Dell Server Strategy - Chinese
戴尔（Dell）笔记本电脑用户手册说明书
Playing our partPearsonTax report 2016ContentsIntroduction 2 Our global tax strategy 4 Taxation principles 4 Tax incentives and arrangements 6 Tax havens 6 Governance & risk management 7 Tax department 8 Public policy 9 Financial & tax data 10 Appendix 20IntroductionWe also believe that in order to create long-term sustainable value for our shareholders, we must deliver a benefit for the communities, economies, and countries in which we work.A key principle that underpins us in being a trusted partner is to operate ethically, responsibly, and transparently. Thiscommitment covers a range of issues, such as treating our suppliers as partners in stimulating economic growth, paying our employees fairly, and also paying tax due.As part of our commitment to greater transparency in how we run our business, Pearson is publishing detailed information on our tax on business profits around the world.Tax contributions—from individuals and businesses—are fundamental building blocks of well-functioning societies. They provide funds for governments to invest in public services including education, to create and maintain vital infrastructure, and to address inequalities.Yet tax systems and rules, both domestic and international, are often complex and difficult to understand for non-specialists. Trust in large institutions, both in government and in the private sector, has fallen, in partPearson’s mission is to help people make progress in their lives through learning. That mission informs how we invest, develop our products and services, and measure our success.because companies can do more to be transparent around tax contributions.Strengthening and maintaining public trust in the way businesses are taxed is vital. Addressing the public concern that some multinationals are not paying their fair share of tax requires both international tax reforms and better efforts to improve public understanding and awareness.This report sets out, for the first time, Pearson’s approach to tax on business profits and the contributions we make to public finances in the countries in which we operate. We have attempted to publish relevant information about our largest markets in an accessible way and to explain complex issues of accounting or tax law wherever possible. Where this report differs from Pearson’s annual report and accounts, we have sought to explain why this is.We intend this public report to provide greater insight into the way Pearson operates and we will make it a regular feature of our corporate reporting.Coram WilliamsChief Financial OfficerBe a trustedpartnerReach more learnersBuild a sustainable business1.2.3.Our strategy to deliver growth is to:Taxation principlesThis report concentrates on tax on business profits; however, our tax principles applyto all taxes, including indirect taxes or sales taxes and payroll taxes. The principles that guide us at Pearson are:1.T o comply with all relevant tax laws, regulations, and tax reporting requirements in all jurisdictions in which we operate, including claiming available tax incentives and exemptions that are available to all market participants and in accordance with generally recognized interpretationof the law.2.T o run our tax affairs in accordance with Pearson’s values, code of conduct, risk management, and governance procedures, which include regular reporting to the board, the chief financial officer, and to the audit committee on tax strategy and risks. In addition, any material changesin tax legislation, business environment, or operations will be assessed, and any resultant changes to strategy or risk will be