[{"data":1,"prerenderedAt":957},["ShallowReactive",2],{"layout-dao":3,"dao-danyichanpin":488},[4,10,14,18,22,26,30,34,38,43,48,51,55,58,62,65,69,72,76,79,83,87,91,95,99,104,108,112,116,120,124,128,132,136,140,145,149,153,157,161,165,169,173,178,183,187,191,195,199,203,207,211,215,219,223,227,231,235,239,243,247,251,255,259,263,267,271,275,279,283,287,291,296,300,304,308,312,316,320,324,328,332,336,340,344,348,352,356,360,364,368,372,376,381,386,391,395,399,403,407,411,415,419,423,427,431,435,439,443,447,451,455,459,463,467,471,475,480,484],{"title":5,"slug":6,"category":7,"order":8,"type":9},"本分","benfen","核心哲学",1,null,{"title":11,"slug":12,"category":7,"order":13,"type":9},"平常心","pingchangxin",2,{"title":15,"slug":16,"category":7,"order":17,"type":9},"做对的事情","zuoduideshiqing",3,{"title":19,"slug":20,"category":7,"order":21,"type":9},"把事情做对","bashiqingzuodui",4,{"title":23,"slug":24,"category":7,"order":25,"type":9},"能力圈","nengliquan",5,{"title":27,"slug":28,"category":7,"order":29,"type":9},"不做什么","buzuoshenme",6,{"title":31,"slug":32,"category":7,"order":33,"type":9},"敢为天下后","ganweitianxiahou",7,{"title":35,"slug":36,"category":7,"order":37,"type":9},"消费者导向","xiaofeizhedaoxiang",8,{"title":39,"slug":40,"category":41,"order":42,"type":9},"价值投资","jiazhitouzi","投资理念",9,{"title":44,"slug":45,"category":46,"order":47,"type":9},"负债","fuzhai","财务指标",10,{"title":49,"slug":50,"category":41,"order":47,"type":9},"商业模式","shangyemoshi",{"title":52,"slug":53,"category":41,"order":54,"type":9},"护城河","huchenghe",11,{"title":56,"slug":57,"category":46,"order":54,"type":9},"净现金","jingxianjin",{"title":59,"slug":60,"category":46,"order":61,"type":9},"开销合理性","kaixiaohelixing",12,{"title":63,"slug":64,"category":46,"order":61,"type":9},"现金流","xianjinliu",{"title":66,"slug":67,"category":46,"order":68,"type":9},"真实利润","zhenshilirun",13,{"title":70,"slug":71,"category":41,"order":68,"type":9},"折现","zhexian",{"title":73,"slug":74,"category":41,"order":75,"type":9},"安全边际","anquanbianji",14,{"title":77,"slug":78,"category":46,"order":75,"type":9},"扣除商誉的净资产","jingzichan",{"title":80,"slug":81,"category":41,"order":82,"type":9},"基本面","jibenmian",15,{"title":84,"slug":85,"category":41,"order":86,"type":9},"机会成本","jihuichengben",16,{"title":88,"slug":89,"category":41,"order":90,"type":9},"长期持有","zhangqichiyou",17,{"title":92,"slug":93,"category":41,"order":94,"type":9},"投机","touji",18,{"title":96,"slug":97,"category":41,"order":98,"type":9},"止损","zhisun",19,{"title":100,"slug":101,"category":102,"order":103,"type":9},"企业文化","qiyewenhua","企业经营",20,{"title":105,"slug":106,"category":102,"order":107,"type":9},"品牌","pinpai",21,{"title":109,"slug":110,"category":102,"order":111,"type":9},"差异化","chayihua",22,{"title":113,"slug":