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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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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":614,"body":895,"category":416,"chapterOrder":71,"date":10,"description":616,"extension":2141,"meta":2142,"navigation":2143,"order":617,"path":2144,"seo":2145,"seoDescription":616,"seoTitle":2146,"slug":615,"source":10,"sourceDate":10,"sourceUrl":10,"stem":2147,"tags":2148,"type":424,"volume":567,"volumeOrder":20,"__hash__":2151,"_collection":2152},"dao\u002Fdao\u002Fqanda\u002Fwenda-company-consumer-electronics.md",{"type":896,"value":897,"toc":2125},"minimark",[898,903,908,916,930,949,954,963,968,978,983,986,989,1000,1012,1015,1021,1027,1040,1052,1059,1065,1068,1078,1097,1100,1109,1112,1115,1126,1129,1132,1135,1141,1147,1149,1170,1195,1198,1212,1215,1220,1223,1228,1235,1238,1241,1246,1252,1255,1263,1271,1282,1290,1295,1298,1314,1317,1322,1325,1330,1333,1338,1341,1344,1349,1352,1355,1359,1362,1365,1370,1373,1378,1384,1389,1392,1397,1406,1409,1415,1418,1423,1426,1433,1436,1439,1444,1447,1450,1455,1471,1479,1482,1487,1501,1509,1524,1527,1535,1541,1546,1549,1552,1557,1560,1563,1568,1571,1580,1583,1590,1597,1600,1605,1608,1620,1623,1625,1628,1636,1639,1645,1650,1656,1667,1685,1688,1700,1717,1720,1726,1731,1741,1746,1756,1771,1774,1788,1800,1809,1815,1826,1835,1844,1847,1850,1862,1878,1885,1891,1894,1899,1902,1907,1910,1915,1918,1923,1926,1931,1934,1939,1942,1947,1952,1955,1958,1961,1964,1966,1968,1971,1974,1977,1980,1983,1986,1991,1996,2003,2008,2012,2015,2018,2024,2027,2032,2035,2038,2043,2046,2051,2054,2057,2062,2065,2070,2073,2076,2081,2084,2087,2090,2095,2098,2101,2106,2109,2117,2122],[899,900,902],"h2",{"id":901},"第一节-国产消费电子","第一节 国产消费电子",[904,905,907],"h3",{"id":906},"oppo","OPPO",[909,910,911,912,915],"p",{},"网友：听说",[913,914,907],"strong",{},"诞生经历了5年酝酿期。",[909,917,918,921,922,924,925,929],{},[913,919,920],{},"段永平："," ",[913,923,907],{}," 这个",[926,927,135],"a",{"href":928},"\u002Fpinpai","我们推出来花的时间远远超过大家的想象。",[909,931,932,933,935,936,939,940,942,943,945,946,948],{},"2000年我们就开始设计这个",[926,934,135],{"href":928},"，设计的主要动因是我们为长远考虑，当我们走向全球的时候，不可能用",[913,937,938],{},"步步高","这个牌子去走，那么一定要有个国际",[926,941,135],{"href":928},"，",[913,944,907],{},"其实就不是中国人设计的，我们自己要出一个中英文",[926,947,135],{"href":928},"的话，肯定会很怪异，自己觉得挺好，老美还读不出来，或者说不顺口、不舒服。",[909,950,951,953],{},[913,952,907],{},"是请欧洲人设计的，而且是全球一个一个国家都做过语音语义测试，包括网站。所有这些花了很长时间，也花了很多钱，等到搞好了，大概也都花了几年的时间了，然后才开始做产品。(2010-03-22)",[909,955,956,957,959,960,962],{},"网友：我是",[913,958,907],{},"的一员，听很多前辈讲过您的很多故事，您是我们整个体系的精神领袖。很希望下次您回东莞时到",[913,961,907],{}," 来转转，和大家合个影。",[909,964,965,967],{},[913,966,920],{}," 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)",[909,969,970,971,973,974,977],{},"网友：您认为",[913,972,907],{},"或",[913,975,976],{},"vivo","未来10年内有较大概率做到每年赚1000亿人民币吗？",[909,979,980,982],{},[913,981,920],{}," 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。",[909,984,985],{},"更健康更长久！争取下个三十年我还能来！",[909,987,988],{},"公司历史墙上看到的，很有感触哈。（2025-09-18）历史墙内容如下：",[909,990,991,992,995,996,999],{},"《二十一世纪来了》",[913,993,994],{},"段永平","21世纪来了，似乎世界就要发生巨大的变化，似乎赶英超美就要实现，似乎……\n其实，21世纪的每一天都和我们过去经历的每一天一样，依然是那样平凡。每一个人都依然需要吃饭，需要工作，每一个人都依然希望生活会更好，身体更健康。让我们用",[926,997,12],{"href":998},"\u002Fpingchangxin","去迎接新的世纪的到来吧。",[909,1001,1002,1003,1005,1006,1008,1009,1011],{},"在这喧嚣、躁动的世界里，要保持一颗",[926,1004,12],{"href":998},"是不容易的，外面的诱惑实在是太多。