reported as appropriate.3.T o pay tax on profits according to where value is created within the normal course of commercial activity, with transactionspriced within an appropriate arm’s-length range, i.e. cross-border transactions take place as if the parties were unconnected. Any exceptions to this are compliant with local laws and fully disclosed to the tax authorities concerned.4.T o align tax planning with business activities, for example, acquisitions, disposals, and changes in business objectives. We do not seek to avoidtax by the use of “tax havens” or by establishing arrangements that we consider to be artificial in nature or transactions that we would not fully disclose to a tax authority.5.T o achieve a more favorable tax outcome where a clear and legitimate choice exists between different options that each comply with our principles. In considering and deciding between different options, the factors we consider include commercial and reputational impact.6.T o have an open, proactive, and constructive working relationship with tax authorities. Where possible and in line with local country practice, to discuss and consult on our interpretation of the law with tax authorities as issues arise. To engage directly or indirectly with governments on proposed changes to tax legislation where appropriate.7.T o ensure our tax professionals are appropriately qualified and trained and to use external advice where appropriate.Our global tax strategyOur global tax strategy applies to all our businesses, including the UK, and this document therefore covers our obligation to publish our UK tax strategy, including governance, risk management, attitude to tax planning, and working with the UK and other tax authorities.Our approach to tax is guided by our corporate values and by our Code of Conduct. Our tax principles have been published on our corporate website since 2014. These were reviewed and refreshed this year and they guide tax strategy at Pearson.Tax incentives and arrangements We do not seek to avoid tax by establishing arrangements that we consider to be artificial in nature. We do claim available tax incentives and exemptions that are available and widely accepted as mainstream tax practice among the tax community (taxpayers, tax advisers, policymakers, and tax authorities). Tax law and regulation is complex and in each country where we operate, a common view on practice evolves over time within the relevant tax community on the interpretation and application of these rules. An important factor for us is the prevailing practice and attitude of the relevant tax authority.We have one structure in place where cross-border transactions are not pricedat arm’s length. We have set up a financing operation in Ireland which is recognizedby the tax authorities in Ireland and the UK and is subject to UK tax. These companies finance our global operations, are compliant with local laws, and are fully disclosed to the tax authorities concerned, in line with our tax principles. Tax havensThere are many different definitions of whatconstitutes a “tax haven.” Pearson does notseek to avoid tax by the use of tax havens.For this purpose, we define a tax haven asa country with a corporation tax rate of 10%or less. We assess group entities as beingin a tax haven if they are tax resident inthat country.In some instances, we have inherited somestructures with operations in tax havenswhich we unwind when we can do so at areasonable cost.In line with our principle on tax havens, weno longer have a presence in Luxembourg.As of April 2017, the group has five corporateentities based in tax haven countries, of these:– T wo were established as holdingcompanies in the Cayman Islands andBritish Virgin Islands prior to acquisitionby Pearson. Neither company is tradingand no tax benefit is derived from them,but disproportionate costs would beincurred to close them.