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在日常的学习、工作、生活中，肯定对各类范文都很熟悉吧。相信许多人会觉得范文很难写？以下是我为大家搜集的优质范文，仅供参考，一起来看看吧
戴尔公司简介300字篇一
全球领先的it产品及服务提供商戴尔公司,致力于倾听客户需求，提供客户所信赖和注重的创新技术与服务。受益于独特的直接经营模式，戴尔在全球的产品销量高于任一家计算机厂商，并因此在财富500强中名列第25位。戴尔之所以能够不断巩固其市场领先地位，是因其一贯坚持直接销售基于标准的计算产品和服务，并提供最佳的客户体验。在过去的四个财季中，公司营业额达到了574亿美元。戴尔公司目前在全球共有约75,100名雇员。
总部设在德克萨斯州奥斯汀(austin)的戴尔公司于1984年由迈克尔•戴尔创立。他是目前计算机行业内任期最长的首席执行官。他的理念非常简单：按照客户要求制造计算机，并向客户直接发货，使戴尔公司能够最有效和明确地了解客户需求，继而迅速做出回应。这个直接的商业模式消除了中间商，这样就减少了不必要的成本和时间，让戴尔公司更好地理解客户的需要。这种直接模式允许戴尔公司能以富有竞争性的价位，为每一位消费者定制并提供具有丰富配置的强大系统。通过平均四天一次的库存更新，戴尔公司能够把最新相关技术带给消费者，而且远远快于那些运转缓慢、采取分销模式的公司。戴尔的经营销售活动
1、产品策略
dell计算机公司将其产品分别按照产品种类或者应用领域进行分类。例如，按产品种类可以分为：台式机、便携机、服务器和工作站等等。按应用领域可以分为：家庭用、小型商业用、大型商业用、教育用和政府用。不同的产品面向不同的市场，因而实行不同的策略，这实际上也是一种市场细分策略。
2、定价策略
计算机市场的价格变化无常，总的说来，对于某一种机型，计算机的价格在不断地降低。dell公司由于是直销，所以，在成本上比其他主要厂家低100美元至200美元，售价也比别家低。也就是说，dell公司采用的是一种低价策略。但是，由于计算机价格迅速地降低，这种价格上的优势并不是很明显。
3、促销策略
（1）广告。广告在dell的网页中无处不见。dell的网页中有各种各样的多媒体图片和许多性能比较图表，有的广告甚至做成了幻灯片的形式。这些都能充分地激发顾客的购买欲望。
（2）公共关系。在dell公司的主页中，也有不少地方体现了公司的公共关系策略。例如，在其页面中有公司的宗旨等信息的介绍，还有对最新电脑世界的新闻信息发布等等。
（3）销售渠道策略。在dell的网页中虽然没有明确提出其销售渠道的策略，但是可以看出，其采用的销售渠道策略是一种直接销售形式，即没有中间商。这是因为dell在提供用户自定义设计时曾经提出了这种服务的一项优势：正是由于采用了这种服务，才减少了二次安装和二次搬运，减少了中间商的介入，这不但大大降低了成本，使计算机可以卖得很便宜，同时，也使得计算机发生故障的可能性减到最小。dell公司以这种直接生产、快速交货的直销模式震撼着计算机行业并取得了巨大的成功。
敏捷制造在戴尔的应用
*透视直销背后的戴尔——敏捷制造的应用
提到戴尔的成功，人们通常会归功于它的产品销售方式——直销。然而，如果没有直销背后有效的管理，戴尔的成功又从何谈起？速度最快、最能满足顾客要求的戴尔
在全球商业界，戴尔计算机公司掀起了一场真正的革命。这场革命要真正按照顾客的要求来设计制造产品，并把它在尽可能短的时间内送到客户手上。这种以客户为导向的直接商业模式使戴尔像坐直升机一样进入了业界巨头的圈子，速度和规模都令人目眩。今天，即使只按戴尔在互联网上的销售额来算，它也已经排进财富500大公司的前125家了。
与硅谷那些迅速发家的技术新贵不同的是，戴尔公司并不是以技术见长。它孜孜以求并且也最拿手的就是尽可能消弭一切中间环节。它其实是在组装市场，在第一时间把市场需求和高度模块化的半成品组装起来，大大减少了市场流转的时间和成本，从而使市场潜力充分地释放了出来。今天，戴尔已经成了速度的象征。目前，戴尔的存货期只有6天，而中国it巨头联想集团是30天。在一个以10倍速疯狂演进的行业中，很少有公司能够像戴尔这样近乎完美地把握着市场的节奏翩翩起舞。
比顾客更了解顾客的戴尔
《哈佛商业评论》的研究显示，1994年时，戴尔公司的顾客还只有两类：大型顾客和包括一些商业组织和消费者在内的小型顾客，当年公司的资产为35亿美元；到1996年，就从大型顾客市场中细分出大型公司、中型公司、政府与教育机构三块市场，同年公司资产升至78亿美元；而到了1997年，戴尔又进一步把大型公司细分为全球性企业客户和大型公司两块市场，政府与教育机构市场则分为联邦政府、州政府和地方政府、教育机构三块不同的市场，小型顾客则进一步分解为小型公司和一般消费者两块业务，当年公司资产攀升到了120亿美元。
戴尔公司市场细分+顾客细分的做法，可以更有效衡量各营运项目的资产运用，通过评估每个细分市场的投资回报率，并与其它市场作比较，就可以制定出日后的绩效目标，使各项业务的全部潜能得以
充分发挥。戴尔说：“分得越细，我们就越能准确预测顾客日后的需求与其需求的时机。取得这种策略性的信息后，便可与供应商协调，把信息转换为应有的存货。”
成长后会与顾客脱节一直是不少大公司的通病。而戴尔每一次的业务细分，却都能更深入了解各顾客群的特别需要，确实是个奇迹。“我们的目标是要做到比顾客更了解他们自己的需求。”戴尔说。虚拟整合：建立信息伙伴关系
1999年11月，在底特律经济俱乐部发表的《在互联网经济中赢得竞争优势》的演讲中，戴尔告诫说，如今对价值的界定已经发生了基本的变化。以前是以存货来界定价值，现在则是以信息来界定。戴尔的库存是6天，而竞争者是6 0天，这使戴尔能向客户提供最新的技术，而且价格更便宜。“你拥有的信息质量与你需要的库存量之间是相互关联的，如果以客户为驱动，就能使资产更有效。换句话说，有形的资产正在被智力资产所取代，封闭的商业系统将让位于合作。”在这个过程中，网络无疑会发挥核心作用。到1998 年，戴尔公司每天在网络上的销售额已经超过了1200万美元。我们现在在网上的交易量是每天3500万美元，在中国，每个季度有40％的营业额是通过网址来实现的。因特网不但是许多公司开展业务时的涡轮动力，也促使传统的市场整合模式根本改观，这就是以信息资产为核心的虚拟整合开始取代依赖于实体资产的垂直整合。
戴尔公司试图建立起一种可以整合所有功能的组织，对顾客、员工及供应商的单向整合对他们各有好处，然而，只有当这三者整合到一起时，这一模式才会真正发挥威力，这正是直接交易的终极力量之所在，而其动力就是因特网。戴尔说：“必须利用网络的优点，与供应商和顾客建立信息伙伴关系。若能做到，便有潜力在全球竞争中成为骨干力量，并重新定义提供给顾客和股东的价值。其结果，可以说是革命性的。我相信，网络时代所需要的恰当的商业模式，我们都有。我们天生想要消弭不必要步骤的梦想。”
戴尔认为，虚拟整合的最终目标是要改善整体的顾客体验。他的目标并不仅仅局限于电脑业，他说：“我们希望可以像诺德斯特罗姆百货公司和联邦快递一样跻身全球服务最优异的公司之列。我们不但追求和电脑公司竞争，也和其它产业中最善于提供绝佳顾客体验的大公司竞争。”而那需要的可能就是另外一种节奏了。
戴尔公司简介300字篇二
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 bad——happened on a particular chief executives “watch.” its a nautical expreion 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 or bad，that course and the event that followed were already set before the ceo entered the idea is that ceos 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，built，launched，skippered，re-directed，ran aground a couple times，overhauled，and has kept sailing for 15 years and ，who
