对苹果员工的演讲

原文标题: Speech to Apple Employees

背景: 1997年9月23日，史蒂夫向一小群苹果员工介绍了"Think Different"广告活动。该广告后来赢得了艾美奖最佳商业广告。

主题: "我们相信有激情的人可以让世界变得更好"

核心概念

  1. Think Different (Think Different) - 不同凡想
  2. 回归基础 (Back to basics) - 回归伟大产品、营销和分销的基础
  3. 简化产品线 (Simplify product line) - 砍掉70%的产品路线图
  4. 营销即价值观 (Marketing is values) - 营销是关于价值观
  5. 耐克榜样 (Nike example) - 耐克卖商品但让你感觉不同
  6. 奶牛广告 (Got Milk?) - 从"牛奶对你有益"到"Got Milk?"
  7. 品牌投资 (Brand investment) - 即使伟大品牌也需要投资和关爱
  8. 核心不变 (Core values unchanged) - 价值观和核心价值观不应该改变
  9. 疯狂之人 (The crazy ones) - 致敬改变世界的人
  10. 改变世界的激情 (Passion changes world) - 有激情的人可以改变世界

内容

中文翻译

你好。早上好。我们昨晚忙到三点才完成这个广告，我想一会儿给你们看看——看看你们觉得怎么样。

我回来大约八到十周了，我们一直在非常努力工作。我们试图做的不是高falutin的东西。我们试图回归基础。我们试图回归伟大产品、伟大营销和伟大分销的基础。我认为苹果有伟大的闪光点，但在某些方面已经偏离了真正做好基础。

我们从产品线开始。我们看了几年的产品路线图，我们说，"很多这些没有意义，东西太多了，没有足够的专注。"我们实际上砍掉了产品路线图上的70%的东西。几周后我甚至搞不清该死的产品线。我一直在说，"这个型号是什么？这怎么搭配？"

我开始和客户交谈，他们也搞不清。

你会看到产品线变得简单得多，你会看到产品线变得好得多。有一些即将推出的新东西非常令人兴奋。此外，我们能够更多地专注于30%的宝石，并加入一些将带我们走向全新方向的新东西。所以我们对产品非常兴奋。我认为我们真的在以不同的方式思考我们必须建造的产品种类。工程团队非常兴奋。我是说，我和那些刚刚被取消项目的人开会出来，他们兴奋得离地三尺，因为他们终于明白了我们要去哪里，他们对战略真的很兴奋。

同样，我们，我认为，没有保持……我们没有跟上分销方面的创新。我给你举个例子。我确信今天早上讨论过这个，但我们在制造供应商管道中有两到三个月的库存，在分销渠道管道中也有大约相等的数量。我们必须提前四五、六个月猜测客户想要什么。

我们没有那么聪明。我不认为爱因斯坦有那么聪明。所以我们要做的是变得非常简单，开始从这些管道中去除库存，这样我们可以让客户告诉我们他们想要什么，我们可以超级快速地回应。你会看到我们做很多这样的事情。今天只是我们即将和你们做的许多事情中的第一个。

我们将不仅赶上，我认为，分销领域最优秀的人，而且我们将在未来几个月内真正创新并开辟一些新天地。我对分销制造方面也相当兴奋。

这让我们谈到营销方面。

对我来说，营销是关于价值观。这是一个非常复杂的世界。这是一个非常嘈杂的世界，我们不会有机会让人们记住很多关于我们的事情。没有公司会。

所以我们必须非常清楚我们想让他们知道关于我们什么。现在，幸运的是，苹果是全世界最好的半打品牌之一——与耐克、迪士尼、可口可乐、索尼并列。它是伟大中的伟大，不仅在这个国家，而且在全世界。

但即使一个伟大品牌也需要投资和关爱如果它要保留其相关性和活力。而苹果品牌显然在过去几年在这方面被忽视了。我们需要把它带回来。做到这一点的办法不是谈论速度和参数。不是谈论MIPS和兆赫。不是谈论为什么我们比Windows更好。乳品行业花了二十年试图说服你牛奶对你有益。这是谎言，但他们还是试了。销售是这样的[手模仿一条线向下向右]。然后他们试了"Got Milk?"销售开始变成这样[手向上向右]。"Got Milk?"甚至不谈论产品！事实上，焦点是在产品的缺失上。

但最好的例子，也是宇宙见过的最伟大的营销工作之一，是耐克。记住：耐克卖商品！他们卖鞋！然而当你想到耐克，你感觉与一家鞋公司不同。在他们的广告中，如你所知，他们从不谈论产品。他们从不说他们的气垫，为什么它们比锐步的气垫更好。耐克在广告中做什么？他们致敬伟大的运动员，他们致敬伟大的运动。那是他们是谁。那是他们的本质。

