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《线车宣言—互联网的95条军规》——一本价值被严重低估的书

草根堂主人 阅微草堂 2014年08月30日 15:47

当“互联网思维”正在成为陈词滥调,传统企业的忧虑非但没有消除,反而更加焦灼。


互联网到底是什么?传统企业到底该如何看待互联网?传统企业互联网转型究竟该怎么做?


《线车宣言——互联网的95条军规》第一版发表于2000年。从2000年至今,已经过去十多年,互联网领域也发生了天翻地覆的变化。这本书中众多的观点,不断地被印证,它是为数不多的指导传统企业思维转型真正有价值的书,可惜,它的价值被严重低估了。今天,很多互联网领域的所谓新知,无非是在它的基本观点上做扩展和延伸,真正超越它的书,不多。这本十多年前出版的书中,你能看到今天被各种各样的人传播的所谓互联网新思维,十多年前就被人说透了


书中提到的95条军规分别如下,字字珠玑,值得仔细揣摩。


互联网的95条军规

95 Theses


1. 市场就是对话。

Markets are conversations.


2.市场是由具体的人组成的,而不是由市场统计得出的抽象群体组成的。

Markets consist of human beings, not demographic sectors.


3.人与人之间的对话听起来是富有人情味的,这样的对话是用有人情味的声音传递的。

Conversations among human beings sound human. They are conducted in a human voice.

  

4.不管是传达信息、意见、看法、异议,还是幽默风趣的题外话,富有人情味的声音的特点是:开诚布公、质朴自然,不矫揉造作。

Whether delivering information, opinions, perspectives, dissenting arguments or humorous asides, the human voice is typically open,natural, uncontrived.


5.人们通过这种有人情味的声音来建立认同。

People recognize each other as such from the sound of this voice.


6.互联网使得人与人之间可以自由交流,这一点是大众传媒时代无法实现的。

The Internet is enabling conversations among human beings that were simply not possible in the era of mass media.


7.超链接颠覆了森严的等级。

Hyperlinks subvert hierarchy.


8.在互联网上客户之间,以及企业内部网上的员工之间,人们都在以一种强有力的崭新方式进行交流。

In both internetworked markets and among intranetworked employees,people are speaking to each other in a powerful new way.


9.这种网上交流,促成强有力的新型社会组织和新型知识交换方式的出现。

These networked conversations are enabling powerful new forms of social organization and knowledge exchange to emerge.


10.因此,客户变得越来越精明强干、消息灵通、有组织性。参与网上市场,使人发生了根本性的转变。

As a result, markets are getting smarter, more informed, more organized. Participation in a networked market changes people fundamentally.


11.参与网上市场的人已经认识到,他们从彼此之间获得的资讯和帮助,要比商家提供的更胜一筹。企业花言巧语,不外是为了抬高商品的售价。

People in networked markets have figured out that they get far better information and support from one another than from vendors. So much for corporate rhetoric about adding value to commoditized products.


12. 没有秘密可言。网上客户对企业产品的了解,胜过企业自身对产品的了解。不论消息是好是坏,网上客户会一概公布出去,让天下皆知。

There are no secrets. The networked market knows more than companies do about their own products. And whether the news is good or bad, they tell everyone.


13. 客户的改变同样也发生在员工的身上,“公司”只是介于客户与员工这两者之间的抽象概念。

What's happening to markets is also happening among employees. A metaphysical construct called "The Company" is the only thing standing between the two.


14.企业发言时的口吻与这些新型的网络交流不同。公司在对预期的网上听众发言时,听起来空洞浮浅,冷漠无情。

Corporations do not speak in the same voice as these new networked conversations. To their intended online audiences, companies sound hollow, flat, literally inhuman.


15.用不了几年,当前这种通行于世的“商业腔调”——那种企业目标宣言、营销手册上的腔调——听起来就会像18世纪法国宫廷语言一样矫揉造作。

In just a few more years, the current homogenized "voice" of business—the sound of mission statements and brochures—will seem as contrived and artificial as the language of the 18th century French court.


16.使用大肆推销、马戏表演式的语言说话的企业,将会再也找不到听众。

Already, companies that speak in the language of the pitch, the dog-and-pony show, are no longer speaking to anyone.


17.如果企业认为,网络客户与习惯观看产品电视广告的老客户并无不同,那企业就是在自欺欺人。

Companies that assume online markets are the same markets that used to watch their ads on television are kidding themselves.