is still only 34 years old，has run his company longer than any other ceo has run any other major computer dells watch，compaq computer has had two ceos，hewlett-packard has had three，ibm has had three，apple computer has had l dell can be held directly responsible for everything that has ever happened in the history of his 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 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 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 today——three-quarters of that increase coming last year if we decide to make the somewhat subjective 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 is well son of a doctor and a stockbroker，he was raised in a busine-savvy home in 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 bought an apple ii to celebrate his 15th birthday，and took it he switched to ibm 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 went into souped up ibms own computers for le than ibm was charging to do the same took advantage of ibm distribution anomalies to buy pc overstocks below cost from ibm 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 from the start，the pcs were sold direct to customers who called dell on the 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 company was profitable in its very first quarter，and has been profitable all but one 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 college real miracle of dell computer is not that the company started so well but that it has the exceptions of compaq and ibm，most of dells competitors from 1984 are no longer in only stories even remotely comparable to dells come from bill gates at microsoft and ted waitt at 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 first time i met michael dell was at a busine meeting held during his 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 americas top is a man who loves his work and sometimes fails to see where the busine ends and the man 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 deals direct with vendors，again avoiding builds no computer until it is ordered by the customer who pays for it，often in 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 perfect market research and builds exactly the computers its customers r 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 the most part，dell doesnt even buy the parts for 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 company sells a high-quality 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 the rise and fall of companies like packard bell have shown，low-margin pcs intended solely to build market share dont contribute to it is consistent and growing profit that has fueled dells 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 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 dells first hundred employees.“this focus has never 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 dd 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 ody.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 dell.“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 sights set on surpaing ibm，and it was considered a very ambitious about dell computer and its early succe with the direct-sale model？ canion sneered and referred to pcs limited as a novelty that wouldnt ，i recounted the episode to was hurt，genuinely pained to be dismied in such an offhand way by someone he respected as a 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patrick 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 compaq is still the pc sales leader，dell is a close second in the actually beats compaq in corporate desktop-pc 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 ceo knows everything，so dell imported over the years a variety of older experts from other was a cheaper alternative to compaqs tendency to grow by just bought the people，sometimes discarding them when he had learned what they had to was the case when dell recruited graham beachum，an experienced executive from ibm and m 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 years after the ipo，beachum and his 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 when it has veered from the purest form of its direct was a flirtation with retail sales when dell
machines were sold in staples stores and some building speculative retail inventories and then having to share profit with the retailer wasnt to dells taste，and the relationships ended.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 is a mistake to speculatively buy commodity products like memory chips that typically go down，not up，in gambled and 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 code-named 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 c 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，sure——the design of its notebook computers got so off track at one point that dell canceled most of the line，leading to the companys only quarterly lo，in 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powerbook（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 japanese markets，dell has caused the same ripples among established manufacturers and had the same quick succe as at direct model seems to work the mighty compaq is emulating dell by building some machines to is trying to share dells succe by becoming a major component supplier to the se 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 internet——it has by far the biggest presence as a direct online seller of 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 1998，dells 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 dells competitors.戴尔也拥有互联网－作为pc直接在线销售商来说，它拥有最大的现场市场。1996年，戴尔每天在网上的销售额达一百万美元，而在这时，一些pc 制造商仍在努力建立站点和刚刚开始运营。到1998年为止，戴尔的网上销售额达到每天一千四百万美元，在这一年中，公司的销售额和利润持续增长，但戴尔的大多数竞争者的销售额要么保持水平，要么轻度下滑。
somewhere along the way，michael dell turned big rich——about $13 billion worth of guy who didnt think the company could afford a corporate jet was suddenly putting $1 billion into a private high-tech venture fund called msd kid who started a company in his dorm room was building a $22 million estate on a hilltop outside ，its not as expensive as bill gatess $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处，迈克尔·戴尔变成了富翁－他的财产大概有130亿美元。戴尔曾认为公司无法担负得起一架喷气式飞机的费用，但他突然对一个私人的高技术风险基金投资了10亿美元，称作msd资金。这个在宿舍里开始经营公司的小伙子对奥斯汀市外山顶上的地产投资了二千二百万美元来建造房屋。事实上，虽然这并不象比尔·盖茨价值六千
万美元的寓所那么昂贵，但在奥斯汀附近，将近二千二百万美元的大笔花费确实需要人下定很大的决心。
dell wrote a management book（direct from dell）with andy groves co-author，then went on a book 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.”
戴尔和合著者安迪·格罗夫写了一本管理书籍（由戴尔直接编写），然后就进行了一场巡回售书活动。因为他的pr人声称他实在“太怕羞了。”，而这个人就曾在我的pbs-tv电视连续短剧－小人物的胜利－中扮演过某个角色。
“for all the money，michael really hasnt changed at all，” claims a longtime dell employee.“hes still trying to think of new ways to make the busine run even new gigabuys section on the web site，which sells software and acceories not made by dell，is an example of just l was knocking around on the web site in the middle of the night and found there were things he wanted to buy but we have gigabuys.”
