[{"data":1,"prerenderedAt":2113},["ShallowReactive",2],{"layout-dao":3,"dao-duanyongping-2003nianbeijingdaxuezongcaibanyanjiangzuotanhuiquanchengshilu":893,"qanda-chapter-navigation":2066},[4,11,16,21,26,31,36,41,46,51,57,63,67,72,76,81,85,90,94,99,103,108,113,118,123,128,134,139,144,149,154,159,164,169,174,179,184,190,195,200,205,210,215,220,225,231,237,242,247,252,257,262,267,272,277,282,287,292,297,302,307,312,317,322,327,332,337,342,347,352,357,362,367,372,377,382,387,392,397,402,407,412,419,426,431,436,440,445,449,454,458,463,468,472,477,482,487,492,497,502,508,513,518,523,528,533,538,542,547,552,557,562,568,573,578,583,588,593,598,603,608,613,618,623,628,633,638,643,649,654,659,664,669,674,679,684,689,694,699,704,709,714,719,724,729,734,739,744,749,755,760,766,772,777,782,787,792,797,802,807,812,817,822,827,832,837,842,847,852,857,862,867,872,877,883,888],{"title":5,"slug":6,"description":7,"category":8,"order":9,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"本分","benfen","\"本分\"最早作为步步高核心理念出现在段永平1999年步步高讲话中。他将其定义为五种心态的合一：","核心哲学",1,null,{"title":12,"slug":13,"description":14,"category":8,"order":15,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"平常心","pingchangxin","\"平常心\"最早出现在段永平1999年步步高内部讲话中，是本分的五个组成部分之一。段永平在那次讲话中首次系统阐述了平常心对企业的意义：",2,{"title":17,"slug":18,"description":19,"category":8,"order":20,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"做对的事情","zuoduideshiqing","\"做对的事情\"这一概念最早可追溯到段永平大学时期。他在2016年浙大60周年专访中回忆：",3,{"title":22,"slug":23,"description":24,"category":8,"order":25,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"把事情做对","bashiqingzuodui","\"把事情做对\"与\"做对的事情\"成对出现，最早可追溯到段永平浙大求学时期（约1981-1982年大三时）：",4,{"title":27,"slug":28,"description":29,"category":8,"order":30,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"能力圈","nengliquan","\"能力圈\"（Circle of Competence）是巴菲特提出的投资概念，段永平在学习巴菲特投资理念后将其吸收并发展。段永平最早系统阐述能力圈是在投资问答录中：",5,{"title":32,"slug":33,"description":34,"category":8,"order":35,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"不做什么","buzuoshenme","\"不做什么\"是段永平经营哲学和投资哲学的核心概念之一，与\"Stop Doing List\"（不为清单）密切相关。这一思想受巴菲特和芒格影响，并在步步高系企业经营中得到长期实践。段永平最早在投资问答录中...",6,{"title":37,"slug":38,"description":39,"category":8,"order":40,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"不做清单与警惕清单","buzuo-yu-jingti","汇总段永平的「Stop Doing List（不为清单）」与「警惕清单（危险信号）」：从企业经营 19 条不做的事、投资上的不做空不借钱不投机，到财报上现金流与利润背离、价值陷阱、有息负债等需要提高警觉的信号。",6.5,{"title":42,"slug":43,"description":44,"category":8,"order":45,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"敢为天下后","ganweitianxiahou","\"敢为天下后\"是段永平在1990年代提出的企业经营策略，最早的公开记录出现在1999年《都市快报》采访中。完整表述为\"敢为天下后，后中争先\"。段永平将老子\"敢为天下先\"反转，表达了后发制人的经营智慧。",7,{"title":47,"slug":48,"description":49,"category":8,"order":50,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"消费者导向","xiaofeizhedaoxiang","消费者导向也被称为\"用户导向\"，两者在段永平的表述中含义相同。段永平有时用\"消费者导向\"，有时用\"用户导向\"，但他特别区分了\"消费者导向\"与\"客户导向\"的不同。",8,{"title":52,"slug":53,"description":54,"category":55,"order":56,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"价值投资","jiazhitouzi","段永平接触价值投资的起点是阅读巴菲特的著作和理论。他在2006年网易证券访谈中回忆：\"我想这也是很久以来的一个想法吧。因为从我一开始做投资，我就从他那里学到很多东西，而且很重要的是他的投资理论给了我很...","投资理念",9,{"title":58,"slug":59,"description":60,"category":61,"order":62,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"负债","fuzhai","负债是段永平特别关注的财务指标之一，强调低负债或无负债的重要性，区分有息负债和无息负债。","财务指标",10,{"title":64,"slug":65,"description":66,"category":55,"order":62,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"商业模式","shangyemoshi","段永平对商业模式的重视源于2006年与巴菲特共进午餐时的关键对话。这是他在投资理念上最重要的一次进化。",{"title":68,"slug":69,"description":70,"category":55,"order":71,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"护城河","huchenghe","护城河的概念源自巴菲特，段永平在其投资框架中将其视为生意模式的一部分。在投资问答录中，段永平最早系统阐述这一概念大约在2010年前后。",11,{"title":73,"slug":74,"description":75,"category":61,"order":71,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"净现金","jingxianjin","净现金是段永平特别关注的财务指标之一，指公司账上的现金减去负债，是评估公司安全性的重要指标。",{"title":77,"slug":78,"description":79,"category":61,"order":80,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"开销合理性","kaixiaohelixing","开销合理性是段永平特别关注的财务指标之一，强调理性支出，反对为了成长而盲目花钱。",12,{"title":82,"slug":83,"description":84,"category":61,"order":80,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"现金流","xianjinliu","现金流是段永平投资哲学中最基础的概念。他将整个投资体系建立在\"未来现金流折现\"这一核心思维方式之上。这一理念直接来源于巴菲特和格雷厄姆的价值投资理论。",{"title":86,"slug":87,"description":88,"category":61,"order":89,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"真实利润","zhenshilirun","真实利润是段永平特别关注的财务指标之一，强调利润的真实性，区分真实利润与纸上富贵。",13,{"title":91,"slug":92,"description":93,"category":55,"order":89,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"折现","zhexian","折现是段永平投资体系中与现金流密不可分的核心概念。\"未来现金流折现\"是他对投资的一句话定义。这一概念来自巴菲特和格雷厄姆的价值投资理论。",{"title":95,"slug":96,"description":97,"category":55,"order":98,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"安全边际","anquanbianji","安全边际原是格雷厄姆价值投资理论的核心概念，传统理解为\"以低于内在价值的价格买入，留出足够的价格安全空间\"。段永平对这个概念进行了独特的重新诠释——他认为安全边际的核心不是价格，而是对公司的理解度。",14,{"title":100,"slug":101,"description":102,"category":61,"order":98,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"扣除商誉的净资产","jingzichan","扣除商誉的净资产是段永平特别关注的财务指标之一，强调有效净资产，区分赚钱的资产和不赚钱的资产。",{"title":104,"slug":105,"description":106,"category":55,"order":107,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"基本面","jibenmian","基本面在段永平的投资语境中，指的是对一家公司生意本身的深度了解——包括其商业模式、企业文化、产品竞争力、未来盈利能力等。他把关注基本面视为区分投资与投机的关键标志。",15,{"title":109,"slug":110,"description":111,"category":55,"order":112,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"机会成本","jihuichengben","机会成本在段永平的投资体系中有两层含义：一是作为折现率的基准（每个投资者的机会成本不同，决定了他应该用什么标准来评估投资机会）；二是作为投资决策的核心考量（持有一只股票的机会成本是你放弃的其他投资机会...",16,{"title":114,"slug":115,"description":116,"category":55,"order":117,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"长期持有","zhangqichiyou","长期持有在段永平看来不是一个独立的投资策略，而是价值投资的自然结果。他特别强调\"投资长期\"比\"长期投资\"更准确——重点不在于\"长期\"，而在于投的是值得长期拥有的好公司。",17,{"title":119,"slug":120,"description":121,"category":55,"order":122,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"投机","touji","投机在段永平的框架中是与价值投资对立的概念。他在1999年做客人民大学时就已经在经营理念中体现了反投机的思想——强调\"播种、耕种，然后才收获\"，反对\"投入2000万短时间挣两亿\"的诱惑。",18,{"title":124,"slug":125,"description":126,"category":55,"order":127,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"止损","zhisun","止损是股票交易中的常见术语，指当股价下跌到一定程度时卖出以限制损失。段永平对止损有明确的态度：这是一个投机概念，不属于价值投资的范畴。",19,{"title":129,"slug":130,"description":131,"category":132,"order":133,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"企业文化","qiyewenhua","段永平对企业文化的重视可以追溯到1990年代在小霸王和步步高的经营实践中。1999年在人民大学问答中，当被问及步步高企业文化的核心是什么时，段永平给出了简洁的回答：\"本分。不过我认为成功的企业都是相似...","企业经营",20,{"title":135,"slug":136,"description":137,"category":132,"order":138,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"品牌","pinpai","段永平对品牌的理解始于1990年代做小霸王时期。他最早通过请成龙拍摄\"望子成龙小霸王\"广告建立品牌知名度，后来在创建步步高时再次系统运用品牌策略。2000年在央视\"品牌与传播国际论坛\"上的演讲是他最早...",21,{"title":140,"slug":141,"description":142,"category":132,"order":143,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"差异化","chayihua","差异化是段永平商业思想中最核心的概念之一。最早可追溯到2002年CCTV《卖点》栏目中，他向澳视投影机公司提出\"产品差异化\"的建议。后来在投资问答中，他对差异化给出了精确定义。最经典的定义出现在201...",22,{"title":145,"slug":146,"description":147,"category":132,"order":148,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"定价权","dingjiaquan","定价权是段永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 Store应用...",26,{"title":170,"slug":171,"description":172,"category":132,"order":173,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"单一产品","danyichanpin","段永平对\"单一产品\"模式的认识，最早源于1990年代做小霸王游戏机的亲身经验，后来在投资苹果时形成了系统化的理论表述。2011年他在\"买入苹果思考\"中首次系统阐述：",27,{"title":175,"slug":176,"description":177,"category":132,"order":178,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"造钟人","zaozhongren","\"造钟人\"与\"报时人\"的概念源自吉姆·柯林斯的《基业长青》（Built to Last）。段永平深受此书影响，将这一框架广泛用于评估企业创始人和领导者。所谓\"报时人\"是指凭个人天赋做出正确判断、做出伟...",28,{"title":180,"slug":181,"description":182,"category":132,"order":183,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"利润之上的追求","lirunzhishangdezhuiqiu","\"利润之上的追求\"是段永平从吉姆·柯林斯《基业长青》（Built to Last）中吸收的核心概念，也是他评判企业文化好坏的最重要标准。段永平对这一概念给出了多个层次的定义：",29,{"title":185,"slug":186,"description":187,"category":188,"order":189,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"进取心","jinquxin","进取心作为段永平\"五心\"框架的组成部分，最早出现在1999年步步高内部讲话中。段永平将其定义为企业如同职业运动员在比赛中的拼搏精神，是企业存在的使命和价值所在。","品格与心性",30,{"title":191,"slug":192,"description":193,"category":188,"order":194,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"耐心","naixin","耐心作为段永平\"五心\"框架的组成部分，最早出现在1999年步步高内部讲话中。段永平将其比喻为马拉松比赛中的坚韧，是企业和投资成功的必要条件。",31,{"title":196,"slug":197,"description":198,"category":188,"order":199,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"责任心","zerenxin","责任心作为段永平\"五心\"框架的组成部分，最早出现在1999年步步高内部讲话中。段永平将责任心定义为团队成员对团队、对家庭所肩负的责任意识，是\"抱团打天下\"的基础。",32,{"title":201,"slug":202,"description":203,"category":188,"order":204,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"爱心","aixin","爱心作为段永平\"五心\"框架的组成部分，最早出现在1999年步步高内部讲话中。