– O ne is a small trading entity in Hungarywhich pays tax at the local rate of 10%.– O ne is an investment in Learn CapitalIIIA, incorporated in the Cayman Islands.Learn Capital is a third-party impactventure capital fund that invests ininnovative start-up companies aroundthe world. Pearson is a minority investorand does not oversee the operations oradministration of the fund. The fund is alsoregistered in the United States and allincome is reported and taxed in theUnited States; therefore, no tax benefitis obtained.– W e operate a captive insurance companydomiciled in Bermuda. This company fulfillsa commercial purpose for us, coveringthird -party risks often required by ourcustomers. We do not gain any tax benefitfrom being based in Bermuda, as all profitsare subject to UK tax. We are domiciledthere for regulatory reasons and it is arecognized global insurance center.Governance and risk managementThe board has delegated responsibility forthe integrity of financial reporting and riskmanagement to the audit committee. Thisincludes setting tax strategy and monitoringtax risk.The Tax Department reports at leastbiannually to the audit committee.Tax is part of the Pearson Finance function,reporting to our chief financial officer, whoreceives regular updates throughout the yearfrom the tax team. The chief financial officerprovides regular updates to the board ontax matters.Risk managementPearson has a structured enterprise riskmanagement framework to support theidentification and effective managementof risks across the group. As part of ourdisclosures in the annual report, we setout our principal risks and uncertainties,one of which is tax. Principal risks aredefined by Pearson as having a potentialfinancial impact greater than £50M or asignificant impact on strategy, operations,or reputation. Executive responsibilityfor tax sits with the chief financial officer.See our annual report for moreinformation /corporate/ar2016We considered tax risk as having increased slightly in 2016. Our overall assessment is that the probability of change is almost certain, reflecting the introduction of new legislation as well as the dynamic nature of tax regulation and continued public concern around tax issues.We assessed the impact on the group to be moderate. This overall assessment is informed by a longer list of tax risks which are monitored and reviewed throughout the year by the tax team. For each individual tax risk, we decide on our risk appetiteor the tolerance we have to each typeof risk. Some risks such as those relatingto legislative change we accept, while others such as compliance we seek to mitigate or avoid. Pearson manages these risks through the application of our tax principles. Management of our tax affairsAs set out in our global tax principles,in managing our tax affairs we seek to protect value for our shareholders, comply fully with legal and regulatory requirements, and align with business activities.Tax DepartmentPearson has teams of tax professionalsin the United States, the United Kingdom,and China as our largest markets by revenue,along with accountable individuals drawnfrom the finance function responsible fortax in other markets.Over the last few years, as part of our widercompany strategy to integrate and simplifyour corporate functions, we have expandedthe tax team to introduce global oversightin areas such as transfer pricing.Our tax team leads on