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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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好，下次回去一定去。祝你们生意越做越火啊，最重要的是要东西好。(2010-03-24)",[818,878,879,880,882,883,886],{},"网友：您认为",[822,881,816],{},"或",[822,884,885],{},"vivo","未来10年内有较大概率做到每年赚1000亿人民币吗？",[818,888,889,891],{},[822,890,829],{}," 概率上是有可能的，多大概率则没人知道，而且这个不重要，完全不重要！我们觉得更健康更长久比赚多少钱要重要得多，虽然更健康更长久其实也意味着最后会赚很多钱，但那不是目的，只是结果而已。",[818,893,894],{},"更健康更长久！争取下个三十年我还能来！",[818,896,897,898,901],{},"公司历史墙上看到的，很有感触哈。（2025-09-18）历史墙上那篇《二十一世纪来了》，全文见",[835,899,248],{"href":900},"\u002Fduanyongping-1999nian-bubugaojianghua","。",[818,903,904,905,907,910],{},"网友：（分享了一篇总结",[822,906,816],{},[835,908,129],{"href":909},"\u002Fqiyewenhua","的文章）",[818,912,913],{},"链接：https：\u002F\u002Fxueqiu.com\u002F7667646479\u002F358696609",[818,915,916],{},"大道：总结的很好，如果有时间就更好了。（2025-10-30）",[818,918,919,920,922,851,924,927],{},"网友：",[822,921,816],{},[835,923,129],{"href":909},[835,925,175],{"href":926},"\u002Fzaozhongren","阿段。",[818,929,930],{},"大道：之一。（2025-10-30）",[818,932,933],{},"网友：Oppo watch x2也不错。",[818,935,936],{},"大道：是的，很好的哈。（2025-11-20）",[818,938,939,940,942],{},"网友：我买了",[822,941,816],{},"的大天才手表。",[818,944,945,946,948],{},"大道：",[822,947,816],{},"手表蛮好的，我运动的时候有时候会用。（2025-12-14）",[813,950,885],{"id":885},[818,952,953,833,955,957,958,960,961,963,964,966,968,969,971],{},[822,954,816],{},[835,956,135],{"href":837},"是",[822,959,847],{},"注册的，当时的AV厂启用了，于是有了",[822,962,816],{}," 的DVD，蓝光DVD，直到晚些的手机。我个人参与了",[822,965,816],{},[835,967,135],{"href":837},"最早期的设计(2001年前的部分)，但没参与过任何产品的设计以及后期发展。陈明永是",[822,970,816],{},"的CEO，后面的故事都是他们的。",[818,973,974,976,977,979,980,982,983,985,986,988,989,991,993,994,996],{},[822,975,885],{}," 的前身是",[822,978,847],{},"电话及",[822,981,847],{},"手机，",[822,984,885],{},"这个",[835,987,135],{"href":837},"是原电话机厂建立的，大概是2005\u002F2006年前后，或许更晚些，我个人没有参与",[822,990,885],{},[835,992,135],{"href":837},"建立的任何过程。",[822,995,885],{},"的CEO是沈炜。借此机会说明一下，我2001年就真的退休了，公司后面的发展和我没有任何直接关系。",[818,998,999],{},"当然，如果没做好的话，过错应该还是我的，因为领导的选定我起了最重要的作用。",[818,1001,1002,1004,1005,1007,1008,1010,1011,1013],{},[822,1003,885],{}," 的商标都是小写的，小写的有些道理哈。",[822,1006,885],{},"的商标设计有些小问题，在西班牙语里",[822,1009,885],{},"是直播的意思，另外",[822,1012,885],{},"在美国有同名的公司，似乎这个设计时有点仓促，当然找个合适的名字非常不容易。(2015-05-07)",[818,1015,1016,1017,1019,1020,901],{},"网友：大道，",[822,1018,885],{},"沈总在年会的最新发言里，有一句话本人非常的喜欢：“科技最美的样子，一定是带着人的温度。”真是了不起的",[835,1021,129],{"href":909},[818,1023,1024,1025],{},"链接：",[835,1026,1027],{"href":1027,"rel":1028},"https:\u002F\u002Fmp.weixin.qq.com\u002Fs\u002FaVDZuPsjF0WgOJK9cmIVWQ",[1029],"nofollow",[818,1031,945,1032,830,1036,830,1038,1040],{},[1033,1034,1035],"span",{},"点赞",[1033,1037,1035],{},[1033,1039,1035],{},"（2026-02-04）",[813,1042,1044],{"id":1043},"华为中兴与其他国产厂商","华为、中兴与其他国产厂商",[818,1046,1047],{},"网友：段总谈到手机，其实我也是业内人士，俺是中兴通讯手机事业部负责欧洲市场推广的。