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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":555,"body":818,"category":427,"chapterOrder":41,"date":9,"description":557,"editor":1451,"extension":1452,"meta":1453,"navigation":1454,"order":558,"path":1455,"publishedAt":9,"seo":1456,"seoDescription":557,"seoTitle":1457,"slug":556,"source":9,"sourceAuthor":867,"sourceDate":9,"sourceNote":1458,"sourceStatus":1459,"sourceUrl":9,"sources":1460,"stem":1461,"summary":557,"tags":1462,"type":435,"updatedAt":1468,"volume":533,"volumeOrder":31,"__hash__":1469,"_collection":1470},"dao\u002Fdao\u002Fqanda\u002Fwenda-business-12.md",{"type":819,"value":820,"toc":1443},"minimark",[821,826,833,839,842,848,853,863,869,872,878,881,890,893,899,902,911,916,919,924,927,936,939,944,948,955,966,969,979,989,995,1003,1008,1011,1016,1025,1033,1036,1041,1048,1057,1063,1072,1077,1081,1084,1090,1101,1113,1119,1124,1127,1130,1133,1136,1139,1147,1154,1163,1173,1179,1184,1187,1193,1203,1206,1211,1215,1225,1240,1246,1251,1261,1270,1273,1279,1285,1290,1293,1298,1302,1305,1313,1322,1343,1346,1353,1360,1363,1366,1369,1372,1378,1381,1384,1389,1392,1397,1400,1406,1409,1414,1417,1425,1431,1438],[822,823,825],"h2",{"id":824},"第一节-为什么不搞多元化","第一节 为什么不搞多元化",[827,828,829],"p",{},[830,831,832],"strong",{},"引用：《步步高总裁段永平人大演讲精彩实录》",[827,834,835,838],{},[830,836,837],{},"段永平："," 一个企业家应将80%的精力放在20%的事情上，这20%的事情能给你带来80%效益。我们有的企业最大的毛病就是什么事都想去做。实际上每个企业的资源都是有限的，包括人力、物力、财力，把这有限的资源用到无限的投资方面上去肯定要出问题。有的企业什么都在做，但都没有什么特点，你不知道它到底是干什么的。",[827,840,841],{},"这种企业的问题也许短期内不会表现出来，但将来会很麻烦。我从“小霸王”到“步步高”，一直都在搞电子行业，且搞活经济的产品也很单一，但与我们同时起步的一些搞多元化经营的企业相比，我们的发展速度和经营效果要好得多，“小霸王”在几年之间资产翻了几十倍，我觉得与焦点法则有很大关系。",[827,843,844,845],{},"同时在经营时还要对自己的资源及能力有一个正确估计，有时有人问我对某一个项目有没有兴趣，我问都不问就说没有兴趣，我知道我自己和我的企业就这么点能力和规模，不可能再分散资源，我根本就不追求有天上掉馅饼的事。",[830,846,847],{},"（2000年）",[827,849,850],{},[830,851,852],{},"问：请问您对企业多元化和归核化的看法？",[827,854,855,858,859,862],{},[830,856,857],{},"段永平：归核化可能就是我们企业的焦点法则，意思就是集中优势兵力打歼灭战。我一向是反对多元化的，"," 我们现在的情况不是多元化，应称为行业的专业化和产品的多样化。我们产品有几大类，但分为三个独立的公司。",[830,860,861],{},"一般，如果我们判断进不了前三名的行业，我们就不进入"," 。",[827,864,865,868],{},[830,866,867],{},"段永平"," ：（上面这段）是我们还没开始卖DVD以前的事情了，忘了哪一年，大概是99年的样子？