114,"category":102,"order":115,"type":9},"用户体验","yonghutiyan",23,{"title":117,"slug":118,"category":102,"order":119,"type":9},"渠道","qudao",24,{"title":121,"slug":122,"category":102,"order":123,"type":9},"平台","pingtai",25,{"title":125,"slug":126,"category":102,"order":127,"type":9},"生态系统","shengtaixitong",26,{"title":129,"slug":130,"category":102,"order":131,"type":9},"单一产品","danyichanpin",27,{"title":133,"slug":134,"category":102,"order":135,"type":9},"造钟人","zaozhongren",28,{"title":137,"slug":138,"category":102,"order":139,"type":9},"利润之上的追求","lirunzhishangdezhuiqiu",29,{"title":141,"slug":142,"category":143,"order":144,"type":9},"进取心","jinquxin","品格与心性",30,{"title":146,"slug":147,"category":143,"order":148,"type":9},"耐心","naixin",31,{"title":150,"slug":151,"category":143,"order":152,"type":9},"责任心","zerenxin",32,{"title":154,"slug":155,"category":143,"order":156,"type":9},"爱心","aixin",33,{"title":158,"slug":159,"category":143,"order":160,"type":9},"信誉","xinyu",34,{"title":162,"slug":163,"category":143,"order":164,"type":9},"正直","zhengzhi",35,{"title":166,"slug":167,"category":143,"order":168,"type":9},"理性","lixing",36,{"title":170,"slug":171,"category":143,"order":172,"type":9},"长期主义","zhangqizhuyi",37,{"title":174,"slug":175,"category":176,"order":177,"type":9},"段永平推荐书单","tuijianshudan","推荐书单",50,{"title":179,"slug":180,"category":181,"order":182,"type":9},"1999年 《都市快报》采访手记","duanyongping-1999nian-doushikuaibao-caifangshouji","访谈实录",100,{"title":184,"slug":185,"category":181,"order":186,"type":9},"1999年 步步高讲话","duanyongping-1999nian-bubugaojianghua",101,{"title":188,"slug":189,"category":181,"order":190,"type":9},"1999年做客人民大学精彩问答实录","duanyongping-1999nianzuokerenmindaxuejingcaiwendashilu",102,{"title":192,"slug":193,"category":181,"order":194,"type":9},"2000年 《销售与市场》杂志专访","duanyongping-2000nian-xiaoshouyushichang-zazhizhuanfang",103,{"title":196,"slug":197,"category":181,"order":198,"type":9},"2000年在央视“品牌与传播国际论坛”上的演讲","duanyongping-2000nianzaiyangshi-pinpaiyuchuanboguojiluntan-shangdeyanjiang",104,{"title":200,"slug":201,"category":181,"order":202,"type":9},"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",105,{"title":204,"slug":205,"category":181,"order":206,"type":9},"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",106,{"title":208,"slug":209,"category":181,"order":210,"type":9},"2001年 我为什么要去读书？ —— 《读者》2001年11月刊","duanyongping-2001nian-woweishenmeyaoqudushu-duzhe-2001nian11yuekan",107,{"title":212,"slug":213,"category":181,"order":214,"type":9},"2001年《世界经理人文摘》专访","duanyongping-2001nian-shijiejinglirenwenzhai-zhuanfang",108,{"title":216,"slug":217,"category":181,"order":218,"type":9},"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",109,{"title":220,"slug":221,"category":181,"order":222,"type":9},"2003年北京大学总裁班演讲座谈会全程实录","duanyongping-2003nianbeijingdaxuezongcaibanyanjiangzuotanhuiquanchengshilu",110,{"title":224,"slug":225,"category":181,"order":226,"type":9},"2004财富人生—段永平 2004 采访","duanyongping-2004caifurensheng-duanyongping-2004-caifang",111,{"title":228,"slug":229,"category":181,"order":230,"type":9},"2005年步步高十周年“记”念晚会：段永平发言","duanyongping-2005nianbubugaoshizhounian-ji-nianwanhui-duanyongpingfayan",112,{"title":232,"slug":233,"category":181,"order":234,"type":9},"2006年 深度对话网易证券全程实录","duanyongping-2006nian-shenduduihuawangyizhengquanquanchengshilu",113,{"title":236,"slug":237,"category":181,"order":238,"type":9},"2006年做客新浪财经频道聊天全实录","duanyongping-2006nianzuokexinlangcaijingpindaoliaotianquanshilu",114,{"title":240,"slug":241,"category":181,"order":242,"type":9},"2006年浙大“实话实说”","duanyongping-2006nianzheda-shihuashishuo",115,{"title":244,"slug":245,"category":181,"order":246,"type":9},"2007年与巴菲特共进午餐后网易专访","duanyongping-2007nianyubafeitegongjinwucanhouwangyizhuanfang",116,{"title":248,"slug":249,"category":181,"order":250,"type":9},"2007年波士堂访谈","duanyongping-2007nianboshitangfangtan",117,{"title":252,"slug":253,"category":181,"order":254,"type":9},"2009年 深度专访： 探讨公益人生，分享成功体会","duanyongping-2009nian-shenduzhuanfang-tantaogongyirensheng-fenxiangchenggongtihu",118,{"title":256,"slug":257,"category":181,"order":258,"type":9},"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",119,{"title":260,"slug":261,"category":181,"order":262,"type":9},"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",120,{"title":264,"slug":265,"category":181,"order":266,"type":9},"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",121,{"title":268,"slug":269,"category":181,"order":270,"type":9},"2011年买入苹果思考","duanyongping-2011nianmairupingguosikao",122,{"title":272,"slug":273,"category":181,"order":274,"type":9},"2013年浙大演讲","duanyongping-2013nianzhedayanjiang",123,{"title":276,"slug":277,"category":181,"order":278,"type":9},"2016年浙大60周年专访","duanyongping-2016nianzheda60zhounianzhuanfang",124,{"title":280,"slug":281,"category":181,"order":282,"type":9},"2025年浙江大学演讲及问答完整版","duanyongping-2025nianzhejiangdaxueyanjiangjiwendawanzhengban",125,{"title":284,"slug":285,"category":181,"order":286,"type":9},"2025年谈躺平与内卷、与王石交流子女教育","duanyongping-2025niantantangpingyuneijuan-yuwangshijiaoliuzinvjiaoyu",126,{"title":288,"slug":289,"category":181,"order":290,"type":9},"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",127,{"title":292,"slug":293,"category":294,"order":295,"type":9},"问答录：第一章 投资大道","dadaotouziwendalu-diyizhangtouzidadao","投资问答录",200,{"title":297,"slug":298,"category":294,"order":299,"type":9},"问答录：第二章 商业模式和企业文化","dadaotouziwendalu-dierzhangshangyemoshiheqiyewenhua",201,{"title":301,"slug":302,"category":294,"order":303,"type":9},"问答录：第三章 