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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":479,"body":818,"category":427,"chapterOrder":31,"date":9,"description":481,"editor":1854,"extension":1855,"meta":1856,"navigation":1857,"order":482,"path":1858,"publishedAt":9,"seo":1859,"seoDescription":481,"seoTitle":1860,"slug":480,"source":9,"sourceAuthor":1564,"sourceDate":9,"sourceNote":1861,"sourceStatus":1862,"sourceUrl":9,"sources":1863,"stem":1864,"summary":481,"tags":1865,"type":435,"updatedAt":1869,"volume":467,"volumeOrder":21,"__hash__":1870,"_collection":1871},"dao\u002Fdao\u002Fqanda\u002Fwenda-business-04.md",{"type":819,"value":820,"toc":1847},"minimark",[821,826,830,837,840,843,846,851,857,860,866,869,878,881,886,889,894,897,900,903,912,920,925,928,933,936,939,944,947,950,953,961,964,971,976,986,994,997,1005,1012,1017,1020,1026,1029,1038,1041,1047,1054,1066,1071,1078,1089,1105,1111,1117,1125,1139,1150,1155,1158,1163,1166,1171,1174,1179,1182,1187,1190,1197,1200,1212,1218,1229,1235,1240,1244,1251,1267,1280,1296,1299,1304,1320,1328,1331,1334,1337,1342,1345,1348,1351,1356,1359,1364,1373,1384,1402,1407,1413,1416,1422,1427,1432,1441,1458,1461,1466,1469,1475,1478,1483,1486,1491,1494,1497,1500,1509,1512,1517,1520,1526,1529,1538,1541,1546,1557,1560,1566,1569,1588,1595,1598,1608,1611,1617,1622,1625,1630,1633,1638,1641,1644,1653,1657,1660,1669,1672,1683,1689,1692,1697,1700,1705,1708,1713,1716,1721,1724,1727,1730,1735,1738,1743,1746,1755,1758,1763,1766,1769,1773,1776,1781,1784,1789,1792,1797,1800,1803,1806,1809,1812,1815,1820,1823,1828,1831,1834,1837,1842],[822,823,825],"h2",{"id":824},"第一节-消费者导向市场导向与利润导向","第一节 消费者导向、市场导向与利润导向",[827,828,829],"p",{},"网友：企业以消费者为导向是做消费者喜欢的产品，以市场为导向是做市场喜欢的产品，市场是谁？是批发商么？段总能否说说市场导向与消费者导向的区别是什么？",[827,831,832,836],{},[833,834,835],"strong",{},"段永平："," 从字面上理解，“消费者导向”指的是企业在做产品决策的时候是基于考虑产品最后的消费者的体验的。“市场导向”看上去是基于现在是否好卖的。",[827,838,839],{},"很多时候这两者区别不是那么明显，因为好卖的东西往往就是消费者喜欢的。但消费者往往只是根据现有的产品来决定自己的喜好，所以经常会显得短视，如果企业总是“市场导向”的话，则陷于短视状况的概率就会相对大些。而总是注重消费者体验的公司则往往会眼光放得长远些，出“伟大产品”的概率就会大很多。",[827,841,842],{},"过去的国营企业往往基于计划经济，所以连“市场导向”都做不到。绝大部分企业最后大概只能到达“市场导向”的地步，因为大部分企业都是“利润导向”的，而要做到“消费者导向”需要有“利润之上”的追求，或者说需要能够放弃一些短期利益去做出最好的产品去满足消费者真实的需求。",[827,844,845],{},"其实有些企业或多或少也是有“利润之上”的追求的，但能力上还没有达到做出伟大产品的地步，所以这类企业看起来可能没有那么强大，但生命力却往往会比人们想象的强很多。",[827,847,848],{},[833,849,850],{},"只有极少数的企业是真的在骨子里具有“消费者导向”同时又具备实现“消费者导向”的能力的，这些公司最后往往会被人们称为“伟大的公司”。没有“利润之上”的追求的公司不大会真的有“消费者导向”的文化，最后也不大可能成为“伟大的公司”。具有“利润之上”的追求的公司往往多少具有了“消费者导向”的文化或叫基因，在某些条件下就有可能会慢慢变成“伟大的公司”。",[827,852,853,856],{},[833,854,855],{},"公司是由人来经营的，所以“伟大的公司”也不是一成不变的，时间有可能会改变一些东西，让一些“伟大的公司”变回到不那么伟大。"," （2013-04-07）",[827,858,859],{},"网友：最近对“消费者导向”有点困惑，不知有好书推荐否？",[827,861,862,865],{},[833,863,864],{},"段永平：这东西还需要看书？最通俗的说法就是自己不喜欢的东西别拿出来卖。"," 如果你觉得这句话对，你根本不需要看书，如果你觉得不对的话，其实看啥书都没用。",[827,867,868],{},"当然自己喜欢的东西未必就一定好卖，那是因为经常没办法让别人知道你喜欢的原因，或者是因为marketing费用太高，或者就是因为产品教育太难（比如有些工程师喜欢的东西就没办法让普通老百姓喜欢）。