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有赢冇书

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2021-06-21

永不言败！！！

与扎克伯格共事13年学到的经验教训

2021-04-16

$Quantumscape Corp.(QS)$这只股应该还有机会上升吧，，，

2021-04-09

$Nikola Corporation(NKLA)$有心无力呀，，，，

2021-04-08

$Histogenics Corporation(OCGN)$这只股，昨晚太，，，

2021-04-06

$Skillz Inc(SKLZ)$今晚会高飞了，，，

2021-04-06

$高斯电子(KOSS)$还会高飞吗？？

2021-04-06

前进吧，，

小米造芯故事

2021-04-06

可以大量进货，，，

AMC院线涨超8%，B.Riley上调其评级至买入

2021-04-06

这只股还有机会吗？？？请问？？？$Nikola Corporation(NKLA)$

2021-04-05

$Skillz Inc(SKLZ)$今晚应该有看头了，，，，

2021-04-03

基建股好像没什么动作，，，

抱歉，原内容已删除

2021-04-03

三四天休息，，感觉好闷呀，，，

抱歉，原内容已删除

2021-04-03

[开心]

抱歉，原内容已删除

2021-04-03

$高斯电子(KOSS)$应该可以持仓

2021-04-03

机会来了，，，

2021-04-03

下周有戏了，，，

抱歉，原内容已删除

2021-04-01

今晚开始飞了，，，

2021-02-25

这篇文章不错，转发给大家看

抱歉，原内容已删除

2021-02-25

没关系，，，先对现80巴仙在说，，，🤣🤣🤣

抱歉，原内容已删除

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10:21","market":"us","language":"zh","title":"与扎克伯格共事13年学到的经验教训","url":"https://stock-news.laohu8.com/highlight/detail?id=2143801764","media":"前瞻经济学人","summary":"与扎克伯格共事13年学到的经验教训 来源：前瞻经济学人作者|StartupBoy 来源|投资实习所前 Facebook VP，亚马逊 VP，现在担任 Coatue Management 董事长的 Dan Rose 最近分享了他跟扎克伯格共事 13 年学到的经验教训。Dan Rose 说，最好的创始人都有一种斗士心态，扎克伯格就是这样一个斗士，如果没有这种心态，Facebook 永远不会发挥出它的全部潜力。而扎克伯格那时 22 岁，如果卖掉，他个人可以获得 3 亿美元。当他加入 6 个月试图干掉扎克伯格时，结果被小扎给解雇了。扎克伯格想要战斗。","content":"<p>前 <a href=\"https://laohu8.com/S/FB\">Facebook</a> <a href=\"https://laohu8.com/S/VP..UK\">VP</a>，<a href=\"https://laohu8.com/S/AMZN\">亚马逊</a> VP，现在担任 Coatue Management 董事长的 Dan Rose 最近分享了他跟扎克伯格共事 13 年学到的经验教训。</p>\n<p>Dan Rose 非常乐于分享，我之前曾介绍过他的几次分享，分别是《2004 年贝佐斯做 Kindle 的背后》《Facebook 的至暗时刻与 DST 的入局》以及《Facebook 至暗时刻，小扎做了这几个决策》。</p>\n<p>这次分享的内容，核心点还是聚焦于如何做创始人 CEO。Dan Rose 说，最好的创始人都有一种斗士心态（fighter mentality），扎克伯格就是这样一个斗士，如果没有这种心态，Facebook 永远不会发挥出它的全部潜力。</p>\n<p>从如今 Coatue （业内有小 Tiger Global 之称 ）在 VC 圈的打法，似乎也能感受到Dan Rose 在 Facebook 经历的一些相似东西，以下是他分享的部分：</p>\n<p>1.扎克伯格最早的一次大争吵是和他自己的董事会 + 高管团队。他们试图说服他在 2006 年以 10 亿美元的价格将公司卖给<a href=\"https://laohu8.com/S/YHOO\">雅虎</a>。当时 FB 有 500 万用户(都是大学生) ，公司仅仅 2 年时间。而扎克伯格那时 22 岁，如果卖掉，他个人可以获得 3 亿美元。他怎么能说不呢？</p>\n<p>One of Mark’s first big fights was with his own board + exec team. They tried to convince him to sell the company to Yahoo for $1B in '06.</p>\n<p>At the time FB had 5M users（all college）and was 2 yrs old. At the age of 22, Mark stood to gain $300M personally. How could he say no?</p>\n<p>2.每个人都希望小扎卖掉公司。朋友们说他要是拒绝 10 亿美元，那他就是疯了。他的管理团队想要退出，他的董事会给他施加了压力。但小扎知道一些他们不知道的事情—— FB 即将推出新产品，这将彻底改变公司的发展轨迹。</p>\n<p>Everyone told Mark to sell. Friends said he'd be crazy to pass up $1B. His management team wanted an exit. His board put pressure on him. But Mark knew something they didn’t – FB was on the cusp of launching new products that would completely change the trajectory of the company.</p>\n<p>3.我（Dan Rose）在 2006 年年中加入了 FB，就在扎克伯格决定不卖掉它之后（我很高兴他这么做了!）。他有勇气反对身边的每一个人，第二年，当我们从<a href=\"https://laohu8.com/S/MSFT\">微软</a>那以 150 亿美金的估值完成 C 轮融资时，他的坚持得到了证明。</p>\n<p>I joined FB in mid-2006, right after Mark made the decision not to sell (I’m glad he did!). He had the courage to go against everyone around him, and he was promptly vindicated the following year when we raised our Series C from Microsoft at $15B.</p>\n<p>4.在雅虎险些倒闭后的几年内，扎克伯格换掉了整个管理团队，重组了董事会。他需要身边的人相信他的远见，有他可以信任的人与他并肩作战，我就是其中之一。</p>\n<p>Within a couple of years after the Yahoo near miss, Mark replaced his entire management team and reconstituted the board. He needed people around him who believed in his vision, people he could trust to fight alongside him. I was <a href=\"https://laohu8.com/S/AONE\">one</a> of them.</p>\n<p>5.扎克伯格在那个时候聘请了一位专业的首席财务官，一个有着灰白头发的人，负责公司的上市工作。这家伙从一开始就纠结于这样一个事实：他的老板只比他的孩子大一点点。当他加入 6 个月试图干掉扎克伯格时，结果被小扎给解雇了。</p>\n<p>Mark hired a professional CFO around that time, someone with gray hair who had taken companies public. This guy struggled from the beginning with the fact that his boss was barely older than his children. When he tried to launch a coup 6 mos after joining, Mark fired him.</p>\n<p>6.早些时候，音乐产业威胁说，如果我们不给他们想要的东西——金钱、公平、顺从，他们就要起诉我们。实际上 Facebook 上并没有任何音乐，但是 YouTube 已经在他们的背上成长起来，现在唱片公司想从每个人身上吃到一磅肉。</p>\n<p>Early on, the music industry threatened to sue us into oblivion if we didn’t give them what they wanted - money, equity, subservience. Facebook didn’t actually have any music on it, but YouTube had grown on their backs and now the labels wanted a pound of flesh from everyone.</p>\n<p>7.我想达成交易。扎克伯格想要战斗。当我背着他组织一次会议讨论我的策略时，他给我发了一封尖锐的电子邮件: 如果我再这样做，我就会被解雇。他对讨论我的观点持开放态度，但如果没有他在场，就不会有讨论。</p>\n<p>I wanted to cut a deal. Mark wanted to fight. When I organized a meeting behind his back to discuss my strategy, he sent me a pointed email: if I ever did that again, I’d be fired. He was open to discussing my views but there would be no discussion without him in the room.</p>\n<p>8.2010 年，扎克伯格开始在一个大型科技会议的舞台上开始大汗淋漓，台下有数百名高管。在采访的前 30 分钟，他看起来很紧张，对自己没有信心，很快找到了自己的位置并恢复了过来。那天我也在观众席上。</p>\n<p>In 2010, Mark started sweating profusely on stage at a large tech conference with hundreds of execs in the audience. He looked nervous and unsure of himself for the first 30 minutes of the interview before finding his feet and recovering by the end. I was in the audience that day.</p>\n<p>9.许多与会者后来找到我，说他们非常钦佩马克坚韧不拔的恢复能力。我当天晚上给他发了短信，转达对他的鼓励。他回复说，他的表现是不可接受的，他让我们所有人失望，他不会这种情况再次发生。</p>\n<p>Many attendees approached me afterwards to say how much they admired Mark for his gritty recovery. I texted him that night to pass along the encouragement. He responded by saying his performance was unacceptable, he had let us all down and he wouldn’t let it happen again.</p>\n<p>10.电影《社交网络》于 2010 年面世。扎克伯格已经被警告说这会对他造成负面的影响，他很关心这会对团队士气、 FB 的品牌和他的个人声誉造成的影响。他的顾问告诉他不要理会这件事，低调行事，保持专注。</p>\n<p>The Social Network came out in 2010. Mark had been warned it would portray him in a negative light, and he was appropriately concerned about its impact on team morale, FB's brand and his personal reputation. His advisors told him to ignore it, keep his head down, stay focused.</p>\n<p>11.这是有史以来最伟大的柔术动作之一，扎克伯格租下了海岸线电影院综合楼，用巴士把整个公司的人都送来观看电影的首映。他第一次（也可能是唯一一次）观看《社交网络》是在一个巨大的电影院里，和他的其他员工一起观看。</p>\n<p>In <a href=\"https://laohu8.com/S/AONE.U\">one</a> of the greatest jiu jitsu moves of all time, Mark rented out the Shoreline cinema complex and bussed in the entire company to see the premier of the movie. His first (and probably only) viewing of The Social Network was in a giant cinema with the rest of his employees.</p>\n<p>12.为了增加这场戏的超现实感，马克的行政让我坐在他旁边--她认为我的积极性会起到安抚作用。当扮演他的角色被一个女孩引诱时，他俯身低声说：\"现在这很尴尬。\" 我们都笑出了声。</p>\n<p>Adding to the surrealness of this scene, Mark’s admin asked me to sit next to him - she thought my positivity would be a calming influence. When the character portraying him was being seduced by a girl, he leaned over and whispered “now this is awkward.” We both laughed out loud!