Dell computer

Dell (Dell) is a Fortune 500 company headquartered in Rondelac, Texas, United States, founded in 1984 by Michael Dell. Dell is best known for making, designing and selling computers for the home and office, but it also makes and sells servers, data storage and networking equipment.

Dell entered the Fortune 500 in 1992, making him the youngest CEO of the company.

Dell is currently ranked 48th on the Fortune 500 list. Dell has been on Fortune magazine's "Admired Companies" list since 1995, ranking No. 10 in 2001. It rose to sixth place in 2011.

On February 6, 2013, Michael Dell, Dell's founder, chairman and chief executive officer, partnered with global technology investment firm Silver Lake to acquire Dell. [2]

Unleashing human potential - this is the ultimate meaning of technology and the driving force behind everything Dell does. Dell believes that with the right tools and the right skills, anything is possible for people, organizations, and communities.

It inspires people, communities and the world to move forward. Our environmental actions drive customers around the world to join the environmental protection industry, providing technology, education and training to under-resourced young people, so that they can realize their full potential.

Learn more about Dell's efforts as a corporate citizen and join us in discovering new and better ways to make the world a better place.

1984-1987 The company was born Michael. Mr. Dell founded PC Limited at the age of 19 with $1,000 in capital. The hope is to revolutionize the way technology is designed, manufactured and sold.

Going public in 1988-1991 and entering global markets broke out of secondary public offerings and expanded its operations and product portfolio. In order to better serve customers.

Unprecedented growth was achieved in 1992-1995. Dell's rocket-like growth has catapulted it into the top five computer makers in the world, and it has set its sights on the untapped market for web servers.

1996-1999 winning the world, leading the network. Dell quickly expanded its global operations, and the company moved into online sales. And set a benchmark for global e-commerce.

From 2000 to 2004, it expanded to other areas besides PC. Dell is one of the world's major computer systems manufacturers and continues to evolve, introducing peripheral products and products for data centers.

2005-2008 set benchmarks for social and sustainable business development. Dell optimizes its business strategy to meet the end-to-end IT needs of its customers. At the same time, adopt social networking sites and offer free product recycling services.

2009 brings new Dell to life. Through significant investments in intellectual property and research and development, Dell has enhanced its solutions portfolio and capabilities.

 

User alignment

"Alliance with customers" is the strength of the direct sales model. Dell's view of customers and competitors is: "Think about the customer, don't worry about the competition." Many companies are so focused on what their competitors are doing that they become more constrained, spending too much time playing catch-up and not enough time looking ahead. In the domestic channel agency group, excessive competition has been an indisputable fact.

Align with suppliers

Dell has also gone a step further than other PC makers in applying the operational efficiency of the "on-demand group" to the supply system. Dell's direct sales model gives the company a better picture of actual sales, so Dell maintains less than eight days of inventory, while Compaq has as much as three weeks of inventory. Dell plans to share this advantage with its suppliers and also use the network to provide hourly updates to key suppliers.

The link between Dell and its suppliers to purchase raw materials is key to its success. The closer and more effective this connection is, the better it will be for the company's responsiveness. The importance of product flow to the market has two main aspects: first, the value of competition between buyers and suppliers can be shared. Second, no matter what kind of new product, whether it can be quickly circulated to the market is critical to the company's life and death and the trend of market share. The demand for Dell is determined by customer demand, and the lead time is usually within 5 days. And it has only a few days' worth of raw materials on hand. However, through the perfect communication between network technology and suppliers, we always know the inventory situation and replenishment needs.

Dell's channel

Don't think Dell doesn't have "channels"; Don't think Dell cares about "channels."

For the development trend of channels, Dell believes that dealers should change their business model and become pure service providers. In Dell's view, making money from services and trying to make money from hardware sales is "stepping on both sides of the fence", which he will not allow. Dell's channel is called "VAR" (value-added service channel), which mainly does service and value-added work for Dell. Dell is pretty good at configuring and servicing users, but why would users ask VAR to do the work for them? Because Dell deeply believes that VAR is a part of Dell's standard business, they can supplement their shortcomings in market coverage and service energy with more professional service teams.

