第一篇：商廈簡介中英文版本

淄博商廈股份有限公司簡介

淄博商廈股份有限公司是國家認定的大型商貿流通企業集團，山東省政府重點扶持的骨干企業集團，山東省規模最大的民營流通企業之一，淄博市連續多年的利稅大戶。目前經營業態涉及零售業、酒店業、文化產業、汽車銷售服務業、保險代理、金融擔保、旅游業、生態農業、國際貿易、物業管理、危險化學品經營等多個領域，下轄遠方汽車貿易有限公司、吉星裝飾材料城、遠方有機食品開發有限公司、新疆遠方旅游有限公司等子公司，已經形成了多元化、集團化、國際化的發展格局。零售板塊經營面積近20萬平方米，經營品種12萬個，資產總值20.1億元，核心企業淄博商廈自1995年末開業以來，緊緊把握品牌經營和理念創新兩大主題，開創性地開展工作，取得了長期、穩定、高效發展。1995年12月30日開業當年實現銷售額4.6億元，占當年淄博市國合商業零售總額的75%；2005年實現銷售收入45億元，在全國零售業百強排名中淄博商廈集團列第17位，綜合實力位列全省零售企業三甲。2009年實現銷售收入105億元。

歷經13年快速發展，公司積累了一筆巨大的無形資產，企業前景日益廣闊。先后榮獲“全國創建文明行業工作先進單位”、“全國百城萬店無假貨活動示范店”、“全國內貿系統先進集體”、“中國消費者協會爭創誠信單位先進單位”、“全國青年文明號”、“中國商業名牌企業”、“中國商業服務名牌”等榮譽稱號，公司注冊商標“遠方”被認定為山東省著名商標、中國商業服務名牌。

我公司常年從事危險化學品經營工作，特別是對丙烯腈銷售工作具有豐富的經驗，取得了良好的社會效益。公司已經于美國公司、日本旭化成公司、吉化集團等國內外知名企業合作，貨源充足，保證質量。公司本著讓利于客戶、服務于客戶的原則，愿與貴公司精誠合作，互惠互利，共同發展。

Profile

Zibo Commecial Building Co.,Ltd is a national authenticated large-scale commecial circulation group and it is one of the province supported enterprises of shandong provice.As one of the biggest private circulation companyies,it contributes a lot to the government tax revenue.At present we handle in retailing,hotel,culture industry,vehicle sales,insurance agents,financial guarantee,tourism,ecological

agriculture,international trade,property management and so on.We own the Yuanfang Motor Trade Co.,Ltd,Jixing decoration Material Town,Yuanfang Organic Food Development Co.,Ltd,Yuanfang Tourism Co.,Ltd and other subsidiaries.So far,we have formed the development pattern of

and diversification,collectivize

internationalization.The retailing business has an area of 200,000 square meters,dealing in 120,000 kinds of products,and the asset value of 2.01 billion RMB.Keeping in mind the notion of brand and innovation,Zibo Commecial

Building ,our core enterprise has got a long-term,stable and efficient development since its start in business at the end of 1995.In the first year,our sales reached 0.46 billion RMB,taking up 75%of the total amount of Zibo city.In 2005,our retail sales reached 4.5billion RMB,the 17 in the national 100 strongest retailing enterprises.In the same year,our comprehensive capability was one of the top 3 enterprises in retailing of our province.The sales income in 2009 was 10.5 billion RMB.During the 13 years of rapid development, our group has accumulated huge intangible assets,and the prospect of our group is becoming better.We won many honorary titles, such as the National Advanced Unit of Promoting Civilization,the Nation’s Model Shop in the of Activity of resisting Counterfeit Goods in 100 city and Millions Shops,the Advanced Group in Domestiic Trade,the Advanced Unit in Striving for Integrity Activities held by China Consumers Association,the Title of National Youth Civilization,the Brand Enterprise in China Busisness,the Brand Enterprise of Good Service in China Business,etc.the registered th

trade mark,Yuanfang,has been recognized as a Famous Brand in Shandong,and in Business Service of China.國際業務部簡介

