Ratan,
Have you read the Harvard Business Review article, an interview with Michael Dell? If not, I would be happy to send it to you. There is a catch, though... (NO free lunches <g>) After you read it, I would appreciate it if you would post your thoughts about how effectively Ingram will compete with DELL, positively or negatively.
I personally believe that Ingram is trying to compete with DELL using a variation of DELL's model. (Looks like they will use the OEMs to provide the order base and provide the customer service, and they will do all the build to order assembly) However, like CPQs acquisition of DEC, I don't think it will be as easy or as smooth a ride as many expect. DELL is offering their customer-partners so much more than Ingram can provide. How can Ingram, for instance, represent any one of their customers 100% with the consumer? Where does Ingram's chief interest lie -- with the value added for the consumer, or with the profit notched by its customers? And I would imagine that adding one more layer between the customer and the supplier does not enhance efficiency. Or price, unless Ingram has decided to sell at cost. Are all the other producers -- CPQ, HWP, IBM -- content with becoming purely service organizations, letting Ingram do all the production? How large a royalty will Ingram pay DELL to use DELL patents? Just a few of the questions buzzing in my bonnet.
Regards, 3. |
