戴尔公司的成功秘诀.docVIP

戴尔公司的成功秘诀 摘自《环球时报》2004年9月20日 直销只是戴尔的皮毛? 　　一提到戴尔，大多数人首先想到的可能就是这家公司的直销模式。有人将其总结为“沃尔玛+联邦快递”，并断言这就是戴尔的灵魂。然而，如果一个公司在技术上碌碌无为，光靠直销就在信奉“技术至上”的信息产业独领风骚，显然行不通。记者在戴尔总部采访戴尔本人时，曾当面提出过这样的问题。对此，戴尔说：“直销本身并不难，许多同行十多年前就在模仿戴尔模式，但迄今为止，成功的只有戴尔一家。”? 　　戴尔的回答充满自信。他知道，照搬直销模式，只是摸到了戴尔成功的皮毛。正如美林公司技术分析师斯蒂芬。米卢诺威奇所说：“戴尔模式就好比是乔丹的篮球绝活，你看到了，你理解了，但你就是学不会。”? 　　自我批评增强凝聚力? 　　戴尔认为，企业的凝聚力是走向成功的第一步。2001年秋季，戴尔也曾面临严重的信任危机。当时，尽管戴尔预感到信息产业的复苏时刻越来越近，但公司员工却十分悲观，不少人甚至为戴尔缺乏感情色彩的管理方式感到郁闷。公司内部的民意测验显示：如果有更好的机会，一半以上的员工将立即“跳槽”。?  Dell considers that the cohesive force in enterprise is the first step towards the success. In autumn 2001, dell has encountered the crisis of confidence. At that time, although dell had a feeling that time was growing near the revival in the information industry, all the staffs in his company were very pessimistic. Many staffs were even depressed about dell’s management style which lacked “emotional colors”. A survey in the company showed that if any better opportunity came along, over half of staffs in the company would job-hop immediately. 　　如果是其他公司，高层主管可能会对员工的不满视而不见，但戴尔却立即意识到了问题的严重性。他找来高级主管们开会，开门见山地作“自我批评”，承认自己的性格比较孤僻，因而在和员工之间的沟通上出现了障碍。一位当时在场的主管回忆称，所有的高级主管都对戴尔的举动感到“震惊”，因为他毕竟是个身价百亿的业界巨人，竟然甘于对下属说“对不起”，说明他是个坦诚的上司。会议之后，戴尔要求将他发言的录像带送到每个员工手中。打那以后，公司的凝聚力比以往任何时候都要强。?  If in any other company, senior leaders may turn a blind eye to the staffs’ complaint. But dell was aware of the severity of the problem at once. He gathered all the senior leaders and had a conference with them. In the conference he made self-criticism directly, meanwhile, he admitted that his character was withdrawn indeed, therefore, there were some barriers between he and his staffs to communicate with each other. “All of us were amazed at the Dell’s behavior” recalled a senior leader, “He was actually willing to say sorry to his subordinates ,afterwards, he was a commercial giant who was already worth over 10 billion dollars. This revealed Dell was a straight-out boss.” After the conference, dell asked that the v