但",[926,1007,12],{"href":998},"对于企业的生存实在是太重要了。\n",[926,1010,12],{"href":998},"对于我们企业来说意味着什么呢？",[909,1013,1014],{},"我觉得至少我们不应该相信“神话”，诸如“点石成金”、“水变石油”，练某某功可以让你成仙，或者是让你交100元，教你一个一夜暴富的秘诀之类的神话。企业就是由点点滴滴的平常组成的，每一个产品的开发和设计，每一件产品的品质和服务，每一个消费者的感觉和评价，每一位员工的工作和生活费……平常的功夫就是实力，平常的积累才可能创造奇迹。君不见中国足球二十年都冲不出亚洲吗？",[909,1016,1017,1018,1020],{},"君不见二十年都解决不了临门一脚的问题吗？为什么？就是因为我们的足球场缺乏",[926,1019,12],{"href":998},"。试想想，没有足够的群众基础，没有足够的日积月累的训练，为了一场球的胜负就可以让一个不错的教练下课，如此急功近利，怎么可能有所作为？很难想象就算侥幸偶然冲出去一次，又将是一个如何丢人现眼的场面。",[909,1022,1023,1024,1026],{},"企业和竞技是非常相似的，任何一个运动员或团队的成功和成绩无不依赖于他们平时的科学及刻苦的训练，永远无法想象一个业余运动员可以靠偶然的因素去赢取一场高水准的职业比赛。我们的企业也正是要像一个运动员一样，通过日积月累的刻苦训练，逐渐成为一个高水准的职业运动员。这就是我们的",[926,1025,12],{"href":998},"。",[909,1028,1029,1030,1033,1034,1036,1037,1026],{},"既然是职业运动员，我们当然是要靠赢取比赛来生存和发展。赢取比赛就是我们的",[926,1031,185],{"href":1032},"\u002Fjinquxin","。在任何一场比赛中的获胜，除了技术功底以外，拼搏精神往往至关重要，没有强烈的",[926,1035,185],{"href":1032},"是无法去拼搏的。当然，棋逢对手的时候，我们还必须要有",[926,1038,191],{"href":1039},"\u002Fnaixin",[909,1041,1042,1043,1045,1046,1048,1049,1051],{},"要知道，我们的比赛都应是超长距离的马拉松的比赛，任何妄图靠一招一式赢取比赛的想法都将是幼稚的。我们要以",[926,1044,12],{"href":998},"去跑出每一步，以坚韧的",[926,1047,191],{"href":1039},"去坚持下去，以强烈的",[926,1050,185],{"href":1032},"去拼搏，去赢取每一场比赛最后的胜利。\n我们是一个企业，一个集体，一个团队。企业的推动一定要依仗每一位员工的共同努力。",[909,1053,1054,1055,1058],{},"我个人一直认为，一个企业的失败往往只是一个人的过错，那就是最高领导者的过错，但一个企业的成功则一定是大家的功劳。所以我们企业的长远发展和不断成功一定是要靠每个岗位的员工共同努力才可能达成的。\n由于我们是一个团队，团队的前进不光要有规范的管理制度，在很多时候还需要靠整体员工的",[926,1056,196],{"href":1057},"\u002Fzerenxin","才能达成最佳效果。",[909,1060,1061,1062,1064],{},"中国的文化并不是一个很容易培养",[926,1063,196],{"href":1057},"的文化，我们公司两年多以前发生的一件事一直都让我难以忘记。记得当时我们刚开始生产电子宠物，结果第一批一万多的投料当中有一千多个成品不见了，据说是“个别”员工喜欢，偷偷带回去自己玩了。当时曾有管理人员提出以后是否可以采用搜身的办法以加强管理，因为当时许多做电子宠物的台湾同行都在采用类似的办法。",[909,1066,1067],{},"记得当时我的观点是：除非当时在线的每个人都拿过，否则绝不可以用这种办法和自己的员工打交道！如果我们真的无法找到能够管理这类产品的办法，我宁愿放弃这个产品也不可破坏我们的原则！我真诚希望下个世纪不会再有类似的事情发生。\n每当我看到饭堂排队的人群，每当我看到宿舍抱着孩子的家属，我就会感到自己责任重大，不容闪失。",[909,1069,1070,1071,1073,1074,1077],{},"其实我们每一个人都同样肩负着对团队、对家庭的各种各样的责任，只有一个有",[926,1072,196],{"href":1057},"的团队才有可能去抱团打天下，也只有一个具有",[926,1075,201],{"href":1076},"\u002Faixin","的团队，才有可能维系我们的团队精神。",[909,1079,1080,1082,1083,1082,1085,1082,1087,1089,1090,1092,1093,1096],{},[926,1081,12],{"href":998},"、",[926,1084,185],{"href":1032},[926,1086,191],{"href":1039},[926,1088,196],{"href":1057},"和",[926,1091,201],{"href":1076},"形成了我们企业的",[926,1094,5],{"href":1095},"\u002Fbenfen","，它是我们企业走到今天这一步的基本点，也是下个世纪我们要继续遵循的基本原则。只要能坚守这一点，凭借大家的能力和努力，我们企业的发展和壮大将只是时日的问题。",[909,1098,1099],{},"我绝对相信，未来会更美更好！\n革命尚未成功，同志还需努力。让我们一起进入一个更美好的世纪吧！\n最后，顺便提一句，新的世纪的到来确实是个下决心做某件事的好时机，我的决心是绝不把抽烟的恶习带入下个世纪，你的决心是什么呢？\n顺祝各位身体健康！",[909,1101,1102,1103,1105,1108],{},"网友：（分享了一篇总结",[913,1104,907],{},[926,1106,129],{"href":1107},"\u002Fqiyewenhua","的文章）",[909,1110,1111],{},"链接：https：\u002F\u002Fxueqiu.com\u002F7667646479\u002F358696609",[909,1113,1114],{},"大道：总结的很好，如果有时间就更好了。（2025-10-30）",[909,1116,1117,1118,1120,942,1122,1125],{},"网友：",[913,1119,907],{},[926,1121,129],{"href":1107},[926,1123,175],{"href":1124},"\u002Fzaozhongren","阿段。",[909,1127,1128],{},"大道：之一。（2025-10-30）",[909,1130,1131],{},"网友：Oppo watch x2也不错。",[909,1133,1134],{},"大道：是的，很好的哈。（2025-11-20）",[909,1136,1137,1138,1140],{},"网友：我买了",[913,1139,907],{},"的大天才手表。",[909,1142,1143,1144,1146],{},"大道：",[913,1145,907],{},"手表蛮好的，我运动的时候有时候会用。