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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":540,"body":818,"category":427,"chapterOrder":26,"date":9,"description":542,"editor":1366,"extension":1367,"meta":1368,"navigation":1369,"order":543,"path":1370,"publishedAt":9,"seo":1371,"seoDescription":542,"seoTitle":1372,"slug":541,"source":9,"sourceAuthor":1071,"sourceDate":9,"sourceNote":1373,"sourceStatus":1374,"sourceUrl":9,"sources":1375,"stem":1376,"summary":542,"tags":1377,"type":435,"updatedAt":1380,"volume":533,"volumeOrder":31,"__hash__":1381,"_collection":1382},"dao\u002Fdao\u002Fqanda\u002Fwenda-business-05.md",{"type":819,"value":820,"toc":1359},"minimark",[821,826,830,836,848,851,857,863,866,871,874,879,882,888,891,901,906,909,914,917,922,925,928,932,935,940,943,946,951,954,959,962,967,970,975,978,983,988,991,994,999,1002,1007,1010,1015,1018,1027,1034,1038,1044,1047,1052,1059,1062,1067,1073,1085,1095,1098,1101,1106,1112,1117,1120,1125,1128,1133,1136,1141,1148,1151,1159,1166,1179,1188,1191,1194,1197,1200,1203,1206,1209,1212,1215,1218,1221,1226,1229,1235,1238,1243,1246,1252,1257,1263,1267,1270,1273,1278,1283,1288,1294,1300,1306,1311,1314,1319,1322,1327,1330,1333,1339,1345,1348,1351,1356],[822,823,825],"h2",{"id":824},"第一节-创新不是为了不同","第一节 创新不是为了不同",[827,828,829],"p",{},"网友：为什么不喜欢企业“创新”啊，因为啥呢？",[827,831,832],{},[833,834,835],"strong",{},"段永平：从来没说过不喜欢企业创新！但不喜欢企业盲目创新。",[827,837,838,847],{},[833,839,840,841,846],{},"很难有企业不靠创新可以生存下来的，但创新是指在",[842,843,845],"a",{"href":844},"\u002Fxiaofeizhedaoxiang","用户导向","前提下的创新，而不是为了不同而不同的创新。我们公司把这叫差异化，也就是满足用户需要而别人还没有提供的东西。当然，用户需要而大家已经提供的东西我们绝对不能少。盲目创新是危险的，而消费者导向前提下的创新是企业生存的一个重要基础。"," （2010-03-08）",[827,849,850],{},"网友：从来不看好联想。",[827,852,853,856],{},[833,854,855],{},"段永平："," 我没有看好或不看好的意思，我只是觉得不知道人们为什么喜欢用类似“高科技”这种模糊甚至没有定义的东西来形容自己。（2012-05-11）",[827,858,859,862],{},[833,860,861],{},"段永平：对我而言，把经济分成“传统经济”和“新经济”，以及把企业分成“传统企业”和“高新科技企业”也是瞎搞"," 。（2012-06-26）",[827,864,865],{},"网友：请教段总，换个思路是否这样理解：就像种地一样，如果地肥，水好，又能经常除草，杀虫，长出好庄稼的概率就非常高。高科技企业如果具有良好的创新文化作为支撑，那不断推出好产品的概率就非常高。",[827,867,868,870],{},[833,869,855],{}," 不太明白很多现在流行的名词的定义是什么，所以没法回答很多问题。