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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":135,"body":818,"category":427,"chapterOrder":41,"date":9,"description":490,"editor":3101,"extension":3102,"meta":3103,"navigation":3104,"order":491,"path":3105,"publishedAt":9,"seo":3106,"seoDescription":490,"seoTitle":3107,"slug":489,"source":9,"sourceAuthor":853,"sourceDate":9,"sourceNote":3108,"sourceStatus":3109,"sourceUrl":9,"sources":3110,"stem":3111,"summary":490,"tags":3112,"type":435,"updatedAt":3115,"volume":467,"volumeOrder":21,"__hash__":3116,"_collection":3117},"dao\u002Fdao\u002Fqanda\u002Fwenda-business-08.md",{"type":819,"value":820,"toc":3092},"minimark",[821,826,835,846,849,855,861,868,871,880,883,886,895,898,906,916,922,944,950,955,958,961,966,972,982,991,1000,1003,1008,1011,1020,1026,1031,1039,1055,1058,1063,1066,1074,1079,1082,1090,1095,1098,1101,1106,1111,1118,1123,1126,1139,1142,1145,1148,1153,1156,1161,1164,1169,1186,1204,1207,1212,1221,1224,1227,1237,1246,1250,1253,1261,1267,1281,1288,1301,1304,1309,1312,1320,1326,1341,1344,1349,1355,1360,1364,1382,1385,1390,1393,1398,1401,1406,1409,1414,1422,1427,1432,1435,1438,1441,1446,1456,1461,1464,1470,1473,1478,1481,1486,1489,1492,1498,1501,1507,1516,1539,1542,1547,1557,1577,1580,1585,1588,1596,1599,1604,1607,1610,1615,1620,1626,1634,1640,1643,1652,1655,1660,1663,1668,1671,1674,1679,1682,1687,1690,1699,1702,1707,1713,1718,1728,1733,1742,1745,1748,1753,1759,1765,1770,1776,1779,1783,1786,1789,1794,1797,1803,1810,1818,1821,1830,1833,1842,1851,1859,1865,1873,1876,1881,1887,1894,1897,1902,1911,1916,1922,1925,1930,1933,1940,1943,1948,1951,1956,1959,1962,1965,1968,1973,1976,1981,1984,1989,1992,2001,2004,2010,2015,2018,2023,2026,2032,2035,2040,2043,2048,2051,2056,2063,2066,2069,2076,2079,2082,2085,2088,2093,2096,2101,2104,2109,2112,2117,2120,2125,2128,2131,2136,2139,2142,2147,2150,2156,2161,2169,2172,2178,2192,2195,2198,2203,2206,2215,2224,2237,2240,2245,2251,2254,2259,2265,2272,2282,2290,2310,2315,2318,2324,2327,2332,2335,2338,2342,2345,2353,2356,2370,2373,2380,2383,2388,2400,2405,2411,2421,2429,2435,2447,2450,2455,2458,2463,2468,2473,2478,2481,2484,2487,2490,2493,2498,2501,2506,2509,2514,2520,2528,2531,2536,2539,2542,2547,2550,2555,2560,2565,2571,2577,2583,2588,2591,2598,2604,2619,2624,2628,2631,2636,2639,2644,2647,2652,2655,2658,2663,2668,2675,2682,2685,2690,2693,2696,2699,2704,2707,2725,2730,2735,2740,2747,2750,2753,2756,2759,2762,2765,2768,2771,2774,2777,2782,2804,2807,2812,2818,2826,2829,2832,2837,2840,2845,2851,2854,2859,2865,2868,2874,2877,2882,2885,2888,2891,2896,2901,2904,2907,2912,2918,2921,2926,2929,2934,2937,2940,2943,2946,2951,2954,2959,2962,2965,2970,2973,2978,2981,2986,2991,2997,3005,3017,3020,3026,3040,3050,3058,3064,3070,3076,3081,3084],[822,823,825],"h2",{"id":824},"第一节-什么是企业文化","第一节 什么是企业文化",[827,828,829,830,834],"p",{},"网友：能用一句话总结一下什么是好的",[831,832,135],"a",{"href":833},"\u002Fqiyewenhua","吗？",[827,836,837,841,842,845],{},[838,839,840],"strong",{},"段永平："," ",[831,843,23],{"href":844},"\u002Fzuoduideshiqing","!(2019-05-29)",[827,847,848],{},"网友：能用一句话描述一下企业文化吗？",[827,850,851,854],{},[838,852,853],{},"段永平"," ：呵呵，试试：能够管到制度管不到的东西的东西。（2010-05-18）",[827,856,857,858,860],{},"网友：",[831,859,135],{"href":833},"和规矩的关系是什么？",[827,862,863,841,865],{},[838,864,840],{},[838,866,867],{},"简单讲就是规矩管不着的地方文化管。(2016-07-05)",[827,869,870],{},"网友：请问段总，这是不是对企业文化的理解：管理的最高境界是没有管理，制度的最高境界是没有制度！有统一的价值观和统一的目标，员工能自我约束，制度健全与否没有太大的重要性，这就是“由道而德”的管理理念？",[827,872,873,875,876,879],{},[838,874,853],{}," ：没有管理公司很快就会完蛋的。",[838,877,878],{},"所谓好的企业文化是能管到制度管不过来的东西"," ，不是个神秘的咒语。制度是强制性的，文化则不完全是，所以建立好的企业文化非常难，破坏起来非常容易。",[827,881,882],{},"一般来讲，公司的企业文化是由3个部分组成的：使命、愿景以及核心价值观。使命指的的企业存在的意义（“Mission”是为什么成立）；愿景是企业内大家的共同远景（“Vision”是我们要去哪里）；核心价值观“Core Values”是哪些事情是对的，哪些事情是不对的。（2010-04-04）",[827,884,885],{},"网友：破坏起来非常容易如何理解？",[827,887,888,890,891,894],{},[838,889,840],{}," 比如建立",[831,892,212],{"href":893},"\u002Fxinyu","很难，破坏很容易。(2018-11-08)",[827,896,897],{},"网友：您关于企业经营的知识是如何获取的？",[827,899,900,902,903,905],{},[838,901,840],{}," 要搞清这个问题，你要回到什么是",[831,904,135],{"href":833},"就明白了。我没有一套自己的关于企业经营的知识(我认为叫理解可能更合适些)。所有我对企业的理解，这本书或那本书里都有，但没有体会的人一般不会去体会而已。",[827,907,908,909,911,912,915],{},"重要的是要有基本的原则：",[831,910,23],{"href":844},"，",[831,913,28],{"href":914},"\u002Fbashiqingzuodui","。",[827,917,918,919,921],{},"在如何",[831,920,28],{"href":914},"上犯的错往往是不可避免且都还是有机会纠正的。(2011-01-25)",[827,923,924,932,940,943],{},[838,925,926,927,929,930,933,934,936,937,939],{},"所谓",[831,928,135],{"href":833},"，讲的就是什么是对的事情(或者说哪些是不对的事情)，以及如何把对的事情做对。",[838,931,932],{},"苹果","的",[831,935,135],{"href":833},"堪称好的",[831,938,135],{"href":833},"的经典，多看看",[838,941,942],{},"的发布会或许能有所悟","。(2015-03-22)",[827,945,946,947,949],{},"网友：段总在营销本质、",[831,948,135],{"href":833},"方面的诠释是最简单通透的，一句话或一个例子，就让俺开悟了。",[827,951,952,954],{},[838,953,840],{}," 哈，我们确实也有自己的体会，悟出来不容易，你能一下子体会到那绝对是你的造化，多数人做不到的。(2018-09-12)",[827,956,957],{},"网友：您这么一反问，明白我自己错了，谢谢您的指点！重新厘清认识：",[827,959,960],{},"1：“做对的事”是指明方向的，属于原则问题，只有对与错而无程度区别，而“错的事”底线是零容忍的；我原来不经思考地认为“做对的事情”和“把事情做对”上都有高低水平不同，而且还表达为有好坏之分；在这里学了这么多年，在大是非上还是这样草率的态度，感觉很羞愧啊。",[827,962,963,965],{},[838,964,853],{}," ：把事情做对确实有高低之分。每个人都有自己的学习曲线，每个人都不可能不犯错误。据说在任何方面花够一万个小时后，大多数人都能成为专家。（2015-03-23）",[827,967,968,969,971],{},"网友：好的",[831,970,135],{"href":833},"应该是怎样的？",[827,973,974,976,977,979,980,915],{},[838,975,840],{}," 也许你自己可以先看看哪些属于",[831,978,23],{"href":844},"，哪些属于",[831,981,28],{"href":914},[827,983,984,985,987,988,990],{},"另外，文化里的东西都是用来约束自己的，千万别用作挑剔别人的工具。",[831,986,135],{"href":833},"的东西是需要整体认同的，不认同的人会离开或被赶走。没有任何一个所谓的好的",[831,989,135],{"href":833},"可以适合所有的企业或组织。",[827,992,993,994,996,997,999],{},"所谓合适性就是指的员工对",[831,995,135],{"href":833},"是否适应，而合格性则是指",[831,998,28],{"href":914},"的能力。(2016-06-05)",[827,1001,1002],{},"网友：您如何看待狼性文化？张朝阳最近也在反省之前搜狐的好人文化。",[827,1004,1005,1007],{},[838,1006,840],{}," 狼性文化最终会输给人性文化。",[827,1009,1010],{},"此“好人”非彼“好人”，你这么看说明你也还没有是非观。(2017-02-26)",[827,1012,1013,1014,1016,1017,1019],{},"我们不用好人坏人这种词去形容",[831,1015,23],{"href":844},"和",[831,1018,28],{"href":914},"，容易引起误解。