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CEO","person-tim-cook","段永平评价库克，核心是理性、理解乔布斯追求、延续苹果文化，并把苹果从乔布斯时代带入更大规模的长期经营。",5230,{"title":771,"slug":772,"description":773,"category":676,"order":774,"type":694,"volume":9,"volumeOrder":9,"chapterOrder":9},"马云：段永平为什么一直认为他了不起","person-mayun","段永平对马云的评价长期很高：他看重马云兼具理想主义和现实主义，也欣赏其勇气和企业文化意识；但这不等于他对阿里没有保留。",5240,{"title":776,"slug":777,"description":778,"category":676,"order":779,"type":694,"volume":9,"volumeOrder":9,"chapterOrder":9},"丁磊：段永平为什么说他很有悟性","person-dinglei","段永平评价丁磊，核心是“很有悟性”、单纯、不算计人，而且在网易现金很多时没有犯大错。",5250,{"title":781,"slug":782,"description":783,"category":676,"order":784,"type":694,"volume":9,"volumeOrder":9,"chapterOrder":9},"马化腾：段永平为什么正面评价他","person-mahuateng","段永平对马化腾的评价简洁但重要：人不错、年轻，并且微信和微信支付的影响非常大且深远。",5260,{"title":786,"slug":787,"description":788,"category":676,"order":789,"type":694,"volume":9,"volumeOrder":9,"chapterOrder":9},"俞敏洪：段永平为什么说他是条汉子","person-yuminhong","段永平欣赏俞敏洪的韧性和面对问题的能力，甚至说他是“条汉子”；但也认为俞离顶级企业家还有距离，新东方生意模式不是自己特别喜欢的类型。",5270,{"title":791,"slug":792,"description":793,"category":676,"order":794,"type":694,"volume":9,"volumeOrder":9,"chapterOrder":9},"季克良：段永平为什么说他对茅台至关重要","person-jikeliang","段永平评价季克良，核心是质量文化和造钟人作用：季克良让茅台成为今天的茅台，功不可没。",5280,{"title":796,"slug":797,"description":798,"category":676,"order":799,"type":694,"volume":9,"volumeOrder":9,"chapterOrder":9},"黄仁勋：段永平为什么欣赏他","person-huangrenxun","段永平欣赏黄仁勋，重点在真诚、有能量、长期方向一致，以及带领英伟达形成强生态；但他仍然区分“欣赏人”和“看懂英伟达十年护城河”。",5290,{"title":801,"slug":802,"description":803,"category":676,"order":804,"type":805,"volume":9,"volumeOrder":9,"chapterOrder":9},"段永平高度评价过的公司","topic-highly-rated-companies","段永平高度评价公司时，核心标准不是名气，而是能否长期做对事情：好产品、好商业模式、好文化、好管理层和可理解的未来现金流。",5300,"topic",{"title":807,"slug":808,"description":809,"category":676,"order":810,"type":805,"volume":9,"volumeOrder":9,"chapterOrder":9},"段永平高度评价过的人","topic-highly-rated-people","段永平评价人，重点不是名气，而是这个人是否理性、真诚、关注本质、能长期做对事情，并能把个人能力沉淀为组织能力。",5310,{"title":812,"slug":813,"description":814,"category":676,"order":815,"type":805,"volume":9,"volumeOrder":9,"chapterOrder":9},"段永平正在重估的公司","topic-revaluated-companies","段永平的重估案例最值得看的是变化过程：他会承认看不懂，也会在新证据出现后调整判断，但始终保留能力圈和长期现金流边界。",5320,{"id":817,"title":279,"body":818,"category":241,"chapterOrder":9,"date":9,"description":281,"editor":2281,"extension":2282,"meta":2283,"navigation":2284,"order":282,"path":2285,"publishedAt":9,"seo":2286,"seoDescription":281,"seoTitle":2287,"slug":280,"source":9,"sourceAuthor":828,"sourceDate":9,"sourceNote":2288,"sourceStatus":2289,"sourceUrl":9,"sources":2290,"stem":2291,"summary":281,"tags":9,"type":9,"updatedAt":2292,"volume":9,"volumeOrder":9,"__hash__":2293,"_collection":2294},"dao\u002Fdao\u002Fspeeches\u002Fduanyongping-2001-jingyingtianxia-gaofengluntan-zhi-duanyongping-2001nianmozhong.md",{"type":819,"value":820,"toc":2278},"minimark",[821,830,840,849,854,857,862,865,870,873,878,892,907,916,921,930,935,938,946,958,963,966,981,984,992,1007,1012,1021,1026,1029,1034,1037,1042,1045,1050,1053,1062,1065,1070,1073,1078,1081,1103,1106,1128,1131,1150,1153,1177,1184,1204,1210,1215,1218,1261,1276,1299,1302,1332,1335,1344,1347,1352,1355,1360,1369,1374,1380,1395,1398,1456,1459,1561,1568,1571,1578,1584,1589,1592,1607,1612,1615,1620,1623,1662,1665,1687,1690,1752,1755,1781,1783,1792,1837,1840,1845,1848,1886,1889,1926,1929,1934,1937,1942,1945,1964,1970,1984,1992,2005,2008,2078,2084,2113,2116,2134,2140,2159,2163,2168,2171,2217,2220,2225,2228,2233,2236,2241,2251,2254,2266,2275],[822,823,824,825,829],"p",{},"《经营天下：高峰论坛 之 ",[826,827,828],"strong",{},"段永平","》—— 2001年末中国20位行业巨头面对面访谈录（一）",[822,831,832,833,836,837,839],{},"主持人：（开场音乐响）各位观众大家好，欢迎收看《经营天下：高峰论坛》节目。刚才这段音乐大家已经听到了，今天我们请来的这位嘉宾，是",[826,834,835],{},"步步高","公司董事长",[826,838,828],{},"先生。现在，请大家用掌声欢迎嘉宾入场。",[822,841,842,843,845,846,848],{},"主持人：段总，您好，请坐。您为什么选择这个曲子（歌曲",[826,844,835],{},"）作为",[826,847,835],{},"产品广告的一种序曲呢？",[822,850,851,853],{},[826,852,828],{},"：我选哪个曲子你都可以问这个问题啊。",[822,855,856],{},"主持人：选这个曲子有没有给作者付版权费啊？不会是盗版吧？",[822,858,859,861],{},[826,860,828],{},"：这个曲子是我们自己专门请人写的，其实这个曲子的版权就是我们公司的。",[822,863,864],{},"主持人：是吗？但是我好像曾经在一个场合看到有一位歌星唱过这个曲子，他给你们付钱了吗？",[822,866,867,869],{},[826,868,828],{},"：没有。",[822,871,872],{},"主持人：那他是盗版了？",[822,874,875,877],{},[826,876,828],{},"：没有，没有。我们这个版权是开放的，因为它是企业中的歌嘛！任何人都可以用，包括很多卡拉OK厅都有这首歌，就是你想唱都能点得到，那是因为我们在发行的时候，是没有要求收版权费的。",[822,879,880,881,884,885,887,891],{},"主持人：段总，我记得您是1989年到的中山，当时主要是做",[826,882,883],{},"小霸王","电脑学习机，在怡华电子厂一干干了六年，把一个",[826,886,883],{},[888,889,141],"a",{"href":890},"\u002Fpinpai","轰轰烈烈地做起来了。那么这六年左右的经营、发展给你留下一个什么样的深刻印象？你有得有失，那么你得到了什么？这在座的很多都是从事经营的企业家，包括有一批是中小企业家，他们很关心你的第一桶金是怎么挖到手的？",[822,893,894,896,897,899,900,903,904,906],{},[826,895,828],{},"：我在中山呆了六七年，其实也谈不上有得有失，我想主要是得吧！我研究生刚毕业的时候，先到佛山去呆了几个月，然后就到了中山。可以说，结合成本很低，谈不上失去什么。我觉得主要是在经营",[826,898,883],{},"的过程当中积累了很多经验，包括对企业的理解，包括建立比较好的",[888,901,212],{"href":902},"\u002Fxinyu","，组织一个非常强大的团队。这些对我们后来经营",[826,905,835],{},"起了非常大的作用，所以我想主要还是以得为主吧！",[822,908,909,910,912,913,915],{},"主持人：六年多",[826,911,883],{},"公司的经营，造就了您在商海上的本领。人们觉得，在当时离开",[826,914,883],{},"的时候，您也失去了一些东西。",[822,917,918,920],{},[826,919,828],{},"：比较少吧！我觉得我们离开的时候还是比较愉快的，是好聚好散的。如果你非要斤斤计较，就很难讲谁失去的多了。