Reporter: Did you wait too long to come back?
记者：您一直等了很久才回到戴尔的吗？
Dell: I probably could have come back a little bit sooner, but I don’t think I waited too long.
戴尔：可能我本可以回来得更早一些， 但是我想我并没有等很久。
Reporter: What made you decide to return?
记者：什么原因使您决定回戴尔呢？
Dell: The board asked me to come back. It was clear that we needed to make some changes in the company. I’ m actually quite excited to be back-it gives us a chance to reinvent the business. We’ve taken a very fresh approach to things. We're willing to question anything, change everything and do whatever it takes to get success and results for our customers， our shareholders and our people inside the company.
戴尔：是董事会要我回来的，显然我们 需要对公司进行一些调整。其实能够回 来我感到很兴奋，因为我们又有了一个 对商业重新进行改造的机会。我们 又有了解决事情的全新的方式，我 们愿意对任何事情提出疑问，对任 何事物进行改造，并且做任何事情 以取得成功，为了我们的顾客、股 东和公司内的人员，公司要取得一 些成绩。
Reporter: Your profits have been falling for quite a while.
记者：很长时间以来您公司的收益 一直在减少。
Dell: One reason is fairly easy to see: our head count grew by 50 percent to about 80,000 employees while revenues grew by just 15 percent. That’s not a good idea.
戴尔：一个很显而易见的原因在于， 我们公司的员工数量上涨了 50%， 达到了 8万人，而收益只增长了 15%， 这不太好。
Reporter: What were these people hired for?
记者：为什么要雇用那些人呢？
Dell: We’ve been asking ourselves that same question. I think the organization got too complicated. We made it too complicated. The CEO had too many people reporting to him, each person reporting to the CEO had an organization to support him, and then these had their own supporting organizations and so on. It multiplied out to be a whole lot of people. Everyone was well-intentioned, everyone went to work saying ‘We’re going to do great work today，，but when you add it all up, the structure didn’t work out.
戴尔：我们也一直在问自己相同的问 题。我觉得我们的组织变得太复杂了， 是我们使它变得太复杂了。有太多的人 要向首席执行官报告，而每一个报告的 人都有支持他的一个组织，然后这些组 织又有支持他们的组织，如此类推。这 就使我们公司有了更多的人，每个人都 是善意的，他们工作的时候都会说：今 天我们要去做伟大的工作了。但是当把所有这些人都加到一起的时候，这个组 织运转得并不好。
Reporter: Does this mean layoffs?
记者：这意味着你们将会解雇一些员工吗？
Dell: I think it，s pretty clear that our head count is going to go down.
戴尔：这是显而易见的，我们需要削减 工作人员的数量。
Reporter: Do you feel pressured by your shareholders?
记者：您能感觉到股东带给您的压力吗？
Dell: I’m the biggest investor in the company, so I feel my own pressure.
戴尔：我是公司最大的投资者，所以我 感觉到的都是自己的压力。
Reporter: Dell used to be the biggest computer maker worldwide. But last year Hewlett Packard took over and became global market leader. What makes them more successful than you?
记者：戴尔过去是世界上最大的计算机 制造商，但是这个地位去年被惠普取 代，惠普成为全球市场的领导者。他们 取得比你们更大成功的原因是什么呢？
Dell: We’re still the most profitable producer. HP makes money mainly with printers. Their profit in the PC business is much less than ours. But they are now number one worldwide, absolutely.
戴尔：我们仍然是获利最多的生产者。 惠普的收益主要来自于打印机，他们在 计算机产业领域的收益比我们的要少得 多。但是他们现在的确是世界第一。
Reporter: Was it a mistake to focus on corporate desktops while laptops gained in importance and increasingly became a must—have entertainment device?
记者：现在便携式电脑越来越重要，并 且成为一项必须的娱乐工具，但是你们 却还是侧重于台式电脑，这是一个错误 的决定吗？
Dell: If you look at the growth in the computer market for PCs, it has been bigger in developing countries relative to developed countries, bigger in mobile computers, and lower in desktop computers, bigger in consumers and lower in corporations. Dell has had historical strength in the commercial market in the big, slower growing economies. So mobile computers, consumers，emerging markets—that’s where we’re going next.
