dellinchina-120109063848-phpapp01

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Executive Summary

Dell is one of the most popular organization who is specialized in making desktops, laptops and wide

range of other computer hardwares all over the globe to satisfy growing demands of people in field of

IT. Dell entered into Indian market in mid of 1993 by via export and after two years successful operations

in India, Dell entered into Chinas market in beginning of 1995 through exports and in 1998 Dell installedits manufacturing plants too in China due to favorable production environment in China at lower cost. We

will discuss this in details below. Dell continually achieved phenomenal records in sales and profit

growth, eventually making it the most successful company ever in the PC industry, surpassing

$25 billion in 2000.

Dell captured customer market and compete other competitors in same field over the China my

the mode of production of products at lowest cost and offering customized options to its

customers. All the strategies which dell focused and we will discuss in this project are all

showing that how Dell was giving its maximum focus on customers needs according to the

need of time and technology at lowest cost and optional customization options. Dells direct

relationship with the customer allows it to tailor its offerings to customer needs, offer add-on

products and services, and use the Internet to offer a variety of customer services. In addition,

Dells PCs are built to customers specifications upon receipt of an order, giving Dell additional

advantages over indirect PC vendors who must try to forecast demand and ship products based

on those forecasts. Dell relies on outside partners for services such as system integration,

installation, on-site repairs and consulting. Partners include Wang, Unisys, IBM and BancTec. On

other hand Dells focus on the corporate and government institutional customers somehow

affected its ability to form relationships with educational institutions which was the negative

point in the favor of Dell in China because students are there top list customers.

Dell Computer's award-winning customer service, industry-leading growth and consistently

strong financial performance differentiate the company from competitors. Customers are

getting more and more educated about computers. Second-time buyers would most likely avail

of Dells custom-built computers because as their knowledge grows, so do their need to

experiment or use some additional computer features. . Low-cost leadership strategy is no

longer an issue to Dell therefore it is important for Dell to stand out from the rest and have to

always keep up with technological advancements to be able to compete.

INTRODUCTION


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Dell was founded in 1983 by Michael Dell, an 18 year old college freshman from Texas who

started out upgrading hard drives for IBM compatibles on nights and weekends.

Within a year, his service business had grown to an incredible $6 million from performing

computer upgrades for local area businesses and he dropped out of school to concentrate on

the business. When Dell changed its strategy and started offering custom built-to-order

machines, the business exploded, with $70 million in sales by the end of 1985. Evolving into anassembler company, Dell was able to exploit certain events occurring in the industry and swiftly

adapted to meet market conditions.

Five years later, total sales had grown to an unbelievable $500 million and Dell became

nationally known as a supplier of state-of-the art desktop and portable computers. Dell

continually achieved phenomenal records in sales and profit growth, eventually making it the

most successful company ever in the PC industry, surpassing $25 billion in 2000. As one of the

world's premier providers of computer products and services, Dell was the US market leader in

its core products, the desktop and laptop markets by 2001.

In 2001, Dell Computer became the worlds largest personal computer vendor, continuing to

gain market share and post profits in an industry struggling with slumping sales and billions of

dollars in losses. Dell sells 90% of its PCs directly to the final customer, largely bypassing there

seller channel that accounts for most of the worlds PC sales. This direct customer relationship

is the key to Dells business model, and provides distinct advantages over the indirect sales

model. Dells direct relationship with the customer allows it to tailor its offerings to customer

needs, offer add-on products and services, and use the Internet to offer a variety of customer

services. In addition, Dells PCs arebuilt to customers specifications upon receipt of an order,

giving Dell additional advantages over indirect PC vendors who must try to forecast demand

and ship products based on those forecasts. Dells direct sales and build-to-order model has

achieved superior performance in the PC industry in terms of inventory turnover, reduced

overhead, cash conversion, and return on investment.

Dells business model is simple in concept, but very complex in execution. Building PCs to order

means that Dell must have parts and components on hand to build a wide array of possible

configurations with little advance notice. In order to fill orders quickly, Dell must have excellent

manufacturing and logistics capabilities supported by information systems that enable it to

substitute information for inventory.

The demands of Dells model have led it to adopta new organizational structure.It is marked by

a focus on a few key strategic activities, and extensive outsourcing of non-strategic activities.

