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1、2023年戴尔中英文简介 Personal Background： Michael Dell Dell Computer 3-year return： 4，200% Age： 45 CEO since： 1984 个人资料： 迈克尔戴尔 戴尔计算机 3年内的利润：4200% 年龄：45岁 成为首席执行官的年份：1984年。 Its often said in busine that some event good or badhappened on a particular chief executives “watch.” Its a nautical expreion suggesting
2、 that the enterprise is a ship and that this particular chief executive took the helm at some moment mid-journey， just in time to land a great white whale or hit an iceberg.Good or bad， that course and the event that followed were already set before the CEO entered the pilothouse.The idea is that CE
3、Os come and go， but great companies go on forever. 商界经常称某些事件无论是好的或者糟糕的常常发生在某个特别的首席执行官的值班时间。这是海员的说法，说明企业就是一艘船，而这位特别的首席长官在航行途中某段时间掌着舵，恰好此时捕得一条巨大的白鲸或者撞上了冰山。好的或者糟糕的路线以及紧随其后的结果在CEO进入操舵室前就已成定局了。这种观念就是说CEO们变来变去，但是好的公司会一直在运转。 This model does not apply to Dell Computer， a ship that Michael Dell designed， bui
4、lt， launched， skippered， re-directed， ran aground a couple times， overhauled， and has kept sailing for 15 years and counting.Dell， who is still only 34 years old， has run his company longer than any other CEO has run any other major computer manufacturer.During Dells watch， Compaq Computer has had t
5、wo CEOs， Hewlett-Packard has had three， IBM has had three， Apple Computer has had four.Michael Dell can be held directly responsible for everything that has ever happened in the history of his company.Its all his fault. 而这种模式并不适于戴尔计算机，一艘迈克尔。戴尔设计、建造、下水、担任船长、改变航向、四处游逛、检修，并且一直航行了15年的船，他也一直认为其具有重大的价值。只有
6、34岁的戴尔经营他的公司的时间超过了任何经营其它主要计算机制造公司的CEO.在戴尔的当班期间，康柏计算机曾有两任 CEO，惠普曾有三任，而IBM有三任，苹果计算机甚至有四任。迈克尔。 戴尔可以对他的公司历史上发生的任何事情直接负责。这是他的唯一缺点。 And a lot has happened on Michael Dells watch.He founded the company and led it to $18 billion in annual sales， from one employee to 24，000， from operations in one country to
7、 33 countries.He took Dell public and made it the single most succeful stock in the history of the Nasdaq.A $100 investment in Dell stock at the 1988 initial public offering is worth more than $56，000 todaythree-quarters of that increase coming last year alone.So if we decide to make the somewhat su
8、bjective declaration that Michael Dell is the number-one CEO in America， please humor us. 在迈克尔。戴尔的在任期间发生过很多事情。他创建了公司，使它的年销售额达到18亿美元，从一个雇员发展到24000个雇员，业务范围从一个国家扩展到33个国家。他使戴尔上市，并且使之成为纳斯达克历史上最成功的股票。在1988年最初上市时仅投资100 美元的戴尔股票今天价值56000美元 仅在去年就增长了其中的四分之三。因此如果我们决定带点主观地宣布迈克尔。戴尔是美国第一的CEO，这是在哄我们。 The Dell saga
9、is well known.The son of a doctor and a stockbroker， he was raised in a busine-savvy home in Houston.After an extraordinary succe selling subscriptions to the Houston Chronicle （he was able to buy himself a new BMW while still in high school）， young Dell discovered and fell in love with computers.He
10、 bought an Apple II to celebrate his 15th birthday， and took it apart.Soon he switched to IBM PCs.He took those apart， too， and came to the conclusion that Big Blue was charging $3，000 for around $700 worth of disk drives， motherboards， and RAM chips.He went into busine.Dell souped up IBMs own compu
