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英文原稿
對應(yīng)翻譯，括號內(nèi)容為根據(jù)語義增加的解釋，以易于理解
筆記和個人理解
Welcometo CS183B. I amSam Altman[1], I'm thePresident ofY Combinator[2]. Nineyears ago, I was a Stanford student, and then I dropped out tostart a company[3]and then I've been an investor for the last few. So YC, we've been teachingpeople how to start startups for nine years. Most of it's pretty specific tothe startups but thirty percent of it is pretty generally applicable. And so wethink we can teach that thirty percent in this class. And even though that'sonly thirty percent of the way there, hopefully it will still be reallyhelpful.
歡迎大家來學(xué)習(xí)CS183B這門課，我是山姆·奧特曼，YC孵化器的總裁。九年前我還是斯坦福大學(xué)的一名學(xué)生，當(dāng)時輟學(xué)去創(chuàng)建了一家公司，再后來我成為了一名投資人。在YC，我們已經(jīng)教人們?nèi)绾蝿?chuàng)業(yè)九年了。大部分內(nèi)容是針對特定初創(chuàng)公司的，但其中有30%是普遍適用的（各類創(chuàng)業(yè)公司起步的共性）。因此我們想我們可以在這個大學(xué)課堂上教那30%的通用內(nèi)容。即便只有30%的（內(nèi)部YC創(chuàng)業(yè)教學(xué)）內(nèi)容，希望它仍然會很有幫助（助力大家創(chuàng)業(yè)成功）。
[1]關(guān)于 Sam Altman 的介紹，可以看看張瀟雨?翻譯的Sam Altman: YC、硅谷與人類未來的天選之子？ - 知乎
[2]YC（本來是一個數(shù)學(xué)函數(shù)的名字）成立于2005年3月，是一家以投資種子階段初創(chuàng)公司為業(yè)務(wù)的創(chuàng)投公司。已成功孵化出一系列的超十億美金的獨角獸公司，如Airbnb、Dropbox、Reddit、Docker.詳細可以參考YC投資公司列表
[3]Sam于2005年創(chuàng)立了Loopt公司。主要為智能手機提供基于移動位置的服務(wù)。 2012年，Loopt被Green Dot Corporation（一家在美國發(fā)行預(yù)付Visa和Mastercard的公司）以4,340萬美元現(xiàn)金收購。
We'vetaught a lot of this class at YC and it's all been off the record. And this isthe first time a lot of what we teach is going to be on the record. We'veinvited some of our guest speakers to come and give the same talks they give atYC. We've now funded 725 companies and so we're pretty sure a lot of thisadvice we give is pretty good. We can't fund every startup yet, but we canhopefully make this advice very generally available.
在YC孵化器內(nèi)部，我們已經(jīng)教過很多創(chuàng)業(yè)課程，但都沒有被記錄下來。這是第一次我們傳授的很多內(nèi)容即將被記錄下來（課程有錄像）。我們邀請到了很多業(yè)內(nèi)專家（在YC有成功創(chuàng)業(yè)經(jīng)驗的創(chuàng)業(yè)公司領(lǐng)袖）給大家講課，這些內(nèi)容跟在YC內(nèi)部講的是一樣的。目前為止我們已經(jīng)投資了725家創(chuàng)業(yè)公司，因此我們很確信我們給出的（創(chuàng)業(yè)相關(guān)的）建議會很棒。我們還不能為每家創(chuàng)業(yè)公司提供資金，但我們希望這些建議對創(chuàng)業(yè)公司具有普適性。
I'monly teaching three. Counting YC itself, every guest speaker has been involvedin the creation of a billion plus dollar company. So the advice shouldn't bethat theoretical, it's all been people who have done it.
我（Sam）只講授其中的三節(jié)課。算上YC公司自己，每一個講授嘉賓均參與價值10億+美金公司的創(chuàng)立。因此課程中的建議不是紙上談兵的理論，而是成功創(chuàng)業(yè)者實踐過的。
Allof the advice in this class is geared towards people starting a business wherethe goal is hyper growth and eventually building a very large company.Much of it doesn't apply in other
cases and I want to warn people up front, that if you try to do these things in
a lot of big companies or non-startups, it won't work.It should stillbe interesting, I really think that startups are the way of the future and it'sworth trying to understand them, but startups are very different than normalcompanies. So over the course of today and Thursday, I'm going to try to givean overview of the four areas you need to excel at in order to maximize yoursuccess as a startup. And then throughout the course, the guest speakers aregoing to drill into all of these in more detail.
課程中的所有建議針對的是創(chuàng)業(yè)企業(yè)，這些企業(yè)的目標是實現(xiàn)超增長甚至建立一個非常龐大的公司。很多內(nèi)容在其他情況下（如大多數(shù)非創(chuàng)業(yè)公司）是不使用的，我想提醒人們的是，若果你在大公司或者非創(chuàng)業(yè)公司這么做（按照課程中給的建議去做）可能不會奏效。它（創(chuàng)業(yè)）仍然應(yīng)該有趣，我真的認為創(chuàng)業(yè)是未來（工作、生活）的方式，值得嘗試去理解他們（創(chuàng)業(yè)者），但是創(chuàng)業(yè)公司很普通公司是有很大區(qū)別的。因此通過今天和周三的課程，我將試著給出創(chuàng)業(yè)成功關(guān)鍵的全貌，主要是四個要素（點子、產(chǎn)品、團隊、執(zhí)行），做好這四個要素，可以使你能最大化的創(chuàng)業(yè)成功。接下來的整個課程，講授嘉賓將更詳細的探討細節(jié)（四要素）
筆記：大公司有固定的流程，你只要follow流程，把自己的模塊做好即可，哪怕是不停的擰螺絲。不大可能給你很多試錯的空間，特別是在體制內(nèi)工作或者相對成熟的公司工作，會涉及很多人事、職場權(quán)謀等問題。課程的內(nèi)容不能照搬，但可以在某個任務(wù)上參考。最大的參考就是我們通過本課程學(xué)習(xí)的是如何創(chuàng)業(yè)，本質(zhì)是觀察成功的人是怎么想，怎么做的，然后我們依據(jù)這些思維框架的路徑去干自己的事業(yè)。在大公司你也可以研究那些已經(jīng)升官發(fā)財或者你羨慕的人，觀察他們怎么做的，然后你去模仿，也有機會獲得你想要的。總之成功絕對不是復(fù)制、黏貼那么簡單。
Ideas,Products, Teams and Execution?Part I
點子，產(chǎn)品，團隊，執(zhí)行 （該主題共兩部分，這里是第一部分）
Sothe four areas: You need agreat
idea, a great product, a great team, and great execution. These overlapsomewhat, but I'm going to have to talk about them somewhat individually tomake it make sense.
四要素：你需要一個很棒的點子、一個很贊的產(chǎn)品、一個好的團隊、以及強大的執(zhí)行力。這四個要素的內(nèi)容會有部分重疊，但我將單獨來講以便于理解
什么樣的點子才能算很棒呢？ 該如何開始呢？回想作為一個上班族的自己，曾經(jīng)有一千次想辭職，但卻不知道自己能干啥？經(jīng)常去泡36kr看別人在干啥，但經(jīng)常是自己想想后發(fā)現(xiàn)那些項目我干不了啊，或者去天貓上看看別人都在賣什么，但苦于沒有經(jīng)驗，知識扒拉下別人的銷量，然后簡單算一下銷售額而已，若真讓自己操盤，有很多地方打怵
對應(yīng)的底層邏輯是，想創(chuàng)業(yè)（其實是對現(xiàn)有工作和收入的不滿）或者直接是想通過干別的，不受約束的工作掙快錢。但去做什么呢？ 一時不知道自己能干啥，看千行百業(yè)，都只是看到各個廠家跟自己的交互界面，對后臺的運作不熟悉，需要學(xué)習(xí)什么？投入資金是多少？等等往往沒有清晰的計劃?？傊疀]有行動，日復(fù)一日年復(fù)一年只剩年齡的增長和對創(chuàng)業(yè)的空想
特別是買了房有了娃，要供房供娃，就只能求穩(wěn)了，尤其是對中年男人來說，上有老下有小，創(chuàng)業(yè)慢慢的變成了心底的那一抹痛
如果有人帶就好了？如果有人教就好了？如果有個機會試錯就好了?可惜這些不能被投食，需要自己去找，如有幸早點碰到這門課，找個假期潛心研究下就好
Youmay still fail. The outcome is something like idea x product x execution x teamxluck, where luck is arandom number between zero and ten thousand. Literally that much. But if you doreally well in the four areas you can control, you have a good chance at atleast some amount of success.
你可能仍然會失?。词鼓阕龊昧怂囊兀?，結(jié)果=電子x產(chǎn)品x執(zhí)行力x團隊x運氣,其中運氣是一個隨機數(shù)字，從0~10,000（運氣的影響因子很大）。但是如果你真正在四要素上控制的好，你會有機會至少獲得一些成功。
運氣這事咋說呢，屬于一個不可控因素，如你鉚足了勁想在餐飲行業(yè)大展拳腳（2020），但今年遇到了新冠病毒流行…. 但仔細想想所謂的運氣壞就是糟糕的事情發(fā)生了。那該怎么辦了？在創(chuàng)業(yè)開始的時候就要想到一個X因素，給自己留條后路。如加入你不幸在疫情期間花大手筆投資了餐飲，自己虧不起的情況下一定要及時止損，低價轉(zhuǎn)出去等。你得有預(yù)案?？傊褪悄愕每紤]全面一些，這樣你抗風(fēng)險的能力才強
Oneof the exciting things about startups is that they are a surprisingly evenplaying field. Young and inexperienced, you can do this. Old and experienced,you can do this, too. And one of the things that I particularly like aboutstartups is that some of the things that are bad in other work situations,like being poor and unknown,are actually huge assets when it comes to starting a startup.
