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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":535,"body":818,"category":427,"chapterOrder":21,"date":9,"description":537,"editor":2077,"extension":2078,"meta":2079,"navigation":2080,"order":538,"path":2081,"publishedAt":9,"seo":2082,"seoDescription":537,"seoTitle":2083,"slug":536,"source":9,"sourceAuthor":832,"sourceDate":9,"sourceNote":2084,"sourceStatus":2085,"sourceUrl":9,"sources":2086,"stem":2087,"summary":537,"tags":2088,"type":435,"updatedAt":2092,"volume":533,"volumeOrder":31,"__hash__":2093,"_collection":2094},"dao\u002Fdao\u002Fqanda\u002Fwenda-business-11.md",{"type":819,"value":820,"toc":2069},"minimark",[821,826,834,837,843,848,851,856,864,869,872,883,890,893,896,901,904,917,920,929,935,946,951,956,964,973,978,985,988,993,996,1001,1004,1007,1012,1021,1030,1034,1037,1042,1045,1048,1057,1060,1063,1068,1071,1076,1079,1082,1091,1097,1100,1106,1109,1114,1120,1123,1128,1131,1134,1137,1140,1143,1146,1151,1158,1163,1166,1171,1175,1180,1183,1186,1191,1194,1201,1206,1209,1212,1215,1220,1223,1228,1231,1236,1239,1248,1251,1256,1263,1269,1272,1277,1280,1285,1288,1293,1296,1299,1308,1311,1316,1319,1324,1327,1332,1337,1340,1344,1347,1350,1355,1358,1363,1366,1369,1372,1375,1380,1383,1388,1395,1400,1403,1408,1411,1419,1422,1425,1428,1434,1437,1442,1445,1451,1454,1460,1463,1466,1471,1474,1477,1480,1485,1488,1494,1497,1502,1513,1518,1527,1530,1535,1538,1547,1550,1555,1560,1563,1566,1571,1585,1590,1595,1598,1601,1604,1609,1613,1621,1624,1629,1632,1635,1638,1641,1644,1649,1652,1655,1661,1666,1669,1674,1679,1686,1689,1694,1697,1702,1705,1710,1713,1716,1721,1724,1729,1732,1735,1740,1743,1759,1765,1768,1771,1776,1781,1784,1789,1792,1795,1800,1803,1812,1815,1821,1824,1829,1832,1837,1840,1845,1848,1856,1862,1867,1870,1877,1880,1885,1888,1897,1903,1910,1913,1918,1921,1926,1929,1934,1937,1942,1945,1950,1953,1960,1963,1974,1977,1982,1985,1988,1993,1996,1999,2004,2007,2016,2022,2025,2031,2034,2037,2042,2045,2048,2051,2056,2059,2064],[822,823,825],"h2",{"id":824},"第一节-什么是-stop-doing-list","第一节 什么是 Stop Doing List",[827,828,829,833],"p",{},[830,831,832],"strong",{},"段永平"," ：即使是号称很有企业经验的本人也是在经受很多挫折之后才觉得自己对投资的理解比较好了。我问过巴菲特，在投资中不可以做的事情是什么，他告诉我说：不做空，不借钱，最重要的是不要做不懂的东西。",[827,835,836],{},"这些年，我在投资里亏掉的美金数以亿计，每一笔都是违背老巴教导的情况下亏的，而赚到的大钱也都是在自己真正懂的地方赚的。（2010-02-04）",[827,838,839,840],{},"引用：段永平点评芒格主义 ",[830,841,842],{},"如果想提高你的认知能力，忘记过去犯过的错误是坚决不行的。",[827,844,845,847],{},[830,846,832],{}," ：想起小偷被抓以后，满脑子都是如何改进偷技的想法的那个故事。",[827,849,850],{},"所以这里的错误有两种性质的：\n1．做了错的事情---以后不能再做---放上stop doing list。\n2．在把事情做对上犯了错误--这个不可避免，但可以通过学习改进。那个小偷犯的是第一个错，但用的是第二个的改进办法，会更糟的。（2012-06-26）",[827,852,839,853],{},[830,854,855],{},"最好是从别人的悲惨经历中学到深刻教训，而不是自己的。我们有些成功是早就预言的，有些是意外获得的。",[827,857,858,860,861],{},[830,859,832],{}," ：",[830,862,863],{},"不听老人言，吃苦在眼前和眼后。看了这句话以后，其实大多数人们还是不会听的。",[827,865,866],{},[830,867,868],{},"能从自己的错误里吸取教训就已经很了不起了，能从别人的错误里吸取教训的那都是天才。",[827,870,871],{},"坚持犯自己犯过的错误的人也不用太不高兴啊，至少股市上85%以上的人是这样的。有人陪总是一件不错的事情。（2012-06-26）",[827,873,874,877,878,882],{},[830,875,876],{},"段永平："," 主要讲的是",[879,880,23],"a",{"href":881},"\u002Fzuoduideshiqing","。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。",[827,884,885,886,889],{},"至于怎么",[887,888,28],"span",{},"，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。",[827,891,892],{},"“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）",[827,894,895],{},"网友：大道老师，我昨晚思考成功路上有对的事，也有错的事在等着。