最近，在清華大學2019全球經(jīng)濟管理學院院長論壇上，阿里巴巴集團CEO張勇用英文演講首次披露淘寶移動變革，并提及對創(chuàng)新、創(chuàng)造的思考以及“造風者”的四大特征：
1、始終面向未來尋找機會；
2、不追趕風口，而是創(chuàng)造風口；
3、造風者永遠來自更年輕一代；
4、偉大的企業(yè)必須解決社會問題。
財富中文網(wǎng)今晚特別刊出張勇的英文演講全文和中文翻譯：
今天談創(chuàng)新和企業(yè)家精神。如果回顧阿里巴巴過去20年的發(fā)展歷史，就是一系列創(chuàng)新以及孵化創(chuàng)新的過程。創(chuàng)新和企業(yè)家精神都來源于真正的商業(yè)實踐。如何找到當中的基本規(guī)律，這非常有探討價值。
When people ask me to talk about this topic （of innovation）， I think actually it’s good to tie back to Alibaba’s history and what has happened in the past 20 years at Alibaba． I think we are one of the good examples about hot to elaborate about how to look at innovation， how to incubate innovation． But， as Dean Bai said in his remarks， I totally agree that when we look at innovation， we always look at from the real products， and when we talk about entrepreneurship， it grows from the real business， from real products． But how do you find the general principles． I think it’s a very good thing to elaborate on and explore． I think that’s why Tsinghua CEMS invited me to come here， and I also want to share with you my personal thoughts about innovation and entrepreneurship．
第一個基本特征，永遠面向未來尋找機會。
First of all， I find from my personal experience at Alibaba that innovation is always coming from looking for the opportunity for future society．
大家都知道，阿里巴巴成立于1999年，互聯(lián)網(wǎng)當時還是新事物。我們的創(chuàng)始人馬云去了西雅圖，第一次接觸到互聯(lián)網(wǎng)和電腦。他在網(wǎng)上搜索“啤酒”，看到了世界各地的啤酒品牌。所以他就想到，為什么不能回到中國，利用互聯(lián)網(wǎng)幫助中國企業(yè)尋找全球貿(mào)易的機會？那時中國剛剛加入WTO，中國企業(yè)剛剛打開國門，都想要尋找更多出口到海外的貿(mào)易機會。這是一切的開始。思考如何用新事物來解決未來的問題，給客戶創(chuàng)造機會，這就是創(chuàng)新的開始。
Everybody knows Alibaba was founded in 1999， and the world tried a new thing， called the Internet． And our founder， Jack Ma， famous Jack Ma， paid a visit to Seattle． It was the first time he saw the internet on a PC． He searched and found some beers， globally． Then he had an idea． Why not go back to China and help Chinese businesses use this Internet to get trading opportunities all over the world． If people can search the Internet， people can find things globally． So why can’t we show all the Chinese products online， so China can have more exporting opportunities． Because， at that time， it was just the beginning of the WTO for China． China just opened its door and joined the WTO’s big family， and Chinese exporters wanted more opportunity to go outside China． So， that’s the beginning． I think to think about the opportunity， how to use something new to resolve today’s problem， to give the opportunity to a particular group of clients is the beginning of innovation．
但這些還不夠。每一天，我們都能發(fā)現(xiàn)很多大大小小的機會，但基于真實的商業(yè)經(jīng)歷，我想強調(diào)一點：當我們仔細審視這些機會時會發(fā)現(xiàn)，很多并不是真正的機會。如何判斷這些機會的優(yōu)先級，如何識別和把握真正的機會？
But that isn’t enough． Every day， we can find many opportunities． And some small， some big． But I want to emphasize from my real experiences， that when we look at all the opportunities， many of them are not true opportunities． But how do you prioritize this？ How do you identify some real ones to do this？
我的觀點是：機會不只關(guān)乎現(xiàn)在，還關(guān)乎未來。我們不必把視野局限于今天的機會，如果你能看得到的機會，那么其他人也看得到。
Then， my experience tells me it’s not only about today’s opportunities． It’s about tomorrow． We don’t always have to look at today’s opportunities． And yes， this is good and what the market needs． If you can see it， many other people can see it．
一個真正的企業(yè)家不僅能認清今天的機會，還能看得到明天的機會。大多數(shù)人今天看不到或者對未來表示懷疑，只有那些看到未來機會的人，迅速行動、先行一步、敢于嘗試，去解決明天的問題。他們才是真正的創(chuàng)新者。
