Dell 案例分析.docx
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Dell 案例分析.docx
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Dell案例分析
Dell:
FromaLow-CostPCMakertoanInnovativeCompany
小组成员:
刘洋
刘莉
姜新
李宁
刘辉
胡嘉莹
滕家文
所属院系:
商学院国贸系
研究时间:
2013年11月1日——2013年11月14日
Summary:
Dell,oneoftheworld’slargestcomputerdistributorsintermsofquantityofunitssoldandgrossincome,andoneoftheUSlargestcorporations,achievedgreatachievementsandearnedmanylaurelsoverthepastyears.However,intherecentyears,Dellwasforcedtomeetalotofchallenges,bothfromcustomersanditsinternal.Therefore,we’dliketoputforwardsomefeasiblesuggestionstohelpsolveproblems.
Keyword:
DellAchievementChallengeSuggestion
Background
1.Globalnotebookcomputerindustrycurrentstatus
Strongdemandintheterminalunderelevatedlift,notonlyincreaseddemandformajorregionalmarkets,emergingmarketsalsoleapfrogpropensitytoconsume,differsgreatlyfromthetraditionalnotebookuniversalpath.Initialpurchaseofapersonalcomputertoadesktopcomputerisnotapriority,optinginsteadfordirectpurchaseofnotebookcomputerusershasincreaseddramatically,withDTR(DesktopReplacement)effectcontinuedtoclimb,resultingin2007intheglobalnotebookshipments97millionunits,comparedwith2006growthof31.9%.
Observationnotebookproducts,Youyiconsumermarketforallmajorbrandswrestlingbattlefield,consumermodelshavenotasinpreviousyears,theemphasisonproductspecificationsandperformanceenhancement,anti-Israelcommunications,audioandvideofeatures,stylishlooks,gamesimagingcapabilitiesasthemainappeal,astoenhanceproductdifferentiationandbrandimagethemainsource.
globalnotebookmarket,2003-2007
Shipments/shipmentvalueanalysis
Shipments
2007Taiwan'snotebookshipmentsbytheglobaleconomicrecoveryandtheimpactofconsumerwarm,marketdemand-sidehot,brandmanufacturersofOEMorderscontinuedtoinject,however,islimitedbythesupplysideofthelackofrawmaterialsprices,leadingcomponentmanufacturersandOEMsslightlylowerthanthenumberofshipmentsmarketdemand;fortunately,tothefourthquarter,thesubjectoftherelatedcomponentsmanufacturerscapacityexpansionresultsemerge,mostbrandsshipmentsareamongthegrowingstrengthstrong,andthevalueofproductsshippedtobreakthisimpasse,continuousimprovement;Total2007Taiwannotebookshipmentsof9,016millionunits,theannualgrowthrateof42.1%.
NotebookcomputerindustryinTaiwanOEMmanufacturersshippingaccountsformorethan92%,hasapivotalposition,whichhaspreviouslyfivefoundries:
Quanta,Compal,Wistron,InventecandAsushavewon.
Observeinternationalbrands,suchas:
HP,DellandAcerandotherproductsfulloutsourcing,althoughtherearestillsomemanufacturerscontinuetomaintainhigh-endproductlinetotakeIn-houseproductionmethods,suchas:
Toshiba,SonyandLenovo,etc.,butitisexpectedin2008yearslater,outsourcingproductionwillcontinuetoincreasethenumberofproducts,thenTaiwanOEMmanufacturersmayalsobeitspriorityobjectofcooperation;Therefore,thebrandreleasedasinglepartmanufacturersintheTaiwannotebookindustry,isalsomorefavorable.
Taiwannotebookindustryproduction,2003-2007
Shipmentvalue
Notebookcomputerindustrymatures,TaiwaneseODMmanufacturersinordertoenhancemarketshareandeconomiesofscale,Funreductionasthemaincompetitivewaytomakethewholenotebookcomputerpricesfalltrend;whereinthesecondquarterof2007bytheDRAMandrelatedcomponentssuchasCPUprices,coupledwiththefourthquarterofmanufacturerstouseSempronalsosignificantlyreducedtheproportion,suchasToshibaandDell-relatedproducts,relatedproductsusingAMDheatdown,leavingthenotebookwithIntelinthefourthquarterof2007relatedtofurtherenhancetheproportionofproducts,sustainedbyCeleronfadeeffectstomakenewproductsandmidrangeSantaRosaplatformproductsusingthenumbercontinuestoincrease.