(2017-02-27)",[827,1021,1022,1023,1025],{},"网友：有些公司经历一些教训后，",[831,1024,135],{"href":833},"有可能慢慢改良吗？",[827,1027,1028,1030],{},[838,1029,840],{}," 文化有点像习惯，也有点像基因。(2013-05-07)",[827,1032,857,1033,1035,1036,1038],{},[831,1034,135],{"href":833},"这个词有点虚无缥缈，我可不可以理解成马云说的使命感、价值观、愿景、组织、人才、KPI这样的东西？要通过什么维度来判断",[831,1037,135],{"href":833},"好呢？",[827,1040,1041,841,1043,1045,1046,1048,1049,915,1051,1054],{},[838,1042,840],{},[831,1044,135],{"href":833},"其实非常实在，建议你看看",[838,1047,932],{},"的发布会，体会一下不虚无缥缈的",[831,1050,135],{"href":833},[838,1052,1053],{},"建议你从现在往前看10年的发布会，看完你会有体会的","。(2020-12-04)",[827,1056,1057],{},"网友：愿景的前身好像叫使命感，文化人把它叫愿景了。没有愿景，好像就相当于短命感。是这样吗？",[827,1059,1060,1062],{},[838,1061,840],{}," 企业文化一般分3块：mission，vision and core value. mission就是使命，也就是企业为什么存在；vision就是愿景，指的是大家的共同远景；core value指的是核心价值观，也就是大是大非的问题。（2010-11-12）",[827,1064,1065],{},"使命是企业一种根本的，最有价值的，崇高的责任和任务，表明“为什么干这个”。企业使命的意义有三点：①明确企业发展方向与核心业务。②协调内外部各种矛盾冲突。③树立用户导向思想。创造财富，回报我们的股东，使股东的投入高于社会平均报酬，因为如果不能高于社会平均回报，就没有人来投资我们企业，人家大可去存银行，或去买国债，要给投资者信心。",[827,1067,857,1068,1071,1073],{},[838,1069,1070],{},"步步高",[831,1072,135],{"href":833},"的使命中有一条“对股东：使其投入的股本有高于社会平均报酬的合理回报”，“高于社会平均报酬”该如何理解？",[827,1075,1076,1078],{},[838,1077,840],{}," 其实就是我们有信心比平均回报好的意思。",[827,1080,1081],{},"我觉得我们确实做到了哈，而且做得还不错！(2019-09-26)",[827,1083,1084,1085,1087,1089],{},"网友：在",[838,1086,1070],{},[831,1088,135],{"href":833},"中股东居然放最后？如果真是按重要程度排序，这顺序不就是“消费者第一、员工第二、商业伙伴第三、股东第四”吗？",[827,1091,1092,1094],{},[838,1093,840],{}," 前面三条是要做的事情，最后一条是我们的观点，就是说，我们认为做到了前面三条，股东回报应该不错。二十多年前我们写下这一条时就是这么认为的，迄今依然如此，结果似乎也正是如此。",[827,1096,1097],{},"我们不排序是因为我们认为也许不该排序。(2019-03-10)",[827,1099,1100],{},"网友：马云讲过，客户第一、员工第二、股东第三。您怎么看？",[827,1102,1103,1105],{},[838,1104,840],{}," 反正倒过来摆是肯定不对的。(2010-05-20)",[827,1107,1108],{},[838,1109,1110],{},"我可以接受他的意思。我们公司认为这三者关系是平等的。大家是从不同的角度去说这个问题。(2010-11-13)",[827,1112,1113,1114,1117],{},"网友：有个人问董明珠，为什么最近格力的股票跌跌不休，她说我只对我的投资者负责，不对",[831,1115,125],{"href":1116},"\u002Ftouji","者负责。她给这几者的排序是：1.消费者，2.员工，3.社会责任，4.股东。格力一线员工年薪3万，如果哪个员工或家人得了绝症，医药费就算几十万也能解决。",[827,1119,1120,1122],{},[838,1121,840],{}," 董明珠对企业的理解非常好。(2010-05-27)",[827,1124,1125],{},"网友：国内有些企业似乎很看重且一直在强调自己的市场占有率，这样的公司段总会不会直接忽略掉？是不是只专注于消费者的公司会好一些？",[827,1127,1128,1130,1131,1138],{},[838,1129,840],{}," 讲本身并不是问题，作为一个大的愿景讲出来没什么不好，尤其是企业初期，有一个大的愿景非常重要。差别在于用什么办法去达到。",[838,1132,1133,1134,1137],{},"用",[831,1135,53],{"href":1136},"\u002Fxiaofeizhedaoxiang","去达到愿景目标是本手","。(2010-10-24)",[827,1140,1141],{},"愿景的意思是大家的共同远景，是可实现的。(2011-10-02)",[827,1143,1144],{},"没有愿景的公司容易陷入利润导向，最后容易被眼前利益诱惑而犯大错，从而导致公司寿命缩短。",[827,1146,1147],{},"网友：能举个例子吗？",[827,1149,1150,1152],{},[838,1151,840],{}," 那你肯定不知道耐克的故事。值得读一下。耐克还是一个很小的公司时，曾经有一个远景，“打败阿迪达斯”，真是太可笑了(阿迪达斯当时是这么想的)。(2010-05-30)",[827,1154,1155],{},"网友：有了愿景不一定会成功，但没有愿景，一般不会成功。",[827,1157,1158,1160],{},[838,1159,840],{}," 那要看如何定义成功。没有愿景的公司很难走得很远，但也有些小的家族企业可以靠别的东西维持走很远的。(2010-11-12)",[827,1162,1163],{},"网友：库克说，我们每天都在变化。他在的时候我们每天都在变化，他不在的时候我们也在变化。但是核心，核心中的价值观和98年、05年、10年的时候是一样的。我觉得价值观是不应该改变的，但是其他任何东西都可以改。",[827,1165,1166,1167,915],{},"看了很多CEO的访谈，发现优秀公司的CEO都会讲到一个重要的东西：",[831,1168,135],{"href":833},[827,1170,1171,1173,1174,841,1177,933,1179,936,1181,939,1183,1185],{},[838,1172,853],{}," ：",[838,1175,1176],{},"所谓企业文化讲的就是什么是对的事情（或者说哪些是不对的事情），以及如何把对的事情做对。",[838,1178,932],{},[831,1180,135],{"href":833},[831,1182,135],{"href":833},[838,1184,932],{},"的发布会或许能有所悟。（2015-03-21）",[827,1187,1188,1190,1191,1194,1195,1197,1198,1200,1201,1203],{},[838,1189,840],{}," 基本上同意你的看法，虽然我觉得“以",[831,1192,156],{"href":1193},"\u002Fyonghutiyan","或",[831,1196,53],{"href":1136},"作为",[831,1199,135],{"href":833},"的”只是好的",[831,1202,135],{"href":833},"的一部分。比如，我就不喜欢996或997。（2019-04-08）",[827,1205,1206],{},"网友：请教两个问题。1.《好公司为什么会失败》中列出了一些原因：错误数字、遗忘股东、人才代价、滥用激励、广告崇拜、抄捷径、错误预测的风险、迷信大型IT工程、大做表现文章、萧条恐惧症，你认同其中的哪几条？2.《基业长青》《从优秀到卓越》与《追求卓越》相比，你更倾向于谁的理念？",[827,1208,1209,1211],{},[838,1210,840],{}," 1.“好公司”的定义是什么？“失败”的定义是什么？没定义怎么讨论？如果“好公司”的定义是那些做事成功率远高于一般公司的公司的话，那么“失败”的定义就该是那些高成功率外失败的个案。",[827,1213,1214,1215,1217,1218,1220],{},"所谓的好公司我觉得应该是有原则的公司，不是单纯利润导向的公司；是那些知道要",[831,1216,23],{"href":844},"(或者说，知道什么样的事情不该做)，然后去追求高效率",[831,1219,28],{"href":914},"的公司。",[827,1222,1223],{},"事情做对的过程是个学习的过程，谁都会犯错误，好公司也不例外。有时候这些错误也是会致命的，如果你把这些叫失败的话。",[827,1225,1226],{},"你说的那本书里论述的那10条大部分都不应该是好公司会犯的错，倒像是一般甚至烂公司会犯的错。错误预测的风险对谁都会存在，有时候也会要命，但好公司犯这种错误的概率比一般公司要低。",[827,1228,1229,1230,1233,1234,1236],{},"知道概率的意思吗？真的知道吗？",[838,1231,1232],{},"巴菲特","买错过很多只股票，每一只错误的股票都可以被称为“失败”，",[838,1235,1232],{},"“失败”吗？",[827,1238,1239,1240,1242,1243,1245],{},"2.他们一个讲的是要",[831,1241,23],{"href":844},"，一个讲的是如何高效率",[831,1244,28],{"href":914},"，你更倾向于谁的理念？(2011-09-27)",[1247,1248,1249],"h3",{"id":1249},"结果导向与做对的事情",[827,1251,1252],{},"网友：为什么人要重因不重果？常人重果……谢谢！",[827,1254,1255,1257,1258,1260],{},[838,1256,840],{}," 大概是享受过程的意思？管理一定是要重结果的，所谓没有目标就没有管理啊。但结果的达成必须是“取之有道”，这就是",[831,1259,135],{"href":833},"起作用的地方。（2010-05-22）",[827,1262,1263,1264,1266],{},"网友K：段总以前解释过结果导向，就是好的",[831,1265,135],{"href":833},"下的结果导向，不是不择手段那种的结果导向。结果导向是用来衡量过程的，属于正确地做事情的范畴。",[827,1268,1269,1271,1272,1274,1275,1277,1278,1280],{},[838,1270,840],{}," 呵呵，解释得好。这叫“",[831,1273,23],{"href":844},"”和“",[831,1276,28],{"href":914},"”。“结果导向”在“",[831,1279,28],{"href":914},"”的范畴。（2010-11-10）",[827,1282,1283,1284,1287],{},"网友L：段老师，今天在",[838,1285,1286],{},"OPPO","官网上面看到价值观中有“结果导向”，是不是找一切办法把事情做对的“结果”？我感觉只要过程对了，结果一定不会错的。如果只考虑结果感觉有点短视。",[827,1289,1290,1292,1293,911,1295,1297,1298,1300],{},[838,1291,840],{}," 结果导向的意思当然不是只考虑结果，而是说不能不考虑结果，不然做不好事情的人都会说“我做的都是对的事情啊，结果不好不是我的错嘛。”你要看懂了“",[831,1294,23],{"href":844},[831,1296,28],{"href":914},"”就会明白的，结果导向指的是“",[831,1299,28],{"href":914},"”的范畴。（2016-05-17）",[827,1302,1303],{},"网友：段总想问你一下“结果导向”和“利润导向”是不同的吗？利润导向我知道对企业来讲是不好的。但“结果导向”又是什么意思呢？",[827,1305,1306,1308],{},[838,1307,840],{}," 比如你可以设定消费者（长期）满意度为结果，那就和“利润导向”会有很本质的差别。“利润导向”最大的问题是有时候会变成不择手段。（2013-03-05）",[827,1310,1311],{},"网友：走的或许不是不认同的，而是因为领导自己就没去执行。段总对结果导向这种价值观如何看待，我个人认为这是不本分的行为，或者说是一种错误的引导，容易让人错以为，为了目的可以不择手段。",[827,1313,1314,1316,1317,1319],{},[838,1315,840],{}," 结果导向是过程管理的一个很重要的环节。长期而言没有结果如何来衡量过程？但你注意，有好的",[831,1318,135],{"href":833},"前提下的结果不是不择手段的结果，不然违背核心价值观的结果无论是什么都是不对的。（2010-04-04）",[827,1321,1322,1323,1325],{},"网友：请问您怎么看",[831,1324,135],{"href":833},"中的用户导向，结果导向和追求极致？