A real entrepreneur， they may identify some opportunities not only for today， but also for tomorrow． Some people cannot see it or believe it today， but only the first-mover who sees this opportunity， then they go ahead and try new things and try to resolve the issues for tomorrow．
在阿里巴巴，我們有個關(guān)于阿里云的很有名的故事。2009年我們開始投入資源做阿里云，當時很少有人相信云計算，即便在阿里內(nèi)部也有很多爭論。管理團隊聚在一起討論，“未來會怎么樣”？沒錯，在2009年也許不是大規(guī)模發(fā)展云計算的好時機，但未來呢？一旦思考未來愿景，目標就會清晰，數(shù)據(jù)會成為新經(jīng)濟的能源。如何通過數(shù)據(jù)創(chuàng)造價值？我們達成共識：我們需要計算力。如何低成本高效地獲得計算力，云計算就是答案。
At Alibaba， we have a very famous story about Alibaba Cloud． We started to invest a cloud business in 2009． At that time， few people believed in cloud． Even in the organization， in the Alibaba family， we had a lot of debate． Our first-class engineers and team leaders thought， why do we need a cloud？ We have such a good buisnesss in wholesale， retail， Taobao， Tmall． Why do we need a cloud？ But when the leadership team came together， what we discussed was ‘what about tomorrow？’ Yes， maybe today， in 2009， it’s not the right time to have a big cloud business， but how about tomorrow． Then， we shared the vision that tomorrow， data will become the energy of the new economy． But how can you create value from the data． Then， we had a consensus that if we wanted to create value from data， we needed computing power． How to get the big computing power， but with efficient cost？ Then， maybe the world needs cloud computing．
今天說到大數(shù)據(jù)和云計算的時候，人們總是放在一起講。但我們看來這兩者是不同的，大數(shù)據(jù)是大量的數(shù)據(jù)，如何從大數(shù)據(jù)中創(chuàng)造價值？需要計算力。你可以有很多算力，但如何以合理高效的投入獲取數(shù)據(jù)的價值，反哺商業(yè)？這就是我們思考云計算的起點。
So， today， when most people talk about cloud computing and big data， people see them together． But I would say these are two different things． Big data is big data， but how do you create value from big data？ It’s all about computing power． Sure， you can have a lot of computing power， but how about the cost． Can you have a reasonable cost to computing the data and create value and feed back to your real business？ So， that was the starting point when we thought about cloud．
很多人會問，當時你真的相信這一天的來臨嗎？有關(guān)于云計算的清晰藍圖嗎？我的答案是，并沒有。我認為這些都關(guān)于愿景，我們相信這一切會發(fā)生，我們相信如果世界全面進入數(shù)字化時代，數(shù)據(jù)會成為新經(jīng)濟的能源。我們相信云計算會成為商業(yè)的基礎(chǔ)設(shè)施，通過處理數(shù)據(jù)、令數(shù)據(jù)產(chǎn)生價值，驅(qū)動未來商業(yè)的成長。
If people asked me， do you really believe this？ Do you have a very clear picture of the future， at that time？ My answer would be， ‘no！’ I think it’s all about the vision． We think it will happen． If the world will go to the digital world， do we really believe that？ We believe？ What does ‘digital world’ mean？ Which means data will be the energy of the new economy． Do you believe that？ We believe that． If that’s the case， that brings us to the next question： How do you utilize that data？ Then， cloud computing will become a utility， to computing the data， creating value from the data and growing the future business．
這就是我分享的第一點——關(guān)于如何思考明天的問題，不僅關(guān)注現(xiàn)在更認清明天的機會。
That’s all about how to think about tomorrow’s problem and identify the opportunity， not only from today， but from tomorrow． So， that’s my first learning from my Alibaba life． That’s my so-called first general principle．
第二點我想要分享的是，當你擁有了遠大愿景和清晰目標，如何執(zhí)行？
The second one I want to share with you is when you have a vision， a very clear goal， how you execute．