中兴手机这几年进步也很大，主要优势在于快速定制，满足运营商需求，抓住了类似于国内中国移动、电信之类的大客户捆绑销售。问题在于基本放弃了渠道市场，应该走了跟步步高不同的路线，现在最大的问题在于某种程度上忽视了“消费者需求”，没有做到“消费者导向”，而是“运营商导向”。",[818,1049,1050],{},"中兴手机的发展方向应该是学习中国台湾的HTC，从ODM逐步到自有品牌，从单一追求销量到追求销售附加值。道理似乎大家都懂，但做起来很难，是不是企业的文化和基因很难改变呢？每年为了追求销量忘记忽视了一些最根本的东西，这点可能就是公司创始人的不同导致的吧。不是说我们老板不行啊，各有强项嘛，呵呵，上市公司当期业绩压力大嘛。",[818,1052,1053,1055],{},[822,1054,829],{}," 呵呵，上市公司当期业绩压力大的说法很有趣（尽管无数上市公司都这么说来着），难道大家愿意让下期压力更大？（2010-07-07）",[818,1057,1058],{},"网友：华为的智能手机据说凭着价廉物美打入了美国市场。您在美国是否有看到？您对华为这家公司怎么看？",[818,1060,1061,1063],{},[822,1062,829],{}," 价廉是真，物美就不好说了。华为是一家非常aggressive的公司，但企业道德感不强，为达到目的好像有点不择手段，据说还在我们公司门口设了个挖人的点，破坏企业环境啊。（2011-02-15）",[818,1065,1066,1067,1070,1071,1073],{},"网友：华为、小米进入了新能源汽车领域，",[822,1068,1069],{},"苹果","也烧了一笔钱在这上面，oppo和",[822,1072,885],{},"两大公司有没有想过搞电动车？",[818,1075,1076,1078],{},[822,1077,829],{}," 当然想过！（2025-10-18）",[813,1080,1081],{"id":1081},"锤子与罗永浩",[818,1083,1084,1085,1087,1088,1090,1091,1094,1095,1097,1098,1100,1101,1103],{},"网友：一开始我就觉得锤子手机难以成功。在罗永浩眼中，",[822,1086,816],{},"、",[822,1089,885],{},"、华为、小米只配扔垃圾桶，",[822,1092,1093],{},"乔布斯","之后，",[822,1096,1069],{},"在走下坡路，用不了几年，他这个",[822,1099,1093],{},"接班人罗布斯就能打败",[822,1102,1069],{},"，一统手机江湖。",[818,1105,1106,1108,1109,1112],{},[822,1107,829],{}," 是的，他缺乏一些企业家的基本素质，",[822,1110,1111],{},"方三文","那时可能也不理解这点。(2023-01-14)",[818,1114,1115,1116,1118,1119,1121,1122,1124,1125,1127],{},"哈，10年后看，",[822,1117,1111],{},"确实不如我了解手机行业吧？罗永浩在手机行业里绝对不是什么神人，他对这个行业的了解程度其实和",[822,1120,1111],{},"差不太多。区别是，",[822,1123,1111],{},"没(敢)去做手机。那时候好多人都说要去做手机，包括",[822,1126,1111],{},"的前老板，甚至那些不管三七二十一都要上的人……(2023-01-08)",[818,1129,1130],{},"网友：今天看到一篇锤子手机的报道，大道估计能看出不少罗永浩做的错误的决定……",[818,1132,1133,1135,1136,1138],{},[822,1134,829],{}," 在错误的路上奔跑的人，谁在乎他到底犯了哪些错误呢？结局从一开始就确定了，从我看到他对",[822,1137,1069],{},"的公开评价开始，我就知道他绝对不会成的。这种长文章没必要浪费时间看的。你居然还试图想让我浪费时间看这种东西？你看它是有阅读快感呢还是觉得能学到东西呢？",[818,1140,1141,1142,1144,1145,1147,1148,1150],{},"网友：想知道大道怎么看",[822,1143,1111],{},"投资过罗永浩的经历？大道曾说",[822,1146,1111],{},"是top1%的投资者，也曾说罗永浩不具备企业家的基本素质。是不是",[822,1149,1111],{},"对罗的投资单纯属于朋友关系的支持。",[818,1152,1153],{},"大道：人无完人，谁都可能犯错误的。（2025-11-07）",[808,1155,1157],{"id":1156},"第二节-诺基亚摩托罗拉与联想","第二节 诺基亚、摩托罗拉与联想",[818,1159,1160],{},"网友：段总以前提过诺基亚本身有问题的，不过没细说。",[818,1162,1163,1165],{},[822,1164,829],{}," 他们太把当前的市场占有率（以数量计算）当回事了。（2010-10-08）",[818,1167,1168],{},"网友：前几天看到李路的一篇演讲，他提到通用汽车60年代的资本回报率是46%，70年代是28%，80年代是9%，90年代是6%，手机行业好像也是一样的现象，只不过时间大大缩短了，我想李路想说的是，作为价值投资者，我们想寻找高回报的生意，但高回报的生意一定会吸引大量的资本进入这个行业，所以最关键的还是巴菲特说的护城河。",[818,1170,1171],{},"5年前回报率很高的国外国内手机公司，几乎每一家都在大量竞争对手的围攻下回报率迅速下降甚至亏损。",[818,1173,1174,1176],{},[822,1175,829],{}," 哈，说得好。眼光盯住“市场占有率”确实会导致公司做一些本末倒置的事情。（2010-10-08）",[818,1178,1179],{},"网友：我来说不一句，占有率只是个数字，不能阻止OPPO超越诺基亚。",[818,1181,1182,1184],{},[822,1183,829],{}," 是否超越谁并不是我们的目标。最重要是做出好东西给用户。