2. Customers
2.客戶

And the secondprinciple is. Decide who are your customers, knowing who your customers are, isessential. If you're going to solve their problem, it's critical. If you seekto make a difference in their lives, the mistake that so many hardworkingentrepreneurs make is they define their customers as anyone who buys theirproduct.
第二個原則是。決定誰是你的客戶，知道誰是你的客戶是至關重要的。如果你要解決他們的問題，這很關鍵。如果你想改變他們的生活，那麼許多勤奮的企業家所犯的錯誤是，他們把顧客定義為購買他們產品的人。

Well, yes,that's a definition of a customer. But what is the difference between thepeople who buy your product and the people who don't? Is it simply a Gulfbetween the people who know about it and the people who don't? I don't think sobecause there is no product in the world that is bought by everyone, the best products,the brands we care about, the organizations that thrive are for someone, notfor everyone.
是的，這是對顧客的定義。但是買你的產品的人和不買的人有什麼區别呢？這僅僅是知情者和不知情者之間的鴻溝嗎？我不這麼認為，因為世界上没有一種產品是人人都能買到的，最好的產品、我們關心的品牌、興旺發達的組織是為某個人而不是為每個人。

Where are we gethung up. Then once we decide to choose our customer is in thinking that we haveto base it on what they look like on what it says on their census form on whatit says in their bank account. No, no. And no, we choose our customer based onwhat they believe and what they want. This is psychographics, not demographics.
我們在哪里被掛斷了。一旦我們決定選擇我們的客戶，我們就會認為，我們必須以他們的長相為基礎，根據他們的人口統計表，根據他們銀行賬戶上的信息。不，不。不，我們根據客戶的信念和需求來選擇我們的客戶。這不是人口統計學。

So someexamples. In the early 1980s, I launched at Spinnaker software, a line ofcomputer games based on science fiction, novels, Ray Bradbury, Arthur C. Clark,real classics in their field, who was my customer? Well, my decision as thebrand manager was my customer was the kind of person that goes to sciencefiction conventions.
一些例子。20世紀80年代初，我在Spinnaker軟件公司推出了一系列電腦遊戲，該系列遊戲基於科幻小說、小說、雷·布拉德伯里、亞瑟·C·克拉克，他們領域的真正經典作品，誰是我的客戶？好吧，我作為品牌經理的決定是我的客戶是那種喜歡參加科幻小說大會的人。

Now, once I sayout loud, the kind of person that goes to science fiction conventions. I'vesaid a whole bunch. I've just told you something about what they want, whatthey believe, what their library looks like, how they might dress. Of course,it's all a stereotype. We're putting people into buckets so that we can servethem.
現在，一旦我大聲說出來，就是那種去參加科幻小說大會的人。我說了一大堆。我剛剛告訴你他們想要什麼，他們相信什麼，他們的圖書館是什麼樣子，他們可能會怎麼穿。當然，這都是刻板印象。我們把人放進桶里，這樣我們就可以為他們服務了。

And I decidedthat I was going to reach out to this group, spend time with this group, figureout if I was right about my assumption. So I took a booth at a trade show. Ishowed up at the science fishing conventions, and I discovered really quickly.That I was totally wrong. Yes. It's true. That people at the science fishingconventions knew who Ray Bradbury was wanted to meet Michael Crighton.
我決定去接觸這個群體，花點時間和他們在一起，弄清楚我的假設是否正確。所以我在一個貿易展上租了一個攤位。我參加了科學釣魚大會，很快就發現了。我完全錯了。對。這是真的。參加科學捕魚大會的人都知道雷·布拉德伯里想見邁克爾·克里頓。

They werescience fiction fans. But they did not have an attitude that said we would liketo try something in a new medium. They did not say I have a computer it's 1984.What do I do with it? They weren't saying I would rather spend hours playing acomputer game than sitting at home and reading a book.
他們是科幻小說迷。但他們並没有一種態度，說我們想嘗試一種新的媒介。他們没說我有電腦這是1984年。我該怎麼處理它？他們不是說我寧願花幾個小時玩電腦遊戲也不願坐在家里看書。