關(guān)于創(chuàng)業(yè)的一個令人激動的事情是，這是一片神奇的領(lǐng)域。沒有經(jīng)驗的年輕人可以創(chuàng)業(yè)，經(jīng)驗豐富的年長者也可以創(chuàng)業(yè)。我尤其喜歡創(chuàng)業(yè)里面的一些事情，如貧窮、無知，在通常情況下是不利因素，但在創(chuàng)業(yè)時卻是很寶貴的財富。
筆記：窮人為財富而努力奮斗，無知的人無畏敢闖敢干，初生牛犢不怕虎。在國內(nèi)有很多佐證，如很多大廠的程序員多出身農(nóng)村，愿意為了獲取高額的報酬而任勞任怨的加班奮斗。更有傳言某廠招聘時有三位候選人，他們的資質(zhì)學(xué)校背景都差不多均可勝任崗位，但最終被錄取的是出身農(nóng)村的那位，官方給的理由也很簡單，農(nóng)村出來的更愿意艱苦奮斗。這也是很多公司在招聘具體做事的員工時看中的一點，乃至?xí)芏嗍》莸娜舜蛏蠘撕灐？赡苁侨笔裁淳涂释裁窗?，人貧窮的時候更愿意為財富而奮斗，而創(chuàng)業(yè)就是一個快捷的途徑。如果一個過來人給你講創(chuàng)業(yè)可能會給你講很多你需要搞定工商、稅務(wù)、銷售、客戶支持等等，恨不得要你有三頭六臂，這會徒增你思想上的壓力，反而是知道的少一點才會勇敢的邁出第一步，想都是困難，做才有出路。當(dāng)然這里只是說的你啟動創(chuàng)業(yè)的一個契機，而非你一無所知的往火坑里跳。
Beforewe jump in on the how, I want to talk about why you should start a startup. I'msomewhat hesitant to be doing this class at all becauseyou should never start a startup just for the sake of
doing so. There aremuch
easier ways to become richand everyone who starts a startup alwayssays, always, that they couldn't have imagined how hard and painful it wasgoing to be. You should only start a startup if you feel compelled bya particular problemand thatyou think starting a company is the best way to solve it.
在我們講如何創(chuàng)業(yè)之前，我想談一下我們?yōu)楹我獎?chuàng)業(yè)。我對上這門課有些猶豫，因為你不應(yīng)該為了創(chuàng)業(yè)而創(chuàng)業(yè)（跟風(fēng)或者聽了我的課看到那么多創(chuàng)業(yè)者你也想創(chuàng)業(yè)了）。有很多比創(chuàng)業(yè)更容易的致富方法，并且每個創(chuàng)業(yè)者總是會說你想象不到創(chuàng)業(yè)過程會有多么艱難和痛苦。只有當(dāng)你被一個特定的問題所驅(qū)使，并且你認為創(chuàng)業(yè)是解決這個問題的最好方法時，你才應(yīng)該創(chuàng)業(yè)。
筆記：錢鐘書說過一句話，年輕人往往將創(chuàng)作沖動誤以為是創(chuàng)作才華。用在這里在合適不過了。有時候我們很多的是創(chuàng)業(yè)沖動，如果僅僅為了創(chuàng)業(yè)而創(chuàng)業(yè)，這無異于一個自大狂通過做某件事而向周圍人宣稱看我多牛，或者僅僅是為了體驗一把。靠沖動是不長久的，你必須找到可落地的點，就是你創(chuàng)業(yè)是為了解決什么問題，跟客戶帶來了什么價值，這才是你創(chuàng)業(yè)的基石，任何脫離這個根基的點都是有缺陷的，是不能長久的，乃至?xí)o自己帶來災(zāi)難，比如靠運氣賺來的錢，最終靠實力（瞎折騰）賠了。
筆記：如果你想多賺點錢，可以去做點小生意，如二道販子，在1688批發(fā)，然后在淘寶上賣。但小生意和創(chuàng)業(yè)是不同的，一個是短平快的快速交易獲取現(xiàn)金，一個是通過搞定系統(tǒng)帶來倍增的煉金術(shù)。前者像每天自己挑水，多勞多得，不勞沒有。后者像先建一座水塔，可以自動的產(chǎn)生流水。
比較：創(chuàng)業(yè)是未來解決特定的問題，這個是一切企業(yè)存在的根基，以客戶的實際需要為中心而存在?？蛻粲懈鞣N各樣的需求，甚至有些是低級趣味的需求，只要你抓住這個需求解決好即可
Thespecific passion should come first, and the startup second. In fact, all of theclasses we have at YC follow this. So for the second half of today's lecture,Dustin Moskovitz[4]is going to take over and talk about why to start a startup. We were sosurprised at the amount of attention this class got, that we wanted to makesure we spent a lot of time on the why.
首先要有一定的激情（這里應(yīng)該指的是通過解決問題獲取認可或報酬的爽感，而非頭腦一熱的創(chuàng)業(yè)沖動），其次才是創(chuàng)業(yè)。事實上，我們在YC的所有課程都遵循這個原則。在今天講座的后半部分，Dustin Moskovitz將會接手討論為什么要創(chuàng)業(yè)。我們對這門課受到的關(guān)注如此之多感到驚訝，所以我們想解釋原因，對于為什么創(chuàng)業(yè)我們花了很多時間思考。
[4]Dustin
Moskovitz，是Facebook共同創(chuàng)始人，世界上最年輕自主創(chuàng)業(yè)的億萬富翁。電影<社交網(wǎng)絡(luò)>講述了他們的創(chuàng)業(yè)過程，里面的人物以現(xiàn)實中的創(chuàng)始人為原型，最大程度還原了真實過程。有興趣的朋友可以看下。
筆記：為什么創(chuàng)業(yè)？大部分的答案是因為窮，沒錢。好吧，這是我們的第一沖動反應(yīng)，接下來就應(yīng)該思考為什么創(chuàng)業(yè)的真正原因了，畢竟天地不仁，以萬物為芻狗（天地看待萬物是一樣的，不對誰特別好，也不對誰特別壞，一切要遵循自然規(guī)律發(fā)展）。很多人是在一個領(lǐng)域內(nèi)積累了很深，有人脈、資源、客戶關(guān)系等，很容易復(fù)制自己之前工作的模式從而創(chuàng)業(yè)，更有一些是無心插柳柳成蔭的，一次偶然的機會給客戶解決了一個問題，后來很多客戶都來找自己，靠著初期的一些客戶，可以養(yǎng)活自己，看到了希望然后再創(chuàng)業(yè)做大做強。總之要遵循一定的客觀規(guī)律，而不是靠憐憫、可憐來創(chuàng)業(yè)，那是變相乞討。窮人有窮人的創(chuàng)業(yè)規(guī)律，如從小生意起步，一步步起來。富人也有富人的創(chuàng)業(yè)規(guī)律，只是相對窮人起步順利些而已。曾經(jīng)有很多自認為有才華的人，產(chǎn)品還沒有做出來，空有一些理想，靠PPT天天去找投資人投資，這個成功的概率不會很大
The first of the four areas:a great idea. It's become popular in recentyears to say that the idea doesn't matter. In fact, it's uncool to spend a lotof time thinking about the idea for a startup. You're just supposed to start,throw stuff at the wall, see what sticks, and not even spend any time thinkingabout if it will be valuable if it works. And pivots are supposed to be great,the more pivots the better. So this isn't totally wrong, things do evolve inways you can't totally predict. And there's a limit to how much you can figureout without actually getting a product in the hands of the users. And greatexecution is at least ten times as important and a hundred times harder than agreat idea.
四要素中的第一個：一個很棒的點子。近年來，有一種觀點開始流行起來，那就是‘點子’是無關(guān)緊要。實際上，花很多時間思考創(chuàng)業(yè)的想法是不值得的。你只需要開始，多嘗試一些產(chǎn)品，看什么有市場，至于產(chǎn)品有沒有價值，會不會成功，根本不需要考慮。只要有著手點就好，著手點越多越好（創(chuàng)業(yè)過程中的方向不斷調(diào)整）。對于這種說法，這并不是完全錯誤的，事物確實以你無法完全預(yù)測的方式進化。在沒有真正把產(chǎn)品交到用戶手中的情況下，開發(fā)者是很難全面了解自己產(chǎn)品的。偉大的執(zhí)行力比偉大的想法重要十倍，困難百倍。
筆記：什么點子才算是很棒呢? ，從哪里開始呢？
很多人創(chuàng)業(yè)碰到的問題是從哪里開始呢？我能做點啥? 這是人的本能，但你必須跳出這個框架。去思考我這邊的人碰到了哪些問題？我能解決哪些問題？從這些地方入手，而不是直接去思考我能做啥？需要思考的是別人需要我做啥
But the pendulum has swung way out of whack. A badidea is still bad and the pivot-happy world we're in today feels suboptimal.Great execution towards a terrible
idea will get you nowhere. There are exceptions, of course, but mostgreat companies start with a great idea, not a pivot.
但鐘擺已經(jīng)擺得不正常了。壞主意仍然是壞的，我們今天所處的核心快樂世界是感覺不出來的。偉大的執(zhí)行力用在糟糕的想法上會讓你一事無成。當(dāng)然，也有例外，但大多數(shù)偉大的公司都是從一個偉大的想法開始的，而不是一個著手點。
筆記:華為老板任正非先生提出了一個論點叫方向大致正確，我們一開始并不能清晰的知道我們要做什么，但至少要框定一個方向。比如在短視頻上創(chuàng)業(yè)，在高科技方向創(chuàng)業(yè)，這個方向是在你認知范圍內(nèi)有客戶的，有市場發(fā)展空間的，至少能養(yǎng)得活自己和創(chuàng)業(yè)團隊。
在錯誤的路上執(zhí)行，這在很多公司時常發(fā)生，但溝通是一件很棒的事情，所以經(jīng)常能很快回到正確的軌道上。開始會犯很多錯誤，但沒關(guān)系。我認為重要的是要明白，你必須經(jīng)歷如何執(zhí)行一個糟糕的想法，即使唯一的教訓(xùn)是執(zhí)行。關(guān)鍵是你如何知曉你的想法的缺陷所在，并了解下一步該把精力集中在哪里。在創(chuàng)業(yè)公司你需要有這種能力，因為你沒有太多可以損失的東西。
If you look at successful pivots, they almost alwaysare a pivot intosomething the
founders themselves wanted, not a random made up idea. Airbnb happenedbecause Brian Chesky couldn't pay his rent, but he had some extra space. Ingeneral though if you look at the track record of pivots, they don't become bigcompanies. I myself used to believe ideas didn't matter that much, but I'm verysure that's wrong now.