創(chuàng)新不只關(guān)于大局，創(chuàng)新也關(guān)乎細節(jié)，關(guān)乎如何解決用戶痛點。所以我們常說，如果我們能識別用戶痛點，就能發(fā)現(xiàn)機會。問題的關(guān)鍵是，如何去解決用戶痛點？在競爭激烈的商業(yè)領(lǐng)域，聰明的企業(yè)家很多，如何不但能發(fā)現(xiàn)機會和痛點，還能給出合適的解決方案？我在阿里巴巴的經(jīng)歷告訴我，一定要用不一樣的方式去思考，這是創(chuàng)新的關(guān)鍵。
Innovation is not only about the big picture． It’s about detail． Innovation is about how you resolve the pain point of the real customers． So， we always say that if we can identify the real pain point of the customers， then you have opportunity． But the key thing is how can you resolve this？ And especially， again， in the market， there are a lot of smart entrepreneurs， a lot of smart business there． How can you not only identify the opportunity and identify the pain point， but also how can you find the right solution．
尤其在這個新經(jīng)濟世界，經(jīng)濟和商業(yè)的運行規(guī)律都在發(fā)生本質(zhì)變化。如果所有人都看到這一點，都朝這個方向走，你真的能把握住機會嗎？必須與眾不同地去思考。
Especially in a very intensive competition landscape． My learning from my Alibaba life is that we should think differently． I think thinking differently is the key of innovation， especially in this new economy world． And people all believe this is a fundamental change of how to run a business． It’s a revolution of the whole society． If everybody sees this and goes to that direction， can you really capture that opportunity？ You have to think differently．
在阿里巴巴早期發(fā)展階段有一個例子，就是我們和eBay的競爭。2003年，eBay已經(jīng)進入了中國市場，他們實力很強，占據(jù)了90%的市場份額。我們意識到，當時所謂90%的份額其實依然很小�；氐轿抑v的第一點——關(guān)于明天，明天的市場會非常之大，遠比2003年的大。當時的eBay的確非常成功，我們也做了許多調(diào)查研究，最終發(fā)現(xiàn)，他們的商業(yè)模式很高效。當我們思考自己的商業(yè)模式時，必須另辟蹊徑。
One early example in Alibaba history is a famous Alibaba vs． Ebay competition． At that time， eBay was already in China． And they were very powerful． They occupied 90% of the market． But， we realized this 90% of the pie， at the time， was very small． And we believed， that this also ties back to my first point， about tomorrow， ‘how about tomorrow？’ Tomorrow the pie should be very， very big - much， much bigger than it was in 2003． But， at that time， when we looked at eBay， they were so successful that our team did a lot of research， and found they have a very efficient way to do their marketplace business． But when we think to start our business， we think we should go the other way．
具體而言，當時eBay是競價模式，通過拍賣產(chǎn)品用最好的價格達成合理交易。這個過程發(fā)現(xiàn)一個痛點。競價意味著沒有交流，只是交易。我們看到在中國，互聯(lián)網(wǎng)是新生事物，線上購物對大多數(shù)人來說都很新鮮，人與人之間缺乏信任，如果消費者和賣家之間不交流，會覺得交易很危險。如何鼓勵他們交流、讓他們能夠交流，從而令交易更簡單？我們從一開始就在購物流程中，引入了基于PC端的在線聊天功能。今天對平臺上所有的賣家和消費者來說，它已經(jīng)不僅是交流工具，更是一個客戶服務(wù)工具。
What does ‘the other way’ mean？ It means eBay， actually， at that time， they are doing a bidding business． They are an auction business． Because this auction business is more like secondhand trading， people bidding on the site to get the best price， and they get the deal． But we realize there is a pain point there． In China， when we go to this area， if they are doing this bidding and what bidding means is no talk， only bid， only action – no conversation． But we believed， that in China， the Internet was a new thing． And online shopping is a new thing to most of the people at that time． So， how can customers trade on the Internet without communication between buyers and sellers． It’s very dangerous． There was a lack of trust． So， how do you encourage people to communicate？ How do you enable them to communicate， to facilitate the trading， became our thinking． So， that’s why， from the very beginning， we introduced live chatting， at that time， PC live-chatting， in the shopping process． Today， all the sellers on the platform， all the buyers…Here， many of the students， the participants are customers， or even our sellers， and you use this live-chatting tool not only as a communications tool． It’s more like a customer-service tool．