淄博商廈國際業務部成立于2002年，經國家商務部批準，具有獨立對外經營權和進出口經營權的分支經營機構，依托淄博商廈良好的品牌效應，雄厚的綜合實力和發達的營銷體系，初步形成了大外貿的框架，是淄博商廈多元化、集團化、國際化的發展戰略的體現。業務范圍包括：自營和代理各類商品及技術的進出口業務，經營進料加工和“三來一補”業務、經營對銷貿易和轉口貿易以及經國家批準經營特定商品的進口。一質量求生存、以科技促發展，用優質的產品和熱情的服務拓展海外市場、創世界品牌，建設國際集團是淄博商廈國際業務部的追求和目標。

公司總經理孫永蕾女士真誠希望與海內外各界朋友攜手合作，共創偉業。

Profile of Zibo Commecial Building International

Trade Co.,Ltd

第二篇：商廈簡介

蘭天城市廣場市場調查報告

蘭天城市廣場位于（原秦州區南湖車站），投資金額約3.5億元，商場營業面積約6萬平方米，共九層，并設有大型停車場、停車位，可停車約300輛，商場定位于區域性體驗式大眾化購物中心，致力于打造主題化、娛樂化、情景化、專業化和大眾化為一體的主題賣場，通過調查了解到，商場存在幾點特征：一是規模大；二是功能齊全，休閑、娛樂、購物一體化；三是品牌高端，且數量多；四是設有休閑娛樂的大型廣場（也可以用來做活動）；五是環境優雅、硬件設施齊全；六是解決就業崗位多。蘭天集團自2002年進駐我市（原蘭天商廈），2008年4月，經過重新擴建裝修（在原蘭天商廈基礎上）重新開業，現已經運營10年，成功的穩固了天水商業界的龍頭地位，現將調查情況匯總。

商場共九層，每層營業面積約9000m2,(不包括地下停車場)。

負二層設有地下停車場，預計停車200輛左右。

負一層主要經營有蘭天綜合超市（屬蘭天自己經營），名品小吃城、數碼通訊城、文化體育用品城、休閑吧等，經營商戶約400余戶（手機數碼賣場商戶較多）。現無空閑位置可經營，據商戶反映，現在進場比較難，就算進了也不好出去，藍天霸王條款比較多。房租按照商場區域劃分，所以價格不等，95元/ m2—115元/ m2，而且要承擔公攤面積，公攤面積為商鋪面積的百分之十計算，押金5000元（兩年后退還），商戶還反映，藍天營業款返款比較慢，經常出現拖著不給的情況（營業款由藍天統一收取），廣告費按照月營業額百分之一扣除，電費1.35元/度無其他費用。

一層主要經營國內外的高端品牌，男女鞋、化妝品、名表、黃金珠寶、箱包皮具、美容美發等。經營商戶約140余戶，全部都是國際（國內）一線品牌。房租按照區域劃分，所以價格不等180元/ m2—200元/ m，不等，商場實行統一收費，營業額按月返給商戶（經營者），有進場押金，每平米押金500元。需承擔公攤面積，公攤面積為商鋪面積的百分之十計算，電費1.35元/度，廣告費按照月營業額百分之一扣除，無其他費用。

二樓主要經營男裝、毛衫、羽絨服、男女褲、兩岸咖啡。經營商戶約180余戶，全部都是國際（國內）一線品牌。房租按照區域劃分，所以價格不等160元/ m2—180元/ m2不等，商場實行統一收費，營業額按月返給商戶（經營者），有進場押金，每平米押金500元。需承擔公攤面積，公攤面積為商鋪面積的百分之十計算，電費1.35元/度，廣告費按照月營業額百分之一扣除，無其他費用。

三樓主要經營有女士正裝、少淑裝、美容美甲、健身俱樂部、御鼎國宴。現經營商戶約180余戶，國內一線品牌。房租出租均價140元/ m2—160元/ m2不等，商場實行統一收費，營業額按月返給商戶（經營者），有進場押金，每平米押金500元。需承擔公攤面積，公攤面積為商鋪面積的百分之十計算，電費