戴尔：如果你去看一下个人计算机在计 算机市场的发展，你就会发现发展中国 家比发达国家有更大的市场，移动电脑 比台式电脑有更大的市场，消费者比公 司占据更大的市场。戴尔在这个巨大、 发展缓慢的经济领域商业市场中，自史 以来就有很强大的力量。所以接下来我 们要进军的方向就是移动电脑市场、消 费者市场和发展中国家市场。
Reporter: Dell was famous for its low-cost approach- for its direct-sales model via Internet and telephone. Is that still an advantage today?
记者：戴尔以价格低廉、网络或电话直 销而闻名，在今天那仍然是一个优势吗？
Dell: We are 10 times more efficient than all our competitors. Did some improve? Absolutely, but we still have a big advantage. We think we can even enhance it. We，re looking at our entire system and saying, “where do we have overlaps and inefficiencies, where can we reduce time and improve speed, where have we made it too complicated and not gotten value for customers and shareholders?”
戴尔：我们的效率比我们竞争者的效率高10倍，他们有进步吗？当然，但我们 仍然有很大的优势。我们认为我们甚至 可以继续提高我们的效率。我们现在正 在研究公司的整个体系并自问，我们效 率低的、不完善的地方在哪里？可以减 少时间投入、提高工作效率的地方在哪 里？我们使之变得很复杂、并且不能够 为顾客和股东带来效益的地方在哪里？
Reporter: What was your first move after taking over as CEO again?
记者：您重新接任首席执行官一职之后 将采取的第一个行动是什么？
Dell: We basically said, bring all your problems to the table and please tell us everything that’s not going as well as it could. We got huge lists out of this. For example, I found out that Dell has been a company which has been very good at listening, but that we had lost some of that. So we created this Web site called Idea Storm. Now we are getting thousands of ideas from customers. Or they vote on different computer housings on this site so we know which one they like. We’re getting this feedback in real time. It’s fantastic.
戴尔：基本上是这样，让顾客们将问题 明确地提出来，并且告诉我们所有运 行得不够好的地方，我们将会把这些 一一列出来。比如说，我们发现戴尔 是一个很善于听从顾客意见的公司， 但是在这一方面我们仍然有欠缺，所 以我们就建立了 —名为Ideastorm 的网站，这样我们就能够通过它得到 成千上万的顾客们的意见和建议。或 者大家可以在这个网址进行投票，选 出大家喜欢的计算机外壳，那样我们 就能够了解顾客们喜欢什么样的产 品。这样我们就能及时地得到回馈，这 真的是个很不错的方法。
Reporter: Years ago, people sometimes even lined up on the streets as soon as new computer models or software came out so they could buy the latest. That seems to not be the case so much any more.
记者：很多年以前，每当有新的计算机 产品或软件上市的时候，人们总是会排 很长的队伍以买到最新的产品，现在大 家不会再这样做了。
Dell: There is still an enthusiast market which always wants the latest, but this percentage of the total market is becoming smaller and smaller. It’s also true that processor speeds are increasing in a way that nobody really needs. The most important thing now is high-speed Internet connections and multi-media applications.
戴尔：现在仍然有想要买到最新产品的 热衷者的市场，但是它所占的比重已经 越来越小。当然，现在中央处理器的速 度也正在迅速加快，但是其实人们用不 到那样的速度。现在最重要的是高速网络链接和多媒体的应用。
Reporter: In other words, people don’t need a new computer every 18 months any more.
记者：也就是说，人们现在已经不需要 18个月就更换一次计算机产品了。
Dell: It depends on your job. If you’re a trader at an investment bank, you always want the fastest. You’ll replace your PC every six months. Consumers probably now buy a new one every three or four years.
戴尔：这取决于你是做什么工作的。如 果你是一个投资银行的交易人，你总是 会想要最快速的产品，你会在每6个月 就更换一次产品，而普通的消费者现在 往往都是在三四年的时候更换一次。
Reporter: What does this tell you?
记者：您从这里得到的启示是什么呢？
Dell: More and more of our business is focusing on service. Our business services sector has grown in four years from less than $2 billion to $6 billion. We made the PC easy, simple and cost effective. Now we want to make IT easy, simple，and cost effective. A lot of companies are really suffering from complexity in IT and they need an army of consultants to keep their systems running. That’s where we want to help with new and easy standards. To give you an example: We are managing the entire IT-structure of Boeing, including computers, software and printers.
