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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":349,"body":818,"category":241,"chapterOrder":9,"date":9,"description":351,"editor":1565,"extension":1566,"meta":1567,"navigation":1568,"order":352,"path":1569,"publishedAt":9,"seo":1570,"seoDescription":351,"seoTitle":1571,"slug":350,"source":9,"sourceAuthor":832,"sourceDate":9,"sourceNote":1572,"sourceStatus":1573,"sourceUrl":9,"sources":1574,"stem":1575,"summary":351,"tags":9,"type":9,"updatedAt":1576,"volume":9,"volumeOrder":9,"__hash__":1577,"_collection":1578},"dao\u002Fdao\u002Fspeeches\u002Fduanyongping-2009zhedambafenxiang-qiyezhuiqiudeshiwenjiandefazhan-jibengongzuizh.md",{"type":819,"value":820,"toc":1562},"minimark",[821,826,834,837,879,882,891,894,897,900,905,937,942,982,991,1006,1015,1020,1032,1055,1060,1072,1077,1086,1091,1156,1161,1206,1209,1214,1223,1230,1238,1243,1248,1253,1271,1276,1293,1298,1303,1315,1318,1321,1324,1331,1343,1348,1353,1361,1370,1375,1380,1383,1398,1406,1411,1419,1431,1436,1454,1462,1467,1473,1481,1486,1497,1502,1519,1524,1536,1542,1559],[822,823,825],"h4",{"id":824},"段永平2009浙大mba分享企业追求的是稳健的发展基本功最重要","段永平2009浙大MBA分享：企业追求的是稳健的发展，基本功最重要",[827,828,829,833],"p",{},[830,831,832],"strong",{},"段永平","浙大MBA论坛开讲：",[827,835,836],{},"论到讲企业的话，我自己认为不够资格，我不是在这个地方作宣传，全世界做企业做得比我们好得多的，比我们大的多有的是。中国的企业，我认为，多数还是刚刚起步，顶多算个业余高手，离职业高手而言的话还有相当的差距。但在这我可从我们实际经营企业的十年，有一些经验之谈，或者悟出的东西可以同大家进行些交流，说说个人的理解。",[827,838,839,840,843,844,843,847,843,850,843,858,861,862,865,866,868,869,843,872,875,876,878],{},"刚才主持人要求我作一个演讲，其实对来说我演讲谈不上。对于我来讲，",[830,841,842],{},"这么多年我经营企业最大的体会","，",[830,845,846],{},"也是最重要的体会",[830,848,849],{},"就是两个字――\"诚信\"",[830,851,852,853,857],{},"或者叫作\"",[854,855,217],"a",{"href":856},"\u002Fzhengzhi","\"",[830,859,860],{},"英文里叫作\"INTEGRITY\"","。 我最近也注意到，西方许多企业也都把这点放在非常重要的地位。前段时间，",[830,863,864],{},"GE","的新任总裁来到中央电视台的对话栏目，我在那里问了他一个诚信的问题，",[830,867,864],{},"的价值观里最重要的就是\"坚定不移的诚信\"，这条核心价值观是在所有的价值观之上的，新总裁说\"",[830,870,871],{},"所有的东西都是可以变的",[830,873,874],{},"不变的就是诚信","\"。我们浙大有个\"求是\"学风。我在学校里，给我印象最深，其实也是最最基本的就是这一点。你的风格，包括对现实呀。