</p>\n<p>13.你不必刻意成为一个斗士。一些首席执行官（比如著名的史蒂夫 · 乔布斯）在这个问题上很挣扎，但扎克伯格做得很优雅。他从不对人大喊大叫，从不扔家具，也不发脾气。他只是无情地果断，总是愿意做出艰难的决定。</p>\n<p>You don’t have to be mean to be a fighter. Some CEOs struggle with this (famously Steve Jobs), but Mark pulled it off gracefully. He didn’t yell at people, never threw furniture or lost his temper. He was just ruthlessly decisive, always willing to make the hard call.</p>\n<p>14.在最初的 5 年里，扎克伯格经历过多个产品负责人，3 个首席财务官，和许多高管。当有人不适应公司的发展时，他就会要求他们离开或者担任一个较小的角色，他的联合创始人也都辞职了，他们厌倦了战斗，做 CEO 是很孤独的。</p>\n<p>In his first 5 years, Mark went through multiple product leaders, 3 CFOs, and many executives. When someone wasn’t scaling with the company, he would ask them to leave or take a smaller role. His co-founders all quit too, they were tired of fighting. It’s lonely to be CEO.</p>\n<p>15.但是，输掉比赛更让人感到孤独，或者后悔自己没有努力去赢。商业是一场终极游戏，它永远不会结束，你也永远不会有完成（的状态）。从车库到会议室需要难以置信的勇气、决心、野心，还有...斗争。</p>\n<p>But it's more lonely to lose, or to regret that you didn't try hard enough to win. Business is the ultimate game, it never ends and you are never done. Going from the garage to the boardroom requires incredible grit, determination, ambition, and yes...fight.</p>\n<p>Paul Graham 评论说，这与我在成功的创业者身上所观察到的一致。你必须成为一名战士，因为成功使你成为目标。</p>","source":"lsy1624069395992","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>与扎克伯格共事13年学到的经验教训</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 11px; color: #7E829C; margin: 0;line-height: 11px;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\n与扎克伯格共事13年学到的经验教训\n</h2>\n\n<h4 class=\"meta\">\n\n\n2021-06-19 10:21 北京时间&nbsp;&nbsp;&nbsp;<a href=https://mp.weixin.qq.com/s/xXPbtPt6NjT7PYFPi0Yjww><strong>前瞻经济学人</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>前 Facebook VP，亚马逊 VP，现在担任 Coatue Management 董事长的 Dan Rose 最近分享了他跟扎克伯格共事 13 年学到的经验教训。\nDan Rose 非常乐于分享，我之前曾介绍过他的几次分享，分别是《2004 年贝佐斯做 Kindle 的背后》《Facebook 的至暗时刻与 DST 的入局》以及《Facebook 至暗时刻，小扎做了这几个决策》。\n这次分享的...</p>\n\n<a href=\"https://mp.weixin.qq.com/s/xXPbtPt6NjT7PYFPi0Yjww\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/c5151020373bdf3b125f6874e83f7190","relate_stocks":{"03086":"华夏纳指","QNETCN":"纳斯达克中美互联网老虎指数","09086":"华夏纳指-U"},"source_url":"https://mp.weixin.qq.com/s/xXPbtPt6NjT7PYFPi0Yjww","is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"2143801764","content_text":"前 Facebook VP，亚马逊 VP，现在担任 Coatue Management 董事长的 Dan Rose 最近分享了他跟扎克伯格共事 13 年学到的经验教训。\nDan Rose 非常乐于分享，我之前曾介绍过他的几次分享，分别是《2004 年贝佐斯做 Kindle 的背后》《Facebook 的至暗时刻与 DST 的入局》以及《Facebook 至暗时刻，小扎做了这几个决策》。\n这次分享的内容，核心点还是聚焦于如何做创始人 CEO。Dan Rose 说，最好的创始人都有一种斗士心态（fighter mentality），扎克伯格就是这样一个斗士，如果没有这种心态，Facebook 永远不会发挥出它的全部潜力。\n从如今 Coatue （业内有小 Tiger Global 之称 ）在 VC 圈的打法，似乎也能感受到Dan Rose 在 Facebook 经历的一些相似东西，以下是他分享的部分：\n1.扎克伯格最早的一次大争吵是和他自己的董事会 + 高管团队。他们试图说服他在 2006 年以 10 亿美元的价格将公司卖给雅虎。当时 FB 有 500 万用户(都是大学生) ，公司仅仅 2 年时间。而扎克伯格那时 22 岁，如果卖掉，他个人可以获得 3 亿美元。他怎么能说不呢？\nOne of Mark’s first big fights was with his own board + exec team. They tried to convince him to sell the company to Yahoo for $1B in '06.\nAt the time FB had 5M users（all college）and was 2 yrs old. At the age of 22, Mark stood to gain $300M personally. How could he say no?\n2.每个人都希望小扎卖掉公司。朋友们说他要是拒绝 10 亿美元，那他就是疯了。他的管理团队想要退出，他的董事会给他施加了压力。但小扎知道一些他们不知道的事情—— FB 即将推出新产品，这将彻底改变公司的发展轨迹。\nEveryone told Mark to sell. Friends said he'd be crazy to pass up $1B. His management team wanted an exit. His board put pressure on him. But Mark knew something they didn’t – FB was on the cusp of launching new products that would completely change the trajectory of the company.\n3.我（Dan Rose）在 2006 年年中加入了 FB，就在扎克伯格决定不卖掉它之后（我很高兴他这么做了!）。他有勇气反对身边的每一个人，第二年，当我们从微软那以 150 亿美金的估值完成 C 轮融资时，他的坚持得到了证明。\nI joined FB in mid-2006, right after Mark made the decision not to sell (I’m glad he did!). He had the courage to go against everyone around him, and he was promptly vindicated the following year when we raised our Series C from Microsoft at $15B.\n4.在雅虎险些倒闭后的几年内，扎克伯格换掉了整个管理团队，重组了董事会。他需要身边的人相信他的远见，有他可以信任的人与他并肩作战，我就是其中之一。\nWithin a couple of years after the Yahoo near miss, Mark replaced his entire management team and reconstituted the board. He needed people around him who believed in his vision, people he could trust to fight alongside him. I was one of them.\n5.扎克伯格在那个时候聘请了一位专业的首席财务官，一个有着灰白头发的人，负责公司的上市工作。这家伙从一开始就纠结于这样一个事实：他的老板只比他的孩子大一点点。当他加入 6 个月试图干掉扎克伯格时，结果被小扎给解雇了。\nMark hired a professional CFO around that time, someone with gray hair who had taken companies public. This guy struggled from the beginning with the fact that his boss was barely older than his children. When he tried to launch a coup 6 mos after joining, Mark fired him.\n6.早些时候，音乐产业威胁说，如果我们不给他们想要的东西——金钱、公平、顺从，他们就要起诉我们。实际上 Facebook 上并没有任何音乐，但是 YouTube 已经在他们的背上成长起来，现在唱片公司想从每个人身上吃到一磅肉。\nEarly on, the music industry threatened to sue us into oblivion if we didn’t give them what they wanted - money, equity, subservience. Facebook didn’t actually have any music on it, but YouTube had grown on their backs and now the labels wanted a pound of flesh from everyone.\n7.我想达成交易。扎克伯格想要战斗。当我背着他组织一次会议讨论我的策略时，他给我发了一封尖锐的电子邮件: 如果我再这样做，我就会被解雇。他对讨论我的观点持开放态度，但如果没有他在场，就不会有讨论。\nI wanted to cut a deal. Mark wanted to fight. When I organized a meeting behind his back to discuss my strategy, he sent me a pointed email: if I ever did that again, I’d be fired. He was open to discussing my views but there would be no discussion without him in the room.\n8.2010 年，扎克伯格开始在一个大型科技会议的舞台上开始大汗淋漓，台下有数百名高管。在采访的前 30 分钟，他看起来很紧张，对自己没有信心，很快找到了自己的位置并恢复了过来。那天我也在观众席上。\nIn 2010, Mark started sweating profusely on stage at a large tech conference with hundreds of execs in the audience. He looked nervous and unsure of himself for the first 30 minutes of the interview before finding his feet and recovering by the end. I was in the audience that day.\n9.许多与会者后来找到我，说他们非常钦佩马克坚韧不拔的恢复能力。我当天晚上给他发了短信，转达对他的鼓励。他回复说，他的表现是不可接受的，他让我们所有人失望，他不会这种情况再次发生。\nMany attendees approached me afterwards to say how much they admired Mark for his gritty recovery. I texted him that night to pass along the encouragement. He responded by saying his performance was unacceptable, he had let us all down and he wouldn’t let it happen again.\n10.电影《社交网络》于 2010 年面世。扎克伯格已经被警告说这会对他造成负面的影响，他很关心这会对团队士气、 FB 的品牌和他的个人声誉造成的影响。他的顾问告诉他不要理会这件事，低调行事，保持专注。\nThe Social Network came out in 2010. Mark had been warned it would portray him in a negative light, and he was appropriately concerned about its impact on team morale, FB's brand and his personal reputation. His advisors told him to ignore it, keep his head down, stay focused.\n11.这是有史以来最伟大的柔术动作之一，扎克伯格租下了海岸线电影院综合楼，用巴士把整个公司的人都送来观看电影的首映。