戴尔维新

Dell Reformation

在高手如云、竞争激烈的PC产业世界里,戴尔公司以其高效的供应链体系、直接的交易模式、数字化的考核机制和强硬的执行力脱颖而出,并最终成为了万众瞩目的PC销售冠军。但PC业没有常胜将军,在犯下几个低级失误之后,戴尔公司被惠普实现反超,2007年,惠普不仅夺回了冠军的奖杯,而且将自己和戴尔之间的距离进一步拉大。这对于争强好胜的迈克尔·戴尔来说不啻于一种巨大的刺激。如今,为了重振旗鼓,戴尔公司正在进行一场内部革命,迈克尔·戴尔复出,并引领了一项名为"Dell 2.0"的复兴行动,他不仅亲手将自己创造的单一直销模式进行了改变,大胆引入了分销体系,而且还准备将以前旧有的品牌形象打个粉碎,与苹果、惠普等品牌在时尚竞赛方面展开火热竞争。在竞争对手都变得更加成熟狡猾的时候,将戴尔公司重新送回快车道并非易事。在未来的时间里,迈克尔·戴尔必须带领他的公司团结一心度过萧条期,把每一点精力用于开拓新的业务,只有这样,戴尔公司才能恢复昔日的荣耀。

In the fiercely competitive PC sector, Dell eventually became the PC sales champion depending on its efficient supply chain, direct marketing mode, digitalized evaluation mechanism and stringent enforceability. But there is no ever-victorious general. After committing several silly mistakes, Dell was surpassed by Hewlett Packard. In 2007, Hewlett Packard not only recaptured the champion, but also further strengthened its leading edge against Dell. It seriously hurt aggressive Michael Dell. In order to rally, Dell Company was undergoing an internal reform. Michael Dell came back and led a 'Dell 2.0' revival activity. He not only changed the single direct marketing mode which was invented by himself, introduced distribution system, but also plans to dismantle the original brand image of the company and compete with Apple and Hewlett Packard in respect of fashions. When its rivals became more mature and tricky, it is not easy to bring Dell back to the speed track. In the future, Michael Dell will lead his team to go through the period of recession, and devote all energy to exploitation of new business. Only thus, can Dell Company restore its past glories.