media.
For the B2B market however, sales are more driven by numbers and facts rather than emotions, thereby not pressuring the need to advertise in the same way as B2C does. Also, businesses have much more capital than individuals, which results in more pricing flexibility. Thereby, Dell can set higher prices and to some extent perform less activities towards business people. As mentioned earlier in the report, Dell was associated with the word “work”. This indicate Dell as well-established within this segment, meaning that they have achieved great brand image and
position among businesses. As they already have achieved great success within this segment, the need to perform research and use resources to market themselves is therefore lower, and for that reason, the future focus will be to maintain this great foothold within the working segment, growing further on their achievement.
In conclusion, when trying to target three very different segments, it is important to look closer on each of them to identify their differences in terms of needs and interests. Being already known for “work”, Dell need to focus on how they present themselves within the student and general consumer segment as improving their brand image to increase sales. As a short-term recommendation, Dell should look into the three segments and identifying their differences, creating unique content and perform distinctive activities for each of them. However, as mentioned, these
activities consist of great costs, and it is crucial for Dell to perform several analysis of the market to identify the costs and benefits of these actions. Therefore, on the long- term basis, they should mainly focus on the B2B market, as they already are quite successful. The next step will therefore be to implement specific tactics that can help Dell achieve a better position of the 2:1 convertible notebook market, improving their market share.
9.0 References
- Dell Inc. 2017, Dell in Retail Stores, viewed 8 May 2017,
<http://www.dell.com/learn/au/en/audhs1/campaigns/dell-retail-au>
- Pew Research Center 2017, Social Media Fact Sheet, viewed 1 June 2017,
<http://www.pewinternet.org/fact-sheet/social-media/>
- Poll H. 2015, ‘Pearson Student Mobile Device Survey 2015 Pearson 2015’, Pearson, pp. 1-35,
<http://www.pearsoned.com/wp-content/uploads/2015-Pearson-Student- Mobile-Device-Survey-College.pdf>
- Zickuhr, K. 2011, ‘Generations and their gadgets’, Pew Research Center’s Internet & American Life Project, viewed 20 May 2017,
<http://www.pewinternet.org/2011/02/03/generations-and-their-gadgets/>
10.0 Appendices
10.1 Appendix 1: Data from the questionnaire “What do you associate with Dell?”.
10.2 Appendix 2; Data from the questionnaire “When purchasing computer products, which brand do you prefer?”
10.3 Appendix 3; Data from the questionnaire “How much are you willing to pay for a 2:1 convertible notebook?”.
10.4 Appendix 4; Percentage of American adults in each generation who own each device.
10.5 Appendix 5; Device Usages.
10.6 Appendix 6; The Desire to Use Mobile Devices for College Work 2015-2016.
10.7 Appendix 7; Percentage of U.S. adults who use each social media platform.
