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[마이클 델의 회사 내부 메일] 비즈니스 모델 의존도가 높은 기업의 must-do.... (델은 직접판매방식에 대한 집착을 버렸다) :: 2007/05/01 14:29아무래도... 비즈니스 모델 의존도가 높은 기업은 비즈니스 모델 자체에 대한 고민을 하는 조직이 반드시 있어야 할 것 같다. 자기 회사의 비즈니스 모델의 과거와 현재를 잘 트랙하고 미래고객에게 가장 큰 가치를 안겨줄 수 있는 비즈니스 모델을 계속 준비해 나가는 활동이 반드시 필요하다고 본다. 델이 자신의 정체성이자 신앙이기도 했던 직접판매방식에 대한 집착을 버리고 새로운 비즈니스 모델을 얼마나 성공적으로 시도해 나가는지, HP와의 경쟁을 얼마나 성공적으로 전개할지 지켜봐야 겠다. 단순한 소매유통 방식이 아닌 델이 갖고 있는 독창적 기업문화에 기반한 델만이 시도할 수 있는 창의적 모델이 나왔으면 좋겠다. [델의 성공] 비즈니스 모델이 아닌 기업문화/DNA로 인해 다이렉트 세일모델이 성공할 수 있었다. Michael Dell's memorandum to Dell staff: To: Dell Employees Worldwide From: Michael & the Executive Leadership Team Dell Confidential -- For Internal Use Only One Dell, One Focus -- Simplifying IT for Our Customers We met as a complete Executive Leadership Team for most of last week to discuss Dell's future. We left the week with a great deal of confidence about our plans for the next generation of Dell customers. Throughout our history we have worked as a team -- as One Dell -- and we have made quality PCs affordable. Now Dell plans to make information technology affordable for millions of customers around the world. We will do this by simplifying IT where others perpetuate complexity and innovating beyond hardware into solutions. This is one of the most exciting periods in our history but it requires all of us to stand together as One Dell to make profound changes and take well thought-out risks. Here are some of the steps we will take to get there: Fix our Core Business to be competitive. The Direct Model has been a revolution, but is not a religion. We will continue to improve our business model, and go beyond it, to give our customers what they need. We will simplify our organization to make it easier to hear customers and respond to them. We've already streamlined our executive leadership structure. We need to streamline our management structure to speed decisions and remove bureaucracy. We're making improvements in pricing, product development and fulfillment, and customer experience. We reorganized the product group to more effectively listen to our customers and develop end-to-end customer solutions. We are now revisiting our entire design process to improve our speed-to-market and focus on what customers truly value. Our new Global Operations organization, led by Mike Cannon, is working to take our supply chain and manufacturing to the next level of efficiency and quality. This group is also partnering with the regions and the product group to pursue new manufacturing and distribution models to address the unique needs of our customers in all markets. More broadly, we plan to eliminate overlaps in our organization and activities to enable us to deliver even more value to our customers. We also need to improve sales productivity. These won't be merely exercises in cost-cutting. We will re-invest those resources in the customer solutions that will build Dell for the future. 델(Dell)의 직접판매 모델(The Direct Model)과 고객, 그리고 변신 - 예병일의 경제노트- "직접판매 모델(The Direct Model)이 혁명이었지만, 종교처럼 불변은 아니다. 우리는 고객이 원하는 것을 주기 위해 우리의 비즈니스 모델을 꾸준히 개선할 것이다. 우리는 고객의 목소리를 듣고 그것에 응답하기 쉽도록 조직을 단순화할 것이다." 미국 델 컴퓨터의 마이클 델 회장이 4월25일 임직원들에게 보낸 이메일에서 한 말입니다. 수신이 'Dell Employees Worldwide'로 되어 있고, 'Dell Confidential -- For Internal Use Only'라는 표시가 되어 있었지만, 언론에 보도가 됐습니다. 미국 언론들은 델 회장의 이번 언급에 대해 델이 기존의 전략을 재고할 것이라는 분석을 내놓고 있습니다. '직접판매'라는 델의 상징을 깨고 전통적인 대리점 영업 등 다양한 판매방식을 도입할 것이라는 전망입니다. 물론 이런 창업 이후 23년간 지켜왔던 원칙을 깨는 델의 '변신'에는 이유가 있습니다. 실적부진. 델 컴퓨터는 지난해 하반기 이후 3분기 연속 ‘세계 2위’에 머무르고 있습니다. 지난 2000년 이후 ‘최악의 성적표’입니다. 올해 1분기 전세계 PC 판매 1위 업체는 HP. 시장점유율이 19.1%에 달합니다. 델은 15.2%로 2위에 머물렀고, 중국 레노보와 대만 에이서가 6.7%로 공동 3위, 도시바가 5위를 기록했습니다. HP가 3분기 연속 델을 누르고 전세계 PC 판매 1위를 차지한 것입니다. PC판매가 데스크톱에서 노트북 중심으로, 그리고 대량구매에서 개인구매로 바뀌면서 고객이 직접 만져보고 살 수 없는 델의 판매방식이 소비자에게 외면을 받기 시작했다는 분석이 나오고 있습니다. 이에 마이클 델 회장이 HP에 빼앗긴 세계 1위 자리를 탈환하기 위해 창립 이념마저 바꾸겠다는 '승부수'를 던진 셈입니다. 델 회장은 대학생이었던 1984년 창업했을 때부터 유통마진을 획기적으로 줄인 직접판매 방식을 도입했고, 이를 통해 IBM과 HP를 밀어내고 세계 1위의 PC 업체가 됐습니다. 하지만 최근 부진에 빠지자, 다시 고객이 원하는 것을 제공해주기 위해 창업 당시의 절대원칙까지 포기하려 하고 있습니다. 한때 혁신적인 유통모델로 전세계 PC업계에 '신화'를 만들어냈던 델의 직접판매가 고전을 면치 못하는 것을 보며, 비즈니스가 얼마나 어려운 것인지, 그리고 '변신'이 얼마나 중요한지 다시 한번 절감합니다. 물론 20여년 전 델이 직접판매 모델을 만들었을 때와 마찬가지로, 그 변신의 방향은 '고객'에 맞춰져야할 겁니다. '고객'과 관련해 델의 행보를 주목해봐야겠습니다. Trackback Address :: http://read-lead.com/blog/trackback/290
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[스타벅스] 스타벅스 회장 하워드 슐츠(Howard Schultz)의 회사 내부 메일 (internal memo) :: 2007/04/08 16:38
