[{"data":1,"prerenderedAt":3659},["ShallowReactive",2],{"library-duanyongping-shangyeluoji-di7jie-stop-doing-list-buweiqingdan":3,"library-sidebar-buffett":2153,"library-sidebar-dao":3150,"library-sidebar-models":3427},{"id":4,"title":5,"body":6,"category":2139,"date":2140,"description":2141,"extension":2142,"meta":2143,"navigation":2144,"order":2145,"path":2146,"seo":2147,"seoDescription":2141,"seoTitle":2148,"slug":2149,"stem":2150,"__hash__":2151,"_collection":2152},"dao\u002Fdao\u002Fbusiness-logic\u002Fduanyongping-shangyeluoji-di7jie-stop-doing-list-buweiqingdan.md","商业逻辑篇：第7节：Stop doing list（不为清单）",{"type":7,"value":8,"toc":2135},"minimark",[9,14,18,21,28,34,37,40,47,50,55,58,64,69,75,78,81,84,87,90,95,107,112,118,128,136,139,145,155,161,167,170,175,180,190,195,200,205,208,213,218,223,229,238,243,248,253,258,261,266,269,274,277,282,285,290,293,298,303,308,311,314,322,325,330,335,343,348,353,356,361,366,371,376,381,386,391,394,399,404,409,412,417,422,427,432,443,457,475,493,498,503,508,513,518,524,529,539,544,554,559,564,567,575,578,581,584,587,592,595,600,603,608,613,623,628,633,638,641,644,649,652,660,666,671,676,686,695,698,703,709,714,717,720,723,728,731,736,739,747,752,757,762,765,771,774,779,784,794,804,809,814,817,822,827,832,838,841,844,847,850,853,858,863,868,874,884,889,894,903,909,914,919,922,927,932,935,940,953,956,959,964,972,975,980,989,992,997,1002,1007,1012,1017,1022,1027,1032,1037,1045,1048,1053,1058,1061,1066,1073,1081,1084,1089,1094,1099,1108,1114,1122,1125,1130,1136,1141,1146,1151,1156,1161,1166,1170,1175,1180,1187,1192,1197,1202,1207,1212,1222,1225,1228,1233,1241,1246,1251,1256,1259,1264,1269,1272,1277,1282,1287,1292,1297,1302,1307,1312,1317,1322,1327,1332,1337,1346,1351,1356,1361,1366,1371,1374,1377,1383,1388,1393,1398,1407,1412,1417,1422,1427,1430,1435,1440,1447,1452,1455,1462,1467,1476,1481,1490,1495,1500,1505,1510,1513,1519,1525,1530,1540,1545,1548,1551,1556,1561,1566,1569,1574,1577,1582,1587,1590,1595,1598,1603,1606,1611,1614,1619,1622,1627,1630,1633,1638,1641,1650,1655,1658,1672,1677,1682,1687,1692,1695,1700,1706,1711,1717,1722,1728,1733,1738,1743,1748,1753,1758,1763,1768,1773,1778,1783,1788,1794,1799,1802,1807,1812,1817,1820,1823,1828,1831,1836,1839,1844,1849,1854,1857,1862,1865,1868,1872,1875,1887,1892,1895,1900,1905,1908,1913,1918,1923,1928,1931,1936,1944,1949,1954,1959,1962,1967,1973,1976,1985,1990,1995,2000,2003,2014,2019,2026,2028,2031,2036,2039,2044,2049,2054,2059,2062,2065,2068,2071,2074,2077,2080,2085,2088,2097,2100,2106,2110,2126,2128],[10,11,13],"h1",{"id":12},"第7节stop-doing-list不为清单","第7节：Stop doing list（不为清单）",[15,16,17],"p",{},"人们关注我们往往是因为我们做了的那些事情，其实我们之所以成为我们，很大程度上还因为我们不做的那些事情。",[15,19,20],{},"——段永平",[15,22,23,27],{},[24,25,26],"strong",{},"更健康更长久"," （2016-11-10）",[15,29,30,33],{},[24,31,32],{},"段永平："," 更健康更长久我们已经提了很多年了。我们认为，要做到更健康更长久，除了应该知道我们该做什么外，更重要的是需要知道什么不该做。",[15,35,36],{},"我们是有个不短的stop doing list的，今天举个小例子：",[15,38,39],{},"芒格说如果知道自己会死在哪里就坚决不去那里。多数企业最后都是死在资金链断裂上（实际上绝大多数情况下这只是表象而不是原因）。投资也一样，不用margin！",[41,42,43],"ol",{},[44,45,46],"li",{},"网友：珠三角地区大批中小企业倒闭的原因是什么？",[15,48,49],{},"董明珠：实际很简单。第一、中小企业没有自己的技术；第二、中小企业目光短浅，他们就是做生意，而格力是做营销。做生意就是把客户弄过来，让他们低价拿货，把钱换过来就成了，而营销就是有文化在里面的。",[15,51,52,54],{},[24,53,32],{}," 这段话说得不是太对，是不是翻译有问题？",[15,56,57],{},"中小企业大批倒闭从来都是正常的，每隔一段时间就会来一次，发达国家也一样。其实中大企业倒得也不少。所以更健康更长久才最重要。（2010-08-10）",[41,59,61],{"start":60},2,[44,62,63],{},"网友：15年啦，恭喜恭喜！！感觉步步高还很年轻，充满活力。想起段总的一个采访报道，主持人问如果50年后报纸上有步步高的消息，您希望它是什么消息？段总的回答是：任何消息。因为说明我们还活着。很发人深思的。",[15,65,66,68],{},[24,67,32],{}," 呵呵，难得有人记得这句话。（2010-09-19）",[41,70,72],{"start":71},3,[44,73,74],{},"网友：阅读您的博客，我知道更健康，更长久很重要。遗憾的是，我并没能真正领悟。直到有一天我跟我爸在聊我对您的看法，我想给各位博友分享出来。",[15,76,77],{},"我：“爸爸，段永平这个人真厉害，可以在很多年前预见到智能手机的大发展，非常有预见性。放眼全世界，能经历功能机到智能机并且业务持续增长的消费电子企业，恐怕OPPO是仅有的两三家之一吧。”",[15,79,80],{},"爸爸：“段永平恐怕不是你这么想的，他只是看到智能手机会严重打击他们原有的手机，MP3，MP4的业务，他们想要活下去并活得更好，必须进入智能手机产业。重要的是，他们不是预见了什么东西，而是知道什么是不能做的。”",[15,82,83],{},"这个故事真有启发性。",[15,85,86],{},"后来我注意到，OPPO在18年关闭了蓝光播放器业务（熟悉蓝光播放器的朋友们肯定能理解OPPO在这个领域的地位），我想理由也是同样的。欧美流媒体的风靡对蓝光播放器的打击几乎是不可逆的，即使这个业务很优秀，也不应当作下去。",[15,88,89],{},"希望各位球友能领悟到一些东西，再次感谢大道。",[15,91,92,94],{},[24,93,32],{}," 你爸爸说的我们知道什么不能做这个说法是非常对的，这就是我们的stop doing list，就是所谓的不为清单。",[41,96,98],{"start":97},4,[44,99,100,101,106],{},"网友：老干妈不上市，不打广告，不贷款，经销商现款现货，不欠供应商的货款，不偷税漏税，质量第一，关爱员工，生意上也非常聚焦，我把老干妈的管理智慧复制过来，方便您了解。我认为他们的",[102,103,105],"a",{"href":104},"\u002Flibrary\u002Fduanyongping-shangyeluoji-di3jie-qiyewenhua","企业文化","很不错，我的判断正确吗？",[15,108,109,111],{},[24,110,32],{}," 他们有明确的不做的事情，这样的公司只要产品对路了，时间长了大概率是会厉害的。（2018-11-13）",[41,113,115],{"start":114},5,[44,116,117],{},"怎么理解“Stop Doing List”？",[15,119,120,122,123,127],{},[24,121,32],{}," 主要讲的是",[102,124,126],{"href":125},"\u002Flibrary\u002Fzuoduideshiqing","做对的事情","。它不是一个skill（技巧）或者formula（公式），而是思维方式：如果发现错了，就立刻停止，因为这个时候成本是最小的。我不能告诉你对错，怎么判断对错，要自己积累。",[15,129,130,131,135],{},"至于怎么",[132,133,134],"span",{},"把事情做对","，要花时间去培养skill sets（就是有学习曲线的意思，要允许犯错误）。坚持“Stop Doing List”，厉害是攒出来的。OPPO跟苹果比，我们在做对的事情上是一样的，但是在把事情做对上可能有些差距。但我们有积累。我们比大多数公司厉害。",[15,137,138],{},"“Stop Doing List”没有shortcut（捷径），要靠自己去积累，去攒，去体悟。stop doing就是发现错，就要停，时间长了就效果很明显。很多人放不下眼前的诱惑，30年后还在那儿。错了一定要停，要抵抗住短期的诱惑。（2018-9-30）",[41,140,142],{"start":141},6,[44,143,144],{},"互联网里常看到很多公司做事能力很强，但最后商业逻辑不成立，阶段性的跑得快不等于能够长期生存。所以感觉“做对的事”比“把事做对”要更难。很多东西听起来正确，但实际并不一定代表对的方向，比如我理解小米强调的性价比在商业逻辑上可能是需要探讨的。我现阶段的理解里，“对的事”可以理解为“符合长期商业逻辑的事情”，也希望听听您的意见，以及您如何判断什么是“对的事”？",[15,146,147,150,151,154],{},[24,148,149],{},"段永平：对的事情往往和能长久有关系"," ，投资上尤其如此。所谓不对的事情其实并不总是很容易判断的。有些事情相对比较容易判别，比如不骗人。有些不那么容易，比如是不是该早睡早起。有很多觉得不对的事情都是通过长期的思考和别人以及自己的经验教训得来的，比如我们公司不为别的公司代工。",[24,152,153],{},"所谓要做对的事情实际上是通过不做不对的事情来实现的，这就是为什么要有stop doing list，意思就是“不做不对的事情”或者是立刻停止做那些不对的事情。也许每个人或公司都应该要积累自己的stop doing list。如果能尽量不做不对的事情，同时又努力地把事情做对，长时间（10年20年）后的区别是巨大的"," 。（2019-04-02）",[41,156,158],{"start":157},7,[44,159,160],{},"网友：大道您好，早期OPPO曾进入豆浆机行业，产品上市不久便迅速退出这个行业，我的印象是非常短的时间。您能简单说说豆浆机行业为什么不适合OPPO吗？或者上市后发现了什么之前未曾考虑清楚的因素呢？",[15,162,163,166],{},[24,164,165],{},"段永平：我当时已经不在一线了，所以没有参与决策，做与不做都和我没关系。这其实是一个发现错了就马上停止的好例子，不然大家现在看到的可能就是OPPO豆浆机而不是OPPO手机了。我知道当时停小家电是有几个亿损失的，今天来看决策真是对啊！这也是我们之所以是我们，很大程度上也取决于我们不做的那些事情，简单但非常不容易。"," （2019-05-26）",[168,169],"hr",{},[15,171,172],{},[24,173,174],{},"1. 没有销售部，不讨价还价",[15,176,177,179],{},[24,178,32],{}," 我刚到广东时，就发现人们在谈生意时谈来谈去谈的都是价格，当时我就想，如果能不谈价钱，那至少可以省掉70%到80%的时间吧。后来，我们花了两三年的时间，建立了一套销售体系，确确实实做到了所有的客户在我们这里拿的货的价钱都是完全一样的，不管生意额的大小，没有折扣，没有返点！也许很多人很难想象，我们这个公司实际上是没有销售部门的。（2016-10-12）",[41,181,182],{},[44,183,184,185,189],{},"怎么对待",[102,186,188],{"href":187},"\u002Flibrary\u002Fchayihua","差异化","定价（给不同的客户不同的价格）？",[15,191,192,194],{},[24,193,32],{}," 价格不一致，一是他们迟早会发现；二是客户发现能议价，会想尽办法跟你讨价还价，浪费你很多时间，这都是麻烦事。价格一致，会省很多麻烦。做产品主要是要抓住客户的需求，而不是价格。可以看看空客的John Leahy。（一个人打败了波音啊！当然背后靠的还是产品！）（2018-09-30）",[41,196,197],{"start":60},[44,198,199],{},"网友：淘宝目前正在运作电器城，可是电器城的卖家却是经销商，而京东却是直接向厂家拿货的。这个怎么能够竞争得过京东呢？",[15,201,202,204],{},[24,203,32],{}," “厂家”货一定便宜吗？能想明白这个问题其实也不容易。（2010-07-06）",[15,206,207],{},"网友：您的意思是否是指：经销商采购量不够的情况下，厂家的给的出厂价是比向大经销商采购还要高的？的确如此，这个是现实的商业状况。",[15,209,210,212],{},[24,211,32],{}," 卖得多就给得便宜的办法是对销售非常短视和初级的理解，尽管很多大公司也这么做。（2010-07-04）",[41,214,215],{"start":97},[44,216,217],{},"网友：段大哥有一个问题想听听您的看法：“家电零售业在价格上，是标高一点再讲价呢？还是标价就是卖价不讲价好点？”",[15,219,220],{},[24,221,222],{},"段永平：任何东西都是标实价不讲价的好。",[15,224,225,228],{},[24,226,227],{},"可以讲价实际上对卖家而言是个非常短视且成本很高的行为。成本很高指的是无法授权且容易造成管理漏洞，短视指的是如果可以还价，那就是在鼓励回头客来讨价还价。对于客户而言，任何讨价还价都会让他们有可能吃亏了的感觉，因为客户很可能觉得价钱还没还够"," 。（2015-06-12）",[15,230,231,233,234,237],{},[24,232,32],{}," 这里透露一个小机密：",[24,235,236],{},"我们公司卖东西是没有还价空间的，所有的客户都是一个价，不管生意大小，生客熟客...。刚刚开始经营企业时我就发现，所谓谈生意谈来谈去主要是在谈价钱。人们把大量时间放在谈价钱上，而且在谈的过程中经常还需要诈来诈去的。对于卖东西的业务员来说，价钱的授权是件非常困难的事情，所以他们总是要找更上一级领导去获取更多授权，所以领导就会变得非常忙且没有效率。所以我们在20多年前就没有讨价还价了。不讨价还价的好处实在是太多了，大家慢慢想哈。"," （2015-06-12）",[15,239,240,242],{},[24,241,32],{}," OPPO／vivo没有销售部（因为不需要谈生意）；不单独和客户谈价钱（所有客户一个价，省了双方非常多的时间和精力，10年20年加起来很恐怖啊）；（2018-09-30）",[15,244,245,247],{},[24,246,32],{}," Oppo、Vivo的年收入合计有400亿美金，没有Sales部门，没有折扣、返利，大小客户一视同仁。（2018-09-30）",[41,249,250],{"start":114},[44,251,252],{},"网友：我记得您好像说过，步步高没有销售部门，大小经销期商提货价格是一样的，这样做的道理在哪呢？",[15,254,255,257],{},[24,256,32],{}," 这样就不用整天花时间讨价还价了。刚刚开始经营时，我就发现每天绝大部分时间都花在和不同的客人讨价还价上面了。我当时一想，我们还是这么小的生意，那将来怎么办？我们大概花了三年时间才建立了起这套系统，简单不容易哈。（2019-09-22）",[15,259,260],{},"网友Q：有点好奇，大道公司的产品系列种类并不多，为何指定这套系统需要3年时间呢？",[15,262,263,265],{},[24,264,32],{}," 建立信任很难。",[15,267,268],{},"网友L：三年后有底气说服经销商？三年后经销商相信并接受这套系统？",[15,270,271,273],{},[24,272,32],{}," 相信的人会留下来。",[15,275,276],{},"网友P：如果是小公司的话，面对财大气粗的经销商的时候，怎么让他们服从这套系统？