不为清单，是把错的事标记起来。走的时候可以提醒自己，或者避开。这样前进的时候顺利一些，安全一些。不然经常掉下去，再爬起来，浪费了时间，还会损失后退。我这样理解不为清单行吗？请大道指导纠正。",[827,897,898,900],{},[830,899,876],{}," 我觉得可以这样理解。（2019-09-15）",[827,902,903],{},"网友：想请段总把您自己在投资中的stop doing list分享出来",[827,905,906,908,909,912,913,916],{},[830,907,876],{}," 我的投资中的stop doing list很简单，就是不懂不碰。主要集中在两个方面：",[879,910,70],{"href":911},"\u002Fshangyemoshi","和",[879,914,135],{"href":915},"\u002Fqiyewenhua","。（2020-10-10）",[827,918,919],{},"网友：不太理解“千万别用来挑剔别人”。",[827,921,922,924,925,928],{},[830,923,876],{}," 我早年说过，",[879,926,12],{"href":927},"\u002Fbenfen","不是“照妖镜”，主要是用来检视自己。但企业同时有自己的不为清单，那个一般是强制性的。(2020-12-03)",[827,930,931,932,934],{},"网友：如何保持自己只",[879,933,23],{"href":881},"?",[827,936,937,939,940],{},[830,938,876],{}," ",[830,941,942,943,945],{},"没人可以保证自己只",[879,944,23],{"href":881},"，所以需要建立不为清单。可以参考《基业长青》和《从优秀到卓越》。(2015-08-12)",[827,947,948],{},[830,949,950],{},"一般来说，我总是努力去提醒人们不要做什么，但多数人最后总是会回到问我“那我该干嘛”。大概只有很少的人看明白了，我们干过啥对你能干啥不会有太多帮助的。(2019-06-19)",[827,952,953],{},[830,954,955],{},"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。",[827,957,958],{},[830,959,960,961,963],{},"所谓要",[879,962,23],{"href":881},"实际上是通过不做不对的事情来实现的，这就是为什么要有不为清单，意思就是不做或者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不为清单。",[827,965,966],{},[830,967,968,969,972],{},"如果能尽量不做不对的事情，同时又努力地",[879,970,28],{"href":971},"\u002Fbashiqingzuodui","，长时间(10年20年)后的区别是巨大的。(2019-04-02)",[827,974,975,977],{},[830,976,876],{}," 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）",[827,979,980,981,984],{},"网友：大道，建立stop doing list（",[830,982,983],{},"不为清单）"," 时是不是内容尽量具体细致一些效果会比较好？",[827,986,987],{},"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？",[827,989,990,992],{},[830,991,876],{}," 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）",[827,994,995],{},"网友：段总应该也有弱点吧，你是怎么解决的呢？",[827,997,998,1000],{},[830,999,876],{}," 呵呵--当我知道自己会死在哪里时，就永远不去那儿--芒格（大意啊，原话不记得）。（2010-10-22）",[827,1002,1003],{},"查理·芒格原话：“我只想知道我将来会死在什么地方这样我就永远不去那儿了”",[827,1005,1006],{},"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？",[827,1008,1009,1011],{},[830,1010,876],{}," 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）",[827,1013,1014,1015,1018,1020],{},"网友：",[830,1016,1017],{},"步步高",[879,1019,135],{"href":915},"是如何这么好地落地的？有负面清单吗？",[827,1022,1023,1025,1026,1029],{},[830,1024,876],{}," 我不在位很多年，不知道现在的不为清单，但",[830,1027,1028],{},"每个人最好去积累自己的不为清单会比较有效果","。(2019-03-14)",[822,1031,1033],{"id":1032},"第二节-我们不做的事情","第二节 我们不做的事情",[827,1035,1036],{},"问：你们说你们从不攻击对手，是这样的吗？",[827,1038,1039,1041],{},[830,1040,876],{}," 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。",[827,1043,1044],{},"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）",[827,1046,1047],{},"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？",[827,1049,1050,1052,1053,1056],{},[830,1051,876],{}," 我们提倡好汉能吃眼前亏。不赚不该赚的钱。",[830,1054,1055],{},"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。",[827,1058,1059],{},"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）",[827,1061,1062],{},"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",[827,1064,1065,1067],{},[830,1066,876],{}," 呵呵，我想网易是对的。