第一篇：包鋼、烏蘭浩特鋼鐵中英文簡(jiǎn)介

1、包鋼是新中國(guó)成立后最早建設(shè)的鋼鐵工業(yè)基地之一。1954年開(kāi)始建設(shè)，1959年投產(chǎn)，同年10月，周恩來(lái)同志親臨包鋼為1號(hào)高爐出鐵剪彩。截至2011年末，資產(chǎn)總額939億元?！笆濉逼陂g，包鋼將推進(jìn)再創(chuàng)業(yè)、建設(shè)“大包鋼”。使包鋼成為經(jīng)濟(jì)總量大、實(shí)力強(qiáng)、跨地區(qū)、跨行業(yè)、跨所有制、跨國(guó)經(jīng)營(yíng)的企業(yè)集團(tuán)，成為世界最大的稀土鋼生產(chǎn)基地和最具競(jìng)爭(zhēng)力的稀土生產(chǎn)、科研基地，年銷售收入達(dá)到1000億元以上。

Baotou Iron and Steel Co., Ltd is one of the earliest established steel industrial bases.It began to be founded in 1954 and put into operation in 1959, in October of which, Prime Minister Zhou Enlai came to the company, cutting the ribbon at the opening ceremony of furnace 1.By the end of 2011, the company had capital of RMB93.9 billion.During the Twelfth Five-Year-Plan, Baotou Steel will enhance capacity and build "large Baotou Steel” to make it a trans-regional, trans-industrial,trans-ownership and transnational operating enterprise with large economic aggregate and strong strength.It focuses on becoming the largest rare earth steel making base and most competitive rare earth producing and research base in the word with annual sale revenue over RMB100 billion.包鋼集團(tuán)于1954年建廠，是中國(guó)重要的千萬(wàn)噸級(jí)鋼鐵工業(yè)基地、世界最大的稀土工業(yè)基地和內(nèi)蒙古自治區(qū)最大的工業(yè)企業(yè)，擁有鋼鐵、稀土、礦業(yè)、非鋼四大產(chǎn)業(yè)板塊和“包鋼股份”、“包鋼稀土”兩個(gè)上市公司。2011年實(shí)現(xiàn)銷售收入588億元，率先成為自治區(qū)收入超500億元企業(yè)； 實(shí)現(xiàn)利潤(rùn)84.23億元、上繳稅金62億元以上；截至2011年底，資產(chǎn)總額達(dá)998億元。

Baotou Iron and SteelGroup, established in 1954, is an important domestic iron and steel industry base with capacity of ten million tons , largest rare earth industry base in the world and largest industrial enterprise in Inner Mongolia.The group has four businesses, including iron and steel, rare earth, mines and non-steel and two listed companies, Baotou Iron and Steel Co.,Ltd and Baotou Iron and Steel Rare Earth.In 2011, the group achieved sale revenue of RMB58.8 billion, the first enterprise whose sale revenue was more than RMB50 billion and its profit was RMB8.423 billion, generating over RMB6.2 billion tax.Total assets was RMB99.8 billion in the end of 2011.2、內(nèi)蒙古烏蘭浩特鋼鐵有限責(zé)任公司，是國(guó)家中型一檔鋼鐵聯(lián)合企業(yè)，也是內(nèi)蒙古自治區(qū)唯一的中型鋼鐵聯(lián)合企業(yè)，內(nèi)蒙古興安盟地區(qū)最大的國(guó)有工業(yè)企業(yè)，職工總數(shù)7000多人(包括第三產(chǎn)業(yè)、離退休人員)。企業(yè)年綜合生產(chǎn)能力35萬(wàn)噸，主要產(chǎn)品為紅城牌Φ10-28mm熱軋光圓鋼筋和帶肋鋼筋等。

Inner Mongolia Ulanhot Iron and Steel Company is the only medium integrated iron and steel enterprise in Inner Mongolia and the largest State-owned industrial enterprise in Xing'an League.The company has over 7,000 staff(including tertiary industry and retired people)and 350,000 tons annual capacity.Its lead products include hot rolled plain round bar Φ10-28mm and ribbed bar.

第二篇：事業(yè)部簡(jiǎn)介中英文

單位簡(jiǎn)介/項(xiàng)目/產(chǎn)品或投資意向簡(jiǎn)述（中文-200字以內(nèi)，超出部分不予刊登）：

深圳美凱電子股份有限公司是一家專注于節(jié)能環(huán)保電力電子產(chǎn)品研發(fā)與生產(chǎn)銷售的國(guó)家級(jí)高新技術(shù)企業(yè)。

美凱TM光伏并網(wǎng)微逆變器可以滿足和適應(yīng)不同功率負(fù)荷和不斷變化的光照條件的需求，提供最佳的轉(zhuǎn)換效率和最大化的發(fā)電收益；美凱TM監(jiān)控網(wǎng)關(guān)后臺(tái)管理，更使光伏系統(tǒng)監(jiān)控變得便捷和高效，讓您的系統(tǒng)始終工作在最佳狀態(tài)！

美凱TM LED驅(qū)動(dòng)電源為客戶提供專業(yè)可靠的智能驅(qū)動(dòng)解決方案，其高效穩(wěn)定、節(jié)能環(huán)保的特點(diǎn)受到越來(lái)越多知名照明生產(chǎn)商的信賴。

單位簡(jiǎn)介/項(xiàng)目/產(chǎn)品或投資意向簡(jiǎn)述（英文）：

Shenzhen Meikai Electronics Stock Co., Ltd.is a professional manufacturer engaged in micro-inverter，LED street lamps power supply products.Meikai has become a National High-Tech enterprise, which promote environmental protection and improve energy efficiency.MeikaiTM micro-inverter is connected to a module to make an optimal solar system that fits for different system quantities and changing irradiance conditions, and provides you with highest efficiency and maximum energy harvest;Moreover, MeikaiTM comprehensive power monitoring and manage website makes it easy to keep your system working at the optimum state.MeikaiTM LED driver supply solution provider for high reliable drier of LED street lamp.With high quality products and service, MeikaiTM has ranked among world-class high-tech electronics enterprises.

第三篇：青島港簡(jiǎn)介(中英文)

青島港簡(jiǎn)介（中英文）

在浩瀚的太平洋西海岸，坐落著一座美麗的海濱城市——青島。青島位于中國(guó)北方海岸線的中部，是新亞歐大陸橋經(jīng)濟(jì)走廊的主要節(jié)點(diǎn)城市和“21世紀(jì)海上絲綢之路”合作支點(diǎn)城市。她以世界眼光謀劃未來(lái),以國(guó)際標(biāo)準(zhǔn)提升工作,以本土優(yōu)勢(shì)彰顯特色，散發(fā)著國(guó)際化大都市的耀眼光芒。

On the west coast of the Pacific, the City of Qingdao is at the center of the coastline in North China, standing for a node on the Economic Corridor of New Eurasia Continental Bridge and a pivot for “21st Century Maritime Silk Road”.百年青島百年港。青島港開(kāi)埠于1892年，至今已走過(guò)了120多年的歷程。Development of the City can be traced back to the opening of the port over a century ago.Established in 1892, Port of Qingdao has a history over 120 years.當(dāng)藍(lán)色的汛風(fēng)從這里掠過(guò)太平洋吹向世界時(shí)，歷百年而彌新的青島港正不斷迎接時(shí)代的挑戰(zhàn)和召喚，邁出轉(zhuǎn)型跨越的步伐。

While the wind sweeps from Qingdao across the Pacific to the rest of the world, Port of Qingdao, answering to the calls of the era, is entering into a period of transformation.四大港區(qū) 打造增長(zhǎng)極 Power Engine of 4 Port Areas

