|
|
Dell: From PC King To Buyout Fodder
In late 2006, the company lost its spot as the world's largest PCmaker to Hewlett-Packard Co.
2006年末，戴尔公司失去了世界最大个人电脑制造商的地位，被惠普取而代之。
Mr. Dell, who had given up the CEO spot in 2004 whileremaining chairman, returned to lead operations in 2007. By thistime, consumers were the driving force in PC buying, and gaining increasing influence overcorporate technology buying. Mr. Dell pledged to create products that inspired 'product lust' andlaunched an effort to get Dell's PCs into retail stores.
2004年，戴尔卸任CEO一职，但继续担任公司董事长。2007年，他重新开始负责公司的运营。当时，消费者是个人电脑销售的驱动力，消费者对个人电脑销售的日益增长的影响力已经超过企业采购。戴尔承诺将推出一些更有吸引力的产品设计，并开始在零售店销售戴尔电脑。
These efforts 'added cost to their model,' said Crawford Del Prete, an analyst at IDC. Dell's supplychain was tuned for custom orders where Dell was paid upfront; making PCs for retail requiredbuilding lots of similar models and getting paid after.
IDC的分析师普雷特(Crawford Del Prete)说，这些做法增加了戴尔电脑的成本。戴尔公司的供应链本来只需满足客户的订单需求，此外，戴尔公司还可以获得预付款，但开始在零售店销售之后，戴尔公司必须生产大量相似的产品，而且在卖出去后才能拿到钱。
And Dell's supply chain was no longer a big help in making PCs with features consumers wanted. H-P included features that Dell didn't have-'simple things that didn't cost a lot' like PCs with twoheadphone jacks, said Toni Sacconaghi, an analyst with Sanford Bernstein.
因此，在生产满足客户额外功能需求的电脑方面，戴尔公司的供应链不再具有很大优势。桑福德伯恩斯坦公司(Sanford Bernstein)的分析师萨克纳西(Toni Sacconaghi)说，惠普推出了戴尔电脑不具备的一些特色──一些成本不高的简单的功能，比如在个人电脑上配备两个耳机插孔。
Most of Dell's efforts to respond with stylish products fell flat. It developed a sleek laptop calledthe Adamo, which was intended to compete with Apple Inc.'s lightweight MacBook Air. But it wastoo expensive and wasn't powerful enough, and Dell ultimately killed the product line.
戴尔公司推出外观上有吸引力的产品的大部分计划都以失败告终。戴尔公司一度推出了一款名为Adamo的轻薄款笔记本电脑，旨在与苹果轻薄的MacBook Air竞争。但是由于价格太昂贵，性能也不够强大，戴尔公司最终放弃了这个产品系列。
Meanwhile, competition intensified from Asian rivals like Lenovo Group Ltd., Acer Inc. and AsustekComputer Inc. More recently, the entire PC sector has suffered as moreconsumer dollars haveshifted to digital music players, smartphones and tablets in the wake of Apple's hit offerings in thosemarkets.
同时，来自联想、宏碁和华硕等亚洲对手的竞争正在加剧。最近，由于苹果的畅销产品把消费者引向数码音乐播放器、智能手机和平板电脑市场，整个个人电脑行业都受到了冲击。
PC sales fell 3.5% in 2012, according to research firm Gartner, a sign of the shift in spendingtoward smartphones and tablets. Dell's own efforts to make those products have failed to gain asignificant foothold.
根据研究公司Gartner的数据，2012年的个人电脑销量下降了3.5%，这意味着消费正在向智能手机和平板电脑转移，戴尔公司虽然也生产上述产品，但都未能在市场上立稳脚跟。
Amid the pressures, Mr. Dell has shifted the company's bets to double down on businesscustomers. While PCs still account for about half of Dell's revenue, the company has acquiredproducts for enterprise customers and in 2009 bought technology outsourcing firm PerotSystems Corp, for $3.9 billion.
在这样的压力下，戴尔改变了策略，使公司对企业客户的押注增加了一倍。尽管个人电脑在戴尔公司的营收中仍然占据大约一半份额，公司已经推出了针对企业客户的产品，并在2009年以39亿美元收购了技术外包公司Perot Systems Corp。
'Dell in the past four years has emerged as a new company,' said spokesman David Frink, in anemail. 'Today's Dell is an end-to-end technology solutions provider, one that has evolved from aPC manufacturer to a true IT solutions partner.'
戴尔公司的发言人弗林克(David Frink)在邮件中说，过去四年，戴尔已经蜕变成一家新的公司，如今的戴尔是一家端到端技术解决方案提供商，戴尔已经从一家个人电脑制造商发展成一个真正的信息技术解决方案合作伙伴。 |
|
发表于 2016-7-11 09:10:37