（2011-12-22）",[827,1069,1070],{},"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。",[827,1072,1073,1075],{},[830,1074,876],{}," 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）",[827,1077,1078],{},"快讯：报道称微软将向国际消费电子展说“不”",[827,1080,1081],{},"（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）.",[827,1083,1084,1085],{},"网友：周鸿祎发飙：怒批“霸道总裁”余佳文太虚",[879,1086,1090],{"href":1087,"rel":1088},"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",[1089],"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？",[827,1092,1093,1096],{},[830,1094,1095],{},"段永平：不诚信公司大概率不会有好下场"," 。（2015-08-14）",[827,1098,1099],{},"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？",[827,1101,1102,1105],{},[830,1103,1104],{},"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）",[827,1107,1108],{},"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？",[827,1110,1111,1113],{},[830,1112,876],{}," 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）",[827,1115,1116,1117],{},"网友引用：",[830,1118,1119],{},"段永平给营销人员讲话全文",[827,1121,1122],{},"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。",[827,1124,1125,1127],{},[830,1126,876],{}," 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）",[827,1129,1130],{},"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。",[827,1132,1133],{},"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。”",[827,1135,1136],{},"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。”",[827,1138,1139],{},"这个故事真有启发性。",[827,1141,1142],{},"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。",[827,1144,1145],{},"希望各位球友能领悟到一些东西，再次感谢大道。",[827,1147,1148,1150],{},[830,1149,876],{}," 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。",[827,1152,1153,1154,1157],{},"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",[879,1155,135],{"href":1156},"\u002Fwenda-business-08","很不错，我的判断正确吗？",[827,1159,1160,1162],{},[830,1161,876],{}," 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）",[827,1164,1165],{},"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！",[827,1167,1168,1170],{},[830,1169,876],{}," 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）",[822,1172,1174],{"id":1173},"第三节-不打价格战不追份额不谈性价比","第三节 不打价格战、不追份额、不谈性价比",[827,1176,1177,1179],{},[830,1178,876],{}," 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？",[827,1181,1182],{},"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）",[827,1184,1185],{},"网友：你当年做步步高，能避免价格战吗？",[827,1187,1188,1190],{},[830,1189,876],{}," 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。",[827,1192,1193],{},"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）",[827,1195,1196,1197,1200],{},"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",[879,1198,53],{"href":1199},"\u002Fxiaofeizhedaoxiang","。这两者有什么区别吗？",[827,1202,1203,1205],{},[830,1204,876],{}," 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。",[827,1207,1208],{},"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。",[827,1210,1211],{},"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）",[827,1213,1214],{},"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）？",[827,1216,1217,1219],{},[830,1218,876],{}," 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）",[827,1221,1222],{},"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。",[827,1224,1225,1227],{},[830,1226,876],{}," 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）",[827,1229,1230],{},"网友：“性价比”就没有未来吗？雷布斯哭了。",[827,1232,1233,1235],{},[830,1234,876],{}," “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）",[827,1237,1238],{},"网友：没有销售部，那你的价格决策机制是什么？",[827,1240,1241,1243,1244,1247],{},[830,1242,876],{}," 做市场调研，在上市的时候就尽可能定准价，错了及时调整。",[830,1245,1246],{},"（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。"