Dell company information

classification: business/financial management > >

Analysis of business documents:

Analysis of the background of the founding of Dell Company:

In 1984, michael dell, a 19-year-old student from the University of Texas, registered "Dell Computer Coporation" in the United States with a venture capital of US$ 1,. Although Dell was still unremarkable at that time, he was in high spirits and cooperated with giants such as IBM and Compaq at that time by means of direct selling mode. In the laughter of others, today, michael dell is a Dell company worth $17 billion, with 4, employees, and its sales are close to $4 billion. In the first fiscal quarter of fiscal year 24, the company's turnover was $9.5 billion, up 18% year-on-year, and its cash turnover period was 38 days, which was a record in the entrepreneurial field. At the end of this fiscal quarter, Dell regained its position as the leader in the global PC market, with a market share of 1.2% more than two. Thanks to direct selling and zero inventory, michael dell has set off a miracle revolution in the personal computer industry. With these two sharp tools, Dell not only kept the operating cost low, but also created high customer satisfaction and loyalty. Dell can go this far in the strong market, and there must be something extraordinary about him. The author believes that this is largely due to its special but appropriate corporate culture-just like the marketing model, there is no formula, and appropriateness is the best. Although its rise and lead can not be separated from its successful direct selling model, when the enterprise has reached a big step, direct selling may just become a tool, and its superiority should be its high enthusiasm for customers and yearning for good performance. Let them try to implement direct sales, zero inventory and mass customization. Dell believes that it is definitely not a permanent advantage to build business purely on cost and price. Sooner or later, someone will introduce cheaper products with lower manufacturing costs. What really matters is maintaining the loyalty of customers and employees-perhaps in fact, Dell has a long way to go in terms of employee loyalty.

First, never be satisfied and pursue "winning"

Although Dell has become synonymous with success and miracle, Dell still runs Dell with a sense of urgency and firm determination, just like a teenager who was in trouble in college. He said: "I still think we are challengers. I think we are still attacking." Yes, he did ask himself this way, and he also carried this spirit through every corner of Dell. The productivity of the company is close to the level of creating a turnover of $1 million per employee. It is almost twice that of Hewlett-Packard and three times that of IBM, but they are still not satisfied.

Dell and Rollins have planned an absolutely ambitious financial goal: the company's operating income will reach 6 billion dollars by 26. And this figure is twice the company's turnover in 21. Of course, if the company wants to follow the trend of the times, it must train leaders from generation to generation. So far, its learning method has been fruitful. Dell has combined its goals with employee subsidies and bonuses. More importantly, Dell has used methods to instill the concept of "ownership" in employees and further enhance their talents so that they can play their full potential. One of the ways is the willingness and ability to keep learning. Dell doesn't just ask employees to learn, it chooses a good foothold, that is, asking them to learn from the standpoint of asking questions. Perhaps this method is too strict, so too few people can adapt to this harsh environment. In fact, the success of the company depends not only on the "direct business model", but also on a "winning culture" that matches this model. This culture contains two cores, one is to have enough enthusiasm for customers, and the other is to be confident in performance. This kind of culture will make employees feel great pressure and urge them to study hard and make efforts to move forward.

second, pragmatism and speed

Dell is running in a very pragmatic way. Dell often asks, "What is the most efficient way to finish this?" In this way, Dell has rejected all the possibilities of bureaucracy, which also provides opportunities for learning. According to Dell's regulations, salespeople must install their own computers, which can not only make employees really feel what problems customers without computer education will encounter when installing the system, but also make salespeople have a more accurate understanding of the products they sell. So as to help customers decide which product to buy with relevant information.

At the same time, Dell has fully demonstrated the competitive advantage of "speed". "Participation in every detail" may lead to certain system conflicts, but it allows the top leaders to make decisions quickly when they know the situation, and the whole company is not allowed to waste every bit of time.

Third, positive communication

Dell company faces all the mistakes with a firm attitude and frankly admits that "we have encountered problems and must make corrections". One of Dell's catchphrases is "Don't whitewash peace". Don't try to beautify the bad things. Almost all employees of Dell can tell the basic concept of the company's career foundation, because the leadership has spent time communicating with them to let them know the situation, what is being planned, and what everyone should do to achieve the goal of Banzhu Company. Dell never puts on airs when he speaks, and so do the employees in the company. They can ask any questions and even blame their bosses. Everyone is equal before this principle. When Dell made an annual summary of himself, employees complained that he was too cold, so Dell apologized to them and promised to express his feelings better in the future.