比如：什么是高科技企业，什么是创新文化，比如什么是“好产品”，概率非常高的“高”是多高？按你的比喻，除过草杀过虫的庄稼算是“好产品”还是不好的产品？（2011-01-22）",[827,872,873],{},"网友：请教一个问题，高科技企业的核心竞争力在于其持续的创新，而创新本身却具有不确定性，我们投资者如何在这个“不确定性”中收获“确定”的收益？",[827,875,876,878],{},[833,877,855],{}," 按你这个理解思路，大概是没办法的。“高科技企业的核心竞争力在于其持续的创新”这句话就是错的，因为你很容易找出一家持续有新产品却完全没有竞争力的企业。（2013-02-18）",[827,880,881],{},"网友：您怎么看待技术能力在满足客户需求进而构建公司的竞争能力方面所起的作用呢？",[827,883,884,887],{},[833,885,886],{},"段永平：木桶的一块板，没有是不行的"," 。（2014-06-18）",[827,889,890],{},"网友：看了wp7的发布会，没啥新特色，不知道微软的工程师们究竟在捣鼓什么。如果照这样的态势下去，微软在移动互联网领域真的危险了。",[827,892,893,894,897,898,900],{},"段总前面对",[833,895,896],{},"诺基亚","的点评很经典，一句话就把",[833,899,896],{},"的迷失指出来了。段总能不能说说微软呢？",[827,902,903,905],{},[833,904,855],{}," 成功是失败之母。微软陷在过去的成功模式中出不来，估计以后也很难出来了。（2010-10-14）",[827,907,908],{},"网友：为什么说微软陷在过去成功的模式中，出不来呢？能否多说说证据呢，我觉得其实比结论更重要的是判断主要依据和重要细节。",[827,910,911,913],{},[833,912,855],{}," 比如微软的手机软件就要收费，还挺贵，不收又不行，因为和别的栓一起的。可Google的是免费的，大多数手机制造商做smart phone最后可能都会用google的，我猜。（2010-10-15）",[827,915,916],{},"网友：高科技企业的核心竞争力在于持续的创新，而创新本身却具有不确定性，投资者如何在这个不确定性中收获确定的收益？",[827,918,919,921],{},[833,920,855],{}," 按你这个理解思路，大概是没办法的。",[827,923,924],{},"“高科技企业的核心竞争力在于持续的创新”这句话就是错的，因为你很容易找出一家持续有新产品却完全没有竞争力的企业。(2013-02-18)",[827,926,927],{},"对我而言，把经济分成“传统经济”和“新经济”，以及把企业分成“传统企业”和“高新科技企业”也是瞎搞。(2012-06-26)",[822,929,931],{"id":930},"第二节-创新的土壤专利文化与环境","第二节 创新的土壤：专利、文化与环境",[827,933,934],{},"网友：据说最近美国商会出的报告引起美国国内很大反响，主题就是关于中国有系统的“抄袭”国外先进技术的问题。我觉得高铁项目和华为的快速发展（当然不限于此）对国外造成的触动比较大。创新是发达国家和地区的杀手锏，且事关其长期和根本利益。不知道段总对这类问题和可能发展有何看法。",[827,936,937,939],{},[833,938,855],{}," 如果我们解决不了专利问题，我们就没办法让自己的企业创新，我们就势必长期落后于人。（2011-02-04）",[827,941,942],{},"引用：从安卓看专利敲诈",[827,944,945],{},"近年来，有关安卓侵犯专利的新闻屡屡出现，先是甲骨文状告安卓侵犯Java专利，再到微软利用安卓授权来牟利。本与微软毫不相干的安卓，却成为微软牟利的工具，使用安卓系统的制造商必须为微软提供相应的专利费，才能得以生存。为了自保，三星、LG、HTC等厂家只能屈服……",[827,947,948,950],{},[833,949,855],{}," 专利是所有中国企业的痛啊，避无可避，尤其是走向国际时。靠自己的专利的积累去防御还需要很多很多年。（2011-11-27）",[827,952,953],{},"网友：我们几乎没创新，建国这么久，享受到科技都是美国的。我们只会copy（复制）。不保护知识产权的恶果。",[827,955,956,958],{},[833,957,855],{}," “不保护知识产权的恶果”确实是最关键点啊。看上去保护知识产权是件重要但不那么紧急的事，现在看起来是越来越紧急了。（2012-05-12）",[827,960,961],{},"网友：“没有自由的思想氛围，就不会有创新的精神”深有体会。",[827,963,964,966],{},[833,965,855],{}," 创新也是可以学的。最重要的一点就是如何创造自由思想的氛围。