请教高人帮忙翻译下面一段关于戴尔公司的发展战略（中译英），非常感谢！

第二阶段：战略转型阶段（2006~至今）
随着市场的不断变化，直销模式为戴尔公司所带来的成本优势可能转变为劣势。主要原因如下：
1）个人消费类电脑市场的迅速发展
随着个人消费类电脑市场的迅速发展，戴尔直销模式下注重企业客户，通过大规模定制实现企业规模经济的营销方式面临着挑战。
2）直销渠道所占市场销售比例的下滑
据相关资料显示，IT消费类产品销售渠道趋势如图所示，直销所占销售渠道比重己经从2005年的15%下降到2009年的10%，进一步预测将下滑到2011年的9%市场销售比例。
从IT产品销售趋势看来，戴尔公司依靠其专业的直销模式的发展途径已经遇到了瓶颈。有限的直销发展前景必定会影响到戴尔公司市场份额的发展，扩展在直销以外的分销渠道势必是戴尔快速发展的最佳选择，当然两者之间的协调和共同提高是加速提升市场份额的关键。
3）新兴市场的文化差异
在新兴市场（比如中国、印度），由于文化差异，消费者更倾向于能实实在在和产品的接触。同时，网络订购的认识程度和计算机知识的普及程度相对较低，让戴尔在这些市场的直销模式受到阻碍。
不仅市场在发生变化，而且戴尔引以为豪的直销和高效供应链也逐渐失去对比优势，一个直观的例子：1997年，戴尔和惠普电脑每销售一台成本1000美元的电脑，戴尔的库存成本是10美元，而惠普库存成本是160美元。到了2005年，戴尔的库存成本还是10美元，而惠普的成本已经降到70美元。伴随戴尔公司供应链优势的减弱，行业竞争者的优势凸显出来。
面对市场变化带来的挑战和戴尔自身对比优势的逐渐减弱，戴尔公司从2006年开始进行战略转变：
1）建立分销渠道
在美国，沃尔玛和山Sam’s Club已经开始销售戴尔电脑；在中国，国美也已开始销售戴尔电脑。以直销为主，分销为辅的方式进行双重销售。
2) 重新重视个人消费者
戴尔公司开始倾听消费者和媒体的声音，响应消费者对于产品外观的要求。2007年初，戴尔从摩托罗拉和耐克公司聘请高级设计人员，提高在产品设计方面的人力资源储备。2007年下半年，戴尔推出的符合个性化的彩色外壳笔记本以及显示器主机一体机，正是在这种新转型战略的变现。
3）重新进行更明确的市场划分和品牌整合
消费者业务、新兴市场、笔记本电脑、企业级和中小企业市场，正是新战略的核心内容。对产品品牌进行重新整合，日后推出的消费PC产品将全部整合到Inspiron品牌下，原来的Dimension品牌将逐步退出历史舞台。戴尔的PC产品品牌由四个调整至三个，分别是主要面向企业市场的OptiPlex品牌；定位高端游戏用户以及PC发烧友的XPS；以及主要面向消费市场的Inspiron品牌。
4）整合营销，重塑品牌形象
2007年底，戴尔宣布与英国广告巨头WPP集团签署为期三年的广告和营销合作协议，戴尔将所有的广告、直销、公共关系、媒体策划和相关事宜全部交与WPP负责。为了满足戴尔的需求，WPP将组建一个新的公司，负责研究消费者行为、制作网络广告，加强与电视和纸媒广告人士的合作。这被戴尔称为“达芬奇计划”，这是转变戴尔到“时尚新人”的必要步骤。

Second stage: strategic transformation phase (2006-present)
As the market's changing, a direct sales model to a Dell company the advantage may turn into disadvantages. Main reasons are as follows:
1) personal consumer computer market developments
As personal consumer computer market, Dell direct mode focuses on enterprise customers, through the mass customization to realize economies of scale marketing methods are faced with challenges.
2) direct sales channel market sales ratio of decline
According to the data IT consumer products sales channel trends as shown in the diagram, direct selling is the proportion of sales channel has been from 2005 of 15% to 10% in 2009, further forecast will decline to 2011 9% of the market sales ratio.
From an it product sales trends, Dell Inc. to rely on the professional development of direct marketing model has been experiencing a bottleneck. Limited direct marketing prospects will certainly affect the Dell company market share of development, extending beyond the direct distribution channel is bound to be Dell's rapid development of choice, of course, coordination and mutual is increasing market share.
3) cultural differences in emerging markets
In emerging markets such as China, India), due to cultural differences, the consumer is more likely to be substantial and product exposure. At the same time, the network ordered awareness and computer knowledge of penetration are relatively low, so Dell in the market of a direct sales model.
Not only the market in change and Dell proud direct and efficient supply chain also gradually lose contrast advantage, an intuitive example: 1997, Dell and Hewlett-Packard computer per sale one cost $ 1000 PC, Dell's inventory cost is $ 10, and HP inventory cost is US $ 160. In 2005, Dell's inventory costs or $ 10, and Hewlett Packard cost has dropped to $ 70. With Dell's supply chain advantage, the advantages of industry competitors.
Faced with the challenges of market changes and the comparative advantage of Dell itself, Dell Inc. 2006 strategic transformation:
1) established distribution channels in the United States, Wal-Mart and Sam ’ notation s Club has started selling Dell computer; in China, the United States also has begun to sell Dell computer. To direct marketing, distribution and secondarily to double sales.
2) back pay attention to individual consumers
Dell Inc. began listening to the voice of the consumer and media, respond to consumer demand for product appearance. Early 2007, Dell from Motorola and Nike recruit senior designers, improving the design of human resource reserves. In the second half of 2007, Dell launched with personalized color shell notebook and monitor host machine, it is in this new strategy for the realisation of transformation.
3) are more specific market Division and brand integration
The consumer business and emerging markets, notebooks, Enterprise and SME market, is the core of the new strategy. On the product brand for restructured after consumer PC products will be fully integrated into the Inspiron brand, the original Dimension brand will gradually withdraw from the stage of history. Dell PC product brand consists of four to three, which is mainly for the enterprise market OptiPlex brand; positioning high-end gamers and PC enthusiasts XPS; and focused on the consumer market for Inspiron brand.
4) integrated marketing and brand image
By the end of 2007, Dell announced and British advertising giant WPP Group signed a three-year cooperation agreement in advertising and marketing, Dell will all advertising, direct marketing, public relations, media planning and related total and WPP. In order to meet the demand, Dell WPP will be setting up a new company, responsible for research on consumer behavior, online advertising, and the television and the quick ads are working. This is known as the "Leonardo da Vinci programme by Dell, Dell is changing to" fashion new people ".

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