戴尔电脑和服务器销售手册
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。
戴尔成就系列产品手册
助力中小企业客户发展
电脑更新 和
成本节省
三年后，每年的电脑支持成本将超过一台新电脑的购买价格。 平均来说，使用了 4 年的电脑的支持成本与新电脑相比最多高出59%。 平均来说，使用了 4 年和 6 年的电脑每年出现安全事故的次数与新电脑相比分别最高增加 53% 和 120%。 通过实施管理工具和最佳实践可将笔记本电脑的总体拥有成本降低高达 45%。 使用时间超过 3 年的电脑发生安全事故的可能性提高多至 1.6 倍。 使用时间超过 3 年的电脑发生硬件故障的可能性将提高多至 4.5 倍。 使用时间超过 3 年的电脑的修复和维护成本比新电脑高达 1.65 倍。 使用时间超过 3 年的电脑的额外宕机时间最高是新电脑的 1.2 倍。
借助Sandy Bridge的核芯显卡，用户可以在《星际争霸II》这类最新3D游戏中获得流畅的体验，而完全不需要再购买 独立显卡的笔记本。
卖点四：增强散热，低温更冷静
而出色的功率门控技术（Power Gating）则是Sandy Bridge节能的秘密武器。大家知道，高性能与节能本身是一对矛 盾体，长时间满负荷运行的处理器必定谈不上节能，但事实上我们并不需要处理器时刻处于这种状态，例如在观看高 清视频或进行BT下载时，就要求系统尽可能安静、处理器尽可能表现出低能耗。
据国外媒体透露，搭载核芯显卡的笔记本甚至可以流畅运行《星际争霸2》。
经过测试（具体参数目前不方便透露），我们发现14》、《天龙八部2》等3D游戏均可流畅运行（画质中等的条件下），这是以往集成显卡无法比拟的，正如官 方数据所称新一代的核芯显卡可以比拟中低端独立显卡。
实现员工移动办公且不影响数据安全性
为何选择基于第二代英特尔® 酷睿™ 处理器家族的笔记本电脑
更快的数据保护
戴尔电脑产品用户手册说明书
291st Revised Page 1CANCELS 290th Revised Page 1(This page filed under Transmittal No. 311 ) ACCESS SERVICERATES, RULES AND CHARGESTitle Page and Pages 1 to 22-45, inclusive of this tariff are effective as of the date shown. 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For example, customers assessed the PIC changecharge as specified in Section 13.3.3.(b)(5)(e)(ii) will also be assessed the PIC change FUSF Surcharge as set forth in Section 4.7(I) following.To the extent an IC is assessed a PIC Change Charge, the Non-recurring FUSF Surcharge will also apply to the IC.(4) Other FUSF SurchargesA percentage surcharge factor is assessed monthly on billed recurring and non-recurring charges of end user services other than surcharges described in Section 4.FUSF Surcharge factor: 0.201Tariff Reference Rate Element13.3.3(A)PIC Change Charge(I)(This page filed under Transmittal No. 311 ) ACCESS SERVICE4. End User Access Service (Cont’d)4.7 Rates and ChargesThe rates for End User Access are:(A) End User Common Line (EUCL) - Primary Residence SubscriberUSOC Rates Per Month - Individual lineor trunk, each 9ZEU1 $4.72(B) End User