苹果花了一大笔钱在广告上。你永远不会知道。你永远不会知道。

所以当我来这里时，苹果刚刚解雇了他们的代理商，有一个与二十三代理商的竞争，你知道，四年后，我们会选一个。我们 blew that up，我们雇了Chiat/Day，几年前我有幸与之合作的广告公司。我们创造了一些获奖作品，包括被广告专业人士投票为有史以来最佳广告的"1984"商业广告。

我们大约八周前开始工作。我们问的问题是，"我们的客户想知道：苹果是谁，我们代表什么？我们在这个世界的位置在哪里？"

我们所做的不是为人们制造盒子来完成他们的工作，虽然我们在这方面做得很好。在某些情况下，我们比几乎任何人都做得更好。

但苹果是关于比那更多的东西。苹果，在核心——它的核心价值——是我们相信有激情的人可以让世界变得更好。那是我们相信的。

而且我们有机会与那样的人合作。我们有机会与你们这样的人、软件开发者、客户合作，他们做到了——以一些大的和一些小的方式。

而且我们相信在这个世界上，人们可以改变它让它变得更好。那些疯狂到认为他们可以改变世界的人，实际上是那些做到的人。

所以，我们要做的是，在我们几年来的第一个品牌营销活动中，回归那个核心价值。很多事情已经改变。市场与十年前完全不同。苹果也完全不同，苹果在其中的位置也完全不同。相信我：产品、分销战略和制造都完全不同——我们理解这一点。但价值观和核心价值观：那些东西不应该改变。苹果在核心相信的东西与苹果今天真正代表的东西相同。所以我们想找到一种方式来传达这一点。我们有的是我非常感动的东西。它致敬那些改变世界的人。他们中的一些人还活着。他们中的一些人不在了。但那些不在的，如你将看到的，你知道如果他们用过电脑，那会是Mac。

活动的主题是"Think Different"。它致敬那些不同凡想并推动这个世界向前的人。这是我们的本质。它触动这家公司的灵魂。

所以我要继续播放它，我希望你对它的感觉和我的一样。

[史蒂夫播放视频]

"献给疯狂之人。不合群者。叛逆者。麻烦制造者。方孔中的圆钉。那些以不同方式看待事物的人。他们不 fond of rules。他们不尊重现状。你可以引用他们，不同意他们，颂扬或诋毁他们。关于他们你唯一不能做的是忽视他们。因为他们改变事物。他们推动人类向前。虽然有些人可能将他们视为疯狂之人，我们看到天才。因为那些疯狂到认为他们可以改变世界的人，是那些做到的人。"

英文原文

Speech to Apple Employees, Make Something Wonderful

Speech to Apple Employees

"We believe that people with passion can change the world for the better."

Steve introduced the "Think Different" advertising campaign to a small group of Apple employees on September 23, 1997. The ad would go on to win an Emmy Award for Outstanding Commercial.

Howdy. Good morning. We were up till three o'clock last night finishing this advertising, and I want to show it to you in a minute—see what you think of it.

I've been back about eight to ten weeks, and we've been working really hard. What we're trying to do is not something really highfalutin. We're trying to get back to the basics. We're trying to get back to the basics of great products, great marketing, and great distribution. I think that Apple has pockets of greatness but in some ways has drifted away from doing the basics really well.

We started with the product line. We looked at the product road map, going out for a few years, and we said, "A lot of this doesn't make sense, and it's way too much stuff, and there's not enough focus." We actually got rid of 70 percent of the stuff on the product road map. I couldn't even figure out the damn product line after a few weeks. I kept saying, "What is this model? How does this fit?"

I started talking to customers, and they couldn't figure it out either.

You're going to see the product line get much simpler, and you're going to see the product line get much better. There's some new stuff coming out that's incredibly nice. In addition, we've been able to focus a lot more on the 30 percent of the gems and add some new stuff in that is going to take us in some whole new directions. So we are incredibly excited about the products. I think we're really thinking differently about the kinds of products we have to build. The engineering team is incredibly excited. I mean, I came out of the meeting with people that had just gotten their projects canceled, and they were three feet off the ground with excitement 'cause they finally understood where in the heck we were going, and they were really excited about the strategy.

In the same way we, I think, have not been as… we have not kept up with innovations in our distribution. I'll give you an example. I'm sure it was talked about this morning, but we've got anywhere from two to three months of inventory in our manufacturing supplier pipeline, and about an equal amount in our distribution channel pipeline. We're having to make guesses four or five, six months in advance about what the customer wants.