（2012-04-28）",[827,870,871,873,874,877],{},[833,872,835],{}," “关键的动机并不是让大家更好地拍照，而是为了卖他们的胶卷。”",[833,875,876],{},"利润导向和消费者导向的差别长期而言就是生与死的差别。突然想到惠普打印机有点为了卖墨盒的意思（纯属乱感觉，没经过数据比较）"," 。（2012-04-28）",[827,879,880],{},"网友G：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。",[827,882,883,885],{},[833,884,835],{}," 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）",[827,887,888],{},"网友：您在步步高工作时，公司决策营销推广方式，确定消费者导向还是技术导向的市场策略。七八年前我家人买步步高无绳电话还有DVD都是因为电视广告的影响。",[827,890,891,893],{},[833,892,835],{}," 产品的设计当然是消费者导向，技术是隐藏在产品里的，是为产品服务的。没有很强的技术是无法实现消费者导向的。",[827,895,896],{},"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。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。",[827,898,899],{},"广告能影响的消费者大概只有20%左右，其余全靠产品本身。（2010-04-23）",[827,901,902],{},"网友：摩托罗拉一直是技术领先的，最近因何缘故衰落了呢？",[827,904,905,907,908,911],{},[833,906,835],{}," 呵呵，",[833,909,910],{},"摩托罗拉太技术导向了（或者叫工程师导向）。不是消费者导向的公司结局就该如此。"," （2010-03-31）",[827,913,914,915,919],{},"网友：狗粮的消费者是狗还是狗主人呢？中兴选的是狗主人，真正的",[916,917,53],"a",{"href":918},"\u002Fxiaofeizhedaoxiang","，应该是选狗，也有可能运营商需求包含了真正的消费者需求。",[827,921,922,924],{},[833,923,835],{}," 经典案例啊。",[827,926,927],{},"网友：你以前说过客户与用户有时是有区别的，但我到现在也搞不清头绪。",[827,929,930,932],{},[833,931,835],{}," 有个狗粮的例子，就是客户满意但用户不满意的典型。",[827,934,935],{},"以客户为中心就是生意导向的意思，和以用户(消费者)导向的意思很不一样。",[827,937,938],{},"网友：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中口号，而是谈到做出消费者喜爱的产品，也是段老师常讲的消费者导向。这两者有什么区别吗？",[827,940,941,943],{},[833,942,835],{}," 好像区别还挺大的，一个是因，一个是果。",[827,945,946],{},"“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。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。",[827,948,949],{},"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一把还是很兴奋地。（2010-10-15）",[827,951,952],{},"网友：我特别在意企业是不是行业第一。",[827,954,955,957,958,960],{},[833,956,835],{}," 其实是不是第一没有那么重要，因为消费者在买东西时一般并不在乎谁是第一，他们在乎的是买的东西是什么(",[916,959,53],{"href":918},")。为追求市场占有率而追求市场占有率是大多数企业最容易犯的错误。",[827,962,963],{},"这里不在乎排名的意思是我们只在乎用户的感受，排名只是结果而已，不是追求的目标。",[827,965,966,967,970],{},"网友：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。满足消费者需求，创造价值才是正道。",[833,968,969],{},"诺基亚","还犯这样的错，可见要做到真不容易啊。",[827,972,973,975],{},[833,974,835],{}," 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。",[827,977,978,979,982,983,985],{},"网友：占有率只是个数字，不能阻止",[833,980,981],{},"OPPO","超越",[833,984,969],{},"。",[827,987,988,990,991],{},[833,989,835],{}," ",[833,992,993],{},"是否超越谁并不是我们的目标。最重要的是做出好东西给用户。",[827,995,996],{},"网友：段总言下之意是不应该把追求市场占有率放在首位？",[827,998,999,1001,1002,1004],{},[833,1000,835],{}," 看看iPhone和",[833,1003,969],{},"就明白了。",[827,1006,1007,1008,1011],{},"网友：可不可以理解为用户导向是所有生意的基础和本质，也是所有",[916,1009,70],{"href":1010},"\u002Fshangyemoshi","的核心，是在做正确的事情？",[827,1013,1014,1016],{},[833,1015,835],{}," 最终用户是关键。就像花生是地里长出来的而不是商店里买的一样。",[827,1018,1019],{},"网友：这些年受您的影响挺大的（虽然一直没缘能见到您），但也收获了很多东西，谢谢您。其次，我有缘在OPPO体系工作了五年，2018年7月份离开了OPPO，在OPPO的这五年，让我对产品、品牌、营销和渠道都有了一定的理解，所以我想请教您，OPPO的这一套打法不适用于哪些行业或产品。再次谢谢您！",[827,1021,1022,1025],{},[833,1023,1024],{},"段永平：消费者导向放之四海而皆准"," 。