不过，在我们老中的文化氛围里做到这点确实特别难。（2012-04-27）",[827,968,969],{},"网友：美国人创新真厉害！国内在过50年，不知会不会有这种环境啊。",[827,971,972,974],{},[833,973,855],{}," 这个我可以肯定不会有。因为这种文化建立起来大概需要五百年。（2013-06-06）",[827,976,977],{},"网友：#乔布斯启示录# 此文作为征文的参赛文章，题目：中国在未来十年内也出不了一个乔布斯，出不了一个苹果！正文：乔布斯之所以成为乔布斯，成为一个“生的光荣，死的伟大”的乔布斯，重要的在于他能听到自己内心的声音，重要的在于坚持按照自己内心的召唤。",[827,979,980,982],{},[833,981,855],{}," 美国资本主义已经300多年（包括英国传过来的），中国才羞羞答答30年，能出个马云就不错了。中国的大环境估计相当长的时间里是出不了的，这个时间会比大家想象的长很多。（2011-10-10）",[827,984,985,987],{},[833,986,855],{}," 不知道大家对“乔布斯”的定义是什么，但我觉得中国很长时间里还不具备出“乔布斯”的大环境。不过，中国这些年确实还是有很大进步的。当然，如果我能做“乔布斯”的话，我是不怕“鸭梨”的，大不了和苹果一起吃。",[827,989,990],{},"网友：美国近几十年来确实是技术兴国，我所在行业里就有Adobe奥多比这样由两位数学家创立的图文软件巨头。",[827,992,993],{},"在美国好像各个行业里的天才通过努力都能自由发展走向成功。而东方人受到的各种干扰似乎太多了。",[827,995,996,998],{},[833,997,855],{}," 技术兴国是现象。（2010-03-31）",[827,1000,1001],{},"网友：研发投入的资金，一般多少年后能形成生产力，产生利润啊？",[827,1003,1004,1006],{},[833,1005,855],{}," N年左右吧。(2011-12-06)",[827,1008,1009],{},"网友：我们公司正在接受上市辅导，券商的一个重点工作是帮我们把研发费用占比提高到“行业合理水平”，但是那个合理水平真的很不合理。上市有时候让人看明白\u002F糊涂了，要做一些不合理的事情，好让自己看起来合理一些。",[827,1011,1012,1014],{},[833,1013,855],{}," 为了上市提高费用比例是非常滑稽的事情，目的其实就是要给买股票的人造点假象，本身也是不诚实的行为。(2021-12-06)",[827,1016,1017],{},"网友：在您企业发展早期，研发投入的比例有多少？这个比例会越来越高吗？",[827,1019,1020,1022,1023,1026],{},[833,1021,855],{}," 你是说",[833,1024,1025],{},"茅台","吗？可以查下他们的报表。当然，上市公司很多，你可以多看几个公司的统计结果就明白或糊涂了。",[827,1028,1029,1030,1033],{},"其实",[833,1031,1032],{},"乔布斯","对研发比例有个说法很好，你可以找来看看？(2021-12-15)",[822,1035,1037],{"id":1036},"第三节-敢为天下后","第三节 敢为天下后",[827,1039,1040,1043],{},[833,1041,1042],{},"引用：段永平与浙大学生对话","（2008-01-08）",[827,1045,1046],{},"同学：您说过一句话就是敢为天下后，因为敢为天下后，您是敢说，但是其实很多做企业的话，我也是自己在做企业，其实说尤其是从小企业开始做的话，其实很难。您以前做过VCD，包括现在网游现在进入时间的话，其实已经算是比较晚一点，而且还这个时候行业集中度已经很高，平均利润率已经很低，那您的企业您的产品是有哪些核心竞争力能够保证您在当初的行业中能够做到？",[827,1048,1049,1051],{},[833,1050,855],{}," 任何一个成功的东西，没有什么东西可以保证的，但是从概率上来讲呢，我们有一些经验是可以有作用。首先我要说敢为天下后呢，其实不是我说的，就是老子说的，说吾有三宝，一曰勤，二曰俭，三曰不为天下先。",[827,1053,1054,1055,1058],{},"我觉得我们企业，",[833,1056,1057],{},"其实做企业非常简单，叫做consumer retation就叫做消费者导向，这个东西说起来非常简单，但是真正这样做的人非常少，绝大多数都是生意导向，是赚钱导向。只要你觉得这个市场足够大，时间足够长，我就什么时候介入都是不晚的。你比方说假设这个市场有五十年的市场，你说我晚五年有什么关系吗？没有什么关系。"," （2008-01-08）",[827,1060,1061],{},"网友：最喜欢段总的一句话是“敢为人后后发制人”。