三者之间有啥逻辑关系？",[827,1327,1328,1330,1331,1334,1335,1337,1338,1340],{},[838,1329,853],{}," ：用户导向是一种",[831,1332,186],{"href":1333},"\u002Flirunzhishangdezhuiqiu","，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",[831,1336,28],{"href":914},"。追求极致还是",[831,1339,28],{"href":914},"的范畴。（2019-09-26）",[827,1342,1343],{},"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。",[827,1345,1346,1348],{},[838,1347,840],{}," 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。",[827,1350,1351,1352,1354],{},"网友：产品文化=",[831,1353,135],{"href":833}," 透过公司的产品可以检验公司的文化 写给别人看的公司文化，永远只能挂在墙上，却没有任何价值。——可以这样理解吗？",[827,1356,1357,1359],{},[838,1358,840],{}," 产品文化是企业文化的一部分但不是全部。一般来讲能有挂在墙上的也比哪里都没有的强，但如果不是真的则强得有限。（2012-03-07）",[822,1361,1363],{"id":1362},"第二节-文化为什么重要","第二节 文化为什么重要",[827,1365,1366,1369,1370,1372,1373,1375,1376,1378,1379,1381],{},[831,1367,74],{"href":1368},"\u002Fhuchenghe","是用来判断公司内在价值的一个重要手段(不是唯一的)。",[831,1371,135],{"href":833},"是",[831,1374,74],{"href":1368},"的重要部分。很难想象一个没有很强",[831,1377,135],{"href":833},"的企业可以有个很宽的",[831,1380,74],{"href":1368},"。(2010-05-25)",[827,1383,1384],{},"网友：可口可乐的护城河核心是不是企业文化？因为百事可乐也不错，口味都不一样。对它们来说产品的配方应该不是很重要的护城河。",[827,1386,1387,1389],{},[838,1388,840],{}," 配方如果是的话也只能是一小部分。企业文化肯定是重要组成部分，还应该有很多东西。肯定不是一个单一指标。（2010-06-14）",[827,1391,1392],{},"网友：认识步步高是从“步步高”那首歌开始的，现在都还记得，15年了，步步高在家电这个几乎没有护城河的行业里生存并一步步走的更高，真的很不错。恭喜了！祝福步步高早日找到一个好的盈利产品，成为“有能力且走运”的公司.",[827,1394,1395,1397],{},[838,1396,840],{}," 其实我们是有条看不见的“护城河”的。（2010-09-21）",[827,1399,1400],{},"网友：这个问题太大了！那些化工原料是要吃进肚子的！品牌不就是为了安全放心吗？全因为“美的”的牌子，我才敢买他们的便宜电饭煲，如果只靠便宜，有的是更便宜的！真不明白，为什么要这样呢？为什么会这样呢？又不是山寨厂子！真的让人很愤怒！",[827,1402,1403,1405],{},[838,1404,840],{}," 呵呵，知道为什么我说好的企业文化是“护城河”了吧（2010-05-26）",[827,1407,1408],{},"网友：什么是核心竞争力？",[827,1410,1411,1413],{},[838,1412,840],{}," 最常见的误解是很多人分不清核心竞争力和核心技术的区别。(2011-01-20)",[827,1415,1416],{},[838,1417,1418,1419,1421],{},"技术的优势从来就很少是",[831,1420,74],{"href":1368},"，形成技术的文化才是。(2013-08-17)",[827,1423,1424,1426],{},[838,1425,840],{}," 个人观点，巴菲特说的the right kind of business，with right people，at right price这三点在苹果上体现的非常充分，拿着能睡好觉。",[827,1428,1429],{},[838,1430,1431],{},"the right kind of business指的就是好的生意模式，好的生意模式建立在强大的企业文化上。",[827,1433,1434],{},"本人喜欢苹果生意模式的很重要的一点来自于自己在消费电子20多年的体验，苹果是我一直梦寐以求但似乎难以达到的生意模式，现在居然可以就这么实现了，why not？",[827,1436,1437],{},"有一个小小的发现：我发现多数关心苹果的投资者（无论多空）都有点太在意苹果眼前的东西了，其实一两个季度的表现没那么重要。（2011-01-22）",[827,1439,1440],{},"网友：好的生意模式需要有好的企业文化，不过只有好的企业文化不一定有好的生意模式，是这样的吗？",[827,1442,1443,1445],{},[838,1444,840],{}," 对，特别好的生意模式也是可遇不可求的，而且机会一旦错过就没了。不过，没有好的生意模式也是有可能成为一家不错的企业的。（2011-12-17）",[827,1447,1448,1455],{},[838,1449,1450,1451,1454],{},"段永平：这条讲的就是对的人。投资最重要的3点：right kind of business，right people，right price.前面两点尤其重要，从长期的眼光看（或者叫未来",[831,1452,88],{"href":1453},"\u002Fxianjinliu","折现的角度看），价钱合适就可以了"," 。（2012-11-17）",[827,1457,1458,1460],{},[838,1459,840],{}," 这是“同道中人”的意思。老巴也是这么说的：right business，right people，right price.（2019-03-18）",[827,1462,1463],{},"网友：老巴说right people，大道强调企业文化，大道能谈谈这两者有何区别和联系吗？",[827,1465,1466,1469],{},[838,1467,1468],{},"段永平：现在老巴也说的是企业文化了"," 。（2019-03-18）",[827,1471,1472],{},"网友：我过去没有想得这么长远，又学到宝贵的知识了。请问维持right business主要是靠right people建立的“好的企业文化”吗？",[827,1474,1475,1477],{},[838,1476,840],{}," 没有好的企业文化很难维持，但有好的企业文化也未必就一定能维持住的，因为也可能会有战略错误导致企业完蛋的，尤其是小企业。（2013-04-20）",[827,1479,1480],{},"网友：对于投资者来讲，“商业模式”与“经营者的品德”哪个更重要？",[827,1482,1483,1485],{},[838,1484,840],{}," right business，right people这两者都很重要。如果不是right people，多数情况下没办法维持right business。（2013-04-24）",[827,1487,1488],{},"网友：请教一下。东莞步步高从电话机，到家教机，再到手机，都挺成功的。虽然步步高的电子产品经常要持续更新换代，商业模式没有茅台酒好，但是步步高企业一直发展得很好。步步高应该是得益于你构建的特别优秀的企业文化。从这个角度，如果碰见一个拥有优秀企业文化的公司，即使是商业模式一般（比如电子行业，竞争都挺激烈，绝大部分护城河没有白酒高），也是挺值得投资的？",[827,1490,1491],{},"或者说企业文化甚至比商业模式一样重要，甚至更重要？",[827,1493,1494,1497],{},[838,1495,1496],{},"段永平：企业文化也非常重要，不然很难维持好的商业模式"," 。我们公司的商业模式过去确实没那么好，直到做了智能手机。（2019-05-05）",[827,1499,1500],{},"网友：我想寻找值得超长期10年、20年、30年投资跟随的公司。您认为一个企业值得这样投资最核心的点是什么？一家公司的企业文化，价值观、企业使命在投资决策中占比权重有多大",[827,1502,1503,1506],{},[838,1504,1505],{},"段永平：好的企业文化可以为好的商业模式保驾护航，甚至可以帮助发现好的商业模式，但我没想过权重的问题。这是个过滤器，没有权重的概念"," 。（2019-05-23）",[827,1508,857,1509,1512,1513,1515],{},[838,1510,1511],{},"茅台","生意属性很好，但",[831,1514,135],{"href":833},"未必好，如果二者不能兼得该如何取舍？",[827,1517,1518,1520,1521,933,1523,1525,1526,1528,1529,1531,1532,1534,1535,1538],{},[838,1519,840],{}," 如果",[838,1522,1511],{},[831,1524,135],{"href":833},"不够好的话，",[838,1527,1511],{},"走不到今天的。这不等于说",[838,1530,1511],{},"没一点问题。",[831,1533,135],{"href":833},"不好的公司，好的",[831,1536,70],{"href":1537},"\u002Fshangyemoshi","早晚是维持不了的。(2019-04-25)",[827,1540,1541],{},"网友：是不是企业文化是相对长久的，生意模式会随着社会技术的变化而变化，要站在未来，发现培养建立生意模式。",[827,1543,1544,1546],{},[838,1545,840],{}," 好的生意模式就是不太容易被变化影响的生意模式。（2013-04-17）",[827,1548,1549,1550,1553,1554,1556],{},"网友：技术可以复制，",[838,1551,1552],{},"生意模式","可以复制，唯独",[831,1555,135],{"href":833},"不能复制。",[827,1558,1559,841,1561,1563,1564,1567,1568,1570,1571,1573,1574,1576],{},[838,1560,840],{},[838,1562,1552],{},"可以复制吗？复制一下",[838,1565,1566],{},"谷歌","或者",[838,1569,932],{},"试试？好的",[838,1572,1552],{},"是包括",[831,1575,135],{"href":833},"在里面的，非常非常难复制。(2013-05-31)",[827,1578,1579],{},"网友：产品可以模仿，而文化是不可以模仿的。这句话我不理解。",[827,1581,1582,1584],{},[838,1583,840],{}," 这里文化指的是企业文化。你大概很难见到一个热衷于骗人的人会学会'以诚为本'，反正我没见过。（2016-06-22）",[827,1586,1587],{},"网友：段总对企业文化理解很深，我们没有做过企业的很难理解企业文化为什么这么重要？希望你可以指点一二。",[827,1589,1590,1173,1592,1595],{},[838,1591,853],{},[838,1593,1594],{},"简而言之，好的企业文化可以让企业少犯原则性错误，从而可以走得更远。"," （2010-07-08）",[827,1597,1598],{},"网友：想请教一个沟通的问题，感觉现实生活中一部分人沟通起来特别困难，反而越沟通矛盾越多，直接就不沟通了。段总有什么经验吗？",[827,1600,1601,1603],{},[838,1602,853],{}," ：没有企业文化，就没有共同的愿景和核心价值观，然后大家就讨论怎么赚钱，怎么能有共同语言？（2012-05-30）",[827,1605,1606],{},"网友：对“企业文化是核心竞争力”这个说法，我还是有点没理解透。如果油价大跌，企业文化再好的石油开采企业利润也会大幅缩水；如果铁矿石涨价，企业文化再好的钢铁企业利润也会大幅缩水；如果油价上涨，钢铁上涨，企业文化再好的制造业企业利润也会大幅缩水。",[827,1608,1609],{},"说企业文化是核心竞争力，是说企业文化好的企业会提前做好准备以应对危机还是说他们可以有更大可能从灾难中活下来从而获得更广阔的市场？这其中的机制是什么呢？",[827,1611,1612,1614],{},[838,1613,840],{}," 所谓的“企业文化好”并不是百战百胜的武器，他只是能让企业少犯原则性错误而已。或者说，在同一个行业里，平均而言企业文化好的企业活得长些而已。（2011-02-11）",[827,1616,1617,1619],{},[831,1618,135],{"href":833},"不好的公司长期必然日子没那么好过，好企业偶然也会有难过的日子。