苹果在中国：美国科技巨头如何造就中国制造霸权 (Apple in China: The Capture of the World's Greatest Company) 书摘心得 原始心得网址，只多了封面而已： https://www.zoncheng.com/2026/01/0521-apple-in-china-capture-of-worlds.html 从「曼报」知道这本书 - 从Podcast的Angela简述几句本书的内容後，我就找了这本书 的英文版来看，以下是我挑了自己觉得有趣的段落，作了书摘及心得分享 ### Apple is a famously secretive company—more so than the US military, according to some sources with experience at both. To the more than 200 people I interviewed… More than 90 percent of my sources worked at Apple, from the earliest hires through today. Very few of them spent fewer than three years at Apple; many logged more than ten, fifteen, twenty, and even twenty-five years there. Often they served in senior roles, but as much as possible the anecdotes, experiences, and perspectives making up this narrative stem from sources on the ground and in the weeds 心得：虽然大家一直笑苹果发布会没有秘密，但本书曾在美国军方及苹果上班的受访者表 示苹果保密的程度比美国军方还高… (第二段了则再次证明本书受访者的质量及作者的严 谨) And the Mac got its first “killer app” in the form of PageMaker, which provided a simple user interface for designing layouts. ……For years, anyone involved in the business of printing books and magazines wanted to own a Mac. And soon so did anyone else seeking to print brochures and newsletters. “So solid was this business that during the dark months of mid-1985 one could have made a strong case for Apple being not a computer, but a printer company, ”... 心得：上过班的人应该都知道视觉设计师对Mac的喜爱是远远大於PC，只是我没想到这个 历史能从这麽久之前开始… Frustrated by Apple’s in-house manufacturing deficiencies, Gassée advocated for the Portable’s laptop successor, the PowerBook, to be outsourced to contract manufacturers in Japan. …Sony crammed the innards of a $4,500 Mac desktop into the form factor of a five-pound laptop. The whole project went from drawing board to production in just thirteen months, wowing Apple. It was priced at $2,300. Joe O’Sullivan from operations moved to Tokyo in 1993 to head up supplier quality—meaning he was to oversee production and ensure it was up to snuff. “I was in Japan about five minutes, and it was like, ‘Apple can teach the Japanese nothing,’ꠠhe says. 心得：在台湾人熟悉的台湾、中国苹果代工史之前，苹果的首选是日本，然後是韩国。本 段简述了早期日本强大的工程能力 - 苹果的工程师根本无能为力。 Guerrino De Luca, senior vice president of marketing, remembers Ive in these days as “the most frustrated person I’d ever met.” De Luca says Ive had prototyped a variety of elegant products whose simplicity masked the enormous complexity that went into their design, but engineers would only scoff, “We can’t put the electronics into this!” Jony Ive realized he’d pushed engineering too far. He oversaw changes that made the iMac easier to manufacture and offered more room inside for the logic board. The horizontal pinstripes that were so difficult to make became vertical instead, aligning with the movement of the plastic injection tools. The transparent blue plastic case was redesigned to give only a foggy view into the interior. Tweaks allowed for screws, bolts, and mounts to be carefully hidden below the surface so the recessed handle was structurally robust. 心得：这两段描述了大家熟悉的知名设计师Jony Ive早年在苹果远超工程团队所面对的挫 折及妥协（但随着苹果的对设计端及制造端的了解，这些妥协後来都被实在的克服了！） By the time Steve Jobs was ready to unveil the iMac to the world, the factory in Gumi was not at all production-ready. So the first models Jobs had shown on stage were handcrafted by Apple’s ID team in Korea. “There was only two or three of them,” says Jon Rubinstein, the head of hardware whom ID reported into at the time. “One of the guys sat in the bathtub and hand-did the surface because it’s a disgusting mess—you just get plastic everywhere. ” 心得：这一段简述了苹果初期与韩国代工场的痛苦。 Employees were given a Little Red Book featuring the sayings of Terry Gou, some of which were also plastered on the otherwise bare walls. The aphorisms ranged from inspirational to threatening. “Work hard on the job today or work hard to find a job tomorrow,” said one. “Value efficiency every minute, every second,” said another. “Achieve goals or the sun will no longer rise,” said a third. 心得：这一段摘要了郭董富士康厂的小红书 - 很好笑也很心酸，满想知道中文原文是什 麽…。 One executive says Steve Jobs was difficult because his emotions could abruptly go from zero to a hundred. “Tim,” this person adds, “goes from thirty-five to thirty-six.” And yet somehow that would be more disconcerting, because it was so unusual. A former vice president at Apple says the way you knew Tim Cook was upset was when he would say, “I just don’ t understand.” 心得：大家都知道Steve Jobs的难相楚，但看起来温和儒雅的Tim Cook也是狠角色 - 没 有想到「I just don’t understand」的杀伤力可以这麽强…。 Cook was fond of teaching colleagues to “be aggressive and unreasonable” when negotiating with suppliers. Max Paley, a vice president of graphics at the time, recalls not really knowing what this meant. Cook would say in a calm, deliberative cadence: “Don’t… ever… be… afraid… to… be… unreasonable.” What did that mean? Was Cook saying to be a jerk? Paley wasn’ t sure, but he later grew to understand and respect it. “What he was really saying was that it’s a typical thing for people—even in business negotiations with a supplier—to try to figure out: What’s a reasonable thing to ask them? What are they likely to be able to do?” Paley says. “ Whereas he was kinda saying, ‘You have no clue! You have no idea what the supplier might actually be capable of. So don’t be afraid to ask for the moon. Ask for everything you want. Ask for everything you need. If they can’ t do it, they’ll say no.’ꠊ 心得：非常喜欢这一段 - Cook教你如何合理的不讲道理去作合理的谈判。 