," （2018-09-30）",[827,1249,1250],{},"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？",[827,1252,1253,1255],{},[830,1254,876],{}," 我该说的都说了，也许你多看几年就明白了？（2019-03-14）",[827,1257,1258,1259,1262],{},"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。",[830,1260,1261],{},"想问问大哥，企业啥时候能开这个大招儿"," ？",[827,1264,1265,1268],{},[830,1266,1267],{},"段永平：犯病的时候。"," （2014-09-30）",[827,1270,1271],{},"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？",[827,1273,1274,1276],{},[830,1275,876],{}," 看看iphone和诺基亚就明白了。（2010-10-10）",[827,1278,1279],{},"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.",[827,1281,1282,1284],{},[830,1283,876],{}," 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）",[827,1286,1287],{},"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。",[827,1289,1290,1292],{},[830,1291,876],{}," 市场占有率是果不是因，在乎也没用。（2010-10-16）",[827,1294,1295],{},"网友：联想3年：如何走出阴影？",[827,1297,1298],{},"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……",[827,1300,1301,1303,1304,1307],{},[830,1302,876],{}," 这么长的文章好难看。",[830,1305,1306],{},"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）",[827,1309,1310],{},"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？",[827,1312,1313,1315],{},[830,1314,876],{}," 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）",[827,1317,1318],{},"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？",[827,1320,1321,1323],{},[830,1322,876],{}," 我们好像从来就没有太具体的目标。（2013-12-19）",[827,1325,1326],{},"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。",[827,1328,1329,1331],{},[830,1330,876],{}," 想想苹果如果也犯这个毛病会是什么结局。",[827,1333,1334,1336],{},[830,1335,876],{}," 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。",[827,1338,1339],{},"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，“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）",[822,1341,1343],{"id":1342},"第四节-聚焦与取舍","第四节 聚焦与取舍",[827,1345,1346],{},"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？",[827,1348,1349],{},"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？",[827,1351,1352,1354],{},[830,1353,876],{}," 谁更专注，谁就更有机会。（2016-10-26）",[827,1356,1357],{},"网友：诺基亚手机为啥死掉了？",[827,1359,1360,1362],{},[830,1361,876],{}," 当时诺基亚一年出大概50个机种，岂有不死之理？！",[827,1364,1365],{},"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。",[827,1367,1368],{},"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。",[827,1370,1371],{},"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）",[827,1373,1374],{},"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？",[827,1376,1377,1379],{},[830,1378,876],{}," 诺基亚聚焦在“提高市场份额上”了，岂有不败之理？（2013-02-26）",[827,1381,1382],{},"网友：很久以前在一份财经媒体上看到段先生一句话“做企业如跳水运动员，动作越少越好”，深受启发，也把它作为做人的原则之一。",[827,1384,1385,1387],{},[830,1386,876],{}," 呵呵，我总觉得那是史玉柱说的。他老说是我说的，我自己有点不记得当时是不是用过跳水这个例子。我大概说过企业一定要聚焦，或者是焦点法则等等。不过用跳水来形容非常好，谁说的不重要。（2010-03-27）",[827,1389,1390,1391,1394],{},"网友：做产品和市场，往往喜欢很多品种，好处用于不同细分市场，用于上下夹攻对手的品种。坏处搞一大堆库存，品质不好控制。单一品种需要很好的功力---把产品做到极致。难啊。因为难，大部分人喜欢多品种。就跟投资一样，",[879,1392,58],{"href":1393},"\u002Fjiazhitouzi","简单，但很不容易。做波动，往往很吸引人。",[827,1396,1397,1399],{},[830,1398,876],{}," 呵呵，亏钱当然比赚钱容易（2011-01-28）",[827,1401,1402],{},"网友：热盼段总讲一下当年渠道成本的故事。",[827,1404,1405,1407],{},[830,1406,876],{}," 这里说的渠道成本的意思就是品种越多，占用的渠道库存越大，是几何级数的关系。