懂你英语level7文档精校版最新中英对照

。然后，中间的几个月也过去了，我还是一个字也没有动，眨眼就到了这里，然后两 个月变成了一个月，

再变成了

2

周。< /p>

And one day I woke up with three days until the deadline, still not having written a word, and so I did the only thing

I could: I wrote 90 pages over 72 hours, pulling not one but two all-nighters -- humans are not supposed to pull two

all-nighters -- sprinted across campus, dove in slow motion, and got it in just at the deadline.

一天我醒来，发现离交稿日期只剩

3

天了，但我还一个字都没写。我别无选择，只能在接下来的

72

小时里

，连续通宵两个晚上赶论文

——

一般人不应连续通宵两个晚上。

90

页赶出 来后，我飞速冲过校园，像电影

中的特写慢镜头一样，恰好在截止日期前的最后一刻交上 。

I thought that was the end of everything. But a week later I get a call, and it's the school. And they say,

Urban?

the best one we've ever seen.

wanted to enjoy that one moment when all of you thought,

我以为事情就这 么完了，但一周后，我接到一个电话，是学校打来的。他们说：

“

你是

Tim

Urban

吗

?”

我说：

“

是。

”

他们说：

“

我们 要说一说你的毕业论文。

”

我说：

“< /p>

好啊。

”

他们说：

“

这是我见过最

棒的论文。

”……< /p>

当然不可能。论文非常非常的差劲。我只想享受下你们对我的崇拜，想听你们说：

“

这老

兄太厉害了。

”

没有，其实写的非常差劲。

Anyway, today I'm a writer-blogger guy. I write the blog Wait But a couple of years ago, I decided to write

about procrastination. My behavior has always perplexed the non-procrastinators around me, and I wanted to explain

to the non-procrastinators of the world what goes on in the heads of procrastinators, and why we are the way we are.

不管怎样，我现在成为了一个博客写手，经营着

“wait but

why”

这个博客。几年前，我决定写写拖延这件事。 我的行为方式总让身边非拖延者感到不能理解。我很想

对世界上非拖延者的人解释一下， 我们拖延症患者的脑子是什么样的，为什么我们会拖延。

Now, I had a hypothesis that the brains of procrastinators were actually different than the brains of other people. And

to test this, I found an MRI lab that actually let me scan both my brain and the brain of a proven non- procrastinator,so

I could compare them. I actually brought them here to show you today. I want you to take a look carefully to see if you

can notice a difference. I know that if you're not a trained brain expert, it's not that obvious, but just take a look, OK?

So here's the brain of a non-procrastinator. Now ... here's my brain.

首先我假设，拖延症患者的大脑实际上和其他人的 大脑不一样。为了验证这一点，我找了家核磁共振实验

室，给我和另一个确定是非拖延症 的人，进行了脑部扫描，我好将二者进行对比，今天我带到现场，给大

家展示一下。我希 望大家仔细观察，看能不能注意到差异。我知道大家并非专业的大脑专家，较难看出他

们 的差异，但大家不妨先看一眼，如何

?

这张是非拖延者的大脑，这张是我的大脑。

There is a difference. Both brains have a Rational Decision-Maker in them, but the procrastinator's brain also has an

Instant Gratification Monkey. Now, what does this mean for the procrastinator? Well, it means everything's fine until

this happens. [This is a perfect time to get some work done.] [Nope!] So the Rational Decision-Maker will make the

rational decision to do something productive, but the Monkey doesn't like that plan, so he actually takes the wheel,

and he says,

just remembered that that happened.

两张是有一点不同，两个大脑都有一个理性 决策人，但在拖延症患者的大脑里，还有一个及时行乐的猴子

。那这对拖延症患者来说意 味着什么呢

?