我觉得任何一个合作结束的时候，双方都会有一些损失，我想这是属于正常的。",[822,922,923,924,926,927,929],{},"主持人：外界传言说你们好像有两千多万的利益没有兑现，当时您提出加快企业制度创新，搞股份制改造，遇到了一些困难，这是不是您离开",[826,925,883],{},"重新再创",[826,928,835],{},"的主要原因呢？",[822,931,932,934],{},[826,933,828],{},"：没有那么复杂。第一没有一个两千万的利益，没有损失的概念，我从来没有说过，事实上也从来没有人去这样计算过。总的来讲，我觉得我离开还算是平和的，老板对我也非常不错，包括临走的时候还送了我一笔资金，还送了我一辆车，就是我原来开的那辆。",[822,936,937],{},"主持人：对。",[822,939,940,942,943,945],{},[826,941,828],{},"：总而言之，我觉得还是得到的比较多吧！至于原因，任何一个人都会有一些选择，这个选择不单单是指物质利益。的确，我在",[826,944,883],{},"的时候，对企业未来的发展上有一些观念跟大老板是有一些分歧的。分歧有时候就很难讲谁对谁错，但如果说大家有分歧还呆在一块，对整体的影响可能更不好，所以当时我就选择了离开。",[822,947,948,949,951,952,954,955,957],{},"主持人：过去大家都熟悉",[826,950,883],{},"电脑学习机，现在在座的人可能更熟悉",[826,953,835],{},"电器，比如电话机、复读机、VCD和DVD。我们从资料上看了一下，段总做",[826,956,835],{},"今年好像也是六年左右。",[822,959,960,962],{},[826,961,828],{},"：是的，六年左右。",[822,964,965],{},"主持人：在长达十多年的人生马拉松时间内，你可以说一直是个不倒翁，而其他一些相关企业就倒了，比如爱多，比如万燕。那么在这次的马拉松长跑过程中，你为什么能够持续地跑下去，笑傲江湖呢？",[822,967,968,970,971,973,974,977,978,980],{},[826,969,828],{},"：作为企业经营者的角度来讲，并不知道别人为什么会倒下去，但我们至少从一开始的时候就很清楚，我们就是在跑马拉松，就不能够去做一些急功近利、好大喜功的事情。我想这可能是我们能够生存下来的一个很重要的原因吧。我们企业其实比较讲究一些经营的基本原理或者叫一些原则的东西。比方说我们以诚为本，那么诚实、诚信它是我们企业的核心价值观之一，而不是一个手段。对我们来说，",[888,972,212],{"href":902},"不是做给别人看的。比方说你欠人钱，那么你就要还钱，那么还人钱跟你以后还要不要跟这个人做生意是没有关系的。如果你说，我欠他钱我以后还要跟他做生意，所以我现在就要把钱还给他或者不还给他，那么这个就不一定是",[888,975,12],{"href":976},"\u002Fbenfen","和诚信的概念了。这种认识包括在每一个环节，包括你对消费者的承诺，包括你对员工的承诺，包括整个社会，包括供应商，包括你的客户，包括整个所谓价值链的每一个环节我们都是用这种",[888,979,12],{"href":976},"的观念。我觉得，长期积累下来其实这正是我们企业能够生存的一个很基本的道理。",[822,982,983],{},"主持人：你刚才所讲，诚信经营是第一位的，但是据我所知，在珠江三角洲，有的企业是反过来的，一个货款可以拖你五六个月，所以很多小的供应商都叫苦连天，有相当一批企业也就是因为连环拖欠给搞垮了。这种问题你是怎么解决的？",[822,985,986,988,989,991],{},[826,987,828],{},"：很简单，我们不拖欠。作为供应商体系来讲，但他为了获得一些竞争条件的时候，他会给你一些优惠，包括放一定的赎期，比方说一个月，两个月或者三个月。但是不管谈到什么样的赎期，我们公司的话，在这个正常的情况下，一定是会按期付款的。我们在前些年刚起步的时候，有过一段时间，资金比较困难，我们就曾经试过叫上我们的客户来说我们现在的情况是什么样子，有一些客户和我们打交道的时间比较长的，他对我们",[888,990,212],{"href":902},"度比较高，那么他就可以说那好我就收利息吧，我们给他利息一般都比银行还要高，甚至会高挺多的，比方说我们可以给到1.5%一个月。这样的情况，我觉得是一种公平的概念，我们拖欠不管是给对方有一个说法，也是有代价的。回过头来可能有人会问你，你资金不够，那你怎么办？我们企业其实也有一个很简单的说法，叫做你钱多就多做，钱少少做，没钱不做。这个问题其实解决起来就很简单，所以我们除了创办初期在资金上碰到过一些困难外，后面一直都比较顺利。",[822,993,994,995,997,998,1000,1001,1003,1004,1006],{},"主持人：在企业发展过程中，像段总这种现象，是很少见的，就是说能够从无到有，从小到大，可以做起一个",[826,996,883],{},"，同样也能够做出来一个",[826,999,835],{},"。那么人们在想，段总您是不是运气成分很高啊？是因为您赶到了好机会还是实力，造就了您再一次做响一个",[826,1002,835],{},"？我们有一位观众，昨天还给我打了一个电话，就问我，能不能让段总重新再来一次，三起三落，再做出一个比",[826,1005,835],{},"还要高的企业来？",[822,1008,1009,1011],{},[826,1010,828],{},"：哈哈。我想如果股东们和员工们都同意的话，应该是可以的。我觉得运气当然很重要，而且我也一直觉得我们运气比较好。有这么多人能够一起合作了这么多年，我觉得这个就是天时地利人和。人和是一个最重要的因素。我觉得我们企业能够走到今天呢，跟我们的人有非常大的关系，那人和里头除了有理念的东西以外，多少也有点运气。",[822,1013,1014,1015,1017,1018,1020],{},"主持人：刚才您讲到人和，当时有人曾经讲，你走以后，有一批",[826,1016,883],{},"的研发人才营销人才都跟着你走了，所以",[826,1019,883],{},"过了几年以后就消下去了。是这样的吗？",[822,1022,1023,1025],{},[826,1024,828],{},"：我走的时候带了六个人。",[822,1027,1028],{},"主持人：六个人？",[822,1030,1031,1033],{},[826,1032,828],{},"：恩。",[822,1035,1036],{},"主持人：是不是全是关键人物啊？",[822,1038,1039,1041],{},[826,1040,828],{},"：呃，我觉得每个人都可能是关键人物，我走的时候带走了六个人，是经过大老板同意的，也算是一个协约吧。因为我们出去以后想重新创办一个企业，所以当时找了3个研发部门的人和3个生产部门的人。本身原计划是修身养性，花个一年左右的时间，重新思考一下。但是碰到一个特殊的情况，就是新上任的接我手的这个总经理，他可能缺乏对原来经营班子的人的信任，我走了以后，他把许多人等于是赶了出来。所以后来社会上有个误传，是以为我把这些人带走的。这些人离开了以后又重新聚在了一起，其实把我们整个企业的发展规划也打乱了。我们最早是没有打算很快就做产品的，后来因为人多了以后，因为大家都共事过，在这种情况下我们在第一年的时候就开始做产品了。我原来跟老板也有过承诺的，我第一年内不会在国内市场跟他竞争同类产品，那么突然一下有这么多人，都是习惯于做同类产品的，所以，当时就逼得我们做了一年的外销。我第一年在1996年我主要是做俄罗斯莫斯科，做的是东欧的市场。",[822,1043,1044],{},"主持人：啊，做出口，据说你们做得也惊心动魄的，好像说是回来的时候，拿着麻袋子背着钱，有这事吗？",[822,1046,1047,1049],{},[826,1048,828],{},"：呃，有过一次啦。",[822,1051,1052],{},"主持人：掌声鼓励一下。那么是你把俄罗斯人骗了，还是俄罗斯人把你们骗了呢？",[822,1054,1055,1057,1058,1061],{},[826,1056,828],{},"：没有谁骗谁，只是当时因为汇款的",[888,1059,161],{"href":1060},"\u002Fqudao","非常不畅，你又必须要把钱拿回来，那么最后在非常紧急的情况下冒了一次险，但用的是大皮箱，而不是用麻袋。",[822,1063,1064],{},"主持人：哦，皮箱？",[822,1066,1067,1069],{},[826,1068,828],{},"：恩，有时候在电影里会看见一些黑帮，一个小皮箱里头装着美金，打来打去，当我们用的要比那种皮箱大得多。",[822,1071,1072],{},"主持人：是卢布吗？",[822,1074,1075,1077],{},[826,1076,828],{},"：美金。那是很久以前的事情了，说实话不值得一提，正常情况下也不应该那样做的。",[822,1079,1080],{},"主持人：那您觉得您的这种成功，是可以复制的吗？",[822,1082,1083,1085,1086,1088,1089,1091,1092,1095,1096,1095,1099,1102],{},[826,1084,828],{},"：我觉得企业经营的成功，其实跟某个人的关系并不是那么大。比方像我们企业很容易被人说成是",[826,1087,828],{},"怎么样怎么样，创造了两个两个",[888,1090,141],{"href":890},"如何如何。",[826,1093,1094],{},"但我觉得其实作为企业的主要负责人他最重要的是负失败的责任","，",[826,1097,1098],{},"因为他成功了一定是大家的功劳",[826,1100,1101],{},"但失败了呢一定是一个人的过错","。就从我个人的理解来讲是这样。因为他是靠很多人，靠一个整体的团队去做的，这就是我刚才说的人和。",[822,1104,1105],{},"主持人：段总，我们都知道百米赛跑是需要速度的，需要爆发力。可马拉松呢需要耐力和恒心。在企业的发展过程中，我们就发现很多企业百米赛跑速度很快，企业迅速做大，像我们看到的三株现象，爱多现象，但是呢它又迅速地倒下去了，包括巨人现象。这就是说，你是怎么处理均衡时速和超速发展这一对辩证关系的？你有没有遇到过难以驾驶的时候？有没有出现过忘乎所以的状况？",[822,1107,1108,1110,1111,1095,1114,1095,1117,1095,1120,1123,1124,1127],{},[826,1109,828],{},"：对企业的发展速度的理解，我基本上是用开车的感觉来说的，你一辆车，开多快，这跟你的车有关系，跟路况有关系，跟和你一块开的其他车也有关系。你不可以自己盲目地说我要开多快，它一定要根据当下的环境包括你的驾驶水平，精神状态来决定。",[826,1112,1113],{},"我觉得我们的文化里",[826,1115,1116],{},"有一个比较大的弱点",[826,1118,1119],{},"就是急功近利",[826,1121,1122],{},"好大喜功","。它觉得什么500强啊，于是想马上做大啊，就鼓动啊，到处想要获得社会的舆论支持啊。但是结果呢？很有意思的是，当你的家人得知你要开车出门的时候，一定叮嘱你的是要开慢点啊，注意安全。可这到了“企业出门”的时候就说开快点啊，撞死拉倒。这个时候我觉得很奇怪，所以我认为是一个开车的概念，快不一定就好，因为你每天都要开车，你要天天开，月月开，年年开，你就会发现，",[826,1125,1126],{},"关键是要能够安全持续的发展","。所以我们是把持续的发展放在了最重要的地位，把安全放在了最重要的地位。你上车首先要系安全带，要知道车的性能，要高度的集中注意力，然后控制一个合适的速度。