(2023-05-14)",[827,1621,1622,1623,1625],{},"网友：您怎么看待战略和",[831,1624,135],{"href":833},"的关系？",[827,1627,1628,1630,1631,1633],{},[838,1629,840],{}," 有好的",[831,1632,135],{"href":833},"的公司战略出错的概率低。(2011-08-25)",[827,1635,1636,1637,1639],{},"有好的",[831,1638,135],{"href":833},"的公司往往应变能力要强很多。(2010-04-05)",[827,1641,1642],{},"网友：我要怎样才能够提高自己把事情做对的能力呢？有什么方法更好的学习吗，比如您是怎么学习在投资上把事情做对的，研究很多公司吗？",[827,1644,1645,1647,1648,1651],{},[838,1646,840],{}," 更好的学习方法是啥意思？每个人都应该去找自己合适的学习方法。也许开个公司并做得很好是学习投资的一个好办法，知道买股票就是买公司但不知道什么是好公司也是没有用的。",[838,1649,1650],{},"好的商业模式加好的企业文化一般是好公司的特征。"," （2015-04-17）",[827,1653,1654],{},"网友：那文化可以量化吗？",[827,1656,1657,1659],{},[838,1658,840],{}," 量化的单位可能是年吧，就是说有好的企业文化的公司活得长的概率要大许多。（2010-05-23）",[827,1661,1662],{},"网友：《基业长青》里面提到过，企业应该平衡员工、股东、消费者和合作伙伴的利益。最近发现有些企业比较压榨合作伙伴，但是也在比较长(10多年)的时间里面做得不错。这该怎样理解呢？",[827,1664,1665,1667],{},[838,1666,840],{}," 第一，《基业长青》说的不是充要条件；第二，有时候10多年还不够长，我们邻居都三代了还混着呢。(2014-04-14)",[827,1669,1670],{},"网友：我百度了《基业长青2-基业为何不能长青》，为中文版作序的作者对此书的简要介绍：《基业长青》研究的是上行的公司，而《基业为何不能长青》研究的是向下急坠的公司，这本书要回答的是一个基本的问题：一流公司为什么在成功之后走向了失败？",[827,1672,1673],{},"柯林斯的回答是，狂妄自大是任何公司进入衰败的必然征兆，或者说是衰败的第一阶段。在狂妄自大的自恋性环境中，企业的领导者会不计后果地贸然进入新业务；会以牺牲卓越绩效为代价追求增长；会在面临前后不一致或者对己不利的决策信息时，依然采取激进、冒失的决定；会否认企业因为外部威胁或内部瓦解而陷入困境的可能性！（2010-09-29）",[827,1675,1676,1678],{},[838,1677,840],{}," 看起来这书不看也罢，有空看看也行。似乎还是在说企业文化的事。没有好的企业文化的公司一旦得到顺利发展，大概就有可能狂妄自大，最后走向灭亡。关键是如何把这个和所谓的好公司犯错误时的情况区分开来。",[827,1680,1681],{},"网友：一般哪些公司会有大麻烦啊，倒下就起不来那种。能举具体情况吗？",[827,1683,1684,1686],{},[838,1685,840],{}," 任何公司倒下去以后都很难再起来，所以倒下再起来的故事才会流传开来，不然就是常态了。（2010-10-10）",[827,1688,1689],{},"网友：大道，最近国内挺出名的一家英语培训机构——韦博英语因为资金链断裂而关门，给学生和员工都带来了巨大的伤害。您曾说大部分企业倒闭都是因为资金链断裂，但是断裂只是现象，而不是原因。真正的原因，是不是基本上是这些企业都在不断求快，好大喜功，急功近利，特别是在这个非常爱贩卖焦虑的年代。",[827,1691,1692,1694,1695,1698],{},[838,1693,840],{}," 看起来都是“人还在钱没了”，但背后各有各的不幸哈。",[838,1696,1697],{},"有些连急功近利都算不上，比如做生态化反的那个"," 。（2019-10-15）",[827,1700,1701],{},"网友：您说BBK步步高的核心竞争力是你们的企业文化。我总觉得满足消费者需求才是最强的竞争力，企业文化有点虚，好的企业文化一定有好的产品吗？不懂，请段总赐教。",[827,1703,1704,1706],{},[838,1705,840],{}," 好的企业文化对好的产品而言既不是必要的也不是充分的，只是概率大一点而已。（2010-10-11）",[827,1708,1709,1710,1712],{},"网友：能否分享一些有好的",[831,1711,135],{"href":833},"但是做得并不是很成功的企业？",[827,1714,1715,1717],{},[838,1716,840],{}," 西南航空公司。(2013-04-02)",[827,1719,1720,1721,1724,1725,1727],{},"段永平谈“长长的坡，厚厚的雪”的完整博文，见",[831,1722,463],{"href":1723},"\u002Fwenda-business-01","。其中的落脚点是：长长的坡不光指行业，还包括企业本身能否长跑，所以",[831,1726,135],{"href":833},"很重要。(2017-03-18)",[827,1729,857,1730,1732],{},[831,1731,135],{"href":833},"成熟后会不会出现心理优势的现象，导致与外围的、系统之外的人沟通时（特别是尚未证明自己成功过的人）出现沟通不良？",[827,1734,1735,1741],{},[838,1736,1737,1738,1740],{},"段永平：好的",[831,1739,135],{"href":833},"会大大提高沟通的效率"," 。（2010-10-15）",[827,1743,1744],{},"【引用】一个人通常只能说出心中所想的80%，但对方听到的最多只能是60%，听懂的却只有40%，结果执行时，只有20%了。你心中的想法也许很完美，但下属执行起来却差之千里，这是由“沟通的漏斗”造成的，因此你必须采取适当的方法，去克服这一“漏斗”现象。",[827,1746,1747],{},"网友：大道，狼性文化什么情况下不会败给人性文化？员工分的多能让狼性文化长期起作用？",[827,1749,1750,1752],{},[838,1751,840],{}," 兴奋剂当然是有用的。（2019-03-18）",[827,1754,1755,1756,1758],{},"网友：这几天公司在请资源公司给大家做领导力的培训，结果今天出了组织氛围评价的测试结果（非常糟糕，至少从数据上显示，属于典型的指令+领跑的公司），而且和领导自己评测的结果大相径庭（很多项目偏差率都超过50%），所以大家看到结果有点沮丧和郁闷。咱们公司有很好的",[831,1757,135],{"href":833},"，但是为什么反映出的组织氛围却不好，其实大家也有所感觉，至少没有意识数据上的差异会这么明显。",[827,1760,1761,1762,1764],{},"阿段一直在说",[831,1763,135],{"href":833},"是核心竞争力，这个的确我也能理解和逐步领悟。但是为什么基本看不到有关于公司组织氛围的报告，组织氛围也是核心竞争力的一部分吗？是不是大部分公司其实从数据上显示都不高？不是很明白这两者的关系，请教一下阿段？",[827,1766,1767,1769],{},[838,1768,840],{}," 所谓竞争力是相对的。虽然测试结果不理想，但如果比行业里大多数强的话依然算过得去吧。当然，大家知道要更努力了。",[827,1771,1772,1773,1775],{},"我们中国文化下绝大多数公司或组织都是“指令+领跑”的，如果从现在开始意识到这一点，你们10年后就真有可能成为中国的",[838,1774,932],{},"哦。不过可以肯定的是你们现在还不是。",[827,1777,1778],{},"好的组织氛围绝对对创新有很大帮助，最后非常可能会成为核心竞争力。（2012-03-25）",[822,1780,1782],{"id":1781},"第三节-如何判断企业文化","第三节 如何判断企业文化",[827,1784,1785],{},"网友：另外一个问题关于企业文化，前些年有些网友跟您提问你敢买入苹果是不是因为您是行业内的人，知道很多行业潜规则，直接和cook打过交道，您的回答是您当年做功课的时候也会去搜集cook网上的视频来看，敢重仓投资苹果不需要直接认识cook。",[827,1787,1788],{},"想问一下，您去年建仓腾讯和fb（脸书）肯定也是基于多年的观察，但这俩公司所在行业应该不属于您从事过的行业，您投资他们前有做过些什么功课吗？您会利用身边的资源去找这些企业高管出来聊天吗？您是根据什么来判断这些企业的企业文化是否符合自己的投资价值观呢？",[827,1790,1791,1793],{},[838,1792,853],{}," ：我投腾讯和FB没找过任何内部高管聊，虽然我其实也认识腾讯的高管（球友）。我投资的标准很简单：商业模式，企业文化，合理价钱。所以当商业模式和企业文化不错的公司价钱也不错时，我就会有兴趣。（2019-03-16）",[827,1795,1796],{},"网友：请教一下，企业文化，商业模式，价格这三者，按重要性排序，你的看法顺序是怎样的？或者说相对不重要的是哪个？",[827,1798,1799,1802],{},[838,1800,1801],{},"段永平：商业模式和企业文化排第一，价格排第三"," 。（2019-05-31）",[827,1804,1805,1806,1809],{},"网友：老哥，雪球大V越来越不爱发言了，作为炒股新人迫切需要与经验丰富的前辈交流，免费的，却越来越难听到。求一个企业",[831,1807,110],{"href":1808},"\u002Fjibenmian","的简易分析框架，别推荐书，就想听一下您老哥的见解.",[827,1811,1812,1814,1815,1817],{},[838,1813,840],{}," 不明真相的群众：",[831,1816,70],{"href":1537},"，企业文化，合理估值。",[827,1819,1820],{},"网友：当你对一个公司有兴趣的时候，你会从哪几个方向对公司进行研究？",[827,1822,1823,841,1825,911,1827,1829],{},[838,1824,840],{},[831,1826,70],{"href":1537},[831,1828,135],{"href":833},"。（2025-08-15）",[827,1831,1832],{},"网友：段总，你的投资座右铭是不立于危墙之下吗？",[827,1834,1835,1836,1838,1839,1841],{},"大道：",[831,1837,70],{"href":1537},"+",[831,1840,135],{"href":833},"。（2026-01-18）",[827,1843,1844,1845,1847,1848,1850],{},"我不会只是基于",[831,1846,135],{"href":833},"买公司，但会把有好的",[831,1849,135],{"href":833},"作为想买的前提之一。(2015-05-25)",[827,1852,1853,1858],{},[838,1854,1855,1857],{},[831,1856,135],{"href":833},"作为过滤器非常有威力，为我避免了很多错误。怎么选对的公司是能力问题，不选错的公司是是非问题。","(2019-06-06)",[827,1860,1861,1862,1864],{},"网友：我会把有“不好”的",[831,1863,135],{"href":833},"的公司作为不买的全部理由。",[827,1866,1867,1869,1870,1872],{},[838,1868,840],{}," 确实如此，不好的公司文化时间长了一定会伤害到企业自身，而且不好的",[831,1871,135],{"href":833},"一旦建立就很难去掉了。(2015-05-28)",[827,1874,1875],{},"网友：你是怎么判断一个企业的企业文化和价值观是这个企业每个人都认定的，还是这些都是贴在办公室里的标语根本没人信？我其实对这个是非常困惑。",[827,1877,1878,1880],{},[838,1879,840],{}," 呵呵，你看企业的领导们信不信就可以了。如果最高领导人都不信，那肯定不行。（2010-04-04）",[827,1882,1883,1884,1886],{},"网友：我看",[831,1885,135],{"href":833},"的方法就是经常看领导人访谈。",[827,1888,1889,841,1891],{},[838,1890,840],{},[838,1892,1893],{},"看访谈确实是个很重要的方法，结合过去他们都说过啥，是否都做到了，也可以看出来他们说的时候是真话还是套话。所以，看一个访谈是不够的，光看访谈也是不够的。(2010-11-09)",[827,1895,1896],{},"网友：如何观察公司这些写在纸面上的是不是真的愿景？",[827,1898,1899,1901],{},[838,1900,840],{}," 看他的历史、说的和做的。(2010-11-12)",[827,1903,1904,1905,1907,1908,1910],{},"网友：我认为绝大部分公司的",[831,1906,135],{"href":833},"，写在公司网站上的那短短百十个字都是差不多的，然而对其的诠释会有比较大的区别，实际执行起来的差别就更大了。