“对于钱，迈克尔从未改变过什么看法，”一个戴尔的长期雇员声称。“他一直努力尝试使企业更好运营的新途径。我们有关网站的新gigabuys 部门销售并非由戴尔制造的软件和附件，这就是一个好例子。迈克尔以前常在半夜访问各个站点，并发现那里有许多他想买但买不到的东西。但是现在，我们有了 gigabuys.”
among dell executives，this is a good example of whats called “michaelmanaging”——michael dells fascination with the minute details of running his 15 years he has set a work ethic for the company and
demanded that the rest of the company meet who dont are asked to who do may eventually join the “dellionaires”——fully vested employees，often in their 30s，often early is filled with dellionaires，though the biggest of them all——dell himself——has no plans to bill gates and unlike almost everyone else in the industry，dell really likes what he does for a at 34，with a greater net worth than gates had at the same age，dell looks to be a force for decades to come.在戴尔的经理之中，有一个有关何被称作“michaelmanaged”的好例证－迈克尔·戴尔对他公司运营中的一些琐碎事件非常感兴趣。15 年来，他为公司建立起一整套工作守则，并要求公司的所有其余人员都必须遵守。那些没有被要求离开，那些最终参？quot；dellionaires“的人－已得到完全任命的雇员，大多数在30岁左右，经常是早早退休的人员。奥斯汀有很多”dellionaires“，虽然他们当中的绝大部分－包括戴尔自己－并没有退休的计划。和比尔·盖茨相似，但与这个行业中的其它人不同的是，戴尔真正喜欢他为谋生所做的工作。在34岁时，戴尔就获得了比盖茨在同样的年龄所拥有的更大的网络价值，看上去他将成为未来的几十年中的中坚力量。
i，too，have been called me once，furious at a story i had written.“next time check your facts！” dell ordered.我也曾经是michaelmanaged.有一次他打电话给我，他对我曾经写过的一个故事感到非常愤怒。“下次先查清楚事实！”戴尔命令到。
“who can i check with who will get back to me in enough time？”
“我能和谁商量？谁会在足够的时间内回到我的身边？”
“check with me，” said the billionaire，who sometimes has trouble delegating.“ill get right back to you.” and he always has.“和我商量一下，”有时会遇到困难的亿万富翁说道，“我会立即回到你身边的”。
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 l sat at the table over lunch with the customer and was just enthusiastic——paionate even——about his company and salesperson was amazed at michaels incredible knowledge of products，even down to known glitches in won the sale，against compaq.”
但是看上去戴尔象发出命令一样地遵守命令，有时他会担当主要销售业务的仲裁人（closer）。“我今天和一个销售员聊了一会儿？quot；戴尔的一个销售经理说道，”他请迈克尔会见一个顾客以确定一份中等大小的订货单。迈克尔和顾客一起坐在午餐桌旁，提到他的公司和产品他有些热情－甚至有些激动。售货员对迈克尔对产品不可思议的广阔知识范围感到万分惊奇，戴尔甚至了解硬件的一些低频干扰信号。我们击败了康柏，得到了订单。“
the only problem with this image of corporate bli is that it is so 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.”
公司幸福形象仅有的问题是它太温和了。戴尔是公司的巨人，而戴尔也是充满爱心的丈夫和四个孩子的父亲。“你所看到的就是你从戴尔身上所能得到的，”一个戴尔公司以前的雇员说道。“没有什么令人感到惊奇的。”
and its most controversy a reporter can dig up on michael dell is a property-tax dispute that doesnt deserve pre past the austin city limits.这是事实。一个记者可在迈克尔身上挖掘出的最大争论是财产税的争议，但这并不值得新闻界加以注意，因为其并未超过奥斯汀市的限制。
“no one has a bad word to say about the guy，” says a recent dell hire.“in fact，they think hes just a regular guy who has built a great busine that most people really love working in.”
“没有一个人说过这个家伙的坏话，”一个戴尔新雇员说道，“实际上，他们认为他仅是一个普通人，他创建了一个大多数人都真正喜欢在其中工作的成功的企业。”
the ultimate test，of course，is microsoft and ask about bill gates intel for jokes about andy by oracle for larry ellison compaq has the odd eckhard pfeiffer are no michael dell jokes，none.当然，极限试验仅是一个玩笑。走访一下微软可听说有关比尔·盖茨的笑话。去一下英特尔可打听到关于安迪·格罗夫的笑话。顺便走访奥雷克尔就可听说有关拉里·埃利斯的笑话。即使是康柏也有关于古怪的埃克哈德·帕非佛的笑话。但是却从没有听说过迈克尔·戴尔的笑话，从未有过。
this can hurt in the publicity matic leaders are supposed to have rough dell story is so compelling that several years ago a movie was planned starring actor john cusack as they couldnt come up with a good script——not enough must have been too busy making money.这可使宣传部门受损。人们认为有魅力的领导者都不修边幅。戴尔的历史是如此引人注目，使得在几年前曾计划推出一部由著名影星john cusack饰演迈克尔的电影。但是他们无法创作出一个好的剧本－没有足够的剧情冲突。迈克尔一直只是忙于挣钱