They weren'tshopping for something new. They were engaging with something comfortable. Thatis not a criticism of the people at the science fiction conventions. It's acriticism of me because I wasn't clear about who my customers were. And if Ishowed up and offered them a computer game, which I did, they would say, nothank you because it wasn't for them.
他們不是在買新東西。他們正在做一些舒適的事情。這不是對科幻小說大會上的人們的批評。這是對我的批評，因為我不清楚我的客戶是誰。如果我出現給他們一個電腦遊戲，他們會說，不，謝謝，因為這不是給他們的。

It took a littlewhile for me to realize that the people I was going to be selling to that firstcritical year, that year, we ended up selling hundreds of thousands of copieswith someone who was asking what's new, who was walking into a computer storeor leech mere or target and saying what's new.
我花了一段時間才意識到，在第一個關鍵的一年，也就是那一年，我們銷售了成百上千的拷貝，有人在問什麼是新的，誰走進一家電腦商店，或是水蛭，或是target說什麼是新的。

Their psychographicwas clear. They were people who were into computers. And they were people whowere into novelty,
他們的心理分析很清楚。他們都是電腦迷。他們是喜歡新奇的人，

that pizzaplace, the one on the corner that yeah. Does pretty well. Dad's a pizza placefor folks who say, where can I get a pizza within one block of where I live. Weknow a lot about those customers, just from that one sentence. We know wherethey live and we know which problem pizza sells for them. A few blocks away isa place with a line out the door every night, a place that serves a pizza thatin a double blind taste test might taste a little bit better than the pizza atthe other place.
那個披薩店，拐角那個是的。做得很好。爸爸是一個披薩店的人說，我在哪里可以得到一個比薩餅在我住的地方一個街區。我們從這句話中了解了很多顧客。我們知道他們住在哪里，也知道披薩賣什麼問題給他們。幾個街區外就是一個每晚都有人在門外排隊的地方，一個提供披薩的地方，在雙盲品嘗測試中，比薩餅的味道可能比另一個地方的比薩餅好一點。

The pizza costsa lot more people come from much further away, but if we do the math, it'sclear that the percentage of people within driving distance within walkingdistance. Is lower because people are coming from further away, but fewerpeople from the building are coming because it is not the solution for it.
披薩的價格要高出很多人來自很遠的地方，但是如果我們算算一下，很明顯開車距離內步行距離內的人口比例。因為有人從更遠的地方來，但是從大樓來的人卻少了，因為這不是解決問題的辦法。

If you wantclose pizza here, it is. It is the solution for people who say I want specialpizza pizza. That makes me feel like I am the kind of person that waits in linefor pizza. And if that pizza place expanded too much, It wouldn't work becausein the words of Yogi Berra, it's too popular. No one goes there anymore.
如果你想在這里吃薄餅的話，是的。這是對那些說我想要特别披薩披薩的人的解決方案。這讓我覺得我是那種排隊等比薩餅的人。如果那家比薩店擴張太大，那就行不通了，因為用Yogi Berra的話說，它太受歡迎了。再也没有人去那里了。

If it expandedtoo much, the line would go down. Once the line went down, other sorts ofpeople would come. People who maybe weren't there. Cause it was special. Theywere there because it was famous serving people who are coming because you'refamous is very different. Then serving people who are coming for a differentreason, find your customers, find your future.
如果膨脹太大，生產線就會下降。一旦隊伍倒下，其他人就會來。可能不在那里的人。因為它很特别。他們之所以在那里是因為它是著名的，服務於那些因為你出名而來的人是完全不同的。然后為那些因為不同原因而來的人服務，找到你的客戶，找到你的未來。

Everythingyou're going to do as an entrepreneur, based on the scale you've chosen. Andthe customers you've chosen is pretty clearly set. It set because customers wantwhat they want and if they don't want what you've got, they're going to gosomewhere else.
作為一個企業家，你要做的每件事都要基於你選擇的規模。而且你選擇的客戶已經很明確了。這是因為顧客想要他們想要的東西，如果他們不想要你的東西，他們就會去别的地方。

So this is theproblem with product first orientation. If you say something like I'm going tohave the largest selection of Crescent wrenches. You have a problem becauseonline, someone has a larger collection than you. If you're going to say I'mgoing to be the cheapest at selling this widget, you have a problem becauseunless you have some magic machine, someone else can make it cheaper.
所以這就是產品第一導向的問題。如果你說像我會有最大的月牙扳手選擇。你有個問題，因為在網上，有人的收藏比你大。如果你要說我是最便宜的銷售這個小部件，你有一個問題，因為除非你有一些神奇的機器，其他人可以讓它更便宜。