如果你了解下成功轉(zhuǎn)型公司，可以看到他們的點子幾乎都指向創(chuàng)業(yè)者自己想要的東西，而不是隨機編造的想法。愛彼迎的出現(xiàn)是因為創(chuàng)始人Brian Chesky付不起房租，但是他有多余的空間（然后他就萌生了做Airbnb的想法）。一般來說，如果你看看哪些頻繁轉(zhuǎn)型公司的業(yè)績記錄就會發(fā)現(xiàn)，他們不會成為大公司。我自己曾經(jīng)認為點子不是那么重要，但現(xiàn)在我十分確認我錯了（創(chuàng)業(yè)點子非常重要）
筆記：在創(chuàng)業(yè)的路上，需要根據(jù)自身的條件，先選定一個大的方向，然后逐漸使目標清晰化。而不是從一個領(lǐng)域轉(zhuǎn)到另一個領(lǐng)域，不停的人肉試錯。比如你之前是做跨境電商的，干了一段時間發(fā)現(xiàn)不行，發(fā)現(xiàn)無人機是個熱門領(lǐng)域然后就又去搞無人機去了，這個轉(zhuǎn)型比較大，成功的概率會比較小。你應(yīng)該在原來的大方向上進行微調(diào)并充分聚焦。對想法的認知是:為你自己或你認識的人解決一個問題或一個群體強烈的愿望。通常人們會問你覺得我的點子怎么樣？這樣的人要么對他們的客戶和點子能解決的問題不大了解，要么還沒有開發(fā)一些客戶來使用或購買他們的產(chǎn)品。一般成功的企業(yè)家不會問人們對他的點子怎么看，他會通過做，來給你展示一些數(shù)據(jù)，如哪些客戶在使用，收入是多少。
The definition of the idea, as we talk about it, isvery broad. It includes the size and the growth of the market, the growthstrategy for the company, the defensibility strategy, and so on. When you'reevaluating an idea, you need to think through all these things, not just theproduct. If it works out, you're going to be working on this for ten years soit's worth some real up front time to think through the up front value and thedefensibility of the business. Even thoughplansthemselves are worthless, the exercise ofplanning is really valuable and totally missing in most startups today.
點子的定義是什么，正如我們討論的，是很寬泛的。它包括市場的規(guī)模和增長速度，公司的增長策略、防御策略等等。當(dāng)你評估一個點子時，你需要通盤考慮，不僅僅是產(chǎn)品。如果點子湊效了，你將在這個方向上工作十多年，因此，提前花點時間思考一下，業(yè)務(wù)的價值和業(yè)務(wù)的可防御性是值得的。盡管計劃本身（如商業(yè)計劃書）毫無價值，但計劃的實踐卻是非常有價值的，但在今天的初創(chuàng)公司中幾乎完全沒有。
筆記：曾經(jīng)很多創(chuàng)業(yè)公司寫出很炫酷的商業(yè)計劃書，但圈到錢之后，卻未能按既定的計劃執(zhí)行下去。導(dǎo)致很多人認為計劃書是沒用的，因此很多時候也就變成了一堆廢紙。我認為大部分人把商業(yè)計劃書玩壞了，網(wǎng)上有很多人生成可以代寫，或者給出了很多模板，這樣做出來的計劃書完全不是創(chuàng)業(yè)者真實的思考和實踐總結(jié)，完全是浪費時間在一堆廢紙上。真正的商業(yè)計劃書是初期實踐的總結(jié)，內(nèi)容應(yīng)該真實，跟你自己的現(xiàn)狀及未來規(guī)劃能夠?qū)?yīng)的上，多用數(shù)據(jù)，少用估計、引用、虛詞。是你頭腦中藍圖的圖文映射。
Long-term thinking is so rare
anywhere, but especially in startups. There is a huge advantage if you do it.
Remember that the idea will expand and become more ambitious as you go. You
certainly don't need to have everything figured out in your path to world
domination, but you really want a nice kernel to start with. You want something
that can develop in interesting ways. As you're thinkingthrough ideas, another thing we see that founders get wrong all the time isthat someday you need to build a businessthat is difficult to replicate. This is an importantpart of a good idea.
長遠的思考在任何地方都很少見，尤其是在創(chuàng)業(yè)公司。如果你做長遠規(guī)劃的話，你將獲得巨大的優(yōu)勢。記住，想法會隨著你的行動而擴展，你會變得更有野心。你當(dāng)然不需要在創(chuàng)業(yè)的道路上弄清楚所有的事情，但是你真的需要從一個好的內(nèi)核（點子）開始。你需要一些能以有趣的方式把它發(fā)展起來。當(dāng)思考想法的時候，我們看到創(chuàng)始人經(jīng)常忽略的是，你必須要意識到，有一天你需要建立一個難以復(fù)制的企業(yè)，這是你偉大創(chuàng)業(yè)的重要一部分。
筆記：長期思考的一個例子，九幾年的時候，國內(nèi)有兩萬多家電信相關(guān)的公司，只有華為等少數(shù)公司在運營商這一個領(lǐng)域的長期投入，幾萬人對準一個城墻口經(jīng)年累月的進攻，最終成就霸業(yè)。而其他公司多數(shù)因為規(guī)劃不夠長遠，沒有長期堅定的投入，淪為了匆匆過客，迅速消亡在商海中。創(chuàng)業(yè)者需要成為一個長期主義者。
難以復(fù)制：看看谷歌地圖和競爭對手蘋果地圖?；蛘吖雀杷阉骱透偁帉κ直貞?yīng)搜索。對蘋果和微軟來說，哪怕是嘗試復(fù)制谷歌的產(chǎn)品，都是非常痛苦的，但我認為僅有的兩家候選公司會嘗試，因為它們擁有巨大的資本。而其他的公司則很難去復(fù)制谷歌地圖和谷歌搜索了
對里面的概念只能部分認同時我的做法如下：如里面提到你需要思考如何使你的企業(yè)難以復(fù)制，直覺告訴我這個在國內(nèi)很難做到，但我又可以舉出反例，如大疆創(chuàng)新等高科技公司。對這塊我的理解是，先把它歸為自己的認知盲區(qū)里面，然后不要一棍子打死，或者置之不理。不定期的根據(jù)自己的認知和周邊的環(huán)境檢查一下這個概念，這里也是提醒自己，不要選擇性的只接受自己認同的概念，哪些你現(xiàn)在不認同的概念，未必是不對的。或許只是你的格局或者認知沒達到一定水平而已。
I want to make this point again because it is soimportant: the idea should come first and the startup should come second. Waitto start a startup until you come up with an idea you feel compelled toexplore. This is also the way to choose between ideas. If you have severalideas, work on the one that you think about most often when you're not tryingto think about work. What we hear again and again from founders is that theywish they had waited until they came up with an idea they really loved.
我想在強調(diào)一次，因為它是如此的重要，點子第一，創(chuàng)業(yè)第二。一定要等到非常有潛力的點子出現(xiàn)再去創(chuàng)業(yè)。這也是在各種想法之間做出選擇的方式。如果你有很多點子，選擇那個在你不考慮工作的時候，做你最常想點子。我們從創(chuàng)業(yè)者那里反復(fù)聽到的是，他們希望自己能等到自己真正喜歡的想法出現(xiàn)時再做決定。
筆記：這一點很重要，男怕入錯行，女怕嫁錯郎。如果你想做適合自己的事業(yè)，一定要花時間去想你的點子，這真的很重要。
Another way of looking at this is that the bestcompanies are almost alwaysmission
oriented. It's difficult to get the amount of focus that large companiesneed unless the company feels like it has an important mission. And it'susually really hard to get that without a great founding idea. A relatedadvantage of mission oriented ideas is that you yourself will be dedicated tothem. It takes years and years, usually a decade, to build a great startup. Ifyou don't love and believe in what you're building,you're likely to give up at some point along the way.There's no way I know of to get through the pain of a startup without thebelief that the mission really matters. A lot of founders, especially students,believe that their startups willonly take two to three yearsand then after that they'll work onwhat they're really passionate about. That almost never works. Good startupsusuallytake ten years.
