世界500強(qiáng)CEO訪談 第46期:戴爾集團(tuán)邁克爾 我回來了(3)

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(fā)展壯大很大程度上依賴于其在發(fā)展中國(guó)家，比如中國(guó)，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(jià)值349美元的新產(chǎn)品。那是一款非?；A(chǔ)的個(gè)人計(jì)算機(jī)，是不可擴(kuò)展的。但是如果你想進(jìn)行一些基本的操作，比如：上網(wǎng)、文字處理、收發(fā)電子郵件、制作電子數(shù)據(jù)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(tái)電腦，是針對(duì)最新的計(jì)算機(jī)買主的，他們來自中國(guó)、印度、巴西、土耳其和俄羅斯，在這些地方會(huì)有很多的機(jī)會(huì)。

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(jì)算機(jī)，但是那樣足夠了嗎?有分析家預(yù)言，到2013年中國(guó)的計(jì)算機(jī)市場(chǎng)將會(huì)超過美國(guó)。

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(duì)此我不太確定。但是市場(chǎng)的確發(fā)展得很快。我們?cè)谥袊?guó)每年增長(zhǎng)45%,我們?cè)谀抢镆呀?jīng)有了兩家工廠，今年在中國(guó)我們對(duì)供應(yīng)商的花費(fèi)差不多有190億美元，這比我們?cè)谥袊?guó)的競(jìng)爭(zhēng)者的所獲得的利潤(rùn)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(lián)想集團(tuán)嗎?聯(lián)想集團(tuán)在兩年多以前接管了IBM公司的計(jì)算機(jī)產(chǎn)業(yè)。它其實(shí)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?cè)诔酥袊?guó)以外的市場(chǎng)都失去了市場(chǎng)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(guó)的產(chǎn)業(yè)做得不夠好呢?4年前您曾對(duì)《明鏡》雜志說，到2008年戴爾將成為德國(guó)市場(chǎng)的領(lǐng)導(dǎo)者，但是這并沒有實(shí)現(xiàn)。

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?nèi)匀贿€有1年的時(shí)間。我們?nèi)ツ陱呐琶谖迳仙搅说谌谏虡I(yè)市場(chǎng)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(dāng)史蒂夫.喬布斯回到蘋果公司的時(shí)候，他對(duì)公司進(jìn)行了徹底的改造。隨著iPod的成功，蘋果的市場(chǎng)價(jià)值要比戴爾的高得多。喬布斯的表現(xiàn)會(huì)成為您的一個(gè)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(gè)與戴爾很不一樣的公司，但是當(dāng)然，他已經(jīng)做得很好了。