反差 调教 深网专访“硅谷创投教父”史蒂夫霍夫曼：革命越过价值是企业见效三大身分

发布日期：2024-11-05 20:19    点击次数：159

深圳新闻网2024年11月5日讯（记者 杨佳慧 阎念念远）近日，2024深圳全球革命东说念主才大会在深圳福田会展中心举行反差 调教，“硅谷创投教父”、《福布斯》杂志排行第一创业孵化器Founders Space首创东说念主史蒂芬霍夫曼先生领受深圳新闻网记者专访。就品牌故事形象，中国阛阓变化等问题进行回答，深圳企业怎样管待期间机遇手到病除？听听史蒂夫霍夫曼怎样说。

记者：若是要用三个词往复来见效贸易的要津要素，你会聘任哪些词？三个词。

If you have to summarize the key elements of a successful business in three words， what would they be？ Three words．

Steve Hoffman：革命、越过和价值。innovative，aggressive， and value．

记者：叙事照旧成为今天阛阓营销中一种稀缺的策略。那么，创业者应该怎样有用地发达他们的品牌故事呢？

Narrative has become a rare strategy in marketing today． So how should entrepreneurs effectively tell their brand stories？

Steve Hoffman：当你发达品牌故事时，你必应知说念你的客户是谁，必应知说念客户温煦的是什么。因此，每个故事齐必须震撼客户的心，而不单是是他们的头脑。咱们齐知说念这些产物是相通的。

When you tell a brand story， you have to know who your customer is， you have to know what your customer cares about． So every story has to speak to your customer＇s heart， not just their head． We all know these products are similar．

记者：发达真实的故事。Tell the true story．

Steve Hoffman：发达真实的故事，领有公司的价值不雅并付诸现实。他们会购买那些产物。因此，在目下世界上，见效的品牌，尤其是在中国的年青东说念主中，尽头是在西方和欧洲的东说念主们，确切要关注通盘社会。他们稀奇产物或劳动，看向社会的发展场所。社会在向那里走？他们的客户花样怎样变化？他们的需乞降自我认可，即他们敬佩我方是谁，这一切又是怎样变化的？然后他们哄骗这些身分来提高品牌形象并定位产物。

Tell the true story， have values in their company and act on those values． And they will buy those products ，so successful brands in today＇s world， especially for young people in China， especially for people in the west， in Europe， really look at society as a whole． They look beyond their product or service． And they tie into the movement of society． Where is society going？ How is the psychology of their customers changing？ How are their needs and their identity， their self identity， who they believe they are， how is that changing？ And then they use that to build their brand up and position their products．

记者：那么您以为，阛阓在两年前和现在之间最大的变化是什么？

So what is the biggest changing you think between the period， when like the 2 years ago， and now．

Steve Hoffman：阛阓一直在变化。是以现在，中国消费者的购买量在减少，你会看到一个轮回，消费者的购买量下落，企业镌汰价钱，运转在价钱上竞争。当你在价钱上竞争时，增长是极端极端贫乏的，因为每个东说念主齐在削减成本，而不是投资于增长、扩张和革命。这是当年两年间的要紧变化。

Markets are changing all the time．So rightnow consumers in China are buying less． You see the cycle where consumers are buying less， and companies are lowering prices， and they are competing on price． When you compete on price， it＇s very， very difficult to grow， because everybody＇s cutting costs instead of investing and growing， investing in expanding， investing in innovation． So that is a big change over the past 2 years．

咱们但愿在将来的一年中看到这种趋势的逆转，企业运转窜改场所。他们示意，不再通过镌汰利润来得回更多客户，而是投资于创造更有价值的产物，更好地劳动客户。但愿消费者会聘任购买这些产物。

What we hope to see in the coming year is a reversal of that where companies are are changing directions． And they＇re saying， instead of competing on price and cutting our margins to get more customers， we＇re going to invest in creating products that are more valuable that serve our customers better． And hopefully consumers will choose to buy those products．

