戴尔开创了 PC 的直销模式,实现了最低成本和最快速获得现金流,从而因此成为 PC 界的学习效仿标榜。从小练就的"童子功",使得戴尔在创业之初就拥有了两大基因:一是将一切可能消解的成本都消解,二是尽可能清晰地把握客户需求...戴尔开创了 PC 的直销模式,实现了最低成本和最快速获得现金流,从而因此成为 PC 界的学习效仿标榜。从小练就的"童子功",使得戴尔在创业之初就拥有了两大基因:一是将一切可能消解的成本都消解,二是尽可能清晰地把握客户需求。戴尔"直销"模式成功的水面下,浮现出的正是这样的基因造就的一条近乎完美的供应链和似乎无法效仿的组织 DNA。展开更多
COMPETITION in the Chinese mainland between the world's number one PC maker, Dell, and China's leading computer manufacturer Lenovo has never been fiercer. Aggressive advertising campaigns are intensified by b...COMPETITION in the Chinese mainland between the world's number one PC maker, Dell, and China's leading computer manufacturer Lenovo has never been fiercer. Aggressive advertising campaigns are intensified by bouts of verbal jousting, and some top-level employees have even jumped ship. Dell entered the Chinese market in 1998, and in eight years, it has managed to grab a 10 percent share of the local market. Competition between the two heavyweights in the Chinese arena is best summed up as a wrestling match involving their operational modes and commercial cultures. What are the effects on the ground?展开更多
文摘戴尔开创了 PC 的直销模式,实现了最低成本和最快速获得现金流,从而因此成为 PC 界的学习效仿标榜。从小练就的"童子功",使得戴尔在创业之初就拥有了两大基因:一是将一切可能消解的成本都消解,二是尽可能清晰地把握客户需求。戴尔"直销"模式成功的水面下,浮现出的正是这样的基因造就的一条近乎完美的供应链和似乎无法效仿的组织 DNA。
文摘COMPETITION in the Chinese mainland between the world's number one PC maker, Dell, and China's leading computer manufacturer Lenovo has never been fiercer. Aggressive advertising campaigns are intensified by bouts of verbal jousting, and some top-level employees have even jumped ship. Dell entered the Chinese market in 1998, and in eight years, it has managed to grab a 10 percent share of the local market. Competition between the two heavyweights in the Chinese arena is best summed up as a wrestling match involving their operational modes and commercial cultures. What are the effects on the ground?