Starbucks chairman warns of "the commoditization of the Starbucks experience" Starbucks chairman Howard Schultz wrote this to CEO Jim Donald earlier this month. The memo's authenticity has been confirmed by Starbucks. From: Howard Schultz Sent: Wednesday, February 14, 2007 10:39 AM Pacific Standard Time To: Jim Donald Cc: Anne Saunders; Dave Pace; Dorothy Kim; Gerry Lopez; Jim Alling; Ken Lombard; Martin Coles; Michael Casey; Michelle Gass; Paula Boggs; Sandra Taylor Subject: The Commoditization of the Starbucks Experience As you prepare for the FY 08 strategic planning process, I want to share some of my thoughts with you. Over the past ten years, in order to achieve the growth, development, and scale necessary to go from less than 1,000 stores to 13,000 stores and beyond, we have had to make a series of decisions that, in retrospect, have lead to the watering down of the Starbucks experience, and, what some might call the commoditization of our brand. Many of these decisions were probably right at the time, and on their own merit would not have created the dilution of the experience; but in this case, the sum is much greater and, unfortunately, much more damaging than the individual pieces. For example, when we went to automatic espresso machines, we solved a major problem in terms of speed of service and efficiency. At the same time, we overlooked the fact that we would remove much of the romance and theatre that was in play with the use of the La Marzocca machines. This specific decision became even more damaging when the height of the machines, which are now in thousands of stores, blocked the visual sight line the customer previously had to watch the drink being made, and for the intimate experience with the barista. This, coupled with the need for fresh roasted coffee in every North America city and every international market, moved us toward the decision and the need for flavor locked packaging. Again, the right decision at the right time, and once again I believe we overlooked the cause and the affect of flavor lock in our stores. We achieved fresh roasted bagged coffee, but at what cost? The loss of aroma -- perhaps the most powerful non-verbal signal we had in our stores; the loss of our people scooping fresh coffee from the bins and grinding it fresh in front of the customer, and once again stripping the store of tradition and our heritage? Then we moved to store design. Clearly we have had to streamline store design to gain efficiencies of scale and to make sure we had the ROI on sales to investment ratios that would satisfy the financial side of our business. However, one of the results has been stores that no longer have the soul of the past and reflect a chain of stores vs. the warm feeling of a neighborhood store. Some people even call our stores sterile, cookie cutter, no longer reflecting the passion our partners feel about our coffee. In fact, I am not sure people today even know we are roasting coffee. You certainly can't get the message from being in our stores. The merchandise, more art than science, is far removed from being the merchant that I believe we can be and certainly at a minimum should support the foundation of our coffee heritage. Some stores don't have coffee grinders, French presses from Bodum, or even coffee filters. Now that I have provided you with a list of some of the underlying issues that I believe we need to solve, let me say at the outset that we have all been part of these decisions. I take full responsibility myself, but we desperately need to look into the mirror and realize it's time to get back to the core and make the changes necessary to evoke the heritage, the tradition, and the passion that we all have for the true Starbucks experience. While the current state of affairs for the most part is self induced, that has lead to competitors of all kinds, small and large coffee companies, fast food operators, and mom and pops, to position themselves in a way that creates awareness, trial and loyalty of people who previously have been Starbucks customers. This must be eradicated. I have said for 20 years that our success is not an entitlement and now it's proving to be a reality. Let's be smarter about how we are spending our time, money and resources. Let's get back to the core. Push for innovation and do the things necessary to once again differentiate Starbucks from all others. We source and buy the highest quality coffee. We have built the most trusted brand in coffee in the world, and we have an enormous responsibility to both the people who have come before us and the 150,000 partners and their families who are relying on our stewardship. Finally, I would like to acknowledge all that you do for Starbucks. Without your passion and commitment, we would not be where we are today. Onward…
Trackback Address :: http://read-lead.com/blog/trackback/248
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