这意味着平时没什么异样，但一旦发生了以下的 情况，理性的决策人做出理性的决策，要去做一些实际的

工作，但猴子不喜欢这个计划， 所以他抢过方向盘，说道：

“

说实话，我们还是去维基百科上查 一查

NKTH

的丑闻吧。

”

Then --Then we're going to go over to the fridge, to see if there's anything new in there since 10 minutes ago. After

that, we're going to go on a YouTube spiral that starts with videos of Richard Feynman talking about magnets and

ends much, much later with us watching interviews with Justin Bieber's mom. All of that's going to take a while, so

we're not going to really have room on the schedule for any work today. Sorry!

然后我们会去翻冰箱，看看和十分钟前相比有 没有什么新的东西。然后我们去

youtobe

看一连串的视频 ，从

Richard Feynman

谈论磁铁开始，一直到很 久很久之后看到一个

Justin

Bieber

妈妈的访谈才结束。以上这些事情都得花时间，所以我们今天没有时间再来工作了。

< br>

3

Now, what is going on here? The Instant Gratification Monkey does not seem like a guy you want behind the wheel.

He lives entirely in the present moment. He has no memory of the past, no knowledge of the future, and he only cares

about two things: easy and fun. Now, in the animal world, that works fine. If you're a dog and you spend your whole

life doing nothing other than easy and fun things, you're a huge success!

所以，到底发生了什么

?

< br>这个及时行乐的猴子并非你希望控制方向的人，他完全生活在当下，没有过去的

记 忆，也没有未来的概念。他只关注两件事情：简单和开心。在动物界，这两点没有问题。如果你是一条

And to the Monkey, humans are just another animal species. You have to keep well- slept, well-fed and propagating

into the next generation, which in tribal times might have worked OK. But, if you haven't noticed, now we're not in

tribal times. We're in an advanced civilization, and the Monkey does not know what that is. Which is why we have

another guy in our brain, the Rational Decision-Maker, who gives us the ability to do things no other animal can do.

We can visualize the future. We can see the big can make long-term plans. And he wants to take all of that

into account. And he wants to just have us do whatever makes sense to be doing right now.

但对猴子来说，人类是另外一个物种，你得正常睡眠、规律饮食、繁衍后代。在原始部落 时代，这也没太

大问题。但你注意到没有，现在并非原始部落时代，我们生活在一个现代 文明社会中，而猴子完全不能理

解这是什么意思，这也是为什么我们大脑中会有另外一个 ，理性的决策者，他使人类有能力做到其他动物

无法做到的事情。我们能设想未来，可以 从大局出发，制定长期计划，他可以把所有这些事考虑在内。希

望让我们做出最合理的事 情

.

Now, sometimes it makes sense to be doing things that are easy and fun, like when you're having dinner or going to

bed or enjoying well-earned leisure time. That's why there's an overlap. Sometimes they agree. But other times, it

makes much more sense to be doing things that are harder and less pleasant, for the sake of the big picture. And that's

when we have a conflict. And for the procrastinator, that conflict tends to end a certain way every time, leaving him

spending a lot of time in this orange zone, an easy and fun place that's entirely out of the Makes Sense circle. I call it

the Dark Playground.

有时，做一些简 单开心的事情是很合理的，比如吃饭睡觉、享受赢得的休闲时光，所以二者也有重叠的部

分。有时二者是一致的，但有些时候，从长远的角度来看，一些更困难不开心的事情，才是合理的事情，

所以就出现了冲突。对拖延症患者来说，每次这种冲突到最后的结果都一样，都让他在这片橙色区 域里耗

费大量时间，这里很简单很开心，但完全不在合理圈的范围内，我将这个区域称为 黑暗操场。

Now, the Dark Playground is a place that all of you procrastinators out there know very well. It's where leisure

activities happen at times when leisure activities are not supposed to be happening. The fun you have in the Dark

Playground isn't actually fun, because it's completely unearned, and the air is filled with guilt, dread, anxiety,

self-hatred -- all of those good procrastinator feelings. And the question is, in this situation, with the Monkey behind

the wheel, how does the procrastinator ever get himself over here to this blue zone, a less pleasant place, but where

really important things happen?

