????我認為他們是一個非常強硬的競爭對手，他們在鞏固市場地位方面做得非常出色,。思科依然擁有非常龐大的市場份額,。我覺得，它的市場份額高得有些離譜,。思科在交換機和數(shù)據(jù)中心市場的占有率在50%到70%之間,。我們跟思科不同，我們并沒有涉足整個交換機市場,。阿里斯塔專攻數(shù)據(jù)中心和云計算領(lǐng)域,。但我想，我以后可能會回過頭來對你說,，沒有哪個市場是永遠存在的,。所有的市場都有成熟的一天。讓思科感到興奮的是,，它擁有一些足夠強悍,，足以讓他們保持靈敏度的競爭對手。當(dāng)然,，阿里斯塔就是一個例證,。

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

????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希望建立開放的現(xiàn)代網(wǎng)絡(luò)，而且知道他們需要一個多廠商解決方案,。

????要記住,，現(xiàn)在的確是一個引爆點時刻，因為數(shù)據(jù)中心市場目前的價值預(yù)計為30億或40億美元,。在接下來的3年,，它的價值理應(yīng)會達到100億美元。有些人甚至認為會達到160億美元,。但為了謹(jǐn)慎起見,，讓我們?nèi)∽畹偷念A(yù)測值。所以,，我們是這樣看待這個市場的：哪怕思科占據(jù)了一半甚或70%的份額——因為這就是這個市場的現(xiàn)狀,，即使最好的技術(shù)人員還是會遵循舊習(xí)慣的——我們認為市場依然足夠大，機會多多,，很多客戶都想要第二家供應(yīng)商,。由于我們從來沒有開發(fā)過企業(yè)級產(chǎn)品，我們可以從一張白紙開始,，而且只提供這些新東西,。思科的實力源自其厚重的底蘊，阿里斯塔的實力源自新奇的創(chuàng)新,。

????我們非常尊敬思科公司,，事實上，我認為我們的方式迥然不同,。由于我曾經(jīng)參與過企業(yè)級產(chǎn)品的開發(fā)過程,，我絕不會采用傳統(tǒng)方式跟思科在這個市場上展開正面競爭。這樣做沒有任何意義。它需要花費我15年時間,，還需要一支15,000人的工程師隊伍,。這絕不是成功的訣竅。（財富中文網(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.