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Perspective on the application of Dell agile manufacturing

when it comes to Dell's success, people usually owe it to its product sales method - direct sales. However, if there is no effective management behind direct selling, how can Dell succeed? Dell is the fastest and most satisfied with customer requirements

in the global business community, Dell computer company has launched a real revolution. This revolution should really design and manufacture products according to customers' requirements and deliver them to customers in the shortest possible time. This customer-oriented direct business model makes Dell enter the circle of industry giants like a helicopter, with dizzying speed and scale. Today, even if only based on Dell's Internet sales, it has ranked among the top 125 Fortune 500 companies

unlike those technology upstarts in Silicon Valley, Dell is not good at technology. What it strives for and does best is to eliminate all intermediate links as much as possible. In fact, it is in the assembly market. At the first time, it assembles the market demand and highly modular ooho, and hopes to make extensive use of semi-finished products in life in the future, which greatly reduces the time and cost of market circulation, so as to fully release the market potential. Today, Dell has become a symbol of speed. At present, the inventory period of Dell is only 6 days, while that of Chinese IT giant Lenovo Group is 30 days. In an industry that is evolving madly at 10 times the speed, few companies can grasp the rhythm of the market so perfectly as Dell

The research of Harvard Business Review shows that in 1994, there were only two types of customers of Dell: large customers and small customers, including some business organizations and consumers. The company's assets in that year were $3.5 billion; By 1996, the large customer market had been subdivided into three markets: large companies, medium-sized companies, and government and educational institutions. In the same year, the company's assets rose to $7.8 billion; In 1997, Dell further divided large companies into two markets: global enterprise customers and large companies. The government and educational institutions market was divided into three different markets: federal government, state and local governments, and educational institutions. Small customers were further divided into two businesses: small companies and general consumers. In that year, the company's assets climbed to $12billion

Dell's market segmentation + customer segmentation approach can more effectively measure the asset utilization of various operating projects. By evaluating the return on investment of each segment and comparing it with other markets, we can formulate future performance goals and give full play to the full potential of various businesses. Dell said, "the more we divide them, the more accurately we can predict the future needs of customers and the timing of their needs. After obtaining this strategic information, we can coordinate with suppliers to convert the information into due inventory."

it has always been a common problem for many large companies to be disconnected from customers after growth. It is indeed a miracle that Dell can better understand the special needs of each customer group in every business segment. "Our goal is to know their own needs better than customers. We may also hear the sound of sample destruction," Dell said. Virtual integration: building information partnerships in November 1999, in the speech "winning competitive advantage in the Internet economy" delivered by the Detroit economic club, Dell warned that the definition of value has changed fundamentally. In the past, value was defined by inventory, but now it is defined by information. Dell's inventory is 6 days, while that of competitors is 60 days, which enables Dell to provide customers with the latest technology at a cheaper price. "The quality of information you have and the inventory you need are interrelated. If you are customer driven, you can make assets more effective. In other words, tangible assets are being replaced by intellectual assets, and closed business systems will give way to cooperation." In this process, the network will undoubtedly play a central role. By 1998, Dell's daily online sales had exceeded $12million. Our current trading volume on the is 35million US dollars per day. In China, 40% of the turnover in each quarter is achieved through address

Intech is not only the turbine power of many companies when they carry out business, but also promotes the fundamental change of the traditional market integration mode, that is, the virtual integration with information assets as the core begins to replace the vertical integration relying on physical assets

Dell is trying to establish an organization that can integrate all functions, and the one-way integration of customers, employees and suppliers is good for them. However, this model will really play its power only when these three operators are integrated together. This is the ultimate strength of direct trading, and its driving force is Internet. Dell said, "we must take advantage of the advantages of network to establish information partnerships with suppliers and customers. If we can do so, we have the potential to become the backbone of global competition and redefine the value provided to customers and shareholders. The result can be said to be revolutionary. I believe that we all have the appropriate business model required by the network era. We are born with the dream of eliminating unnecessary steps."

Dell believes that the ultimate goal of virtual integration is to improve the overall customer experience. His goal is not limited to the computer industry. He said, "we hope to be among the most excellent service companies in the world like Nordstrom department store and FedEx. We not only pursue to compete with computer companies, but also compete with large companies in other industries that are best at providing excellent customer experience, including auto functional parts, printers, money detectors, electronic trays, textile machine shuttles, etc." And that may require another rhythm

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