例如经销商很强势，非要比其他人低的提货价格呢？",[15,278,279,281],{},[24,280,32],{}," 我们那时候就是小公司。（2019-09-22）",[15,283,284],{},"网友O：大道您好！按你所讲，不论大小经销商提货同价，那么你们有没有对完成约定提货量的经销商，有不同比例的返利奖励吗？",[15,286,287,289],{},[24,288,32],{}," 我们没有返利，从来没有过。",[15,291,292],{},"网友K：返利是不是对价格体系有负面影响？或者说对统一订货价有负面影响，或者说返利就是鼓励短期行为……",[15,294,295,297],{},[24,296,32],{}," 不知道，你要去问那些觉得应该返利的人。我从来就不认同返利的逻辑。（2019-09-22）",[15,299,300],{},[24,301,302],{},"2. 不做代工（OEM）",[15,304,305,307],{},[24,306,32],{}," 关于做企业我举两个例子：不做代工，拒绝沃尔玛。沃尔玛要拧成本毛巾，给他代工你会很难受，企业会被弄死。",[15,309,310],{},"不代工（代工的产品没有大的差异化，很难有利润）；",[15,312,313],{},"下面我举一些我们自己的“不做的事情”的例子，这也算我们的小秘密吧。",[15,315,316,317,321],{},"不做OEM：最早提出不做OEM的就是现在OPPO的CEO陈明永，不记得是哪年了，大概可能有20年了吧。为什么我们不做OEM呢？长远来讲，我们想建立自己的",[102,318,320],{"href":319},"\u002Flibrary\u002Fpinpai","品牌","，我们需要把所有的资源投入到我们自己的产品上。做OEM有很专业的公司，他们有很专业的办法去满足很多不同的客户的不同的要求，我们根本就没有精力去做这些事情，所以长远来说我们是会输给那些专业做OEM的公司的，既然知道长远会做不过别人，那我们干脆就不做。记得大概十五六年前，我还是CEO的时候，沃尔玛的供应商曾经来找过我，说要给我们下100万台的VCD的单子，我在电话里直接就拒绝了。对方还问我，难道价钱你都不想谈吗？我说，对的，不管什么价钱我都拒绝，反正你也不会给我好的价钱，谈来谈去浪费大家的时间。",[15,323,324],{},"我当时还类似地拒绝过南方贝尔的代表要下的“巨量”电话机订单。当时给我打电话的人还嘟囔着说，在中国还没有人拒绝过我们的订单呢。（2016-10-12）",[41,326,327],{},[44,328,329],{},"网友：在中国民营企业发展的初期，可能几乎没什么人想得到不做国际大公司的代工，就像这里说到的没有人拒绝他们的订单。几年前当我意识到步步高是从开始就选择了不代工这条路的时候觉得非常惊讶，因为这个觉知实在是太早了，觉得怎么可能知道。这时候实际上很多的工厂还是成熟的老牌港台企业不仅仅是民企，步步高在起步的时候就已经在有些方面超过他们了，这是让人觉得很佩服的地方，这只有文化非常好的企业才可能想得到、做得到，也是我早就看好段总的主要原因之一。",[15,331,332,334],{},[24,333,32],{}," 如果你想的是10年20年后的事情，这个决定其实非常简单且容易。凡事能往前（后）想几年，往往难度会大幅度下来。（2016-10-18）",[15,336,337,338,342],{},"网友：想起来OEM的问题在投资里对应的术语就是属于“",[102,339,341],{"href":340},"\u002Flibrary\u002Fshangyemoshi","生意模式","”不好，一早就应该避开。",[15,344,345,347],{},[24,346,32],{}," 很专注地做OEM也许是可以做得不错的，比如TSMC。25年前我就告诉UMC的人，TSMC将来会更厉害。（2016-10-25）",[41,349,350],{"start":60},[44,351,352],{},"网友：25年前，半导体代工才刚刚起步，段总当时看好TSMC（台积电）哪些方面啊？",[15,354,355],{},"目前代工的竞争更加激烈，INTEL（英特尔）也加入战团，SAMSUNG（三星），TSMC（台积电），INTEL（英特尔），段总更看好谁呢？",[15,357,358,360],{},[24,359,32],{}," 谁更专注，谁就更有机会。（2016-10-26）",[41,362,363],{"start":71},[44,364,365],{},"网友：从段总20年前就不做OEM，建立自己的品牌，现在我越来越深信，功夫熊猫里的一句经典台词“There is no accident世上无偶然”。这还是跟段总偷学过来的。",[15,367,368,370],{},[24,369,32],{}," 我们其实从来就没做过OEM，但20年前确定了不做，所以谈都不谈了，省了很多时间。（2016-10-25）",[41,372,373],{"start":97},[44,374,375],{},"网友：我经营着一家做汽车音响的小公司，这几年自有产品和品牌在行业内发展的算是小有名气，在全球范围也有了一些代理商。公司也确定了未来以自有品牌为主的发展方向。可目前公司销售额和利润的50%依然来自于OEM（代工）生意，但我认为这两个生意是有冲突的，可如果马上停止OEM（代工）生意我担心对公司目前的经营会有较大的影响 想了解如果是您会怎么做。谢谢！",[15,377,378,380],{},[24,379,32],{}," 我们有过这种经历。我觉得最好慢慢放弃一种才能做好另一种。不专注有难度。（2019-05-24）",[41,382,383],{"start":114},[44,384,385],{},"网友：我们之所以成为我们，还因为我们那些不做的事情。”能讲一个您印象最深的例子吗？",[15,387,388,390],{},[24,389,32],{}," 我们stop doing list上很多事情都是有例子的。记得有次和中国台湾做代工的一个大佬吃饭聊天，他也问到为什么你们这么厉害，我说因为我们有个“stop doing list”，他也问到“举个例子？”，我说：比如我们不做代工。他马上问：为什么？我说，如果我们做代工的话很难和你们竞争哈。（2019-06-17）",[15,392,393],{},"网友：你这是拐着弯儿夸人啊。",[15,395,396,398],{},[24,397,32],{}," 其实可能算互夸，因为人家有点羡慕我买了很多苹果。（2019-06-17）",[15,400,401],{},[24,402,403],{},"3. 不借钱，没有有息贷款",[15,405,406,408],{},[24,407,32],{}," 没有有息贷款（永远不会倒在资金链断裂上。芒格说知道自己会在哪里死去就不去哪里，多数企业垮掉都是因为借了太多钱了。）",[15,410,411],{},"我们公司是基本没有贷款的，虽然很久以前银行就给了我们不少额度。（2018-09-30）",[41,413,414],{},[44,415,416],{},"网友：想请教一下段总如何看到企业举债的问题，觉得现在社会竞争太过于激烈，如果不借钱，光靠自身积累，可能会错失行业发展的机会，如果借钱，可能会有驾驭不住的危险。另外，感觉企业成长一定阶段以后，银行，企业，就在一条船上，可能明知道企业有危险，银行还是会投钱（为了收获前期投入的钱），有点像经济中的泡沫，明明知道是泡沫还的维持，直到泡沫最终破裂，不知道理解对不对。",[15,418,419,421],{},[24,420,32],{}," 如果没把握还的钱还是不要借的好。（2010-06-10）",[41,423,424],{"start":60},[44,425,426],{},"网友：近九成企业有贷款需求. 问一下段先生步步高、OPPO有没有向银行贷过款？马云好像说过阿里巴巴没有借过银行一分钱，都能成为这么优秀的企业。那些要贷款企业贷了款能更优秀？",[15,428,429,431],{},[24,430,32],{}," 我们也不太借钱的，但可能有一些短期贷款吧。早期没借过钱，主要是因为也没人借给我们。（2010-06-10）",[15,433,434,435,439,440,442],{},"03．网友：为什么有些企业都挺不错，还喜欢",[102,436,438],{"href":437},"\u002Flibrary\u002Ffuzhai","负债","啊？我个人感觉做企业尽量不要",[102,441,438],{"href":437},"。",[15,444,445,456],{},[24,446,447,448,442,450,452,453,455],{},"段永平：我们也不",[102,449,438],{"href":437},[102,451,438],{"href":437},"的好处是可以发展快些。不",[102,454,438],{"href":437},"的好处是可以活得长些。再说，一般来讲，银行都是要确认你不需要钱时才借钱给你的。"," （2010-04-21）",[15,458,459,460,462,463,465,466,468,469,471,472,474],{},"网友B：我所说的",[102,461,438],{"href":437},"不单单指有息货币",[102,464,438],{"href":437},"。请问段大哥：是不是关注有息金融",[102,467,438],{"href":437},"就行了，其他",[102,470,438],{"href":437},"就不用管了。还有我看到万科的有息",[102,473,438],{"href":437},"只有二百多亿，而它的现在却有四百多亿现金，我以为很安全。请段大哥点评一下。",[15,476,477,479,480,482,483,492],{},[24,478,32],{}," 还没认真看过财报。如果现金超过",[102,481,438],{"href":437},"，那就应该很安全。",[24,484,485,486,488,489,491],{},"我对大多数公司的担心是很多公司为了发展快些而去",[102,487,438],{"href":437},"，结果某一天因为",[102,490,438],{"href":437},"而陷入麻烦。"," 万科相对而言还是比较健康的，但似乎对营业额的增长也很有追求。我一般喜欢那些追求好产品，不太提营业额目标的公司，比如苹果。（2011-09-28）",[41,494,495],{"start":97},[44,496,497],{},"网友：想请教学长，您把小霸王和步步高从小做到大的过程中，资金的状况是怎么样的？大概在哪些阶段需要贷款和融资？还是说一直都是自己滚雪球？",[15,499,500,502],{},[24,501,32],{}," 基本上是靠滚雪球，钱多就多做些，没钱就不做。我比较保守，老觉得借钱不太舒服。再说，那时民营企业很难借到钱。（2011-05-12）",[41,504,505],{"start":114},[44,506,507],{},"网友：巴菲特说过“人生只需富一次”。我觉得，对于人来说，如您所说的一样，记住不借钱就对了；但如果是对于公司来说，应该可以借适当的钱。",[15,509,510,512],{},[24,511,32],{}," 是的，rich once的说法非常经典。我们公司也不太借钱的。（2010-03-18）",[41,514,515],{"start":141},[44,516,517],{},"网友：你主张不贷款，不用margin，错过了机会怎么办？",[15,519,520,523],{},[24,521,522],{},"段永平：贷款和用margin，赚的时候快，赔的时候更快。常在河边走，哪能不湿鞋，湿一回鞋就湿一辈子，为什么要冒这个险呢？（有些机会总是要错过的，只要保证抓住的是对的，就足够了。）我们过去的大部分竞争对手都消失了，我们还健在，道理也许就在此。"," （2018-09-30）",[41,525,526],{"start":157},[44,527,528],{},"中国民营企业应该怎么应对贸易战的挑战？",[15,530,531,533,534,538],{},[24,532,32],{}," 最主要的是取决于企业本身，做得好，有没有贸易战都无所谓。很多做得不好的企业，会拿贸易战当遮羞布。好的企业，危机来的时候，反而是机会。我们不贷款，有充裕的",[102,535,537],{"href":536},"\u002Flibrary\u002Fxianjinliu","现金流","，所以每一次危机来的时候都是机会。（2018-09-30）",[15,540,541],{},[24,542,543],{},"4. 不赊账",[15,545,546,548,549,553],{},[24,547,32],{}," 我们好像确实不怎么有收不到的钱。我们比较",[102,550,552],{"href":551},"\u002Flibrary\u002Fpingchangxin","平常心","，收不到钱的生意我们不做，不管听起来有多好。记得以前有家美国公司倒了国内一家同行4-5亿美金。这家美国公司之前也找过我们，一听说我们的条件就走了。呵呵，我是后来才听说的。（2010-03-26）",[41,555,556],{},[44,557,558],{},"网友：“收不到钱的生意我们不做，不管听起来有多好。”嗯，你们的条件主要是什么，能让对方一听说您们的条件就走？会不会是先付款后发货，我猜的。其实我很想知道您们对应收账款是怎样管理的，或者是您所知道的一些好企业是怎样管理应收账款的？",[15,560,561,563],{},[24,562,32],{}," 我们的条件大概就是让对方开不可撤销信用证吧。对方显然是有备而来的，对我们的条件没兴趣。",[15,565,566],{},"别人怎么管的我不知道。早期我们也有过烂账问题，不过比例很小。我其实不知道我们现在是怎么管的，大概还是我们很久以前定的方案吧。",[15,568,569,570,574],{},"我们一般给客户的放账额度是过去该客户在我们这一年的营业额的3-5%，当然",[102,571,573],{"href":572},"\u002Flibrary\u002Fxinyu","信誉","不好的就一点都没了。这意味着一开始的时候是完全没有的。",[15,576,577],{},"我们比较平常心，少做生意没关系，收不到钱就麻烦大了。追款的成本非常高，而且还会对出问题的地区生意造成影响。我已经好些年没听说过有钱收不回来了。",[15,579,580],{},"呵呵，我记得上次（不是这次）金融危机时，有个韩国供应商问我：听说中国三角债问题很严重啊，我回答说：嗯，我也听说了。隔了半天，他问我，那你是说你们没有这个问题？我说，对！（2010-03-24）",[15,582,583],{},"网友：“收不到钱的生意我们不做，不管听起来有多好。”说得太好了，第一次创业就因为收不到货款而失败。教训惨痛，从此再也不敢做欠账生意了！",[15,585,586],{},"网友：按照段总以前说的，那步步高的应收账款应该很少吧？在制造业来说能做到这点应该挺难的呀。",[15,588,589,591],{},[24,590,32],{}," 呵呵，真是很少。（2010-03-27）",[15,593,594],{},"业务员：我们现款或者预付款，不铺货的。",[15,596,597,599],{},[24,598,32],{}," 呵呵，开始卖手机后听说好像真是这样。（2010-03-28）",[15,601,602],{},"网友：厉害，很多公司都想，但能做到应该不多。",[41,604,605],{"start":60},[44,606,607],{},"网友：格力听说是先收款再发货的，甚至是预付，牛。",[15,609,610,612],{},[24,611,32],{}," 格力是好公司，呵呵，难道还有别的办法可以活下来的？（2010-03-30）",[41,614,615],{"start":71},[44,616,617,618,622],{},"网友：请教学长，对于账期有什么看法？我们创业中遵照",[102,619,621],{"href":620},"\u002Flibrary\u002Fbenfen","本分","的思维，成长得不错，产品的口碑很好。过去受产能限制，供不应求，原则是现款现结，账期免谈，因此送走了很多潜在大客户。今年产能扩充，有些股东强烈提议接受账期喂饱产能。我心底有点犹豫，账期带来一定比例的坏账是可以预见的，控制住筛选标准不会形成太大风险，但是过去行业里都知道我们公司不给账期，现在一旦开口，怕有蝴蝶效应。您觉得这个问题是不是触及文化基础的事？您的企业在早期发展过程中，对于放账期是什么态度？",[15,624,625,627],{},[24,626,32],{}," 最好不要给账期。但是，对你信得过的客户，如果非要给的话，也许按上一年营业额的5%-10%（淡季5%旺季10%）作为放款上限，而且要收付利息。这里最重要的是公平，要保证所有的客户得到的条件是一样的，不然会有很多人会来找你“谈生意”的。利息的收法也不难，你给所有的客户15天账期，超过15天的付你利息，少于15天的你付利息给他们就可以了。具体方法你可以自己想，但一定要对所有人公平！（2018-10-04）",[15,629,630],{},[24,631,632],{},"5. 不拖付货款",[15,634,635,637],{},[24,636,32],{}," 俗话说，好汉不吃眼前亏。我一直不太明白这句话的意思。不过，我看到的文化现象是大家都不愿意吃亏。我不知道需要合作的时候，如果大家都不吃亏的话会是什么结局。事实上我们中国人在生意上合作成功的机会好像确实比较小一些。很久很久以前，我们公司开始提倡“不赚人便宜”的文化。",[15,639,640],{},"我不知道我们到底在多大比例上做到了，但我们和人的合作好像成功比例确实要比平均高一些。也许我们公司能活到今天而且活得还不错的原因和这有点关系？",[15,642,643],{},"呵呵，我买股票的时候基本上也是这样。我想买的股票我总是把价格放在ask上，卖的时候总是放在bid上，只要这价格是我可以接受的。看起来我每一单好像都可能有点亏，但总的结局一直都还不错。（2010-03-12）",[41,645,646],{},[44,647,648],{},"网友：我的理解是，不赚人便宜或者说敢于吃亏，是为了解决一个基本的生意之道或说管理之道——信任。对于我们中国人来说，“信任”这个资源太稀缺了啊！缺乏了信任，合作就是空话了！",[15,650,651],{},"提倡不赚别人便宜的公司，是值得尊敬的，她至少明确告诉了员工什么是对的（不赚别人便宜），什么是错的（老想赚别人便宜）。