Dell works closely with external partners to produce its PC products and to offer its customers


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an array of additional products and services that add value and allow Dell to capture a larger

share of the customers IT spending.

To manufacture its products, Dell coordinates a global production network that spans the

Americas, Europe and Asia, combining in-house final assembly with heavy reliance on outside

suppliers and contract manufacturers. Manufacturing of printed circuit board assemblies

(PCBAs), subassemblies (box builds), and some final products (mainly notebook PCs) is handled

by contract manufacturers or original design manufacturers such as SCI, Solectron, Celestica,

Hon Hai, Quanta and Arima. Like other PC makers, Dell relies on outside suppliers for

components and peripherals such as disk drives, CD-ROM drives, semiconductors, add-on cards,

monitors, keyboards, mice and speakers. Its PCs can be bundled with standard software such as

Microsoft Office or with specialized software requested by corporate customers.

Dell relies on outside partners for services such as system integration, installation, on-site

repairs and consulting. Partners include Wang, Unisys, IBM and BancTec. It also works withresellers who support Dell hardware and receive referral fees for recommending Dell to

customers.

History

Dell competes in the PC industry, selling enterprise systems, desktop computers andnotebook computers.

Founded in 1983 Worlds largest computer vendor Revenues of $41 billion in 2004

Operates in 13 Asia Pacific markets with sales of $4.3B in 2004 Entered China in 1995 via export Started focusing on China in 1998 Operates in in 1998 established a local manufacturing and distribution operation In 2004, Dell PCs captured 7% share in China.

Dells Mission and Vision

Mission Statement:

Dells Mission is to be the most successful computer company in the world at deliveringthe best customer experience in the markets we serve.

Vision Statement:


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Its the way we do business. It's the way we interact with the community. It's the way we

interpret the world around us-- our customers needs, the future of technology, and the

global business climate.

Products and Services

Products

Following is the product range of Dell International;

OptiPlex (officedesktop computer systems)

Vostro (office/small business desktop andnotebook systems)

n Series (desktop and notebook computers shipped withLinux orFreeDOS

installed)

Latitude (business-focused notebooks) Precision (workstation systems and high-performance notebooks),

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PowerEdge (businessservers)

PowerVault (direct-attach andnetwork-attached storage)

PowerConnect (network switches)

Dell/EMC (storage area networks)

EqualLogic (enterprise classiSCSISANs)

Dell's Home Office/Consumer class emphasizes value, performance, and expandability.These brands include:

Inspiron (budget desktop and notebook computers) Studio (mainstream desktop and laptop computers)

XPS (high-end desktop and notebook computers)

Studio XPS (high-end design-focus of XPS systems and extreme multimedia

capability)

Alienware (high-performance gaming systems)

Adamo (high-end luxury laptop)

Dell's Peripherals class includesUSB key drives,LCD televisions,andprinters;Dellmonitors includesLCD TVs,plasma TVs andprojectors forHDTV andmonitors;Dell

Ultra Sharp is further a high-end brand ofmonitors. Dell also helps you harness the transformative power of todays latest technologies,

simplifying the entire life cycle of every initiative, from assessment and planning to

implementation and support.

Systems Management

Data Storage & Management

Servers
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Virtualization

SERVICES

Dell service and support brands include;

Dell On Call (extended domestic support services), Dell Support Center (extended support services abroad),

Dell Business Support (a commercial service-contract that provides an industry-certifiedtechnician with a lower call-volume than in normal queues),

Dell Ever dream Desktop Management ("Software as a Service" remote-desktopmanagement), and

Your Tech Team (a support-queue available to home users who purchased their systemseither through Dell's website or through Dell phone-centers).

Dells Service Partners

Rather than do everything itself, Dell has made extensive use of business partners to help serve

its customers, especially as it has moved into producing servers and targeting the small and

medium business market. Three functions - systems integration, service and repair, and

consulting - all have to be located very close to the customer, as they involve direct contact

with the customer. Dell partners with companies that can deliver these services globally - or at

least regionally.

System integration: Dell partners for procurements with integrators like Electronic DataSystems (EDS) who will install Dell servers and link them up with end user devices.

Service and repair: Dell also partners with firms like IBM, Unisys, Wang for field service

and repair. While 90% of service incidents are handled by telephone in Dells call

centers, about 10% involve field calls, which Dell has outsourced to these partners. Their

field service units are tied to Dell electronically, and get the orders for field service

within an hour or two of a call coming in to Dell.

