现场视频
中英对照全文
Students: (----)
学生：（----）
Student: (?) We are talking about business aspect. There is also a personal aspect to it but I will leave that to you to transfer that from the business aspect to your personal life, what Yogi Bhajan said was that it is necessary to buy cheap and sell at a higher price.
学生：（？）我们谈的是商业层面。它也有个人层面，但那个我留给你，让你自己从商业层面转化到你的个人生活里。Yogi Bhajan 说的是，必须低价买进、高价卖出。
In business we call that value added, it starts with a supply side, here is your business and over there is the customer and that's way to evaluate source and it is important for you to understand that as you in business in here, in the middle you have a predecessor and someone who follows you and your part of this process which continues to all stages on different levels, so first you have to accept for yourself that you have one thought, one thought serving a big system.
在商业里我们把这叫做增值。它从供给端开始，这边是你的生意，那边是客户，这就是评估来源的方法。你要明白，你在生意里处在中间，你前面有上家，后面有人跟着你，你是这个流程的一部分，这个流程在不同层面上延续到所有阶段。所以首先你得为自己接受一件事：你有一个念头，一个念头在服务一个大系统。
continues to all stages on different levels, so first you have to accept for yourself that you have one thought, one thought serving a big system.
在不同层面上延续到所有阶段，所以首先你得为自己接受一件事：你有一个念头，一个念头在服务一个大系统。
The advantage of doing business and doing your own business is you can pick which business you want to be in. If you in this situation of a whole change, the profit that remains with you, depends on the forces which pull away the money and the value so it depends how forceful, how powerful, the suppliers are, how, how powerful your customers are, what other choices they have to buy called substitution and what other people can come into your line of business, these are the five forces determining your level of profit in, in this type of business.
做生意、做自己的生意，好处是你可以挑你想进入哪一行。如果你处在整个变化之中，留在你手里的利润，取决于那些把钱和价值拉走的力量。所以这取决于供应商有多强势、多有力量，你的客户有多强势、多有力量，他们还有什么别的购买选择，也就是替代品，还有哪些人能进入你这一行。这五种力量决定了你在这类生意里的利润水平。
and what other people can come into your line of business, these are the five forces determining your level of profit in, in this type of business.
还有哪些人能进入你这一行，这五种力量决定了你在这类生意里的利润水平。
We have to supply side, customer side, people entering your line of business, yeah, no, no, no people entering trying to enter also this, this type of business, potential competition. The days of substitution and the competition yourself that is already in the market, knowing that this situation of these five forces and then it changes in what depending on which business field you are in it's make a voice show, wise choice as to where you want to be entered. It is absolutely essential that a (?)
我们有供给端、客户端、进入你这一行的人，对，不，不，不，是想进入这一行的人，潜在竞争。替代品的时代，还有市场上已经存在的竞争，你自己。知道了这五种力量的局面，然后它会变，取决于你在哪个商业领域，它会发出声音、做出明智的选择，决定你想进入哪里。绝对必要的是，一个（？）
sort of business you know what your scope you want to be working with, a scope that allows you to formulate career and strategy that allows you to sustain a competitive advantage, so would like to make an example on it how to choose the line of business? I assume you all know Yogi tea and let's assume that a person who wants to be in Yogi tea business and he thinks Yogi tea is not enough he would like to augment his business whether something else and suppose it considers natural cosmetics is that the same line of business?
你想在什么样的业务范围内工作，一个能让你制定职业和战略、让你保持竞争优势的范围，所以想举个例子来说明如何选择业务线？我假设你们都知道 Yogi tea，假设一个人想做 Yogi tea 的生意，他觉得 Yogi tea 还不够，他想扩展自己的业务，做点别的，假设他考虑天然化妆品，那是同一条业务线吗？
Student: No.
学生：不是。
would like to augment his business whether something else and suppose it considers natural cosmetics is that the same line of business?
他想扩展自己的业务，做点别的，假设他考虑天然化妆品，那是同一条业务线吗？
Student: No.
学生：不是。
Student: No, why not?
学生：不是，为什么不是？
Student: (----)
学生：（----）
Student: It can be eaten, okay, so you are talking about the use do you have the same customers? Okay so they all will have, okay so the use is different, the customers are similar, okay I have got somewhat better here you have all customers they all drink Yogi tea potentially, usually in natural cosmetics we have woman, so it's all, all customers, it's all, person, because it is not only the end customer but it also your immediate customer.