公司点评","dadaotouziwendalu-disanzhanggongsidianping",202,{"title":305,"slug":306,"category":294,"order":307,"type":9},"问答录：第四章 人生箴言","dadaotouziwendalu-disizhangrenshengzhenyan",203,{"title":309,"slug":310,"category":294,"order":311,"type":9},"问答录：第五章 演讲与访谈","dadaotouziwendalu-diwuzhangyanjiangyufangtan",204,{"title":313,"slug":314,"category":294,"order":315,"type":9},"问答录：第六章 更新","dadaotouziwendalu-diliuzhangduzhegengxin",205,{"title":317,"slug":318,"category":294,"order":319,"type":9},"商业逻辑篇：第1节：伟大企业","duanyongping-shangyeluoji-di1jie-weidaqiye",401,{"title":321,"slug":322,"category":294,"order":323,"type":9},"商业逻辑篇：第2节：商业模式","duanyongping-shangyeluoji-di2jie-shangyemoshi",402,{"title":325,"slug":326,"category":294,"order":327,"type":9},"商业逻辑篇：第3节：企业文化","duanyongping-shangyeluoji-di3jie-qiyewenhua",403,{"title":329,"slug":330,"category":294,"order":331,"type":9},"商业逻辑篇：第4节：产品、差异化与创新","duanyongping-shangyeluoji-di4jie-chanpin-chayihua-yu-chuangxin",404,{"title":333,"slug":334,"category":294,"order":335,"type":9},"商业逻辑篇：第5节：品牌、营销与广告","duanyongping-shangyeluoji-di5jie-pinpai-yingxiao-yu-guanggao",405,{"title":337,"slug":338,"category":294,"order":339,"type":9},"商业逻辑篇：第6节：收购和多元化","duanyongping-shangyeluoji-di6jie-shougouheduoyuanhua",406,{"title":341,"slug":342,"category":294,"order":343,"type":9},"商业逻辑篇：第7节：Stop doing list（不为清单）","duanyongping-shangyeluoji-di7jie-stop-doing-list-buweiqingdan",407,{"title":345,"slug":346,"category":294,"order":347,"type":9},"投资问答录商业逻辑篇：前言：买股票就是买公司","duanyongping-shangyeluoji-qianyan-maiqushoujiiumaishangsi",408,{"title":349,"slug":350,"category":294,"order":351,"type":9},"投资逻辑篇：第1章：投资理念","duanyongping-touziluoji-di1zhang-touzilinian",410,{"title":353,"slug":354,"category":294,"order":355,"type":9},"投资逻辑篇：第2章：投资理解","duanyongping-touziluoji-di2jie-touzilijie",411,{"title":357,"slug":358,"category":294,"order":359,"type":9},"投资问答录：第3章 golf和投资","duanyongping-touziluoji-di3zhang-golfhetouzi",412,{"title":361,"slug":362,"category":294,"order":363,"type":9},"投资逻辑篇：第4章 财务理解","duanyongping-touziwendalu-touziluoji-di4zhang-caiwulijie",413,{"title":365,"slug":366,"category":294,"order":367,"type":9},"投资逻辑篇：第5章：估值逻辑","duanyongping-touziluoji-di5zhang-guzhiluoji",414,{"title":369,"slug":370,"category":294,"order":371,"type":9},"投资逻辑篇：第6章 