当然你的车如果是好车，选择了比较好的道路，你可以适当的快一些。所以我想这个完全取决于经营人对企业的一种理解吧。",[822,1129,1130],{},"主持人：段总用汽车来比喻企业，用开车来比喻企业的发展，是一个非常形象的比喻。但是呢？人们往往想安全又想要快，就出现了这种矛盾，那么如何保持一个安全时速，又能保持一种领先地位。您对企业经营者有什么好的建议或者忠告？",[822,1132,1133,1135,1136,1139,1140,1095,1143,1095,1146,1149],{},[826,1134,828],{},"：如果是必须在安全和速度之间作一个选择的话，",[826,1137,1138],{},"我会毫不犹豫选择安全","。在安全的前提下，你想办法提高速度，我觉得这个是不矛盾的。我觉得目前有很多企业，之所以出现问题啊，是因为他把速度放在第一位，把安全不知道放在第几位了，或根本就不在乎安全问题，对，这样出问题是必然的，就是今年不出，明年也会出。",[826,1141,1142],{},"其实你看那些不幸的企业呀",[826,1144,1145],{},"虽然各有各的不幸",[826,1147,1148],{},"实际都是没有注意企业的安全发展问题","。有的企业基本理念可能不够强，但是抓住了某一个两个机会也会站起来了，有些人说这些企业管理者悟性比较高，基本功比较好。如果它能站住，就会成为一个好企业，它站不住呢，就会是昙花一现，所以我想我们绝对不希望做一个昙花一现的企业。",[822,1151,1152],{},"主持人：那么作为大企业来说是不是要随时有一个居安思危的意识？段总您对这个方面怎么看。",[822,1154,1155,1157,1158,1161,1162,1165,1166,1169,1170,1095,1173,1176],{},[826,1156,828],{},"：我曾在北京电视台做个一个节目叫《危急时刻》，问我说当危急时刻来临的时候有什么想法，我说如果危机时刻来临了我是不大会知道怎么办，",[826,1159,1160],{},"我们企业讲究的是危机意识","。这是说现在你开车，前面有一堵墙，200KM的速度马上就要撞到了，然后你现在问我要怎么办？我说我没办法，是啊，你就只有祈祷了！",[826,1163,1164],{},"最重要的是你要时刻有危机意识","、",[826,1167,1168],{},"安全意识","。我在公司里头啊，我一定要要求大家系安全带，我们公司的司机也是这样要求的。如果哪个人不系安全带，他有权拒绝开车。对员工，有时候你可以这样强制管理，但是最重要的是你通过这些小的行动去给他们灌输一种安全的意识，这个安全意识不管是在平时开车的时候，包括经营企业的时候你随时随地都要有一种安全的意识。安全意识就是你要意识到未来的安全，它是取决于你的生存和发展，如果你要是没有足够的发展，那就意味着你可能会有危机。",[826,1171,1172],{},"所以我想对于企业来说最重要的是一种危机的意识",[826,1174,1175],{},"就是时时刻刻你要意识到危机在前面等着你","。",[822,1178,1179,1180,1183],{},"主持人：现在做企业都有争老大的心态，就是说想做到第一名或者前几位，在前几年别人都说“敢为天下先”，而我们的段总当时就来了一句“",[888,1181,48],{"href":1182},"\u002Fganweitianxiahou","”，您提出这个观点是出于什么样的考虑，是不是想迷惑一下各个竞争对手，然后规避一下风险呢？",[822,1185,1186,1188,1189,1191,1192,1194,1195,1197,1198,1200,1201,1203],{},[826,1187,828],{},"：呃，迷惑完全谈不上。“",[888,1190,48],{"href":1182},"”它是一种战略，就是说，对一个全新的产品，我们一般不会贸然地进入，其实作为中国的企业绝大部分采用的都是这个战略。其实我觉得我们进入任何一个行业，进入任何一个市场的时候，我们的前提是一定要能够做到前两名。我看过一本书，我记得是《双",[888,1193,141],{"href":890},"原则》，就是说在一个成熟的产品市场，经过足够长的时间竞争后，一般能够存活下来的",[888,1196,141],{"href":890},"就只有两个。那么一般的规律是：第一名是第二名的三倍，第二名是第三名的三倍，第三名是第四名的三倍。那么你想想看，到了第四名基本上就不存在了，到了第三名的就已经是活得非常难受了，那么第二名呢是可以勉强盈利的。这种产品有一个很典型的案例就是可乐，在全球范围内就是两乐的天下。一般来讲，我做产品很讲究定位。在",[826,1199,883],{},"年代做的学习机，那一定是市场上占到老大的位置的。我现在的",[826,1202,835],{},"，企业在AV行业以DVD、VCD来算的话，我们一定是老大，在电话行业我想在无绳电话加普通电话的总量来讲我相信我们在国内也是老大，复读机我相信我们所占的市场份额，第二名恐怕还达不到我们的三分之一。所以这就是我们做企业的一个基本战术，这对于企业的健康发展还是很有意义的。你一定要去找到自己的定位，我们完全可以明天就去做汽车，后天去做牛奶，但是我们不去，因为我们找不到自己的优势。",[822,1205,1206,1207,1209],{},"主持人：我们的",[826,1208,835],{},"现在已经是做到了行业老大，做老大风险也是很大的，好多老大在长跑过程中都是跑不了终点就倒下了。现在您面临哪些大的风险？您有什么化解风险的好措施？",[822,1211,1212,1214],{},[826,1213,828],{},"：有一些风险是可以化解的，比如说管理的问题呀，只要你意识到了，就可以化解。也有一些风险呢是我们企业很难化解的，那么就是要靠运气了。比方说大环境的问题和WTO，我觉得这就对我们企业来讲就是一件很好的事情。WTO我们进了，我们企业就有机会了，否则的话可能15年后我们是必死的。加入了WTO以后，我们至少有机会可以生存下来，因为他那个规矩会逐渐规范，国家对企业提供的环境会越来越好，这样企业的未来发展就会变得更有机会。当然压力和挑战会变得更大，我觉得这个对我们来讲反而不是坏事。一个人没有挑战的话你会很快萎缩掉，你有一些压力就有一些挑战，所以要有压力。我们一些竞争对手，在讨论战略的时候，都会提到一些问题，竞争对手的策略会不会过于激烈？过于激烈你会把他们在很短时间内就打死，打死了，可就是坏事了，因为你就成了真正的老大啦，独步天下，没有人和你竞争，你就高枕无忧，很容易就变成温水里的青蛙，慢慢就被煮死了。所以我们在这个竞争策略上头一定要给竞争对手留有余地，如果你不留有一定的余地啊，你很快就把他打死了，那个未来死的人可能就是你自己了，所以这个完全是一种战略上的思考了。这个我还想申明一下就是大家不要误解我们是一个好好先生，我觉得关键是我们任何一个行业，当你占到领先地位的时候，你是要起到一定维护作用的，就是包括有时候需要让，有时候需要反击。但有时候市场竞争很残酷啊，如果说你是一味的让步，那么对方就会得寸进尺。所以你在适当的时候一定要给他一个很强烈的信号，像我们在行业竞争的时候，有些竞争对手，降价降到一定程度的时候，我们必须要跟进，而且我们的反击措施一般都会非常的强，所以这个是维护市场地位和维护企业健康经营的一个很基本的防范措施。",[822,1216,1217],{},"主持人：我想问这种局面能够维持多久呢？加入WTO以后，很多”狼“也来了，是吧。大狼来了以后也加入到这一块领域里头。我们现在国内的海尔、长虹过去也曾经在小家电里头领先，如果他们再插进来的时候，你还能够这样悠闲自得地看着别的树苗成长，同时控制住他们？",[822,1219,1220,1222,1223,1225,1226,1228,1229,1095,1232,1235,1236,1095,1239,1176,1242,1095,1245,1095,1248,1251,1252,1254,1255,1257,1258,1260],{},[826,1221,828],{},"：我对我们企业还是比较有信心的。我举一个比较简单的例子吧，比方说像DVD、VCD这个行业，虽然我们做得不错，在行业里头的排名也比较靠前，在座的人其实你们心目中所有的家电",[888,1224,141],{"href":890},"，你很难想出一个是没做过这个行业的。大家可以举例，然后我就只点头或者摇头，因为我不愿意在这种场合去提及其它",[888,1227,141],{"href":890},"，但是事实证明我们是专业化的。",[826,1230,1231],{},"最重要的是你要专业化",[826,1233,1234],{},"大并不重要","。比方说韩国曾经有一个公司，他打出来的广告是叫做“From Chip To Ship”，Chip就是“芯片”的意思，就是说从芯片到船我们都造。消费者看了这个广告后，什么也没看明白，然后呢没有人买他的东西，他大而无当，并没有任何意义。",[826,1237,1238],{},"所以我反对盲目提500强这种概念",[826,1240,1241],{},"只是说你做到500大而已",[826,1243,1244],{},"那么大而无为不等于你有生命力",[826,1246,1247],{},"最重要的是你要专业",[826,1249,1250],{},"要为消费者所认同","。我觉得我们企业在这方面呢做的还不错，我上个月刚从北京回来，中央电视台有一个叫做“消费者最满意的售后服务",[888,1253,141],{"href":890},"”的评比，评了10个",[888,1256,141],{"href":890},"，我们企业呢是排名第一。这个也是说明消费者对我们企业的产品、",[888,1259,141],{"href":890},"、包括经营策略啊，都还是比较认同的，谢谢！",[822,1262,1263,1264,1266,1267,1269,1270,1272,1273,1275],{},"主持人：大家认识",[826,1265,835],{},"无疑其中有一个比较重要的途径就是看到了广告，因为",[826,1268,835],{},"的广告是比较厉害的。所以有些人前两天就跟我讲，说是阿段的手段啊，无非就是提着钱袋子，每年都跑去央视打广告，是吧？反正你只要是看到那个夺标，那个招标会上绝对会有阿段的身影。所以说呢有部分人就觉得你的这个企业的",[888,1271,141],{"href":890},"是打广告打出来的。如果广告要停掉了，你的",[826,1274,835],{},"产品还那么好卖吗？对这个问题你怎么看？",[822,1277,1278,1280,1281,1283,1284,1286,1287,1289,1290,1292,1293,1295,1296,1298],{},[826,1279,828],{},"：我觉得如果真的是靠广告就能打出来一个",[888,1282,141],{"href":890},"来，那也太容易了。我觉得最重要的是产品，广告其实只是你经营过程中的一个环节，就像是一个水桶装水一样，你说我这个水桶特别好，能装特别多的水，因为我广告特别的长，没有任何意义的。最重要的是消费者对你产品的认同，我相信没有谁是说今天看完",[826,1285,835],{},"的广告后就跟犯了病一样，我就明天去买一台",[826,1288,835],{},"，否则我就活不下去了，不可能。他最重要的就是看完了后有个印象，他不会因此就决定要去买你的东西，只有当他觉得：哎，我想买一台DVD了。然后呢他跑去商场，他才会注意看过",[826,1291,835],{},"这个DVD的广告，对吧。先看看他的东西怎么样呢，他并不是说看完我的东西他就买了。他会在商场里面逛，比一比这个，比一比那个。但是商场里头可能有上百个",[888,1294,141],{"href":890},"，至少也有十几个。