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So, what I see is the makings of a very healthy company with some extraordinarily talented people who are still just as passionate and committed to the dream of computing as they ever were. They need to come together and get a great plan and then start to execute it. That's exactly what's been happening over the last four weeks.
因此，我所看到的是，一個(gè)運(yùn)營(yíng)良好的公司和一群激情澎湃并一如既往執(zhí)著于他們的計(jì)算機(jī)夢(mèng)想的能人們。他們需要團(tuán)結(jié)一心，共同制定一個(gè)偉大的方案，然后開始實(shí)施它。而以上這些就是過去四個(gè)星期內(nèi)確切發(fā)生的事。
Now, what's the fundamental problem? I think the fundamental problem is a little more subtle, but I think this is a symptom: Apple sales in 1995 were $11.1 billion; in 1996 they were $9.5 billion; this year they'll be $7 billion plus or minus a little bit. That's the problem, or the symptom, depending on how you look at it. That needs to be stabilized and turned around. And people are working very hard to do that. So what are some beginning steps that we are going to take? One of the first ones has to be to start at the top. Apple's done a lot of change at the bottom and I think this change needs to start at the top, with the Board of Directors.
那么，根本的問題是什么？我想，這似乎讓人有點(diǎn)捉摸不透，但是這是一個(gè)征兆：蘋果1995年的銷售額是111億美元，1996年是95億美元，而今年，銷售額將是70億美元上下。這就是問題，或者說癥結(jié)，就取決于你怎么看它了。我們需要平穩(wěn)地去扭虧為盈，大家一直都在非常努力地做這件事情。那么現(xiàn)在我們首先要采取的步驟是什么？首當(dāng)其沖的是高層的改革。蘋果在基層做過很多改變，而我覺得這次改變需要從高層開始，從董事會(huì)開始。