我看到的大多数的公司都是在以能赚别人便宜为荣，比如一个采购员能拖供应商的货款，是“有能力”的表现，其结果是……",[15,653,654,656,657],{},[24,655,32],{}," 很同意！",[24,658,659],{},"我们公司财务如果逾期给不了款应该属于“没能力”的表现。",[15,661,662,665],{},[24,663,664],{},"早年我当CEO时曾在一次供应商会议上向所有供应商提供了我的手机号码，告诉他们如果有人不守信就可以打我电话投诉。好像一直没人打过。"," （2010-03-12）",[41,667,668],{"start":60},[44,669,670],{},"网友：我曾经是ＢＢＫ（步步高）供应商，在合作的几年里，我们每次都能及时收到货款，从来都不知道你公司财务的电话，现在想来都是我职业生涯中的骄傲，更是ＢＢＫ无形价值的体现，从与贵公司合作中受益良多！慢慢地理解了你为什么能在生活中取得如此巨大的成功！",[15,672,673,675],{},[24,674,32],{}," （2010-03-24）",[41,677,678],{"start":71},[44,679,680,681,685],{},"网友：我的问题是凭什么oppo可以这么厉害？我们知道过去十年竞争最激烈的行业就是乔布斯开创的智能手机浪潮，2010年以前的功能机时代的霸主诺基亚，摩托罗拉，黑莓等等直接死掉，到了2019年的今天来看，这场智能手机马拉松长跑的胜负大概率已分，当年的那些风口上的猪也大都摔了下来，如果拉起来名单，可能有十几家比较知名的手机品牌，算上供应链和",[102,682,684],{"href":683},"\u002Flibrary\u002Fqudao","渠道","的企业可能有成千上万家企业倒闭了。oppo是唯一一家成功从功能机时代转型智能手机时代的品牌，并且在这波浪潮里毫无疑问oppo成为了一家够分量的国际品牌。据媒体披露（不知道真假哈）oppo在2010年时候也面临关门的可能性，大道曾经参与了oppo的转型的决策，但明确表示不会重出江湖，亲临一线。到底是什么决定oppo可以这么成功？",[15,687,688,690,691,694],{},[24,689,32],{}," OPPO厉害是因为OPPO有厉害的文化和厉害的团队同时还赶上了好产品和好模式，其实vivo也很厉害啊，原因也是一样的。转型是12年中，我没有参加过转型的决策，但确实参加过一个有点悲壮的会。当时OPPO和vivo都面临很大困难，",[24,692,693],{},"我们当时不是很确定我们是否能过得去，所以当时大家达成一个共识：如果我们要倒下的话，一定不要倒的很难看，不要欠员工钱，不要欠供应商钱，要尽量保护代理商……我们12年没亏钱，13年没亏钱，但12-13年那一整年亏了非常多的钱，到13年中终于挺过来了"," 。",[15,696,697],{},"我明确表示不会重出江湖比这个还要早差不多10年，我当时说的意思很简单，大家都比我能干，如果大家搞不定的事情我也肯定搞不定的，所以我绝对不会重出江湖的。（2019-05-22）",[41,699,700],{"start":97},[44,701,702],{},"网友：想请教您一个关于企业经营方面的问题：在企业经营中我们经常发现有些企业会尽量占用上游供应商的货款，以保持企业经营与拓展的需要，但是本人认为这种做法却是不理智的做法。因为本人发现若厂家要多压供应商一个月货款，供应商就会自动提升报价。若因款期压多一个月，供应商的单价提高1.5%-2%，若我们将这上升的1.5%-2%看作是月息的话，那么年息就变成了18%（1.5%*12）-24%（2%*12），年息18%-24%是非常高额的利息。请问您认为企业花这么高额的成本获得资金是理智的吗？",[15,704,705,708],{},[24,706,707],{},"段永平"," ：你说得对，过长压供应商款是不对的，而且羊毛一定要出在羊身上。我当CEO（首席执行官）时是规定过压款不能超过60天，不然我们要付利息。我们从差不多30年前就是这么做的了，和是否滋润无关。（2019-07-26）",[15,710,711],{},[24,712,713],{},"附录：（来源：（视频）财富人生—段永平2004）",[15,715,716],{},"步步高代理商——张源1：我也是在我们经销商，应该说是第一个就是放弃小霸王，就是全部这个来做步步高的一个代理商。第一个带头的当时顶着很顶着很大的压力，因为我在外面接触了很多这种老板的这种合作伙伴，阿段这样就是把这种诚信落到实处的，确实是就是百分之百贯彻到实处的，确实是很少的。",[15,718,719],{},"步步高代理商——邱严杰：有一次我跟我们的一个客户打电话那个时候，然后我就催他钱，我说，唉，你欠我这么多，你还不给我，我感觉催催钱很正常，做生意来说催款吗？完了当时阿段就在我旁边，就听到我的电话，他说你这个客户跟你合作了多长时间了？我说大概有两三年了。他就说如果跟你合作了一个客户，两三年了，你都要这样去拼命追他款的话，那你们这种生意过程一定有问题。当时我也没往深里想，我觉得做生意你欠我钱我追追，这个天经地义有什么关系，但后来我真的是想明白这个道理，如果这个生意做到天天我要给你去追你的钱，完了他还给我说价格卖高卖低，实际上就是双方没有建立起这种足够的信任。",[15,721,722],{},"主持人：做生意就他就会比较难做，中国人有句古话叫无商不奸，这个诚信现在做生意的人都是挂在嘴边的，但是其实真正是在实际的操作当中，这个诚信跟这个利益挂钩的时候，有些时候他可能这个就会屈从于利益的这样一个压力。",[15,724,725,727],{},[24,726,32],{}," 我是这么理解这个问题，就是无商不奸的，奸商是叫无商不奸，无奸不商，其实是一种小农经济的商，我们小时候学的是那种类似于资本家残酷的剥削，压榨工人，那个都一定是小商小贩，就是它不可能成气候的！那么他就对企业的发展是不理解的。我个人理解就是诚信它是作为就我们叫把它叫本分，那么我知道GE它是有一条就叫做integrity，它是在这个公司所有的企业的核心价值观最上面的一条，然后他所有的东西它是说都是可以变的，因为环境在变，我们也必须要变，但是诚信这一条不可以变。我就不是特别明白，为什么到了做生意的时候到商场上很多人就忘了？你是供应商我欠你钱，你跟我供100万货到该给钱了，说好一个月给或者说好两个月给，到两个月要给的时候，就你说了现在要么你变成90万，要么我现在不给你，或者干脆就不理你了，说我出差或者怎么样，或者说反正我以后我也不进这个货了，所以我就不理他。",[15,729,730],{},"主持人：欠钱的更横是不是？",[15,732,733,735],{},[24,734,32],{}," 后来就是杨白老和这个黄世仁的关系嘛，现在就是这个杨白劳比较横一点，所以我觉得它这种做法，是一个对企业的理解比较弱，而且像这种企业它未来的发展会很糟糕，因为信任他的人会越来越少，我们企业能够走到今天一直能够比较健康的发展，我觉得很重要的因素就是我们建立了一个非常强大的信誉基础，我们这种诚信的概念是贯彻到很多地方的，包括你对客户对消费者对供应商对员工对所有跟你相关的人，大家都比较信任你，你就会觉得很多事情都变得非常简单，否则就会非常难。",[15,737,738],{},"主持人：其实企业本身如果坚持这一点的话，其实自己会最终成为这个事情的一个受益者。",[15,740,741,743,744],{},[24,742,707],{}," ：对，我觉得我个人认为是作为企业长期发展来讲是一个它的必要条件，不是说你老实你诚信你就一定能够做起来，但是你要没有这一点，你早晚会要出大问题。",[24,745,746],{},"（2004）",[15,748,749],{},[24,750,751],{},"6. 不晚发工资",[15,753,754,756],{},[24,755,32],{}," 步步高的员工是我们研发、生产经营的主体，对你们为步步高事业做出的贡献，我们一直心存感激。要营造和谐、相互尊重的工作氛围，尽量改善工作环境，外部环境不能改变，内部环境我们尽量搞好，十年来我们的工作环境逐步得到了改善，员工的业余生活也丰富了许多。一直以来，我们说我们公司是学习型企业，在我们公司工作，不仅要使员工有稳定工作和收入，还要培养人、锻炼人。不但要提高员工的基本素质，而且要提高员工的业务能力和综合素质，我们要努力去学习别人先进的管理方法，当然这个学习要付出代价，但不学的代价更昂贵。要培养合格性，合适性的人才，尽量减少人才流失。市场的竞争到现在是全方位的竞争，特别是人力资源的组合，如果公司有一天会垮掉的话，我想就在人才这一块，所以要引起足够重视。（段永平在企业文化培训课上的讲解）",[41,758,759],{},[44,760,761],{},"引用：传OPPO员工离职后照发12万年终奖主动离职、辞退都N+1",[15,763,764],{},"4月19日，有网友在社交网络上爆料称，OPPO离职的员工年终奖是照常发的，其中一位主动离职超过半年的OPPO员工就意外收到前东家发的12万的年终奖。从爆料的信息看，一位去年7月份从OPPO离职的员工，在今年4月份突然收到了12万的年终奖。经过询……",[15,766,767,770],{},[24,768,769],{},"段永平：过去20多年都是如此，那是契约精神里的东西，没什么好说的。"," （2019-04-20）",[15,772,773],{},"网友：今天看到您转载的文章说OPPO发放离职员工年终奖，真的要给OPPO点无数个赞哈！后来看到您评论说你们20多年来都如此，真不知该用什么词来表达对您和您的企业敬意！借用网友的评价，真的把本分做到了极致！之所以会有这样的感想，是因为我工作的一个公司，说好的我拿所负责业务的30%提成，但是老板从去年三四季度的账没完全清要给我（只给了7成），今年一季度也没算。之前都是季度末结清。老板是熟人，当时叫我过来做的时候我一直不来，因为怕有冲突的时候双方都没有能力处理好。我的问题是，该不该或者什么情况下走法律程序维权？",[15,775,776,778],{},[24,777,32],{}," 这个问题比较复杂。一般来说，恶人自有恶人磨，最重要的是远离他们就好。（2019-04-21）",[15,780,781],{},[24,782,783],{},"7. 不做不诚信的事情",[41,785,786],{},[44,787,788,789,793],{},"网友：步步高广告中的视听享受、对产品高品质的执着追求、对消费者需求的不断满足，本分专注，在别人不屑一顾中坚持不懈。所有这些是构成“",[102,790,792],{"href":791},"\u002Flibrary\u002Fhuchenghe","护城河","”的要素吗？",[15,795,796,798,799,803],{},[24,797,32],{}," 最重要的是",[102,800,802],{"href":801},"\u002Flibrary\u002Fzhengzhi","正直","和诚信。广告应该不算吧？（2010-09-22）",[41,805,806],{"start":60},[44,807,808],{},"调查称国产手机大多设收费陷阱，可自动扣话费",[15,810,811,813],{},[24,812,32],{}," 别的不敢说，我相信步步高和OPPO的手机肯定没有！如果巴菲特或者芒格也卖手机的话，我相信他们也不会有的。（2010-05-09）",[15,815,816],{},"网友：对企业文化的理解一直很模糊，忽然觉得企业文化好像是一个企业的品格。那么它太重要了。",[15,818,819,821],{},[24,820,32],{}," 对啊。作对的事情，然后是把事情做对。对这种不诚信的事我们只有0容忍度。这就是所谓的企业文化。",[41,823,824],{"start":71},[44,825,826],{},"OPPO手机官方声明（2010-05-10）",[15,828,829,831],{},[24,830,32],{}," 呵呵，刚刚查到的。看来我没说错",[15,833,834,837],{},[132,835,836],{},"公告","OPPO手机官方声明",[15,839,840],{},"广东欧珀移动通信有限公司作为OPPO品牌的拥有人和OPPO品牌手机的生产商，自公司成立以来，坚守“本分”、“诚信”的企业核心价值观，致力于为广大消费者提供品质优良的产品和服务。自OPPO手机上市以来，以其时尚的造型设计、优良的产品性能、完善的售后服务赢得了广大消费者的认可和信赖。",[15,842,843],{},"鉴于目前手机市场存在部分手机内置SP收费陷阱、欺诈消费者、侵害消费者利益的恶劣情形，我公司特此郑重声明如下：",[15,845,846],{},"手机内置SP收费陷阱是一种不诚信的行为，与我公司的核心价值观完全背离。",[15,848,849],{},"我公司自生产手机以来，就从未内置过此类SP收费陷阱，我公司今后永远也不会在手机产品或其他产品上内置此类SP收费陷阱，请广大消费者监督。",[15,851,852],{},"最后，我公司对一直以来支持、关心OPPO手机发展的广大消费者表示真心的感谢！特此声明。",[41,854,855],{"start":97},[44,856,857],{},"网友：想向段老师请教个问题，在中国不少行业都有潜规则的问题，不知道国外有没有。在有潜规则的行业中，如果不用潜规则，有时和使用这些潜规则的企业相比而言成本会高不少，但如果使用了总感觉缺乏诚信、不够本分，比如建材行业中铝合金门，说是1.2的厚度，行业内其实一般都是1.0的厚度甚至更薄，但这个行业从上游的型材到门厂的加工到终端门市的销售都类似，请问段老师怎么看这个问题呢？如果你是从事门厂这个行业的话，会怎么做呢？",[15,859,860,862],{},[24,861,32],{}," 所谓“讲信誉”或叫诚信或本分都是在需要付出代价的时候才能体现出来。本分的意思就是1.0的厚度就说是1.0的厚度，句号。（2013-02-26）",[41,864,865],{"start":114},[44,866,867],{},"引用：Warren Buffett Quotes",[15,869,870],{},[871,872,873],"em",{},"If principles can become dated，they're not principles.",[15,875,876,879,880,883],{},[24,877,878],{},"段永平：信誉不是讲讲而已"," ，",[24,881,882],{},"只有需要付出代价的时候，才知道谁是讲（守）信誉的。"," 原则是不应该有时间性的。（2012-11-17）",[41,885,886],{"start":141},[44,887,888],{},"网友：我理解企业文化和人的性格一样，一经形成后是很难改变的，不好的性格虽然平时可能看不出来，但一到关键时刻会暴露无遗，有时造成的伤害可能会是致命的。段总，请问我这样的理解是否正确。",[15,890,891,893],{},[24,892,32],{}," 呵呵，回答正确，得一分。只有当你需要付出代价的时候才知道你是不是个守信誉的人。“讲”信誉谁都会，但当需要“守”信誉的时候很多人就不行了。",[15,895,896,897],{},"网友：周鸿祎发飙：怒批“霸道总裁”余佳文太虚",[102,898,902],{"href":899,"rel":900},"http:\u002F\u002Fvideo.sina.com.cn\u002Fview\u002F249735164.html%E8%BF%99%E4%B8%AA%E5%B1%9E%E4%BA%8E%E5%81%9A%E9%94%99%E7%9A%84%E4%BA%8B%E5%90%A7%EF%BC%8C%E8%BF%98%E6%98%AF%E5%9B%A0%E4%B8%BA%E5%A4%AA%E5%B9%B4%E8%BD%BB%EF%BC%9F",[901],"nofollow","http:\u002F\u002Fvideo.sina.com.cn\u002Fview\u002F249735164.html这个属于做错的事吧，还是因为太年轻？",[15,904,905,908],{},[24,906,907],{},"段永平：不诚信公司大概率不会有好下场"," 。（2015-08-14）",[15,910,911],{},[24,912,913],{},"8. 不攻击竞争对手",[41,915,916],{},[44,917,918],{},"引用：为什么手机厂商开发布会都喜欢硬怼苹果？",[15,920,921],{},"苹果在全球智能手机出货量当中并非排名第一，但在高端智能手机市场上，苹果却是毋庸置疑的NO.1，当然，有些手机在售价上确实高于苹果，比如8848、motoZ等，其售价都高于苹果，可市场地位远远弱于苹果，苹果就像一座丰碑一样，矗立在众多手机厂商的面前……",[15,923,924,926],{},[24,925,32],{}," 并不都是！（2018-06-12）",[15,928,929,931],{},[24,930,32],{}," 郁闷的是偶尔看到一线的友军在线上攻击展开各种攻击……企业文化贯彻到神经末梢是一件非常不容易的事情……，我们的“不做的事情”是一个非常长的表，每一个不做的事情都是有背后的故事和道理和逻辑的，就不一一在此说明了。（2016-10-12）",[15,933,934],{},"02、段永平的博文：《我也是苹果股东》2017-03-21",[15,936,937],{},[871,938,939],{},"独家专访段永平——“苹果无法在中国战胜我们”",[15,941,942,944,945],{},[24,943,32],{}," 我要觉得我们能干倒苹果，我怎么会买苹果股票呢？我肯定不会说这话的！再说，",[24,946,947,948,952],{},"我们公司不会把追求干倒谁过作为目标，也不会把市场份额，销售数量及排名作为我们的追求目标的。我们追求的就是改善",[102,949,951],{"href":950},"\u002Flibrary\u002Fyonghutiyan","用户体验","，做出最好的产品，其他的都是水到渠成的事情。",[15,954,955],{},"——-刚刚看到一篇文章的标题，很是无奈。（2017-03-21）",[15,957,958],{},"网友：我也看到这篇文章了，一看到标题就知道这根本就不可能是您说的话。以为您没有接受采访，但看到了文章里这句话：“说这些话的人都疯了。当有人讨论信息不对称时，实际上其内心深处认为消费者都是傻瓜。”觉得像是您说的话。您是接受采访了？",[15,960,961,963],{},[24,962,32],{}," 是因为“拼多多”接受了采访，说的都是“拼多多”，顺便问了一下我们公司的事情。然后就凑出这篇文章了。很无语，但错在自己。已经多年不接受采访了，本来警惕性很高的，没想到还是掉坑里了。以后绝不再接受采访了，不管什么情况！老巴很久以前就有规矩，只接受电视采访，非常有道理啊。（2017-03-21）",[41,965,966],{"start":71},[44,967,968,969],{},"网友引用：",[24,970,971],{},"段永平给营销人员讲话全文",[15,973,974],{},"原文：不攻击对手。我觉得互相攻击是种不健康的行为，做企业要有点风度，攻击对手恰恰是没有自信的表现。