18.如果企业没能意识到,其客户已经变成相互连网的个人,从而学乖一些,深深投入到交流当中去,就会贻误良机。

Companies that don't realize their markets are now networked person-to-person, getting smarter as a result and deeply joined in conversation are missing their best opportunity.


19.如今企业可以直接与客户沟通交流。如果他们把这次机会搞砸了,那就不会再有下次机会了。

Companies can now communicate with their markets directly. If they blow it, it could be their last chance.


20.企业需要明白,他们的客户经常冷嘲热讽,所嘲笑的对象正是企业。

Companies need to realize their markets are often laughing. At them.


21.企业需要放松一些,别总一本正经地端着架子,他们得有点幽默感。

Companies need to lighten up and take themselves less seriously. They need to get a sense of humor.


22.有幽默感并不意味着要把一些笑话放在公司网站上,应该着眼于重要价值,谦卑、坦率直言、观点真诚。

Getting a sense of humor does not mean putting some jokes on the corporate web site. Rather, it requires big values, a little humility,straight talk, and a genuine point of view.


23.试图给自己“定位”的企业需要选定立场,这一立场最好与其客户真正看重的东西有关。

Companies attempting to "position" themselves need to take a position.Optimally, it should relate to something their market actually cares about.


24.言过其实的自吹自擂——“我们的定位是成为某某企业的优秀供应商”——并不能表明自己的立场。

Bombastic boasts—"We are positioned to become the preeminent provider of XYZ"—do not constitute a position.


25.企业应当走出象牙塔,跟他们想要与之建立业务关系的人进行交流。

Companies need to come down from their Ivory Towers and talk to the people with whom they hope to create relationships.


26.公共关系与公众并不相干,企业面对客户深感畏惧。

Public Relations does not relate to the public. Companies are deeply afraid of their markets.


27.企业通过使用平淡乏味、自以为是的语言,树起壁垒,将客户拒之门外。

By speaking in language that is distant, uninviting, arrogant, they build walls to keep markets at bay.


28.多数营销计划的制订,都是基于这样一种恐惧心理:企业生怕客户发现企业内部的真实情况。

Most marketing programs are based on the fear that the market might see what's really going on inside the company.


29.艾尔维斯(Elvis)表述得最准确:“要是我们心怀猜忌,就无法彼此共处。”

Elvis said it best: "We can't go on together with suspicious minds."


30.客户对企业忠诚,就意味着企业业绩稳定,但双方的关系难免会破裂,而且这一结果随时都会发生。因为客户已经连上了互联网,精明的客户能快速地重新协议商业关系。

Brand loyalty is the corporate version of going steady, but the breakup is inevitable—and coming fast. Because they are networked, smart markets are able to renegotiate relationships with blinding speed.


31.网络客户可以在一夜之间更换供应商,网上的员工可能会在一顿饭的工夫炒了老板的鱿鱼。你的“裁员措施”会让我们提出这样的问题:“忠心耿耿?那究竟是什么玩意儿?”

Networked markets can change suppliers overnight. Networked knowledge workers can change employers over lunch. Your own "downsizing initiatives" taught us to ask the question: "Loyalty? What's that?"


32.精明的客户会找到与他们有共同语言的供应商。

Smart markets will find suppliers who speak their own language.


33.学会用有人情味的口吻说话,你不可能在某些高级会议上学到这些。

Learning to speak with a human voice is not a parlor trick. It can't be "picked up" at some tony conference.


34.要想用有人情味的口吻说话,企业必须真正为客户群着想。

To speak with a human voice, companies must share the concerns of their communities.


35.但首先,企业应当加入到客户群中去。

But first, they must belong to a community.


36.企业必须自问:他们的企业文化到哪里止步。

Companies must ask themselves where their corporate cultures end.


37.如果他们的企业文化在客户群面前止步,他们就不会有客户了。

If their cultures end before the community begins, they will have no market.


38.人们相互认同、组建群体的基础,是对话交流——是针对人们所关心的问题而发表的有人情味的言论。

Human communities are based on discourse—on human speech about human concerns.


39.这种交流的群体就是交易对象。

The community of discourse is the market.


40.不属于任何交流群体的企业将无法生存。

Companies that do not belong to a community of discourse will die.

  

41.企业热衷于保密,但在很大程度上,这样做是多此一举。多数企业对竞争对手的防范,还不如他们对自己的客户和员工防范得那么严密。

Companies make a religion of security, but this is largely a red herring. Most are protecting less against competitors than against their own market and workforce.