（2011-04-09）",[827,1409,1410],{},"网友：我也喜欢产品单一的公司，其实像茅台，云南白药，都是产品单一的公司。甚至做人也是一样，能把一件事做到极致的人一定是非常优秀的。李昌钰就说，一生只做一件事。",[827,1412,1413,1415,1416,1418],{},[830,1414,876],{}," 单一比较容易聚焦，这意味着",[879,1417,28],{"href":971},"的效率高同时犯错误的概率低。",[827,1420,1421],{},"要做到“单一”是非常难的一件事，因为市场的需求是多样化的。ipad和iphone有一样神奇的东西，那就是不管什么年龄段的用户都觉得这是个专门为自己设计的产品。",[827,1423,1424],{},"我那个“著名”朋友李路是个孝子，给70多的老爸买了个ipad，结果老爸一天到晚地捧着ipad，还跟李路说：这东东简直就是专门为我设计的嘛。（2011-04-09）",[827,1426,1427],{},"iphone4S再出问题 耳机出现间歇性故障",[827,1429,1430,1431,1433],{},"北京时间11月7日消息，iphone4S智能手机近日再次出现问题，有用户反映耳机出现间歇性故障，向外打电话时无法听见声音。据苹果官网显示，关于耳机失灵的讨论已经多达近30页，不少用户表示这次故障能够通过重新开机或者拔掉耳机然后恢复，但是这仅是暂时解决问题……\n",[830,1432,876],{}," 品种少的好处之一，有问题反映快，解决也快。（2011-11-07）",[827,1435,1436],{},"网友：好观点！",[827,1438,1439,1441],{},[830,1440,876],{}," It's not an opinion，it is a fact.（2011-11-07）",[827,1443,1444],{},"网友x：an unexpected finding based on fact.",[827,1446,1447,1450],{},[830,1448,1449],{},"段永平：我十多年前就明白这个道理，从任天堂那里学的。这些年来很惊奇地发现，很少有人能看懂。"," （2011-11-08）",[827,1452,1453],{},"网友：单一产品的好处多多，为何OPPO与步步高要把手机产品分系列，品种不少呢？",[827,1455,1456,1459],{},[830,1457,1458],{},"段永平：我们属于知道要追求少品种的，所以相对同行多数来说品种确实要少，但做不到苹果的水平。"," （2012-01-29）",[827,1461,1462],{},"网友：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。",[827,1464,1465],{},"“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），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。",[827,1467,1468,1470],{},[830,1469,876],{}," 常思长想是很重要的，你能有这个体会说明你真的想了。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。",[827,1472,1473],{},"“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）",[827,1475,1476],{},"网友：做产品是不是也这样？是不是SKU越多越不好做？我又要再纳闷一次了，为什么小公司小品牌的产品一般都比较多？比如一个山寨电器厂的话，肯定什么收音机游戏机甚至手机都做很多款式。哪个是因哪个是果？是因为一开始小，无法依靠单项产品生存，所以必须多做几款？还是因为什么都做又没做好，所以是小公司小厂家？",[827,1478,1479],{},"最近有一家很著名的PC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？",[827,1481,1482,1484],{},[830,1483,876],{}," 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）",[827,1486,1487],{},"网友：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，不是一般的多。",[827,1489,1490,1493],{},[830,1491,1492],{},"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）",[827,1495,1496],{},"网友：您那句“c.渠道成本低……”的话。您的意思是说“苹果单一产品模式”让苹果在渠道上降低了成本。我在思考的是“为什么单一产品模式可以降低渠道成本”？",[827,1498,1499,1501],{},[830,1500,876],{}," 你倒过来想也许就明白了。举个例子，20多年前我们卖小霸王游戏机（还没到学习机）时，小霸王游戏机只有两款：红白机和蓝白机（有点像iphone的黑色和白色），对手们经常都是有好几十款的。当时我们的销售部门最多被质疑的问题就是款式太少。好像最后款式多的那些对手最后绝大多数都消失了，原因大概就是品种太多最后导致的问题（其实是表象）。",[827,1503,1504,1505,1508,1509,1512],{},"网友：你曾说：“",[830,1506,1507],{},"诺基亚","聚焦在提高市场份额上了，岂有不败之理？”(2013-02-26)，现在",[830,1510,1511],{},"OPPO","也搞机海战术，realme每年推出的手机款式应该有20多种，您怎么看？",[827,1514,1515,1517],{},[830,1516,876],{}," 如果一直如此，将来也肯定会很难受的。(2022-11-06)",[827,1519,1520,1521,1524,1526],{},"真是一个蛮有意思的东西。从20世纪90年代初我就开始强调要聚焦，30年了，我们依然会走着走着就又偏了。从这里能看到",[830,1522,1523],{},"苹果",[879,1525,135],{"href":915},"的强大，也能看到我们的不足。亡羊补牢未为晚也！",[827,1528,1529],{},"网友：当年的小霸王学习机也差不多是单一产品模式，记得当时单一款486B卖得很好，而且在旺季来临前就备足（生产）了货源。",[827,1531,1532,1534],{},[830,1533,876],{}," 呵呵，这是我能看懂苹果的重要原因之一，没有那段经历，不一定会知道苹果有多厉害。（2012-02-01）",[827,1536,1537],{},"网友：自己创业开推拿足浴店有6年的时间，后面感觉自己的天花板比较低，所以寻找新的机会，这两年有代理三家公司的产品，现在主要的迷茫点是开店面可以维持基本收入，而有一个社交电商的加盟项目在深思熟虑后也觉得前景不错，那个坡和雪会比开推拿店好。而我们的能力和资源也是有限，是选择齐头并进还是重点突破好呢？",[827,1539,1540,1542,1543,1546],{},[830,1541,832],{}," ：我不了解你和你的生意，很难给任何建议。不过，",[830,1544,1545],{},"就生意种类一般而言，做得越多，赚得越少，所以聚焦很重要。"