（2025-12-14）",[904,1148,976],{"id":976},[909,1150,1151,924,1153,1155,1156,1158,1159,1161,1162,1164,1166,1167,1169],{},[913,1152,907],{},[926,1154,135],{"href":928},"是",[913,1157,938],{},"注册的，当时的AV厂启用了，于是有了",[913,1160,907],{}," 的DVD，蓝光DVD，直到晚些的手机。我个人参与了",[913,1163,907],{},[926,1165,135],{"href":928},"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",[913,1168,907],{},"的CEO，后面的故事都是他们的。",[909,1171,1172,1174,1175,1177,1178,1180,1181,1183,1184,1186,1187,1189,1191,1192,1194],{},[913,1173,976],{}," 的前身是",[913,1176,938],{},"电话及",[913,1179,938],{},"手机，",[913,1182,976],{},"这个",[926,1185,135],{"href":928},"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",[913,1188,976],{},[926,1190,135],{"href":928},"建立的任何过程。",[913,1193,976],{},"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。",[909,1196,1197],{},"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。",[909,1199,1200,1202,1203,1205,1206,1208,1209,1211],{},[913,1201,976],{}," 的商标都是小写的，小写的有些道理哈。",[913,1204,976],{},"的商标设计有些小问题，在西班牙语里",[913,1207,976],{},"是直播的意思，另外",[913,1210,976],{},"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)",[909,1213,1214],{},"网友：2011-2012年的危机跟智能手机转型有关吗？记得iPhone4是2010年发布的。",[909,1216,1217,1219],{},[913,1218,920],{}," 也可能是2012-2013年，具体我也没太在意，当年要是过不去就一定会记得的。",[909,1221,1222],{},"网友：2011-2012那一年，我一直在博客上请教大道问题，完全没有感受到大道的公司有危机需要处理，只觉得每天都很闲。",[909,1224,1225,1227],{},[913,1226,920],{}," 哈，危机要你都能看出来，我们早就乱了吧？记得大概1996-1997年，我们也有过一次危机，那时我们账上一度只有2000块人民币了。作为当时的CEO我也是照常去打球的（呆在办公室怕影响别人？）。后来当时的财务说，看到阿段照常去打球，说明我们没事。也是运气好，该回来的钱及时从俄罗斯回来了。我们有些供应商成为我们的股东其实就是在那个阶段。",[909,1229,1230,1231,1234],{},"当时是有些感人的故事的，我给很多我们的经销商（也是",[913,1232,1233],{},"小霸王","年代的经销商）发了个消息，说我们缺钱了，这个时候拿钱过来可以入股。有个客户开着车，带着不少钱过来跟我说：阿段，我只有这么多了！这是我们这些年跟着你赚的钱……信任真的很值钱啊！有时候还能救命！",[909,1236,1237],{},"2011-2012年那个危机虽然规模更大但危险度是没有1996-1997年那次高的，因为那时我已经投资10年，有点底气了。",[909,1239,1240],{},"网友：在这种生死时刻，能优先想到员工和供应商，这种选择是因为因为手里还有余粮吗？",[909,1242,1243,1245],{},[913,1244,920],{}," 手里还有余粮的事情当时弟兄们应该是不知道的。（2025-10-06）",[909,1247,1248,1249,1251],{},"网友：转述",[913,1250,994],{},"：呵呵，记得若干年以后，我见到一个挺熟的供应商，发现他头发掉了好多，就问他怎么搞的。他告诉我说，因为当时选择了拿利息，很后悔，现在每天早上对着镜子拽自己头发啊（这一段是我编的，因为我觉得可能是他太太拽的）。",[909,1253,1254],{},"哈，当时我们确实给大家提供了三个选择：入股，拿利息以及照常付款。三项选择都有选。三十年晚会还见到掉头发的弟弟了。（2025-10-07）",[909,1256,1257,1258,1260,1261,1026],{},"网友：大道，",[913,1259,976],{},"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",[926,1262,129],{"href":1107},[909,1264,1265,1266],{},"链接：",[926,1267,1268],{"href":1268,"rel":1269},"https:\u002F\u002Fmp.weixin.qq.com\u002Fs\u002FaVDZuPsjF0WgOJK9cmIVWQ",[1270],"nofollow",[909,1272,1143,1273,921,1277,921,1279,1281],{},[1274,1275,1276],"span",{},"点赞",[1274,1278,1276],{},[1274,1280,1276],{},"（2026-02-04）",[909,1283,1117,1284,1286,1287,1289],{},[913,1285,976],{},"遇到危机时仍然坚持",[926,1288,5],{"href":1095},"原则，据说大道当时回来开了一个有点悲壮的会议，他说，如果要倒，一定不要倒得太难看，不要欠员工和供应商的钱。请您分享一下。",[909,1291,1292,1294],{},[913,1293,920],{}," 是的，确实专门回去跟大家一起开了个会。当时我其实啥主意也没有，毕竟已经不在一线快10年了。我只是说如果我们真要倒的话，绝不可以倒得很难看！我们一定不能欠员工钱，不能欠供应商钱，不要给任何人添麻烦。最后我说，let’s fight now! 我们是幸运的，最后熬了过去。",[909,1296,1297],{},"我记得2011年年中到2012年年中的那一整年确实是有点危险的，其实也没那么危险，因为当时我的投资已经做得很好了，那是我手里的秘密武器。当然，最后很开心没有被逼到动用后备资金的地步。",[909,1299,1300,1301,1303,1304,1307,1308,1310,1311,1313],{},"网友：在决定生死的那一战，1.如果",[913,1302,976],{},"之前借了不少有息",[926,1305,58],{"href":1306},"\u002Ffuzhai","会怎样？大概率会面临大得多的压力，因为生死存亡之际，银行会让你直接还钱，管理层要分散核心注意力处理这些借贷问题，可能在最需要现金的时候，被迫还债；2.如果",[913,1309,976],{},"以前没有",[926,1312,5],{"href":1095},"文化会怎样？",[909,1315,1316],{},"我想会继续压榨供应商，穷尽一切手段占用更多上下游产业链的资金，那么在后续转型，急切需要产业链一起冒险时，大概率得不到急需的合作。