段永平将爱心定义为维系团队精神的纽带，也将其视为培养下一代最重要的品质。",33,{"title":206,"slug":207,"description":208,"category":188,"order":209,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"信誉","xinyu","信誉是段永平思想体系中最早期的核心概念之一，与\"本分\"和\"诚信\"密切相关。最早可追溯到1999年的多篇采访中。段永平将信誉定义为一种发自内心的本分，而非做给别人看的手段，并强调\"只有等你为曾经许下的承...",34,{"title":211,"slug":212,"description":213,"category":188,"order":214,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"正直","zhengzhi","正直（Integrity）是段永平个人品质中最为强调的核心特质之一。他在多个场合将其与\"诚信\"等同，使用英文\"Integrity\"来表达。最早可追溯到2001年《经营天下》访谈和2009年浙大MBA分...",35,{"title":216,"slug":217,"description":218,"category":188,"order":219,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"理性","lixing","理性是段永平思想体系中的核心概念，与平常心高度重叠。段永平认为芒格所说的\"rationality\"（理性）就是他所说的\"平常心\"。理性的内涵在早期文献中已隐含存在（2000年《经营者》杂志记者就描述他...",36,{"title":221,"slug":222,"description":223,"category":188,"order":224,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"长期主义","zhangqizhuyi","长期主义是段永平思想体系中较晚才明确使用的概念标签，但其内涵（想长远、跑马拉松、追求健康长久的发展）从1990年代就贯穿始终。2025年与王石对话中，段永平首次给出了完整的逻辑定义：平常心不是心态，而...",37,{"title":226,"slug":227,"description":228,"category":229,"order":230,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"段永平推荐书单","tuijianshudan","段永平历年亲口推荐、读过称赞、以及明确不推荐的书，一份带出处的清单。他一再强调“好书一本就够”，真正反复推崇的其实就是《巴菲特致股东的信》。","推荐书单",50,{"title":232,"slug":233,"description":234,"category":235,"order":236,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"1998年段永平对步步高所有营销人员的讲话","duanyongping-1998nian-bubugao-yingxiaorenyuan-jianghua","段永平面向步步高营销人员阐述本分、信誉、聚焦、敢为天下后与不攻击对手等经营原则。","访谈实录",98,{"title":238,"slug":239,"description":240,"category":235,"order":241,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"1998年巴菲特佛罗里达大学演讲","buffett-1998nian-foluolida-daxue-yanjiang","巴菲特1998年佛罗里达大学演讲及问答，讨论能力圈、企业价值、投资错误、集中投资与人生选择。",99,{"title":243,"slug":244,"description":245,"category":235,"order":246,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"1999年 《都市快报》采访手记","duanyongping-1999nian-doushikuaibao-caifangshouji","段永平畅谈本分做人做企业的理念，回顾从小霸王到步步高的创业历程，强调信誉、股份制与平常心的重要性。",100,{"title":248,"slug":249,"description":250,"category":235,"order":251,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"1999年 步步高讲话","duanyongping-1999nian-bubugaojianghua","段永平阐述步步高企业的本分精神，强调平常心、进取心、耐心、责任心和爱心是企业生存发展的基本原则。",101,{"title":253,"slug":254,"description":255,"category":235,"order":256,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"1999年做客人民大学精彩问答实录","duanyongping-1999nianzuokerenmindaxuejingcaiwendashilu","段永平在人民大学分享本分经营、敢为天下后、焦点法则等企业理念，并与学生互动探讨创业、品牌与人生。",102,{"title":258,"slug":259,"description":260,"category":235,"order":261,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2000年 《销售与市场》杂志专访","duanyongping-2000nian-xiaoshouyushichang-zazhizhuanfang","段永平谈步步高的品牌定位、本分竞争哲学、广告策略，强调不创造利润的企业是罪恶的，反对盲目多元化。",103,{"title":263,"slug":264,"description":265,"category":235,"order":266,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2000年在央视“品牌与传播国际论坛”上的演讲","duanyongping-2000nianzaiyangshi-pinpaiyuchuanboguojiluntan-shangdeyanjiang","段永平分享在央视投放广告的实战经验，强调广告只是经营环节之一，产品品质才是品牌根基。",104,{"title":268,"slug":269,"description":270,"category":235,"order":271,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2000追逐世界的节奏 —— 《经营者》杂志2000年，步步高总经理访谈记录","duanyongping-2000zhuizhushijiedejiezou-jingyingzhe-zazhi2000nian-bubugaozongjing","全面回顾段永平从小霸王到步步高的创业历程，详述品牌运作、本分信誉、高速公路经营哲学与平常心理念。",105,{"title":273,"slug":274,"description":275,"category":235,"order":276,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2001《经营天下：高峰论坛 之 段永平》—— 2001年末中国20位行业巨头面对面访谈录","duanyongping-2001-jingyingtianxia-gaofengluntan-zhi-duanyongping-2001nianmozhong","段永平深度阐述诚信为本、安全发展、敢为天下后、反对盲目创新与多元化等企业经营核心理念。",106,{"title":278,"slug":279,"description":280,"category":235,"order":281,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2001年 我为什么要去读书？ —— 《读者》2001年11月刊","duanyongping-2001nian-woweishenmeyaoqudushu-duzhe-2001nian11yuekan","段永平讲述在中欧商学院读MBA的原因：系统学习管理知识以应对WTO竞争，并推动全员学习降低沟通成本。",107,{"title":283,"slug":284,"description":285,"category":235,"order":286,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2001年《世界经理人文摘》专访","duanyongping-2001nian-shijiejinglirenwenzhai-zhuanfang","段永平详解敢为天下后战略：后来者如何通过综合素质、品质管理和平常心实现后来居上。",108,{"title":288,"slug":289,"description":290,"category":235,"order":291,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2002年 CCTV2经济频道《卖点》栏目采访：投影机能否走进家庭？","duanyongping-2002nian-cctv2jingjipindao-maidian-lanmucaifang-touyingjinengfouzou","段永平作为嘉宾为创业公司把脉，建议先在专业市场站稳脚跟，通过差异化竞争和定向宣传求生存发展。",109,{"title":293,"slug":294,"description":295,"category":235,"order":296,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2003年北京大学总裁班演讲座谈会全程实录","duanyongping-2003nianbeijingdaxuezongcaibanyanjiangzuotanhuiquanchengshilu","段永平在北大系统阐述诚信为本、平常心经营、消费者导向等理念，并就选人用人、企业管理等问题答疑。",110,{"title":298,"slug":299,"description":300,"category":235,"order":301,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2004财富人生—段永平 2004 采访","duanyongping-2004caifurensheng-duanyongping-2004-caifang","段永平回顾明星广告策略的商业逻辑，讲述施瓦辛格广告风波中坚守本分、信守合同承诺的故事。",111,{"title":303,"slug":304,"description":305,"category":235,"order":306,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2005年步步高十周年“记”念晚会：段永平发言","duanyongping-2005nianbubugaoshizhounian-ji-nianwanhui-duanyongpingfayan","段永平在步步高十周年回顾企业理念，确立本分、诚信等核心价值观，提出“更健康更长久”的企业愿景。",112,{"title":308,"slug":309,"description":310,"category":235,"order":311,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2006年 深度对话网易证券全程实录","duanyongping-2006nian-shenduduihuawangyizhengquanquanchengshilu","段永平分享巴菲特午餐竞拍背后的故事，详述价值投资理念、网易投资经历及从做企业到做投资的转型心得。",113,{"title":313,"slug":314,"description":315,"category":235,"order":316,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2006年做客新浪财经频道聊天全实录","duanyongping-2006nianzuokexinlangcaijingpindaoliaotianquanshilu","段永平首次做客新浪聊天，谈与巴菲特午餐缘起、价值投资理念、投资网易始末及慈善观。",114,{"title":318,"slug":319,"description":320,"category":235,"order":321,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2006年浙大“实话实说”","duanyongping-2006nianzheda-shihuashishuo","段永平捐赠浙大后座谈，谈教育捐赠初衷、求是精神、学生应脚踏实地而非空立大志，享受过程最重要。",115,{"title":323,"slug":324,"description":325,"category":235,"order":326,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2007年与巴菲特共进午餐后网易专访","duanyongping-2007nianyubafeitegongjinwucanhouwangyizhuanfang","段永平分享巴菲特午餐感悟，强调买股票就是买公司、耐心等待好价格、长期持有的价值投资原则。",116,{"title":328,"slug":329,"description":330,"category":235,"order":331,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2007年波士堂访谈","duanyongping-2007nianboshitangfangtan","段永平做客波士堂，谈步步高敢为天下后策略、消费者导向、追求健康长寿而非企业规模。",117,{"title":333,"slug":334,"description":335,"category":235,"order":336,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2009年 深度专访： 探讨公益人生，分享成功体会","duanyongping-2009nian-shenduzhuanfang-tantaogongyirensheng-fenxiangchenggongtihu","段永平深度访谈，谈成功定义、慈善理念、本分诚信的企业文化、家庭与事业的平衡。",118,{"title":338,"slug":339,"description":340,"category":235,"order":341,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2009年《21世纪经济报道》独家专访：我不认为巴菲特是股神（2009年）","duanyongping-2009nian-21shijijingjibaodao-dujiazhuanfang-woburenweibafeiteshigus","段永平第二次与巴菲特午餐后受访，强调不要神化巴菲特、以平常心学习其投资智慧。",119,{"title":343,"slug":344,"description":345,"category":235,"order":346,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2009浙大MBA分享：企业追求的是稳健的发展，基本功最重要","duanyongping-2009zhedambafenxiang-qiyezhuiqiudeshiwenjiandefazhan-jibengongzuizh","段永平浙大MBA分享，谈企业基本功、本分文化的核心价值、稳健发展胜过盲目扩张。",120,{"title":348,"slug":349,"description":350,"category":235,"order":351,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2010年 步步高董事长段永平和人大校长纪宝成记者会实录","duanyongping-2010nian-bubugaodongshizhangduanyongpingherendaxiaozhangjibaochengj","段永平向人大捐赠3000万美元，谈配比基金模式、教育慈善理念及校友回馈责任。",121,{"title":353,"slug":354,"description":355,"category":235,"order":356,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2011年买入苹果思考","duanyongping-2011nianmairupingguosikao","段永平分析苹果商业模式，论其单品策略、生态系统护城河、消费者导向及长期投资价值。",122,{"title":358,"slug":359,"description":360,"category":235,"order":361,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2013年浙大演讲","duanyongping-2013nianzhedayanjiang","段永平浙大演讲三要点：脚踏实地做事、知道什么不该做、做正直的人。",123,{"title":363,"slug":364,"description":365,"category":235,"order":366,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2015年苹果CEO库克华盛顿大学毕业典礼演讲：找到你的北斗星","tim-cook-2015nian-huashengdundaxue-biyeyanjiang","蒂姆·库克在2015年华盛顿大学毕业典礼谈平等、价值观、乔布斯的影响与寻找人生北斗星。",124,{"title":368,"slug":369,"description":370,"category":235,"order":371,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2015年vivo 