42.公司内部的员工也通过网络直接交谈,他们谈论的话题可不止是规章制度、上级指示和盈利底线。

As with networked markets, people are also talking to each other directly inside the company—and not just about rules and regulations,boardroom directives, bottom lines.


43.如今,这样的交谈只发生在企业内部的局域网上,但前提是情况一切正常。

Such conversations are taking place today on corporate intranets. But only when the conditions are right.


44.企业往往严密部署局域网,以便发布人力资源方针和其他公司信息,而员工则对这些尽可能地视而不见。

Companies typically install intranets top-down to distribute HR policies and other corporate information that workers are doing their best to ignore.


45.企业内部网会变得枯燥乏味,这是自然而然的事。最棒的企业内部网是由忙碌的员工自发合作建成的,他们想建立的,是更有价值的东西:企业内部的交流对话。

Intranets naturally tend to route around boredom. The best are built bottom-up by engaged individuals cooperating to construct something far more valuable: an intranetworked corporate conversation.


46.运行良好的企业内部网能够以各种方式将员工组织起来,其成效要比任何组织的纲领都要显著。

A healthy intranet organizes workers in many meanings of the word. Its effect is more radical than the agenda of any union.


47.尽管这一点让不明事理的企业深感忧虑,但他们也要依靠企业内部网来生成和分享重要信息。他们总想“改善”或控制这类网络对话,但是他们应该放弃这一迫切需求。

While this scares companies witless, they also depend heavily on open intranets to generate and share critical knowledge. They need to resist the urge to "improve" or control these networked conversations.


48.当企业的局域网不受畏惧心理和规章制度的约束时,员工之间对话的方式将接近于发生在网上市场的谈话。

When corporate intranets are not constrained by fear and legalistic rules, the type of conversation they encourage sounds remarkably like the conversation of the networked marketplace.


49.企业等级制度在从前的经济体内部能够行得通,在陡峭的管理等级金字塔上,种种规划能够得到充分领会,详细的工作指令会自上而下地传达下来。

Org charts worked in an older economy where plans could be fully understood from atop steep management pyramids and detailed work orders could be handed down from on high.


50.如今,企业组织结构是由超级链接组织起来的,而不再是垂直式的,对实用知识的尊重要胜过对抽象权威的尊重。

Today, the org chart is hyperlinked, not hierarchical. Respect for hands-on knowledge wins over respect for abstract authority.


51.支配与控制模式的管理风格是官僚作风、权力欲望和偏执文化,反过来也是对他们的一种强化。

Command-and-control management styles both derive from and reinforce bureaucracy, power tripping and an overall culture of paranoia.


52.偏执扼杀了交流对话。缺少了开诚布公的交流,企业将会无法生存。

Paranoia kills conversation. That's its point. But lack of open conversation kills companies.


53.有两种对话交流正在进行,一种是企业内部的,一种是客户之间的。

There are two conversations going on. One inside the company. One with the market.


54.在多数情况下,两种对话都进行得不大顺利,失败的原因几乎总是可以归结到支配和控制这些陈腐的观念上。

In most cases, neither conversation is going very well. Almost invariably, the cause of failure can be traced to obsolete notions of command and control.


55.作为政策,这些观念是颇为有害的;作为手段,它们也已经失去了效用。支配和控制会在企业内部网上的知识工人中遭到敌视,会在互联网上的客户中引发猜疑。

As policy, these notions are poisonous. As tools, they are broken.Command and control are met with hostility by intranetworked knowledge workers and generate distrust in internetworked markets.


56.这两种对话愿意相互交流,他们说的是同样的语言,他们彼此认可对方的口吻。

These two conversations want to talk to each other. They are speaking the same language. They recognize each other's voices.


57.精明的企业会主动让路,还会帮助势必发生的事情早日实现。

Smart companies will get out of the way and help the inevitable to happen sooner.


58.如果把企业是否自愿让路作为衡量智商的标准,那么有这种头脑的企业寥寥无几。

If willingness to get out of the way is taken as a measure of IQ, then very few companies have yet wised up.


59.尽管眼下企业尚未明确意识到,但如今数百万网民仅仅将公司视为这样一种古怪的虚拟机构:它积极阻止这两种对话产生交集。

However subliminally at the moment, millions of people now online perceive companies as little more than quaint legal fictions that are actively preventing these conversations from intersecting.


60.客户想要与企业攀谈。

This is suicidal. Markets want to talk to companies.