这个黑暗操场，所有的拖延者患者都应该很熟悉，在这里发生了许多，本不应该在此时进行的休闲活动。

你在黑暗操场获得的乐趣，实际并不有趣，因为这并非你应得的。这里的空气充满了内疚 、恐惧、焦虑和

自我憎恨

——

这些都是 拖延症患者常有的情绪。所以问题是，在猴子掌握方向盘的情况下，拖延症患者如

何进入 这边的蓝色区域呢

?

这里虽然没有这么舒适，但进行的事情都非 常重要。

Well, turns out the procrastinator has a guardian angel, someone who's always looking down on him and watching

over him in his darkest moments -- someone called the Panic Monster. Now, the Panic Monster is dormant most of

the time, but he suddenly wakes up anytime a deadline gets too close or there's danger of public embarrassment, a

career disaster or some other scary consequence. And importantly, he's the only thing the Monkey is terrified of.

好吧

,

原来拖拉者有一个守护天使

,

一个总是低头看着他

,

在他最黑暗的 时刻看着他的人

--

有人叫这个惊慌的怪物。现在

,

恐慌怪兽大部分时间都处于休眠状态

,

但他突然在最后期限太近时醒来

,

或者有公众困窘、职业灾难或其他可怕后果的危险。重要的是

,

他是猴子唯一害怕的东西。

Now, he became very relevant in my life pretty recently, because the people of TED reached out to me about six

months ago and invited me to do a TED Talk. Now, of course, I said yes. It's always been a dream of mine to have

done a TED Talk in the past. But in the middle of all this excitement, the Rational Decision-Maker seemed to have

something else on his mind.

最近

,

惊慌在我的生活中变得非常重要

,

因为

ted

的人在六月前联系了我，邀请我做

ted

演讲。当然

,

我答应了。做次

TED

谈话过去一直是我的梦想。但在所有这些兴奋的中间

,

理性的决策者似乎还有别的心事。

He was saying,

future? We need to sit down and work on this right now.

Google Earth and zoom in to the bottom of India, like 200 feet above the ground, and scroll up for two and a half

hours til we get to the top of the country, so we can get a better feel for India.

他说

:

我们是否清楚我 们刚刚接受了什么？我们是否会在将来的某一天发生什么？我们需要坐下来

,

现在就做这项工作。猴子说

,

完全同意

,

但让我们打开谷歌地球和放大到印度的底部

,

像

200

英尺以上的地面

,

并滚动了两个半小时

,

直到我们到达国家的顶端

,

所以我们 可以得到一个更好的感觉为印度。这就是我们那天所做的。

As six months turned into four and then two and then one, the people of TED decided to release the speakers. And I

opened up the website, and there was my face staring right back at me. And guess who woke up? So the Panic

Monster starts losing his mind, and a few seconds later, the whole system's in mayhem. And the Monkey -- remember,

he's terrified of the Panic Monster -- boom, he's up the tree! And finally, finally, the Rational Decision-Maker can

take the wheel and I can start working on the talk.

当六个月变成四个

,

然后两个

,

然后一个

, TED

的人决定公布演讲人。我打开了网站

,

我的脸正盯着我。你猜谁醒了？于是恐慌怪兽开始失去理智

,

几秒钟后

,

整个系统陷入混乱。还有 那只猴子

--

记住

,

他害怕惊恐的怪物

--

砰

,

他在树上

,

最后

,

理性的决策者可以掌舵

,

我可以开始工作了。

4

Now, the Panic Monster explains all kinds of pretty insane procrastinator behavior, like how someone like me could

spend two weeks unable to start the opening sentence of a paper, and then miraculously find the unbelievable work

ethic to stay up all night and write eight pages. And this entire situation, with the three characters -- this is the

procrastinator's system. It's not pretty, but in the end, it works. This is what I decided to write about on the blog a

couple of years ago.

