評論
打印
Reporter: Dell was famous for its low-cost approach- for its direct-sales model via Internet and telephone. Is that still an advantage today?
記者：戴爾以價格低廉、網絡或電話直銷而聞名，在今天那仍然是一個優勢嗎？
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?”
戴爾：我們的效率比我們競爭者的效率高10倍，他們有進步嗎？當然，但我們仍然有很大的優勢。我們認為我們甚至可以繼續提高我們的效率。我們現在正在研究公司的整個體系并自問，我們效率低的、不完善的地方在哪里？可以減少時間投入、提高工作效率的地方在哪里？我們使之變得很復雜、并且不能夠為顧客和股東帶來效益的地方在哪里？
Reporter: What was your first move after taking over as CEO again?
記者：您重新接任首席執行官一職之后將采取的第一個行動是什么？
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.
戴爾：基本上是這樣，讓顧客們將問題明確地提出來，并且告訴我們所有運行得不夠好的地方，我們將會把這些一一列出來。比如說，我們發現戴爾是一個很善于聽從顧客意見的公司，但是在這一方面我們仍然有欠缺，所以我們就建立了—名為Ideastorm 的網站，這樣我們就能夠通過它得到成千上萬的顧客們的意見和建議。或者大家可以在這個網址進行投票，選出大家喜歡的計算機外殼，那樣我們就能夠了解顧客們喜歡什么樣的產品。這樣我們就能及時地得到回饋，這真的是個很不錯的方法。
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.
記者：很多年以前，每當有新的計算機產品或軟件上市的時候，人們總是會排很長的隊伍以買到最新的產品，現在大家不會再這樣做了。
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.
戴爾：現在仍然有想要買到最新產品的熱衷者的市場，但是它所占的比重已經越來越小。當然，現在中央處理器的速度也正在迅速加快，但是其實人們用不到那樣的速度。現在最重要的是高速網絡鏈接和多媒體的應用。
Reporter: In other words, people don’t need a new computer every 18 months any more.
記者：也就是說，人們現在已經不需要18個月就更換一次計算機產品了。
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.
戴爾：這取決于你是做什么工作的。如果你是一個投資銀行的交易人，你總是會想要最快速的產品，你會在每6個月就更換一次產品，而普通的消費者現在往往都是在三四年的時候更換一次。
Reporter: What does this tell you?
記者：您從這里得到的啟示是什么呢？
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.
戴爾：我們的產業已經越來越多的側重于服務方面，我們的產品服務部門在這4年時間內創造的價值，已經從不到20億美元增長到了 60億美元。我們使我們的電腦簡單實用、價格低廉。我們現在想要我們的IT行業也變得簡單實用，價格低廉。很多公司確實因為IT行 業的復雜性受到很大影響，他們需要一批顧問以使得他們的系統能夠繼續運行。我們想用一些新的、簡單的標準來給他們幫助。舉例說明，我們現在管理著波音公司整個IT系統，包括計算機、軟件和打印機。
