戴尔电脑营销模式及中国市场转型初探
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摘要
伴随着中国改革开放30年的经济发展奇迹和全球科学技术的突飞猛进,信息技术也在中国取得了长足进步。很多跨国公司由于其技术和管理优势在这过程中扮演了重要的角色。但是30年的经济发展带给中国的是整体经济实力的提升,但也加剧了地区发展的不平衡,中国市场潜力巨大但也有多样性,复杂性的特点,这些特点无论好坏均被称为中国特色,带给了很多跨国公司不小的挑战。本文就是在此背景下,就戴尔公司在中国遇到的挑战做了一些简单的探讨,对可能的解决方案提出了一些见解。
本文是用目标市场营销的理论研究戴尔在中国的市场战略。通过对市场细分,目标市场选择和市场差异化定位的方法探讨戴尔在中国的挑战和转型的可能方案。
要探讨戴尔的转型,首先要了解戴尔是怎样的一家公司。戴尔是以直销售模式取胜的公司。戴尔的直销模式主要是由单点负责,有效的达到客户途径,行业标准技术,按单定制,低成本领导者五个方面组成。其主要的竞争优势在于市场细分,销售管理,网上直销和供应链管理。通过对戴尔销售模式的分析,提出了戴尔主要在中国市场的困境主要是在于市场需求和供应的矛盾。戴尔的直销模式限制了其对个人消费市场的有效供给。并且形成了一个被称为灰色渠道经销商体系,虽然短期有利于销售业绩的提升,但也给戴尔留下了价格体制混乱,客户采购信息错误等等弊端,由此对企业文化也产生了一定的负面影响。
中国电脑市场总的来说呈现一些显著特点,主要包括总体增长,但趋势减缓;台机有被笔记本替代的可能,中小城市及欠发达地区成为市场主体。这些环境的变化和趋势使得戴尔面临着一些挑战,主要有错失消费市场,采购模式冲突,网络基础设施薄弱,迷失的企业文化和激烈的市场竞争。
为了达到维持竞争力,保持市场份额,进入消费市场的目的,戴尔在中国这样一个广阔的市场空间里要实行当地化的战略。因此戴尔中国必须进行转型,从原先的侧重企业级市场,变为企业市场与消费市场并重。在转型过程中,特别要注意消费类市场与原来的直销模式的冲突和资源的共享,以达到平稳过渡的目的。
总之,本文是对戴尔营销模式转型的浅层次探讨。在由直销向直销分销相混合转变的过程中也存在着大量的不确定因素和由此带来的风险。本文所运用的差异化战略营销理论也就是对其转型模式的研究手段之一,仅供大家参考借鉴。
With the economic miracle in china and global technologic rapid development over the last 30 years, information technology also has achieved the significant progress. During that period, many multinationals play an important role for their huge advantages on both manage and technology. After 30-year successive economic development, china has been the most potential market, and also features regional imbalance and complexity, which is so-called Chinese feature. Under this background, the article present some brief discussion about the challenge Dell company facing in China and possible solutions.
Based on STP theory, this article's focus is how to make the smoothly strategy transition for Dell (china).
We should know more details about Dell, before talking about its strategy transition. Dell is famous for the direct models which mainly include single point of accountability, most efficient way to customers, standardization, build to order, and low cost leaders. The major advantages of the direct model are segmentation, sale management, online selling and supply chain management. Through the annalist of direct model, the problem Dell involved is from the conflict between the supply and the demand. The direct model constrains the efficient supply of Dell for the consumer market, which also lead to the emergency of illegal channel called grey channel. In the short term, grey channel will boost the performance .However; it will cause the chaos of price system, and, wrong order record from the long run. Meanwhile, it will leave negative impact on company culture.
Some clear market trends have emerged in the china pc market. The total units increase on the whole, but the growth rate is slowed down. Desktop will be replaced by notebook. Customer in the smaller cities and less-developed district has taken the biggest market place. All changes above, no matter what kind of, force Dell to face some challenges, such as missing the consumer market; purchasing model conflict; weak network infrastructure; distorted company culture and fierce competition.
To keep the competitive edge and maintain the market share, Dell has no choice but to take the strategy transition in China. The new strategy will convert Dell form enterprise-based customer to the both consumer and enterprise customer. During the transition period, Dell should well leverage the advantages of direct model to make the transition successful.
Some uncertain factors will influence the result of the transition. So, it's really hard to precisely depict the transition method. The article just delivers one perspective based on the STP theory for the reference.