Fourth, keep pace and be uniform, and integrate the "ego" into the "ego"

Dell believes that the simplest and best way to establish or maintain a healthy and competitive culture is to become a partner with the employees of the company through the same goals and consistent strategies. They believe that no matter what stage the company is in its career cycle, it should take the introduction of outstanding talents as the top priority. However, after employees really enter Dell, whether they are new employees or the management of the company, they must be completely consistent with the company's philosophy and goals, adjust the team to the same goal, and make the pace consistent and uniform. At the same time, Dell has established the same reward system throughout the company, striving to promote the development and growth of Dell.

Dell company adopts a team operation mode, which allows employees to help each other and abandon the "ego" for the time being, because only "the river is full" can be exchanged for "the river has water". Dell found that there are some weak team members in the team, although some people spend their time and energy to help other colleagues who have not kept up with the progress just for greater personal interests. But it also allows the management team of Dell to cooperate with each other and pursue progress in a personal scope. This way of team operation can be said to be an alternative way to unite company employees. He is not asking employees to avoid mutual restraint, nor is he asking employees to have healthy competition and reduce infighting. The key point is to ask employees to pay full attention to each other's growth.

V. Frugality

Dell's frugality is reflected in two aspects. First, it never holds a celebration banquet. Dell believes that the celebration will encourage complacency, which is absolutely not allowed in Dell, which is advancing at full speed, because pride goes before a fall. Someone once proposed to display the company's famous products in the company's lobby, but Dell refused. He thinks this is the style of the museum, because only "the museum pays attention to the past". When a good news comes from a team, he will send a mass email to express his congratulations and give necessary comments or appropriate praise. Dell's own motto is "celebrate in one billionth of the time, and then start a new job." On the other hand, it is reflected in Dell's new business. If Dell thinks that the new cooperative business is not satisfactory, it will terminate it quickly, which is what distinguishes Dell from other competitors. Edward Zander, former president of SUN Computer Company, said: "It is incredible to be able to start a company at such a young age and keep pushing it to such a level. People who have been in an industry for 15 or 2 years will become too strict, but he is an exception. "

However, their frugality has put Dell into a dilemma in terms of innovation to a certain extent. The frugal management mode has made it hard to develop products and invest in future technologies, especially compared with competitors. Even in the technological recession, IBM's R&D expenditure in 22 was as high as $4.75 billion, accounting for 5.9% of the company's turnover, while Hewlett-Packard's R&D expenditure was $3.3 billion, accounting for 5.5% of the turnover. Only a small $45 million, accounting for 1.3% of its turnover. Competitors said that this business style hindered Dell's expansion beyond personal computers, especially into promising areas such as digital camera and data processing capabilities.

But no matter how it is evaluated, Dell has embarked on a new journey and started to pursue perfection. Michael dell has entered the fields of printers, network equipment, portable computers and technical services, and entered the market of electronic consumer products with extremely cruel competition by means of handheld digital music players, online music stores and flat-screen TVs. Dell is bound to reproduce its glory in the field of personal computers with its two sharp tools, direct selling and inventory, and its insatiable corporate culture. We will wait and see!

In addition, the development history of Dell Company: (I hope it will help the landlord)

In 1984, michael dell founded Dell Computer Company

In 1985, Turbo, the first self-designed personal computer, was launched. Turbo uses Intel 888 processor, and its operation speed is 8MHz

In 1987, L became the first computer system company to provide next-working-day door-to-door products service, and L set up an office in the UK, and began to expand the international market

In 1988, L Dell was officially listed, with an initial public offering of 3.5 million new shares. At a price of 8.5 USD per share

in 1999, the first Dell laptop was launched

in 199, a production plant was established in Limerick, Ireland. To supply markets in Europe, the Middle East and Africa

In 1992, L was first rated as one of the top 5 enterprises in the world by Fortune magazine

In 1993, L became one of the top five computer system manufacturers in the world, L set up offices in Australia and Japan. Formally enter the Asia-Pacific market

In 1995, dell's stock, which was originally priced at $8.5, rose to $1 before being split

In 1996, L opened the Asia-Pacific production center in Penang, Malaysia, L began to sell Dell computer products through the website Dell, L began to focus on the network server market, L became one of the S&P 5 stocks

L ranked first in 1997, Ten million Dell computers rolled off the assembly line. L Common stock rose to $1, per share before the split. L Launched the first Dell workstation system. L Online turnover jumped from $1 million per day at the beginning of the year to more than $4 million. < P > In 1998, L expanded its production plants in the United States and Europe, and opened a production and customer service center in Xiamen, China. L Launched PowerVault storage system products. < P > In 1999, L was in Nashville, Tennessee, USA.