青島港由青島大港區(qū)、黃島油港區(qū)、前灣港區(qū)和董家口港區(qū)四大港區(qū)組成，擁有可停靠目前世界最大的1.9萬(wàn)TEU船舶的集裝箱碼頭、45萬(wàn)噸級(jí)原油碼頭、40萬(wàn)噸級(jí)礦石碼頭和10萬(wàn)噸級(jí)煤炭碼頭等代表著當(dāng)今最大最先進(jìn)船舶的專業(yè)化深水碼頭。世界上有多大的船舶，青島港就有多大的碼頭。

Port of Qingdao consists of four port areas, namely Dagang Port Area, Huangdao Oil Port Area, Qianwan Port area, and Dongjiakou Port Area.The port boasts the world’s largest dedicated deep-water terminals for 19,000TEU container ship, 450,000DWT VLCC, 400,000DWT VLOC, and 100,000DWT coal vessel.青島港是目前全球最大的綜合性港口之一,貨物吞吐量和集裝箱吞吐量均位居世界第七位，是中國(guó)第二大外貿(mào)口岸。多年來(lái)，青島港的經(jīng)營(yíng)績(jī)效一直保持穩(wěn)健增長(zhǎng)。

Port of Qingdao is one of the world’s largest comprehensive ports, with total throughput and container volume both ranking world’s No.7.It is also China’s second largest port for international trade.Over the past decades, the port has maintained a steady growth.青島港大港港區(qū)面積為3.3平方公里，主要從事件雜貨作業(yè)。目前正按照青島市的規(guī)劃，建設(shè)世界級(jí)郵輪母港城，加快老港區(qū)的轉(zhuǎn)型升級(jí)。

According to the plan of Qingdao municipality, the 3.3-square-kilometer Dagang Port Area, mainly handling general cargo, is now under transformation and will be established as a world-class cruise home port.前灣港區(qū)面積為12平方公里，主要從事集裝箱業(yè)務(wù)和礦煤干散貨業(yè)務(wù)。集裝箱業(yè)務(wù)擁有專用泊位21個(gè)，泊位最大水深-20米，可滿足世界最大船舶全天候靠泊。前灣港區(qū)礦煤業(yè)務(wù)擁有包括20萬(wàn)噸級(jí)礦石碼頭在內(nèi)的9個(gè)深水泊位。

Qianwan Port Area, with an area of 12 square kilometers, is mainly for container and dry bulk.There are 21 berths for containers.With maximum water depth of 20 meters, it can accommodate the world’s largest container ships.For iron ore and coal, there are 9 deep-water berths, including one for 200,000DWT vessels.油港區(qū)面積為0.5平方公里，主要從事石油、化工品、石油液化氣裝卸、中轉(zhuǎn)、儲(chǔ)存作業(yè)；擁有5座碼頭、10個(gè)泊位，原油儲(chǔ)備能力900萬(wàn)立方米。

With an area of 0.5 square kilometers, Huangdao Oil Port Area is mainly engaged in the handling, storage and transshipment of crude oil, liquid chemicals, and LPG.The area has 5 terminals and 10 berths.It has crude oil storage capacity of 9 million cubic meters.董家口港區(qū)規(guī)劃面積150平方公里，規(guī)劃碼頭岸線長(zhǎng)約35.7公里、泊位數(shù)112個(gè)。已建成世界上最大的40萬(wàn)噸礦石碼頭、45萬(wàn)噸原油碼頭、20萬(wàn)噸礦石轉(zhuǎn)水碼頭、27萬(wàn)立方LNG專用碼頭，干散貨堆存能力5500萬(wàn)噸。（字幕：港區(qū)倉(cāng)儲(chǔ)能力、保稅堆存能力均居我國(guó)港口首位）

Dongjiakou Port Area covers of 150 square kilometers.The planned quay length is 35.7 kilometers and altogether 112 berths will be constructed.So far, the world’s largest 400,000DWT iron ore terminal, 450,000DWT crude oil terminal, 200,000DWT iron ore transshipment terminal, and LNG terminal for vessels of 270,000 cubic meters have been completed.The storage capacity for dry bulk amounts to 55 million tons.（possessing the largest capacity for storage and bonded storage among Ports in China）

四大港區(qū)功能明確、布局合理、聯(lián)動(dòng)發(fā)展，構(gòu)筑起青島港轉(zhuǎn)型升級(jí)的強(qiáng)勁新實(shí)力。

The four areas, with their reasonable layouts and specific functions, are jointly contributing to the comprehensive strength of Port of Qingdao.搶抓機(jī)遇 創(chuàng)造新強(qiáng)態(tài) Creating New Momentum 青島港堅(jiān)持國(guó)際化發(fā)展之路，聯(lián)合招商局、中遠(yuǎn)、中海、中國(guó)光大等發(fā)起設(shè)立青島港國(guó)際股份有限公司。2014年，青港國(guó)際在香港成功上市，完成H股全球公開(kāi)發(fā)行。

Upholding the strategy of internationalization, Qingdao Port Group, together with China Merchants Group, COSCO, China Shipping and China Everbright initiated Qingdao Port International Co., Ltd(QPI).In 2014, the IPO of Qingdao Port International was held in Hong Kong.與馬士基、迪拜環(huán)球、中石化等20多家知名企業(yè)實(shí)現(xiàn)資本合作；與世界各地180多個(gè)國(guó)家及地區(qū)的700多個(gè)港口保持貿(mào)易聯(lián)系；與世界前20大船公司均實(shí)現(xiàn)業(yè)務(wù)合作；與世界14個(gè)港口建立友好港關(guān)系，構(gòu)建起面向全球、互聯(lián)互通的低成本、高效便捷的國(guó)際化物流網(wǎng)絡(luò)。

Qingdao Port Group has established Joint ventures with more than 20 multinational companies, including A.P.-Moller Maersk, DP World, Sinopec, and others.A network of shipping services connects Port of Qingdao with over 700 ports across 180 countries and regions worldwide.The world’s top 20 shipping companies all have liner shipping services at Port of Qingdao.It has established sister port relationship 14 ports worldwide.We are developing a reliable, cost-effective and efficient global logistics network.在國(guó)家“一帶一路”戰(zhàn)略中，青島港是“海上絲綢之路”的“北方門戶”和“絲綢之路經(jīng)濟(jì)帶”的“東方橋頭堡”。青島港依托“日韓、東南亞、中東/西亞、歐地”精品航線組群，為中國(guó)與亞歐各國(guó)貿(mào)易往來(lái)搭建了最便利的“海上大通道”；

According to China’s “One Belt and One Road” strategy, Port of Qingdao is the “Northern Gateway” for the “Maritime Silk Road” and the “Eastern Bridgehead” for the “Silk Road Economic Belt”.依托發(fā)達(dá)的海鐵聯(lián)運(yùn)網(wǎng)絡(luò)和內(nèi)陸組合港群，架起了直通內(nèi)陸、連接日韓、東南亞和中亞，貫穿亞歐的“過(guò)境海鐵聯(lián)運(yùn)大通道”。

With the sea-rail intermodal transportation network and the network of inland ports, it builds up a “Cross-Border Sea-Rail Intermodal Transportation Corridor” which connects China’s inland area, Japan, South Korea, Southeast Asian nations, the five countries in Middle Asia, and the European countries.緊抓“絲路經(jīng)濟(jì)帶”戰(zhàn)略機(jī)遇，加快港口功能向內(nèi)陸延伸，在物流中心城市合作建設(shè)內(nèi)陸港，（字幕：在全國(guó)九省區(qū)實(shí)現(xiàn)通關(guān)一體化）全方位注入港口優(yōu)勢(shì)資源，實(shí)現(xiàn)通道便利化，構(gòu)筑以“青島港為東方橋頭堡”的內(nèi)陸港聯(lián)動(dòng)網(wǎng)絡(luò)。

By taking advantage of the strategy of “Silk Road Economic Belt”, we are expanding port services to inland regions of China and developing an inland port network with Port of Qingdao being the “Eastern Bridgehead”.(realizing integrated customs service among 9 provinces)以建設(shè)現(xiàn)代綜合物流服務(wù)提供商為目標(biāo)，建立“門到門”完整物流鏈。（字幕：在全國(guó)開(kāi)通16條集裝箱海鐵聯(lián)運(yùn)班列）加速與產(chǎn)業(yè)園區(qū)、金融物流的融合發(fā)展，成為物流、信息流、資金流、商流“四流合一”的供應(yīng)鏈綜合服務(wù)提供商。

