戴尔（中国）有限公司后PC时代的战略研究

发布时间：2018-05-17 20:02

本文选题：IT + 战略管理　；参考：《电子科技大学》2012年硕士论文

【摘要】：戴尔公司作为全球领先的PC电脑厂商，从1000美金的创业到如今年营业额高达600多亿美金，可以说是PC行业的奇葩。尤其是戴尔（中国）有限公司，从1998年成立之处就一直保持高速发展，，然而随着在2006年被竞争对手惠普公司挤下世界排名第一的位置后，随后几年戴尔（中国）有限公司发展出现了缓慢发展，在战略上又出现了一些偏差，以致退休的CEO迈克尔·戴尔又再次出山，重新掌管戴尔公司，而随之而来的是面临两大挑战：一是面对当前全球经济危机依然蔓延，对全球IT市场是一大挑战；二是整个IT行业发展趋势到了后PC时代，依靠PC产品打出一片天地的戴尔公司，面对当前IT的发展趋势，在后PC时代，它将如何应对？文章运用企业战略管理的相关理论基础，研究和探讨了戴尔（中国）有限公司在后PC时代形势下的企业战略。文章介绍了戴尔（中国）有限公司的基本情况，运用企业战略管理理论对戴尔（中国）有限公司的外部环境、产业环境、竞争环境以及内部环境进行了定性分析，用SWOT分析法找出企业发展的优势和劣势，机会和挑战，最后通过现有的战略和未来战略的分析，得出后PC时代，戴尔（中国）有限公司的战略选择。文章还对戴尔（中国）有限公司的运营进行了分析，包括了六个方面：商业模式、生产系统、摒弃库存、呼叫系统、企业文化和财务状况，所有的分析都是结合作者本人在公司工作体会和当前实际情况进行了研究和分析。戴尔（中国）有限公司虽然面临很多挑战，但也面临诸多的机会。尤其是在中国的4~6级城市。
[Abstract]:Dell, a leading PC maker in the world, has a turnover of more than $60 billion a year from $1000 to now, which can be said to be a strange thing in the PC industry. Dell (China) Co., in particular, has been growing at a high speed since its founding in 1998, but after being pushed out of the world's number one position by rival Hewlett-Packard in 2006, In the years that followed, Dell (China) Co., Ltd. developed slowly, and there were some strategic biases, so that retired CEO Michael Dell came back to run Dell again. Then there are two challenges: one is that the current global economic crisis is still spreading, it is a major challenge to the global IT market; the other is that the development trend of the entire IT industry has reached the post-PC era. Relying on PC products to play a world Dell, facing the current trend of IT development, in the post-PC era, how will it respond? This paper studies and discusses the strategy of Dell (China) Co., Ltd in the post-PC era using the relevant theories of enterprise strategic management. This paper introduces the basic situation of Dell (China) Co., Ltd., and qualitatively analyzes the external environment, industrial environment, competition environment and internal environment of Dell (China) Co., Ltd. This paper uses SWOT analysis to find out the advantages and disadvantages, opportunities and challenges of enterprise development. Finally, through the analysis of existing strategy and future strategy, the strategic choice of Dell (China) Co., Ltd in the post-PC era is obtained. The article also analyzes the operations of Dell (China) Co., Ltd., including six aspects: business model, production system, abandonment of inventory, call system, corporate culture and financial situation. All the analysis is based on the author's own experience in the company and the current situation of research and analysis. Dell (China) Co., Ltd. faces many challenges, but also faces many opportunities. Especially in the 4 th class cities in China.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272;F416.671

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