首先能够进入他脑海中被筛选的呢可能只是剩下三个到五个，然后这几个比下来他发现我们那个的确很好，他就会决定购买。所以他的购买行为其实是一个挺复杂的过程，挺长的，广告只是在里面起了一个很小的一部分作用。那么还有一个就是真正像我们调查的结果，因为看了我们的广告而买了我们的产品，在整个购买群当中占比不到20%。那么有70%多的人是通过朋友的介绍，通过邻居啊、朋友啊、隔壁左右的使用情况的反馈，包括口碑，包括很多其他",[888,1297,161],{"href":1060},"才会决定去购买的。所以我相信在座的每个人都是消费者，很少有人会因为看了一个广告去决定买一个东西。但是看广告，本身对你有一个帮助，你会在购买的时候作为选择之一列入你的察看清单里头。",[822,1300,1301],{},"主持人：那有观众说了，段总既然说广告不是主要的，产品是主要的，那么你们公司后期会慢慢考虑停下广告吗？停下广告后，再看看你们的产品又能卖得怎么样，毕竟你们公司的知名度已经很高了。",[822,1303,1304,1306,1307,1310,1311,1095,1314,1095,1317,1095,1320,1095,1323,1095,1326,1165,1329,1176],{},[826,1305,828],{},"：呃，这个我不敢。我可以跟大家说一个很简单的例子，",[826,1308,1309],{},"可口可乐","曾经试过这样做，它们好像在非洲试过停过一段时间的广告，销量下滑还挺严重的。",[826,1312,1313],{},"广告这个东西的确很重要",[826,1315,1316],{},"而且一直是营销环节中很重要的工作",[826,1318,1319],{},"但是呢",[826,1321,1322],{},"营销不过是企业经营当中一个环节而已",[826,1324,1325],{},"所以呢",[826,1327,1328],{},"你不能过分地突出",[826,1330,1331],{},"渲染广告的作用",[822,1333,1334],{},"主持人：目前在人们的生活中，确确实实有些广告是狂轰滥炸，打得实在是叫你忍无可忍。",[822,1336,1337,1339,1340,1343],{},[826,1338,828],{},"：我觉得广告是大家看电视的代价。",[826,1341,1342],{},"凡事都是有代价","。大家可以很简单地想一想，如果我们没有广告，大家在电视里头会看见什么呢？",[822,1345,1346],{},"主持人：看见电视剧？",[822,1348,1349,1351],{},[826,1350,828],{},"：什么都没有。",[822,1353,1354],{},"主持人：新闻联播？",[822,1356,1357,1359],{},[826,1358,828],{},"：不对，你错了，没有人掏钱，除非国家掏钱，对吧。就没有人给你做电视节目了，也没有人花得起钱给你拍新闻，大家就看一个屏幕，或者是几点几分几秒，完啦，对吧！你想，所有的节目，所有好看的节目从哪里来？它一定是通过电视台的经营，电视台的经营靠什么养活？要么靠收费电视，收费电视是可以的哇，像很多发达国家就是收费电视啊。你现在没有交钱，但是你交的是时间。你看一个节目，很烦，但是你也要看，不就是几十秒钟吗？另外，比方说有些广告送礼送来送去的这些，我觉得呢，从企业的角度来讲它一定是要评估的，如果他还在打，那他一定有他的合理度，就说明他的营业额还是不错的。反正不是他有毛病就是我们有毛病，对不对？",[822,1361,1362,1363,1365,1366,1368],{},"主持人：咱们段总，好像无论是经营",[826,1364,883],{},"还是",[826,1367,835],{},"，形象代言人好像都是武打明星。很多人讲，你的产品不就是名人效应加广告吗？如果你没有了这两招，还玩得转吗？",[822,1370,1371,1373],{},[826,1372,828],{},"：张惠妹是武打明星吗？周星驰是武打明星吗？呵呵，好像都不是吧。你的问题就有点像“你不就是会赚钱吗，你有没有本事不要赚钱啊，给我试试”。我就觉得比较难回答这个问题，我觉得呢，作为广告，我开始一再强调它就是企业经营当中的一个环节而已。所谓的名人对于我们公司来讲，不过就是我们的广告中间的一个演员。其实我们的广告呢，有的用的是比较有名的人，有的就不是。你比如我们的无绳电话系列广告就没有用一个有名的人，但是广告里的那个人（小男人）现在很有名。",[822,1375,1376,1377,1379],{},"主持人：我看那广告以后啊，",[826,1378,835],{},"电话机本来说想买一个，可最后没买。",[822,1381,1382,1384,1385,1095,1388,1391,1392,1394],{},[826,1383,828],{},"：恩，然后说不定你可能是买了个更差的。嗯，我觉得广告最重要的是大家要理解，",[826,1386,1387],{},"其实广告它的逻辑非常简单",[826,1389,1390],{},"就是你要用尽可能高的效率将你想传达给消费者的东西传达出去","。举一个很简单的例子，比方说我的广告中，用我或者用张三和用李连杰来比较，大家想想看，他引起关注度，你得到的记忆度和他的传播度是远远不同的。李连杰做一条广告或者说这个张惠妹做一条广告，那你的观众就是你所谓的受众，就是你的消费群，他看见了，记住了，那么那个广告的目的就达到了。比方说把我搁在里头，大家看到的就是有一个人剃着平头晃了几下，他干嘛呢？不知道，是吧。你看张惠妹出来我们很多同学都喜欢看啊，张惠妹给",[826,1393,835],{},"做复读机广告啦，这个概念一传播开，我就省了很多钱了。所以请名人并不是像有些人误解那样是多花钱，那是绝对的省钱。但是有一个前提是你要有规模，你说我总共就500万，全给了张惠妹啦，然后就自己人全在家里头看广告，那看了也白看对吧。所以说最重要的就是你还是要有一个般配的产品，我觉得有些东西它是经验，就说你要知道，你要是在制作上花了比较大的代价，那么它会收到什么样的效果，你会在投放上头省回来，所以我想其实说起来还是很简单的一个道理。",[822,1396,1397],{},"主持人：名人有价这个大家都是知道的，也有人说阿段请名人做广告间接的把这个费用转移到消费者身上了，所以他的产品卖得最贵。",[822,1399,1400,1402,1403,1095,1409,1095,1412,1415,1416,1418,1419,1421,1422,1424,1425,1427,1428,1430,1431,1433,1434,1436,1437,1439,1440,1442,1443,1445,1446,1448,1449,1451,1452,1455],{},[826,1401,828],{},"：大家一定要明白这个概念，就是",[826,1404,1405,1406,1408],{},"所谓的",[888,1407,141],{"href":890},"绝对不是因为它贵",[826,1410,1411],{},"也不是因为它有名",[826,1413,1414],{},"而是因为它的确好","。大家可以想想看，你不用想",[826,1417,835],{},"，你想你所有买的东西，所谓",[888,1420,141],{"href":890},"的概念体现在哪里，它价格高呢。一定有它的道理，但是绝不是因为它花了广告费。不管是什么东西吧，车也好，衣食住行所有的东西，它跟",[888,1423,141],{"href":890},"都是有着一定的关系的。大家去想想看，如果没有",[888,1426,141],{"href":890},"，这个世界将会是什么样。我们曾经经历过没有",[888,1429,141],{"href":890},"的时代，那么包括现在也是有同样的情况，包括我们买VCD，有很多杂牌机，就卖300元一台，对吧，那么很多人发现买杂牌机这种代价是最贵的。为什么呢？因为他隔两个月杂牌机坏了他还是得再买",[826,1432,835],{},"。本来",[826,1435,835],{},"是500元，杂牌机300元，结果呢买",[826,1438,835],{},"的人花了500元，他买了杂牌机的最后得花800元，因为他还是回家要看。那台机器坏了也没地方修，而且坏得很快，而",[826,1441,835],{},"呢就是万一碰到一台有任何问题，他还能给你修给你换。我觉得这就是",[888,1444,141],{"href":890},"的概念在里头了，如果杂牌和",[888,1447,141],{"href":890},"的东西一定是一样的话，那这个世界就不会有",[826,1450,1309],{},"、索尼、",[826,1453,1454],{},"松下","和飞利浦了。",[822,1457,1458],{},"主持人：现在市场中有这样一句话，不是大鱼吃小鱼，而是快鱼吃慢鱼。那么您有没有担心过被一个快速发展起来的企业给吃掉了呢？",[822,1460,1461,1463,1464,1095,1470,1095,1475,1095,1478,1095,1481,1176,1484,1095,1492,1095,1498,1095,1501,1095,1504,1176,1507,1095,1510,1095,1513,1095,1516,1095,1519,1095,1522,1176,1525,1095,1528,1095,1531,1095,1534,1095,1537,1095,1540,1176,1543,1095,1546,1095,1549,1176,1552,1095,1555,1095,1558,1176],{},[826,1462,828],{},"：如果你想开得很快不被人吃掉你自己也会撞车翻掉了。所谓快鱼吃慢鱼这种说法呢有，我们也不反对，而且我们企业其实发展速度并不慢。大家一定不要误解，",[826,1465,1466,1467],{},"比方我们经常讲企业一定要有",[888,1468,18],{"href":1469},"\u002Fpingchangxin",[826,1471,1472,1474],{},[888,1473,18],{"href":1469},"其实就是我们要按照经济规律办事情",[826,1476,1477],{},"我们不能好大喜功",[826,1479,1480],{},"不能急功近利",[826,1482,1483],{},"但很容易就被别人理解成说保守",[826,1485,1486,1489,1490],{},[888,1487,191],{"href":1488},"\u002Fjinquxin","也是",[888,1491,18],{"href":1469},[826,1493,1494,1495,1497],{},"就是说一个企业连",[888,1496,191],{"href":1488},"都没有怎么能生存得下来",[826,1499,1500],{},"这是企业最重要的",[826,1502,1503],{},"是你的使命",[826,1505,1506],{},"你的存在价值",[826,1508,1509],{},"你要快",[826,1511,1512],{},"那么你要知道为什么能够快",[826,1514,1515],{},"你要能够快",[826,1517,1518],{},"当然是一定要快",[826,1520,1521],{},"我是说在安全的前提下你要追求这个快速的发展",[826,1523,1524],{},"但是我们不能盲目地追求快速",[826,1526,1527],{},"其实在企业里头",[826,1529,1530],{},"有很多类似的概念包括像创新",[826,1532,1533],{},"很多人就是说我们要提倡创新",[826,1535,1536],{},"创新是一个非常危险的东西",[826,1538,1539],{},"你如果是为了创新而创新",[826,1541,1542],{},"你死得一定很快",[826,1544,1545],{},"但你可以想象一下",[826,1547,1548],{},"一个企业如果没有创新",[826,1550,1551],{},"它早晚也得死",[826,1553,1554],{},"所以",[826,1556,1557],{},"企业既要有创新有发展",[826,1559,1560],{},"又不能盲目地去创新",[822,1562,1563,1564,1567],{},"我不知道大家有没有注意看过那个《华为的冬天》的文章，那里头提出一个观点就是我在好多年前就提到过的：",[826,1565,1566],{},"反对盲目创新","。