每一件事情的成功肯定有运气成分，但如果次次运气好，大多主要因为实力够强。",[909,1318,1319,1321],{},[913,1320,920],{}," 我们的stop doing list拯救了我们。其实原则往往是危机中才显“英雄本色”的。这种时刻不多，但很可能会决定生死。",[909,1323,1324],{},"网友：终于明白大道为啥不建议普通人创业了，创业确实九死一生，哪怕强大如大道，天时地利人和也缺一不可。",[909,1326,1327,1329],{},[913,1328,920],{}," 是啊，确实是九死一生的。没有经历过的人大多都没啥概念，多以为前面都是鲜花……其实下面经常很多牛粪的。",[909,1331,1332],{},"网友：阿段的这番话我有印象，大概在1996年秋天，我听老陈开会时讲过。小段出去创业向股东融资都不设总股本，有钱就来，我想不通这样的事还有人去做。我此刻反思，如果当时老陈想通了，今天就不是这样子了……还有他的团队们……写到这里手有点颤抖了……",[909,1334,1335,1337],{},[913,1336,920],{}," 哈，你是老人啊？！我1989年到的中山。人最后都会成为他本该成为的那个人，30-40年后很难有人可以反驳这句话的。",[909,1339,1340],{},"网友：理解巴菲特和段总的投资思想，投资企业要看三个方面：一是看财务报表；二是看管理层；三是看对产品理解和把握。段总投资万科是对王石的信任，而投资创维又是为什么呢……再谈谈产品：我是做电子产品研发的，一直比较喜欢从分析产品质量的角度去分析公司的好坏。对中国电子行业的状况还算比较了解。",[909,1342,1343],{},"对创维、TCL、康佳等等的产品质量确实不敢恭维。段总对电子产品和游戏的理解非常人所能及，能否指点一下您怎么看明白了创维，而敢于出手。学习中。",[909,1345,1346,1348],{},[913,1347,920],{}," 不知道你平时都恭维谁的产品质量。我们买创维时创维的市值只有十多个亿港币，他们那栋大楼都快有那个价了。创维在电视机行业里算是最健康的企业了，不太会乱来，长期而言，如果他们都无法生存，那这个行业就将不复存在了，句号。",[909,1350,1351],{},"我不同意你说的投资企业要看哪几个方面的说法。我一直认为这里没有公式。投资看的是资产（真实净资产），或者说折现到今天的资产（同上），所有的因素都可能会有影响，影响最大的往往是最坏的因素。",[909,1353,1354],{},"关于企业什么东西重要的说法你可以参考下麦肯锡的7S，我喜欢用这个工具去看企业。（2010-03-15）",[899,1356,1358],{"id":1357},"第二节-日本消费电子与游戏","第二节 日本消费电子与游戏",[904,1360,1361],{"id":1361},"任天堂",[909,1363,1364],{},"网友：如果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？",[909,1366,1367,1369],{},[913,1368,920],{}," 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)",[909,1371,1372],{},"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？",[909,1374,1375,1377],{},[913,1376,920],{}," 呵呵，不会在公开场合说。(2010-10-20)",[909,1379,1380,1381,1383],{},"网友：段总对公司的核心竞争力一",[926,1382,129],{"href":1107},"还是很有信心的，低调不说而已。",[909,1385,1386,1388],{},[913,1387,920],{}," 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)",[909,1390,1391],{},"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。",[909,1393,1394,1396],{},[913,1395,920],{}," 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)",[909,1398,1399,1400,1402,1403,1405],{},"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",[913,1401,1361],{},"CEO 讲的坚决不做手机游戏的说法，感觉",[913,1404,1361],{},"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。",[909,1407,1408],{},"(2012-04-01)",[909,1410,1411,1412,1414],{},"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",[913,1413,1361],{},"的财务状况依然非常好，30多年前就很厉害。",[909,1416,1417],{},"网友：日本企业在消费电子方面节节倒退，国内开始唱衰日本制造，您如何看？",[909,1419,1420,1422],{},[913,1421,920],{}," 整体上日本其实依然非常强，差距依然非常大。(2017-11-21)",[909,1424,1425],{},"任何时候都不要小看日本！(2017-11-24)",[909,1427,1428,1429,1432],{},"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",[926,1430,206],{"href":1431},"\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。",[909,1434,1435],{},"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)",[909,1437,1438],{},"网友：请问您觉得是什么因素导致有些民营企业，特别是制造业，异地发展效益低下？",[909,1440,1441,1443],{},[913,1442,920],{}," 这和民营企业没啥关系。其实制造业在不同地方开设分厂的情况非常罕见，除非是很重的产品比如水或者啤酒类，不然怎么着也是愿意靠近供应链的。感觉你对生意还不太有概念哈。没人能够知道为什么有些公司或工厂效益低下的原因的，因为原因可能会有一万种。(2019-09-07)",[909,1445,1446],{},"关于靠近供应链的事情，我想起早年长虹电视很火的那段时间，有次我跟一个朋友说，长虹离供应链那么远，成本会远高于竞争对手的，长期而言他们肯定不行。(2023-02-22)",[909,1448,1449],{},"网友：真是小常识里有大道理。",[909,1451,1452,1454],{},[913,1453,920],{}," 这个不是简单的“常识”。30年前我们给各地发货，最难的就是那一带，成本也是最高的。所谓蜀道难可不是随便说说的。