," （2019-08-02）",[827,1548,1549],{},"网友：“ 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），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。”怎么理解？",[827,1551,1552,1554],{},[830,1553,832],{}," ：品种多则单一品种研发投入少，库存总量多，单位成本也会高。（2019-08-14）",[827,1556,1557,1559],{},[830,1558,876],{}," 对，这说明我还活着，我相信我们公司还会活着，你比方说你说上市，我看到他们上市融那点资，说实话我根本就不需要，我有的是，我的钱比他融资要多，你说追求一个世界500强，这个不是我的目标，硅谷有一句话叫smart is beautiful，就是小不一定是不好，它可能是一个好，那么我自己也讲fast is slow，也有人讲nice is more好就是多，其实我们也用，我们叫焦点法则，就是你不能做太多东西，你要聚焦在某些地方，我想对企业的一些理解，它是一些你自己要去悟的东西。",[827,1561,1562],{},"（2007-07-07）",[827,1564,1565],{},"网友：马云说，CEO的主要任务不是寻找机会而是对机会说NO。机会太多，只能抓一个。我只能抓一只兔子，抓多了，什么都会丢掉。",[827,1567,1568,1570],{},[830,1569,876],{}," 这是焦点法则。(2010-07-15)",[827,1572,1573,1574,1577,1578,1581,1582,1584],{},"网友：有的空调厂家也是品类多，同样适用20平方米的空调，一个",[879,1575,141],{"href":1576},"\u002Fpinpai","对应的空调有好几个型号，",[879,1579,146],{"href":1580},"\u002Fchayihua","又不大，选择起来真困难。",[830,1583,1523],{},"这点就特别好，可选择少，错不了。",[827,1586,1587,1589],{},[830,1588,876],{}," 看上去很简单的一件事情，做到却非常难。销售一线总是会要求品种多一点再多一点，决策者需要清醒面对这种要求。我当CEO的时候几乎每天都会有人说希望品种多一点。对我们这种产品而言，品种多一点大概是个非常愚蠢的想法。诡异的是，大家看看有多少人对此乐此不疲，包括我们自己在内。(2022-11-07)",[827,1591,1592,1594],{},[830,1593,876],{}," 我的原话是讲的叫焦点法则就focus。就是你必须在focus聚焦，就说你要做你自己擅长的事情。中国有一段时间在搞多元化，我就不懂，我说这个多元化你一个都搞不好，说鸡蛋要放在很多个篮子里头，我的观点就鸡蛋就放在一个篮子里头，这样我才看得住，放八个篮子里头肯定至少打掉七个，最后那个还守不住，对吧？嗯，是这么来的。",[827,1596,1597],{},"那我觉得史玉柱他的理解呢，是用他自己的语言表达出来的。我的原话，我不记得我曾经在任何地方讲过用高台跳水这个讲法，但是呢focus这个讲法我是肯定讲过的，因为我跟史玉柱也比较熟了，因为我们原来在泰山产业会有时候在一块聊天，那么也聊到过一些事情，我说我反正没讲过，他说我肯定讲过，我前段时间还在旧金山见到他，这个我是确实不记得，但是那个道理是一样的。",[827,1599,1600],{},"他说高台跳水这个东西，就说你动作越少越安全越简洁，所以他现在要这个聚焦在他喜欢并且熟悉的事情上头，我觉得这个道理其实很简单，但简单的东西是不容易的，很难做到。（2008-01-08）",[827,1602,1603],{},"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。",[827,1605,1606,1608],{},[830,1607,876],{}," 就是专注的意思。（2013-08-16）",[822,1610,1612],{"id":1611},"第五节-更健康更长久","第五节 更健康更长久",[827,1614,1615,1617,1618],{},[830,1616,876],{}," “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。",[830,1619,1620],{},"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。",[827,1622,1623],{},"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）",[827,1625,1626,1628],{},[830,1627,876],{}," 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？",[827,1630,1631],{},"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，",[827,1633,1634],{},"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。",[827,1636,1637],{},"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）",[827,1639,1640],{},"网友：珠三角地区大批中小企业倒闭的原因是什么？",[827,1642,1643],{},"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。",[827,1645,1646,1648],{},[830,1647,876],{}," 这段话说得不是太对，是不是翻译有问题？",[827,1650,1651],{},"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）",[827,1653,1654],{},"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。",[827,1656,1657,1660],{},[830,1658,1659],{},"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）",[827,1662,1663,1665],{},[830,1664,876],{}," 不疾而速！这个说法也很好。（2012-01-04）",[827,1667,1668],{},"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。",[827,1670,1671,1673],{},[830,1672,876],{}," “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）",[827,1675,1676,1678],{},[830,1677,876],{}," 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。",[827,1680,1681,1682,1685],{},"我们是有个不短的stop doing list的，今天举个小例子：芒格说如果知道自己会死在哪里就坚决不去那里。",[830,1683,1684],{},"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）"," 。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。