学生：它可以吃，好，所以你说的是用途，你们的客户是同一批吗？好，所以它们都有，好，所以用途不同，客户相似，好，我这里说得稍微好一点了，你有所有客户，他们都有可能喝 Yogi tea，通常天然化妆品我们面对的是女性，所以它是所有，所有客户，它是所有，人，因为它不只是终端客户，它也是你的直接客户。
The one who is actually buying from you, now with Yogi tea this direct customer can be helped with stock as a help for store with natural cosmetics that can also be help with store because they diversify so when you are talking about your line of distribution these products are similar, now what are the criteria that you consider there is a question of substitution, what is the substitution for Yogi tea?
那个真正从你这里买东西的人，现在有了 Yogi tea，这个直接客户可以用库存来帮助，作为对商店的帮助，天然化妆品也可以帮助商店，因为它们多元化，所以当你谈你的分销线时，这些产品是相似的，现在你考虑的标准是什么，有一个替代的问题，Yogi tea 的替代品是什么？
YB: (?)
YB：（？）
(Students laughter)
（学生们笑）
Student: That is what he thinks.
学生：那是他想的。
Students: (----)
学生们：（----）
a question of substitution, what is the substitution for Yogi tea?
一个替代的问题，Yogi tea 的替代品是什么？
YB: (?)
YB：（？）
(Students laughter)
（学生们笑）
Student: That is what he thinks.
学生：那是他想的。
Students: (----)
学生们：（----）
Student: Okay, Himalaya tea what your customer think what's the substitution for them for Yogi tea?
学生：好，Himalaya tea，你的客户认为，对他们来说 Yogi tea 的替代品是什么？
Students: (----)
学生们：（----）
Student: Herb tea, black tea, coffee, strong coffee,
学生：草本茶、红茶、咖啡、浓咖啡，
(Students laughter)
（学生们笑）
Okay so what is the substitution for natural cosmetics?
好，那天然化妆品的替代品是什么？
Students: (----)
学生们：（----）
YB: Chemical cosmetic.
YB：化学化妆品。
Students: (----)
学生们：（----）
Student: Chemical cosmetic, Nivea.
学生：化学化妆品，Nivea。
(Students laughter)
（学生们笑）
Exercise,
练习，
Students: (----)
学生们：（----）
Student: Okay so these products serve different needs and the sense that they have, they have to defend themselves against different substitutes so indicator that they are different lines of products. There are other criteria's manufacturing for example, what is important in manufacturing Yogi tea it's the packaging you buy the spices, you packed them, you know the recipe and you sell them.
学生：好，所以这些产品满足不同的需求，而且它们各自要面对不同的替代品，这就说明它们是不同的产品线。还有其他的标准，比如制造方面，制造 Yogi 茶时重要的是包装，你买来香料，把它们包装好，你知道配方，然后卖出去。
example, what is important in manufacturing Yogi tea it's the packaging you buy the spices, you packed them, you know the recipe and you sell them.
比如，制造 Yogi 茶时重要的是包装，你买来香料，把它们包装好，你知道配方，然后卖出去。
It's a similar process with natural cosmetics you buy raw materials you package it in very simple way knowing the recipe and you sell them so someone who knows how to package Yogi tea in a very efficient way should also have an idea of how to package natural cosmetic, someone distributing Yogi tea knows about the working of the distribution channel (?) he also knows how distribution channels should work for natural cosmetics.
天然化妆品也是类似的过程，你买来原料，用很简单的方式包装，知道配方，然后卖出去。所以一个懂得如何高效包装 Yogi 茶的人，也应该知道怎么包装天然化妆品；一个分销 Yogi 茶的人了解分销渠道的运作（？），他也知道天然化妆品的分销渠道该怎么运作。
These were some criteria, which you can use to decide a line of business range of products you are targeting sit together and make sense, any specification might be other considerations but you give up similar way and decide it. What I would like to do is to lead you through the way of strategy development because I feel that while you start at business you have a, should have a very clear projection of what his strategy is going to be. Strategy is actually very simple it means how you can survive?
这些就是一些标准，你可以用它们来决定一条业务线、你瞄准的产品范围，坐在一起把它理清楚，任何规格可能还有别的考量，但你用类似的方式放弃一些、做出决定。我想做的是带你走一遍制定战略的过程，因为我觉得当你开始做生意时，你有一个——应该有一个非常清晰的投射，知道他的战略会是什么。战略其实很简单，它的意思就是你怎么活下来？
you have a, should have a very clear projection of what his strategy is going to be. Strategy is actually very simple it means how you can survive?