（2010-10-08）",[818,1186,1187],{},"网友：市场占有率不是不重要，是很重要。看待nokia（诺基亚）的问题主要看他们对于占领市场占有率的过程，正确的占有市场的方式是“点带面”，占领一个细分市场然后逐渐吸引更多的相邻细分市场的用户，nokia的问题在于希望通吃，忽略了点，结果哪一块都没吃好。",[818,1189,1190],{},"几年前nokia几乎每年1款精品，从8210到N70，每次都是一个潮流，甚至当年的白金手机被人放在办公室里面作为炫耀的资本。现在呢？哪有创新了，高端的市场都丢的差不多了。",[818,1192,1193,1195],{},[822,1194,829],{}," 占有率是结果，不是不重要，但不能盲目追求，否则以后有麻烦。有点像GDP哈，不是不重要，但不能盲目追求。（2010-10-08）",[818,1197,1198],{},"网友：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？",[818,1200,1201,1203],{},[822,1202,829],{}," 看看iphone和诺基亚就明白了。（2010-10-08）",[818,1205,1206],{},"网友E：我觉得摩托罗拉太可惜了。我一直想，问题是出在他们的董事会，还是他们的CEO，还是研发部？当作一般的管理问题，请教你：你觉得摩托罗拉应该是哪部分出了问题？",[818,1208,1209,1211],{},[822,1210,829],{}," 我觉得摩托罗拉以前是个很工程师导向的公司。我最早用的就是摩托罗拉手机，当时特别希望手机上能有个时钟，结果等了好几年都没见加上来，后来就换诺基亚了。我觉得是文化的问题，他们过去不是消费者导向的公司，以后不知能否改过来。（2010-04-05）",[818,1213,1214],{},"“联想3年，如何走出阴影。”(新闻)",[818,1216,1217,1218,1221],{},"这么长的文章好难看。靠低价得到的份额实际就是阴影本身，很难走出来的。看看",[822,1219,1220],{},"诺基亚","就明白了。(2012-02-19)",[808,1223,1225],{"id":1224},"第三节-日本消费电子","第三节 日本消费电子",[813,1227,1228],{"id":1228},"索尼",[818,1230,1231],{},"网友：2010年5月，索尼公司发布了2008年至2009年财年严重亏损989亿日元的业绩报告……",[818,1233,1234,1236,1237,1240],{},[822,1235,829],{}," 大概接近10年前开始我就觉得索尼要出问题了。",[822,1238,1239],{},"那个时候开始索尼就变得非常利润导向，质量不好的东西也卖","。从不合格的DVD机芯、明知要出问题的跳舞毯到可以烧出泡泡的手提电脑和漏电的电池(这都是我自己接触到的东西，没接触到的东西就不提了)，再加上看过一次出井伸之(当时的CEO)不知所云的采访，就觉得伟大的索尼好像已经迷失了。",[818,1242,1243],{},"现在开始亡羊补牢也许还有机会，不过好像栏里羊已经不多了。",[818,1245,1246],{},"网友：家中索尼电视买了一年就坏。",[818,1248,1249,1251],{},[822,1250,829],{}," 索尼确实出问题了，大概1997-1998年时我就发现索尼的品质关开始出问题了。(2013-04-05)",[818,1253,1254],{},"网友：能说说怎样发现的吗？",[818,1256,1257,1259,1260,1263,1264,901],{},[822,1258,829],{}," 具体不太记得了，",[822,1261,1262],{},"大概就是当时买的几乎所有的索尼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","。那个时候的",[822,1265,1266],{},"索尼已经开始做好多产品，而且开始让别人某种程度打它的牌子，比如当时新科的DVD机芯就是索尼的，而索尼自己的 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",[818,1268,1269],{},"(2013-04-09)",[818,1271,1272],{},"网友：索尼现在能拿得出手的东西基本没有了，笔记本、数码相机、DV、手机、平板、录音笔……我想索尼真的是没落了。",[818,1274,1275,1277],{},[822,1276,829],{}," 饿死的骆驼比马大，现在这么说索尼还太早。(2013-04-08)",[813,1279,1280],{"id":1280},"松下",[818,1282,1283],{},"网友：段大哥：我记得您以前说过买过日本股票好像是索尼还是松下，能不能把这方面的例子给大家说说，让大家分享下您的投资智慧。",[818,1285,1286,1288],{},[822,1287,829],{}," 我买过松下，当时松下只有100多亿美金。（2010-04-06）",[818,1290,1291],{},"网友：您上次说您参观了松下，好像您也提到他们出一些问题。您有空写写一下参观感受吧。",[818,1293,1294,1296],{},[822,1295,829],{}," 呵呵，老说有空就写，没想好写什么，毕竟这还是一家很好的公司。（2010-05-26）",[818,1298,1299],{},[822,1300,1301],{},"松下（博文时间：2010-10-14）",[818,1303,1304,1305,1307],{},"以前就说过想把很久以前(大概是2003年)去",[822,1306,1280],{},"参观的一点点感想写一下，但好像一直就抽不出心情写。",[818,1309,1310,1312,1313,1315,1316,1318],{},[822,1311,1280],{},"对我的影响很大，到今天我也依然从心里尊重",[822,1314,1280],{},"本人和",[822,1317,1280],{},"公司。",[818,1320,1321,1322,1324,1325,1328],{},"在",[822,1323,1280],{},"公司我看到过两个大大的汉字——“素质”，我猜大概就是我们公司说的",[835,1326,5],{