Common Line (EUCL) Non-Primary Residence Subscriber USOC Rates Per Month - Individual lineor trunk, each 9ZEU2 $4.72- BRI ISDN Facility, each wire pair 9ZEU5 4.72(C) End User Common Line (EUCL) -Single Line BusinessUSOC Rates Per Month - Individual lineor trunk, each 9ZEU3 $4.72(D) End User Common Line (EUCL) - Multiline Business SubscriberUSOC Rates Per Month - Individual lineor trunk, each 9ZEU4 $4.72- Public Telephone Access line, each 9ZEU4 4.72 - PRI ISDN Facility, each 9ZEU6 23.60(E) End User Common Line (EUCL) - Centrex CO and CO-like (Installedor on order prior to July 28, 1983)USOC Rates Per Month- Individual lineor trunk, each 9ZEU4 4.72(R) (R) (R) (R) (R) (R) (R) (R)ACCESS SERVICE4. End User Access Service (Cont’d)4.7 Rates and Charges (Cont’d)(G) Presubscribed Interexchange Carrier ChargesUSOC Rate Per Month(A) Multi-Line Business 9PCC4 0.00(B)ISDN-PRI-per service 9PCC6 0.00(C) Centrex CO andCentrexCO-Like-Nine or more lines, per line 9PCC7 0.00-Eight or less lines, per service 9PCC9 0.00(H) End User Port Charge USOC Rate Per Month(1) BRI ISDN Port- Per Port 9SDN1 $3.90(2) PRI ISDN Port- Per Port 9SDN2 $36.29(I)Basic FUSF Surcharge:USOC Rate Per Month(1) Residential 9PZRS $ 0.94(2) Single-Line Business 9PZBU $ 0.94(3) ISDN BRI 9PZL1 $ 1.73(4) Multiline Business 9PZLM $ 2.34(5) PRI ISDN 9PZP1 $18.99(6) PBX 9PZPX $ 2.34(7) Centrex CO and CO-Like 9PZCX $ 0.26(8) Other FUSF Surcharges USOC Rate Per Occurrence PIC Change Charge(a) Per Manual Change 9PZGM $ 0.78(b) Per Mechanized Change 9PZGE $ 0.32 (I) (I) (I) (I) (I) (I) (I) (I) (I)(This page filed under Transmittal No. 311 )(This page filed under Transmittal No. 311 ) ACCESS SERVICE7. Special Access Service (Cont'd)7.11 High Capacity Service 7.11.5 Rates and Charges General Description (Cont'd) 7.11.5.3 Rates and Charges (Cont'd)(F) DS1 Term Payment PlanRates and Charges for the DS1 Term Payment Plan (1)(1)Channel Termination - Per Point of TerminationUSOC1 Year2 Year3 Year 5 Year 7 Year TMECS $122.50 $120.00 $115.00 $104.00(R) $98.50(2) Channel Mileage- Channel Mileage Termination (per termination)- Channel Mileage Facility (per mile)USOC 1 Year 2 Year 3 Year 5 Year 7 Year 1L5XX$ 9.00$ 9.00$ 8.70$ 8.40$ 8.25(3) Central Office Multiplexing DS1 to DS0 voice/digital-Per arrangementUSOC1 Year2 Year3 Year 5 Year 7 Year MQ1, MQ1++,QMU, QMUA1, QMU++$180.00 $170.00 $170.00 $ 160.00 $150.00(4) Collocation Transport-Channel Mileage - FixedUSOC 1 Year 2 Year 3 Year 5 Year 7 Year 1H48S$ 51.00 $ 45.00 $ 40.00 $ 35.00 $ 32.50– Per Mile USOC 1 Year2 Year3 Year 5 Year 7 Year 1H48S$ 9.25$ 9.00$ 8.75$ 8.50$ 8.25(5) Nonrecurring Charges-One Time Charges- Per point of channel termination USOC DESCRIPTION RATE TMECS Channel Termination NonrecurringCharge$ 900.001H48S Collocation Transport NonrecurringChargeNOTE: Channel Termination Nonrecurring Charges and Collocation Transport Nonrecurring Chargesare waived on new installations of DS1 High Capacity Service with a 2, 3, 5, or 7 year DS1 TPP.(1) Effective on September 13, 2017, DS1 TPP 5- and 7-year Payment Plans are no longer available,including for any otherwise available conversions. Circuits already subject to a DS1 TPP 5- or 7-year Payment Plan, as of September 13, 2017, will continue to be provided under the then-current DS1 TPP 5- and 7-year Payment Plan term for the remainder of that term.USOC 1 Year 2 Year 3 Year 5 Year 7 Year 1L5XX$ 51.00$ 45.00$ 40.00$ 35.00$ 32.50。
DELL销售话术实战篇
DELL销售话术实战篇：（台式机篇）刚刚看了别人的一片介绍dell销售话术的帖子，写的却是东芝，我把我的分享出来希望各位业绩进步。
一批好的销售人员关系着一个电脑公司的存亡，这绝对不是在夸张，再好的产品没有好的销的很好，世界上最伟大的推销员并不是因为他卖的产品是最好的，就是把他放到其它领域也同样可以做得出色，关键在于他能完全掌握客户的心理，知道客户需要什么，疑惑什么！话不多说，切入主题，下面我为大家介绍一下我们独创的闪电销售法：此法尤其适用于县区级终端销售，此法不分机型，DELL全系列台式机型通杀！1：顾客进店（微笑！您好欢迎******这个不用交了，首先给顾客一个良好的第一印像你再有谈下去的可能！2：下一步就要快速准确的对顾客加以分类，这点至关重要，要对不同的顾客对售人员去销售，也卖不出去，再烂的产品如果给了乔吉拉德哪样的销售员，我认为同样会卖症下药再能确保销售成功，六级店面客户大致可分为三种，A：对电脑一窍不通（专业的产品知识话术对此种人毫无作用，这也是典型的英雄无用武之地型，这种客户往往会带一个2类客户看电脑，但是在这里为了大家能更深入学习我们分开讲解）B：所谓的电脑爱好者（为什么叫所谓的电脑爱好者，因为此种人都是半把刀，不是太懂，就连我们专业人员天天学习都有不懂的，他们更不可能全懂，记住一句话，只有同行赚不了同行的钱，其它人都是给你赚钱的！