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5大咸魚翻身的高科技公司

5大咸魚翻身的高科技公司

Verne Kopytoff 2013-02-18
科技進(jìn)步日新月異,高科技公司的發(fā)展猶如逆水行舟,不進(jìn)則退。一不留神就有可能從潮頭跌落谷底,能夠從敗局中咸魚翻身的高科技公司可以說是鳳毛麟角,但也不是沒有先例。如今風(fēng)光無限的蘋果和IBM就是最好的例子。

????邁克爾?戴爾正在忙著試圖扭轉(zhuǎn)戴爾公司(Dell)的頹勢。他親手創(chuàng)立了這家公司,現(xiàn)在正打算通過一筆244億美元的交易把公司私有化。雖然公司目前仍在贏利,但由 于客戶大多流向那些能制造便宜機(jī)型的競爭對手,戴爾的業(yè)務(wù)因此日趨下滑。戴爾把復(fù)興計(jì)劃的希望寄托在商業(yè)服務(wù)和云計(jì)算上,但這方面的努力暫時(shí)未見成效。

????如果戴爾的復(fù)興計(jì)劃最終獲得成功,它將成為屈指可數(shù)的幾家成功扭虧為贏的科技公司中的一員。但這是一項(xiàng)艱巨的任務(wù)??萍紭I(yè)的發(fā)展速度太快了,原地踏步就意味 著落后。如果有哪家企業(yè)忘記了創(chuàng)新的精髓,那么不管企業(yè)高管付出多少努力來重組企業(yè)結(jié)構(gòu),構(gòu)思新的營銷口號,還是“精簡”勞動力,都很難再占鰲頭。

????蘋果公司(Apple)的復(fù)興堪稱科技業(yè)的經(jīng)典,它可能也是商界歷史上最偉大的扭虧為贏的例子。上世紀(jì)90年代末,蘋果曾瀕臨破產(chǎn)。一度被逐出蘋果董事會的史蒂夫? 喬布斯重新掌權(quán),把公司變成了一臺賺錢機(jī)器。IBM也是一個(gè)成功的例子,它把重點(diǎn)放在向企業(yè)客戶提供高價(jià)格、高利潤的產(chǎn)品和服務(wù)上,從而再次實(shí)現(xiàn)復(fù)興。戴爾基本上就是在試 圖復(fù)制IBM的路子。

????當(dāng)然,許多科技公司的復(fù)興之路都以失敗告終,很多公司更是屢戰(zhàn)屢敗——比如一度熱門的雅虎(Yahoo)、AMD和社交網(wǎng)絡(luò)MySpace。通常這些公司失敗的原因都離不 開管理失誤、缺乏資金和不愿意適應(yīng)新環(huán)境等因素。一般來說,這些科技公司的高管們從來不會放棄希望,但投資人可沒有那么多耐心。以下謹(jǐn)為大家列舉幾個(gè)成功扭轉(zhuǎn)頹勢的例 子。

????第一名:蘋果

????看著蘋果今日的輝煌,我們很難想象當(dāng)年它也有瀕臨破產(chǎn)的窘境。1979年,喬布斯第二次執(zhí)掌蘋果時(shí),他接手的的確是一個(gè)千瘡百孔的爛攤子。當(dāng)時(shí),蘋果的電腦產(chǎn)品 在消費(fèi)者中已經(jīng)失去了往日的號召力。安裝微軟(Microsoft)Windows系統(tǒng)的電腦越來越呈現(xiàn)獨(dú)霸市場的趨勢。為了削減成本,集中實(shí)力,喬布斯斃掉了一些茍延殘喘的產(chǎn)品,比 如個(gè)人電子助手Newton等。更重要的是,他一直在促進(jìn)和推動公司進(jìn)行創(chuàng)新,直到公司成功地研發(fā)了iPod、iTunes、iPhone、MacBook和iPad,這些產(chǎn)品也全都獲得了消費(fèi)者的寵愛 。

????(詳情請參閱《財(cái)富》雜志(Fortune)《蒂姆?庫克怎 樣改變蘋果》一文。)

