Day 28: You're choosing to step up your game
Thursday
各位书友，今天我们一起阅读《Zero to One》第十三章SEEING GREEN。
The 1990s had one big idea: the internet is going to be big. But too many internet companies had exactly that same idea and no others. An entrepreneur can’t benefit from macro-scale insight unless his own plans begin at the micro-scale. Cleantech companies faced the same problem: no matter how much the world needs energy, only a firm that offers a superior solution for a specific energy problem can make money. No sector will ever be so important that merely participating in it will be enough to build a great company.
20世纪90年代人们都认为：网络会兴盛起来。但太多的网络公司持有这一相同观点而无独到见解。企业家只有从微观入手提出自己的计划，才能从宏观的见解中获益。清洁技术公司面临相同的难题：无论能源如何稀缺，只有对特定问题拿出最佳方案的公司才能赢利。还没有哪个产业能重要到只要参与其中就能建立卓越的企业。
思考问题
Is cleantech a social phenomenon or an environmental imperative?
清洁技术是环保必需的技术还是一种社会现象?
TESLA: 7 FOR 7
特斯拉如何脱颖而出？
Tesla is one of the few cleantech companies started last decade to be thriving today. They rode the social buzz of cleantech better than anyone, but they got the seven questions right, so their success is instructive:
在过去10年间建立、如今依旧欣欣向荣的清洁公司屈指可数，特斯拉就是其中之一。该公司对清洁技术这一社会热潮驾驭得比其他公司要好，它成功解决了如下7个问题，因此其成功对我们颇有教益：
TECHNOLOGY. Tesla’s technology is so good that other car companies rely on it: Daimler uses Tesla’s battery packs; Mercedes-Benz uses a Tesla powertrain; Toyota uses a Tesla motor. General Motors has even created a task force to track Tesla’s next moves. But Tesla’s greatest technological achievement isn’t any single part or component, but rather its ability to integrate many components into one superior product. The Tesla Model S sedan, elegantly designed from end to end, is more than the sum of its parts: Consumer Reports rated it higher than any other car ever reviewed, and both Motor Trend and Auto-mobile magazines named it their 2013 Car of the Year.
技术。特斯拉的技术很先进，其他汽车公司都依赖于它：戴姆勒采用特斯拉的电池组，奔驰采用特斯拉的动力系统，丰田采用特斯拉的发动机。通用汽车公司甚至组建了特别小组追踪特斯拉的动向。但是特斯拉的巨大技术成就不是单个的零件或组件，而是将许多组件融合为优良产品的能力。特斯拉S型轿车，从车头到车尾设计得都很优雅，它不是只把所有零件组合起来而已：《消费者报告》对它的评价是有史以来最高的，《机车潮流》和《环球车谈》杂志称其为2013年度风云汽车。
TIMING. In 2009, it was easy to think that the government would continue to support cleantech: “green jobs” were a political priority, federal funds were already earmarked, and Congress even seemed likely to pass cap-and-trade legislation. But where others saw generous subsidies that could flow indefinitely, Tesla CEO Elon Musk rightly saw a one-time-only opportunity. In January 2010—about a year and a half before Solyndra imploded under the Obama administration and politicized the subsidy question—Tesla secured a $465 million loan from the U.S. Department of Energy. A half-billion-dollar subsidy was unthinkable in the mid-2000s. It’s unthinkable today. There was only one moment where that was possible, and Tesla played it perfectly.