We are developing the door-to-door logistics chain with the aim to establish a comprehensive logistics service provider(launching 16 block sea-rail container train services), which integrates port services with industrial parks and financial logistics, and encompasses the flows of logistics, information, capital, and commerce.以建設(shè)大數(shù)據(jù)信息化港為目標(biāo)，加速實(shí)現(xiàn)工業(yè)化和信息化的有機(jī)融合，打造智慧港口，構(gòu)建了全國(guó)港口領(lǐng)先的口岸物流供應(yīng)鏈綜合應(yīng)用系統(tǒng)和區(qū)域性物流公共信息平臺(tái)，實(shí)現(xiàn)港口生產(chǎn)經(jīng)營(yíng)模式的信息化革命。

To establish a big data-based smart port and realize the integration of industry and information technology, we developed the port logistics supply chain application system and regional logistics public information platform.以建設(shè)生態(tài)化港口為目標(biāo)，打造環(huán)境優(yōu)美、生態(tài)優(yōu)良的美麗港口，人與自然和諧共生，港海城交相輝映。

We spare no efforts in building an eco-friendly port to realize the harmony between man and nature, and between port and city.創(chuàng)新發(fā)展 再創(chuàng)新業(yè)績(jī)

Making new achievement through innovation 同心同德，獨(dú)當(dāng)一面。廣大海港員工和港口同呼吸、共命運(yùn)，尋標(biāo)、對(duì)標(biāo)、奪標(biāo)、達(dá)標(biāo)、創(chuàng)標(biāo)，以過(guò)硬的素質(zhì)和技術(shù)，在全國(guó)沿海港口技能大賽中屢?jiàn)Z桂冠。

We take pride in our high-quality staff.They are the frequent champions of the national port technology and skill contests.創(chuàng)新驅(qū)動(dòng)發(fā)展，轉(zhuǎn)型推動(dòng)升級(jí)，集裝箱裝卸效率8次刷新世界紀(jì)錄；鐵礦石裝卸效率21次刷新世界紀(jì)錄。集裝箱碼頭生產(chǎn)效率在美國(guó)物流信息公司的調(diào)查中位居全球第一。

The port has renewed world record for 8 times and 21 times respectively for container handling and iron ore handling.The container terminal productivity ranks No.1 in the survey of the American logistics information company.面向未來(lái)，青島港正以打造港口現(xiàn)代綜合物流提供商為核心，大力實(shí)施金融戰(zhàn)略、國(guó)際化戰(zhàn)略、互聯(lián)網(wǎng)戰(zhàn)略，調(diào)速不減勢(shì)，量增質(zhì)更優(yōu)，向著第四代世界物流強(qiáng)港目標(biāo)闊步前進(jìn)！

Aiming to develop itself into a port-based comprehensive logistics service provider, Qingdao Port Group is now carrying on the strategies of finance, internationalization, and internet and advancing toward the 4th generation port of logistics.

第四篇：戴爾中英文簡(jiǎn)介

Personal Background： Michael Dell Dell Computer 3-year return： 4，200% Age： 45 CEO since： 1984

個(gè)人資料： 邁克爾·戴爾

戴爾計(jì)算機(jī) 3年內(nèi)的利潤(rùn)：4200%

年齡：45歲

成為首席執(zhí)行官的年份：1984年。

It's often said in business that some event—— good or bad——happened on a particular chief executive's “watch.” It's a nautical expression suggesting 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 CEOs come and go，but great companies go on forever.商界經(jīng)常稱某些事件——無(wú)論是好的或者糟糕的——常常發(fā)生在某個(gè)特別的首席執(zhí)行官的值班時(shí)間。這是海員的說(shuō)法，說(shuō)明企業(yè)就是一艘船，而這位特別的首席長(zhǎng)官在航行途中某段時(shí)間掌著舵，恰好此時(shí)捕得一條巨大的白鯨或者撞上了冰山。好的或者糟糕的路線以及緊隨其后的結(jié)果在CEO進(jìn)入操舵室前就已成定局了。這種觀念就是說(shuō)CEO們變來(lái)變?nèi)ィ呛玫墓緯?huì)一直在運(yùn)轉(zhuǎn)。

This model does not apply to Dell Computer，a ship that Michael Dell designed，built，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 Dell's watch，Compaq Computer has had two 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.It's all his fault.而這種模式并不適于戴爾計(jì)算機(jī)，一艘邁克爾。戴爾設(shè)計(jì)、建造、下水、擔(dān)任船長(zhǎng)、改變航向、四處游逛、檢修，并且一直航行了15年的船，他也一直認(rèn)為其具有重大的價(jià)值。只有34歲的戴爾經(jīng)營(yíng)他的公司的時(shí)間超過(guò)了任何經(jīng)營(yíng)其它主要計(jì)算機(jī)制造公司的CEO.在戴爾的當(dāng)班期間，康柏計(jì)算機(jī)曾有兩任 CEO，惠普曾有三任，而IBM有三任，蘋果計(jì)算機(jī)甚至有四任。邁克爾。戴爾可以對(duì)他的公司歷史上發(fā)生的任何事情直接負(fù)責(zé)。這是他的唯一缺點(diǎn)。

And a lot has happened on Michael Dell's 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 33 countries.He took Dell public and made it the single most successful 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 today——three-quarters of that increase coming last year alone.So if we decide to make the somewhat subjective declaration that Michael Dell is the number-one CEO in America，please humor us.在邁克爾。戴爾的在任期間發(fā)生過(guò)很多事情。他創(chuàng)建了公司，使它的年銷售額達(dá)到18億美元，從一個(gè)雇員發(fā)展到24000個(gè)雇員，業(yè)務(wù)范圍從一個(gè)國(guó)家擴(kuò)展到33個(gè)國(guó)家。他使戴爾上市，并且使之成為納斯達(dá)克歷史上最成功的股票。在1988年最初上市時(shí)僅投資100

美元的戴爾股票今天價(jià)值56000美元 ——僅在去年就增長(zhǎng)了其中的四分之三。因此如果我們決定帶點(diǎn)主觀地宣布邁克爾。戴爾是美國(guó)第一的CEO，這是在哄我們。

The Dell saga is well known.The son of a doctor and a stockbroker，he was raised in a business-savvy home in Houston.After an extraordinary success 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 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 business.Dell souped up IBM's own computers for less 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 from——first from a dorm room at the University of Texas in Austin and then，by the end of his freshman and only year of college，from an off-campus condominium.戴爾的傳奇故事是很出名的。作為一個(gè)醫(yī)生和股票經(jīng)紀(jì)人的兒子，他成長(zhǎng)在休斯頓的一個(gè)精明的商業(yè)家庭。在成功地把訂單賣給休斯頓新聞（Houston Chronicle）后（在高中的時(shí)候他就能夠給自己買一輛新的寶馬汽車了），年輕的戴爾發(fā)現(xiàn)并愛(ài)上了計(jì)算機(jī)。他買了一臺(tái)蘋果II慶祝他的15歲生日，并把它拆開(kāi)了。不久他換成了IBM PC.他也把它們拆開(kāi)了，并且得出結(jié)論：藍(lán)色巨人把價(jià)值約700美元的磁盤驅(qū)動(dòng)器、主板和隨機(jī)存儲(chǔ)器芯片賣到3000美元。他開(kāi)始從事商業(yè)。戴爾改進(jìn)了 IBM自己的計(jì)算機(jī)，能夠以低于IBM的收費(fèi)做相同的事。他利用IBM銷售的不合理性以低于IBM經(jīng)銷商的價(jià)格購(gòu)買庫(kù)存過(guò)剩的PC.他升級(jí)了這些計(jì)算機(jī)，然后銷售它們，直接和其進(jìn)貨的正式銷售商競(jìng)爭(zhēng)——這項(xiàng)事業(yè)開(kāi)始是