1.35元/度，廣告費按照月營業額百分之一扣除，無其他費用。

四樓主要經營健身運動、內衣文胸、床上用品、兒童服裝、兒童游樂城。經營商戶約180余戶，房租均價120元/ m2—140元/ m2，不等，商場實行統一收費，營業額按月返給商戶（經營者），有進場押金，每平米押金500元。需承擔公攤面積，公攤面積為商鋪面積的百分之十計算，電費1.35元/度，廣告費按照月營業額百分之一扣除，無其他費用。

五樓經營萬佳家具城（原綠色市場萬佳家居城），萬佳家居城在蘭天重新開業的時候整體搬遷過來。經營商戶約100余戶，房租按照區域劃分，所以價格不等80元/ m2—110元/ m2，不等，屬于亞都方管理，進場押金5000元，電費1.35元/度，管理費1000元/年。營業款商戶自收。無其他費用。六樓主要經營動漫城、影視城、保健足浴。七樓經營鉆石華庭娛樂會所。

在調查中通過商戶了解到，蘭天在開業的時候，商戶房租全部免半年，有一位做服裝生意的商戶說：在蘭天和商業大廈都有店，但價格有差異，商業大廈一件衣服400元左右，蘭天就可以賣到600元，可以看出，蘭天城市廣場的品牌價值。同樣的商鋪，價格浮動百分之三十。現在很多商戶都想進入蘭天賣場，卻很難進入，蘭天方對服裝的品牌定位較高，這把很大一部分商戶擠在了門外。利用這種運營模式，蘭天在短短10年里走上了一個高度，值得我們學習。

招商部：李毅 2

第三篇：事業部簡介中英文

單位簡介/項目/產品或投資意向簡述（中文-200字以內，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能環保電力電子產品研發與生產銷售的國家級高新技術企業。

美凱TM光伏并網微逆變器可以滿足和適應不同功率負荷和不斷變化的光照條件的需求，提供最佳的轉換效率和最大化的發電收益；美凱TM監控網關后臺管理，更使光伏系統監控變得便捷和高效，讓您的系統始終工作在最佳狀態！

美凱TM LED驅動電源為客戶提供專業可靠的智能驅動解決方案，其高效穩定、節能環保的特點受到越來越多知名照明生產商的信賴。

單位簡介/項目/產品或投資意向簡述（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.

第四篇：青島港簡介(中英文)

青島港簡介（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。青島位于中國北方海岸線的中部，是新亞歐大陸橋經濟走廊的主要節點城市和“21世紀海上絲綢之路”合作支點城市。她以世界眼光謀劃未來,以國際標準提升工作,以本土優勢彰顯特色，散發著國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。青島港開埠于1892年，至今已走過了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.當藍色的汛風從這里掠過太平洋吹向世界時，歷百年而彌新的青島港正不斷迎接時代的挑戰和召喚，邁出轉型跨越的步伐。

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 打造增長極 Power Engine of 4 Port Areas

青島港由青島大港區、黃島油港區、前灣港區和董家口港區四大港區組成，擁有可停靠目前世界最大的1.9萬TEU船舶的集裝箱碼頭、45萬噸級原油碼頭、40萬噸級礦石碼頭和10萬噸級煤炭碼頭等代表著當今最大最先進船舶的專業化深水碼頭。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，是中國第二大外貿口岸。多年來，青島港的經營績效一直保持穩健增長。

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.青島港大港港區面積為3.3平方公里，主要從事件雜貨作業。目前正按照青島市的規劃，建設世界級郵輪母港城，加快老港區的轉型升級。

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.前灣港區面積為12平方公里，主要從事集裝箱業務和礦煤干散貨業務。集裝箱業務擁有專用泊位21個，泊位最大水深-20米，可滿足世界最大船舶全天候靠泊。前灣港區礦煤業務擁有包括20萬噸級礦石碼頭在內的9個深水泊位。

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、儲存作業；擁有5座碼頭、10個泊位，原油儲備能力900萬立方米。

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.董家口港區規劃面積150平方公里，規劃碼頭岸線長約35.7公里、泊位數112個。已建成世界上最大的40萬噸礦石碼頭、45萬噸原油碼頭、20萬噸礦石轉水碼頭、27萬立方LNG專用碼頭，干散貨堆存能力5500萬噸。（字幕：港區倉儲能力、保稅堆存能力均居我國港口首位）