If you're goingto say this is for everyone, you're going to have a really hard time gettingthe word out because reaching everyone time-consuming and expensive. But if youcan be clear, Who it's for specifically, then you can begin to make yourproduct better, not for them, but for this smallest viable audience and thesmallest viable audience is the second half of find your customers.
如果你要說這是為每個人準備的，那麼你很難把這個詞說出來，因為接觸每個人既費時又費錢。但是如果你能清楚地知道它是為誰設計的，那麼你就可以開始讓你的產品變得更好，不是為了他們，而是為了這個最小的可行的受眾和最小的可行的受眾是下半部分的“找到你的客戶”。

We are notseeking to reach everyone. We're trying to reach the group of people. That isbig enough to support us at the scale we seek to be. They go together. So thesmallest viable audience for a jazz club might be 10,000 people. The end we'redone it's enough that keeps the green mill in Chicago doing just fine everyMonday night, because not all 10,000 people come, they only need 101 out of ahundred people who care about the place come every Monday night.
我們並不是要接觸所有人。我們正試圖聯系到這群人。這足以支撐我們達到我們所追求的規模。他們一起去。所以爵士樂俱樂部的最小觀眾可能是10000人。我們的工作結束了，芝加哥的綠磨坊每週一晚上都能過得很好，因為不是所有的10000人都來，他們只需要每週一晚上100個關心這個地方的人中的101個來。

One out of ahundred of 10,000 is a hundred it's enough true fans as Kevin Kelly causedthem. How many true fans do you need? If you want to make it as a musician,selling your work online, a thousand might be enough. Is there a thousand peopleon Patrion or some other service who are paying you a hundred dollars a year?
萬分之一是一百分之一，這已經足夠成為凱文·凱利的真正粉絲了。你需要多少真正的粉絲？如果你想成為一名音樂家，在網上銷售你的作品，一千塊就足夠了。是不是有一千人在帕特里恩或其他服務機構每年付給你一百美元？

You're doing fine. How do you becomeimportant to a thousand people? Not by saying, I make music just like you canlisten to on Spotify because people can just listen to it on Spotify. That thechallenge that we have as entrepreneurs is to have the guts to say, it's notfor you. I refuse to define my customers as the people who buy from me.
你做得很好。你如何成為千夫所指的人？不是說，我做音樂就像你在Spotify上聽一樣，因為人們可以在Spotify上聽。作為企業家，我們面臨的挑戰是有勇氣說，這不適合你。我拒絕把我的顧客定義為向我購買的人。

Instead, I wantto define my customers as people who believe in something who wants somethingwho have hopes and fears and dreams. And so our work is to dig deep and to saythis group of people, do I have enough empathy for them that I can makesomething for them. Now it's important to understand you don't have to be oneof the customers.
相反，我想把我的顧客定義為那些相信某種東西的人，他們想要一些有希望、恐懼和夢想的東西。所以我們的工作就是深入挖掘，告訴這群人，我是否對他們有足夠的同情心，我能為他們做點什麼。現在重要的是要明白你不必成為客戶之一。

You don't haveto have survived cancer to be an oncologist that understanding what yourcustomers want and believe. It's essential, but it doesn't have to be what youwant and believe it just has to be work you are willing to do. And so what wehave to do as entrepreneurs is defined from the start, our smallest viableaudience, and then applied practical empathy to them.
你不一定要從癌症中幸存下來，才能成為一名了解客戶需求和信仰的腫瘤學家。這是必要的，但它不一定是你想要的，相信它只是你願意做的工作。因此，作為企業家，我們必須做的事情從一開始就被定義為我們最小的可行受眾，然后對他們應用實際的同理心。

They don't knowwhat, you know, they don't want what you want. They don't see what you see. Andthat's okay. It's okay. Because if it's not okay, you can't serve them. If it'snot okay, you can't reach them because they won't come around until after youstart talking to them in a way that they can hear this is challenging becauseyou've got the guts and the ego strength and the passion to start something.
他們不知道，你知道，他們不想要你想要的。他們看不到你看到的。没關系。没事的。因為如果不好，你就不能招待他們。如果不好的話，你就無法聯系到他們，因為他們不會回來，直到你開始以一種他們能聽到的方式與他們交談，這是一種挑戰，因為你有膽量，自我力量和激情開始某事。