史蒂夫霍夫曼领受专访画面。

记者：怎样将Founder Space的资源聚拢起来，以稳妥不同文化阛阓的践诺策略，更好地荒诞列国消费者的种种化需求？尽头是关于深圳的科技公司来说。

How can the resources of founder space be combined to adapt promotional strategies in different cultural markets meeting the diverse needs of consumers in various countries is better？ Actually， for the tech companies in Shenzhen．

Steve Hoffman：咱们匡助许多深圳及世界的公司深刻清爽贸易策略和革命。那么，他们怎样哄骗这些新时期，如东说念主工智能，来鼎新他们的贸易模式，怎样战争客户，怎样与客户交流，怎样营销产物，怎样设备和征询新产物。这即是咱们所讲明的内容。咱们会问，他们现在的阛阓在那里？在两年、三年、五年后会在那里？他们怎样为这种类型的增长定位我方，包括国内阛阓和国外阛阓。

We help a lot of companies in Shenzhen and all around China to understand deeper business strategy and innovation． So how do they need to utilize these new technologies like artificial Intelligence to transform how they do their business， how they reach their customers， how they communicate with their customers， how they market their products， how they develop and research new products． This is what we teach and we say， where is your market now？ And where will it be？ In 2 years， 3 years， 5 years． How do you position yourself for that type of growth both domestically as well as overseas．

记者：当作一个科技品牌，怎样有用地酬酢辘集互动匡助修复的确赖的品牌形象？

As a tech brand， how can effective social network interactions help establish a trustworthy brand image？

Steve Hoffman：酬酢媒体是一种与传统媒体、电视播送和印刷媒体判然不同的序言。

Social media is a very， very different medium than traditional media than television broadcast than than print media．

咱们看到的是，个性在酬酢媒体上极端进军。东说念主们并不一定是侍从品牌，而是侍从莽撞与他们产生共识的影响者。那些有个性、真实、莽撞与他们心情连结的东说念主，品牌需要再行念念考他们的营销口头。因此，发布告白是一趟事，而在酬酢媒体上修复筹办则是另一趟事。酬酢媒体上最坚硬的筹办是东说念主对东说念主之间的筹办。那么品牌怎样哄骗东说念主才来本色发展他们的品牌和品牌形象呢？这是一项挑战，因为东说念主才自己不但愿仅被视为在销售品牌。他们必须对客户保捏真实性，而他们对品牌的抒发可能与品牌但愿他们所说的内容不一致。因此，品牌需要极端仔细地聘任他们的东说念主才，文爱聘任那些真实代表品牌价值和愿景的影响者。

What we are seeing is that personality matters on social media． People aren＇t necessarily following brands， as much as they＇re following influences， people who speak to them， people have a personality， people feel authentic， people who are their emotions connect with them， brands need to rethink how they market． So it＇s one thing to put up an advertisement． It＇s another thing to build a relationship on social media， relationships on social media． The most powerful ones are human to human． So how do brands， leverage talent to actually grow their brand and grow their brand image． This is a Challenge， because the talent themselves don＇t want to be seen as just selling the brand． They have to be authentic to their customers． And how they talk about the brand may not align with what the brand wants them to say． So they there is a point where social， where the brands need to select their talent very carefully， which influences truly represent the values and the vision of the brand．

史蒂夫霍夫曼领受专访。

记者：怎样界说我方品牌的东说念主才？

how to define it own talent？

Steve Hoffman：这即是为品牌本色责任的东说念主才。他们不是孤独的，而是公司的职工，同期具备在酬酢媒体上有用交流的能力，况且看起来真实、真实到足以让东说念主们安静关注他们，倾听他们所说的话。

It’s talent that actually works for the brand． They are not independent， they are employees of the company who also have the ability to communicate on social media effectively and seem authentic and real enough that people will actually want to follow them and pay attention to what they＇re saying．

这对每个品牌来说齐是一个挑战，因为最优秀的酬酢媒体东说念主才不一定但愿为大公司责任，他们更安静保捏孤独。因此，品牌需要均衡他们发布的内容类型。有些内容不错通过讲故事来达成。真随机的讲故事的口头是，品牌怎样围绕其产物创造真实有酷好的故事，这些短故事莽撞在酬酢媒体上引起共识，吸援用户，并与品牌修复筹办。这不是一次就能作念到的，而是需要捏续不休地进行，万古辰保捏这种互动。

