[{"data":1,"prerenderedAt":876},["ShallowReactive",2],{"layout-dao":3,"dao-yonghutiyan":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":113,"body":490,"category":102,"date":9,"description":865,"extension":866,"meta":867,"navigation":868,"order":115,"path":869,"seo":870,"seoDescription":871,"seoTitle":872,"slug":114,"source":9,"sourceDate":9,"sourceUrl":9,"stem":873,"tags":9,"type":9,"__hash__":874,"_collection":875},"dao\u002Fdao\u002Fconcepts\u002Fyonghutiyan.md",{"type":491,"value":492,"toc":834},"minimark",[493,496,500,522,525,530,548,552,561,565,572,576,581,584,590,603,609,612,623,629,635,643,646,653,660,667,675,678,682,694,698,704,708,713,716,720,726,730,749,753,774,777,786,791,799,806,812,817,826],[494,495,113],"h1",{"id":113},[497,498,499],"h2",{"id":499},"定义与起源",[501,502,503,504,508,509,512,513,517,518,521],"p",{},"段永平对用户体验的关注可以追溯到他做",[505,506,507],"strong",{},"小霸王","和",[505,510,511],{},"步步高","时期，那时他用\"",[514,515,35],"a",{"href":516},"\u002Fxiaofeizhedaoxiang","\"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费者的需求。\"而\"用户体验\"这一更现代的表述，在2011年投资",[505,519,520],{},"苹果","时被大量使用。",[497,523,524],{"id":524},"核心要义",[526,527,529],"h3",{"id":528},"_1-用户体验是企业的终极聚焦点","1. 用户体验是企业的终极聚焦点",[531,532,533],"blockquote",{},[501,534,535,536,538,539,541,542,544,545,547],{},"\"",[505,537,520],{},"的产品确实把用户体验或",[514,540,35],{"href":516},"做到极致了，对手在相当长的时间里难以超越甚至接近（对喜欢",[505,543,520],{},"的用户而言）。\"（2011年，买入",[505,546,520],{},"思考）",[526,549,551],{"id":550},"_2-用户体验是利润之上的追求的具体体现","2. 用户体验是利润之上的追求的具体体现",[531,553,554],{},[501,555,556,557,560],{},"\"用户导向是一种",[514,558,137],{"href":559},"\u002Flirunzhishangdezhuiqiu","，简单讲就是想着用户到底要的是什么，我们如何去实现。\"（2019-09-26）",[526,562,564],{"id":563},"_3-专注用户体验的企业走得更远","3. 专注用户体验的企业走得更远",[531,566,567],{},[501,568,535,569,571],{},[505,570,520],{},"以外的市场依然很大，而且上升空间也很大。专注于用户体验的企业总是会走得远一些的。\"（2012年）",[526,573,575],{"id":574},"_4-用户体验不能为了追求市场份额而牺牲","4. 用户体验不能为了追求市场份额而牺牲",[531,577,578],{},[501,579,580],{},"\"我们公司不会把追求干倒谁作为目标，也不会把市场份额、销售数量及排名作为我们的追求目标的。我们追求的就是改善用户体验，做出最好的产品，其他的都是水到渠成的事情。\"（2017年）",[497,582,583],{"id":583},"实战案例",[526,585,587,589],{"id":586},"苹果用户体验的极致典范",[505,588,520],{},"：用户体验的极致典范",[501,591,592,593,595,596,599,600,602],{},"段永平对",[505,594,520],{},"用户体验的欣赏是全方位的。他举过一个细节案例：iPad mini 7.9英寸可以刚好放进裤子口袋，而",[505,597,598],{},"三星","推出的8英寸平板很可能放不下——他认为\"iPad mini可能是测过的\"。这体现了",[505,601,520],{},"对用户体验细节的极致追求。