投资方法论","duanyongping-touziluoji-di6zhang-touzifangfalun",415,{"title":373,"slug":374,"category":294,"order":375,"type":9},"投资逻辑篇：第7章：案例分析","duanyongping-touziluoji-di7zhang-anlifenxi",416,{"title":377,"slug":378,"category":377,"order":379,"type":380},"公司与人物","gongsi-yu-renwu",5000,"index",{"title":382,"slug":383,"category":377,"order":384,"type":385},"苹果：段永平为什么高度评价这家公司","company-apple",5010,"company",{"title":387,"slug":388,"category":377,"order":389,"type":390},"黄峥：段永平为什么高度评价他","person-huangzheng",5020,"person",{"title":392,"slug":393,"category":377,"order":394,"type":385},"泡泡玛特：段永平如何重新评估这家公司","company-pop-mart",5030,{"title":396,"slug":397,"category":377,"order":398,"type":390},"王宁：段永平为什么欣赏泡泡玛特创始人","person-wangning",5040,{"title":400,"slug":401,"category":377,"order":402,"type":385},"贵州茅台：段永平为什么高度评价这家公司","company-maotai",5050,{"title":404,"slug":405,"category":377,"order":406,"type":385},"网易：段永平为什么长期评价这家公司","company-netease",5060,{"title":408,"slug":409,"category":377,"order":410,"type":385},"腾讯：段永平为什么认为它是长坡厚雪","company-tencent",5070,{"title":412,"slug":413,"category":377,"order":414,"type":385},"阿里巴巴：段永平为什么曾高度评价又保留","company-alibaba",5080,{"title":416,"slug":417,"category":377,"order":418,"type":385},"拼多多：段永平如何看这家公司","company-pinduoduo",5090,{"title":420,"slug":421,"category":377,"order":422,"type":385},"英伟达：段永平为什么说它厉害但难看懂","company-nvidia",5100,{"title":424,"slug":425,"category":377,"order":426,"type":385},"任天堂：段永平从中学到什么","company-nintendo",5110,{"title":428,"slug":429,"category":377,"order":430,"type":385},"GE：段永平为什么后来修正这笔投资","company-ge",5120,{"title":432,"slug":433,"category":377,"order":434,"type":385},"新东方：段永平为什么既认可又保留","company-new-oriental",5130,{"title":436,"slug":437,"category":377,"order":438,"type":390},"巴菲特：段永平为什么高度尊重他","person-buffett",5200,{"title":440,"slug":441,"category":377,"order":442,"type":390},"芒格：段永平为什么重视他的理性","person-munger",5210,{"title":444,"slug":445,"category":377,"order":446,"type":390},"乔布斯：段永平为什么说他既是报时人也是造钟人","person-steve-jobs",5220,{"title":448,"slug":449,"category":377,"order":450,"type":390},"库克：段永平为什么认为他是更好的 CEO","person-tim-cook",5230,{"title":452,"slug":453,"category":377,"order":454,"type":390},"马云：段永平为什么一直认为他了不起","person-mayun",5240,{"title":456,"slug":457,"category":377,"order":458,"type":390},"丁磊：段永平为什么说他很有悟性","person-dinglei",5250,{"title":460,"slug":461,"category":377,"order":462,"type":390},"马化腾：段永平为什么正面评价他","person-mahuateng",5260,{"title":464,"slug":465,"category":377,"order":466,"type":390},"俞敏洪：段永平为什么说他是条汉子","person-yuminhong",5270,{"title":468,"slug":469,"category":377,"order":470,"type":390},"季克良：段永平为什么说他对茅台至关重要","person-jikeliang",5280,{"title":472,"slug":473,"category":377,"order":474,"type":390},"黄仁勋：段永平为什么欣赏他","person-huangrenxun",5290,{"title":476,"slug":477,"category":377,"order":478,"type":479},"段永平高度评价过的公司","topic-highly-rated-companies",5300,"topic",{"title":481,"slug":482,"category":377,"order":483,"type":479},"段永平高度评价过的人","topic-highly-rated-people",5310,{"title":485,"slug":486,"category":377,"order":487,"type":479},"段永平正在重估的公司","topic-revaluated-companies",5320,{"id":489,"title":129,"body":490,"category":102,"