他第一次（也可能是唯一一次）观看《社交网络》是在一个巨大的电影院里，和他的其他员工一起观看。\nIn one of the greatest jiu jitsu moves of all time, Mark rented out the Shoreline cinema complex and bussed in the entire company to see the premier of the movie. His first (and probably only) viewing of The Social Network was in a giant cinema with the rest of his employees.\n12.为了增加这场戏的超现实感，马克的行政让我坐在他旁边--她认为我的积极性会起到安抚作用。当扮演他的角色被一个女孩引诱时，他俯身低声说：\"现在这很尴尬。\" 我们都笑出了声。\nAdding to the surrealness of this scene, Mark’s admin asked me to sit next to him - she thought my positivity would be a calming influence. When the character portraying him was being seduced by a girl, he leaned over and whispered “now this is awkward.” We both laughed out loud!\n13.你不必刻意成为一个斗士。一些首席执行官（比如著名的史蒂夫 · 乔布斯）在这个问题上很挣扎，但扎克伯格做得很优雅。他从不对人大喊大叫，从不扔家具，也不发脾气。他只是无情地果断，总是愿意做出艰难的决定。\nYou don’t have to be mean to be a fighter. Some CEOs struggle with this (famously Steve Jobs), but Mark pulled it off gracefully. He didn’t yell at people, never threw furniture or lost his temper. He was just ruthlessly decisive, always willing to make the hard call.\n14.在最初的 5 年里，扎克伯格经历过多个产品负责人，3 个首席财务官，和许多高管。当有人不适应公司的发展时，他就会要求他们离开或者担任一个较小的角色，他的联合创始人也都辞职了，他们厌倦了战斗，做 CEO 是很孤独的。\nIn his first 5 years, Mark went through multiple product leaders, 3 CFOs, and many executives. When someone wasn’t scaling with the company, he would ask them to leave or take a smaller role. His co-founders all quit too, they were tired of fighting. It’s lonely to be CEO.\n15.但是，输掉比赛更让人感到孤独，或者后悔自己没有努力去赢。商业是一场终极游戏，它永远不会结束，你也永远不会有完成（的状态）。从车库到会议室需要难以置信的勇气、决心、野心，还有...斗争。\nBut it's more lonely to lose, or to regret that you didn't try hard enough to win. Business is the ultimate game, it never ends and you are never done. Going from the garage to the boardroom requires incredible grit, determination, ambition, and yes...fight.\nPaul Graham 评论说，这与我在成功的创业者身上所观察到的一致。你必须成为一名战士，因为成功使你成为目标。","news_type":1},"isVote":1,"tweetType":1,"viewCount":683,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"CN","totalScore":0},{"id":370184387,"gmtCreate":1618562896549,"gmtModify":1631887354968,"author":{"id":"3569623767201248","authorId":"3569623767201248","name":"有赢冇书","avatar":"https://static.tigerbbs.com/a4e2bd9c73bdac5f86d77419b65d1eb9","crmLevel":3,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3569623767201248","authorIdStr":"3569623767201248"},"themes":[],"htmlText":"<a href=\"https://laohu8.com/S/QS\">$Quantumscape Corp.(QS)$</a>这只股应该还有机会上升吧，，，","listText":"<a href=\"https://laohu8.com/S/QS\">$Quantumscape Corp.(QS)$</a>这只股应该还有机会上升吧，，，","text":"$Quantumscape 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Corporation(OCGN)$这只股，昨晚太，，，","images":[{"img":"https://static.tigerbbs.com/32fa5b11a6641653d2c63300b452a5e2","width":"1080","height":"1920"}],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":2,"commentSize":0,"repostSize":0,"link":"https://laohu8.com/post/341772518","isVote":1,"tweetType":1,"viewCount":832,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":1,"langContent":"CN","totalScore":0},{"id":343144622,"gmtCreate":1617696120966,"gmtModify":1631888549667,"author":{"id":"3569623767201248","authorId":"3569623767201248","name":"有赢冇书","avatar":"https://static.tigerbbs.com/a4e2bd9c73bdac5f86d77419b65d1eb9","crmLevel":3,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3569623767201248","authorIdStr":"3569623767201248"},"themes":[],"htmlText":"<a href=\"https://laohu8.com/S/SKLZ\">$Skillz Inc(SKLZ)$</a>今晚会高飞了，，，","listText":"<a href=\"https://laohu8.com/S/SKLZ\">$Skillz Inc(SKLZ)$</a>今晚会高飞了，，，","text":"$Skillz Inc(SKLZ)$今晚会高飞了，，，","images":[{"img":"https://static.tigerbbs.com/61c2378f6749133c022b7526ce0f354f","width":"1080","height":"1920"}],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":3,"commentSize":1,"repostSize":0,"link":"https://laohu8.com/post/343144622","isVote":1,"tweetType":1,"viewCount":1158,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":1,"langContent":"CN","totalScore":0},{"id":343146149,"gmtCreate":1617695708881,"gmtModify":1631885132042,"author":{"id":"3569623767201248","authorId":"3569623767201248","name":"有赢冇书","avatar":"https://static.tigerbbs.com/a4e2bd9c73bdac5f86d77419b65d1eb9","crmLevel":3,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3569623767201248","authorIdStr":"3569623767201248"},"themes":[],"htmlText":"<a href=\"https://laohu8.com/S/KOSS\">$高斯电子(KOSS)$</a>还会高飞吗？？","listText":"<a href=\"https://laohu8.com/S/KOSS\">$高斯电子(KOSS)$</a>还会高飞吗？？","text":"$高斯电子(KOSS)$还会高飞吗？？","images":[{"img":"https://static.tigerbbs.com/cf3e83b75debebf3e3f79374c82dc4db","width":"1080","height":"1920"}],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://laohu8.com/post/343146149","isVote":1,"tweetType":1,"viewCount":830,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":1,"langContent":"CN","totalScore":0},{"id":343148982,"gmtCreate":1617695584646,"gmtModify":1631888549696,"author":{"id":"3569623767201248","authorId":"3569623767201248","name":"有赢冇书","avatar":"https://static.tigerbbs.com/a4e2bd9c73bdac5f86d77419b65d1eb9","crmLevel":3,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3569623767201248","authorIdStr":"3569623767201248"},"themes":[],"htmlText":"前进吧，，","listText":"前进吧，，","text":"前进吧，，","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://laohu8.com/post/343148982","repostId":"1117386174","repostType":4,"repost":{"id":"1117386174","pubTimestamp":1617690802,"share":"https://www.laohu8.com/m/news/1117386174?lang=&edition=full","pubTime":"2021-04-06 14:33","market":"hk","language":"zh","title":"小米造芯故事","url":"https://stock-news.laohu8.com/highlight/detail?id=1117386174","media":"甲子光年","summary":"虽然被造车抢了风头，但起步更早的小米造芯同样是一个热血的故事。\n\n一周前，小米的春季发布会引发了足够的市场关注，从号称有“BIG NEWS”“内容至少4小时”，再到“澎湃芯片回归”以及提出“为一个特大","content":"<blockquote>\n 虽然被造车抢了风头，但起步更早的小米造芯同样是一个热血的故事。\n</blockquote>\n<p>一周前，小米的春季发布会引发了足够的市场关注，从号称有“BIG NEWS”“内容至少4小时”，再到“澎湃芯片回归”以及提出“为一个特大型项目准备了100亿美金”等噱头。</p>\n<p>发布会当天，患上感冒的小米创始人雷军突然放了大家鸽子，临时宣布“one more day”，第二天再举办下半场。此时，既没有见到小米提前预热的澎湃芯片，也还不知道100亿美元的大项目到底是什么。疑惑之余，又让人吊足了胃口。</p>\n<p>在人们期待澎湃芯片归来之时，第二天小米宣布要造车的消息成了当晚的压轴大戏，吸引了最多的聚光灯。对于造车，雷军说愿意押上一生的战绩和声誉来做这最后一次创业，让人热血沸腾。</p>\n<p>为造车雷军准备了100亿美金，而在4年之前，小米首款自研芯片澎湃S1发布时，小米为芯片项目准备的钱是10亿美元——仅为智能汽车项目的1/10。</p>\n<p><b>虽然被抢了风头，但起步更早的小米造芯同样是一个热血的故事。</b></p>\n<p>过去几年，由于被卡了脖子，芯片成为中国科技圈最火热的话题。小米在2017年发布了首款自研芯片澎湃S1，但此后再无下文，一度传闻芯片项目已经流产。2021年3月30日晚，小米发布千呼万唤始出来的澎湃C1芯片，用实际产品表明<b>“澎湃系列芯片没有流产”。</b></p>\n<p>不过，澎湃C1并非像澎湃S1一样是一款集成芯片SoC（System on Chip），而仅仅是一款影像芯片ISP（Image Signal Processing）。手机SoC芯片一般是CPU（中央处理器）、GPU（图像处理器）、基带芯片、DSP（数字信号处理器）、ISP（图像信号处理器）等不同功能模块的组合，ISP芯片只是SoC芯片的模块之一，只负责相机数据。</p>\n<p>澎湃S1芯片独立于主板之上，当手机SoC封装的ISP无法满足小米手机对影像的需求之时，一款独立的ISP的必要性便体现出来。</p>\n<p>从难度上说，ISP芯片的研发难度肯定要低于SoC芯片，可能是由于澎湃S1并不成功，澎湃S2又一直没面世，小米退而求其次，选择一款难度更低也更有针对性的芯片，不失为一种明智的选择。