(2023-02-23)",[909,1456,1457,1458,1460,1461,1463,1464,1467,1468,1470],{},"网友：大道做",[913,1459,1233],{},"的时候就很中意",[913,1462,1361],{},"了吧，当年的偶像吸引您的是",[926,1465,64],{"href":1466},"\u002Fshangyemoshi","多一点还是",[926,1469,129],{"href":1107},"多一点呢？",[909,1472,1473,1475,1476,1478],{},[913,1474,920],{}," 30多年前的事情了。当时听说",[913,1477,1361],{},"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。",[909,1480,1481],{},"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。",[909,1483,1484,1486],{},[913,1485,1361],{},"目前地位显然远不如30年前了，应该也不如20年前。(2024-01-28)",[909,1488,1489,1490,1492,1494,1495,1497,1498,1500],{},"网友：以您对",[913,1491,1361],{},[926,1493,129],{"href":1107},"的了解，觉得",[913,1496,1361],{},"会出适配VisionPro的游戏吗？我记得很多年前",[913,1499,1361],{},"的社长说不会做手机游戏，你说他们慢慢走下坡路了。",[909,1502,1503,1505,1506,1508],{},[913,1504,920],{}," 会不会做匹配Vision Pro的游戏我无从得知。",[913,1507,1361],{},"是个蛮有追求的公司，财务也蛮健康的。(2024-04-30)",[909,1510,1511,1513,1514,1517,1518,1520,1521,1523],{},[913,1512,1361],{},"是个非常那个啥的公司，他们不觉得",[913,1515,1516],{},"微软","或任何其他人有资格“收购”他们。不过，我打算再买点",[913,1519,1361],{},"，毕竟是情怀哈。最近可能是因为日元贬值的原因，",[913,1522,1361],{},"的价格又下来了一些。(2024-05-01)",[909,1525,1526],{},"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？",[909,1528,1529,1531,1532,1534],{},[913,1530,920],{}," 不知道。可能已经在发生了。组织小型化可能是个办法，",[926,1533,129],{"href":1107},"的建立应该是最重要的。",[909,1536,1537,1538,1540],{},"网友：既然您很早就看准了手机行业，为什么2004——2005年国家放开牌照的时候，",[913,1539,938],{},"没有立即进入，而是观察了很久之后才进去？",[909,1542,1543,1545],{},[913,1544,920],{}," 好像我们是第一时间拿的啊？",[909,1547,1548],{},"别人是贴牌的吧？我记得当时好多人贴牌，但是不太规范，我们有点不敢做。",[909,1550,1551],{},"网友：同样的管理体系下，分散各个不同地方的组织，有些组织已经盈利，但有些亏损，能否认为一段时间后亏损的也应该会盈利呢？",[909,1553,1554,1556],{},[913,1555,920],{}," 同样的“管理体系”在不同的地方不能保证盈利。“同样的”东西不一定是同样的。",[904,1558,1559],{"id":1559},"索尼",[909,1561,1562],{},"网友：家中索尼电视买了一年就坏。",[909,1564,1565,1567],{},[913,1566,920],{}," 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)",[909,1569,1570],{},"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……",[909,1572,1573,1575,1576,1579],{},[913,1574,920],{}," 大概接近10年前开始我就觉得索尼要出问题了。",[913,1577,1578],{},"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。",[909,1581,1582],{},"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。",[909,1584,1585,1586,1589],{},"网友：你认为日本索尼、",[913,1587,1588],{},"松下","、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？",[909,1591,1592,921,1594],{},[913,1593,920],{},[913,1595,1596],{},"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)",[909,1598,1599],{},"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。",[909,1601,1602,1604],{},[913,1603,920],{}," 饿死的骆驼比马大，现在这么说索尼还太早。(2013-04-08)",[909,1606,1607],{},"网友：能说说怎样发现的吗？",[909,1609,1610,1612,1613,1616,1617,1026],{},[913,1611,920],{}," 具体不太记得了，",[913,1614,1615],{},"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",[913,1618,1619],{},"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",[909,1621,1622],{},"(2013-04-09)",[904,1624,1588],{"id":1588},[909,1626,1627],{},"网友：听说经营企业如果亏损，那么就是在浪费人力物力资源，浪费资源就是在犯罪。",[909,1629,1630,921,1632,1635],{},[913,1631,920],{},[913,1633,1634],{},"松下幸之助","讲过，企业不盈利就是罪恶，但是企业的目的不是为了盈利。(2010-05-14)",[909,1637,1638],{},"想起一个往事。很多很多年前有一天，在某个地方开会，旁边有个会议室敲锣打鼓的非常热闹，我好奇过去看了一眼，是某门户网站的业绩发布会。我问会议室出来的一个人，为啥这么高兴，赚大钱了？答曰：亏少了。我当时非常无语。这家门户目前依然亏着钱，但中间好像有些年是赚过钱的。(2021-03-02)",[909,1640,1641,1642,1644],{},"网友：您希望从",[913,1643,1588],{},"获取怎样的支持？",[909,1646,1647,1649],{},[913,1648,920],{}," 他们有很多不错的东西。(2010-10-14)",[909,1651,1652,1653,1655],{},"网友：如果现在投资",[913,1654,1588],{},"或者索尼，您会投资吗？",[909,1657,1658,1660,1661,1663,1664,1666],{},[913,1659,920],{}," 事实上几年前我投资过",[913,1662,1588],{},"，而且赚了些钱(200万美元左右，70-80%)。