简而言之，那时候我比现在要年轻很多。（2019-10-19）",[827,870,871],{},"网友p：鸡蛋多放几个篮子未必是有效提高风险的最好办法吧？是不是手误啊？",[827,873,874,877],{},[830,875,876],{},"段永平：“"," 把鸡蛋多放几个篮子其实是有效提高风险的最好办法，虽然能明白这个东东非常不容易。 ”绝对不是笔误！不过有点调侃的意思。不是说“一定会”，但很多情况下会的，有兴趣你可以看看有多少“多元化”的公司最后都遇上大麻烦了。有本书叫《Focus》，也许你可以找来看看，里面有很多很好的公司把鸡蛋放多几个篮子最后鸡飞蛋打的例子。",[827,879,880],{},"网友W：呵呵。是的，把鸡蛋放在一个篮子是本质，放到多个篮子是一个篮子放不下的结果。专注和多元化貌似也是这个逻辑。对和错很多时候表面看起来是一样的。",[827,882,883,885,886,889],{},[830,884,837],{}," 呵呵，",[830,887,888],{},"一个篮子放不下和上杆子要放多个篮子还是不一样的"," 。（2011-12-01）",[827,891,892],{},"网友P：我记得好像是哪个说过，多元化是能力问题。",[827,894,895,898],{},[830,896,897],{},"段永平：大概是吧，就像没办法做成iphone就多搞几个品种一样。"," （2011-12-01）",[827,900,901],{},"网友C：以前还不太理解多元化的危害，多元化相当于把两只手分到两边，四处开火。这几年看人人、航美、网秦、迅雷、乐视，好像都是从不看好自己的主业、多元化开始走向羸弱的。",[827,903,904,906,907,910],{},[830,905,837],{}," 大部分企业的“多元化”，并不是“不看好自己的主业”，而是没有能力经营好自己的主业，所以觉得另搞一件事情也许会解决问题？但大概率另一件事情也搞不好。",[830,908,909],{},"所以本质上是自身的能力问题，而不是事的问题，更不是多元化的问题。"," 这跟人生碰上问题怪“原生家庭”是一样的。",[827,912,913,915],{},[830,914,837],{}," 多元化一般是主业不够强，想靠多元化找出路，结果找了一条岔路。(2023-07-06)",[827,917,918],{},"网友：聚焦是放之四海而皆准的原则吗？",[827,920,921,923],{},[830,922,837],{}," 就做企业而言应该差不多吧。(2022-02-12)",[827,925,926],{},"网友：美的它发展很快，不可否认它的收购和并购都很成功，你估计步步高会不会这样做？或者继续练好自己的内功？",[827,928,929,931,932,935],{},[830,930,837],{}," ",[830,933,934],{},"我们不会走M&A，就是收购和兼并这条路去发展。我们这种办法短期看来好像慢很多，但从10年20年的角度来看，有可能是最快的。"," 很累但很有成就感。（2010-03-25）",[827,937,938],{},"网友：有些公司历来不怎么分红，后来又千方百计把利润弄没了。",[827,940,941,943],{},[830,942,837],{}," A股有些公司就有这个问题，看着利润不错，可老是不知道公司会怎么用这些钱。一看他们多元化我就有点晕。(2010-05-23)",[822,945,947],{"id":946},"第二节-什么算多元化什么不算","第二节 什么算多元化，什么不算",[827,949,950,951,954],{},"网友：怎么判断是多元化？像",[830,952,953],{},"苹果","从电脑到手机到平板，到手表，好像不是多元化，要是做汽车算多元化么？我有些迷糊。",[827,956,957,959,960,862,963,965],{},[830,958,837],{}," 不知道多元化定义是什么，",[830,961,962],{},"看着像是在同一个老板管理下的业务之间关联度很小的东西",[830,964,953],{},"的各业务之间高度关联，显然不是一般所说的多元化。（2018-11-03）",[827,967,968],{},"网友：我感觉不好的多元化，是这个做不好就看看换另一个事情能不能好这种搞法。",[827,970,971,973,974,978],{},[830,972,837],{}," 实际情况多数可能会是因为在某个地方成功了，所以就觉得自己很厉害，想做更多的事情，不小心就跑到",[975,976,33],"a",{"href":977},"\u002Fnengliquan","外面去了。有时候试一试也没啥错，所以这里其实还是蛮难划一条特别清楚的界限的。很多人的所谓多元化大概都是因为生意而去的，什么好赚钱就跟着去做点啥，和自己原来的用户群没啥关系。",[827,980,981,982,985,986,988],{},"举个例子，如果",[830,983,984],{},"腾讯","开始做房地产了，那就叫多元化，但如果他们买块地给自己员工盖宿舍或建自己的办公楼就不算。