心态上要沾染这些东西，纵然一时得手，将来总是要摔跤的。靠攻击别人过日子，是得不偿失。其实，每个企业都有自己的长处，也有自己的短处，宣传自己的长处就行了。",[15,976,977,979],{},[24,978,32],{}," 大道不记得什么时候讲的了，但内容看着像。至少应该是20年多前的事情了吧？（2019-09-26）",[41,981,982],{"start":97},[44,983,984,985,988],{},"引用：",[24,986,987],{},"段永平：本色英雄 —《赢周刊》采访全手记"," （2004-01-19）",[15,990,991],{},"问：你们说你们从不攻击对手，是这样的吗？",[15,993,994,996],{},[24,995,32],{}," 这是铁的规矩。曾经有家对手以“方便谁都做得到，唯有清晰最重要”来攻击我们，可我们认为这是小聪明，并非大智慧，其实我们在方便性、清晰度都远胜于他。当时我判断它维持不了半年，结果三个月就做不下去了，如果做下去，他们吃的亏更大。我们的市场占有率亦未因此而下降丝毫，因为我们的消费者是聪明人。这件事我们从头到尾没回应过任何报道，我们认为，就算打死对手，你也只能分占市场的一部分，而消耗了内力，则成为企业之大忌。（2004-01-19）",[15,998,999],{},[24,1000,1001],{},"9. 不打价格战",[41,1003,1004],{},[44,1005,1006],{},"网友：小米刚成立时说只做发烧手机，1年后做了青春版，现在又出了更低端的红米，不懂雷军想怎样，不看好！我看小米最值钱的也就是开发的一些软件。",[15,1008,1009,1011],{},[24,1010,32],{}," 低价是条最容易的路，也是一条最难的路。（2013-08-04）",[41,1013,1014],{"start":60},[44,1015,1016],{},"网友：段总您好！（从高端入手真是厉害）为什么说从高端入手真厉害？您能说说从高端市场入手比低端入手的道理及利弊吗？",[15,1018,1019,1021],{},[24,1020,32],{}," 很少有人这样做的，因为成功率太低。但如果成功的话，成本是最低的。（2013-07-02）",[15,1023,1024,1026],{},[24,1025,707],{}," ：我们一直算是高端机吧？这次只是进入智能手机而已。一般而言，我们只要有足够长的时间，国内好像都是算很厉害的那种吧。相信一段时间后国内买android的人多数都会把OPPO作为选项之一的。（2011-07-14）",[41,1028,1029],{"start":71},[44,1030,1031],{},"网友：请教一下学长现在对android的前景怎么看呢？您觉得android做高端有前途吗？另外您觉得苹果会不会着力占领廉价手机市场？这样做的话对他们好处多还是坏处多？",[15,1033,1034,1036],{},[24,1035,32],{}," 在相当长的时间里，android的量依然会是大的。不能说android做高端如何，但某个品牌用android做个很贵的手机出来是很可能的，会买的人当然要叫那个高端了。另外，在android里也有高低端之分。",[15,1038,1039,694,1042],{},[24,1040,1041],{},"苹果大概永远都不会专门做所谓的廉价手机市场，对学弟提出这个问题感到有点意外，说明你对企业的理解已经和大众很接近了",[24,1043,1044],{},"苹果的策略一直都在那里摆着呢，做最好的产品，让前面的产品做入门级以及提高级的产品。大概三年内，当iphone7出来的时候，iphone5c就会变成入门级的产品，大概会卖到2000出头，那个时候会有点好看哈。",[15,1046,1047],{},"另外，iphone5s绝对是划时代的，不知道为什么那么多人会视而不见？我可以肯定的是，三星里很多人要开始“熬夜多压力大了”。（2013-09-14）",[41,1049,1050],{"start":97},[44,1051,1052],{},"网友：最近有的企业领导要以价格战的方法逼一些品质差，性能差生产的小企业出局。我的问题是这个市场选择了价格战还是部分企业的主观做法。",[15,1054,1055,1057],{},[24,1056,32],{}," 想想苹果如果也犯这个毛病会是什么结局。",[15,1059,1060],{},"网友：对啊，这让我想起了当年的彩电价格大战，那时我在赛格三星，其实就是产品没有差异化的同时产品还严重过剩，我们的玻壳合格率一步一步地提高，彩管厂，电视机厂就是不赚钱，想技术进步严重缺资金，价格战的大弊端。",[15,1062,1063,1065],{},[24,1064,32],{}," 没有差异化的工业品往往容易有价格战。资源性无差异化产品则偶尔会有惨烈的价格战，比如石油。",[15,1067,1068,1069,1072],{},"网友：优秀企业指的是格力，我理解格力开展促销活动巩固和扩大市场份额的做法。",[102,1070,1071],{"href":340},"商业模式","很好、成长空间巨大的公司目前还未找到。",[15,1074,1075,1077,1078],{},[24,1076,32],{}," 我不了解格力，但",[24,1079,1080],{},"除非不得已，用价格武器总是错的。很少人明白，低价是不会扩大市场份额的，但被迫降价有机会保住市场份额而已。",[15,1082,1083],{},"网友：“低价是不会扩大市场份额的，但被迫降价有机会保住市场份额而已。”这句话应该怎么理解，麻烦段大哥再解释下好吗，我最近刚好有这样的迷惑，同行的同类产品以我们一半的价格在打，我们量下滑了，排名也下滑了。我想降价，但又担心陷入降价降质的恶性循环。另外，应该如何定合理的价格，或者说企业合理的利润应该是多少？",[15,1085,1086,1088],{},[24,1087,32],{}," 差异化越小的产品越容易陷入价格战。价格战会导致大家为了保持份额而降价，所以结果往往是大家份额不变的情况下价格下来了。（2014-09）",[41,1090,1091],{"start":114},[44,1092,1093],{},"网友：价格战后总会优胜劣汰，胜出的大企业会有合适的利润，是否可以这样理解呢？我觉得下游面对消费者的组件商才能做品牌.英利目前的一体化感觉不靠谱，CEO喜欢军事化管理，我排斥这东西.尚德成本控制一般，签的那个合同现在看来是很蠢，施喜欢说些空大话.非要选的话还是尚德更靠谱.",[15,1095,1096,1098],{},[24,1097,32],{}," 价格战的最后结果往往是优不胜，比如汽车业和航空业。（2011-10-07）",[41,1100,1101],{"start":141},[44,1102,1103,1104,1107],{},"网友：在某些家电领域进入门槛较低，龙头企业通过打一次价格战，扩宽自己生意的护城河，我个人对价格战的定义就是降售价，大部分或者全线产品降售价。",[24,1105,1106],{},"想问问大哥，企业啥时候能开这个大招儿"," ？",[15,1109,1110,1113],{},[24,1111,1112],{},"段永平：犯病的时候。"," （2014-09-30）",[41,1115,1116],{"start":157},[44,1117,984,1118,1121],{},[24,1119,1120],{},"段永平浙大MBA论坛超级精彩问答实录"," （2010-01-29）",[15,1123,1124],{},"网友：你当年做步步高，能避免价格战吗？",[15,1126,1127,1129],{},[24,1128,32],{}," 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。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，可口可乐和百事可乐，从来不是互相比降价，而是创造差异化的消费者价值。（2010-01-29）",[41,1131,1133],{"start":1132},8,[44,1134,1135],{},"引用：本色英雄 《赢周刊》采访全手记",[15,1137,1138,1140],{},[24,1139,32],{}," 在步步高我做了一个规定，产品定价我不管，但是调价我要管。为什么？防止冲动。特别是市场竞争很激烈的时候，市场上会有很多信息。比如说一个消息传来，说竞争对手调价了，这有几种可能：或者是对方根本没有调，可能对方调价不是针对我们的，或者是我们本来不应该调价。我们可能会出现误调。每次出现这种情况我会尽快召集他们开个会，问几个为什么？可能开始时大家都是义愤填膺的，聊了半个小时之后大家都很平静，这个时候作出的决定可能更合理的。（2004-01-19）",[15,1142,1143],{},[24,1144,1145],{},"10. 不谈性价比",[15,1147,1148,1150],{},[24,1149,32],{}," “性价比”其实就是为性能不够好找借口，我也是花了很多年才突然想明白的。（2017-04-06）",[41,1152,1153],{},[44,1154,1155],{},"网友：那些追求“性价比”的公司恐怕是既没有长长的坡也更没有厚厚的雪的。段大哥，追求“性价比”的公司为什么会没有好的结果呢？我以前买过“性价比高”的手机，发现手机质量不够好，经常出一些小毛病。",[15,1157,1158,1160],{},[24,1159,32],{}," 说追求“性价比”的公司大多是在为自己的低价找借口。长寿公司大概是不太强调“性价比”这个概念的，老百姓心里有杆秤。好货不便宜啊。（2017-03-25）",[41,1162,1163],{"start":60},[44,1164,1165],{},"网友：“性价比”就没有未来吗？雷布斯哭了。",[15,1167,1168,1150],{},[24,1169,32],{},[41,1171,1172],{"start":71},[44,1173,1174],{},"现在手机（企业）有两种模式，一是小米这种先圈用户，再通过其他方式变现；二是苹果这样，靠产品本身赚钱。哪种好？",[15,1176,1177,1179],{},[24,1178,32],{}," 首先，圈客户的角度，苹果比小米厉害；其次，长远来看，没有什么企业是靠便宜赚钱的。性价比，都是给自己找借口。一定要把重心聚焦在用户上，也不是我们非要做高端还是低端，只是把自己能做的事情做好了，满足了一部分人群的需求。即使苹果，也没有满足所有人。",[15,1181,1182,1183,1186],{},"我们早年经常提性价比，直到我有一次跟一个中国通的日本人谈合作说到我们的产品性价比高时，对方很困惑地问道，什么是性价比，是“sex-price” ratio吗？我当时就愣了一下，觉得日本人的词典里似乎是没有性价比这个东西的，之后又花了很久才悟到，",[24,1184,1185],{},"“性价比”实际上就是性能不够好的借口啊。我希望我们公司不会再在任何地方使用这个词了"," 。（2018-09-30）",[41,1188,1189],{"start":97},[44,1190,1191],{},"网友：再请教大道一个问题：您在“不为清单”里提到：不看好性价比。我的困惑是同等性能，同等体验的产品，通过提高效率，做到价格更低，不是很好吗？能再详细解释吗？",[15,1193,1194,1196],{},[24,1195,32],{}," 我该说的都说了，也许你多看几年就明白了？（2019-03-14）",[15,1198,1199],{},[24,1200,1201],{},"11. 不做没有差异化的产品",[41,1203,1204],{},[44,1205,1206],{},"网友：很多竞争很激烈的行业。为啥有的公司可以胜出有的不行？难道生意特性不一样还是人不一样？",[15,1208,1209,1211],{},[24,1210,32],{}," 简单讲，没有差异化的产品是很难长期赚到大钱的。苹果之所以赚到大钱，是因为苹果是卖iphone的，其他同理哈。简单讲一下差异化：就是用户需要但其他竞争对手满足不了的某些东西。（2018-11）",[15,1213,1214,1216,1217,1221],{},[24,1215,32],{}," 我个人理解，好的公司一般来讲就是能够持续找到用户“差异化”需求的那些公司吧。如果找不到“差异化”的东西，那“",[102,1218,1220],{"href":1219},"\u002Flibrary\u002Fganweitianxiahou","敢为天下后","”的产品就会成为悲剧。所以“敢为天下后”的前提一定是你能够提供出你的用户群需要而别人没有或不能提供的“差异化”的产品。",[15,1223,1224],{},"“差异化”的东西是在不断地变化的，当大家（很多公司）都有了的“差异化”就会变成基本需求。有时候好的产品的“差异化”东西不一定需要很多，有时候哪怕有一个也会让公司（或产品）很成功。",[15,1226,1227],{},"比如，如果你能想清楚麦当劳的“差异化”是什么，也许你就会明白些。至于如何找到“差异化”的问题，那是“如何把事情做对”的范畴的事情，那可不是一朝一夕之“功夫”啊。苹果能有现在这些个好东西，那也是10几20年的积累的“厚积薄发”而已。（2011-01-10）",[41,1229,1230],{"start":60},[44,1231,1232],{},"网友：没有销售部，那你的价格决策机制是什么？",[15,1234,1235,1237,1238,523],{},[24,1236,32],{}," 做市场调研，在上市的时候就尽可能定准价，错了及时调整。",[24,1239,1240],{},"（电子产品）竞争的本质在于产品差异化，要做别人提供不了的东西。没有差异化，就成了日用基础商品，只能靠价格来竞争，很难挣钱。",[15,1242,1243],{},[24,1244,1245],{},"12. 不参加展会",[41,1247,1248],{},[44,1249,1250],{},"网友：前几天去了趟广交会，是第一次，好奇之下就搜索参展商看看有没有学长的企业，发现没有，而且很多国内的名牌都没有，但是有格力的。想请问一下学长，您以前公司小的时候参加过广交会吗？小公司的新产品用什么方式推广是您认为最有效的？",[15,1252,1253,1255],{},[24,1254,32],{}," 我们不去任何这类展会的，包括拉斯维加斯的CES。这种推广的办法对推广品牌事倍功半。小企业一旦开始用这个办法找生意后，很可能就会很难发展品牌了。（2013-10-27）",[15,1257,1258],{},"网友l：参加展会，我的理解会出现迷失，因为会发现别人有很多东西很新很好，那么就想也学过来，这样会从客户需求上迷失；如果真的达成生意的话，那么会迷失不再去关注用户需求，只需关注大客户订单需求，我是这么理解。",[15,1260,1261,1263],{},[24,1262,32],{}," 我说的是我们公司的产品不摆展，人还是应该去看看的！（2013-10-28）",[41,1265,1266],{"start":60},[44,1267,1268],{},"快讯：报道称微软将向国际消费电子展说“不”",[15,1270,1271],{},"（i美股讯）美东时间12月21日消息，据美联社报道，微软公司周三表示，2012年美国拉斯维加斯国际消费电子展（CES）将是该公司最后一次参展CES。报道称，微软将会在自己的发布会投入更多精力。（John）.",[15,1273,1274,1276],{},[24,1275,32],{}," 微软终于明白去ces是件费力不讨好的事情了。苹果早就明白了，我们公司也算一开始就知道地。现在还有很多国内公司每年在ces劳民伤财，希望他们能再想想。",[41,1278,1279],{"start":71},[44,1280,1281],{},"网友：网易拒绝参加文博会（是想做成ChinaJoy中国国际数码互动娱乐展览会），也有个性",[15,1283,1284,1286],{},[24,1285,32],{}," 呵呵，我想网易是对的。（2011-12-22）",[15,1288,1289],{},[24,1290,1291],{},"13. 不弯道超车",[41,1293,1294],{},[44,1295,1296],{},"怎么看待中国企业爱弯道超车？",[15,1298,1299,1301],{},[24,1300,32],{}," Alaska有句话，shortcut is the fastest way to get lost（捷径是迷路的最快的办法。）不存在什么弯道超车的事情，关注本质最重要！不然即使超过去，也会被超回来。（2018-09-30）",[41,1303,1304],{"start":60},[44,1305,1306],{},"网友：如何看待企业的跨越式发展，弯道超车。",[15,1308,1309,1311],{},[24,1310,32],{}," 提高翻车率的有效办法。（2019-02-14）",[41,1313,1314],{"start":71},[44,1315,1316],{},"网友：10年来，一直关注步步高。10前我在想什么时候BBK（步步高），可以超过松下？现在楼主可以回答吗？",[15,1318,1319,1321],{},[24,1320,32],{}," 不知道啊。希望不用万年，呵呵。我们现在早就不用超过谁来当大目标了，超越自己比较好些。我们只要能更健康更长久就行。（2010-03-30）",[41,1323,1324],{"start":97},[44,1325,1326],{},"网友：段大哥能说说研究公司方面的一些技巧吗？",[15,1328,1329,1331],{},[24,1330,32],{}," 做了20年企业，一直找不到技巧（2010-05-04）",[41,1333,1334],{"start":114},[44,1335,1336],{},"引用：先成为“职业棋手”再说 ——《21世纪经济报道》",[15,1338,1339,1341,1342,1345],{},[24,1340,32],{}," “下围棋取胜最大的秘诀不是如何下出高招，而是能够自始至终下出本手，不出错，而等着对手出错。",[24,1343,1344],{},"办企业也一样，你看死掉的企业哪一家是被别人打死的？还不都是自己犯错死的！世界上长青树企业，哪一家不是中规中矩地按照企业规则在操作？大浪淘沙，在中国，最终在世界上能够站住脚，能够真正做大做强的一定是严格按企业规则办事的企业家。"," 这就像只有九段棋手才能下出职业九段的围棋来一样。”（2001-11）",[41,1347,1348],{"start":141},[44,1349,1350],{},"There are no shortcuts. There are no hacks. If you want to take the easy road，I promise you: it's longer and more painful than the hard road.",[15,1352,1353,1355],{},[24,1354,32],{}," 不存在什么捷径。