從另一個角度來看，最好的公司幾乎總是以使命為導(dǎo)向的。除非公司自己有一個重要的使命，否則很難得到大公司需要的關(guān)注量（如獲取優(yōu)秀員工的加盟）。如果沒有偉大的創(chuàng)始理念，這是很難實現(xiàn)的。以使命為導(dǎo)向的想法還有一個好處，那就是你自己會全身心地投入其中。需要年復(fù)一年的投入，通常是十年去創(chuàng)建一個偉大的公司。如果你不熱愛或者不堅信你從事的事業(yè)，你可能會在創(chuàng)業(yè)途中某個點放棄。據(jù)我所知，如果不相信使命的重要性，就不可能度過創(chuàng)業(yè)的痛苦期。很多創(chuàng)業(yè)者，尤其是學(xué)生，覺得創(chuàng)業(yè)也就是兩三年的時間，之后他們就可以做自己真正熱愛的事情了。事實是幾乎完全不是這樣的。一個成功的創(chuàng)業(yè)通常需要花費十幾年的時間。
筆記：創(chuàng)業(yè)半途而廢的同學(xué)可能會更有感觸，真正熱愛和堅信跟表面作秀是有區(qū)別的，你無法欺騙自己的內(nèi)心。很多時候你會給自己找個堅持不下去的理由，不管是客觀的還是主觀的。但若你心中有真愛，會讓你擁有神奇般的力量去客服那些困難。
通常二三年的時間一個創(chuàng)業(yè)公司剛剛站住腳，或者已經(jīng)掛掉了。如果選擇創(chuàng)業(yè)這條路，且要達成目標，你需要成為一個長期主義者。翻看每個企業(yè)的履歷，都有誕生、成長、成熟這些國產(chǎn)，及時你再有經(jīng)驗，也不能跳過規(guī)律直達成熟，踏踏實實做好每個階段的事情才是正道，不要幻想二三年的時間就完成了其他大公司的所有積累
事實上，我想說一個偉大的公司需要5-10年的時間，但是一個“至少好”的產(chǎn)品在最初的6-12個月內(nèi)就可以看出來，而一個“至少好”的公司結(jié)構(gòu)在1-3年之內(nèi)就可以看出來。偉大的公司不會在躲在暗處10年后突然冒出來;他們偉大的預(yù)兆早得多。但是Sam是正確的，一個好的想法或產(chǎn)品的執(zhí)行可能需要很多年，而圍繞它的組織的成長可能需要更長的時間。
A third advantage of mission oriented companies is thatpeople outside the company are more willing to help you.You'll get more support on a hard,
important project, than a derivative one. When it comes to starting astartup, it's easier to found a hard startup than an easy startup. This is oneof those counter-intuitive things that takes people a long time to understand.It's difficult to overstate how important being mission driven is, so I want tostate it one last time:derivative
companies,companies that copy an existing idea with very few new insights,don't excite people and they don't compel the teams to work hard enough to besuccessful.
使命導(dǎo)向型的公司還有第三個優(yōu)勢，外部的人們更愿意幫你（確切的說是更愿意加入你的團隊，為你工作，而不是去其它公司）。你會在一個艱難而重要的項目上得到比衍生項目（一般指在別人的項目上稍加修改抄襲過來）更多的支持。說到創(chuàng)業(yè)，開頭難的公司比開頭簡單的公司更容易成功。這是一個反直覺的事情，也是很多人經(jīng)歷了漫長的時間才體會到的。使命驅(qū)動的重要性再怎么強調(diào)都不過分，我想最后再說一遍：衍生公司，也就是那些復(fù)制現(xiàn)有想法卻沒有什么新見解的公司，不能激發(fā)人們的熱情，也不能迫使團隊努力工作以獲得成功
筆記：在國內(nèi)可能未必適用，因為我們總能看到同質(zhì)化的企業(yè)，人們瞄準行業(yè)標桿，拼命的抄襲。
Peter Thiel最喜歡的創(chuàng)業(yè)問題是“為什么第20名員工加入你的公司而不是谷歌?”好的答案是關(guān)于你的使命和你的團隊的。你應(yīng)該知道為什么你在做一些沒有人在做的重要事情。是因為你相信（？）而大多數(shù)人不相信（？）嗎? 一個好的例證，埃隆·馬斯克的SpaceX和特斯拉公司
很多人都知道特斯拉汽車公司(Tesla Motors)，但很少有人知道菲斯克汽車公司(Fisker Motors)。亨利克·菲斯克曾是特斯拉的一名設(shè)計師，他認為自己可以在菲斯克汽車公司做一些類似的事情，但要有更好的設(shè)計。這家衍生公司在5年內(nèi)倒閉了
Paul Graham is going to talk about how to getstartup ideas next week. It's something that a lot of founders struggle with,but it's something I believe you can get better at with practice and it'sdefinitely worth trying to get better at.
保羅·格雷厄姆會在下周談?wù)撊绾握业絼?chuàng)業(yè)點子。這是很多創(chuàng)業(yè)者奮斗的目標，這個過程對很多創(chuàng)業(yè)者都是艱難的一步。但我相信你可以通過我們的介紹和大家的實踐做的更好，而且絕對值得努力去做得更好。
筆記：如何找到適合自己的點子？如何找到適合自己的創(chuàng)業(yè)項目？
The hardest part about coming up with great ideas,is that the best ideas often look terrible at the beginning. The thirteenthsearch engine, and without all the features of a web portal? Most peoplethought that was pointless. Search was done, and anyways, it didn't matter thatmuch. Portals were where the value was at. The tenth social network, andlimited only to college students with no money? Also terrible. MySpace has wonand who wants college students as customers? Or a way to stay on strangers'couches. That just sounds terrible all around.
好的點子最難理解的是，在開始的時候通常看起來很糟糕。第十三個搜索引擎（google當(dāng)時是第十三個做搜索引擎的公司）并且并且沒有web門戶的所有特性（google很簡潔，只有搜索框和兩個按鍵，不像其他Web門戶網(wǎng)站羅列了很多信息）。大多數(shù)人認為這毫無意義。搜索已經(jīng)完成了，不管怎樣，這都不重要，羅列很多信息的門戶才重要。同樣感覺糟糕的是第十版社交網(wǎng)絡(luò)（指facebook,在它之前已有很多社交軟件了），并且只對沒有錢的學(xué)生開放？市面上的MySpace社交軟件已經(jīng)贏了并且誰想要沒錢的學(xué)生作為客戶？或者待在陌生人沙發(fā)上（指Airbnb）。這些點子聽起來很糟糕
筆記：我們經(jīng)常會陷入自我否定點子的怪圈，晚上想想某個點子挺好，但早上又想想這個某某已經(jīng)做了，而且已經(jīng)規(guī)模很大了，我再做這個不會有什么起色的，不會成功，然后就放棄了，屬于還沒開始就自我扼殺在萌芽狀態(tài)了。（筆者在做這個翻譯的時候，剛開始的時候就在想網(wǎng)上已經(jīng)有很多人再做了，我做這個還會有人捧場嗎？后來想了下首先這個過程可以加深自己的理解，對自己有幫助。其次這個世界上或許也有那么一小搓人，也想深度探討一下該課程內(nèi)容，索性就先寫出來再說）
These all sounded really bad but they turned out tobe good. If they sounded really good, there would be too many people working onthem. As Peter Thiel is going to discuss in the fifth class, you want an ideathat turns into a monopoly. But you can't get a monopoly right away. You haveto find a small market in which you can get a monopoly and then quickly expand.This is why some great startup ideas look really bad at the beginning. It'sgood if you can say something like, "Today, only this small subset ofusers are going to use my product, but I'm going to get all of them, and in thefuture, almost everyone is going to use my product."
這些點子都是聽起來很糟糕但結(jié)果都很好。如果一個點子聽起來很好，那么可能會有很多人蜂擁而上。稍后Peter Thiel將會在第15節(jié)課討論，你想要一個可以達到壟斷級別的點子，但是壟斷并不是馬上就能達到的。你必須先發(fā)現(xiàn)一個小的市場然后做到壟斷，然后再快速擴張。這也是為什么很多優(yōu)秀的點子在剛開始的時候開起來不太好的原因。如果你這樣想會很好：今天只有一小部分人使用我們的產(chǎn)品，但是我會讓他們?nèi)加蒙?，未來，幾乎所有人都會使用我的產(chǎn)品
筆記：那些起初看起來很糟糕的后面運作很好的點子，當(dāng)初創(chuàng)始人是怎么執(zhí)行落地的，比較有很多人認為很糟糕，而且很多是自己的朋友，那些智商正常的人。這里面的底層邏輯是什么？認為糟糕的人和能執(zhí)行這個點子的創(chuàng)始人哪些思考是不一樣的？
點子都是先從一個點出發(fā)解決了一個問題，然后再解決一片問題，有點到線再到面再到體，有一個過程，所以剛開始的時候先解決一個問題就好，不要一下解決很多問題
Here is the theme that is going to come up a lot:you need conviction in your own
beliefs and a willingness to ignore others' naysaying. The hard part isthat this is a very fine line. There's right on one side of it, and crazy onthe other. But keep in mind that if you do come up with a great idea, mostpeople are going to think it's bad. You should be happy about that, it meansthey won't compete with you.
接下來的主題會經(jīng)常出現(xiàn)：你需要堅定自己的信念，并愿意無視別人的反對。困難的部分是，這是一個非常微妙的界限。一邊是正確的，另一邊是瘋狂的。但是請記住一點，你提出一個偉大的點子，多數(shù)人們會認為那是不好時，你應(yīng)該開心才對，這意味著他們不會跟你從事同樣的行業(yè)來競爭
筆記：如何做到這一點？源于自己的認知，你有自己的思考閉環(huán)邏輯
This also another reason why it's not reallydangerous to tell people your idea. The truly good ideas don't sound likethey're worth stealing. You want an idea where you can say, "I know itsounds like a bad idea, but here's specifically why it's actually a greatone." You want to sound crazy, but you want to actually be right. And you wantan idea that not many other people are working on. And it's okay if it doesn'tsound big at first.
另一個告訴人們你的點子并不會對你產(chǎn)生威脅原因是：真正好的點子聽起來不像是值得偷的。你想到一個好點子你可以說:“我知道這聽起來像是一個壞主意，但我知道這里是有具體的邏輯（客戶認可并愿意付費的邏輯），它實際上是一個偉大的點子。”這聽起來很瘋狂，但你知道其實是對的。并且當(dāng)前從事你點子這個事的人并不多。若果起初你的點子聽起來不是很偉大，這沒關(guān)系。
筆記:智慧或者說認知分辨率，利用自己的認知和底層邏輯思考，能識別出一個事物的本質(zhì)、好處、壞處等。體現(xiàn)在創(chuàng)業(yè)上就是有一定的洞察力，可以理清賺錢的邏輯。這通常需要從業(yè)經(jīng)驗以及智慧。很多人會由于認知不足或不充分，從而認為某個點子是不可行的，從而持截然相反的態(tài)度。驗證過
A common mistake among founders, especially firsttime founders, is that they think the first version of their product - thefirst version of their idea - needs to sound really big. But it doesn't. Itneeds to take over a small specific market and expand from there. That's howmost great companies get started. Unpopular but right is what you're going for.You want something that sounds like a bad idea, but is a good idea.
