【文章內(nèi)容簡(jiǎn)介】 ，生活瀕于崩潰。And, eventually, on December 17th, 1903, the Wright brothers took flight, and no one was there to even experience found out about it a few days further proof that Langley was motivated by the wrong thing, the day the Wright brothers took flight, he could have said, ”That39。s an amazing discovery guys, and I will improve upon your technology,“ but he didn39。 wasn39。t first, he didn39。t get rich, he didn39。t get famous, so he ，萊特兄弟進(jìn)行試飛成功，當(dāng)時(shí)無(wú)人在場(chǎng)見(jiàn)證，而外界幾天之后才知曉。后來(lái)事情進(jìn)一步證實(shí)，塞繆爾蘭利動(dòng)機(jī)不純，因?yàn)樵谌R特兄弟試飛成功后，他退出了。他本來(lái)可以說(shuō)：“干得真棒，伙計(jì)們！讓我們?cè)谀銈兊募夹g(shù)基礎(chǔ)上做個(gè)更好的！” 但是他沒(méi)有。他是第一個(gè)投入研制的，卻沒(méi)能第一個(gè)成功，看來(lái)他沒(méi)能成名，也無(wú)法借機(jī)發(fā)財(cái)，于是他放棄了。People don39。t buy what you do。they buy why you do if you talk about what you believe, you will attract those who believe what you why is it important to attract those who believe what you believe? Something called the law of diffusion of if you don39。t know the law, you definitely know the first two and a half percent of our population are our next 13 and a half percent of our population are our early next 34 percent are your early majority, your late majority and your only reason these people buy touch tone phones is because you can39。t buy rotary phones ；他們?yōu)槟氵@么做的理由買(mǎi)單。如果你講述你的信念，你會(huì)吸引那些與你具有同樣信念的人。為什么吸引和你信念相同的人這么重要呢？是因?yàn)橐粋€(gè)革新擴(kuò)散的法則在起作用。如果你沒(méi)有聽(tīng)說(shuō)過(guò)這個(gè)法則的話(huà)，你肯定知道這個(gè)概念。在這個(gè)社會(huì)里，%的人是革新者，%的人是我們?cè)缙诘牟捎谜?，后面?4%是早期的主流，后面還有晚期的主流，以及最后拖后腿的人，這些拖后腿的人購(gòu)買(mǎi)按鍵電話(huà)的唯一原因是因?yàn)樗麄冊(cè)僖操I(mǎi)不到轉(zhuǎn)盤(pán)電話(huà)了。(Laughter)（笑）We all sit at various places at various times on this scale, but what the law of diffusion of innovation tells us is that if you want massmarket success or massmarket acceptance of an idea, you cannot have it until you achieve this tipping point between 15 and 18 percent market then the system I love asking businesses, ”What39。s your conversion on new business?“ And they love to tell you, ”O(jiān)h, it39。s about 10 percent,“ , you can trip over 10 percent of the all have about 10 percent who just ”get it.“ That39。s how we describe them, 39。s like that gut feeling, ”O(jiān)h, they just get it.“ The problem is: How do you find the ones that get it before you39。re doing business with them versus the ones who don39。t get it? So it39。s this here, this little gap, that you have to close, as Jeffrey Moore calls it, ”crossing the chasm.“ Because, you see, the early majority will not try something until someone else has tried it these guys, the innovators and the early adopters, they39。re fortable making those gut 39。re more fortable making those intuitive decisions that are driven by what they believe about the world and not just what product is ，我們不同的時(shí)候處在不同的區(qū)間內(nèi)，但是革新擴(kuò)散法則告訴我們，如果你想要大眾市場(chǎng)的成功，或是大眾市場(chǎng)接受一個(gè)觀念，你只有到達(dá)15%到18%這個(gè)市場(chǎng)份額的轉(zhuǎn)折點(diǎn)的時(shí)候才會(huì)發(fā)生。我總是問(wèn)企業(yè)，“你的新業(yè)務(wù)什么時(shí)候開(kāi)始轉(zhuǎn)變？” 他們喜歡告訴我說(shuō)，“噢，大概10%?！?很自豪地說(shuō)。好吧，算你可以遍訪10%的客戶(hù)。我們都有10%的客戶(hù)已經(jīng)“接受”了。那是我們?cè)鯓用枋鏊麄?，那就像那種勇敢的感覺(jué)，“哦，他們剛剛接受了。” 問(wèn)題是，在你和他們做生意之前，你怎樣找到那些接受了的人而非那些不接受的人呢？所以就是這兒，就是這條小溝，你必須彌補(bǔ)，就像杰夫瑞摩爾說(shuō)的，“跨越鴻溝”。因?yàn)?，你看，那些早期的主流人群不?huì)嘗試新事物，直到別人先嘗試過(guò)了。而這些人，這些革新者和早期采用者，他們勇于嘗試新事物，他們更易于憑直覺(jué)做決定，靠的是他們對(duì)世界的信念，而非只是市場(chǎng)上有什么樣的產(chǎn)品。