盲目的创新、盲目的高速都是非常危险的，但是不意味着你就可以不创新，不发展。什么叫安全，我呆在家里安不安全？当然安全，但是真的安全吗？作为企业来讲，你没有发展，一定是死路一条，是不是啊？你一定要出去，你该干活你就干活，你该开车上路你就开车上路，是不是。你上路一定要有合理的速度，那么合理的速度是什么？其实跟你的车，跟你的驾驶技术有很大的关系。",[822,1569,1570],{},"举个很简单的例子，我每天要到东莞上班，晚上要回到深圳，那我在路上的车程大概是半个小时。半个小时以什么样的速度计算出来呢？大概时速130KM，我那个车的速度上限就是130，那辆车我认为130是安全的，但如果一辆比方说几万块钱的车，你要开到130是非常危险的。所以呢，130也是安全速度，80也是安全速度，只是相对于不同的车来言。其实每一个司机在开车的时候，大多数人的安全意识都是非常强的。但是一旦做企业，一旦看别人开车的时候呢，很多人就忘了，所以我觉得我说的安全和你刚刚说的速度其实是不矛盾的。而且我们企业这些年的发展从纵向角度来讲，会比绝大多数企业都要快。至少，比方说，你刚刚提到了一些企业垮掉了，你觉得我比他们快吗？我当然是比他们快的。",[822,1572,1573,1574,1577],{},"所以，我觉得从这个角度来讲你就理解，这种快呢，不是说我明天就一定要赶上",[826,1575,1576],{},"微软","，后天就一定要超过索尼，那你是害我呢还是整我呢。你让我明天提出一个口号，超英赶美啊，或者是十五年超英赶美，这个是很典型的中国式的说法。你想想看，如果我们真的要做到那一点，我们就只能大跃进，回家砸锅卖铁，然后我们大炼钢铁，最后大家想想看，我们是快了还是慢了？我们这么多年，我们国家干了很多类似的事情，我觉得包括现在所谓的逼得大家去做去争500强，有点像大跃进。只是说，它不是全国范围，它是局部的某些企业。而这些企业不管现在它做多大，如果它还不明白自己的处境的话，它跟大跃进的结局不会有太大的区别，这是我的观点，我不能说是谁但我觉得挺危险的。",[822,1579,1580,1581,1583],{},"主持人：您刚刚也多次提到人和，",[826,1582,835],{},"公司里面有很多精英人才，您是靠什么样的人格魅力把他们紧密的团结在您周围的呢？",[822,1585,1586,1588],{},[826,1587,828],{},"：我觉得我本人谈不上有什么人格魅力啊。如果真有的话，那我在做企业之前，早就应该体现出来了。做企业最重要的我觉得还是靠那个规矩，靠你的理念。那么这些人，大家之所以愿意聚在一起，是靠彼此的信任。彼此的信任不是说我个人与你个人的信任，它涉及到企业的环境，包括它的规矩，包括你过去对承诺的兑现度。那么，只要你经营若干年，大家都共同合作，大家彼此的信任度是非常高的。",[822,1590,1591],{},"比如像我们企业，举个很简单的例子，很多人说我们应收率怎么处理，我们其实应收率非常低，但是我们放债非常多。很多人就觉得很奇怪，你放账多怎么可能应收少呢？我说，其实我们有额度地放，当时我们很多客户呢它并不一定愿意拿。因为放账是这样，你拿我的钱，没问题，对不起，你交利息，对吧？那么你把钱先打进来。在一种规矩的底下，而且这么多年都一直这样做下来，大家彼此的信任度都非常的高，所以大家就会在这样的氛围下聚在一起，共同地前进。",[822,1593,1594,1595,1597,1598,1600,1601,1095,1604,1176],{},"剔除战略因素以外，如果我不在，我们公司一样会经营得好，我对这个非常有信心，因为它是在一种规矩底下动作。当然也有人会提出这样的疑问，就是说，那你离开",[826,1596,883],{},"，为什么",[826,1599,883],{},"就不好了？那是因为他们把规矩破坏掉了，其实我走的时候，我们很多客户，我们很多员工都是很有信心留下来的。大家都不觉得有问题。但我走了以后呢，这个新上任的人可能操之过急，就是想你过去不管做得有多好，我们要比你更好，那么这个地方就出问题了。他把这个规矩给破坏掉了，大家的信任度就破坏掉了，员工之间的信任度，客户之间的信任度，供应商之间的信任度破坏掉了。",[826,1602,1603],{},"你整个价值链被打断了以后",[826,1605,1606],{},"企业出问题就是很正常的了",[822,1608,1609],{},[826,1610,1611],{},"未完待续！",[822,1613,1614],{},"观众：段总，我很赞同你那个企业如开车的理念。为了听您这个报告吧，我的车在路上刚出了一点毛病，就是现在可能还在交警部门，但这个车并不是我的原因，是后面的车追尾给撞坏的。那么我就这样问您吧，您的企业在这个过程中有没有遇上撞我车的那种企业，如果遇上了，您是怎么解决那个问题的？",[822,1616,1617,1619],{},[826,1618,828],{},"：我们也找交警啊，是一样的，跟你的处理方法是一样的。就是说你的运气不好，被人撞了车尾了，对吧。那我觉得呢第一你的车要有保险，对吧？你不买保险就上路这就是你的不对。第二是你打了安全带的，他撞你一下，顶多把你的车撞坏了，人还很好，其实你的车还能继续开，因为你一定不是很快。那么首先你是安全的，所以你还在这，对不对？所以我觉得你开车不管是跟你有关系，跟别人还有关系。如果在路上，大家都是这样乱开车的话，你是很危险的，所以，你一定要更小心。在美国和在中国开车的差别是比较大的，我在美国开车的时候我有时候特别不习惯。到了一个路口，那旁边有一辆车过来了，你就很想踩刹车，因为在中国这个时候，你一定要踩刹车，因为你不知道他会不会冲出来。但是在美国呢，规矩上规定你是不可以停车的，也不可以减速，因为你后面可能还跟着一辆车，你一定要通过。所以你这个假设的前提就是你要对规矩很信任，就是你要知道他是知道规矩的。如果他不知道，他冲出来，你就撞上他了，当然责任是他的。但生命是你的。但在中国不一样，中国这个时候，你一定要很老老实实的减速，哪怕是在广深高速公路上。有时候开着开着车，突然发现前面有个人在那里晃悠，而你很意外，如果你太快了，你就刹不住。所以，我觉得这个跟安全的理念也是不违背的，就是说，你一定要留意路况，留意车况，包括你自己的车本身，你踩不住刹车，你开得慢，有时候你一样会撞车的。",[822,1621,1622],{},"观众：段总，刚才你说你的企业有一个很好的规矩，使你的企业能够健康的发展。那么，所有的规则是肯定要符合这个市场规律，市场是不断变化的，那么在这个市场变化的同时，你的规则不变的话，你的企业还能健康长久的发展吗？",[822,1624,1625,1627,1628,1631,1632,1635,1636,1095,1639,1095,1642,1095,1645,1648,1649,1652,1653,1095,1656,1095,1659,1176],{},[826,1626,828],{},"：我不是说有规矩都不变，我们这个企业里面不变的是诚信，",[826,1629,1630],{},"就是说我们“以诚为本”这一条是永远不变的","。但是有些东西是一定要变的，为什么呢？因为环境在变，环境在变你就必须要变。前段时间我在这个中央台碰到",[826,1633,1634],{},"GE","的新任总裁伊麦特，他也是这样回答同一个问题，就是说你接任了韦尔奇，那么韦尔奇做的这些东西你会不会改变。他的回答非常简单：“环境在变，我们一定要变，但是我们不变的是诚信。”我觉得我们企业多年以来，也是这样一个理念，没有什么东西是可以一成不变的，除了诚信。就是说，你作为一个企业最基本的基石啊，你一定要坚守，但是作为一些其他的小的规矩啊，我觉得是可能考虑改变的。但是你变呢一定要有变的道理，我们不为了变而变，就是我们不为了创新而创新。我刚刚说，",[826,1637,1638],{},"你一定要创新",[826,1640,1641],{},"企业不创新",[826,1643,1644],{},"你一定必死",[826,1646,1647],{},"但是你不能盲目地去创新","。你任何一个规矩的改变，一定要有道理。但有一样，你做市场，最简单的前提就是你是",[888,1650,53],{"href":1651},"\u002Fxiaofeizhedaoxiang","，消费者的观念改变了，消费者的要求改变了，你一定要跟着变，你不变消费者他就不要你的东西了。所以我觉得，",[826,1654,1655],{},"其实你跟着消费者变",[826,1657,1658],{},"就是一个很简单的例子",[826,1660,1661],{},"但是消费者永远不希望你的诚信改变",[822,1663,1664],{},"观众：段总，你好。你们公司里面，你是掌握大方向的，具体做事的还是下面那些人吧。以现在流行的方法管理，就是让大家都把公司的事当自己的事情来做，就会做得最好，是吧？但是在这个做事的过程中间，他就有些规矩不能遵守，倚老卖老的事情也有很多，我不知道你会怎么去管理或者协调这些关系。",[822,1666,1667,1669,1670,1095,1673,1095,1680,1095,1683,1686],{},[826,1668,828],{},"：假如有一个小偷，你肯定说他不能偷东西，是吧。但是你抓到了小偷，我们把他拉出去枪毙，肯定不合适。所以说，关键是你的规矩能不能管到这一块。比方说抽烟，如果抽一次烟罚款50元，你就罚他50元完了。如果罚100，你就罚100元。如果他这个官比较大，可以随便抽，你就让他抽得了，就这样。关键是你的规矩是管到什么程度，如果你的规矩是抽烟就被开除，那就对不起，只能开除了，跟他现在在公司里头有多重要没关系。但是你定规矩的时候，你不会把抽烟这个东西给它上纲上线，说凡是抽烟我们就拉出去枪毙，那倒是没有人抽烟了，你企业也完了，因为当你这么立规矩的时候，说明你这个企业非常的不人性化。",[826,1671,1672],{},"其实我觉得从管理上来讲",[826,1674,1675,1676,1679],{},"规矩是属于",[888,1677,135],{"href":1678},"\u002Fqiyewenhua","的东西",[826,1681,1682],{},"就是说当大家都认同一个目标和价值观的时候",[826,1684,1685],{},"你的效率一定是最高的","。麦肯锡有个7S，就是7个S一定要朝一个方向走，那么，这个你能够做到这一点，当然是最好的企业。其实企业一定有它的管理的规范，不能因为违背规矩，你又觉得难以下手，你就不敢去做。如果你不做，你企业早晚就得玩完，你做了你可能现在完蛋，但也有可能你还能生存下去，那你就要做一个选择了，有时候的确是会碰到这样的情况。",[822,1688,1689],{},"观众：如果说你真的罚他50元，他做事可能就不那么卖力了，不积极了，那怎么办？",[822,1691,1692,1694,1695,1095,1698,1095,1701,1095,1704,1095,1707,1095,1710,1095,1713,1095,1716,1095,1719,1095,1722,1095,1725,1095,1728,1095,1731,1176,1734,1095,1737,1095,1740,1176,1743,1095,1746,1095,1749,1176],{},[826,1693,828],{},"：不卖力你就换掉他啊，因为规矩你一定要执行。",[826,1696,1697],{},"管理它有一个很基本的道理叫做公平而强硬",[826,1699,1700],{},"公平的概念就是说",[826,1702,1703],{},"你一定要一视同仁",[826,1705,1706],{},"不能因为你是总统你就可以随便杀人",[826,1708,1709],{},"那还得了对不对？