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",[443,444,128],"a",{"href":445},"\u002Fdanyichanpin","模式能大幅降低渠道成本",[395,448,449],{},[383,450,451,452,455,456,458],{},"\"渠道成本低。呵呵，不是同行的不一定能明白这话到底有什么分量（同行也未必明白），我是20年前从",[387,453,454],{},"任天堂","那里学会的。那时很多做游戏机的都喜欢做很多品种，最后下场都不太好。\"（2011年，买入",[387,457,436],{},"思考）",[395,460,461],{},[383,462,463],{},"\"品种越多，占用的渠道库存越大，是几何级数的关系。\"（2011-04-09）",[379,465,466],{"id":466},"实战案例",[404,468,470,472],{"id":469},"步步高的地区唯一代理商制度1990年代至今",[387,471,389],{},"的地区唯一代理商制度（1990年代至今）",[383,474,475,476,478,479,481],{},"段永平在",[387,477,389],{},"建立了\"地区唯一代理商\"制度，每个地区只设一个代理商，建立深厚的互信关系。这套制度在很多年里都是",[387,480,389],{},"的竞争优势。",[383,483,484],{},"但段永平也承认这个模式面临互联网时代的挑战：",[395,486,487],{},[383,488,489],{},"\"这套办法在很多年里都是我们的优势，但在互联网年代，我们这个办法会遇到巨大的挑战和威胁。也许在不久的将来，我们会为了继续生存慢慢或快快地进行或大或小的变革。\"",[404,491,493,496],{"id":492},"小霸王的单品渠道效率1990年代初",[387,494,495],{},"小霸王","的单品渠道效率（1990年代初）",[383,498,499,500,502],{},"段永平回忆说，",[387,501,495],{},"游戏机只有红白机和蓝白机两款（类似iPhone的黑色和白色），而对手们经常有好几十款。最终\"款式多的那些对手绝大多数都消失了\"，核心原因就是品种太多导致渠道库存管理成本过高。（2013-02-16）",[404,504,506,508],{"id":505},"苹果的渠道模式",[387,507,436],{},"的渠道模式",[383,510,511,512,514,515,517],{},"段永平高度赞赏",[387,513,436],{},"的渠道模式：",[387,516,436],{},"零售店完全与公司文化吻合，库克会亲自处理用户来信——",[395,519,520],{},[383,521,522],{},"\"那只是客户反映问题的渠道之一，库克大部分也是直接给相应的部门去处理。这样做非常接地气，比较容易感受到用户的需求。\"（2022-09-24）",[404,524,526,529],{"id":525},"可口可乐的渠道差异化",[387,527,528],{},"可口可乐","的渠道差异化",[383,531,532,533,536],{},"段永平将渠道视为",[443,534,108],{"href":535},"\u002Fchayihua","的一部分：",[395,538,539],{},[383,540,541,542,544,545,548],{},"\"吃喝的东西心理上的差异化其实很大的，当然渠道的差异化也很厉害，比如",[387,543,528],{},"的",[443,546,51],{"href":547},"\u002Fhuchenghe","中，'在哪里都能买到'这点是非常厉害的。\"（2012-07-13）",[404,550,552,555],{"id":551},"拼多多的渠道创新2018年",[387,553,554],{},"拼多多","的渠道创新（2018年）",[383,557,558,559,562,563,565],{},"2025年浙大演讲中，段永平提到",[387,560,561],{},"黄峥","当年向他介绍",[387,564,554],{},"时说的：\"尤其是农产品，因为他们最早是农产品出现的。你想，农民的橘子你卖不动你就死了嘛……但通过他们的渠道，他们确实做得很好。\"",[379,567,568],{"id":568},"常见误解",[404,570,572],{"id":571},"误解一渠道是核心竞争力","误解一：渠道是核心竞争力",[383,574,575,576,544,578,580],{},"有网友认为",[387,577,389],{},[443,579,51],{"href":547},"是渠道掌控，段永平回应：",[395,582,583],{},[383,584,585],{},"\"传统渠道的重要性会随着互联网的发展而变得越来越小，但负担会越来越大。如果我们渠道上不能变革成功的话，我们就会有大麻烦。\"（2012-03-31）",[404,587,589],{"id":588},"误解二有好渠道就能卖好产品","误解二：有好渠道就能卖好产品",[383,591,592],{},"段永平强调因果关系是反过来的——好产品吸引好渠道，而非好渠道创造好产品。",[379,594,595],{"id":595},"思想演变",[404,597,599],{"id":598},"_1990年代渠道建设是核心工作","1990年代：渠道建设是核心工作",[383,601,602,603,605],{},"创建",[387,604,389],{},"时，建立全国性的代理商网络是核心战略任务，地区唯一代理制是重要的制度创新。",[404,607,609],{"id":608},"_2000年代渠道效率的深入理解","2000年代：渠道效率的深入理解",[383,611,612],{},"通过与竞争对手的比较，段永平深刻理解了品种少带来的渠道效率优势，以及品种多带来的库存管理噩梦。",[404,614,616],{"id":615},"_2010年代对传统渠道模式的反思","2010年代：对传统渠道模式的反思",[383,618,619,620,622],{},"随着互联网电商的发展，段永平开始反思传统渠道模式的局限性，认为渠道变革是必须面对的挑战。同时，",[387,621,436],{},"的直营店模式给了他新的启发。",[404,624,626],{"id":625},"_2020年代渠道作为差异化的一部分","2020年代：渠道作为差异化的一部分",[383,628,629,630,633,634,636],{},"段永平更多地将渠道视为整体",[443,631,48],{"href":632},"\u002Fshangyemoshi","和",[443,635,108],{"href":535},"的一部分来思考，而非独立看待。",[379,638,639],{"id":639},"原话引用",[395,641,642],{},[383,643,644],{},"\"产品最重要，没有好的产品企业很难活得好。有了好的产品当然还是要建立渠道去卖的。\"（2022-08-30）",[395,646,647],{},[383,648,649],{},"\"所谓终端制胜的说法就像最后让你吃饱了的那个馒头。\"（2012-09-08）",[395,651,652],{},[383,653,654,655,657],{},"\"最好的渠道就是像",[387,656,436],{},"店这种模式，渠道完全和公司文化吻合。\"（2023-01-15）",[395,659,660],{},[383,661,662,663,665],{},"\"渠道成本低。不是同行的不一定能明白这话到底有什么分量（同行也未必明白），我是20年前从",[387,664,454],{},"那里学会的。\"（2011年）",[395,667,668],{},[383,669,463],{},[395,671,672],{},[383,673,674],{},"\"传统渠道的重要性会随着互联网的发展而变得越来越小，但负担会越来越大。\"（2012-03-31）",[395,676,677],{},[383,678,541,679,544,681,548],{},[387,680,528],{},[443,682,51],{"href":547},{"title":684,"searchDepth":12,"depth":12,"links":685},"",[686,687,694,704,708,714],{"id":381,"depth":12,"text":381},{"id":402,"depth":12,"text":402,"children":688},[689,690,691,692],{"id":406,"depth":16,"text":407},{"id":418,"depth":16,"text":419},{"id":427,"depth":16,"text":428},{"id":440,"depth":16,"text":693},"4. 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