"href":1327},"\u002Fbenfen","吧。",[818,1330,1331,1332,1334,1335,1337],{},"总的感觉",[822,1333,1280],{},"非常训练有素，依然非常强大，我们要达到",[822,1336,1280],{},"的水平恐怕还要很多代人的努力(也不一定能到)。",[818,1339,1340],{},"但是，我也确实看到一些问题，而且我觉得这些问题时间长了是可能要命的。",[818,1342,1343],{},"这里只举一个小例子。",[818,1345,1346,1347,1349,1350,1352,1353,1355],{},"当年我们就看到手机市场有机会，但苦于自己拿不到牌照，同时又发现了中国市场上很多外资",[835,1348,135],{"href":837},"的手机都有明显的弱点，加上本人对",[822,1351,1280],{},"的认知，于是就产生了个想法，想找",[822,1354,1280],{},"合作来共同经营中国这个市场。",[818,1357,1358,1359,1361,1362,1364,1365,1367,1368,1370],{},"我当时大致认为，如果我们和",[822,1360,1280],{},"联手，几年内在中国做到第三名甚至第二名都是很有可能的(我认为一时半会肯定超不过",[822,1363,1220],{},")，所以就很想和",[822,1366,1280],{},"聊聊我们的想法，然后就有了我的",[822,1369,1280],{},"之行。",[818,1372,1373,1374,1377],{},"有趣的是，我首先发现不知道这事要和谁讲才有效，所以我就见谁都讲。从若干科长到若干部长再到社长都见过了，除了跟当时的社长没机会讲以外，大部分人我都或多或少提到了自己的想法。",[822,1375,1376],{},"居然，居然没有一个人问过为什么我们认为自己可以做到前三名甚至前两名","。感觉这事好像没人关心一样。",[818,1379,1380,1381,1383],{},"这么多年过去了，好像在中国市场再也没见过",[822,1382,1280],{},"的手机，我们的手机也起来了。",[818,1385,1386,1387,1389],{},"网友：您希望从",[822,1388,1280],{},"获取怎样的支持？",[818,1391,1392,1394],{},[822,1393,829],{}," 他们有很多不错的东西。(2010-10-14)",[818,1396,1397],{},"网友：段先生你换位思考一下，现在有个中国小伙子找你说，他可以把XX做到中国前三，你会天使投资一下吗？当然，我相信段先生可能会干，因为中国是个生产奇迹的地方。",[818,1399,1400,1402],{},[822,1401,829],{}," 我起码会问为什么。再说，我们并不是街上随便的一个人跑过去说的，他们应该知道我们是谁，不然我们怎么会见到那么多人？不信你随便跟他们说说试试？呵呵，你再想想。(2010-10-18)",[818,1404,1405],{},"网友：如果当时有人问您为什么可以做到前三甚至前两名，您的回答会是哈？",[818,1407,1408,1410],{},[822,1409,829],{}," 呵呵，不会在公开场合说。(2010-10-20)",[818,1412,1413,1414,1416],{},"网友：段总对公司的核心竞争力一",[835,1415,129],{"href":909},"还是很有信心的，低调不说而已。",[818,1418,1419,1421],{},[822,1420,829],{}," 不是因为低调，是因为说这个就必须要说当时前三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三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)",[818,1423,1424,1425,1427],{},"网友：可能",[822,1426,1280],{},"太大了，他们对中国手机市场的潜力认识不够，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。",[818,1429,1430,1432],{},[822,1431,829],{}," 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。(2010-10-18)",[818,1434,1435,1436,1438],{},"网友：其实我并没有认为日本企业可以轻视，只是很多人都认为日本很完美我不认可，他们的优势还存在，但我认为没有想象中的不可超越。如果现在投资",[822,1437,1280],{},"或者索尼，您会投资吗？",[818,1440,1441,1443,1444,1446,1447,1449],{},[822,1442,829],{}," 事实上几年前我投资过",[822,1445,1280],{},"，而且赚了些钱(200万美元左右，70-80%)。没投过索尼，觉得索尼没",[822,1448,1280],{},"健康。(2010-10-15)",[818,1451,1452],{},"网友：能讲讲这次投资么？",[818,1454,1455,1457,1458,1460,1461,1463,1464,1466,1467,1469,1470,1472],{},[822,1456,829],{}," 大概N年前，",[822,1459,1280],{},"市值曾经掉到过100多亿美金。以我对",[822,1462,1280],{},"的理解，这个价钱不太对，就买了。大概N-2或者N-3年前，",[822,1465,1280],{},"又回到了300多亿，我就卖了。由于",[822,1468,1280],{},"在美国上的是ADR(AmericanDepositary Receipts，美国存托凭证)，成交量特别小，当时很难买。后来好像",[822,1471,1280],{},"在美国的上市部分又下市了。",[818,1474,1475],{},"(2010-10-16)",[818,1477,1478],{},"网友：你是如何评论山下俊彦这个人的？