20周年晚宴沈炜讲话","shenwei-2015nian-vivo-20zhounian-wanyan-jianghua","沈炜在vivo二十周年晚宴回顾创业历程，讨论本分文化、用户导向、产品转型与企业愿景。",125,{"title":373,"slug":374,"description":375,"category":235,"order":376,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2016年浙大60周年专访","duanyongping-2016nianzheda60zhounianzhuanfang","段永平回忆浙大岁月，阐述做对的事情哲学、北极星概念及人生选择建议。",126,{"title":378,"slug":379,"description":380,"category":235,"order":381,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2018年段永平斯坦福大学53问","duanyongping-2018nian-sitanfu-daxue-53wen","段永平在斯坦福大学回答53个问题，涉及人生、企业经营、产品、投资、家庭与黄峥等话题。",127,{"title":383,"slug":384,"description":385,"category":235,"order":386,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2024年费德勒演讲：最优秀的人，也经常失败","feidele-2024nian-biyeyanjiang","费德勒在2024年达特茅斯学院毕业典礼分享努力、失败、人生取舍与超越网球的人生经验。",128,{"title":388,"slug":389,"description":390,"category":235,"order":391,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2025年浙江大学演讲及问答完整版","duanyongping-2025nianzhejiangdaxueyanjiangjiwendawanzhengban","段永平浙大最新演讲，谈做对的事情、AI时代机遇、创业投资心得及本分文化实践。",129,{"title":393,"slug":394,"description":395,"category":235,"order":396,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2025年谈躺平与内卷、与王石交流子女教育","duanyongping-2025niantantangpingyuneijuan-yuwangshijiaoliuzinvjiaoyu","段永平与王石对谈，论投资哲学、文化传承、营销本质、子女教育及平常心即长期主义。",130,{"title":398,"slug":399,"description":400,"category":235,"order":401,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2025年：方三文对话段永平：做自己能够喜欢的事情很重要","duanyongping-2025nian-fangsanwenduihuaduanyongping-zuozijinenggouxihuandeshiqing","段永平与方三文深度对话，谈个人经历、企业文化传承、苹果茅台投资逻辑及AI与教育。",131,{"title":403,"slug":404,"description":405,"category":235,"order":406,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"2025年vivo 30周年纪念晚宴沈炜致辞","shenwei-2025nian-vivo-30zhounian-wanyan-zhici","沈炜在vivo三十周年晚宴回顾步步高与vivo发展，阐释本分、用户导向、平常心与企业长期健康。",132,{"title":408,"slug":409,"description":410,"category":235,"order":411,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"段永平步步高内部讲话：道先于术","duanyongping-bubugao-neibujianghua-daoxianyushu","段永平在步步高内部讲话中谈道先于术、沉没成本、是非不给利益让路，以及企业文化是木桶的底板。",133,{"title":413,"slug":414,"description":415,"category":416,"order":417,"type":418,"volume":10,"volumeOrder":10,"chapterOrder":10},"投资问答录主题目录","wenda-topic-index","按投资原则、商业经营、公司案例、人生与成长整理的段永平投资问答主题目录。","投资问答录",190,"topic-index",{"title":420,"slug":421,"description":422,"category":416,"order":423,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":9},"买股票就是买公司与价值投资","wenda-invest-01","汇集段永平关于“买股票就是买公司与价值投资”的公开问答，按主题重排并删除重复内容。",200,"qanda-chapter","投资原则与方法",{"title":427,"slug":428,"description":429,"category":416,"order":423,"type":430,"volume":10,"volumeOrder":10,"chapterOrder":10},"问答录：第一章 投资大道","dadaotouziwendalu-diyizhangtouzidadao","问答录：第一章 投资大道已按主题拆分，本页保留旧地址并提供新文章入口。","legacy-index",{"title":432,"slug":433,"description":434,"category":416,"order":435,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":15},"投资为什么简单但不容易","wenda-invest-02","汇集段永平关于“投资为什么简单但不容易”的公开问答，按主题重排并删除重复内容。",201,{"title":437,"slug":438,"description":439,"category":416,"order":435,"type":430,"volume":10,"volumeOrder":10,"chapterOrder":10},"问答录：第二章 商业模式和企业文化","dadaotouziwendalu-dierzhangshangyemoshiheqiyewenhua","问答录：第二章 商业模式和企业文化已按主题拆分，本页保留旧地址并提供新文章入口。",{"title":441,"slug":442,"description":443,"category":416,"order":444,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":20},"看懂生意与能力圈","wenda-invest-03","汇集段永平关于“看懂生意与能力圈”的公开问答，按主题重排并删除重复内容。",202,{"title":446,"slug":447,"description":448,"category":416,"order":444,"type":430,"volume":10,"volumeOrder":10,"chapterOrder":10},"问答录：第三章 公司点评","dadaotouziwendalu-disanzhanggongsidianping","问答录：第三章 公司点评已按主题拆分，本页保留旧地址并提供新文章入口。",{"title":450,"slug":451,"description":452,"category":416,"order":453,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":25},"风险第一：不做空、不借钱、不懂不碰","wenda-invest-04","汇集段永平关于“风险第一：不做空、不借钱、不懂不碰”的公开问答，按主题重排并删除重复内容。",203,{"title":455,"slug":456,"description":457,"category":416,"order":453,"type":430,"volume":10,"volumeOrder":10,"chapterOrder":10},"问答录：第四章 人生箴言","dadaotouziwendalu-disizhangrenshengzhenyan","问答录：第四章 人生箴言已按主题拆分，本页保留旧地址并提供新文章入口。",{"title":459,"slug":460,"description":461,"category":416,"order":462,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":30},"市场波动、宏观与牛熊","wenda-invest-05","汇集段永平关于“市场波动、宏观与牛熊”的公开问答，按主题重排并删除重复内容。",204,{"title":464,"slug":465,"description":466,"category":416,"order":467,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":35},"长期持有、集中投资与机会成本","wenda-invest-06","汇集段永平关于“长期持有、集中投资与机会成本”的公开问答，按主题重排并删除重复内容。",205,{"title":469,"slug":470,"description":471,"category":416,"order":467,"type":430,"volume":10,"volumeOrder":10,"chapterOrder":10},"问答录：第六章 更新","dadaotouziwendalu-diliuzhangduzhegengxin","问答录：第六章 更新已按主题拆分，本页保留旧地址并提供新文章入口。",{"title":473,"slug":474,"description":475,"category":416,"order":476,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":45},"现金流折现、PE与定性判断","wenda-invest-07","汇集段永平关于“现金流折现、PE与定性判断”的公开问答，按主题重排并删除重复内容。",206,{"title":478,"slug":479,"description":480,"category":416,"order":481,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":50},"买卖时机与“持有就是买入”","wenda-invest-08","汇集段永平关于“买卖时机与“持有就是买入””的公开问答，按主题重排并删除重复内容。",207,{"title":483,"slug":484,"description":485,"category":416,"order":486,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":56},"财报、现金流、ROE与净资产","wenda-invest-09","汇集段永平关于“财报、现金流、ROE与净资产”的公开问答，按主题重排并删除重复内容。",208,{"title":488,"slug":489,"description":490,"category":416,"order":491,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":62},"分红、回购与资本配置","wenda-invest-10","汇集段永平关于“分红、回购与资本配置”的公开问答，按主题重排并删除重复内容。",209,{"title":493,"slug":494,"description":495,"category":416,"order":496,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":71},"投机、套利、量化与衍生品","wenda-invest-11","汇集段永平关于“投机、套利、量化与衍生品”的公开问答，按主题重排并删除重复内容。",210,{"title":498,"slug":499,"description":500,"category":416,"order":501,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":80},"投资心态、Golf、阅读与学习","wenda-invest-12","汇集段永平关于“投资心态、Golf、阅读与学习”的公开问答，按主题重排并删除重复内容。",211,{"title":503,"slug":504,"description":505,"category":416,"order":506,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":9},"伟大企业与长坡厚雪","wenda-business-01","汇集段永平关于“伟大企业与长坡厚雪”的公开问答，按主题重排并删除重复内容。",230,"商业模式与经营",{"title":509,"slug":510,"description":511,"category":416,"order":512,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":15},"商业模式与投资确定性","wenda-business-02","汇集段永平关于“商业模式与投资确定性”的公开问答，按主题重排并删除重复内容。",231,{"title":514,"slug":515,"description":516,"category":416,"order":517,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":20},"护城河与差异化","wenda-business-03","汇集段永平关于“护城河与差异化”的公开问答，按主题重排并删除重复内容。",232,{"title":519,"slug":520,"description":521,"category":416,"order":522,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":25},"好产品与用户导向","wenda-business-04","汇集段永平关于消费者导向、好产品与用户需求的公开问答，按主题重排并删除重复内容。",233,{"title":524,"slug":525,"description":526,"category":416,"order":527,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":30},"创新与敢为天下后","wenda-business-05","汇集段永平关于“创新与敢为天下后”的公开问答，按主题重排并删除重复内容。",234,{"title":529,"slug":530,"description":531,"category":416,"order":532,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":35},"品牌的本质","wenda-business-06","汇集段永平关于“品牌的本质”的公开问答，按主题重排并删除重复内容。",235,{"title":534,"slug":535,"description":536,"category":416,"order":537,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":45},"营销、广告、渠道与出海","wenda-business-07","汇集段永平关于“营销、广告、渠道与出海”的公开问答，按主题重排并删除重复内容。",236,{"title":129,"slug":539,"description":540,"category":416,"order":541,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":50},"wenda-business-08","汇集段永平关于“企业文化”的公开问答，按主题重排并删除重复内容。",237,{"title":543,"slug":544,"description":545,"category":416,"order":546,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":56},"本分、平常心与利润之上的追求","wenda-business-09","汇集段永平关于本分、平常心与利润之上的追求的公开问答，按主题重排并删除重复内容。",238,{"title":548,"slug":549,"description":550,"category":416,"order":551,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":62},"创始人、CEO、团队与激励","wenda-business-10","汇集段永平关于“创始人、CEO、团队与激励”的公开问答，按主题重排并删除重复内容。",239,{"title":553,"slug":554,"description":555,"category":416,"order":556,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":71},"Stop Doing List、聚焦与更健康更长久","wenda-business-11","汇集段永平关于“Stop Doing