這就是如何另辟蹊徑去看待創(chuàng)新。我經(jīng)常和團隊說，不要試圖尋找完美的解決方案。尤其在競爭激烈的商業(yè)領(lǐng)域，如果競爭對手強勁，他往東走，你唯一勝出的機會就是往西走。在這個快速變化的世界，我們總說不要錯過趨勢。移動互聯(lián)網(wǎng)時代來了，人們說不要錯過移動互聯(lián)網(wǎng)，今天所有人又都在討論5G和IoT。實際上今天創(chuàng)新越來越頻繁，變化越來越迅速，我跟團隊說，的確需要努力不錯過任何一班列車，但當你已經(jīng)落后的時候，就不要去追趕這趟車了，為什么不轉(zhuǎn)而去尋找下一班車？為下趟車做好準備，比追趕前一班車更為重要。比起復(fù)制他人、努力追趕其他人的步伐，這才是創(chuàng)新。
I think we have to think differently about competition， about innovation． If our competitors go， I always share with my team， don’t try to find a perfect solution， especially in a very competitive landscape． If you have a strong competitor， if they go east， then the only chance you have is to go west． In this very fast-changing world， we say， don’t miss the train． When mobile Internet comes， people say don’t miss the mobile Internet． Then， today all people are talking about 5G， about IoT， but all of us realize that the revolution comes more and more frequently and change comes more and more often． So， I shared with my team， we try not to miss one train， but don’t try to catch the train if you’re the last one． In this case， why don’t you turn around and think about what’s the next train． Be well-prepared for the next train． I think it’s much better than working very hard and trying to copy other people’s models and follow other people to take the train．
在阿里巴巴，首先我們是一個造夢者，我們需要夢想，需要對明天充滿愿景。同時我們要做一個造風者。我們不僅不做跟風者，還要思考如何創(chuàng)造未來，不是追逐上一班列車，而去思考如何創(chuàng)造下一班列車。這是我在阿里巴巴的商業(yè)經(jīng)歷中體會的樂趣。
That’s why， at Alibaba， we start with my first point， ‘we need to be a dream-maker． We need a dream． We need to think about tomorrow． We need a great vision to think about tomorrow．’ The second point I share with you， at Alibaba， we say ‘we want to be a future-shaper．’ So， we are not trying to be a follower， but how do you shape the future， create the next trend， rather than just follow the next trend． That’s a very， very interesting learning from my real life．
第三條基本特征，就是如何相信年輕人。
The third general principle I learned from my life at Alibaba is how to trust young people．
我們談到愿景、談到夢想時，我們需要造夢者。我們在討論未來的時候，我們需要造風者。他們在哪里？我認為所有的造夢者、造風者都來自年輕一代。為什么不給他們一些機會和空間，去嘗試新事物呢？
When we talk about this great vision， this dream， we need a maker． When we talk about the shape， we need a shaper， when we talk about the future， we need a shaper． So， where are they？ I think all the makers， all the shapers， come from the young generation． Why don’t we give them some flexibility， some space to try new things．
在阿里巴巴歷史上，我們經(jīng)歷了許多重要時刻，其中之一是6年前移動互聯(lián)網(wǎng)的崛起。大概在2012年2013年，所有人都在談?wù)撘苿踊ヂ?lián)網(wǎng)，以及移動互聯(lián)網(wǎng)改變的商業(yè)世界。如何基于此變革我們的業(yè)務(wù)？我們討論了很多，但移動互聯(lián)網(wǎng)的變革速度比所有人想象得要更快，一夜之間完全改變了人們的生活。
In Alibaba’s history， we have a lot of very important moments． One of the moments we experienced about six years ago was mobile． And as I said， when mobile internet came， in about 2012 or 2013， all the people were discussing the mobile internet． And also， mobile-driven internet shopping． But how do you upgrade your business？ We talked a lot， and suddenly， everyone realized the mobile transition would come a lot faster than anyone imagined． Overnight， the price of smartphones was reduced to under RMB1000． Everybody had a smartphone， everybody could get a very fast 4G connection， and the mobile internet changed the whole life of the customers．