不存在什么窍门。如果你想走轻松的路，我保证：它比艰难的路更长更痛苦。（2019-07-30）",[15,1357,1358],{},[24,1359,1360],{},"14. 不收购和兼并",[41,1362,1363],{},[44,1364,1365],{},"网友：对企业来说，“做对的事情”是如何判断的？譬如，吉利收购沃尔沃，联想收购IBM pc部门等。是否回过头来，还是依据我们对企业文化的理解，相当于自己在做企业？",[15,1367,1368,1370],{},[24,1369,32],{}," 简单的东西不容易啊。",[15,1372,1373],{},"“做对的事情，把事情做对”就是简单不容易的典型代表。",[15,1375,1376],{},"其实从外人的角度来看，我无法判断吉利的收购案或联想的收购案对他们来讲是否是件对的事情，但他们最后自己都会知道的。",[15,1378,1379,1382],{},[24,1380,1381],{},"关于并购，我可以讲一个我的简单理解。如果当有人本着“大不一定强，不大则一定不强。所以要做强则先做大。”的想法去并购的话，那结局一定是很难看的。韦尔奇的自传里写过一些关于并购的原则，你有兴趣可以去看看。"," （2011-01-25）",[41,1384,1385],{"start":60},[44,1386,1387],{},"网友：美的它发展很快，不可否认它的收购和并购都很成功，你估计步步高会不会这样做？或者继续练好自己的内功？",[15,1389,1390,1392],{},[24,1391,32],{}," 我们不会走M&A，就是收购和兼并这条路去发展。我们这种办法短期看来好像慢很多，但从10年20年的角度来看，有可能是最快的。（2010-03-25）",[41,1394,1395],{"start":71},[44,1396,1397],{},"网友：吉利买下沃尔沃轿车品牌，联想买下IBM笔记本品牌，海尔将三洋中华区品牌买下来。请问段大哥，品牌还能这样出售吗？万一收购方将品牌越做越差，不是更影响未出售的品牌和产品。到时连叫停的权力都没有了。",[15,1399,1400,1402,1403,1406],{},[24,1401,32],{}," 你是为买方着急还是为卖方着急？",[24,1404,1405],{},"一般来讲多是只有错买没有错卖的。你说的这几个例子也是如此，卖方没啥要担心的"," 。（2016-11-25）",[15,1408,1409],{},[24,1410,1411],{},"15. 不多元化",[15,1413,1414,1416],{},[24,1415,32],{}," 我们每个事业部都是高度独立和专业化的，都非常专注于自己擅长的领域。我们不会为了多元化而多元化。（2010-03-09）",[41,1418,1419],{},[44,1420,1421],{},"网友：段哥，美的在做空调还有电磁炉、豆浆机等小家电，不少人说它不够专一，那步步高现在除了手机、学习机也在做小家电，想听您谈谈对多元化的理解。",[15,1423,1424,1426],{},[24,1425,32],{}," 我们这些不同大类的产品都是不同的公司做的，完全独立的不同的团队，不会为其他产品分心，所以不是多元化的产物。",[15,1428,1429],{},"我不赞成一般意义上的多元化，尤其不赞成为多元化而多元化的多元化---有很多公司在经历一段不错的发展后，为了分散风险，开始搞起了多元化，结果其中有些公司很快就不用再担心风险的问题了。（2010-09-20）",[15,1431,1432,1434],{},[24,1433,707],{}," ：A股有些公司就有这个问题，看着利润不错，可老是不知道公司会怎么用这些钱。一看他们多元化我就有点晕。（2010-05-23）",[41,1436,1437],{"start":60},[44,1438,1439],{},"网友：谢谢段总的回复。段总在博客上的文章和回复值得反复阅读，常读常新，特别是在心静的时候、杂音过后的时候阅读效果更佳。有些问题我还不知道自己不知道。段总的一些观点背后的逻辑与道理，需要常思常想，才能明白一二。",[15,1441,1442,1443,1446],{},"“c.渠道成本低。呵呵，不是同行的不一定能明白这话到底有什么分量（同行也未必明白），",[24,1444,1445],{},"我是20年前从任天堂那里学会的。那时很多做游戏机的都喜欢做很多品种，最后下场都不太好。"," ”----这句话，我想需要想很久才会明白一点。我发现，没有理解的地方往往就是读了之后，过一周、二周就会很容易忘记的内容。某天翻出来再读时，发现原来段总早就说过了。",[15,1448,1449,1451],{},[24,1450,707],{}," ：常思长想是很重要的，你能有这个体会说明你真的想了。",[15,1453,1454],{},"我说的很多东西都是经过很多年思考得出的结论，虽然未必都一定对，但多数都是蛮有道理的。",[15,1456,1457,1458,1461],{},"“",[24,1459,1460],{},"最后下场都不太好”这句话下面是躺着无数企业的，看不到这句话的意思确实有点可惜。"," （2013-02-14）",[41,1463,1464],{"start":71},[44,1465,1466],{},"网友：段总，您好，请问您对tcl这些年无论在经营范围或者在经营地域，都实行遍地开花的做法是怎么看的，自知不是一个好问题，不过，真的觉得tcl这种经营方式挺值得探讨的。说白了，我是想问，他们似乎也一直在努力，怎么利润回报就不理想呢？他们的经营业绩是不是开始有转好的迹象，即将进入收获期呢？",[15,1468,1469,1471,1472,1475],{},[24,1470,707],{}," ：",[24,1473,1474],{},"“一直在努力”就一定有利润？先要做对的事情，努力才有用。"," （2010-10-14）",[41,1477,1478],{"start":97},[44,1479,1480],{},"不明真相的群众：杰克韦尔奇本人，他的“战略”我也是有疑惑的。他入主GE早期做的一些战略，看起来是不错的，主要是聚焦、做减法，但到了晚期，又走回去了。",[15,1482,1483,1485,1486,1489],{},[24,1484,707],{}," ：这个我同意。",[24,1487,1488],{},"我当时一直都说，从来没见过企业多元化成功的例子，GE是个例外。现在看来，时间长了都不行哈。"," （2018-09-21）",[41,1491,1492],{"start":114},[44,1493,1494],{},"网友：偶尔会听到一些人说“ less is more”（包括在网易云音乐上私信与丁磊聊天时，他也说过），我自己也思考过这句话。但还是想听听段叔叔你的理解和看法。",[15,1496,1497,1499],{},[24,1498,32],{}," 就是专注的意思。（2013-08-16）",[41,1501,1502],{"start":141},[44,1503,1504],{},"网友：最近有一家很著名的PC（个人计算机）厂商说，在今后每年要推出50款智能机器。一般来讲，大家都知道苹果这样机型越少越好，为什么有些厂商还要进行“机海战术”呢？他们是出于什么考量呢？",[15,1506,1507,1509],{},[24,1508,32],{}," 苹果现在一年都要推两款了，说明用户的需求比较分散。推50款基本是技穷的表现，东西绝对好不了。（2013-09-16）",[15,1511,1512],{},"网友O：有些公司精品战略，有些机海战略。两者各有难度，难度点不一样。我观察到的一点是：精品战略做得好的公司比机海战略做得好的公司的资本效率和回报率要好得多，不是一般得多。",[15,1514,1515,1518],{},[24,1516,1517],{},"段永平：如果大凡你能做好一样东西，你为啥还要做很多做不好的东西呢？不过，确实有些会因为做了一些好东西后就以为自己啥都能做好，于是就开始做一些自己做不好的东西了。人的精力是有限的，聚焦的人或公司最后会变得很厉害，这也是我喜欢苹果的原因"," 。（2013-10-17）",[15,1520,1521,1522],{},"网友：",[24,1523,1524],{},"如果大凡你能做好一样东西，你为啥还要做很多做不好的东西呢？----这个好问题值得我思考十年。",[15,1526,1527],{},[24,1528,1529],{},"16. 不关注市场占有率，不关注销量排名",[41,1531,1532],{},[44,1533,1534,1535,1539],{},"网友：请教段老师一个问题：现在很多企业的目标是做行业的第一名、做行业的霸主，但感觉段老师在谈到步步高时从来没提这种口号，而是谈到做出消费者喜爱的产品，也是段老师常讲的",[102,1536,1538],{"href":1537},"\u002Flibrary\u002Fxiaofeizhedaoxiang","消费者导向","。这两者有什么区别吗？",[15,1541,1542,1544],{},[24,1543,32],{}," 好像区别还挺大的，一个是因，一个是果。“行业第一”好像对消费者而言并没有实际意义，很少有用户是因为看到你是“行业霸主”而买你东西的。",[15,1546,1547],{},"所以总的来讲，我们最关心的只是消费者体验，而不是行业排名，不然可能就容易犯一些很奇怪的错误，比如发动价格战等等。也许这也是我们“胸无大志”的体现吧。",[15,1549,1550],{},"不过，貌似我们坚持做的很多产品最后据说都成了“行业第一”（其实没认真考证过，没有权威数据），比如最早的小霸王学习机，后来的步步高VCD、DVD、电话、复读机、点读机等等。手机恐怕需要的时间会长很多，对手们很厉害啊。想想有一天可能要和苹果或诺基亚PK一把还是很兴奋的。（2010-10-15）",[41,1552,1553],{"start":60},[44,1554,1555],{},"网友：根据知名市场调查公司赛诺的数据，今年2月份，3G手机销量前5名中，有4个是国产品牌，只有1个是国际品牌，即三星。不过，三星在3G手机中的份额较大，为19.4%。后面的第二名华为至第五名酷派则差距不大，从13.4%至9.6%不等，这几家企业正好是号称“中华酷联”的四个主要国内手机品牌，即华为、中兴、酷派、联想。请问阿段怎么看国内手机市场未来发展？",[15,1557,1558,1560],{},[24,1559,32],{}," 用眼睛看，也用心看。我们公司应该对销量排名兴趣不大，尤其是要亏钱的销量还是不要的好。（2012-04-20）",[41,1562,1563],{"start":71},[44,1564,1565],{},"网友：段总，为什么市场占有率不是很重要？不是太明白。",[15,1567,1568],{},"网友s：看来“市场占有率”和“利润”一样，只能看成做对事情的结果，如果整天盯着看，动作就会变形啊。满足消费者需求，创造价值才是正道，像诺基亚这样的公司还犯这样的错，可见要做到真不容易啊。",[15,1570,1571,1573],{},[24,1572,32],{}," 哈，说得好。眼光盯住“市场占有率”确实会导致公司做一些本末倒置的事情。（2010-10-08）",[15,1575,1576],{},"网友j：我来说一句，占有率只是个数字，不能阻止OPPO超越诺基亚。",[15,1578,1579,1581],{},[24,1580,32],{}," 是否超越谁并不是我们的目标。最重要是做出好东西给用户。（2010-10-08）",[41,1583,1584],{"start":97},[44,1585,1586],{},"网友：低端市场是指完全依赖价格的一个市场，这群人没有品牌忠诚度，哪个便宜买哪个，因此就算今天有了这群人买，明天另外一个品牌降10块钱，他也可能会换别人的，面对这种情况，你只能再降价，到最后只能牺牲质量，否则就没办法要这个占有率。",[15,1588,1589],{},"所谓高端是指必须有个性化，oppo手机卖点在音乐手机，突出“音乐”，音质好，抖动也不影响音质等等，那么会有一群喜欢音乐的年轻人愿意高一点价格买，这群人就相对忠诚，所以现在积累的占有率也不容易掉下来，大概是这个意思。呵呵。",[15,1591,1592,1594],{},[24,1593,32],{}," 占有率是结果，不是不重要，但不能盲目追求，否则以后有麻烦。有点像GDP哈，不是不重要，但不能盲目追求。（2010-10-08）",[15,1596,1597],{},"网友：段总，言下之意是否是不应该把追求市场占有率放在首位，而应该把提高产品的质量放首位呢？如果后者放首位，达到前者是自然的事？",[15,1599,1600,1602],{},[24,1601,32],{}," 看看iphone和诺基亚就明白了。（2010-10-10）",[15,1604,1605],{},"网友：诺基亚有很多品类产品，我印象里都有这个策略，低端占市场，中高端挣利润。如果没有APPLE，我觉得似乎nokia还在高端市场有好日子过。其实，早几年nokia也转向了移动互联网领域，战略上似乎没有错。只是迟迟没有打开这个市场大门，因为用的还是原来的常规武器，不是像APPLE这样的颠覆性的，重新定义了手机的iphone。",[15,1607,1608,1610],{},[24,1609,32],{}," 这是诺基亚的大错之一。从他们推出低端机开始我就猜他们会有今天了。（2010-10-15）",[15,1612,1613],{},"网友：诺基亚当时做手机也是很多机型共用一个模具，是不是也算聚焦的企业，怎么就遭遇滑铁卢了？",[15,1615,1616,1618],{},[24,1617,32],{}," 诺基亚聚焦在“提高市场份额上”了，岂有不败之理？（2013-02-26）",[15,1620,1621],{},"网友：诺基亚手机为啥死掉了？",[15,1623,1624,1626],{},[24,1625,32],{}," 当时诺基亚一年出大概50个机种，岂有不死之理？！",[15,1628,1629],{},"说个小故事，大概2001年前后，我还在读中欧时，曾经跟班上一个诺基亚的同学说过，我觉得目前的诺基亚有蛮大的问题，反映到诺基亚北京总部后，对方说有兴趣听听，让我去。我当时觉得他们的问题为什么要叫我去呢，架子很大嘛，所以我没理会。当然，就算说了也未必会有用的。当年Motorola的一个中国负责人倒是确实飞过来找我聊过他们的问题，但结论是：你说的有道理，但控制权不在我手里，改变不了啊。",[15,1631,1632],{},"其实无非就是要做对的事情。出50个机种显然是不对的，有时候一个不对的事情就会要了他们的命啊，结果也证实了这点。（2018-10）",[41,1634,1635],{"start":114},[44,1636,1637],{},"网友：联想3年：如何走出阴影？",[15,1639,1640],{},"在PC（个人计算机）上的市场份额跃居至全球第二大的联想集团，如何走出行业领先者和技术变革的阴影，成为一家拥有未来的公司？中国最大的PC（个人计算机）厂商联想集团距离自己的梦想似乎又近了一步。在过去3年的时间里，它的表现堪称神奇。这家吞下IBM PC业务立志成为全球性……",[15,1642,1643,1645,1646,1649],{},[24,1644,32],{}," 这么长的文章好难看。",[24,1647,1648],{},"靠低价得到的份额实际就是阴影本身，很难走出来的。看看诺基亚就明白了"," 。（2012-02-19）",[41,1651,1652],{"start":141},[44,1653,1654],{},"惠普TouchPad平板市场占有率第二 三星排第三",[15,1656,1657],{},"IPad之外各大平板电脑市场份额新浪科技讯 北京时间11月22日凌晨消息，市场调研机构NPD周二发布了一份报告，显示了目前除了评估iPad之外，其他平板电脑的市场占有率情况，而排位第一的居然是即将绝版的惠普TouchPad。尽管平板电脑已经成为了众多PC企业……",[15,1659,1660,1662,1663,1671],{},[24,1661,32],{}," 这是对市场占有率含义的最好解释的案例--除了ipad以外，占有率最高的亏得最多。",[24,1664,1665,1666,1670],{},"很高兴我们的pad没敢推，",[102,1667,1669],{"href":1668},"\u002Flibrary\u002Flixing","理性","面对现实的勇气有时候还是会有回报的。"," （2011-11-24）",[41,1673,1674],{"start":157},[44,1675,1676],{},"网友：在乎市场占有率（市场占有率就是客户的接受程度啊），和“太”在乎市场占有率，我们能如何区分呢？段老师能否再指点一二。",[15,1678,1679,1681],{},[24,1680,32],{}," 市场占有率是果不是因，在乎也没用。（2010-10-16）",[41,1683,1684],{"start":1132},[44,1685,1686],{},"网友：请教一个企业初期发展策略的问题。现在很多企业在初期发展阶段都会采取跑马圈地的策略，就是抢市场，抢客户，抢店面，抢位子（或者叫卡位子），即使赔钱也这么抢。这种方法的风险很大，很可能消化不了而撑死。但是不抢又不行。如果依靠稳打稳扎，步步为营，逐年累月的积累，时间会很漫长。别人都在跑马圈地，都在抢，你如果不抢，到时候会发现市场的每个角落都已经站满了人，生存空间会很狭小。最要命的是不是每家跑马圈地的都会死掉，如果不死的话，那就是一个巨无霸，到时候还是会把缓慢扩展的“乌龟”给吃掉。请问段兄，您怎么看这个问题。这个问题好像很普遍。门户网站当年都是这种烧钱模式起家的，现在淘宝也算先圈地后盈利吧。",[15,1688,1689,1691],{},[24,1690,32],{}," 不是很清楚你想问什么。现在由于资本市场的帮助，节奏确实快了很多，可原则的东西还是一样的。跑马未必就一定能圈到地，不然YAHOO就不会那么困难了。跑自己的马帮人圈地的例子我倒是看到了不少。（2011-01-16）",[15,1693,1694],{},"网友：主要是问您怎么评价这种圈地策略，并且为何“伟大企业中”为什么大多数是“不圈地”的。我已经想明白了：因为“圈地”的风险要远大于“不圈地”的风险，所以活下来的肯定是“不圈地”的居多。但是死去的公司中，“不圈地”的并不一定少于“圈地”的。您说是吧。",[15,1696,1697,1699],{},[24,1698,32],{}," 少用类似“圈地”这种定义不清的东西，实际上我不知道你说的“圈地”到底是什么意思。当年的“跑马圈地”的定义是非常清楚的。（2011-01-18）",[41,1701,1703],{"start":1702},9,[44,1704,1705],{},"网友：根据IHS Technology的调研，中国智能手机市场2015年Q1的销量达到9900万台，较上季下跌5.6%。