深读一个公司的",[831,1909,135],{"href":833},"并长期观察它是否言行一致非常有利于理解一个公司，在投资时能够很好地剔除绝大部分的平庸企业。",[827,1912,1913,1915],{},[838,1914,840],{}," 其实即便是字面也是差很多的。(2013-03-28)",[827,1917,1918,1919,1921],{},"产品文化是",[831,1920,135],{"href":833},"的一部分但不是全部。一般来讲能有挂在墙上的也比哪里都没有的强，但如果不是真的则强得有限。(2012-03-07)",[827,1923,1924],{},"网友：难道不包括短期利益吗？",[827,1926,1927,1929],{},[838,1928,840],{}," 长期利益中，本来就包括不损害长期利益的短期利益。(2013-03-28)",[827,1931,1932],{},"网友：请举个例子。",[827,1934,1935,841,1937],{},[838,1936,840],{},[838,1938,1939],{},"我个人的经验基本是用“己所不欲”排除法来鉴别企业的，比如一家明知故犯地加三聚氰胺的公司我就会认为是一家不好的公司。又比如一家为500大而500大的公司我就会很小心。(2010-03-21)",[827,1941,1942],{},"网友：我有个问题想请教一下，您说金山的文化有问题，请问如何去评判一个企业文化的好与不好呢？",[827,1944,1945,1947],{},[838,1946,840],{}," 很难判断一个企业文化是否好，但看出不好的企业文化要容易得多。（2010-07-10）",[827,1949,1950],{},"网友：如何看待企业犯错？",[827,1952,1953,1955],{},[838,1954,840],{}," 根据你说的资料没法判断该不该卖。好企业也可能会犯错的。",[827,1957,1958],{},"我一般看到企业犯错时，主要判断这个错是“做了错的事情”还是在想“把事情做对”的过程当中犯的错。任何人在“做对的事情”的前提下，为了“把事情做对”的过程当中都是会犯错的，这种错误也可能给企业造成很大的短期损失，但长期而言却可能微不足道。而另一种错误的损失却可以是致命的。（2011-01-05）",[827,1960,1961],{},"网友：前段时间奶粉的三聚氰胺问题，最近猪肉的瘦肉精问题。这些问题不是个别企业的问题，而是整个行业的问题。明知道是错的事情还是去做。",[827,1963,1964],{},"我想问，这样的企业段总有什么样的看法？是透过现象看本质，避免碰这样的企业呢？还是人非圣贤，孰能无过，改了就是好同志？或者当出现什么样的问题时您会卖掉企业（如您投资过的诺基亚），或出了问题继续观察（如现在的淘宝）？",[827,1966,1967],{},"这个问题一直困扰着我的投资决策，希望能得到您的指点。",[827,1969,1970,1972],{},[838,1971,840],{}," 你只要能分清“做了错的事情”和“把事情做错了”，你就会有结论的。（2011-03-17）",[827,1974,1975],{},"网友：段总：奶粉、猪肉这些问题的爆发，让我没有安全感。在成都的糖酒会再次听到食用酒精勾兑白酒的事情。这样的情况，可能真的无法产生信任感。您怎么看待？",[827,1977,1978,1980],{},[838,1979,840],{}," 我的看法和你一样。（2011-03-24）",[827,1982,1983],{},"网友：大哥你是怎样判断一个企业是否诚信的？",[827,1985,1986,1988],{},[838,1987,840],{}," 呵呵，用心感觉一下。其实大多数被骗的人最后都是知道的。（2010-05-17）",[827,1990,1991],{},"网友：什么是管理者最重要的品质？",[827,1993,1994,1996,1997,2000],{},[838,1995,840],{}," 最重要的是integrity(",[831,1998,217],{"href":1999},"\u002Fzhengzhi","诚信)。",[827,2002,2003],{},"引用：巴菲特语录",[827,2005,2006],{},[2007,2008,2009],"em",{},"You can't make a good deal with a bad person.",[827,2011,2012],{},[2007,2013,2014],{},"和一个道德品质败坏的人，无法完成一桩好交易。",[827,2016,2017],{},"网友：大道，有些公司有些瑕疵但公司经营效率还不错您会投吗？怎么看待这类公司？谢谢",[827,2019,2020,2022],{},[838,2021,840],{}," 你说的瑕疵定义太广了，没有完美的企业和人。（2019-05-20）",[827,2024,2025],{},"网友：我说的瑕疵比如粉饰财务数据，造假等。但公司骗了钱后还真做了不少有价值的事情，或者努力去做事了。您作为一个投资前辈，我想问的是有这样的后来结果是好的先例吗？或者有哪些是绝对的禁区对投资人来说？能举些例子吗？",[827,2027,2028,2031],{},[838,2029,2030],{},"段永平：我如果认为一家公司不诚信的话，我就不碰了，禁区大概主要是两个：生意模式不好，企业文化不好。企业文化不好最典型的特征就是经常说瞎话，你只要看他以前说过多少瞎话就明白了。"," （2019-05-20）",[827,2033,2034],{},"网友：我在“对的人”上，有时还是犯糊涂，高估大股东和管理者的信誉。港股投资中在这方面吃了亏。",[827,2036,2037,2039],{},[838,2038,840],{}," 多数人在这里只是想当然而已，错多几次就明白了？（2012-11-24）",[827,2041,2042],{},"网友T：这两种情况一般怎么区分呢？比方说黄宏生出事和黄光裕出事，那么怎么能判断创维能恢复过来，国美是否能恢复过来，再就是能恢复过来的公司一般有什么特征吗？",[827,2044,2045,2047],{},[838,2046,840],{}," 你要是能搞明白各自出的是什么事就能搞明白其对未来公司的影响。要是搞不明白就不碰。（2010-09-21）",[827,2049,2050],{},"网友：您认同企业文化也跟您的价值观和做企业的经验有关系。您可能会说我的经验过去已经证明过了，一定是可行的，但这又回到了用过去判断未来。那我们可不可以简单地用一个百年老店来判断他未来也一定是好的呢？您怎么看？（2010-04-04）",[827,2052,2053,2055],{},[838,2054,840],{}," 一百年老店不意味着他就一定活到101年。这就像不能用pe去预测明年的利润一样。雷曼好像就有150多年的历史。但你只要注意到雷曼后期的企业文化都变成什么样了的话，你就不会对他们的结局感到惊奇。",[827,2057,2058,2059,2062],{},"不过，",[838,2060,2061],{},"有好的企业文化的企业犯原则大错误的机会低，和用户比较近，表现好的机会大"," 。《基业长青》里会讲的比较好些。（2010-04-04）",[827,2064,2065],{},"网友：大家对这家公司怎么看？",[827,2067,2068],{},"China Sky One Medical Inc（中国天合一医疗股份有限公司）（NASDAQ:CSKI）",[827,2070,2071,2072,2075],{},"目前股价$14.82市值$248.8百万美元2009年年报每股收益为$2.08，PE（市盈率）为7倍，净资产$131百万美元，PB（平均市净率）1.9倍，净资产收益率26%，",[831,2073,64],{"href":2074},"\u002Ffuzhai","只有9百万美元，财务状况非常健康。",[827,2077,2078],{},"近五年的销售收入和净利润分别为（单位百万美元）：",[827,2080,2081],{},"销售收入：2009 $130 2008 $91.8 2007 $49.3 2006 $19.9 2005 $7.7",[827,2083,2084],{},"净利润：2009 $34  2008 $29  2007 $15.3 2006 $0.6  2005 $2",[827,2086,2087],{},"我不明白的是，为何财务这么健康、业绩增长这么快的公司，市场给的估值会这么低，近三个月来股价下跌了30%。",[827,2089,2090,2092],{},[838,2091,840],{}," 刚刚进他们网站看了一眼。居然一家中国公司没有中文网站，好像是给投资人设计的。另外，也没找到任何有关企业文化的描述。由于我不太懂这个行业，前面两点看完我就不会再往下看了。我可能又失去了一个赚钱的机会。一般而言，太把“华尔街”当回事的公司我都很小心。（2010-04-20）",[827,2094,2095],{},"网友：怎么看出这个公司把“华尔街”当回事了？我怎么看不到？",[827,2097,2098,2100],{},[838,2099,840],{}," 呵呵，一个中国公司，没有中文网页。你想，消费者都是中国人啊。主页上2\u002F3版面都是消息和股价资料，说明公司认为这些很重要。当然，这些并不代表这个公司就一定不好，但我至少觉得有明显缺陷，一般就很难再花时间去看了。（2010-04-20）",[827,2102,2103],{},"网友：段先生做企业访问时，主要看那些方面？在北京我有很多机会参观企业，只是走马观花看和听介绍，与企业领导座谈也是些表面话题，怎样才能看出价值呢？",[827,2105,2106,2108],{},[838,2107,840],{}," 这个我也不会，至少没办法通过参观企业看出好企业来，但有时可以看出来有些企业不太好。有很多企业你参观完了就不想投了。（2010-10-05）",[827,2110,2111],{},"网友：请教我们可以从哪些地方和渠道去了解和知道想要投资企业的文化？",[827,2113,2114,2116],{},[838,2115,840],{}," 不需要渠道，有心人早晚都会看见的。（2013-10-07）",[827,2118,2119],{},"网友：想到企业文化我还有一个问题请教段大哥，去年我们公司在引进一家供应商时是这样的，有一家供应商规模较大，设备也好，也和许多世界大企业供货，但考查时我发现他们有几个制程执行不到位，且企业主管有点太过自信（相信经验），所以我当时心里一直觉得有问题，可因当时其他考查人员都没有反对，我虽然表明了观点，但没有实际的证据不好去反对，结果一年后有一个批次出了较大的问题，给我们造成了很大的损失，请问段大格如果遇到这种情况若你是我会当初会怎么处理？",[827,2121,2122,2124],{},[838,2123,840],{}," 没太搞清楚这件事和企业文化的关系。直觉往往是有道理的，只不过道理一下子没找到。我记得以前我见过一本书叫《6顶帽子》，里面好像就讲到直觉的作用。",[827,2126,2127],{},"如果我是你，当我直觉告诉我这里还有问题时，我会更小心谨慎地再想办法查查。（2010-04-05）",[827,2129,2130],{},"网友：刚好有个问题，如果在整个大的文化下面，分散各个不同的组织，有些组织已经盈利，但有些亏损，能否认为一段时间后亏损的也应该会盈利呢？我正在考察一个连锁百货，所有的问题都归结在异地的店能否盈利（异地的现在80%在亏损），异地商场的装修，供应商，甚至楼层设计都是跟深圳一样的，现在的判断就是，同样的管理体系下是否能确定异地的商店会慢慢地跟深圳的一样开始盈利呢。",[827,2132,2133,2135],{},[838,2134,840],{}," 1．同样的“管理体系”在不同的地方不能保证盈利。",[827,2137,2138],{},"2．“同样的”东西不一定是同样的。（2010-10-15）",[827,2140,2141],{},"网友：押宝企业文化啊，这个太感性了，能不能换算成账面利润？逻辑上企业文化似乎只能折现成无形资产才好评估，价值几何不好测算哈。",[827,2143,2144,2146],{},[838,2145,840],{}," 呵呵，不是押宝是理解。我其实是有一定量化的，你也许没注意。我的观点是企业文化能保证他长期实施量化。",[827,2148,2149],{},"我在投资里用定性分析确实比较多，这也是我和华尔街分析家们的区别，不然我怎么有机会啊。（2010-03-28）",[827,2151,2152,2153,2155],{},"网友：体制因素和其带来的对于企业经营及",[831,2154,135],{"href":833},"的影响，是否是更多投资于国内企业的投资者应该多注意的呢？",[827,2157,2158,2160],{},[838,2159,840],{}," 可能我在体制内的企业待过，所以比较敏感，知道有些什么区别。这种区别不是随时都在，也不是哪里都能显现出来，但往往关键的时候就会发挥一些看不见的作用。(2010-08-14)",[827,2162,2163,2164,1016,2166,2168],{},"网友：追问一下，",[831,2165,70],{"href":1537},[831,2167,135],{"href":833},"哪个相对容易弄懂？哪一个更能决定企业活得更长久？",[827,2170,2171],{},"大道：都一样难。（2025-10-24）",[827,2173,2174,2175,2177],{},"网友：伟大的公司应该是具有“",[831,2176,53],{"href":1136},"”的文化并且能做出“伟大产品”的公司，比如苹果公司。