date":9,"description":946,"extension":947,"meta":948,"navigation":949,"order":131,"path":950,"seo":951,"seoDescription":952,"seoTitle":953,"slug":130,"source":9,"sourceDate":9,"sourceUrl":9,"stem":954,"tags":9,"type":9,"__hash__":955,"_collection":956},"dao\u002Fdao\u002Fconcepts\u002Fdanyichanpin.md",{"type":491,"value":492,"toc":913},"minimark",[493,496,500,516,533,536,539,544,556,559,563,566,607,611,620,624,632,636,641,644,650,656,667,673,684,690,699,709,723,727,730,735,738,743,747,750,759,762,766,772,776,785,789,792,795,799,805,812,824,828,837,841,852,855,866,872,880,890,896,903,908],[494,495,129],"h1",{"id":129},[497,498,499],"h2",{"id":499},"定义与起源",[501,502,503,504,508,509,512,513,515],"p",{},"段永平对\"单一产品\"模式的认识，最早源于1990年代做",[505,506,507],"strong",{},"小霸王","游戏机的亲身经验，后来在投资",[505,510,511],{},"苹果","时形成了系统化的理论表述。2011年他在\"买入",[505,514,511],{},"思考\"中首次系统阐述：",[517,518,519],"blockquote",{},[501,520,521,522,524,528,529,532],{},"\"",[505,523,511],{},[525,526,129],"a",{"href":527},"\u002Fdanyichanpin","的模式实际上是我们这个行业里的最高境界，以前我大概只见到",[505,530,531],{},"任天堂","做到过（索尼的游戏产品类似）。\"（2011年）",[501,534,535],{},"这里的\"单一产品\"指的不是只做一种产品，而是在每个产品线上尽量减少品种数量，用极少的SKU覆盖尽可能多的用户需求。",[497,537,538],{"id":538},"核心要义",[540,541,543],"h3",{"id":542},"_1-单一产品是行业最高境界","1. 单一产品是行业最高境界",[517,545,546],{},[501,547,521,548,550,552,553,555],{},[505,549,511],{},[525,551,129],{"href":527},"的模式实际上是我们这个行业里的最高境界。\"（2011年，买入",[505,554,511],{},"思考）",[501,557,558],{},"段永平将单一产品模式视为消费电子行业的终极形态，因为它同时实现了产品卓越和运营高效。",[540,560,562],{"id":561},"_2-单一产品带来多重好处","2. 单一产品带来多重好处",[501,564,565],{},"段永平系统列举了单一产品模式的好处：",[567,568,569,583,595],"ul",{},[570,571,572,575,576,579,580,582],"li",{},[505,573,574],{},"产品更好","：\"可以集中人力物力将产品做得更好。比较一下iPhone系列和",[505,577,578],{},"诺基亚","系列（今年要推出40个品种）。",[505,581,511],{},"产品的单位开发成本是非常低的，但单个产品的开发费却是最高的。\"",[570,584,585,588,589,591,592,594],{},[505,586,587],{},"成本更低","：\"材料成本低且质量好，大规模带来的效益。",[505,590,511],{},"的成本控制也是做到极致的，同样功能的硬件恐怕没人能达到",[505,593,511],{},"的成本。\"",[570,596,597,603,604,606],{},[505,598,599,602],{},[525,600,117],{"href":601},"\u002Fqudao","成本低","：\"不是同行的不一定能明白这话到底有什么分量（同行也未必明白），我是20年前从",[505,605,531],{},"那里学会的。\"",[540,608,610],{"id":609},"_3-单一比较容易聚焦","3. 单一比较容易聚焦",[517,612,613],{},[501,614,615,616,619],{},"\"单一比较容易聚焦，这意味着",[525,617,19],{"href":618},"\u002Fbashiqingzuodui","的概率高同时犯错误的概率低。\"",[540,621,623],{"id":622},"_4-品种多是几何级数的灾难","4. 品种多是几何级数的灾难",[517,625,626],{},[501,627,628,629,631],{},"\"品种越多，占用的",[525,630,117],{"href":601},"库存越大，是几何级数的关系。\"（2011-04-09）",[540,633,635],{"id":634},"_5-做到单一非常难","5. 做到单一非常难",[517,637,638],{},[501,639,640],{},"\"要做到单一是非常难的一件事，因为市场的需求是多样化的。iPad和iPhone有一样神奇的东西，那就是不管什么年龄段的用户都觉得这是个专门为自己设计的产品。