此种人一般人会认为比较棘手，其它没有哪么可怕，用我们的销售方法此种人也是最好搞定的！）C：学生或是大学生客户（学生一般会有家长陪同，但好多情况下说了算的不是家长！呵呵）以上是准客户的几种一般分类，还有性格分类法，在以后我们会为大家讲解，下面我们就分别讲解一般分类法的三种客户：对于A类客户，他们对电脑的了解可以说为零，你对他们说再多的专业卖点一点作用不起，他们只会说，你说的我听不懂，然后走人，还有就是这些人有的人会对销售人员进行提问，而且问的问题很搞笑，但你绝对不能笑，得用他们听的懂的话来给他们讲解，打比方就是一个很好的方法！例如有的顾客进了店会问你这个电脑怎么样用住用不住，他们完全把电脑当成了家电来购卖，我们就对应着来呗，我们也当家电卖，底气一定要实足，对自己的产品首先自己要充满信心，你可以这样说：您放心吧，我们DELL是世界名牌，全球排名第一，世界五百强企业，做电脑的有几家能进入全球五百强的？（反问）然后自答：没有几家，世界五百强企业大都是全球垄断企业，像中国石化，啊国家电网啊等等，您说是不是，所以说质量您不用担心，全球第一不是打广告打不出来，是产品实实在在做出来的，（回答顾客提问时可以反复使用反问自答的心理销售，对方会无形中会同意你回答的观点，这些人你可以和他谈品牌，你帮他选机型，你要做的就是让他对咱们的产品认可，并且留下一个很深的印像，这点海尔做的很好，我们应该学习，大家可以借阅一下海尔的销售话术，举个例子，海尔的销售中有一点敲击法，就是鼠标敲击屏幕，而且他们会让顾客自己来做敲击，这样可以很好的来做互动，再者顾客敲击完以后销售人员会反问他我们的产品好不会，耐不耐，顾客敲了人家的嘴短，肯定会说好，好多心理不坚定的顾客最后就因为敲了别人机器又不好意思走，最后被搞定的！我们也可以用对B类客户的方法来对付A类客户，同样有效，各种方法可加起来一起用，效果会很好，A类客户我就不多说了，大家自己理解一下，总之用打比方的方法给他讲解，他们更容易理解！附销售语录：卖电脑选品牌一定要选一个大品牌，做的时间长的，您就好比前几年，您身边的朋友有买，沐泽的，七喜的，德亚的，清华紫光的，TCL的，等等，售后期还没到厂家都找不见了，您现在看看哪还有做这些牌子的，您的机器去哪维修，是不是，您卖DELL 就不用担心了，DELL成立于1984年，做电脑已经26年，而且还是全球500强企业，售后服务点全球都有，您完全可以放心购卖！我们的电脑独立显卡采用的是DVI数字高清接口，什么叫DVI呢，就比如您家里的电视机，以前用的是天线，效果不太好，现在换成数字的机顶盒了，是不是比以前清了，电视机还是老电视，这说明什么呢，显示器不变的情况下咱们输入高清数字信号肯定比VGA模拟信号要清晰您请看（放高清样片）——结合我们独创的店面陈列法效果一流B类客户，这种客户不能忽视，往往是我们接触的最多，A类客户通带对电脑懂行的人一起看电脑，而且最终决定权在B手里，所以一定要搞定此类客户，对这种客户可采用拆机法，咱们DELL的机器没有封条可以拆的，下面我们以230SR机型为例，拆机，让顾客亲眼看咱们机器的细节做工，这样是最有说服力的，您看咱们机器的做工，内部全部做了卷边设计不会划伤您的手，硬盘和光驱采用免螺丝拆装设计，更换升级更方便，而且咱们的机器没有封条，拆机不影响保修，这点国产品牌机是做不到，拆了封条以后的机器是不保修的，而且里面用的什么东西您也看不到，花钱消费就要明明白白知道自己买的是什么东西，咱们DELL的机器从选料到做工都是一流的，咱们的CPU风扇采用的是全球第一的A VC风扇，充分散热的同时噪音相当小，您听，（让顾客耳朵贴到机箱上听吧，绝对声音特别小）是吧，没有噪声吧，咱们的电源彩用的也是全球第一的电源。
戴尔 Latitude 13 服务手册说明书
Dell™ Latitude™ 13 服务手册注、小心和警告如果您购买的是 Dell™ n 系列计算机，则本说明文件中有关 Microsoft ® Windows ® 操作系统的任何参考信息均不适用。
本说明文件中的信息如有更改，恕不另行通知。
© 2010 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本材料。
本文中使用的商标：Dell 、DELL 徽标和 Latitude 是 Dell Inc. 的商标；Intel 、Core 和 Celeron 是 Intel Corporation 的商标或注册商标； Microsoft 、 Windows 、 Windows Vista 和 Windows Vista 开始按钮 是 Microsoft Corporation 在美国和/或其他国家和地区的商标或注册商标；Bluetooth 是 Bluetooth SIG, Inc. 的注册商标。