优秀公司有哪些特征？",[827,2179,2180,2182,2183],{},[838,2181,840],{}," 有本书叫",[2184,2185,2187,2188],"good",{"to":2186,"great":2186},"","，翻译好像叫《从优秀到卓越》，同一个作者还有一本书：",[2189,2190,2191],"built",{"to":2186,"last":2186},"——《基业长青》",[827,2193,2194],{},"我觉得这两本书写得非常好，至少没见过写得更好的。这两本书唯一的缺陷（在我眼里），就是用了股价去衡量公司的好坏。我觉得还有更好的办法去衡量一个好公司。（2010-05-05）",[827,2196,2197],{},"网友：最近看了一遍《从优秀到卓越》，促进了“做对的事情”的内涵的理解。十年前看过《基业长青》，没有留下什么映像，现正在看；这一年多在本博客中的浸染，使我似乎读懂了一些《基业长青》。感觉这两本书不仅对做企业有指导作用，对每个人的人生也同样具有指导作用。",[827,2199,2200,2202],{},[838,2201,840],{}," 从买股票就是买公司的角度看，这两本书确实值得看。（我都翻过一下，觉得蛮好的。）（2013-04-02）",[827,2204,2205],{},"网友：大道曾讲过投资中重点考察三个要素：商业模式，企业文化，市场价格。我想问的是：尽管我非常认同步步高体系的企业文化，但不同企业有不同文化价值观，因行业属性，发展阶段，还有领导人特质的差异，这个企业文化评价的标准是什么？也就是什么是好的文化，什么是坏的文化？是要符合商业逻辑，还是常识，还是其他什么的？请大道指导。",[827,2207,2208,2210,2211,2214],{},[838,2209,840],{}," 你的一个尽管说的好勉强啊。",[838,2212,2213],{},"建议你看看《基业长青》和《从优秀到卓越》这两本书，我是翻过这两本书后才对企业文化理得比较清了"," 。（2019-03-21）",[827,2216,2217,2218,2220,2221,2223],{},"网友：什么是好的",[831,2219,135],{"href":833},"，如何建立好的",[831,2222,135],{"href":833},"，大道能推荐一本书吗？",[827,2225,2226,841,2228,932,2231,1232,2234],{},[838,2227,840],{},[838,2229,2230],{},"我觉得看书可能不如看企业来得明白。书可以看《基业长青》，企业可以看",[838,2232,2233],{},"这些年的产品发布会(每年9月份的那个就好)，或者多看几遍",[838,2235,2236],{},"在大学的问答交流。(2019-06-01)",[827,2238,2239],{},"网友：大道再次提到这两本书，再看一遍。",[827,2241,2242,2244],{},[838,2243,840],{}," 说来惭愧，这两本书我也没看完过，但翻过，觉得确实是好书。",[827,2246,2247,2248,2250],{},"不喜欢的地方是这书也是用市值来衡量一个公司的价值的。用市值衡量的缺陷是具有时点性，在某些时点对某些时点不对。如果用未来",[831,2249,88],{"href":1453},"折现的概念来衡量就好了，但从来没见过谁这么做，毕竟教授们都不是真做投资的。忽略这点，这书就是我看过的最好的关于企业的书（我没看过别的）。（2012-07-24）",[827,2252,2253],{},"网友：希望老段多教教我们研判企业的知识.",[827,2255,2256,2258],{},[838,2257,840],{}," 我教不了，每个人都只能靠自己悟。我只能偶尔说点自己的体会，相对于说说盲人摸象自己摸到的那部分，未必就一定对。或者说只在一定的范围内有道理。（2011-01-23）",[827,2260,2261,2262,2264],{},"网友：如何判断",[831,2263,135],{"href":833},"好与坏，标准或者共性是什么？",[827,2266,2267,841,2269],{},[838,2268,840],{},[838,2270,2271],{},"这个问题很大。笼统地讲，就是企业行事是以利益还是以是非为标准。如果凡事是以利益为准绳的，我就不太喜欢。",[827,2273,2274,2275,2277,2278,2281],{},"其实我也没有一个所谓的格式或公式去判别一个公司的",[831,2276,135],{"href":833},"，不过，",[838,2279,2280],{},"我经常会用拟人化的角度去想一家公司。我不想打交道的人我也不想投资他们的公司。","(2020-10-11)",[827,2283,2284],{},[838,2285,2286,2287,2289],{},"很难判断一个企业的文化是否好，但看出不好的",[831,2288,135],{"href":833},"要容易得多。(2010-07-10)",[827,2291,2292,2293,932,2296,932,2299,2302,2303,932,2306,2309],{},"基本上就是听其言观其行。看这家公司过去都说过啥，都怎么做的。比如，",[838,2294,2295],{},"当年我对",[838,2297,2298],{},"开始有兴趣后，几乎看了",[838,2300,2301],{},"所有的发布会以及能找到的库克和","乔布斯",[838,2304,2305],{},"讲过的东西，也用了很多",[838,2307,2308],{},"的产品","。(2020-10-19)",[827,2311,2312],{},[838,2313,2314],{},"我关注的公司和人都很少，可以花足够时间在有限的人和公司上，这样准确率自然就高很多了。(2020-12-07)",[827,2316,2317],{},"网友：“文化”二字真能解释所有的事情吗？",[827,2319,2320,2323],{},[838,2321,2322],{},"段永平：基本上可以解释败事有余的“事情”"," 。（2012-02-14）",[827,2325,2326],{},"网友：请问什么样的企业文化是好的，我目前只知道要以消费者为核心追求质量第一。还有别的吗？",[827,2328,2329,2331],{},[838,2330,840],{}," 穷举很难，大致可以说让企业不健康不长久的文化都不是好文化。（20 19-04-26）",[827,2333,2334],{},"网友：企业文化在哪些时刻，决定着一家好公司的命运？还有就是财报看得见营收利润，文化看不见摸不着..",[827,2336,2337],{},"大道：你看不见是因为你心里没有。（2026-09-02）",[822,2339,2341],{"id":2340},"第四节-文化的建立与传承","第四节 文化的建立与传承",[827,2343,2344],{},"网友：成功企业往往会打上开创者的气质。",[827,2346,2347,2349,2350,2352],{},[838,2348,840],{}," 那是因为",[831,2351,135],{"href":833},"一般都是由开创者建立的，当然，后期的完善也很重要。",[827,2354,2355],{},"网友：请问经营公司有哪些需要注意的关键点？具体来说，对于300人规模公司的一把手，需要在哪几件核心的事上持续花时间？有哪几件事，虽然很重要，却应该尽量分给副手？",[827,2357,2358,2360,2361,2363,2364,2366,2367,2369],{},[838,2359,840],{}," 我觉得企业领导最重要的是建立",[831,2362,135],{"href":833},"，确立什么东西不能做。如何",[831,2365,28],{"href":914},"当然也很重要，但只要是在坚持",[831,2368,23],{"href":844},"，时间就会站在你这边。(2020-10-26)",[827,2371,2372],{},"网友：有什么好方法？",[827,2374,2375,841,2377],{},[838,2376,840],{},[838,2378,2379],{},"就是重要的事情要尽早开始做，不要让其变成紧急的事情。(2020-12-07)",[827,2381,2382],{},"网友：步步高的企业文化（愿景、使命，价值观）是您创办的时候就已经想明白，还是创办之后慢慢形成？总的来说，在创办一家企业的时候，是不是越早想明白这些越好？",[827,2384,2385,2387],{},[838,2386,853],{}," ：有很多东西在创办之前就有了，但慢慢补充和完善或修改了一些。基本核心价值观是不会变的。（2013-03-26）",[827,2389,2390,2391,2393,2394,2396,2397,2399],{},"网友：开创的时候",[831,2392,135],{"href":833},"怎么建立？我个人觉得",[831,2395,135],{"href":833},"起初的建立不需要投入多少精力吧？老板如何对待同事、员工、客户及其他合作伙伴，体现出来的这些作风就是",[831,2398,135],{"href":833},"的雏形吧？企业搞大了再整理成易理解的东西，首先传达给干部，干部传达战士。总之应该是一砖一瓦的事情。",[827,2401,2402,2404],{},[838,2403,840],{}," 同意。(2010-04-04)",[827,2406,2407,2408,2410],{},"网友：我在创业，不知道应该建立一个什么样的",[831,2409,135],{"href":833},"，您能不能给一些建议？",[827,2412,2413,841,2415,2417,2418,2420],{},[838,2414,840],{},[831,2416,135],{"href":833},"必须你自己去创立，没人可以帮忙的。",[831,2419,135],{"href":833},"大致由使命、愿景和核心价值观组成，这都是你自己的东西。使命就是你的公司为什么存在，愿景就是大家共同的远景，核心价值观就是是非观，或者叫什么是对的事情，什么是不对的事情。(2013-06-06)",[827,2422,2423],{},[838,2424,2425,2426,2428],{},"我觉得",[831,2427,135],{"href":833},"里最重要的应该是核心价值观的问题，不符合核心价值观的东西不做最重要。(2020-10-20)",[827,2430,2431,2432,2434],{},"网友：如何让字面上的",[831,2433,135],{"href":833},"落实到所有员工的言行中呢？",[827,2436,2437,2439,2440,2443,2444,2446],{},[838,2438,840],{}," 最重要的是什么不可以做。你可以多看看韦尔奇的书。",[838,2441,2442],{},"阿里巴巴","在",[831,2445,135],{"href":833},"建立方面的水平也还不错。真正用心的话，总能找到办法，具体的办法很多，变化也很快，比如现在网络可以大大提高效率了。(2010-04-23)",[827,2448,2449],{},"网友：把“企业文化”真正印到企业上上下下的干部的骨子里又是一项艰难的工作了。",[827,2451,2452,2454],{},[838,2453,840],{}," 韦尔奇的《赢》里讲了不少GE是怎么做的。阿里巴巴这方面做得非常好。这是一项几十年或更长的工作，应该和企业的寿命一样长，是一项重要但往往不那么紧迫，常常被人忽略的工作。（2010-04-04）",[827,2456,2457],{},"网友：很多人都评价马云带来了一点激情、也带来了一点狗屎，但加起来还是狗屎，特别令人不爽的是他到处演讲，惟恐天下不知道他很有口才那样！在中国，要明白潜规则“低调”。",[827,2459,2460,2462],{},[838,2461,840],{}," 再好的东西对不懂得人来讲都可能是。头几年到处讲讲没啥坏处，企业文化是要不停的宣讲才能慢慢深入到大家的骨髓里的。当年尼克松好像讲过类似的话。现在好像马云出来的机会已经少多了。（2010-04-05）",[827,2464,857,2465,2467],{},[831,2466,135],{"href":833},"如何才能改变？",[827,2469,2470,2472],{},[838,2471,840],{}," 大概办法就是年年讲月月讲天天讲，而且光讲是肯定没有用的，但不讲是绝对不会变的。(2023-12-12)",[827,2474,2475,2477],{},[838,2476,840],{}," 没有特别的秘诀，主要在于选择，找到同道中人。因为你是没有办法说服不相信你的人的。不相信你的人，你跟他说话的时候，他的眼神是飘的，你能看出来。然后就是年年讲，月月讲，天天讲，靠年头淘汰掉不合适的。（2018-09-30）",[827,2479,2480],{},"网友：今天有人分享的时候讲到领导力中的“不知有之”，第一个反应出来就是阿段，虽然从没有见过你。你上次讲到你对公司的贡献是早期企业文化的建设，反复强调企业文化是我们核心竞争力。结合这件事情我又有了更深的体会。",[827,2482,2483],{},"正是因为我们有本分的企业文化，才会有反思的动力和进步的决心。昨天问完这个问题后，我自己也思考了很久。",[827,2485,2486],{},"今天培训最后一天每个人有三分钟的培训感言，我说到我们企业文化不能被曲解，文化要用普世的价值，学会爱和尊重，而不是把企业文化当成精神奴役员工的工具。