Steven Jobs
Apple Computer
3-year return: 26%
AGE: 42
CEO since: 1997 史蒂文·乔伯斯
APPLE电脑
三年的投资回报率：26%
年龄：42岁
任职CEO起始时间：1997年

　　Here's a guy with enough savvy and brainpower to effectively hold down two CEO jobs at once--and do a pretty amazing job at both. We've listed him for his post at Apple, but of course Steve Jobs also runs Pixar, the animation company. Jobs arrested Apple's slow death spiral and even put some oomph back into the pioneering computer firm he helped found. Coming in after a $1 billion loss in fiscal 1997, Jobs turned a $106 million profit--38 percent above Wall Street's consensus target. A lot of credit goes to a very simple idea: Make computers in different colors. Jobs was the only one who thought to make it happen. The colorful mid-priced iMac has also succeeded by playing down the compatibility conundrum. Apple positioned it as the machine for the Internet, where compatibility questions are no big deal. Behind the scenes, Jobs also streamlined the product line, reduced the head count, consolidated distribution, and slimmed inventory. Meanwhile, over at Pixar, A Bug's Life nabbed a total $159 million in domestic box office, the highest domestic animated take since Toy Story and third highest ever, after Toy Story and the leader, The Lion King. 　　

　　这儿我们要给您介绍的是一位能够同时兼做两份CEO工作的才华出能人。我们将他的任职公司写为苹果公司，而实际上史蒂文·乔伯斯同时还是另一家蓬勃发展的公司PIXAR的员工。乔伯斯被APPLE公司慢耗损的螺线所吸引，他甚至为这家他帮助创立的电脑公付出了较大的努力。1997年，在这家公司亏损达到10亿美元的时候，乔伯斯加入了APPLE公司，之后他为公司赚取了1.06亿美元的利润，有38%以上的产品销往美国华尔街。许多成功的实践均来自于一个很简单的创意：例如让电脑换一种颜色。乔伯斯是唯一的一个创意者和实践者。多色泽、中等价位的iMac的成功还在于它解决了计算机兼容性的难题。APPLE电脑定位于因特网，因为在因特网上兼容性并不是一个较大的难题。乔伯斯新改进了生产线，减少了磁头数，稳定了分布率，并且还减少了库存。同时，PIXAR公司在国内市场中占有总计1.59亿美元的收入，位居第三位，仅次于Toy Story 和领头羊Lion King 。而另一方面乔伯斯在PIXAR也有着出色的表现。

Business philosophy: "The technology isn't the hard part. The hard part is, Who's going to buy it? How are they going to buy it? How do you tell them about it?"　　

运营理念：学习和掌握技术并不难。最难的是，谁将成为买家？他们将如何实现购买？公司将怎样向他们介绍自己的产品？

Headaches: Multifold. Apple is still a pip-squeak to the Wintel Goliath. With less than 10 percent of the computer market, Apple needs to lure more software makers into producing programs for the Mac. The company has cut about as much as it can. Now it has a tougher job: Make sales grow. And what's the follow-up? Jobs probably also hasn't been spending as much as he should on research and development. Finally, where is his successor? Pixar, a collegial place, can run without h

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