在奧斯汀的得克薩斯大學(xué)的宿舍里，然后等到他大學(xué)一年級(jí)結(jié)束時(shí)，已搬到了校園外的公寓里。

There were no Dell stores or dealers.Right from the start，the PCs were sold direct to customers who called Dell on the 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 business for a time as PC's Limited），and started making his own computers.The company was profitable in its very first quarter，and has been profitable all but one quarter ever since.戴爾并沒(méi)有商店或經(jīng)銷商。從一開(kāi)始起，PC都是直接銷售給打電話給戴爾的客戶。即使在戴爾把業(yè)務(wù)搬出公寓、組建公司（那是在1984年，他成立了PC' Limited經(jīng)營(yíng)了一段時(shí)間）并開(kāi)始制造他自己的計(jì)算機(jī)前，每月的銷售額就到了50000到80000美元。在公司的前四分之一階段就盈利了，除前四分之一階段外，從此一直都在盈利。

It's a great story，sure，but the personal-computer industry was built on companies that started fast and were headed by college 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 Dell's competitors from 1984 are no longer in business.The only stories even remotely comparable to Dell's come from Bill Gates at Microsoft and 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.這是一個(gè)偉大的奇跡，但事實(shí)上個(gè)人計(jì)算機(jī)產(chǎn)業(yè)是靠一些發(fā)展很快而且由大學(xué)退學(xué)學(xué)生領(lǐng)導(dǎo)的公司而建立的。戴爾計(jì)算機(jī)的真實(shí)奇跡不在于它開(kāi)始得非常好，而在于它能持久。除

了康柏和IBM，從1984年起大多數(shù)戴爾的競(jìng)爭(zhēng)對(duì)手都退出了市場(chǎng)。還能和戴爾間接進(jìn)行比較的故事來(lái)自微軟的比爾·蓋茨和 Gateway的Ted Waitt.邁克爾·戴爾的奇跡不在于他在19歲創(chuàng)建了一個(gè)重要的PC公司，而在于他在今天仍然在經(jīng)營(yíng)這個(gè)公司，而且成為得克薩斯最富的人。

Or maybe it is not a miracle at all.The first time I met Michael Dell was at a business meeting held during his honeymoon.Ten years，four Dell children，and many Dell billions later，this profile could probably end with that sentence and still give a fair image of what makes Michael Dell America's top CEO.Here is a man who loves his work and sometimes fails to see where the business ends and the man begins.After all，it's his name on the building.或者可能這根本上就不是一個(gè)奇跡。我第一次遇見(jiàn)邁克爾·戴爾是在他蜜月期間的一次商業(yè)會(huì)議上。十年，戴爾生了四個(gè)孩子，賺了若干個(gè)億，本簡(jiǎn)介也許可以以這句話結(jié)束，這種描述依然可以使邁克爾·戴爾成為美國(guó)頂尖的CEO.這個(gè)人熱愛(ài)他的工作，有時(shí)甚至?xí)床坏缴庠谀睦锝Y(jié)束，他在哪里開(kāi)始工作。畢竟，這幢大樓上刻的是他的名字。

At the heart of Dell's success 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 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 aren't built until they are ordered，the company likes to say that it has perfect market research and builds exactly the computers its customers want.Whether this is precisely true or not，Dell's operation is the ultimate extension of the Japanese ultra-efficient just-in-time

production management pioneered in the 1970s.For the most part，Dell doesn't even buy the parts for your computer（or at least doesn't pay for them）until you place your order.戴爾成功的要訣是“直接”這個(gè)詞。公司直接向客戶銷售，避開(kāi)批發(fā)商、分銷商和經(jīng)銷商。公司直接和賣主聯(lián)系，避開(kāi)中間人。戴爾直到付款（通常是預(yù)先付款）的客戶訂購(gòu)才會(huì)生產(chǎn)計(jì)算機(jī)。這樣戴爾不會(huì)有存貨，至少不會(huì)很長(zhǎng)（按照戴爾自己的說(shuō)法，平均五天）。因?yàn)橛?jì)算機(jī)直到被訂購(gòu)才會(huì)生產(chǎn)，所以公司可以聲稱它作了完美的市場(chǎng)調(diào)查，制造了客戶需要的計(jì)算機(jī)。無(wú)論這究竟是對(duì)還是錯(cuò)，戴爾的運(yùn)營(yíng)是二十世紀(jì)七十年代首創(chuàng)的日本超效率準(zhǔn)時(shí)生產(chǎn)管理的最終延伸。很大程度上，戴爾甚至直到你訂購(gòu)后才會(huì)為你的計(jì)算機(jī)購(gòu)買部件（或者說(shuō)至少不會(huì)為它們付款）。

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-quality product with great support and a 30-day money-back guarantee，but don't 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 shown，low-margin PCs intended solely to build market share don't contribute to profits.And it is consistent and growing profit that has fueled Dell's success.That's why the company still sells more than 80 percent of its machines to businesses.這種高效率的制造過(guò)程，其工廠在美國(guó)、愛(ài)爾蘭、馬來(lái)西亞和中國(guó)，能夠制造出世界上最可靠和最便宜的PC，然而戴爾完全不是一個(gè)絕對(duì)的以廉價(jià)吸引顧客的公司。公司銷售高

質(zhì)量的產(chǎn)品，有很強(qiáng)的支持，保證30天退款，但是不要期待戴爾生產(chǎn)低于1000美元的PC，它關(guān)注的是生產(chǎn)效率，不是生產(chǎn)本身，因?yàn)樾适歉呃麧?rùn)的必經(jīng)之路。如同Packard Bell等公司的沉浮所顯示的，只想占據(jù)市場(chǎng)份額的低利潤(rùn)PC不會(huì)獲得利潤(rùn)的。推動(dòng)戴爾成功的是持續(xù)并增長(zhǎng)的利潤(rùn)。這是公司仍然把超過(guò)80%的機(jī)器銷售給企業(yè)的原因。

It is in the business market that Michael Dell has always seen his major competitors——Compaq and IBM.“From the first day I 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 Dell's first hundred employees.“This focus has never wavered.There was a time when another Austin-based PC manufacturer called 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.”

邁克爾·戴爾總是在市場(chǎng)上觀察他的主要競(jìng)爭(zhēng)對(duì)手——康柏和IBM.“從我在1987年第一次到這家公司面試起，邁克爾就清楚地告訴我們，我們的目標(biāo)是被客戶談起，就象對(duì)康柏和IBM一樣?！贝鳡栕钤绲囊话賯€(gè)職員之一，Brian Fawkes說(shuō)，“這個(gè)觀點(diǎn)從來(lái)就沒(méi)有動(dòng)搖過(guò)。有一次另一家以?shī)W斯汀為基地的叫CompuAdd的PC制造商報(bào)道它的年收入超過(guò)了戴爾，大家開(kāi)始說(shuō)，'我們必須向CompuAdd進(jìn)攻了'.但邁克爾讓我們專注于康柏和IBM，因?yàn)檫@才是要做的事。現(xiàn)在CompuAdd已經(jīng)消失了?！?/p>

Everybody calls him Michael.Everybody.每個(gè)人都稱呼他邁克爾。每個(gè)人。

While Dell was always focused on the bigger companies，it took a while for Compaq and IBM to notice Dell.“In 1989，Michael's company was growing from PC's 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 sights set on surpassing IBM，and it was considered a very ambitious goal.What about Dell Computer and its early success with the direct-sale model？ Canion sneered and referred to PC's Limited as a novelty that wouldn't last.Later，I recounted the episode to Michael.He was hurt，genuinely pained to be dismissed 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.”