包括待会大家提许多的问题，我都会跟大家解释，为什么我们做企业，这与对\"求是\"的理解，对\"诚信\"的理解，\"",[854,877,217],{"href":856},"\"的理解，对\"本份\"的理解，有很大的关系。",[827,880,881],{},"我做企业这么多年，我对这一点的认同感，或者说认可感是越来越强的。至于说别的东西，我认为是比较简单啦。企业总的来讲的话是一个非常简单的东西。我个人理解，企业做得好，就象一个水平比较高的运动员。大家可以想想，你作为一个职业运动员，需要做什么事情；那么作为一个企业来说，就需要做什么事情。包括需要训练体力，需要很长时间基本功的训练，基本功打扎实后，你需要一个好的教练，需要有好的天赋，每次比赛你都需很认真，很集中，做许多战略战术的准备，这样的话，你才可能有成绩，而且你一场比赛赢了没用，只有许多场比赛赢了才能达很高的水准。我觉得，做企业在角度，其实与运动在许多方面是类似的。",[827,883,884,886,887,890],{},[830,885,864],{},"刚离任的总裁的观点也是这样，这倒不是鹦鹉学舌，因为这么多年，我都是跟企业里说，",[830,888,889],{},"我们的基本功是最重要的","。因为许多人，一讲到企业呢，就是他有什么绝招，有什么招术，要请个什么策划大师。大家也看过金庸的书，其实最绝的绝招也就是无招，无招胜有招，我觉得企业大致的概念也是这样的，我想讲的对企业的简单的认识也是这一点，那么很多东西是大家到了企业后慢慢可以体会出来的。",[827,892,893],{},"那么要讲很具体的话，我知道，在座许多都是MBA的同学，书里讲的很多东西肯定比我讲的要好，但书里讲的东西没搁在一起讲。今天，在与我的交流中，大家可以把这些问题提出来，我从我的角度来回答。当然，我回答的不一定对，条条大路通罗马，不一定说某一条道路是对的，但最重要的是要\"走\"。不管是碰见平坦的路也好，坎坷的路也好，坚持地走下去，你才可能到罗马。如果说今天换这条，明天换那条，一会儿说房地产好，一会儿说卖牛奶好，一会儿口服液比较好，一会儿电器好，那么你将一事无成。最重要的是有一个坚持的性格。",[827,895,896],{},"下面我将以回答问题的方式来与大家作交流，我觉得这样比较好一点。我的方法也很简单，每一个人将要提的问题写在纸上，这样速度比较快、比较简单。第二个，我这人记性比较差，有时候你拿话筒说上半个小时，我就忘你说什么了，所以回答起来比较困难。谢谢各位。",[827,898,899],{},"提问题没有约束，任何问题都可以提，但前面提过的问题，后面有重复的或类似的，我会跳过去。我希望提问题的同学或其他的朋友，在你的问题后注明你的出身，也就是你是干什么的，比如说你是MBA的、或者你是本科生或是其他专业的研究生，这样我回答问题时知道从哪个角度来回答。",[827,901,902],{},[830,903,904],{},"Q：您对经营企业的风险的看法。",[827,906,907,909,910,913,914,917,918,843,921,843,924,843,927,843,930,843,933,936],{},[830,908,832],{},"：这个问题比较大，做任何事情都有风险，做企业自然也有风险。多年以来，",[830,911,912],{},"我对风险的看法很简单，就是我去承受我能够承受的风险","。其实做企业的道理很简单，比方说，很多人问我，你做企业这么年，你们企业的",[854,915,212],{"href":916},"\u002Fxinyu","这么好，信守承诺，付款各方面都好，而且从来不见你缺钱。我说其实我的道理很简单，钱多多做，钱少少做。我们不去做那些其实没钱去做又承受不了的事情，甚至包括你冒不起的风险你也去冒，如果你成功了，就象你进赌场一样，你就赢了；如果你失败了，你就从此不见了。",[830,919,920],{},"我们企业最重的是追求稳健的发展",[830,922,923],{},"就象跑长跑一样",[830,925,926],{},"如果跑一万米",[830,928,929],{},"你从第一百米就开始冲刺",[830,931,932],{},"冲不了一千米",[830,934,935],{},"你就垮掉了","。人是要跑一万米，十万米甚至是更长的路，从这个角度来看你一定要随时随地考虑你要承受的风险是你能够承受的风险，这是我对风险的一个基本的看法。",[827,938,939],{},[830,940,941],{},"Q：请您介绍经营企业的基本功。",[827,943,944,946,947,950,951,954,955,958,959,962,963,966,967,970,971,843,974,977,978,981],{},[830,945,832],{},"：企业的基本功其实是很多的，一句话说不清楚。但从一个产品的角度来说比较容易理解，",[830,948,949],{},"也就是对一个产品价值链所有的环节都要照顾到","。