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Reporter: Most of your growth, though, is likely to come in quickly developing countries like China. What is your strategy there?
记者：戴尔公司的发展壮大很大程度上依赖于其在发展中国家，比如中国，您在那里的策略是什么呢？
Dell: We just introduced a new product for $349. It’s a very basic PC—not expandable. But if you want to do basic functions like get on the Internet, do word processing, e-mail, spreadsheets，that sort of thing, it works just fine. It’s for the new PC buyer-we are talking about the next billion computers—and they’re coining in China and India, Brazil, Turkey, and Russia. There is a lot of opportunity there.
戴尔：我们刚推出了一款价值349美元的新产品。那是一款非常基础的个人计算机，是不可扩展的。但是如果你想进行一些基本的操作，比如：上网、文字处理、收发电子邮件、制作电子数据表等诸如此类的事情，那是绰绰有余的。接下来的一批电脑我说的是接下来的10亿台电脑，是针对最新的计算机买主的，他们来自中国、印度、巴西、土耳其和俄罗斯，在这些地方会有很多的机会。
Reporter: A cheap PC— is that enough? Analysts expect the Chinese computer market to outgrow that of the US by 2013.
记者：那是一款便宜的计算机，但是那样足够了吗？有分析家预言，到2013年中国的计算机市场将会超过美国。
Dell: I’m not sure about that. But it is growing very, very fast. We’ve grown 45 percent per year in China and we have two factories there. In China this year， spending almost $19 billion with our suppliers. That’s much higher than what our local Chinese competitor is generating in revenues.
戴尔：对此我不太确定。但是市场的确发展得很快。我们在中国每年增长45%,我们在那里已经有了两家工厂，今年在中国我们对供应商的花费差不多有190亿美元，这比我们在中国的竞争者的所获得的利润要多得多。
Reporter: You mean，of course, Lenovo, which took over IBM’s PC business more than two years ago. It didn’t really work out, did it?
记者：您指的是联想集团吗？联想集团在两年多以前接管了IBM公司的计算机产业。它其实也并没有起到什么作用，是吗？
Dell: No. They have lost market share everywhere in the world except China.
戴尔：是的。他们在除了中国以外的市场都失去了市场占有率。
Reporter: Why isn’t Dell doing so well in Germany? Four years ago, you told Der Spiegel that you’d become market leader here by 2008. But that hasn’t happened.
记者：为什么戴尔在德国的产业做得不够好呢？4年前您曾对《明镜》杂志说，到2008年戴尔将成为德国市场的领导者，但是这并没有实现。
Dell: We still have a year left. We moved up to rank three from rank five last year. And we，re number one in the commercial market. But no question about it. We can absolutely do better.
戴尔：我们仍然还有1年的时间。我们去年从排名第五上升到了第三，在商业市场我们排名第一，但是毫无疑问，我们可以做得更好。
Reporter: When Steve Jobs returned to Apple, he reinvented the company. With the iPod’s success, his market value now is much bigger than Dell’s. Is Jobs’s performance an example for you?
记者：当史蒂夫.乔布斯回到苹果公司的时候，他对公司进行了彻底的改造。随着iPod的成功，苹果的市场价值要比戴尔的高得多。乔布斯的表现会成为您的一个榜样吗？
Dell: There are lots of examples. Apple’s a pretty different company than Dell. But he’s certainly done a very nice job.
戴尔：有很多这样的榜样。苹果是一个与戴尔很不一样的公司，但是当然，他已经做得很好了。