</p>\n<p>如今，自研芯片已经成为一股潮流，不仅苹果、三星、华为、OPPO等手机厂商开始自研芯片，特斯拉、零跑汽车、蔚来汽车等造车新势力也开始自研汽车芯片。</p>\n<p>从这个角度来说，无论是小米的基本盘手机业务，还是刚刚宣布立项的智能电动汽车项目，<b>自研芯片可能是必然会走的路</b>。</p>\n<p>本文，「甲子光年」梳理了小米造芯的重要节点，看看<b>过去七年，小米为造芯走过了怎样的沉浮之路？它的背后，是中国企业对芯片控制权的集体渴望，是它们冲击高端品牌的尝试，也是中国企业们争夺产业链话语权的一场实践。</b></p>\n<p><b>1.起源</b></p>\n<p>时间回到2010年9月30日，小米联合创始人林斌和周光平在北京嘉里中心对面的一家酒吧里，会见了高通中国负责授权业务的高级管理人员罗伯特·安。</p>\n<p>这一年小米刚刚成立，这次会面，小米想要获得高通芯片的专利授权，以此进军手机行业。</p>\n<p>小米的各位创始人对他们要打造的手机有着清晰的定位：<b>非苹果供应商不用、非三星的旗舰供应商不用，而且要采用高通的芯片。</b>因为只有这样的顶级配置，才能保证一出手就是顶级产品。</p>\n<p>高通是3G、4G时代通信领域的霸主，凭借垄断芯片专利来收取高额专利费。高通的专利授权有一项著名的“反授权协议”——如果一家企业用了高通的芯片，那么就要把自己的专利反向授权给高通，此后这家企业不能以该专利向高通的任何客户征收专利费。</p>\n<p>这是一个霸王条款，因为绕不开高通的专利，即使华为、中兴也必须要对高通反向授权，自己的很多专利等同于失效；而对于很多小企业，比如刚刚成立的小米来说，这却是一道“保护伞”，因为只要小米取得了高通的授权，则基本上无需再考虑专利侵权问题，只要埋头专注自己的业务即可。</p>\n<p>在与高通酒吧会面之后的一个多月，雷军和林斌在卷石天地的办公室里与高通签下了合作。后来小米手机的横空出世，高通芯片“功不可没”。</p>\n<p>高通在芯片领域的垄断地位引发了众多手机厂商的不满，也引发了中国政府的反垄断监管。2013年11月，中国政府展开对高通的反垄断调查，其中一条就是要取消“反授权协议”。这对于华为和中兴这样的企业来说是一个福音，可以发挥自己长期以来的专利积累优势，另外一方面却给小米这样的年轻公司敲响了警钟——失去了高通的“保护伞”，可能会面临其他手机厂商的专利纠纷。</p>\n<p>2015年2月，中国反垄断第一大案尘埃落定：高通认罚60亿。</p>\n<p>并没有直接的证据表明，小米自研芯片与高通的反垄断调查有直接的关系，<b>但就在高通接受调查的2014年，小米开始着手准备自研手机芯片。</b></p>\n<p><b>除了专利之外，供应链危机也是小米造芯的诱因之一。</b></p>\n<p>从成立之初，供应链管理就一直是盘旋在小米头顶的阴影。由于对供应链的把控不足，小米经常出现缺货，造就了小米让很多人深恶痛绝的“饥饿营销”。2015年，因为高通骁龙810芯片的发热问题，小米旗舰手机小米5延迟发布，直到后来爆发供应链危机。</p>\n<p>小米芯片团队，就是在这个时间段内成立的。对于造芯这件事，雷军只给出了一个很简单的理由：<b>小米要成为伟大的公司，必须掌握核心技术。如果世界前三大手机厂商（苹果、华为、三星）都掌握了芯片的核心技术，小米想问鼎的话，一定要做长线的、长期的投入。</b></p>\n<p>从后来发生的事情来看，雷军的判断很有先见之明，无论是2018年华为芯片被美国制裁，还是2020年OPPO宣布造芯计划（马里亚纳计划），都证明了一件事：<b>芯片作为核心技术，不能被卡脖子。</b></p>\n<p>就这样，小米向着高端制造业的皇冠明珠——芯片进发了。</p>\n<p><b>2.诞生</b></p>\n<p>2014年10月，小米静悄悄地成立了全资子公司北京松果电子，连开业庆典都没办。这么一票人就像特种部队，冲进了手机芯片的未知路程。</p>\n<p>对于当时的情景，雷军有过这样的描述：绝大部分人心里都会七上八下，因为不知道冲出去是死是活。而我心里稍微平静一些，因为我已经做好了干十年的准备。</p>\n<p>造芯并非易事，“10亿人民币起步，花10亿美元，10年出成果”。华为自研的麒麟芯片虽然成功，但起步更早，在2004年就成立了海思半导体，比小米成立松果电子早了整整十年。</p>\n<p>于是，没有任何芯片研发经验的松果电子把眼光转向了“买”。2014年11月，松果电子与大唐电信旗下联芯科技签署《SDR1860平台技术转让合同》，以1.03亿元的价格得到了联芯科技开发和持有的SDR1860平台技术。这是澎湃芯片的技术基础。</p>\n<p>当时，曾有媒体报道松果电子为小米和联芯的合资公司，但被双方否认。</p>\n<p>松果电子不乏人才，其中有两员大将，一是CEO朱凌，此前担任小米BSP团队的负责人；二是公司监事叶渊博，也是小米员工，当初ARM平台上最早的Device Tree代码就是叶渊博从PowerPC平台移植过来的，还因此引起过一场社区大论战。</p>\n<p>2015年6月，小米迎来一位重要人物加盟——原高通中国区掌门人王翔，担任小米高级副总裁，负责战略合作与重要合作伙伴关系。王翔在通信领域的地位举足轻重，他的加入将会为小米打通芯片研发、供应链和产权技术上的相关问题。</p>\n<p>随后，松果电子的发展逐渐步入正轨，小米官方曾分享过松果电子的重要时间节点：</p>\n<p>2014年10月，松果电子成立。</p>\n<p>2015年4年，前端设计完成。</p>\n<p>2015年7月，进行流片（TapeOut，试生产）。芯片流片非常昂贵，一次流片要花费几百万美元，一旦失败这钱就打水漂了。</p>\n<p>2015年9月19日，小米样品回片。松果电子CEO朱凌“特高兴”地向雷军发回流片成功的好消息。雷军问：“这样片能不能用？”朱凌回答：“我也不知道，反正刚收到。”</p>\n<p>2015年9月24日凌晨1：43，第一次用澎湃S1芯片拨通电话。</p>\n<p>2015年9月26日凌晨1：57，第一次点亮屏幕。“在那一天晚上，我心澎湃”，雷军事后说。</p>\n<p>2015年9月，第一次跑通Android。</p>\n<p>2015年10年，样机验证。</p>\n<p>2016年3月，S1 CS（chip select，片选）。</p>\n<p>2016年12月，S1量产。</p>\n<p>2017年2月，在名为“我心澎湃”的Slogan后面，雷军正式发布了小米首款自主研发的手机SoC芯片澎湃S1，小米成为继苹果、三星、华为之后第四家具有芯片自研能力的手机厂商。</p>\n<p>澎湃S1芯片的研发过程比雷军预想的要顺利。雷军表示，“一开始我猜要花三年时间”，但从立项、设计、研发、流片、测试、量产，小米总共花了28个月。</p>\n<p>发布会上，雷军反复提及了一句话：做芯片，九死一生。不幸的是，一语成谶。澎湃芯片在发布会上的高光，很快就被接下来的残酷现实所冲淡。</p>\n<p><b>3.流产</b></p>\n<p>澎湃S1是一款中端芯片，搭载在小米5C手机上，主打中低端市场。</p>\n<p>小米的这次试水遭遇了巨大的滑铁卢，反响平平。小米至今未公布小米5C的销量，而“C”这个后缀也在小米手机中成为绝唱。</p>\n<p>究其原因，在于澎湃S1芯片的性能实在有点<b>“拉胯”——关键时刻掉链子。</b></p>\n<p><b>在工艺制程方面，</b>澎湃S1采用了28nm工艺，而当时16nm已经成为主流，高通甚至已经推出了10nm的骁龙835。纳米数越小，代表工艺制程越先进，手机在功耗、续航、发热控制等方面的表现越好。</p>\n<p>小米5C售价1599元，而在半年前小米发布的搭载了20nm工艺的联发科X20芯片的红米Note 4，性能更好，售价更低，消费者当然会用脚投票。</p>\n<p><b>除了性价比之外，还有一个重要的原因：小米5C是一款“单网通”手机。</b></p>\n<p>由于受制于高通的基带芯片垄断，小米缺乏相关的通信专利技术，澎湃S1芯片只支持移动4G、3G、2G和联通2G网络，不支持联通3G、4G和电信的所有网络。</p>\n<p>这就意味着，一部分联通用户和所有的电信用户都会望而却步。</p>\n<p>实际上，基带芯片不仅仅是小米的软肋，更是全球手机厂商的软肋。苹果公司也曾试图弃高通转投英特尔，但最终因为英特尔的基带性能表现差强人意，而不得不再转向高通。苹果尚且如此，更遑论在芯片研发领域零经验的小米了。</p>\n<p>最终，小米澎湃S1芯片昙花一现，惨淡收场。在小米十周年传记《一往无前》一书中，关于澎湃S1芯片的描述只有寥寥数百字。</p>\n<p><b>澎湃S1芯片诞生之后，S2芯片迟迟不见踪影。</b></p>\n<p>2018年9月，松果电子宣布与阿里旗下的中天微进行芯片合作。此举让人们猜测小米已经放弃了自研芯片之路。</p>\n<p>两个月后，名为“好伤心八点半”的网友发帖称，澎湃S2芯片遭遇巨大困难，“五次流片全部失败”。</p>\n<p>澎湃S2芯片流产了吗？这是当时人们非常关心的问题。2019年1月，小米产品总监王腾在微博网友的追问下，对澎湃芯片的研发进展做了简要回复：</p>\n<blockquote>\n 澎湃仍然在做，只是跟手机部不是一个部门，具体情况我也不是特别清楚。\n</blockquote>\n<p>一直到2020年8月9日，在小米十周年（8月11日）前夕，雷军在微博进行发布会预热，首次公开回答了澎湃系列芯片还做不做的问题。他说：</p>\n<blockquote>\n 我们 2014 年开始做澎湃芯片，2017 年发布了第一代，后来的确遇到了巨大困难。但请米粉们放心，这个计划还在继续。等有了新的进展，我再告诉大家。\n</blockquote>\n<p>虽然澎湃系列芯片“难产”，但小米的造芯之路却未中断。在自研之外，小米也在通过投资探索中国自研造芯的可能性。</p>\n<p><b>4.投资</b></p>\n<p>澎湃S1芯片发布的这一年年底的一天，一个叫王晓波的中年人来到小米五彩城的一间办公室等待雷军的面试，这也是王晓波人生中的第一次面试，略微有些拘谨，雷军迟到了半个小时。</p>\n<p>这次会面不太像一次面试，而更像是一次深入的探讨和交流。原来，雷军筹备成立一家基金——也就是2018年9月正式成立的小米长江产业基金——正在物色管理合伙人。雷军提出了一个让王晓波印象深刻的概念：中国制造业的黄金十年。</p>\n<p>2017年，小米在手机市场取得了不错的成绩。根据IDC咨询的数据，在中国市场，小米的市场份额为12.4%，比上一年提高了3.5%，排名第四；在全球市场，小米的市场份额为6.3%，比上一年提高了2.7%，排名第五。</p>\n<p>此时，小米的一些目标已经陆续达成，雷军认为小米创业之初改变制造业的梦想，已经从1.0版本上升到了2.0版本，即向中国制造的上游拓展。这也是小米达到一万亿营收的基石——深度参与中国的制造业。</p>\n<p>过去，小米通过生态链的方式带动了一批本土手机供应链企业的崛起。<b>2011年加入小米工程部的工程师郭峰，早期几乎每个月都要到日本谈判，因为无论是屏幕还是相机模组都依赖日本供应商。而到2019年，小米在南宁召开供应商大会时，面对满场的中国供应链公司，郭峰猛然意识到自己已经很久没有去日本了。</b></p>\n<p><b>如今，小米希望通过产业投资的方式，将生态链的范围从手机扩大到整个制造业。</b></p>\n<p>在与雷军交流之后，王晓波毅然离开了服务近三十年的国企，加入了湖北小米长江产业基金担任管理合伙人。在此之前，雷军的项目考察已经开始，也得到了湖北省政府的支持，湖北省政府承诺将作为国有背景对基金进行部分出资。</p>\n<p>小米长江产业基金成立之后，雷军选定了四大核心领域，分别是先进制造、智能制造、工业机器人和无人工厂，芯片是其中的一个细分赛道，也是迄今为止出手最多的一个赛道。</p>\n<p>从2019年开始，小米平均每个月会宣布一项投资。如今，小米长江产业基金已经投资了超过50家芯片公司，大多数是纯设计的Fabless（芯片设计）企业。这些公司汇集在小米供应链和生态的大旗之下，可以帮助小米以及生态链企业进行芯片定制。<img src=\"https://static.tigerbbs.com/3bb93362589505ba7c5a064a34df2d04\" tg-width=\"1080\" tg-height=\"748\" referrerpolicy=\"no-referrer\"></p>\n<p>小米长江产业基金2021Q1投资事件。</p>\n<p>*在「甲子光年」公众号回复“小米”，可下载成立至今的全部62起投资事件文档。</p>\n<p>投资这类企业的意义是，小米将在这个赛道上更多汇集一流的选手到供应链和生态的大旗之下，这些公司可以帮助小米实现芯片定制，小米只要定义芯片的核心功能，这些公司就可以帮助实现。乐鑫科技就是其中一个代表。</p>\n<p>雷军曾对现小米集团副总裁高自光提出一个要求：将IoT模组的价格降到十元以下。高自光在全国搜寻优秀的芯片公司，并最终找到了乐鑫科技。此时的乐鑫科技技术并不弱，但无法打开中国市场，每年1000万片芯片的产能只供给小厂或出口日本。</p>\n<p>一番交谈之后，双方一拍即合，乐鑫科技成了小米的物联网芯片供应商，从此IoT模组的成本逐年下降，而乐鑫科技在小米的品牌背书下，也踏上了发展的快车道，后来也接受了小米的战略投资。</p>\n<p><b>除了提高上游竞争力，科创板的出现也让小米获得了意料之外的回报。</b></p>\n<p>截至2019年12月，科创板开板后的短短5个月之内，已上市和在申报的科创板企业超过180家，小米参与持股的有9家，小米也被称为科创板推出后的最大赢家。</p>\n<p>有人感慨小米的幸运，而雷军却说：“我们不是任何形式的投机主义者，只是命运更青睐有准备的人，仅此而已。”</p>","source":"lsy1569753395102","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>小米造芯故事</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ 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margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 11px; color: #7E829C; margin: 0;line-height: 11px;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\n小米造芯故事\n</h2>\n\n<h4 class=\"meta\">\n\n\n2021-04-06 14:33 北京时间&nbsp;&nbsp;&nbsp;<a href=https://mp.weixin.qq.com/s/bZGrApsF3J2oI4hqpjPydQ><strong>甲子光年</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>虽然被造车抢了风头，但起步更早的小米造芯同样是一个热血的故事。\n\n一周前，小米的春季发布会引发了足够的市场关注，从号称有“BIG NEWS”“内容至少4小时”，再到“澎湃芯片回归”以及提出“为一个特大型项目准备了100亿美金”等噱头。