雖然戴爾總是集中注意力于大公司，但過(guò)了一段時(shí)間后康柏和IBM才開(kāi)始注意戴爾。“1989年，邁克爾的公司正在從PC's Limited成長(zhǎng)為戴爾計(jì)算機(jī)公司?！碑?dāng)時(shí)是一名記者，現(xiàn)在是技嘉信息集團(tuán)分析員的Patrick Dryden回憶，“我采訪了康柏的創(chuàng)始人之一Rod Canion有關(guān)增長(zhǎng)計(jì)劃和目標(biāo)的情況；當(dāng)時(shí)，康柏仍然把視線集中在超越IBM，這被認(rèn)為是一個(gè)非常有野心的目標(biāo)。對(duì)戴爾計(jì)算機(jī)和它的直接銷售模式的早期成功你有什么看法？Canion對(duì)此很不屑一顧，他稱PC's Limited是一個(gè)小玩意，不會(huì)持續(xù)太久。后來(lái)，我向邁克爾敘述了這段情節(jié)。他覺(jué)得受到了傷害，為被他尊為對(duì)手的人以這種唐突的方式奚落他而感到痛苦。不久以后，戴爾計(jì)算機(jī)在廣告中描寫了一個(gè)在連鎖店里的沒(méi)有頭腦的銷售員，用此來(lái)尖銳地攻擊康柏?！?/p>

Don't offend a 24-year-old CEO with a large ad budget.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.不能用一大筆廣告預(yù)算冒犯一個(gè)24歲的CEO.雖然康柏仍然是PC銷售的老大，但是戴爾在美國(guó)非常接近地排在第二位，而實(shí)際上在公司的臺(tái)式機(jī)銷售上已經(jīng)擊敗了康柏。而Rod Canion已經(jīng)離開(kāi)很久了。

Not even the savviest twentysomething CEO knows everything，so Dell imported over the years a variety of older experts from other companies.It was a cheaper alternative to Compaq's 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 recruited Graham Beachum，an experienced executive from IBM and Tandy.Beachum arrived in the year prior to Dell's initial public offering，bringing with him a number of experienced associates just in time to bulk up（and make older）Dell's executive ranks for the IPO.Two years after the IPO，Beachum and his people were gone.即便是最精明的二十多歲的CEO也不會(huì)知道所有的事情，因此這些年戴爾從其它公司吸收了許多老專家。這相對(duì)康柏通過(guò)收購(gòu)而增長(zhǎng)的傾向是一種更廉價(jià)的替代方案。戴爾只接受人，往往當(dāng)他已經(jīng)學(xué)會(huì)他們所教的之后解雇他們。例如戴爾從IBM吸收了Graham Beachum，他是一位有經(jīng)驗(yàn)的管理人員，Tandy Beachum也在戴爾開(kāi)始上市前一年就來(lái)了，并帶來(lái)了許多有經(jīng)驗(yàn)的同事，及時(shí)地壯大了（并且增大了年齡）戴爾的IPO（開(kāi)始上市）管理隊(duì)伍。在IPO兩年后，Beachum和他的手下都離開(kāi)了。

Dell，the company，has faltered only when 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 wasn't to Dell's taste，and the relationships ended.戴爾公司只有在它從最單純的直接銷售模式進(jìn)行改動(dòng)時(shí)才有點(diǎn)動(dòng)搖。當(dāng)戴爾計(jì)算機(jī)在Staples和其它商店被銷售時(shí)感覺(jué)這是對(duì)零售的一種挑逗。但是建造有風(fēng)險(xiǎn)的零售庫(kù)存，然后和零售商分享利潤(rùn)不對(duì)戴爾的胃口，于是這種關(guān)系結(jié)束了。

Dell's 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 mistake 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，戴爾對(duì)保持庫(kù)存的厭惡遭受了重大打擊。當(dāng)時(shí)公司購(gòu)買了數(shù)以百萬(wàn)計(jì)的外加存儲(chǔ)器芯片，試圖在預(yù)計(jì)的供應(yīng)不足時(shí)能夠有一定的存貨。投機(jī)性地購(gòu)買商品，例如存儲(chǔ)器芯片之類價(jià)格有下降趨勢(shì)、而不是上升趨勢(shì)的產(chǎn)品是一個(gè)錯(cuò)誤。戴爾賭了一把但失敗了。更糟糕的是，工業(yè)正在從256K的芯片向 1M芯片轉(zhuǎn)型，留給戴爾的是過(guò)多的舊芯片。

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 code-named Olympic.This was a violation of the direct model，in that Dell would have been trying to tell its customers what to buy——that 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.另一個(gè)失敗：在1988年IPO中獲利三千萬(wàn)美元后，1989年，戴爾努力以超級(jí)先進(jìn)的命

名為Olympic的計(jì)算機(jī)在技術(shù)上超越IBM和康柏，他花費(fèi)了至少一千萬(wàn)美元。這違背了直接銷售模式，戴爾想要告訴消費(fèi)者該買什么－即，如果這項(xiàng)計(jì)劃曾經(jīng)如此設(shè)計(jì)。在宣布Olympic是一個(gè)失敗并最終取消之前，已生產(chǎn)了一些戴爾的定制芯片和報(bào)廢產(chǎn)品。

Since then，the company has made mistakes，sure——the design of its notebook computers got so off track at one point that Dell canceled most of the line，leading to the company's only quarterly loss，in 1993.But Dell quickly recovered by again hiring a top gun from outside，this time raiding the group that designed Apple's PowerBooks.從那時(shí)起，公司曾犯下了某些錯(cuò)誤，這是事實(shí)－筆記本電腦的設(shè)計(jì)在某點(diǎn)上脫離了常軌，使得戴爾取消了大多數(shù)生產(chǎn)線，導(dǎo)致了公司在1993年一個(gè)季度的損失。但是戴爾很快就恢復(fù)了元?dú)?，再次從外界雇用了最?yōu)秀的工程師，這次對(duì)設(shè)計(jì)Apple 公司的PowerBook（強(qiáng)力筆記本電腦）的設(shè)計(jì)組實(shí)施了強(qiáng)有力的打擊。

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 success as at home.The direct model seems to work everywhere.Even the mighty Compaq is emulating Dell by building some machines to order.IBM is trying to share Dell's success by becoming a major component supplier to the company.Japanese manufacturers are looking to Dell for tips on how to build PCs.在20世紀(jì)90年代，戴爾的綽號(hào)曾經(jīng)是“互聯(lián)網(wǎng)膨脹”和“增長(zhǎng)的規(guī)模經(jīng)濟(jì)”。在英國(guó)和日本市場(chǎng)上，戴爾曾在公認(rèn)的制造商中掀起了相同的波瀾，并且獲得了和在美國(guó)一樣的快速成功。直接銷售模式看來(lái)在各處都起作用。即使是康柏這樣的大公司也在模仿戴爾建立起某種訂購(gòu)機(jī)制。IBM正在努力通過(guò)成為戴爾公司的主要零件供應(yīng)商來(lái)分享戴爾的成功果實(shí)。日本制造商在怎樣建立PCs的技巧方面也向戴爾看齊。

And Dell owns the Internet——it 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，Dell's online sales were $14 million per day，and the company had increasing sales and profits during a year that was flat or slightly worse for most of Dell's competitors.戴爾也擁有互聯(lián)網(wǎng)－作為PC直接在線銷售商來(lái)說(shuō)，它擁有最大的現(xiàn)場(chǎng)市場(chǎng)。1996年，戴爾每天在網(wǎng)上的銷售額達(dá)一百萬(wàn)美元，而在這時(shí)，一些PC 制造商仍在努力建立站點(diǎn)和剛剛開(kāi)始運(yùn)營(yíng)。到1998年為止，戴爾的網(wǎng)上銷售額達(dá)到每天一千四百萬(wàn)美元，在這一年中，公司的銷售額和利潤(rùn)持續(xù)增長(zhǎng)，但戴爾的大多數(shù)競(jìng)爭(zhēng)者的銷售額要么保持水平，要么輕度下滑。