創(chuàng)業(yè)者通常會犯的一個錯誤是，他們認為他們創(chuàng)意的第一版需要聽起來非常偉大，特別是初次創(chuàng)業(yè)者，然而并不是。你需要先占領(lǐng)一個特定的小市場，然后從那里開始擴展。很多目前偉大的公司也是這么過來的。你要尋找的是不流行但正確的點子，你的點子雖然聽起來很差，但實際卻是一個好點子（能滿足客戶的某點訴求、符合市場邏輯，只是聽起來糟糕而已）
筆記：這個點子的底層邏輯是什么？市場是如何驗證的 他是怎么符合市場邏輯的 怎么滿足客戶需求的 客戶為什么要付費等等? 為何這個點子是有效的
You also really want to take the time to think abouthow the market is going to evolve. You need a market that's going to be big in10 years. Most investors are obsessed with the market size today, and theydon't think at all about how the market is going to evolve.
你還需要花時間思考市場將如何演變。你需要一個在10年內(nèi)會發(fā)展壯大的市場。大多數(shù)投資者都癡迷于當(dāng)前市場規(guī)模，他們根本不考慮市場將如何演變。
筆記：云計算，選哪種朝陽產(chǎn)業(yè)，不要選夕陽產(chǎn)業(yè)
In fact, I think this is one of the biggest systemicmistakes that investors make. They think about the growth of the start-upitself, they don't think about the growth of the market. I care much more aboutthe growth rate of the market than its current size, and I also care if there'sany reason it's going to top out. You should think about this. I prefer toinvest in a company that's going after a small, but rapidly growing market,than a big, but slow-growing market.
事實上，我認為這是投資者犯的一個最大的系統(tǒng)性錯誤。他們只考慮創(chuàng)業(yè)公司本身的成長，而不考慮市場的成長。我更關(guān)心市場的增長率，而不是它目前的規(guī)模，我還關(guān)心它是否有什么理由會觸頂。你應(yīng)該考慮這些。我傾向于投資一個公司從事的業(yè)務(wù)有快速增長的當(dāng)前規(guī)模小市場，而不是一個增速慢的當(dāng)前規(guī)模大市的場領(lǐng)域。
One of the big advantages of these sorts of markets-these smaller, rapidly
growing markets- is that customers are usually pretty desperate for asolution, and they'll put up with an imperfect, but rapidly improving product.A big advantage of being a student - one of the two biggest advantages - isthat you probably have better intuition about which markets are likely to startgrowing rapidly than older people do. Another thing that students usually don'tunderstand, or it takes awhile, [is that]you can not create a market that does not want to exist.You can basically change everything in a start-up but the market, so you shouldactually do some thinking to be sure - or be as sure as you can be - that themarket you're going after is going to grow and be there.
這類市場——這些規(guī)模較小、增長迅速的市場——最大的優(yōu)勢之一是，客戶通常非常迫切地需要解決方案，他們會忍受一個不完美但快速改進的產(chǎn)品。作為一名學(xué)生的一大優(yōu)勢——兩個最大優(yōu)勢之一——是，對于哪些市場可能開始迅速增長，你可能比老年人有更好的直覺。學(xué)生們通常不理解的另一件事是，或者需要一段時間才能理解：你無法創(chuàng)造出一個不存在的市場（通常是創(chuàng)業(yè)者自己假想的市場，實際值人們不需要或者需求者太少，參考《西虹市首富》中的陸游器產(chǎn)品）。在創(chuàng)業(yè)過程中，除了市場之外，你基本上可以改變一切，所以你應(yīng)該做一些思考來確定——或者盡可能確定——你所追求的市場將會成長并且已經(jīng)存在。
筆記：如何發(fā)現(xiàn)這些市場？如何驗證這些市場？有什么技巧?舉個例子：筆者上大學(xué)的時候，大一的時候，基本上大家都沒有電腦，下學(xué)期開始陸續(xù)有個別同學(xué)開始買了電腦，大二基本覆蓋率達到80% 大三基本上99%了，但這一切來的如此之快，以至于給人的感覺是一夜之間的轉(zhuǎn)變，哪些年間電腦城的生意火爆，很多人也發(fā)家致富了。細思背后是有邏輯的，1、電腦的價格大概在2000元左右，網(wǎng)費每學(xué)期大概200，大學(xué)生是可以負擔(dān)的起 2、網(wǎng)絡(luò)游戲的流行，如很多人喜歡打魔獸，擁有自己的一臺電腦會方便很多 3、使用電腦可以獲取更多的信息，工具化的作用越來越強，老師上課的PPT、平時查閱一些資料，跟朋友網(wǎng)上聊天等等，沒有個人電腦感覺越來越不方便。曾經(jīng)有一位計算機專業(yè)的學(xué)生，大一因為沒有電腦，又要完成作業(yè)，不得不每天早起趁室友熟睡之際使用他的電腦完成作業(yè)，這一切的一切都是進入大學(xué)之后每天不停的被各種原因牽引著，對電腦的需求如此渴望?，F(xiàn)如今成為當(dāng)前大學(xué)生入學(xué)的必備物件。不能憑空捏造市場，你的諸多想法要去市場去驗證。把他清晰的寫下來，跟你認為可能的用戶交談，在一次投資分享會上，有個毛頭小子提出想做普通大疆無人機的租賃的業(yè)務(wù)，結(jié)果被投資人一下子否決了，這個主意不靠譜，原因是沒有多大的市場，如今很多人傾向于直接買一臺而不是租，這很反直覺，但這是創(chuàng)業(yè)，不是塊八毛的生意。如果你僅僅靠租著一項業(yè)務(wù)，客戶群體少，運維費用高，最后很可能虧的血本無歸，折舊賣掉。這個毛頭小子說是自己想的，還沒有被驗證過?？傊皇钦f自己想到什么市場就存在什么市場，一定要驗證過。 如何驗證呢？
There are a lot of different ways
to talk about the right kind of market. For example, surfing some one else's
wave, stepping into an up elevator, or being part of a movement, but all of
this is just a way of saying that you want a market that's going to grow really
quickly. It may seem small today, it may be small today, but you know - and
other people don't - that it's going to grow really fast. Sothink about where this is happening in the world. You need this sort oftailwind to make a startup successful.
談?wù)撜_的市場有很多不同的方法。例如，跟著成功人士的步伐，加入明顯發(fā)展迅速的行業(yè)，但所有這些都是說你要進入的是一個快速增長的市場。它現(xiàn)在看起來可能很小，可能很小，但是你知道——其他人不知道——它將會快速增長。想想世界上發(fā)生了什么，要想創(chuàng)業(yè)成功，你需要借助這種東風(fēng)。
筆記：不要在問如何發(fā)現(xiàn)這樣的市場了，反過來想一下，你周圍接觸到的圈子里列一個業(yè)務(wù)列表自己想想這些業(yè)務(wù)的特點都有哪些 是否跟上面說的匹配。不然你就會反復(fù)的在‘如何發(fā)現(xiàn)這樣的市場’上兜圈子，正面難以突破，就從反面試試
The exciting thing is the thereare probably more of these tailwinds now then ever before. AsMarc Andreessen[5]says, software is eating the world. Its just everywhere, there are so manygreat ideas out there. You just have to pick one, and find one that you reallycare about.
令人興奮的是，現(xiàn)在可能比以往任何時候都有更多這樣的東風(fēng)。正如Marc Andreessen所說，軟件正在吞噬世界. 它無處不在，有很多很棒的想法。你只需要選擇一個，然后找到一個你真正關(guān)心的. 它無處不在，軟件世界有很多很棒的想法。你只需要選擇一個，然后找到一個你真正關(guān)心的開展即可。
[5] Marc Andreessen馬克·安德森出生在愛荷華州一個小鎮(zhèn)的普通家庭，9歲開始接觸計算機，在圖書館自學(xué)Basic語言。1992年下半年安德森已經(jīng)熟悉因特網(wǎng)，1993年他同吉姆·克拉克一起苦干6星期，開發(fā)出UNIX版的Mosaic瀏覽器。2020年4月7日，馬克·安德森以12億美元財富位列《2020福布斯全球億萬富豪榜》第1730位。
筆記：SDX
software define X,軟件定義某個事物，事實上我們可以發(fā)現(xiàn)很多東西都已經(jīng)軟件化了，如拍照軟件、打字軟件等等。把自身的需求提煉為你需要的服務(wù)，然后通過軟件來實現(xiàn)這個服務(wù)，本質(zhì)是把生產(chǎn)資料數(shù)字化減少重復(fù)的人力，讓機器來代替人工來做，而驅(qū)動這些硬件干活的正是軟件，或者說指揮硬件干活，發(fā)揮硬件的能力。小到一個電動玩具（里面有編好的程序）、手機軟件（已變成人體的外置器官），大到航天飛機內(nèi)的駕駛功能，自動檢測功能等等軟件無處不在
Another version of this, thatgets down to the same idea, isSequoia's
famous question: Why now? Why is this the perfect time for thisparticular idea, and to start this particular company. Why couldn't it be donetwo years ago, and why will two years in the future be too late? For the mostsuccessful startups we've been involved with, they've all had a great idea anda great answer to this question. And if you don't you should be at leastsomewhat suspicious about it.
另一個版本（回到前面說的有各種方式看市場是否正確），異曲同工的方式，是紅杉著名的問題:為什么是現(xiàn)在?為什么現(xiàn)在是這個想法的完美時機?為什么現(xiàn)在是這個公司的完美時機? 為什么兩年前不能完成，兩年后又會太遲? 對于大多數(shù)我們參與的成功的創(chuàng)業(yè)者，他們都有一個很贊的點子和針對這個問題很棒的回答。如果你不知道這個問題的答案，你還需要多思考。
筆記：逆向思考問題，要給出問題的答案，整理成一個清單列表??????
In general, its best if you'rebuilding something that you yourself need. You'll understand it much betterthan if you have to understand it by talking to a customer to build the veryfirst version. If you don't need it yourself, and you're building somethingsomeone else needs, realize that you're at a big disadvantage, and get veryvery close to your customers. Try to work in their office, if you can, and ifnot, talk to them multiple times a day.