技巧的东西谁都可以学，但我们之所以成为我们，除了我们一直努力做的事情外，我们不做某些事情的决定也同样重要。（2019-06-10）",[827,1027,1028],{},"网友：我想问一个比较宽泛的问题：我们是美国Amazon（亚马逊）上的一个中国Seller（销售），销售服装（就是Amazon.com上的Marketplace的Seller，第三方卖家）。问题是：从您的角度，您觉得这个生意有多大概率能做十年甚至更久？",[827,1030,1031,1033,1034,1037],{},[833,1032,835],{}," 能做多久应该取决于你自己的。如果你一直想着你的用户的需求，10年或更久为什么会是问题？难道10年后大家就不穿衣服了？",[833,1035,1036],{},"很久以前黄峥曾经问过我一个问题：用户导向是放之四海而皆准的吗？我说，I believe so！I think he got the point！"," （2019-05-15）",[827,1039,1040],{},"网友：（诺基亚是不是一直没想明白，手机是用来上网的，不是用来打电话的？）",[827,1042,1043,1046],{},[833,1044,1045],{},"段永平：诺基亚不是用户导向的，你看到的这个现象其实是他们的内在文化的外在表现"," 。（2018-10-23）",[827,1048,1049,1050,1053],{},"网友：您怎么看",[916,1051,135],{"href":1052},"\u002Fqiyewenhua","中的用户导向、结果导向和追求极致？三者之间有什么逻辑关系？",[827,1055,1056,1058,1059,1062,1063,1065],{},[833,1057,835],{}," 用户导向是一种利润之上的追求，简单讲就是想着用户到底要的是什么，我们如何去实现。结果导向指的是要",[916,1060,28],{"href":1061},"\u002Fbashiqingzuodui","。追求极致还是要",[916,1064,28],{"href":1061},"的范畴。",[827,1067,1068,1069,1065],{},"对一个公司而言，去找到(开发)能够长期满足用户需求的产品就是做正确的事情。如何找到是如何",[916,1070,28],{"href":1061},[827,1072,1073,1074,1077],{},"网友：我认为中国很多消费者还不够",[916,1075,222],{"href":1076},"\u002Flixing","，特别在一些需要专业知识的产品上。",[827,1079,1080,1082,1083,1085,1086,1088],{},[833,1081,835],{}," 作为一个群体，消费者绝对是",[916,1084,222],{"href":1076},"的。但这种",[916,1087,222],{"href":1076},"不是每时每刻体现在每一个消费者身上，其会表现为不好的东西最后一定不会卖得好！不过，这并不会让好东西自然变得好卖。好酒也怕巷子深啊。",[827,1090,1091,1092,1094,1095,1097,1098,1100,1101,1104],{},"哪里的消费者都是一样的。我们认为消费者是",[916,1093,222],{"href":1076},"的意思是从长期来看的，套用一句俗语叫“童叟无欺”。也就是说无论消费者眼前是否",[916,1096,222],{"href":1076},"，我们都一定要认为他们是",[916,1099,222],{"href":1076},"的。不然的话，你经营企业就可能会有",[916,1102,125],{"href":1103},"\u002Ftouji","行为，甚至会有不道德行为。",[827,1106,1107,1108,1110],{},"顾客作为整体绝对是",[916,1109,222],{"href":1076},"的，只要时间足够长。没有这个理解的人，是很难理解生意的。",[827,1112,1113,1114,1116],{},"网友：您早年做企业的时候，怎么把",[916,1115,53],{"href":918},"和结果导向深入人心，在做事上不变形的？",[827,1118,1119,1121,1122,1124],{},[833,1120,835],{}," 事实上我们也会经常有点小变形的，发现了就改。利益导向就像打球时的加力，是个心魔，克服不容易。好的",[916,1123,135],{"href":1052},"对克服这个心魔作用很大。",[827,1126,1127,1128,1131,1132,1135,1136,1138],{},"网友：我是中兴通讯手机事业部负责欧洲市场推广的。中兴手机这几年进步也很大，主要优势在于快速定制，满足运营商需求，抓住了类似国内中国移动、电信的大客户捆绑销售，走了跟",[833,1129,1130],{},"步步高","不同的路线。问题在于基本放弃了",[916,1133,161],{"href":1134},"\u002Fqudao","市场，在某种程度上忽视了消费者需求，没有做到",[916,1137,53],{"href":918},"，而是运营商导向。",[827,1140,1141,1142,1145,1146,1149],{},"中兴手机的发展方向应该是学习中国台湾的",[833,1143,1144],{},"HTC","，从ODM逐步到自有",[916,1147,141],{"href":1148},"\u002Fpinpai","，从单一追求销量到追求销售附加值。道理似乎大家都懂，但做起来很难，是不是企业的文化和基因很难改变呢？每年为了追求销量忘记或者忽视了一些最根本的东西。也许是因为上市公司当期业绩压力大吧。",[827,1151,1152,1154],{},[833,1153,835],{}," 上市公司当期业绩压力大的说法很有趣(尽管无数上市公司都这么说)。难道大家愿意让下期压力更大？",[827,1156,1157],{},"网友：段总说的认为消费者是理性的，其实做人应该也是这样，不要自作聪明，踏踏实实做好自己的事情。",[827,1159,1160,1162],{},[833,1161,835],{}," 是这个意思。（2010-03-28）",[827,1164,1165],{},"网友：我心得是市场份额和企业核心消费者有关，核心消费者指的是不以性价比为导向那些用户。