List、聚焦与更健康更长久”的公开问答，按主题重排并删除重复内容。",240,{"title":558,"slug":559,"description":560,"category":416,"order":561,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":80},"收购与多元化","wenda-business-12","汇集段永平关于“收购与多元化”的公开问答，按主题重排并删除重复内容。",241,{"title":563,"slug":564,"description":565,"category":416,"order":566,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":9},"苹果：产品、商业模式与生态","wenda-company-apple-01","汇集段永平关于“苹果：产品、商业模式与生态”的公开问答，按主题重排并删除重复内容。",260,"公司案例",{"title":569,"slug":570,"description":571,"category":416,"order":572,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":15},"苹果：管理层与企业文化","wenda-company-apple-02","汇集段永平关于“苹果：管理层与企业文化”的公开问答，按主题重排并删除重复内容。",261,{"title":574,"slug":575,"description":576,"category":416,"order":577,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":20},"苹果：估值、持有与资本配置","wenda-company-apple-03","汇集段永平关于“苹果：估值、持有与资本配置”的公开问答，按主题重排并删除重复内容。",262,{"title":579,"slug":580,"description":581,"category":416,"order":582,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":25},"贵州茅台：产品、品牌与商业模式","wenda-company-maotai-01","汇集段永平关于“贵州茅台：产品、品牌与商业模式”的公开问答，按主题重排并删除重复内容。",263,{"title":584,"slug":585,"description":586,"category":416,"order":587,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":30},"贵州茅台：治理、渠道与i茅台","wenda-company-maotai-02","汇集段永平关于“贵州茅台：治理、渠道与i茅台”的公开问答，按主题重排并删除重复内容。",264,{"title":589,"slug":590,"description":591,"category":416,"order":592,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":35},"贵州茅台：估值与投资判断","wenda-company-maotai-03","汇集段永平关于“贵州茅台：估值与投资判断”的公开问答，按主题重排并删除重复内容。",265,{"title":594,"slug":595,"description":596,"category":416,"order":597,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":45},"小霸王与步步高","wenda-company-bbk","汇集段永平关于“小霸王与步步高”的公开问答，按主题重排并删除重复内容。",266,{"title":599,"slug":600,"description":601,"category":416,"order":602,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":50},"网易","wenda-company-netease","汇集段永平关于“网易”的公开问答，按主题重排并删除重复内容。",267,{"title":604,"slug":605,"description":606,"category":416,"order":607,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":56},"阿里巴巴与雅虎","wenda-company-alibaba-yahoo","汇集段永平关于“阿里巴巴与雅虎”的公开问答，按主题重排并删除重复内容。",268,{"title":609,"slug":610,"description":611,"category":416,"order":612,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":62},"泡泡玛特","wenda-company-pop-mart","汇集段永平关于“泡泡玛特”的公开问答，按主题重排并删除重复内容。",269,{"title":614,"slug":615,"description":616,"category":416,"order":617,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":71},"消费电子与日本制造","wenda-company-consumer-electronics","汇集段永平关于“消费电子与日本制造”的公开问答，按主题重排并删除重复内容。",270,{"title":619,"slug":620,"description":621,"category":416,"order":622,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":80},"中国游戏公司群像","wenda-company-china-games","汇集段永平关于“中国游戏公司群像”的公开问答，按主题重排并删除重复内容。",271,{"title":624,"slug":625,"description":626,"category":416,"order":627,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":89},"互联网、科技与新产业","wenda-company-tech-platforms","汇集段永平关于“互联网、科技与新产业”的公开问答，按主题重排并删除重复内容。",272,{"title":629,"slug":630,"description":631,"category":416,"order":632,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":98},"零售与服务业案例","wenda-company-retail-services","汇集段永平关于“零售与服务业案例”的公开问答，按主题重排并删除重复内容。",273,{"title":634,"slug":635,"description":636,"category":416,"order":637,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":107},"能源与工业企业案例","wenda-company-energy-industrial","汇集段永平关于“能源与工业企业案例”的公开问答，按主题重排并删除重复内容。",274,{"title":639,"slug":640,"description":641,"category":416,"order":642,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":112},"传统行业公司群像","wenda-company-traditional-industries","汇集段永平关于格力、美的、比亚迪、万科、招商银行等传统行业公司的公开问答。",275,{"title":644,"slug":645,"description":646,"category":416,"order":647,"type":424,"volume":648,"volumeOrder":25,"chapterOrder":9},"做对的事情与把事情做对","wenda-life-01","汇集段永平关于“做对的事情与把事情做对”的公开问答，按主题重排并删除重复内容。",320,"人生与成长",{"title":650,"slug":651,"description":652,"category":416,"order":653,"type":424,"volume":648,"volumeOrder":25,"chapterOrder":15},"正直、理性与长期视角","wenda-life-02","汇集段永平关于“正直、理性与长期视角”的公开问答，按主题重排并删除重复内容。",321,{"title":655,"slug":656,"description":657,"category":416,"order":658,"type":424,"volume":648,"volumeOrder":25,"chapterOrder":20},"职业、创业与享受过程","wenda-life-03","汇集段永平关于“职业、创业与享受过程”的公开问答，按主题重排并删除重复内容。",322,{"title":660,"slug":661,"description":662,"category":416,"order":663,"type":424,"volume":648,"volumeOrder":25,"chapterOrder":25},"家庭、孩子与教育","wenda-life-04","汇集段永平关于“家庭、孩子与教育”的公开问答，按主题重排并删除重复内容。",323,{"title":665,"slug":666,"description":667,"category":416,"order":668,"type":424,"volume":648,"volumeOrder":25,"chapterOrder":30},"开放学习、公益与社会责任","wenda-life-05","汇集段永平关于“开放学习、公益与社会责任”的公开问答，按主题重排并删除重复内容。",324,{"title":670,"slug":671,"description":672,"category":416,"order":673,"type":424,"volume":648,"volumeOrder":25,"chapterOrder":35},"睡眠、减重、Zone 2与日常健康","wenda-life-06","汇集段永平关于“睡眠、减重、Zone 2与日常健康”的公开问答，按主题重排并删除重复内容。",325,{"title":675,"slug":676,"description":677,"category":416,"order":678,"type":430,"volume":10,"volumeOrder":10,"chapterOrder":10},"商业逻辑篇：第1节：伟大企业","duanyongping-shangyeluoji-di1jie-weidaqiye","商业逻辑篇：第1节：伟大企业已按主题拆分，本页保留旧地址并提供新文章入口。",401,{"title":680,"slug":681,"description":682,"category":416,"order":683,"type":430,"volume":10,"volumeOrder":10,"chapterOrder":10},"商业逻辑篇：第2节：商业模式","duanyongping-shangyeluoji-di2jie-shangyemoshi","商业逻辑篇：第2节：商业模式已按主题拆分，本页保留旧地址并提供新文章入口。",402,{"title":685,"slug":686,"description":687,"category":416,"order":688,"type":430,"volume":10,"volumeOrder":10,"chapterOrder":10},"商业逻辑篇：第3节：企业文化","duanyongping-shangyeluoji-di3jie-qiyewenhua","商业逻辑篇：第3节：企业文化已按主题拆分，本页保留旧地址并提供新文章入口。",403,{"title":690,"slug":691,"description":692,"category":416,"order":693,"type":430,"volume":10,"volumeOrder":10,"chapterOrder":10},"商业逻辑篇：第4节：产品、差异化与创新","duanyongping-shangyeluoji-di4jie-chanpin-chayihua-yu-chuangxin","商业逻辑篇：第4节：产品、差异化与创新已按主题拆分，本页保留旧地址并提供新文章入口。",404,{"title":695,"slug":696,"description":697,"category":416,"order":698,"type":430,"volume":10,"volumeOrder":10,"chapterOrder":10},"商业逻辑篇：第5节：品牌、营销与广告","duanyongping-shangyeluoji-di5jie-pinpai-yingxiao-yu-guanggao","商业逻辑篇：第5节：品牌、营销与广告已按主题拆分，本页保留旧地址并提供新文章入口。",405,{"title":700,"slug":701,"description":702,"category":416,"order":703,"type":430,"volume":10,"volumeOrder":10,"chapterOrder":10},"商业逻辑篇：第6节：收购和多元化","duanyongping-shangyeluoji-di6jie-shougouheduoyuanhua","商业逻辑篇：第6节：收购和多元化已按主题拆分，本页保留旧地址并提供新文章入口。",406,{"title":705,"slug":706,"description":707,"category":416,"order":708,"type":430,"volume":10,"volumeOrder":10,"chapterOrder":10},"商业逻辑篇：第7节：Stop doing list（不为清单）","duanyongping-shangyeluoji-di7jie-stop-doing-list-buweiqingdan","商业逻辑篇：第7节：Stop doing list（不为清单）已按主题拆分，本页保留旧地址并提供新文章入口。",407,{"title":710,"slug":711,"description":712,"category":416,"order":713,"type":430,"volume":10,"volumeOrder":10,"chapterOrder":10},"投资问答录商业逻辑篇：前言：买股票就是买公司","duanyongping-shangyeluoji-qianyan-maiqushoujiiumaishangsi","投资问答录商业逻辑篇：前言：买股票就是买公司已按主题拆分，本页保留旧地址并提供新文章入口。",408,{"title":715,"slug":716,"description":717,"category":416,"order":718,"type":430,"volume":10,"volumeOrder":10,"chapterOrder":10},"投资逻辑篇：第1章：投资理念","duanyongping-touziluoji-di1zhang-touzilinian","投资逻辑篇：第1章：投资理念已按主题拆分，本页保留旧地址并提供新文章入口。",410,{"title":720,"slug":721,"description":722,"category":416,"order":723,"type":430,"volume":10,"volumeOrder":10,"chapterOrder":10},"投资逻辑篇：第2章：投资理解","duanyongping-touziluoji-di2jie-touzilijie","投资逻辑篇：第2章：投资理解已按主题拆分，本页保留旧地址并提供新文章入口。",411,{"title":725,"slug":726,"description":727,"category":416,"order":728,"type":430,"volume":10,"volumeOrder":10,"chapterOrder":10},"投资问答录：第3章 golf和投资","duanyongping-touziluoji-di3zhang-golfhetouzi","投资问答录：第3章 golf和投资已按主题拆分，本页保留旧地址并提供新文章入口。",412,{"title":730,"slug":731,"description":732,"category":416,"order":733,"type":430,"volume":10,"volumeOrder":10,"chapterOrder":10},"投资逻辑篇：第4章 财务理解","duanyongping-touziwendalu-touziluoji-di4zhang-caiwulijie","投资逻辑篇：第4章 财务理解已按主题拆分，本页保留旧地址并提供新文章入口。",413,{"title":735,"slug":736,"description":737,"category":416,"order":738,"type":430,"volume":10,"volumeOrder":10,"chapterOrder":10},"投资逻辑篇：第5章：估值逻辑","duanyongping-touziluoji-di5zhang-guzhiluoji","投资逻辑篇：第5章：估值逻辑已按主题拆分，本页保留旧地址并提供新文章入口。",414,{"title":740,"slug":741,"description":742,"category":416,"order":743,"type":430,"volume":10,"volumeOrder":10,"chapterOrder":10},"投资逻辑篇：第6章 投资方法论","duanyongping-touziluoji-di6zhang-touzifangfalun","投资逻辑篇：第6章 投资方法论已按主题拆分，本页保留旧地址并提供新文章入口。",415,{"title":745,"slug":746,"description":747,"category":416,"order":748,"type":430,"volume":10,"volumeOrder":10,"chapterOrder":10},"投资逻辑篇：第7章：案例分析","duanyongping-touziluoji-di7zhang-anlifenxi","投资逻辑篇：第7章：案例分析已按主题拆分，本页保留旧地址并提供新文章入口。",416,{"title":750,"slug":751,"description":752,"category":753,"order":754,"type":10,"volume":10,"volumeOrder":10,"chapterOrder":10},"段永平如何研究一家公司：从产品、年报到企业文化","duanyongping-kan-dong-yijia-gongsi","根据段永平的公开问答，整理研究一家公司的资料清单、阅读顺序和判断框架：产品、商业模式、企业文化、财报、专项验证与估值。","公司与人物",417,{"title":753,"slug":756,"description":757,"category":753,"order":758,"type":759,"volume":10,"volumeOrder":10,"chapterOrder":10},"gongsi-yu-renwu","按段永平视角整理他高度评价、明显关注或正在重估的公司与人物，保留原文依据和边界条件。",5000,"index",{"title":761,"slug":762,"description":763,"category":753,"order":764,"type":765,"volume":10,"volumeOrder":10,"chapterOrder":10},"苹果：段永平为什么高度评价这家公司","company-apple","整理段永平对苹果的核心评价：用户体验、生态系统、商业模式、企业文化与管理层。",5010,"company",{"title":767,"slug":768,"description":769,"category":753,"order":770,"type":771,"volume":10,"volumeOrder":10,"chapterOrder":10},"黄峥：段永平为什么高度评价他","person-huangzheng","整理段永平对黄峥的评价：高信任度、看本质、学习能力、本分文化与做对事情的能力。",5020,"person",{"title":773,"slug":774,"description":775,"category":753,"order":776,"type":765,"volume":10,"volumeOrder":10,"chapterOrder":10},"泡泡玛特有定价权吗：段永平视角下的提价能力","company-pop-mart","从段永平的定价权框架出发，结合泡泡玛特产品定价变化、会员复购、毛利率、IP结构和库存数据，分析泡泡玛特能否随时间提价，以及提价后用户是否还愿意购买。",5030,{"title":778,"slug":779,"description":780,"category":753,"order":781,"type":771,"volume":10,"volumeOrder":10,"chapterOrder":10},"王宁：段永平为什么欣赏泡泡玛特创始人","person-wangning","整理段永平对王宁的评价：商业理解、做对事情、勤于思考、注重细节与团队能力。",5040,{"title":783,"slug":784,"description":785,"category":753,"order":786,"type":765,"volume":10,"volumeOrder":10,"chapterOrder":10},"贵州茅台：段永平为什么高度评价这家公司","company-maotai","整理段永平对贵州茅台的评价：长长的坡、厚厚的雪、好产品、品牌、现金流与减法经营。",5050,{"title":788,"slug":789,"description":790,"category":753,"order":791,"type