但是，未来要想做强做大，扛起中国家电用品的大旗可能还不行吧。",[827,1063,1064,1066],{},[833,1065,855],{}," 给你举几个“敢为人后”的例子：苹果的iPod算是吧（之前mp3早就满大街了）？iphone算是吧（手机不用说了）？Xbox算是吧（之前有任天堂，PlayStation等等）？Playstation算是吧（之前有任天堂，世家等）？国内的例子就不举了，太多了，相信你能明白。（2010-03-26）",[827,1068,1069,1072],{},[833,1070,1071],{},"段永平"," ：不“超”谁会买呢？腾讯其实也是一个很好的“敢为人后”的好例子。（2010-03-28）",[827,1074,1075,1078,1079,1078,1082],{},[833,1076,1077],{},"“对","苹果",[833,1080,1081],{},"来说最重要的不是抢占先机，如果你往前看，第一款MP3不是我们研发的，第一款智能手机也不是，第一款平板电脑也不是，平板其实数十年前就有了，但很少人用。但毫无疑问我们发布的第一款MP3，是初代最先进的。我们的智能手机也是，我们的平板电脑也是。对于",[833,1083,1084],{},"来说，我们要的不是第一，而是做到最好。”（库克）",[827,1086,1087,1088,1091,1092,1094],{},"要做就做最好！",[842,1089,48],{"href":1090},"\u002Fganweitianxiahou","的",[833,1093,1078],{},"做到了！（2022-12-27）",[827,1096,1097],{},"网友A：腾讯成长得太快了，不过是否与移动之间有些纠结就难说了。",[827,1099,1100],{},"预计腾讯2010年营业额有望突破150亿，虽然腾讯产品很无耻，很多涉及抄袭。",[827,1102,1103,1105],{},[833,1104,855],{}," 腾讯的东西有很多进化的啊！不然怎么这么多人用？为什么我们不说苹果可耻？他那个iPod不就是mp3吗？微软哪样东西不是在别人之后开始做的？不能因为自己人干的好就说人家嘛。（2010-03-30）",[827,1107,1108,1109,1111],{},"网友：步步高\u002Foppo在埋头苦干，很可怕。也许，三年后，步步高\u002Foppo将是前三甲；也许，步步高\u002Foppo的手机市场开拓，又将是一个",[842,1110,48],{"href":1090},"经典案例。",[827,1113,1114,1116],{},[833,1115,855],{}," 你小看我们了。（2010-06-07）",[827,1118,1119],{},"网友：段老师多次讲到“敢为天下后”，能给讲讲“为天下先”的坏处吗？",[827,1121,1122,1124],{},[833,1123,855],{}," 不知道有什么坏处，但你可以试试举几个你知道的敢为天下先现在还不错的例子。（2010-07-16）",[827,1126,1127],{},"网友：我今天想了一天，我的理解是，在别人开辟出来的正确道路上慢慢行走是对的。敢为天下先需要极大的勇气，智慧甚至是运气。普通人难以做到，但是敢为天下后普通人可以。",[827,1129,1130,1132],{},[833,1131,855],{}," 真的能做到这么普通的普通人其实是极少的。（2019-06-18）",[827,1134,1135],{},"网友：请问“敢为天下后”这个道理，是只适用于企业选择市场吗？在什么别的地方这个道理也有用？",[827,1137,1138,1140],{},[833,1139,855],{}," “不敢为天下先”出自老子《道德经》第六十七章，原文是：“我有三宝，持而保之：一曰慈，二曰俭，三曰不敢为天下先……不敢为天下先，故能成器长……舍后且先，死矣！”其意是，我持有、珍藏三大法宝：第一是仁慈，第二是俭啬，第三是不敢在天下争先。因不敢居前争先所以才能为众人拥戴成为官长。如果一味居前争先而希望获得拥护，不仅不可能，而且注定是死路一条。（2019-06-18）",[827,1142,1143,1144,1147],{},"（关于“敢为人后”更完整的早期论述，见",[842,1145,289],{"href":1146},"\u002Fduanyongping-2001nian-shijiejinglirenwenzhai-zhuanfang","。）",[827,1149,1150],{},"网友：如何判断能不能“后中争先”？",[827,1152,1153,1155,1156],{},[833,1154,855],{}," ",[833,1157,1158],{},"简单讲，就是长远看你的综合实力是数倍于竞争对手的，或者你的产品确实有用户强烈需要但目前市场上无人能满足的东西，不然就最好别碰。