现在

,

恐慌怪兽解释了各种非常疯狂的拖拉行为

,

< br>像我这样的人怎么可能花两周的时间无法开始一篇论文开头的句子

,

然后奇迹般地找到令人难以置信的职业道德

,

熬夜写八页。

这整个情况

,

与三字符

-

这是拖拉系统。它不漂亮

,

但最终

,

它的工作。这是我几年前决定在博客上写的。

And they were all writing, saying the same thing:

between the light tone of the post and the heaviness of these emails. These people were writing with intense

frustration about what procrastination had done to their lives, about what this Monkey had done to them. And I

thought about this, and I said, well, if the procrastinator's system works, then what's going on? Why are all of these

people in such a dark place?

他们都在写

,

说着同样的话

:

我也有这个问题。但令我吃惊的是

,

邮报的光色调和这些邮件的沉重对比。

这些人对拖延对他们的生活所做的事情感到强烈的沮丧

,

这只猴子对他们做了什么。我想过这一点

,

我说

,

如果拖拉的系统起作用了

,

那到底是怎么回事？为什么这些人都在这么黑的地方？

When I did, I was amazed by the response. Literally thousands of emails came in, from all different kinds of people

from all over the world, doing all different kinds of things. These are people who were nurses, bankers, painters,

engineers and lots and lots of PhD students. And they were all writing, saying the same thing:

too.

people were writing with intense frustration about what procrastination had done to their lives, about what this

Monkey had done to them. And I thought about this, and I said, well, if the procrastinator's system works, then what's

going on? Why are all of these people in such a dark place?

从字面上成千上万的电子邮件来自世界各地的不同类型的人

,

做各种不同的事情。

这些人是护士

,

银行家

,

画家

,

工程师和许多博士学生。他们 都在写同一句话：

“

我也有这个问题。

”

但真正让我感到触动的，是我博客的

轻描淡写，和邮件的沉重 文风之间的强烈对比。这些读者以非常沮丧的语言，告诉我拖延对他们的生活造

成了哪些 影响，告诉我猴子对他们都做了些什么。我思考了一下，问道，既然拖延症患者的系统是有效果

< br>的，那到底哪不对呢

?

为什么这些人都置身黑暗之中呢< /p>

?

Well, it turns out that there's two kinds of procrastination. Everything I've talked about today, the examples I've given,

they all have deadlines. And when there's deadlines, the effects of procrastination are contained to the short term

because the Panic Monster gets involved. But there's a second kind of procrastination that happens in situations when

there is no deadline. So if you wanted a career where you're a self- starter -- something in the arts, something

entrepreneurial -- there's no deadlines on those things at first, because nothing's happening, not until you've gone out

and done the hard work to get momentum, get things going.

原来，拖延分为两种，我今天所说的拖延和所举 的例子，都是有截止日期的。一旦有了截止日期，拖延的

影响会被限制在一定时期内，因 为后期惊慌怪兽会出现，但还有第二种拖延，这种拖延是没有截止日期的

，所以如果你想 在一些领域内自学成才

——

比如学个艺术或者创个业

这些事情开始都是没有截止日期

的，因为开始 不会有什么变化，直到你拼尽全力，辛勤投入，才会有一点起色，你才能看到进展。

There's also all kinds of important things outside of your career that don't involve any deadlines, like seeing your

family or exercising and taking care of your health, working on your relationship or getting out of a relationship that

isn't working. Now if the procrastinator's only mechanism of doing these hard things is the Panic Monster, that's a

problem, because in all of these non- deadline situations, the Panic Monster doesn't show up. He has nothing to wake

up for, so the effects of procrastination, they're not contained; they just extend outward forever.

维系感情，或者从一段不合适的感情中抽身。如果说拖延症患者处理这些困难的唯一 机制，是惊慌怪兽的

话，那就有问题了，因为在这些没有截止日期的情况下，惊慌怪兽是 不会现身的，没有唤醒他的条件，所

以这一类拖延的后果是没有限制的，他们会不断地肆 意延伸。

And it's this long-term kind of procrastination that's much less visible and much less talked about than the funnier,

short-term deadline-based kind. It's usually suffered quietly and privately. And it can be the source of a huge amount

of long- term unhappiness, and regrets.