本说明文件中述及的其他商标和商品名称是指拥有相应标记和名称的公司或其制造的产品。
Dell Inc. 对其他公司的商标和产品名称不拥有任何所有权。
2010 年 3 月 修订版 A00拆装计算机 卸下和装回部件 规格系统设置程序 诊断程序注：“注”表示可帮助您更好地使用计算机的重要信息。
小心： “小心”表示如果不遵循说明，就有可能损坏硬件或导致数据丢失。
警告： “警告”表示可能会导致财产损失、人身伤害甚至死亡。
闪烁-亮-亮闪烁-亮-闪烁灭-闪烁-灭亮-闪烁-亮灭-闪烁-闪烁闪烁-闪烁-闪烁闪烁-闪烁-灭灭-亮-灭闪烁-闪烁-亮返回目录页面返回目录页面卸下和装回部件Dell™ Latitude™ 13 服务手册返回目录页面ExpressCard基座盖无线局域网(WLAN) 卡硬盘驱动器和声卡扬声器内存用户识别模块(SIM) 卡币形电池散热器和风扇部件显示屏面板掌垫和显示屏部件安全数字 (SD) 卡电池显示屏闭合传感器LED 护盖键盘ExpressCard/SD 卡读取器SIM 卡读取器系统板采用 Bluetooth® 无线技术的内部插卡显示屏挡板摄像头返回目录页面硬盘驱动器和声卡Dell™ Latitude™ 13 服务手册卸下硬盘驱动器和声卡1.请按照“Before Working Inside Your Computer ”（拆装计算机内部组件之前）中的步骤进行操作。
戴尔 销售、服务和技术支持条款和条件 说明书
销售、服务和技术支持条款和条件戴尔（中国）有限公司 销售、服务和技术支持条款和条件 ("条款和条件") 中华人民共和国经销商适用（不包括香港，澳门及台湾）。
1. 定义"卖方"指戴尔（中国）有限公司。
"买方"指卖方报价单或发票所列向卖方购买产品和/或服务并将产品和/或服务转售至第三方的卖方指定经销商。
"最终用户"指以自用为目的购买产品的个人或实体。
"销售合同"指由卖方向买方提供产品的合同，由戴尔《销售、服务和技术支持条款和条件》（经销商适用）及（a）一张由卖方发出经买方接受并由卖方最终确认的报价单；或（b）一张由买方发出并由卖方接受的订单构成。
销售合同受双方签订的卖方指定买方为经销商的相关协议1（如适用）管辖。
2. 合同成立2.1销售合同仅在卖方以电子邮件或双方可以接受的其他方式通知买方并明示接受买方订单后方告成立。
卖方有权因供应短缺、报价或其他错误、配置不兼容或任何其他原因拒绝接受某一订单，即使买方已经付款。
2.2买方保证仅按照与卖方之间就买方作为卖方指定经销商所签订的相关协议的约定转售卖方产品。
2.3卖方发出的报价单，不论是否为买方所确认，不应构成卖方作出的要约，而应被视同卖方发出的要约邀请。
该报价单经买方签字和/或加盖法定授权章确认并以书面形式返还至卖方即构成买方向卖方发出的订单。
3. 定单、价格和付款3.1产品和/或服务的价格、付款条件和配置在销售合同中以书面形式明确约定。
3.2除非卖方已明示同意赊购条款的，产品或服务的价款应在实际交付产品或提供服务之前付清。
买方未按约定的付款条件支付任何到期价款的，每逾期一天，应按逾期付款金额的万分之三支付逾期付款违约金，上述违约金和逾期付款金额在卖方催款后由买方一并支付。
在任何欠款未付清之前，卖方有权暂停交付产品和/或提供服务，同时卖方保留要求买方立即偿付已交付的产品和/或服务价款的权利。
戴尔Vostro 3070服务手册说明书
Dell Vostro 3070服务手册Identifier GUID-5B8DE7B7-879F-45A4-88E0-732155904029Status Translated注、小心和警告注: “注”表示帮助您更好地使用该产品的重要信息。
小心: “小心”表示可能会损坏硬件或导致数据丢失，并说明如何避免此类问题。
警告: “警告”表示可能会造成财产损失、人身伤害甚至死亡。
Identifier GUID-089FFA4B-3A62-4B51-BDE1-309C58A451D9Status Translated© 2018 Dell Inc. 或其子公司。
保留所有权利Dell、EMC 和其他商标为 Dell Inc. 或其子公司的商标。
其他商标均为其各自所有者的商标。
