評論
打印
Reporter: Did you wait too long to come back?
記者：您一直等了很久才回到戴爾的嗎？
Dell: I probably could have come back a little bit sooner, but I don’t think I waited too long.
戴爾：可能我本可以回來得更早一些，但是我想我并沒有等很久。
Reporter: What made you decide to return?
記者：什么原因使您決定回戴爾呢？
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.
戴爾：是董事會要我回來的，顯然我們需要對公司進行一些調整。其實能夠回來我感到很興奮，因為我們又有了一個對商業重新進行改造的機會。我們又有了解決事情的全新的方式，我們愿意對任何事情提出疑問，對任何事物進行改造，并且做任何事情以取得成功，為了我們的顧客、股東和公司內的人員，公司要取得一些成績。
Reporter: Your profits have been falling for quite a while.
記者：很長時間以來您公司的收益一直在減少。
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.
戴爾：一個很顯而易見的原因在于，我們公司的員工數量上漲了50%，達到了8萬人，而收益只增長了15%，這不太好。
Reporter: What were these people hired for?
記者：為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.
戴爾：我們也一直在問自己相同的問題。我覺得我們的組織變得太復雜了，是我們使它變得太復雜了。有太多的人要向首席執行官報告，而每一個報告的人都有支持他的一個組織，然后這些組織又有支持他們的組織，如此類推。這就使我們公司有了更多的人，每個人都是善意的，他們工作的時候都會說：今天我們要去做偉大的工作了。但是當把所有這些人都加到一起的時候，這個組織運轉得并不好。
Reporter: Does this mean layoffs?
記者：這意味著你們將會解雇一些員工嗎？
Dell: I think it，s pretty clear that our head count is going to go down.
戴爾：這是顯而易見的，我們需要削減工作人員的數量。
Reporter: Do you feel pressured by your shareholders?
記者：您能感覺到股東帶給您的壓力嗎？
Dell: I’m the biggest investor in the company, so I feel my own pressure.
戴爾：我是公司最大的投資者，所以我感覺到的都是自己的壓力。
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?
記者：戴爾過去是世界上最大的計算機制造商，但是這個地位去年被惠普取代，惠普成為全球市場的領導者。他們取得比你們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.
戴爾：我們仍然是獲利最多的生產者。惠普的收益主要來自于打印機，他們在計算機產業領域的收益比我們的要少得多。但是他們現在的確是世界第一。
Reporter: Was it a mistake to focus on corporate desktops while laptops gained in importance and increasingly became a must—have entertainment device?
記者：現在便攜式電腦越來越重要，并且成為一項必須的娛樂工具，但是你們卻還是側重于臺式電腦，這是一個錯誤的決定嗎？
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.
戴爾：如果你去看一下個人計算機在計算機市場的發展，你就會發現發展中國家比發達國家有更大的市場，移動電腦比臺式電腦有更大的市場，消費者比公司占據更大的市場。戴爾在這個巨大、發展緩慢的經濟領域商業市場中，有史以來就有很強大的力量。所以接下來我們要進軍的方向就是移動電腦市場、消費者市場和發展中國家市場。
