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DellComputerCorporationTeamnumbers:RonanAdelaHelenSusanDaisySnowThecurrentsituationofDellIntroduction1984Createacomputercompany1992Theworld'stop500companies2013Formalprivatization1988GopublicToissueshares1999TheAmericanmarketcamefirstCompanydevelopmentoverviewINTRODUCTIONIndustry:Computerperipherals,Computersoftware,Computersystems,ITconsulting,ITserviceEstablishedbyMichaelDellin1984年　headquarters：Texas,U.S.DependonitsuniqueDellbusinessmodel,itsbecomeoneofthemostsuccessfulcomputercompany.Thatbusinessoperatesinmorethan50countriesandregions.Totalheadcountsis78,700.UntilJune2003,themarketofvalueofdellhavearrived80billions,theturnoverhavereached31billions.Asworldleadingsystemandservicecompany,inranked33rdin500hundred.ProductsNameofthecompanyDellisnamedafteritsfounder,MichaelDell.LOGOMissionDell'smissionistobethemostsuccessfulcomputercompanyintheworldatdeliveringthebestcustomerexperienceinmarketsweserve.MottoThemoremistakesyoumake,thefasteryoucanlearn.ThesoulofDell★Customer★TheDellTeam★DirectRelationships★GlobalCitizenship★Winning1984MichaelDellfoundsDellComputerCorporation1985Companyintroducesthefirstcomputersystemofitsowndesign:theTurbo,featuringIntel8088processorrunningateightmegahertz1987Dellisfirstcomputersystemscompanytooffernext-day,on-siteproductserviceInternationalexpansionbeginswithopeningofsubsidiaryinUnitedKingdom1990ManufacturingcenterinLimerick,Ireland,openedtoserveEuropean,MiddleEasternandAfricanmarkets1991Companyintroducesitsfirstnotebookcomputer1992DellincludedforfirsttimeamongFortune500rosterofworld'slargestcompanies1993Delljoinsranksofthetop-fivecomputersystemmakersworldwideSubsidiariesinAustraliaandJapanarecompany'sfirstentriesintoAsia-PacificregionHistoryHistory.1996OriginalAsia-PacificmanufacturingcenterinPenang,Malaysia,openedCustomersbeginbuyingDellcomputersviaInternetatwww.dell.comDellbeginsmajorpushintonetwork-servermarket1997Dellshipsits10-millionthcomputersystemDellintroducesitsfirstworkstationsystemsCompanysalesviaInternetexceed$4millionperday,from$1millionatthestartoftheyear1998CompanyexpandsmanufacturingfacilitiesintheAmericasandEurope,andopensaproductionandcustomercenterinXiamen,China1999DellopenssecondmajorU.S.locationinNashville,Tenn.DellopensmanufacturingfacilityinEldoradodoSul,Brazil,toserveLatinAmericaDellintroduces"E-SupportDirectfromDell"onlinetechnicalsupport2000CompanysalesviaInternetreach$50millionperdayForthefirsttime,DellisNo.1inworldwideworkstationshipmentsDellisNo.2inworldwideservershipmentsDellinitiatesdirectsalesinIndia2001Forthefirsttime,DellranksNo.1inglobalmarketshareDellisNo.1intheUnitedStatesforstandardIntelarchitectureservershipmentsIntroduceDellisaworldtop500companybasedintheU.S.ThenameoftheinitialcompanywasPC'sLimited,whichwasrenamedin1987.Dellproduction,design,salesofhouseholdandofficecomputer,butitisalsoinvolvedinhigh-endcomputermarket,productionandsalesserver,datastorageequipment,networkequipment,etc.Dell'sotherproductsincludecomputerperipheralssuchaspdas,softwareandprinters.OnJanuary2,1984,dellwith$1000inventurecapital,registeredthe"dellcomputercorporation,"doingpersonalcomputerbusiness,"dellcomputer"asthefirstassemblyaccordingtotherequirementsofcustomers'personalcomputercompany,andnotafterbatchsalescomputerdistributorcontrolsystem,directcontactwiththeenduser.In1991,Dellhadsalesof$800million.In1992Dell'ssalestopped$2billion.SincethenDellhasbeenlosingmoneysinceitsinception,andsharepriceshavefallensharply.Dell,whichhasbeenreconsideringnewbusinessstrategies,has$32billioninannualsalesIntroduceDELL’smarketingstrategies1Loweringpricesatalltimesofyear2Offeringbonusproducts3OfferingshippingThemostimportantisyoucanordertheproductsdirectlywithoutmiddlemen.——“Directmarketingmodel”DirectBusinessModelsDirectBusinessModelsZeroinventoryIn-timeproductionProductionordersDirectBusinessModelItdoesn’thavemiddlebusiness,sotheycansavealotofsalescost.Foundaprofessionalsalesgroup,thesemembershavemoreproduct’sknowledgesotheycanmakepromisewithclient.DirectcontactwiththeClient,DELLcandirectlygettheinformationabouttheproductserviceandcompetition.Advantages1.Reducethestoragecostsandinventorymanagementworkerssalary2.Reduceinventory,moreflowcapitalcanusedwithinvestmentinotherwaysorusedforscientificresearch3.Toavoidalargebacklog（积压）ofoutdatedproductscausedasaresultoftherapidchangesinthetechnologymarketTheDellDirectModelDell'saward-winningcustomerservice,industry-leadinggrowthandfinancialperformancecontinuetodifferentiatethecompanyfromcompetitors.AttheheartofthatperformanceisDell'suniquedirect-to-customerbusinessmodel."Direct"referstothecompany'srelationshipswithitscustomers,fromhome-PCuserstotheworld'slargestcorporations.Therearenoretailersorotherresellersaddingunnecessarytimeandcost,ordiminishingDell'sunderstandingofcustomerexpectations.Whyarecomputer-systemscustomersandinvestorsincreasinglyturningtoDellanditsuniquedirectmodel?Thereareseveralreasons:Thereareseveralreasons:PriceforPerformance.Byeliminatingresellers,retailersandothercostlyintermediarystepstogetherwiththeindustry'smostefficientprocurement,manufacturinganddistributionprocessDelloffersitscustomersmorepowerful,morerichlyconfiguredsystemsforthemoneythancompetitors.Customization.EveryDellsystemisbuilttoorder.Customersgetexactly,andonly,whattheywant.ServiceandSupport.Dellusesknowledgegainedfromdirectcontactbeforeandafterthesaletoprovideaward-winning,tailoredcustomerservice.LatestTechnology.Dell'sefficientmodelmeansthelatestrelevanttechnologyisintroducedinitsproductlinesmuchmorequicklythanthroughslow-movingindirectdistributionchannels.Inventoryisturnedoverevery10orfewerdays,onaverage,keepingrelatedcostslow.DevelopmentoftheDirectModelDelliscontinuouslyrefiningitsdirectapproachtomanufacturing,sellingandservicingpersonal-computingsystems.Thecompanyiscommittedtoextendingtheadvantagesinherentinwhatisalreadytheindustry'smostefficientbusinessmodel.CurrentDellinitiativesincludemovingevengreatervolumesofproductsales,serviceandsupporttotheInternet,andfurtherexpandinganalreadybroadrangeofvalue-addedDevelopmentoftheDirectModelBytakingitsdirectbusinessmodeltoevenhigherlevels,throughtheInternetandvalue-addedservices,Dellintendstocontinuetogrowitsbusinessatamultipleofthehigh-growthrateanticipatedforthecomputer-systemsindustryasawhole.Dellstillhassignificantopportunityforexpansioninallpartsoftheworld,especiallyinmarketsoutsideoftheU.S.;inallcustomersegments;andinallproductcategories,rangingfromhomePCstoenterpriseproducts,suchasnetworkserversandworkstations.Customer-drivenInnovationatDellDellwillmeetcustomerexpectationsof:HighestqualityLeadingtechnologyCompetitivepricingIndividualandcompanyaccountabilityBest-in-classserviceandsupportFlexiblecustomizationcapabilitySuperiorcorporatecitizenshipFinancialstabilityCustomer-drivenInnovationatDellInnInnovationApproachovInnovationApproachatioInnovationApproachnApproachCustomerneedsfirstIndustry-LeadingResearchandDevelopmentDrivenbyCustomerNeedsTodelivernewandbettersolutionsthatdirectlyaddresscustomerneedsInnovationApproachTechnologyInitiativesGreenerTechnology:PracticalSolutionsforEnvironmentalIssuesWorkingwithcustomersandsuppliers,Dellhasachievedsignificantmilestonesinrecycling,packaging,greenerproductsandsolutionsTechnologyInitiativesWhitePapersThisDellTechnicalWhitePaperprovidesavirtualenvironmentfordemonstrating,testing,andtrainingontheuseofDell’sdeploymentproceduresforanOpenStackCloudProvidinglab-basedtrainingonhighlycomplex,multi-serversolutionspresentschallenges.WhitePapersDELL‘ssuppliersstrategySuppliersoftennearlybyDellfactory,ortheycannotbetheDellsupplier.ByDellwebsiteDELL.COM,suppliersandDellarevirtualsynchronization（同步性）.Supplierscangettheprofitoftotal3%-5%fromDELLSatisfythedemandofcustomers:Inordertoavoidcustomerwaitinganddeliverytimedelay,Dellhasestablishedapowerfulorderprocessingandcustomerservicesystem.ThecurrentsituationofDellENTERCHINAIN19983rdPCcompany(theservicesystemranked1st)Over8000employeein11citiesOfferservicetomorethan2600citiesEstablishedglobalcommandcentreinXiamenDevelopdesigncentreinShanghaiSetupDellinternationalservicecentreinDalianDELLINCHINAThecurrentsituationofdell(China)1.Thedirectsellingmodelcannotbefullyapplied2.Quickimitationofcompetitors3.Declineincustomersatisfaction4.PeopleareunstableandmobileDell'sdevelopmentmodelrevealsproblemsDell'sdevelopmentmodelrevealsproblems1.Inherentdefectsofdirectsellingmodelitself2.Thecostpressurebroughtbythetransformationofthesalesmodel3.Themarketbecomessaturatedandthecompetitionintensifies4.Loopholesininternalmanagementcausedbytherapidexpansion5.Lackofr&dinvestmentandgraduallylosetheleadingedgeoftechnologyDell(China)developmentstrategy(1)externalstrategy1.Strategicpublicinterestinvestment2.Assistinbuildingacreditsystem3.Expandonlinepaymentchannels4.Strengthenmanagementofpartners(2)internalstrategy1.Carryoutdual-modeoperation2.Activelyusecapitaloperationmeans3.Increasefinancialsupport4.IncreasetheaddedvalueoftechnologyTHANKSEND