TED英語演講：創(chuàng)業(yè)公司如何才能成功
Bill Gross,他是“安靜的巨鯊”。在20年內(nèi)，他把一個小創(chuàng)業(yè)公司打造成由100多個公司組成的商業(yè)帝國。這位商業(yè)巨佬親自傳授他的創(chuàng)業(yè)方法。下面是小編為大家收集關(guān)于TED英語演講：創(chuàng)業(yè)公司如何才能成功，歡迎借鑒參考。
創(chuàng)業(yè)公司如何才能成功
演講者：Bill Gross
I'm really excited to share with you some findings that really surprise me about what makes companies succeed the most, what factors actually matter the most for startup success.I believe that the startup organization is one of the greatest forms to make the world a better place.
非常高興，能夠與你們分享 一些使我感到十分驚訝的發(fā)現(xiàn)。 這些發(fā)現(xiàn)是關(guān)于什么最能使公司成功以及對于創(chuàng)業(yè)公司，什么因素最要緊。 我相信，創(chuàng)業(yè)組織是使世界成為更好的地方的最偉大的形式之一。
If you take a group of people with the right equity incentives and organize them in a startup, you can unlock human potential in a way never before possible. You get them to achieve unbelievable things.But if the startup organization is so great, why do so many fail? That's what I wanted to find out.
如果你能用合適的股權(quán)激勵來召集一幫人 并且把他們組織起來創(chuàng)業(yè)的話 你就能以前所未有的方式釋放了人類潛能。 并引領(lǐng)他們?nèi)ネ瓿刹豢芍眯诺氖虑椤?但是，如果創(chuàng)業(yè)組織那么偉大，為什么還會有很多失敗呢? 這就是我想要探究的問題。
I wanted to find out what actually matters most for startup success.And I wanted to try to be systematic about it, avoid some of my instincts and maybe misperceptions I have from so many companies I've seen over the years.I wanted to know this because I've been starting businesses since I was 12 years old when I sold candy at the bus stop in junior high school。
我想要了解，對創(chuàng)業(yè)公司的成功來說， 到底什么最為重要。 我也想要對此問題系統(tǒng)化的分析，避免一些因為我這些年看到許多公司 而得來的直覺上的誤解。 我想要知道這個，因為，我從12歲上初中，在汽車站售賣糖果時， 便開始我自己的商業(yè)活動。
to high school, when I made solar energy devices, to college, when I made loudspeakers. And when I graduated from college, I started software companies. And 20 years ago, I started Idealab, and in the last 20 years, we started more than 100 companies, many successes, and many big failures. We learned a lot from those failures.So I tried to look across what factors accounted the most for company success and failure.
在高中時，我做太陽能設(shè)備的生意， 在大學時，我做擴音器生意。 當我從大學畢業(yè)的時候，我成立了一家軟件公司。 20年前，我成立了創(chuàng)意實驗室， 在過去的20年里，我們成立超過100家公司。 其中，很多成功了，也有很多失敗了。 我們從那些失敗中學到了很多。 所以，我嘗試去探索是什么因素導致公司的成敗。
So I looked at these five. First, the idea. I used to think that the idea was everything. I named my company Idealab for how much I worship the "aha!" moment when you first come up with the idea. But then over time, I came to think that maybe the team, the execution, adaptability, that mattered even more than the idea.
所以我關(guān)注在這5點。 第一，創(chuàng)意。 我過去認為，創(chuàng)意就是全部。 我將我的公司命名為創(chuàng)意實驗室， 是因為，我十分推崇，當你首次想到某個想法的時候，“aha”(啊哈)開竅的時刻。 但是，隨著時間的推移， 我認為或許團隊、執(zhí)行力或者是適應力， 比創(chuàng)意更要緊。
I never thought I'd be quoting boxer Mike Tyson on the TED stage, but he once said, "Everybody has a plan, until they get punched in the face." (Laughter) And I think that's so true about business as well. So much about a team's execution is its ability to adapt to getting punched in the face by the customer. The customer is the true reality. And that's why I came to think that the team maybe was the most important thing.
我從沒想過，我會在TED的舞臺上，引用拳王泰森的話，但是，他曾經(jīng)說過， “每個人都有計劃，直到被人打臉為止。”(笑聲) 我認為，對于生意也是這樣的。 對于一個團隊的執(zhí)行力為說，最要緊的， 是它使自己能適應被客戶打臉的能力。 客戶就是真理。 這就是為什么我認為 團隊是最重要的事情。
Then I started looking at the business model. Does the company have a very clear path generating customer revenues? That started rising to the top in my thinking about maybe what mattered most for success.Then I looked at the funding. Sometimes companies received intense amounts of funding. Maybe that's the most important thing?
