The Secret Of DELL'S Success In Marketing

The globalization enthusiasm of Chinese IT enterprises has never been as high as it is today.

Whether Lenovo, Huaqi and Amoy are changing their names, or the acquisition of Thomson by TCL, or the breakout of mobile phones in Southeast Asia, they all vividly outline the desire and sprout of Chinese IT enterprises to the international market.

Moreover, the development strategy of globalization is no longer a deliberate attempt of a few Chinese entrepreneurs, but has become a real action for more Chinese enterprises.

However, in the face of the international wave, Chinese enterprises have three barriers: how to achieve the leap from regional brand to global brand; how to understand the basic law of industrial segmentation accurately and inject this understanding into the brand connotation; as a global brand, how to achieve the balance between localization and globalization in every new regional market "landing".

To answer these questions, DELL is a good "stone of other hills".

In April 12, 2004, DELL said in its annual report to the securities and Exchange Commission (SEC) that "as of the end of January, 23800 of the 46000 employees worked overseas, and the other 22200 were working in the US".

The total number of overseas employees of DELL has surpassed that of the United States, which is an important turning point of the global brand.

The report also said, "DELL has recently set up technology and customer service department in China, India and Slovakia, and intends to further expand the international market.

The company also established design centers in mainland China and Taiwan.

Although each enterprise's development path is different, but this does not hinder Chinese IT enterprises to learn from each other's advantages and disadvantages.

For example, why is DELL the winner of the post competition competition?

Before DELL, IBM, HP, AST and Compaq were all the kings of PC in the world. In this competitive market, DELL did not rely on the significant upgrading of technological innovation (such as upgrading of CPU from 286 to 386), but rather defeated the opponent through advanced mode. This is very meaningful.

In contrast, China's IT enterprises, at this stage, are very difficult to innovate in technology and take the lead in the world. In every subdivision market, they are also facing the brutal post competition.

DELL's success is not based on our "core technology", but by excellent ideas, processes and systems, which can break many Chinese enterprises' excuse that "competition is not the international giants because our technology is thin, and R & D investment is low".

For DELL, an accurate and profound understanding of the industry rules is the core of building an American brand into a global brand.

In the past, we mentioned that the international market always emphasized the difference. But DELL saw the identity of customer needs. This identity, in DELL's view, is the openness of IT technology and the trend of product standardization. The more standardized products, the stronger the universality, the lower the price, and the customers are willing to accept.

Accordingly, DELL's understanding of industrial laws has become a brand advantage in reality.

DELL has identified a wide range of single product selection standard calipers, non standardized products are not involved, standardized products should be the first.

For diversification, DELL's understanding is that as long as products entering the standardized range can enter DELL's vision, but it must increase the potential energy of the "main brand" rather than weaken it, so as to avoid diversified misunderstandings.

At this point, many famous brands have suffered losses, but DELL's brand system has been doing quite well.

How to quickly realize the balance between localization and globalization in the new area "landing" is a classic difficult problem to test the wisdom of global brand entrepreneurs.

DELL's basic approach is to make an essay on "people", such as hiring a large number of employees and management staff, but if the global brand culture can not be effectively inherited, then the building of a global brand will not help.

In addition, DELL's approach is almost stubborn process and industry chain replication.

At the beginning of DELL's entry into China, it was uncompromising on key issues such as the production process, business mode and partner selection of the industry chain.

For example, DELL's "harsh" requirements for Xiamen post logistics, such as "harsh" norms for production staff, sales staff and service staff, and many international partners follow DELL to China, have laid a good foundation at the beginning of localization development of DELL China.

DELL's "harsh" attitude has aroused criticism.

But after five years of development, when DELL's performance in the Chinese market rose rapidly, when more and more Chinese customers chose DELL, DELL was already the champion of China's foreign capital export business, and the doubts and criticisms were drowned by DELL's success.

In the famous "fortune" magazine's annual "most respected enterprise" award, DELL has been on the list for several consecutive years. DELL was named the fifth place last year, and also ranked number one in the field of IT.

The result is most convincing.