Somewhere along the way，Michael Dell turned big rich——about $13 billion worth of rich.The guy who didn't think the company could afford a corporate jet was suddenly putting $1 billion into a private high-tech venture fund called MSD Capital.The kid who started a company in his dorm room was building a $22 million estate on a hilltop outside Austin.True，it's not as expensive as Bill Gates's $60 million digs，but around Austin it takes a major effort at conspicuous consumption to spend even $22 million.在他的人生路程中的某處，邁克爾·戴爾變成了富翁－他的財(cái)產(chǎn)大概有130億美元。戴爾曾認(rèn)為公司無(wú)法擔(dān)負(fù)得起一架噴氣式飛機(jī)的費(fèi)用，但他突然對(duì)一個(gè)私人的高技術(shù)風(fēng)險(xiǎn)基金投資了10億美元，稱作MSD資金。這個(gè)在宿舍里開(kāi)始經(jīng)營(yíng)公司的小伙子對(duì)奧斯汀市外山頂上的地產(chǎn)投資了二千二百萬(wàn)美元來(lái)建造房屋。事實(shí)上，雖然這并不象比爾·蓋茨價(jià)值六千

萬(wàn)美元的寓所那么昂貴，但在奧斯汀附近，將近二千二百萬(wàn)美元的大筆花費(fèi)確實(shí)需要人下定很大的決心。

Dell wrote a management book（Direct from Dell）with Andy Grove's co-author，then went on a book tour.This was the same guy who turned down an appearance on my PBS-TV miniseries Triumph of the Nerds because his PR people claimed he was “too shy.”

戴爾和合著者安迪·格羅夫?qū)懥艘槐竟芾頃?shū)籍（由戴爾直接編寫），然后就進(jìn)行了一場(chǎng)巡回售書(shū)活動(dòng)。因?yàn)樗腜R人聲稱他實(shí)在“太怕羞了?！?，而這個(gè)人就曾在我的PBS-TV電視連續(xù)短劇－小人物的勝利－中扮演過(guò)某個(gè)角色。

“For all the money，Michael really hasn't changed at all，” claims a longtime Dell employee.“He's still trying to think of new ways to make the business run even better.Our new Gigabuys section on the Web site，which sells software and accessories not made by Dell，is an example of just that.Michael was knocking around on the Web site in the middle of the night and found there were things he wanted to buy but couldn't.Now we have Gigabuys.”

“對(duì)于錢，邁克爾從未改變過(guò)什么看法，”一個(gè)戴爾的長(zhǎng)期雇員聲稱?！八恢迸L試使企業(yè)更好運(yùn)營(yíng)的新途徑。我們有關(guān)網(wǎng)站的新Gigabuys 部門銷售并非由戴爾制造的軟件和附件，這就是一個(gè)好例子。邁克爾以前常在半夜訪問(wèn)各個(gè)站點(diǎn)，并發(fā)現(xiàn)那里有許多他想買但買不到的東西。但是現(xiàn)在，我們有了 Gigabuys.”

Among Dell executives，this is a good example of what's called “Michaelmanaging”——Michael Dell's fascination with the minute details of running his business.For 15 years he has set a work ethic for the company and

demanded that the rest of the company meet it.Those who don't are asked to leave.Those who do may eventually join the “Dellionaires”——fully vested employees，often in their 30s，often early retirees.Austin is filled with Dellionaires，though the biggest of them all——Dell himself——has no plans to retire.Like Bill Gates and unlike almost everyone else in the industry，Dell really likes what he does for a living.And at 34，with a greater net worth than Gates had at the same age，Dell looks to be a force for decades to come.在戴爾的經(jīng)理之中，有一個(gè)有關(guān)何被稱作“Michaelmanaged”的好例證－邁克爾·戴爾對(duì)他公司運(yùn)營(yíng)中的一些瑣碎事件非常感興趣。15 年來(lái)，他為公司建立起一整套工作守則，并要求公司的所有其余人員都必須遵守。那些沒(méi)有被要求離開(kāi)，那些最終參？quot；Dellionaires“的人－已得到完全任命的雇員，大多數(shù)在30歲左右，經(jīng)常是早早退休的人員。奧斯汀有很多”Dellionaires“，雖然他們當(dāng)中的絕大部分－包括戴爾自己－并沒(méi)有退休的計(jì)劃。和比爾·蓋茨相似，但與這個(gè)行業(yè)中的其它人不同的是，戴爾真正喜歡他為謀生所做的工作。在34歲時(shí)，戴爾就獲得了比蓋茨在同樣的年齡所擁有的更大的網(wǎng)絡(luò)價(jià)值，看上去他將成為未來(lái)的幾十年中的中堅(jiān)力量。

I，too，have been Michaelmanaged.He called me once，furious at a story I had written.“Next time check your facts！” Dell ordered.我也曾經(jīng)是Michaelmanaged.有一次他打電話給我，他對(duì)我曾經(jīng)寫過(guò)的一個(gè)故事感到非常憤怒。“下次先查清楚事實(shí)！”戴爾命令到。

“Who can I check with who will get back to me in enough time？”

“我能和誰(shuí)商量？誰(shuí)會(huì)在足夠的時(shí)間內(nèi)回到我的身邊？”

“Check with me，” said the billionaire，who sometimes has trouble delegating.“I'll get right back to you.” And he always has.“和我商量一下，”有時(shí)會(huì)遇到困難的億萬(wàn)富翁說(shuō)道，“我會(huì)立即回到你身邊的”。

But Dell seems to take orders as well as give them，sometimes acting as the closer on major sales.“I talked to a salesperson today，” said a Dell sales executive.“He got Michael in to meet a customer to close a medium-sized bid.Michael sat at the table over lunch with the customer and was just enthusiastic——passionate even——about his company and products.The salesperson was amazed at Michael's incredible knowledge of products，even down to known glitches in hardware.We won the sale，against Compaq.”

但是看上去戴爾象發(fā)出命令一樣地遵守命令，有時(shí)他會(huì)擔(dān)當(dāng)主要銷售業(yè)務(wù)的仲裁人（closer）?！拔医裉旌鸵粋€(gè)銷售員聊了一會(huì)兒？quot；戴爾的一個(gè)銷售經(jīng)理說(shuō)道，”他請(qǐng)邁克爾會(huì)見(jiàn)一個(gè)顧客以確定一份中等大小的訂貨單。邁克爾和顧客一起坐在午餐桌旁，提到他的公司和產(chǎn)品他有些熱情－甚至有些激動(dòng)。售貨員對(duì)邁克爾對(duì)產(chǎn)品不可思議的廣闊知識(shí)范圍感到萬(wàn)分驚奇，戴爾甚至了解硬件的一些低頻干擾信號(hào)。我們擊敗了康柏，得到了訂單?！?/p>

The only problem with this image of corporate bliss is that it is so bland.Dell the corporate titan is also Dell the love-struck husband and father of four.“What you see is what you get with Michael，” says an early Dell employee.“There are no surprises.”

公司幸福形象僅有的問(wèn)題是它太溫和了。戴爾是公司的巨人，而戴爾也是充滿愛(ài)心的丈夫和四個(gè)孩子的父親?！澳闼吹降木褪悄銖拇鳡柹砩纤艿玫降?，”一個(gè)戴爾公司以前的雇員說(shuō)道。“沒(méi)有什么令人感到驚奇的?！?/p>

And it's true.The most controversy a reporter can dig up on Michael Dell is a property-tax dispute that doesn't deserve press past the Austin city limits.這是事實(shí)。一個(gè)記者可在邁克爾身上挖掘出的最大爭(zhēng)論是財(cái)產(chǎn)稅的爭(zhēng)議，但這并不值得新聞界加以注意，因?yàn)槠洳⑽闯^(guò)奧斯汀市的限制。

“No one has a bad word to say about the guy，” says a recent Dell hire.“In fact，they think he's just a regular guy who has built a great business that most people really love working in.”