又比如有个群众因为自己爱好开了个网站，虽然和他以前干的事情不完全一样，也不知道在不在自己的",[975,987,33],{"href":977},"内，所以依然不算是多元化，但可以叫作创业了。(2018-11-21)",[827,990,991,992,994],{},"网友F：段老师，有点绕哈。是不是在新的领域（另一元），自己的能力能够满足现有客户的需求，并能创造价值，获得收益，这叫多元化成功（或者就不叫多元化）？而不在自己",[975,993,33],{"href":977},"之内的多元化是有害的！",[827,996,997,931,999,1002],{},[830,998,837],{},[830,1000,1001],{},"多元化的意思就是俗语“不要吊死在一棵树上”，要多找几棵树。"," （2018-11-21）",[827,1004,1005,1007],{},[830,1006,837],{}," 我看到的多元化多是因为自己在某个地方成功了，想要如法炮制到别的地方。比方说篮球打好了就跑去打棒球，或者高尔夫啥的？（这句话是开我喜欢的两个篮球运动员的玩笑哈）（2019-01-09）",[827,1009,1010],{},"网友F：其中的一个是我也特别喜欢的球星库里，喜欢打高尔夫球，据说高尔夫比篮球打得还溜！",[827,1012,1013,1015],{},[830,1014,837],{}," 喜欢打棒球那个是乔丹，居然中间去打了一年职业比赛，然后回来又拿了三届冠军。库里和乔丹一样，在篮球以外的运动上都不如其他职业球员。（2019-01-10）",[827,1017,1018,1019,1021,1022,1024],{},"网友Q：看懂一个大公司的各业务之间是否高度关联和互补，也超出了我们很多人的",[975,1020,33],{"href":977},"。段总抽时间多给我们聊聊",[830,1023,984],{},"有没有多元化问题吧。",[827,1026,1027,1029,1030,1032],{},[830,1028,837],{}," 感觉产品上",[830,1031,984],{},"不算多元化的，他们的绝大多数产品间或多或少都是有关联或者是内在关联的。投资上似乎有点散，但仔细一想似乎也大多是有关联的。至少他们不是在追求多元化吧？（2018-11-03）",[827,1034,1035],{},"网友G：史总也是多元化摔了跟头？",[827,1037,1038,1040],{},[830,1039,837],{}," 史玉柱做事情还是蛮专注的，当年出问题也不是因为多元化。后来做了保健品以及游戏，在生意上也算是蛮成功的。后来这两个生意的管理团队完全不同，所以不算多元化。（2018-11-04）",[827,1042,1043,1044,1047],{},"网友：",[830,1045,1046],{},"步步高","做过VCD、DVD、电话、复读机、点读机、手机，为何说不是多元化呢？",[827,1049,1050,1052,1053,1056],{},[830,1051,837],{}," 这都是我们三家公司在不同时期由不同团队做的产品。",[830,1054,1055],{},"每个团队都应该是高度聚焦的才能做好。"," (2010-10-15)",[827,1058,1059,1060,1062],{},"网友：段哥，美的在做空调还有电磁炉、豆浆机等小家电，不少人说它不够专一，那",[830,1061,1046],{},"现在除了手机、学习机也在做小家电，想听您谈谈对多元化的理解。",[827,1064,1065,1067,1068,1071],{},[830,1066,837],{}," 我们这些不同大类的产品都是不同的公司做的，完全独立的不同的团队，不会为其他产品分心，所以不是多元化的产物。",[830,1069,1070],{},"我不赞成一般意义上的多元化，尤其不赞成为多元化而多元化的多元化"," ——有很多公司在经历一段不错的发展后，为了分散风险，开始搞起了多元化，结果其中有些公司很快就不用再担心风险的问题了。（2010-09-20）",[827,1073,1074,1076],{},[830,1075,837],{}," 我们每个事业部都是高度独立和专业化的，都非常专注于自己擅长的领域。我们不会为了多元化而多元化。（2010-03-09）",[822,1078,1080],{"id":1079},"第三节-收购的成功率与条件","第三节 收购的成功率与条件",[827,1082,1083],{},"网友：求教，频繁收购公司容易出的问题在哪里？",[827,1085,1086,1089],{},[830,1087,1088],{},"段永平：我不知道，但知道收购的成功率一般都很低。只有具有很强企业文化的公司收购的成功概率才可能比较高点，"," 比如google，比如GE等。