61.可悲的是,网络客户想要与之攀谈的企业,其所扮演的角色,往往是躲在强行推销、不实之词的烟幕后面。

Sadly, the part of the company a networked market wants to talk to is usually hidden behind a smokescreen of hucksterism, of language that rings false—and often is.


62.客户不愿意和宣传员、推销员交流,他们想参与公司防火墙背后的对话。

Markets do not want to talk to flacks and hucksters. They want to participate in the conversations going on behind the corporate firewall.


63.别再藏头露尾了,像正常人那样站出来吧:我们就是客户,我们想跟你谈谈。

De-cloaking, getting personal: We are those markets. We want to talk to you.


64.我们想了解你公司的信息、你的计划和策略、你最出色的构想、你真正的信息。我们不会满足于四色印刷的宣传手册,不会满足于徒有其表、缺乏实质内容的网站。

We want access to your corporate information, to your plans and strategies, your best thinking, your genuine knowledge. We will not settle for the 4-color brochure, for web sites chock-a-block with eye candy but lacking any substance.


65.我们也是确保你的公司运营良好的员工,我们希望用自己的声音直接与消费者交谈,而不是照本宣科地说些陈词滥调。

We're also the workers who make your companies go. We want to talk to customers directly in our own voices, not in platitudes written into a script.


66.不论是身为客户还是身为员工,我们都受够了通过遥控来获得信息的方式。我们为什么要通过不署名的年度报告和第三方市场调查来相互介绍呢?

As markets, as workers, both of us are sick to death of getting our information by remote control. Why do we need faceless annual reports and third-hand market research studies to introduce us to each other?


67.作为客户和员工,我们想知道你为什么不愿意倾听,你说的就像是另一种语言。

As markets, as workers, we wonder why you're not listening. You seem to be speaking a different language.


68.你在媒体上、会议上四处宣扬的那些自吹自擂的空话,与我们有何相干?

The inflated self-important jargon you sling around—in the press, at your conferences—what's that got to do with us?


69.也许你让投资人和华尔街印象深刻,但你没有让我们印象深刻。

Maybe you're impressing your investors. Maybe you're impressing Wall Street. You're not impressing us.


70.要是你不能让我们印象深刻,你的投资人就会血本无归,难道他们不明白这一点?要是他们明白的话,是不会允许你那样说话的。

If you don't impress us, your investors are going to take a bath. Don't they understand this? If they did, they wouldn't let you talk that way.


71.你陈腐的“市场”观念无法吸引我们的目光。在你的规划当中,我们看不到哪里有我们的位置——这也许是因为,我们发现自己已经另找别的好去处了。

Your tired notions of "the market" make our eyes glaze over. We don't recognize ourselves in your projections—perhaps because we know we're already elsewhere.  


72.我们更喜欢这种新型的市场,事实上,我们已经在创造这一市场。

We like this new marketplace much better. In fact, we are creating it.


73.欢迎你加入进来,但这里是我们的地盘,进门前先脱鞋。要是你想做交易,先从骆驼上下来吧!

You're invited, but it's our world. Take your shoes off at the door. If you want to barter with us, get down off that camel!


74.我们不受广告宣传的蛊惑,别再惦记什么广告宣传了。

We are immune to advertising. Just forget it.

  

75.要是你想让我们和你沟通交流,那你先给我们讲点什么吧。为了促进交流,讲点有趣的事吧。

If you want us to talk to you, tell us something. Make it something interesting for a change.


76.对于你,我们也有一些想法。我们需要新工具、更优质的服务,总之是我们甘心花钱购买的东西。有空谈谈吗?

We've got some ideas for you too: some new tools we need, some better service. Stuff we'd be willing to pay for. Got a minute?


77.你忙着“做生意”,没空回复我们的电子邮件?这可真糟,抱歉喽,我们回头再来吧,也许会吧。

You're too busy "doing business" to answer our email? Oh gosh, sorry,gee, we'll come back later. Maybe.


78.你想让我们付钱?我们想让你付出关注。

You want us to pay? We want you to pay attention.


79.我们想让你抛开幻觉,摆脱神经质的自恋,加入我们的派对。

We want you to drop your trip, come out of your neurotic self-involvement, join the party.


80.别担心,你仍然能赚到钱。也就是说,前提是,你脑子里别光想着赚钱这一件事。

Don't worry, you can still make money. That is, as long as it's not the only thing on your mind.


81.你注意到没有,金钱就其本身来说有点单调乏味,我们能否谈点别的?