These are the people who stood on line for six hours to buy an iPhone when they first came out, when you could have just walked into the store the next week and bought one off the are the people 40,000 dollars on flat screen TVs when they first came out, even though the technology was , by the way, they didn39。t do it because the technology was so did it for 39。s because they wanted to be don39。t buy what you do。they buy what you do what you do simply proves what you fact, people will do the things that prove what they reason that person bought the iPhone in the first six hours, stood in line for six hours, was because of what they believed about the world, and how they wanted everybody to see were don39。t buy what you do。they buy why you do ，當(dāng)iPhone推出的時(shí)候愿意排上六個(gè)小時(shí)的隊(duì)，第一時(shí)間買(mǎi)到手，哪怕一個(gè)星期后，你就可以輕松走進(jìn)店里隨意從貨架上拿一個(gè)下來(lái)。就是這些人，在平板電視剛推出的時(shí)候，愿意花費(fèi)四萬(wàn)美元購(gòu)買(mǎi)，即使技術(shù)還沒(méi)完全成熟。對(duì)，順便提一句，他們這么做不是因?yàn)楫a(chǎn)品的技術(shù)有多么偉大。他們是為自己而購(gòu)買(mǎi)。因?yàn)樗麄兙褪窍牒阮^羹湯。所以還是那句話(huà)，人們不因你所做的而買(mǎi)單，他們因你所做的理由而買(mǎi)單，你的行動(dòng)就證明了你的信念。實(shí)際上，人們會(huì)做那些證明他們信念的事情。那些在iPhone開(kāi)售前排隊(duì)6個(gè)小時(shí)的人，是因?yàn)樗麄儗?duì)世界的看法──智能手機(jī)和移動(dòng)計(jì)算將是業(yè)界的未來(lái)，于是他們排隊(duì)證明給世人看，他們將是第一批走向這個(gè)未來(lái)的人。人們不為你的行為買(mǎi)單，他們?yōu)槟愕男拍钯I(mǎi)單。So let me give you a famous example, a famous failure and a famous success of the law of diffusion of , the famous 39。s a mercial we said before, a second ago, the recipe for success is money and the right people and the right market should have success at the time TiVo came out, about eight or nine years ago, to this current day, they are the single highestquality product on the market, hands down, there is no were extremely conditions were mean, we use TiVo as TiVo stuff on my piece of junk Time Warner DVR all the ，讓我給你一個(gè)著名的例子，一個(gè)著名的失敗和一個(gè)著名的成功例子。首先，著名的失敗例子，是在商業(yè)領(lǐng)域內(nèi)的。像我前面提到的，成功的要素是資金充裕，用人為善，市道正好。沒(méi)錯(cuò)，這樣你就可以享有成功了。那么看看TiVo吧。從八、九年前TiVo問(wèn)世，直到今天，他們都是市場(chǎng)上唯一品質(zhì)最高的產(chǎn)品。（對(duì)聽(tīng)眾）不用舉手，這沒(méi)什么可爭(zhēng)議。他們資金極為充裕，市場(chǎng)需求非常好。我們幾乎把TiVo當(dāng)作日常用語(yǔ)了──我一直把東西TiVo在我那時(shí)代華納的垃圾DVR里面。But TiVo39。s a mercial 39。ve never made when they went IPO, their stock was at about 30 or 40 dollars and then plummeted, and it39。s never traded above fact, I don39。t even think it39。s traded above six, except for a couple of little you see, when TiVo launched their product, they told us all what they said, ”We have a product that pauses live TV, skips mercials, rewinds live TV and memorizes your viewing habits without you even asking.“ And the cynical majority said, ”We don39。t believe don39。t need don39。t like 39。re scaring us.“ What if they had said, ”If you39。re the kind of person who likes to have total control over every aspect of your life, boy, do we have a product for pauses live TV, skips mercials, memorizes your viewing habits, etc., etc.“ People don39。t buy what you do。they buy why you do what you do simply serves as the proof of what you 。他們從未盈利。當(dāng)他們上市時(shí)，他們的股票價(jià)格大約30到40美元，然后就直線下跌，而成交價(jià)格從沒(méi)超過(guò)10美元，實(shí)際上，我記得就沒(méi)有超過(guò)6美元，除了幾次價(jià)格小漲起落。為什么？因?yàn)槟憧?，?dāng)TiVo發(fā)布產(chǎn)品的時(shí)候，他們告訴我們顧客的是他們的“what是什么”。他們說(shuō)，“我們有一個(gè)產(chǎn)品，可以暫停直播電視節(jié)目，跳過(guò)廣告，倒回節(jié)目開(kāi)始，記住你的觀看習(xí)慣，甚至你都不用設(shè)置。” 而挑剔的大眾回答，“我們不相信你，我們不需要這個(gè)東西，我們也不喜歡它，你在唬人?！?市場(chǎng)反應(yīng)如此糟糕！要是他們像下面這樣說(shuō)會(huì)怎樣呢，“如果你是那種喜歡全面掌控生活每個(gè)方面的人，伙計(jì)，我們這兒為你量身打造一款產(chǎn)品，它可以暫停直播電視節(jié)目，跳過(guò)廣告，倒回節(jié)目開(kāi)始，記住你的觀看習(xí)慣，等等等等?！?人們不因你所做的而買(mǎi)單，他們因你所做的理由而買(mǎi)單，你的行動(dòng)就證明了你的信念。Now let me give you a successful example of the law of diff