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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 Vostro 15 7510 设置和规格说明书
Vostro 15 7510设置和规格10 2021注意、小心和警告:“注意”表示帮助您更好地使用该产品的重要信息。
:“小心”表示可能会损坏硬件或导致数据丢失，并告诉您如何避免此类问题。
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章 1: 设置 Vostro 15 7510 (4)章 2: Vostro 15 7510的视图 (6)右 (6)左侧 (7)顶部 (8)正面 (9)底部 (10)电池充电和状态 LED (10)章 3: Vostro 15 7510 的规格 (11)尺寸和重量 (11)处理器 (12)芯片组 (12)操作系统 (12)内存 (13)外部端口 (13)内部插槽 (14)通信 (14)音频 (14)存储 (15)介质卡读取器 (15)键盘 (16)摄像头 (16)触控板 (16)电源适配器 (17)电池 (17)显示屏 (18)指纹读取器（可选） (19)GPU —集成 (19)GPU —独立 (20)操作和存储环境 (20)章 4: 戴尔 ComfortView (21)章 5: 键盘快捷方式 (22)章 6: 获取帮助 (23)联系戴尔 (23)目录3设置 Vostro 15 7510:根据您所订购的配置，本文档中的图像可能与您的计算机有所差异。
1.连接电源适配器，然后按下电源按钮。
: 为了节省电池电量，电池可能进入省电模式。
连接电源适配器，并按电源按钮以打开计算机。
2.完成操作系统设置。
对于 Windows ：按照屏幕上的说明完成设置。
设置时，戴尔建议您执行以下操作：●Windows 更新。
: 如果您正在连接到加密的无线网络，请在出现系统提示时输入访问无线网络所需的密码。
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戴尔 Dell Pair 用户指南
Dell Pair 用户指南提醒、注意和警告提醒：“提醒”表示可以帮助您更好地使用计算机的重要信息。
注意：“注意”表示如果不遵循说明，就有可能损坏硬件或导致数据丢失。
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2023–04修订版A03目录概览 (4)可支持性 (5)下载和安装 (7)用户界面 (11)一般功能 (12)故障排除 (14)概览Dell Pair 支持以下功能：•可在戴尔外围设备（如鼠标和键盘）位于检测范围内时检测到它们，以通过蓝牙进行配对•通过蓝牙无缝配对设备。
注：Dell Pair 用户指南适用于所有受支持的戴尔外围设备。
有关特定于设备的功能，请参阅产品用户指南。
可支持性Dell Pair 预安装在以下戴尔系统上。
如果您手动卸载 Dell Pair，并希望再次重新安装，请按照本用户指南的下载和安装部分中提到的说明进行操作。
Dell Pair 在具有 BLE 5.0 配置和 BLE 支持的戴尔外围设备的戴尔 PC 上受支持。
支持的平台：Inspiron 灵越：Inspiron 灵越 5320Inspiron 灵越 5420Inspiron 灵越 5430Inspiron 灵越 5620Inspiron 灵越 5630Inspiron 灵越 7430Inspiron 灵越 7430 二合一笔记本Inspiron 灵越 7630Inspiron 灵越 7630 二合一笔记本Inspiron 灵越 13 5330Inspiron 灵越 14 7420Inspiron 灵越 16 7620Latitude：Latitude 3330Latitude 3340Latitude 3440Latitude 3540Latitude 5320Latitude 5340Latitude 5431Latitude 5440Latitude 5531Latitude 5540Latitude 7320Latitude 7330Latitude 7420Latitude 7430Latitude 7530Latitude 9330Latitude 9430Latitude 9440 Precision：Precision 3480Precision 3571Precision 3580Precision 3581Precision 5470Precision 5570Precision 5770Precision 7670Precision 7680Precision 7770Precision 7780 Vostro 成就：Vostro 成就 5320Vostro 成就 5620Vostro 成就 5630Vostro 成就 7620 XPS 笔记本：XPS 9315XPS 9530XPS 9730XPS 13 9315 二合一笔记本XPS 13 9320XPS 15 9520XPS 17 9720支持的操作系统：Windows 10，内部版本 10.0.19041 及更高版本Windows 11下载和安装Dell Pair 预安装在戴尔系统上。