你有一个——应该有一个非常清晰的投射，知道他的战略会是什么。战略其实很简单，它的意思就是你怎么活下来？
How you tend to survive in this battlefield of the five forces, what you need for that you have to know the market, knowing the market I mean you have to know the science, the change, the trends, you have to know its segments, but segments of customers and products for example the car industry, car industry, car industry is one big field but you have different segments of customers, mercedes catering to high end well of the due people and the fiat thunder most of the students like people, not clear, okay what's the question?
你怎么在五种力量的战场上活下来，为此你需要什么，你必须了解市场，了解市场我的意思是你要了解科学、变化、趋势，你要了解它的细分，比如客户和产品的细分，汽车行业，汽车行业，汽车行业是一大领域，但你有不同的客户细分，梅赛德斯服务高端富裕的人，菲亚特则面向大多数学生之类的人，不太清楚，好，有什么问题？
Students: (----)
学生：（----）
Student: Cars automobiles, so you want to look at the market and divide it up into pieces, which looks, which can be treated similar. Number two, for those of your strategy you know about, you have to know about customers what do they want, what do they need, what are their purchasing criteria so you want to know how to serve him best.
学生：汽车，机动车，所以你想看看市场，把它分成几块，哪些看起来可以按类似的方式对待。第二，对于那些你了解的战略，你必须了解客户，他们想要什么，他们需要什么，他们的购买标准是什么，这样你才知道如何最好地服务他。
you have to know about customers what do they want, what do they need, what are their purchasing criteria so you want to know how to serve him best.
你必须了解客户，他们想要什么，他们需要什么，他们的购买标准是什么，这样你才知道如何最好地服务他。
What they want is not always what they need and what they want is not always what the guy is purchasing so go out and ask them it is very important that you have always a close contact to your customers that means don't rely only on your sales people that you go and checkout yourself be sure you get a very objected view this is one field to every sales organization likes to cheat on you. It is their job to serve the customer so they feel, they feel they know the customer best and they feel threatened if you doubt them.
他们想要的并不总是他们需要的，他们想要的也并不总是那个人正在购买的，所以走出去问问他们，非常重要的是你要始终与客户保持密切接触，这意味着不要只依赖你的销售人员，你要自己去核实，确保你得到一个非常客观的看法，这是每个销售组织都喜欢骗你的一个领域。服务客户是他们的工作，所以他们觉得，他们觉得自己最了解客户，如果你怀疑他们，他们就觉得受到威胁。
Also when you look at the customer try to group them in customers with the similar purchasing by behavior that way you can cater more efficiently, it's the best of the due, we can gear your organization to serve one consistence group customers and to optimize it for this purpose, that much concerning customers now you know only on your own. We have competition; the competition is out to get you.
还有，当你观察客户时，试着按相似的购买行为把他们分组，这样你就能更高效地满足他们，这是最好的做法，我们可以调整你的组织去服务一个一致的客户群体，并为此优化它，关于客户就说这么多，现在你只能靠自己了。我们有竞争；竞争就是要来对付你的。
to optimize it for this purpose, that much concerning customers now you know only on your own. We have competition; the competition is out to get you.
为此优化它，关于客户就说这么多，现在你只能靠自己了。我们有竞争；竞争就是要来对付你的。
So you have to know the focus, you have to know that strength and weaknesses and you should guess the strategy so you understand what is driving them, if your competitor is large company their aim mighty be to be very big but not to serve, every, every segment of the market so it can be your strength to be, to be very flexible and fill in all the initials that are left out.
所以你必须了解焦点，你必须了解那个优势和弱点，你应该猜测战略，这样你就能明白是什么在驱动他们，如果你的竞争对手是大公司，他们的目标可能是做得非常大，但不是服务市场的每一个，每一个细分市场，所以非常灵活、填补所有被遗漏的空缺，可以成为你的优势。
If the strength of your competitor is his product then your strength might be at your service if the strength of a competitor is at cheap price it can be your strength to build up consistent quality so understanding what the competitor is after in order to optimize your own approach, once you know these factors and nobody of the outside world then you have to know the inside world, inside your company, and that means you have to know the cost side of it.
如果你竞争对手的优势是他的产品，那么你的优势可能在你的服务；如果竞争对手的优势是低价，那么建立一致的质量可以成为你的优势，所以要理解竞争对手追求的是什么，以便优化你自己的方法，一旦你了解了这些因素，外部世界没有人，那么你就必须了解内部世界，你的公司内部，这意味着你必须了解它的成本面。
and nobody of the outside world then you have to know the inside world, inside your company, and that means you have to know the cost side of it.