如果把目标锁定在一定要多少市场份额就会牺牲用户体验去追求那些非核心的消费者，短期可能份额会扩大但是消费者组成质量变得非常差，经营质量和企业文化都会出现问题。",[827,1167,1168,1170],{},[833,1169,835],{}," 每个人都是会看性价比的，但每个人对价格的敏感度不同。还有就是每个人对钱的看法不一样。比如有人会为了便宜去买不安全的车等等。（2013-02-27）",[827,1172,1173],{},"网友：有点明白了茅台和苹果的用户群，那些为了占份额吸引的客户其实随着时间会慢慢减少？",[827,1175,1176,1178],{},[833,1177,835],{}," 那些客户未必会减少，但做那些客户的生意的企业会慢慢地过上苦日子，其中有部分会撑不下去的。（2013-03-01）",[827,1180,1181],{},"网友Y：能做到“市场导向”已经很不错了，可以做到“消费者导向”，并坚持下来更加是了不起！因为要做到“消费者导向”，是要牺牲很多短期利润的，甚至会导致公司因此（缺钱）而经营不下去，很多时候“优币会被劣币淘汰掉”所以要有心有力的公司才能做到“消费者导向”，并最终成为一间“伟大的公司”。",[827,1183,1184,1186],{},[833,1185,835],{}," 能坚持下来确实非常不容易，苹果也是几十年后才有今天的。（2013-04-08）",[827,1188,1189],{},"网友：以消费者为导向，您是怎么想到这个产品哲学的，特别想了解其中的逻辑？",[827,1191,1192,990,1194,1196],{},[833,1193,835],{},[916,1195,53],{"href":918},"这个想法很自然的。设计产品不是简单希望用户买，而是要想到人家买回去干什么。有些人的生意不太好或者没办法长期好的原因往往是太在意眼前生意而忽略了用户的真实需求。没有哪个企业是总能找对用户的需求点的，所以再好的企业也会有失败的产品。",[827,1198,1199],{},"但那些一直努力聚焦在用户需求的公司，时间长了往往会比那些生意导向的公司表现好。",[827,1201,1202],{},[833,1203,1204,1205,1208,1211],{},"贬义的利润导向一般指的是短视行为，实际结果往往是让公司的长期总利润(未来",[916,1206,88],{"href":1207},"\u002Fxianjinliu",[916,1209,97],{"href":1210},"\u002Fzhexian",")降低。(2011-11-30)",[827,1213,1214,1215,1217],{},"网友：一个公司不是会赚钱就好，会赚钱还要好的",[916,1216,135],{"href":1052},"。这样理解对吗？",[827,1219,1220,990,1222,1225,1226],{},[833,1221,835],{},[833,1223,1224],{},"我说的会赚钱的公司指的是能够长期赚钱的公司，这些公司往往有着利润之上的追求，比如","苹果，",[833,1227,1228],{},"就是不把利润放在最重要的地位。那些利益至上的公司最后往往没那么好。(2019-05-05)",[827,1230,1231,1232,1234],{},"网友：读了这段话对",[916,1233,53],{"href":918},"有了更深的理解。受益良多。",[827,1236,1237,1239],{},[833,1238,835],{}," 呵呵，有悟性。(2010-05-22)",[822,1241,1243],{"id":1242},"第二节-什么是好产品","第二节 什么是好产品",[827,1245,1246,1247,1250],{},"网友：平板电脑的细分市场一直想不明白。iPad的火爆是针对平板电脑市场内的细分，还是相对于原有PC市场开创一个新的品类？目前在规划产品时，还是没有办法跳出竞品导向的思维方式，对于这类新生的产品形态，该用什么样的方式进入？我对“",[916,1248,48],{"href":1249},"\u002Fganweitianxiahou","”又产生了一些困惑。",[827,1252,1253,990,1255],{},[833,1254,835],{},[833,1256,1257,1260,1261,1263,1264,1266],{},[916,1258,146],{"href":1259},"\u002Fchayihua","指的就是用户需求满意度上的差异，绝对不仅仅指的是外观。产品的",[916,1262,146],{"href":1259},"不是指所谓的“与众不同”，而是指“与众不同”的东西正好是用户需要而其他人没能够满足的东西。当一个产品找到的",[916,1265,146],{"href":1259},"正好是很多很多用户需要的东西时，那这个产品大概就很成功了。",[827,1268,1269],{},[833,1270,1271,1273,1274,1276,1277,1279],{},[916,1272,146],{"href":1259},"的东西是在不断地变化的，当大家(很多公司)都有了的",[916,1275,146],{"href":1259},"就会变成基本需求。有时候好的产品的",[916,1278,146],{"href":1259},"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。",[827,1281,1282,1283,1285,1286,1288,1289,1291,1292,1295],{},"比如，如果你能想清楚麦当劳的",[916,1284,146],{"href":1259},"是什么，也许你就会明白些。至于如何找到",[916,1287,146],{"href":1259},"的问题，那是如何",[916,1290,28],{"href":1061},"的范畴的事情，那可不是一朝一夕之“功夫”啊。",[833,1293,1294],{},"苹果","能有现在这些个好东西，那也是十几二十年积累的“厚积薄发”而已。(2011-01-10)",[827,1297,1298],{},"网友：做产品是不是以我为主，做自己认为对的事情就可以了。",[827,1300,1301,1303],{},[833,1302,835],{}," 做产品哪敢不看需求？看不看得对是水平问题，看不看可是路线问题啊。(2010-04-03)",[827,1305,1306,1307,1310,1311,1313,1314,1316,1317,1319],{},"网友：iPad上市之前，",[833,1308,1309],{},"乔布斯","和媒体记者在一起，被问到在开发新产品时",[833,1312,1294],{},"做了什么样的消费者和市场调查，这些调查起了什么作用。