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平理解好生意和护城河的重要指标。它不是随意卖高价的能力，而是因为产品差异化、用户信任和长期价值，让企业在合理范围内拥有不被价格战牵着走的能力。",22.5,{"title":150,"slug":151,"description":152,"category":132,"order":153,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"用户体验","yonghutiyan","段永平对用户体验的关注可以追溯到他做小霸王和步步高时期，那时他用\"消费者导向\"来表达类似的理念。2003年北大演讲中他说：\"对于企业来说，最重要的是产品，而产品又必须以消费者为导向，所以最终你要找准消...",23,{"title":155,"slug":156,"description":157,"category":132,"order":158,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"渠道","qudao","段永平对渠道的理解来源于他在步步高建立全国销售网络的实战经验。1999年在人民大学问答中，被问及步步高在管理上有什么特点时，他提到了\"地区唯一代理制\"的渠道管理模式。这是他最早公开谈论渠道策略的记录。",24,{"title":160,"slug":161,"description":162,"category":132,"order":163,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"平台","pingtai","段永平使用\"平台\"概念主要集中在分析苹果公司的商业模式时。最早出现在2011年他写的\"买入苹果思考\"中：",25,{"title":165,"slug":166,"description":167,"category":132,"order":168,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"生态系统","shengtaixitong","段永平使用\"生态系统\"这一概念主要是在分析苹果公司时。最早出现在2012年前后的投资问答中。当一位网友详细描述了苹果设备之间的联动体验（iPhone、iPad、Mac的无缝协作、App 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纯粹的现实主义者对应说的。理想主义者对这个世界很重要哈。（2026-09-02））是走不远的，因为他做任何事都会好高骛远，而一个纯粹的现实主义者又做不大，因为他太看重眼前，太小里小气。只有将两者结合起来，以平常的心态去看待所发生的事情，才会有所成就。他认为自己胸无大志，只是在踏踏实实地做事。",[812,883,822],{},"在三个行业里的的确确是第一，但",[812,886,822],{},"从来没有宣传过自己第一。因为",[812,889,822],{},"认为消费者不会因为你是第一就去买你的东西，最重要的是要看你产品的质量。他说：“",[812,892,822],{},"不会说‘要做中国的",[812,895,896],{},"松下","’这样的话，我们只会提一年的目标、两年的目标、三年的目标。如果有人问：‘你五年的目标有没有？’那么我会明确地告诉大家，咱没那个水平。10年前我只能看到下一个月的目标。”他认为，在成功的道路上欲速则不达，就像做",[836,899,135],{"href":900},"\u002Fpinpai","一样需踏踏实实，一步一步来。他说：“对成功的鉴定不在于别人对你的评价，而在于你自己的看法。一个成功者首先应该很快乐，其次才是有成就感。但无论什么时候都要有",[836,903,12],{"href":856},"，应该坦诚、自然、踏踏实实，这是我对人生的一种理解和感悟。”",[808,906,907,908,910,911,913,914,916,917,919],{},"1995年，",[812,909,814],{},"在已经做得相当成功的情况下离开了",[812,912,818],{},"公司，创建了",[812,915,822],{},"公司。当有同学问他为什么要离开",[812,918,818],{},"时，他说，主要原因是不开心，好多想法不能实现，觉得没有意思。退出来后，他答应原来的老板，如果自己办公司，一年内不会在国内做同类产品。为了这个承诺，他赔钱同俄罗斯做游戏机生意。他说：“我在用金钱换取时间。”",[808,921,922,923,925],{},"1996年底，",[812,924,814],{},"在中央电视台投了8000万的广告。他说：“那是最冒风险的一段日子。公司当时只有2000万的资金，而且大部分在俄罗斯。投标时间在即，来不及汇运，我们便把近2000万的美钞装在一个大旅行袋里，坐飞机扛了回来。如果当时遇到抢匪，就全完了。影视片里，很多人为一手提箱的钞票用枪射来射去，我们可是一大旅行袋呀。”",[808,927,928,929,931,932,934,935,937],{},"说到风险，",[812,930,814],{},"说：“做企业决不是靠",[836,933,119],{"href":845},"，意识到风险的存在，并要有承担风险的准备，你便是有",[836,936,12],{"href":856},"。”他说，如果当时真的丢了这笔钱也不会让公司垮掉，因为这钱全部是股东的。8000万是一年同一时段的全部广告费，实际是每月交付500多万，你可以做两个月再不做，所以也是有保障的。