":765,"volume":10,"volumeOrder":10,"chapterOrder":10},"网易：段永平为什么长期评价这家公司","company-netease","整理段永平对网易的评价：游戏业务、现金、丁磊、长期持有与好公司不要轻易卖。",5060,{"title":793,"slug":794,"description":795,"category":753,"order":796,"type":765,"volume":10,"volumeOrder":10,"chapterOrder":10},"腾讯：段永平为什么认为它是长坡厚雪","company-tencent","整理段永平对腾讯的评价：微信、微信支付、社交流量、商业模式、企业文化与机会成本。",5070,{"title":798,"slug":799,"description":800,"category":753,"order":801,"type":765,"volume":10,"volumeOrder":10,"chapterOrder":10},"阿里巴巴：段永平为什么曾高度评价又保留","company-alibaba","整理段永平对阿里巴巴的评价变化：企业文化、马云、长坡厚雪、业务复杂度与再现辉煌的不确定性。",5080,{"title":803,"slug":804,"description":805,"category":753,"order":806,"type":765,"volume":10,"volumeOrder":10,"chapterOrder":10},"拼多多：段永平如何看这家公司","company-pinduoduo","整理段永平对拼多多的评价：黄峥、本分文化、渠道、流量、风投性质与商业模式观察。",5090,{"title":808,"slug":809,"description":810,"category":753,"order":811,"type":765,"volume":10,"volumeOrder":10,"chapterOrder":10},"英伟达：段永平为什么说它厉害但难看懂","company-nvidia","整理段永平对英伟达的评价：芯片界的苹果、CUDA、黄仁勋、AI需求、护城河与能力圈边界。",5100,{"title":813,"slug":814,"description":815,"category":753,"order":816,"type":765,"volume":10,"volumeOrder":10,"chapterOrder":10},"任天堂：段永平从中学到什么","company-nintendo","整理段永平对任天堂的提及：渠道成本、单一产品、游戏行业经验、财务健康与企业追求。",5110,{"title":818,"slug":819,"description":820,"category":753,"order":821,"type":765,"volume":10,"volumeOrder":10,"chapterOrder":10},"GE：段永平为什么后来修正这笔投资","company-ge","整理段永平对 GE 的反思：企业文化、韦尔奇、integrity、复杂商业模式、多元化与看不懂。",5120,{"title":823,"slug":824,"description":825,"category":753,"order":826,"type":765,"volume":10,"volumeOrder":10,"chapterOrder":10},"新东方：段永平为什么既认可又保留","company-new-oriental","整理段永平对新东方的评价：俞敏洪、好公司、力气活、生意模式、股价反应与象征性支持。",5130,{"title":828,"slug":829,"description":830,"category":753,"order":831,"type":771,"volume":10,"volumeOrder":10,"chapterOrder":10},"巴菲特：段永平为什么高度尊重他","person-buffett","整理段永平对巴菲特的评价：买股票就是买公司、真诚、朴实、长期、价值投资与平常心。",5200,{"title":833,"slug":834,"description":835,"category":753,"order":836,"type":771,"volume":10,"volumeOrder":10,"chapterOrder":10},"芒格：段永平为什么重视他的理性","person-munger","整理段永平对芒格的评价：理性、逆向思维、能力圈、Costco、反做空与长期投资。",5210,{"title":838,"slug":839,"description":840,"category":753,"order":841,"type":771,"volume":10,"volumeOrder":10,"chapterOrder":10},"乔布斯：段永平为什么说他既是报时人也是造钟人","person-steve-jobs","整理段永平对乔布斯的评价：苹果文化、利润之上的追求、造钟人、产品精神与库克传承。",5220,{"title":843,"slug":844,"description":845,"category":753,"order":846,"type":771,"volume":10,"volumeOrder":10,"chapterOrder":10},"库克：段永平为什么认为他是更好的 CEO","person-tim-cook","整理段永平对库克的评价：更理性、更好的 CEO、理解乔布斯追求、苹果文化与用户体验。",5230,{"title":848,"slug":849,"description":850,"category":753,"order":851,"type":771,"volume":10,"volumeOrder":10,"chapterOrder":10},"马云：段永平为什么一直认为他了不起","person-mayun","整理段永平对马云的评价：理想主义、现实主义、企业文化、勇气、阿里巴巴与保留。",5240,{"title":853,"slug":854,"description":855,"category":753,"order":856,"type":771,"volume":10,"volumeOrder":10,"chapterOrder":10},"丁磊：段永平为什么说他很有悟性","person-dinglei","整理段永平对丁磊的评价：很有悟性、网易、不卖公司、不会干傻事、单纯与现金克制。",5250,{"title":858,"slug":859,"description":860,"category":753,"order":861,"type":771,"volume":10,"volumeOrder":10,"chapterOrder":10},"马化腾：段永平为什么正面评价他","person-mahuateng","整理段永平对马化腾的评价：人不错、年轻、微信、微信支付、腾讯商业模式与长期影响。",5260,{"title":863,"slug":864,"description":865,"category":753,"order":866,"type":771,"volume":10,"volumeOrder":10,"chapterOrder":10},"俞敏洪：段永平为什么说他是条汉子","person-yuminhong","整理段永平对俞敏洪的评价：新东方、面对问题、韧性、好生意人、条汉子与能力边界。",5270,{"title":868,"slug":869,"description":870,"category":753,"order":871,"type":771,"volume":10,"volumeOrder":10,"chapterOrder":10},"季克良：段永平为什么说他对茅台至关重要","person-jikeliang","整理段永平对季克良的评价：茅台质量文化、造钟人、长期工艺、质量坚持与企业传承。",5280,{"title":873,"slug":874,"description":875,"category":753,"order":876,"type":771,"volume":10,"volumeOrder":10,"chapterOrder":10},"黄仁勋：段永平为什么欣赏他","person-huangrenxun","整理段永平对黄仁勋的评价：真诚、有能量、长期方向一致、英伟达、AI 与能力圈边界。",5290,{"title":878,"slug":879,"description":880,"category":753,"order":881,"type":882,"volume":10,"volumeOrder":10,"chapterOrder":10},"段永平高度评价过的公司","topic-highly-rated-companies","按段永平视角整理他高度评价过的公司，并区分高度评价、正面关注、曾评价后修正和仍需观察。",5300,"topic",{"title":884,"slug":885,"description":886,"category":753,"order":887,"type":882,"volume":10,"volumeOrder":10,"chapterOrder":10},"段永平高度评价过的人","topic-highly-rated-people","按段永平视角整理他高度评价过的人：投资大师、企业家、创始人和关键经营者。",5310,{"title":889,"slug":890,"description":891,"category":753,"order":892,"type":882,"volume":10,"volumeOrder":10,"chapterOrder":10},"段永平正在重估的公司","topic-revaluated-companies","整理段永平从看不懂、保留或低估，逐步重新评估的公司案例：泡泡玛特、英伟达、阿里、新东方等。",5320,{"id":894,"title":293,"body":895,"category":235,"chapterOrder":10,"date":10,"description":295,"extension":2057,"meta":2058,"navigation":2059,"order":296,"path":2060,"seo":2061,"seoDescription":295,"seoTitle":2062,"slug":294,"source":10,"sourceDate":10,"sourceUrl":10,"stem":2063,"tags":10,"type":10,"volume":10,"volumeOrder":10,"__hash__":2064,"_collection":2065},"dao\u002Fdao\u002Fspeeches\u002Fduanyongping-2003nianbeijingdaxuezongcaibanyanjiangzuotanhuiquanchengshilu.md",{"type":896,"value":897,"toc":2054},"minimark",[898,906,912,925,930,934,937,940,952,966,975,981,984,992,1017,1021,1025,1028,1032,1035,1039,1045,1049,1071,1075,1085,1089,1095,1099,1102,1106,1119,1123,1126,1130,1144,1147,1164,1180,1184,1187,1191,1216,1220,1223,1227,1233,1237,1240,1244,1250,1279,1283,1286,1290,1315,1319,1325,1329,1341,1345,1354,1358,1371,1375,1384,1388,1404,1408,1411,1415,1424,1428,1431,1435,1445,1449,1452,1456,1459,1463,1466,1470,1473,1477,1482,1485,1489,1492,1496,1504,1508,1520,1523,1547,1551,1554,1558,1577,1581,1590,1594,1603,1607,1610,1614,1627,1631,1634,1638,1647,1651,1654,1658,1726,1730,1736,1740,1746,1750,1753,1757,1760,1764,1767,1771,1774,1778,1784,1788,1809,1813,1816,1820,1830,1834,1837,1841,1853,1857,1860,1864,1888,1892,1895,1899,1902,1906,1909,1913,1922,1926,1929,1933,1936,1949,1998,2002,2005,2009,2046,2051],[899,900,901,905],"p",{},[902,903,904],"strong",{},"段永平","：2003年北京大学总裁班演讲座谈会全程实录",[899,907,908,911],{},[902,909,910],{},"孔繁敏","：",[899,913,914,915,918,919,921,922,924],{},"大家晚上好，欢迎参加由北京大学管理案例研究中心举办的系列讲座，今天晚上我们很高兴地请到了广东",[902,916,917],{},"步步高","电子工业有限公司董事长兼总经理",[902,920,904],{},"先生。",[902,923,904],{},"先生将就企业的诚信问题作精彩的演讲。下面让我们用热烈的掌声欢迎段总！",[926,927,929],"h1",{"id":928},"主题一诚信为本","主题一：诚信为本",[899,931,932,911],{},[902,933,904],{},[899,935,936],{},"各位老师、同学们晚上好！",[899,938,939],{},"今天我想讲的是有关诚信方面的问题，因为我觉得在中国的文化背景下，诚信对于建设企业尤为重要。很多企业都在说，要时刻有危机意识，要防止危机的出现。举个例子：当汽车行驶速度到200公里每小时的时候，在距离汽车20米的前方出现一堵墙，你马上就要撞上了，这种时候，你怎么办？我觉得只有听天由命了，最多也就是祈祷一下。难道就没有办法避免这种危险的出现吗？办法是有的：其一是要系好安全带；其二是要保持很好的开车的状况，包括车况和人况。",[899,941,942,943,947,948,951],{},"所以危机意识在企业的运营管理中要特别注意，同样我觉得诚信意识也是这样一个概念。在座的有很多是企业家或者学过公司管理，大家都学过麦肯锡的“7S原理”，其中有一个核心的东西叫 —— 共享价值观，也可以叫做",[944,945,129],"a",{"href":946},"\u002Fqiyewenhua","，它是企业成员共同的价值观念，就是企业的核心价值观。我记得",[902,949,950],{},"GE","（美国通用电气公司）的核心价值观的内容比较多，但是最重要的一条就是 —— 诚信。",[899,953,954,955,957,958,961,962,965],{},"我曾在中央台碰到过",[902,956,950],{},"新任的CEO杰夫·伊梅尔特，我说：“你接任杰克·韦尔奇先生以后，会对企业进行哪些方面的改变呢？”他说：“这个世界在变，我们也在跟着变，但唯一不变的就是诚信！”这句话留给我的印象很深刻。大概十多年前在企业起步初期，我们就提出过“以诚为本”！虽然对于有些人来讲，诚信可能只是一种手段，是做给人家看的，但是对于我来讲，诚信就是",[944,959,5],{"href":960},"\u002Fbenfen","！它是一种发自内心的东西，而不是单单为了企业好，为了让别人相信我，而做出的一副有",[944,963,206],{"href":964},"\u002Fxinyu","的样子。",[899,967,968,969,971,972,974],{},"一个讲诚信的企业家有时候为了信守某种承诺，可能会牺牲很多眼前的利益，这种企业家在短期经常会蒙受一些损失。我也见过很多企业，往往不愿意牺牲眼前利益，导致整个企业不能有更大的发展。我觉得",[902,970,917],{},"之所以能够走到现在，最主要的原因就在于诚信！我们对于诚信的理解，就是把它作为一种发自内心的",[944,973,5],{"href":960},"，而不是作为一种手段！",[899,976,977,978,980],{},"很久以前，我曾经给大家举过一个小例子，那是在我上学的时候， 由于家里环境比较艰苦，父亲还要向邻居或者朋友借钱作为我上学的盘缠。一般来讲，你不会因为这个人我有用，有钱后就得赶紧还他。或者那个人我以后不再跟他借钱了，也不想跟他打交道了，我就不还他钱了。我觉得这就是",[944,979,5],{"href":960},"的意思，是一种很自然的现象。后来我无意中看到了某个企业的总裁写过的一本书《什么叫做诚信》，他的解释我到现在还记得特别清楚，他说诚信就像一座大厦的基础，地基没有建立好是不能建立起一座高楼大厦的！可能在建一幢平房时不一定能看出来，建第二层也勉强过得去，但是继续往上建，迟早会出现问题的。所以我觉得在中国的文化背景下，做企业的人往往没有认识到诚信这个问题，而最主要的原因就是大家一开始就没有想过要建成一座大厦。",[899,982,983],{},"我们做企业也好，做生意也好，出来打工也好，最原始的目的是什么？很多人都说是想多挣点钱，但我说不是，想多挣点钱就是因为有钱以后生活会快乐！但正如王朔说的，钱不是万能的，但是没有钱是万万不能的。对我而言，如果我觉得骗了人家，就算赚到了再多的钱我也不快乐。当然也有人会反驳我，说就有这种人，骗了钱才快乐，这个我就没辙了，因为每个人的核心价值观不一样。以上就是我对于诚信的理解。",[926,985,987,988,991],{"id":986},"主题二平常心决定成功","主题二：",[944,989,12],{"href":990},"\u002Fpingchangxin","决定成功",[899,993,994,995,997,998,1000,1001,1003,1004,1006,1007,1009,1010,1013,1014,1016],{},"接下来我再讲一下我自己认为对经营企业同样特别重要的一种精神： 我们做企业讲究的是",[944,996,5],{"href":960},"和",[944,999,12],{"href":990},"。所谓的",[944,1002,5],{"href":960},"，就是一方面如我们讲的要以诚信为本；另外一方面就是，做事就像下围棋的高手一样，不去做过分的事情，而是做自己该做的事情，赚自己该赚的钱。所谓的",[944,1005,12],{"href":990},"跟",[944,1008,5],{"href":960},"也有点相像，就是做事情要比较",[944,1011,216],{"href":1012},"\u002Flixing","。根据我对中国文化的理解，我认为在我们的文化里面，“好大喜功”和“急功近利”的成分特别严重，这个是我个人坚决反对的。刚才我举过一个很简单的例子，汽车行驶就是要保持安全合理的速度，并不是开得越快的车就一定越好，开快车，很危险，一次事故就可以毁了你；但是汽车停在家里面也同样有问题， 因为你无法实现自己的目标。汽车在路上到底用什么速度前进，是由你自己来决定的，也是由车况和周围环境等因素决定的。我们希望企业能够安全地达到良性的发展速度，就如同开车一样，这就是我对",[944,1015,12],{"href":990},"的一个理解。",[926,1018,1020],{"id":1019},"主题三现场问答","主题三：现场问答",[899,1022,1023,911],{},[902,1024,910],{},[899,1026,1027],{},"感谢段总的精彩发言。请问段总，您认为在诚信这个问题上，企业该如何处理伦理、道德、法律和个人价值观这几个方面的关系呢？",[899,1029,1030,911],{},[902,1031,904],{},[899,1033,1034],{},"这是一个很好的问题，我认为对于企业来讲，诚信的概念并没有对内和对外之分，也没有有用和无用之说。