“我们没有做任何调查”，",[833,1315,1309],{},"回答说，“知道自己想要什么，不是消费者的工作。”如何理解",[833,1318,1309],{},"的话？",[827,1321,1322,1324,1325,1327],{},[833,1323,835],{}," 他说得很对，因为他知道消费者想要什么。知道消费者想要什么是一件非常困难的事，没听说市场调研可以解决这个问题。市场调研只能够帮你印证你的想法而已，你如果自己没想法，市调是绝对没用的。其实",[833,1326,1294],{},"还是会做一些市调的，比如偶尔放点消息出来看看反应什么的。",[827,1329,1330],{},"网友：贵公司的企业文化中有两处不能领会：",[827,1332,1333],{},"·通过科学、严谨的市场调查，充分研究消费者的需求，一切工作须以消费者的真实需求为原点而展开。（为何不直接写“消费者需求”，而写成“消费者真实需求”？）",[827,1335,1336],{},"·在公司内部的日常工作中，要坚持内部客户导向的原则。（何为内部客户？）望赐教！",[827,1338,1339,1341],{},[833,1340,835],{}," 呵呵，玄乎地讲就是用心。用户的需求不一定是问出来的，经常是自己体会出来的。iphone就是一个典型的例子。",[827,1343,1344],{},"1、大概是为了把消费者需求和客户需求分开。客户需求有时候和消费者的真实需求并不完全重合。",[827,1346,1347],{},"2、内部客户大概就是工作中要打交道的所有人。（2010-10-24）",[827,1349,1350],{},"网友：是不是在销量不好的时候重点是去大力改进产品而不是花大力气去销售？",[827,1352,1353,1355],{},[833,1354,835],{}," 销量不好的原因大概率是产品不够好，别的原因可能比较次要。",[827,1357,1358],{},"网友：您做生意的时候，会不会和对手比较，您会选一个公司作为榜样或者追赶的对象吗？",[827,1360,1361,1363],{},[833,1362,835],{}," 最重要的是用户的需求或叫体验，其他都是浮云。",[827,1365,1366,1367,1369,1370,1372],{},"网友：公司如何规划让",[833,1368,1130],{},"的",[916,1371,141],{"href":1148},"价值最大化？",[827,1374,1375,1377,1378,1380,1381,1383],{},[833,1376,835],{}," 我们没有",[916,1379,141],{"href":1148},"价值最大化的任何计划，我甚至不懂什么叫",[916,1382,141],{"href":1148},"价值最大化。我们最关注的是我们用户的体验和如何改进的方法，我们追求的是如何能提供消费者有用且喜欢的东西。如果我们能一直坚持这样做的话，20-30年内说不定的我们也能出个像iPhone或者Wii一样的产品啊。(2010-03-22)",[827,1385,1386,1387,1389,1390,1392,1393,1395,1396,1398,1399,1401],{},"网友：",[833,1388,1130],{},"推出了点读机，价格在1000多块，但我在书店的",[916,1391,161],{"href":1134},"看，",[833,1394,1130],{},"点读机周围充斥着大量杂牌，价格都比",[833,1397,1130],{},"低，甚至有的低了一半。点读机技术门槛不高，很容易杀进来竞争，面对这些快速和大量的跟进，又要考虑质量的成本，",[833,1400,1130],{},"点读机的价格怎么定啊？相对的高价能守得住吗？国内价格战很容易就把一个产品做死。",[827,1403,1404,1406],{},[833,1405,835],{}," 呵呵，四个轮子的都是车，价格差得比这大多了。真正的用户一般是知道差别的。比如，我们的点读机里所有地方都是原声的，都是在专业录音棚里录的。这还不包括硬件的质量差别等等。买我们的大多是因为老师推荐，这里肯定是有点道理的。",[827,1408,1409,1410,1412],{},"买点读机的家长一般不会为了省钱而买个像点读机的点读机，大多数人会问清楚再买的。要有合理价格最重要的是产品要有",[916,1411,146],{"href":1259},"，有用户想要而别人又满足不了的东西。",[827,1414,1415],{},"今天我们开会时一个朋友告诉我，他非常喜欢iPad，因为It's not great for everything but extremely good for afew things(它不是样样都好，但有些方面特别棒)。(2010-04-17)",[827,1417,1418,1419,1421],{},"网友：改进产品一是加强",[916,1420,53],{"href":918},"，二是对不足能力的加强，是这两个途径吗？",[827,1423,1424,1426],{},[833,1425,835],{}," 这两个都是需要的。(2020-12-06)",[827,1428,1429,1431],{},[833,1430,835],{}," 最好的产品或最好的产品体验本来就是指的一定范围内的。(2013-04-10)",[827,1433,1434,1435,1437,1438,1440],{},"网友：那",[833,1436,1294],{},"瞄准的是哪类客户群呢？因为",[833,1439,1294],{},"是财富各个层次的人都喜欢，而且4000-5000元的价格有经济基础的人们都有能力买。",[827,1442,1443,990,1445,1294,1448,1451,1452,1454,1455,1457],{},[833,1444,835],{},[833,1446,1447],{},"个人认为其实",[833,1449,1450],{},"只是努力把自己的产品做好，然后卖一个合适的价钱而已","。至于谁会最后落在喜欢",[833,1453,1294],{},"产品的范围里看起来是个运气问题。“看起来”是个运气的东西经过很多年的积累后实际上就“看起来”有点必然了。",[833,1456,1294],{},"有今天其实是经过30多年的积累而来的，虽然爆发的时候“看起来”有点运气。(2013-04-11)",[827,1459,1460],{},"网友：段总您认为顾客是理性还是非理性的啊？您永远做的是满足顾客。