2018 - 04Rev. A001 拆装计算机内部组件 (5)安全说明 (5)关闭计算机— Windows 10 (5)拆装计算机内部组件之前 (6)拆装计算机内部组件之后 (6)2 技术和组件 (7)HDMI 1.4 (7)HDMI 1.4 功能 (7)HDMI 的优点 (7)USB 功能 (8)USB 3.0/USB 3.1 Gen 1 (SuperSpeed USB) (8)速度 (8)应用程序 (9)兼容性 (9)3 卸下和安装组件 (11)建议工具 (11)螺钉列表和图像 (11)系统板布局 (12)主机盖 (13)卸下护盖 (13)安装护盖 (14)前挡板 (16)卸下前挡板 (16)安装前挡板 (18)硬盘驱动器 (20)卸下 3.5 英寸硬盘驱动器部件 - 可选 (20)安装 3.5 英寸硬盘驱动器部件 - 可选 (23)内存模块 (26)卸下内存模块 (26)安装内存模块 (27)电源设备 (27)卸下电源装置 (27)安装电源装置 (31)冷却导流罩 (36)卸下冷却导流罩 (36)安装冷却导流罩 (37)散热器部件 (39)卸下散热器部件 (39)安装散热器部件 (41)目录3币形电池 (44)卸下币形电池 (44)安装币形电池 (45)处理器 (46)卸下处理器 (46)安装处理器 (47)系统板 (49)卸下系统板 (49)安装系统板 (55)4 故障排除 (62)增强型预引导系统评估— (ePSA) 诊断程序 (62)运行 ePSA 诊断程序 (62)诊断程序 (63)诊断错误消息 (63)系统错误消息 (66)5 获得帮助 (67)联系戴尔 (67)4目录拆装计算机内部组件IdentifierGUID-6678B449-E61B-463B-A9D1-AB5A04B63651Status Translated安全说明遵循以下安全原则可防止您的计算机受到潜在损坏并确保您的人身安全。
戴尔笔记本电脑说明书.pdf_1701115644.4817057
正面视图左侧视图右侧视图背面视图底部视图1 显示屏7 扬声器(2)2 电源按钮8 定点杆/触摸板按钮3 设备状态指示灯9 定点杆4 键盘10 音量控制按钮5 触摸板11 静音按钮6 显示屏闩锁12 键盘和无线状态指示灯在计算机打开时亮起，在计算机处于电源管理模式时闪烁。
在计算机读取或写入数据时亮起。
注意：为避免数据丢失，切勿在 指示灯闪烁时关闭计算机电源。
如果计算机已连接至电源插座，则 指示灯的状态包括：如果计算机使用电池电量运行，则 指示灯的状态包括：键盘上方的绿色指示灯表示以下信息：启用数字小键盘时亮起。
启用无线设备时亮起。
启用大写字母功能时亮起。
蓝牙无线技术是计算机上的可选功能，因此仅当您随计算机一起订购了蓝牙无线技术，系统才会显示 图标。
有关详情，请参阅蓝牙无线技术附带的说明文件。
1 安全缆线孔 4 PC 卡插槽2 音频连接器(2) 5 智能卡插槽3 红外线传感器注：计算机在变热时会打开风扇。
风扇噪音是正常现象，并不表示风扇或计算机有问题。
连接器用于连接耳机或扬声器。
连接器用于连接麦克风。
右侧视图1 网络连接器 (RJ-45) 6 串行连接器视频连接器交流适配器将交流电源转换为计算机所需的直流电源。
无论计算机处于打开或关闭状态，您均可以连接交流适配器。
警告：此交流适配器可以与世界各地的电源插座配合使用。
但是，电源连接器和配电电盘或电源插座可能会引起火灾或损坏设备。
注意：从计算机上断开交流适配器电缆的连接时，请握住连接器（而不是电缆本身），并稳而轻地将其拔出，以免损坏电缆。
1 内存模块护盖 5 对接设备插槽2 电池槽释放闩锁 6 风扇3 电池电量表7 小型 PCI 卡/调制解调器护盖4 电池8 硬盘驱动器内存模块护盖—用于保护安装内存模块的凹槽。
请参阅“添加和更换部件返回目录页面附录Dell Precision™ M20 移动工作站用户指南Macrovision 产品通告Macrovision 产品通告本产品采用了版权保护技术，它通过申请属于 Macrovision Corporation 和其他产权所有者的美国专利权以及其它知识产权来进行保护。
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戴尔电脑销售手册
1.什么是服务器？
服务器并非是那种用户每天的日常工作都需要使用的计算机。
而且它也不是那种在完成每天的业务相关工作时，都需要不断修改相关配置的设备。
服务器是一台专用计算机，它是一台通常处于开机状态的计算机，多数时候它与网络相连接。
总之，服务器是一台用于满足业务相关需求以及工作用笔记本、台式机需求的设备，而这是普通台式机和笔记本做不到的。
2.为什么要服务器？
企业数据资料存放在更为安全的另一台计算机上对于保护业务数据至关重要；
服务器始终开机并总是保持在线，也意味着用户可以随时随地从位于网络上的任意地点，来访问企业资源；