Consulting: Dell partners with Arthur Andersen and Gen 3 in the U.S. to provideconsulting services to companies that seek to emulate Dells success with the direct

model and Internet-based IT.

MARKETING STRATEGIES

When Dell was first launched in India,Dells advertising campaign was titled Take YourOwn Path.
http://content.dell.com/us/en/business/smb-by-technology-virtualization.aspxhttp://en.wikipedia.org/w/index.php?title=Dell_On_Call&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Dell_On_Call&action=edit&redlink=1http://content.dell.com/us/en/business/smb-by-technology-virtualization.aspx


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The campaign targeted Indian SMBs (Small Medium Businesss) with a new range of laptops.

DELL KIOSKS

Starting in 2002, Dell openedkiosk locations inshopping malls across United States,

Australia,Canada,Singapore and Hong Kong in order to give personal service to customerswho preferred this method of shopping to using the Internet or the telephone-system despitethe added expense

GREEN INITIATIVE

Dell became the first company in theinformation technology industry to establish aproduct-recycling goal (in 2004) and completed the implementation of its global consumer

recycling-program in 2006.

INTELLIGENT CLASSROOM

Dell has been a leader for years and has had several different versions of the IntelligentClassroom.

Typical technology used in an Intelligent Classroom would include a projector, computer,sound, student response systems, video distribution, and IP TV.

All of these products would have one goal, and that is to improve the learning experiencefor the students.

PRACTICE FUSION

Dell might not be the first firm that leaps to mind when youthink "high-tech medical practices" but maybe it shouldbe: the company has introduced an all-in-one system formakingdigital medical records cheap and easy fordoctors, called Practice Fusion.

GREENEST BRAND

Samsung and Toshiba may be themostsustainable brands for consumer laptop and PC buyers,butDell wins out with the IT crowd according to a newstudy fromGreen Factor.

Marketing intelligence firm Strategic Oxygensurveyed over 3,500 CIOs, IT managers, and CXOs in 11countries.
http://en.wikipedia.org/wiki/Kioskhttp://en.wikipedia.org/wiki/Shopping_mallhttp://www.dell.com.au/Delldirectstorehttp://www.dell.ca/Delldirectstorehttp://www1.ap.dell.com/content/topics/topic.aspx/ap/topics/main/en/direct_kiosk?c=sg&l=en&s=dhshttp://en.wikipedia.org/wiki/Information_technology_industryhttp://en.wikipedia.org/wiki/Recyclinghttp://www.fastcompany.com/magazine/135/19-billion-for-what.htmlhttp://www.greenpeace.org/international/campaigns/toxics/electronics/how-the-companies-line-uphttp://www.greenpeace.org/international/campaigns/toxics/electronics/how-the-companies-line-uphttp://www.dell.com/content/default.aspx?c=us&l=en&s=genhttp://www.greenfactorstudy.com/http://www.greenfactorstudy.com/http://www.dell.com/content/default.aspx?c=us&l=en&s=genhttp://www.greenpeace.org/international/campaigns/toxics/electronics/how-the-companies-line-uphttp://www.greenpeace.org/international/campaigns/toxics/electronics/how-the-companies-line-uphttp://www.fastcompany.com/magazine/135/19-billion-for-what.htmlhttp://en.wikipedia.org/wiki/Recyclinghttp://en.wikipedia.org/wiki/Information_technology_industryhttp://www1.ap.dell.com/content/topics/topic.aspx/ap/topics/main/en/direct_kiosk?c=sg&l=en&s=dhshttp://www.dell.ca/Delldirectstorehttp://www.dell.com.au/Delldirectstorehttp://en.wikipedia.org/wiki/Shopping_mallhttp://en.wikipedia.org/wiki/Kiosk


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OTHER MARKETING STRATEGIES

Delladvertisements have appeared in several types ofmedia includingtelevision,theInternet,magazines,catalogs andnewspapers.

Some of Dell Inc's marketing strategies include lowering prices at all times of the year, offeringfree bonus products (such as Dell printers), and offering free shipping in order to encourage

more sales and to stave off.

To maintain its low prices, Dell continues to accept most purchases of its products via theInternet and through the telephone network.

Dell has been focusing onm-commerce andsocial media strategies to reach customers andpotential customers with marketing offers.