然后，我開始關(guān)注商業(yè)模式，就是這個公司是否有一條清晰的能產(chǎn)生客戶收益的路線圖嗎? 商業(yè)模式開始成為我對什么對成功最重要 這一思考的重點。 然后，我關(guān)注了資金。有時候一些公司會去吸納大量的資金， 也許這是最重要的事情?
And then of course, the timing. Is the idea way too early and the world's not ready for it? Is it early, as in, you're in advance and you have to educate the world? Is it just right? Or is it too late, and there's already too many competitors? So I tried to look very carefully at these five factors across many companies. And I looked across all 100 Idealab companies, and 100 non-Idealab companies to try and come up with something scientific about it.
當然還有時機，這個想法是不是太早了，我們還沒有做好迎接它的準備? 它是不是太超前了以至于你不得不來教導世界? 它恰在時機嗎? 或者它是不是太晚，已經(jīng)有太多的公司競爭? 所以我努力去認真考察這五個因素在公司中的影響。 我考察了100家創(chuàng)意實驗室下的公司， 還有100家非創(chuàng)意實驗室下的公司， 試圖提出一些科學的東西。
So first, on these Idealab companies, the top five companies -- Citysearch, CarsDirect, GoTo, NetZero, Tickets.com -- those all became billion-dollar successes. And the five companies on the bottom -- Z.com, Insider Pages, MyLife, Desktop Factory, Peoplelink -- we all had high hopes for, but didn't succeed.So I tried to rank across all of those attributes how I felt those companies scored on each of those dimensions. And then for non-Idealab companies, I looked at wild successes, like Airbnb and Instagram and Uber and Youtube and LinkedIn.
首先，在這些創(chuàng)意實驗公司里，排在前面的五家公司 Citysearch ,CarsDirct, GoTo, NetZero, Tickets.com 最后都成為了十億美元以上的成功公司 而下面的五家公司 Z.com, Insider Pages, MyLife,Desktop Factory, Peoplelink 我們曾寄以重望，但沒有成功。 所以我試圖就這些公司在每個因素中的得分，給它們排序。 然后對于非創(chuàng)意實驗公司，我關(guān)注極度的成功者， 像Airbnb，Instagram, Uber ,YouTube ,Linkedln
And some failures: Webvan, Kozmo, Pets.com Flooz and Friendster. The bottom companies had intense funding, they even had business models in some cases, but they didn't succeed. I tried to look at what factors actually accounted the most for success and failure across all of these companies, and the results really surprised me.The number one thing was timing.
還有一些失敗的案例，Webvan,Kozmo,Pets.com Flooz 和 Friendster 墊底的公司都有雄厚的資金 一些案例甚至有商業(yè)模式在里面 但是，他們并沒有成功。 我嘗試考察在這些成功和失敗的案例中 到底什么因素真的最重要 結(jié)果讓我大吃一驚 最重要的是時機，
Timing accounted for 42 percent of the difference between success and failure. Team and execution came in second, and the idea, the differentiability of the idea, the uniqueness of the idea, that actually came in third.Now, this isn't absolutely definitive, it's not to say that the idea isn't important, but it very much surprised me that the idea wasn't the most important thing. Sometimes it mattered more when it was actually timed.The last two, business model and funding, made sense to me actually.
在解釋成功和失敗的差異中時機占42% 團隊和執(zhí)行力排在次位 然后是創(chuàng)意 創(chuàng)意的差異，或者說創(chuàng)意的獨特性 實際上排在第三位 它不是決定性的不是說創(chuàng)意不重要 但創(chuàng)意不是最重要的，這還是讓我驚訝 有時候更重要的是它是否恰對時機 最末尾的兩項，商業(yè)模式和資金，實際上對我意義深遠
I think business model makes sense to be that low because you can start out without a business model and add one later if your customers are demanding what you're creating. And funding, I think as well, if you're underfunded at first but you're gaining traction, especially in today's age, it's very, very easy to get intense funding.
我認為商業(yè)模式 之所以不那么重要 是因為沒有商業(yè)模式，你也可以創(chuàng)業(yè) 要是你的客戶正需要你的創(chuàng)新時，更是如此 至于資金，我認為也一樣 如果你一開始資金不足然而卻可以不斷發(fā)展 實際上今天的時代 要想得到大量的資金真的非常非常的容易 那現(xiàn)在讓我針對每個方面舉一些具體的事例
So now let me give you some specific examples about each of these. So take a wild success like Airbnb that everybody knows about. Well, that company was famously passed on by many smart investors because people thought, "No one's going to rent out a space in their home to a stranger." Of course, people proved that wrong. But one of the reasons it succeeded, aside from a good business model, a good idea, great execution, is the timing.That company came out right during the height of the recession when people really needed extra money, and that maybe helped people overcome their objection to renting out their own home to a stranger.Same thing with Uber.
