Dunnam(2002),自上世纪末以来,戴尔不得不面对激烈的竞争从其他强大的IBM和惠普等竞争对手。有必要显然大大降低服务和销售成本。因此戴尔开始改变经营战略以扩大操作通过全球。寻找最好的策略,戴尔在印度建立一个呼叫中心而不是美国前集中的概念,这将提供效率和低成本零售和客户服务。三个月内,大约三分之一的劳动力成本降低了。几年后,戴尔将大量提供内部服务和开发业务通过构造新的全球化的分支机构如中国、印度、巴西和欧洲外包。戴尔的副总裁Dunnam(2002),引用Gareiss(2002)分析,外包是戴尔的发展最快的业务之一,每年超过四十亿美元的收入,每年增加30%。
事实上,像戴尔这样的全球化战略不仅对公司有很多好处,但也一个双赢。当地政府,这些外国直接投资将扩大内部收入和降低失业率。根据手指和舒勒(2004)的研究,印度的手工制作工艺品的出口冲在1990年代,在过去的十年里上涨了百分之五。
美国威斯康星大学麦迪逊分校论文代写：局部和全局的关系
As Dunnam (2002) states, since the late of last century, Dell has had to face the fierce competition from the other powerful competitor such as IBM and HP. There is a need to significantly reduce both service and sales costs obviously. Therefore Dell began to change business strategies in order to enlarge operation through the globe. Seeking for the best strategy, Dell set up a call center in India instead of the former American centralized concept, which would offer the efficiency and low cost retails and customer services. Within three month, approximate one third of labor cost decreased. After a few years, Dell has cut a large number of services provided in-house and developed business by constructing new globalized branches such as China, India, Brazil and Europe for outsourcing. Dell's vice president Dunnam (2002), cited in Gareiss (2002) analyzes that outsourcing is one of Dell's fastest developing business, making over four billion dollars income per year and increasing at 30% a year.
In fact, the globalization strategy like Dell's does not only have a lot of benefit on the company, but also a win-win. To local state, these foreign direct investments will enlarge the in-house income and reduce unemployment. According to Finger and Schuler's (2004) Research, the export of India's hand made crafts has rushed in 1990s, rising five percent during the last decade.
