Name: Kevin Plank和Patrik Frisk談論Under Armour的未來。 (Kevin Plank And Patrik Frisk Talk Under Armour's Future)
Uploaded: 2021-01-14T08:28:58.000Z
Duration: 3 min 55 s

現在進行式

所以，你們正在找尋企業長期經營的方法。

形容詞最高級

What's the hardest thing about thinking long-term as a publicly traded company?

作為上市公司，長期經營最困難的點在哪裡？

This is where our partnership comes from.

He'd ask and say, "Do we have a big idea of the vision of what the company would look like or not?"

他會問我：「我們對底有沒有對公司的前景有足夠的想法？」

I wanted to sell a shirt today, and I wanted to sell as many as I could at the time.

起初，我就是想要賣衣服，我覺得賣越多樣產品越好。

So that ability to actually have a partner come in who helps us think better about what is not only the three but what's the five; frankly, what's the 10-year plan for this brand, too.

所以我們才建立起夥伴關係，他幫助我們更清楚思考公司未來三年、五年，實際上是未來十年的經營方針。

So, I wanna run down the hill as fast as I can.

所以我才想更快速的發展，交棒給他。

And that's sort of been the defining of the company.

我想，這正是我們公司的經營之道。

And that's where now having a partner that helps us think about, "All right, which way are we gonna go?"

建立夥伴關係之後，我們便開始思考公司的未來定位在哪？

Are we going to the left or the right of that tree? which way?

Because we're not going through it, so we have to be thoughtful.

因為無論是左邊或是右邊的路，我們都毫無經驗，所以做決定前必須深思熟慮。

We've never been afraid to go through that tree when we had to in the past.

當我們不得不做出抉擇時，我們從未感到害怕猶豫。

Is there anything that the investors or analysts say that you feel like they really misunderstand?

你們覺得投資人和分析專家對公司有沒有任何誤解？

Is there one thing that really gets to you?

有沒有任何外界評論讓你們感到難受？

You know, I think this is a company, it's all on the come.

其實，我覺得這是經營公司多少都會碰到的事情。

I think that's where, what people don't understand is, when you look to the transformation we've been through.

我認為大眾之所以容易產生誤解是因為他們不了解公司的整個轉型過程。

This is a strong entrepreneurial upstart company built and driven by a lot of momentum.

我們是一間在強大動力驅使下所創立的新公司。

And then it was, "All right, how are you shifting into actually being a large-scale format company?"

許多人都會問：「那你們是如何轉型成大規模公司的？」

And so what comes with that, the last few years, a lot of people have had opinions about what does it mean to make that transformation.

近幾年來，越來越多人對於「公司轉型」這件事有相當多想法。

Still, if I look back at this chapter 17, 18, 19, we'll have grown this company more than half a billion dollars over that time.

如果往回看這三年，公司營業額增長了超過五億美元。

Implemented new go-to-market strategy, implemented a new global operating model.

我們採取新的市場進入策略，以及新的全球經營模式。

Get away from being a North American company that's selling product in other places.

Upgraded our systems, like really retooled our entire management team and said, "Who's here and who's ready,"

我們不只提升公司的運作系統，還重新整備了管理團隊。

And brought in our president and chief operating officer, just watching all that synergy come together.

同時，我們也換了新的總裁兼執行長，為的就是增加公司的營運效率。

For me, it's been great but you know, it is human.

對我來說，雖然這一切相當費時費力，但非常符合人性化。

So, those are the things that come out and say, "Yeah, I don't know if it'll always look smooth on the top."

然而開始有人會說：「不知道公司營運是否會一直順利下去。」

And I think from my perspective, being still the new boy on the block or, not a rookie anymore, I've past that stage, I think.

從我的角度來看，從市場上的菜鳥公司逐漸轉變成...

You know, just thinking about the fact that this is now the third largest athletic brand in the world. Having done that, having grown that fast, underneath of two really large brands.

全球第三大的運動品牌，Under Armour 以驚人速度成長茁壯。

So now that we've got our stuff together.

現在，我們將所有過往經驗和新穎想法整合在一起。

Now that our innovation pipeline is stacked.

進而累積了大量的新研發計畫。

Now that we're going from defense to offense.

我們即將要從防守策略轉為進攻模式。

Now that we're gonna become a louder brand.

Under Armour 即將成為全球屬一屬二的運動品牌。

接著，我們來聊聊你們的合作關係。

What's the strongest and hardest part about working together?

你們覺得合作關係裡頭，最困難也最讓人頭痛的地方在哪裡？

最困難又最讓人頭痛的地方在於...

Having been here for two years now, I think we know each other really well.

我們已經一起工作了兩年，我們對彼此也有一定程度的了解。

I have incredible respect for what Kevin has created here.

Kevin 對這間公司的貢獻和付出，令我相當敬佩。

And the fact that he's entrusting me to help him get to the next level with this amazing brand that we both want to be eternal.

他選我作為帶領公司進入到下一個階段的領導者讓我倍感榮幸，我們都希望這個品牌能夠永遠流傳。

合夥關係就是源自於這種彼此信任。

某個方面來說，這個概念有點像是婚姻。

You've got to understand what drives each other, what both the strengths are from both sides.

你們必須了解雙方各自的強項和長處在哪。

And I think what's really unique about our brand, our company, our future, is the fact that you've got the yin and yang here to some extent.

我認為 Under Armour 過人之處在於它的經營模式符合「陰陽之道」中的基本規律。

In terms of Kevin's enormous entrepreneurial drive, understanding of brand, understanding of the merchandising capability of a big brand...

我們有 Kevin 強烈的創業動力，以及對於商業品牌的洞察力...

With some of the stuff that I've done in my past, which is also driving big brands, understanding brand, but also having the operational experience to be able to really help us get to the next stage.

再加上我過去的經驗，對品牌經營的了解，和過往實際操作的相關經歷。

Yeah, that yin and yang has been critical, but we work at it.

雖然陰陽之道的經營方法飽受爭議，但我們會繼續堅持下去。

We make sure we sit down, and we will see each other throughout the day.

我們一定會安排時間面對面進行討論。

But we'll have sit-downs at least twice a week.

每週至少會安排兩次面對面座談。

We'll do a blowout session of two, three, four hours once a month and just make sure that communication over communication

另外，我們每個月都會安排一次二到四小時的大型會議，以確保有充分溝通。

Because it is, it's meeting where you find the strength and diversity that comes together.

因為你會發現，在會議中，力量和多樣性彼此會相抗衡。

We like a lot of things, but we can mix it up, too.

我們喜歡新穎且多樣的想法，但我們也會有意見分歧的時候。

- This is, it's strength. - You've gotta be able to do that and then walk out of it and be in line at the end of the day.

- 對，沒錯。- 當彼此有不同想法時，必須好好協調溝通，總之你應該當一隻有王者風範的獅子。