比如，我们公司跟供应商谈判的时候，有时候会要求赎期，无论是今天还是明天到期， 在到期的时候我们一定会按时付款。同时我也明确地告诉所有的供应商， 如果我们公司有谁不按时付款，你可以直接打电话给我！我们对于公司人员拖欠供应商货款的行为是要进行严肃处理的。曾经有出现过拖欠货款的情况，我们组织相关人员开会检讨，为什么会延误给别人的付款， 找出是在哪个程序出的问题，以便防止类似的问题再次出现。",[899,1036,1037,911],{},[902,1038,910],{},[899,1040,1041,1042,1044],{},"对于企业的职业经理人，他们在工作过程中不断地积累经验和其他资源，如果自己又懂技术，那么他就很有可能会自立门户进行创业，但是这种行为会给原来的企业造成损失，同时也像是会违背职业经理人的职业操守，请问您如何看待这个问题？另外，随着",[902,1043,917],{},"的发展壮大，您是如何防止公司的职业经理人离开或者“背叛”企业的？",[899,1046,1047,911],{},[902,1048,904],{},[899,1050,1051,1052,1055,1056,1058,1059,1061,1062,1064,1065,1067,1068,1070],{},"这也是一个很有意思的问题，的确我本人就有过这样的经历。我最早是在",[902,1053,1054],{},"小霸王","工作，离开",[902,1057,1054],{},"之后我们创建了",[902,1060,917],{},"。在我们工作的那个时期，没有受过职业操守这方面的教育，还不知道什么叫做职业操守或者职业道德。但是我知道，从",[902,1063,1054],{},"出来马上就抢原来公司的生意是不合适的，大家都知道",[902,1066,1054],{},"是做学习机的，但是我创业初期没有做学习机这类产品。我当时给老板的承诺很简单：我说我在一年之内，不会跟原来的企业争夺国内市场。而对",[902,1069,917],{},"而言，说实 话我从来不担心这个问题，我们公司有非常完善的管理机制，公司里面的员工，不管是哪个级别都可以根据自己的绩效考核，得到相应的收入和合理的评价，得到自己升迁的机会。做到这点需要有良好的绩效考核机制，如果企业绩效考核不好，不管是多大的企业，也不管企业本身有多大的效益，都未必能留得住员工。像我们公司就从来不用“空降兵”， 所有企业高层管理人员都是从基层提升起来的。",[899,1072,1073,911],{},[902,1074,910],{},[899,1076,1077,1080,1081,1084],{},[902,1078,1079],{},"万科","公司的",[902,1082,1083],{},"王石","先生曾经说过：我们公司绝不行贿！然而我也遇到过企业管理者说：我们经营企业就必须要行贿，不行贿的只有少数几个公司！请问您怎么看待这个问题？",[899,1086,1087,911],{},[902,1088,904],{},[899,1090,1091,1092,1094],{},"正好我想问问大家，如果你接受了诚信观念，但是周围的人都不接受，你该怎么办？在我们国家经营企业，社会成本的确是比较高的，有时候如果说你不行贿，有可能某些生意就做不成了。我不知道别的代理商机构行不行贿，但是作为",[902,1093,917],{},"的总部来讲，我是绝对不行贿的。我经营企业的思路很简单，在生意方面有所为、有所不为。 如果不行贿我们可能会少做一些生意，牺牲掉一些利益，但是却维持了我们的本源，维持了我们的价值观。在这儿我可以举一个例子，比如说戴尔，我相信大家都知道戴尔是卖电脑的，不管你跟戴尔买多少台电脑，你都不会得到它的任何回扣。我想作为一个企业领导人，如果你知道购买这家企业的产品可以得到回扣，当然这个回扣会落入你的采购人员的口袋，你肯定不会采购这家的东西，而是采购其他家的。所以，我觉得戴尔公司能有大量的订单，除了工艺能力、制造能力和所谓的个性化能力之外，很重要的一点就是他们坚持诚信，不给任何回扣。",[899,1096,1097,911],{},[902,1098,910],{},[899,1100,1101],{},"请问段总您在经营企业初期，是怎样把诚信意识传达给企业员工，从而形成企业的价值取向呢？",[899,1103,1104,911],{},[902,1105,904],{},[899,1107,1108,1109,1111,1112,1114,1115,1118],{},"大家在读MBA的时候，都学过这样一个问题：当你的",[944,1110,129],{"href":946},"比较好的时候，你就要利用所有的机会向员工进行灌输。比如说在",[902,1113,917],{},"，不论你怎么讲，总还是有人会犯错误，每出现一次这样的错误，我们就要拿出来深刻地学习一次。在近十年的过程中，我觉得我们公司很大部分的员工，对这个理念都理解得比较好，我不敢说大家都做到了， 因为人的骨子里多多少少还是会有",[944,1116,119],{"href":1117},"\u002Ftouji","取巧的心理，所以我们要坚持不断地灌输这种理念。",[899,1120,1121,911],{},[902,1122,910],{},[899,1124,1125],{},"尽管很多企业讲求诚信，但是如果遇到不讲诚信的企业怎么办呢？就像讲求诚信的人遇到不讲诚信的人，吃亏的一定是讲诚信的人，那么这种情况下讲诚信还对吗？",[899,1127,1128,911],{},[902,1129,904],{},[899,1131,1132,1133,1136,1137,1140,1141,1143],{},"我承认这种现象的确存在，但这也只是短期表象。我曾跟大家讲过聪明和智慧的区别，如果骗人，聪明的人肯定能够骗到钱； 但有智慧的人却知道，这种欺骗的方法永远不能骗到大钱，所以我们讲求诚信。如果我不骗人今天这个生意就做不成的话，那么我们的原则非常简单，做不成就不做了！一般来讲，聪明人似乎都知道如何",[944,1134,22],{"href":1135},"\u002Fbashiqingzuodui","，但有智慧指的是要",[944,1138,17],{"href":1139},"\u002Fzuoduideshiqing","。 往回看个几十年，你会看到很多很“聪明”的“聪明人”成就很小，原因可能在他们大概没把聪明放在",[944,1142,17],{"href":1139},"上。",[899,1145,1146],{},"我再给大家举一个非常简单的例子，是我们刚刚推出超级VCD的时候曾经实实在在面临的问题。早期的VCD清晰度是300线，超级VCD可以做到500线，自然比300线要更清楚。但是刚推出超级VCD的时候，我们很多的竞争对手都说他们的产品清晰度能达到800线！这个对市场的影响是很严重的，他们说产品达到800线，如果我们要说我们的超级VCD能达到500线，消费者自然就会买800线的，这样我们就吃了大亏。面对这个严峻的现实，我们是不是也要写上800线？ 绝对不能写，因为这样做就严重违背了企业诚信的原则！但是不写就吃了很大的眼前亏。",[899,1148,1149,1150,1153,1154,1153,1157,1153,1160,1163],{},"所以我们专门开了一个紧急会议，最后决定在外包装上打出这样的广告语：大幅度提高清晰度！我们没有写出具体的数字，消费者在购买现场通过肉眼就能够鉴别；同样对零售商，我们一般不说明达到多少线，你要说500线，人家就跑到800线的厂家那里去。这是一些灵活的处理方式，同样也体现出了诚信的本质。",[902,1151,1152],{},"那么碰到不讲诚信的人怎么办？从长远的眼光看","，",[902,1155,1156],{},"如果你觉得他不讲诚信",[902,1158,1159],{},"就不要跟他再打交道",[902,1161,1162],{},"吃亏永远只是第一次","。",[899,1165,1166,1167,1153,1170,1153,1173,1153,1176,1179],{},"我在广东做生意的时候，见到很多人就是靠骗来骗去发财的，他们不仅合起来骗别人，等得手后两个人再相互骗。但有一个很奇怪的现象：开始那些骗子都很有钱， 但是他们骗着骗着，也就是经过十年左右的时间，钱就都不见了，我看那些人的钱基本上又被其他人骗光了。",[902,1168,1169],{},"在商场上生存有两个很简单的原理：第一",[902,1171,1172],{},"就是本身要有常识；第二",[902,1174,1175],{},"就是不能贪",[902,1177,1178],{},"你不要总想赚人家的便宜","。关于常识，我给大家举一个小例子，在我们企业刚起步的时 候急需要人才，但我们的招聘要求是本科以上学历，结果有一个人带着各种学历证明来了，但是我凭直觉认为他没有读过大学。于是我就问他是哪个学校的，读什么专业，第一年都上了什么课，他告诉我他第一年学了数学、物理、化学。很明显上过大学的人都知道，在大学那些叫做高等数学或者是数学分析和普通物理，这样一下就知道他不是大学毕业的。所以通过自己的各种知识、能力和常识，是可以帮助你去鉴别很多事情。",[899,1181,1182,911],{},[902,1183,910],{},[899,1185,1186],{},"段总您把一个小企业做到了今天这么大的规模，请问，在您看来，当时经营小企业与现在经营大企业有什么不同吗？",[899,1188,1189,911],{},[902,1190,904],{},[899,1192,1193,1194,1153,1197,1153,1200,1153,1203,1206,1207,997,1210,1212,1213,1163],{},"其实也没有什么不同，因为企业最核心的东西都是一样的。",[902,1195,1196],{},"对于企业来说",[902,1198,1199],{},"最重要的是产品",[902,1201,1202],{},"而产品又必须以消费者为导向",[902,1204,1205],{},"所以最终你要找准消费者的需求","。企业在最开始的时候，由于资金比较少，能够满足消费者需求的能力就比较小，所以你的生意也就比较小； 但是如果你一直都能很好地把握消费者的需求，就一定会做大的。比如说",[902,1208,1209],{},"微软",[902,1211,917],{},"有什么不同呢？不过是他们卖软件卖得多一点，卖得比较贵而已，他们一年卖几千万个，一个卖几万美金；而我们的产品 只卖一百多元人民币。但我们都是企业，只是我们的企业规模没有他们那么大，但其实他们也是从小开始起步的。",[902,1214,1215],{},"因此经营企业最重要的是要找准消费者的需求",[899,1217,1218,911],{},[902,1219,910],{},[899,1221,1222],{},"在人力资源管理方面，小企业和大企业有什么不一样吗？",[899,1224,1225,911],{},[902,1226,904],{},[899,1228,1229,1230,1232],{},"在这方面两者的确有很大的不同，操作难度也不一样。比如说",[944,1231,129],{"href":946},"在大企业里面起到了很大的作用，而在小企业中就看不出来。在一个几千人、甚至几万人的企业中，如果没有一个核心价值观去统领大家的话，那这个企业肯定是一盘散沙，所以必须要形成一种很强大的核心文化。此外，对一个小企业而言，从招聘到采购的很多事情，可能老板一个人就能全管了；但是在大企业里必须要有专项的部门分工，比如说要招人，不可能每一个人都是老板去亲自面试，一万人的企业就算一天面试十几个，一年也面试不了多少人，所以大企业招聘要有专项的部门分工，销售、采购等也是一样。",[899,1234,1235,911],{},[902,1236,910],{},[899,1238,1239],{},"段总，今天在座的有很多学生很关注走出校门求职时，企业最关注的素质是什么？请您从一个大型公司CEO的角度来谈谈选人的原则。",[899,1241,1242,911],{},[902,1243,904],{},[899,1245,1246,1249],{},[902,1247,1248],{},"我个人最看重的是一个人的品德","。但是品德这个东西很虚，很难在面试的时候就准确地做出评估。面试时主要就是基本的了解，看看你有没有特别不对头的地方。要进入企业工作，最重要的是工作以后你能够干什么。作为一个刚毕业的学生，不管你学什么的， 即使你读过博士，也不可能一下子把你放在一个很重要的岗位。而且现在社会还有个很有意思的现象：往往在学校得分比较高、是好学生的人，大部分进入企业后却做不出成绩；反而那些成绩中等的人，他们对环境的适应能力非常强，能很快进入工作状态，交给他的事情也能完成得很出色。",[899,1251,1252,1153,1255,1153,1258,1261,1262,1153,1265,1153,1268,1153,1271,1274,1275,1278],{},[902,1253,1254],{},"不管你到什么单位",[902,1256,1257],{},"刚进入企业工作",[902,1259,1260],{},"公司会先交给你一些小的事情","， ",[902,1263,1264],{},"渐渐干的事情越多",[902,1266,1267],{},"机会也越多",[902,1269,1270],{},"得到的锻炼就越多",[902,1272,1273],{},"能力就是这样逐渐培养起来的","。此外，公司不愿意招聘在履历表上有丰富的“跳槽经验”的人，对于这样东跳西跳、这也做过那也做过的人，我们一般不太愿意要，因为这个人他都不知道自己想要做什么；企业在招人的时候，也没有太大的",[944,1276,191],{"href":1277},"\u002Fnaixin","和时间去了解你为什么要这样做，尤其是在有挑选余地的时候，很可能会放弃这样的人。所以我希望大家在换工作的时候，一定要慎重，不要随便换或者换得太频繁。在一个公司做过三、五年后可以考虑换工作，不要像有些人那样才上班一、两年，就换了三、五个工作。",[899,1280,1281,911],{},[902,1282,910],{},[899,1284,1285],{},"请问段总，在创业之初您如何进行几个创业者的利益分配？",[899,1287,1288,911],{},[902,1289,904],{},[899,1291,1292,1153,1295,1298,1299,1301,1302,1153,1305,1153,1308,1311,1312,1163],{},[902,1293,1294],{},"这个我觉得很简单",[902,1296,1297],{},"那就是“丑话一定要说在前面”","。最亲密的人就是父子、兄弟，在中国很盛行家族式企业，但是能够持续发展下来的却非常少。为什么呢？因为中国的",[944,1300,206],{"href":964},"体系比较差，老板信任的人一般都是自己人。",[902,1303,1304],{},"而且在中国文化里又最容易出现的一个问题就是：创始人无论是亲人也好",[902,1306,1307],{},"朋友也罢",[902,1309,1310],{},"在建立公司的时候往往不能形成一套完善的规章制度","。比如说家族制企业中的股份制，五五开很常见，不管做的工作有多少，股份都是按五五分成，而不是通过业绩来考 核的。兄弟们开始都不拿薪水，但干到一定规模以后，哥哥老觉得拿得少，而弟弟也认为自己比哥哥干得多、拿得少，这样就很容易发生内部冲突。当然我也见过一些企业，在起步的时候就把这个事情处理得非常好，这样才能够良性地发展下去。",[902,1313,1314],{},"所以我认为最重要的是要立好规矩",[899,1316,1317,911],{},[902,1318,910],{},[899,1320,1321,1322,1324],{},"段总您认为",[902,1323,917],{},"在未来的发展中，会不会出现大的转型？",[899,1326,1327,911],{},[902,1328,904],{},[899,1330,1331,1153,1334,1340],{},[902,1332,1333],{},"我认为对于企业来说",[902,1335,1336,1337],{},"最重要就是",[944,1338,47],{"href":1339},"\u002Fxiaofeizhedaoxiang","。我们面前的选择无非就是两条：一条是继续活下去，另一条就是退出市场，我们一直追求的目标就是生存，发展是在生存的基础上的发展，而不是为了发展而发展。因此我们的发展永远都是在安全的前提下进行的， 所以我们公司一直能生存到今天。",[899,1342,1343,911],{},[902,1344,910],{},[899,1346,1347,1348,997,1351,1353],{},"段总，贵公司发展得很快，能否请您详细地讲述一下，高速发展型的企业是如何在",[944,1349,185],{"href":1350},"\u002Fjinquxin",[944,1352,12],{"href":990},"之间保持一种平衡的？",[899,1355,1356,911],{},[902,1357,904],{},[899,1359,1360,1361,1363,1364,1153,1367,1370],{},"首先我必须要强调，",[902,1362,917],{},"发展得并不快，而是比较慢。",[902,1365,1366],{},"我们有个理念",[902,1368,1369],{},"即公司要有足够的最小发展速度","。这句话听起来似乎有点矛盾，我来简单地解释一下：所谓“足够”，就是企业必须要有发展，企业没有发展就如同逆水行舟，不进则退，整个体系的士气就会涣散，对企业的生存会有很大的威胁；但是在能够让企业正常发展的情况下，我宁愿采取最小的发展速度，而不是一味追求高速发展。为了更清晰地解释我的观点，我举个例子：比如说你作为一个股东，你今天在我这里投资1000万，如果我们为了追求高速的发展，在整个运作过程中，做了一些基于眼前利益而会给未来造成损害的事情会怎么样呢？假设今年我们赚了1000万，明年赚2000万，后年赚了3000万，再后年赔了5000万，你认为股东高兴吗？肯定是不高兴的！倒过来讲第一年赚1000万，第二年赚1500万，第三年赚2000万，第四年赚2000万，第五年赚1800万，可能还没有前面赚的多，但是股东非常高兴。因为前面赚到高额利润的企业远没有后面稳健发展的企业健康。所以我开始就讲了，我们不追求一个所谓的高速发展，我们追求的是健康的良性的长久的发展！",[899,1372,1373,911],{},[902,1374,910],{},[899,1376,1377,1378,1380,1381,1383],{},"请问段总，",[902,1379,917],{},"的核心竞争力是什么？在塑造企业核心竞争力的过程中，诚信这个",[944,1382,129],{"href":946},"的作用有哪些？",[899,1385,1386,911],{},[902,1387,904],{},[899,1389,1390,1391,1153,1394,1163,1397,1153,1400,1403],{},"我个人理解所谓的核心竞争力，其实就是相对于竞争对手而言自己的优势。我们能够战胜众多的竞争对手，说明我们一定是有比他们强的地方，那么究竟强在什么地方呢？",[902,1392,1393],{},"我个人理解",[902,1395,1396],{},"我们最强的地方就是我们的诚信意识",[902,1398,1399],{},"诚信就是基础",[902,1401,1402],{},"是企业成功的最基础的核心","。就像在比武的时候，你的马步站得比别人稳，就肯定能打赢。",[899,1405,1406,911],{},[902,1407,910],{},[899,1409,1410],{},"这里还有一个让我们感触很深的问题，您说过目前中国和西方差距还很大，对此您也觉得有些悲观。那么您认为决定这个差距的关键性因素是什么？请对如何缩小这个差距提些建议！",[899,1412,1413,911],{},[902,1414,904],{},[899,1416,1417,1153,1420,1423],{},[902,1418,1419],{},"我觉得我们最值得悲观的地方",[902,1421,1422],{},"就是我们太不够悲观了！"