你认可他的进攻式做法吗？",[818,1480,1481],{},"如果你是松下的老总，你是继续松下幸之助的保守方式，还是采取山下俊彦的进攻方式？",[818,1483,1484,1486],{},[822,1485,829],{}," 不是很赞成你把他们分成进攻和保守的说法。一个好的运动员应该是能攻能守的，企业也一样。（2010-10-28）",[818,1488,1489,1093,1495],{},[822,1490,1491,1492,1494],{},"“",[822,1493,1093],{},"曾告诫团队：遇到事情不要问",[822,1496,1497],{},"会怎么做。”(新闻)",[818,1499,1500,1280,1503,1280,1506,1280,1512],{},[822,1501,1502],{},"当年去",[822,1504,1505],{},"时，当时中村社长就是这么说的：“我总在想如果",[822,1507,1508,1509,1511],{},"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，",[822,1510,1280],{},"要有麻烦了，回来后就把",[822,1513,1514],{},"的股票慢慢都卖了。",[818,1516,1517],{},"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)",[818,1519,1520,1521,1523,1524,1527],{},"网友：大道一方面认同",[822,1522,1093],{},"，一方面又认为伊梅尔让",[822,1525,1526],{},"GE","从卓越变成了优秀，同时认为中村社长是不对的。我想来想去还是迷迷糊糊的。望指点迷津。",[818,1529,1530,1532],{},[822,1531,829],{}," 希望你不要寄希望于有人可以一句话让你明白。我花20年理解的东西，如果你花10年能搞懂就至少比我厉害多了。(2011-10-23)",[818,1534,1535,1536,1539,1540,1542],{},"“探索新能源，",[822,1537,1538],{},"谷歌","雄心未改。",[822,1541,1538],{},"曾经轻率地相信，它的工程师们能够发明出解决世界能源问题的方法。”(新闻)",[818,1544,1545,1546,1548,1549,1551,1552,1554,1555,1557],{},"这让我想起很多年前去",[822,1547,1280],{},"时看到",[822,1550,1280],{},"有很多为了未来50年的开发项目。当时的感觉是佩服加困惑。佩服的是这些有钱的大公司为了改变世界的努力，困惑的是为什么他们觉得他们可以在一个完全不熟悉的领域里大有作为。不过，看起来",[822,1553,1538],{},"这类公司的纠错能力要比",[822,1556,1280],{},"这类公司强很多，调整起来快很多。(2012-04-16)",[818,1559,1560],{},"网友：不管有没有可能在完全不熟悉的领域大有作为，但现在就看到50年之后的趋势，这本身就很靠前了。",[818,1562,1563,1565,1566,1568,1569,1571,1572,1574],{},[822,1564,829],{}," 问题是他看到了吗？事实是，可能正因为这样，",[822,1567,1280],{},"今天的日子才很难过。我猜",[822,1570,1280],{},"这么多年来花在研发上的钱恐怕比",[822,1573,1538],{},"有史以来赚的钱还多，但好像效果不是很好。(2012-04-17)",[818,1576,1577,1578,1580,1581,1583,1584,1586],{},"突然想到查一下",[822,1579,1280],{},"是否也提过类似于",[835,1582,5],{"href":1327},"的东西，居然发现",[822,1585,1280],{},"在社训中用的是完全一样的词。",[818,1588,1589,1590,1592,1593,1595],{},"想起很多年前去参观",[822,1591,1280],{},"，见到包括当时社长在内的不少高层，也许语言不通的缘故，交流不是很好，但确实看到一些问题。有些东西我至今难以理解，比如",[822,1594,1280],{},"在日本为了提高就业，居然在日本不同地方建了50多家工厂，这成本可怎么控制啊？又上哪里去找那么多好的管理人才呢？(2016-11-29)",[813,1597,1598],{"id":1598},"任天堂",[818,1600,1601,1602,1604,1605,1607],{},"听一个认识黑莓原CEO 的朋友讲，那个CEO是个非常骄傲的人。黑莓有今天大概和他的性格有很大关系。突然想到前段时间新闻里看到",[822,1603,1598],{},"CEO 讲的坚决不做手机游戏的说法，感觉",[822,1606,1598],{},"也快了(小朋友好像对DS掌上游戏机已经没啥兴趣了)。智能手机给这个世界带来的变化实在是太大，原来的很多产品都将不复存在。我们自己碰到的就不少，比如电子词典就彻底没了。",[818,1609,1610],{},"(2012-04-01)",[818,1612,1613],{},"网友：任天堂新推出一款手机游戏《Pokemon Go》，看了宣传片，游戏的又一个全新玩儿法，感觉好神奇；目前只在Google Play以及澳大利亚和新西兰区的苹果App Store上架，段大哥有体验这个游戏吗？",[818,1615,1616,1618],{},[822,1617,829],{}," 体验过，不是我喜欢的游戏。梦幻西游属于简单的弱智游戏，这个游戏属于复杂的弱智游戏。我喜欢那种简单的弱智游戏这个有点太复杂了。",[818,1620,1621],{},"这几天继续了解了一下这个游戏，这是个可怕的游戏，会改变很多东西，值得关注！（2016-07-17）",[818,1623,1624,1625,1628,1629,1631,1632,1635,1636,1638],{},"网友：大道做",[822,1626,1627],{},"小霸王","的时候就很中意",[822,1630,1598],{},"了吧，当年的偶像吸引您的是",[835,1633,64],{"href":1634},"\u002Fshangyemoshi","多一点还是",[835,1637,129],{"href":909},"多一点呢？",[818,1640,1641,1643,1644,1646],{},[822,1642,829],{}," 30多年前的事情了。