engagementwith governments, tax authorities,and stakeholders on tax-related issues.Public policyPearson is committed to adding its voiceto the global debate on tax transparency.We contributed to, and supported, theOECD consultation on country-by-countryreporting. We also support the OECDinternational tax reform work on baseerosion and profit shifting (BEPS).We operate in a global competitiveenvironment and urge tax policymakersto implement international tax reform ina coherent, coordinated way so that thereis a level playing field and the risk of payingtax twice on the same income is minimized.Recent areas of international or national policy change affecting Pearson are as follows:Financial & tax dataWe are a global business and have trading operations in more than 70 countries around the world.Our business pays and collects a wide range of taxes, including employee taxes and sales taxes in addition to tax on business profits. This report focuseson tax on business profits.2016 was a difficult year for Pearson.We continue to face market challengesin a number of countries, and we expect these challenges to continue through 2017. During 2016, we completed acost-reduction program and postedan impairment of goodwill of £2,548M, reflecting trading pressures in our North American businesses. As a result, our statutory results showed losses for 2016 in a number of markets. This impacted tax paid in 2016 and will also impact tax due in 2017.Pearson reports its results by geography. We sell a range of educational products and services to institutions, governments, professional bodies, and individual learners. Our country operationsare split into:North AmericaCore65% of revenue. Our largest geography including all 50US states and Canada.18% of revenue. Our international business in established and mature education markets including the UK, Australia, Germany, and Italy.17% of revenue. Our education businesses in emerging and developing economies including Brazil, India, China, and South Africa. % % % 65 18 17GrowthDetailed to the right is data for 2016 for our twelve largest countries drawn from all three of our geographies, as measured using 2016 sales revenues.We then include a brief explanation of our activities in each country and, if applicable, why tax paid may appear unusual compared to profit levels. We have also provided a summary of tax paid over the most recent five years on a regional basis.For more explanation on what this data represents, please see the Appendix.* T otal revenue for each country includes intercompany sales andrecharge income, interest, and other income, all of which are excluded from the external sales reported in our Annual Report & Accounts. ** G roup adjustments include intercompany eliminations, our shareof profit from the Penguin Random House joint venture, and theimpact of disposals.A reconciliation from adjusted operating profit to statutory loss before tax is shownin the Appendix.£11M £14M £3MUnited StatesUnited Kingdom China K–12 School; HigherEducation and Professional–Assessment– Online and blended learning – Curriculum resources – Professional development– Work-based learning – Clinical assessment – TestingSchool; Higher Educationand Professional– Assessment and qualifications– Online and blended learning – Curriculum resources– Professional development– Clinical assessment – Work-based learning – D irect delivery (Pearson testing)School and Professional– C urriculum resources – E nglish language learningPearson incurred a significant restructuring cost in 2016 in the United States as well as a goodwill impairment relating to the Higher Education courseware business, resulting