COMPAQ遺作對于競爭對手DELL的分析

1、COMPAQ遺作對于競爭對手DELL的分析2Early 2001 Developments“Dell takes top spot in Global PC Sales”“Dell takes top spot in U.S. server market for Q1”“Dell CEO says storage business is the next target”“Dell will be ruthless in cost cutting Its gonna be Bosnia”“Compaq chief declares price war”3Large Corporate Accou

2、ntsBusiness Mitosis Circa 1997 Dell sales segments $7.4Billion annual revenue, 10,000 EmployeesHealthcareConsumerFederalEducation4Large Corporate AccountsBusiness Mitosis As business units reached critical mass, at roughly $2B in annual sales, they would be split into multiple BUsLarge Corporate Acc

3、ounts$2BillionLarge Corporate AccountsEnterpriseEnterprise$2BillionEnterpriseGlobal$18Billion annual sales, 20,000 employees5Large Corporate Accounts$2BillionBusiness Mitosis Split strategy increased focus and fueled growthLarge Corporate AccountsEnterpriseGlobalPreferred Accounts$26Billion annual s

4、ales, 40,000 employees6Divide and Conquer These were all independent business units with complete sales and marketing infrastructuresLarge Corporate AccountsEnterpriseGlobalPreferred AccountsK-12EducationConsumerHealthcareHigherEducation7Consolidation at Dell Corporate sales recently consolidated ba

5、ck into single business unit to reduce costs moving away from strategy that got them where they are today.Relationship Group $32Billion annual sales, 40,000 employees and dropping8Shake-up at Dell - good time to attackVP and General Manager of Large Corporate Accounts (Cliff Mountain) was asked to s

6、tep down from his position recently. He has since left the company.VP of Sales for Corporate Accounts (Ralph Spagnola, 11 year Dell vet) was unhappy with recent management changes and decided to leave the company.Tom Meredith, former CFO, chief strategist, GM Dell Ventures, and key developer of the

7、Dell Business Model - goneRecently promoted Regional Sales Managers were demoted back to Inside Sales ManagersRecently promoted Inside Sales Managers were pushed back down to Inside Sales reps.Some under-performing Account Managers were let goAccount teams s around in the process disrupting customer

8、 relationships9What do customers like about Dell? Low cost model With no channel associated costs, only 5 days of inventory, and a highly leveraged service model, Dell is able to pass along component cost savings directly and rapidly to customers Single point of accountability Account Executive orch

9、estrates all resources and is accountable to the customer for the relationship Direct Model = simplicity for the customer no confusion or concern about where to get the best deal on the gear they buy Web presence Premier Pages can be set up within a day by the inside sales rep and allow special pric

10、ed standard configs to be ordered on-line. All pertinent customer specific information is fed to the customer from this portal as well invoices, product roadmaps, service history and live status, shipping history and status, order history and status, etc10Dell Competitive TacticsWe sold to a particu

11、lar margin point across all products, roughly 20% I often bought server business at cost or below (keep in mind a lower cost model as well) Desktop/Laptop/Workstation margin subsidized this aggressive pricing As an Account Exec, all I needed to justify special pricing was a forecast over time which

12、could prove profitable a special pricing analyst would return the pricing approval within minutes to a couple hoursIf we knew we were going to lose a deal to Compaq we would sometimes price at 10 or 20 just to cause painOne stop shop DellWare at 0% markup was used for value add11How does Dell sellEx

13、ecutive Relationships between Account Executives and customer CxOAcquisition dinners with Dell ExecutivesMulti-Customer BriefingsEnterprise Summits (Multi-customer briefings for enterprise products)Aggressive up front prices with quarterly reviews for dropsEmpower purchasing with simple web interfac

14、e for purchasingEmpower IT with easy self maintenance programEmployee Purchase Programs for all corporate accountsDedicated sales reps for quotes and all administriviaFrequent face to face visits by dedicated AE Deep and wideDominate accounts all product lines including MS SW, PeripheralsSimple repo

15、rting over the web on order status, past purchases, real-time service call status and history, even invoices are on-lineAlthough Dell is a $30B company, the segmentation and dedicated AEs help customers feel significant thats changing as theyve created fewer large segments with the recent re-org12Dell Special Pricing ModelTime/PriceComponent Cost Dell rides the downward cost trend to profitability13Dell Specia