但在2013年，我們的核心平臺淘寶仍停留在PC時代。我們嘗試了很多，讓擁有多年淘寶經(jīng)驗的人去升級平臺，最后意識到這不對，因為這些人即便非常年輕，但他們在過去10年是跟著淘寶一起成長起來的，有很多基于PC端的傳統(tǒng)思維。
But at that time， Taobao， our leading platform， was still PC-driven． That was 2013． Then， we had a lot of trials． We tried to mobilize the best-in-class team， with a lot of Taobao experience， and do this upgrading． Finally， we realized that it wasn’t good． Because all of these people， even though they are very young， were very young at that time， were very experienced， they grew up together with Taobao in the previous 10 years， they still had a lot of legacies． Legacies of thoughts． They thought of things from the PC， oh because this a shopping journey， this is a consumer journey， I have to define it like this． I need a search． I need a category tree， so people can find things like that， like people used to on a PC．
最后我決定任用年輕人，一點淘寶經(jīng)驗都沒有的年輕人，他們天然在移動互聯(lián)網(wǎng)時代成長起來�，F(xiàn)在6年之后，這個人已經(jīng)是淘寶天貓的總裁了，今年也只有35歲。
Then， finally， I decided to trust some young people． Young people without any Taobao experience． Young people generated and who grew up and worked on mobile phones． Today， this guy has become the president of Taobao， six years later， and now， is only 35 years old．
所以我認為，新機會需要新一代去把握，即便我們有很多有經(jīng)驗的優(yōu)秀人選。這對我也一直是最大的挑戰(zhàn)。當我和團隊討論時，我總是先傾聽，有時我提醒自己，不要立刻評論。作為CEO，一旦評論就意味著做出判斷。不要急著下判斷，給人們一點時間去嘗試，也許會得到驚喜。當然，也可能因此付出試錯的成本，甚至成本昂貴，但這值得。在真實的商業(yè)和創(chuàng)新中，最大的成本是機會成本，如果你不嘗試，你永遠不知道什么是對的，什么是錯的。
I would say new opportunities need new people． Maybe we have a lot of people with good experience， including me． This is always the challenge for me． When I have discussions with my team， I always listen first． Sometimes， I remind myself to not comment right away． If I， as the CEO of the company， I comment， it means you’ve made a judgment． Why comment in a hurry． Just give people some time to try． Maybe they will give you some big surprise． Yes， you have to pay some costs． People will say， ‘yes， this is very expensive．’ But I would say the biggest cost in the real business， in innovation， is the opportunity cost． If you don’t try， you’ll never know what’s right and what’s wrong．
所以當大多數(shù)人討論創(chuàng)新的時候，總會說，要想想市場真正需要什么，然后出一個商業(yè)計劃，按照這個商業(yè)計劃來執(zhí)行。我的經(jīng)歷告訴我，現(xiàn)實可能并非如此。你需要有商業(yè)計劃，需要進行市場調(diào)查，需要理解消費者，但真的一旦開始執(zhí)行，一切都關(guān)乎糾錯。你可能犯很多錯誤，關(guān)鍵在于你如何高效地修正這些錯誤。人總會犯錯，不要怕犯錯。
So， when we talk about innovation， we always say let’s have a think about what the market needs， what is the opportunity． Then， we have the business plan， then we follow the business plan． My experience tells me that that’s not true． Day One， you do need a business plan． Day One， you do need to market survey， you do need to understand the customer． When you start to execute， it’s all about correction． You make a lot of mistakes． But the key thing is how efficiently you can correct this mistake． It’s not about how to make mistakes． Nevertheless， you have to make some mistakes．
給年輕人犯錯的機會，他們會找到通向目的地的方案。這是第三條從經(jīng)歷中學到的原則。
So， give young people some opportunities to make mistakes． Then， they will find the right way to get to the destination． That’s my third learning， my third general principle： ‘Learn from real experiences．’
最后想聊聊企業(yè)家精神。
Last， but not least， I’d like to talk about entrepreneurship．
今天談到創(chuàng)新、談到創(chuàng)業(yè)公司時，大多數(shù)人都關(guān)心商業(yè)機會，以及如何掌握抓住這些機會的技能。但我認為，要想成為一個真正的企業(yè)家、做一個偉大的公司，我們必須要為整個社會解決問題。放眼整個世界，你會發(fā)現(xiàn)，越能為社會解決大的問題，越可能創(chuàng)造偉大的公司。