投资也一样，不用margin！（2016-11-10）",[827,1687,1688],{},"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。",[827,1690,1691,1693],{},[830,1692,876],{}," 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）",[827,1695,1696],{},"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？",[827,1698,1699,1701],{},[830,1700,876],{}," 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。",[827,1703,1704],{},"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？",[827,1706,1707,1709],{},[830,1708,876],{}," 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）",[827,1711,1712],{},"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。",[827,1714,1715],{},"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。",[827,1717,1718,1720],{},[830,1719,876],{}," 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）",[827,1722,1723],{},"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。",[827,1725,1726,1728],{},[830,1727,876],{}," 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）",[827,1730,1731],{},"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。",[827,1733,1734],{},"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。",[827,1736,1737,1739],{},[830,1738,876],{}," 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）",[827,1741,1742],{},"我原话的意思是胸无“大”字(有时也戏称胸无大志)。这里的“大”是好大喜功的大。我说这话时流行“要做强先做大”，很多企业奔着世界500“大”去，所以那时候我就开始特别强调企业健康最重要，不要在乎“大”小，要着眼于脚踏实地。胸无“大”字和胸有大志不是矛盾的，实际上可以说它们是一回事。(2019-08-25)",[827,1744,1745,1746,1748,1749,1751,1752,1755,1756,1758],{},"网友：大道，您好！您在不同场合一直强调“",[879,1747,23],{"href":881},"，",[879,1750,28],{"href":971},"”。这句话我一直不太理解。是否是基于",[879,1753,227],{"href":1754},"\u002Fzhangqizhuyi","，在未来10年、30年还能够有长期利益的事情就是对的呢？正如",[830,1757,1017],{},"30周年司庆的主题：“更健康 更长久”。",[827,1760,1761,1762,1764],{},"忽视短期利益的诱惑，利于",[879,1763,227],{"href":1754},"的事情就是对的吗？",[827,1766,1767],{},"大道：这是道逻辑题。我们说的一直是，不符合更健康更长久的事情就是错的。这个就是stop doing list。（2025-12-26）",[827,1769,1770],{},"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？",[827,1772,1773,1775],{},[830,1774,876],{}," 核心是安全，在投资里其实就是复利的意思。（2013-06-06）",[827,1777,1778,1247],{},[830,1779,1780],{},"段永平：我不做长期有息贷款。这样在经济危机中才有最大的生存机会，我买房子都不贷款。",[827,1782,1783],{},"不要走捷径，不要相信弯道超车。弯道超车是不开车和不坐车的人说的，总会被反超的。（2018-09-30）",[827,1785,1786,1788],{},[830,1787,876],{}," 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。）",[827,1790,1791],{},"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）",[827,1793,1794],{},"网友：你主张不贷款，不用margin，错过了机会怎么办？",[827,1796,1797,1247],{},[830,1798,1799],{},"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。",[827,1801,1802],{},"中国民营企业应该怎么应对贸易战的挑战？",[827,1804,1805,1807,1808,1811],{},[830,1806,876],{}," 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",[879,1809,88],{"href":1810},"\u002Fxianjinliu","，所以每一次危机来的时候都是机会。（2018-09-30）",[827,1813,1814],{},"网友：股市里常说不借钱投资。那在自己公司经营过程中，要不要借钱来经营呢？这个问题很蠢",[827,1816,1817,1820],{},[830,1818,1819],{},"段永平：经营中借钱和买股票用margin没啥本质区别，常用最后大概率都会倒在上面的"," 。