If something was too easy, ID would push the envelope even further. In the making of the Mac Mini desktop around 2004, one engineer recalls Ive asking if he could make the computer such and such a size. The engineer said he could. Ive narrowed the dimensions and asked if he could build that. The engineer said he could. So Ive minimized the dimensions again. This time the engineer said, “No, no, that would be really difficult.” And Ive said, “ Great, those are the dimensions.” 心得：还记得前面提到的Jony Ive吗？别以为他也是个温和儒雅的英国绅士。 When the iTunes Store for Windows emerged in late 2003, the third-generation iPod became a sensational hit. Record executives found they didn’t have any leverage to oppose the expansion. Joe O’Sullivan, in Operations, calls the iTunes-for-PC move “the single biggest strategic decision that has enabled the company to be what it is today.” 心得：可惜20年後 - Windows版的iTunes还是很难用，而且越来越难用。 Years before Uber would become the largest taxi provider without owning a single vehicle or Airbnb would grow into the largest accommodation provider without owning any real estate, Apple was discovering how to be the world’s largest manufacturer without owning any factories. 心得：很少想过的类比 - Uber = Airbnb = Apple (Factory) Ford was promoted to store leader in Salt Lake City, where the culture was broken. He began by interviewing all the employees, then informing them that he was setting a new direction that would accept nothing but excellence. “ About 70 percent quit within a week, and I was hated by everybody,” Ford says. But a month later, employees were reporting that they liked the job a lot more. “Yeah,” he told them, “because all the people who don’t care aren’t here anymore.” 心得：所以是不是你讨厌的同事都被开除後，你就会喜欢你的职场？当然，前提是你也喜 欢你的老板。 Ford sought guidance from Ian Duffy, head of Asia for IKEA. In China, Duffy had made the decision to brand the Swedish furniture retailer 宜家, which means “suitable home.” Duffy told Ford this was his “biggest mistake,” as it had deprived the company of its strong global image. Ford followed his advice. So amid the Chinese legalese on the store license, English characters were used to spell out Apple. And as Ford built a local team, he taught all the Mandarin-speaking employees to use the English words Apple, iMac, and iPod. In turn, they influenced Apple’s marketing group and the wider masses. The decision didn’t feel major at the time, but, nearly two decades later, the weight of it pleases Ford. “It’s nice to have influence over the way a billion people think,” he says. 心得：我是觉得…IKEA叫宜家也不错呀…还是你都念IKEA？我都念IKEA的。 The first three iPhones had been copied mercilessly, all running Android and usually selling for lower prices…… So the response by Cupertino was: “Let ’s make the next iPhone so damn difficult to copy that they’ll go nuts or broke trying to copy it,” says a manufacturing design engineer. 心得：苹果初期对於模仿厂商的想法 - 一直提昇产品的规格及品质，让追随着发疯或破 产… 可惜，中国厂商还是太强大… He started seeking answers, wondering what sort of deal might be possible so the scalpers would stop clogging the lines and allow ordinary consumers to experience the Apple Store and buy a product themselves. The yellow cows’ responses astonished him. “You could never run me out of cash,” one told him. Ford wasn’t convinced, but the reseller took him on a short walk, down a few blocks and around a corner, then past some informal security types. They entered a room, roughly 2,000 square feet in size, lacking furniture or anything else, save for one thing: renminbi. 心得：这一段谈到iPhone初期在中国上市时，黄牛的张狂程度 - 当苹果想让更多人得到 iPhone手机时，黄牛明白的告诉苹果的店长 - 我有钱，我很有钱，你用不光我的钱… So Apple learned to find a sweet spot: to be the most important client for its suppliers, so it had leverage, but not so much that the supplier was overly reliant. ……Apple encouraged its China-based suppliers to feed the Android market. 心得：在手机发展的成熟期时，苹果管控供应商的新手法 - 要让供应商很强，可以服务 苹果的对手 - 但又不能不需要苹果…。 …… Cook’s email to the board was a model of transparency relative to what he and Maestri would tell analysts on the earnings call just a few hours later. They informed Wall Street that Apple was expecting $89 billion to $93 billion of revenue in the holiday quarter, underwhelming investors. But they didn’t say a word about the muted sales of the XR, or the difficulties of forecasting, or that Cupertino now expected China revenues to shrink. Instead, they soothed investors with cheery sentiment. The obfuscation was brazen. Asked specifically about the XR, Cook replied that it’d been on sale for just five days so “we have very, very little data there.” Asked about “ deceleration” in emerging markets including China, Cook said it was a “ great question” and mentioned “we’re seeing pressure in… markets like Turkey, India, Brazil, Russia.” Then he switched to China, subtly moving from present tense—the nature of the question—and looked back a quarter: “ In relation to China specifically, I would not put China in that category. Our business in China was very strong last quarter. We grew 16 percent, which we’re very happy with. iPhone in particular was very strong, very strong double-digit growth there.” 心得：这一段教科书等级的财报发表，让我想到很多公司的高层因为不会「讲话」，明明 财报数字不是太差，但总是能把股价搞成烂泥…。 本书中後段其实花了很多篇幅说明了苹果是如何的依赖中国的制造能力，中国工厂的就业 环境有多麽的差等等（甚至连苹果内部的劳安调查单位都为了营业单位要追求利润而被边 缘化。）我本来更期待是一些苹果为了在中国发展与政府单位的幕後交易，但想来是苹果 的保密能力太强了（也呼应了前面的摘要 - 保密能力比美军还强。）所以没有提到太多 的新东西（不过，有的话，也早就都上新闻了吧。）总之，亚马逊四点五星的评价，本书 值得一阅 --

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