(2020-11-20)",[827,1160,1161,1162,1165],{},"我没有具体量化的概念，毛估估觉得大概有点像“",[833,1163,1164],{},"集中优势兵力打歼灭战”的意思，就是在某个时段某个局部市场你的整体力量能比对手强大三倍以上，从而最后使自己占到一席之地","。这需要强大的实力，同时也需要时间，需要对的战略也需要对的战术……话虽这么说，我们自己好像从来没真的这么算过，搞得像打仗一样。",[827,1167,1168,1169,1171,1172,1175,1176,1178],{},"只有当你觉得一个行业或产品可以有很长久的发展时，这个做法才有意义。手机是个很好的例子，",[833,1170,1078],{},"也是如此，但",[833,1173,1174],{},"微软","就是个失败的例子。",[842,1177,48],{"href":1090},"里能后中争先大概是个前提，就像下围棋一样，一直落后手是会输棋的。",[827,1180,1181,1182,1187],{},"所以，",[833,1183,1184,1186],{},[842,1185,48],{"href":1090},"里还有一个隐含的意思，就是：没有金刚钻不揽瓷器活","。(2019-10-20)",[827,1189,1190],{},"老子曰：“我有三宝，持而保之，一曰慈，二曰俭，三曰不敢为天下先。”例如：微软从windows到word，它没有哪个产品是敢为天下先的，但是一旦它发现哪个产品有市场就调以重兵进去，然后把它做成行业第一。松下它的老对手SONY都几乎破产两次了，但它还是前年才出现过一次50年内的头一次季度性亏损，这个企业一直都比较健康。",[827,1192,1193],{},"按照我们目前的实力和能力，这个原则可能我们还要用很多年。好多成功的企业都是后面跟进的，开路先锋不好做。一方面自己开发全新的产品不容易，培育市场、教育消费者的过程是极其缓慢的，代价十分昂贵，以我们现有实力，很难担负起这个使命。",[827,1195,1196],{},"我们做的是看看这个产品，这个市场，再看看竞争对手，觉得我们有实力、有能力进去，可以打败竞争对手，那么我们进去了，要做就做最好，树立起我们品牌的知名度和美誉度，打败竞争对手，争取到我们的市场份额。赚钱不是我们的目的，只是一个过程，可以实现我们的企业愿景但赚钱是做企业的责任，一个不赚钱的企业是不能长久的。",[827,1198,1199],{},"我们现在没有强势的产品，处于在一个稳定的局面，这是由现在大的环境决定的。我们不追求快速发展，而是安全。企业安全了，才能发展。做什么事情都要慢慢地快。例如在高速公路上开车，你的速度是由你的车况决定的，你的目的是安全抵达目的而不是快速抵达，如果不顾实际情况一味求快，很可能就出现危险。",[827,1201,1202],{},"当然我们有足够实力和外部环境许可我们也可以快一点，但前提一定是安全，为求速度把企业做死是不划算的。我们应该考虑得长远一些，朝着我们的目标努力，哪怕慢一点都没关系。这里就出现一个问题，好了，我们老总说了可以慢一点，那大家停一停，休息一下，那也不行。",[827,1204,1205],{},"举个例子来说，通知明天9点到深圳开会，早到是没有意义的，如果你开车去的话要提前一个小时，如坐公车去的话要提前二个小时，开个玩笑，如果你走路去的话就要提前一天了，但你不能不去呀，还是要在计划中行动。做事情要有一颗平常心，不能急躁，事物都有一个发展的规律，企业发展也是一个渐进的过程，出现一点挫折或取得进步都是正常的，要赢得起，也要输得起。",[827,1207,1208],{},"好多高手与泰格·伍兹打高尔夫，最后一杆几码距离就是推不进，不是技术的原因，就是没有保持平常心，老想着这一杆推进去了就是冠军了，就可以赢伍兹了。伍兹的厉害处就是就想这一杆该怎样打就怎样打，所以就赢多输少了。做企业也是一样要有平常心，不能贪大求快，大干快上。",[827,1210,1211],{},"鸡肋原则：即毛泽东讲的“集中优势兵力，歼灭敌人”的原则，也就是焦点法则。我们做的产品都是国际大公司食之无味、不想做的东西，好比是它的鸡肋。用拳头打跳蚤，它犯不着。但我们在这方面却有优势，能够做得比他们强。",[827,1213,1214],{},"比如：我们做的好多产品绝大多数都是鸡肋产品：游戏机、学习机、VCD、DVD、复读机、电子词典、电话。如果我们非得去做国际大公司眼中“鸡腿”类的产品，抢这些大佬的饭碗，那么人家一定会跟你拼命，决一死战。这个时候我们往往就容易被人打倒。这就是说我们尽可能不要跟那些实力比我们强很多的人做直接竞争对手。",[827,1216,1217],{},"鸡肋也是相对的，并不是我们看见敌人就要逃跑，只要有竞争对手我们就不做，而是我们要评估我们是否可能有我们的优势，哪怕是在某个局部有优势。