本分本源是排除压力做对的事情，而不是目前部分领导主管所认为的老实就是本分，员工顺从就是本分，自扫门前雪就是本分，曲解本分就是最大的不本分。",[827,2488,2489],{},"之所以出现文化和组织氛围差异这么大的情况，恐怕很大程度是企业文化在贯彻实施时发生了扭曲。",[827,2491,2492],{},"为什么卓越的领导者少见，尤其在中国文化下少见，是不是卓越领导者所倡导的“同理心”、“尊重”、“自由”某种程度是反我们文化，甚至是反人类自身的一些陋性的，比如“自私”、“占有欲”，要做一个卓越领导者，首先需要修炼成一个自我管理者，可以管住自己的“小”才能成就别人的“大”。",[827,2494,2495,2497],{},[838,2496,840],{}," “爱和尊重”是好的企业文化的基础。老实确是本分、服从领导也是本分、首先自扫门前雪当然也是本分，但“本分”的内涵应该不仅仅是这些。卓越的领导人少见是正常的，美国也很少见。（2012-03-27）",[827,2499,2500],{},"网友：段大哥参与了本次OPPO企业文化2.0的讨论了吗？请问如何理解以前的“欲速则不达”到现在的“快”这种改变？",[827,2502,2503,2505],{},[838,2504,840],{}," 欲速不达指的是要做对的事情，“快”指的是把事情做对的效率。（2014-05）",[827,2507,2508],{},"网友：等了这么久，段总终于说松下的事了。请教一个问题，随着你们自己企业越长越大，怎么避免同样的事情发生在自己身上？",[827,2510,2511,2513],{},[838,2512,840],{}," 不知道。可能已经在发生了。组织小型化可能是个办法，企业文化的建立应该是最重要的。（2010-10-15）",[827,2515,2516,2517,2519],{},"网友：您觉得",[831,2518,135],{"href":833},"可以改变或者能改变吗(由不好转好)?",[827,2521,2522,2524,2525,2527],{},[838,2523,840],{}," 想想",[831,2526,135],{"href":833},"怎么来的就知道可不可以改变了。(2013-12-10)",[827,2529,2530],{},"网友：巴菲特那么神，都觉改变一个坏企业太难了。",[827,2532,2533,2535],{},[838,2534,840],{}," 最难改的是企业文化。（2010-05-23）",[827,2537,2538],{},"网友：董明珠很少公开谈到接班人的问题，只说过公司有很多自己培养的年轻人很优秀，如果她打算5年后退休，现在应该还在考察阶段吧。",[827,2540,2541],{},"记得段总以前提到一个逻辑，好的企业文化——好的董事会——好的接班人，以她对格力的感情，相信她退休后很长一段时间还是会以某种方式（比如做董事长）做巴菲特所说的“企业文化看护者”，退休后短时间企业文化就出问题的可能性应该不大。",[827,2543,2544,2546],{},[838,2545,840],{}," 这种机制要维护文化不容易。（2010-07-07）",[827,2548,2549],{},"网友T：如果阿里的企业文化构建好了，马云不在会不会影响也很大？乔布斯离开了水果公司（总有一天会，除非水果公司先离开），他不在了会不会影响也很大？是第四级还是第五级的企业判断起来的确不易。",[827,2551,2552,2554],{},[838,2553,853],{}," ：乔布斯的平台已经搭好，所以他现在离开的影响短期不大。马云目前在公司的作用我个人觉得依然很大，但一旦他真的可以离开时，对公司未来的影响会比乔布斯小。",[827,2556,857,2557,2559],{},[831,2558,135],{"href":833},"我认为其中很重要的一点就是员工的认同，否则一切只是看上去很美，而这个认同的过程中，公司本身的规章制度、行为以及中高层领导的以身作则很重要，否则核心价值观也就只会沦为讽刺公司与领导的笑谈，还不如没有。",[827,2561,2562,2564],{},[838,2563,840],{}," 长期来讲，企业只会留下认同的员工。不认同的会自己离开或慢慢被淘汰。（2010-04-04）",[827,2566,2567,2568,2570],{},"网友：请教段哥，您在",[838,2569,1070],{},"的时候，有没有定期找时间亲自跟下面的人进行培训？今天看到一个报道，说Twitter的CEO自己编了一门6小时的课程（Managing at Twitter），定期跟下面的管理员上课，理由是他期望下面的manager有一致的管理方式／工作方式。",[827,2572,2573,2574,2576],{},"我觉得这种方式对树立公司的",[831,2575,135],{"href":833},"也是挺有帮助的（当然，培训的内容必须是靠谱的）。您怎么看？",[827,2578,2579,2582],{},[838,2580,2581],{},"段永平：培训的成本很贵，但不培训的成本更贵。不知道第二点的企业走不远。"," （2013-10-28）",[827,2584,2585,2587],{},[838,2586,840],{}," 在中欧最大的收获就是我们引进了一些中欧的课程，尤其是管理概论。当时公司学员里还包括有丁磊同学哈。中欧课程的引入对降低我们的沟通成本起到了很大作用！我还记得我当时学到的一句话：如果你觉得培训贵的话，那就试试不培训的成本吧（忘了谁说的，原话也不记得了）。（2019-10-08）",[827,2589,2590],{},"【引用】段永平：我为什么要去读书？——《读者》2001年11月刊",[827,2592,2593,2594,2597],{},"我在中欧学习时，只要发现有好的课程，我就会把它搬到公司，然后再请中欧的老师来给我们的高层、中层的管理人员进行培训。",[838,2595,2596],{},"在公司，我们提倡全员学习。"," 公司每年投入到员工培训方面的经费是很大的。我认为学习对员工对公司都很重要，虽然通过工作、实践来学习也是学习的一种途径。但是集中系统的理论学习可能效果会更快一些，沟通的成本也会因此而大大降低。",[827,2599,2600,2603],{},[838,2601,2602],{},"对于一个企业，我觉得成本最高的地方就在沟通上面，因为大家的想法千奇百怪，受教育的背景也各不相同，沟通的时候，如果没有一个统一的理论基础，可能会影响到工作的效率。"," 如果公司有一套成形的系统学习方案，员工在培训时就不断地接受同一种理论的影响，沟通起来也会慢慢变得容易，沟通成本自然也就降低了。公司各方面的改进也会加快，这样日积月累，对公司的成长很有好处。",[827,2605,1883,2606,2608,2609,2612,2613,2615,2616,2618],{},[838,2607,1286],{},"、",[838,2610,2611],{},"腾讯","、阿里都对",[831,2614,135],{"href":833},"内容进行过几次升级修改，什么时候应该对",[831,2617,135],{"href":833},"进行更新呢？",[827,2620,2621,2623],{},[838,2622,840],{}," 应该是自己觉得有必要的时候吧。(2021-05-30)",[822,2625,2627],{"id":2626},"第五节-文化案例","第五节 文化案例",[827,2629,2630],{},"请问步步高的核心竞争力是什么？",[827,2632,2633,2635],{},[838,2634,840],{}," 是我们的企业文化！呵呵，10多年前我就这么回答，现在可能有些人已经开始明白了。（2010-03-09）",[827,2637,2638],{},"网友S：段总对公司的核心竞争力-企业文化还是很有信心的，低调不说而已。",[827,2640,2641,2643],{},[838,2642,840],{}," 不是因为低调，是因为说这个就必须要说当时前3名的那些公司有哪些弱点和长处，我们有哪些弱点和长处。如果合作就可以弥补我们双方的弱点，发挥我们的长处，一定时间后的市场表现就会超过前3名中的一个到两个了。由于要谈到别人，就不好在这里说了。（2010-10-21）",[827,2645,2646],{},"网友：如果当时有人问您为什么可以认为能做到前3甚至前两名，您的回答会是啥？",[827,2648,2649,2651],{},[838,2650,840],{}," 呵呵，不会在公开场合说。",[827,2653,2654],{},"网友：看到您对自己公司的评论“不是好的商业模式，不是好的标的”。我还是很触动。步步高从1994年至今，快20年了。一直很健康，所在行业基本是第一，盈利也很好，消费者的美誉度也很高，您都认为不够好，我在想国内的企业只怕绝大多数只怕更差。包括格力，美的，安踏，联想等等应该也不是好的商业模式，不是好的投资标的吧。另外，一个好的商业模式，应该一定是效率最高的模式。",[827,2656,2657],{},"希望能得到您的解答（2012-04-10）",[827,2659,2660,2662],{},[838,2661,840],{}," 好坏是相对而言的。我们的生意模式和苹果比确实不是好的生意模式。但是，我们的企业文化还不错，所以生存能力应该还比较强。顺便说下，步步高是1995年9月中成立的，还有3年到20年。（2012-04-06）",[827,2664,857,2665,2667],{},[838,2666,1070],{},"退出生活电器，是回避红海吗？",[827,2669,2670,841,2672],{},[838,2671,840],{},[838,2673,2674],{},"我们经营这么多年，退出过的产品很多，简单讲就是如果用5年10年的眼光来看这个不适合我们。(2011-04-19)",[827,2676,2677,2678,2681],{},"前面说过N次了，",[838,2679,2680],{},"我们的核心竞争力就是我们的文化","。比如决定退出生活电器领域就是一个例子，从长期来看，这个领域不适合我们，也就是说对我们而言就是个错误的方向。错了就改，不管多大的代价都是最小的代价。就这么简单，但能做到的人很少。(2011-04-20)",[827,2683,2684],{},"网友：步步高的（企业文化）有点长啊。",[827,2686,2687,2689],{},[838,2688,853],{}," ：呵呵，你把每一条的解释都放进去了。企业文化是需要逐条解释的，不然无法传达。我觉得我们的和阿里巴巴的有点像。（2010-04-04）",[827,2691,2692],{},"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。",[827,2694,2695],{},"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。",[827,2697,2698],{},"网友：您认为文化差异是东西方企业经营理念不同的原因吗？中国不少企业都在加班加点，有些急功近利。",[827,2700,2701,2703],{},[838,2702,840],{}," 好企业在哪儿的经营理念都很相近。美国急功近利的公司也很多，中国公司也不都是急功近利。我本人很多年前就很反对没事加班加点的。我一直认为老是强迫加班加点的部门负责人的管理水平有问题，老是强迫加班加点的公司老板的管理水平有问题。(2010-04-14)",[827,2705,2706],{},"我一直都不鼓励加班，但不是说我反对加班。需要时加点班无可非议，但过分加班会影响员工的生活，长此以往也会让竞争力下降的。我总是希望大家能够高效率工作，同时还能好好生活，能多陪点家人孩子啥的。我们接受“慢慢地富起来”的观点，事实上我们做得也还不错啦。",[827,2708,2709,2711,2712,2714,2715,2717,2718,2720,2721,2724],{},[838,2710,840],{}," 我一直觉得",[838,2713,1286],{},"的企业和产品文化有很多地方和",[838,2716,932],{},"很相近，也许有一天",[838,2719,1286],{},"也可以像当年",[838,2722,2723],{},"索尼","改变世界对日本产品印象那样改变世界对中国产品的印象。（2011-11-02）",[827,2726,2727],{},[838,2728,2729],{},"（新闻）调查称国产手机大多设收费陷阱，可自动扣话费",[827,2731,2732,2734],{},[838,2733,840],{}," 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）",[827,2736,2737,2739],{},[838,2738,840],{}," 呵呵，刚刚查到的。看来我没说错。",[827,2741,2742,2746],{},[2743,2744,2745],"span",{},"公告","OPPO手机官方声明",[827,2748,2749],{},"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。",[827,2751,2752],{},"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：",[827,2754,2755],{},"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。",[827,2757,2758],{},"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。",[827,2760,2761],{},"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。",[827,2763,2764],{},"网友S：说实话，我可能确实小人心度君子腹了。坦率地说，我觉得这件事情没有这么简单。继任者陆兆禧先生的淘宝网，同样假货很多，如果不是更多的话。当然C2C控制起来更难。