世界500強CEO訪談 第45期:戴爾集團邁克爾 我回來了(2)

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(wǎng)絡或電話直銷而聞名，在今天那仍然是一個優(yōu)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?nèi)匀挥泻艽蟮膬?yōu)勢。我們認為我們甚至可以繼續(xù)提高我們的效率。我們現(xiàn)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(zhí)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(fā)現(xiàn)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?nèi)匀挥星啡?，所以我們就建立?mdash;名為Ideastorm 的網(wǎng)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?；蛘叽蠹铱梢栽谶@個網(wǎng)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(chǎn)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(chǎn)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(chǎn)品，現(xiàn)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(xiàn)在仍然有想要買到最新產(chǎn)品的熱衷者的市場，但是它所占的比重已經(jīng)越來越小。當然，現(xiàn)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?，F(xiàn)在最重要的是高速網(wǎng)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(xiàn)在已經(jīng)不需要18個月就更換一次計算機產(chǎn)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(chǎn)品，你會在每6個月就更換一次產(chǎn)品，而普通的消費者現(xiàn)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(chǎn)業(yè)已經(jīng)越來越多的側重于服務方面，我們的產(chǎn)品服務部門在這4年時間內(nèi)創(chuàng)造的價值，已經(jīng)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(xiàn)在想要我們的IT行業(yè)也變得簡單實用，價格低廉。很多公司確實因為IT行 業(yè)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(tǒng)能夠繼續(xù)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(xiàn)在管理著波音公司整個IT系統(tǒng)，包括計算機、軟件和打印機。