評論
打印
Reporter: Most of your growth, though, is likely to come in quickly developing countries like China. What is your strategy there?
記者：戴爾公司的發展壯大很大程度上依賴于其在發展中國家，比如中國，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.
戴爾：我們剛推出了一款價值349美元的新產品。那是一款非常基礎的個人計算機，是不可擴展的。但是如果你想進行一些基本的操作，比如：上網、文字處理、收發電子郵件、制作電子數據表等諸如此類的事情，那是綽綽有余的。接下來的一批電腦我說的是接下來的10億臺電腦，是針對最新的計算機買主的，他們來自中國、印度、巴西、土耳其和俄羅斯，在這些地方會有很多的機會。
Reporter: A cheap PC— is that enough? Analysts expect the Chinese computer market to outgrow that of the US by 2013.
記者：那是一款便宜的計算機，但是那樣足夠了嗎？有分析家預言，到2013年中國的計算機市場將會超過美國。
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.
戴爾：對此我不太確定。但是市場的確發展得很快。我們在中國每年增長45%,我們在那里已經有了兩家工廠，今年在中國我們對供應商的花費差不多有190億美元，這比我們在中國的競爭者的所獲得的利潤要多得多。
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?
記者：您指的是聯想集團嗎？聯想集團在兩年多以前接管了IBM公司的計算機產業。它其實也并沒有起到什么作用，是嗎？
Dell: No. They have lost market share everywhere in the world except China.
戴爾：是的。他們在除了中國以外的市場都失去了市場占有率。
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.
記者：為什么戴爾在德國的產業做得不夠好呢？4年前您曾對《明鏡》雜志說，到2008年戴爾將成為德國市場的領導者，但是這并沒有實現。
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.
戴爾：我們仍然還有1年的時間。我們去年從排名第五上升到了第三，在商業市場我們排名第一，但是毫無疑問，我們可以做得更好。
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?
記者：當史蒂夫.喬布斯回到蘋果公司的時候，他對公司進行了徹底的改造。隨著iPod的成功，蘋果的市場價值要比戴爾的高得多。喬布斯的表現會成為您的一個榜樣嗎？
Dell: There are lots of examples. Apple’s a pretty different company than Dell. But he’s certainly done a very nice job.
戴爾：有很多這樣的榜樣。蘋果是一個與戴爾很不一樣的公司，但是當然，他已經做得很好了。