," 我在很多场合都说过，日本人总说中国人不行，但中国人总说自己很行，其实最重要的是，当你还意识不到自己不行的时候，你就已经真的不行了。所以我觉得如果有条件，应该多到西方和日本走一走，找到差距才知道如何去追。",[899,1425,1426,911],{},[902,1427,910],{},[899,1429,1430],{},"段总您在美国待了很长时间，请问美国人做企业或是做人做事，和中国企业家有什么不一样的地方？",[899,1432,1433,911],{},[902,1434,904],{},[899,1436,1437,1438,1153,1441,1444],{},"我没有想过这个问题，我的直觉认为，",[902,1439,1440],{},"在美国做企业不需要做人",[902,1442,1443],{},"而在中国这点却很重要","。我们要做企业和做人两件事，而老美只需要做一件事就够了。我不知道这样讲会不会太抽象，其实我说的是相对而言。在美国也有办公室文化，大企业里面也很像国有企业，但是相对来说， 比较好的企业的管理也做得比较到位，他们花在沟通上的时间比较少，沟通很便捷，而我们在这个环节上花的时间就比较多。其实西方企业也曾经在沟通上存在问题，但是他们比较早地意识到，很早就花工夫解决了。另外，除了企业内部自身管理的不同，中西方企业的战略可能也不同，还有就是社会环境的不同。中国的企业相对西方企业要难做得多，比如西方企业想做手机就做了，而我想做手机，首先考虑的不是手机技术的问题，而是手机牌照的问题。光是牌照，我们花了好几年的时间都没有解决，所以至今我的手机业务都还不能开展。",[899,1446,1447,911],{},[902,1448,910],{},[899,1450,1451],{},"请问段总，您不在公司的时候，您的公司靠什么运转？您个人在企业的价值表现在哪些方面？",[899,1453,1454,911],{},[902,1455,904],{},[899,1457,1458],{},"说实话，现在我个人在企业里面也没有太大的价值。我在美国待了一年，他们也就顶多给我打了两三个电话，基本上没人理我。其实除了公司的营销广告这类的事情，我还没有真正管理过公司的运作。",[899,1460,1461,911],{},[902,1462,910],{},[899,1464,1465],{},"段总，这个问题不知道您方不方便回答，请问您个人现在在企业占多大的股份？",[899,1467,1468,911],{},[902,1469,904],{},[899,1471,1472],{},"因为我们不是上市公司，我就简单讲一讲，我在公司所占的股份并不大，要比大家想象的小很多。",[926,1474,1476],{"id":1475},"主题四现场观众挑战嘉宾","主题四：现场观众挑战嘉宾",[899,1478,1479,911],{},[902,1480,1481],{},"听众",[899,1483,1484],{},"段总您好，我也曾在北京电子管厂（现名：京东方）工作过，我知道您也在那呆过一段时间，很早就听说过您的大名和经历。现在北京电子管厂已经改制上市了，您认为这次转轨是否成功？",[899,1486,1487,911],{},[902,1488,904],{},[899,1490,1491],{},"是否成功我不想说，因为这帮弟兄我都挺熟的，比如说谢总是原来我们会计科的，而且我确实不了解它现在的情况。但是总的来讲，它还没有真正地变成一个企业，还是一个企事业单位。",[899,1493,1494,911],{},[902,1495,1481],{},[899,1497,1377,1498,1500,1501,1503],{},[902,1499,917],{},"的",[944,1502,129],{"href":946},"是什么？企业愿景、企业使命和核心价值观分别又是什么？您个人做企业是为了什么？精神动力是什么？",[899,1505,1506,911],{},[902,1507,904],{},[899,1509,1510,1511,1513,1514,1516,1517,1519],{},"我们的",[944,1512,129],{"href":946},"，最重要的就是",[944,1515,5],{"href":960},"、诚信和",[944,1518,12],{"href":990},"。我们企业的生存因素有四个：消费者、员工、供应商和股东。另外关于企业的愿景，目前我们企业从生存的角度来讲是要做以中国市场为基础的一个家电企业，当然它也会随着我们的发展有一些修改和调整。比如以前我们不做大家电，现在可能会有一些这方面的考虑，因为我们目前受到一些发展的压力，需要提高发展的速度。",[899,1521,1522],{},"我们企业的核心价值观，我觉得就是我刚刚讲的那些。你问我做企业是为了什么，精神动力是什么？我觉得人做事的目的有时候是会改变的，我现在的角色是一个顾问，已经退出公司的经营层了。在最早做企业的时候，我的原始动力其实就是因为喜欢，我认为做这个有意思，做别的事提不起我的兴趣。就像我喜欢打游戏，我最早的产品就是游戏机，我卖的都是我喜欢的东西。",[899,1524,1525,1526,1528,1529,1531,1532,1153,1535,1153,1538,1153,1541,1153,1544,1163],{},"后来我开始做投资，有些人可能知道，我最早投资在",[902,1527,599],{},"上，因为我看到",[902,1530,599],{},"要做游戏，我觉得这家公司很有潜力。一年多时间我进行了很多投资，总是在不断地寻找挑战，其间不停地克服各种困难，这让我感觉很充实，这样的生活也让我觉得很有趣。",[902,1533,1534],{},"有时候我跟人家讲",[902,1536,1537],{},"其实工作最高的境界就是你喜欢它",[902,1539,1540],{},"你如果不喜欢它",[902,1542,1543],{},"仅仅是为了谋生去做",[902,1545,1546],{},"其实是挺痛苦的",[899,1548,1549,911],{},[902,1550,1481],{},[899,1552,1553],{},"段总，请介绍一下您的“焦点法则”和“无招胜有招”的战术，可以吗？",[899,1555,1556,911],{},[902,1557,904],{},[899,1559,1560,1561,1153,1564,1566,1567,1569,1570,1573,1574,1576],{},"“焦点法则”其实很简单，因为一个人无法做很多的事情，那么就把你的精力放在你最擅长的地方。我有看过一本书讲“焦点法则”，它上面讲得比较清楚。如果找到聚焦点的时候，遵守“焦点法则”就会成功，一旦精力涣散了就会失败。比如说索尼和",[902,1562,1563],{},"松下",[902,1565,1563],{},"这些年为什么没有索尼发展得那么好，就因为",[902,1568,1563],{},"的业务开展得很散；而索尼对业务就很聚焦，所以索尼能带给大家很鲜明的",[944,1571,135],{"href":1572},"\u002Fpinpai","形象，而在这点上",[902,1575,1563],{},"却变得越来越模糊了。“无招胜有招”说的是企业不是靠具体哪一招去达到成功的，你必须要打好基础。就像MBA教材中讲授的都是招，但你要是没学懂它的真谛，学到的就是花架子，这是没有用的。而如果真的理解了，这些思想就会进入你的骨子里，所以就自然变成无招了。",[899,1578,1579,911],{},[902,1580,1481],{},[899,1582,1583,1584,1586,1587,1589],{},"段总，您连续多年在央视投放广告，而且前几年",[902,1585,917],{},"还力争夺得了央视的标王，但这几年的广告播出量已经不是排在前十位了，请您谈谈",[902,1588,917],{},"的广告策略。",[899,1591,1592,911],{},[902,1593,904],{},[899,1595,1596,1597,1599,1600,1602],{},"首先我更正一下，我们从来没有刻意的想去做标王。",[902,1598,917],{},"这些年的广告投放量的确是下降了，这是事实。在最初的一两年广告的投放量很大，原因很简单，因为那时候我们的实力还比较弱，",[944,1601,135],{"href":1572},"知名度也比较小，但是以技术能力来说，我们可以做出优质的产品，所以我们初期的广告投放相对于后期要多很多。目前由于我们没有自己的明星产品，所以我们的广告投放量基本上都是维持现状，当有新品推行的时候，自然就会增加广告投放量，这种有张有弛的办法是最省钱的。",[899,1604,1605,911],{},[902,1606,1481],{},[899,1608,1609],{},"段总，请您谈谈明星企业家对企业的作用。",[899,1611,1612,911],{},[902,1613,904],{},[899,1615,1616,1617,1620,1621,1623,1624,1626],{},"明星企业家是可以起到一些作用的。比方说，",[902,1618,1619],{},"比尔·盖茨","往这里一站，就会有很多的媒体争相报道，可要是我站在这里，说我们公司这有什么新产品上市，不花钱的话，就没人来报道。",[902,1622,1209],{},"搞市场宣传有一个非常简单而又有效的办法，就是把",[902,1625,1619],{},"叫来，可以节省很多的广告费。这种情况下，明星企业家真的挺省钱的，但是得真的是大明星，小明星就没戏了。",[899,1628,1629,911],{},[902,1630,1481],{},[899,1632,1633],{},"段总，请您谈一谈中国特定环境下，在一些成功的企业里做高级管理人员必须具备的一些素质是什么？",[899,1635,1636,911],{},[902,1637,904],{},[899,1639,1640,1153,1643,1646],{},[902,1641,1642],{},"我觉得必须具备的素质",[902,1644,1645],{},"最重要的只有一条","，就是诚信！当然还有很多其他必要的条件，比如说至少要受过一定的教育，至少是本科学历或专业人才等。",[899,1648,1649,911],{},[902,1650,1481],{},[899,1652,1653],{},"鲁迅先生曾经说过：“老实”是“无用”的别名。请问您选择用老实人还是用精明人呢？您在企业运作中如何利用诚信，又是如何延续诚信的？",[899,1655,1656,911],{},[902,1657,904],{},[899,1659,1660,1661,1153,1664,1153,1667,1670,1671,1673,1674,1676,1677,1153,1680,1153,1683,1686,1687,1689,1690,1692,1693,1695,1696,1698,1699,1701,1702,1163,1705,1153,1708,1153,1711,1153,1714,1163,1717,1153,1720,1261,1723,1163],{},"我相信鲁迅先生是不会做生意的，而且老实和诚信也不完全是一回事。虽然我不知道老实的定义是什么，但说到诚信就很简单了，",[902,1662,1663],{},"所谓诚信就是不骗人",[902,1665,1666],{},"做该自己做的事",[902,1668,1669],{},"赚自己该赚的钱","。我给大家举一个最简单的例子：我们在石家庄曾经有一个竞争对手，他们到每一个商场就统一口径说",[902,1672,917],{},"不行了，已经倒闭了。而那时候正好是爱多VCD出了大问题，因为我们的广告形象与爱多的确有一点混淆，包括媒体上的报道也搞得很混乱，又经常把我们两家放在一起，但其实我们跟爱多什么关系也没有，所以他说",[902,1675,917],{},"也不行了，我们的客户也就这么认为了。员工问我该怎么办？我说不怎么办，",[902,1678,1679],{},"消费者从长期来讲是聪明的群体",[902,1681,1682],{},"虽然在短时间内会受到某些误导",[902,1684,1685],{},"但是最终他们还是会看清的","。第一天他们告诉消费者",[902,1688,917],{},"完蛋了，消费者回家看到",[902,1691,917],{},"的广告，认为那是以前打的；看到别人买的",[902,1694,917],{},"产品，以为那是库存的。第一天消费者上当了，第二天、第三天、一个月、两个月、三个月、半年以后，消费者可能突然就反应过来被骗了，尤其当消费者买了其他的产品不如意的时候，会想别人买",[902,1697,917],{},"，都说不错，",[902,1700,917],{},"已经垮了，产品怎么还那么好？这时他的反应很简单，第一，他不会再买那家骗人的公司的产品了；第二，他可以告诉其他的人，就没有人会信任那家公司的产品了。",[902,1703,1704],{},"高尔夫名将泰格·伍兹曾经说过这样一句话：“用你的球杆为你说话”",[902,1706,1707],{},"伍兹是黑人",[902,1709,1710],{},"虽然高尔夫打得很好",[902,1712,1713],{},"但是他也受到过很多的歧视和不理解",[902,1715,1716],{},"他的父亲就留给他这句话：用你的球杆为你说话",[902,1718,1719],{},"我觉得其实企业走向成功要靠诚信",[902,1721,1722],{},"靠自身的产品",[902,1724,1725],{},"而千万不是用恶劣的手段来打压其他的对手",[899,1727,1728,911],{},[902,1729,1481],{},[899,1731,1732,1733,1735],{},"关于",[902,1734,917],{},"的广告形象，曾经先后推出了李连杰版和施瓦辛格版，请问段总，当时选择形象代言人时您是怎么考虑的？",[899,1737,1738,911],{},[902,1739,904],{},[899,1741,1742,1743,1745],{},"其实做广告的目的很简单，就是尽可能地增加产品的知名度。请名人也好，不请名人也罢，能够使消费者深刻地记住产品，这才是最重要的。",[902,1744,917],{},"的大多数广告中都没有出现名人，但是让我们很遗憾的是，消费者能够记住的产品广告，大部分都是那些请名人拍摄的，这说明名人的广告效应还是非常大的。因为广告的最终用途就是让消费者看完以后记住我们的产品，所以有时候使用名人能够大大地节约广告成本。但是如果消费者在看完广告之后，只记住了名人，反而不记得产品，那么这样的广告就是非常失败的。",[899,1747,1748,911],{},[902,1749,1481],{},[899,1751,1752],{},"请问段总，作为年轻的成功人士，您目前最大的痛苦和矛盾是什么？",[899,1754,1755,911],{},[902,1756,904],{},[899,1758,1759],{},"最大的痛苦？我认为这个“最”字用得很不合适。我觉得人活着如果没有痛苦，就没有快乐，所以叫做痛并快乐着。人的快乐其实就是一种边际效应。我小时候随父母下放，在农村呆过五六年，那个时候也有很多快乐，比如那时候放学后到河里去摸鱼，当摸到一条鱼的时候，我就觉得快乐极了。但是随着社会的发展，快乐的代价越来越高，因为这种边际效应越来越小。",[899,1761,1762,911],{},[902,1763,1481],{},[899,1765,1766],{},"我注意到，您毕业于浙江大学无线电系，后来又考取了中国人民大学经济系计量经济学专业的研究生，这两者中您觉得哪个让您受益更大？",[899,1768,1769,911],{},[902,1770,904],{},[899,1772,1773],{},"很难讲哪个受益更大，我觉得这其实就像开百货商店一样，在进货的时候，你不知道顾客会买哪样东西。同样在读书的时候， 你不知道现在学的东西哪些在未来能够用得上，对于学习我是这么理解的。所以我觉得学到的东西对我都挺有用的。",[899,1775,1776,911],{},[902,1777,1481],{},[899,1779,1780,1781,1783],{},"段总，您怎么看待有些人说您“年龄不大却老谋深算”？您觉得怎么能做到自己不吃亏，还能在外面得到讲求",[944,1782,206],{"href":964},"的良好口碑呢？",[899,1785,1786,911],{},[902,1787,904],{},[899,1789,1790,1791,1793,1794,1796,1797,1799,1800,1802,1803,1805,1806,1808],{},"这个问题提得很有意思。就像我前面提到的，聪明和智慧的差别就在这个地方，那些说我聪明的人一定是跟我不熟的人。我对自己的评价是，从读书的角度来讲我绝对只是中间的，不算聪明人。我们公司那么多的员工，大家在一块合作了多年，包括我们的供应商和客户，如果他们真的认为我是老谋深算，整天在谋算他们的话，",[902,1792,917],{},"早就关门大吉了。如果真有人非要说我聪明，我倒宁愿用智慧这个词，因为我知道我们不能骗人，永远不要去骗人。当我离开",[902,1795,1054],{},"建立",[902,1798,917],{},"需要资金的时候，我的员工、朋友、甚至是原来的客户都拿钱过来了，如果说我是老谋深算，在",[902,1801,1054],{},"工作的时候，就为了自己创业而建立那么多的关系，我想也不会有今天的",[902,1804,917],{},"了。我觉得做人、做企业就要以诚信为本，就是要做",[944,1807,5],{"href":960},"的事情，最后的结果该是怎么样就会是怎么样，当然可能还有一些运气的成分，我想这些都很难归结到老谋深算吧。",[899,1810,1811,911],{},[902,1812,1481],{},[899,1814,1815],{},"请问段总，您作为董事长对于企业的经营管理都有哪些重要的支持？还有哪些不可或缺的约束？",[899,1817,1818,911],{},[902,1819,904],{},[899,1821,1822,1823,1153,1826,1829],{},"我们公司是在管理层之间彼此信任的基础上建立起来的，",[902,1824,1825],{},"我们真正的约束机制",[902,1827,1828],{},"很大程度上就是彼此之间的信任","。这种管理的成本非常低，公司发展的这些年里，我们本身没有出现过很大的问题。同时我在董事会中，目前主要就是一个顾问的角色。",[899,1831,1832,911],{},[902,1833,1481],{},[899,1835,1836],{},"请问段总，您是如何留住人才的？",[899,1838,1839,911],{},[902,1840,904],{},[899,1842,1843,1153,1846,1153,1849,1852],{},[902,1844,1845],{},"我认为企业要想留住人才",[902,1847,1848],{},"最重要就是要把人当人看",[902,1850,1851],{},"要去满足他的需求","。在人力资源管理中，有保健因子和激励因子，比如收入就是保健因子，你要尽可能满足他的生存需要，但是如果想只靠收入去留住人才的话，给得再多也没有用。还要很好地运用激励因子，要让他觉得有意思，比如成就感和未来的发展，这样才能很好地留住人才。",[899,1854,1855,911],{},[902,1856,1481],{},[899,1858,1859],{},"段总曾把做企业比喻成下围棋，并且非常强调要练好静功，请问在面对消费者的变化和竞争对手的压力时，您如何掌握动静之间的平衡？",[899,1861,1862,911],{},[902,1863,904],{},[899,1865,1866,1867,1869,1870,1153,1875,1163,1878,1153,1881,1153,1884,1887],{},"我是有将做企业比喻成下围棋，但是我没有说要练好静功。我说企业跟围棋一样要下本手，这里的本手其实就相当于我说的",[944,1868,5],{"href":960},"，如果围棋下的过分就要吃亏，那么竞争其实也是这样，",[902,1871,1872,1873,1500],{},"好的企业都是比较",[944,1874,5],{"href":960},[902,1876,1877],{},"至少我个人是这样认为的",[902,1879,1880],{},"虽然他们有很多竞争手段",[902,1882,1883],{},"看起来也可能是很激烈的",[902,1885,1886],{},"但是他做得并不是很过火","。