（2012-02-07）",[827,1091,1092,1093,1096,1097,1100],{},"网友：对企业来说",[975,1094,23],{"href":1095},"\u002Fzuoduideshiqing","如何判断？譬如吉利收购沃尔沃，联想收购 ",[830,1098,1099],{},"IBM"," 个人电脑部门等。",[827,1102,1103,1105,1106,1108,1109,1112],{},[830,1104,837],{}," 简单的东西不容易啊。",[975,1107,23],{"href":1095},"，",[975,1110,28],{"href":1111},"\u002Fbashiqingzuodui","，就是简单不容易的典型代表。其实从外人的角度来看，我无法判断吉利的收购案或联想的收购案对他们来讲是否是件对的事情，但他们最后自己都会知道的。",[827,1114,1115,1118],{},[830,1116,1117],{},"关于并购，我可以讲一个我的简单理解。如果当有人本着“大不一定强，不大则一定不强。所以要做强则先做大”的想法去并购的话，那结局一定是很难看的。"," 韦尔奇的自传里写过一些关于并购的原则，你有兴趣可以去看看。(2011-01-26)",[827,1120,1121],{},[830,1122,1123],{},"引用：《21世纪》专访韦尔奇",[827,1125,1126],{},"《21世纪》：吉利集团合并沃尔沃公司后，吉利董事局主席说，吉利是吉利，沃尔沃是沃尔沃，他们是各自独立的公司，他们并不在一个体系下运作。而根据麦肯锡的报告，目前越来越多亚洲企业采取如此做法，你如何评价？",[827,1128,1129],{},"韦尔奇：每一家公司都会有它的处事风格。可能中国公司认为没有能力去接管沃尔沃，沃尔沃可能也是这样考虑的。但是，这种情况下，并购方就可能错失了技术交流的机会，失去了财务部门提升成本效益的机会，失去了人力资源部门开发人才的机会。",[827,1131,1132],{},"另一方面，置沃尔沃于不管，可能也是一个成功的办法，因为他们缺少人才去完成全部的工作。",[827,1134,1135],{},"《21世纪》：有人认为，这是一次筷子与刀叉所相遇的机会，这两家公司各有优点，但如果他们的合并并不能良好发展，可能会引起不小的问题。",[827,1137,1138],{},"韦尔奇：但是为什么要置沃尔沃于不管呢？既然如此为什么又要并购沃尔沃呢？为什么？你告诉我为什么？是看上了沃尔沃的人才，技术还是市场呢？",[827,1140,1141,885,1143,1146],{},[830,1142,837],{},[830,1144,1145],{},"让韦尔奇来管个中国公司他就明白了。语言及文化沟通是大问题，没法解决。"," 但这种收购最大的好处可能是在专利上。（2011-12-06）",[827,1148,1149,1150,1153],{},"网友：吉利买下沃尔沃轿车",[975,1151,141],{"href":1152},"\u002Fpinpai","，联想买下IBM笔记本品牌，海尔将三洋中华区品牌买下来。请问段大哥，品牌还能这样出售吗？万一收购方将品牌越做越差，不是更影响未出售的品牌和产品。到时连叫停的权力都没有了。",[827,1155,1156,1158,1159,1162],{},[830,1157,837],{}," 你是为买方着急还是为卖方着急？",[830,1160,1161],{},"一般来讲多是只有错买没有错卖的。你说的这几个例子也是如此，卖方没啥要担心的"," 。（2016-11-25）",[827,1164,1165,1166,1169,1170,1172],{},"网友：想请教下，就是现在也在谈一个类似于企业并购的事情，感觉被并购的管理层还达不到",[830,1167,1168],{},"巴菲特","多数例子中那些管理层的品行水准，所以想问下就是我看到的",[830,1171,1168],{},"收购例子中，没有提到业绩对赌之类的，是不是巴老收购一般都不谈对赌呢？真是完全凭着对于人和企业的把握来做收购呢？",[827,1174,1175,1178],{},[830,1176,1177],{},"段永平：对赌双方一般都比较短视。作为投资方，对赌总是立于不败之地的，对接受投资的人而言，参与对赌是匪夷所思的。"," （2017-01-07）",[827,1180,1181],{},[830,1182,1183],{},"引用：巴菲特31年股东信精华",[827,1185,1186],{},"对于购并的对象，我们偏爱那些“产生现金”而非“消化现金”的公司。由于高通胀的影响，越来越多的公司发现它们必须将所赚得的每一块钱再投入才能维持其原有的生产力，就算这些公司账面数字再好看，除非看到白花花的现金，我们对之仍保持高度警戒。