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如何做到“比日本更日本”

时间:2011-02-23 23:42:53  来源:  作者:

“差不多快成了拜物教了,实际上,他甚至连索尼的信函纸和营销材料都收集了一大堆”,Deutschman笑着说,“索尼是一家乔布斯本能地崇拜的公司,一开始就把它当成楷模,所以时间长了,就成就了一个有趣的转换,苹果超越索尼成了消费技术天下的中心”。
Deutschman sees Jobs as having some uncanny similarities to Sony's founder -- not Akio Morita, who was Sony's CEO and public face, but his elder partner Masaru Ibuka, the proprietor of the original radio repair shop that evolved into the electronics giant and, during its rise to market dominance, the company's chairman and the architect of its philosophical foundation.
Deutschman觉得乔布斯与索尼的创始人有着某种神秘的相似性---这位创始人指的不是索尼的CEO,公众熟知的Akio Morita,而是他的年长的合伙人Masaru Ibuka,电子巨人索尼的前身---最初的无线电修理店的产权拥有人,在公司逐步上升,一统天下的过程中,他一直是公司主席和哲学地基的构架师。
"Ibuka was really the heart and soul of the company," says Deutschman, who wrote about Sony's elder statesman in his most recent book, "Walk the Walk." "He was the one responsible for Sony's sense of purpose. This was a company that was launched in a Tokyo that had been leveled by firebombing in World War II, that had experienced the kind of destruction associated with Hiroshima and Nagasaki, and whose residents were facing homelessness, hunger and desperation. And yet Ibuka laid out a mission statement for Sony that was aimed at changing the world."
“Ibuka真正是公司的心脏和灵魂”, Deutschman说道。他把索尼公司这位尊长的政治家写进了最新的著作《Walk the Walk》当中。“他是负责建立索尼的使命感的人。这是一间建立在被二战炮火夷为平地的东京的公司,经历过广岛长崎那样的毁灭,居民流离失所、饥寒交迫、绝望无依。然而,Ibuka给Sony架设的宗旨,是要改变世界。
”That statement was simple and to the point: "Sony will be the company that is most known for transforming the global image of Japanese goods as being of poor quality." It defined Sony by what it would not do -- make bad products -- making it something of an omission statement, if you will.
这个宗旨简单但直指要害:“索尼将是一家改变日本商品品质低劣这一全球形象的公司”。它定义了索尼不做什么----生产坏产品---你要愿意的话,可以把它看成是一份有所不为的宣言。
By way of example, Deutschman tells the story of how Sony entered the color TV marketplace, noting that in the Sixties, when color TV was going from 3% to 25% of the market, Sony was one of the few electronics companies that didn't sell a color model. "People were telling Ibuka, 'You have to come in to this market, everyone will take your market share,'" says Deutschman. "And Ibuka refused, saying, 'No, we will only do great products. We will only do high quality goods. We will only do breakthrough technology.'"
Deutschman以举例的方式,讲了一个索尼如何进入彩色电视市场的故事,在60年代,彩色电视的市场正从3%增长到25%,索尼是当时为数不多的不卖彩色型号的公司。“人家告诉Ibuka说,‘你一定要做这块市场,别人会拿走你的市场份额,’”Deutschman说道,“Ibuka却拒绝了,说‘不,我们只做伟大的产品。我们只做高品质的商品。我们只做突破性的技术。’”
As a result, the company found itself in a precarious financial situation, losing out to its primary rivals -- until it came upon the aperture-grille technology that Sony unveiled in 1966 as the core of the Trinitron TV. A full 25% brighter than its rivals, Trinitron became the best-selling color TV for the next quarter century.
结果,公司一度陷入危险的财务困境,输给了它主要的竞争对手---直到1966年索尼研发出特丽珑电视的核心技术----超细栅距。明亮度比对手高出整整25%,特丽珑借此成为之后1/4世纪最畅销的彩色电视。
"At the time, Sony was committed to not releasing a crappy product just because the market was there; they waited until they had a truly revolutionary innovation, combined it with great design and then profited from it for long, long time," says Deutschman. "For decades, Sony was a perfect place for engineers to fully use their creativity, because it was focused on bringing real meaning and benefit to society by making great products. Sadly, in the last couple of decades, Sony has lost its way."
“那时候,索尼意志坚定,决不仅仅因为有利可图就推出低质量的产品。他们等待着,直到拥有了一场真正革命性的创新,结合优异的设计,就能长久长久地盈利,” Deutschman说,“长达数十年间,索尼一直是个能让工程师全力施展他们创造力的完美之所,因为他专注于创造出真正的意义,用优异的产品造福社会。让人伤心的是,最近几十年,索尼迷失了它的路。”
Changing the game
改变游戏玩法
What Sony misplaced, arguably, was its sense of ma -- its understanding of what it shouldn't do, even if it could.
可以这么说,索尼所错置的,正是它的“无”的理念-----对“有所不为”的理解,尽管它“可为”。
Buoyed by blockbuster successes like the Trinitron and the Walkman, Sony was led to believe it could launch any product and create a new market category around it. As a result, points out USC Annenberg professor and director of new media Andrew Lih, Sony became "too complex, with too diverse a set of offerings, without sending a clear signal to the customer what the ideal vision should be for its products."
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