\n发布会当天，患上感冒的小米创始人雷军突然放了大家鸽子，临时宣布“one more day”，第二天再举办下半场。此时，既没有见到小米提前预热的澎湃芯片，也还不知道...</p>\n\n<a href=\"https://mp.weixin.qq.com/s/bZGrApsF3J2oI4hqpjPydQ\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/e6182bcfc4ac2ffb4c38f48068ce9d1c","relate_stocks":{"XIACY":"小米集团ADR","01810":"小米集团-W"},"source_url":"https://mp.weixin.qq.com/s/bZGrApsF3J2oI4hqpjPydQ","is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1117386174","content_text":"虽然被造车抢了风头，但起步更早的小米造芯同样是一个热血的故事。\n\n一周前，小米的春季发布会引发了足够的市场关注，从号称有“BIG NEWS”“内容至少4小时”，再到“澎湃芯片回归”以及提出“为一个特大型项目准备了100亿美金”等噱头。\n发布会当天，患上感冒的小米创始人雷军突然放了大家鸽子，临时宣布“one more day”，第二天再举办下半场。此时，既没有见到小米提前预热的澎湃芯片，也还不知道100亿美元的大项目到底是什么。疑惑之余，又让人吊足了胃口。\n在人们期待澎湃芯片归来之时，第二天小米宣布要造车的消息成了当晚的压轴大戏，吸引了最多的聚光灯。对于造车，雷军说愿意押上一生的战绩和声誉来做这最后一次创业，让人热血沸腾。\n为造车雷军准备了100亿美金，而在4年之前，小米首款自研芯片澎湃S1发布时，小米为芯片项目准备的钱是10亿美元——仅为智能汽车项目的1/10。\n虽然被抢了风头，但起步更早的小米造芯同样是一个热血的故事。\n过去几年，由于被卡了脖子，芯片成为中国科技圈最火热的话题。小米在2017年发布了首款自研芯片澎湃S1，但此后再无下文，一度传闻芯片项目已经流产。2021年3月30日晚，小米发布千呼万唤始出来的澎湃C1芯片，用实际产品表明“澎湃系列芯片没有流产”。\n不过，澎湃C1并非像澎湃S1一样是一款集成芯片SoC（System on Chip），而仅仅是一款影像芯片ISP（Image Signal Processing）。手机SoC芯片一般是CPU（中央处理器）、GPU（图像处理器）、基带芯片、DSP（数字信号处理器）、ISP（图像信号处理器）等不同功能模块的组合，ISP芯片只是SoC芯片的模块之一，只负责相机数据。\n澎湃S1芯片独立于主板之上，当手机SoC封装的ISP无法满足小米手机对影像的需求之时，一款独立的ISP的必要性便体现出来。\n从难度上说，ISP芯片的研发难度肯定要低于SoC芯片，可能是由于澎湃S1并不成功，澎湃S2又一直没面世，小米退而求其次，选择一款难度更低也更有针对性的芯片，不失为一种明智的选择。\n如今，自研芯片已经成为一股潮流，不仅苹果、三星、华为、OPPO等手机厂商开始自研芯片，特斯拉、零跑汽车、蔚来汽车等造车新势力也开始自研汽车芯片。\n从这个角度来说，无论是小米的基本盘手机业务，还是刚刚宣布立项的智能电动汽车项目，自研芯片可能是必然会走的路。\n本文，「甲子光年」梳理了小米造芯的重要节点，看看过去七年，小米为造芯走过了怎样的沉浮之路？它的背后，是中国企业对芯片控制权的集体渴望，是它们冲击高端品牌的尝试，也是中国企业们争夺产业链话语权的一场实践。\n1.起源\n时间回到2010年9月30日，小米联合创始人林斌和周光平在北京嘉里中心对面的一家酒吧里，会见了高通中国负责授权业务的高级管理人员罗伯特·安。\n这一年小米刚刚成立，这次会面，小米想要获得高通芯片的专利授权，以此进军手机行业。\n小米的各位创始人对他们要打造的手机有着清晰的定位：非苹果供应商不用、非三星的旗舰供应商不用，而且要采用高通的芯片。因为只有这样的顶级配置，才能保证一出手就是顶级产品。\n高通是3G、4G时代通信领域的霸主，凭借垄断芯片专利来收取高额专利费。高通的专利授权有一项著名的“反授权协议”——如果一家企业用了高通的芯片，那么就要把自己的专利反向授权给高通，此后这家企业不能以该专利向高通的任何客户征收专利费。\n这是一个霸王条款，因为绕不开高通的专利，即使华为、中兴也必须要对高通反向授权，自己的很多专利等同于失效；而对于很多小企业，比如刚刚成立的小米来说，这却是一道“保护伞”，因为只要小米取得了高通的授权，则基本上无需再考虑专利侵权问题，只要埋头专注自己的业务即可。\n在与高通酒吧会面之后的一个多月，雷军和林斌在卷石天地的办公室里与高通签下了合作。后来小米手机的横空出世，高通芯片“功不可没”。\n高通在芯片领域的垄断地位引发了众多手机厂商的不满，也引发了中国政府的反垄断监管。2013年11月，中国政府展开对高通的反垄断调查，其中一条就是要取消“反授权协议”。这对于华为和中兴这样的企业来说是一个福音，可以发挥自己长期以来的专利积累优势，另外一方面却给小米这样的年轻公司敲响了警钟——失去了高通的“保护伞”，可能会面临其他手机厂商的专利纠纷。\n2015年2月，中国反垄断第一大案尘埃落定：高通认罚60亿。\n并没有直接的证据表明，小米自研芯片与高通的反垄断调查有直接的关系，但就在高通接受调查的2014年，小米开始着手准备自研手机芯片。\n除了专利之外，供应链危机也是小米造芯的诱因之一。\n从成立之初，供应链管理就一直是盘旋在小米头顶的阴影。由于对供应链的把控不足，小米经常出现缺货，造就了小米让很多人深恶痛绝的“饥饿营销”。2015年，因为高通骁龙810芯片的发热问题，小米旗舰手机小米5延迟发布，直到后来爆发供应链危机。\n小米芯片团队，就是在这个时间段内成立的。对于造芯这件事，雷军只给出了一个很简单的理由：小米要成为伟大的公司，必须掌握核心技术。如果世界前三大手机厂商（苹果、华为、三星）都掌握了芯片的核心技术，小米想问鼎的话，一定要做长线的、长期的投入。\n从后来发生的事情来看，雷军的判断很有先见之明，无论是2018年华为芯片被美国制裁，还是2020年OPPO宣布造芯计划（马里亚纳计划），都证明了一件事：芯片作为核心技术，不能被卡脖子。\n就这样，小米向着高端制造业的皇冠明珠——芯片进发了。\n2.诞生\n2014年10月，小米静悄悄地成立了全资子公司北京松果电子，连开业庆典都没办。这么一票人就像特种部队，冲进了手机芯片的未知路程。\n对于当时的情景，雷军有过这样的描述：绝大部分人心里都会七上八下，因为不知道冲出去是死是活。而我心里稍微平静一些，因为我已经做好了干十年的准备。\n造芯并非易事，“10亿人民币起步，花10亿美元，10年出成果”。华为自研的麒麟芯片虽然成功，但起步更早，在2004年就成立了海思半导体，比小米成立松果电子早了整整十年。\n于是，没有任何芯片研发经验的松果电子把眼光转向了“买”。2014年11月，松果电子与大唐电信旗下联芯科技签署《SDR1860平台技术转让合同》，以1.03亿元的价格得到了联芯科技开发和持有的SDR1860平台技术。这是澎湃芯片的技术基础。\n当时，曾有媒体报道松果电子为小米和联芯的合资公司，但被双方否认。\n松果电子不乏人才，其中有两员大将，一是CEO朱凌，此前担任小米BSP团队的负责人；二是公司监事叶渊博，也是小米员工，当初ARM平台上最早的Device Tree代码就是叶渊博从PowerPC平台移植过来的，还因此引起过一场社区大论战。\n2015年6月，小米迎来一位重要人物加盟——原高通中国区掌门人王翔，担任小米高级副总裁，负责战略合作与重要合作伙伴关系。王翔在通信领域的地位举足轻重，他的加入将会为小米打通芯片研发、供应链和产权技术上的相关问题。\n随后，松果电子的发展逐渐步入正轨，小米官方曾分享过松果电子的重要时间节点：\n2014年10月，松果电子成立。\n2015年4年，前端设计完成。\n2015年7月，进行流片（TapeOut，试生产）。芯片流片非常昂贵，一次流片要花费几百万美元，一旦失败这钱就打水漂了。\n2015年9月19日，小米样品回片。松果电子CEO朱凌“特高兴”地向雷军发回流片成功的好消息。雷军问：“这样片能不能用？”朱凌回答：“我也不知道，反正刚收到。”\n2015年9月24日凌晨1：43，第一次用澎湃S1芯片拨通电话。\n2015年9月26日凌晨1：57，第一次点亮屏幕。“在那一天晚上，我心澎湃”，雷军事后说。\n2015年9月，第一次跑通Android。\n2015年10年，样机验证。\n2016年3月，S1 CS（chip select，片选）。\n2016年12月，S1量产。\n2017年2月，在名为“我心澎湃”的Slogan后面，雷军正式发布了小米首款自主研发的手机SoC芯片澎湃S1，小米成为继苹果、三星、华为之后第四家具有芯片自研能力的手机厂商。\n澎湃S1芯片的研发过程比雷军预想的要顺利。雷军表示，“一开始我猜要花三年时间”，但从立项、设计、研发、流片、测试、量产，小米总共花了28个月。\n发布会上，雷军反复提及了一句话：做芯片，九死一生。不幸的是，一语成谶。澎湃芯片在发布会上的高光，很快就被接下来的残酷现实所冲淡。\n3.流产\n澎湃S1是一款中端芯片，搭载在小米5C手机上，主打中低端市场。\n小米的这次试水遭遇了巨大的滑铁卢，反响平平。小米至今未公布小米5C的销量，而“C”这个后缀也在小米手机中成为绝唱。\n究其原因，在于澎湃S1芯片的性能实在有点“拉胯”——关键时刻掉链子。\n在工艺制程方面，澎湃S1采用了28nm工艺，而当时16nm已经成为主流，高通甚至已经推出了10nm的骁龙835。纳米数越小，代表工艺制程越先进，手机在功耗、续航、发热控制等方面的表现越好。\n小米5C售价1599元，而在半年前小米发布的搭载了20nm工艺的联发科X20芯片的红米Note 4，性能更好，售价更低，消费者当然会用脚投票。\n除了性价比之外，还有一个重要的原因：小米5C是一款“单网通”手机。\n由于受制于高通的基带芯片垄断，小米缺乏相关的通信专利技术，澎湃S1芯片只支持移动4G、3G、2G和联通2G网络，不支持联通3G、4G和电信的所有网络。\n这就意味着，一部分联通用户和所有的电信用户都会望而却步。\n实际上，基带芯片不仅仅是小米的软肋，更是全球手机厂商的软肋。苹果公司也曾试图弃高通转投英特尔，但最终因为英特尔的基带性能表现差强人意，而不得不再转向高通。苹果尚且如此，更遑论在芯片研发领域零经验的小米了。\n最终，小米澎湃S1芯片昙花一现，惨淡收场。在小米十周年传记《一往无前》一书中，关于澎湃S1芯片的描述只有寥寥数百字。\n澎湃S1芯片诞生之后，S2芯片迟迟不见踪影。\n2018年9月，松果电子宣布与阿里旗下的中天微进行芯片合作。此举让人们猜测小米已经放弃了自研芯片之路。\n两个月后，名为“好伤心八点半”的网友发帖称，澎湃S2芯片遭遇巨大困难，“五次流片全部失败”。\n澎湃S2芯片流产了吗？这是当时人们非常关心的问题。2019年1月，小米产品总监王腾在微博网友的追问下，对澎湃芯片的研发进展做了简要回复：\n\n 澎湃仍然在做，只是跟手机部不是一个部门，具体情况我也不是特别清楚。\n\n一直到2020年8月9日，在小米十周年（8月11日）前夕，雷军在微博进行发布会预热，首次公开回答了澎湃系列芯片还做不做的问题。他说：\n\n 我们 2014 年开始做澎湃芯片，2017 年发布了第一代，后来的确遇到了巨大困难。但请米粉们放心，这个计划还在继续。等有了新的进展，我再告诉大家。\n\n虽然澎湃系列芯片“难产”，但小米的造芯之路却未中断。在自研之外，小米也在通过投资探索中国自研造芯的可能性。\n4.投资\n澎湃S1芯片发布的这一年年底的一天，一个叫王晓波的中年人来到小米五彩城的一间办公室等待雷军的面试，这也是王晓波人生中的第一次面试，略微有些拘谨，雷军迟到了半个小时。\n这次会面不太像一次面试，而更像是一次深入的探讨和交流。原来，雷军筹备成立一家基金——也就是2018年9月正式成立的小米长江产业基金——正在物色管理合伙人。雷军提出了一个让王晓波印象深刻的概念：中国制造业的黄金十年。\n2017年，小米在手机市场取得了不错的成绩。根据IDC咨询的数据，在中国市场，小米的市场份额为12.4%，比上一年提高了3.5%，排名第四；在全球市场，小米的市场份额为6.3%，比上一年提高了2.7%，排名第五。\n此时，小米的一些目标已经陆续达成，雷军认为小米创业之初改变制造业的梦想，已经从1.0版本上升到了2.0版本，即向中国制造的上游拓展。这也是小米达到一万亿营收的基石——深度参与中国的制造业。\n过去，小米通过生态链的方式带动了一批本土手机供应链企业的崛起。2011年加入小米工程部的工程师郭峰，早期几乎每个月都要到日本谈判，因为无论是屏幕还是相机模组都依赖日本供应商。而到2019年，小米在南宁召开供应商大会时，面对满场的中国供应链公司，郭峰猛然意识到自己已经很久没有去日本了。\n如今，小米希望通过产业投资的方式，将生态链的范围从手机扩大到整个制造业。\n在与雷军交流之后，王晓波毅然离开了服务近三十年的国企，加入了湖北小米长江产业基金担任管理合伙人。在此之前，雷军的项目考察已经开始，也得到了湖北省政府的支持，湖北省政府承诺将作为国有背景对基金进行部分出资。\n小米长江产业基金成立之后，雷军选定了四大核心领域，分别是先进制造、智能制造、工业机器人和无人工厂，芯片是其中的一个细分赛道，也是迄今为止出手最多的一个赛道。\n从2019年开始，小米平均每个月会宣布一项投资。如今，小米长江产业基金已经投资了超过50家芯片公司，大多数是纯设计的Fabless（芯片设计）企业。这些公司汇集在小米供应链和生态的大旗之下，可以帮助小米以及生态链企业进行芯片定制。\n小米长江产业基金2021Q1投资事件。\n*在「甲子光年」公众号回复“小米”，可下载成立至今的全部62起投资事件文档。\n投资这类企业的意义是，小米将在这个赛道上更多汇集一流的选手到供应链和生态的大旗之下，这些公司可以帮助小米实现芯片定制，小米只要定义芯片的核心功能，这些公司就可以帮助实现。乐鑫科技就是其中一个代表。\n雷军曾对现小米集团副总裁高自光提出一个要求：将IoT模组的价格降到十元以下。高自光在全国搜寻优秀的芯片公司，并最终找到了乐鑫科技。此时的乐鑫科技技术并不弱，但无法打开中国市场，每年1000万片芯片的产能只供给小厂或出口日本。\n一番交谈之后，双方一拍即合，乐鑫科技成了小米的物联网芯片供应商，从此IoT模组的成本逐年下降，而乐鑫科技在小米的品牌背书下，也踏上了发展的快车道，后来也接受了小米的战略投资。\n除了提高上游竞争力，科创板的出现也让小米获得了意料之外的回报。\n截至2019年12月，科创板开板后的短短5个月之内，已上市和在申报的科创板企业超过180家，小米参与持股的有9家，小米也被称为科创板推出后的最大赢家。