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）

四大港區功能明確、布局合理、聯動發展，構筑起青島港轉型升級的強勁新實力。

The four areas, with their reasonable layouts and specific functions, are jointly contributing to the comprehensive strength of Port of Qingdao.搶抓機遇 創造新強態 Creating New Momentum 青島港堅持國際化發展之路，聯合招商局、中遠、中海、中國光大等發起設立青島港國際股份有限公司。2014年，青港國際在香港成功上市，完成H股全球公開發行。

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、迪拜環球、中石化等20多家知名企業實現資本合作；與世界各地180多個國家及地區的700多個港口保持貿易聯系；與世界前20大船公司均實現業務合作；與世界14個港口建立友好港關系，構建起面向全球、互聯互通的低成本、高效便捷的國際化物流網絡。

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.在國家“一帶一路”戰略中，青島港是“海上絲綢之路”的“北方門戶”和“絲綢之路經濟帶”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，為中國與亞歐各國貿易往來搭建了最便利的“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”.依托發達的海鐵聯運網絡和內陸組合港群，架起了直通內陸、連接日韓、東南亞和中亞，貫穿亞歐的“過境海鐵聯運大通道”。

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“絲路經濟帶”戰略機遇，加快港口功能向內陸延伸，在物流中心城市合作建設內陸港，（字幕：在全國九省區實現通關一體化）全方位注入港口優勢資源，實現通道便利化，構筑以“青島港為東方橋頭堡”的內陸港聯動網絡。

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)以建設現代綜合物流服務提供商為目標，建立“門到門”完整物流鏈。（字幕：在全國開通16條集裝箱海鐵聯運班列）加速與產業園區、金融物流的融合發展，成為物流、信息流、資金流、商流“四流合一”的供應鏈綜合服務提供商。

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.以建設大數據信息化港為目標，加速實現工業化和信息化的有機融合，打造智慧港口，構建了全國港口領先的口岸物流供應鏈綜合應用系統和區域性物流公共信息平臺，實現港口生產經營模式的信息化革命。

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.以建設生態化港口為目標，打造環境優美、生態優良的美麗港口，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.創新發展 再創新業績

Making new achievement through innovation 同心同德，獨當一面。廣大海港員工和港口同呼吸、共命運，尋標、對標、奪標、達標、創標，以過硬的素質和技術，在全國沿海港口技能大賽中屢奪桂冠。

We take pride in our high-quality staff.They are the frequent champions of the national port technology and skill contests.創新驅動發展，轉型推動升級，集裝箱裝卸效率8次刷新世界紀錄；鐵礦石裝卸效率21次刷新世界紀錄。集裝箱碼頭生產效率在美國物流信息公司的調查中位居全球第一。

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，青島港正以打造港口現代綜合物流提供商為核心，大力實施金融戰略、國際化戰略、互聯網戰略，調速不減勢，量增質更優，向著第四代世界物流強港目標闊步前進！

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.

第五篇：戴爾中英文簡介

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

個人資料： 邁克爾·戴爾

戴爾計算機 3年內的利潤：4200%

年齡：45歲

成為首席執行官的年份：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.商界經常稱某些事件——無論是好的或者糟糕的——常常發生在某個特別的首席執行官的值班時間。這是海員的說法，說明企業就是一艘船，而這位特別的首席長官在航行途中某段時間掌著舵，恰好此時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果在CEO進入操舵室前就已成定局了。這種觀念就是說CEO們變來變去，但是好的公司會一直在運轉。

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算機，一艘邁克爾。戴爾設計、建造、下水、擔任船長、改變航向、四處游逛、檢修，并且一直航行了15年的船，他也一直認為其具有重大的價值。只有34歲的戴爾經營他的公司的時間超過了任何經營其它主要計算機制造公司的CEO.在戴爾的當班期間，康柏計算機曾有兩任 CEO，惠普曾有三任，而IBM有三任，蘋果計算機甚至有四任。邁克爾。戴爾可以對他的公司歷史上發生的任何事情直接負責。這是他的唯一缺點。