当时听说",[822,1645,1598],{},"这家公司只有800个人但一年的盈利却有30亿美元以上时，我只能惊讶，完全不能理解。",[818,1648,1649],{},"其实更惊讶的是，30多年后竟然觉得那也是可以理解的了。30年前不能理解是因为当时那个规模太大了，超出了我能理解的范围。",[818,1651,1652,1654],{},[822,1653,1598],{},"目前地位显然远不如30年前了，应该也不如20年前。(2024-01-28)",[818,1656,1657,1658,1660,1662,1663,1665,1666,1668],{},"网友：以您对",[822,1659,1598],{},[835,1661,129],{"href":909},"的了解，觉得",[822,1664,1598],{},"会出适配VisionPro的游戏吗？我记得很多年前",[822,1667,1598],{},"的社长说不会做手机游戏，你说他们慢慢走下坡路了。",[818,1670,1671,1673,1674,1676],{},[822,1672,829],{}," 会不会做匹配Vision Pro的游戏我无从得知。",[822,1675,1598],{},"是个蛮有追求的公司，财务也蛮健康的。(2024-04-30)",[818,1678,1679,1680,1682],{},"前些天心血来潮买了一点点，想逼着自己再看看这家公司，希望不是抄底了。毕竟这是当年的偶像公司之一，了解一下。简单看过，好像",[822,1681,1598],{},"的财务状况依然非常好，30多年前就很厉害。",[818,1684,1685,1687,1688,1691,1692,1694,1695,1697],{},[822,1686,1598],{},"是个非常那个啥的公司，他们不觉得",[822,1689,1690],{},"微软","或任何其他人有资格“收购”他们。不过，我打算再买点",[822,1693,1598],{},"，毕竟是情怀哈。最近可能是因为日元贬值的原因，",[822,1696,1598],{},"的价格又下来了一些。(2024-05-01)",[808,1699,1701],{"id":1700},"第四节-日本制造与日本企业观察","第四节 日本制造与日本企业观察",[818,1703,1704],{},"网友：有人把日本人比做蚂蚁，但与吃苦耐劳的中国人相比，日本人差得远。",[818,1706,1707,1709],{},[822,1708,829],{}," 我怎么觉得日本人比我们中国人更能吃苦，而且更有纪律？",[818,1711,1712],{},"我记得一个在日本呆过10年左右的朋友回来说，日本人给公司干活比中国人给自己干活还要认真。不要小看日本人啊。（2010-03-27）",[818,1714,1715],{},"网友：段学长也在讨论日本的企业问题！上个礼拜从珠海坐船回中国香港的时候和一个中国香港国企的老总聊了一路，他说日本的企业人员素质都很高，也很敬业，但是竞争力要大打折扣，因为每个人都是用一辈子熬到自己的位置的，当领导的全习惯了听上面的意见，到自己拿主意的时候都特别地谨慎，董事会里的全是白头老翁，说这是日本大企业的普遍现象。",[818,1717,1718],{},"那位老总说和各国的企业打交道，还是美国的企业有活力。",[818,1720,1721,1723],{},[822,1722,829],{}," 日本人有点太形式主义，效率比老美低多了。死不认错这点倒是和我们差不多。创造力相对于老美也弱，但纪律性、条理性和精细程度都非常恐怖。这个民族一旦有了压力的时候确实有点可怕。当面对日本企业直接竞争时一定要打醒十二分精神。（2010-10-15）",[818,1725,1726],{},"网友E：实际情况可能是：30年内能超越日本优秀企业的中国企业，将会是很大的奇迹。",[818,1728,1729,1731],{},[822,1730,829],{}," 个别企业有可能，整体则不可思议。如果像韩国那样搞国家资本主义，国家狂推几个企业出来，在某些行业里搞出几个比日本企业还“大”的企业绝对没问题，但对整体没好处。（2010-10-15）",[818,1733,1734],{},"网友：我有种预感，你会买日本五大商社。",[818,1736,1737,1739,1740,1742],{},[822,1738,829],{}," 绝对不会。30多年前我就跟三菱商社打过交道，当时我代表",[822,1741,1627],{},"，他们代表世嘉。整个接触过程都是怪怪的，总是觉得没法沟通的感觉。不过，“不能喝的自来水做的鱼生要小心”就是那个时候知道的。",[818,1744,1745],{},"网友：日本企业长盛不衰的奥秘，拥有200年以上历史的企业，日本有3000家，德国800家，荷兰200家，中国16家，美国14家，印度3家。",[818,1747,1748,1750],{},[822,1749,829],{}," 个人认为主要是文化的原因。日本人守规矩，可以坚守一些东西。(2012-03-31)",[818,1752,1753,1754,1756],{},"网友：你认为日本索尼、",[822,1755,1280],{},"、东芝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？",[818,1758,1759,830,1761],{},[822,1760,829],{},[822,1762,1763],{},"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业。(2012-05-11)",[818,1765,1766],{},"网友：日本企业在消费电子方面似乎节节倒退，手机也没有什么出色的品牌，再加上最近的神户钢铁事件，再想想在互联网企业或是现在的独角兽公司都没有什么日本公司（有一个神级的投资公司softbank软银），国内开始唱衰日本制造，我感觉日本在精密仪器和机器人自动化方面还是有不少积累的，在这两个方面中国超过日本可能还要20年左右，那超过后，日本制造还有什么优势呢？",[818,1768,1769],{},"不知段师兄如何看待这些日本现象？",[818,1771,1772,1774],{},[822,1773,829],{}," 整体上日本其实依然非常强，差距依然非常大。