Reporter: Did you wait too long to come back?
记者：早就等不及要回来了吗？
Dell: I probably could have come back a little bit sooner, but I don’t think I waited too long.
戴尔：我原本大概可以早一点回来，但 我并不觉得自己等了太久。
Reporter: What made you decide to return?
记者：是什么让你决定回来？
Dell: The hoard 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：董事会要我回来。很明显，我们 的公司需要作出一些改变。实际上，我 很高兴回来——这是一个重新开始我们 事业的机会。我们重新接触一切事物。 我们愿意质疑一切，改变一切，为我们 的顾客、股东和公司内部人员做一切有 助于他们成功的事情。
Reporter: Your profits have been falling for quite a while.
记者：你们的利润下跌已经有一阵了。
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：有一个很显而易见的原因：我们的雇员已达到8万人，增长了 50%。但 是收益只增长了 15%。这并不是什么好 事情。
Reporter: What were these people hired for?
记者：雇用这么多人从事什么工作？
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：我们也问自己同样的问题。我认 为组织机构太复杂了。我们把它弄得太 复杂了。有太多的人向CEO汇报工作， 每位汇报人都有一个支持他的机构，支 持机构下面又有机构。机构里“繁殖” 出来的人越来越多。每个人都是出于好 意，每个人开始工作的时候都说：“我 们今天一定会做得很好！ ”但是如果你 把所有的都放在一起看，这种结构并没 发挥什么作用。
Reporter: Does this mean layoffs?
记者：这意味着要裁员？
Dell: I think it’s pretty clear that our head count is going to go down.
戴尔：很明显，我认为要减少员工人 数。
Reporter: Do you feel pressured by your shareholders?
记者：有来自股东的压力吗？
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商，我感觉 到的是来自自己的压力。
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：戴尔曾是世界上最大的电脑制造 商。但是去年，惠普赶 超戴尔并成为全球市场 的领军人物。是什么让 他们更成功？
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：我们仍然是收益 最多的生产商。惠普主 要依靠经营打印机获利。 他们在计算机上的收益 远不如我们，但他们现 在确实是世界第一。
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：在笔记本变得越 来越重要的今天，你是 否觉得坚持研发台式电脑是一个错误的决定？
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：如果你关注计算机市场的增长的 话，你会发现，发展中国家的市场要大 于发达国家，便携电脑大于台式电脑， 消费者市场大于企 业市场。在大且缓 慢增长的经济中， 戴尔有其历史力量。 所以便携电脑、消 费者市场以及新兴市场---这就是我们下一步的计划。
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：戴尔因其低 成本而闻名——采 用网络和电话直销形式。现在这依然是 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?’
戴尔我们比所有竞争者的效率高出10 倍。我们有改进吗？当然，但是我们仍 有很大的优势。我想我们甚至可以进一 步将其扩大，我们关注我们整体的系统 并问自己：“哪里有重复和无效劳动， 可以在哪节省时间、提高效率，有哪些 设计过于复杂却没有为客户和股东带来 实惠？ ”
Reporter： What was your first move after taking over as CEO again?
记者重返CEO职位后第一件要做的 事是什么？
Dell: One of the things was to create a kind of amnesty environment.
戴尔其中一件事要创造一种“特赦环境”。
Reporter: Pardon?
记者：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：我们基本会说，有什么就说出 来，告诉我们有什么还不够好。由此我 们可以列出很长的清单。比如说，我发 现戴尔是一个善于倾听的公司，但是我 们失去了一些，所以我们开发了这个叫 做“思想风暴”的网站。现在我们从客户那里得到了上千上万 的好主意。他们还可以 根据自己的喜好给电脑 外壳投票。我们及时得 到反馈，这太奇妙了！
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 much any more.
记者：很多年前，新的 机型或软件问世的时 候，人们为了买到最新 款的甚至在街上排队。 现在似乎再也没有这种 情况了。
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：现在仍有一部分有这样热情的 人，他们总希望最快地用上最新的产 品，但是这个比例越来越小了。也确实 是更新速度太快了，实际上人们根本不 需要这么快的更新速度。最主要的是现 在高速的网络连接和多媒体应用。
Reporter: In other words, people don’t need a new computer every 18 months any more.