Dell reportedly earned $1 million in revenue from transmitting messages about sales anddiscounts to its Twitter followers.

TWITTER REALLY WORKS

Dell started tweeting about two years ago, when thesystem was pretty new.

So given what they say are $6.5 million in Twitter-driven sales, the company's yearly return fromTweets is around $3.25 million.

Dell also notes that its follower list has risen 23% inthree months alone.

DELL MINI 5 ANDROID SLATES

It's very light and comfortable to use, the screen isresponsive, and Dell's icon interface makes for intuitivepresentation of Android.

Dell In China
http://en.wikipedia.org/wiki/Advertisementhttp://en.wikipedia.org/wiki/Mass_mediahttp://en.wikipedia.org/wiki/Televisionhttp://en.wikipedia.org/wiki/Internethttp://en.wikipedia.org/wiki/Magazineshttp://en.wikipedia.org/wiki/Mail-order_cataloghttp://en.wikipedia.org/wiki/Newspapershttp://en.wikipedia.org/wiki/Internethttp://retailindustry.about.com/b/2008/12/14/holidaycyber-shopping-2008-m-commerce-upstages-e-commerce-at-wal-mart-amazon-zappos-and-sears.htmhttp://retailindustry.about.com/b/2008/09/27/business-blogging-or-business-babble.htmhttp://retailindustry.about.com/b/2008/09/27/business-blogging-or-business-babble.htmhttp://retailindustry.about.com/b/2008/12/14/holidaycyber-shopping-2008-m-commerce-upstages-e-commerce-at-wal-mart-amazon-zappos-and-sears.htmhttp://en.wikipedia.org/wiki/Internethttp://en.wikipedia.org/wiki/Newspapershttp://en.wikipedia.org/wiki/Mail-order_cataloghttp://en.wikipedia.org/wiki/Magazineshttp://en.wikipedia.org/wiki/Internethttp://en.wikipedia.org/wiki/Televisionhttp://en.wikipedia.org/wiki/Mass_mediahttp://en.wikipedia.org/wiki/Advertisement


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Dell is one of the worlds most successful company. After entering in huge number ofglobal markets, Dell decided to enter Indians market in 1993 and after the struggle oftwo years analysis of China, Dell entered into china in 1995 via export. In 1998 , Dellestablished its local manufacturing and distributional operations in China and up to year2004, Dell was able to capture 7% to 9% market shares in China.

To discuss the Dell in China and its marketing strategy in china, lets start ourdiscussion from different sorts of SWOT and PEST analysis;

SWOT ANALYSIS

Strengths

Dell's Direct Model approach of enables the company to offer direct relationships with

customers such as corporate and institutional customers. Their strategic method also provides

other forms of products and services such as internet and telephone purchasing, customized

computer systems; phone and online technical support and next-day, on-site product service.

This extensive range of products and services is definitely one of Dells strengths.

Dell Computer's award-winning customer service, industry-leading growth and consistently

strong financial performance differentiate the company from competitors for the following

reasons:

Price for PerformanceDell boasts a very efficient procurement, manufacturing and

distribution process allowing it to offer customers powerful systems at competitive prices.

Customization- Each Dell system is built to order to meet each customers specifications.

Reliability, Service and SupportDells direct customer allows it to provide top-notch

customer service before and after the sale.

Latest TechnologyDell is able to introduce the latest relevant technology compared to

companies using the indirect distribution channels. Dell turns over inventory for an average of

every six days, keeping inventory costs low.

The company's application of the Internet to other parts of the business --includingprocurement, customer support and relationship management -- is growing at a rate of 30

percent. The company's Web site received at least 25 million visits at more than 50 country-

specific sites.

Weaknesses


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Dells biggest weakness is attracting the college student segment of the market. Dells sales

revenue from educational institutions such as colleges only accounts for a measly 5% of the

total. Dells focus on the corporate and government institutional customers somehow affected

its ability to form relationships with educational institutions. Since many students purchase

their PCs through their schools, Dell is obviously not popular among the college market yet.

For home users, Dells direct method and customization approach posed problems. For one,

customers cannot go to retailers because Dell does not use distribution channels. Customers

just cant buy Dell as simply as other brands because each product is custom-built according to

their specifications and this might take days to finish.