Have you noticed that, in itself, money is kind of one-dimensional and boring? What else can we talk about?



82.你的产品坏了,为什么?我们想问问制造它的人。贵公司的经营战略不合理。我们想跟你们的总裁谈谈,你说他不在是什么意思?

Your product broke. Why? We'd like to ask the guy who made it. Your corporate strategy makes no sense. We'd like to have a chat with your CEO. What do you mean she's not in?


83.我们希望你能重视我们这5000万名客户,就像重视《华尔街日报》的一名记者那样。

We want you to take 50 million of us as seriously as you take one reporter from The Wall Street Journal.


84.我们认识贵公司的某些人,他们在网上表现得很棒。像这样的能人你们还藏了多少个?他们能出来跟我们一起玩吗?

We know some people from your company. They're pretty cool online. Do you have any more like that you're hiding? Can they come out and play?


85.每当我们遇到问题时,我们就会彼此求助。要是你对“你的人”管得不那么紧,也许他们也会在我们的求助范围之内吧。

When we have questions we turn to each other for answers. If you didn't have such a tight rein on "your people" maybe they'd be among the people we'd turn to.


86.当我们不再忙着充当你的“目标客户”时,我们当中有好些人就是你的员工。我们宁愿跟朋友在网上聊聊天,也不愿死盯着钟表等待下班。这样会让你的口碑流传得更为广泛,要比你花费上百万美元打造的网站更有成效。但你告诉我们,跟客户谈话是营销部门的活儿。

When we're not busy being your "target market," many of us are your people. We'd rather be talking to friends online than watching the clock. That would get your name around better than your entire million dollar web site. But you tell us speaking to the market is Marketing's job.


87.要是你能认清这一状况,我们会感到高兴,这样真的不错。但要是你以为我们噤声不语,那可是犯了大错。

We'd like it if you got what's going on here. That'd be real nice. But it would be a big mistake to think we're holding our breath.


88.我们有更好的事情可做。你能不能及时转变心态,做成生意,我们才不管呢。生意只是我们生活的一部分。看起来,生意就是你们的所有一切。好好想想吧:究竟是谁离不开谁?

We have better things to do than worry about whether you'll change in time to get our business. Business is only a part of our lives. It seems to be all of yours. Think about it: who needs whom?


89.我们掌握着真正的权力,我们也知道这一点。要是你看不透这点,就会有更用心、跟我们相处得更愉快的其他人出现。

We have real power and we know it. If you don't quite see the light,some other outfit will come along that's more attentive, more interesting, more fun to play with.


90.哪怕再不济,我们新建立起来的交流也会比绝大多数商业表演更有意思,比任何电视剧都更有娱乐性,当然也比我们看过的企业网站更有现实性。

Even at its worst, our newfound conversation is more interesting than most trade shows, more entertaining than any TV sitcom, and certainly more true-to-life than the corporate web sites we've been seeing.


91.我们对自己、新盟友、熟人,乃至我们的争执对象忠诚。不能扮演这类角色的企业,没有未来可言。

Our allegiance is to ourselves—our friends, our new allies and acquaintances, even our sparring partners. Companies that have no part in this world, also have no future.


92.众多企业曾在千禧年危机的问题上耗费了数十亿美元,他们为什么听不到“客户”这颗定时炸弹在嘀嗒作响?这一次的危险性更大。

Companies are spending billions of dollars on Y2K. Why can't they hear this market timebomb ticking? The stakes are even higher.


93.我们既在企业内部,又在企业外面。隔绝我们对话的种种界限,看起来就像柏林墙,这些界限是一种徒惹人厌、毫无用处的东西,我们知道它们会倒塌。我们也会从两边用力,促成它们倒塌。

We're both inside companies and outside them. The boundaries that separate our conversations look like the Berlin Wall today, but they're really just an annoyance. We know they're coming down. We're going to work from both sides to take them down.


94.对传统企业来说,网上的交流也许看来令人困惑,听起来令人烦恼,但我们组建秩序的速度比传统企业更快。我们有更好用的工具、更多的新想法,没有什么陈规陋习给我们拖后腿。

To traditional corporations, networked conversations may appear confused, may sound confusing. But we are organizing faster than they are. We have better tools, more new ideas, no rules to slow us down.

  

95.我们正在觉醒,互相建立联系。我们在观望,但我们绝不等待。

We are waking up and linking to each other. We are watching. But we are not waiting.


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