比如，DVD产品SONY也做了，但是在中国这个局部，我们集中了优势兵力，我们各方面的投入比SONY大，比SONY更了解这个市场，那么在国内市场，我们的DVD就可以做，而且可以做得很好。",[827,1219,1220],{},"网友：库克说：“我们从来未想要成为先行者，只想要做最好的产品。”",[827,1222,1223,1225],{},[833,1224,855],{}," 步步高企业文化：“敢为天下后。对消费者，提供优质的产品和服务。”",[827,1227,1228],{},"网友W：先和后只是竞争的开始。但好的产品也要：与时俱进，跟上时代的脚步。步步高企业文化从产品的体验角度来看：我认为是敢为天下先，怎么说呢？从vivo刚刚发布的产品的配置和一些细节功能体验来分析，这个就很明显了。敢为天下后以前段老师的视频中也说过企业小的时候要注意少／不犯错用的。",[827,1230,1231,1234],{},[833,1232,1233],{},"段永平：“"," 敢为天下后”的整句话是“敢为天下后，后中争先”，没有能力后中争先的地方是绝对不该去的。（2016-03-05）",[827,1236,1237],{},"网友：您一直在谈一个敢为天下后的问题，我想问问您在投资时如何看待apple这种靠零售产品有很多现金，有市场为导向的创新，又喜欢抢先的企业。他们的价格低于价值的几率近期可能很小。当初投网易的时候您肯定看懂了网易的模式未来会赚钱的，但投资apple（苹果）这样的企业您会如何看待他们的产品怎么分析它的成长性和盈利潜力呢？",[827,1239,1240,1242],{},[833,1241,1071],{}," ：呵呵，Apple也算是敢为天下后的典范了。",[827,1244,1245],{},"其实我说的“敢为天下后”就是这个意思！没有创新的天下后肯定死定了。不过我没有Apple，这是我错失的大机会之一。（2010-03-17）",[827,1247,1248,1249,1251],{},"【引用】",[833,1250,1078],{},"CEO库克接受《财富》杂志专访：“我们从来没想要成为先行者，只想做最好的产品。”",[827,1253,1254],{},[833,1255,1256],{},"段永平：所有的高手都是敢为天下后的，只是做的比别人更好。我们公司成功不是偶然的，坚持自己的“Stop Doing List”，筛合伙人，筛供货商，慢慢地就会攒下好圈子，长期来看很有价值。",[827,1258,1259,1262],{},[833,1260,1261],{},"敢为天下后，指的是产品类别，是因为你猜市场的需求往往很难，但是别人已经把需求明确了，你去满足这个需求，就更确定。（敢为天下后指的是产品类别，后中争先指的是做好产品的能力。或者说，敢为天下后指的是“做对的事情”，后中争先指的是“把事情做对”的能力"," 。）（2018-09-30）",[822,1264,1266],{"id":1265},"第四节-敢为天下后的前提是差异化","第四节 敢为天下后的前提是差异化",[827,1268,1269],{},"网友：有一个关于产品的问题想不明白，关于平板电脑的细分市场的。Ipad的火爆，是针对平板电脑市场内的细分，它是平板电脑的异数还是标尺？还是相对于原有PC市场的细分，开创一个新的品类？",[827,1271,1272],{},"目前在规划产品的时候，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“敢为天下后”又产生了一些困惑。",[827,1274,1275],{},[833,1276,1277],{},"段永平：差异化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。产品的差异化不是指的所谓的“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“差异化”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。",[827,1279,1280],{},[833,1281,1282],{},"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“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。",[827,1284,1285],{},[833,1286,1287],{},"“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。",[827,1289,1290,1293],{},[833,1291,1292],{},"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。"," 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