而且当时的8000万投标成了公司要大干一场的信号，极大地鼓舞了员工的斗志。",[808,939,940,941,943,944,947,948,950,951,953],{},"有同学问：“段总，你感觉现在最缺少的是什么？”",[812,942,814],{},"说：“知识”。他说，他今天取得的成绩离不开当年在学校里所学的知识。如今企业做大了，他最大的感受是知识的匮乏，所以现在他正在上海读一个MBA班。他希望同学们珍惜现有的学习机会，练好基本功。他说，成功需要机遇和",[836,945,160],{"href":946},"\u002Fpingtai","，人们往往将成功归于运气而不是能力，但运气同你平日的积累是分不开的。对于目前全国高校进行的大学生创业活动，",[812,949,814],{},"不敢苟同。他还是希望同学们能踏踏实实地学点东西，有一颗",[836,952,12],{"href":856},"，不要被外面的世界所扰乱。",[808,955,956,957,959,960,963,964,966,967,970,971,973,974,976,977,979],{},"有同学问：“您认为一名优秀的企业高层管理人员应该具有什么样的素质？”",[812,958,814],{},"说，他上MBA班第一节课时，教务长总结了全球优秀大企业CEO的特征，第一条是",[836,961,211],{"href":962},"\u002Fzhengzhi","，然后才是所谓的创新能力、慧眼识人等。他认为一个管理者的品德是一个企业做大、做得长久的重要保障。他说，能做成事得必须能吃苦，办公司需要的是大智慧，决不是小聪明。他希望当代大学生要加强对自己品德的培育。他说，",[812,965,822],{},"集团公司非常注重自己",[836,968,129],{"href":969},"\u002Fqiyewenhua","的构建，对员工良好品德的要求是",[836,972,129],{"href":969},"的重要内容。此外，公司在招聘大学生时，不特别要求有工作经验，因为这样容易让大学生从头开始，尽快融入到",[812,975,822],{},"的",[836,978,129],{"href":969},"中去。",[808,981,982,984,985,987,988,990],{},[812,983,814],{},"的回答机智幽默。如有同学问：“段总，您说‘书到用时方恨少’，我现在不能理解，您能举例说明吗？”",[812,986,814],{},"回答：“我想你到用的时候就知道了。”引起同学们的一阵欢笑。在两个多小时的演讲中，全场掌声不断，高潮迭起。下面是",[812,989,814],{},"和人大同学的一些问答实录。",[808,992,993,994,997],{},"问：您的一篇文章提到做企业的法则，其中一条是“",[836,995,42],{"href":996},"\u002Fganweitianxiahou","”，能不能请您具体谈一谈？",[808,999,1000,1001,1003],{},"答：有句话叫“敢为天下先”，我把它改成“",[836,1002,42],{"href":996},"”，这其实是一个相对的概念。我们这种企业，很难了解一种全新产品在市场上会不会受欢迎，而推一个新产品需要几千万，甚至上亿的资金，风险很大。就我们企业目前情况，需要充 分观察，不怕别人抢先做，而一旦作出判断，我们能在最快时间上马。日本在消费类电子产品中能够超过欧美，采用的就是这种办法。",[808,1005,1006,1007,1009],{},"问：您创办",[812,1008,822],{},"所遇到的最大困难是什么？",[808,1011,1012],{},"答：老实讲，一下想不起来，看来是没有。事实上，我们每天都会碰到很多困难需要克服。我们获得目前的成功，是因为比同行在同一市场上的相对的优势。",[808,1014,1015],{},"问：贵公司对DVD市场的评价是什么，何时大规模推出？",[808,1017,1018],{},"答：上DVD对生产线的投入不多，基本上VCD生产线加新的测试设备就可以了。关键在软件的开发上投入较多。我们明年下半年推出DVD，计划卖1500元一台，相信消费者会买。我们 的DVD将兼容所有以前的碟，并包含大部分音响功能。后年将推出可录的，这样录象机就不用买了，可以录数码相片、数码录象带，一张碟只要五、六块钱，应该很有吸引力。",[808,1020,1021,1022,1024],{},"问：",[812,1023,822],{},"是否有上市融资或买壳上市的计划？",[808,1026,1027,1028,1030],{},"答：我们一直有这样的计划。但我们现在很困惑，因为看到很多企业上市的目的是赚股民的钱，赚了就完了。只想套 现，然后就离开了。这种做法我们学不会，也不打算学。",[812,1029,822],{},"上市还得等一等，可能一两年，可能很多年，看到对企业真正合适后，才去做。",[808,1032,1033],{},"问：请您谈谈在中央电视台标王投标的感想和中标后的规划。",[808,1035,1036],{},"答：投标我没有什么感想，就好象每天去排队卖饭买菜一样，买广告是根据自己的需要，而不是为了标王的称呼。我 们连续三年得标王，从未主动宣传。另外，广告的效果是以产品的品质为基础的。",[808,1038,1039],{},"问：请问您对企业多元化和归核化的看法？",[808,1041,1042],{},"答：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。一般地，如果我们判断进不了前三名的行业，我们就不进入。",[808,1044,1021,1045,1047,1048,1051],{},[812,1046,822],{},"在管理上有什么特点？