Signi f icant Issues and ProblemsDells most significant issue is the continuation and expansion of its direct modelselling method and the application of this particular method, in which it excels, in foreignmarkets. The opportunities and threats portion of this case analysis discusses thesefactors in detail. Dell faces a number of problems as it seeks entrance into the Chinese

market, most notably government regulations on manufacturing, consumer access to itsonline selling system upon which Dell relies, and nationalized competitors. Tosuccessfully enter and compete in this market, Dell must make concessions to theChinese government, most notably in location of production facilities, and tailor theirdirect selling method for a culturally different consumer audience.Domestically, Dell also seeks growth in its online direct selling method, but facesincreased competition from copy-cats, IBM and Compaq. Both retailers are learningfrom Dell and are implementing Dells direct model in their own venues. If Dell wishesto see 50% of revenues come from online sales, it must realize it is losing thiscompetitive advantage because now competitors can duplicate portions of it. Dell mustfind ways to significantly improve or differentiate its direct model further if it wishes to

maintain a competitive advantage in direct online sales domestically.

Opportunities

Personal computers are becoming a necessity now more than ever. Customers are getting more

and more educated about computers. Second-time buyers would most likely avail of Dells

custom-built computers because as their knowledge grows, so do their need to experiment or

use some additional computer features.

Demand for laptops is also growing. As a matter of fact, demand for laptop has overtaken the

demand for desktops. This is another opportunity for Dell to grow in other segments.

The internet also provides Dell with greater opportunities since all they have to do now is to

visit Dells website to place their order or to get information. Since Dell does not have retail

stores, the online stores would surely make up for its absence. It is also more convenient for

customers to shop online than to actually drive and do purchase at a physical store.

Threats


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In a volatile market such as personal computers, threats abound. Computers change in a

constant sometime daily basis. New software, new hardware and computer accessories are

introduced at a lightning speed. It is essential for Dell therefore to be always on the lookout for

new things or introduce new computer systems.

The threat to become outmoded is a pulsating reality in a computer business. Not only that,companies must produce products that are high in quality but low in price. This is one challenge

that Dell contends with.

One of the biggest external threats to Dell is that price difference among brands is getting

smaller. Dells Direct Modelattracts customers because it saves cost. Since other companies are

able to offer computers at low costs, this could threaten Dells price-conscious growing

customer base. With almost identical prices, price difference is no longer an issue for a

customer. They might choose other brands instead of waiting for Dells customized computers.

The growth rate of the computer industry is also slowing down. Today, Dell has the biggest

share of the market. If the demand slows down, the competition will become stiffer in theprocess. Dell has to work doubly hard to differentiate itself from its substitutes to be able to

continue holding a significant market share.

Technological advancement is a double-edge sword. It is an opportunity but at the same time a

threat. Low-cost leadership strategy is no longer an issue to computer companies therefore it is

important for computer companies to stand out from the rest.

Technology dictates that the most up-to-date and fastest products are always the most

popular. Dell has to always keep up with technological advancements to be able to compete.

Current Status of Dell organization:

Dell has performed extremely well since its inception in 1984. At the time of this

case, in 2000, Dell realized $25 billion in gross revenue and $1.86 billion in net income.

One can appreciate the magnitude of its continual growth through the fact Dell had a

four-year average (1997-2000) growth rate of 63.76%. With a current ratio of 1.48, Dell

maintains enough liquidity to repay its current liabilities. Dells equities are growth

stocks; Dell has never paid a dividend to shareholders. Its strong returns have prompted

investors to trust and invest in the company regularly over the years, and therefore Dell

has not had to utilize long-term debt as a primary capital- financing tool. Dell has

rewarded its investors with a stable stock, with a split history of 3-to-2 in April 1992, 2-


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to-1 in October 1995, 2-to-1 in December 1996, 2-to-1 in July 1997, 2-to-1 in March

1998, 2-to-1 in September 1998, and most recently 2-to-1 in March 1999. Dells return

on equity, a measure of shareholders return on investment, was 0.52 in 2000.

Dells ample cash supply prevents the company from having to incur any shortterm

debt, of which it had none in 2000. Dells debt ratio, an indication of Dells ability to sell assets if

necessary to cover its creditors risk, was only 0.04 in 2000, as it had only

$508 million in long-term debt compared to over $11 billion in total assets. Dells debtto-

equity ratio, an indication as to the extent the firm has financially leveraged itself, was

0.14 in 2000.