\n有人感慨小米的幸运，而雷军却说：“我们不是任何形式的投机主义者，只是命运更青睐有准备的人，仅此而已。”","news_type":1},"isVote":1,"tweetType":1,"viewCount":806,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"CN","totalScore":0},{"id":343143750,"gmtCreate":1617695421370,"gmtModify":1631888549703,"author":{"id":"3569623767201248","authorId":"3569623767201248","name":"有赢冇书","avatar":"https://static.tigerbbs.com/a4e2bd9c73bdac5f86d77419b65d1eb9","crmLevel":3,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3569623767201248","authorIdStr":"3569623767201248"},"themes":[],"htmlText":"可以大量进货，，，","listText":"可以大量进货，，，","text":"可以大量进货，，，","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://laohu8.com/post/343143750","repostId":"1117063203","repostType":4,"repost":{"id":"1117063203","weMediaInfo":{"introduction":"为用户提供金融资讯、行情、数据，旨在帮助投资者理解世界，做投资决策。","home_visible":1,"media_name":"老虎资讯综合","id":"102","head_image":"https://static.tigerbbs.com/8274c5b9d4c2852bfb1c4d6ce16c68ba"},"pubTimestamp":1617632376,"share":"https://www.laohu8.com/m/news/1117063203?lang=&edition=full","pubTime":"2021-04-05 22:19","market":"us","language":"zh","title":"AMC院线涨超8%，B.Riley上调其评级至买入","url":"https://stock-news.laohu8.com/highlight/detail?id=1117063203","media":"老虎资讯综合","summary":"4月5日，AMC院线涨超8%，此前投行B.Riley将AMC院线评级从中性上调至买入，认为近期《哥斯拉大战金刚》热映，吸引更多观众进入电影院。","content":"<p>4月5日，<a href=\"https://laohu8.com/S/AMC\">AMC院线</a>涨超8%，此前投行B.Riley将AMC院线评级从中性上调至买入，认为近期《哥斯拉大战金刚》热映，吸引更多观众进入电影院。</p><p><img src=\"https://static.tigerbbs.com/7e32bcdb4da09c1eb807809f3a9b55f3\" tg-width=\"840\" tg-height=\"470\" referrerpolicy=\"no-referrer\"></p>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>AMC院线涨超8%，B.Riley上调其评级至买入</title>\n<style 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margin: 0;line-height: 11px;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nAMC院线涨超8%，B.Riley上调其评级至买入\n</h2>\n\n<h4 class=\"meta\">\n\n\n<a class=\"head\" href=\"https://laohu8.com/wemedia/102\">\n\n\n<div class=\"h-thumb\" style=\"background-image:url(https://static.tigerbbs.com/8274c5b9d4c2852bfb1c4d6ce16c68ba);background-size:cover;\"></div>\n\n<div class=\"h-content\">\n<p class=\"h-name\">老虎资讯综合 </p>\n<p class=\"h-time\">2021-04-05 22:19</p>\n</div>\n\n</a>\n\n\n</h4>\n\n</header>\n<article>\n<p>4月5日，<a href=\"https://laohu8.com/S/AMC\">AMC院线</a>涨超8%，此前投行B.Riley将AMC院线评级从中性上调至买入，认为近期《哥斯拉大战金刚》热映，吸引更多观众进入电影院。</p><p><img src=\"https://static.tigerbbs.com/7e32bcdb4da09c1eb807809f3a9b55f3\" tg-width=\"840\" tg-height=\"470\" referrerpolicy=\"no-referrer\"></p>\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/5d1fe578ee46cbe0d24c33435ff25ae5","relate_stocks":{"AMC":"AMC院线"},"is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1117063203","content_text":"4月5日，AMC院线涨超8%，此前投行B.Riley将AMC院线评级从中性上调至买入，认为近期《哥斯拉大战金刚》热映，吸引更多观众进入电影院。","news_type":1},"isVote":1,"tweetType":1,"viewCount":1234,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"CN","totalScore":0},{"id":343149333,"gmtCreate":1617695087022,"gmtModify":1631887764149,"author":{"id":"3569623767201248","authorId":"3569623767201248","name":"有赢冇书","avatar":"https://static.tigerbbs.com/a4e2bd9c73bdac5f86d77419b65d1eb9","crmLevel":3,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3569623767201248","authorIdStr":"3569623767201248"},"themes":[],"htmlText":"这只股还有机会吗？？？请问？？？<a href=\"https://laohu8.com/S/NKLA\">$Nikola 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content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>蔚来：ET7首台生产线车身正式下线</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; 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display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 11px; color: #7E829C; margin: 0;line-height: 11px;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\n蔚来：ET7首台生产线车身正式下线\n</h2>\n\n<h4 class=\"meta\">\n\n\n<a class=\"head\" href=\"https://laohu8.com/wemedia/102\">\n\n\n<div class=\"h-thumb\" style=\"background-image:url(https://static.tigerbbs.com/8274c5b9d4c2852bfb1c4d6ce16c68ba);background-size:cover;\"></div>\n\n<div class=\"h-content\">\n<p class=\"h-name\">老虎资讯综合 </p>\n<p class=\"h-time\">2021-04-02 22:36</p>\n</div>\n\n</a>\n\n\n</h4>\n\n</header>\n<article>\n<p>配备激光雷达，续航超过1000km的蔚来ET7在NIO Day发布后，便吸引了众多目光关注。</p><p>就在昨日，ET7的首台生产线车身，已经在蔚来合肥先进制造基地正式下线。生产线车身是指车身结构件及覆盖件焊接总成，这是ET7在验证生产制造流程（Confirmation Build）过程中非常重要的一环，可以充分识别并解决车身在制造阶段的问题，对未来ET7生产的持续推进有着积极的作用。</p><p>同时，合肥先进制造基地为ET7专门打造的全新焊装生产线也将正式投入使用。</p><p><img src=\"https://static.tigerbbs.com/4a2a759fc9f97a8c5bca7f8bd58a25be\" tg-width=\"864\" tg-height=\"837\" referrerpolicy=\"no-referrer\"></p><p>此外，蔚来昨日公布了一季度交付数据，数据显示蔚来2021年第一季度累计交付20,060台，单季交付首次突破两万台，3月交付7,257台，同比增长373.4%，再创单月交付数新高。</p><p><img src=\"https://static.tigerbbs.com/08086c64422723bd1eac0b8dd4ac90a0\" tg-width=\"412\" tg-height=\"748\" referrerpolicy=\"no-referrer\"></p>\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/aeb06dc1c36261473ead8873ac0bf768","relate_stocks":{"NIO":"蔚来"},"is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1111944043","content_text":"配备激光雷达，续航超过1000km的蔚来ET7在NIO Day发布后，便吸引了众多目光关注。就在昨日，ET7的首台生产线车身，已经在蔚来合肥先进制造基地正式下线。生产线车身是指车身结构件及覆盖件焊接总成，这是ET7在验证生产制造流程（Confirmation Build）过程中非常重要的一环，可以充分识别并解决车身在制造阶段的问题，对未来ET7生产的持续推进有着积极的作用。同时，合肥先进制造基地为ET7专门打造的全新焊装生产线也将正式投入使用。此外，蔚来昨日公布了一季度交付数据，数据显示蔚来2021年第一季度累计交付20,060台，单季交付首次突破两万台，3月交付7,257台，同比增长373.4%，再创单月交付数新高。","news_type":1},"isVote":1,"tweetType":1,"viewCount":275,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"CN","totalScore":0},{"id":164540596,"gmtCreate":1624231360415,"gmtModify":1631888549688,"author":{"id":"3569623767201248","authorId":"3569623767201248","name":"有赢冇书","avatar":"https://static.tigerbbs.com/a4e2bd9c73bdac5f86d77419b65d1eb9","crmLevel":3,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3569623767201248","authorIdStr":"3569623767201248"},"themes":[],"htmlText":"永不言败！！！","listText":"永不言败！！！","text":"永不言败！！！","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://laohu8.com/post/164540596","repostId":"2143801764","repostType":4,"repost":{"id":"2143801764","pubTimestamp":1624069271,"share":"https://www.laohu8.com/m/news/2143801764?lang=&edition=full","pubTime":"2021-06-19 10:21","market":"us","language":"zh","title":"与扎克伯格共事13年学到的经验教训","url":"https://stock-news.laohu8.com/highlight/detail?id=2143801764","media":"前瞻经济学人","summary":"与扎克伯格共事13年学到的经验教训 来源：前瞻经济学人作者|StartupBoy 来源|投资实习所前 Facebook VP，亚马逊 VP，现在担任 Coatue Management 董事长的 Dan Rose 最近分享了他跟扎克伯格共事 13 年学到的经验教训。Dan Rose 说，最好的创始人都有一种斗士心态，扎克伯格就是这样一个斗士，如果没有这种心态，Facebook 永远不会发挥出它的全部潜力。而扎克伯格那时 22 岁，如果卖掉，他个人可以获得 3 亿美元。当他加入 6 个月试图干掉扎克伯格时，结果被小扎给解雇了。扎克伯格想要战斗。","content":"<p>前 <a href=\"https://laohu8.com/S/FB\">Facebook</a> <a href=\"https://laohu8.com/S/VP..UK\">VP</a>，<a href=\"https://laohu8.com/S/AMZN\">亚马逊</a> VP，现在担任 Coatue Management 董事长的 Dan Rose 最近分享了他跟扎克伯格共事 13 年学到的经验教训。</p>\n<p>Dan Rose 非常乐于分享，我之前曾介绍过他的几次分享，分别是《2004 年贝佐斯做 Kindle 的背后》《Facebook 的至暗时刻与 DST 的入局》以及《Facebook 至暗时刻，小扎做了这几个决策》。</p>\n<p>这次分享的内容，核心点还是聚焦于如何做创始人 CEO。