比如销售",[836,1049,155],{"href":1050},"\u002Fqudao","管理方面。",[808,1053,1054,1055,1057,1058,1060,1061,1063],{},"答：控制销售",[836,1056,155],{"href":1050},"是比较难的问题。但是说简单也简单，就是费尽心思去找，哪里有人愿意卖你的东西，他有没有能力卖你的东西，能够拼命把你的东西卖出去。销售",[836,1059,155],{"href":1050},"的工作我干了10年，认为还没有掌握，书上从未说清楚。我现在请了一个比我更懂的人帮我做，我觉得有很大收获。这里边也有",[836,1062,5],{"href":838},"，就是，你能让你的客户赚到钱，消费者又能买到你的东西，销售的工作基本上就完成了。但是，消费者是否接受你的东西，主要由产品来决定，如果是不好卖的东西，那再会卖的人也帮不了多少忙。",[808,1065,1066,1067,1070,1071,1073],{},"问：您怎样看待",[812,1068,1069],{},"微软","“维纳斯”计划，",[812,1072,822],{},"是否参与？",[808,1075,1076],{},"答：我们还在看，观察市场的情况。“维纳斯”计划我们开始也参与了，现在也不能说退出，但的确没做多少具体的 工作。我的直感是这个东西还不够成熟。",[808,1078,1021,1079,1081],{},[812,1080,822],{},"是否准备上手机？",[808,1083,1084,1085,1087],{},"答：目前不准备。首先要看看自己有没有这个实力，即使质量一模一样的手机，顾客肯定买摩托罗拉的，不会买",[812,1086,822],{},"的。另外，现在的外国厂商掌握着一些技术标准，和确立、修改标准的 实力，就象在比赛中又是运动员又是裁判员。",[808,1089,1090,1091,1093],{},"问：中国加入WTO后，对",[812,1092,822],{},"有什么影响？",[808,1095,1096],{},"答：对我们企业来说，加入WTO从长远看是有利的。外国企业进来竞争，是会有一些影响，但是也意味着我们有可 能能够走出国门。事实上，在国内市场发展这些年，国家并没有给任何政策优惠，而国外竞争者也一直在同我们竞争。进入WTO后，优势还将继续是优势，只是竞争更直接，淘汰的速度更快。",[808,1098,1021,1099,1101],{},[812,1100,822],{},"有没有冲击500强的打算？",[808,1103,1104],{},"答：目前没有。我觉得目前同500强的差距还很大。按报纸上的说法，哪有什么500强，有的只是500大。我 们现在要做的具体事太多，还轮不上考虑500强。",[808,1106,1107],{},"问：企业家同企业的关系？",[808,1109,1110],{},"答：如果企业出了问题，责任只是企业家的；如果企业成功了，功劳是大家的。",[808,1112,1113,1114,1116],{},"问：你同",[812,1115,818],{},"分手的原因是什么？",[808,1118,1119,1120,1122],{},"答：其实有很多种原因。我在",[812,1121,818],{},"学到了很多东西，得到了很好的锻炼。到了后期，我同大老板对企业未来的发展 有一些不同的看法；还有我觉得做下去以后，我自己的乐趣很小了；我觉得做下去同自己一些原则相违背，所以就离开了。要算离开的经济损失是算不清的，对我来说也意义不大。",[808,1124,1021,1125,976,1127,1129],{},[812,1126,822],{},[836,1128,129],{"href":969},"的核心是什么？",[808,1131,1132,1133,1135,1136,1138],{},"答：",[836,1134,5],{"href":838},"。不过我认为成功的企业都是相似的，我们并没有去追求一种独特的",[836,1137,129],{"href":969},"。",[808,1140,1141,1142,1144],{},"问：您在20天就组建了",[812,1143,822],{},"集团，请介绍一下融资过程。",[808,1146,1147,1148,1151],{},"答：其实很多工作早就在做，不是20天这么简单。至于融资，主要是我以前工作所建立的",[836,1149,206],{"href":1150},"\u002Fxinyu","，别人知道我的公平 为人，所以放心把钱交给我。",[808,1153,1154],{},"问：您从人大研究生毕业后为什么没有去外企或留北京？",[808,1156,1157],{},"答：因为没有想过去外企或出国。至于留北京，找过几个单位，总是听说谁是谁的儿子，我就想，我是谁的儿子？！ 所以去广东，感觉那里适合我们闯荡。",[808,1159,1160],{},"问：您如何保持组织内部的凝聚力？",[808,1162,1132,1163,1138,1166,1169,1170,1173],{},[812,1164,1165],{},"最基本的原则就是公平",[812,1167,1168],{},"另外","，",[812,1171,1172],{},"建立相互信任的方法是同大家敞开地交流","。企业大了以后，层级多了，交流的确少了。拿破仑说到他在滑铁卢失败的原因，是“很久没有同战士们 喝过汤了”。我们正在学习，寻找解决问题的方法。",[808,1175,1176],{},"问：您的人生目标是什么，追求什么样的巅峰？",[808,1178,1179,1180,1182],{},"答：我没有，重要的是过程。别人问，我就说我在生活，Enjoy- your- life,或者Enjoy- your 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