事业 · 创业者自述

亨利·福特:我的生活与工作·补录 261

亨利·福特《我的生活与工作》· My Life and Work · 领导

Our own sales, after the cut, increased, but soon they began to fall off again. We were not sufficiently within the purchasing power of the country to make buying easy. Retail prices generally had not touched bottom. The public distrusted all prices. We laid our plans for another cut and we kept our production around one hundred thousand cars a month. This production was not justified by our sales but we wanted to have as much as possible of our raw material transformed into finished product before we shut down. We knew that we would have to shut down in order to take an inventory and clean house. We wanted to open with another big cut and to have cars on hand to supply the demand. Then the new cars could be built out of material bought at lower prices. We determined that we were going to get lower prices.

出处: https://www.gutenberg.org/ebooks/7213
定位:Additional excerpt 261 · 核对日期:2026-10-19 · 核验:短摘录

白话

福特降价后销量一度上升,但很快又回落,因为零售价整体还没触底,公众对价格普遍不信任。于是福特计划再次降价,同时把月产量维持在10万辆左右。这个产量其实高于实际销售,但福特的目的不是卖车,而是在停产前尽可能多地把原材料变成成品。他清楚必须停产来盘点和清理,但希望重新开工时能立刻用上新价格的材料,并备好现车应对需求。核心逻辑是:用停产换低价,用低价换市场。

上下文

1920-1921年经济萧条期间,福特公司通过大幅降价和停产整顿来应对需求萎缩和成本高企。

今日一问

在需求下滑时,你是选择硬撑产量,还是主动停下来调整成本结构?

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