You want it tobe your thing, but no, the customer wants to embrace it. Like it's their thing.Does this mean that you need to do focus groups and ask everyone what theywant? No. Cause people are terrible at figuring out what they want before theyhave it. Nobody showed up at Phil Knight's house and said, please make us Nikesneakers.
你想讓它成為你的東西，但不，顧客想要擁抱它。好像這是他們的事。這是否意味著你需要做焦點小組，詢問每個人他們想要什麼？不，因為人們很難在得到之前就弄清楚自己想要什麼。没有人出現在菲爾·奈特的家里說，請給我們做耐克運動鞋。

Nobody. It took himand bill Bowerman to figure out what a certain kind of person wanted. So aslong as were talking about Nike, now let's talk about the fact that thecustomers you serve are going to evolve at the beginning. Nike, maybe choosefor a certain kind of college track star VN.
没有人。他和比爾·鮑爾曼才弄清楚一個人想要什麼。既然我們一直在談論耐克，那麼現在讓我們來談談這樣一個事實：你所服務的客戶在一開始就要演變。耐克，也許會選一個大學田徑明星。

You couldn't buya sweatshirt, you couldn't buy jogging shoes.
你買不到運動衫，也買不到慢跑鞋。

You couldn't buystuff to wear to the mall. Wasn't for you. They were very clear about who theircustomer was. Then they started making things for javelin flowers or catchersor whatever it is, and other athletes and then cleats and then runners, andthen yeah. Sweatshirts to wear to the mall. Now, the person who's buying a Nikesweatshirt to wear it in the mall, doesn't have the same hopes and dreams andfears as a track runner.
你不能買衣服去商場穿。不是為了你。他們很清楚他們的客戶是誰。然后他們開始為標槍花、捕手或其他什麼的東西做東西，還有其他運動員，然后是夾板，然后是跑步者。去商場穿的運動衫。現在，買一件耐克運動衫去商場穿的人，並没有田徑運動員那樣的希望、夢想和恐懼。

And so Nike hashad to become many companies, a complicated organism, a company that launchesmore than one new product every single day. Because Nike is working at atotally different scale than it was at the beginning, but they never would havegotten to where they got. If they hadn't chosen from the start a group ofpeople, very small, probably 10,000 in the whole world who wanted theirproduct.
因此，耐克不得不成為許多公司，一個復雜的有機體，一個每天推出不止一個新產品的公司。因為耐克的工作規模與當初完全不同，但他們永遠不會達到他們的目標。如果他們没有從一開始就選擇一群人，很小，全世界大概有一萬人想要他們的產品。

Once theyfigured out what their product was, they wanted it because it was a magicalplacebo. That added some benefits as well, but it helped them believe it helpedthem realize that they could run a little bit faster if they were willing tocommit. Nike was able to tell a story to these athletes, a true story, a storythat resonated a story that they could share, but it was a very small group ofpeople.
一旦他們弄清楚他們的產品是什麼，他們就想要它，因為它是一種神奇的安慰劑。這也增加了一些好處，但它幫助他們相信，這有助於他們認識到，如果他們願意承諾，他們可以跑得更快一點。耐克能夠給這些運動員講一個故事，一個真實的故事，一個能讓他們分享的故事產生共鳴的故事，但這是一個非常小的群體。

And once you areclear with yourself and your team about who you seek to serve now, You have theability to ignore everyone else because other people are going to tell you whatthey want or believe, and you don't care because it's not for them. And so ifyou own a small winery and someone criticizes you because your wine is tooexpensive, you should say, thank you.
一旦你對自己和你的團隊清楚地知道你現在想為誰服務，你就有能力唿視其他人，因為别人會告訴你他們想要什麼或相信什麼，而你不在乎，因為這不適合他們。所以，如果你有一個小酒莊，有人因為你的酒太貴而批評你，你應該說，謝謝你。

Here's theaddress of a big winery that sells cheaper wine. You should encourage people.To go to your competitors. Cause that's a sign that you have found youraudience and that other people who want what you don't make, who need what youdon't have. You should serve them by sending them somewhere else.
這是一家賣便宜酒的大酒廠的地址。你應該鼓勵别人。去找你的競爭對手。因為這表明你已經找到了你的聽眾，其他人想要你没有的東西，他們需要你没有的東西。你應該送他們去别的地方。

