????這使我想起了我們當(dāng)時(shí)考察智能手機(jī)業(yè)務(wù)時(shí)的情形,。手機(jī)市場(chǎng)當(dāng)時(shí)確實(shí)有很多競(jìng)爭(zhēng)產(chǎn)品,，但它們的設(shè)計(jì)宗旨都是幫助運(yùn)營(yíng)商向用戶(hù)銷(xiāo)售手機(jī),，而沒(méi)有考慮到用戶(hù)想要什么,。另外，我對(duì)自己說(shuō)：“有沒(méi)有推出服務(wù)業(yè)務(wù)的潛力,？”首先,，恒溫器是否是一項(xiàng)好業(yè)務(wù)？其次，你能否為恒溫器提供服務(wù),？我們就這樣進(jìn)入了能源服務(wù)領(lǐng)域,。我當(dāng)時(shí)想：“這讓我想起了MP3播放器革命和智能手機(jī)革命，兩者最初都是始于設(shè)備上革命性的硬件和軟件,。隨后迅速擴(kuò)展到服務(wù)和應(yīng)用程序,。”

????你在蘋(píng)果的時(shí)候并不負(fù)責(zé)市場(chǎng)推廣,，但作為Nest公司的首席執(zhí)行官,，你知道自己必須具備市場(chǎng)推廣的能力，對(duì)吧,？

????我想明確一點(diǎn),。產(chǎn)品營(yíng)銷(xiāo)同市場(chǎng)營(yíng)銷(xiāo)與溝通是兩碼事。產(chǎn)品營(yíng)銷(xiāo)我全部參與了,。但市場(chǎng)營(yíng)銷(xiāo)與溝通則不同,，它在于將明確的原則、差異等等轉(zhuǎn)化成營(yíng)銷(xiāo)和消息,，同時(shí)將它們通過(guò)眾多紙媒和數(shù)字媒體發(fā)布出去,。

????我會(huì)同產(chǎn)品營(yíng)銷(xiāo)部門(mén)密切合作，但產(chǎn)品營(yíng)銷(xiāo)并不知道能開(kāi)發(fā)出什么,。因此,，我嘗試當(dāng)消費(fèi)者想要的產(chǎn)品和工程師能夠開(kāi)發(fā)的產(chǎn)品這兩者之間的橋梁，一直在嘗試把這兩者結(jié)合起來(lái),，嘗試了解在市場(chǎng)營(yíng)銷(xiāo)過(guò)程中把什么差異作為賣(mài)點(diǎn),，了解怎樣的產(chǎn)品會(huì)讓消費(fèi)者覺(jué)得簡(jiǎn)單易用，或者說(shuō)能給他們帶來(lái)愉悅體的驗(yàn),，以及在一定的價(jià)位上,，能大規(guī)模生產(chǎn)出什么樣的產(chǎn)品。通常,，產(chǎn)品營(yíng)銷(xiāo)部門(mén)提出方案,，然后就扔給工程設(shè)計(jì)人員。工程設(shè)計(jì)人員說(shuō)：“這不現(xiàn)實(shí),?！庇谑菍?duì)方案進(jìn)行修改或刪減，然后返給產(chǎn)品營(yíng)銷(xiāo)部門(mén),。產(chǎn)品營(yíng)銷(xiāo)部門(mén)只好說(shuō)：“我們只能做出這個(gè)來(lái),。”我試圖在兩者之間找到中間路線,。我想讓營(yíng)銷(xiāo)部門(mén)說(shuō)：“不,，我們營(yíng)銷(xiāo)這邊可以多做一點(diǎn),。我們膽子可以再大一點(diǎn)?！倍鴮?duì)工程設(shè)計(jì)人員,，我想說(shuō)：“我們膽子還可以放大一點(diǎn)。但別太過(guò)火,，別給項(xiàng)目增加太多風(fēng)險(xiǎn),，結(jié)果根本搞不成?！保ㄘ?cái)富中文網(wǎng)）

????譯者：項(xiàng)航

????It reminded me of when we were looking at the smartphone business. Sure, there was lots of competition, but they were being designed for the carriers to sell to the users, not what the users wanted. Then on top of that I said, “Is there a services business here?” So first, is the thermostat a good business? Then, can you supply services to the thermostat? And that’s when we get into the energy services. And I was like, “Okay. This totally reminds me of the MP3 player revolution and the smartphone revolution, where it first started with revolutionary hardware and software on the device. Then it quickly branched out to services and applications.”

????At Apple, you weren’t responsible for marketing, but as CEO of Nest you knew that needed to be in your toolkit, right?

????Let’s be clear. There’s product marketing, and then there’s marketing and communications. Product marketing, yeah, I was involved in all of that. Marketing and communications is a different thing, which is taking these clear tenets and the differentiation and all these other pieces and then turning them into marketing and messaging and pushing them out through the various print, digital outlets.

????I would work very closely with product marketing, but again, product marketing didn’t know what could be created. So what I would try to do is be the linchpin between what the consumer wanted and what engineering could build, and always trying to stitch that together, trying to understand what the marketing differentiation would be, understanding what the ease-of-use would be or the consumer delight would be, as well as what could actually get done and done at a certain price point. Typically product marketing specs something and throws it over the wall to engineering. Engineering says, “I can’t.” And they redact it or take things out of it, put it back to product marketing, and product marketing says, “That’s all we could get.” I tried to take the fine line between the two to push marketing, saying, “No, we can do a little bit more here on the marketing side. Let’s get bold.” And to engineering, I’d say, “Let’s get bold. But let’s not get too bold that we’ve added so much risk to the project that it may never ship.”