（2020-10-20）",[827,1822,1823],{},"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？",[827,1825,1826,1828],{},[830,1827,876],{}," 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）",[827,1830,1831],{},"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？",[827,1833,1834,1836],{},[830,1835,832],{}," ：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）",[827,1838,1839],{},"怎么看待中国企业爱弯道超车？",[827,1841,1842,1844],{},[830,1843,876],{}," 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）",[827,1846,1847],{},"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？",[827,1849,1850,1852,1853],{},[830,1851,876],{}," 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。",[830,1854,1855],{},"本分也不意味着就是要慢，而是强调要安全。",[827,1857,1858,1861],{},[830,1859,1860],{},"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。",[827,1863,1864],{},[830,1865,1866],{},"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。",[827,1868,1869],{},"网友：能说说研究公司的一些技巧吗？",[827,1871,1872,939,1874],{},[830,1873,876],{},[830,1875,1876],{},"做了20年企业，一直找不到技巧。(2010-05-05)",[827,1878,1879],{},"我说“守正不出奇”的意思是“守正”不是为了“出奇”。很多人说“守正出奇”时脑子里想的都是“出奇制胜”“弯道超车”啥的。好企业的“奇兵”大多都是熬出来的，不然也奇不了多久。(2020-10-10)",[827,1881,1882],{},[830,1883,1884],{},"债务是个危险的东西，和margin差不多。经营企业中的债务有时候更危险，因为资产往往是很难急着变现的，危险来临的时候跑都很难跑。发展慢一点会健康很多的。",[827,1886,1887],{},"网友：请教个问题：您老讲500大，那能否对您认可的世界500强举例讲讲为什么？",[827,1889,1890,1892,1893,1896],{},[830,1891,876],{}," 500强就是500大，因为这是每年根据营业额统计出来的东西。",[830,1894,1895],{},"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)",[827,1898,1899,1900,1902],{},"网友：您最看重",[879,1901,135],{"href":915},"的哪些方面？",[827,1904,1905,939,1907],{},[830,1906,876],{},[830,1908,1909],{},"我看重那些让企业更健康更长久的因素。(2019-04-09)",[827,1911,1912],{},"网友：善战者无赫赫之功，善医者无煌煌之名，善弈者通盘无妙手。",[827,1914,1915,1917],{},[830,1916,876],{}," 很赞。(2022-06-08)",[827,1919,1920],{},"网友：大道的很多看法真超前。",[827,1922,1923,1925],{},[830,1924,876],{}," 其实不是超前，只是努力往远处看而已。(2024-03-30)",[827,1927,1928],{},"网友：看到今年高考作文题目，第一时间想到大道。",[827,1930,1931,1933],{},[830,1932,876],{}," 2022高考作文(全国高考卷)",[827,1935,1936],{},"“本手、妙手、俗手”是围棋的三个术语。本手是指合乎棋理的正规下法；妙手是指出人意料的精妙下法；俗手是指貌似合理，而从全局看通常会受损的下法。对于初学者而言，应该从本手开始，本手的功夫扎实了，棋力才会提高，初学者热衷于追求妙手而忽视更为常用的本手。本手是基础，妙手是创造。一般来说，对本手理解深刻，才可能出现妙手；否则，难免下出俗手，水平也不易提升。",[827,1938,1939],{},[830,1940,1941],{},"其实妙手就是本手，所以其实本无妙手。",[827,1943,1944],{},"网友：如果一个企业手上的现金很少，是不是很危险和很被动？",[827,1946,1947,1949],{},[830,1948,876],{}," 是的，因为人总会犯错。不要让一个错误就把你打倒。(2010-03-25)",[827,1951,1952],{},"网友：足够的最小发展速度，我的理解重点是“知足”，是否对呢？",[827,1954,1955,939,1957],{},[830,1956,876],{},[830,1958,1959],{},"核心是安全，在投资里其实就是复利的意思。(2013-06-06)",[827,1961,1962],{},"网友：能否分享一下您在围棋中的感悟？",[827,1964,1965,1967,1968,1970,1971,1973],{},[830,1966,876],{}," 基本上就是“要下本手，还要知道本手在哪里”。大概就是",[879,1969,23],{"href":881},"，还要知道如何",[879,1972,28],{"href":971},"。(2013-05-14)",[827,1975,1976],{},"网友：如何看待企业的跨越式发展，弯道超车。",[827,1978,1979,1981],{},[830,1980,876],{}," 提高翻车率的有效办法。(2019-02-14)",[827,1983,1984],{},"网友O：很多公司都有愿景，但好像都是写在字面上的东西。如果愿景写的比较切合实际，但那似乎又不是“愿”景。您觉得呢？",[827,1986,1987],{},"另外，我观察公司愿景是否是真得还是假的，主要是看领导有没有真的把它当回事。我觉得您就经常提到步步高的愿景，所以我相信它是真的。ps：不知道有没有记错，bbk步步高的远景是做更健康，更长久的公司？呵呵。",[827,1989,1990,1992],{},[830,1991,832],{}," ：愿景的意思是大家的愿景（远景），光写在纸上是没用的。",[827,1994,1995],{},"我们公司提的是更健康更长久。也就是说不健康不长久的事我们不应该做（哪怕眼前有钱赚也不应该做）。（2010-11-10）",[827,1997,1998],{},"网友：每次我读到某家公司削减成本的计划书时，我都想到这并不是一家真正懂得成本为何物的公司，短期内毕其功于一役的做法在削减成本领域是不起作用的，一位真正出色的经理不会在早晨醒来之后说今天是我打算削减成本的日子，就像他不会在一觉醒来后决定进行呼吸一样。这句话我不是很明白。",[827,2000,2001,2003],{},[830,2002,876],{}," 你自己削减一下自己的开销试试？两年后你就明白了。（2016-05-28）",[827,2005,2006],{},"网友L：的确啊，成本控制是日常基本功。",[827,2008,2009,2011,2012,2015],{},[830,2010,876],{}," 对的，控制成本和经济好坏无关，是个一直要做的事情。",[830,2013,2014],{},"最好笑的就是经常看到上市公司为了满足华尔街的预期去减成本，尤其是为了减成本而裁员。"," （2016-05-30）",[827,2017,2018,2021],{},[830,2019,2020],{},"巴菲特："," 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