“沒(méi)有一個(gè)人說(shuō)過(guò)這個(gè)家伙的壞話，”一個(gè)戴爾新雇員說(shuō)道，“實(shí)際上，他們認(rèn)為他僅是一個(gè)普通人，他創(chuàng)建了一個(gè)大多數(shù)人都真正喜歡在其中工作的成功的企業(yè)?！?/p>

The ultimate test，of course，is jokes.Visit Microsoft and ask about Bill Gates jokes.Visit Intel for jokes about Andy Grove.Drop by Oracle for Larry Ellison jokes.Even Compaq has the odd Eckhard Pfeiffer joke.There are no Michael Dell jokes，none.當(dāng)然，極限試驗(yàn)僅是一個(gè)玩笑。走訪一下微軟可聽(tīng)說(shuō)有關(guān)比爾·蓋茨的笑話。去一下英特爾可打聽(tīng)到關(guān)于安迪·格羅夫的笑話。順便走訪奧雷克爾就可聽(tīng)說(shuō)有關(guān)拉里·埃利斯的笑話。即使是康柏也有關(guān)于古怪的埃克哈德·帕非佛的笑話。但是卻從沒(méi)有聽(tīng)說(shuō)過(guò)邁克爾·戴爾的笑話，從未有過(guò)。

This can hurt in the publicity department.Charismatic leaders are supposed to have rough edges.The Dell story is so compelling that several years ago a movie was planned starring actor John Cusack as Michael.But they couldn't come up with a good script——not enough conflict.He must have been too busy making money.這可使宣傳部門受損。人們認(rèn)為有魅力的領(lǐng)導(dǎo)者都不修邊幅。戴爾的歷史是如此引人注目，使得在幾年前曾計(jì)劃推出一部由著名影星John Cusack飾演邁克爾的電影。但是他們無(wú)法創(chuàng)作出一個(gè)好的劇本－沒(méi)有足夠的劇情沖突。邁克爾一直只是忙于掙錢

第五篇：?jiǎn)滩妓怪杏⑽暮?jiǎn)介

Jobs Nobody else in the computer industry, or any other industry for that matter, could put on a show like Steve Jobs.His product launches, at which he would stand alone on a black stage and conjure up a “magical” or “incredible” new electronic gadget in front of an awed crowd, were the performances of a master showman.All computers do is fetch and shuffle numbers, he once explained, but do it fast enough and “the results appear to be magic”.He spent his life packaging that magic into elegantly designed, easy to use products.He had been among the first, back in the 1970s, to see the potential that lay in the idea of selling computers to ordinary people.In those days of green-on-black displays, when floppy discs were still floppy, the notion that computers might soon become ubiquitous seemed fanciful.But Mr Jobs was one of a handful of pioneers who saw what was coming.Crucially, he also had an unusual knack for looking at computers from the outside, as a user, not just from the inside, as an engineer—something he attributed to the experiences of his wayward youth.Mr Jobs caught the computing bug while growing up in Silicon Valley.As a teenager in the late 1960s he cold-called his idol, Bill Hewlett, and talked his way into a summer job at Hewlett-Packard.But it was only after dropping out of college, travelling to India, becoming a Buddhist and experimenting with psychedelic drugs that Mr Jobs returned to California to co-found Apple, in his parents’ garage, on April Fools’ Day 1976.“A lot of people in our industry haven’t had very diverse experiences,” he once said.“So they don’t have enough dots to connect, and they end up with very linear solutions.” Bill Gates, he suggested, would be “a broader guy if he had dropped acid once or gone off to an ashram when he was younger”.Dropping out of his college course and attending calligraphy classes instead had, for example, given Mr Jobs an apparently useless love of typography.But support for a variety of fonts was to prove a key feature of the Macintosh, the pioneering mouse-driven, graphical computer that Apple launched in 1984.With its windows, icons and menus, it was sold as “the computer for the rest of us”.Having made a fortune from Apple’s initial success, Mr Jobs expected to sell “zillions” of his new machines.But the Mac was not the mass-market success Mr Jobs had hoped for, and he was ousted from Apple by its board.Yet this apparently disastrous turn of events turned out to be a blessing: “the best thing that could have ever happened to me”, Mr Jobs later called it.He co-founded a new firm, Pixar, which specialised in computer graphics, and NeXT, another computer-maker.His remarkable second act began in 1996 when Apple, having lost its way, acquired NeXT, and Mr Jobs returned to put its technology at the heart of a new range of Apple products.And the rest is history: Apple launched the iMac, the iPod, the iPhone and the iPad, and(briefly)became the world’s most valuable listed company.“I’m pretty sure none of this would have happened if I hadn’t been fired from Apple,” Mr Jobs said in 2005.When his failing health forced him to step down as Apple’s boss in 2011, he was hailed as the greatest chief executive in history.Oh, and Pixar, his side project, produced a string of hugely successful animated movies.In retrospect, Mr Jobs was a man ahead of his time during his first stint at Apple.Computing’s early years were dominated by technical types.But his emphasis on design and ease of use gave him the edge later on.Elegance, simplicity and an understanding of other fields came to matter in a world in which computers are fashion items, carried by everyone, that can do almost anything.“Technology alone is not enough,” said Mr Jobs at the end of his speech introducing the iPad, in January 2010.“It’s technology married with liberal arts, married with humanities, that yields the results that make our hearts sing.” It was an unusual statement for the head of a technology firm, but it was vintage Steve Jobs.His interdisciplinary approach was backed up by an obsessive attention to detail.A carpenter making a fine chest of drawers will not use plywood on the back, even though nobody will see it, he said, and he applied the same approach to his products.“For you to sleep well at night, the aesthetic, the quality, has to be carried all the way through.” He insisted that the first Macintosh should have no internal cooling fan, so that it would be silent—putting user needs above engineering convenience.He called an Apple engineer one weekend with an urgent request: the colour of one letter of an on-screen logo on the iPhone was not quite the right shade of yellow.He often wrote or rewrote the text of Apple’s advertisements himself.His on-stage persona as a Zen-like mystic notwithstanding, Mr Jobs was an autocratic manager with a fierce temper.But his egomania was largely justified.He eschewed market researchers and focus groups, preferring to trust his own instincts when evaluating potential new products.“A lot of times, people don’t know what they want until you show it to them,” he said.His judgment proved uncannily accurate: by the end of his career the hits far outweighed the misses.Mr Jobs was said by an engineer in the early years of Apple to emit a “reality distortion field”, such were his powers of persuasion.But in the end he changed reality, channelling the magic of computing into products that reshaped music, telecoms and media.The man who said in his youth that he wanted to “put a ding in the universe” did just that.以下為中文評(píng)論全文：

到目前為止，世界上還沒(méi)有哪個(gè)計(jì)算機(jī)行業(yè)或者其他任何行業(yè)的領(lǐng)袖能夠像喬布斯那樣舉辦出一場(chǎng)萬(wàn)眾矚目的盛會(huì)。在每次蘋果推出新產(chǎn)品之時(shí)，喬布斯總是會(huì)獨(dú)自站在黑色的舞臺(tái)上，向充滿敬仰之情的觀眾展示出又一款“充滿魔力”而又“不可思議”的創(chuàng)新電子產(chǎn)品來(lái)，他的發(fā)布方式充滿了表演的天賦。計(jì)算機(jī)所做的無(wú)非是計(jì)算，但是經(jīng)過(guò)他的解釋和展示，高速的計(jì)算就“仿佛擁有了無(wú)限的魔力”。喬布斯終其一生都在將他的魔力包裝到了設(shè)計(jì)精美、使用簡(jiǎn)便的產(chǎn)品當(dāng)中去。