小米以1420万台的销量继续领跑 但是oppo 8%+vivo 9% 17% 客单价和份额加起来领先小米4%确实很强，做到本分不张扬确实不简单，也验证了段大哥在波士堂里面说的自己公司进入行业会最终进入top前列。",[15,1707,1708,1710],{},[24,1709,32],{}," 其实也简单（但绝非容易），认为自己进不了Top的就不进去这个行业，另外长期进不了top的早晚也会被淘汰的。（2015-04-28）",[41,1712,1714],{"start":1713},10,[44,1715,1716],{},"网友：“2012年，小米共销售719万部手机，作为对比，在此之前雷军曾在另一场合透露，今年小米手机的销售目标是1500万台。”这样设定目标的方法，会不会造成企业过分追求销售额，过于“市场导向”呢？貌似没有听过苹果说明年要卖多少台产品（或者我记错）？",[15,1718,1719,1721],{},[24,1720,32],{}," 小米1500万台应该没问题的。不是这个行业的人也许不知道这是什么意思。苹果自己应该也是有计划有目标的，但销量不是目的，而且是在原则之下的，不是那种为了销量不顾一切的意思。任何公司都应该对自己的生意有个概念的，不然怎么可以看得长远？（2013-04-10）",[41,1723,1725],{"start":1724},11,[44,1726,1727],{},"网友：步步高，oppo，他们每年会如何定目标，会定每年做多少营业额吗？",[15,1729,1730,1732],{},[24,1731,32],{}," 我们好像从来就没有太具体的目标。（2013-12-19）",[15,1734,1735],{},[24,1736,1737],{},"17. 不盲目扩张",[41,1739,1740],{},[44,1741,1742],{},"丰田汽车怎么了？（2010-02-09）",[15,1744,1745,1747],{},[24,1746,32],{}," 丰田汽车最近的大规模召回可能会对丰田品牌造成长期致命的伤害。如果不召回呢？那将彻底摧毁丰田。那丰田该咋办？没办法，因为错在前面。不知道到现在为止丰田的同学们找到原因没有？我猜的理由忒简单，就是跑得太快了。经过很多很多年的努力，优秀的丰田在销量上终于成为了世界第一。在成为世界第一的过程当中，丰田经历了一轮又一轮不停且快速的扩张。谁开得太快都危险，丰田也不例外。也不例外的同学还有：花旗，雷曼兄弟，AIG，蒙牛……我这键盘怎么没有顿号呢？一路逗号打得好难受。本来就没学过怎么用标点符号，好不容易有个会用的还找不到。例子不多举了，以后大家开车慢点，一定要打安全带哦。（2010-02-09）",[41,1749,1750],{"start":60},[44,1751,1752],{},"网友S：企业为什么这样，段总肯定比一般人更清楚啦。",[15,1754,1755,1757],{},[24,1756,32],{}," 丰田今天道歉时就是说他们的问题是发展太快造成的，呵呵，和我说的一样。知错就改的就是好同志，丰田是家好公司啊，可惜股价没怎么掉，不然说不定也是个好机会。（2010-03-01）",[41,1759,1760],{"start":60},[44,1761,1762],{},"网友：又看了您先前的部分视频，里面那句“我总是避免在车速200码且前面有堵墙时那种场面做选择”！不知段总是君子不立危墙之下，还是做事成竹在胸？",[15,1764,1765,1767],{},[24,1766,707],{}," ：如果我没记错的话，那是在北京电视台的一个“危机时刻”栏目里讲的。主持人问我对这个栏目有什么意见或建议时，我说我觉得这栏目或许应该叫危机意识，因为当你开着200公里时速的车突然发现前面有堵墙时，其实除了祈祷以外没啥事可做，而且结局也不会有什么不同。所以最重要的就是别开那么快，记得打安全带等等。（2011-07-14）",[41,1769,1770],{"start":71},[44,1771,1772],{},"网友：您老讲500大，那能否对您认可的世界500强举例讲讲为什么？",[15,1774,1775,1777],{},[24,1776,32],{}," 500强就是500大，因为这是每年根据营业额统计出来的东西。我认为如果为了追求进入500大而盲目追求营业额是危险的，但自然达到则是健康的。自然成长而进入500强的公司往往能呆在里面的时间要长很多，而为进500大而跑进去的往往呆不长就又出来了。（2010-04-30）",[15,1779,1780,1782],{},[24,1781,32],{}," 把“大”和“强”等同有点像把肥和健康划等号一样。（2013-10-09）",[41,1784,1785],{"start":97},[44,1786,1787],{},"网友：我这几天跟这个伙伴沟通过多次，感觉他说的比我的想法还是要好，现在还是要不断地增加销售渠道，只要店多一点，首次生产100件这个最低生产量分到每一个店去也没多少，积压的问题应该不大。",[15,1789,1790,1793],{},[24,1791,1792],{},"段永平：扩张的时候要谨慎。我把这个叫足够的最小发展速度，就是兼顾足够和安全的意思。多数人在扩张时用的都是所谓的最大速度，最后一个不留神就翻车了。"," （2011-04-09）",[41,1795,1796],{"start":114},[44,1797,1798],{},"网友：你是如何评论山下俊彦这个人的？你认可他的进攻式做法吗？",[15,1800,1801],{},"如果你是松下的老总，你是继续松下幸之助的保守方式，还是采取山下俊彦的进攻方式？",[15,1803,1804,1806],{},[24,1805,32],{}," 不是很赞成你把他们分成进攻和保守的说法。一个好的运动员应该是能攻能守的，企业也一样。（2010-10-28）",[41,1808,1809],{"start":141},[44,1810,1811],{},"网友：上周自驾出游，为了在唯一的好天气前赶到黄山，一路超车，结果在一个弯道右侧上坡超车时，只差一线线就和对向车撞上！！现在想起来还头皮发麻，越想越后怕。没想到差点要付出生命的代价才懂一点：在安全的前提下开到尽量快。",[15,1813,1814,1816],{},[24,1815,32],{}," \"在安全的前提下开到尽量快\"？说明你依然完全不明白！我以前说过的是“足够的最小发展速度”。（2013-06-04）",[15,1818,1819],{},"网友K：也是我的困惑，是不是因为我们没办法判断和掌控是否安全？“足够的最小发展速度”没看得很明白，不知道段大哥能否举个例子。",[15,1821,1822],{},"一直在体会“慢“和”快“的问题，但有一些行业似乎市场的先机很重要，一些行业，如果渠道先被别人先占坑了，后进入者再去替换渠道成本非常高，在一些市场时机到来的时候似乎必须得快。而在比如用杠杆这些方面，我是明白了”开慢车“的道理。",[15,1824,1825,1827],{},[24,1826,32],{}," 举个开车的例子：如果你需要花1个小时开车去一个不能迟到的会议，你留多少时间开车？开多快？他说的＂安全＂是自己主观的观点，差点出事事他正是在用＂最快＂的速度，所以危险。（2013-06-05）",[15,1829,1830],{},"网友n：足够的最小发展速度！这个太受教了。我的理解，重点是‘知足’，请教大道兄，这个理解是否对路子呢？",[15,1832,1833,1835],{},[24,1834,32],{}," 核心是安全，在投资里其实就是复利的意思。（2013-06-06）",[15,1837,1838],{},"网友z：今天再读芒格：理解复利的强大和难以达成是理解一切事物的精髓。发现其实这句话和段总＂足够的最小发展速度＂是想通的。“核心是安全，在投资里就是复利的意思”说得太对了。做人做事都是如此，不积跬步无以成千里。现在内心感觉平静了许多，像刚去完教堂一样。",[41,1840,1841],{"start":157},[44,1842,1843],{},"网友：您曾经说过“最小发展速度”这个概念，我找到一个资料说是您早期经营步步高时的培训资料里讲到：“以足够的发展速度成长，即保持国民经济发展速度的五倍左右发展，成为国内同类产品的前两名”，我觉得这话不太可能是您说的，私下我们交流过几次，包括“不太慢的发展速度”等，但他还是坚持，希望能得到您的回答。",[15,1845,1846,1848],{},[24,1847,32],{}," 我说过足够的最小发展速度，强调的是最小和足够而不是速度。当时公司还小，发展比较快，会容易有越快越好的想法，所以我才这么说的。就好比开车，速度是可选的时候，我们总是希望选个安全的速度而不是最快的速度。（2018-12-22）",[15,1850,1851],{},[24,1852,1853],{},"引用：（来源：（视频）财富人生—段永平2004）",[15,1855,1856],{},"主持人：一如既往地走得很稳健，不追求一种就是别人眼中的一种高速度，安全抵达是最重要。",[15,1858,1859,1861],{},[24,1860,32],{}," 对，我觉得那个没有意义，你比方说开车上班？谁会说开快点撞死算了，对不对？",[15,1863,1864],{},"我就假设开半个小时的车上班，家人跟你说什么，都是说开慢点注意安全，他没有担心你去不到那个地方，",[15,1866,1867],{},"但是呢，这个……媒体啊包括过很多百姓，包括很多企业自己都是这种心态，说开快点撞死拉倒没关系，哪有这样做的呢，但是很奇怪，很多人都追求这个东西，大家鼓励的都是开快，大家宣传的也都是开快啊、说谁开得快啊、所以我就一直觉得很滑稽，这个事情其实还不光是中国的企业有这个毛病，美国也一样，但是好的企业它会比较理性，才会追求一个很均衡的发展。但是你看有很多小的企业，刚开始的企业，他说的都是我如何如何快，但是你综合他十几年几十年的历史，你发现它其实并不快，倒过来讲很多人还完蛋了。比方说刚开始起来的很多公司发展好像看起来都比我们快，十几年过去了以后你再去找他了，没了，有些三年就没了，有些五年就没了，但是还没有多少家能够做到现在的。所以一个企业做到十几年总是有它一定的道理。（2004）",[15,1869,984,1870,988],{},[24,1871,987],{},[15,1873,1874],{},"问：你曾经以开车来说明自己的平常心，你认为企业应以怎样的速度发展？",[15,1876,1877,1879,1880,1883,1884],{},[24,1878,32],{}," 所谓平常心开车不是让你慢，是不能过快。停在那里肯定是不行的。开车开多快才最合适自己或是企业？不能用速度来衡量，而应该用心态来衡量。很多人超过自己的能力在开快车，这就很危险。我们的企业上得了高速公路，一定就不是辆破车，但上了高速是不是一定要开快车？不一定。如果时时开快车，出问题的概率就高了。",[24,1881,1882],{},"本分也不意味着就是要慢，而是强调要安全。在安全的情况下选择最快。"," 我开车的时候，用了一个办法就是设一个上限，限速150公里每小时，我的企业也是一样。我天天上班正常速度开车用半个小时，如果开快车只用20分钟。但是如果每天都这样，很可能会有一天你就不在这道上出现了，这是不合算的。你的技术、你的车况你自己最清楚，不能和别人比。你的企业该以快的速度发展，只有你自己知道。",[24,1885,1886],{},"在安全的情况下选一个适当的速度，这就是平常心。企业里不同的部分组成一个桶，某一块板太长是没有任何意义的，是浪费；太短，则要补上。光速度快没用，决策人应该明白，企业其实是最弱的那个方面最重要。",[41,1888,1889],{"start":1132},[44,1890,1891],{},"引用：2007年《南方人物周刊》采访手记",[15,1893,1894],{},"问：你常常说的一句话，“fast is slow快就是慢”。这是你看到很多企业教训的总结吗？",[15,1896,1897,1899],{},[24,1898,32],{}," 这是我对企业最基本的一个理解：快不是目的，安全准时到目的地就行了。本来这是大白话，但是真正很少有人做到这一点。平常人是很难有平常心的。",[41,1901,1902],{"start":1702},[44,1903,1904],{},"对话李嘉诚：不疾而速",[15,1906,1907],{},"本文来自：《全球商业》：大家都很好奇，你从22岁开始创业做生意，超过50年，从来没有一年亏损，而且还一步步成为华人首富。如何在大胆扩张中，不翻船？李嘉诚：想想你在风和日丽的时候，假设你驾驶着以风推动的远洋船，在离开港口时，你要先想到万一悬挂十号风球（编按：中国香港以风球……",[15,1909,1910,1912],{},[24,1911,32],{}," 不疾而速！这个说法也很好。（2012-01-04）",[15,1914,1915],{},[24,1916,1917],{},"18. 不赚快钱",[41,1919,1920],{},[44,1921,1922],{},"网友：该怎样学习本分呢？",[15,1924,1925,1927],{},[24,1926,32],{}," 本分是骨子里的东西，应该不是学来的。比如借钱要还等等。（2016-06-19）",[15,1929,1930],{},"网友：段总，本分的问题应该是适用在企业每个员工吧！那这个本分问题可以分大小吗？比如公司总经理呢，什么样的问题才叫不本分？那我听说步步高里面不同岗位本分也不一样，比如总经理赚了不应该赚的钱是不是不本分？纠结中！",[15,1932,1933,1935],{},[24,1934,32],{}," 赚了不应该赚的钱当然就是不本分。虽然大部分人认为有钱赚就行，但我们公司是属于知道有些钱是不能赚的这类公司。如果这类公司越来越多的话，消费者就会安心很多。（2010-03-29）",[15,1937,1938,1939,1943],{},"02．网友：",[102,1940,1942],{"href":1941},"\u002Flibrary\u002Fjiazhitouzi","价值投资","中，用100万获得1个亿，是否和本分文化得价值分配不符合？",[15,1945,1946,1948],{},[24,1947,32],{}," 本分我的理解就是不本分的事不做。所谓本分，其实主要指的是价值观和能力范围。赚多少钱不是我决定的，是市场给的。呵呵，谋事在人，成事在天。本分的意思是不干不该干的东西。知不知道什么该干是能力问题，明知不该干还干是作风问题，赚了不应该赚的钱当然就是不本分。虽然大部分人认为有钱赚就行，但我们公司是属于知道有些钱是不能赚的这类公司。如果这类公司越来越多的话，消费者就会安心很多。（2010-03-25）",[41,1950,1951],{"start":71},[44,1952,1953],{},"网友：我觉得马云和王石对“成为一个什么样的企业”思考的挺多的，而不仅仅是着眼于赚钱。这有点像教育孩子，国内太多的家长总教育孩子如何活的更好，而不是为什么活和活成一个什么样的人。在这学习一段时间后，越来越发现看企业越像看人，许多东西都是相同的。",[15,1955,1956,1958],{},[24,1957,32],{}," 其实真正好的能持续经营的企业大多都不是着眼于利润的，利润不过是水到渠成的结果而已，就是所谓让利润追着自己跑的那种。（2011-01-28）",[15,1960,1961],{},"网友：利润导向从表面看是没什么错的，好像作为一个家庭的男人，你要拼命给家里搞钱养活老婆孩子，如果不以利润为导向，男主人拼命把自己所从事的工作搞到最棒，其实钱的问题会自然解决掉。",[15,1963,1964,1966],{},[24,1965,32],{}," 如果没有“取之有道”的约束，利润导向很容易不择手段。国内现在这个问题实际上非常严重。（2010-06-09）",[41,1968,1969],{"start":97},[44,1970,984,1971,988],{},[24,1972,987],{},[15,1974,1975],{},"问：你提到步步高企业中的核心价值观有“本分”两字，尤其讲究信誉和道德，在恶性竞争的市场中，你们不觉得吃亏吗？",[15,1977,1978,1980,1981,1984],{},[24,1979,32],{}," 我们提倡好汉能吃眼前亏。不赚不该赚的钱。",[24,1982,1983],{},"我们有“三不嫌原则”：违法的钱不嫌，有违道德的钱不赚、超过自己能力的钱不赚"," 。前面两个很容易理解，第三个，我拿开车来比方。企业跟赛车手不一样，赛车手撞了车只要人没事，明天会有另一辆车开。我们做企业不一样，哪怕你个人不怕死，但是你只有一辆车，也就是说企业只有一个，今天撞了车，明天就再也没有车开了。石家庄市场有一次发现竞争对手跟消费者放风：步步高倒闭了，它的产品不行。当时不少人想予以还击，可我却稳如泰山。谣言终归不攻自破，而对手哪怕是赚了眼前的钱，也一定会吃未来的亏。（2004-01-19）",[15,1986,1987],{},[24,1988,1989],{},"19. 不虚夸产品",[41,1991,1992],{},[44,1993,1994],{},"网友：近两年我最喜欢的广告语是：“充电五分钟，通话两小时。”简单明了，直指要点，郎朗上口。",[15,1996,1997,1999],{},[24,1998,32],{}," 哈，有人说：“充电五分钟，通话三个半小时”，然后他破产了，为什么呢？（2018-08-24）",[15,2001,2002],{},"网友：用户不是傻子。用户需要的是真实的体验而不是所谓的数据。广告传达的应该是产品能够给用户带来的真实的体验。如果一家企业首先就没有做对的事情，还一心想和同行比高低，和用户耍小聪明，广告是把双刃剑（这个比喻真贴切），广告语若是言过其实的话，吆喝声越大死得越快。",[41,2004,2005],{"start":60},[44,2006,2007,2009,2010,2013],{},[24,2008,32],{}," 广告只是把产品的功能发掘或展示出来，而不是赋予产品功能。广告是效率导向的，就是把产品本身用尽可能高的效率传达给你的目标消费群。",[24,2011,2012],{},"最不好的广告就是夸大其词的广告，靠这种广告的公司最后都不会有好下场，因为消费者长期来讲是个极聪明的群体。"," 广告能影响的消费者大概只有20%左右，其余全靠产品本身。（2010-04-21）",[15,2015,2016,2018],{},[24,2017,32],{}," （外界）有个误解，以为我们很看重营销。其实对于我们来说，营销一点儿都不重要，最重要的还是产品。没有哪家公司的失败，是因为营销失败。公司失败，本质都是因为产品的失败。当然我不是说不要营销，事实上我们营销做得很好。营销，就是用最简单的语言，把你想传播的信息传播出去（给你的用户）。",[15,2020,2021,2022,2025],{},"我这里是要强调，营销不是本质，本质是产品。",[24,2023,2024],{},"营销最重要的，就是不能瞎说"," 。企业文化最重要。