事业 · 创业者自述

亨利·福特:我的生活与工作·补录 191

亨利·福特《我的生活与工作》· My Life and Work · 领导

The periodic depressions are more serious because they seem so vast as to be uncontrollable. Until the whole reorganization is brought about, they cannot be wholly controlled, but each man in business can easily do something for himself and while benefiting his own organization in a very material way, also help others. The Ford production has not reflected good times or bad times; it has kept right on regardless of conditions excepting from 1917 to 1919, when the factory was turned over to war work. The year 1912-1913 was supposed to be a dull one; although now some call it "normal"; we all but doubled our sales; 1913-1914 was dull; we increased our sales by more than a third. The year 1920-1921 is supposed to have been one of the most depressed in history; we sold a million and a quarter cars, or about five times as many as in 1913-1914--the "normal year." There is no particular secret in it. It is, as is everything else in our business, the inevitable result of the application of a principle which can be applied to any business.

出处: https://www.gutenberg.org/ebooks/7213
定位:Additional excerpt 191 · 核对日期:2026-10-19 · 核验:短摘录

白话

经济萧条看似庞大而无法控制,但每个生意人都能为自己做点事:调整经营,既实质性地帮助自己的企业,也帮助别人。福特的生产不受景气好坏影响,1912-1913年被称为淡季,销量却几乎翻倍;1913-1914年也淡,销量增三分之一;1920-1921年大萧条,却卖了125万辆车,是1913-1914年“正常年”的五倍。秘诀就是应用一个可适用于任何生意的原则。核心是:别把萧条当借口,专注可控的事,坚持原则,就能逆势增长。

上下文

亨利·福特在自传《我的生活与工作》中回顾福特汽车公司如何应对经济周期,强调企业自主能动性。

今日一问

当大环境不好时,你能在自身业务中坚持哪个原则来逆势成长?

公版传记;原文逐字取自 Project Gutenberg,仅摘录段落并附全书链接。

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