????第二名:IBM

????1993年,PRJ Nabisco公司的前高管郭士納入主IBM的時(shí)候,IBM正處于一蹶不振的局面。像許多處于相同處境的CEO一樣,郭士納也采取了精簡人員、削減產(chǎn)品、變賣資 產(chǎn)等一系列做法。更重要的是,他推動了公司向科技服務(wù)領(lǐng)域發(fā)展。今天,科技服務(wù)已經(jīng)成了IBM公司最大的業(yè)務(wù)。這并不是一件容易的事,而且它需要調(diào)整公司前輩們制定的發(fā)展 計(jì)劃,把公司分割成一個(gè)個(gè)更加獨(dú)立自主的單元。郭士納指出,這樣可以使IBM避免成為一站式的企業(yè)科技商店,就像今天這樣。郭士納離職后,接替他的歷任高管也繼續(xù)做出了各 種明智的決策,首當(dāng)其沖的就是2005年將個(gè)人電腦業(yè)務(wù)剝離出售。這個(gè)決定使得IBM避免了戴爾今日的窘境,不必在一個(gè)日益不景氣的實(shí)體商品行業(yè)中繼續(xù)競爭。

????(詳情請參閱《財(cái)富》雜志《IBM新任首席執(zhí)行官展望未來 》一文。)

????第三名:惠普

????有時(shí),科技企業(yè)的復(fù)興只是蕓花一現(xiàn),惠普公司(HP)就是一個(gè)例子。有那么幾年,這家花邊新聞不斷、業(yè)務(wù)不良的企業(yè)運(yùn)轉(zhuǎn)得還相當(dāng)不錯(cuò)。馬克?赫德這位以削減成 本出名的CEO在2005年入主惠普后,一度提高了公司的收益和利潤?;萜盏墓善笔兄翟鲩L了一倍以上。赫德在惠普任職五年后,因?yàn)樯嫦有则}擾而被董事會掃地出門。從此以后,惠 普的業(yè)務(wù)一路下滑,盡管兩位繼任CEO各自開出了自己的藥方,但是也不見好轉(zhuǎn),而且在此期間惠普也受到了不少批評和指責(zé),很多批評都指向了赫德任內(nèi)的一些政策,比如過度削 減成本,在長期內(nèi)給公司造成了不良影響。

????(詳情請參閱《財(cái)富》 雜志《惠普迷失記》一文。 )

????第四名:Priceline

????Priceline是一家在線旅游網(wǎng)站,顧客可以在這家網(wǎng)站上通過競價(jià)的方式購買機(jī)票。上世紀(jì)90年代末的互聯(lián)網(wǎng)泡沫時(shí)代,這家網(wǎng)站的效益如日中天,Priceline的高管們 也有些飄飄然了,甚至開始在網(wǎng)站上試著賣雜貨和汽油。但是隨著互聯(lián)網(wǎng)泡沫的破滅和“9/11事件”,很多用戶放棄了出門度假,Priceline的好日子也到頭了。為了自救, Priceline開始免收訂票費(fèi),把重點(diǎn)放在酒店預(yù)訂上,并且開始在海外進(jìn)行拓展。這個(gè)計(jì)劃取得了成功。當(dāng)年它的股票曾一度面臨被納斯達(dá)克摘牌的風(fēng)險(xiǎn),但如今其股價(jià)已經(jīng)接近每 股700美元。

????(詳情請參閱《財(cái)富》雜志《讓Priceline騰飛的人》 。)

????第五名:eBay

????幾年前,eBay面臨的問題并不是能否繼續(xù)生存,而是選擇哪種模式擴(kuò)大發(fā)展。過去在eBay上,從古馳(Gucci)手包到汽車,幾乎什么都能買到。但是由于面臨來自亞 馬遜公司(Amazon)的激烈競爭,eBay的增長也陷入了停滯。eBay首席執(zhí)行官約翰?唐納荷努力想把eBay改造成一個(gè)讓零售商銷售過季商品的地方。同時(shí)他也整改了“大雜燴”式的 網(wǎng)頁設(shè)計(jì),并且在移動購物上進(jìn)行了投資。從某種程度上來講,他的計(jì)劃取得了成功。公司恢復(fù)了增長。但eBay復(fù)興的最大功臣,無論過去還是現(xiàn)在,都是它的移動支付服務(wù)貝寶 (PayPal)。eBay市場陷入疲軟的時(shí)候,在線支付業(yè)務(wù)——尤其是eBay以外的在線支付業(yè)務(wù)卻日益繁榮。在公司戰(zhàn)略轉(zhuǎn)型時(shí)期,有這么一個(gè)無需操心的業(yè)務(wù),的確是幫了大忙。

????(詳情請參閱本期《財(cái)富》雜志封面故事《eBay王者歸來 !》

????譯者:樸成奎

????Michael Dell has his hands full trying to turnaround Dell, the company he founded and now plans to take private in a $24.4 billion buyout. Although still profitable, the business is slumping as customers shift to rival computer makers that offer cheaper prices. Dell's comeback plan—to push into business services and cloud computing—is still a work in progress.