\"",[497,642,643],{"id":643},"实战案例",[540,645,647,649],{"id":646},"小霸王游戏机的单一产品实践1990年代初",[505,648,507],{},"游戏机的单一产品实践（1990年代初）",[501,651,652,653,655],{},"段永平在",[505,654,507],{},"时期就实践了单一产品模式：",[517,657,658],{},[501,659,660,661,663,664,666],{},"\"20多年前我们卖",[505,662,507],{},"游戏机时，",[505,665,507],{},"游戏机只有两款：红白机和蓝白机（有点像iPhone的黑色和白色），对手们经常都是有好几十款的。当时我们的销售部门被质疑最多的问题就是款式太少。好像最后款式多的那些对手绝大多数都消失了。\"（2013-02-16）",[501,668,669,670,672],{},"网友回忆\"当年的",[505,671,507],{},"学习机也差不多是单一产品模式，记得当时单一款486B卖得很好\"，段永平回应：",[517,674,675],{},[501,676,677,678,680,681,683],{},"\"呵呵，这是我能看懂",[505,679,511],{},"的重要原因之一，没有那段经历，不一定会知道",[505,682,511],{},"有多厉害。\"（2012-02-01）",[540,685,687,689],{"id":686},"苹果的单一产品模式2011年起",[505,688,511],{},"的单一产品模式（2011年起）",[501,691,692,693,695,696,698],{},"段永平投资",[505,694,511],{},"的重要原因之一就是",[505,697,511],{},"把单一产品模式做到了极致：",[517,700,701],{},[501,702,521,703,705,706,708],{},[505,704,511],{},"还有不少特别厉害的地方，比如品种单一，所以效率高、质量一致性好、成本低、库存好管理等等。我从做",[505,707,507],{},"时就追求品种单一，特别知道单一的好处和难度，这个行业里明白这一点并有意识去做的不多，我们现在也根本做不到这一点。\"（2011-01-22）",[517,710,711],{},[501,712,521,713,715,716,719,720,722],{},[505,714,578],{},"需要用很多品种才能做到",[525,717,35],{"href":718},"\u002Fxiaofeizhedaoxiang","，而",[505,721,511],{},"用一个品种就做到了，这里面功夫差很多啊。\"（2011-01-22）",[540,724,726],{"id":725},"iphone-5的单一产品力量","iPhone 5的\"单一产品\"力量",[501,728,729],{},"有人质疑iPhone 5是失败产品时，段永平反驳：",[517,731,732],{},[501,733,734],{},"\"你见过在别的同行不停推新品的同时能够按兵不动一年营业额依然不掉的公司么？而且这还是在上个产品不那么轰动的前提下。如果这还不叫模式好，那什么叫模式好？顺便补充一下，凡是认为iPhone 5是失败产品的人都应该问一下在人类历史上有过几个单一产品比iPhone 5成功的？\"（2013-09-04）",[540,736,737],{"id":737},"品种少的隐性好处",[517,739,740],{},[501,741,742],{},"\"品种少的好处之一，有问题反应快，解决也快。\"——段永平在评价iPhone 4s耳机故障快速响应时指出。",[540,744,746],{"id":745},"特斯拉的单一产品模式2025年","特斯拉的单一产品模式（2025年）",[501,748,749],{},"段永平在谈电动车行业时提到：",[517,751,752],{},[501,753,754,755,758],{},"\"特斯拉总体来讲确实做得好，你看它款式也少，对吧？东西很单一，量又很大，那它相对来讲，成本就会低。\"（2025年，与",[505,756,757],{},"方三文","对话）",[497,760,761],{"id":761},"常见误解",[540,763,765],{"id":764},"误解一品种多才能满足多样化需求","误解一：品种多才能满足多样化需求",[501,767,768,769,771],{},"段永平通过",[505,770,511],{},"的案例证明，真正好的产品可以用极少的品种满足极多的需求。iPad和iPhone的神奇之处就在于\"不管什么年龄段的用户都觉得这是个专门为自己设计的产品\"。",[540,773,775],{"id":774},"误解二单一产品风险更大","误解二：单一产品风险更大",[501,777,778,779,781,782,784],{},"有人担心",[505,780,511],{},"如果某次新产品失败了影响会很大。段永平用iPhone 5的例子反驳——即使是\"不那么轰动\"的产品，",[505,783,511],{},"的单一产品模式依然让营业额稳如磐石，这恰恰说明模式好。",[540,786,788],{"id":787},"误解三单一产品容易做到","误解三：单一产品容易做到",[501,790,791],{},"段永平强调\"要做到单一是非常难的一件事\"，因为市场需求是多样化的，能用一个产品满足广泛需求需要极高的产品设计能力。这是\"行业里的最高境界\"，不是谁都能做到的。",[497,793,794],{"id":794},"思想演变",[540,796,798],{"id":797},"_1990年代实践中形成直觉","1990年代：实践中形成直觉",[501,800,801,802,804],{},"在",[505,803,507],{},"做游戏机和学习机时，段永平就自发地追求品种单一，并亲眼看到品种多的对手一个个消失。