He was fined $100 million for "financial fraud.

Dell was fined $100 million after one of its executives used fraudulent accounting methods to help the company meet expectations. The Securities and Exchange Commission fined Dell $100 million for "financial fraud," but Dell's chairman, Michael Dell, agreed to pay only $4 million. Dell has not accepted or rejected the SEC's decision.

According to the SEC, Dell received substantial payments from Intel between 2002 and 2006, agreeing to use only Intel chips in Dell computers. Dell did not disclose these special payments to investors, but recorded them as revenue.

Michael Dell and company executives explained the company's growth as a result of "cost cutting" and "component cost reduction," but in fact it was Intel's money that increased the company's revenue, and Dell repeatedly sought additional money from Intel to meet its goals. When Dell later started using AMD chips, Dell's operating profit fell sharply because Intel's payments had stopped, causing Dell's share price to fall and investors to suffer big losses.

Give full play to the advantages of the Internet

Dell uses the Internet to further promote its straight-line ordering model and continuously enhance and expand its competitive advantage. Dell launched its website in 1994 and added e-commerce features in 1996, pushing businesses toward the Internet. The following year, Dell became one of the first companies to reach $1 million in online sales. Based on Microsoft's Windows operating system, Dell operates one of the world's largest Internet commerce sites.

Dell PowerEdge servers run web sites in 86 countries, offer quotes in 28 languages or dialects, 29 different currencies, and receive more than 1 billion views each quarter.

Dell increasingly recognizes the importance of the Internet throughout its business, including access to information, customer support and customer relationship management. On the website, users can rate, configure and receive the appropriate price for the full range of Dell products. Users can also order online and monitor the manufacturing and delivery process at any time. On valuechain.dell, the company shares a comprehensive set of information, including product quality and inventory lists, with suppliers. Dell uses the Internet to bring its industry-leading services to its customers. For example, hundreds of thousands of commercial and institutional customers around the world conduct business with Dell through the company's advanced Web site.

Capital mobility, profit rate, growth

Through continuous hard work, Dell has maintained the balance of growth, profit margin and capital liquidity, and has brought high returns to shareholders. Dell has been ahead of its big rivals in these areas.

Line ordering model

Dell introduced the direct order model to China in August 1998, and its headquarters in China is located in Xiamen, Fujian Province, which includes Dell's business jet production plant and all direct telephone sales projects.

Dell China (hereinafter referred to as Dell) has offices in Beijing, Shanghai, Guangzhou, Chengdu, Nanjing, Hangzhou and Shenzhen, and has the strength to expand sales and marketing to major cities (such as Shenyang, Suzhou, Wuhan and Xi 'an), as well as more than 100 second-tier cities and urban areas.

Customer-oriented marketing strategy

Dell is committed to providing excellent customer service and has a professional sales and technical support team to serve customers in different areas: Enterprise customers: large and medium-sized companies

Global customer

Government and related agencies

Families and small businesses

Target market: Telecommunications

Banking/Tax/finance

government

Multinational corporation

Educational/research institutions

Dell "diversity" model

According to an article in the new issue of "Business 2.0", Dell Computer company, which created the myth of personal computer sales with "direct sales model", has shocked the industry again. In the forecast that the personal computer industry has become saturated, Dell has begun to build its bolder and more expansive "diversified model". Enter almost all hardware product areas. Can Dell's new model succeed again? Many are waiting for answers.

Michael Dell is a myth of the personal computer industry, he advocated the "direct sales model" not only completely changed the pattern of an industry, but also created a large scale enterprise, Dell advocated the "market-oriented" marketing concept has been widely recognized by the industry, its business model has been cited by many companies as a classic. Dell looks more like an efficient assembly plant: chips from Intel and peripherals from South Korea and Taiwan are everywhere, and workers can assemble a brand new computer in three or five minutes, which is sent directly to the end user by Courier in an orderly manner, and the efficiency of which dwarfs that of industry peers.