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！;小猫，小狗和小鸭异口同声地争辩。长颈鹿说：;好，你们还真是有勇气，来吧，我们比一场看 作文谁赢。地址你们定，选出最厉害的人和我比一比。;;好，下周三我们沙滩边，不见不散。;小鸭 勇敢地说：;我和你比谁能入水深。;长颈鹿一声不响地点了点头。按约定他们来到沙滩上，只见鸭 子大声喊：;加油，我们必胜。;鸭子一跳入水中，说：;我不会输的，你等着瞧。;鸭子慢慢游到了另 一个小岛上朝着对面做了个鬼脸说：;我赢了！;长颈鹿却还在水中。它想上沙滩？不行，这样就输 了。继续走？也不行，里面太深了，真是左右为难啊！长颈鹿很奇怪，为什么我会输呀？它想来想 去终于想明白了，做人应该虚心，不能骄傲，自大。从此，长颈鹿变得待人很
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戴尔平板电脑快速入门指南说明书
Connect the power adapter连接电源适配器電源アダプタを接続する1Turn on your tablet开启平板电脑タブレットの電源を入れる3Dock the tablet对接平板电脑タブレットをドッキングする2Printed in China.2013-08© 2013 Dell Inc.Features功能部件 | 外観Product support and manuals 产品支持和手册製品サポートとマニュアル/support/support/manuals /windows8Contact Dell 与 Dell 联络デルへのお問い合わせ/contactdellRegulatory and safety 管制和安全認可と安全性/regulatory_complianceRegulatory model and type 管制型号和类型認可モデルと認可タイプK10A K10A001Información para NOM, o Norma Oficial MexicanaLa información que se proporciona a continuación se mostrará en los dispositivos que se describen en este documento, en conformidad con los requisitos de la Norma Oficial Mexicana (NOM):Importador:Dell México S.A. de C.V.Paseo de la Reforma 2620 - Piso 11.° Col. Lomas Altas 11950 México, D.F.Número de modelo reglamentario:K10AVoltaje de entrada:100 V CA–240 V CA Corriente de entrada (máxima):1,30 AFrecuencia de entrada:50 Hz–60 Hz Corriente de salida:2,31 A Voltaje de salida:19,5 VCC1. USB 3.0 connector2. audio connector3. power status light4. docking connector5. power connector6. USB 3.0 connectors7. network connector8. HDMI connector9. DisplayPort connector1. USB 3.0 连接器2. 音频连接器3. 电源状态指示灯4. 对接连接器5. 电源连接器6. USB 3.0 连接器7. 网络连接器8. HDMI 连接器9. DisplayPort 连接器1. USB 3.0 コネクタ2. オーディオコネクタ3. 電源ステータスライト4. ドッキングコネクタ5. 電源コネクタ6. USB 3.0 コネクタ7. ネットワークコネクタ8. HDMI コネクタ9. DisplayPort コネクタ。
戴尔笔记本电脑快速入门指南.pdf_1701107768.7081306说明书
CAUTION: Before you set up and operate your Dell™ computer, see the safety instructions in the Product Information Guide. See your Owner's Manual for a complete list of features. NOTE: Because the battery may not be fully charged, use the AC adapter to connect your new computer to an electrical outlet the first time you use the computer.