And this is a Challenge for every brand， because the best social media talent is not necessarily， they don＇t necessarily want to work for a big company． They prefer to be independent． So brands need to balance the type of content they put out there． Some of it can be done through storytelling． Really a good storytelling． How can your brand create stories around its products that are really meaningful on social media short stories， right？ That really impact there and draw in their users and make a connection to that brand． Over and over， you can＇t do it once， right？ You have to continually do it 2047 for long periods of time to build this．

记者：跟着对女性导向产物需求的增多，基于首创空间的孵化训诫，怎样通过用户响应来改善产物，以荒诞消费者的需求，尽头是女性消费者的需求？

With the growing demand for female oriented products， based on the Founder space incubation experience， how can products be improved through user feedback to meet the coordinate of consumers， especially female consumers？

Steve Hoffman：这是个好问题。女性消费者在酬酢媒体上耗尽多半时辰，可爱抒发我方的不雅点，是的。她们会对互相和群体进行传播，品牌，她们更可爱互动。

This is a good question。So female consumers are spending lots of time on social media， female consumers like to express their opinions， yeah． To each other， to groups． They broadcast them， brands，

男性可能只是不雅看，但不互动，而女性但愿抒发我方。因此，品牌需要提供一种口头，让她们积极地抒发对产物的见识，与其他女性共享她们的产物体验，以她们我方的声息来发声，并在酬酢媒体上赋权女性的声息和不雅点。

Males might just watch， but they don＇t interact， the females want to express themselves． So brands need to give them a way to express themselves positively about the products to share their experience with the products， with other females， in their own voice， and to empower the female voice and female opinions on social media．

将来的趋势是，品牌怎样围绕其产物创建对话，并开展敦朴的对话。这么，若是客户对产物有问题，他们不错真实抒发出来，而公司也莽撞以积极的口头复兴。咱们发现，若是一家公司试图删除总共负面意见或她们不可爱的响应，最终只会让客户感到震怒，这并莫得匡助，反而会让他们更不悦。咱们发现，最佳的公司，世界上最强的品牌和产物公司，齐是在不休与客户交流，捏续得回响应，并左证这些响应本色窜改产物，并哄骗响应设备新产物。因为客户的将来即是你的将来，他们会告诉你他们衰败什么，以及他们想要什么。

So what the future of this is how does a brand with their products create a dialogue around their product and open a honest dialogue． So that if their customers have a problem with their product， they can actually express that． And the company can respond in a way that＇s positive． Now， what we found is that if a company tries to delete all the negative opinions or all the feedback that they don＇t like， then they end up making their customers angry． They don＇t help． They actually make them angry． What we found is that the best companies， the strongest brands in the world， the strongest product companies are continually talking to their customers， continually getting feedback in and actually changing their products based on this feedback． And using the feedback to develop new products． Because really the future your customers are your future， your customers will tell you what they aren＇t getting and what they want from your company．

Steve Hoffman：这对许多公司来说是一个强大的资源，但他们并莫得哄骗起来。他们险些窄小我方的客户，哀痛客户可能会品评他们，哀痛客户可能会传播筹办他们的负面信息。这是诞妄的。不要窄小。事实上，每当有东说念主品评你，这齐是你介入并与他们交谈的契机。大多数客户在你真实与他们互动时，他们会感到感恩。因为许多品评你产物的东说念主，本色上但愿你的产物变得更好，他们真实温煦你的产物。若是你能让他们参与进来，告诉他们，“来帮咱们改善这个产物”，他们会感到被赋权。

So this is a huge resource that many companies don＇t take advantage of． They are almost afraid of their customers． They＇re afraid their customers may criticize them， they＇re afraid their customers may spread bad Information about them． That is incorrect． Don＇t be afraid． In fact， every time they somebody criticizes you， it＇s an opportunity for you to step in and actually talk to them． And most customers when you actually engage them， they will end up being thankful． Because of many of the people who criticize your products， they want your product to be better． They actually are the ones who care the most about your products． And if you can actually engage them and say， look， come and help us make this product better， they feel empowered．