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。戴爾的在任期間發生過很多事情。他創建了公司，使它的年銷售額達到18億美元，從一個雇員發展到24000個雇員，業務范圍從一個國家擴展到33個國家。他使戴爾上市，并且使之成為納斯達克歷史上最成功的股票。在1988年最初上市時僅投資100

美元的戴爾股票今天價值56000美元 ——僅在去年就增長了其中的四分之三。因此如果我們決定帶點主觀地宣布邁克爾。戴爾是美國第一的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。作為一個醫生和股票經紀人的兒子，他成長在休斯頓的一個精明的商業家庭。在成功地把訂單賣給休斯頓新聞（Houston Chronicle）后（在高中的時候他就能夠給自己買一輛新的寶馬汽車了），年輕的戴爾發現并愛上了計算機。他買了一臺蘋果II慶祝他的15歲生日，并把它拆開了。不久他換成了IBM PC.他也把它們拆開了，并且得出結論：藍色巨人把價值約700美元的磁盤驅動器、主板和隨機存儲器芯片賣到3000美元。他開始從事商業。戴爾改進了 IBM自己的計算機，能夠以低于IBM的收費做相同的事。他利用IBM銷售的不合理性以低于IBM經銷商的價格購買庫存過剩的PC.他升級了這些計算機，然后銷售它們，直接和其進貨的正式銷售商競爭——這項事業開始是

在奧斯汀的得克薩斯大學的宿舍里，然后等到他大學一年級結束時，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.戴爾并沒有商店或經銷商。從一開始起，PC都是直接銷售給打電話給戴爾的客戶。即使在戴爾把業務搬出公寓、組建公司（那是在1984年，他成立了PC' Limited經營了一段時間）并開始制造他自己的計算機前，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.這是一個偉大的奇跡，但事實上個人計算機產業是靠一些發展很快而且由大學退學學生領導的公司而建立的。戴爾計算機的真實奇跡不在于它開始得非常好，而在于它能持久。除

了康柏和IBM，從1984年起大多數戴爾的競爭對手都退出了市場。還能和戴爾間接進行比較的故事來自微軟的比爾·蓋茨和 Gateway的Ted Waitt.邁克爾·戴爾的奇跡不在于他在19歲創建了一個重要的PC公司，而在于他在今天仍然在經營這個公司，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奇跡。我第一次遇見邁克爾·戴爾是在他蜜月期間的一次商業會議上。十年，戴爾生了四個孩子，賺了若干個億，本簡介也許可以以這句話結束，這種描述依然可以使邁克爾·戴爾成為美國頂尖的CEO.這個人熱愛他的工作，有時甚至會看不到生意在哪里結束，他在哪里開始工作。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”這個詞。公司直接向客戶銷售，避開批發商、分銷商和經銷商。公司直接和賣主聯系，避開中間人。戴爾直到付款（通常是預先付款）的客戶訂購才會生產計算機。這樣戴爾不會有存貨，至少不會很長（按照戴爾自己的說法，平均五天）。因為計算機直到被訂購才會生產，所以公司可以聲稱它作了完美的市場調查，制造了客戶需要的計算機。無論這究竟是對還是錯，戴爾的運營是二十世紀七十年代首創的日本超效率準時生產管理的最終延伸。很大程度上，戴爾甚至直到你訂購后才會為你的計算機購買部件（或者說至少不會為它們付款）。

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程，其工廠在美國、愛爾蘭、馬來西亞和中國，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絕對的以廉價吸引顧客的公司。公司銷售高

質量的產品，有很強的支持，保證30天退款，但是不要期待戴爾生產低于1000美元的PC，它關注的是生產效率，不是生產本身，因為效率是更高利潤的必經之路。如同Packard Bell等公司的沉浮所顯示的，只想占據市場份額的低利潤PC不會獲得利潤的。推動戴爾成功的是持續并增長的利潤。這是公司仍然把超過80%的機器銷售給企業的原因。

