蘋(píng)果公司的成功秘訣
　　Under the leadership of Steve Jobs, Apple has produced products that have changed the way people around the world communicate, obtain information and entertain themselves. Here’s a look at Apple’s success and what sets the company apart from other computer companies as it prepares for its founder and visionary leader to step down as CEO.
　　在史蒂夫·喬布斯的領(lǐng)導(dǎo)下，蘋(píng)果公司推出的一系列產(chǎn)品，從根本上改變了世界各地的人彼此之間通訊聯(lián)絡(luò)、獲取信息以及娛樂(lè)的方式。
　　Whether it’s iPods, iPhones or iPads, they have become a part of daily life for people around the world. Technology analyst Francis Lun in Hong Kong said the man responsible is Apple’s chief executive officer, Steve Jobs.
　　不管是iPods， iPhones 或 iPads，它們都已經(jīng)成為世界各地很多人目前生活中不可或缺的一部分。香港的一位科技問(wèn)題分析人士弗郎西斯說(shuō)，這些產(chǎn)品的背后，是蘋(píng)果公司的總裁史蒂夫·喬布斯。
　　"Steve Jobs actually changed the way that we download music, changed the way that we use handsets, and also changed the way that we use computers," said Lun.
　　弗郎西斯說(shuō)：“喬布斯改變了我們下載音樂(lè)的方式，改變了我們使用手提電話的方式，同時(shí)也改變了我們使用計(jì)算機(jī)的方式。”
　　University of California Los Angeles management professor Richard Rumelt said the ideas behind Apple’s products are not original.
　　加州大學(xué)洛杉磯分校的管理學(xué)教授理查德·魯梅爾特說(shuō)，蘋(píng)果公司產(chǎn)品的概念并不是創(chuàng)新的。
　　“Apple didn’t invent personal computers, it didn’t invent [the] mouse and windows interface, it didn’t invent digital music players, it didn’t invent the smart phone or the tablet,” he said.
　　魯梅爾特教授說(shuō)：“蘋(píng)果公司并不是個(gè)人電腦的發(fā)明者，也不是鼠標(biāo)和窗口界面等產(chǎn)品的發(fā)明一方；像iPods數(shù)碼音樂(lè)播放器、SMART PHONE電話、以及TABLET平板大腦這些產(chǎn)品，也都不是蘋(píng)果公司發(fā)明的。”
　　Ted Rozolis of IEEE Computer Society said there is one thing Apple can do that other computer companies have not achieved.
　　不過(guò)，國(guó)際工程師協(xié)會(huì)下屬的計(jì)算機(jī)協(xié)會(huì)的一位專家羅佐里斯指出，蘋(píng)果公司在某一個(gè)方面的成績(jī)和能力，超過(guò)了其他所有公司。
　　“They take a lot of concepts and re-purpose them, repackage them, make them beautiful and everybody wants to have them," said Rozolis. "They always had a way to take technology and make it again affordable and easy to use and therefore popular.”
　　羅佐里斯說(shuō)：“蘋(píng)果公司能夠把很多概念拿來(lái)，進(jìn)行轉(zhuǎn)換利用，重新包裝，做得非常精美，很搶手。蘋(píng)果公司總是能夠想辦法讓科技變得實(shí)用，而且讓普通人能夠買得起，因此它們的產(chǎn)品總是廣受歡迎。”
　　IEEE Computer Society President Sorel Reisman said that’s why Apple has succeeded while many other companies have failed.
　　國(guó)際工程師協(xié)會(huì)的總裁雷斯曼說(shuō)，這就是為什么蘋(píng)果公司能夠成功，而其他一些公司則以失敗告終。
　　“It’s just astounding how many computer companies were in the PC business in the ’80s that no longer exist,” Reisman observed.
　　雷斯曼說(shuō)：“和80年代相比，那時(shí)候個(gè)人電腦行業(yè)里面公司云集，但是現(xiàn)在呢，已經(jīng)所剩無(wú)幾。這不得不讓人驚嘆！”
　　Reisman also said the Internet has been key to Apple’s growth.
　　雷斯曼同時(shí)表示，對(duì)于蘋(píng)果公司來(lái)說(shuō)，因特網(wǎng)的存在和發(fā)展是一個(gè)關(guān)鍵。
　　“When you travel, everybody’s got one of these things, an Apple iPad. When I say everybody, I mean little kids, mothers, women who would otherwise be knitting,” Reisman said.