时机。2009年，根据大环境很容易推测出政府会继续支持清洁技术公司：“绿色工作”是政府要务，联邦基金早已制定要拨款，国会也看似要通过碳排放总量管制与碳交易方面的法案。当其他人认为巨额补贴将不断流入时，特斯拉首席执行官埃隆·马克斯看到的确实千载难逢的机会。2010年1月，也就是Solyndra在奥巴马执政期间爆出问题，并使补贴问题政治化的一年半以前，特斯拉成功地从美国能源局贷款4.65亿美元。在2000年年中，近5亿美元的资助是不可想象的，就算是现在也是不可想象的，而特斯拉抓住了那一稍纵即逝的时机。
MONOPOLY. Tesla started with a tiny submarket that it could dominate: the market for high-end electric sports cars. Since the first Roadster rolled off the production line in 2008, Tesla’s sold only about 3,000 of them, but at $109,000 apiece that’s not trivial. Starting small allowed Tesla to undertake the necessary R&D to build the slightly less expensive Model S, and now Tesla owns the luxury electric sedan market, too. They sold more than 20,000 sedans in 2013 and now Tesla is in prime position to expand to broader markets in the future.
垄断。特斯拉是从掌控小的次级市场起家的，即高端电动跑车市场。从2008年第一辆电动敞篷跑车（Roadster）下线，特斯拉的销量只有3000台，但是按每台10.9万美元来算，就是个不小的数字。从小做起使特斯拉能够进行必要的研发，制造价格稍低的S型汽车，如今特斯拉依然拥有豪华电动轿车市场。2013年，特斯拉驾车销售量超过2万台，现在正处于扩大市场的关键时期。
TEAM. Tesla’s CEO is the consummate engineer and salesman, so it’s not surprising that he’s assembled a team that’s very good at both. Elon describes his staff this way: “If you’re at Tesla, you’re choosing to be at the equivalent of Special Forces. There’s the regular army, and that’s fine, but if you are working at Tesla, you’re choosing to step up your game.”
团队。特斯拉的首席执行官是很棒的工程师，也是杰出的销售人员，因此，他建立的团队两者都很擅长，也就没什么可惊讶的了。埃隆如此描述他的员工：“进入特斯拉，如同你选择进入特种部队。进入普通军队也很好，但在特斯拉工作，你就选择了挑战。”
DISTRIBUTION. Most companies underestimate distribution, but Tesla took it so seriously that it decided to own the entire distribution chain. Other car companies are beholden to independent dealerships: Ford and Hyundai make cars, but they rely on other people to sell them. Tesla sells and services its vehicles in its own stores. The up-front costs of Tesla’s approach are much higher than traditional dealership distribution, but it affords control over the customer experience, strengthens Tesla’s brand, and saves the company money in the long run.
销售。多数公司低估了销售，但特斯拉认真对待，它拥有自己完整的销售链。其他汽车公司依赖于独立的代理商，就像福特和现代虽然制造汽车，却依赖别人销售汽车。而特斯拉在自己的店里销售、维修自己的汽车。这种做法让特斯拉的先期成本高于传统的代理商，但是长远来看，它能掌控客户体验，强化特斯拉品牌，为公司节省资金。
DURABILITY. Tesla has a head start and it’s moving faster than anyone else—and that combination means its lead is set to widen in the years ahead. A coveted brand is the clearest sign of Tesla’s break through: a car is one of the biggest purchasing decisions that people ever make, and consumers’ trust in that category is hard to win. And unlike every other car company, at Tesla the founder is still in charge, so it’s not going to ease off anytime soon.
持久。特斯拉有先行一步的优势，而且比其他公司发展更快——这也就意味着其领先地位在未来几年将会扩大。成为别人梦寐以求的品牌极为清楚地表明特斯拉已经有所突破：买车是人们一生中做出重大购买决定之一，所以要赢得客户信任实属不易。不像其他汽车公司，特斯拉的创始人依然掌握着公司，因此公司发展的速度不会很快就慢下来。
SECRETS. Tesla knew that fashion drove interest in cleantech. Rich people especially wanted to appear “green,” even if it meant driving a boxy Prius or clunky Honda Insight. Those cars only made drivers look cool by association with the famous eco-conscious movie stars who owned them as well. So Tesla decided to build cars that made drivers look cool, period—Leonardo DiCaprio even ditched his Prius for an expensive (and expensive-looking) Tesla Roadster. While generic cleantech companies struggled to differentiate themselves, Tesla built a unique brand around the secret that cleantech was even more of a social phenomenon than an environmental imperative.