作为一个企业，最重要的是卖产品，所以产品一定要",[830,952,953],{},"符合消费者的需求","，要符合消费者的需求就必须先去调",[830,956,957],{},"查这个消费者","，然后你要去",[830,960,961],{},"做他的MARKETING的工作","，要",[830,964,965],{},"做好他的服务工作","，你要",[830,968,969],{},"做好产品的质量","，就要回到",[830,972,973],{},"企业内部来",[830,975,976],{},"一环扣一环","，你会发出现，每一个环节，你要把他做好，都是不容易的。那么把每一个环节做的基本能力就是你的基本功。这就是我对企业基本功大致的看法。包括品质也好，包括人力资源也好，甚至包括",[830,979,980],{},"行政部门","，包括你的MARKTING也好，包括你的服务。MBA是干什么的？MBA在很多地方就是就每一个细节一点一滴的来教你，当然，光教是没有用的，你们还要练。我在大学学管理能记住的东西非常简单，就是行为都是有科学的。",[827,983,984,987,988],{},[830,985,986],{},"Q","：步步高",[830,989,990],{},"现在的核心能力是什么？",[827,992,993,995,996,843,999,843,1002,1005],{},[830,994,832],{},"：对我们来讲，",[830,997,998],{},"我们企业的核心能力是我们的团队",[830,1000,1001],{},"是这些多年合作",[830,1003,1004],{},"共同成长的人","。他衍生的包括研发的能力、市场的能力以及各个方面能在市场取胜的能力。这些都是围绕着人而产生的。",[827,1007,1008,1011,1012],{},[830,1009,1010],{},"Q：爱多的沉浮对","步步高",[830,1013,1014],{},"有何启发？",[827,1016,1017,1019],{},[830,1018,832],{},"：说句大实话，爱多的沉浮对我的启发比较小。我对爱多的情况比较了解，从我们进入这个行业，我们就没有认为它是我们的对手。",[827,1021,1022,1024,1025],{},[830,1023,986],{},"：小霸王",[830,1026,1027,1028,1031],{},"在失去你之前，价值是5个亿，失去你之后，价值迅速缩水，您认为是企业家重要还是",[854,1029,141],{"href":1030},"\u002Fpinpai","重要？",[827,1033,1034,1036,1037,1039,1040,843,1045,1050,1051,1054],{},[830,1035,832],{},"：",[854,1038,141],{"href":1030},"又叫做无形资产，无形资产需要维护。哪怕是建一栋有形的大楼，如果不去维修它，年久失修一定会圬掉。",[830,1041,1042,1044],{},[854,1043,141],{"href":1030},"这个东西其实更重要",[830,1046,1047,1049],{},[854,1048,141],{"href":1030},"是要有人去经营的","。我不想就",[830,1052,1053],{},"小霸王","这件事情说太多，因为我的观点是不在其位不谋其政，至于他最后为什么会变成这样子，是比原来好还是比原来差，说心里话，我不是特别了解。我直觉是不如以前影响大，但这可能有很多因素，可能是管理机制出问题了，也可能是产品出问题了，还可能是其他的天灾人祸等东西。不管是什么问题，其实都跟我没关系了，所以不要把谁比谁重要这个问题搁在上头。",[827,1056,1057],{},[830,1058,1059],{},"Q：是广告重要还是产品重要？",[827,1061,1062,1064,1065,843,1068,1071],{},[830,1063,832],{},"：我觉得这个很简单，",[830,1066,1067],{},"当然首先应该是产品重要",[830,1069,1070],{},"没有产品就没有广告","。但回到另外一个问题就是酒香也怕巷子深，如果光是产品好，如果没有广告，那也是不行的。所以从这角度来讲的话，其实他们两个都重要。但是有一样东西，我个人观点是，我在企业中一直不强调什么东西是最重要的。大家有兴趣可以看看麦肯锡分析企业，他觉得每个东西都很重要，但有哪个先，哪个后的问题，比如战略首先应在前面，战略变对了，协调就变得很重要了；协调一致的企业他的能力就会变得很强大。所以从这个角度来说，每一点都重要。对于刚才这个问题来说，产品也重要，广告也重要。但是不管怎么讲，产品也好，广告也好，都是企业经营中的一个环节。