一般來說，如果你在構(gòu)建你自己需要的東西，這是最好的。你會在構(gòu)建第一個版本時更好的了解產(chǎn)品，而不是必須與客戶交談來了解需求。如果你自己不需要它，而你在構(gòu)建別人需要的東西，要意識到你處于一個很大的劣勢，并且要非常非常接近你的客戶。如果可以的話，試著在他們的辦公室里工作，如果不能，一天和他們交談好幾次。
筆記：解決自身碰到的問題！世界上有很多跟你類似的個體
Another somewhat counterintuitivething about good startup ideas is that they're almost always very easy toexplain and very easy to understand. If it takes more then a sentence toexplain what you're doing, that's almost always a sign that its toocomplicated. It should be a clearly articulated vision with a small number ofwords. And the best ideas are usually very different from existing companies,[either] in one important way, like Google being a search engine that workedjust really well, and none of the other stuff of the portals, or totally new,like SpaceX. Any company that's a clone of something else, that already exists,with some small or made up differentiator—like X, beautiful design, or Y forpeople that like red wine instead—that usually fails.
關(guān)于好的創(chuàng)業(yè)點子，另一件有點違反直覺的事情是，它們幾乎總是非常容易解釋和理解的。
如果需要更多的句子來解釋你在做什么，說明它太復(fù)雜了。它應(yīng)該是一個清晰的愿景，用少量的文字。最好的想法通常都與現(xiàn)有的公司有很大的不同，(或者)在一個重要的方面，比如谷歌是一個運行良好的搜索引擎，而不是其他門戶網(wǎng)站的東西，或者是像SpaceX那樣的全新的東西。任何一家公司，如果它克隆了其他已經(jīng)存在的東西，只是制造了一些小的或編造的差異，如類似的產(chǎn)品重新做一下包裝等通常都會失敗。
筆記：容易理解表示，能用簡單的語言清晰的描述你想要做什么，接收信息的人知道你想干什么，易于他們使用你的產(chǎn)品，從而容易推廣。一個反例就是工業(yè)產(chǎn)品里面有很多復(fù)制的報價，沒有專業(yè)知識的人會看不懂，這若出現(xiàn)在大眾化的產(chǎn)品中會是一場災(zāi)難。再想想大寶化妝品的一個廣告語，早晚抹一抹簡單，把復(fù)雜的事情變簡單，貢獻！
在國內(nèi)抄襲容易賺到錢，但不利于長期發(fā)展。Sam這里說的不是撈一把錢走人的那種企業(yè)，而是未來能夠成為一個偉大公司的創(chuàng)業(yè)企業(yè)的應(yīng)有的做事方式，不應(yīng)該是抄襲。
So as I mentioned, one of thegreat things about being a student is that you've got a very good perspectiveon new technology. And learning to have good ideas takes a while, so startworking on that right now. That's one thing we hear from people all the time,that they wish they had done more of as a student.
正如我提到的，當(dāng)學(xué)生的好處之一就是你對新技術(shù)有很好的看法。學(xué)會有好的想法是需要一段時間的，所以現(xiàn)在就開始努力吧。這是我們經(jīng)常聽到的一件事，他們希望自己在學(xué)生時代做得更好。
筆記:想在人生某個階段做的更好或者高于同齡人，需要增加自己的經(jīng)驗值，通過讀書、接觸比自己牛逼的人來實現(xiàn)，另外就是不要過頹廢的生活。提升自己的衣品、健身、演講等等各項技能總之有很多事情值得去干，不要讓生活僅有游戲、吃飯、睡覺以及邋遢。
The other is meeting potentialcofounders. You have no idea how good of an environment you're in right now,for meeting people you can start a company with down the road. And the onething that we always tell college students is that more important then anyparticular startup is getting to know potential cofounders.
另一個是會見潛在的合伙人。你不知道你現(xiàn)在所處的環(huán)境有多好，能讓你在日后結(jié)識可以一起開公司的人。我們經(jīng)常告訴大學(xué)生的一件事是比任何創(chuàng)業(yè)公司更重要的是了解潛在的合伙人。
finish this section of my talk with a quote from 50 Cent.Thisis from when he was asked about Vitamin Water. I won't read it, it's up there,but it's about the importance of thinking about what customers want, and thinkingabout the demands of the market. Most people don't do this—most studentsespecially don't do this. If you can just do this one thing, if you can justlearn to think about the market first, you'll have a big leg up on most peoplestarting startups. And this is probably the thing we see wrong with YCombinator apps most frequently, is that people have not thought about themarket first, and what people want first.
我想引用50 Cent的一句話來結(jié)束我關(guān)于點子的闡述，這是當(dāng)被問及維生素水的時候。我就不讀了，就在PPT上面，但這是關(guān)于考慮顧客想要什么，以及考慮市場需求的重要性。大多數(shù)人，尤其是學(xué)生，不會這樣做。如果你能做到這一點，如果你能學(xué)會先考慮市場，你就會比大多數(shù)創(chuàng)業(yè)的人更有優(yōu)勢，這可能是我們在Y Combinator應(yīng)用程序中看到的最常見的錯誤，那就是人們沒有首先考慮市場，以及人們首先想要什么。
筆記：開發(fā)客戶需要的產(chǎn)品，而不是自己意淫出來的產(chǎn)品
So for the next section, I'mgoing to talk about building a great product. And here, again, I'm going to usea very broad definition of product. It includes customer support, the copy youwrite explaining the product, anything involved in your customer's interactionin what you built for them.
接下來的內(nèi)容，我將討論如何構(gòu)建一個偉大的產(chǎn)品。同樣，這里說的產(chǎn)品的定義也比較寬泛。它包括客戶支持（客戶界面的服務(wù)），你寫的解釋產(chǎn)品的彩頁（產(chǎn)品說明書），任何與你為客戶建立的互動有關(guān)的東西。
To build a really great company,you first have to turn a great idea into a great product. This is really hard,but its crucially important, and fortunately its pretty fun. Although greatproducts are always new to the world, and its hard to give you advice aboutwhat to build, there are enough commonalities that we can give you a lot ofadvice about how to build it.
要建立一個真正偉大的公司，你首先要把一個偉大的想法變成偉大的產(chǎn)品。這確實很難，但它至關(guān)重要，幸運的是，它很有趣。盡管偉大的產(chǎn)品對世界來說總是新的，并且很難給你關(guān)于該構(gòu)建什么的建議，但是有足夠的共性，我們可以給你很多關(guān)于如何構(gòu)建它的建議。
筆記：建立一個偉大的產(chǎn)品有很多共性，底層互通的東西
One of the most important tasksfor a founder is to make sure that the company builds a great product. Untilyou build a great product, nothing else matters. When really successful startupfounders tell the story of their early days its almost always sitting in frontof the computer working on their product, or talking to their customers. That'spretty much all the time. They do very little else, and you should be veryskepticalif your time
allocation is much different. Most other problems that founders aretrying to solve, raising money, getting more press, hiring, businessdevelopment, et cetera, these are significantly easier when you have a greatproduct. Its really important to take care of that first. Step one is to buildsomething that users love. At YC, we tell founders to work on their product,talk to users, exercise, eat and sleep, and very little else. All the otherstuff I just mentioned—PR, conferences, recruiting advisers, doingpartnerships—you should ignore all of that, and just build a product and get itas good as possible by talking to your users.
對于創(chuàng)始人來說，最重要的任務(wù)之一就是確保公司開發(fā)出偉大的產(chǎn)品。在你創(chuàng)造出一個偉大的產(chǎn)品之前，其他一切都不重要。當(dāng)真正成功的初創(chuàng)公司創(chuàng)始人講述他們早期的故事時，他們幾乎總是坐在電腦前開發(fā)他們的產(chǎn)品，或與客戶交談。差不多一直都是這樣。他們很少做其他事情，如果你的時間分配跟這些大佬們有很大不同的話，你應(yīng)該好好思考一下。大多數(shù)創(chuàng)業(yè)者想要解決的其他問題，如：籌集資金，獲得更多的媒體關(guān)注，招聘，業(yè)務(wù)發(fā)展，等等，如果你有一個很棒的產(chǎn)品，這些都會變得容易得多。首先處理好產(chǎn)品這個問題真的很重要。第一步是做用戶喜歡的東西。在YC，我們告訴創(chuàng)業(yè)者們，做自己的產(chǎn)品，和用戶交流，鍛煉身體，吃飯睡覺，其他的就少做。我剛才提到的所有其他事情——公關(guān)、會議、招聘顧問、建立合作伙伴關(guān)系——你應(yīng)該忽略所有這些，而只是創(chuàng)建一個產(chǎn)品，并通過與用戶交流來獲得盡可能好的產(chǎn)品。
筆記：聚焦在產(chǎn)品上，少做其它事情。時間分配要到位，要能約束住自己。注意力在哪里，時間就會投入在哪里。剛開始要多花時間打磨自己的產(chǎn)品，這個是內(nèi)核，其它的融資、公共關(guān)系等等都是長在產(chǎn)品之上的，屬于第二階段的事情。初期要做好產(chǎn)品經(jīng)理和開發(fā)者的工作，把這個活干好。
Your job is to build somethingthat users love. Very few companies that go on to be super successful get therewithout first doing this. A lot of good-on-paper startups fail because theymerely make something that people like. Making something that people want, butonly a medium amount, is a great way to fail, and not understand why you'refailing.So these are the two jobs.