但是",[826,1711,1712],{},"一定要强硬",[826,1714,1715],{},"就是说",[826,1717,1718],{},"你公平地对人人平等",[826,1720,1721],{},"当有人违背规矩的时候",[826,1723,1724],{},"一定要执行到每一个人",[826,1726,1727],{},"这叫做“Law by Law”",[826,1729,1730],{},"就是叫做法制的概念",[826,1732,1733],{},"要用法律监管所有的人",[826,1735,1736],{},"企业一定是要这样的法制",[826,1738,1739],{},"没有法制",[826,1741,1742],{},"企业一定是走不长的",[826,1744,1745],{},"当然你可以靠某个人或某个天才能够延续一段时间",[826,1747,1748],{},"但它不是一个长期有序经营的概念",[826,1750,1751],{},"它只是一个做生意赚钱的概念罢了",[822,1753,1754],{},"观众：我认为作为一个企业家来讲，基本的素质应该是一样的。我今天就是因为看到您，我觉得真正看到了一个优秀的企业家，所以我就想您从您的成长经历方面谈谈如何做一个优秀的企业家。",[822,1756,1757,1759,1760,1767,1768,1770,1771,1774,1775,1095,1778],{},[826,1758,828],{},"：我是优秀的企业家吗？其实我不知道，这个要问我们的股东，而且可能要等到盖棺定论的时候，是吧？那么我对企业理解就是你能够达到股东要求的，经营企业的那个主要负责人，其实就可以成为一个企业家。企业家不仅仅只是为了股东的回报而存在，还跟这个企业的所谓的mission，就是它的使命有关系。所谓企业的使命指的是企业存在的价值，你企业达到了存在的价值，那么说明你完成了使命，那你就是一个好的企业管理人，那么他是不是叫企业家，我不知道，因为我不知道企业家的定义是什么，是因为他做得大呢，还是因为他亏钱亏得多呢，还是因为他赚钱赚得多呢。在美国有一所大学，康斯索丁还是哪所大学有一个统计，统计出来的结果，",[826,1761,1762,1763,1766],{},"说世界500强里面的CEO所具备的素质里面共同的一点就是“",[888,1764,217],{"href":1765},"\u002Fzhengzhi","”","。除了这个以外，其他的东西都不一样，比方说有些人创新能力很强，有些人他不是那么强的人，他也可以做一个很好的企业。比方经营麦当劳这样一个公司的人和经营英特尔公司的人，他的素质可能完全不一样，但是你不能说麦当劳是好公司，或者你不能说英特尔不是好公司。你想，比尔盖茨的性格和我的性格肯定是不一样的，但他是个好企业家，我可能也是，只不过是我的企业比他小而已。对不对？那你环境也不一样，所以我不是很想去做这种定位，我觉得这是某些搞理论的人很关心的东西，比方说搞个什么机器人出来，就像把张三的眼睛，李四的鼻子拼在一块，做成一个美女，永远找不到的这样一个美女，我觉得没有任何意义。至于经营好企业这一块，我可以讲我对所谓的企业经营者的一些基本理解。他首先是",[888,1769,217],{"href":1765},"的，诚信的，还有一个就是它是能够吃得了苦的，要有",[888,1772,197],{"href":1773},"\u002Fnaixin","，要有百折不挠的精神。然后呢，剩下的我觉得都不重要了。所以只要大家有诚信，每个人都可以做企业家，其实企业家不神秘，他很简单，但不容易。所以我一直希望大家理解这一点，就是",[826,1776,1777],{},"简单",[826,1779,1780],{},"不等于容易！",[822,1782,1611],{},[822,1784,1785,1786,1788,1789,1791],{},"主持人：好，我们还是和大家进一步交流。段总，现在",[826,1787,835],{},"做得有一定的规模了，也有一定的",[888,1790,141],{"href":890},"知名度和影响力。就有人讲，咱们段总从这个无绳电话机、复读机、DVD能不能上升到搞点大家电，是吧？做做冰箱啊，彩电啊，手机啊之类的。你们有没有这方面的打算？",[822,1793,1794,1796,1797,1799,1800,1802,1803,1805,1806,1808,1809,1811,1812,1814,1815,1095,1818,1095,1821,1095,1824,1095,1827,1095,1830,1095,1833,1836],{},[826,1795,828],{},"：关于打算，我不能告诉你我没有，我也没法告诉你我有。最主要的是要根据你企业的经营的战略和战术来决定，如果根据你一般的原则，你可以做，能够进入这个行业，能够在这个行业获利，能够满足消费者的需求，我能够找到自己的位置，我为什么不做？但是，如果说我们仅仅是有块",[888,1798,141],{"href":890},"，今天我们做",[826,1801,835],{},"VCD，明天做",[826,1804,835],{},"牌牛奶，后天做",[826,1807,835],{},"衣服，那可能就叫做盲目的",[888,1810,141],{"href":890},"延伸，我会在战略上犯很大的错误。所以我们肯定不会说",[826,1813,835],{},"企业永远就是做DVD的，DVD哪怕一台都卖不动了，我们坚持，每年要做100万台，我不是找死了吧？刚刚那位观众朋友提到的，就是",[826,1816,1817],{},"环境在变",[826,1819,1820],{},"消费者在变",[826,1822,1823],{},"我们一定要跟着改变",[826,1825,1826],{},"因为企业是要靠卖产品才能够生存下来的",[826,1828,1829],{},"你卖产品是一定要卖给消费者的",[826,1831,1832],{},"所以消费者对你有什么要求",[826,1834,1835],{},"在理论上就要尽量的去满足他们","。所以我想这个不需要去做一个特别死性的定位，说我们一定要怎么样，或者一定不怎么样，但最重要的，我刚刚说的不变的是诚信！",[822,1838,1839],{},"主持人：我们看到一个现象，现在这个家电行业多元化的现象是非常普遍的，做彩电冰箱的也忙着做微波炉啊，做洗衣机啊，甚至做传真机。有的也开始进军到小家电行业里来，也就是开始向您这块的领域步步紧逼，如果您老是固守在您的这块阵地上的话，您能固守多久呢？这一亩三分地还能不能守得住？",[822,1841,1842,1844],{},[826,1843,828],{},"：谁固守了？！",[822,1846,1847],{},"主持人：看起来您在固守。",[822,1849,1850,1852,1853,1855,1856,1858,1859,1095,1862,1095,1865,1095,1868,1095,1874,1095,1880,1095,1883,1176],{},[826,1851,828],{},"：我天生就是做VCD的吗？呵呵，不是吧，我以前是卖学习机的啊，对吧！然后才是卖电话，卖复读机，后来又有了DVD啊，这怎么能说我固守了？我们做国内市场总共才五年啊，我们已经有了三个产品系列做到了市场第一，所以我们首先不是一个固守的概念。那么最重要的是你需要做什么，你想清楚，就是说你会不会开车，这是第一；水平怎么样，这是第二，那得说我这个不会开车我非要开车还要开一辆好车，开得很快，撞墙翻掉了，那是另外一回事。我相信我们在企业经营过程中，我们自己会考虑这些事情。所以，我不会说我们将来不会有新的产品出来，但不意味着我们明天拎着两台空调回去就做了，后天又拿着“大哥大”也开始卖了，再后天发现这个净水器也卖得好，我们就改搞",[826,1854,835],{},"净水器了，最后你要说非常可乐也不错，咱们就搞个",[826,1857,835],{},"可乐啊，那就真的很可乐。所以我觉得你自己要有自己的战略战术，你要知道你自己在干什么，而不是为了追求盲目做大。你刚刚说，为什么不做大家电，因为它营业额很大，如果因为营业额大，你就做，你就死定了，对不对？",[826,1860,1861],{},"如果这个行业它是一个夕阳行业",[826,1863,1864],{},"如果这个行业它已经形成了很大的巨头",[826,1866,1867],{},"你花的代价会非常的高",[826,1869,1870,1871,1766],{},"经济学里头叫“边际成本”或者叫“",[888,1872,115],{"href":1873},"\u002Fjihuichengben",[826,1875,1876,1877,1879],{},"就是说你",[888,1878,115],{"href":1873},"会非常的高",[826,1881,1882],{},"或者说你边际效应非常低",[826,1884,1885],{},"你就不应该去做",[822,1887,1888],{},"主持人：那您对企业多元化发展是怎么看的呢？好像现在很多企业，特别是家电企业都在追求多元化发展。",[822,1890,1891,1893,1894,1095,1897,1900,1901,1095,1904,1165,1907,1910,1911,1913,1914,1916,1917,1919,1920,1922,1923,1925],{},[826,1892,828],{},"：我本人反对盲目的多元化，",[826,1895,1896],{},"反对多元化的意思并不是说多元化一定不好",[826,1898,1899],{},"是你不能够盲目的多元化","。很多人就觉得我这个鸡蛋放在不同的篮子里头我更安全，你想想看，我们在座的每个人手里拎8个篮子，你每个篮子里面放5个鸡蛋，你看看你保不保得住。那肯定不如一个篮子里面放40个鸡蛋安全。但是，当你现在有100个人，你就一个篮子里装5000个鸡蛋，那很危险，你不如让100个人，一个人拎50个鸡蛋，那这样就挺安全的。所以，",[826,1902,1903],{},"这个所谓的多元化",[826,1905,1906],{},"是根据你的能力",[826,1908,1909],{},"实力和你所处的环境去决定的","。比方说世界上有一个企业非常有名，做多元化非常成功的一个企业，那就是",[826,1912,1634],{},"（美国通用电气公司）。",[826,1915,1634],{},"它从事很多个行业，它在每一个行业都是名列前茅的，它的做法当然跟他们那个大环境有很大很大的关系。作为",[826,1918,1634],{},"的总裁很简单，企业如果做不好，就把它关掉，或者把它卖掉；如果企业好，就又把它给收购进来。如果政府或者政策允许他买的话，如果价格又合理的话，他就可能把它买进。所以",[826,1921,1634],{},"就是用它强大的",[888,1924,135],{"href":1678},"，强大的企业管理，加上他的这种经营策略，做得非常的好。它有家电，有金融，有保险，有很多行业我都数不过来了，但是你发现它十几个行业里头，每个行业它都做得非常成功，而且盈利非常好。所以我觉得不能够简单的断定一件事情，或者某个企业要不要多元化发展，其实每个企业都有他不同的特点和所处的环境。",[822,1927,1928],{},"主持人：大家都知道我们中国申奥成功了，足球也出线了，加入WTO这个任务也完成了。