We're not smart enough to do that. I don't think Einstein's smart enough to do that. So what we're going to do is get really simple and start taking inventory out of those pipelines so we can let the customer tell us what they want, and we can respond to it super fast. You're going to see us be doing a lot of things like that. Today is just the first of many things we're going to be doing with you.

We're going to be not only, I think, catching up to where the best of the best are in distribution, but we're going to actually be innovating and be breaking some new ground, I think, in the coming several months. I'm pretty excited about that as well, in the distribution manufacturing side of things.

That gets us to the marketing side of things.

To me, marketing is about values. This is a very complicated world. It's a very noisy world, and we're not gonna get a chance to get people to remember much about us. No company is.

And so we have to be really clear on what we want them to know about us. Now, Apple, fortunately, is one of the half-a-dozen best brands in the whole world—right up there with Nike, Disney, Coke, Sony. It is one of the greats of the greats, not just in this country but all around the globe.

But even a great brand needs investment and caring if it's going to retain its relevance and vitality. And the Apple brand has clearly suffered from neglect in this area in the last few years. And we need to bring it back. The way to do that is not to talk about speeds and feeds. It's not to talk about MIPS and megahertz. It's not to talk about why we are better than Windows. The dairy industry tried for twenty years to convince you that milk was good for you. It's a lie, but they tried anyway. And the sales were going like this [hand mimics a line running down and to the right]. And then they tried "Got Milk?" and the sales started going like this [hand goes up and to the right]. "Got Milk?" doesn't even talk about the product! As a matter of fact, the focus is on absence of the product.

But the best example of all, and one of the greatest jobs of marketing that the universe has ever seen, is Nike. Remember: Nike sells a commodity! They sell shoes! And yet when you think of Nike, you feel something different than a shoe company. In their ads, as you know, they don't ever talk about the products. They don't ever tell you about their air soles, and why they are better than Reebok's air soles. What does Nike do in their advertising? They honor great athletes, and they honor great athletics. That's who they are. That's what they are about.

Apple spends a fortune on advertising. You'd never know it. You'd never know it.

So when I got here, Apple had just fired their agency, and there was a competition with twenty-three agencies, and, you know, four years from now, we would pick one. We blew that up, and we hired Chiat/Day, the ad agency I was fortunate enough to work with several years ago. We created some award-winning work, including the commercial voted the best ad ever made, "1984," by advertising专业人士.

We started working about eight weeks ago. The question we asked was, "Our customers want to know: Who is Apple, and what is it that we stand for? Where do we fit in this world?"

And what we're about isn't making boxes for people to get their jobs done, although we do that well. We do that better than almost anybody, in some cases.

But Apple is about something more than that. Apple, at the core—its core value—is that we believe that people with passion can change the world for the better. That's what we believe.

And we've had the opportunity to work with people like that. We've had the opportunity to work with people like you, with software开发者, with customers, who have done it—in some big and some small ways.

And we believe that in this world, people can change it for the better. And that those people that are crazy enough to think that they can change the world are the ones that actually do.

And so, what we're going to do, in our first brand-marketing campaign in several years, is to get back to that core value. A lot of things have changed. The market is a totally different place than it was a decade ago. And Apple's totally different, and Apple's place in it is totally different. And believe me: the products, and the distribution strategy, and manufacturing are totally different—and we understand that. But values and core values: those things shouldn't change. The things that Apple believed in at its core are the same things that Apple really stands for today. And so we wanted to find a way to communicate this. And what we have is something that I am very moved by. It honors those people who have changed the world. Some of them are living. Some of them are not. But the ones that aren't, as you'll see, you know that if they ever used a computer, it would have been a Mac.

And the theme of the campaign is "Think Different." It's honoring the people who think different and who move this world forward. It is what we are about. It touches the soul of this company.

So I'm going to go ahead and roll it, and I hope that you feel the same way about it that I do.

[Steve runs the video.]

"Here's to the crazy ones. The misfits. The rebels. The troublemakers. The round pegs in the square holes. The ones who see things differently. They're not fond of rules. And they have no respect for the status quo. You can quote them, disagree with them, glorify or vilify them. About the only thing you can't do is ignore them. Because they change things. They push the human race forward. And while some may see them as the crazy ones, we see genius. Because the people who are crazy enough to think they can change the world are the ones who do."

思考与洞察

引用此页面的内容
目录
营销即价值观
耐克榜样
简化产品线
疯狂之人
核心不变
改变世界的激情
奶牛广告
回归基础
品牌投资
创新
Think Different