任何一个好的产品没在广告就推不开，任何一个好的产品也不可能永久地卖下去。企业的产品要不断地适应市场，不断地推陈出新，不断找到适合消费者又适合你生产和销售的产品。",[827,1073,1074],{},[830,1075,1076],{},"Q：您是怎样提拔您的职员？",[827,1078,1079,1081,1082,1085],{},[830,1080,832],{},"：我管的人很有限，提拔不是我来提拔，",[830,1083,1084],{},"主要是靠整个的绩效考核体系","。我们这方面整个来说不是很强，与国际上做的好公司来比的话，在这方面我们属于最弱的，还是属于业余水准，甚至业余里都不算高手，所以这个问题我来讲，没有太大的借鉴意义。我自己也一直在寻找，希望对人力资源体系有较大兴趣并且有一定经验，愿意投身到我们企业的人不妨到我这里报报名。我们企业现在正在筹建的比较长远的人力资源部。在管理体系上，我个人是不赞成创新的，如果在没学懂之前就创新，就会不伦不类。",[827,1087,1088],{},[830,1089,1090],{},"Q：请您介绍您二次创业的过程。",[827,1092,1093,1095,1096,1098,1099,843,1102,843,1105,843,1108,843,1111,843,1114,843,1120,843,1123,1126,1127,843,1130,843,1133,843,1136,1139,1140,843,1146,843,1149,843,1152,1155],{},[830,1094,832],{},"：我说我一次创业，因为二次创业对我来说已经很容易了，因为你已做很多年，你有你的商誉、客户。我刚开始经营",[830,1097,1053],{},"的时候，是比较困难的，从几千块钱起家。但",[830,1100,1101],{},"说起来也很简单",[830,1103,1104],{},"就是你找到了一个适销对路的产品",[830,1106,1107],{},"然后你发现这个产品有市场",[830,1109,1110],{},"那么你就应去想这怎么去找到这个消费者",[830,1112,1113],{},"然后是怎样去维持这个消费者",[830,1115,1116,1117],{},"所以你会想到去建立一个销售",[854,1118,161],{"href":1119},"\u002Fqudao",[830,1121,1122],{},"要做好产品品质",[830,1124,1125],{},"然后去产品的推广","。当规模达到一定的程度，人越来越多，我的人力资源必须要好，竞争又很激烈，你必须控制你的成本，找到更好的供应商。所有这些都是一环扣一环。做得好的企业创业的过程大致都是相当的。有人问我我的企业有什么不同的地方，有什么特点。",[830,1128,1129],{},"托尔斯泰说\"幸福的家庭都是相似的",[830,1131,1132],{},"不幸的家庭有各有各的不幸\"",[830,1134,1135],{},"做得不好的企业有很多不同的不幸",[830,1137,1138],{},"做得好的企业大致都一样","。",[830,1141,1142,1143],{},"现在企业在经营策略上最重要的是",[854,1144,53],{"href":1145},"\u002Fxiaofeizhedaoxiang",[830,1147,1148],{},"当所在的东西都围绕消费者后",[830,1150,1151],{},"你会发现他很简单",[830,1153,1154],{},"但简单并不是说很容易","。刚刚有位老师跟我说，有的MBA的同学说交了几万块钱，要看你怎样把我培养成一个企业家，我个人认为企业家是培养不出来的，MBA教的是一些技术的东西，就象一个教练，他可以教你如何打球，他永远不能告诉你你一定能成为一个好的职业运动员，但一个教练可以找到，甚至可以发现你是一个好的职业运动员。你这个人最后是否有成就，还是要靠你个人潜在素质的激发。对MBA的学生来说也是一样，你最后能否成为一个很优秀的企业家，主要是靠我们在座的每一学生自身努力。",[827,1157,1158],{},[830,1159,1160],{},"Q：在企业不同的发展阶段，您的经营思维方式有什么变化？",[827,1162,1163,1165,1166,1169,1170,1173,1174,1176,1177,843,1180,843,1183,843,1186,843,1191,843,1194,843,1197,843,1200,843,1203,1139],{},[830,1164,832],{},"：我觉得一直都在变，不变的是\"诚信\"。