而对外部世界一无所知，你就必须了解内部世界，了解你自己公司内部，这意味着你必须了解它的成本面。
The cost side means you have to be aware to cost structure meaning you have to know where the big cost blocks are, if your cost is in manufacturing or it's in service or it occurs through logistic you have to know, cost is often something static, if you have a cost accounting system it's a static view in order to as to understand the dynamics, you have to understand the cost driving factors, usually for volume, the more you sell, the cheaper it gets on a (?) but it's not only volume that is also complaint.
成本面意味着你必须清楚成本结构，也就是说你必须知道大块的成在哪里，如果你的成本在制造环节，或在服务环节，或产生于物流，你都必须知道，成本往往是静态的，如果你有一套成本核算系统，那是一种静态的视角，而要理解动态，你就必须理解成本驱动因素，通常是销量，你卖得越多，单位成本就越低，但（？）不只是销量，还有投诉。
Side B
B 面
Something very, that is very difficult to measure and to express in terms of cost complexity can mean you have lots of variance of your products, you have a wide product range or you are serving many different countries or you have many different manufacturing locations, it is very important for you to see which of these describing criteria describing the business it (?)
有些东西非常难以衡量，也难以用成本来表达，复杂性可能意味着你的产品有很多变体，你的产品线很宽，或者你在服务许多不同的国家，或者你有很多不同的生产地点，对你来说非常重要的是看清这些描述标准中，哪一条在描述这门生意它（？）
you have many different manufacturing locations, it is very important for you to see which of these describing criteria describing the business it (?)
你有很多不同的生产地点，对你来说非常重要的是看清这些描述标准中，哪一条在描述这门生意它（？）
your cost so you can start with these criterion and optimize your, your business structure, you can leave our products in order to reduce complexity, or you can increase the number of products in order to increase volume but you should know what, what pays more it's the cause of increasing complexity, is that aspect of savings of high volume, in business the prices are also determined by the price level of competitors and in the long run that is often they turned by their cost so if you want to know if you are going to be in business for a long while you should know the competitor's cost of course you cannot know the competitors cost but proportionality not necessary to know the absolute value what matters is the relative cost position, knowing your value, knowing your own volume and their volume, knowing your complexity and their complexity and knowing the behavior of the cost you can estimate what their level of cost should be?
你的成本，所以你可以从这些标准入手，优化你的、你的业务结构，你可以砍掉一些产品来降低复杂性，或者你可以增加产品数量来提高销量，但你应该知道什么、什么更划算，是复杂性增加带来的成本，还是高销量带来的节省，在生意中，价格也由竞争对手的价格水平决定，而从长远看，那往往又由他们的成本决定，所以如果你想知道自己能不能长期做下去，你就应该知道竞争对手的成本，当然你不可能知道竞争对手的成本，但按比例来说，没必要知道绝对值，重要的是相对成本位置，知道你的价值，知道你自己的销量和他们的销量，知道你的复杂性和他们的复杂性，知道成本的行为方式，你就能估算出他们的成本水平应该是多少？
their volume, knowing your complexity and their complexity and knowing the behavior of the cost you can estimate what their level of cost should be?
他们的销量，知道你的复杂性和他们的复杂性，知道成本的行为方式，你就能估算出他们的成本水平应该是多少？
And just scoring it, once you have done these four types of analyses you are ready to position yourself in the market that two dimensions to position one dimension is your performance, livestock and the other one is the cost which you need to produce this performance let's suppose this is the industry average or cost and you can be below cost or above cost. This is the average performance and it can offer less or it can offer more then you find competitors up here they are, they are offering you cheap (?)
只要给它打分，一旦你做完这四种分析，你就准备好把自己定位在市场里了。定位有两个维度，一个维度是你的表现，你的产出，另一个维度是你为了产生这个表现所需要的成本。假设这是行业平均成本，你可以低于成本，也可以高于成本。这是平均表现，它可以提供更少，也可以提供更多。然后你发现竞争者在这里，他们提供便宜（？）
, they offer less performance and they have a better a cost position meaning they can offer better price you find competitors over there that offer premium performance with cost as advantage, you should pick, don't end up here.
，他们提供更少的表现，而他们有更好的成本位置，意思是他们能给出更好的价格。你发现那边的竞争者提供高端表现，同时把成本当作优势。你应该选，不要落到这里。
they can offer better price you find competitors over there that offer premium performance with cost as advantage, you should pick, don't end up here.
