Susan三叶草 2022年2月7日下午4:34

2022-02-07 17:13:4502:23 8

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That process continued as Dell outsourced the manage ment of its supply chain, and then the design of its computers themselves. Dell essentially outsourced everything inside its personal-computer business--everything except its brand to Asus. Dell's RONa became very high, as it had very few assets left in the consumer part of its business.
Then, in 2005, Asus announced the creation of its own brand of computers. In this Greek-tragedy tale, Asus had taken everything it had learned from Dell and applied it for itself. It started at the simplest of activities in the value chain then, decision by decision, every time that Dell outsourced the next lowest
value adding of the remaining activities in its business, Asus added a higher value-adding activity to its business.
All along, the numbers had looked good to Dell.But what the numbers had not shown was the impact these decisions would have on Dell's future. Dell started out as one of the most exciting computer companies around, but over the years, it has slowly outsourced its way to mediocrity in the consumer business. Dell doesn't build those computers.It doesn’t ship those computers. It doesn't service those computers. It simply allows companies in Taiwan to put the name “ Dell?" on the machines.
To be fair to Dell, it has successfully moved into the higher-profit server business, which is prospering. But on the consumer side, Dell outsourced something far more critical than it might have realized.
随着戴尔外包其供应链，然后外包计算机本身的设计，这一过程仍在继续。戴尔除了品牌外，基本上将个人电脑业务中的所有东西都外包给了华硕。戴尔的净资产收益率变得非常高，因为它在耗材方面占的资产非常少。
然后，在2005年，华硕宣布创立自己的电脑品牌。在这个希腊悲剧故事中，华硕从戴尔那里学到了一切，并将其应用于自身。它从价值链中最简单的开始包，随后一个又一个地接活，每次戴尔外包，剩余工序的附加值就变低，华硕的附加值却增加。
一直以来，戴尔对这些数字都很满意。但这些数字没有显示出这些决定对戴尔未来的影响。戴尔最初是世界上最令人兴奋的计算机公司之一，但多年来，它慢慢外包给了平庸之辈。戴尔不生产不运送也不为这些电脑服务，它只允许台湾公司帖“戴尔”这个名字在电脑上。
平心而论，戴尔已经成功进军利润更高的服务器业务，并且正在蓬勃发展。但在消费者方面，戴尔外包了一些远比它可能意识到的更关键的东西。

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