我们公司有一个重要的经营策略叫做\"",[854,1167,48],{"href":1168},"\u002Fganweitianxiahou","\"，这是个阶段性的策略，在什么时候用呢，在你的企业相对来说还比较弱小，风险承受能力比较弱小，其他能力还不错的时候。",[830,1171,1172],{},"松下","从其创业初期发展到现在的发展策略与我们公司有点像，就是\"",[854,1175,48],{"href":1168},"\"。",[830,1178,1179],{},"但我觉得它一个策略用得过长了",[830,1181,1182],{},"因为企业大到一定规模后",[830,1184,1185],{},"它前面已经没人了",[830,1187,1188,1189,857],{},"它要\"",[854,1190,48],{"href":1168},[830,1192,1193],{},"它必须等下来",[830,1195,1196],{},"等到别人超过它",[830,1198,1199],{},"它才可能\"为后\"",[830,1201,1202],{},"因为不小心已经成为\"先\"了",[830,1204,1205],{},"这会给它带来一些困扰",[827,1207,1208],{},"所以当企业达到一定的规模，比较健康，比较完善，比较有能力去抵御风险的时候，在适当的时候，要进行一些风险的尝试。作为一个企业如何把握什么阶段，在什么时刻，进入什么样的有风险的领域，还一直坚守比较的范围，这完全是靠决策人来决定的。",[827,1210,1211],{},[830,1212,1213],{},"Q：作为浙大的校友，这次返校对浙大的学子有什么样的忠告和期望？",[827,1215,1216,1218,1219,1222],{},[830,1217,832],{},"：忠告谈不上，希望大家都超过我。",[830,1220,1221],{},"大家还是要相信\"求是\"，相信\"诚信\"","。我相信理论的东西，但我不相信神话，作为一个学生来说，几年书不能白读，一定要相信基本的理论，一定分清什么叫做基本的东西，什么叫做框框。",[827,1224,1225,987,1227],{},[830,1226,986],{},[830,1228,1229],{},"的核心价值观是什么？",[827,1231,1232,1234,1235,1176],{},[830,1233,832],{},"：我们基本的价值观是\"诚信\"，当然还包括\"",[854,1236,12],{"href":1237},"\u002Fbenfen",[827,1239,1240],{},[830,1241,1242],{},"Q：您对您所在地的爱多公司的兴衰怎么评价？",[827,1244,1245,1247],{},[830,1246,832],{},"：我们不太好评价别人了，爱多他基本了抓住了一个产品的机会，但对经营的概念理解还是比较弱，所以没有坚持下来。我们之所以能站下来，是因为我们有一个好的团队，而且我们经营企业有一些年头了，有一些比较好的理解和经验。",[827,1249,1250],{},[830,1251,1252],{},"Q：围棋对您的经营思路有何影响？",[827,1254,1255,1257,1258,843,1261,843,1264,843,1267,1270],{},[830,1256,832],{},"：我觉得很多体育项目与经营企业比较类似。",[830,1259,1260],{},"围棋有一个很基本的概念",[830,1262,1263],{},"那就是一定要有\"根\"",[830,1265,1266],{},"没有\"根\"向外发展",[830,1268,1269],{},"就很容易被人抄后路","。我们很多企业就有这个问题，基本功不扎实，就走向世界。尤其围棋中有一个核计叫做\"本手\"，就象我们企业\"本份\"，就是不要去占别人的便宜。很多人都知道\"本手\"重要，但不知道\"本手\"在哪里，这是能力的问题。",[827,1272,1273],{},[830,1274,1275],{},"Q：所谓人无完人，那么企业家如何使自身的缺点和弱点不影响到企业的发展？",[827,1277,1278,1280,1281,843,1284,843,1287,843,1290,1139],{},[830,1279,832],{},"：不是每个人都可以使自身的缺点和弱点不影响到企业的发展，很多企业停滞或垮台，就是因为很多企业做不到这一点，这也是很正常的。没有谁说他一定能做到，至少我不敢说。过去很多企业做得很好，大到一定程度，他就发展不下去了。的确也有很多企业他一直都发展得很好，",[830,1282,1283],{},"所以要看你的文化",[830,1285,1286],{},"你的组织架构",[830,1288,1289],{},"企业的理念是否真的建立得很好",[830,1291,1292],{},"能够贯彻下去",[827,1294,1295],{},[830,1296,1297],{},"Q：您那个时代的许多人以\"造势\"而成名，但许多已倒下，而您依然还活着，请您谈谈对\"势\"的看法。",[827,1299,1300,1302],{},[830,1301,832],{},"：我不是个造势英雄，我认为企业最重要的是基本功。