11、ters for le than IBM was charging to do the same thing.He took advantage of IBM distribution anomalies to buy PC overstocks below cost from IBM dealers.He upgraded those computers and sold them in direct competition with the very dealers they came fromfirst from a dorm room at the University of Texa
12、s in Austin and then， by the end of his freshman and only year of college， from an off-campus condominium. 戴尔的传奇故事是很出名的。作为一个医生和股票经纪人的儿子，他成长在休斯顿的一个精明的商业家庭。在成功地把订单卖给休斯顿新闻（Houston Chronicle）后（在高中的时候他就能够给自己买一辆新的宝马汽车了），年轻的戴尔发现并爱上了计算机。他买了一台苹果II庆祝他的15岁生日，并把它拆开了。不久他换成了IBM PC.他也把它们拆开了，并且得出结论：蓝色巨人把价值约700美元的磁盘
13、驱动器、主板和随机存储器芯片卖到3000美元。他开始从事商业。戴尔改进了 IBM自己的计算机，能够以低于IBM的收费做相同的事。他利用IBM销售的不合理性以低于IBM经销商的价格购买库存过剩的PC.他升级了这些计算机，然后销售它们，直接和其进货的正式销售商竞争这项事业开始是 在奥斯汀的得克萨斯大学的宿舍里，然后等到他大学一年级结束时，已搬到了校园外的公寓里。 There were no Dell stores or dealers.Right from the start， the PCs were sold direct to customers who called Dell on the
14、 phone.Sales were $50，000 to $80，000 per month even before Dell moved the operation out of the condo， incorporated （this was 1984； he did busine for a time as PCs Limited）， and started making his own computers.The company was profitable in its very first quarter， and has been profitable all but one
15、quarter ever since. 戴尔并没有商店或经销商。从一开始起，PC都是直接销售给打电话给戴尔的客户。即使在戴尔把业务搬出公寓、组建公司（那是在1984年，他成立了PC Limited经营了一段时间）并开始制造他自己的计算机前，每月的销售额就到了50000到80000美元。在公司的前四分之一阶段就盈利了，除前四分之一阶段外，从此一直都在盈利。 Its a great story， sure， but the personal-computer industry was built on companies that started fast and were headed by c
16、ollege dropouts.The real miracle of Dell Computer is not that the company started so well but that it has endured.With the exceptions of Compaq and IBM， most of Dells competitors from 1984 are no longer in busine.The only stories even remotely comparable to Dells come from Bill Gates at Microsoft an
17、d Ted Waitt at Gateway.The miracle of Michael Dell is not that he started an important PC company at age 19， but that he is still running it today and happens to be the richest man in Texas. 这是一个伟大的奇迹，但事实上个人计算机产业是靠一些发展很快而且由大学退学学生领导的公司而建立的。戴尔计算机的真实奇迹不在于它开始得非常好，而在于它能持久。除 了康柏和IBM，从1984年起大多数戴尔的竞争对手都退出了市
18、场。还能和戴尔间接进行比较的故事来自微软的比尔盖茨和 Gateway的Ted Waitt.迈克尔戴尔的奇迹不在于他在19岁创建了一个重要的PC公司，而在于他在今天仍然在经营这个公司，而且成为得克萨斯最富的人。 Or maybe it is not a miracle at all.The first time I met Michael Dell was at a busine meeting held during his honeymoon.Ten years， four Dell children， and many Dell billions later， this profile c
19、ould probably end with that sentence and still give a fair image of what makes Michael Dell Americas top CEO.Here is a man who loves his work and sometimes fails to see where the busine ends and the man begins.After all， its his name on the building. 或者可能这根本上就不是一个奇迹。我第一次遇见迈克尔戴尔是在他蜜月期间的一次商业会议上。十年，戴尔生