in a loss before tax for the year. The majority of the cash tax payments made in 2016 were at a state level.The UK is both our second-largest market by revenue and the location of our head office and central group functions. The UK also raises any external debt required by the group and this is used to fund overseas operations. Pearson also incurred a significant restructuring cost in 2016 in the UK and reported a loss before tax for the year. Tax was paid; however, some of this will be refunded in 2017.Pearson operations in China are loss-making. In February 2017, we announced our intention to either partner or sell our direct delivery business. We paid tax in 2016 on the disposal of a property.£10M £4M £4MCanadaBrazilItaly K–12 School; Higher Education and Professional– Assessment– C urriculum resources in English and French – Clinical assessment – English language learning – Professional development – TestingSchool; Higher Educationand Professional– O nline and blended learning – C urriculum resources – C linical assessment – E nglish language learning – T estingSchool; Higher Educationand Professional– C urriculum resources – P rofessional development – E nglish language learning – T estingCanada is a profitable market for Pearson. We paid tax at the federal and provincial level.Pearson operations in Brazil include our sistema business and English language learning. Under Brazilian tax legislation we are able to claim an annual tax deduction for amortization of goodwill, which will reduce our tax payments until it is utilized, which is estimated to be in 2022. In 2016, we paid tax on a foreign exchange gain, which is not expected to recur.Italy is a profitable market for Pearson. We paid tax.K e y o p e r a t i o n sK e y o p e r a t i o n sF a c t o r s i m p a c t i n g t a x i n 2016F a c t o r s i m p a c t i n g t a x i n 2016£3M £0M £8MSouth AfricaAustralia Hong Kong School; Higher Educationand Professional – C urriculum resources – P rofessional development – C linical assessment – U niversity (CTI Education Group and the Pearson Institute of Higher Education)School; Higher Educationand Professional– Online and blended learning– Curriculum resources – Professional development – Clinical assessment – English language learning –TestingSchool; Higher Education and Professional – Assessment and qualifications– Curriculum resources – Professional developmentOur university business in South Africa is loss-making. Student enrollment at CTI Education Group and the Pearson Institute of Higher Education fell 25%, driven by tightening consumer credit. This business was restructured in 2016. Our professional business is profitable and paid tax.Australia is a profitable market for Pearson. In 2016, we received a refund in respect of 2015.Our operations in Hong Kong are profitable and we paid £8M of tax in 2016, which covered two years, as due to the calculation method, no payment was required in 2015.£0M £0M £1MIndiaMexicoGermany School; Higher Education and Professional– A ssessment and qualifications– O nline and blended learning – C urriculum resources – E nglish language learning – T esting– S chool management (Pearson Schools India)School; Higher Educationand Professional– Qualifications– Online and blended learning – Curriculum resources – TestingSchool and Professional– C urriculum resources – Professional development – Clinical assessment – English language learning – Examination preparation – TestingOur business in India was restructured in 2016 to discontinue some loss making activities. We continue to invest in the remaining operations to drive growth; however, it is expected to take some