外经贸部的龙永图部长曾经打了个很形象的比喻，他说什么是WTO呢，就是过去我们在一个商场里面，因为没有我们的席位，所以我们只能在商场外边摆一个小摊，现在加入WTO以后呢，你可以在这个商场里面去摆摊位去了。段总您是做企业的，那么从您的角度来说，那么中国在WTO入世以后给企业带来最大的变化是什么呢？",[822,1930,1931,1933],{},[826,1932,828],{},"：在座的各位有感到加入WTO的变化了吗？没有，我相信没有人感觉到。",[822,1935,1936],{},"主持人：还没有感觉到加入WTO的感觉。",[822,1938,1939,1941],{},[826,1940,828],{},"：还没有这么快。",[822,1943,1944],{},"主持人：但最近那个汽车开始降价了哦，而且降价比较厉害，这个有没有感觉到？",[822,1946,1947,1949,1950,1095,1952,1954,1955,1957,1958,1960,1961,1963],{},[826,1948,828],{},"：那个是一种压力，其实也不是因为WTO啊，我觉得是这样的。WTO对于中国来讲的话，它整个规矩都改变是需要一定的时间的，可能要5年到15年，也有可能更长的时间。所以，我觉得你刚才说的龙永图的那个比喻还是比较形象，就是说给了你一个摊位，那么，现在第一你要不要进去，第二你要不要装修，第三你摆什么东西在那卖，第四有没有人来买，没有人买，你请两个人站在那里你还要花钱呢，还不如不去呢。那么我觉得对于我们企业来讲呢，WTO对我们一个最大的好处就是它的压力。大家都知道未来要变了，我们一定要提前做好准备。这些年我们其实不是从加入WTO才开始这样做这些事情，其实很早以前我们就已经开始，就是所谓的加强内功的概念，提高企业自身的素质，包括你的管理体系，包括人员的培训，包括对整体环境的掌控，甚至包括走出国门的概念，包括跟国外的这些合作等等。在我们能够去，能够站得住的地方，我们也开始做一些这样的工作，但是我们这些东西不会是很盲目的。比如我们要做出口，我们要做国际化，就明天到美国开间公司，后天到德国买个楼啊，然后产品还没有到，反而钱已经花光了，我觉得我们企业大概不会去干这些事情。所以呢，它是比较缓慢的。举一个很简单的例子，就是我们花了一年多的时间起了一个英文的",[888,1951,141],{"href":890},[826,1953,835],{},"拼音就是BBG，而BBG又没有注册，因为它像是BBC。我们用的是BBK，那么BBK只是作为我们一个代号，但是不是作为我们的",[888,1956,141],{"href":890},"。那么，我们想走国际化市场的话，是专门请很专业的公司花了一年的时间，也花了非常多的钱，设计了一个英文的",[888,1959,141],{"href":890},"，现在正在全球范围内注册。这个也是我们做国际化的一个很重要的一个象征，因为起一个名字很困难很困难，我们不能自己起名字，你觉得很好，但老外看不懂，读也读不出来，或者是到了德国能读，到了法国又读不出来，而你就发现很吃亏。那么我们在这方面花了很多功夫，从这个名字的语义到法律意义到各方面的测试，前后花了将近有一年半的时间。中国绝大部分企业其实是没有在这方面做工作的，我相信我们对",[888,1962,141],{"href":890},"的理解，对未来的理解，是比大多数国内的企业想得稍微远一点。但是WTO对我们来讲，既是一个机会，也是一个挑战，挑战会越来越多的，非常强大的竞争对手会来到我们眼前。如果我们在三五年之内不能达到他们的那种水准，在我们所参与的行业里头，我们可能就会落败。所以，我觉得对我们来讲，压力还是挺大的，这肯定不是一件容易的事情。",[822,1965,1966,1967,1969],{},"主持人：作为企业来讲，那么管理水平也要和国际企业来进行接轨了？从",[826,1968,835],{},"的管理上来看，段总，您觉得有没有差距？如果有差距的话，您有什么对策？",[822,1971,1972,1974,1975,1977,1978,1980,1981,1983],{},[826,1973,828],{},"：如果从整体的实力上来讲，我相信我们是肯定有差距的，但是从各个产品的表现来看，我们确实很多地方做得跟这些大",[888,1976,141],{"href":890},"很接近了。举个很简单的例子，比方说像VCD、DVD，大家可以先看市场的价格，我们的产品的销量、价格在各个方面和国际大",[888,1979,141],{"href":890},"的差异其实是非常小，而且我们在数量上是比他们要多的。我可以跟大家讲，我们境外的两个市场打得非常成功的一个是香港，一个是泰国。在跟先锋的竞争，跟索尼的竞争，跟西门子的竞争当中，我们一点也不输。所以对我们来讲，也是一个比较大的信心。我们以前也是在想，因为有人说走出国门啊，走向世界，说得很虚，那我就想我们先做做我们眼前的这几个市场，如果我们香港都站不住，去那呆个一两年，三拳两脚就被打回来了，我哪儿都去不了了。我们这个“经营天下”这个天，就是咱们中国的天，其实就很小。那么我们从目前的角度来看呢，我觉得还是有机会的，就是我们的产品在市场目前短期的表现来看，这一年多，还是很不错的。但这个不意味着我们将来就一定会很好，但是至少给我们一个很强大的信心，就是产品的表现上面，我们就有机会做到跟所谓的国际大",[888,1982,141],{"href":890},"差不多的这种水平呀，所以我想在未来的话，我们应该还是有很多机会的吧。",[822,1985,1986,1987,1365,1989,1991],{},"主持人：段总，不管是经营",[826,1988,883],{},[826,1990,835],{},"，您都是做得非常成功的。您作为一个成功者，能不能讲讲您成功的一些经验？或者说是给大家传授一下您做企业的最根本性的东西？可以教大家几招吗？",[822,1993,1994,1996,1997,2000,2001,2004],{},[826,1995,828],{},"：根本性的东西就是我刚才反复说的，",[826,1998,1999],{},"我们企业不变的是诚信","。经营企业的道理非常简单，但你要坚守这一点非常的难。就像一个运动员一样，说起来简单，你要刻苦训练，但是做起来真的很难，",[826,2002,2003],{},"简单和容易一定不是一回事","。当然有了刻苦训练不一定就能成功，你一定要有好的教练，要有足够的悟性，还有有一些机会和运气，但是你如果离开了所谓刻苦训练一定是不行的。当然也有人可能会提出反对意见，所有人骗钱了也赚到了很多钱，但那个不叫经营企业吧。对吧，我觉得我说的不是赚钱的办法，赚钱的办法外面有的是书。我觉得最重要的是我对企业的理解，我觉得我们企业能够走到今天也是在这个最基础的地方起来的。当然你说其他诸如的市场啊，经营啊，生产啊，营销啊，设计啊，这些都是企业基本功的东西，你必须要做的就像说的所谓刻苦训练的东西是一样的。所以要说什么特别的东西我觉得没有，企业这个东西真的就是很简单。所以大家千万不要希望能听到有什么绝招的东西，我觉得任何人口里其实都没有。大家说出来的东西其实都差不多，你去问比尔盖茨也好，张瑞敏也好，他们都是说企业其实很简单，但是你要做好其实很难很难。那么然后再说什么，没啦。所以我觉得说来说去还是没说什么，非常不好意思。",[822,2006,2007],{},"主持人：那么您觉得，作为一个最成功的企业家是不可以去复制别人的吗？",[822,2009,2010,2012,2013,2015,2016,2018,2019,2021,2022,1095,2025,1095,2028,1095,2031,1095,2034,1095,2037,1095,2040,1095,2043,1176,2046,1095,2049,1095,2052,1095,2055,1095,2058,1095,2061,2064,2065,1095,2068,1095,2071,1095,2074,2077],{},[826,2011,828],{},"：复制这个东西不要盲目的反对，我觉得最重要的是你要有学习能力。我跟大家举一个很简单的例子，其实我很多东西我是不懂的，我们最早开始做企业的时候，在",[826,2014,883],{},"时就有人给我提出来，你为什么不自己开个广告公司呢？你们每年拍那么多广告，那广告费足够养活一个广告公司了，而且当时我的那个乐百氏的朋友就自己开了一个。我就跟他说，我绝对反对，我记得他那个叫“今日传播”还是叫什么，我告诉他如果他认为这个可行的话，那么现在世界上最大的广告公司应该是",[826,2017,1309],{},"广告公司，应该是万宝路广告公司，结果发现都不是。那么他们那么大的广告投入，他们都不愿意自己去成立一家广告公司，我就不做。那我这个其实从某种角度来讲就是一种复制。可是其实我根本就不知道我什么就不做了，但是我就不做了。为什么呢？这就是",[888,2020,18],{"href":1469},"的概念。",[826,2023,2024],{},"任何事情我不想捡便宜！所以我做生意这些年来很少被人骗",[826,2026,2027],{},"很多人就说哎怎么这么难骗到你啊",[826,2029,2030],{},"我说很简单",[826,2032,2033],{},"我不贪便宜啊",[826,2035,2036],{},"被骗的人都是因为很想贪便宜啊！我反对全力以赴",[826,2038,2039],{},"什么时候都拿自己的全部身家赌上去",[826,2041,2042],{},"你要这样你就不是一个好的企业家",[826,2044,2045],{},"所以你要留有余地",[826,2047,2048],{},"当你有一个好的想法",[826,2050,2051],{},"想尝试的时候",[826,2053,2054],{},"你一定要想到",[826,2056,2057],{},"万一失败你承不承受得了",[826,2059,2060],{},"如果你能够承受",[826,2062,2063],{},"尽可能去尝试","。比方说，我现在有了三个方向，三个方面一年假设我能够赚100万，我现在有个项目要去尝试，如果失败的话，我会亏10万，无所谓啊，因为我还能赚100万啊，我还亏得起；如果我这个身家是1000万，一旦做某个项目失败就亏掉2000万，永远没有回头的日子了，没有回头的机会了，不管这个机会是多么的诱人，你一定要三思而后行。所以有的项目给你的时候，都是告诉你好的不得了，不得了的赚钱，你千万不要相信真有那么好。",[826,2066,2067],{},"你相信的就是你一定要通过你的功夫",[826,2069,2070],{},"要付出才有回报",[826,2072,2073],{},"不要有任何赌博的心态",[826,2075,2076],{},"千万不要想捡便宜","。我觉得我对企业的理解是这样的。",[822,2079,2080,2081,2083],{},"观众：段总您好，我在网络上看到了段总说你们企业不会提中国的",[826,2082,1454],{},"，只会提1年的目标，2年的目标，3年的目标。当有人问你会不会提5年的目标的时候，您说咱没那个水平。但是我认为一个企业的老总，还是应该要有一定的远见和创新能力的，这一点您看是不是有一点矛盾？",[822,2085,2086,2088,2089,2091,2092,2094,2095,1095,2098,1095,2101,1176,2104,1095,2107,1095,2110],{},[826,2087,828],{},"：我想你可能记错了哈。我们很早就提出，我们要做中国的",[826,2090,1454],{},"，但是我说过我一直觉得很遗憾，是从没有人问过我，说你打算要用多少年。你理解这个意思吗？就是说你要做中国的",[826,2093,1454],{},"，你可以说是一个雄心壮志，但是如果有人问我，我会告诉他可能是50年，也可能是150年，我们叫愿景。