20、了四个孩子，赚了若干个亿，本简介也许可以以这句话结束，这种描述依然可以使迈克尔戴尔成为美国顶尖的CEO.这个人热爱他的工作，有时甚至会看不到生意在哪里结束，他在哪里开始工作。毕竟，这幢大楼上刻的是他的名字。 At the heart of Dells succe is the word “direct.” The company sells direct to customers， eschewing distributors， re-sellers， and dealers.It deals direct with vendors， again avoiding middlemen.Dell
21、 builds no computer until it is ordered by the customer who pays for it， often in advance.This way Dell holds no inventory， or at least not for long （an average of five days， according to Dell himself）。 And since the computers arent built until they are ordered， the company likes to say that it has
22、perfect market research and builds exactly the computers its customers want.Whether this is precisely true or not， Dells operation is the ultimate extension of the Japanese ultra-efficient just-in-time production management pioneered in the 1970s.For the most part， Dell doesnt even buy the parts for
23、 your computer （or at least doesnt pay for them） until you place your order. 戴尔成功的要诀是“直接”这个词。公司直接向客户销售，避开批发商、分销商和经销商。公司直接和卖主联系，避开中间人。戴尔直到付款（通常是预先付款）的客户订购才会生产计算机。这样戴尔不会有存货，至少不会很长（按照戴尔自己的说法，平均五天）。因为计算机直到被订购才会生产，所以公司可以声称它作了完美的市场调查，制造了客户需要的计算机。无论这究竟是对还是错，戴尔的运营是二十世纪七十年代首创的日本超效率准时生产管理的最终延伸。很大程度上，戴尔甚至直到你订购
24、后才会为你的计算机购买部件（或者说至少不会为它们付款）。 This hyper-efficient manufacturing operation， with plants in the U.S.， Ireland， Malaysia， and now China， can build PCs that are as reliable and as inexpensive to build as any in the world， yet Dell has hardly ever been the absolute price leader.The company sells a high-q
25、uality product with great support and a 30-day money-back guarantee， but dont look for a sub-$1，000 PC from Dell， a company that is fixated on manufacturing efficiency not for its own sake but because efficiency is the route to higher profit.As the rise and fall of companies like Packard Bell have s
26、hown， low-margin PCs intended solely to build market share dont contribute to profits.And it is consistent and growing profit that has fueled Dells succe.Thats why the company still sells more than 80 percent of its machines to businees. 这种高效率的制造过程，其工厂在美国、爱尔兰、马来西亚和中国，能够制造出世界上最可靠和最便宜的PC，然而戴尔完全不是一个绝对的
27、以廉价吸引顾客的公司。公司销售高 质量的产品，有很强的支持，保证30天退款，但是不要期待戴尔生产低于1000美元的PC，它关注的是生产效率，不是生产本身，因为效率是更高利润的必经之路。如同Packard Bell等公司的沉浮所显示的，只想占据市场份额的低利润PC不会获得利润的。推动戴尔成功的是持续并增长的利润。这是公司仍然把超过80%的机器销售给企业的原因。 It is in the busine market that Michael Dell has always seen his major competitorsCompaq and IBM.“From the first day I
28、interviewed with the company in 1987， Michael made it clear that our goal was to be mentioned by customers in the same sentence with IBM and Compaq，” says Brian Fawkes， one of Dells first hundred employees.“This focus has never wavered.There was a time when another Austin-based PC manufacturer calle
29、d CompuAdd reported higher revenues than Dell， and people started saying， We have to attack CompuAdd. But Michael kept us concentrating on Compaq and IBM， which was the right thing to do.CompuAdd is gone.” 迈克尔戴尔总是在市场上观察他的主要竞争对手康柏和IBM.“从我在1987年第一次到这家公司面试起，迈克尔就清楚地告诉我们，我们的目标是被客户谈起，就象对康柏和IBM一样。”戴尔最早的一百个
