【正文】 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 arrived in the year prior to Dell39。s initial public offering，bringing with him a number of experienced associates just in time to bulk up（and make older）Dell39。s executive ranks for the years after the IPO，Beachum and his people were ，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(jià)的替代方案。戴爾只接受人，往往當(dāng)他已經(jīng)學(xué)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(jīng)驗(yàn)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(jīng)驗(yàn)的同事，及時(shí)地壯大了（并且增大了年齡）戴爾的IPO（開始上市）管理隊(duì)伍。在IPO兩年后，Beachum和他的手下都離開了。Dell，the pany，has faltered only when it has veered from the purest form of its direct was a flirtation with retail sales when Dellmachines were sold in Staples stores and some building speculative retail inventories and then having to share profit with the retailer wasn39。t to Dell39。s taste，and the relationships 。當(dāng)戴爾計(jì)算機(jī)在Staples和其它商店被銷售時(shí)感覺這是對零售的一種挑逗。但是建造有風(fēng)險(xiǎn)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(guān)系結(jié)束了。Dell39。s reluctance to hold inventory was briefly overridden in 1989，when the pany bought millions of extra memory chips in an attempt to stay ahead of an expected is a mistake to speculatively buy modity products like memory chips that typically go down，not up，in gambled and still，the industry was in transition from 256kilobit chips to 1megabyte chips，leaving Dell with too many of the older ，戴爾對保持庫存的厭惡遭受了重大打擊。當(dāng)時(shí)公司購買了數(shù)以百萬計(jì)的外加存儲器芯片，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)性地購買商品，例如存儲器芯片之類價(jià)格有下降趨勢、而不是上升趨勢的產(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 superadvanced puter codenamed 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 produced a few custom chips and a writeoff for Dell before it was declared a failure and ：在1988年IPO中獲利三千萬美元后，1989年，戴爾努力以超級先進(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 pany has made mistakes，sure——the design of its notebook puters got so off track at one point that Dell canceled most of the line，leading to the pany39。s only quarterly loss，in Dell quickly recovered by again hiring a top gun from outside，this time raiding the group that designed Apple39。s ，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 Japanese markets，Dell has caused the same ripples among established manufacturers and had the same quick success as at direct model seems to work the mighty Compaq is emulating Dell by building some machines to is trying to share Dell39。s success by being a major ponent supplier to the manufacturers are looking to Dell for tips on how to build ，戴爾的綽號曾經(jīng)是“互聯(lián)網(wǎng)膨脹”和“增長的規(guī)模經(jīng)濟(jì)”。在英國和日本市場上，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(jī)制。IBM正在努力通過成為戴爾公司的主要零件供應(yīng)商來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 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，Dell39。s online sales were $14 million per day，and the pany had increasing sales and profits during a year that was flat or slightly worse for most of Dell39。s －作為PC直接在線銷售商來說，它擁有最大的現(xiàn)場市場。1996年，戴爾每天在網(wǎng)上的銷售額達(dá)一百萬美元，而在這時(shí)，一些PC 制造商仍在努力建立站點(diǎn)和剛剛開始運(yùn)營。到1998年為止，戴爾的網(wǎng)上銷售額達(dá)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(xù)增長，但戴爾的大多數(shù)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 guy who didn39。t think the pany could afford a corporate jet was suddenly putting $1 billion into a private hightech venture fund called MSD kid who started a pany in his dorm room was building a $22 million estate on a hilltop outside ，it39。s not as expensive as Bill Gates39。s $60 million digs，but around Austin it takes a major effort at conspicuous consumption to spend even $22 ，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)為公司無法擔(dān)負(fù)得起一架噴氣式飛機(jī)的費(fèi)用，但他突然對一個(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)在宿舍里開始經(jīng)營公司的小伙子對奧斯汀市外山頂上的地產(chǎn)投資了二千二百萬美元來建造房屋。事實(shí)上，雖然這并不象比爾蓋茨價(jià)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(fèi)確實(shí)需要人下定很大的決心。Dell wrote a management book（Direct from Dell）with Andy Grove39。s coauthor，then went on a book was the same guy who turned down an appearance on my PBSTV 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ㄓ纱鳡栔苯泳帉懀缓缶瓦M(jìn)行了一場巡回售書活動(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PBSTV電視連續(xù)短劇－小人物的勝利－中扮演過某個(gè)角色。“For all the money，Michael really hasn39。t changed at all，” claims a longtime Dell employee.“He39。s still trying to think of new ways to make the business run even new Gigabuys section on the Web site，which sells software and accessories not made by Dell，is an example of just was knocking around on the Web site in the middle of the night and found there were things he wanted to buy but couldn39。 we have Gigabuys.”“對于錢，邁克爾從未改變過什么看法，”一個(gè)戴爾的長期雇員聲稱。“他一直努力嘗試使企業(yè)更好運(yùn)營的新途徑。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 what39。s called “Michaelmanaging”——Michael Dell39。s fascination with the minute details of running his 15 years he has set a work ethic for the pany anddemanded that the rest of the pany meet who don39。t 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