本文是用目标市场营销的理论研究戴尔在中国的市场战略。通过对市场细分,目标市场选择和市场差异化定位的方法探讨戴尔在中国的挑战和转型的可能方案。
要探讨戴尔的转型,首先要了解戴尔是怎样的一家公司。戴尔是以直销售模式取胜的公司。戴尔的直销模式主要是由单点负责,有效的达到客户途径,行业标准技术,按单定制,低成本领导者五个方面组成。其主要的竞争优势在于市场细分,销售管理,网上直销和供应链管理。通过对戴尔销售模式的分析,提出了戴尔主要在中国市场的困境主要是在于市场需求和供应的矛盾。戴尔的直销模式限制了其对个人消费市场的有效供给。并且形成了一个被称为灰色渠道经销商体系,虽然短期有利于销售业绩的提升,但也给戴尔留下了价格体制混乱,客户采购信息错误等等弊端,由此对企业文化也产生了一定的负面影响。
中国电脑市场总的来说呈现一些显著特点,主要包括总体增长,但趋势减缓;台机有被笔记本替代的可能,中小城市及欠发达地区成为市场主体。这些环境的变化和趋势使得戴尔面临着一些挑战,主要有错失消费市场,采购模式冲突,网络基础设施薄弱,迷失的企业文化和激烈的市场竞争。
为了达到维持竞争力,保持市场份额,进入消费市场的目的,戴尔在中国这样一个广阔的市场空间里要实行当地化的战略。因此戴尔中国必须进行转型,从原先的侧重企业级市场,变为企业市场与消费市场并重。在转型过程中,特别要注意消费类市场与原来的直销模式的冲突和资源的共享,以达到平稳过渡的目的。
总之,本文是对戴尔营销模式转型的浅层次探讨。在由直销向直销分销相混合转变的过程中也存在着大量的不确定因素和由此带来的风险。本文所运用的差异化战略营销理论也就是对其转型模式的研究手段之一,仅供大家参考借鉴。
With the economic miracle in china and global technologic rapid development over the last 30 years, information technology also has achieved the significant progress. During that period, many multinationals play an important role for their huge advantages on both manage and technology. After 30-year successive economic development, china has been the most potential market, and also features regional imbalance and complexity, which is so-called Chinese feature. Under this background, the article present some brief discussion about the challenge Dell company facing in China and possible solutions.
Based on STP theory, this article's focus is how to make the smoothly strategy transition for Dell (china).
We should know more details about Dell, before talking about its strategy transition. Dell is famous for the direct models which mainly include single point of accountability, most efficient way to customers, standardization, build to order, and low cost leaders. The major advantages of the direct model are segmentation, sale management, online selling and supply chain management. Through the annalist of direct model, the problem Dell involved is from the conflict between the supply and the demand. The direct model constrains the efficient supply of Dell for the consumer market, which also lead to the emergency of illegal channel called grey channel. In the short term, grey channel will boost the performance .However; it will cause the chaos of price system, and, wrong order record from the long run. Meanwhile, it will leave negative impact on company culture.
Some clear market trends have emerged in the china pc market. The total units increase on the whole, but the growth rate is slowed down. Desktop will be replaced by notebook. Customer in the smaller cities and less-developed district has taken the biggest market place. All changes above, no matter what kind of, force Dell to face some challenges, such as missing the consumer market; purchasing model conflict; weak network infrastructure; distorted company culture and fierce competition.
To keep the competitive edge and maintain the market share, Dell has no choice but to take the strategy transition in China. The new strategy will convert Dell form enterprise-based customer to the both consumer and enterprise customer. During the transition period, Dell should well leverage the advantages of direct model to make the transition successful.
Some uncertain factors will influence the result of the transition. So, it's really hard to precisely depict the transition method. The article just delivers one perspective based on the STP theory for the reference.
引文
[1]Philip Kotler.营销管理(第十版)[M].北京:中国人民大学出版社,2001:35.
[2]吴涛.市场营销管理[M].北京:中国发展出版社,2005.:28.
[3]戴尔公司内部资料
[4]马士华,林勇,陈志祥.供应链管理[M].北京:机械工业出版社,2000:89.
[5]王成、刘慧、赵媛媛,供应商管理业务精要-轻松成为竞争赢家[M],机械工业出版社,2002.8:67
[6]2008中国电脑市场发展报告[R].北京:国际数据(中国)有限公司,2008
[7]中国电脑市场预测报告[R].北京:赛迪顾问,2008
[8]冯姗姗.强势品牌领先优势扩大-台式电脑市场分析[EB/OL]..中关村在线,2008-11-21
[9]冯姗姗.2009迎来井喷潮上网本用户购买意向分析[EB/OL].中关村在线,2009-03-20
[10]中国互联网络发展状况统计报告[R].北京:中国互联网络信息中心,2008
[11]迈克尔.戴尔.戴尔战略[M]上海:上海远东出版社,1999:封底
[2]吴涛.市场营销管理[M].北京:中国发展出版社,2005.:28.
[3]戴尔公司内部资料
[4]马士华,林勇,陈志祥.供应链管理[M].北京:机械工业出版社,2000:89.
[5]王成、刘慧、赵媛媛,供应商管理业务精要-轻松成为竞争赢家[M],机械工业出版社,2002.8:67
[6]2008中国电脑市场发展报告[R].北京:国际数据(中国)有限公司,2008
[7]中国电脑市场预测报告[R].北京:赛迪顾问,2008
[8]冯姗姗.强势品牌领先优势扩大-台式电脑市场分析[EB/OL]..中关村在线,2008-11-21
[9]冯姗姗.2009迎来井喷潮上网本用户购买意向分析[EB/OL].中关村在线,2009-03-20
[10]中国互联网络发展状况统计报告[R].北京:中国互联网络信息中心,2008
[11]迈克尔.戴尔.戴尔战略[M]上海:上海远东出版社,1999:封底