Nevertheless, Dell Computer Company still encountered a mature enterprise can not avoid the problem: how to make the company, one step further, continue to maintain high efficiency, high efficiency and rapid growth? Obviously, the existing business model has been played to the extreme, can no longer become the source of growth for Dell, the way out can only expand to other industries. It is foresaw this, Dell company in the industry's general wait-and-see situation, and one step ahead, embarked on the "diversified" development road. This is Dell computer company following the "direct sales model" after the launch of another major development strategy -" diversification model ". But will Dell's new venture succeed?

In the launch of the concept of "diversified model", Dell CEO Michael Dell image Dell company is compared to the computer hardware industry in the "Walmart", meaning that Dell to hardware supermarket development, the company into an all-encompassing hardware kingdom, not limited to the personal computer field. In order to achieve this purpose, Dell began to systematically penetrate other hardware industries: network switching equipment, printers, digital products, money counting machines, etc., and almost any hardware products you can think of associated with computers have become Dell's object of expansion.

A realistic and serious problem is that Dell's existing success does not guarantee that it will continue to be successful in these new areas, perhaps in some related product areas, Dell's model has certain advantages, but in most of the new areas, Dell is completely a "newcomer", which will undoubtedly bring serious resistance to Dell's expansion. Although shareholders have great expectations for the company's growth prospects, it is not even clear that these new areas will be as lucrative for shareholders as expected.

As Dell's expansion accelerated, so did the number of competitors, but it was no longer any company that wanted to compete with Dell, it was Dell that wanted to compete with everyone. In this regard, IBM and HP and other old strong enemies have issued a warning to Dell, they believe that the result of this blind expansion will not only make Dell lose the existing competitive advantage, but also lead to the hollowing out of the industry, so that Dell company has no main business and no core competition. However, Dell shrugged off such criticism, saying, "The important thing for a business is to meet the needs of customers, and we have a simple, effective model." The basics are the same no matter what business you're in."

Chinese customer

China Customer Center

The China Customer Center (CCC) began operations in a rented facility in August 1998 and moved into a permanent facility in November 2000. Located near Xiamen Airport in Fujian province, the new China Customer Center covers a total area of 350,000 square feet and has twice the daily capacity of the existing customer service center for servers and three times the daily capacity of the existing customer service center for laptops and desktops. In March 2001, it obtained ISO9001 (2000 version) and ISO14001 certification. In September 2002, it became the first Dell facility worldwide to receive OHSAS18001 Occupational Safety and Health Management certification.

To provide integrated sales and production facilities for Chinese users, including a full range of services and technical support. It has more than 2,000 employees.

China Design Center

Dell began computer-related design work in July 2000 with the goal of facilitating the development of products including new system platforms, peripherals, software and services to meet specific customer needs and market requirements. In July 2002, Dell's China Design Center (CDC) was established in Shanghai to support the company's customer-centric, world-leading technology and strengthen Dell's desktop product design and development efforts.

Dell International Service (China) Center

In October 2002, Dell announced the opening of Dell International Service (China) Center in Dalian, China, to support the back office operations in the Japanese market and improve the effectiveness of customer service, which strongly promoted the rapid growth of Dell's business in the Japanese market. The center became operational in late 2002.

Dell International Service (China) Center is mainly responsible for the important internal operations of Dell (Japan) company, including accounting, information systems related work, and various sales and customer support work.

Global sourcing base

International purchasing outlets have been established in Hong Kong, Shanghai, Shenzhen and Taiwan to strengthen partnerships with suppliers in China and improve Dell's sourcing efficiency around the world. Dell sources a large number of components in China, including accessories, optical drives, printed circuit boards, floppy drives, monitors, speakers, keyboards, mice and input/output devices. Purchases in 2003 amounted to about $8 billion.