Dell Reborn

7 months of tortuous privatisation is just the prelude to Dell's rebirth. In mid-September, when the Dell privatisation program was finally passed, founder Maik Dale eventually decided to raise the privatisation offer and pledged to pay special stock dividends, eventually privatizing at around $24.9 billion trillion. After the privatization was completed, Maik Dale owned 75% of the company's shares. Why privatize? Maik Dale that companies need to make a series of painful changes, preferably in a way that is far from being rigorously censored in the open market and not in response to investors ' demands for quarterly profit targets. "But under the new private ownership structure, the company will have the desired flexibility in the strategic acceleration, and be free from the regulatory review, quarterly targets and other operational constraints brought about by the positioning of listed companies, and continue to welcome more organized and unstructured investments." "Maik Dale, let the outside world understand that Dell's transformation will be a long, painful process." In fact, Dell's crisis had already appeared around 2006 ago. With its unique supply chain advantages and cost-control capabilities, Dell, which started out as a direct seller, has become a giant in the PC industry. But with the development of the PC industry and the extension from professional users to individual consumers, Dell's supply chain advantage is no longer obvious, and because of the long-term adherence to the direct sales model in the channel layout lags far behind the competitors, so the performance of rapid decline. The founder Maik Dale, who has retreated behind the scenes, had to return to the helm of the company in 2007, and after his comeback, it was the polarization of IT industry: one was to take IBM as the representative, stripped of the PC business to enterprise-class services, and the other was the large-scale development of PCs represented by Lenovo. Dell's Choice is the two roads parallel, on the one hand, let the product more consumer on the PC side, vigorously develop channel partners other than direct marketing, on the other hand, through large-scale acquisitions to make up for their own in the enterprise-class services and product capacity of the gap. The IT industry is in a period of rapid change, and Dell has not built a core advantage in two areas. The size of the PC has not expanded further, and Dell's cloud computing is lagging behind when enterprise-class demand is transitioning to cloud computing. The privatisation of Dell, it seems, has not yet figured out what to do in the future. Maik Dale A five-point plan for the future: Expand Dell's presence in the enterprise market by injecting capital into research and development and acquisitions, leveraging partner direct sales channels to expand sales and increase marketing team size; focus on emerging markets; In addition to the traditional PC business, We should also actively increase the investment in flat-panel equipment and virtual computing, and promote the customer experience as soon as possible. From these five points, it is not clear that Dell has a brand new strategy, basically along the personal and corporate two roads parallel. Increasing the marketing team, focusing on emerging markets and developing tablet products all contribute to the promotion of personal consumer business, but the most urgent need to make up for it is channel building. At the enterprise level, Dell, although through a series of acquisitions, has a part of the service capabilities, but as a product with a strong gene for the company, in software andThere is still a big gap between service capabilities and competitors, especially in the area of cloud computing and the lack of technical reserves for big data. If you want to make up in the enterprise market, Dell will need to pay more money and time, perhaps also need a lot of mergers and acquisitions to improve the product line and "soft power."