普通服务器和台式机还有一个很重要的区别是服务器使用特殊的操作系统并配置一些管理软件工具，以简化管理工作；
3.服务器可以扮演的角色？
●存储和共享数据
●打印机管理
●邮件和语音通讯
●特殊的网络应用
●作为web站点的宿主机
●备仹并确保业务数据安全
●集中运行安全和网络保护功能
●提供通过以太网迚行7*24小时进程访问服务的平台
4.品牌电脑和DIY机器的区别：
●同配置，品牌机比较贵。
从而同价位的机器，DIY的比品牌的配置相对高一些
●品牌机整机售后，售后服务有保障。
DIY现在市场比较混乱，跑遇到奸商，售后没有保
障。
5.我们是谁，为什么要找我们买？
●联晋公司拥有由微软及戴尔认证工程师组成的专业顾问与技术实施团队，在基于戴尔
服务器及存储设备上部署微软邮件系统、微软统一沟通等解决方案具有丰富的实施及管理经验，可以为您的企业提供无缝、自定义的部署。
联晋在国内拥有四个分支机构，目前已帮助逾5000名企业客户提供专业的IT解决方案咨询及服务；
●联晋公司是戴尔的全球商业合作伙伴，拥有最具优势的价格和戴尔的专业服务；三年
整机质保，坏了免费维修和更换硬件；
联晋公司本着“品牌全球化，服务本地化”的宗旨，在本地戴尔是鼓励经销商帮助他们提供相关直接的服务，例如送修、采购等。
6.服务器和电脑的资料（详见：CRM——销售——销售宣传资料）
7.问他们要到邮箱（最好是QQ邮箱）等联系方式
戴尔电脑销售手册
1.联晋是谁，做什么的？
联晋公司是一个集产品开发、销售、服务于一体的IT解决方案供应商，致力于为众多快速成长型企业提供高性价比、全面、完善的信息化建设服务，联晋是微软、用友、戴尔、APC、思科、思杰深信服认证和合作伙伴；
联晋公司拥有由微软及戴尔认证工程师组成的专业顾问与技术实施团队，在基于戴尔服务器及存储设备上部署微软邮件系统、微软统一沟通等解决方案具有丰富的实施及管理经验，可以为您的企业提供无缝、自定义的部署。
联晋在国内拥有四个分支机构，目前已帮助逾5000名企业客户提供专业的IT解决方案咨询及服务。
2.戴尔是谁？
戴尔公司是一家总部位于美国的世界五百强企业。
戴尔以生产、设计、销售服务器和电脑而闻名，不过它同时也涉足高端电脑市场，生产与销售服务器、数据储存设备、网络设备等。
戴尔是世界三大服务器和办公电脑生产商之一，与IBM（已被联想收购）和惠普都是世界一流的品牌，在IT行业的地位是毋庸置疑的。
3.为什么选择戴尔？
∙量身定制：以量身定制为最大特色，戴尔从始至终都走在一条为消费者圆梦的路上；
∙保修模式：戴尔提供三年质保，提供4小时售后响应时间，戴尔售后人员上门维修或者更换硬件；∙价格优势：Dell的价格优势体现在他的出货量上,由于出货量大,资金周转速度快,所以在每台电脑利润率降低的情况下仍然能保持较高的全年利润率,也就是所谓的薄利多销；
∙出货量：根据IDC亚太区企业服务器市场2013年第三季度跟踪报告，2013年第三季度戴尔x86服务器出货量以21.1%的市场份额在大中华区排名第一，这也是戴尔x86服务器出货量连续第6季度（Q2 2012 - Q3 2013）排名大中华区市场第一。
4.为什么在联晋选择戴尔？
∙联晋服务：联晋服务做到快人一步，服务本地化，联晋的工程师可以在最短的时间帮您解决问题，联晋拥有丰富的本地化项目实施的案例经验，拥有自己的专业项目实施与技术支持队伍，从项目的整体上规划到客户发展的方向上，寻找出具有符合本地客户的实施方式，并不断总结。
∙一样的品质更优的价格：联晋是戴尔的全球商业合作伙伴，从联晋下单可以获得更优惠的价格；∙选型考虑，联晋是微软、用友、APC、思杰、思科等服务器系统和周边配套设备的认证合作伙伴，
可以为您的产品提供全方位的技术支持，有专业的技术团队为您保驾护航。
5.服务器和电脑的资料（详见：CRM——销售——销售宣传资料）
6.问他们要到邮箱（最好是QQ邮箱）等联系方式
备注：
1.为什么要服务器？
企业数据资料存放在更为安全的另一台计算机上对于保护业务数据至关重要；
服务器始终开机并总是保持在线，也意味着用户可以随时随地从位于网络上的任意地点，来访问企
业资源；
普通服务器和台式机还有一个很重要的区别是服务器使用特殊的操作系统并配置一些管理软件工具，以简化管理工作；
2.服务器可以扮演的角色？
∙存储和共享数据
∙打印机管理
∙邮件和语音通讯
∙特殊的网络应用
∙作为web站点的宿主机
∙备仹并确保业务数据安全
∙集中运行安全和网络保护功能
∙提供通过以太网迚行7*24小时进程访问服务的平台
3.品牌电脑和DIY机器的区别：
∙同配置，品牌机比较贵。
从而同价位的机器，DIY的比品牌的配置相对高一些
∙品牌机整机售后，售后服务有保障。
DIY现在市场比较混乱，跑遇到奸商，售后没有保障。