然后他们就会从品评者酿成你最大的因循者。因此，你最大的品评者不错成为你最大的因循者，只好你知说念怎样与他们互动。这是许多公司需要学习的。而且，产物的超等粉丝不错匡助你设备下一代产物，并保捏着手于竞争敌手。

And then they change from a critic to your biggest supporters． So your biggest critics can become your biggest supporters if how to interact with them． And this is something many companies need to learn． And then the same super fans of your product can help you develop the next generation of product and keep ahead of your competitors．

记者：在这个全球经济环境中，初创公司应该怎样将危险鼎新为契机？

In this global economic environment， what should startups to do to turn crisis into opportunities？

Steve Hoffman：我想说，在每一次要紧的危险中，通常会有更大的契机，对吧？然而每当公司遭遇问题时，他们就需要新的措置决策。若是你是一家公司，发现这是个问题，那么我即是要找出措置决策的东说念主。我饱读吹企业家去种种企业，不论是旅舍业，金融行业，照旧工场，去这些企业望望他们现在在那里耐劳？他们在那里有痛点？他们需要什么，而你又能措置哪些问题？因为若是你能措置这些问题，大家齐有钱。若是你能措置他们的问题，他们就会有资金。东说念主们常说公司莫得满盈的钱，其实是因为他们对某些事情并不温煦。

I’d like to say， in every time of great crisis， there are even greater opportunities， right？ whenever companies run into problems， they need new solutions． If you＇re a company saying this is a problem， then I＇m going to be the one to figure out how to solve it． I encourage entrepreneurs go to businesses， whatever area． It could be the hospitality business． It could be the financial sector． It could be running factories， go to these businesses and find out right now， where are they suffering？ Where are they in pain？ What do they need from you that where can you solve any of these problems？ Because if you can solve these problems， everybody has money． They have the money if you can solve their problem． People say companies don＇t have enough money， they don＇t have enough money for something that they don＇t care about．

但若是某件事情对他们确切很进军，他们就会找到钱。因为他们知说念这即是他们生涯和发展的必要。是以，固然可能会有经济贫乏时期，但即使在这些时期，一些最优秀、最坚硬的公司也通常是从极端小的边界运转的，他们须臾雄厚到那里有契机，并收拢了它。当成本不那么充足时，竞争也莫得那么热烈。你本色上不错在资金不那么充裕的时候自行成长，比及资金运转流动时，你就处于一个很好的位置。

But if something really matters to them， they will find the money． Because they know that is what they need to survive and grow． So you need， so there may be economic times that are difficult， but even in those times， some of the best and most powerful companies， they＇re born very small， but they suddenly realize there＇s an opportunity there and they take it． When there isn＇t as much capital， you don＇t have as much competition． You can actually， in a time where there isn＇t as much capital， you can grow on your own， then when the capital starts to flow back． And these things， you are in a great position．

记者：是以您以为要津是找到正确的阛阓？

So you think the key is to find a correct market？

Steve Hoffman：是的。我永远敬佩你应该从有问题的客户运转。着手了解客户，深刻了解他们的厄运点，他们现在需要什么来让他们的业务更盈利，匡助他们生涯和发展？

yes． I always believe you should start with customers who have problems． So you begin with the customer and you go deep with those customers， where are they suffering？ What do they need now to get their business， to get make their business more profitable to help their business survive， to help their business grow？

然后你要专注于这些特定的高价值问题，最进军的问题，并哄骗新时期、东说念主工智能，以及现在败表示的各式新时期，匡助他们以新的口头措置这些问题。这即是契机。是以与其说“这是沉重的时刻，我什么齐作念不了”。Then you go in， you focus on these specific high value problems， the most important problems to them and use the new technology， artificial Intelligence， any all the different new technologies that are emerging now to help them solve these problems in new ways． And these are the opportunities．

不如说“这是一个沉重的时刻，有那么多东说念主需要我的匡助，我最佳作念点什么。若是我不作念，谁来作念？”若是你作念到了，况且作念得正确，你就会成长。

So instead of saying it＇s difficult time， I can＇t do anything， say it＇s a difficult time． There＇s so many people need my help． I better do something． And if I don＇t do it， who will do it？ And if you do it and you do it right， you will grow．

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