（2013-03-01）",[526,604,606,608],{"id":605},"苹果让盲人也能使用设备",[505,607,520],{},"让盲人也能使用设备",[501,610,611],{},"库克说过的一句话让段永平印象深刻：",[531,613,614],{},[501,615,616,617,619,620,622],{},"\"'当我们付出努力，为了让盲人也可以使用我们的设备时，我是不会考虑该死的ROI（投资回报率）的。'",[505,618,520],{},"在发起环保倡议、保护员工安全和其他政策时也是如此——这就叫",[514,621,137],{"href":559},"！\"（2019-06-27）",[526,624,626,628],{"id":625},"苹果vs安卓的体验差距",[505,627,520],{},"vs安卓的体验差距",[501,630,631,632,634],{},"一位网友形象地总结了差距：",[505,633,520],{},"让人用近乎白痴的方式使用强大的功能，而Windows让人用近乎专业人士的方式使用强大的功能。段永平回应：",[531,636,637],{},[501,638,639,640,642],{},"\"你这个形容很形象，这正是",[505,641,520],{},"厉害的地方。\"（2011-01-22）",[501,644,645],{},"他还解释了安卓体验差距的深层原因——安卓的开放性导致了\"不同手机有不同的硬件和软件\"，不同厂商在各自为政中产品差异化反而带来了用户体验的碎片化。",[526,647,649,652],{"id":648},"诺基亚失去用户体验导向的反面教训",[505,650,651],{},"诺基亚","：失去用户体验导向的反面教训",[531,654,655],{},[501,656,535,657,659],{},[505,658,651],{},"出的问题大概就是'成功是失败之母'类的。由于这些年一直非常成功，他们大概忘了为什么会成功的原因了。盲目追求市场占有率可能也是原因之一。简单讲，我认为是文化出问题了。\"",[526,661,663,666],{"id":662},"阿里巴巴忽视用户体验的后果2024年",[505,664,665],{},"阿里巴巴","：忽视用户体验的后果（2024年）",[531,668,669],{},[501,670,671,672,674],{},"\"我们砸了自己的脚，我们过去忽视了用户体验，过去几年里，阿里落后了，淘天集团的问题在于忽视用户体验……\"——段永平引用",[505,673,665],{},"联合创始人蔡崇信的反思，并评论说\"也许'让天下没有难做的生意'要做一些调整了，因为这句话里面最终体现不出来用户。\"",[497,676,677],{"id":677},"常见误解",[526,679,681],{"id":680},"误解一用户体验等于企业文化","误解一：用户体验等于企业文化",[531,683,684],{},[501,685,686,687,689,690,693],{},"\"以用户体验或",[514,688,35],{"href":516},"作为",[514,691,100],{"href":692},"\u002Fqiyewenhua","的，只是好的企业文化的一部分。比如，我就不喜欢996。\"（2019-04-08）段永平指出好的企业文化不仅包含用户导向，还包含对员工的尊重等其他维度。",[526,695,697],{"id":696},"误解二追求市场份额就是重视用户","误解二：追求市场份额就是重视用户",[501,699,700,701,703],{},"段永平通过",[505,702,651],{},"的案例说明，追求市场占有率和真正重视用户体验是两码事。如果追求份额导致推出大量低端机型，反而会损害用户体验和品牌价值。",[526,705,707],{"id":706},"误解三用户体验就是听用户的话","误解三：用户体验就是听用户的话",[531,709,710],{},[501,711,712],{},"\"消费者往往只是根据现有的产品来决定自己的喜好，所以经常会显得短视，如果企业总是'市场导向'的话，则陷于短视状况的概率就会相对大些。而总是注重消费者体验的公司则往往会眼光放得长远些，出伟大产品的概率就会大很多。\"",[497,714,715],{"id":715},"思想演变",[526,717,719],{"id":718},"_1990-2000年代消费者导向","1990-2000年代：消费者导向",[501,721,722,723,725],{},"这一时期段永平更多使用\"",[514,724,35],{"href":516},"\"的表述，核心是\"找准消费者的需求\"。体现在产品设计上是做好质量、做好功能，体现在营销上是真实传达产品价值。",[526,727,729],{"id":728},"_2010年代用户体验成为核心概念","2010年代：用户体验成为核心概念",[501,731,732,733,735,736,738,739,508,742,745,746,748],{},"投资",[505,734,520],{},"后，\"用户体验\"成为段永平频繁使用的概念。他通过",[505,737,520],{},"的实践，深刻理解了用户体验不仅是产品功能的问题，更是一整套",[514,740,125],{"href":741},"\u002Fshengtaixitong",[514,743,49],{"href":744},"\u002Fshangyemoshi","的问题。