和有截止日期的好 笑的短期拖延相比，这种长时期的拖延，更不易被人察觉，也更少被谈论到，他常常在

无 声无息中折磨着人们，可以说是大部分长期抑郁和悔恨的根源。

And I thought, that's why those people are emailing, and that's why they're in such a bad place. It's not that they're

cramming for some project. It's that long-term procrastination has made them feel like a spectator in their own lives.

The frustration is not that they couldn't achieve their dreams; it's that they weren't even able to start chasing them.

我想，这也是为什么这些人会写信，为什么 状态这么差的原因吧。他们并非在为某个项目临时抱佛脚，这

种长期拖延使他们有时感觉 ，自己只是生活的旁观者，让他们沮丧的不是他们没有实现梦想，而是他们甚

至还没有开 始追寻梦想。

So I read these emails and I had a little bit of an epiphany -- that I don't think non-procrastinators 's right --

I think all of you are procrastinators. Now, you might not all be a mess, like some of us, and some of you may have a

healthy relationship with deadlines, but remember: the Monkey's sneakiest trick is when the deadlines aren't there.

我读着这些来信，忽然有一种顿悟

——

我觉得非拖延者是不存在的，没错，我认为你们所有人都是拖延者

，当然你们可能不像，我们有些人这么混乱。你们有些人可能与截止日期保持着良性的关系。但记住：猴

子最狡猾的伎俩，发生在没有截止日期的时候。

Now, I want to show you one last thing. I call this a Life Calendar. That's one box for every week of a 90-year life.

That's not that many boxes, especially since we've already used a bunch of those. So I think we need to all take a long,

hard look at that calendar. We need to think about what we're really procrastinating on, because everyone is

procrastinating on something in life. We need to stay aware of the Instant Gratification Monkey. That's a job for all of

us. And because there's not that many boxes on there, it's a job that should probably start today. Well, maybe not

today, but ...You know. Sometime soon.

最后我想给大家看一个东西，我称之为

“

生命日历

”

。这里的每一个 格子都代表

90

年生命中的一周，格子数

并不是很多，尤其我们已经用掉了许多。我想我们需要好好花时间，认真看看这个日历。我们需要想一下

，我们真正在拖延的是什么，因为每个人在生命中都有拖延一些东西，我们需要警惕及时行乐的 猴子，这

是我们所有人的任务。因为这里的格子数并不多，所以或许我们今天就应该行动 起来，或许不一定是今天

，而是尽快。

Thank you.

Part 2 How great leaders inspire action

一个伟大的领导者如何激发购买力

注解：

Simon Sinek has a simple but powerful model for inspirational leadership all starting with a golden circle and the

question

Tivo, which (until a recent court victory that tripled its stock price) appeared to be struggling.

正文：

How do you explain when things don't go as we assume? Or better, how do you explain when others are able to

achieve things that seem to defy all of the assumptions? For example: Why is Apple so innovative? Year after year,

after year, after year, they're more innovative than all their competition. And yet, they're just a computer company.

They're just like everyone else. They have the same access to the same talent, the same agencies, the same consultants,

the same media. Then why is it that they seem to have something different? Why is it that Martin Luther King led the

Civil Rights Movement? He wasn't the only man who suffered in a pre-civil rights America. And he certainly wasn't

the only great orator of the day. Why him? And why is it that the Wright brothers were able to figure out

control-powered, manned flight when there were certainly other teams who were better qualified, better funded, and

they didn't achieve powered man flight, and the Wright brothers beat them to it. There's something else at play here.

