????我認(rèn)為他們是一個(gè)非常強(qiáng)硬的競(jìng)爭(zhēng)對(duì)手，他們?cè)陟柟淌袌?chǎng)地位方面做得非常出色。思科依然擁有非常龐大的市場(chǎng)份額。我覺(jué)得，它的市場(chǎng)份額高得有些離譜。思科在交換機(jī)和數(shù)據(jù)中心市場(chǎng)的占有率在50%到70%之間。我們跟思科不同，我們并沒(méi)有涉足整個(gè)交換機(jī)市場(chǎng)。阿里斯塔專攻數(shù)據(jù)中心和云計(jì)算領(lǐng)域。但我想，我以后可能會(huì)回過(guò)頭來(lái)對(duì)你說(shuō)，沒(méi)有哪個(gè)市場(chǎng)是永遠(yuǎn)存在的。所有的市場(chǎng)都有成熟的一天。讓思科感到興奮的是，它擁有一些足夠強(qiáng)悍，足以讓他們保持靈敏度的競(jìng)爭(zhēng)對(duì)手。當(dāng)然，阿里斯塔就是一個(gè)例證。

????于阿里斯塔而言，最令人興奮的事情莫過(guò)于，我們的成功不必以思科的失敗為前提，反之亦然?，F(xiàn)有的市場(chǎng)非常大，足以確保我們和思科實(shí)現(xiàn)雙贏，根本沒(méi)必要挖對(duì)方的墻腳。所以，在我看來(lái)，客戶們正在尋求一種替代方案。與思科一起成長(zhǎng)起來(lái)的更為保守的客戶當(dāng)然還會(huì)繼續(xù)使用傳統(tǒng)的思科企業(yè)級(jí)產(chǎn)品。就像你不會(huì)因?yàn)橘?gòu)買IBM的服務(wù)而被解雇一樣，你也不會(huì)因購(gòu)買思科產(chǎn)品而被炒魷魚(yú)。而那些并非傳統(tǒng)的技術(shù)客戶群體首先會(huì)選擇阿里斯塔。他們可能會(huì)來(lái)的晚一點(diǎn)。

????我們的產(chǎn)品還處于早期應(yīng)用階段，選擇我們的客戶確實(shí)希望建立開(kāi)放的現(xiàn)代網(wǎng)絡(luò)，而且知道他們需要一個(gè)多廠商解決方案。

????要記住，現(xiàn)在的確是一個(gè)引爆點(diǎn)時(shí)刻，因?yàn)閿?shù)據(jù)中心市場(chǎng)目前的價(jià)值預(yù)計(jì)為30億或40億美元。在接下來(lái)的3年，它的價(jià)值理應(yīng)會(huì)達(dá)到100億美元。有些人甚至認(rèn)為會(huì)達(dá)到160億美元。但為了謹(jǐn)慎起見(jiàn)，讓我們?nèi)∽畹偷念A(yù)測(cè)值。所以，我們是這樣看待這個(gè)市場(chǎng)的：哪怕思科占據(jù)了一半甚或70%的份額——因?yàn)檫@就是這個(gè)市場(chǎng)的現(xiàn)狀，即使最好的技術(shù)人員還是會(huì)遵循舊習(xí)慣的——我們認(rèn)為市場(chǎng)依然足夠大，機(jī)會(huì)多多，很多客戶都想要第二家供應(yīng)商。由于我們從來(lái)沒(méi)有開(kāi)發(fā)過(guò)企業(yè)級(jí)產(chǎn)品，我們可以從一張白紙開(kāi)始，而且只提供這些新東西。思科的實(shí)力源自其厚重的底蘊(yùn)，阿里斯塔的實(shí)力源自新奇的創(chuàng)新。

????我們非常尊敬思科公司，事實(shí)上，我認(rèn)為我們的方式迥然不同。由于我曾經(jīng)參與過(guò)企業(yè)級(jí)產(chǎn)品的開(kāi)發(fā)過(guò)程，我絕不會(huì)采用傳統(tǒng)方式跟思科在這個(gè)市場(chǎng)上展開(kāi)正面競(jìng)爭(zhēng)。這樣做沒(méi)有任何意義。它需要花費(fèi)我15年時(shí)間，還需要一支15,000人的工程師隊(duì)伍。這絕不是成功的訣竅。（財(cái)富中文網(wǎng)）

????譯者：葉寒

????I think they're a very tough competitor, and I think they're doing a fine job of holding their own. Cisco still has very large market share. I would argue almost unnaturally high market share. It's somewhere between 50% and 70% of the switching and datacenter market. We don't participate in the entire switching market that Cisco has. Arista is only focused on the data center and the cloud piece of it. But I guess I would come back to you and say that no market is forever. All markets mature and what's exciting for Cisco is to have some tough competitors that keep them nimble, and certainly, Arista's an example of that.

????But what's most exciting for Arista is we don't have to succeed because Cisco fails or vice versa. The market, the total available market, is so large that we both can succeed without Peter robbing Paul, or whatever. So in my view customers are looking for an alternative. The more conservative customers who have grown up with Cisco in their traditional enterprises certainly will stay with Cisco. Just like you don't get fired for buying IBM, you won't get fired for buying Cisco, and those are not the traditional technical customer community that comes to Arista first. They might come later.

????We're very much in the early adopter phase where the ones who come to us are the ones who are really looking to build this open modern network and know they need a multi-vendor solution to that.

????It's really a tipping point moment because remember, the data center market right now is anticipated to be around $3 billion or $4 billion. And in the next three years, it's supposed to get to $10 billion. Some even say $16 billion. But let's take the low-end of this. So, the way we look at it is even if you say half or 70% of Cisco, because that's the way life goes, even with the best technology people will go with old habits. We think that there is enough market, enough opportunity and enough customers who want a second vendor. And because we don't have the legacy of having built an enterprise, we could start with a clean sheet of paper and only offer that. Cisco will come from their strength of legacy and Arista will come from its strength of novelty.

????We have a great deal of respect for the company and in fact I think our approaches are entirely different. Since I helped build the enterprise, I would never compete with Cisco directly in the enterprise in a conventional way. It makes no sense. It would take me 15 years and 15,000 engineers, and that's not a recipe for success.