此外我没有细心观察和调研过这家企业，特别是内部文化，没有什么发言权。但据朋友和他们员工聊天说的情况，感觉这家企业洗脑非常厉害，而且搞马云先生的个人崇拜。从卫哲先生的辞职信，我也有一种这样的感觉。",[827,2766,2767],{},"此外，在imeigu（艾美谷）上，YAHOO那位同学写阿里的文章，我觉得应该比较实在，因为他是从工程师角度写的，我很能理解。一家企业面试时让员工大肆暴露自己的隐私，以此作为考验，我个人非常难以接受。",[827,2769,2770],{},"诚信，应该落实在实际当中，愤怒，焦虑，这些不是长效机制。而且我个人觉得阿里，淘宝的假货，应该不是半年一年的问题了。马云先生这一两个月焦虑，愤怒，我不太理解。",[827,2772,2773],{},"可能的话，3月份也许会去阿里公司一趟，眼见为实吧。无论如何，它是我们这个时代和社会的一种“现象”。",[827,2775,2776],{},"最后，段老师能否给些建议：如果真要去看，看些什么比较重要。我个人希望和中层，员工多聊聊。也没有想清楚要聊什么，才能看清楚企业文化。经营上，我个人感觉要担心的不是非常多，如果您能提几个要点，那当然更好。",[827,2778,2779,2781],{},[838,2780,853],{}," ：讲几点我的理解。",[2783,2784,2785,2792,2795,2798,2801],"ol",{},[2786,2787,2788,2791],"li",{},[838,2789,2790],{},"好的企业文化不是万能的，但能让公司少犯原则性错误，而且可以让公司及早发现错误。"," 同样的事情如果出现在企业文化不如阿里巴巴的公司的话，估计认识到错误就不容易，改起来就更难了。",[2786,2793,2794],{},"你这里所谓的洗脑估计讲的就是对企业文化的宣导。我看到的倒是觉得阿里对企业文化宣导很有一套。当然，从这次事件来看，大家可以知道要把企业文化真正融到骨子里还是非常不容易的。至于个人崇拜嘛，那是我们中国文化的产物。能有马云这种成就的人在中国谁周围没一堆人去有意识无意识搞个人崇拜？能不能抗住这种个人崇拜的副作用则主要要看马云是否可以一直保持清醒状态了。从这次事件看，马云还是很清醒的。",[2786,2796,2797],{},"假货不是淘宝造的，没有淘宝抓假货将更难。我了解淘宝在抓假货上还是很花功夫的，至少绝对没有故意纵容。",[2786,2799,2800],{},"马云的焦虑和愤怒是很容易理解的，因为在他自己的领地里居然有这种破坏原则的问题。将心比心，我处于同样的情况也会感到愤怒的。",[2786,2802,2803],{},"不知道到这类公司里你能看到啥，聊也很难聊出什么东西的。不过，去看看至少有个直观感觉。当然，如果真有什么特别不好的东西，如果你敏感的话，有时候可以“闻”出来。（2011-02-18）",[827,2805,2806],{},"网友W：呵呵，这次公司出了事，曝光的越多越好，矫枉过正希望能置之死地而后生。",[827,2808,2809,2811],{},[838,2810,840],{}," 我发现“做错的事情”的人和公司往往在侥幸活过来后还会继续“做错的事情”，就有点像骗子被抓以后往往会认为是骗术不够好而总结如何提高骗术一样。（2011-03-24）",[827,2813,2814,2817],{},[838,2815,2816],{},"段永平：做对的事情，把事情做对。发现错马上改，不管多大的代价都是最小的代价。这是我喜欢马云和阿里巴巴集团的原因。有强大的企业文化不等于不会做错事。强大的企业文化往往体现在做错的事情的概率相对低、发现得早、改得快。"," （2011-03-25）",[827,2819,2820,2822,2823,2817],{},[838,2821,840],{}," 负责调查的居然是关明生。关明生来自GE，早年对阿里的企业文化的建立起过巨大的作用。",[838,2824,2825],{},"他写过一本书，好像叫《关乎天下》，我很久以前曾经浏览过，印象中觉得写得很好且非常实用，值得做企业的人一看（或多看）。",[827,2827,2828],{},"网友j：“阿里文化不如步步高文化的地方是，阿里要成为最大，步步高要本分。",[827,2830,2831],{},"本分即自然，道法自然。”----佩服！",[827,2833,2834,2836],{},[838,2835,840],{}," 这话不是我说的，是网友在问题里说的，我并不同意这个说法。（2012-01-14）",[827,2838,2839],{},"网友：阿里愿景“成为世界最大的电子商务服务提供商”。阿里文化不如步步高文化的地方是，阿里要成为最大，步步高要本分。",[827,2841,2842,2844],{},[838,2843,840],{}," 本分和最大本身并没有任何矛盾！事实上，我们公司做的产品大部分最后都是国内“最大”的，只不过我们罕有提起而已。我们不提的原因是认为这不是我们用户关心的东西，但这往往是我们关心用户而产生的自然结果。",[827,2846,2847,2848,2850],{},"我个人认为，追求最大确实有点问题，因为他是一个结果而不是一个方向，而且有可能和核心价值观产生矛盾（比如有时可能不符合",[831,2849,53],{"href":1136},"等）。不过，阿里巴巴作为公司还比较新，等他真到了第一以后才能明白我说的问题何在，那时再改也来得及。（2010-04-05）",[827,2852,2853],{},"网友H：如果可以的话，我希望能听听段总点评一下三星的企业文化。另外，从自己的观察，苹果有一点跟三星很不同的是苹果比三星专注的多。",[827,2855,2856,2858],{},[838,2857,840],{}," 苹果是一家有利润之上追求的公司。真正有这种追求的公司非常少。（2014-08-04）",[827,2860,2861,2862,2864],{},"我非常喜欢",[838,2863,1566],{},"的“不作恶”(Don't be evil)。(2012-04-14)",[827,2866,2867],{},"网友：“居然从没有一个人问过我为什么我们认为我们可以做到前3名甚至前两名。感觉这事好像没人关心一样。”——小哥认为松下有点自大了！",[827,2869,2870,2873],{},[838,2871,2872],{},"段永平：我不认为是因为自大，是企业文化出问题了，大家不太关心公司的整体和未来，只想混自己的日子。"," （2010-10-14）",[827,2875,2876],{},"网友A：可能松下太大了，他们自己对中国手机市场的成长速度和潜力认识不够，同时也错过了像段总这样的商界奇才，不可多得的合作伙伴。",[827,2878,2879,2881],{},[838,2880,840],{}," 确实，如果你还认为这是“商界奇才”，那说明你还是没太理解啊。（2010-10-14）",[827,2883,2884],{},"网友S：我的感觉是，以东方文化，如果某人开口表示了兴趣，那么应该大约意味着他这一级应该采取些行动。至少当事人可能是这么认为的。而以他们的级别：如果级别比较低，那么可能无所适从的，因为他们会觉得需要高层来决定，而他们是需要提供依据（日方的），而在当时的情况下，多一事不如少一事，提供依据不是他们（既定）的工作内容工作量，所以按照东方文化，他们选择了沉默；",[827,2886,2887],{},"如果级别比较高，可以决定或者说上话的人物，多少也有上面的担心。更大的担心我估计是，一旦表示了兴趣，需要一个决策，而决策是有风险的。在这个级别，风险和收益可能不对等。所以总体上，我很认同段老师的判断，是因为没有人非常关注公司的未来，愿意自己承担风险，来给公司增加（潜在的）收益。这个问题的解决，我感觉，一是需要文化；",[827,2889,2890],{},"二是可能需要专门的制度设计，不需要个人来承担这样的风险，甚至可以分享到收益；例如成立一个杂务或者对外联络部门，专门来处理来自各个级别的这类信息。当然根本的是一，因为如果用二，其实也会遭遇到系统官僚化的问题。",[827,2892,2893,2895],{},[838,2894,840],{}," 呵呵，所以我认为他们的文化好像有点问题了。（2010-10-18）",[827,2897,2898,2900],{},[838,2899,840],{}," 当年去松下时，当时中村社长就是这么说的：“我总在想如果松下老人站在我背后，他会怎么想这件事”（希望不是翻译错了）。我马上心里就想，松下要有麻烦了，回来后就把松下的股票慢慢都卖了。",[827,2902,2903],{},"当一个社长都在这么想的时候，这个公司的文化肯定都是这样的，那他们的产品时间长了以后就不会好到哪里去。（2011-10-22）",[827,2905,2906],{},"网友：为什么卖？拜访过程中你发现什么了？",[827,2908,2909,2911],{},[838,2910,840],{}," 呵呵，不方便细说，但至少六顶帽子里有一顶以上出来说NO了。(2011-05-07)",[827,2913,2914,2917],{},[838,2915,2916],{},"六顶帽子思考法","，呵呵，网上很容易就找到了。(2011-04-08)",[827,2919,2920],{},"网友：你认为日本sony、松下、东芝等等日企现在低迷的主要原因是什么，有什么教训需要我们吸取？",[827,2922,2923,2925],{},[838,2924,840],{}," 我觉得日本企业创新文化不够好，很教条。我们总体上还不如日本企（2012-05-11）",[827,2927,2928],{},"网友D：在97-98年就发现sony的“品质关”出问题了，能说说是怎样发现的吗？我感觉这里是“懂”企业的重要一环。是他的企业文化出问题了？可能是“利润之上”的追求没有了！",[827,2930,2931,2933],{},[838,2932,840],{}," 具体不太记得了，大概就是当时买的几乎所有的sony产品好像都有一些我觉得不该有的问题，似乎整个设计生产都是急急忙忙的样子，体验开始变得不好。",[827,2935,2936],{},"而且那个时候的sony已经开始做好多东西，而且开始让别人某种程度打他的牌子，比如当时新科的dvd机芯就是sony的，而sony自己的dvd却不用当时他们卖给新科的机芯（表示他们自己知道质量可能有问题），等等。",[827,2938,2939],{},"网友T：我从来不认为日本人有多大的远见，他们的辉煌是在特定的历史时期内的产物，再过30年我想几乎没有什么领域会有他们的身影。我讲一个sony的例子，我的同学在sony做音频的工程师，sony准备开发一款竖着放CD碟片的CD机，但因为碟片在高速转动的过程中会引起抖动共振，日本的工程师和中国香港的工程师联合攻关，从电路到结构等用了无数办法都搞不定。",[827,2941,2942],{},"后来让中国大陆的人也加进来攻关，这个同学之前跟一些技术工人做过生产技术，他在一些容易引起共振的地方增加了8个垫片，各项指标都符合标准了，问题就解决了，呵呵。",[827,2944,2945],{},"结果呢？这个同学被大会小会的批评了几次，说工作不严谨，呵呵，可笑呀，结果还是用这个方案出厂，这样的企业文化实在看不出好在哪？",[827,2947,2948,2950],{},[838,2949,840],{}," 任何对日本人的轻视都可能是愚蠢和危险的。",[827,2952,2953],{},"网友T：相信以后各行各业都会有这样真的勇士。",[827,2955,2956,2958],{},[838,2957,840],{}," 那只是在我们自己村。如果我们的电子产品能在日本本土占据优势，那才说明我们真的进步了。日本企业强大了很多年，现在依然强大，我们有点像游击队端了他们几个碉堡，未来的路还长着呢。",[827,2960,2961],{},"不知道如果一个破坏公司原则而给公司带来一点眼前利益的人是否是人才，这种人在我们中国是太多而不是太少。你说的听起来只是故事的一部分。",[827,2963,2964],{},"网友T：我举的例子最后是企业用这个方案出厂了，如果认为不合适，是不出厂，一方面认可这个方案，但确告诉员工要循规蹈矩，这是希望员工学什么呢？这个就是我一个同学的真人真事，如果步步高解决这个问题，有一个技术员提出似乎有些不合规矩的方案，但能解决这个问题，步步高是鼓励大家在解决问题的时候敢想敢做，还是只按照原来的方式进行呢。",[827,2966,2967,2969],{},[838,2968,840],{}," 如果解决了共振问题却带来了可靠性问题是绝对不可以接受的。我估计你同学可能是这方面出的问题，否则不应该因为解决了问题而受批评。不是很想再和你讨论企业问题了，有些东西对很多人来讲看起来确实要当过“老板”才容易明白，哪怕是小老板。",[827,2971,2972],{},"网友T：争论对你可能没提高，对我是有帮助的，你也不想你说一句什么话，总没有不同的声音吧。",[827,2974,2975,2977],{},[838,2976,840],{}," 但我觉得你经常为输赢在说话，不太好。",[827,2979,2980],{},"网友B：没做过企业的人和一个企业家争论企业，真好笑。",[827,2982,2983,2985],{},[838,2984,840],{}," 其实不是因为好笑。有很多东西由于某些原因只能意会，没经历过的人意会不了啊。",[827,2987,2988,2990],{},[838,2989,840],{}," 所以要避开和不信任的人做伙伴。如果你不信任一家公司就不应该投资这家公司。",[827,2992,857,2993,2996],{},[838,2994,2995],{},"诺基亚","手机为啥死掉了？",[827,2998,2999,3001,3002,3004],{},[838,3000,840],{}," 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