广告最多只能影响20%的人，剩下80%是靠这20%影响的。营销不好，顶多就是卖得慢一点，但是只要产品好，不论营销好坏，20年后结果都一样。（2018-09-30）",[168,2027],{},[15,2029,2030],{},"网友：步步高、OPPO的本分、以消费者为导向等的文化和价值观都很好落实在员工和团队行为上。比如不说对手坏话，不虚夸产品等等，请教一下步步高的企业文化是如何这么好落地的？有长的负面清单吗？跟奖惩紧密挂钩吗？",[15,2032,2033,2035],{},[24,2034,32],{}," 我不在位很多年，不知道现在的stop doing list，但每个人最好去积累自己的stop doing list会比较有效果。（2019-03-14）",[15,2037,2038],{},"网友：大道，建立stop doing list**（不为清单）** 时是不是内容尽量具体细致一些效果会比较好？比如像通用的“不要抱怨周围环境”，直接放进去会不会过于概括化，这一条可以细化成许多具体内容例如“被安排不喜欢做但不得不做的工作时，不要抱怨”“被客户拒绝时，不能抱怨客户”“堵车了就不要再抱怨路况了”等等，甚至这几条还可以结合经历进一步细化，这样尽量具体一些会比较好？另外，您的这个list大概有多长啊？几十条？几百条？",[15,2040,2041,2043],{},[24,2042,32],{}," 我没有真的统计过我们的stop doing list有多少条，但似乎不是几十条那么多。所谓stop doing list指的都是不对的事情，但要列入这个清单的东西一定要尽量少，不然可能会束缚大家的手脚。你说的抱怨的东西有时候未必就是不对的事情。抱怨往往是老板们需要收集并改进的东西。（2019-08-06）",[15,2045,2046],{},[24,2047,2048],{},"附录：",[15,2050,2051],{},[24,2052,2053],{},"步步高十周年“记”念晚会——段永平发言",[15,2055,2056,2058],{},[24,2057,32],{}," 各位朋友晚上好！今天很荣幸我能够有机会在这个地方跟大家说几句话。",[15,2060,2061],{},"首先，我想再把我们刚才说的这个十周年“记念”晚会这两个字我再解释一下，虽然刚才朱军和小丫已经说过了，那么“记”呢就是要记住我们过去干过的事情，不管是对是错，记住以后呢，我们就可以总结我们的经验和教训，对我们未来的发展会有好处。那么同时我们还要念叨念叨我们倒下去的竞争对手们，以及已经离开了我们的一些伙伴，我们去思考，去回忆去想，为什么会发生这些事情？尤其是我们倒下的竞争对手，他们多年以来其实都给了我们很多的帮助，甚至包括推动，那么他们所犯的错误，也应该给我们留下很深的记忆。只有我们知道为什么别人犯了错误会导致倒下，我觉得对于我们未来的发展才会有很大的好处。",[15,2063,2064],{},"而且这么多年以来，我也一直经常会想象，我们这样一个企业，这么多人，这么多产品，我们这样的企业将会犯什么样的错误？什么样的错误会让我们这样的企业倒下？那么当我想起这些东西的时候，我们才会去想办法去弥补他，所以这就是我们要记住、要念叨的一些事情。那么这也是我们为什么没有用十周年厂庆的这个庆字，因为我们觉得就像刚刚朱军说的，这个十年对于一个人来讲不过是一个孩子，那我觉得我们企业呢，其实同样也是非常的年轻。世界上比我们做得好的企业还有的是。所以从这个角度来讲，我们还远远没有到庆的时候，我觉得我们企业总体上来讲这个心态还是不错的，那么大家也不会为所取得的一点小小的成绩就忘乎所以。",[15,2066,2067],{},"第二点，我要讲的就是我们企业走过这么多年的确非常的不容易，所以我很高兴有这样一个机会，能令我们很多新老朋友重新聚在一起，也同时给我一个机会来感谢我们所有相关的团体。这里面就包括我们的多年以来一直支持我们的消费者，包括我们日夜辛苦的员工，包括支持我们存在的股东，以及我们多年以来一直精诚合作的生意伙伴，或者叫做商业伙伴，我觉得只有这些人大家在一起同心合力，我们的企业才能够走到今天。所以在这个地方我代表我们整个企业感谢各位。",[15,2069,2070],{},"第三点，我想借这个机会再强调一下我们企业的最基本的理念，这个也是我们今天晚上之所以特别想开这个晚会的一个很重要的原因。我们企业之所以能够走到今天，并不是因为我们这些人有多么的优秀，或者有多么的了不起。我个人觉得包括我们很多这些管理人员，我们在一块商量的时候，大家有个共同的认知，就是觉得我们之所以能够走到今天，最重要的原因是我们犯的错误比我们的竞争对手要少。那么这个主要我觉得是我们在这个企业理念上头，我们花了很多的心思，或者说我们花的心血要比我们的竞争对手多，导致我们在做对的事情上头，我们做的比竞争对手要做的好，这就是我们为什么犯的错误比竞争对手少的原因，也是我们能够活到今天的一个很重要的理由。",[15,2072,2073],{},"前一段时间为了这个晚会，我们又重新的整理了一下我们的理念，我在这个地方就跟大家重新再说一下，我们的核心价值观就是我们一贯秉持的叫做“本分”，“诚信”，还有就是我们最近调整加进去的叫“团队”，“品质”和“以消费者为导向”。其实当然这些东西我们多年以来都一直坚持着，这个地方无非就是再重新强调一下。大家也都看到，我们每一个人的背心上面都写的“本分”，“诚信”是“本分”的一部分，“品质”、“团队”和“以消费者导向”也是我们企业存在的一个很重要的一个核心价值理念，如果没有这些东西，企业将会很难生存下去。",[15,2075,2076],{},"经过讨论，我们还确立了我们一个很重要的就是把企业建成一个“更健康更长久”的企业的这样一个愿景目标，我们这个企业的愿景目标就是让一个企业能够更健康更长久的生存下去。我是希望在座的大多数人都能够慢慢的理解到，这个有别于我们很多企业讲的，所谓要做大呀、要做500强啊，做这些事情的目标和我们的更健康更长久的区别。1999年年底，曾经有一个亚洲周刊的记者采访过我，说如果50年以后，在你们一个大报的头版头条，登载一条有关你们公司的消息，你最希望是什么样的消息？",[15,2078,2079],{},"我当时直接的回答是任何消息。那么记者就问我，为什么是任何消息，难道包括坏消息吗？我说对。我说其实只要他有任何消息，就表示我们公司还存在，所以我希望经过我们大家的努力，我相信我们企业一定是可以更健康更长久，会有一个更好的未来。（2005年）",[15,2081,2082],{},[24,2083,2084],{},"结尾",[15,2086,2087],{},"网友：感觉段总是一个能将复杂问题简单化的人，而且异常简洁。不知是段老哥的天性，还是后天历练出的本事。",[15,2089,2090,2092,2093,2096],{},[24,2091,32],{}," 呵呵，没觉得自己有什么特别。如果有的话实际上是我在这上面花的时间比较多而已。简化一个复杂的问题绝对不是一件容易的事。",[24,2094,2095],{},"我的很多“简单”的结论是花了很长很长时间得出来的，千万别以为我是一眼就看出来了。"," 不过，“平常心”可以帮助人去找到事物的本源。（2010-03-22）",[15,2098,2099],{},"网友：大道老师，是不是心中没有本分和平常心是悟不到你回答问题的？也只有心中有这两样东西才能get（领会）到你的思考？谢谢。",[15,2101,2102,2105],{},[24,2103,2104],{},"段永平：可能还需要时间吧？我花二十年悟明白的东西也许你需要悟十五年，如果你悟的话。"," （2019-09-16）",[2107,2108,2109],"h2",{"id":2109},"感谢",[15,2111,2112,2115,2116,2120,2121,2125],{},[24,2113,2114],{},"感谢网友提问，排名不分先后："," 乐趣、任俊杰、徐志、小翟（翟敬勇）、岁寒知松柏、刘志超、不明真相的群众、但斌、茶水铺、白云之乡、xlli777、江涛、唐朝、群兽中的一只猫、VALUE、管我财、福力、杨勇、李驰、价值投资奉行者、Ricky、畅歌、方胜、梁剑、许志宏、沙其勇、糊涂是福、守正不出奇、恰恰恰、粗茶淡饭、NEWMAN、呼啸、金牛贺岁、牛健成、李妍、八次方、木买蚂蚁、香飘两岸、余祥平、思考爱好者、“懂”、何超、明天的圆周率、达人reachman、sharon、本手不笨、汉钦、李炼明、等你、风中海、刘浩、danding52、厦门阿超、阿强、中青旅新洲、巴克星、佘孝金、贯中、厦门愚人、oppovn、喔喔叉叉叉、芒格主义者、kyybb、谦和屋、投资价值、gjpymzh、wangmeng75、iami、yunhong_leo、李历、po666、韩会君、莫贪胜、王晓转、中国政子、liangzichen66、snowball、自由行DR、小象有形、瓦力、谢锐、老歌、粽子、hanshan 、洪七公、往事如风、、Thomas 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巴菲特致股东信","1970-ba-fei-te-zhi-gu-dong-xin",40,{"title":2524,"slug":2525,"category":2162,"order":2522},"巴菲特：2002年哥大商学院演讲","ba-fei-te-2002nian-ge-da-shang-xue-yuan-yan-jiang",{"title":2527,"slug":2528,"category":2157,"order":2529},"1970年2月 巴菲特致合伙人信","1970nian-2yue-ba-fei-te-zhi-he-huo-ren-xin",41,{"title":2531,"slug":2532,"category":2162,"order":2529},"巴菲特：2002年股票期权与常识","ba-fei-te-2002nian-gu-piao-qi-quan-yu-chang-shi",{"title":2534,"slug":2535,"category":2157,"order":2536},"1971 巴菲特致股东信","1971-ba-fei-te-zhi-gu-dong-xin",42,{"title":2538,"slug":2539,"category":2162,"order":2536},"巴菲特：2002年谁是真正的账房先生","ba-fei-te-2002nian-shui-shi-zhen-zheng-de-zhang-fang-xian-sheng",{"title":2541,"slug":2542,"category":2157,"order":2543},"1972 巴菲特致股东信","1972-ba-fei-te-zhi-gu-dong-xin",43,{"title":2545,"slug":2546,"category":2162,"order":2543},"巴菲特：2003年《美国正滑向贸易赤字的危险边缘》","ba-fei-te-2003nian-mei-guo-zheng-hua-xiang-mao-yi-chi-zi-de-wei-xian-bian-yuan",{"title":2548,"slug":2549,"category":2157,"order":2550},"1973 巴菲特致股东信","1973-ba-fei-te-zhi-gu-dong-xin",44,{"title":2552,"slug":2553,"category":2162,"order":2550},"巴菲特：2003年内布拉斯加大学 林肯分校--领导力课程演讲","ba-fei-te-2003nian-nei-bu-la-si-jia-da-xue-lin-ken-fen-xiao-ling-dao-li-ke-cheng-yan-jiang",{"title":2555,"slug":2556,"category":2157,"order":2557},"1974 巴菲特致股东信","1974-ba-fei-te-zhi-gu-dong-xin",45,{"title":2559,"slug":2560,"category":2162,"order":2557},"巴菲特：2003年对话沃顿商学院学生","ba-fei-te-2003nian-dui-hua-wo-dun-shang-xue-yuan-xue-sheng",{"title":2562,"slug":2563,"category":2157,"order":2564},"1975 巴菲特致股东信","1975-ba-fei-te-zhi-gu-dong-xin",46,{"title":2566,"slug":2567,"category":2162,"order":2564},"巴菲特：2003年对话田纳西大学学生","ba-fei-te-2003nian-dui-hua-tian-na-xi-da-xue-xue-sheng",{"title":2569,"slug":2570,"category":2157,"order":2571},"1976 巴菲特致股东信","1976-ba-fei-te-zhi-gu-dong-xin",47,{"title":2573,"slug":2574,"category":2162,"order":2571},"巴菲特：2003年我为什么不看好美元","ba-fei-te-2003nian-wo-wei-shi-me-bu-kan-hao-mei-yuan",{"title":2576,"slug":2577,"category":2157,"order":2578},"1977 巴菲特致股东信","1977-ba-fei-te-zhi-gu-dong-xin",48,{"title":2580,"slug":2581,"category":2162,"order":2578},"巴菲特：2003年沃伦在担心什么","ba-fei-te-2003nian-wo-lun-zai-dan-xin-shi-me",{"title":2583,"slug":2584,"category":2157,"order":2585},"1978 巴菲特致股东信","1978-ba-fei-te-zhi-gu-dong-xin",49,{"title":2587,"slug":2588,"category":2162,"order":2585},"巴菲特：2003年股息巫术","ba-fei-te-2003nian-gu-xi-wu-shu",{"title":2590,"slug":2591,"category":2157,"order":2592},"1979 巴菲特致股东信","1979-ba-fei-te-zhi-gu-dong-xin",50,{"title":2594,"slug":2595,"category":2162,"order":2592},"2004年：《巴菲特：2004年与塔克商学院学生对谈》","ba-fei-te-2004nian-yu-ta-ke-shang-xue-yuan-xue-sheng-dui-tan",{"title":2597,"slug":2598,"category":2157,"order":2599},"1980 巴菲特致股东信","1980-ba-fei-te-zhi-gu-dong-xin",51,{"title":2601,"slug":2602,"category":2162,"order":2599},"巴菲特：2004年专访苏珊·巴菲特","ba-fei-te-2004nian-zhuan-fang-su-shan-ba-fei-te",{"title":2604,"slug":2605,"category":2157,"order":2606},"1981 巴菲特致股东信","1981-ba-fei-te-zhi-gu-dong-xin",52,{"title":2608,"slug":2609,"category":2162,"order":2606},"巴菲特：2004年对话奥奎尔俱乐部","ba-fei-te-2004nian-dui-hua-ao-kui-er-ju-le-bu",{"title":2611,"slug":2612,"category":2157,"order":2613},"1982 巴菲特致股东信","1982-ba-fei-te-zhi-gu-dong-xin",53,{"title":2615,"slug":2616,"category":2162,"order":2613},"巴菲特：2004年对话沃顿商学院学生","ba-fei-te-2004nian-dui-hua-wo-dun-shang-xue-yuan-xue-sheng",{"title":2618,"slug":2619,"category":2157,"order":2620},"1983 巴菲特致股东信","1983-ba-fei-te-zhi-gu-dong-xin",54,{"title":2622,"slug":2623,"category":2162,"order":2620},"巴菲特：2004年模糊数学与股票期权","ba-fei-te-2004nian-mo-hu-shu-xue-yu-gu-piao-qi-quan",{"title":2625,"slug":2626,"category":2157,"order":2627},"1984 巴菲特致股东信","1984-ba-fei-te-zhi-gu-dong-xin",55,{"title":2629,"slug":2630,"category":2162,"order":2627},"与沃伦·巴菲特的问答纪要 2005年","ba-fei-te-2005nian-jia-zhou-da-xue-luo-shan-ji-fen-xiao-an-de-sen-guan-li-xue-yuan-nan-jia-zhou-da-xue-ma-xie-er-shang-xue-yuan-wen-da-ji-yao",{"title":2632,"slug":2633,"category":2157,"order":2634},"1985 巴菲特致股东信","1985-ba-fei-te-zhi-gu-dong-xin",56,{"title":2636,"slug":2637,"category":2162,"order":2634},"2005年：《巴菲特：2005年与塔克商学院学生对谈》","ba-fei-te-2005nian-yu-ta-ke-shang-xue-yuan-xue-sheng-dui-tan",{"title":2639,"slug":2640,"category":2157,"order":2641},"1986 巴菲特致股东信","1986-ba-fei-te-zhi-gu-dong-xin",57,{"title":2643,"slug":2644,"category":2162,"order":2641},"巴菲特：2005年回忆进入证券行业","ba-fei-te-2005nian-hui-yi-jin-ru-zheng-quan-xing-ye",{"title":2646,"slug":2647,"category":2157,"order":2648},"1987 