Dan Rose 说，最好的创始人都有一种斗士心态（fighter mentality），扎克伯格就是这样一个斗士，如果没有这种心态，Facebook 永远不会发挥出它的全部潜力。</p>\n<p>从如今 Coatue （业内有小 Tiger Global 之称 ）在 VC 圈的打法，似乎也能感受到Dan Rose 在 Facebook 经历的一些相似东西，以下是他分享的部分：</p>\n<p>1.扎克伯格最早的一次大争吵是和他自己的董事会 + 高管团队。他们试图说服他在 2006 年以 10 亿美元的价格将公司卖给<a href=\"https://laohu8.com/S/YHOO\">雅虎</a>。当时 FB 有 500 万用户(都是大学生) ，公司仅仅 2 年时间。而扎克伯格那时 22 岁，如果卖掉，他个人可以获得 3 亿美元。他怎么能说不呢？</p>\n<p>One of Mark’s first big fights was with his own board + exec team. They tried to convince him to sell the company to Yahoo for $1B in '06.</p>\n<p>At the time FB had 5M users（all college）and was 2 yrs old. At the age of 22, Mark stood to gain $300M personally. How could he say no?</p>\n<p>2.每个人都希望小扎卖掉公司。朋友们说他要是拒绝 10 亿美元，那他就是疯了。他的管理团队想要退出，他的董事会给他施加了压力。但小扎知道一些他们不知道的事情—— FB 即将推出新产品，这将彻底改变公司的发展轨迹。</p>\n<p>Everyone told Mark to sell. Friends said he'd be crazy to pass up $1B. His management team wanted an exit. His board put pressure on him. But Mark knew something they didn’t – FB was on the cusp of launching new products that would completely change the trajectory of the company.</p>\n<p>3.我（Dan Rose）在 2006 年年中加入了 FB，就在扎克伯格决定不卖掉它之后（我很高兴他这么做了!）。他有勇气反对身边的每一个人，第二年，当我们从<a href=\"https://laohu8.com/S/MSFT\">微软</a>那以 150 亿美金的估值完成 C 轮融资时，他的坚持得到了证明。</p>\n<p>I joined FB in mid-2006, right after Mark made the decision not to sell (I’m glad he did!). He had the courage to go against everyone around him, and he was promptly vindicated the following year when we raised our Series C from Microsoft at $15B.</p>\n<p>4.在雅虎险些倒闭后的几年内，扎克伯格换掉了整个管理团队，重组了董事会。他需要身边的人相信他的远见，有他可以信任的人与他并肩作战，我就是其中之一。</p>\n<p>Within a couple of years after the Yahoo near miss, Mark replaced his entire management team and reconstituted the board. He needed people around him who believed in his vision, people he could trust to fight alongside him. I was <a href=\"https://laohu8.com/S/AONE\">one</a> of them.</p>\n<p>5.扎克伯格在那个时候聘请了一位专业的首席财务官，一个有着灰白头发的人，负责公司的上市工作。这家伙从一开始就纠结于这样一个事实：他的老板只比他的孩子大一点点。当他加入 6 个月试图干掉扎克伯格时，结果被小扎给解雇了。</p>\n<p>Mark hired a professional CFO around that time, someone with gray hair who had taken companies public. This guy struggled from the beginning with the fact that his boss was barely older than his children. When he tried to launch a coup 6 mos after joining, Mark fired him.</p>\n<p>6.早些时候，音乐产业威胁说，如果我们不给他们想要的东西——金钱、公平、顺从，他们就要起诉我们。实际上 Facebook 上并没有任何音乐，但是 YouTube 已经在他们的背上成长起来，现在唱片公司想从每个人身上吃到一磅肉。</p>\n<p>Early on, the music industry threatened to sue us into oblivion if we didn’t give them what they wanted - money, equity, subservience. Facebook didn’t actually have any music on it, but YouTube had grown on their backs and now the labels wanted a pound of flesh from everyone.</p>\n<p>7.我想达成交易。扎克伯格想要战斗。当我背着他组织一次会议讨论我的策略时，他给我发了一封尖锐的电子邮件: 如果我再这样做，我就会被解雇。他对讨论我的观点持开放态度，但如果没有他在场，就不会有讨论。</p>\n<p>I wanted to cut a deal. Mark wanted to fight. When I organized a meeting behind his back to discuss my strategy, he sent me a pointed email: if I ever did that again, I’d be fired. He was open to discussing my views but there would be no discussion without him in the room.</p>\n<p>8.2010 年，扎克伯格开始在一个大型科技会议的舞台上开始大汗淋漓，台下有数百名高管。在采访的前 30 分钟，他看起来很紧张，对自己没有信心，很快找到了自己的位置并恢复了过来。那天我也在观众席上。</p>\n<p>In 2010, Mark started sweating profusely on stage at a large tech conference with hundreds of execs in the audience. He looked nervous and unsure of himself for the first 30 minutes of the interview before finding his feet and recovering by the end. I was in the audience that day.</p>\n<p>9.许多与会者后来找到我，说他们非常钦佩马克坚韧不拔的恢复能力。我当天晚上给他发了短信，转达对他的鼓励。他回复说，他的表现是不可接受的，他让我们所有人失望，他不会这种情况再次发生。</p>\n<p>Many attendees approached me afterwards to say how much they admired Mark for his gritty recovery. I texted him that night to pass along the encouragement. He responded by saying his performance was unacceptable, he had let us all down and he wouldn’t let it happen again.</p>\n<p>10.电影《社交网络》于 2010 年面世。扎克伯格已经被警告说这会对他造成负面的影响，他很关心这会对团队士气、 FB 的品牌和他的个人声誉造成的影响。他的顾问告诉他不要理会这件事，低调行事，保持专注。</p>\n<p>The Social Network came out in 2010. Mark had been warned it would portray him in a negative light, and he was appropriately concerned about its impact on team morale, FB's brand and his personal reputation. His advisors told him to ignore it, keep his head down, stay focused.</p>\n<p>11.这是有史以来最伟大的柔术动作之一，扎克伯格租下了海岸线电影院综合楼，用巴士把整个公司的人都送来观看电影的首映。他第一次（也可能是唯一一次）观看《社交网络》是在一个巨大的电影院里，和他的其他员工一起观看。</p>\n<p>In <a href=\"https://laohu8.com/S/AONE.U\">one</a> of the greatest jiu jitsu moves of all time, Mark rented out the Shoreline cinema complex and bussed in the entire company to see the premier of the movie. His first (and probably only) viewing of The Social Network was in a giant cinema with the rest of his employees.</p>\n<p>12.为了增加这场戏的超现实感，马克的行政让我坐在他旁边--她认为我的积极性会起到安抚作用。当扮演他的角色被一个女孩引诱时，他俯身低声说：\"现在这很尴尬。\" 我们都笑出了声。</p>\n<p>Adding to the surrealness of this scene, Mark’s admin asked me to sit next to him - she thought my positivity would be a calming influence. When the character portraying him was being seduced by a girl, he leaned over and whispered “now this is awkward.” We both laughed out loud!</p>\n<p>13.你不必刻意成为一个斗士。一些首席执行官（比如著名的史蒂夫 · 乔布斯）在这个问题上很挣扎，但扎克伯格做得很优雅。他从不对人大喊大叫，从不扔家具，也不发脾气。他只是无情地果断，总是愿意做出艰难的决定。</p>\n<p>You don’t have to be mean to be a fighter. Some CEOs struggle with this (famously Steve Jobs), but Mark pulled it off gracefully. He didn’t yell at people, never threw furniture or lost his temper. He was just ruthlessly decisive, always willing to make the hard call.</p>\n<p>14.在最初的 5 年里，扎克伯格经历过多个产品负责人，3 个首席财务官，和许多高管。当有人不适应公司的发展时，他就会要求他们离开或者担任一个较小的角色，他的联合创始人也都辞职了，他们厌倦了战斗，做 CEO 是很孤独的。</p>\n<p>In his first 5 years, Mark went through multiple product leaders, 3 CFOs, and many executives. When someone wasn’t scaling with the company, he would ask them to leave or take a smaller role. His co-founders all quit too, they were tired of fighting. It’s lonely to be CEO.</p>\n<p>15.但是，输掉比赛更让人感到孤独，或者后悔自己没有努力去赢。商业是一场终极游戏，它永远不会结束，你也永远不会有完成（的状态）。从车库到会议室需要难以置信的勇气、决心、野心，还有...斗争。</p>\n<p>But it's more lonely to lose, or to regret that you didn't try hard enough to win. Business is the ultimate game, it never ends and you are never done. Going from the garage to the boardroom requires incredible grit, determination, ambition, and yes...fight.</p>\n<p>Paul Graham 评论说，这与我在成功的创业者身上所观察到的一致。你必须成为一名战士，因为成功使你成为目标。</p>","source":"lsy1624069395992","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>与扎克伯格共事13年学到的经验教训</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 11px; color: #7E829C; margin: 0;line-height: 11px;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\n与扎克伯格共事13年学到的经验教训\n</h2>\n\n<h4 class=\"meta\">\n\n\n2021-06-19 10:21 北京时间&nbsp;&nbsp;&nbsp;<a href=https://mp.weixin.qq.com/s/xXPbtPt6NjT7PYFPi0Yjww><strong>前瞻经济学人</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>前 Facebook VP，亚马逊 VP，现在担任 Coatue Management 董事长的 Dan Rose 最近分享了他跟扎克伯格共事 13 年学到的经验教训。