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⡏ⳓᓆ#ᐚ⍎ㄖㅻ#車 㖒㇚#+⇊ㆇ⅖☻, 5. ᯞ⇊#ᇎ㍢❶ㄖ#囗ᖆ ಪ#⡏ⳓᓆ#㟞Ꭺ❓#車 㖒㇚
䗝˅ⱘৄᓣ䅵ㅫᴎ 5. ᏺ᳝᮴㒓㔥वⱘ֓ᨎ
戴尔电脑销售技巧
轻薄便携
• 厚度最后处仅18.5mm，可以轻 松放进手提 包中. • 重量仅1.66Kg，比3瓶矿泉水还 要轻，随身 携带， 毫无压力
注：Non Touch机型重量1.66Kg，Touch机型重量1.7Kg
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Dell – 西峡- 五交化
背光键盘 & 指纹加密
•背光键盘设计（金色） 即使在黑暗的环境中， 也 能看清键盘上的字 符，熬 夜加班的时候， 再也不用 担心明亮的 台灯影响家人 休息了。
l
很可能得不到顾客的信任
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很可能所介绍的内容不被顾客接受
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无法体现顾问式的顾客服务
需要确认的顾客需求和态度
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弄清楚不同顾客对需求的不同要求和偏好
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确认顾客对销售员产生了一定程度的好感和信任
鉴定顾客需求的目的
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准确地推荐顾客想要的产品和想听的信息
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减少推销中出现的顾客反对意见
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专业地提供顾问式服务
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从而完成推销目标
44
Dell – 西峡- 五交化
请注意！
顾客购买了Dell的产品并不是生意的结束，而是生意 的 开始、责仸的开始、朋务的延续。
80%生意可以由20%老顾客带来！
45
Dell – 西峡- 五交化
Thank You！
46
Dell – 西峡- 五交化
•
1、有时候读书是一种巧妙地避开思考 的方法 。20.8. 1920.8. 19Wed nesday, August 19, 2020
20% 20%
主动提出交易比例
双方没有提出交易
销售人员主动提出交易
60%
客户主动提出交易
没有主动提出建议有可能使所有的销售努力付之东流
戴尔
• 机会：
1、经济增长带动消费 需求。 2、消费观念的改变， 网络消费的普及。 3、网络的发展，数码 科技技术的成熟和推 广，刺激消费增加。
•威胁：
1、同类产品的挤压， 如IBM、惠普、联想等。
2、其他电子商务网站 的竞争。 3、实体商店抢夺客户。
SWOT分析工具——不同的战略导向
SO战略——利用直销优 势，把握机会，大力宣传 力度，消除消费者疑虑， 增加购买信心。 ST战略——利用优势， 提升自身产品的性能， 提高产品质量，结合实 体经营。 WO战略——利用机 会，改变消费者固有 的消费思维方式。
•
DELL产品展示：
鼠 标 台式电脑 笔记本 电脑包
笔记本内包 电脑锁
电脑背包 打印机
ห้องสมุดไป่ตู้
戴尔官网主页
DELL的网站概况：
• 提供各种实时资讯，优质服务和个人服务 • 为客户提供额外的利益（在戴尔直销网站 购买电脑可以享受一定额度的现金折扣） • 提供全面的客户体验 • 开创社区意识 • 提供自助式服务，客户可根据需求选择产 品
DELL供应链的效用
◎ 顾客下单到出货存货周转天数4 天 ◎ 每人每小时的生产效率，提升160% ◎ 订单处理效率提高50% ◎ 订单错误率降低50% ◎ 每座工厂零件存货空间100 平方英呎 ◎ 每座工厂成品存货空间0
供应链管理的价值
◆ 戴尔所开创的直销模式，冲击所有的制造业，进而改变产业型态。 ◆ 电子商务模式营销，接单后才生产，交货时间提升到只要8 小时。 ◆ 使用专业的供应链管理软件彻底e 化供应链，整合上下游厂商。 ◆ 戴尔组装一台计算机只要4 小时，存货周转天数只有5 天，约为同业 的1/10，降低企业成本。 ◆信息实时更新 ，做到零库存，减少库存造成的现金积压和跌价损失。 ◆ 客户需求透明化，把顾客和供货商的营运活动整合。 ◆ 顾客关系管理，培养忠诚的客户。 ◆ 与市场联系密切，产品贴近市场需求。