30、职员之一，Brian Fawkes说，“这个观点从来就没有动摇过。有一次另一家以奥斯汀为基地的叫CompuAdd的PC制造商报道它的年收入超过了戴尔，大家开始说，我们必须向CompuAdd进攻了.但迈克尔让我们专注于康柏和IBM，因为这才是要做的事。现在CompuAdd已经消失了。” Everybody calls him Michael.Everybody. 每个人都称呼他迈克尔。每个人。 While Dell was always focused on the bigger companies， it took a while for Compaq and IBM to notice De
31、ll.“In 1989， Michaels company was growing from PCs Limited to Dell Computer，” recalls Patrick Dryden， who was then a reporter and is now an analyst for the Giga Information Group.“I interviewed Rod Canion， one of the Compaq founders， about growth plans and targets； at that time， Compaq still had its
32、 sights set on surpaing IBM， and it was considered a very ambitious goal.What about Dell Computer and its early succe with the direct-sale model？ Canion sneered and referred to PCs Limited as a novelty that wouldnt last.Later， I recounted the episode to Michael.He was hurt， genuinely pained to be di
33、smied in such an offhand way by someone he respected as a competitor.Not long after that， Dell Computer pointedly attacked Compaq in ads that depicted an empty-headed sales guy in a chain store.” 虽然戴尔总是集中注意力于大公司，但过了一段时间后康柏和IBM才开始注意戴尔。“1989年，迈克尔的公司正在从PCs Limited成长为戴尔计算机公司。”当时是一名记者，现在是技嘉信息集团分析员的Patric
34、k Dryden回忆，“我采访了康柏的创始人之一Rod Canion有关增长计划和目标的情况；当时，康柏仍然把视线集中在超越IBM，这被认为是一个非常有野心的目标。对戴尔计算机和它的直接销售模式的早期成功你有什么看法？Canion对此很不屑一顾，他称PCs Limited是一个小玩意，不会持续太久。后来，我向迈克尔叙述了这段情节。他觉得受到了伤害，为被他尊为对手的人以这种唐突的方式奚落他而感到痛苦。不久以后，戴尔计算机在广告中描写了一个在连锁店里的没有头脑的销售员，用此来尖锐地攻击康柏。” Dont offend a 24-year-old CEO with a large ad budget
35、.While Compaq is still the PC sales leader， Dell is a close second in the U.S.and actually beats Compaq in corporate desktop-PC sales.And Rod Canion is long gone. 不能用一大笔广告预算冒犯一个24岁的CEO.虽然康柏仍然是PC销售的老大，但是戴尔在美国非常接近地排在第二位，而实际上在公司的台式机销售上已经击败了康柏。而Rod Canion已经离开很久了。 Not even the savviest twentysomething CE
36、O knows everything， so Dell imported over the years a variety of older experts from other companies.It was a cheaper alternative to Compaqs tendency to grow by acquisition.Dell just bought the people， sometimes discarding them when he had learned what they had to teach.This was the case when Dell re
37、cruited Graham Beachum， an experienced executive from IBM and Tandy.Beachum arrived in the year prior to Dells initial public offering， bringing with him a number of experienced aociates just in time to bulk up （and make older） Dells executive ranks for the IPO.Two years after the IPO， Beachum and h
38、is people were gone. 即便是最精明的二十多岁的CEO也不会知道所有的事情，因此这些年戴尔从其它公司吸收了许多老专家。这相对康柏通过收购而增长的倾向是一种更廉价的替代方案。戴尔只接受人，往往当他已经学会他们所教的之后解雇他们。例如戴尔从IBM吸收了Graham Beachum，他是一位有经验的管理人员，Tandy Beachum也在戴尔开始上市前一年就来了，并带来了许多有经验的同事，及时地壮大了（并且增大了年龄）戴尔的IPO（开始上市）管理队伍。在IPO两年后，Beachum和他的手下都离开了。 Dell， the company， has faltered only whe
39、n it has veered from the purest form of its direct model.There was a flirtation with retail sales when Dell machines were sold in Staples stores and some others.But building speculative retail inventories and then having to share profit with the retailer wasnt to Dells taste， and the relationships e