time before they become profitable.Our operations in Mexico broke even in 2016.During 2016, we closed the unprofitable Wall Street English schools business in Germany. This resulted in a loss and restructuring charge. This reduced the tax paid.K e y o p e r a t i o n sK e y o p e r a t i o n sF a c t o r s i m p a c t i n g t a x i n 2016F a c t o r s i m p a c t i n g t a x i n 2016(50)050100150200250300USA Total United Kingdom £’m i l l i o nROW23% 8%1%2%France South Africa Canada Germany China Poland Brazil Colombia Italy Mexico At a group level, 2016 is the lowest level of corporation tax paid for five years. This is partly a result of business performance and partly a result of business disposals made in previous years, which reduced the ongoing profits of the group and resulted in tax payments on the profit on disposal. To analyze the rest of world countries in more detail, the table to the right shows the ten largest rest-of-world (ROW) countries and what their average proportion of rest-of-world tax paid has been in the last five years.Historical cash tax Cash tax payments over the last five years Proportion of rest-of-world tax paid over last five years USA UK Rest of World TotalTotal cash tax payments 2012 to 2016Contents Introduction Our global tax strategy Financial & tax data Appendix £413M £115M £222M£750M20162015201420132012AppendixAbout the data Country-by-country table Total revenue: In line with the country- by-country reporting requirements, we have included sales, intercompany transactions, interest and other income within this figure. Total revenue is therefore higher than the external sales number reported in our Annual Report and Accounts.Profit before tax: This is the profit before tax at a statutory level, which is the starting point to calculate tax on business profits. It differs from the adjusted operating profit measure which we publish in the annual report. Adjusted operating profit is a key financial measure used by management to evaluate performance and allocate resources to business segments. A reconciliation isshown to the right.Adjusted operating profit to statutory profit 2016。
DELL服务器概述
服务器戴尔服务器概述服务器指一个管理资源并为用户提供服务的计算机软件，通常分为文件服务器、数据库服务器和应用程序服务器。
运行以上软件的计算机或计算机系统也被称为服务器。
相对于普通P C来说，服务器在稳定性、安全性、性能等方面都要求更高，因此CPU、芯片组、内存、磁盘系统、网络等硬件和普通PC有所不同。
目录[隐藏]简介服务器解析服务器分类服务器硬件服务器内存服务器CPU机架式服务器刀片服务器机柜式服务器服务器选购服务器发展趋势预测多线路虚拟主机解决方案服务器[编辑本段]简介英文名称：Server拼音：fú wù qì服务器定义从广义上讲，服务器是指网络中能对其它机器提供某些服务的计算机系统（如果一个PC对外提供ftp服务，也可以叫服务器）。
从狭义上来讲，服务器是专指某些高性能计算机，能够通过网络，对外提供服务。
[编辑本段]服务器解析服务器作为网络的节点，存储、处理网络上80％的数据、信息，因此也被称为网络的灵魂。
做一个形象的比喻：服务器就像是邮局的交换机，而微机、笔记本、P DA、手机等固定或移动的网络终端，就如散落在家庭、各种办公场所、公共场所等处的电话机。
我们与外界日常的生活、工作中的电话交流、沟通，必须经过交换机，才能到达目标电话；同样如此，网络终端设备如家庭、企业中的微机上网，获取资讯，与外界沟通、娱乐等，也必须经过服务器，因此也可以说是服务器在“组织”和“领导”这些设备。
它是网络上一种为客户端计算机提供各种服务的高可用性计算机，它在网络操作系统的控制下，将与其相连的硬盘、磁带、打印机、Modem及各种专用通讯设备提供给网络上的客户站点共享，也能为网络用户提供集中计算、信息发表及数据管理等服务。
它的高性能主要体现在高速度的运算能力、长时间的可靠运行、强大的外部数据吞吐能力等方面。
服务器的构成与微机基本相似，有处理器、硬盘、内存、系统总线等，它们是针对具体的网络应用特别制定的，因而服务器与微机在处理能力、稳定性、可靠性、安全性、可扩展性、可管理性等方面存在差异很大。
Dell OpenManage5.5 版 Server Administrator 命令行界面用户指
Dell™ OpenManage™5.5 版 Server Administrator 命令行界面用户指南"注"和"注意"本说明文件中的信息如有更改，恕不另行通知。
© 2008 Dell Inc. 版权所有，翻印必究。
未经 Dell Inc. 书面许可，严禁以任何形式复制这些材料。
本文中使用的商标：Dell 、DELL 徽标、PowerEdge 、PowerVault 和 OpenManage 是 Dell Inc. 的商标；Microsoft 、Windows 、Active Directory 、Hyper-V 和 Windows Server 是 Microsoft 公司在美国和/或其它国家或地区的商标或注册商标；SUSE 是 Novell, Inc. 在美国和其它国家或地区的注册商标；Red Hat 和 Red Hat Enterprise Linux 是 Red Hat, Inc. 的注册商标；Intel 、Pentium 和 Itanium 是 IntelCorporation 的注册商标，Intel386 是 Intel Corporation 的商标；AMD 、AMD Opteron 、AMD-V 和 AMD PowerNow!是 Advanced Micro Devices, Inc. 的商标；VESA 是 Video Electronic Standards Association 的注册商标；UNIX 是 The Open Group 在美国和其它国家或地区的注册商标；OS/2 是 International Business Machines Corporation 的注册商标；Rambus 是 Rambus, Inc 的注册商标；Citrix 和 XenServer 是 Citrix Systems, Inc. 在美国和/或其它国家或地区的注册商标或商标。