(2017-11-21)",[818,1776,1777],{},"任何时候都不要小看日本！(2017-11-24)",[818,1779,1780,1781,1784],{},"我没你那么仔细地看过日本，但走马观花地看到日本确实相对干净，大家整体都比较守公共秩序，在公共场合也比较注意怕影响别人，这点韩国人就差一些。日本企业普遍较有规矩，也比较守",[835,1782,206],{"href":1783},"\u002Fxinyu","，但大企业病似乎比较厉害，多数人都不愿意负责任做决策，所以这些年变化快的行业日本企业似乎很快就落后了，比如手机。但有些行业还能看到日本企业厉害的地方，比如有些零配件。",[818,1786,1787],{},"总而言之，日本让人一言难尽但绝对不是不厉害的那种。(2019-05-21)",[818,1789,1790],{},"网友：随着你们企业越长越大，怎么避免同样的事情发生在自己身上？",[818,1792,1793,1795,1796,1798],{},[822,1794,829],{}," 不知道。可能已经在发生了。组织小型化可能是个办法，",[835,1797,129],{"href":909},"的建立应该是最重要的。",{"title":1800,"searchDepth":15,"depth":15,"links":1801},"",[1802,1808,1809,1814],{"id":810,"depth":15,"text":811,"children":1803},[1804,1805,1806,1807],{"id":815,"depth":20,"text":816},{"id":885,"depth":20,"text":885},{"id":1043,"depth":20,"text":1044},{"id":1081,"depth":20,"text":1081},{"id":1156,"depth":15,"text":1157},{"id":1224,"depth":15,"text":1225,"children":1810},[1811,1812,1813],{"id":1228,"depth":20,"text":1228},{"id":1280,"depth":20,"text":1280},{"id":1598,"depth":20,"text":1598},{"id":1700,"depth":15,"text":1701},"md",{},true,"\u002Fdao\u002Fqanda\u002Fwenda-company-consumer-electronics",{"title":598,"description":600},"消费电子与日本制造｜段永平投资问答录","dao\u002Fqanda\u002Fwenda-company-consumer-electronics",[551,1823,1824],"消费电子","日本制造","SEhuZwKpQxtlni4Z9CKc0fd02yXRAfTR_0CZj4dMQSQ","dao",[1828,1829,1830,1831,1832,1833,1834,1835,1836,1837,1838,1839,1840,1841,1842,1843,1844,1845,1846,1847,1848,1849,1850,1851,1852,1853,1854,1855,1856,1857,1858,1859,1860,1861,1862,1863,1864,1865,1866,1867,1868,1869,1870,1871,1872,1873],{"title":425,"slug":426,"type":429,"volume":430,"volumeOrder":9,"chapterOrder":9,"order":428},{"title":432,"slug":433,"type":429,"volume":430,"volumeOrder":9,"chapterOrder":15,"order":435},{"title":437,"slug":438,"type":429,"volume":430,"volumeOrder":9,"chapterOrder":20,"order":440},{"title":442,"slug":443,"type":429,"volume":430,"volumeOrder":9,"chapterOrder":25,"order":445},{"title":447,"slug":448,"type":429,"volume":430,"volumeOrder":9,"chapterOrder":30,"order":450},{"title":452,"slug":453,"type":429,"volume":430,"volumeOrder":9,"chapterOrder":35,"order":455},{"title":457,"slug":458,"type":429,"volume":430,"volumeOrder":9,"chapterOrder":45,"order":460},{"title":462,"slug":463,"type":429,"volume":430,"volumeOrder":9,"chapterOrder":50,"order":465},{"title":467,"slug":468,"type":429,"volume":430,"volumeOrder":9,"chapterOrder":56,"order":470},{"title":472,"slug":473,"type":429,"volume":430,"volumeOrder":9,"chapterOrder":62,"order":475},{"title":477,"slug":478,"type":429,"volume":430,"volumeOrder":9,"chapterOrder":71,"order":480},{"title":482,"slug":483,"type":429,"volume":430,"volumeOrder":9,"chapterOrder":80,"order":485},{"title":487,"slug":