I think today， when we talk about innovation， when we talk about start-ups， I think most people care about the business opportunity， the skill set． How are we able to capture this opportunity？ But I would say， if we want to be a real entrepreneur， to be a great business， we have to resolve problems throughout the whole society． If you look around the world， you can find that the bigger the problem you can solve for all of society， the greater your business．
當然我們可以從解決一些小問題開始。10年前，餓了么在上海誕生，一開始它只是源于為大學生提供高效的送餐服務(wù)，今天餓了么已經(jīng)成為阿里巴巴本地生活服務(wù)的重要部分。如今我想幾乎所有校園都在用外賣服務(wù)，不僅如此，無論在辦公室還是在家，人們都習慣叫外賣。
Yes， maybe we can create， maybe resolve some small issues， just like in Shanghai， on a campus， about 10 years ago， there was a start-up food-delivery business． Now， this business， Ele.me， became part of Alibaba． This food delivery business resolved a problem on campus about how to get the food box． You need food delivery． Now， I think on every single campus in China， all the students need this food-delivery business． But that’s not all． Yes， the whole society and all citizens， they need some lunch boxes， and in the office and at home．
因此，如果能認清整個社會的痛點，真正擔起社會責任，不僅為自己更為整個社會思考和提供解決方案，才能成為一位真正的企業(yè)家。換句話說，真正的企業(yè)家，不僅為自己而存在，更在為整個社會做出貢獻。
So， how do you think about the issues， the pain points of the whole society？ If you can identify this and do it， not only for ourselves， but with some real social responsibility， I think you can be a great businessman． And you can be a real entrepreneur． And not only for you， yourself， but for the whole society．
在阿里巴巴我們經(jīng)常說，阿里巴巴之所以成為阿里巴巴，主要源于我們的使命驅(qū)動。20年前，創(chuàng)始人馬云立下了“讓天下沒有難做的生意”的使命，我們一直保持這個使命。我們不僅為自己做生意，而要幫助更多中小企業(yè)更好地做生意。我們也是這樣看待企業(yè)家精神的——企業(yè)家精神關(guān)乎擔當，關(guān)乎責任，不為自己，而是為了整個社會。
So， that’s why Alibaba， I always say， that why we can become what we are today is because our main driver is our mission． Jack and the founding team at Alibaba set a great mission for us at Alibaba 20 years ago， which is ‘make it easy to do business anywhere．’ So， we do our business always following this mission． We are not doing this business for ourselves． We are doing the business to enable， to facilitate， other business people to do business in an easier way． That’s how we think about entrepreneurship． Entrepreneurship is about ownership， about responsibility． Not only for his own business， but for all of society．
“ 主要觀點整理 ”
1．關(guān)于造風者：
在阿里巴巴，我們首先要做造夢者（Dream Maker），我們需要夢想，需要對明天充滿愿景。我們同時也要做造風者（Future Shaper），不僅不跟風，還要創(chuàng)造未來。不要試圖追趕上一班車，而要思考如何創(chuàng)造下一波風口。
2．關(guān)于面向未來：
機會不僅關(guān)乎現(xiàn)在，更關(guān)乎未來。一個真正的企業(yè)家不僅能把握今天的機會，也能看到未來的機會。大多數(shù)人看不到或?qū)ξ磥肀３謶岩�，只有那些洞察未來的人，先行一步，勇于嘗試并解決未來問題。他們才是真正的創(chuàng)新者。
3．關(guān)于相信年輕人：
新機遇需要新一代去把握。不要輕易下判斷，留一點時間給年輕人去嘗試，結(jié)果也許會很驚喜。當然可能會付出試錯成本，但真正的商業(yè)創(chuàng)新中，不嘗試，永遠不知道什么是對的。給年輕人犯錯的機會，相信他們會找到通向目的地的路徑。
4．關(guān)于創(chuàng)新：
有些創(chuàng)新自下而上，特別由技術(shù)驅(qū)動的創(chuàng)新。另一種則是商業(yè)模式的創(chuàng)新，作為領(lǐng)導(dǎo)者要身體力行，成為商業(yè)戰(zhàn)略的設(shè)計師。領(lǐng)導(dǎo)者不創(chuàng)新，不能期待下面人創(chuàng)新。
5．關(guān)于價值與估值：
關(guān)注價值而非估值。有些人去創(chuàng)業(yè)，靠PPT拿到一輪輪融資，燒錢獲得規(guī)模。本質(zhì)問題在于，這個過程是否創(chuàng)造了價值？如果答案是Yes，用戶會跟隨你。如果沒有，他們就會離開你。
6．關(guān)于企業(yè)家精神：
談創(chuàng)新，大多數(shù)人都關(guān)心商業(yè)機會，或抓住機會的技能。要成為一個真正的企業(yè)家，成就一個偉大公司，必須要為整個社會解決問題。越能為社會解決大的問題，越有機會成就偉大公司。洞察痛點，擔起真正的社會責任，不僅為自己更為整個社會思考解決方案，由此才能成為一位真正的企業(yè)家。
來源：財富中文網(wǎng)
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