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·戴爾總是在市場上觀察他的主要競爭對手——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，我們的目標是被客戶談起，就象對康柏和IBM一樣。”戴爾最早的一百個職員之一，Brian Fawkes說，“這個觀點從來就沒有動搖過。有一次另一家以奧斯汀為基地的叫CompuAdd的PC制造商報道它的年收入超過了戴爾，大家開始說，'我們必須向CompuAdd進攻了'.但邁克爾讓我們專注于康柏和IBM，因為這才是要做的事。現在CompuAdd已經消失了。”

Everybody calls him Michael.Everybody.每個人都稱呼他邁克爾。每個人。

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，但過了一段時間后康柏和IBM才開始注意戴爾。“1989年，邁克爾的公司正在從PC's Limited成長為戴爾計算機公司。”當時是一名記者，現在是技嘉信息集團分析員的Patrick Dryden回憶，“我采訪了康柏的創始人之一Rod Canion有關增長計劃和目標的情況；當時，康柏仍然把視線集中在超越IBM，這被認為是一個非常有野心的目標。對戴爾計算機和它的直接銷售模式的早期成功你有什么看法？Canion對此很不屑一顧，他稱PC's Limited是一個小玩意，不會持續太久。后來，我向邁克爾敘述了這段情節。他覺得受到了傷害，為被他尊為對手的人以這種唐突的方式奚落他而感到痛苦。不久以后，戴爾計算機在廣告中描寫了一個在連鎖店里的沒有頭腦的銷售員，用此來尖銳地攻擊康柏。”

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算冒犯一個24歲的CEO.雖然康柏仍然是PC銷售的老大，但是戴爾在美國非常接近地排在第二位，而實際上在公司的臺式機銷售上已經擊敗了康柏。而Rod Canion已經離開很久了。

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。這相對康柏通過收購而增長的傾向是一種更廉價的替代方案。戴爾只接受人，往往當他已經學會他們所教的之后解雇他們。例如戴爾從IBM吸收了Graham Beachum，他是一位有經驗的管理人員，Tandy Beachum也在戴爾開始上市前一年就來了，并帶來了許多有經驗的同事，及時地壯大了（并且增大了年齡）戴爾的IPO（開始上市）管理隊伍。在IPO兩年后，Beachum和他的手下都離開了。

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行改動時才有點動搖。當戴爾計算機在Staples和其它商店被銷售時感覺這是對零售的一種挑逗。但是建造有風險的零售庫存，然后和零售商分享利潤不對戴爾的胃口，于是這種關系結束了。

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，戴爾對保持庫存的厭惡遭受了重大打擊。當時公司購買了數以百萬計的外加存儲器芯片，試圖在預計的供應不足時能夠有一定的存貨。投機性地購買商品，例如存儲器芯片之類價格有下降趨勢、而不是上升趨勢的產品是一個錯誤。戴爾賭了一把但失敗了。更糟糕的是，工業正在從256K的芯片向 1M芯片轉型，留給戴爾的是過多的舊芯片。

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.另一個失敗：在1988年IPO中獲利三千萬美元后，1989年，戴爾努力以超級先進的命

名為Olympic的計算機在技術上超越IBM和康柏，他花費了至少一千萬美元。這違背了直接銷售模式，戴爾想要告訴消費者該買什么－即，如果這項計劃曾經如此設計。在宣布Olympic是一個失敗并最終取消之前，已生產了一些戴爾的定制芯片和報廢產品。

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.從那時起，公司曾犯下了某些錯誤，這是事實－筆記本電腦的設計在某點上脫離了常軌，使得戴爾取消了大多數生產線，導致了公司在1993年一個季度的損失。但是戴爾很快就恢復了元氣，再次從外界雇用了最優秀的工程師，這次對設計Apple 公司的PowerBook（強力筆記本電腦）的設計組實施了強有力的打擊。