没投过索尼，觉得索尼没",[913,1665,1588],{},"健康。(2010-10-15)",[909,1668,1669,1670,1672,1673,1675,1676,1678,1679,1681,1682,1684],{},"大概N年前，",[913,1671,1588],{},"市值曾经掉到过100多亿美金。以我对",[913,1674,1588],{},"的理解，这个价钱不太对，就买了。大概N-2或者N-3年前，",[913,1677,1588],{},"又回到了300多亿，我就卖了。由于",[913,1680,1588],{},"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",[913,1683,1588],{},"在美国的上市部分又下市了。",[909,1686,1687],{},"(2010-10-16)",[909,1689,1690,1695,1697],{},[913,1691,1692,1693,1696],{},"“",[913,1694,1695],{},"乔布斯","曾告诫团队：遇到事情不要问",[913,1698,1699],{},"会怎么做。”(新闻)",[909,1701,1702,1588,1705,1588,1708,1588,1714],{},[913,1703,1704],{},"当年去",[913,1706,1707],{},"时，当时中村社长就是这么说的：“我总在想如果",[913,1709,1710,1711,1713],{},"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，",[913,1712,1588],{},"要有麻烦了，回来后就把",[913,1715,1716],{},"的股票慢慢都卖了。",[909,1718,1719],{},"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)",[909,1721,1722,1723,1725],{},"网友：可能",[913,1724,1588],{},"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。",[909,1727,1728,1730],{},[913,1729,920],{}," 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)",[909,1732,1733,1734,1736,1737,1740],{},"网友：大道一方面认同",[913,1735,1695],{},"，一方面又认为伊梅尔让",[913,1738,1739],{},"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。",[909,1742,1743,1745],{},[913,1744,920],{}," 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)",[909,1747,1748,1749,1752,1753,1755],{},"“探索新能源，",[913,1750,1751],{},"谷歌","雄心未改。",[913,1754,1751],{},"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)",[909,1757,1758,1759,1761,1762,1764,1765,1767,1768,1770],{},"这让我想起很多年前去",[913,1760,1588],{},"时看到",[913,1763,1588],{},"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",[913,1766,1751],{},"这类公司的纠错能力要比",[913,1769,1588],{},"这类公司强很多，调整起来快很多。(2012-04-16)",[909,1772,1773],{},"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。",[909,1775,1776,1778,1779,1781,1782,1784,1785,1787],{},[913,1777,920],{}," 问题是他看到了吗？事实是，可能正因为这样，",[913,1780,1588],{},"今天的日子才很难过。我猜",[913,1783,1588],{},"这么多年来花在研发上的钱恐怕比",[913,1786,1751],{},"有史以来赚的钱还多，但好像效果不是很好。(2012-04-17)",[909,1789,1790,1791,1793,1794,1796,1797,1799],{},"突然想到查一下",[913,1792,1588],{},"是否也提过类似于",[926,1795,5],{"href":1095},"的东西，居然发现",[913,1798,1588],{},"在社训中用的是完全一样的词。",[909,1801,1802,1803,1805,1806,1808],{},"想起很多年前去参观",[913,1804,1588],{},"，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",[913,1807,1588],{},"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)",[909,1810,1811,1812,1814],{},"以前就说过想把很久以前(大概是2003年)去",[913,1813,1588],{},"参观的一点点感想写一下，但好像一直就抽不出心情写。",[909,1816,1817,1819,1820,1822,1823,1825],{},[913,1818,1588],{},"对我的影响很大，到今天我也依然从心里尊重",[913,1821,1588],{},"本人和",[913,1824,1588],{},"公司。",[909,1827,1828,1829,1831,1832,1834],{},"在",[913,1830,1588],{},"公司我看到过两个大大的汉字一素质，我猜大概就是我们公司说的",[926,1833,5],{"href":1095},"吧。",[909,1836,1837,1838,1840,1841,1843],{},"总的感觉",[913,1839,1588],{},"非常训练有素，依然非常强大，我们要达到",[913,1842,1588],{},"的水平恐怕还要很多代人的努力(也不一定能到)。",[909,1845,1846],{},"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。",[909,1848,1849],{},"这里只举一个小例子。",[909,1851,1852,1853,1855,1856,1858,1859,1861],{},"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",[926,1854,135],{"href":928},"的手机都有明显的弱点，加上本人对",[913,1857,1588],{},"的认知，于是就产生了个想法，想找",[913,1860,1588],{},"合作来共同经营中国这个市场。",[909,1863,1864,1865,1867,1868,1871,1872