我一再强调\"诚信\"，这其实对企业最基本的理解。",[827,1304,1305,843,1308,843,1311,1314],{},[830,1306,1307],{},"你对消费者的\"诚信\"是什么",[830,1309,1310],{},"那就是做你的产品",[830,1312,1313],{},"做好你的服务","；",[827,1316,1317],{},"对供应商的\"诚信\"是什么？对你的员工的\"诚信\"是什么？你对任何人的\"诚信\"是什么？",[827,1319,1320],{},"你去想，最重要的不在\"造势\"，\"造势\"是没有用，如果你的产品有毛病，广告做得越大，死得越快。",[827,1322,1323],{},"比如说三菱汽车出了毛病，你们许多不开车的人都知道，买车首选是非三菱的产品。所以造势不能乱造，一定要跟着产品走，跟着企业走，你一定要知道自己在做什么，我不认为我们企业是做造势的事情。",[827,1325,1326,987,1328],{},[830,1327,986],{},[830,1329,1330],{},"的广告策略是什么？",[827,1332,1333,1335,1336,1339,1340,1139],{},[830,1334,832],{},"：我们的广告多年来还讲求\"",[854,1337,18],{"href":1338},"\u002Fpingchangxin","\"的，",[830,1341,1342],{},"也就是做你自己能做的事情",[827,1344,1345],{},[830,1346,1347],{},"Q：请问您的用人标准是什么？",[827,1349,1350,1352],{},[830,1351,832],{},"：我们选人标准是合适性与合格性原则，合适性是指你对企业的核心价值观、理念是否认同。如果合格性不够，可以通过培训而成长；如果是很能干的人，却不接受企业的理念，那他就会成为害群之马，对企业来讲他就不是一个合适的人。",[827,1354,1355,1011,1358],{},[830,1356,1357],{},"Q：您认为",[830,1359,1360],{},"目前最紧迫的问题是什么？",[827,1362,1363,1365,1366,1369],{},[830,1364,832],{},"：我觉得我们的问题很多，我们的问题是使所有的问题不要成为紧迫的问题。如果要说的话最重要的还是",[830,1367,1368],{},"人力资源的问题","，我们的人力资源体系架构是不错，但比较详细的考核体系我们目前做的水准还不高。国际化是一个慢慢的过程，不是一天两天做得出来的，不是靠运作做出来的。我们企业需要踏踏实实。",[827,1371,1372],{},[830,1373,1374],{},"Q：您在企业经营如何把\"诚信\"这一核心价值观渗透到企业中去的？",[827,1376,1377,1379],{},[830,1378,832],{},"：这个要靠不断的宣导和每一件事情的实施。对消费者的\"诚信\"是你承诺给他的东西是什么，你必须要提供。我们的开箱合格率可达到99.35%，还有失误，这时的承诺要靠服务去实现。",[827,1381,1382],{},"我们认为消费者是一群明智的群体，所以一定要尊重他，认为他懂而去告诉他，任何时候不能欺骗他。",[827,1384,1385,1386,843,1389,843,1392,843,1395,1139],{},"这个例子非常多，但最重要的东西，",[830,1387,1388],{},"作为一个企业的基本理念",[830,1390,1391],{},"基本论你随时随刻都要把他渗透到每一个行动",[830,1393,1394],{},"每一个产品",[830,1396,1397],{},"要尽量把他贯彻到每一个消费者身上去",[827,1399,1400,1011,1403],{},[830,1401,1402],{},"Q：在",[830,1404,1405],{},"发展的过程中有没有经历过危机？您是如何应对的？",[827,1407,1408,1410],{},[830,1409,832],{},"：危及到企业生存的危机我们还没在遇到过。企业到危机的时刻已经晚了，我们讲求的是危机意识。",[827,1412,1413],{},[830,1414,1415,1416,1418],{},"Q：\"",[854,1417,48],{"href":1168},"\"是否有模仿的嫌疑？",[827,1420,1421,1423,1424,1426,1427,1430],{},[830,1422,832],{},"：\"",[854,1425,48],{"href":1168},"\"有模仿，",[830,1428,1429],{},"但不等于没在创新","。