And so a pastoris available to us. It's a posture of generosity of making an offer of saying ifyou're the kind of person that wants X, Y, and Z, if you're the kind of personthat believes a, B and C, that. That's what we have. And if you're not sorryfor taking your time, here's a whole bunch of other people who are happy tohelp you.
所以我們可以找一個牧師。這是一種慷慨的姿態，表示如果你是那種想要X，Y，Z的人，如果你是那種相信a，B，C的人，那麼。這就是我們所擁有的。如果你不后悔耽誤了你的時間，這里有很多其他人很樂意幫助你。

And then the lastpart, the last part comes from Michael . And it's this, once you know who thisgroup of people is, the question is who do you want to help them become?Because every time an entrepreneur shows up, he or she changes something, weare here to make a change happen.
最后一部分，最后一部分來自邁克爾。一旦你知道這群人是誰，問題是你想幫助他們成為誰？因為每次一個企業家出現，他或她都會改變一些事情，我們在這里是為了讓改變發生。

What change areyou seeking to make?
你想做什麼改變？

It could be something as simple as sayingsomeone who craves a certain kind of pizza after they eat here will be changedinto someone who is done with that craving at least for tonight. And now has anew craving that they'll have to come back for tomorrow, or it could besomething much more dramatic.
它可以簡單的說，一個人誰想吃某種比薩餅后，他們在這里吃了，將變成一個誰的渴望，至少在今晚。現在又有了一個新的渴望，他們明天必須回來，或者可能會有更戲劇性的事情。

So Apple evolvedduring its glory days because they decided that there was a certain group ofpeople, technically friendly, graphically oriented, and Apple decided to helpthese people develop better, tastes in the way they did digital interaction andto help them show. That better taste to other people on a Mac C and I feelinadequate.
所以蘋果在它輝煌的日子里不斷發展，因為他們認為有一群人，技術上友好，以圖形為導向，蘋果決定幫助這些人以他們進行數字互動的方式培養更好的品味，並幫助他們展示自己。在Mac電腦上對其他人來說更有品味，我覺得不夠。

PCs get viruses.We can't do as much.  I don't get it.Mac. Why don't you say something positive about peacing. Okay. Easy PC. You area wizard with numbers and you dress like a gentlemen PC. Well, Matt, I guessyou are a little better at creative stuff, even though it's completely juvenileand a waste of time, maybe you should come in twice a week.
電腦會感染病毒。我們做不了那麼多。我不明白。雨衣。你為什麼不說點積極的話呢。可以。簡單的電腦。你是一個有數字的巫師，你穿得像一個紳士型電腦。好吧，馬特，我想你在創造性的東西上有點好，儘管這完全是幼稚和浪費時間，也許你應該一週來兩次。

Apple changed anentire generation of computer users, which is why during its early years, ithad such a rabbit following because yeah, it was like a religion. It was alabel. It was something you could get tattooed to your arm. Harley Davidsonmakes motorcycle riders who have been disrespected, who have felt likeoutcasts.
蘋果改變了整整一代的電腦用戶，這就是為什麼在它的早期，它有這麼多兔子的追隨者，因為它就像一種宗教。那是個標簽。你可以把它紋在胳膊上。哈雷戴維森讓摩托車騎手受到不尊重，感覺像被遺棄者。

Feel like partof the family. They don't sell motorcycles. They sell that before HarleyDavidson, you might feel alone after you've got a Harley, you might feeltogether. The grateful dead for 10 years, the number one touring band in theUnited States only had one hit record and it sort of ruined the whole thing.
感覺自己是家里的一員。他們不賣摩托車。他們在哈雷戴維森之前就把它賣了，有了哈雷之后你可能會覺得孤獨，你可能會覺得在一起。“感恩之死”10年來，美國排名第一的巡演樂隊只有一張唱片，這一切都毀了。

Almost no onewent to see the grateful dead live, but the people who did went all the time,the people who went knew it was for them. And they want it to go to be with theother people that a grateful dead concert wasn't about the music. You could getthe music for free. They encourage people to share the tapes.
幾乎没有人去看那些充滿感激的死者的現場直播，但是那些去的人一直都去，去的人知道這是為了他們。他們想讓其他人知道，一場感恩的死亡音樂會與音樂無關。你可以免費得到音樂。他們鼓勵人們分享錄音帶。

