摘要
从个人消费到企业消费,乃至政府的釆购,越来越多的客户需求从单一产
品的需求转向了一站式的服务和完整的解决方案。各个企业也面临着产品同质
化的激烈竞争,单单依靠产品已经无法使自己与其他的竞争者相区别。附加服
务的产品或者以服务导向的解决方案,是众多企业利于不败之地的竞争法宝,
因为以服务导向的设计可以带来更多的价值呈现,可以更好地满足客户的需求,
并且利用差异化来锁定客户,因而制造业向服务转型已经成为全球的潮流
IT行业格局的巨大变化,迫使一向依赖于硬件的戴尔在竞争愈来愈激烈的
PC市场面临巨大的挑战,不得不走上一条从制造到提供服务和解决方案的转型
之路,快速朝着软件市场和服务市场扩展,从而获得利润增长,增强企业的竞
争力
本文首先介绍文章研究背景的基础上,阐述了变革管理相关理论,回顾戴尔
公司发展历程,并进而分析了戴尔公司进行战略转型的原因。本文接着按照科特
企业变革理论的八个步骤,重点研究了戴尔从制造向提供解决方案战略转型的
步骤和过程:戴尔变革的提出、领导团队的组建、愿景和战略的设计、愿景的
沟通、变革的实施、短期成效的创造、成效的巩固和变革的进一步推进、新方
法在企业文化的融入。本文接着总结了从戴尔公司变革目前取得的初步成功中
获得的经验:重新定位,塑造全新品牌形象;以客户为导向,提供最佳价值体
验;注重沟通与培训,转变员工观念;建立完善的服务体系,提高服务水平
本文最后提出通过侧重中小企业,走差异化的竞争道路、坚持PC和平板电脑业
务,重点投资软件和云计算、尊重不同的企业文化,注重企业文化的整合三个
对策来解决戴尔变革今后面临的挑战
关键词:戴尔;变革;企业转型
Abstract
No matter it is from individual consumer or from companys, even from
governments, more and more customers' needs have turned to one-store
services and whole solutions instead of single product. In the cruel competition
caused by product similarity, companies can not differentiate themselves from
other competitors if they rely on products only. Companies will win in the
competitions if they can provide the products with additional serevices or
service-oriented solutions. Customers are attracted by service-oriented designs
because they are distinct and bring more value and meet customers'
requirement. Therefore,it is a world-wide trend that manufactures transform
to service-provided companies.
Under the new industrial situation, Dell encounters severe challenges in PC
market To extricate itself from relying on hardware excessively and to improve
company's profit, Dell has to transform and decides to expand to the higer
profit market of software and service.
The article first describes its background to the study and the theories
related to transfromation management,and then it analyses the background of
Dell transformation. According to the eigh transformation procedures of John
Kotter,the article then focuses on the study of the detailed procedures and
processes of Dell transformation. How did Dell propose its transformation
How did the company set up its leadership team How did Dell design its
aspiration and strategy How did the aspiration and strategy be communicated
How did the transformation be executed How did the short-term result create
How did the company enhance the result and carry forward the transformation
How did the company intergrate new ways into its company's culture After
that the article summarizes the lesson and learn that Dell gained, repositioning
the company and building brand-new image of Dell brand, providing best-value
solutions based on customers' needs, focusing on communication and trainings
to exchange employees' conception, setting up completed service system and
improving service standard. Finally, the article analyses the challenges Dell
faced on the way of transformation in the future and provides three solutions to
solve the issues. Those are concentating on the market of middle and small
enterprises for differing Dell from competitors, continuing PC and Tablet
business and investing on the fields of software and cloud computing and
focusing on intergration of different enterprise cultures
Key words: Dell; Revolution; Enterprise Transformation