你的工作就是做用戶喜歡的東西, 很少有公司在沒有做這些事情之前就取得了巨大的成功. 很多紙面上表現(xiàn)不錯的初創(chuàng)公司之所以失敗，僅僅是因為他們做了人們喜歡的東西. 制造出人們想要的東西，但若你只做到了中等水平，還是會失敗（你沒有做到讓客戶喜歡），而且你可能不明白自己為什么會失敗。做的中等和做的好是兩碼事。
筆記：優(yōu)、良、中、差，期間的區(qū)別很大。在面向市場時，通常只有做的最后的才能占據(jù)市場，且會占據(jù)絕大部分市場有些像0-1的游戲，而其他的都屬于others領(lǐng)域了。
Something that we say at YC a lotis that its better to build something that a small number of users love, then alarge number of users like. Of course, it would be best to build something thata small number of users love, but opportunities to do that for v1 are rare, andthey're usually not available to startups. So in practice you end up choosingthe gray or the orange. You make something that a lot of users like a littlebit, or something that a small number of users love a lot. This is a veryimportant piece of advice. Build something that a small number of users love.It is much easier to expand from something that small number of people love, tosomething that a lot of people love, then from something that a lot of peoplelike to a lot of people love. If you get right, you can get a lot of otherthings wrong. If you don't get this right, you can get everything else right,and you'll probably still fail. So when you start on the startup, this is theonly thing you need to care about until its working.
我們在YC經(jīng)常說的是，最好是創(chuàng)造出少數(shù)用戶喜愛的東西，而不是大多數(shù)用戶喜歡（沒有喜愛的程度強,一般般的或者用戶還有其他更好替代品可用的）的東西。最好是做一些只有少數(shù)用戶喜歡的東西，當(dāng)然，最好是讓所有消費者都喜，但是對創(chuàng)業(yè)初期來說這樣的機會非常少。所以實際上你會選擇灰色或橙色（小眾一點的）。你做的東西很多用戶都不怎么喜歡，或者只有一小部分用戶非常喜歡，這是一個非常重要的建議。做一些只有少數(shù)用戶喜愛的東西。從少數(shù)人喜歡的東西擴展到很多人喜歡的東西，然后從很多人喜歡的東西擴展到很多人喜愛的東西，這要容易得多（逐步迭代）。如果你在這方面做對了，你可能在其他方面會做錯很多其他事情。如果你在這方面做得不好，你在其他方面都做得很好，但你可能仍然會失敗。所以當(dāng)你開始創(chuàng)業(yè)的時候，你首先要做的就是把產(chǎn)品做到有一部分人鐘愛，在此之前也是你唯一需要關(guān)心的事情。
筆記：當(dāng)前大公司不屑于做的，或者是非他們主航道的業(yè)務(wù)等。從0->1，先把這個過程做好，抓住一部分客戶。
So you have a choice in astartup. The best thing of all worlds is to build a product that a lot ofpeople really love. In practice, you can't usually do that, because if there'san opportunity like that, Google or Facebook will do it. So there's like alimit to the area under the curve, of what you can build. So you can buildsomething that a large number of users like a little bit, or a small number ofusers love a lot. So like the total amount of love is the same, its just aquestion of how its distributed. [audience laughter] And there's like this lawof conservation of how much happiness you can put in the world, with the firstproduct of a startup.
所以創(chuàng)業(yè)時你有一個選擇。世界上最好的事情就是開發(fā)出一款很多人都喜歡的產(chǎn)品。實際上，您通常不能這樣做，因為如果有這樣的機會，Google或Facebook會先你一步做到。所以曲線下的面積是有受限的。所以你可以創(chuàng)造出很多用戶都喜歡的東西，也可以創(chuàng)造出少數(shù)用戶非常喜愛的東西。因此，用戶愛的總量是一樣的，差別就在于他如何分布。用一個創(chuàng)業(yè)公司的第一件產(chǎn)品，能夠創(chuàng)造出客戶喜愛度的守恒定律（Sam認為喜愛和喜歡總量是一定的，比如他們3/7、4/6、5/5等比例，就看看用戶是怎么分配給你的產(chǎn)品的了）
And so startups always struggle,with which of those two they should go. And they seem equal, right? Because thearea under the curve is the same. But we've seen this time and again, thatthey're not. And that it's so much easier to expand, once you've got somethingthat some people love, you can expand that into something that a lot of otherpeople love. But if you start with ambivalence, or weak enthusiasm, and try toexpand that, you'll never get up to a lot of people loving it. So the adviceis: find a small group of users, and make them love what you're doing
所以創(chuàng)業(yè)公司總是在糾結(jié)，到底應(yīng)該選擇哪一個？它們看起來是相等的，對吧? 因為曲線下的面積是一樣的。但我們再看一次，它們不是。一旦你有了一些人喜歡的東西，你就可以把它擴展成很多人喜歡的東西。但如果你一開始就有矛盾情緒，或者熱情不強，然后試圖擴大它，你永遠不會達到很多人喜歡它的程度。所以建議是:找到一個小的用戶群，讓他們喜愛你所做的產(chǎn)品。
One way that you know when thisis working, is that you'll get growth by word of mouth. If you get somethingpeople love, people will tell their friends about it. This works for consumerproduct and enterprise products as well. When people really love something,they'll tell their friends about it, and you'll see organic growth.
有一種方法可以讓你知道什么時候會起作用，那就是通過口碑營銷來獲得增長。如果你的產(chǎn)品得到人們的喜愛，人們會告訴他們的朋友。這適用于消費產(chǎn)品和企業(yè)產(chǎn)品。當(dāng)人們真的喜歡某樣?xùn)|西時，他們會告訴他們的朋友，你就會看到自然增長。
If you find yourself talkingabout how it's okay that you're not growing—because there's a big partnershipthat's going to come save you or something like that—its almost always a signof real trouble. Sales and marketing are really important, and we're going tohave two classes on them later. A great product is the secret to long termgrowth hacking. You should get that right before anything else. It doesn't geteasier to put off making a great product. If you try to build a growth machinebefore you have a product that some people really love, you're almost certainlygoing to waste your time. Breakout companies almost always have a productthat's so good, it grows by word of mouth. Over the long run, great productwin. Don't worry about your competitors raising a lot of money, or what theymight do in the future. They probably aren't very good anyway. Very few startupsdie from competition. Most die because they themselves fail to make somethingusers love, they spend their time on other things. So worry about this aboveall else.
如果你發(fā)現(xiàn)自己總是覺得還好，在談到?jīng)]有增長的情況時——因為你有一個資金雄厚的支持者來拯救你或者類似的事情——這幾乎總是一個真正麻煩的信號。銷售和市場營銷是非常重要的，我們以后會有兩堂課講這個。一個好的產(chǎn)品是實現(xiàn)長期增長的秘密。你應(yīng)該先把這個弄清楚。如果推遲把產(chǎn)品做好，其他項工作也會推遲。如果你試圖在你的產(chǎn)品還沒有得到人們的喜愛之前就建立一個增長機制，你幾乎肯定會浪費你的時間。突破性的公司幾乎總是有一種產(chǎn)品非常好，靠口碑來增長。從長遠來看，偉大的產(chǎn)品會獲勝。不要擔(dān)心你的競爭對手籌集了很多錢，也不要擔(dān)心他們將來會做什么。它們可能也不是很好。很少有創(chuàng)業(yè)公司會死于競爭。大多數(shù)公司之所以倒閉，是因為他們自己沒能做出用戶喜歡的東西，他們把時間花在了其他事情上。所以最重要的是要擔(dān)心就是打磨好產(chǎn)品。
筆記：把產(chǎn)品的內(nèi)核先打造好，讓客戶喜歡你的東西是第一位的，其他的都是這個內(nèi)核的衍生品，如銷售、營銷之類的，初期的時候要聚焦打造好這個內(nèi)核。梳理出事情的依賴關(guān)系，及先后順序。
Another piece of advice to makesomething that users love: start with something simple. Its much much easier tomake a great product if you have something simple. Even if your eventual plansare super complex, and hopefully they are, you can almost always start with asmaller subset of the problem then you think is the smallest, and its hard tobuild a great product, so you want to start with as little surface area as possible.Think about the really successful companies, and what they started with, thinkabout products you really love. They're generally incredibly simple to use, andespecially to get started using. The first version of Facebook was almostcomically simple. The first version of Google was just a webpage with a textboxand two buttons; but it returned the best results, and that's why users lovedit. The iPhone is far simpler to use then any smartphone that ever came beforeit, and it was the first one users really loved.
另一個要做用戶喜歡的東西的建議是:從簡單的東西開始。如果你有一些簡單的東西，就更容易做出一個偉大的產(chǎn)品。即使你的最終計劃非常復(fù)雜(希望如此)，你幾乎總是可以從你認為是最小的問題的一個更小的子集開始。因為很難一下子建立一個偉大的產(chǎn)品，所以你要從盡可能小的領(lǐng)域開始。想想那些真正成功的公司，想想他們是怎么開始的，想想你真正喜歡的產(chǎn)品。它們通常使用起來非常簡單，尤其是剛開始使用時。Facebook的第一個版本簡直簡單得可笑。谷歌的第一個版本只是一個帶有文本框和兩個按鈕的網(wǎng)頁; 但它返回了最好的結(jié)果，這就是用戶喜歡它的原因。iPhone比之前出現(xiàn)的任何智能手機使用起來都要簡單得多，它是第一個真正受到用戶喜愛的手機。
筆記：簡單到滿足最核心的功能，其他的先做冗余處理。對于這個方式，可以使用合并同類項來簡化，或者使用邏輯鏈劃分出層次，只做最核心的，像1+1=2一樣簡單。
Another reason that simple's goodis because it forces you to do one thing extremely well and you have to do thatto make something that people love.
簡單之所以好，另一個原因是，它迫使你把一件事做得非常好，你必須這樣做，才能做出人們喜歡的東西。
筆記：隨然簡單，但要給出可衡量的指標，哪些指標你可以做到極致，別人就是不如你。
The word fanatical comes up again
and again when you listen to successful founders talk about how they think
about their product. Founders talk about being fanatical in how they care about
the quality of the small details. Fanatical in getting the copy that they use
to explain the product just right. and fanatical in the way that they think
about customer support. In fact, one thing that correlates with success among
the YC companies is the founders that hook up Pagerduty to their ticketing
system, so that even if the user emails in the middle of the night when the
founder's asleep, they still get a response within an hour. Companiesactually do this in the early days. Their founders feel physical pain when theproduct sucks and they want to wake up and fix it. They don't ship crap, and ifthey do, they fix it very very quickly. And it definitely takes some level offanaticism to build great products.