还是让顾客忠诚于公司产品？",[827,1462,1463,1465],{},[833,1464,835],{}," 长期而言，消费者作为一个群体是理性的。我们无法让消费者“忠诚于”我们公司的产品，但我们应该尽能力去发现消费者的需求并尽量满足。所谓的“忠诚度”实际上应该是消费者长期的满意度的积累。所以长期满意度越高则“忠诚度”越高。要积累很高的满意度是需要很长很长的时间的，但破坏则只需要很短很短的时间。（2010-10-29）",[827,1467,1468],{},"网友：是不是所谓高科技公司也只是满足顾客的消费趋向。最终是要傻子都明白东西。",[827,1470,1471,1474],{},[833,1472,1473],{},"段永平：不知道什么是高科技公司。在消费者眼里其实没有这个东西"," 。（2010-10-30）",[827,1476,1477],{},"网友：海尔张瑞敏砸过。",[827,1479,1480,1482],{},[833,1481,835],{}," 他当时是不得已而为之，为的是强调品质的概念，同时也说明当时他们的品质体系还有很大问题。品质部长是有一票否决权的，没道理会为了不合格的产品打电话问老板是否可以卖。",[827,1484,1485],{},"简单讲，一个公司如果还需要靠老板砸产品来提醒员工注意品质，那他的质量体系水平就确实还处在比较初级的阶段。(2010-11-29)",[827,1487,1488],{},[833,1489,1490],{},"质量的定义其实是一致性。(2018-07-28)",[827,1492,1493],{},"网友：我在国内一个小货车企业的售后服务部工作，虽然公司口口声声说客户至上，但是其实公司每年对售后部各项预算卡得很严。而且一旦用户出现类似烧车等严重质量问题，基本上是看用户闹得厉不厉害来决定最终赔偿的多与少。我相信国内大部分企业售后服务其实都是很劣质的，而且国内消费者维权似乎很困难。",[827,1495,1496],{},"总感觉公司对售后服务部的要求就是尽量花最少的钱去办最棘手的事情，然后公司可以把更多的资金投入到研发和营销上面，只要东西卖出去就行。这些东西都让我心里一直都很不很不舒服，但好像发现即使是自己如果当了售后服务部的负责人也根本没法改变这种现状。",[827,1498,1499],{},"我的问题是：您当初在作为实体企业经营者的时候，对售后服务的原则和要求是什么呢？或者说您认为一个实体类企业售后服务应该怎样做能够更好？期待您的回复。",[827,1501,1502,1504,1505,1508],{},[833,1503,835],{}," 说什么不重要。不好意思，前面只看到你的问题的前面部分。",[833,1506,1507],{},"我理解的售后其实是销售的延伸，是产品承诺的一部分，企业有义务解决承诺期内产品的所有问题，小霸王学习机的“一年包换”就是基于这个原则定出来的（现在产品周期小于一年，这条可能不再适用了）"," 。（2019-04-27）",[827,1510,1511],{},"网友：您如何看待搭配销售？",[827,1513,1514,1516],{},[833,1515,835],{}," 搭配销售是最愚蠢的销售方式！不好的东西就应该取消，搭售其实就是在奖励落后打击先进。",[827,1518,1519],{},"网友：国产手机的售后服务才是黑幕重重。各个品牌的售后基本都是外包给某个公司，这些公司为了利润最大化，完全没有道德底线可言。这对品牌的伤害会很大，很奇怪，厂家是完全不知情吗？",[827,1521,1522,1525],{},[833,1523,1524],{},"段永平：别人不知道，我们的服务绝对是我们自己的"," 。（2013-03-17）",[827,1527,1528],{},"网友L：ipad、iphone、minipad是我拥有的最超值的产品，喜欢用的功能都做到了让我非常满足的程度：（照相、听网易公开课、看电影、摄像、存储旅行照片、facetime、iMessage、玩儿游戏……），要是没有苹果，我会花更多的钱和时间也达不到它们带来的效果。这两年很轻松的就推荐出去十几部，还没有一个抱怨买亏了的。",[827,1530,1531,1533,1534,1537],{},[833,1532,835],{}," 是哦，看起来免费的东西往往最贵、看起来便宜的东西往往不便宜。买东西如此，投资也常常如此。我也觉得i系列是最便宜的东西，",[833,1535,1536],{},"一个是消费体验好（这个值很多钱哈）"," ，换机的钱也省了。（2013-02-28）",[827,1539,1540],{},"网友：段大哥这点偏了产品本质，如果云南创可贴让伤口痊愈更快，粘一些也无碍。",[827,1542,1543,1545],{},[833,1544,835],{}," 你的更快是和不贴比，不是和别的产品比。产品的基本功能不能满足的话，根本就不应该上市。但产品的竞争力往往是基本功能以外的东西。就像好卖的手表不是因为更准一样。我就是昨天刚刚用过以后觉得不好才去7-11买的邦迪。（2010-08-17）",[827,1547,1548,1549,1552,1553,1556],{},"网友：大道的",[916,1550,12],{"href":1551},"\u002Fbenfen","，我很认同，OPPO的产品我从R15，到R17，RENO一直追，除了RENO无惊喜外，其他几款手机产品确实能看到产品",[916,1554,18],{"href":1555},"\u002Fpingchangxin","中的不平常处，但我今天要说的是OPPO手机的赠品，从雨伞到水杯，非常劣质，毫无品质感，我收到赠品的雨伞伞柄第二天就脱落了，茶杯的玻璃杯体和外塑间居然是松的，晃动明显，进一步调查发现这并不是我个例，京东和天猫上很多用户都投诉赠品质量差，以我知道的自拍杆赠品为例，2016年有一批是中山市海一舟电子有限公司做供应商，正好有熟人在里面做事，他们居然是让员工领回家组装好了送到厂，一套东西拿回家组装，交回来时要么杆多要么线多，这怎么做品控呢？",[827,1558,1559],{},"现在好像这家公司倒闭了，希望OPPO公司好好提升赠品的品质，给人感觉完全是两家公司产品（虽然真是不同公司的产品）。",[827,1561,1562,1565],{},[833,1563,1564],{},"段永平"," ：我觉得根本就不该有赠品，如果有就应该是一种标准。问题反映中。",[827,1567,1568],{},"不过，OPPO应该是没有赠品的，赠品可能来自于经销商。