第四章_跨国公司的基本战略
富人一样买到同样的东西 索尼公司的愿景：为包括我们的股东、顾客、员工，
乃至商业伙伴在内的所有人提供创造和实现他们美 好 梦想的机会
13
价值观：共同持有的实现使命的行为准则和信念 一个公司成功的作主要因素是其成员忠诚地坚持那些信念
29
30
手表业的价值链构成： 零件生产（27）——装配（3）——批发（20）— ——零售（50）——手表零售价是各环节增值的 总和（100）
31
4、战略环节
• 价值链理论的基本观点是：在一个企业所有的活动中，并 不是每个环节都创造价值。企业所创造的价值，实际上是 来自于企业价值链上某些特定环节的价值活动，这些真正 创造价值的经营活动，就是企业价值链中的战略环节。企 业在竞争中的优势，实质上是企业在价值链上某一特定的 战略价值环节上所具有的优势。
人见人爱，青春常驻 健康并且好看 减肥
对目标量化（如果可能）或更精 节食、锻炼 确的描述
实施战略的各步骤或经营的具体 少吃饼干、小吃、黄油
问题
每天游泳
对各步行动的监视：加强目标；评
估战略和行为的有效性；如果必要修正战 略或行为。
对达到目标的奖励
每天早晨称体重，是否令 人满意，如果否，考虑别 的战略和行动
第
案例预览 1984年，戴尔在自己的大学宿舍开创了dell
公司，现在已经是世界上最大的电脑系统 生产商。产品包括笔记本电脑、台式电脑、 工作站、外设硬件、存储等、2002年这家 公司的销售已经超过300亿美元。Dell是该 行业绩效最好的公司，自1995年起它的利 润率一直超越竞争对手。Dell是如何实现这 一绩效的呢？
最新dell直销模式(英文)
machinery and equipment
• Also ,the progress in product also have some problem ,for example :
1 Shutdown problem
• measures: make the good relationship with the
• Suppliers can get the profit total 3% 5%from DELL
Quickly satisfied the demand of customers :
In order to avoid customer waiting and delivery time delay, Dell has established a powerful order processing and customer service system.
• Found a professional sales group ,these members have more product’s knowledge .they can make promise with client
• Direct contact with the Client ,DELL can directly get the information about the product service and competetion
Process
Spare Parts suppliers
Advertising company Transportation companies
dell
Client
Service companies
Representative Office
51CTO下载-DELL第十二代服务器新产品介绍
机架式
R720xd – (2S–R/2U) R620 – (2S–R/1U) R820 – (4S-2U)
刀片式
M620- (2S–R/HH) T620 – (2S-R)
塔式
T420 – (2S) T320 – (1S)
主流 系统 超值 系统
*因戴尔与英特尔将商讨每一波时间安排，大纲日期可能会有所更改。本演示文稿重点介绍第1 波系统
戴尔机密/仅供内部使用
戴尔|全球CSMB销售培训与发展
产品何时发布？
戴尔机密/仅供内部使用
戴尔|全球CSMB销售培训与发展
3. 关键技术
SNA iDRAC7 Cashcade PCIe SSD
返回课程大纲
戴尔机密/仅供内部使用
戴尔|全球CSMB销售培训与发展
精选网络适配 器
戴尔机密/仅供内部使用
戴尔机密/仅供内部使用
8
戴尔|全球CSMB销售培训与发展
2. 目标客户概 况
返回课程大纲
戴尔机密/仅供内部使用 戴尔 |全球CSMB销售培训与发展
戴尔|全球CSMB销售培训与发展
客户概况
IT
决策者
基础架构方面
工作负载方面
刺激因素：
• • • •
IT 主管
刺激因素：
•
•
•
•
界定的解决方案体系 结构；需要采用最新 技术进行构建 利用技术来满足业务 SLA的要求 关心可用性、容量、 安全性和互操作性 需要在混合环境中实 现易管理性
SMB NPI，2013财年第一季度
戴尔机密/仅供内部使用
戴尔|全球CSMB销售培训与发展
本NPI课堂结构 简介
事件 人物
基本信息
Dell服务器远程安装操作系统
Dell 服务器远程安装操作系统
登录Dell服务器管理页面
1、网络连接服务器的idrac的管理口
2、确保本地电脑与服务器的管理口可以正常通信。
通过浏览器访问服务器idrac口的ip
地址。
建议使用IE浏览器。
默认IP地址：192.168.0.120
子网掩码：255.255.255.0
默认网关：192.168.0.1
默认用户名：root
默认密码：calvin
3、通过浏览器访问服务器idrac的ip地址：https://192.168.0.120/
4、如果密码没有修改过，Dell建议更改密码，也可以选择保留。
5、已经等了服务器管理页面。
此处可以看到服务器的详细信息。
6、选择“启动”打开服务器窗口控制台。
选择“允许”访问。
7、信任此证书。
8、打开后可以看到服务器当前页面状态。
9、选择“虚拟介质”—“连接虚拟介质”
10、再次选择“虚拟介质”——“映射CD/DVD”选择要连接的ISO镜像。
选择“映
射设备”
11、点击“下次引导”——“选择虚拟CD/DVD/ISO”重启服务器。
12、服务器重启后，即可在“虚拟CD/DVD”启动，进入系统安装界面。
安装系统即可。
直接进入下一步安装系统即可。
Dell服务器操作系统安装教程
Dell服务器操作系统安装教程Dell服务器操作系统安装教程1、准备工作1.1 确认服务器型号和操作系统要求1.2 操作系统安装镜像文件1.3 准备安装媒介（如USB驱动器或DVD光盘）1.4 确保服务器连接到稳定的电源和网络2、安装前的操作系统设置2.1 进入服务器的BIOS设置界面2.2 确保服务器的启动顺序设置为从准备的安装媒介启动2.3 确定是否需要其他特殊的BIOS设置，如RD配置3、操作系统安装过程3.1 启动服务器并让其从安装媒介引导3.2 根据操作系统的安装向导，选择合适的语言和地区设置 3.3 确认许可协议并接受3.4 选择安装类型（如全新安装、升级或自定义）3.5 根据需要，进行磁盘分区和格式化3.6 选择要安装的目标位置3.7 安装操作系统并等待安装过程完成4、安装后的操作系统设置4.1 完成操作系统安装后重新启动服务器4.2 根据操作系统的向导，进行一些基本配置，如设置计算机名称、网络连接等4.3 安装和更新设备驱动程序4.4 安装所需的更新补丁和安全补丁4.5 安装所需的应用程序和工具4.6 配置服务器的安全设置和网络设置4.7 进行必要的系统优化和性能调整4.8配置备份和恢复策略附件：1、操作系统安装镜像文件2、Dell服务器型号和操作系统要求列表3、操作系统安装和配置常见问题及解决方法法律名词及注释：1、许可协议 - 操作系统的使用许可协议，规定了使用操作系统的条件和限制。
2、更新补丁 - 操作系统或软件发布的修复程序，用于解决已知的安全漏洞或其他问题。
3、安全补丁 - 专门用于修复和加强操作系统安全性的更新。
4、设备驱动程序 - 用于操作系统与硬件设备之间通信的软件。
5、应用程序 - 在操作系统上运行的软件程序，用于完成特定的任务或提供特定的功能。
6、工具 - 用于辅助操作系统管理和维护的实用程序。