声音简介
--using several beacons to guide its growth. First, its business model was disruptive:it started making simple entry-level computers at very low costs, because they sold largely by mail or over the Web. It then moved up-market, making a sequence of higher- and higher performing computers. Second, its products were modular allowing Its customers to customize their own computers by choosing what components they wanted in their machines Dell would then assemble and ship them within forty-eight hours--an impressive achievement. And third, Dell tried to use its capital more and more efficiently, wringing more and more sales and profits per dollar of its assets--something Wall Street applauded. These three strategic beacons helped Dell succeed in quite an extraordinary way.
Interestingly, it was actually Taiwan based Asus that enabled Dell to pull this off. Like Dell, Asus started at the low end providing simple, reliable circuits for De1l--at a lower price than what Dell could do itself.
In that context, Asus came to Dell with an interesting proposition: "We''ve done a good job making these little circuits for you. Let us supply the motherboards for your computers,too. Making motherboards isn''t your competence--it''s ours. And we can make them for a 20 percent lower
cost.” The Dell analysts realized that not only could Asus do it cheaper but it would also allow Dell to erase all the
motherboard-related manufacturing assets from its balance sheet.
戴尔在20世纪90年代初实现了跨越式发展——它的成长赖于以下几个特点。首先，它的商业模式是颠覆性的:它开始以非常低的成本制造简单的入门级计算机，因为它们主要通过邮件或网络销售。然后，它进入了高端市场，制造了一系列性能越来越高的计算机。第二，它的产品是模块化的，客户通过选择计算机组件来定制自己的计算机，然后戴尔会在48小时内组装并发货，令人印象深刻的成就。第三，戴尔越来越有效地利用其资本，取得越来越高的销售额和利润——华尔街对此表示赞赏。这三个战略灯塔帮助戴尔取得了非凡的成功。
有趣的是，实际上是总部位于台湾的华硕让戴尔做到了这一点。和戴尔一样，华硕也是从低端起步，为戴尔提供简单、可靠的电路——价格比戴尔自己做的还要低。
在这背景下，华硕向戴尔提出了一个有趣的建议:“我们为你们制造了这些很棒的小电路。让我们也为你的电脑提供主板制造主板不是你的强项，倒反是我们的，我们可以做到低于20%的成本。”戴尔分析师意识到，华硕不仅可以做得更便宜，还可以让戴尔从资产负债表上抹去所有与主板相关的制造资产。
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