你怎样解释当一些事情出乎我们意料的进行？或者说，你 怎样解释当别人能成就一些看似不符合所有猜想

的事？例如：为什么苹果那样创新？一年 一年又一年，他们比他所有的竞争对手都要敢于创新。可是，他

只是一家电脑公司。他们 就象其他人一样。他们拥有同样的方法吸取同样的人才，拥有同样的代理商，同

样的顾问 ，同样的媒体。但是为什么他们看上去会某些不同之处呢？为什么

Martin Luther

King

领导公民权利运动？他不是唯一一个遭 遇非公民待遇的美国公民。他无疑不只仅仅是那个时候伟大的

演讲家。为什么是他？为什 么怀特兄弟能够发明人造带动力控制的飞行器，而当时其他人无疑拥有更好的

资格，更多 资金，他们却没能完成人造动力飞行器，而怀特兄弟于这点打败了他们。这是因为有其他东西

于此发挥作用。

About three and a half years ago I made a discovery, and this discovery profoundly changed my view on how I

thought the world worked. And it even profoundly changed the way in which I operate in it. As it turns out -- there's

a pattern -- as it turns out, all the great and inspiring leaders and organizations in the world, whether it's Apple, or

Martin Luther King or the Wright brothers, they all think, act and communicate the exact same way. And it's

complete opposite to everyone else. All I did was codify it. And it's probably the world's simplest idea. I call it the

golden circle.

大约三年半之前，我有个新发现，这个发现深深的改变了我的对于我曾 经认为这个世界如何运行的观点。

并且它甚至深深的改变了我运营事物的方式。如它所示

——

这是一个图案

——

如这个所示，这个世界上所

有伟大的有感染力的领导者们或者组织，无论是苹果 ，或者

Martin Luther

King

或者怀特兄弟，他们都确切的以同一种方式思考，行动和交流。但是这个是完全不同于其他人的方式

。所有我做的只是把他整理出来。并且这可能是世界上最简单的注意。我把它叫做黄金圆圈。

Why? How? What? This little idea explains why some organizations and some leaders are able to inspire where

others aren't. Let me define the terms really quickly. Every single person, every single organization on the planet

knows what they do, 100 percent. Some know how they do it, whether you call it your differentiated value

proposition or your proprietary process or your USP. But very, very few people or organizations know why they do

what they do. And by

what's your purpose? What's your cause? What's your belief? Why does your organization exist? Why do you get out

of bed in the morning? And why should anyone care? Well, as a result, the way we think, the way we act, the way we

communicate is from the outside in. It's obvious. We go from the clearest thing to the fuzziest thing. But the inspired

leaders and the inspired organizations, regardless of their size, regardless of their industry, all think, act and

communicate from the inside out.

为何？如何？是何？这个小模型就解释了为什么一些组织和一些领导者们能有能力鼓舞那些其他人不能 做

到的地方。让我快速的定义这些术语。每个人，每个单独的组织都百分之百的明白他们 在做什么。其中一

些知道如何去做，无论你们把他叫做你们的差异价值，或者是你们的独 特工序，或者你们的专利。但是很

少很少的人们或者组织知道为什么他们做他们所做的。 这里的

“

为何

”

不是指

“

为利润

”

< br>。利润是个结果。他

总会是结果。而

“

< br>为何

”

我所指的是：你的目的是什么？你的动机是什么？ 你的信仰是什么？为什么你的组

织会出现？你为什么而在早上早起？为什么其他人需要在 乎你的这些？那么，结果是，我们思考的方式，

我们行动的方式，和我们交流的方式都是 由外而内的。这个很明显，我们的方式都是从清晰的事物到模糊

的事物。但是激励型领导 者们和组织，不论他们的大小，行业，所有的思想，行动和交流都是自内于外的

。

Let me give you an example. I use Apple because they're easy to understand and everybody gets it. If Apple were like

everyone else, a marketing message from them might sound like this.

designed, simple to use and user friendly. Want to buy one?

how most marketing is done. That's how most sales are done. And that's how most of us communicate interpersonally.