就像有时候下围棋里的胜负手，如果在开局时犯了很多的错误导致落后了，你在后面浑水摸鱼把局势搞乱，如果对手在这个时候犯错误，你可能会捞回一点，但是在现实中如果你这样做，多数情况你会输得更惨。",[899,1889,1890,911],{},[902,1891,1481],{},[899,1893,1894],{},"段总您好，请问有时候公司确实招不到人怎么办？还有，您认为对于公司管理者来说，处理一些紧急事情的原则和有效的方法是什么呢？",[899,1896,1897,911],{},[902,1898,904],{},[899,1900,1901],{},"我是经常听到一些做企业的抱怨公司没人，但你查看这些人的日程表，却几乎没有和猎头公司、可以挖来的潜在人才见面的时间，也没有仔细分析招不到人的原因。一边把自己忙得够呛，一边又抱怨没有得力的人，你觉得问题究竟在哪？至于第二个问题，我认为是你要分清什么是重要的事和紧急的事，千万别让重要的事变成紧急的事。举个例子，对于一家公司来讲，客户投诉是紧急的事，员工没有权力解决，老板可以做主。老板出马，一下就把问题给解决了，虽然老板有成就感，但他却做了别人应该去做的事。实际上，对于一家公司的管理者来讲，只是做紧急的事，那都是管理别人或代替别人管理事。实际上，对于一个管理者来讲，重要的事是建立公司的各项制度，设定公司的服务章程，把重要的事都做好了，剩下的事员工自己就能处理好。",[899,1903,1904,911],{},[902,1905,1481],{},[899,1907,1908],{},"我看过一篇文章，讲在广东东莞一些企业中，工人的平均工资非常低廉。中国企业的产品竞争力是否就在于这种低廉的人力成本？劳动力低成本在企业中的贡献率到底有多大？",[899,1910,1911,911],{},[902,1912,904],{},[899,1914,1915,1916,1918,1919,1921],{},"我觉得我们没有靠过低的人力成本来提升竞争力。在国内索尼和",[902,1917,1563],{},"都有生产基地，大家的人工成本都一样，如果说我们请的人便宜，他们请的人贵，那就是管理上的问题。比如在香港地区、俄罗斯和泰国，我们的产品都卖得很好，我们的价格定得比",[902,1920,1563],{},"高，比先锋也高，比索尼稍微低一点，我们并不是靠降低价格来扩大市场占有率。",[899,1923,1924,911],{},[902,1925,1481],{},[899,1927,1928],{},"段先生您刚才提到，人最终的生活目的是追求一种幸福感。 您已经取得了相当的社会地位和财富，那么现在您如何评价自己对事业和生活的满意度呢？金钱在其中扮演了什么样的角色，起到了多大 的作用？",[899,1930,1931,911],{},[902,1932,904],{},[899,1934,1935],{},"我给大家举一个小例子，它对我一生的影响非常大。我是1977年高中毕业的，那时刚刚恢复高考，考大学是一件非常难的事情，一旦考上就是所谓的天之骄子！所以对我来讲，考上大学是我最大的目标，我一直在努力地追求。但我的基础非常差，我参加过两次高考，第一次高考，我四门功课加在一起总共考了八十多分，显然上不了大学。我第二次参加高考的时间，其实距离第一次只有不到半年的时间，中途的话还包括春节。记得那段时间为了高考，要学习整个中学的数理化，还要背政治，语文我基本上没有复习，我觉得语文没有办法复习，也不知道从哪复习起。结果我高考考得很好，考了四百多分，平均每门八十多分，那时我一直很兴奋，但当我拿到大学录取通知书的时候就开始迷茫了，觉得那么艰难的奋斗就是为了拿到这张纸，这个感觉至少伴随了我好几年。",[899,1937,1938,1939,1153,1942,1153,1945,1948],{},"后来经过不断地思索，突然间我感悟到：",[902,1940,1941],{},"追求目标的过程才是最重要的",[902,1943,1944],{},"而已经到手就不那么有意义了",[902,1946,1947],{},"当然爱情除外","。所以不管是什么样的目标，追求的时候你会全力以赴，但是一旦拿到手，可能马上就会失去兴趣。赚钱也是一样，其实赚钱的乐趣是非常小的，如果你没赚到钱是不会知道的，但是赚到钱以后，就会体会到这句话。赚钱本身没有错，但是有的人为赚钱而赚钱就有问题了。所以不管我拥有多少财富，财富本身并没有为我带来什么，最主要是能不能达到我所期待的目标。",[899,1950,1951,1153,1954,1153,1957,1153,1960,1963,1964,1153,1967,1153,1970,1153,1973,1153,1976,1979,1980,1153,1983,1153,1986,1153,1989,1153,1992,1153,1995,1163],{},[902,1952,1953],{},"我现在的目标就非常简单",[902,1955,1956],{},"我想把我的投资做好",[902,1958,1959],{},"还有我现在主要的精力是花在带小孩上",[902,1961,1962],{},"在中国可能没有哪个做生意的父亲花在小孩子身上的时间比我多","。在国内，一到周末谁给我打电话我跟谁急，周末我要陪小孩玩，要和我的家人在一起，我觉得这样很有乐趣，每天看到小孩的成长，我很开心。",[902,1965,1966],{},"我对小孩也没有特别的期望",[902,1968,1969],{},"将来是否要子承父业",[902,1971,1972],{},"这跟我没有关系",[902,1974,1975],{},"他想干什么是他的事",[902,1977,1978],{},"他快乐我就快乐","。我住的地方离斯坦福大学很近，所以计划明年继续读书，学习非营利组织。现在大家感兴趣的是营利组织，但我想学怎样建立非营利组织。非营利组织不等于不赚钱，它挣的钱会用来做想做的事情，比如非营利机构的医院，同样是要赚钱的，但是投资它的利润回报很低。如何维持非营利组织良好的运转，我不是很清楚，因为在中国好像从来没有这个概念，反正我自己没有接触过。",[902,1981,1982],{},"现在我就有了很多目标",[902,1984,1985],{},"每天很充实很快乐",[902,1987,1988],{},"这就是我从高考里面学到的",[902,1990,1991],{},"不管怎样一定要有一个目标",[902,1993,1994],{},"要知道自己想干什么",[902,1996,1997],{},"当做到了会觉得很开心",[899,1999,2000,911],{},[902,2001,1481],{},[899,2003,2004],{},"段总，您的事业发展到今天都是一帆风顺的吗？是否也有遇到被别人泼冷水的时候？假如有，您是如何克服的？面对未来，您又有什么样的设计？",[899,2006,2007,911],{},[902,2008,904],{},[899,2010,2011,2012,1153,2015,1153,2018,2021,2022,1153,2025,1163,2028,1153,2031,1153,2037,1153,2040,1153,2043,1163],{},"这个问题让我想起成龙《真心英雄》那首歌里的一句歌词：没有人能随随便便成功。很多人都遭遇过挫折，不要以为买彩票中奖就很容易，很多人都是一直坚持买，把买彩票作为一种生活的乐趣，其实这也不容易，所以的确是没有人会随随便便成功的。就我个人而言，挫折对我的影响比较小，其实做任何事情的时候，我们都要做好经受挫折的心理准备。比如说打高尔夫球，作为业余选手你掌握不好击球的力度是很正常的，但也不能因为把球打到树林里，就发脾气甩杆。",[902,2013,2014],{},"做企业也是这样",[902,2016,2017],{},"很多人在犯了一次错误后不能正确地总结经验",[902,2019,2020],{},"然后又犯了第二次","、",[902,2023,2024],{},"第三次错误",[902,2026,2027],{},"一次比一次更严重",[902,2029,2030],{},"所以我觉得要冷静地",[902,2032,2033,2034,2036],{},"用",[944,2035,12],{"href":990},"去对待失败和挫折",[902,2038,2039],{},"将错误带来的损失降到最小",[902,2041,2042],{},"去找出更好的解决方法",[902,2044,2045],{},"防止类似的错误重复发生",[899,2047,2048,2050],{},[902,2049,910],{},"：今天段总与我们分享了很多他的个人经历，我们希望今后段总多来北大做交流，最后让我们以热烈的掌声感谢他的精彩发言！",[899,2052,2053],{},"全文完结！",{"title":2055,"searchDepth":15,"depth":15,"links":2056},"",[],"md",{},true,"\u002Fdao\u002Fspeeches\u002Fduanyongping-2003nianbeijingdaxuezongcaibanyanjiangzuotanhuiquanchengshilu",{"title":293,"description":295},"2003年北京大学总裁班演讲座谈会全程实录｜段永平投资问答录","dao\u002Fspeeches\u002Fduanyongping-2003nianbeijingdaxuezongcaibanyanjiangzuotanhuiquanchengshilu","gFYUYczeeNruJuAqhgdTm166kbgN5s_QKxvjKKIyJgQ","dao",[2067,2068,2069,2070,2071,2072,2073,2074,2075,2076,2077,2078,2079,2080,2081,2082,2083,2084,2085,2086,2087,2088,2089,2090,2091,2092,2093,2094,2095,2096,2097,2098,2099,2100,2101,2102,2103,2104,2105,2106,2107,2108,2109,2110,2111,2112],{"title":420,"slug":421,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":9,"order":423},{"title":432,"slug":433,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":15,"order":435},{"title":441,"slug":442,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":20,"order":444},{"title":450,"slug":451,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":25,"order":453},{"title":459,"slug":460,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":30,"order":462},{"title":464,"slug":465,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":35,"order":467},{"title":473,"slug":474,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":45,"order":476},{"title":478,"slug":479,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":50,"order":481},{"title":483,"slug":484,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":56,"order":486},{"title":488,"slug":489,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":62,"order":491},{"title":493,"slug":494,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":71,"order":496},{"title":498,"slug":499,"type":424,"volume":425,"volumeOrder":9,"chapterOrder":80,"order":501},{"title":503,"slug":504,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":9,"order":506},{"title":509,"slug":510,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":15,"order":512},{"title":514,"slug":515,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":20,"order":517},{"title":519,"slug":520,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":25,"order":522},{"title":524,"slug":525,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":30,"order":527},{"title":529,"slug":530,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":35,"order":532},{"title":534,"slug":535,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":45,"order":537},{"title":129,"slug":539,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":50,"order":541},{"title":543,"slug":544,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":56,"order":546},{"title":548,"slug":549,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":62,"order":551},{"title":553,"slug":554,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":71,"order":556},{"title":558,"slug":559,"type":424,"volume":507,"volumeOrder":15,"chapterOrder":80,"order":561},{"title":563,"slug":564,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":9,"order":566},{"title":569,"slug":570,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":15,"order":572},{"title":574,"slug":575,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":20,"order":577},{"title":579,"slug":580,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":25,"order":582},{"title":584,"slug":585,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":30,"order":587},{"title":589,"slug":590,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":35,"order":592},{"title":594,"slug":595,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":45,"order":597},{"title":599,"slug":600,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":50,"order":602},{"title":604,"slug":605,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":56,"order":607},{"title":609,"slug":610,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":62,"order":612},{"title":614,"slug":615,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":71,"order":617},{"title":619,"slug":620,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":80,"order":622},{"title":624,"slug":625,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":89,"order":627},{"title":629,"slug":630,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":98,"order":632},{"title":634,"slug":635,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":107,"order":637},{"title":639,"slug":640,"type":424,"volume":567,"volumeOrder":20,"chapterOrder":112,"order":642},{"title":644,"slug":645,"type":424,"volume":648,"volumeOrder":25,"chapterOrder":9,"order":647},{"title":650,"slug":651,"type":424,"volume":648,"volumeOrder":25,"chapterOrder":15,"order":653},{"title":655,"slug":656,"type":424,"volume":648,"volumeOrder":25,"chapterOrder":20,"order":658},{"title":660,"slug":661,"type":424,"volume":648,"volumeOrder":25,"chapterOrder":25,"order":663},{"title":665,"slug":666,"type":424,"volume":648,"volumeOrder":25,"chapterOrder":30,"order":668},{"title":670,"slug":671,"type":424,"volume":648,"volumeOrder":25,"chapterOrder":35,"order":673},1788062236679]