如果",[505,747,520],{},"开始为了生意而不是用户体验，\"就该考虑离开了\"。",[526,750,752],{"id":751},"_2020年代从企业评价标准到投资过滤器","2020年代：从企业评价标准到投资过滤器",[501,754,755,756,758,759,761,762,761,765,768,769,761,771,773],{},"用户体验已经完全融入段永平的投资方法论，成为评判",[514,757,100],{"href":692},"好坏的关键指标。他用用户体验来解释为什么",[505,760,520],{},"、",[505,763,764],{},"OPPO",[505,766,767],{},"vivo","能够成功，也用它来解释为什么",[505,770,651],{},[505,772,665],{},"会出问题。",[497,775,776],{"id":776},"原话引用",[531,778,779],{},[501,780,535,781,538,783,785],{},[505,782,520],{},[514,784,35],{"href":516},"做到极致了，对手在相当长的时间里难以超越甚至接近。\"（2011年）",[531,787,788],{},[501,789,790],{},"\"专注于用户体验的企业总是会走得远一些的。\"（2012年）",[531,792,793],{},[501,794,795,796,798],{},"\"如果",[505,797,520],{},"开始为了生意而不是用户体验时，就该考虑离开了。\"（2012年）",[531,800,801],{},[501,802,535,803,805],{},[505,804,520],{},"一直聚焦的就是用户体验，所以这样的公司才能出伟大的产品。\"（2013-02-18）",[531,807,808],{},[501,809,556,810,560],{},[514,811,137],{"href":559},[531,813,814],{},[501,815,816],{},"\"我们追求的就是改善用户体验，做出最好的产品，其他的都是水到渠成的事情。\"（2017年）",[531,818,819],{},[501,820,686,821,689,823,825],{},[514,822,35],{"href":516},[514,824,100],{"href":692},"的，只是好的企业文化的一部分。比如，我就不喜欢996。\"（2019-04-08）",[531,827,828],{},[501,829,830,831,833],{},"\"如果追求份额会牺牲用户体验去追求那些非核心的消费者，短期可能份额会扩大但是消费者组成质量变得非常差，经营质量和",[514,832,100],{"href":692},"都会出现问题。\"——网友总结，段永平认同",{"title":835,"searchDepth":13,"depth":13,"links":836},"",[837,838,844,854,859,864],{"id":499,"depth":13,"text":499},{"id":524,"depth":13,"text":524,"children":839},[840,841,842,843],{"id":528,"depth":17,"text":529},{"id":550,"depth":17,"text":551},{"id":563,"depth":17,"text":564},{"id":574,"depth":17,"text":575},{"id":583,"depth":13,"text":583,"children":845},[846,848,849,850,852],{"id":586,"depth":17,"text":847},"苹果：用户体验的极致典范",{"id":605,"depth":17,"text":605},{"id":625,"depth":17,"text":625},{"id":648,"depth":17,"text":851},"诺基亚：失去用户体验导向的反面教训",{"id":662,"depth":17,"text":853},"阿里巴巴：忽视用户体验的后果（2024年）",{"id":677,"depth":13,"text":677,"children":855},[856,857,858],{"id":680,"depth":17,"text":681},{"id":696,"depth":17,"text":697},{"id":706,"depth":17,"text":707},{"id":715,"depth":13,"text":715,"children":860},[861,862,863],{"id":718,"depth":17,"text":719},{"id":728,"depth":17,"text":729},{"id":751,"depth":17,"text":752},{"id":776,"depth":13,"text":776},"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...","md",{},true,"\u002Fdao\u002Fconcepts\u002Fyonghutiyan",{"title":113,"description":865},"段永平谈用户体验：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...","用户体验｜段永平投资问答录","dao\u002Fconcepts\u002Fyonghutiyan","57BqvxoD4FAliPfVpsSQVUsS_0fWni8U5XiLiF4hG4U","dao",1781666331310]