We say what we do, we say how we're different or how we're better and we expect some sort of a behavior, a purchase,

a vote, something like that. Here's our new law firm. We have the best lawyers with the biggest clients. We always

perform for our clients who do business with us. Here's our new car. It gets great gas mileage. It has leather seats. Buy

our car. But it's uninspiring.

让我给你们一个例子。我用 苹果公司作为例子是因为他们很容易去理解，并且每个人都能理解。如果苹果

公司如同其 他公司一样，他们的市场营销信息就可能是这样。

“

我们做最棒 的电脑。设计精美，使用简单

，界面友好。你想要买一台吗？

”

不怎么样吧。这就是我们大部分人的交流方式。这就是大部分的市场营

< br>销所采取的。这也是大部分商家所采取的。这也是我们中大部分人于人际间的交流方式。我们说我们做什< /p>

么工作的，我们说我们是何如与众不同，或者我们是如何的更优秀，然后我们就期待着别人 的一些反应，

一个购买力，一个投票支持，类似于这些的反应。这是我们新开的律师事务 所。我们拥有最好的律师和最

大的客户。我们总是能满足我们的客户们的要求。这是我们 的新车型。非常省油。舒适的座椅。买我们的

车吧。一点都不鼓舞人心

< br>

。

Here's how Apple actually communicates.

thinking differently. The way we challenge the status quo is by making our products beautifully designed, simple to

use and user friendly. We just happen to make great computers. Want to buy one?

ready to buy a computer from me. All I did was reverse the order of information. What it proves to us is that people

don't buy what you do; people buy why you do it. People don't buy what you do; they buy why you do it.

而这是苹果公司事实上如何交流的。

< br>“

我们做的所有事，我们相信在挑战现状。我们相信用不同的方式思

考。而我们挑战现状的方式就是我们开发我们的产品拥有精美的设计，使用简单，并且界面友好。我们 让

最棒的电脑得以呈现。你想要买一台吗？

”

< br>完全不一样对吗？你们乐意从我这里购买一台电脑吗。我所做

的只是将这些信息的 顺序重新排列。这些证明了人们不想从你那里买你所做的产品；人们买的是你的信念

和宗 旨。人们买的不是你做的什么产品；他们买的是你做这些的信念和宗旨。

This explains why every single person in this room is perfectly comfortable buying a computer from Apple. But we're

also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from Apple. But, as

I said before, Apple's just a computer company. There's nothing that distinguishes them structurally from any of their

competitors. Their competitors are all equally qualified to make all of these products. In fact, they tried. A few years

ago, Gateway came out with flat screen TVs. They're eminently qualified to make flat screen TVs. They've been

making flat screen monitors for years. Nobody bought one. Dell came out with MP3 players and PDAs. And they

make great quality products. And they can make perfectly well-designed products. And nobody bought one. In fact,

talking about it now, we can't even imagine buying an MP3 player from Dell. Why would you buy an MP3 player

from a computer company? But we do it every day. People don't buy what you do; they buy why you do it. The goal

is not to do business with everybody who needs what you have. The goal is to do business with people who believe

what you believe. Here's the best part.

这个解释了每个在座的人为什么非常自然的要买一台苹果公司的电脑。但是我们同样非常 自然的买一个苹

果公司的

MP3

播放器 ，或者一部苹果电话，或者苹果

DVR

。但是如我之前所说，苹 果公司只是一个计算机

公司。从结构上没有什么能把它同其他竞争者区别开。它的竞争者 都同样具备制作所有这样产品的资格和

能力。而事实上，他们也尝试过，几年前，

Gateway

公司推出了平板电视机。他们非常能胜任生产制造平< /p>

板电视。他们已经制造平板显示器许多年了。却没人购买。

Del l

公司推出了

MP3

播放器和掌上电脑 。他们

产品设计精良。却没人购买。事实上，现在来谈论这些，我们甚至无法想象买一台

Dell

的

MP3

播放器。你

为什么会从一家电脑公司买一台

MP3