但是很多人问到另一个问题，就是你3年后企业要做什么，5年后企业要做什么，我说对不起我不知道，因为企业要变啊。我现在说我们5年以后一定要做出来什么东西，可市场它会变，所以这个我是不知道的。但是企业一定要有计划，要有战略的目标，一定要有愿景。愿景他可能指的是75年到80年的，那么每年的叫做目标。3年的愿景，5年的愿景，20年的愿景非常重要。有些愿景是比较著名的，比方说60年代耐克的愿景是“打败阿迪达斯”，他做到了；索尼在50年代的愿景是什么呢？是“改变世界对日本产品的劣质印象”，就是说他要世界觉得日本的产品是优质的。大家想想看，他做到了没有，那可是非常鼓舞人心的一个东西。但是现在索尼的愿景还是这个吗？它一定不是啦，耐克的愿景还是这个吗？大家可以去看看，它早就已经改变了。但是使命的东西不一定变，因为使命就是你这个企业存在的意义和价值，它会时间更长一点。所以一个企业家，一个企业经营者一定要有眼光。你要没有一个很长远的眼光，企业一定是坚持不下去的。所以，",[826,2096,2097],{},"我认为如果你是一个纯粹的理想主义者",[826,2099,2100],{},"你一定死得很快；但是如果你是一个纯粹的现实主义者",[826,2102,2103],{},"你一定发展不起来",[826,2105,2106],{},"所以你一定要理想主义和现实主义相结合",[826,2108,2109],{},"你既要认识到现实的东西",[826,2111,2112],{},"你又要有一个长远的想法！",[822,2114,2115],{},"观众：请问段总，商业战争当中的价格战是不可避免的，您是怎么对待这个问题的？",[822,2117,2118,2120,2121,1176,2124,1095,2127,1095,2130,2133],{},[826,2119,828],{},"：没有竞争的地方，",[826,2122,2123],{},"就没有价格竞争",[826,2125,2126],{},"凡是竞争越激烈的地方",[826,2128,2129],{},"就说明市场越好",[826,2131,2132],{},"所以我们不惧怕","。至于怎么去应对它，每时每刻每个产品，每一个对手可能都不一样。我不会说我碰到价格战，我们立马就要怎么做，我其实是不知道的，因为这么多年来大小价格战次数我已经数都数不清楚了。企业首先一定要知道自己产品的卖点是什么，你吸引消费者的东西一定不单纯是价格，但是别忘了价格永远是一个很重要的因素。说我这个东西好，所以我就卖高价是吧，你说一瓶水，好东西啊，名牌，10000块一瓶，你永远都卖不出去啊。你说这个娃哈哈的水，我跟宗庆后很熟，怎么看也得给他面子，没人买，一年我买他一瓶吧，但是宗庆后他不会这么傻，他知道这个水该卖多少钱，他不因为是名牌，他就无缘无故地卖高价。但是你去注意他的水，比一般的杂牌水一定会贵，贵多少钱呢，很少，一毛到两毛钱，很正常啊，无所谓。这个就是价格战对他的影响，他天天都碰到各种价格战，跟我一样。所以我觉得价格战对好企业没有太大的影响。但是你说他会不会应战，我跟你说，他一定会，但是他用不同的形式，不一定要用价格，但也不排除用价格。所以我觉得只能很简单地来回答你这个问题。",[822,2135,2136,2137,2139],{},"观众：我想向段总提个最简单的问题：我们",[826,2138,835],{},"能够发展到今天，核心文化理念是什么？可以向所有《经营天下》里的企业家提一句最中肯的忠告吗？谢谢。",[822,2141,2142,2144,2145,2148,2149,2151,2152,1095,2155,2158],{},[826,2143,828],{},"：我们最基本的核心的东西其实就是诚信。那么当然还有一些呢，因为现在是这样，我们正在拟定的过程当中，拟也花了很多时间了，可能有半年了，我们想把它写成比较完善的文字，那么目前我暂时不想说，",[826,2146,2147],{},"但是最重要最核心的东西就是诚信","，那其他无非就是这个类似于品质啊，创新啊，团队啊，类似这样的东西。但是我们一定要把它想清楚，到底是什么东西在我们企业当中是最重要的，因为你是一个",[888,2150,135],{"href":1678},"，一个核心价值观你是不可以写出20条，最后谁也记不住。最重要的是你一定要找出3条、4条、5条，然后你可以传播。",[826,2153,2154],{},"因为一个文化如果你不传播到每个人的心目当中",[826,2156,2157],{},"它没有任何意义","。那么你刚刚提到的第二个问题，忠告这个东西我看还是免了吧，我哪有这个本事啊，给天下的企业家去提忠告，那还不三拳两脚地被人家打回来了。",[822,2160,2161],{},[826,2162,1611],{},[822,2164,2165,1176],{},[826,2166,2167],{},"目标不是人生的全部",[822,2169,2170],{},"观众：段总，您好。我是湖南商学院的学生，我觉得每个人的大学生活应该是一生中积累知识最重要的一段时间。所以，我现在想要请您谈一谈，您的大学生活以及在大学中您认为收获最大的是什么？谢谢。",[822,2172,2173,2175,2176,2179,2180,1095,2183,2186,2187,1095,2190,2193,2194,1095,2197,2200,2201,1095,2204,1095,2207,1095,2210,1095,2213,2216],{},[826,2174,828],{},"：我猜你想问的问题，就是大学生活跟这个经营企业有什么关系，是吗？我觉得呢，对于任何一个想要做事情的人，其实不管是经营企业，",[826,2177,2178],{},"你的学习能力是最重要的","，你的得分呢，其实没有想象中那么重要。所以，",[826,2181,2182],{},"在学校里头我觉得如果从这个学习的角度来讲",[826,2184,2185],{},"最重要的是培养自己的学习能力","，但成绩一定要过得去，最后你像我们招聘人的时候，重要看人的什么，很有意思，我刚说是学习能力最重要，你看的是什么，看的学习成绩。我们招人的时候不一定说，他成绩一定要最好。门门都是满分的这种人是找不到，所以我觉得最重要的我们要找的应该是一个学习能力很强的人。当然另外一个很重要的忠告，",[826,2188,2189],{},"就是大学这四年",[826,2191,2192],{},"大家要快乐的生活","。中国文化里头有一样东西我比较反对，就是你现在要努力啊，要读书啊，然后大家一个个熬得大学没毕业头发都白了。对不对，然后工作很优秀，赚了很多钱，然后就进了棺材。我觉得这样没有意思，",[826,2195,2196],{},"人生一定要搞清楚他的目的是什么",[826,2198,2199],{},"然后你要努力去实现你自己的人生目标","。当然，努力的东西有时候你要付出代价，但是不要把他作为全部。因为我比较喜欢打高尔夫球，老虎伍兹上次来中国的时候，我也正好有机会跟他打了一场球。作为老虎本身而言，他是世界第一，他的收入非常高。但是他忠告所有想打高尔夫球的人，说你不要把高尔夫当成你的全部。我也这么觉得。",[826,2202,2203],{},"就是说大家不要把你的事业当成你的全部",[826,2205,2206],{},"我很反对那种为了事业三过家门而不入",[826,2208,2209],{},"老婆孩子都不要",[826,2211,2212],{},"那你这干啥呢？对吧",[826,2214,2215],{},"你这也太自私了吧","。所以对学生来讲我想讲的就是你除了要学习以外呢，其实还有很多东西值得你去关注，重要的是你要知道你到底都得到了什么东西，包括朋友等等。四年的经历很快就过去了，所以大家一定要珍惜，谢谢。",[822,2218,2219],{},"观众：段总，您大学生活过得很快乐吗？",[822,2221,2222,2224],{},[826,2223,828],{},"：我还行吧！但是我们那个年代跟现在不一样，我还是很羡慕现在的大学生活。我刚上大学的时候连电话怎么打我都不知道，过马路都不知道看哪边，因为刚从小地方到大地方来，的确是见识比较少一些。我大学毕业十多年了我都还没搞明白电脑是怎么回事，所以我想这个条件跟现在的大学生是完全不一样的。",[822,2226,2227],{},"观众：您大学是学经济学吗？",[822,2229,2230,2232],{},[826,2231,828],{},"：本科在浙大，我是学无线电的。我研究生是学经济学的，你也算没错。",[822,2234,2235],{},"观众：你们那个时候课本上的东西都是很教条式的，你学的时候是不是觉得它非常的没有意思啊？",[822,2237,2238,2240],{},[826,2239,828],{},"：我是学工科的。我觉得呢，读书你最重要的是，第一你一定要考试过关你才能毕业，我读书其实成绩是过得去的那种，但我从来没有补考过，不过也从来在班上排不进前五名。但是我最大的印象就是大学毕业以后再也没有碰过专业，那么对大学记下来的东西呢，其实，只有一条就是说张三是我的老师，他讲过什么课，课里讲过什么，早忘了。但是老师给我讲的有些学习的方法我却记得住，所以这个我觉得特别的重要，就是你对这个人生的理解呀。当然中国俗话叫“三岁看大，七岁看老”，你人生的经历其实不管取决于某一个阶段，可能在你小学的经历，中学的经历，大学的经历，包括你以后工作的经历，对你都可能会很重要。所以任何一段经历你都不要忽略它，有些东西你根本就想不到什么时候就让你受益无穷了！",[822,2242,2243,1095,2246,1176],{},[826,2244,2245],{},"诚实守信",[826,2247,2248,2250],{},[888,2249,12],{"href":976},"为王",[822,2252,2253],{},"观众：我是来自湖南农业大学的一名学生，刚才段总您多次提到一个关于“诚信”的问题。但是大家知道，“诚信”是中国的很多公司特别是上市公司里面的一个严重问题。对此，中国证监会屡次出台一些措施包括引进独立董事制，但是效果怎么样？可能在座的比我更清楚。我的问题也就是如何规范上市公司的行为，让更多的中国企业家都能讲“诚信”，段总您有什么高见呢？",[822,2255,2256,2258,2259,2261,2262,2265],{},[826,2257,828],{},"：呃，我对诚信的理解很简单，就它是一个",[888,2260,12],{"href":976},"的概念，就是说呢，我欠了邻居的钱，我就给他钱。我跟很多人也说过一个这样的概念，就是说赚钱是为什么？是因为你想让生活更好，能让人生更快乐。我如果骗了人家的钱我不快乐，这已经违背了我当初想赚钱的原则了，所以我不想去骗人。那么也有人跟我说过这样的问题，就有人爱骗人，他骗了人家他就特别高兴。第一我不是这种人，第二我从不跟这种人打交道，第三消费者是早晚会认识到骗子的。企业是个马拉松，你不光要看他今年骗到一笔钱，你觉得他有多好，明年他又骗到一笔钱他又怎么样好。大家想想看，世界上有几个好公司是靠骗钱做起来的吗？那么，如果它靠骗钱做起来了以后，又有一个能够维持得下去的？不管他有多大，哪怕是做到“安然”这么大，大家知道安然，它曾在世界500强里排到第七，它又做了多大的假呢？它是一个过千亿资产的企业，他那个所谓的作假，这个虚假利润呢大概相当于事实的百分之几。可被人揪出来后，整个企业就崩溃倒塌了。中国早晚会走到这一步，消费者早晚会知道你是谁，所以",[826,2263,2264],{},"欺骗消费者对于企业来讲一定是一个最愚蠢的行为","。那欺骗股东我们相信也同样是最愚蠢的行为，所以我觉得如果我是个上市公司我一定不会这么做。如果这个环境逼得我一定要去欺骗股东的话，那我就选择不上市，所以我们到现在为止我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