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90年代，戴爾的綽號曾經是“互聯網膨脹”和“增長的規模經濟”。在英國和日本市場上，戴爾曾在公認的制造商中掀起了相同的波瀾，并且獲得了和在美國一樣的快速成功。直接銷售模式看來在各處都起作用。即使是康柏這樣的大公司也在模仿戴爾建立起某種訂購機制。IBM正在努力通過成為戴爾公司的主要零件供應商來分享戴爾的成功果實。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.戴爾也擁有互聯網－作為PC直接在線銷售商來說，它擁有最大的現場市場。1996年，戴爾每天在網上的銷售額達一百萬美元，而在這時，一些PC 制造商仍在努力建立站點和剛剛開始運營。到1998年為止，戴爾的網上銷售額達到每天一千四百萬美元，在這一年中，公司的銷售額和利潤持續增長，但戴爾的大多數競爭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－他的財產大概有130億美元。戴爾曾認為公司無法擔負得起一架噴氣式飛機的費用，但他突然對一個私人的高技術風險基金投資了10億美元，稱作MSD資金。這個在宿舍里開始經營公司的小伙子對奧斯汀市外山頂上的地產投資了二千二百萬美元來建造房屋。事實上，雖然這并不象比爾·蓋茨價值六千

萬美元的寓所那么昂貴，但在奧斯汀附近，將近二千二百萬美元的大筆花費確實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·格羅夫寫了一本管理書籍（由戴爾直接編寫），然后就進行了一場巡回售書活動。因為他的PR人聲稱他實在“太怕羞了。”，而這個人就曾在我的PBS-TV電視連續短劇－小人物的勝利－中扮演過某個角色。

“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.”

“對于錢，邁克爾從未改變過什么看法，”一個戴爾的長期雇員聲稱。“他一直努力嘗試使企業更好運營的新途徑。我們有關網站的新Gigabuys 部門銷售并非由戴爾制造的軟件和附件，這就是一個好例子。邁克爾以前常在半夜訪問各個站點，并發現那里有許多他想買但買不到的東西。但是現在，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.在戴爾的經理之中，有一個有關何被稱作“Michaelmanaged”的好例證－邁克爾·戴爾對他公司運營中的一些瑣碎事件非常感興趣。15 年來，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。那些沒有被要求離開，那些最終參？quot；Dellionaires“的人－已得到完全任命的雇員，大多數在30歲左右，經常是早早退休的人員。奧斯汀有很多”Dellionaires“，雖然他們當中的絕大部分－包括戴爾自己－并沒有退休的計劃。和比爾·蓋茨相似，但與這個行業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，戴爾就獲得了比蓋茨在同樣的年齡所擁有的更大的網絡價值，看上去他將成為未來的幾十年中的中堅力量。

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

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

“我能和誰商量？誰會在足夠的時間內回到我的身邊？”

“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，”有時會遇到困難的億萬富翁說道，“我會立即回到你身邊的”。

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出命令一樣地遵守命令，有時他會擔當主要銷售業務的仲裁人（closer）。“我今天和一個銷售員聊了一會兒？quot；戴爾的一個銷售經理說道，”他請邁克爾會見一個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，提到他的公司和產品他有些熱情－甚至有些激動。售貨員對邁克爾對產品不可思議的廣闊知識范圍感到萬分驚奇，戴爾甚至了解硬件的一些低頻干擾信號。我們擊敗了康柏，得到了訂單。“

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題是它太溫和了。戴爾是公司的巨人，而戴爾也是充滿愛心的丈夫和四個孩子的父親。“你所看到的就是你從戴爾身上所能得到的，”一個戴爾公司以前的雇員說道。“沒有什么令人感到驚奇的。”

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。一個記者可在邁克爾身上挖掘出的最大爭論是財產稅的爭議，但這并不值得新聞界加以注意，因為其并未超過奧斯汀市的限制。

“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.”

“沒有一個人說過這個家伙的壞話，”一個戴爾新雇員說道，“實際上，他們認為他僅是一個普通人，他創建了一個大多數人都真正喜歡在其中工作的成功的企業。”

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.當然，極限試驗僅是一個玩笑。走訪一下微軟可聽說有關比爾·蓋茨的笑話。去一下英特爾可打聽到關于安迪·格羅夫的笑話。順便走訪奧雷克爾就可聽說有關拉里·埃利斯的笑話。即使是康柏也有關于古怪的埃克哈德·帕非佛的笑話。但是卻從沒有聽說過邁克爾·戴爾的笑話，從未有過。

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。人們認為有魅力的領導者都不修邊幅。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。但是他們無法創作出一個好的劇本－沒有足夠的劇情沖突。邁克爾一直只是忙于掙錢