记者：换句话说，人们再也不需要每一 年半就换一台电脑了。
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：这取决于你的工作。如果你是一 个投资银行的商人，那你总想要速度最 快的。你每半年就换一次电脑。现在普 通消费者大概每3或4年换一台电脑。
Reporter: What does this tell you?
记者：这对你来说意味着什么？
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. We call it “feeding the dinosaurs.” 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：我们的生意越来越多地集中到服 务上。我们的商业服务部门4年内营业 值由不足20亿美元增长到60亿美元。 我们将计算机改善为简洁高效。现在我 们想要将信息技术变得简洁高效。很多 公司因为信息技术复杂而感到困惑，他 们要雇用大量的顾问团队，以保持机 器的正常运转。我们把这个叫做“喂恐 龙”。我们正想帮助此处建立新的而且 简单的标准。给你举个例子^我们正在 管理波音整体的信息技术结构，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：你们多数成就是在发展迅速的国 家，如中国取得的。你们在这些国家有 怎样的战略？
Dell: We just introduced a new product for $349. It’s a very basic PC一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一and they’re coming 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349美金的 产品。是很基础的计算机——不可扩内 存。但如果你只是需要一些基本操作， 如上网、文字处理、发邮件、做电子表 格这一类的事情，足够了。这是给新用 户的——我们是说下一批10亿台计算机-在中国、印度、巴西、土耳其和俄罗斯都有广阔前景。
Reporter A cheap PC一is that enough? Analysts expect the Chinese computer market to outgrow that of the US by 2013.
记者：一台廉价的计算机就足够了吗？ 分析家称到2013年中国的计算机市场 将超过美国。
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 we are spending almost $19 billion with our suppliers. That’s much higher than what our local Chinese competitor is generating in revenues.
戴尔：这一点我并不确定。但是中国市 场增长非常快。在中国我们每年的增长 率为45%，在那我们有两家工厂。在中 国，我们今年大概为我们的供应商花费 了 190亿美金。比当地的竞争者的收益 还要高。
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：你是说，当然，联想在两年前收 购了 IBM个人计算机业务。但并没有什 么成果，是吗？
Dell: No. They have lost market share everywhere in the world except China where they’re kind of treading water.
戴尔：没有，除了中国以外，他们到处 丢失市场份额。在中国，他们也是如履 薄冰。
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：为什么戴尔在德国市场做得不 好？ 4年前，你跟德国《明镜》周刊说 2008年你将成为这个市场的领军人物。 但是并没有。
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：我们还有一年的时间。去年我们 的排名由第五位上升到第三位。同时我 们是商业市场的第一名。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?
记者史蒂夫乔布斯回归苹果公司，他对公司进行 了重组。现在， 随着iPod的成 功，他的身价 已超过了你。 他的做法会成 为你的榜样吗？
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：榜样有 很多。苹果与 戴尔不同。但 是毫无疑问，他做得很好。
Reporter: Does Dell need an iPod-like revolution?
记者：戴尔也需要一场iPod式的革命吗？
Dell: If you look at the development of Dell from 1984 to today, we have a history of doing new things. We’re not going to stagnate. Look at the consumer market—so far we're participating in just one part of this business, the computer.
戴尔：如果你看看戴尔1984年至今的 发展史，我们有创造新事物的历史。我 们不会停滞不前。看看消费市场——我 们现在只活跃在计算机市场中。
Reporter: How will that change?
记者：会如何改变呢？
Dell: It’s still a secret right now. But think about what’s happening with wireless communications. There was a reason we hired a new consumer head who comes from Motorola.
戴尔：现在这还是个秘密。但是想想无 线通信发生了什么改变。我们新从摩托 罗拉雇用一名消费领域的领导者是有原 因的。
Reporter: Computer, home entertainment, communications, it’s all moving together. How is this changing the business?
记者：计算机、家庭娱乐、通信，这些 都合为一体了。这将促使你们的生意做 出怎样的改变？
Dell: First of all, the lines that previously separated various industries are breaking down. Five years from now when you ask yourself what is a PC, what is digital home entertainment, what is a cell phone, the differences won’t be so clear. Companies who used to deal in totally different business models will be looking more and more like the same industry.
戴尔：首先，之前将各行业划分开来的 界线消失了。未来5年，如果你问自己 什么是计算机，什么是电子家庭娱乐， 什么是手机，区别可能并不明显。不同 行业的公司现在可能将要成为同行了。