这段经历让他形成了对单一产品模式的深刻直觉。",[540,806,808,809,811],{"id":807},"_2000年代从任天堂获得理论验证","2000年代：从",[505,810,531],{},"获得理论验证",[501,813,814,815,817,818,820,821,823],{},"段永平提到\"20年前从",[505,816,531],{},"那里学会\"了单一产品在",[525,819,117],{"href":601},"成本上的巨大优势，将自己的实践经验与",[505,822,531],{},"的成功进行了对照验证。",[540,825,827],{"id":826},"_2011年系统化表述","2011年：系统化表述",[501,829,830,831,833,834,836],{},"投资",[505,832,511],{},"时，段永平第一次系统地将单一产品模式的好处归纳为产品质量、成本控制、",[525,835,117],{"href":601},"效率三个维度，并将其提升到\"行业最高境界\"的高度。",[540,838,840],{"id":839},"_2020年代更广泛的应用","2020年代：更广泛的应用",[501,842,843,844,847,848,851],{},"段永平开始用单一产品思维分析更多行业，包括特斯拉在电动车领域的实践，以及与",[525,845,109],{"href":846},"\u002Fchayihua","、",[525,849,49],{"href":850},"\u002Fshangyemoshi","概念的深度结合。",[497,853,854],{"id":854},"原话引用",[517,856,857],{},[501,858,521,859,861,528,863,865],{},[505,860,511],{},[525,862,129],{"href":527},[505,864,531],{},"做到过。\"（2011年）",[517,867,868],{},[501,869,615,870,619],{},[525,871,19],{"href":618},[517,873,874],{},[501,875,876,877,879],{},"\"品种单一，所以效率高、质量一致性好、成本低、库存好管理等等。我从做",[505,878,507],{},"时就追求品种单一，特别知道单一的好处和难度。\"（2011-01-22）",[517,881,882],{},[501,883,521,884,715,886,719,888,722],{},[505,885,578],{},[525,887,35],{"href":718},[505,889,511],{},[517,891,892],{},[501,893,628,894,631],{},[525,895,117],{"href":601},[517,897,898],{},[501,899,521,900,902],{},[505,901,507],{},"游戏机只有两款：红白机和蓝白机，对手们经常都是有好几十款的……好像最后款式多的那些对手绝大多数都消失了。\"（2013-02-16）",[517,904,905],{},[501,906,907],{},"\"在人类历史上有过几个单一产品比iPhone 5成功的？\"（2013-09-04）",[517,909,910],{},[501,911,912],{},"\"品种少的好处之一，有问题反应快，解决也快。\"",{"title":914,"searchDepth":13,"depth":13,"links":915},"",[916,917,924,933,938,945],{"id":499,"depth":13,"text":499},{"id":538,"depth":13,"text":538,"children":918},[919,920,921,922,923],{"id":542,"depth":17,"text":543},{"id":561,"depth":17,"text":562},{"id":609,"depth":17,"text":610},{"id":622,"depth":17,"text":623},{"id":634,"depth":17,"text":635},{"id":643,"depth":13,"text":643,"children":925},[926,928,930,931,932],{"id":646,"depth":17,"text":927},"小霸王游戏机的单一产品实践（1990年代初）",{"id":686,"depth":17,"text":929},"苹果的单一产品模式（2011年起）",{"id":725,"depth":17,"text":726},{"id":737,"depth":17,"text":737},{"id":745,"depth":17,"text":746},{"id":761,"depth":13,"text":761,"children":934},[935,936,937],{"id":764,"depth":17,"text":765},{"id":774,"depth":17,"text":775},{"id":787,"depth":17,"text":788},{"id":794,"depth":13,"text":794,"children":939},[940,941,943,944],{"id":797,"depth":17,"text":798},{"id":807,"depth":17,"text":942},"2000年代：从任天堂获得理论验证",{"id":826,"depth":17,"text":827},{"id":839,"depth":17,"text":840},{"id":854,"depth":13,"text":854},"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：","md",{},true,"\u002Fdao\u002Fconcepts\u002Fdanyichanpin",{"title":129,"description":946},"段永平谈单一产品：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：","单一产品｜段永平投资问答录","dao\u002Fconcepts\u002Fdanyichanpin","Ps2tP3hMabURXc8fTGWdOb07tIbD8AXzDSarIoc0J9w","dao",1781666331418]