\nDan Rose 非常乐于分享，我之前曾介绍过他的几次分享，分别是《2004 年贝佐斯做 Kindle 的背后》《Facebook 的至暗时刻与 DST 的入局》以及《Facebook 至暗时刻，小扎做了这几个决策》。\n这次分享的...</p>\n\n<a href=\"https://mp.weixin.qq.com/s/xXPbtPt6NjT7PYFPi0Yjww\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/c5151020373bdf3b125f6874e83f7190","relate_stocks":{"03086":"华夏纳指","QNETCN":"纳斯达克中美互联网老虎指数","09086":"华夏纳指-U"},"source_url":"https://mp.weixin.qq.com/s/xXPbtPt6NjT7PYFPi0Yjww","is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"2143801764","content_text":"前 Facebook VP，亚马逊 VP，现在担任 Coatue Management 董事长的 Dan Rose 最近分享了他跟扎克伯格共事 13 年学到的经验教训。\nDan Rose 非常乐于分享，我之前曾介绍过他的几次分享，分别是《2004 年贝佐斯做 Kindle 的背后》《Facebook 的至暗时刻与 DST 的入局》以及《Facebook 至暗时刻，小扎做了这几个决策》。\n这次分享的内容，核心点还是聚焦于如何做创始人 CEO。Dan Rose 说，最好的创始人都有一种斗士心态（fighter mentality），扎克伯格就是这样一个斗士，如果没有这种心态，Facebook 永远不会发挥出它的全部潜力。\n从如今 Coatue （业内有小 Tiger Global 之称 ）在 VC 圈的打法，似乎也能感受到Dan Rose 在 Facebook 经历的一些相似东西，以下是他分享的部分：\n1.扎克伯格最早的一次大争吵是和他自己的董事会 + 高管团队。他们试图说服他在 2006 年以 10 亿美元的价格将公司卖给雅虎。当时 FB 有 500 万用户(都是大学生) ，公司仅仅 2 年时间。而扎克伯格那时 22 岁，如果卖掉，他个人可以获得 3 亿美元。他怎么能说不呢？\nOne of Mark’s first big fights was with his own board + exec team. They tried to convince him to sell the company to Yahoo for $1B in '06.\nAt the time FB had 5M users（all college）and was 2 yrs old. At the age of 22, Mark stood to gain $300M personally. How could he say no?\n2.每个人都希望小扎卖掉公司。朋友们说他要是拒绝 10 亿美元，那他就是疯了。他的管理团队想要退出，他的董事会给他施加了压力。但小扎知道一些他们不知道的事情—— FB 即将推出新产品，这将彻底改变公司的发展轨迹。\nEveryone told Mark to sell. Friends said he'd be crazy to pass up $1B. His management team wanted an exit. His board put pressure on him. But Mark knew something they didn’t – FB was on the cusp of launching new products that would completely change the trajectory of the company.\n3.我（Dan Rose）在 2006 年年中加入了 FB，就在扎克伯格决定不卖掉它之后（我很高兴他这么做了!）。他有勇气反对身边的每一个人，第二年，当我们从微软那以 150 亿美金的估值完成 C 轮融资时，他的坚持得到了证明。\nI joined FB in mid-2006, right after Mark made the decision not to sell (I’m glad he did!). He had the courage to go against everyone around him, and he was promptly vindicated the following year when we raised our Series C from Microsoft at $15B.\n4.在雅虎险些倒闭后的几年内，扎克伯格换掉了整个管理团队，重组了董事会。他需要身边的人相信他的远见，有他可以信任的人与他并肩作战，我就是其中之一。\nWithin a couple of years after the Yahoo near miss, Mark replaced his entire management team and reconstituted the board. He needed people around him who believed in his vision, people he could trust to fight alongside him. I was one of them.\n5.扎克伯格在那个时候聘请了一位专业的首席财务官，一个有着灰白头发的人，负责公司的上市工作。这家伙从一开始就纠结于这样一个事实：他的老板只比他的孩子大一点点。当他加入 6 个月试图干掉扎克伯格时，结果被小扎给解雇了。\nMark hired a professional CFO around that time, someone with gray hair who had taken companies public. This guy struggled from the beginning with the fact that his boss was barely older than his children. When he tried to launch a coup 6 mos after joining, Mark fired him.\n6.早些时候，音乐产业威胁说，如果我们不给他们想要的东西——金钱、公平、顺从，他们就要起诉我们。实际上 Facebook 上并没有任何音乐，但是 YouTube 已经在他们的背上成长起来，现在唱片公司想从每个人身上吃到一磅肉。\nEarly on, the music industry threatened to sue us into oblivion if we didn’t give them what they wanted - money, equity, subservience. Facebook didn’t actually have any music on it, but YouTube had grown on their backs and now the labels wanted a pound of flesh from everyone.\n7.我想达成交易。扎克伯格想要战斗。当我背着他组织一次会议讨论我的策略时，他给我发了一封尖锐的电子邮件: 如果我再这样做，我就会被解雇。他对讨论我的观点持开放态度，但如果没有他在场，就不会有讨论。\nI wanted to cut a deal. Mark wanted to fight. When I organized a meeting behind his back to discuss my strategy, he sent me a pointed email: if I ever did that again, I’d be fired. He was open to discussing my views but there would be no discussion without him in the room.\n8.2010 年，扎克伯格开始在一个大型科技会议的舞台上开始大汗淋漓，台下有数百名高管。在采访的前 30 分钟，他看起来很紧张，对自己没有信心，很快找到了自己的位置并恢复了过来。那天我也在观众席上。\nIn 2010, Mark started sweating profusely on stage at a large tech conference with hundreds of execs in the audience. He looked nervous and unsure of himself for the first 30 minutes of the interview before finding his feet and recovering by the end. I was in the audience that day.\n9.许多与会者后来找到我，说他们非常钦佩马克坚韧不拔的恢复能力。我当天晚上给他发了短信，转达对他的鼓励。他回复说，他的表现是不可接受的，他让我们所有人失望，他不会这种情况再次发生。\nMany attendees approached me afterwards to say how much they admired Mark for his gritty recovery. I texted him that night to pass along the encouragement. He responded by saying his performance was unacceptable, he had let us all down and he wouldn’t let it happen again.\n10.电影《社交网络》于 2010 年面世。扎克伯格已经被警告说这会对他造成负面的影响，他很关心这会对团队士气、 FB 的品牌和他的个人声誉造成的影响。他的顾问告诉他不要理会这件事，低调行事，保持专注。\nThe Social Network came out in 2010. Mark had been warned it would portray him in a negative light, and he was appropriately concerned about its impact on team morale, FB's brand and his personal reputation. His advisors told him to ignore it, keep his head down, stay focused.\n11.这是有史以来最伟大的柔术动作之一，扎克伯格租下了海岸线电影院综合楼，用巴士把整个公司的人都送来观看电影的首映。他第一次（也可能是唯一一次）观看《社交网络》是在一个巨大的电影院里，和他的其他员工一起观看。\nIn one of the greatest jiu jitsu moves of all time, Mark rented out the Shoreline cinema complex and bussed in the entire company to see the premier of the movie. His first (and probably only) viewing of The Social Network was in a giant cinema with the rest of his employees.\n12.为了增加这场戏的超现实感，马克的行政让我坐在他旁边--她认为我的积极性会起到安抚作用。当扮演他的角色被一个女孩引诱时，他俯身低声说：\"现在这很尴尬。\" 我们都笑出了声。\nAdding to the surrealness of this scene, Mark’s admin asked me to sit next to him - she thought my positivity would be a calming influence. When the character portraying him was being seduced by a girl, he leaned over and whispered “now this is awkward.” We both laughed out loud!\n13.你不必刻意成为一个斗士。一些首席执行官（比如著名的史蒂夫 · 乔布斯）在这个问题上很挣扎，但扎克伯格做得很优雅。他从不对人大喊大叫，从不扔家具，也不发脾气。他只是无情地果断，总是愿意做出艰难的决定。\nYou don’t have to be mean to be a fighter. Some CEOs struggle with this (famously Steve Jobs), but Mark pulled it off gracefully. He didn’t yell at people, never threw furniture or lost his temper. He was just ruthlessly decisive, always willing to make the hard call.\n14.在最初的 5 年里，扎克伯格经历过多个产品负责人，3 个首席财务官，和许多高管。当有人不适应公司的发展时，他就会要求他们离开或者担任一个较小的角色，他的联合创始人也都辞职了，他们厌倦了战斗，做 CEO 是很孤独的。\nIn his first 5 years, Mark went through multiple product leaders, 3 CFOs, and many executives. When someone wasn’t scaling with the company, he would ask them to leave or take a smaller role. His co-founders all quit too, they were tired of fighting. It’s lonely to be CEO.\n15.但是，输掉比赛更让人感到孤独，或者后悔自己没有努力去赢。商业是一场终极游戏，它永远不会结束，你也永远不会有完成（的状态）。从车库到会议室需要难以置信的勇气、决心、野心，还有...斗争。\nBut it's more lonely to lose, or to regret that you didn't try hard enough to win. Business is the ultimate game, it never ends and you are never done. 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