就以家耳熟能詳?shù)腁irbnb為例吧 這家公司一開始曾被很多投資者pass掉了 因為大家覺得 “沒人會騰出家里的一塊地方出租給陌生人” 當然，后來證明大家是錯的 但是它成功的一個原因 除了好的商業(yè)模式，好創(chuàng)意，強大的執(zhí)行力之外 就是時機 就在經(jīng)濟危機的最高潮時，該公司出現(xiàn)了.這時人們真的很需要掙點外快 這或許幫助人們克服了要把自己的 房間出租給一個陌生人的障礙 對于Uber，情況相同
Uber came out, incredible company, incredible business model, great execution, too. But the timing was so perfect for their need to get drivers into the system. Drivers were looking for extra money; it was very, very important.Some of our early successes, Citysearch, came out when people needed web pages. GoTo.com, which we announced actually at TED in 1998, was when companies were looking for cost-effective ways to get traffic.
Uber的誕生 難以置信的公司，難以置信的商業(yè)模式 也有強大的執(zhí)行力 但當它們需要拉司機進入到這個體系時 時機恰好是那么完美 司機們正需要掙外快，這點至關(guān)重要 我們早期的一些成功范例，像Citysearch城市搜索，就在大家需要網(wǎng)頁的時候誕生了GoTo.com，這個我們早在1998年就在Ted上說過 是在公司尋找劃算的獲得流量的方法時誕生的
We thought the idea was so great, but actually, the timing was probably maybe more important. And then some of our failures. We started a company called Z.com, it was an online entertainment company. We were so excited about it -- we raised enough money, we had a great business model, we even signed incredibly great Hollywood talent to join the company. But broadband penetration was too low in 1999-2000. It was too hard to watch video content online, you had to put codecs in your browser and do all this stuff, and the company eventually went out of business in 2003.
我們曾經(jīng)認為創(chuàng)意是那么重要 然而實際上，時機或許更重要些 然后是一些失敗的例子 我們曾創(chuàng)立過一個叫Z.com的線上娛樂公司 我們對此滿懷期待 我們籌集了大量的資金，我們有一個很棒的商業(yè)模式 甚至我們還將偉大的好萊塢天才們簽進公司 但1999到2000年的寬帶普及程度實在太低 要想在網(wǎng)上看視頻太困難了 你不得不向瀏覽器加入多媒體數(shù)字信號編解碼器，要加入所有編解碼器， 最后這家公司最終在2003年退出了市場
Just two years later, when the codec problem was solved by Adobe Flash and when broadband penetration crossed 50 percent in America, YouTube was perfectly timed. Great idea, but unbelievable timing. In fact, YouTube didn't even have a business model when it first started. It wasn't even certain that that would work out. But that was beautifully, beautifully timed.
僅僅在兩年之后,當Adobe flash 解決了編解碼問題 并且全美的寬帶普及度達到50%后 YouTube正中時機 好的創(chuàng)意，不可思議的時機 事實上，YouTube 一開始都沒有一個商業(yè)模式 也不確定它是否會成功 但它是如此漂亮地正中時機 所以總結(jié)來說，我要說的就是執(zhí)行力真的很重要 創(chuàng)意很重要
So what I would say, in summary, is execution definitely matters a lot. The idea matters a lot. But timing might matter even more. And the best way to really assess timing is to really look at whether consumers are really ready for what you have to offer them. And to be really, really honest about it, not be in denial about any results that you see, because if you have something you love, you want to push it forward, but you have to be very, very honest about that factor on timing.
是，時機更重要 而真正要去評估時機的最佳方法 就是真的去考察消費者是否真的做好準備 為你所提供的服務做好準備 對此，一定要實事求是 不要否認你所看到的任何結(jié)果 因為如果你有喜愛的東西，你會想推動它 但你不得不對時機這個因素非常非常的誠實
As I said earlier, I think startups can change the world and make the world a better place. I hope some of these insights can maybe help you have a slightly higher success ratio, and thus make something great come to the world that wouldn't have happened otherwise.Thank you very much, you've been a great audience.
正如我之前所說,我認為創(chuàng)業(yè)公司可以改變世界，讓世界更加美好 我希望這些見解 可以幫助你們提高一點點成功的幾率 這樣就可以給世界帶來一點 本不會發(fā)生的好的改變 十分感謝，你已經(jīng)是一名偉大的聽眾。
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