（1980）",[827,1188,1189,1190,1192],{},"网友：如何看",[830,1191,953],{},"的收购？",[827,1194,1195,931,1197,1199,1200,1202],{},[830,1196,837],{},[830,1198,953],{},"在建立生态中也许可以通过买这种小公司买到一些人才和技术以及专利，以及别的我不太清楚的东西。",[830,1201,953],{},"肯定不会为了买点营业额或者利润啥的去收购的。(2024-01-06)",[827,1204,1205],{},"网友：如果一家公司基本以纯股票形式收购另外一家公司而本身亏损很大，被收购公司是一家盈利未上市公司，可否看成是被反向收购了，这样的公司有没有投资价值，尤其在股价低于收购时的股票价值时？",[827,1207,1208,1210],{},[830,1209,837],{}," 呵呵，看不太懂。感觉好像其中一家有点傻。（2010-03-05）",[822,1212,1214],{"id":1213},"第四节-多品牌子品牌与分拆","第四节 多品牌、子品牌与分拆",[827,1216,1217,1218,1221,1222,1224],{},"网友K：一直不明白为什么要避免多元化，另外，",[830,1219,1220],{},"可口可乐","不也有多个子",[975,1223,141],{"href":1152},"么？",[827,1226,1227,1229,1230,1239],{},[830,1228,837],{}," 很少有公司能够做好“多元化”的，尤其是那些为了多元化而多元化的公司。",[830,1231,1232,1233,1235,1236,1238],{},"子",[975,1234,141],{"href":1152},"是不同的概念，一般是在其",[975,1237,33],{"href":977},"内。茅台","出53度飞天以外的白酒或许有一定的道理，毕竟还是在白酒的行业里，但如果做别的酒，比如葡萄酒或啤酒就有点怪了。（2013-02-25）",[827,1241,1242,1243,1245],{},"网友z：佛山有很多陶瓷企业，一个公司下面就有很多个",[975,1244,141],{"href":1152},"，当时也不明白！",[827,1247,1248],{},[830,1249,1250],{},"段永平：如果是同样的东西，一个牌子都做不好的话，多个牌子就更做不好了。如果一个牌子能做好的话，为什么还要多个牌子？OPPO和vivo的情况不一样，他们是两个完全相互独立的公司，希望不要误导大家。",[827,1252,1253,1254,1256,1257,1260],{},"网友：阿段，虽说没有见过你，但是",[830,1255,1046],{},"、",[830,1258,1259],{},"OPPO","的双牌运作超出我想象的成功，这点上敬佩你的远见。竞争反而使两个牌子的手机都做得更好了。",[827,1262,1263,1265,1266,1269],{},[830,1264,837],{}," 其实我们没有双牌运作的问题。",[830,1267,1268],{},"我们这就是两个不同的公司，完全不同的人，但正好在手机这个产品上重合了。"," 他们面临的竞争也是市场上所有的品牌。（2010-05-10）",[827,1271,1272],{},"网友：从长期看，分拆上市并没有提高总公司的内在价值，不过好处是可能从公司层面上分业经营，对某些盈利不错的主业会有点隔离的保护吧。",[827,1274,1275,1278],{},[830,1276,1277],{},"段永平：分拆一般是没有意义的。"," 我能想出来的意义大概是不同部门都想通过自己的业绩来体现自己的价值，而老板又没办法协调，大概就只能这么做。（2010-04-29）",[827,1280,1281,1282,1284],{},"网友：一直搞不清楚，",[830,1283,984],{},"旗下这么多生意，为什么不学搜狐和盛大把旗下有潜力的业务（比如电商，游戏）分拆上市呢？",[827,1286,1287,1289],{},[830,1288,837],{}," 把海陆空3军分拆上市会是啥子结果？（2011-10-16）",[827,1291,1292],{},"网友：对集团公司下属子公司分拆上市的股票，我本能地比较反感，总觉得可能有利益输送。段大哥怎么看？",[827,1294,1295,1297],{},[830,1296,837],{}," 一般的情况下，我也不喜欢。这种情况下，如果我对创始人或者管理层不信任的话，我是不会碰的。(2010-05-25)",[822,1299,1301],{"id":1300},"第五节-收购与多元化案例","第五节 收购与多元化案例",[827,1303,1304],{},"网友：大道觉得并购摩托罗拉的决策做得怎样？要改变这么大一家公司的文化可不容易，印象中以前好像没有特别成功的。",[827,1306,1307,931,1309,1312],{},[830,1308,837],{},[830,1310,1311],{},"谷歌","买摩托罗拉肯定不是为了买摩托罗拉的生意，所以我无法评价。