,1874,1875,1877],{},"我当时大致认为，如果我们和",[913,1866,1588],{},"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",[913,1869,1870],{},"诺基亚",")，所以就很想和",[913,1873,1588],{},"聊聊我们的想法，然后就有了我的",[913,1876,1588],{},"之行。",[909,1879,1880,1881,1884],{},"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。",[913,1882,1883],{},"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。",[909,1886,1887,1888,1890],{},"这么多年过去了，好像在中国市场再也没见过",[913,1889,1588],{},"的手机，我们的手机也起来了。",[909,1892,1893],{},"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。",[909,1895,1896,1898],{},[913,1897,920],{}," 我买过松下，当时松下只有100多亿美金。（2010-04-06）",[909,1900,1901],{},"网友S：方便的话能否请问段老师，希望从松下获取怎样的支持呢？",[909,1903,1904,1906],{},[913,1905,920],{}," 他们有很多不错的东西。（2010-10-15）",[909,1908,1909],{},"网友T：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。如果现在投资松下或者索尼，您会投资吗？（2010-10-15）",[909,1911,1912,1914],{},[913,1913,920],{}," 事实上几年前我投资过松下，而且赚了些钱（$200w左右，70-80%）。没投过sony，觉得sony没松下健康。",[909,1916,1917],{},"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。",[909,1919,1920,1922],{},[913,1921,920],{}," 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）",[909,1924,1925],{},"网友C：能讲讲这次投资么？",[909,1927,1928,1930],{},[913,1929,920],{}," 大概n年前，mc曾经掉到过100多亿美金。以我对松下的理解，这个价钱不太对，就买了。大概n-2或者n-3年前，松下又回到了300多亿，我就卖了。由于mc在美国上的是adr，成交量特别小，当时很难买。后来好像松下在美国的上市部分又下市了。（2010-10-16）",[909,1932,1933],{},"网友U：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。",[909,1935,1936,1938],{},[913,1937,920],{}," 我起码会问为什么。再说，我们并不是街上随便一个人跑过去说的，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。（2010-10-17）",[909,1940,1941],{},"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。",[909,1943,1944,1946],{},[913,1945,920],{}," 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）",[909,1948,1949],{},[913,1950,1951],{},"松下（博文时间：2010-10-14）",[909,1953,1954],{},"很久以前就说过想把很久很久以前（大概是03年左右）去松下参观的一点点感想写一下，但好像一直就抽不出心情写。",[909,1956,1957],{},"松下对我的影响很大，到今天我也依然从心里尊重松下本人和松下公司。",[909,1959,1960],{},"在松下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“本分”吧。",[909,1962,1963],{},"总的感觉松下非常训练有素，依然非常强大，我们要达到松下的水平恐怕还要很多代人的努力（也不一定能到）。",[909,1965,1846],{},[909,1967,1849],{},[909,1969,1970],{},"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的很多外资品牌的手机都有明显的弱点，加上本人对松下的认知，于是就产生了个想法，想找松下合作来共同经营中国这个市场。",[909,1972,1973],{},"我当时大致认为，如果我们和松下联手，几年内在中国做到第3名甚至第2名都是很有可能的（我认为一时半会肯定超不过诺基亚），所以就很想和松下聊聊我们的想法，然后就有了我的松下之行。",[909,1975,1976],{},"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。",[909,1978,1979],{},"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。居然，居然从没有一个人问过我为什么我们认为我们可以做到前3名甚至前两名。感觉这事好像没人关心一样。",[909,1981,1982],{},"这么多年过去了，好像在中国市场再也没见过松下的手机，我们的手机也起来了。",[909,1984,1985],{},"网友：不管有没有可能在完全不熟悉的领域大有作为，但他在现在就看到50年之后（可能的）趋势，这本身就很靠前了。",[909,1987,1988,1990],{},[913,1989,920],{}," 问题是他看到了吗？事实是，可能正因为这样，松下今天的日子才很难过。我猜松下这么多年来花在研发上的钱恐怕比google有史以来赚的钱还多，但好像效果不是很好。（2012-04-17）",[909,1992,1993,1995],{},[913,1994,920],{}," 突然想到查一下松下是否也提过类似于本分的东西，居然发现松下在社训中用的是完全一样的词。",[909,1997,1998,1999,2002],{},"想起很多年前去参观松下，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。",[913,2000,2001],{},"有些东西我至今难以理解，比如松下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）",[909,2004,2005,2007],{},[913,2006,920],{}," 这让我想起很多年前去松下时看到松下有很多为了未来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google这类公司的纠错能力要比松下这类公司强很多，调整起来快很多。（2012-04-16）",[899,2009,2011],{"id":2010},"第三节-诺基亚联想与日本企业观察","第三节 诺基亚、联想与日本企业观察",[904,2013,2014],{"id":2014},"诺基亚与联想",[909,2016,2017],{},"“联想3年，如何走出阴影。”