當(dāng)你聽成功的創(chuàng)始人談?wù)撍麄內(nèi)绾慰创约旱漠a(chǎn)品時，狂熱這個詞會反復(fù)出現(xiàn)。創(chuàng)業(yè)者說他們要狂熱地關(guān)注細節(jié)的質(zhì)量。激發(fā)起聽眾想要使用他們正在狂熱解釋的產(chǎn)品。他們對想獲取客戶支持的想法很狂熱。事實上，與YC投資的那些公司的成功相關(guān)的一件事是，創(chuàng)始人將Pagerduty與他們的業(yè)務(wù)系統(tǒng)連接起來，這樣即使用戶在半夜（當(dāng)創(chuàng)始人睡著）的時候發(fā)郵件，他們也能在一個小時內(nèi)得到回復(fù)。公司在早期確實是這樣做的，當(dāng)產(chǎn)品糟糕時，他們的創(chuàng)始人會感到身體上的疼痛，他們想要清醒過來，修復(fù)它。給用戶使用質(zhì)量不過關(guān)的產(chǎn)品是不可以的，假若質(zhì)量差，他們會非常迅速地修復(fù)。當(dāng)然，創(chuàng)造偉大的產(chǎn)品需要一定程度的狂熱。
筆記：真正的懂產(chǎn)品、了解產(chǎn)品，而不是把它當(dāng)做一個忽悠人的工具。客戶真正買單的是好用的產(chǎn)品，而不是你的包裝你的廣告，這些只是為了引流用的。
You need some users to help withthe feedback cycle, but the way you should get those users is manually—youshould go recruit them by hand. Don't do things like buy Google ads in theearly days, to get initial users. You don't need very many, you just need onesthat will give you feedback everyday, and eventually love your product. Soinstead of trying to get them on Google Adwords, just the few people, in theworld, that would be good users. Recruit them by hand.
你需要一些用戶來幫助實現(xiàn)反饋閉環(huán)，但是你應(yīng)該用人工的方式來獲得這些用戶——你應(yīng)該人工去招募他們。不要在早期就購買谷歌的廣告來獲得最初的用戶。你不需要很多，你只需要每天給你反饋，并最終喜歡你的產(chǎn)品的人。所以，與其把他們放在谷歌Adwords上，世界上只有少數(shù)人，那才是好的用戶。人工去招募他們。
Silbermann, when everyone thought Pinterest was a joke, recruited the initial
Pinterest users by chatting up strangers in coffee shops. He really did, he
just walked around Palo Alto and said "Will you please use my
product?" He also used to run around the Apple store in Palo Alto, and he
would like set all the browsers to the Pinterest homepage real quick, before
they caught him and kicked him out, (laughter) and so that when people walked
in they were like "Oh, what's this?". This is an important example of
doing things that don't scale.If you haven't readPaul Graham's
essay on that topic, you definitely should.
當(dāng)所有人都認為Pinterest是個笑話時，本?西爾伯曼(Ben Silbermann)通過在咖啡店與陌生人聊天，招募了最初的Pinterest用戶。他真的這么做了，他只是在帕洛阿爾托到處走然后說"你可以用一下我的產(chǎn)品嗎?"他還曾經(jīng)在帕洛阿爾托的蘋果商店里跑來跑去，他會很快地把所有的瀏覽器都設(shè)置成Pinterest的主頁，在他們(蘋果專賣店的保安)抓住他并把他趕出去之前。所以當(dāng)人們走進來的時候，他們會問:“哦，這是什么?”這是一個不按常規(guī)做事情的重要例子。如果你還沒有讀過保羅·格雷厄姆關(guān)于這個話題的文章，你絕對應(yīng)該讀一讀。
So get users manually andremember that the goal is to get a small group of them to love you. Understandthat group extremely well, get extremely close to them. Listen to them andyou'll almost always find out that they're very willing to give you feedback.Even if you're building the product for yourself, listen to outside users, andthey'll tell you how to make a product they'll pay for. Do whatever you need tomake them love you, and make them know what you're doing. Because they'll alsobe the advocates that help you get your next users.
所以要手動獲取用戶，記住我們的目標是讓一小群人喜歡你。做到非常了解他們，非常接近他們。傾聽他們，你幾乎總會發(fā)現(xiàn)他們非常愿意給你反饋。即使你是為自己開發(fā)產(chǎn)品，也要聽取外部用戶的意見，他們會告訴你如何開發(fā)他們愿意掏錢購買的產(chǎn)品。盡你所能讓他們愛你，讓他們知道你在做什么。因為他們也是幫助你獲得下一個用戶的鼓吹者。
筆記：你要為你的產(chǎn)品做些什么，哪怕他看起來很荒謬。
You want to build an engine inthe company that transforms feedback from users into product decisions. Thenget it back in from of the users and repeat. Ask them what the like and don'tlike, and watch them use it. Ask them what they'd pay for. Ask them if they'dbe really bummed if your company went away. Ask them what would make themrecommend the product to their friends, and ask them if they'd recommended itto any yet.
你想在公司里建立一個引擎，將用戶的反饋轉(zhuǎn)化為產(chǎn)品決策。然后產(chǎn)品交付到客戶手中并再次獲取反饋，重復(fù)這個過程。問他們喜歡什么，不喜歡什么，然后看他們?nèi)绾问褂?。問他們愿意為什么付錢。問問他們，如果你的公司不提供服務(wù)了，他們會不會很難過。問他們是什么促使他們向朋友推薦這個產(chǎn)品，并問他們是否已經(jīng)向任何人推薦了這個產(chǎn)品。
筆記：建立一個反饋循環(huán)的機制，把他們清單化，作為一個系統(tǒng)運作起來
You should make this feedbackloop as tight as possible. If your product gets 10 percent better every week,that compounds really quickly. One of the advantages of software startups isjust how short you can make the feedback loop. It can be measured in hours, andthe best companies usually have the tightest feedback loop. You should try tokeep this going for all of your company's life, but its really important in theearly days.
你應(yīng)該使這個反饋循環(huán)盡可能的緊密，如果你的產(chǎn)品每周都能提高10%，那復(fù)合提供率就會非?？欤浖鮿?chuàng)公司的優(yōu)勢之一就是反饋周期很短。它可以用時間來衡量，最好的公司通常擁有最緊密的反饋循環(huán)。你應(yīng)該在公司的整個發(fā)展過程中都這樣做，但這在早期是非常重要的。
The good news is that all this isdoable. Its hard, it takes a lot of effort, but there's no magic. The plan isat least is straightforward, and you will eventually get to a great product.
好消息是，所有這些都是可行的。這很難，需要很多努力，但沒有魔法。這個計劃至少是簡單明了的，最終你會得到一個偉大的產(chǎn)品。
筆記：這是一個清晰的機制，但需要踐行
Great founders don't put anyone
between themselves and their users. The founders of these companies do things
like sales and customer support themselves in the early days. Its critical to
get this loop embedded in the culture.?In fact, a
specific problem we always see with Stanford startups, for some reason, is that
the students try to hire sales and customer support people right away, and
you've got to do this yourself, its the only way.
偉大的創(chuàng)始人不會把任何人擋在自己和用戶之間。這些公司的創(chuàng)始人在創(chuàng)立初期就自己做銷售和客戶支持等工作。讓這種循環(huán)融入到文化中是至關(guān)重要的。事實上，我們經(jīng)常在斯坦福的創(chuàng)業(yè)公司中看到一個特殊的問題，出于某種原因，就是學(xué)生們試圖馬上雇傭銷售人員和客戶支持人員，而你必須自己去做，這是唯一的方法。
筆記：創(chuàng)業(yè)初期你要親力親為，做好每一個模塊，對業(yè)務(wù)建立真正的認知，然后再去雇人去做。
You really need to use metrics to
keep yourself honest on this. It really is true that the company will build
whatever the CEO decides to measure. If you're building an Internet service,
ignore things like total registrations—don't talk about them, don't let anyone
in the company talk about them—and look at growth and?active users,
activity levels, cohort retention, revenue, net promoter scores, these things that matter. And then be?brutally
honest?if they're not going in the right direction. Startups
live on growth, its the indicator of a great product.
你真的需要使用指標來使自己的保持誠實。這是真的，公司是建立在任何首席執(zhí)行官決定衡量標準的基礎(chǔ)之上的。如果你正在建立一個互聯(lián)網(wǎng)服務(wù)，忽略像總注冊數(shù)這樣的事情——不要談?wù)撍鼈儯膊灰尮纠锏娜魏稳苏務(wù)撍鼈儭P(guān)注增長、活躍用戶、活躍程度、群組留存率、收入、凈推廣分數(shù)，這些事情才是最重要的。
筆記：形成指標，強化執(zhí)行
So this about wraps up theoverview on building a great product. I want to emphasize again, that if youdon't get this right, nothing else we talk about in the class will matter. Youcan basically ignore everything else in the class until this is working well.On the positive side, this is one of the most fun parts of building a startup.SoI'm going to pause here, we'll pick back up with the rest of this on Thursday,and now Dustin is going to talk about why you should start a startup. Thank youfor coming, Dustin.
以上就是關(guān)于創(chuàng)建偉大產(chǎn)品的概述。我想再次強調(diào)，如果你沒有把上述事情做對，我們在課堂上講的其他內(nèi)容都沒啥用。您基本上可以忽略課程中的其他所有內(nèi)容，直到把上述事情做對為止。從積極的方面來說，這是創(chuàng)業(yè)過程中最有趣的部分之一。所以我要暫停一下，我們將在周四繼續(xù)剩下的內(nèi)容，現(xiàn)在達斯汀將談?wù)劄槭裁茨銘?yīng)該創(chuàng)業(yè)。謝謝你能來，達斯汀。