488,"type":429,"volume":491,"volumeOrder":15,"chapterOrder":9,"order":490},{"title":493,"slug":494,"type":429,"volume":491,"volumeOrder":15,"chapterOrder":15,"order":496},{"title":498,"slug":499,"type":429,"volume":491,"volumeOrder":15,"chapterOrder":20,"order":501},{"title":503,"slug":504,"type":429,"volume":491,"volumeOrder":15,"chapterOrder":25,"order":506},{"title":508,"slug":509,"type":429,"volume":491,"volumeOrder":15,"chapterOrder":30,"order":511},{"title":513,"slug":514,"type":429,"volume":491,"volumeOrder":15,"chapterOrder":35,"order":516},{"title":518,"slug":519,"type":429,"volume":491,"volumeOrder":15,"chapterOrder":45,"order":521},{"title":129,"slug":523,"type":429,"volume":491,"volumeOrder":15,"chapterOrder":50,"order":525},{"title":527,"slug":528,"type":429,"volume":491,"volumeOrder":15,"chapterOrder":56,"order":530},{"title":532,"slug":533,"type":429,"volume":491,"volumeOrder":15,"chapterOrder":62,"order":535},{"title":537,"slug":538,"type":429,"volume":491,"volumeOrder":15,"chapterOrder":71,"order":540},{"title":542,"slug":543,"type":429,"volume":491,"volumeOrder":15,"chapterOrder":80,"order":545},{"title":547,"slug":548,"type":429,"volume":551,"volumeOrder":20,"chapterOrder":9,"order":550},{"title":553,"slug":554,"type":429,"volume":551,"volumeOrder":20,"chapterOrder":15,"order":556},{"title":558,"slug":559,"type":429,"volume":551,"volumeOrder":20,"chapterOrder":20,"order":561},{"title":563,"slug":564,"type":429,"volume":551,"volumeOrder":20,"chapterOrder":25,"order":566},{"title":568,"slug":569,"type":429,"volume":551,"volumeOrder":20,"chapterOrder":30,"order":571},{"title":573,"slug":574,"type":429,"volume":551,"volumeOrder":20,"chapterOrder":35,"order":576},{"title":578,"slug":579,"type":429,"volume":551,"volumeOrder":20,"chapterOrder":45,"order":581},{"title":583,"slug":584,"type":429,"volume":551,"volumeOrder":20,"chapterOrder":50,"order":586},{"title":588,"slug":589,"type":429,"volume":551,"volumeOrder":20,"chapterOrder":56,"order":591},{"title":593,"slug":594,"type":429,"volume":551,"volumeOrder":20,"chapterOrder":62,"order":596},{"title":598,"slug":599,"type":429,"volume":551,"volumeOrder":20,"chapterOrder":71,"order":601},{"title":603,"slug":604,"type":429,"volume":551,"volumeOrder":20,"chapterOrder":80,"order":606},{"title":608,"slug":609,"type":429,"volume":551,"volumeOrder":20,"chapterOrder":89,"order":611},{"title":613,"slug":614,"type":429,"volume":551,"volumeOrder":20,"chapterOrder":98,"order":616},{"title":618,"slug":619,"type":429,"volume":551,"volumeOrder":20,"chapterOrder":107,"order":621},{"title":623,"slug":624,"type":429,"volume":551,"volumeOrder":20,"chapterOrder":112,"order":626},{"title":628,"slug":629,"type":429,"volume":632,"volumeOrder":25,"chapter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