作为企业来说，必须要创新，没有创新就会死在老的产品上。企业的生存能力是取决于他的创新能力的。",[827,1432,1433],{},[830,1434,1435],{},"Q：怎么样使您的员工实现他的个人价值？",[827,1437,1438,1440,1441,843,1444,843,1447,843,1450,1453],{},[830,1439,832],{},"：作为一个企业要使他的员工实现他的个人价值，",[830,1442,1443],{},"最重要的是企业必须要有自己的使命",[830,1445,1446],{},"自己的愿景以及自己的核心价值观",[830,1448,1449],{},"然后让认同你价值观的人进到你的企业",[830,1451,1452],{},"大家在一个的共同的目标下向前发展","。在发展的过程中要建立好的考核体系，评审体系。",[827,1455,1456],{},[830,1457,1458,1459,1461],{},"Q：许多家电企业正寻求多元化的探索，",[830,1460,1011],{},"在这方面有何考虑？",[827,1463,1464,1466],{},[830,1465,832],{},"：我一直比较讲究\"焦点法则\"，所以在多元化上还没有考虑。",[827,1468,1469,1472],{},[830,1470,1471],{},"Q：您当初离开","小霸王，是否有悖\"诚信\"二字？",[827,1474,1475,1477,1478,1480],{},[830,1476,832],{},"：我觉得不悖，我离开",[830,1479,1053],{},"是很公开的，而且大家是好离好散的。正是有些地方的沟通不太一致，选择离开是双向的。企业时员工的来去应该是自由的，当然责任和约束也应是有的，比如不能带走企业的资源。",[827,1482,1483],{},[830,1484,1485],{},"Q：\"诚信\"是对得起自己还对得起他人？",[827,1487,1488,1490,1491,843,1494,1139],{},[830,1489,832],{},"：我觉得最重要是对得起自己，",[830,1492,1493],{},"这是个道德规范问题",[830,1495,1496],{},"任何一个人在任何时候不要忘记你干什么",[827,1498,1499],{},[830,1500,1501],{},"Q：您的稳健性格有没有给企业带来损失？",[827,1503,1504,1506,1507,843,1510,843,1513,843,1516,1139],{},[830,1505,832],{},"：那肯定是有的，有得必有失，你在稳健的时候一定会失去很多机会，这种损失是正常的。",[830,1508,1509],{},"中国有句话叫\"舍得\"",[830,1511,1512],{},"就是有舍有得",[830,1514,1515],{},"所以为了得就要失去一些东西",[830,1517,1518],{},"我不会为了这损失患得患失",[827,1520,1521],{},[830,1522,1523],{},"Q：您对企业所有者对经营者的授权是如何把握的？",[827,1525,1526,1528,1529,843,1532,1535],{},[830,1527,832],{},"：授权、",[830,1530,1531],{},"放权最简单的概念是慢慢的",[830,1533,1534],{},"逐步的而且是永远不要失控的去放权","。你对每一个的放权的程度是不一样的，这与你对他沟通，你对他所从事的工作以及他对你的理解彼此的信任，去逐步的放权。",[827,1537,1538,1541],{},[830,1539,1540],{},"Q：你当年做","步步高，能避免价格战吗？",[827,1543,1544,1546,1547,1550,1551,1554,1555,1558],{},[830,1545,832],{},"：我们不少企业太短视，动不动就是价格战，说是‘薄利多销’，其实是低水平竞争的表现。把利润都打没了，就没有可能推动产品创新、研究开发，长期看消费者也是受害者。他买的东西是便宜，但价值也很低。",[830,1548,1549],{},"我们至少做到不主动打价格战，有时降价是属于被动降价","。正因为感到企业陷入价格竞争的负面后果，所以我希望大家都要着眼长远，走提升价值之路。