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How Do Dixon's Dominate The Electrical Trade?

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Introduction

How Do Dixon's Dominate The Electrical Trade? Introduction In this piece of coursework I am going to study the successfulness of Dixons. I will try to show how they got to be the leading company in the electrical market. I will compare other businesses to Dixons and show whether Dixons are the leading company in electrical goods. I will also present their methods of how they became a successful company. Hypothesis I will research certain websites to find information on Dixons and other companies Dixons own, such as The Link and Currys. The research I will be looking for is reports on how well Dixons is doing, and evidence that they are the market leader in electrical goods. Also I will look at how Dixons began and how it became successful. I am expecting to discover that Dixons is a market leader in electrical goods because they probably own half of the market. Dixons own PC World, Currys and The Link, these are the main companies they own in the UK. However abroad they own other companies like PC City, which is situated in Spain. ...read more.

Middle

Basically make yourself a market niche. The son of Charles Kalms, Stanley Kalms quickly recognised that consumer's interests was in photography. So they both started off selling simple cameras and accessories. However Dixons had to overcome where the consumers value the product more than it's price and the price exceeded the cost of the production. Dixons ended up with its customers valuing the cameras and accessories more than what the retail price was. Also the retail price was more than the cost of producing the products. Therefore they had a gap between the cost of the product and the cost of production, this gap meant the amount of profit they would be making. Clever management skills enabled this gap to be large enough to make a profit. Dixons customers thought that the products were sold at incredible value. The customers enabled Dixons to have a big market share. To increase this market share they sold a wider range of products. In doing this they gave themselves a higher risk, in that they could loose everything if they did not sell the products they aimed at consumers. ...read more.

Conclusion

"one-on-one" style Increased demand for lateral communication (geometric growth in need for information) Increasingly formal communications -- various methods Definition of the Business Few, if any, stated policies Policies evolve from practices (and are often conflicting) Policies get documented for consistency and fairness Strategic Focus Emphasis on reaching the market and generating revenue Emphasis on growth and raising capital to create and sustain growth Emphasis on spending and cost control, less emphasis on R&D and growth strategies Compensation Program Compensation based on need (and availability) Compensation based on need but often administered according to personal or subjective factors Structured compensation based on internal and external equity considerations "How things are around here" Organizational culture mirrors the founder's style and values Organizational culture becomes ill-defined as new people join the company Organizational culture gets redefined and is set as foundation for strategic planning "Roles & Holes" Duties and responsibilities are loosely defined -- everybody wears multiple hats Duties and responsibilities are defined by the incumbents ac-cording to current priorities as they are perceived Duties and responsibilities are officially defined according to current and future organizational needs "Center" Clear sense of organizational purpose Duties and responsibilities are defined by the incumbents ac-cording to current priorities as they are perceived Organizational purpose is formally redefined through strategic planning ...read more.

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