秘密。特斯拉明白，在清洁技术领域里是时尚的激发关注。富人尤其想要显示出够“绿”，即使这意味着要驾驶四四方方的普瑞斯或笨拙的本田音赛特。想到有生态意识的电影明星也拥有这样的车，车主会觉得很酷。所以特斯拉决定制造使车主看起来酷酷的汽车，莱昂纳多.迪卡普里奥甚至将他的普瑞斯换成了昂贵的（看似昂贵的）特斯拉电动跑车Roadster。普通的清洁技术公司围绕差异化进行竞争时，特斯拉则围绕如下秘密打造出独特品牌：清洁技术与其说是环保必需的技术，不如说是一种社会现象。
ENERGY 2.0
能源2.0
Tesla’s success proves that there was nothing inherently wrong with cleantech. Cleantech gave people a way to be optimistic about the future of energy. But when indefinitely optimistic investors betting on the general idea of green energy funded cleantech companies that lacked specific business plans, the result was a bubble.
特斯拉的成功证明清洁技术的发展并没有问题。清洁技术给人们提供了一种对能源的未来保持乐观的方式。当无比乐观的投资者基于绿色能源的一般看法，将钱投给缺少独特经营计划的清洁技术公司时，泡沫就出现了。
The tech bubble was far bigger than cleantech and the crash even more painful. But the dream of the ’90s turned out to be right: skeptics who doubted that the internet would fundamentally change publishing or retail sales or everyday social life looked prescient in 2001, but they seem comically foolish today. Could successful energy start-ups be founded after the cleantech crash just as Web 2.0 start-ups successfully launched amid the debris of the dot-coms? The macro need for energy solutions is still real. But a valuable business must start by finding a niche and dominating a small market.
网络技术泡沫比清洁泡沫更大，泡沫破灭后造成的损失也更令人痛心。但是90年代人的梦想最终被证明是对的，而对网络将彻底改变出版业、零售业及日常生活持怀疑态度的人，在2001年看似有先见之明，今天却显得愚蠢可笑。Web 2.0初创公司能够在网络公司的残骸上成功兴起，能源初创公司能否像它们一样，在清洁技术公司折戟后成功建立？对资源解决方案的总体需求依然存在，但是有价值的公司必须从找到利基市场并占有小市场起步。
Finding small markets for energy solutions will be tricky—you could aim to replace diesel as a power source for remote islands, or maybe build modular reactors for quick deployment at military installations in hostile territories. Paradoxically, the challenge for the entrepreneurs who will create Energy 2.0 is to think small.
找到能源解决方案的小型市场并不容易——你可以致力于改变偏远岛屿以柴油为能源的现状，或者为敌对地区的军事设施进行快速部署建立模块化反应堆。看似矛盾的是，想要建立能源2.0公司，企业家面临的挑战首先是找到小型市场。
本月共读《Zero to One》英文版
点击公众号菜单栏“共读社群”立即加入有书英语共读
☞ 领读达人：刘亚南，英语共读负责人，85后
☞ 主播：熊叔，别人说我英语讲得像母语，是个美国人，我笑~谁说不出国门就学不会地道美语?别人说我拥有TESOL国际教师资格证~，我笑~自己只是个教书的逗比小光头罢了。
☞ 设计：刘莹
☞ 编校：陈珺洁
—共读书籍简介—
《Zero to One》涉及哲学、历史、经济等多元领域，解读世界运行的脉络，分享商业与未来发展的落实。该书将帮助我们思考从0到1的秘密，在意想不到之处发现价值与机会。
值得关注的是，这本《Zero to One》绝非学术讨论或者思想大师们的论战，自问世起，它的影响就迅速超越了投资圈，在美国亚马逊图书畅销总榜上跻身前列。