戴尔 Dell(2)
戴尔全球采购中心
戴尔全球采购的资源被分成两类：一类是生产资料采购， 采购来的资料直接用于生产；另外一类叫通用型采购，采 购来的资料并非直接用于生产。 在管理生产资料供应商 方面，全球采购中心有三个战略性任务。一是保证供应商 供应的连续性。也就是戴尔在需要原料的时候，供应商能 够按照戴尔的需求及时送到。二是保证供应商在生产成本 方面有一定的领先性。戴尔需要持续地降低在原材料方面 的成本以便给客户带来的价值。三是要保证供应商产品的 品质。 严格挑选供应商。
客户的订单没有下之前戴尔中国客户中心的车间里理论 上是没有工料的，每个零件拉进来的时候实际上已经是有 买主的，一旦整台机器组装好，马上就可以发货运走，所 以戴尔的产品可以保持零库存。 特别需要注意的是：戴 尔每一个半小时把清单发送给中转仓库的同时，还会发给 供应商的总部，供应商会根据中转仓库里库存的波动情况 确定要不要发货过来，并且根据这些信息安排生产。 戴 尔首先要起码给出未来一年的生产预测，比如会卖出去多 少万台等，供应商会根据这个预测做产能的准备，然后戴 尔会给供应商未来三个月的滚动计划：要什么货，要多少， 这些信息要细化到每一周。戴尔一看预测和实际情况有差 距，马上会进行调整。
DELL
理念：按照客户要求制造计算机， 并向客户直接发货 戴尔课题研究小组制作
戴尔的成功之路
1.戴尔公司简介 1.戴尔公司简介 2.戴尔的经营思想 2.戴尔的经营思想 3.戴尔的供应商管 3.戴尔的供应商管 理策略 4.全球采购中心 4.全球采购中心
戴尔公司简介
戴尔公司（Dell Computer）是一家总部位于美国 戴尔公司（Dell Computer）是一家总部位于美国 德克萨斯州朗德罗克的世界五百强企业。创立之 德克萨斯州朗德罗克的世界五百强企业。创立之 初公司的名称是PC's Limited，1987年改为现在的 初公司的名称是PC's Limited，1987年改为现在的 名字。戴尔以生产、设计、销售家用以及办公室 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。 生产与销售服务器、数据储存设备、网络设备等。 戴尔的其他产品还包括了PDA、软件、打印机等 戴尔的其他产品还包括了PDA、软件、打印机等 电脑周边产品。
DELL 客户安装服务(带上门培训) 服务说明
客户安装服务(带上门培训)服务说明第1页 v 2.2服务说明：面向个人消费者的安装服务(含上门客户培训)简介戴尔™提供系列化的安装服务以满足客户需求。
本文档(“服务说明”)所概括的安装服务是对含上门客户培训的个人消费者安装服务(“含上门培训的消费者安装服务”)的说明。
该服务旨在满足不同的客户需求。
服务概述安装本文档(“服务说明”)详细阐述了戴尔面向个人消费者的安装服务(含上门培训)所包含的服务内容。
含上门培训的消费者安装服务包括：• 全部已接收产品的验证• 新系统的外部质量检查• 新系统的安装• 最多3种现有外围设备与新系统的连接(与本地打印机的连接亦视为外设连接)，以及• 将新系统的包装材料搬运到客户指定的现场位置• 客户培训(只有在提供上门安装服务不足1小时的情况下才提供该项服务)a. 培训服务应包括对系统功能15分钟的简要介绍，内容包括显示器(设置)、键盘、鼠标、电源开关及配电系统等各种设备的功能与操作。
• 完成上述客户培训之后，还将提供为期1小时的客户培训课程。
安装/培训服务仅限于面向安装下列操作系统的系统• Windows 2000 Professional• Windows NT 4.0• Windows XP Standard• Windows XP Professional• Windows ME• Windows 95 (OSR1, Summer Release,• Windows 98 和98 Second Edition 以及OSR 2.x)上述服务面向Dell™ Dimension™ 台式机、Inspiron™ 笔记本电脑和Precision™ 工作站提供。
外设连接是指将组件接入新的戴尔系统并安装客户提供的驱动程序。
本服务说明文档所介绍的服务周一至周五按客户当地正常工作时间(早8点到晚5点)提供，周末和节假日除外，但经双方同意，可破例另行安排服务时间。
本服务说明文档概述了服务步骤和客户责任。