The gratefuldead concert was about connecting the people they chose to the smallest viableaudience. You can get the grateful dead with 5 million rabid fans. That's all.You need 5 million. One of the greatest rock groups of all time. So between10,000 people supporting a jazz club and 5 million people supporting a rockgroup, there's plenty of room.
感恩死亡音樂會是為了把他們選擇的人與最小的可生存的觀眾聯系起來。你可以用500萬狂熱的粉絲得到感恩的死亡。這就是全部。你需要500萬。有史以來最偉大的搖滾樂隊之一。所以在1萬人支持一個爵士俱樂部和500萬人支持一個搖滾樂隊之間，有很大的空間。

We are not seeking to serve everyone.We're seeking to serve someone. Have you figured out who it is, what theybelieve, what they hope, what they want, what they dream of. And have youfigured out what they'll tell the other.
我們不是要為所有人服務。我們想為某人服務。你有没有弄清楚他們是誰，他們相信什麼，他們希望什麼，他們想要什麼，他們的夢想是什麼。你知道他們會告訴對方什麼了嗎。

So I hope youcan see how the first two principles dance with each other. Your scaledetermines how big your minimum viable audience is a big minimum viable audiencerequires you to have a group large enough that you can support them and theycan support you as the group gets larger. There are more people hustling fortheir attention.
所以我希望你們能看到前兩個原則是如何相互配合的。你的規模決定了你的最小可行受眾是多大一個最小可行受眾要求你有一個足夠大的團隊，你可以支持他們，他們可以支持你的團隊越來越大。有更多的人在爭搶他們的注意力。

It is lesslikely. That you will be the one and only. And so they dance back and forth andback and forth. The goal is to make things better by making better things. Theopportunity is to find a hole and fill it. Big holes are harder to find thansmall holes. And as the market evolves, the nature of the holes will change aswell.
可能性不大。你將是唯一的。所以他們來回跳舞。我們的目標是讓事情變得更好。機會就是找到一個洞，然后把它填滿。大洞比小洞難找。隨著市場的發展，這些漏洞的性質也會發生變化。

And so you showup whether you're making computers or sneakers or you're building somethingonline for just a few people. A group of people who need a thing and know it, agroup of people who are happy to talk about that thing to other people, whichwe'll explore in a little bit. And then as it's spread to a larger group, you'resolving a different problem for those people because they want something else.
所以無論你是在制作電腦或運動鞋，還是在網上為少數人做一些東西，你都會出現。一群需要某件事並且知道它的人，一群樂於和其他人談論這件事的人，我們將在后面進行探討。當它傳播到一個更大的群體時，你為那些人解決了一個不同的問題，因為他們想要别的東西。

They believesomething else, they need something else. And so the act of entrepreneurship isthe act of making change happen. But once you make a change happened, thatchange isn't new anymore. And now you have to make a new change happen, Sally,new problem for a different group of people. So as we make our choices abouthow to make our existing entity do better or how to build an entity.
他們相信别的東西，他們需要别的東西。所以創業的行為就是讓改變發生的行為。但一旦你做出改變，這種改變就不再是新鮮事了。現在你必須做出一個新的改變，莎莉，給不同的人群帶來新的問題。因此，當我們做出選擇，如何使我們現有的實體做得更好或如何建立一個實體。

That has a system inplace that will help it grow, that will help it be profitable. That will helpit make a difference. We have to be crystal clear that we are not in thebusiness of simply finding ourselves a job with no boss that what we areactually doing is showing up with an asset.
它有一個系統，可以幫助它成長，有助於它盈利。這將有助於改變現狀。我們必須清楚地認識到，我們並不是在找一份没有老板的工作，我們實際上做的是帶著資產出現。

Something thatwe can make a problem we can solve for a specific group of people.
我們可以為特定人群解決的問題。

So that's thehard homework. Can you describe them? Can you talk about them? Can you say itout loud? Are you willing to acknowledge that you have competitors who selfother people's problems better than you can and vice versa, because beingreally clear about that helps us get to the next steps. Thanks for listening.
所以這是很難做的功課。你能描述一下嗎？你能談談他們嗎？你能大聲說出來嗎？你是否願意承認，你的競爭對手比你能更好地解決别人的問題，反之亦然，因為清楚地認識到這一點有助於我們進入下一步。謝謝收聽。

More to come.
還有更多。