喬布斯早在20世紀(jì)70年代便已經(jīng)看到了向普通大眾出售計(jì)算機(jī)這塊業(yè)務(wù)的潛力。在當(dāng)年世界還在使用綠黑相間的屏幕、5寸軟盤的時(shí)代，讓電腦成為家家戶戶必備的設(shè)備似乎還是一個(gè)遙不可及的夢(mèng)想。但是喬布斯是少數(shù)幾位具有遠(yuǎn)見(jiàn)卓識(shí)的先驅(qū)之一。而更為重要的是，喬布斯擁有一個(gè)不尋常的本領(lǐng)，即他不僅會(huì)從工程開(kāi)發(fā)人員的角度從內(nèi)審視電腦，同時(shí)他還會(huì)從用戶的角度來(lái)從外界觀察人們對(duì)電腦的需求——他將這一本領(lǐng)歸功于他自己任性的青年時(shí)代。

豐富的經(jīng)歷塑造了非凡的成就

喬布斯從小在硅谷長(zhǎng)大，使得他從小便有機(jī)會(huì)耳濡目染到計(jì)算機(jī)的世界。在20世紀(jì)60年代末，他有幸認(rèn)識(shí)了自己心目中的偶像比爾·休利特(Bill Hewlett)，并成功地為自己獲得了到休利特創(chuàng)辦的惠普做暑期兼職的機(jī)會(huì)。此后他在讀了1年大學(xué)后輟學(xué)、前往印度、開(kāi)始篤信佛教并嘗試了迷幻藥劑，最終他選擇回到了加利福尼亞州并與好友聯(lián)合創(chuàng)辦了蘋果。他的公司于1976年的愚人節(jié)當(dāng)天在他的父母的車庫(kù)里正式開(kāi)張。他曾經(jīng)表示：“很多在我們這個(gè)行業(yè)的人都沒(méi)有過(guò)如此復(fù)雜的經(jīng)歷，因此他們沒(méi)有足夠的經(jīng)驗(yàn)來(lái)推出非線性的解決方案?！彼硎颈葼枴どw斯“如果在年輕的時(shí)候吸吸迷幻藥或者經(jīng)常去花天酒地一下的話，他的眼界肯定將會(huì)更加開(kāi)闊?！?/p>

例如喬布斯從大學(xué)輟學(xué)并去參加了書(shū)法班，使得喬布斯對(duì)排版產(chǎn)生了濃厚的興趣。但是他學(xué)習(xí)各種字體的目的卻是使之成為麥金塔(Macintosh)系統(tǒng)的核心賣點(diǎn)，這款由蘋果于1984年推出的電腦產(chǎn)品還具有開(kāi)拓了鼠標(biāo)驅(qū)動(dòng)、圖形優(yōu)化的特性。其中的窗口、圖標(biāo)以及菜單等用戶友好的界面和功能被外界視為一款“給大眾使用的電腦”。喬布斯在通過(guò)蘋果挖得了第一桶金子之后，便期望著通過(guò)未來(lái)新的機(jī)型獲得“數(shù)以億計(jì)”的收益。但是Mac并沒(méi)有像喬布斯的想象那 樣大獲成功，而他自己也被蘋果踢出了董事會(huì)。

然而塞翁失馬焉知非福，喬布斯在多年以后談到被踢出蘋果董事會(huì)這件事情的時(shí)候表示，“這是我人生經(jīng)歷當(dāng)中最令人高興的一件事?！彼陔x開(kāi)蘋果后又聯(lián)合創(chuàng)辦了皮克斯動(dòng)畫(huà)公司(Pixar)，專攻電腦動(dòng)畫(huà)業(yè)務(wù);并又創(chuàng)辦了另外一家從事電腦產(chǎn)品生產(chǎn)的企業(yè)NeXT。他于蘋果在1996年陷入困境的時(shí)候再度出山，在蘋果收購(gòu)了NeXT之后再度將自己的創(chuàng)意注入到了蘋果的系列產(chǎn)品當(dāng)中。之后的歷史便成為了經(jīng)典：蘋果先后推出了iMac、iPod、iPhone以及iPad，并且很快便成為了全世界市值最高的企業(yè)之一。喬布斯在2005年表示：“我敢肯定，如果蘋果當(dāng)年沒(méi)有開(kāi)除我的話，這一切都不會(huì)發(fā)生?！敝钡剿?011年8月由于健康原因辭去CEO職務(wù)之前，他一直被外界視為最杰出的CEO。而皮克斯作為喬布斯的一個(gè)副業(yè)產(chǎn)品，也為大眾帶來(lái)了大量精彩的動(dòng)畫(huà)電影。

將技術(shù)與人性結(jié)合，追尋內(nèi)心的直覺(jué)

回顧喬布斯的一生，喬布斯早在開(kāi)發(fā)出第一款蘋果電腦時(shí)便已經(jīng)遠(yuǎn)遠(yuǎn)地走在了時(shí)代的前沿。早年的計(jì)算機(jī)技術(shù)主要是強(qiáng)調(diào)技術(shù)，而喬布斯則率先關(guān)注了設(shè)計(jì)以及使用的便捷性，這也為他在后來(lái)推出產(chǎn)品的特性奠定了基礎(chǔ)。在他心目當(dāng)中，電腦應(yīng)該是一款優(yōu)雅、簡(jiǎn)潔并且可以輕松方便地用來(lái)了解世界的時(shí)尚產(chǎn)品，而大眾應(yīng)該人手一份，同時(shí)可以用它來(lái)做任何事情。喬布斯在2010年1月發(fā)布iPad時(shí)，在演說(shuō)收尾時(shí)指出：“單靠科技是遠(yuǎn)遠(yuǎn)不夠的，必需要讓科技與人文科學(xué)以及人性相結(jié)合，其成果必需能夠讓用戶產(chǎn)生共鳴?！边@段臺(tái)詞對(duì)于科技業(yè)的領(lǐng)袖來(lái)說(shuō)十分不可思議，但是如果了解了喬布斯的背景的話，這也不難理解他為何會(huì)如此表述了。

他將自己把不同行業(yè)和學(xué)科集成的思維歸功于自己關(guān)注細(xì)節(jié)。他表示，“為 了讓自己能夠睡個(gè)好覺(jué)，我必須確保所有產(chǎn)品的外觀美學(xué)、設(shè)備質(zhì)量都必須一絲不茍地完成?！彼陂_(kāi)發(fā)第一臺(tái)麥金塔電腦的時(shí)候曾經(jīng)強(qiáng)烈要求電腦不能內(nèi)置冷卻扇，以確保電腦運(yùn)行的時(shí)候能夠足夠安靜——他將用戶的需求凌駕于了工程設(shè)計(jì)之上。他還曾經(jīng)命令一位蘋果的工程師花一個(gè)周末的時(shí)間加班解決iPhone的屏幕上一個(gè)字母的顏色不顯示精確的問(wèn)題。同時(shí)他還會(huì)經(jīng)常自己撰寫或者修改蘋果的廣告文字。

喬布斯在公眾場(chǎng)合上是一個(gè)如禪宗一般神秘的人物。他是一個(gè)專制而脾氣暴躁的經(jīng)理人。但是他是有狂妄的本錢的。他在評(píng)估和開(kāi)發(fā)潛在新產(chǎn)品的時(shí)候總是拒絕使用市場(chǎng)調(diào)研以及觀察機(jī)構(gòu)，而更樂(lè)意相信他自己的直覺(jué)。他表示：“很多情況下，人們?cè)谝?jiàn)到一件新事物之前是很難說(shuō)出自己到底想要什么的?！倍挠^點(diǎn)在大多數(shù)情況下毫無(wú)疑問(wèn)是正確的：在他的職業(yè)生涯中，他的成功遠(yuǎn)遠(yuǎn)超過(guò)了失敗。一位蘋果的早期員工稱喬布斯擁有“屏蔽現(xiàn)實(shí)”的本領(lǐng)，以便追尋自己的內(nèi)心直覺(jué)，但是最終他卻能夠改變現(xiàn)實(shí)，通過(guò)魔法般的手段重塑了電腦與音樂(lè)、通訊以及媒體的關(guān)系。喬布斯在年輕的時(shí)候曾經(jīng)表示“希望能夠做出一番讓宇宙為之一震的事業(yè)?！倍驳拇_做到了。