Current Status of Dell in Chinas Market:

Here we will discuss five important forces of competitors to discuss current actual status of Dell

in Chinas market;

Threat of new entrants in Market of China is High Bargaining power of suppliers in Chinas market is Low The value of threat of substitution products for customers is Moderate Rivalry among competiting Firms is Intense

Now lets evaluate the Dell in china by using Portals model of different forces which effects

the operations and functions of any organization.

Porters Five Forces


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Threat of New Entrants( High):

Foreign and local competitorsIBM, Compaq and HP also entered into market.Less government policy barriers (China joined WTO in 2002)

Potential barriers include:

Access to distribution channelsScale economies (Local production plants)

Bargaining Power of Suppliers (Low):

Most competitors are vertically integrated thats why the there is low bargaining poweropportunities for Dell with suppliers.

External Analysis:

Bargaining Power of Customers(MODERATE):

Few buyers purchase a large portion of industry outputState-owned companies, MNCs and educational institutionsSales account for a large portion of Dells sales revenues 50% from government, education,telecoms, power and finance.Brand reputation and product differentiation can mitigate

Substitutes(Low):

Competitive Rivalry(Intense):

High profit potential due to industry growthMain buyers are institutions with more resources than individualsPrice pressure from local competitorsHigh fixed costs of production capacityHigh strategic stakes (focus on market share)

Aggressive competitive responseLenovo adopting Dells direct sales model in ChinaLenovos joint venture with IBM to increase its shareLenovos brand campaign to improve recognition

Competitors Analysis:

Future objectives:Build market share rapidly over its competitors.Current strategy:

Cost leadership (Lenovo, Founder, Tongfang)Differentiation (HP, IBM & Compaq)Focused on consumer marketLenovo positioning itself to challenge in high-endCompetitors


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Critical investigation and analysis of Dell in Chinas market

Key Strengths:

Chinese competitors:market knowledge and low cost advantage.American competitors:technology and brand recognition.

Key Weaknesses:

Chinese competitors:brand recognitionAmerican competitors:higher costs

High-end Customers

State-owned companies MNCs Government Educational institutions

Large Corporate Accounts (1,500+ employees in Telecoms, Power and Finance)

Individual Consumers

Behavior:

Consumer market is price sensitive Prefer a trial use of PCs before purchase Internet purchases were uncommon but internet users increasing Best way to reach is through retailing (Kiosks) Value product quality, especially high-end customers Brand loyal

Key Resources

Key tangible resources:

World Wide market leadership & financial resources ($8B in China) Direct sales system and customer service Local production plant in China Alliance with Oracle Manufacturing (Build-to-order) and low inventory strategy

Just-in-time model (6 days vs. 40 days of supply) Portfolio of award-winning products

Key intangible resources:

Strong brand Reputation (Dell experience of high-quality products, support and service) Innovative in its technology, business practices and customer service


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Core Competencies

Ability to simplify PCs and the supply chain since their beginning

Ability to understand customer needs and deliver innovative technology and services Ability to use technology to simultaneously improve customer experience and contain

costs

Ability to operate a direct business model Value Chain Analysis

Primary activities of value:

Operations:

Manufacturing processes contain costs well

Outbound logistics:

Direct sales model

Service:High responsiveness to customer needs

Technological development:

Innovative web site and IT infrastructure

Firm infrastructure:

Visionary founder and management team

Recommendation

After the analysis of Dell organization, its current status and present running business

strategies in China and all over the globe, we suggest following strategic

recommendations to Dell in order to boost up its market position in order to rise up its

market shares, productivity and profitability;

Dell should have to continue business level strategy of differentiation which was on the

basis of product quality, build-to-own capability and direct sales method

Continue to innovate and outpace the Lenovo-IBM partnership is one of the mostimportant recommendation.

Build brand recognition in China as Lenovos doing worldwide

Grow direct ordering via the internet (increasing Chinese web usage)


15/15

Challenge Lenovo in other important Asian markets while increasing product quality andservices in China

Prepare for wireless/mobility trend and strengthen notebook offering

Eventually broaden reach to penetrate low-end and rural areas

Develop the infrastructure to service, support and sell (different than urban areas) Requires a low-cost, differentiated product line (e.g. AMD, no Windows OS) Learn the Chinese market to overcome foreignness and local rivals Explore alternative sales channels (besides direct) to reach small cities

Documents

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