如果是为了生意而去那就是脑袋坏了。（2012-01-24）",[827,1314,1315,1316,1318,1319,1321],{},"“",[830,1317,953],{},"CFO称",[830,1320,1311],{},"125亿美元收购摩托罗拉移动价格偏高。”(新闻)",[827,1323,1324,1325,1327,1328,1330,1331,1333,1334,1336,1337,1339,1340,1342],{},"别人谁买摩托罗拉都很难有好下场，但",[830,1326,1311],{},"出手则可能有点不同。一方面说明",[830,1329,1311],{},"确实急了；另一方面，",[830,1332,1311],{},"的文化确实强大，或许有机会？无论如何，",[830,1335,1311],{},"的文化和摩托罗拉的差异实在是太大了，如果",[830,1338,1311],{},"能够搞定摩托罗拉那就是",[830,1341,1311],{},"的又一个奇迹。3-5年后就能看到结果。（2011-08-19）",[827,1344,1345],{},"“雅虎高管称今年将有重大收购。”(新闻)",[827,1347,1348,1349,1352],{},"一看到雅虎说要开始加大并购了我就有点汗。美国雅虎的",[975,1350,88],{"href":1351},"\u002Fxianjinliu","还是非常不错的，但市场地位在未来会不断下降。目前雅虎的价钱里基本上就没有考虑美国雅虎的价值，这多少有点不公平但也未必一点没道理。如果雅虎未来几年为了自己“东山再起”的雄心而进行大规模收购的话，那美国雅虎就真没什么价值了。",[827,1354,1355,1356,1359],{},"不过，到目前为止雅虎看起来还是很",[975,1357,222],{"href":1358},"\u002Flixing","的。(2011-04-08)",[827,1361,1362],{},"“盛大非游戏业务盈利前景不明，拖累整体利润。”(新闻)",[827,1364,1365],{},"没有焦点的公司早晚会有麻烦。(2011-09-01)",[827,1367,1368],{},"“盛大迷途，传媒帝国梦想渐行渐远？盛大多年来一直靠网游造血，再输血到长长的新业务线中去，以期实现从网游向传媒娱乐帝国(文学、视频、电影、支付、云计算)的转型。但随着网游收入的锐减，盛大的梦想已经渐行渐远……”(新闻)",[827,1370,1371],{},"渐行渐远？好像一直都那么远。(2011-10-07)",[827,1373,1374,1375,1377],{},"“马化腾否认OPhone谣言，重申",[830,1376,984],{},"不做手机。”(新闻)",[827,1379,1380],{},"这个我能看懂。(2012-06-13)",[827,1382,1383],{},"网友：晶茂是前几年收购的一个电影广告公司，第七大道是去年买的一个网页游戏公司，花了1亿美刀左右吧，主要游戏是《弹弹堂》。",[827,1385,1386,1388],{},[830,1387,837],{}," 汗了，怪不得cyou股价上不去，原来他们还搞副业啊。电影广告公司居然也买？看不懂。（2012-02-07）",[827,1390,1391],{},"网友：10月29日消息，今日上午，美的集团董事局主席何享健宣布，截至今年10月，美的集团销售收入首次突破1000亿元，预计全年将突破1100亿元。他同时提出“再造一个美的”目标，要求集团在2015年实现销售收入2000亿元。美的集团也在今日公布了2011-2015年的发展规划，其主要的战略是继续保持规模化增长，将拓展以家电为核心的相关多元化产业发展。段总对格力还比较欣赏，能谈谈美的吗？如果真的能够在5年销售额翻番，这个公司还是值得关注的吧。",[827,1393,1394,1396],{},[830,1395,837],{}," 健康最重要。（2010-10-30）",[827,1398,1399],{},"网友：段总，您好，请问您对TCL这些年无论在经营范围或者在经营地域，都实行遍地开花的做法是怎么看的？说白了，我是想问，他们似乎也一直在努力，怎么利润回报就不理想呢？",[827,1401,1402,1405],{},[830,1403,1404],{},"段永平：“一直在努力”就一定有利润？先要做对的事情，努力才有用"," 。（2010-10-14）",[827,1407,1408],{},"网友F：在国内目前的情况下，说实话，我看到很多优秀企业的多元化，联想控股，史玉柱，复星等，当然情况各有不同。有些总某个时期只专注一件事，例如史玉柱先生。我觉得池先生，骨子里就是行业决定论者，也许有些像史先生？",[827,1410,1411,1413],{},[830,1412,837],{}," 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