(新闻)",[909,2019,2020,2021,2023],{},"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",[913,2022,1870],{},"就明白了。(2012-02-19)",[909,2025,2026],{},"网友：段总以前提过诺基亚本身有问题的，不过没细说。",[909,2028,2029,2031],{},[913,2030,920],{}," 他们太把当前的市场占有率（以数量计算）当回事了。（2010-10-08）",[909,2033,2034],{},"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。",[909,2036,2037],{},"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。",[909,2039,2040,2042],{},[913,2041,920],{}," 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）",[909,2044,2045],{},"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。",[909,2047,2048,2050],{},[913,2049,920],{}," 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）",[909,2052,2053],{},"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。",[909,2055,2056],{},"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。",[909,2058,2059,2061],{},[913,2060,920],{}," 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）",[909,2063,2064],{},"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？",[909,2066,2067,2069],{},[913,2068,920],{}," 看看iphone和诺基亚就明白了。（2010-10-08）",[904,2071,2072],{"id":2072},"日本企业观察",[909,2074,2075],{},"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。",[909,2077,2078,2080],{},[913,2079,920],{}," 我怎么觉得日本人比我们中国人更能吃苦，而且更有纪律？",[909,2082,2083],{},"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）",[909,2085,2086],{},"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。",[909,2088,2089],{},"那位老总说和各国的企业打交道，还是美国的企业有活力。",[909,2091,2092,2094],{},[913,2093,920],{}," 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）",[909,2096,2097],{},"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？",[909,2099,2100],{},"不知段师兄如何看待这些日本现象？",[909,2102,2103,2105],{},[913,2104,920],{}," 整体上日本其实依然非常强，差距依然非常大。任何时候都不要小看日本！（2017-11-24）",[909,2107,2108],{},"网友：我有种预感，你会买日本五大商社。",[909,2110,2111,2113,2114,2116],{},[913,2112,920],{}," 绝对不会。30多年前我就跟三菱商社打过交道，当时我代表",[913,2115,1233],{},"，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。",[909,2118,2119,2121],{},[913,2120,920],{}," 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，也比较守信誉，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。",[909,2123,2124],{},"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）",{"title":2126,"searchDepth":15,"depth":15,"links":2127},"",[2128,2132,2137],{"id":901,"depth":15,"text":902,"children":2129},[2130,2131],{"id":906,"depth":20,"text":907},{"id":976,"depth":20,"text":976},{"id":1357,"depth":15,"text":1358,"children":2133},[2134,2135,2136],{"id":1361,"depth":20,"text":1361},{"id":1559,"depth":20,"text":1559},{"id":1588,"depth":20,"text":1588},{"id":2010,"depth":15,"text":2011,"children":2138},[2139,2140],{"id":2014,"depth":20,"text":2014},{"id":2072,"depth":20,"text":2072},"md",{},true,"\u002Fdao\u002Fqanda\u002Fwenda-company-consumer-electronics",{"title":614,"description":616},"消费电子与日本制造｜段永平投资问答录","dao\u002Fqanda\u002Fwenda-company-consumer-electronics",[567,2149,2150],"消费电子","日本制造","JNr4VWZWakqRC1F-g8uMJsABa126sPKS9cWB2o-NHR8","dao",[2154,2155,2156,2157,2158,2159,2160,2161,2162,2163,2164,2165,2166,2167,2168,2169,2170,2171,2172,2173,2174,2175,2176,2177,2178,2179,2180,2181,2182,2183,2184,2185,2186,2187,2188,2189,2190,2191,2192,2193,2194,2195,2196,2197,2198,2199],{"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":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