（2019-07-14）",[827,1570,1571,1572,1574,1575,1577,1578,1581,1582,1581,1584,1587],{},"网友：那些",[916,1573,70],{"href":1010},"很强大的公司，本质上是不是因为拥有强大的产品，所以才能形成强大的",[916,1576,70],{"href":1010},"，比如",[833,1579,1580],{},"茅台","、",[833,1583,1294],{},[833,1585,1586],{},"腾讯","?",[827,1589,1590,990,1592],{},[833,1591,835],{},[833,1593,1594],{},"强大产品是必要条件。(2020-10-30)",[827,1596,1597],{},"网友：你是怎么找到你们公司产品的使命的？",[827,1599,1600,990,1602,1294,1605],{},[833,1601,835],{},[833,1603,1604],{},"产品角度，是慢慢摸索出来的，发现不对，赶紧停。比如",[833,1606,1607],{},"的充电器，说了一年了，今年没推出来。没推出来，肯定是有问题没解决。没解决就不推。(2018-09-30)",[827,1609,1610],{},"生意能不能发展好关键且只取决于公司的产品，无他。其他只是对快慢有影响。(2020-11-05)",[827,1612,1613,1614,1616],{},"网友：我不太理解您说的“性价比是个伪命题”是什么意思。我本身作为消费者，愿意买性价比更高的产品；作为一个公司的管理者，为消费者提供更有性价比的产品难道不好吗？您说过买",[833,1615,1294],{},"手机可能是最便宜的，性价比应该就是您说的这个“最便宜”吧。性价比的定义是：用更低的价格买到更好的产品。",[827,1618,1619,1621],{},[833,1620,835],{}," 谁不想既让马儿跑得快，又让马儿少吃草？（2025-07-28）",[827,1623,1624],{},"网友：有人说生产不重要，品控更重要，所以山姆超市更值得信赖，您怎么看？",[827,1626,1627,1629],{},[833,1628,835],{}," 质量不是靠品控的，质量意识要更靠前，质量是靠设计的。（2025-10-05）",[827,1631,1632],{},"网友：你所说的基本功包含什么？",[827,1634,1635,1637],{},[833,1636,835],{}," 企业的基本功，其实往简单说就是产品的开发能力、质量的控制能力、市场的动作能力、人力资源的管理能力等等。张瑞敏说过一句话，在大家都想到的事情上，他与别人的区别在于他真的去做了。比如售后服务，他确实认认真真地去做了。你说邓亚萍有什么了不起，不就是练了10年吗？可你练练试试！只要一天不练，水平就会下降一点，她就不能常胜。",[827,1639,1640],{},"具体地说，产品的质量怎么搞好，这就是基本功。比如我们产品的流程，一叠厚厚的文件你看着都会累得生烦，可我们一个层次一个层次去做，究竟产品的质量最终怎么出来？有人说靠的是检测，其实不然，产品的品质不是检验出来的，也不是生产出来的，而是设计出来的。做好品质其实很难，质量不是开一个会，引起一套管理系统就可以了。而是日复一日，年复一年地做。",[827,1642,1643],{},"我们每年光是请品质管理顾问就花费数百万元。（2004-01-19）",[827,1645,1646,1648,1649,1652],{},[833,1647,835],{}," 我不懂。",[833,1650,1651],{},"但是我知道，好东西不需要推广，你看智能手机一出来，很快就普及开了。如果你的东西推出去没有很快抓住用户，肯定是不够好，一定要回来好好思考，想自己的问题。"," （2018-09-30）",[822,1654,1656],{"id":1655},"第三节-用户视角的判断方法","第三节 用户视角的判断方法",[827,1658,1659],{},"网友：如果视频行业的产品没有差异化，那么超市行业是不是也算一个没有差异化产品的行业？那么电视台呢？如果电视台有差异化，那么他的差异化是不是自己独特的节目（消费者喜欢的）？",[827,1661,1662,1664,1665,1668],{},[833,1663,835],{}," 个人觉得超市是可以有一定差异化的，至少地理位置有，布置有加上品种太多。但是，未来超市确实会受到网络的冲击。我想我们有个邻居国家的电视台大概是没有差异的。",[833,1666,1667],{},"明白差异化最简单的办法就是把自己当消费者，想象一下自己的体验，自己常去哪里，因为什么而改变等等。"," （2012-05-18）",[827,1670,1671],{},"网友：目前手机市场同质化也很严重，但草果手机是其中的另类。",[827,1673,1674,1676,1677,1679,1680,1682],{},[833,1675,835],{}," 手机里其实有很多",[916,1678,146],{"href":1259},"的，就像车一样。很多人其实也觉得车的",[916,1681,146],{"href":1259},"很小，那是因为他们没开过别的车。",[827,1684,1685,1686,1688],{},"有些",[916,1687,146],{"href":1259},"不出事是看不出来的。不地震就“看”不出的差异。不丢手机 iPhone的有些好处你就“没办法”知道。但是，有条件的用心的用户实际上是可以事先了解到的。(2013-04-12)",[827,1690,1691],{},"网友：常常提到好的公司的企业文化一般是“以消费者为导向”，但是又常说我们不能太在意市场，太在意华尔街和别人的看法。别人和市场的看法也算消费者的看法吧？我总觉得之间的界限好像有点模糊，不太清晰。比如假设苹果以后出大屏手机算是符合消费者导向呢？还是太在意市场的看法了？希望段总能指点。",[827,1693,1694,1696],{},[833,1695,835],{}," 说不在意的是指应该不在意短期行为或期望。比如不在意华尔街的看法指的是不在意华尔街短期的看法。短期的看法是投票器，长期才是称重器。比如华尔街希望苹果出低价机多占领市场份额，而苹果想的是做最好的产品，所以短期就让华尔街失望了。（2013-03-07）",[827,1698,1699],{},"网友：这两年的地震，因为房子质量死了那么多人，怎么没有公司把防震作为卖点？",[827,1701,1702,1704],{},[833,1703,835],{}," 呵呵，想起当年我们卖防雷击电话机的事。当时我们卖防雷击，所有人也都卖防雷击，可不到雷击没人知道谁的是真的。所以每年开春后我们的电话机销售就会有个小高潮。你这个卖点要等到地震出来后才有效？