40、nded. 戴尔公司只有在它从最单纯的直接销售模式进行改动时才有点动摇。当戴尔计算机在Staples和其它商店被销售时感觉这是对零售的一种挑逗。但是建造有风险的零售库存，然后和零售商分享利润不对戴尔的胃口，于是这种关系结束了。 Dells reluctance to hold inventory was briefly overridden in 1989， when the company bought millions of extra memory chips in an attempt to stay ahead of an expected shortage.It is a mist
41、ake to speculatively buy commodity products like memory chips that typically go down， not up， in price.Dell gambled and lost.Worse still， the industry was in transition from 256-kilobit chips to 1-megabyte chips， leaving Dell with too many of the older chips. 在1989年，戴尔对保持库存的厌恶遭受了重大打击。当时公司购买了数以百万计的外加
42、存储器芯片，试图在预计的供应不足时能够有一定的存货。投机性地购买商品，例如存储器芯片之类价格有下降趋势、而不是上升趋势的产品是一个错误。戴尔赌了一把但失败了。更糟糕的是，工业正在从256K的芯片向 1M芯片转型，留给戴尔的是过多的旧芯片。 One more goof： After raising $30 million in the 1988 IPO， Dell blew at least $10 million in 1989 trying to technologically leapfrog IBM and Compaq with a super-advanced computer co
43、de-named Olympic.This was a violation of the direct model， in that Dell would have been trying to tell its customers what to buythat is， if the project had even made it that far.Olympic produced a few custom chips and a writeoff for Dell before it was declared a failure and canceled. 另一个失败：在1988年IPO
44、中获利三千万美元后，1989年，戴尔努力以超级先进的命 名为Olympic的计算机在技术上超越IBM和康柏，他花费了至少一千万美元。这违背了直接销售模式，戴尔想要告诉消费者该买什么即，如果这项计划曾经如此设计。在宣布Olympic是一个失败并最终取消之前，已生产了一些戴尔的定制芯片和报废产品。 Since then， the company has made mistakes， surethe design of its notebook computers got so off track at one point that Dell canceled most of the line， l
45、eading to the companys only quarterly lo， in 1993.But Dell quickly recovered by again hiring a top gun from outside， this time raiding the group that designed Apples PowerBooks. 从那时起，公司曾犯下了某些错误，这是事实笔记本电脑的设计在某点上脱离了常轨，使得戴尔取消了大多数生产线，导致了公司在1993年一个季度的损失。但是戴尔很快就恢复了元气，再次从外界雇用了最优秀的工程师，这次对设计Apple 公司的PowerBoo
46、k（强力笔记本电脑）的设计组实施了强有力的打击。 In the 1990s， the bywords for Dell have been “international expansion” and “increased economies of scale.” In the U.K.and Japanese markets， Dell has caused the same ripples among established manufacturers and had the same quick succe as at home.The direct model seems to work
47、 everywhere.Even the mighty Compaq is emulating Dell by building some machines to order.IBM is trying to share Dells succe by becoming a major component supplier to the company.Japanese manufacturers are looking to Dell for tips on how to build PCs. 在20世纪90年代，戴尔的绰号曾经是“互联网膨胀”和“增长的规模经济”。在英国和日本市场上，戴尔曾在
48、公认的制造商中掀起了相同的波澜，并且获得了和在美国一样的快速成功。直接销售模式看来在各处都起作用。即使是康柏这样的大公司也在模仿戴尔建立起某种订购机制。IBM正在努力通过成为戴尔公司的主要零件供应商来分享戴尔的成功果实。日本制造商在怎样建立PCs的技巧方面也向戴尔看齐。 And Dell owns the Internetit has by far the biggest presence as a direct online seller of PCs.Dell was selling $1 million per day over the Net in 1996， when some PC makers were still trying to get basic Web sites up and running.By 1998， Dells online sales were $14 million per day， and the company had increasing sales and profi