你看，",[830,1552,1553],{},"可口可乐","和百事可乐，从来不是互相比降价，而是创造",[854,1556,146],{"href":1557},"\u002Fchayihua","的消费者价值",[827,1560,1561],{},"（全）",{"title":1563,"searchDepth":21,"depth":21,"links":1564},"",[],"寻长坡以滚雪球","md",{},true,"\u002Fdao\u002Fspeeches\u002Fduanyongping-2009zhedambafenxiang-qiyezhuiqiudeshiwenjiandefazhan-jibengongzuizh",{"title":349,"description":351},"段永平2009年浙大MBA分享：稳健发展与基本功｜段永平投资问答录","本页为本站保存的讲话、访谈或问答整理文本；保留正文署名，其他发言人的文字及媒体采访文字按各自署名归属。尚未核对可访问的原始发布页。","unverified",[],"dao\u002Fspeeches\u002Fduanyongping-2009zhedambafenxiang-qiyezhuiqiudeshiwenjiandefazhan-jibengongzuizh","2026-10-10","gmVg7CVkr4qg9ZgZzNEZaVc4XrVcMb5gm0C344tRG_k","dao",[1580,1581,1582,1583,1584,1585,1586,1587,1588,1589,1590,1591,1592,1593,1594,1595,1596,1597,1598,1599,1600,1601,1602,1603,1604,1605,1606,1607,1608,1609,1610,1611,1612,1613,1614,1615,1616,1617,1618,1619,1620,1621,1622,1623,1624,1625,1626],{"title":431,"slug":432,"type":435,"volume":436,"volumeOrder":16,"chapterOrder":16,"order":434},{"title":438,"slug":439,"type":435,"volume":436,"volumeOrder":16,"chapterOrder":21,"order":441},{"title":443,"slug":444,"type":435,"volume":436,"volumeOrder":16,"chapterOrder":26,"order":446},{"title":448,"slug":449,"type":435,"volume":436,"volumeOrder":16,"chapterOrder":31,"order":451},{"title":453,"slug":454,"type":435,"volume":436,"volumeOrder":16,"chapterOrder":36,"order":456},{"title":458,"slug":459,"type":435,"volume":436,"volumeOrder":16,"chapterOrder":41,"order":461},{"title":463,"slug":464,"type":435,"volume":467,"volumeOrder":21,"chapterOrder":16,"order":466},{"title":469,"slug":470,"type":435,"volume":467,"volumeOrder":21,"chapterOrder":21,"order":472},{"title":474,"slug":475,"type":435,"volume":467,"volumeOrder":21,"chapterOrder":26,"order":477},{"title":479,"slug":480,"type":435,"volume":467,"volumeOrder":21,"chapterOrder":31,"order":482},{"title":484,"slug":485,"type":435,"volume":467,"volumeOrder":21,"chapterOrder":36,"order":487},{"title":135,"slug":489,"type":435,"volume":467,"volumeOrder":21,"chapterOrder":41,"order":491},{"title":493,"slug":494,"type":435,"volume":497,"volumeOrder":26,"chapterOrder":16,"or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