(2010-07-06)",[827,1706,1707],{},"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，朗朗上口。",[827,1709,1710,1712],{},[833,1711,835],{}," 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？",[827,1714,1715],{},"网友：长期来说消费者会知道产品价值，但短期不认同的情况下企业应该怎样平衡呢？",[827,1717,1718,1720],{},[833,1719,835],{}," 短期内不是所有的消费者认同，但总是有认同的。",[827,1722,1723],{},"我们的研发要根据消费者的需要，尊重消费者的意见，要多进行市场调查，开发生产出老百姓接受的产品，而不是自己主观去搞一些噱头，为差异化而差异化。我们为什么不提创新，因为创新可能会使人产生误解，为创新而创新，结果弄出来的东西市场不接受，消费者不接受，只能把自己做死。其实我们要做的就是当你发现消费者需要的时候去满足它。",[827,1725,1726],{},"做到这一点其实不容易的，我们做信息电话创意就很好，我们曾经开发过的“光盘录像DVD”，工程师们都认为很好，结果消费者不买账，就是二个失败的例子，这方面的亏我们不能再吃了。有人说包装消费者不需要，其实包装也是十分重要的，也是消费者需要的，想想消费者买个光机回家是什么心情，这是个消费习惯和心理的问题。",[827,1728,1729],{},"网友：如何敏锐地发现用户需求，而且是真实的潜在的需求，有什么诀窍保证做这个正确的事情呢？",[827,1731,1732,1734],{},[833,1733,835],{}," 发现用户需求的诀窍可能是总是站在用户的立场想问题。（2010-03-30）",[827,1736,1737],{},"网友C：段总以前说过客户与用户有时是有区别的，但笨笨的我到现在也搞不清头绪。",[827,1739,1740,1742],{},[833,1741,835],{}," 有个狗粮的例子，就是客户满意但用户不满意的典型。（2012-03-03）",[827,1744,1745],{},"网友Y：是的……我作为它的用户有点盲目了……",[827,1747,1748,1750,1751,1754],{},[833,1749,835],{}," 关注自己喜欢的产品的企业比较容易找到感觉，或者说比较容易了解企业。",[833,1752,1753],{},"只是我个人认为当你觉得“德”不行的时候，往往就不值得再花时间了。"," （2012-04-09）",[827,1756,1757],{},"网友：您做生意的时候，会不会和您的对手比较，或者您会选一个公司做您们的榜样或者追赶的对象吗？",[827,1759,1760,1762],{},[833,1761,835],{}," 最重要的是用户的需求或叫体验，其他都是浮云。（2013-07-04）",[827,1764,1765],{},"网友（问题节录）：小天才无摄像头的电话手表 Q1R 停售了。清晰语音通话、长续航和定位对一些家长仍是刚需。请问 Q1R 是因为销量、利润还是其他原因停产？会考虑恢复销售吗？",[827,1767,1768],{},"大道：我猜会停售的唯一理由就是用户不买了吧？绝大多数情况下，没人（不够多）买的产品大概率都会停产的。（2026-09-07）",[822,1770,1772],{"id":1771},"第四节-好产品与用户导向的案例","第四节 好产品与用户导向的案例",[827,1774,1775],{},"网友：Apple是消费者导向的典范。以前很多人说乔布斯不在意或不尊重消费者，这是对Apple最大的误读，我认为老乔最大的贡献恰恰是建立了一种真正消费者导向的文化。老乔们不在意的只是短期市场的看法。",[827,1777,1778,1780],{},[833,1779,835],{}," 苹果确实特别在意消费者体验。（2013-04-08）",[827,1782,1783],{},"网友：苹果年内或成美国市值最大公司……",[827,1785,1786,1788],{},[833,1787,835],{}," 我也常常想苹果现象，Jobs真是个绝顶聪明的“消费者导向”大师和marketing大师，他们在产品上做的很多取舍是让人叹为观止的，同行其他人没人敢做他们做的一些事。（2010-05-25）",[827,1790,1791],{},"网友：魅族这个企业有点意思，有点像中国的“APPLE”，向APPLE学习比较彻底的。只是不太明白只有一款机（先是M8，再是M9），具然主要靠专卖店来销售（偌大一个专卖店只买一款机）。并且机器也只有两千多元，也没有软件商店来赚钱，也不打广告。不知道究竟怎么赚钱？现在估计还在赔钱。长期靠什么来赚钱？请段总指点一下。",[827,1793,1794,1796],{},[833,1795,835],{}," 不了解你说的这个公司。不要随便拿“苹果”来比较，我个人以为大概很多年都不太可能见到一个所谓的“中国的苹果”出现，因为我们还没有一个出“苹果”的大环境。",[827,1798,1799],{},"当然，当人们买“苹果”四代的时候，我们也是可以买四袋苹果的。",[827,1801,1802],{},"苹果把用户导向真正做到了极致，他绝对是我们制造业学习的榜样，但同时也非常有可能成为我们的噩梦。",[827,1804,1805],{},"千万别觉得我悲观，我只是比较客观而已。",[827,1807,1808],{},"我们公司未来很多年的竞争对手其实就是“苹果”，如果我们能够活很多年的话。",[827,1810,1811],{},"我们其实很幸运有“苹果”这样的对手，虽然我们现在还不能被其称为“对手”，但在局部细分市场上我们还是会有机会的。（2011-01-08）",[827,1813,1814],{},"网友：诺基亚品种多样和你以前说的消费者导向不一致吗？",[827,1816,1817,1819],{},[833,1818,835],{}," 诺基亚需要用很多品种才能做到消费者导向，而苹果用一个品种就做到了，这里面功夫差很多啊。（2011-02-08）",[827,1821,1822],{},"网友：家中索尼电视买了一年就坏了，当时是冲着品牌去的，价格是长虹的两倍，售后服务很差。把家中的电子产品看了看，能用久的有：步步高无绳电话10年以上，步步高dvd12年以上，格力多功能机（制冷加热抽湿）14年，格力罗西尼表18年。剩者为王啊。这就是骨子里的消费者导向。是段总说的健康度的重要内容吧！",[827,1824,1825,1827],{},[833,1826,835],{}," 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