????If the turnaround effort is ultimately successful, Dell (DELL) will join a small club of technology companies that have been able to reverse their fortunes. It's a difficult feat. The technology industry moves at such a fast pace that staying still means being left behind. Companies that forget how to innovate usually have trouble relearning no matter how much executives tweak organizational charts, create new marketing slogans or "streamline" their workforce.

????Apple (AAPL), on the brink of bankruptcy in the late-1990s, is the industry's biggest comeback story. (It is likely the biggest reversal of fortune in business history.) Steve Jobs, who had been purged in a boardroom dispute, returned and transformed the business into a money-making machine. I.B.M. (IBM) is another that reinvented itself, by refocusing on high-priced, high-margin products and services for corporate customers. Dell is essentially trying to follow I.B.M.'s example.

????Of course, many technology companies try and fail in their comeback attempts—repeatedly, in some cases—like Yahoo (YHOO), AMD (AMD) and MySpace, the once-popular social network. Mismanagement, a lack of money and an unwillingness to adapt are typically to blame. Invariably, executives never lose hope. Investors have far less patience, however. Here's a recap of how some struggling technology companies, despite the odds, managed to make a comeback:

????No. 1 Apple

????Picturing Apple near bankruptcy is difficult given its strength today. But the company was indeed in trouble when Steve Jobs took over for a second time in 1997. Apple's computers no longer elicited the passion among consumers that they once did. Personal computers that relied on Microsoft (MSFT) Windows increasingly dominated the market. To cut costs and increase focus, Jobs eliminated a number of floundering products like the Newton personal digital assistant. More importantly, however, he pushed and prodded until Apple started innovating again with the iPod, iTunes, iPhone, MacBook and iPad. Consumers, of course, loved them all.

????(For more, see Fortune's How Tim Cook is changing Apple.)

????No. 2 IBM

????When Lou Gerstner, a former chief executive for RJR Nabisco, took the reins at I.B.M. in 1993, the company was slumping. Like many in his position, he cut jobs, killed products and sold assets. More importantly, he pushed the company into technology services. Today, it is the company's biggest business. It wasn't easy, however. It required reversing his predecessor's plan to break the company into more autonomous individual units. Doing so, he figured, would make it impossible for I.B.M. to be a one-stop shop for business technology, as it is today. Since Gerstner left, I.B.M. executives have continued making wise decisions. Selling off the personal computer unit in 2005 is at the top of the list. Doing so allowed I.B.M. to avoid the problems Dell faces today with having to compete in a declining, commodity-driven business.

????(For more, see Fortune's IBM's Ginni Rometty looks ahead.)

????No. 3 Hewlett-Packard

????Sometimes comebacks are short-lived, as Hewlett-Packard's (HPQ) proves it. For a few years, the company —a bastion of soap operatic drama and underachievement–operated smoothly. Mark Hurd, a cost cutting chief executive hired in 2005, lifted revenue and profits. H.P.'s shares more than doubled in value. Then five years into his tenure, the board pushed Hurd out following accusations of sexual harassment. Since then, the company has spiraled under two chief executives, two turnaround plans and a lot of finger pointing–in some cases back at Hurd, for, among other things, excessive cost-cutting that allegedly hurt the company in the long-term.

????(For more, see Fortune's How Hewlett-Packard lost its way.)

????No. 4 Priceline

????Priceline (PCLN), the online travel site known for letting customers bid on tickets, rose in tandem with the Internet bubble of the late 1990s. Executives got so cocky that they experimented with selling groceries and gasoline. But the good times ended when the dot-com bust and the 9/11 attacks caused consumers to forego vacations. To save itself, Priceline eliminated booking fees, emphasized hotel reservations and expanded internationally. The plan worked. Its shares, once so low that they risked delisting from NASDAQ, now trade for nearly $700.

????(For more, see Fortune's How Jeffery Boyd took Priceline from dot-bomb to highflier.)

????No. 5 eBay

????The question a few years ago wasn't whether eBay (EBAY) would survive. Rather, the issue was its trajectory. Growth in eBay's marketplace, where users sell everything from Gucci handbags to cars, had stalled amid intense competition from Amazon.com. John Donahoe, eBay's chief executive, responded by trying to remake the site into more of an outlet mall for retailers to unload out-of-season merchandise. He also cleaned up the site's annoyingly cluttered design and invested in mobile shopping. To a certain extent, the plan worked. Growth returned. But the real star was and still is PayPal, the online payment service. While the marketplace stumbled, online payments – particularly off of eBay – thrived. In a turnaround, it helps considerably to have one business that doesn't need fixing.

????(For more, see Fortune's current cover story eBay is back!.)

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