Cum de n-am vazut acest subiect!momolo wrote:http://ro.stiri.yahoo.com/dell-c%C4%83d ... 00090.html" onclick="window.open(this.href);return false;Dell - Căderea unui gigant. Răzbunarea Apple a fost totală
DELL cade, Lenovo se ridica !
Caderea DELL este explicata mai degraba de relatia cu ASUS, decat de competitia reala cu IBM / Lenovo. S-au scris carti si articole intregi pe tema asta!
Daca urmariti Forbes si alte bloguri din zona de macro economie ii preocupa foarte tare problema. Cam cum sa tina aproape de ei unul au mai multe elemente cheie ale produsului final.How whole industries disappear
Take the story of Dell Computer [DELL] and its Taiwanese electronics manufacturer. The story is told in the brilliant book by Clayton Christensen, Jerome Grossman and Jason Hwang, The Innovator’s Prescription :
ASUSTeK started out making the simple circuit boards within a Dell computer. Then ASUSTeK came to Dell with an interesting value proposition: “We’ve been doing a good job making these little boards. Why don’t you let us make the motherboard for you? Circuit manufacturing isn’t your core competence anyway and we could do it for 20% less.”
Dell accepted the proposal because from a perspective of making money, it made sense: Dell’s revenues were unaffected and its profits improved significantly. On successive occasions, ASUSTeK came back and took over the motherboard, the assembly of the computer, the management of the supply chain and the design of the computer. In each case Dell accepted the proposal because from a perspective of making money, it made sense: Dell’s revenues were unaffected and its profits improved significantly. However, the next time ASUSTeK came back, it wasn’t to talk to Dell. It was to talk to Best Buy and other retailers to tell them that they could offer them their own brand or any brand PC for 20% lower cost. As The Innovator’s Prescription concludes:
Bingo. One company gone, another has taken its place. There’s no stupidity in the story. The managers in both companies did exactly what business school professors and the best management consultants would tell them to do—improve profitability by focus on on those activities that are profitable and by getting out of activities that are less profitable.
De exemplu: apple isi tine software-ul foarte aproape de casa; tot in Palo Alto. De ce n-or fi externalizat macar testarea in India, ca la 100 us$/luna/om e super pret!!!
PS: cititi tot articolul pt ca si Amazon este in aceeasi situatie. E urmatorul...