However,althoughtheproportionofCPUusedinordertoexpand,buttherateofdeclineisalsofastCPU,ODMmanufacturersfaceintensecompetition,resultinginoverallpricinghasnotimproved,thentheendofeverylow-pricedproductsstimuli,suchas:
EeePCandotherrelatedproducts,hasbecomealternativemainstreamnotebookcomputers,orbecomeasecondnotebookcomputerapplications,thusenablingnumerousotherbrandslaunchedrelatedproductsinordertoavoidthemarketbeingcompressed.
Therefore,infiercecompetitionbycompetition,grossprofitdecreasedrapidlywiththeCPUpricecutsundertheinfluence,resultingintheoverallnotebookASPdeclinequarterbyquarterfromthefourthquarterof2006felltoUSD576inQ42007USD522.
Overall,in2007partiallyoffsetbyincreasedproductionoutputhasimproved,reaching48.7billionU.S.dollarsofthescale,theannualgrowthrateof30.4%;Outlook2008,Taiwan'snotebookcomputerproductsASPwillcontinuetodecline,thuscausingamajoroutputgrowthkineticenergywillbedrivenonlybyproductiongrowth.
2.BrieflyintroductionaboutDellCompany:
In1984,18-year-oldMichaelDell,astudentattheUniversityofTexas,Austin,setupPCsComputerCompany.In1985,thecompanymovedupthevaluechainandstartedtoassembleDellbrandedPCs(“TurboPC”)insteadofupgradingthemachinesofothermanufacturers,withinoneyearofitsoperation,thecompanypostedrevenueof$6million.In1987,theDellCompanybecamethefirstcomputercompanythatcanofferdoor-to-doorproductionserviceonthenextworkingday,duringthesameyear,DellsetupofficeinLondonandthiswasthefirststeptoexpandDell’smarketoverseas.In1989,Dellsolditsfirstnotebookcomputer.In1992,accordingtothedatethatofferedby
3.UniquemodelofDell:
①BusinessModel
Fromthebeginningtonow,itseemsDellisverysuccessfulincomputerfield.Dell’suniqueDirectbusinessmodelhasplayedanimportantroletoitssuccess.ComparedtoIndirectDistributionChannelofthePCIndustry(seeExhibit1).Dell’sDirectDistributionChannelcanreducethecompany’sinventorysharply,that’smeansDell’scostislowerthanothercomputercompanies.
Exhibit1DirectBusinessModelofDell
IndirectDistributionChannelofthePCIndustry
Suppliers
→
PCMaker
→
Distributors
→
Retailers
Resellers
Integrators
→
Final
Customer
Dell’sDirectDistributionChannel
Suppliers
→
Dell
→
FinalCustomer
②OperatingModel
Dellsellsitsproductionwithoutretailer.ThiscanhelpDellreducethecostandDellcansellitsproductioninalowerprice.Alsoitcanimprovetheefficiency.Low-priceisthekeypointofDell’sModel,andhighefficiencycanreducethecostinturn.Dell’smanufactureisdependingonthecustomer’sindentinsteadofinventory.Dellgetsconnectionwithitscustomerdirectly,whichcanreducetheinventoryandincreasetheflowcapital.AlsoDell’sdoseperfectinE-business,itscustomercangetthepriceofDell’sproduction.
③ManagementModel
Managementalsoisthekeytocompany’ssuccess.Dell’smanagementincludescustomer’srelationship,supplychain,humanresourceanddigitization.Morethan90%ofDell’smorethanpurchasingprocedureisthroughtheinternet.Itstrongerthemanagementofsuppliers,inventoryandprocess.
4.ChallengesofDellCompany:
During2001-2004,Dell’saverageglobalrevenueincreased19%,whiletheindustryaveragewas12%.However,in2005,afterleadingforalmosttwodecades,Dellstartedfacingproblems.Duringthesecondquarterof2006,Dellannouncedthatitwouldfallshortofbothitsexpectedrevenueandearnings.Thoughthecompany’sbottomlinewasgrowingsluggishly,itstoplinegrowthwasexperiencingadeclineforthelastsixquarters.Between1995and1999,Dell’searningdoubledoneachquarter,butduringthelast20quarters,itincreasedbyonly43%.Thecompany’sunitgrowthratein2005intheUSAdeclinedto12.2%from16%inthe2004;alsoitsglobalshipmentgrowthwasreducedfrom23.7%to17.8%.AnotherthingisthatintheAsia-pacificregion,thefastest-growingPCmarket,Dellrankedthirdwithonly7.8%marketshare.
Dell’schallengeswereasaresultofmanyreasons.
1st,Dellpaymuchattentiontocostcuttingtomeetitsfinancialtargetsinsteadofmanagingserviceandquality.EmployeesatthecallcentersofDellwereevaluatedonthetimetakentohandleeachcallinsteadofthesatisfactionlevelofthecustomers.Therefore,customersremainedunhappyand
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