巴菲特致股东信","1987-ba-fei-te-zhi-gu-dong-xin",58,{"title":2650,"slug":2651,"category":2162,"order":2648},"巴菲特：2005年对话内布拉斯加大学学生","ba-fei-te-2005nian-dui-hua-nei-bu-la-si-jia-da-xue-xue-sheng",{"title":2653,"slug":2654,"category":2157,"order":2655},"1988 巴菲特致股东信","1988-ba-fei-te-zhi-gu-dong-xin",59,{"title":2657,"slug":2658,"category":2162,"order":2655},"巴菲特：2005年对话堪萨斯大学学生","ba-fei-te-2005nian-dui-hua-kan-sa-si-da-xue-xue-sheng",{"title":2660,"slug":2661,"category":2157,"order":2662},"1989 巴菲特致股东信","1989-ba-fei-te-zhi-gu-dong-xin",60,{"title":2664,"slug":2665,"category":2162,"order":2662},"巴菲特：2005年对话范德比尔特大学学生","ba-fei-te-2005nian-dui-hua-fan-de-bi-er-te-da-xue-xue-sheng",{"title":2667,"slug":2668,"category":2157,"order":2669},"1990 巴菲特致股东信","1990-ba-fei-te-zhi-gu-dong-xin",61,{"title":2671,"slug":2672,"category":2162,"order":2669},"巴菲特：2006年与沃顿商学院学生问答","ba-fei-te-2006nian-yu-wo-dun-shang-xue-yuan-xue-sheng-wen-da",{"title":2674,"slug":2675,"category":2157,"order":2676},"1991 巴菲特致股东信","1991-ba-fei-te-zhi-gu-dong-xin",62,{"title":2678,"slug":2679,"category":2162,"order":2676},"巴菲特：2006年巴菲特慈善捐赠专访","ba-fei-te-2006nian-ba-fei-te-ci-shan-juan-zeng-zhuan-fang",{"title":2681,"slug":2682,"category":2157,"order":2683},"1992 巴菲特致股东信","1992-ba-fei-te-zhi-gu-dong-xin",63,{"title":2685,"slug":2686,"category":2162,"order":2683},"巴菲特：2006年慈善捐赠承诺","ba-fei-te-2006nian-ci-shan-juan-zeng-cheng-nuo",{"title":2688,"slug":2689,"category":2157,"order":2690},"1993 巴菲特致股东信","1993-ba-fei-te-zhi-gu-dong-xin",64,{"title":2692,"slug":2693,"category":2162,"order":2690},"巴菲特：2006年我为什么慷慨解囊","ba-fei-te-2006nian-wo-wei-shi-me-kang-kai-jie-nang",{"title":2695,"slug":2696,"category":2157,"order":2697},"1994 巴菲特致股东信","1994-ba-fei-te-zhi-gu-dong-xin",65,{"title":2699,"slug":2700,"category":2162,"order":2697},"巴菲特：2006年给全体经理人备忘录","ba-fei-te-2006nian-gei-quan-ti-jing-li-ren-bei-wang-lu",{"title":2702,"slug":2703,"category":2157,"order":2704},"1995 巴菲特致股东信","1995-ba-fei-te-zhi-gu-dong-xin",66,{"title":2706,"slug":2707,"category":2162,"order":2704},"巴菲特：2007年11月和比尔·盖茨、大学生对话实录（节目《富豪面对面》）","ba-fei-te-2007nian-11yue-he-bi-er-gai-ci-da-xue-sheng-dui-hua-shi-lu-jie-mu-fu-hao-mian-dui-mian",{"title":2709,"slug":2710,"category":2157,"order":2711},"1996 巴菲特致股东信","1996-ba-fei-te-zhi-gu-dong-xin",67,{"title":2713,"slug":2714,"category":2162,"order":2711},"巴菲特：2007年对话佐治亚大学学生","ba-fei-te-2007nian-dui-hua-zuo-zhi-ya-da-xue-xue-sheng",{"title":2716,"slug":2717,"category":2157,"order":2718},"1997 巴菲特致股东信","1997-ba-fei-te-zhi-gu-dong-xin",68,{"title":2720,"slug":2721,"category":2162,"order":2718},"巴菲特：2007年巴菲特接见Dardashti","ba-fei-te-2007nian-ba-fei-te-jie-jian-dardashti",{"title":2723,"slug":2724,"category":2157,"order":2725},"1998 巴菲特致股东信","1998-ba-fei-te-zhi-gu-dong-xin",69,{"title":2727,"slug":2728,"category":2162,"order":2725},"巴菲特：2007年接受央视专访","ba-fei-te-2007nian-jie-shou-yang-shi-zhuan-fang",{"title":2730,"slug":2731,"category":2157,"order":2732},"1999 巴菲特致股东信","1999-ba-fei-te-zhi-gu-dong-xin",70,{"title":2734,"slug":2735,"category":2162,"order":2732},"巴菲特：2007年接受欧洲MBA学生专访（珍贵精彩实录）","ba-fei-te-2007nian-jie-shou-ou-zhou-mbaxue-sheng-zhuan-fang-zhen-gui-jing-cai-shi-lu",{"title":2737,"slug":2738,"category":2157,"order":2739},"2000 巴菲特致股东信","2000-ba-fei-te-zhi-gu-dong-xin",71,{"title":2741,"slug":2742,"category":2162,"order":2739},"巴菲特：2007年查理罗斯专访","ba-fei-te-2007nian-cha-li-luo-si-zhuan-fang",{"title":2744,"slug":2745,"category":2157,"order":2746},"2001 巴菲特致股东信","2001-ba-fei-te-zhi-gu-dong-xin",72,{"title":2748,"slug":2749,"category":2162,"order":2746},"巴菲特：2008年21 世纪经济领导者采访","ba-fei-te-2008nian-21-shi-ji-jing-ji-ling-dao-zhe-cai-fang",{"title":2751,"slug":2752,"category":2157,"order":2753},"2002 巴菲特致股东信","2002-ba-fei-te-zhi-gu-dong-xin",73,{"title":2755,"slug":2756,"category":2162,"order":2753},"巴菲特：2008年买入美国正当时","ba-fei-te-2008nian-mai-ru-mei-guo-zheng-dang-shi",{"title":2758,"slug":2759,"category":2157,"order":2760},"2003 巴菲特致股东信","2003-ba-fei-te-zhi-gu-dong-xin",74,{"title":2762,"slug":2763,"category":2162,"order":2760},"巴菲特：2008年对话IVEY 商学院学生","ba-fei-te-2008nian-dui-hua-ivey-shang-xue-yuan-xue-sheng",{"title":2765,"slug":2766,"category":2157,"order":2767},"2004 巴菲特致股东信","2004-ba-fei-te-zhi-gu-dong-xin",75,{"title":2769,"slug":2770,"category":2162,"order":2767},"巴菲特：2008年对话商学院学生","ba-fei-te-2008nian-dui-hua-shang-xue-yuan-xue-sheng",{"title":2772,"slug":2773,"category":2157,"order":2774},"2005 巴菲特致股东信","2005-ba-fei-te-zhi-gu-dong-xin",76,{"title":2776,"slug":2777,"category":2162,"order":2774},"巴菲特：2008年对话瑞士洛桑国际管理学院","ba-fei-te-2008nian-dui-hua-rui-shi-luo-sang-guo-ji-guan-li-xue-yuan",{"title":2779,"slug":2780,"category":2157,"order":2781},"2006 巴菲特致股东信","2006-ba-fei-te-zhi-gu-dong-xin",77,{"title":2783,"slug":2784,"category":2162,"order":2781},"巴菲特：2008年怀念恩师格雷厄姆","ba-fei-te-2008nian-huai-nian-en-shi-ge-lei-e-mu",{"title":2786,"slug":2787,"category":2157,"order":2788},"2007 巴菲特致股东信","2007-ba-fei-te-zhi-gu-dong-xin",78,{"title":2790,"slug":2791,"category":2162,"order":2788},"巴菲特：2008年给保尔森的信","ba-fei-te-2008nian-gei-bao-er-sen-de-xin",{"title":2793,"slug":2794,"category":2157,"order":2795},"2008 巴菲特致股东信","2008-ba-fei-te-zhi-gu-dong-xin",79,{"title":2797,"slug":2798,"category":2162,"order":2795},"巴菲特：2008年解析经济危机","ba-fei-te-2008nian-jie-xi-jing-ji-wei-ji",{"title":2800,"slug":2801,"category":2157,"order":2802},"2009 巴菲特致股东信","2009-ba-fei-te-zhi-gu-dong-xin",80,{"title":2804,"slug":2805,"category":2162,"order":2802},"巴菲特：2008年财富杂志：沃伦之思","ba-fei-te-2008nian-cai-fu-za-zhi-wo-lun-zhi-si",{"title":2807,"slug":2808,"category":2157,"order":2809},"2010 巴菲特致股东信","2010-ba-fei-te-zhi-gu-dong-xin",81,{"title":2811,"slug":2812,"category":2162,"order":2809},"巴菲特：2009年CNBC 专访","ba-fei-te-2009nian-cnbc-zhuan-fang",{"title":2814,"slug":2815,"category":2157,"order":2816},"2011 巴菲特致股东信","2011-ba-fei-te-zhi-gu-dong-xin",82,{"title":2818,"slug":2819,"category":2162,"order":2816},"巴菲特：2009年对话六所商学院学生","ba-fei-te-2009nian-dui-hua-liu-suo-shang-xue-yuan-xue-sheng",{"title":2821,"slug":2822,"category":2157,"order":2823},"2012 巴菲特致股东信","2012-ba-fei-te-zhi-gu-dong-xin",83,{"title":2825,"slug":2826,"category":2162,"order":2823},"巴菲特：2009年对话哥大商学院学生","ba-fei-te-2009nian-dui-hua-ge-da-shang-xue-yuan-xue-sheng",{"title":2828,"slug":2829,"category":2157,"order":2830},"2013 巴菲特致股东信","2013-ba-fei-te-zhi-gu-dong-xin",84,{"title":2832,"slug":2833,"category":2162,"order":2830},"巴菲特：2009年恐慌是会传染的，我们必须做点什么","ba-fei-te-2009nian-kong-huang-shi-hui-chuan-ran-de-wo-men-bi-xu-zuo-dian-shi-me",{"title":2835,"slug":2836,"category":2157,"order":2837},"2014 伯克希尔的过去现在与未来","2014-bo-ke-xi-er-de-guo-qu-xian-zai-yu-wei-lai",85,{"title":2839,"slug":2840,"category":2162,"order":2837},"巴菲特：2009年收购BNSF 铁路","ba-fei-te-2009nian-shou-gou-bnsf-tie-lu",{"title":2842,"slug":2843,"category":2157,"order":2844},"2014 副董事长的思考","2014-fu-dong-shi-chang-de-si-kao",86,{"title":2846,"slug":2847,"category":2162,"order":2844},"巴菲特：2009年美元效应","ba-fei-te-2009nian-mei-yuan-xiao-ying",{"title":2849,"slug":2850,"category":2157,"order":2851},"2014 巴菲特致股东信","2014-ba-fei-te-zhi-gu-dong-xin",87,{"title":2853,"slug":2854,"category":2162,"order":2851},"教学方法期刊","ba-fei-te-2009nian-a-ke-lun-da-xue-shang-xue-yuan-wen-da-shi-lu",{"title":2856,"slug":2857,"category":2157,"order":2858},"2015 巴菲特致股东信","2015-ba-fei-te-zhi-gu-dong-xin",88,{"title":2860,"slug":2861,"category":2162,"order":2858},"巴菲特：2010年\"捐赠誓言\"计划","ba-fei-te-2010nian-juan-zeng-shi-yan-ji-hua",{"title":2863,"slug":2864,"category":2157,"order":2865},"2016 巴菲特致股东信","2016-ba-fei-te-zhi-gu-dong-xin",89,{"title":2867,"slug":2868,"category":2162,"order":2865},"巴菲特：2010年CNBC 专访","ba-fei-te-2010nian-cnbc-zhuan-fang",{"title":2870,"slug":2871,"category":2157,"order":2872},"2017 巴菲特致股东信","2017-ba-fei-te-zhi-gu-dong-xin",90,{"title":2874,"slug":2875,"category":2162,"order":2872},"巴菲特：2010年与罗克国度创始人、福布斯主编对谈","ba-fei-te-2010nian-yu-luo-ke-guo-du-chuang-shi-ren-fu-bu-si-zhu-bian-dui-tan",{"title":2877,"slug":2878,"category":2157,"order":2879},"2018 巴菲特致股东信","2018-ba-fei-te-zhi-gu-dong-xin",91,{"title":2881,"slug":2882,"category":2162,"order":2879},"巴菲特：2010年央视财经采访","ba-fei-te-2010nian-yang-shi-cai-jing-cai-fang",{"title":2884,"slug":2885,"category":2157,"order":2886},"2019 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