戴尔：我们的产业已经越来越多的侧重 于服务方面，我们的产品服务部门在这 4年时间内创造的价值，已经从不到20 亿美元增长到了 60亿美元。我 们使我们的电脑简单实用、价 格低廉。我们现在想要我们的 IT行业也变得简单实用，价格 低廉。很多公司确实因为IT行 业的复杂性受到很大影响，他们 需要一批顾问以使得他们的系统 能够继续运行。我们想用一些新 的、简单的标准来给他们帮助。举例说 明，我们现在管理着波音公司整个IT 系统，包括计算机、软件和打印机。
Reporter: Most of your growth, though, is likely to come in quickly developing countries like China. What is your strategy there?
记者：戴尔公司的发展壮大很大程度上 依赖于其在发展中国家，比如中国，您 在那里的策略是什么呢？
Dell: We just introduced a new product for $349. It’s a very basic PC—not expandable. But if you want to do basic functions like get on the Internet, do word processing, e-mail, spreadsheets，that sort of thing, it works just fine. It’s for the new PC buyer-we are talking about the next billion computers—and they’re coining in China and India, Brazil, Turkey, and Russia. There is a lot of opportunity there.
戴尔：我们刚推出了一款价值349美元 的新产品。那是一款非常基础的个人计算 机，是不可扩展的。但是如果你想进行一 些基本的操作，比如：上网、文字处理、 收发电子邮件、制作电子数据表等诸如此 类的事情，那是绰绰有余的。接下来的一 批电脑我说的是接下来的10亿台电脑，是针对最新的计算机买主的，他们来自 中国、印度、巴西、土耳其和俄罗斯， 在这些地方会有很多的机会。
Reporter: A cheap PC— is that enough? Analysts expect the Chinese computer market to outgrow that of the US by 2013.
记者：那是一款便宜的计算机，但是那 样足够了吗？有分析家预言，到2013 年中国的计算机市场将会超过美国。
Dell: I’m not sure about that. But it is growing very, very fast. We’ve grown 45 percent per year in China and we have two factories there. In China this year， spending almost $19 billion with our suppliers. That’s much higher than what our local Chinese competitor is generating in revenues.
戴尔：对此我不太确定。但是市场的 确发展得很快。我们在中国每年增长 45%,我们在那里已经有了两家工厂， 今年在中国我们对供应商的花费差不 多有190亿美元，这比我们在中国的竞 争者的所获得的利润要多得多。
Reporter: You mean，of course, Lenovo, which took over IBM’s PC business more than two years ago. It didn’t really work out, did it?
记者：您指的是联想集团吗？联想集团在 两年多以前接管了 IBM公司的计算机产 业。男琪实也并没有起到什么作用，是吗？
Dell: No. They have lost market share everywhere in the world except China.
戴尔：是的。他们在除了中国以外的市 场都失去了市场占有率。
Reporter: Why isn’t Dell doing so well in Germany? Four years ago, you told Der Spiegel that you’d become market leader here by 2008. But that hasn’t happened.
记者：为什么戴尔在德国的产业做得不 够好呢？ 4年前您曾对《明镜 > 杂志 说，到2008年戴尔将成为德国市场的 领导者，但是这并没有实现。
Dell: We still have a year left. We moved up to rank three from rank five last year. And we，re number one in the commercial market. But no question about it. We can absolutely do better.
戴尔：我们仍然还有1年的时间。我们 去年从排名第五上升到了第三，在商业 市场我们排名第一，但是毫无疑问，我 们可以做得更好。
Reporter: When Steve Jobs returned to Apple, he reinvented the company. With the iPod’s success, his market value now is much bigger than Dell’s. Is Jobs’s performance an example for you?
记者：当史蒂夫?乔布斯回到苹果公司 的时候，他对公司进行了彻底的改造。 随着iPod的成功，苹果的市场价值要比 戴尔的高得多。乔布斯的表现会成为您 的一个榜样吗？
Dell: There are lots of examples. Apple’s a pretty different company than Dell. But he’s certainly done a very nice job.
戴尔：有很多这样的榜样。苹果是一个 与戴尔很不一样的公司，但是当然，他 已经做得很好了。