　　他說(shuō)：“旅行的時(shí)候，幾乎人人手上都有一個(gè)蘋(píng)果公司的 iPad，不管大人、孩子，婦女、兒童，原先人們或許在那兒打毛衣，但是現(xiàn)在呢，手上都拿著一個(gè) iPad。”
　　Rumelt wrote a book that examines the strategies of businesses such as Apple. He said Apple leaves features out of its products that it cannot implement well. Other companies have tried to make products that are similar to Apple’s, but they have not been as successful.
　　加州大學(xué)洛杉磯分校的魯梅爾特教授就蘋(píng)果公司還有其他一些公司的商業(yè)戰(zhàn)略，寫(xiě)了一本書(shū)。他說(shuō)，蘋(píng)果公司把那些運(yùn)作起來(lái)有困難的地方，一律不放到產(chǎn)品當(dāng)中去。其他一些公司也曾嘗試拿出類似蘋(píng)果公司的產(chǎn)品，但是都沒(méi)有那么成功。
　　“So we have here a very interesting contrast between the Apple sense of only doing what you can do well, versus the standard industry approach, which is stick in every possible feature you can, but in the end that’s kludgy [inefficient or clumsy].”
　　魯梅爾特教授說(shuō)：“和別的公司比起來(lái)，蘋(píng)果公司只是拿出它們能夠做出的的產(chǎn)品，但是一般行業(yè)內(nèi)的公司，往往把所有能夠想到的都放到某個(gè)產(chǎn)品里面，結(jié)果是沒(méi)有效率，也缺乏特色。”
　　With Steve Jobs’ stepping down as Apple’s CEO, some consumers, like this man from Germany, fear Apple no longer will be the same.
　　史蒂夫·喬布斯如今已經(jīng)從蘋(píng)果總裁的位置上撤下來(lái)了，這讓蘋(píng)果公司的一些老客戶覺(jué)得蘋(píng)果公司今后恐怕不會(huì)和從前一樣。
　　"Definitely on the innovation. I don’t think they will continue to be so innovative as he is the brains behind the ideas," he said.
　　這位來(lái)自德國(guó)的客戶說(shuō)：“從創(chuàng)新的角度來(lái)說(shuō)，肯定跟從前會(huì)不一樣，因?yàn)閱滩妓谷瞬辉诹耍^(guò)去那些創(chuàng)新，都是靠了他。”
　　Many analysts have a different view. IEEE Computer Society President Reisman said, “He’s handpicked his successors. They’ve been trained to be his successors. I think the company is fine. It’ll be fine.”
　　不過(guò)，很多分析人士并不這么看。國(guó)際工程師協(xié)會(huì)下屬的計(jì)算機(jī)協(xié)會(huì)的雷斯曼說(shuō)：“喬布斯已經(jīng)親手選了他的繼承人。這些人都已經(jīng)被培訓(xùn)好，就是為了要接他的班的。在我看來(lái)，蘋(píng)果公司今后沒(méi)問(wèn)題。”
　　Still, management professor Rumelt warns that Apple’s managers need to be careful.
　　不過(guò)，管理學(xué)教授魯梅爾特提醒蘋(píng)果公司的管理層，有要小心的地方。
　　“If the people who continue to manage Apple into the future don’t impose that same kind of very demanding standards of design excellence on the products they release, then you’ll begin to see a dilution of the company’s brand name," he said.
　　魯梅爾特說(shuō)：“假如公司的管理層將來(lái)對(duì)產(chǎn)品在設(shè)計(jì)上的把關(guān)沒(méi)有像從前那么高度嚴(yán)格的話，那么，過(guò)一陣，蘋(píng)果公司這個(gè)牌子可能就會(huì)沒(méi)有那么響了。”
　　For the next three to five years, however, Rumelt said Apple already has its product plans in place.
　　不過(guò)，魯梅爾特說(shuō)，今后三到五年內(nèi)，不必?fù)?dān)心，因?yàn)榻窈髱啄甑漠a(chǎn)品，蘋(píng)果公司早已經(jīng)規(guī)劃好了。

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