The Birth Process And Principles Of Computer Genius DELL

DELL is the world's fastest growing business owner. How did he make a fortune?

The story of DELL middle school is more than 10 years ago. DELL is still a poor student. He also uses holiday work as a general middle school student to earn money.

The first business was to sell newspapers to the newspaper, and he found a trick: finding a new or newly married couple is the easiest to make a deal.

So he went to the household office and other departments to collect information in this area, and then sent the newspapers directly to such people, so the snowflakes came in.

In the first year, DELL made 180 thousand dollars.

Once the teacher asked him to hand in his homework. He handed in the tax bill, and the teacher found that DELL had more than his own income.

This inspired DELL's "business savvy" and "business consciousness".

In 1984, DELL drove a small white car in primary and secondary schools to earn money to buy a university, but the enthusiasm of this fashion computer exceeded that of.

After class, his dormitory door was always full of people who came to buy his computer.

Because of his rich computer knowledge and professionalism, the computer he assembles is of good quality, but more importantly, the price is cheap.

IBM sold 2000 dollars for the same computer, and he only sold 700 dollars.

Because the final sale price of the IBM computer was 2 / 3, so that the middleman and agent could earn money.

These middlemen and agents do not specialize in computers. They are more concerned about cars and appliances, and have no time to improve their quality.

DELL has been inspired by "direct selling" to make money.

So in the first year of college, he registered DELL computer company and devoted himself to the self produced computer.

At this time, he naturally could not attend to his homework, and his grades went down sharply.

His parents heard something and rushed to school immediately, except that his room was full of computers and spare parts.

The son was almost destroyed by the computer, and the two old man lost his temper.

DELL said, "don't get angry. Your son is competing with IBM."

But this did not stop their parents from shaking their heads.

When registered with the company, DELL has clearly designed the company's development ideas and has confidence in the future.

Indeed, he spent 80 thousand dollars in the first month.

From then on, for 15 consecutive years, the annual growth rate exceeded 90%, creating unprecedented high-speed and sustained development for any enterprise.

Today, its annual turnover has reached 18 billion US dollars. It has become a world famous multinational company and has entered the top 500 of the world. It has been on equal footing with IBM, Compaq, HP and other computer giants.

DELL has changed the world's business mode. DELL's sole marketing strategy is to push forward the way of selling away the middlemen, and become a businessman who does not produce parts but only assembles. The fundamental trick is to turn the interests of the former middlemen into their own.

The three principles of DELL are: first, the minimum inventory is to reduce costs; second, to reduce the cost by not finding intermediaries; and third, to make products and services close to customers.

The result is a new way of operation, that is, a virtual integration way that is different from outsourcing: only directly grasping supplier information, setting standards, coordinating supplier relationship, creating maximum value for customers, and implementing production mode after placing orders.

To this end, DELL is determined to let employees spend 40% of their time with customers.

DELL's failure story: DELL's motto: development is the greatest weakness when you develop the fastest and best.

He said this very profoundly.

His first lesson was that there was too much inventory.

This made it no longer needed for 256K chips overnight, and DELL suffered heavy losses.

Now its inventory turnover is less than 11 days.

The second lesson is to make technology for technology.

This is a successful design, that is, the perfect product of the integration of computers, servers, workstations and "Olympics" to the market, but nobody cares.

DELL learned painfully: Perfection of technology is not an end, and user usefulness is the end.

Only technology that customers need is good technology.

In addition, the technological innovation of products must be gradual, and the risk of package solving is very risky.

DELL believes that the biggest challenge is lack of managers.

This is a difficult point for all enterprises.