他们能给出更好的价格。你发现那边的竞争者提供高端表现，同时把成本当作优势。你应该选，不要落到这里。
When you offer lower performance at a worst price, of course you dream to be up here, but that doesn't usually happen, there are few companies that can sustain that position and only a few don't bet on being among them make a clear cut choice whether you want to offer performance or whether you all want to offer good price?
当你以最差的价格提供更低的表现时，你当然梦想着站到这里，但这通常不会发生。很少有公司能维持那个位置，只有极少数，别赌自己会是其中之一。做一个清清楚楚的选择：你是想提供表现，还是想提供好价格？
And then gear your organization to that it makes it total difference if you don't want to offer performance you don't need a service department, if you don't want to offer performance you don't need quality assurance but they are sure once you add the service department and the quality assurance department the additional cost will be recuperated by the additional price and not only that you gain a premium over that.
然后让你的组织围绕这个来运转。这会造成天壤之别。如果你不想提供表现，你就不需要服务部门；如果你不想提供表现，你就不需要质量保证。但一旦你加上服务部门和质量保证部门，额外的成本一定会被额外的价格收回来，而且不仅如此，你还会从中赚到溢价。
and the quality assurance department the additional cost will be recuperated by the additional price and not only that you gain a premium over that.
还有质量保证部门，额外的成本会被额外的价格收回来，而且不仅如此，你还会从中赚到溢价。
You cannot be stressed enough that it is so important to make this choice and usually businesses go out of business because they are not clear in their mind what they are after? Make the picture in your mind so you understand your position and you know where to go for so now you done the analysis, you know your position it's time to look for the alternatives and which way to go. What are the alternatives come to your mind?
再怎么强调都不为过：做出这个选择太重要了。通常企业会倒闭，是因为他们心里不清楚自己到底要什么。在你心里把画面画出来，这样你就明白自己的位置，也知道该往哪里走。所以现在你做完分析了，你知道自己的位置了，是时候去找替代方案，看看该走哪条路。你脑子里冒出了哪些替代方案？
Counsel change, what often people when they find, find out they are in trouble with their business they try to do more of the same which bring him into vicious cycle because what they did so far brought me to trouble and doing more often it won't get them out, but sometimes this might be a good way, if your business is not in trouble doing more of the same can help, what people usually don't think about when they are in business, and they are having trouble that they can get out after it come they are so locked into serving that business, being with the business that they miss the point where they should quit, quit
顾问们改变一下，人们常常在发现自己的生意陷入麻烦时，会试图把同样的事做得更多，这反而让他们陷入恶性循环，因为他们到目前为止所做的正是把他们带进了麻烦，而做得更多往往并不能让他们脱身，但有时候这可能是个好办法，如果你的生意没有陷入麻烦，把同样的事做得更多会有帮助，人们在做生意时通常不会想到的是，当他们遇到麻烦时，他们可以在它到来之后脱身，他们太执着于服务那个生意、与那个生意绑在一起，以至于错过了他们应该退出的那个点，退出
can get out after it come they are so locked into serving that business, being with the business that they miss the point where they should quit, quit gracefully.
可以在它到来之后脱身，他们太执着于服务那个生意、与那个生意绑在一起，以至于错过了他们应该退出的那个点，优雅地退出。
I put down two more alter, I put down two more alternatives which I call focus and expansion focus mean, means going back to the basic of your business and expansion meaning knowing in which way to improve to not to expand, in which direction to have products, in which direction to add customers, countries so these alternatives you always have value the alternatives, evaluate them and pick your choice so what he do when you have chosen an alternative? go and run.
我放下了另外两个选项，我放下了另外两个替代方案，我称之为聚焦和扩张，聚焦意味着回到你生意的基本面，扩张意味着知道以哪种方式去改进而不是去扩张，朝哪个方向去做产品，朝哪个方向去增加客户、国家，所以这些替代方案，你总是要评估这些替代方案，评估它们，然后做出你的选择，那么当你选定了一个替代方案之后该做什么？去执行。
Students: (----)
学生：（----）
have value the alternatives, evaluate them and pick your choice so what he do when you have chosen an alternative? go and run.
评估这些替代方案，评估它们，然后做出你的选择，那么当你选定了一个替代方案之后该做什么？去执行。
Students: (----)
学生：（----）
You, you think this alternative and setup you are making business plan this plan should include milestones, milestones including the person responsible for certain job and the date, it has to be completed, the milestones should be formulated in a way that you can check them, don't get away with bad formulations like increase business but say you want to gain two more distributors by the end of next three months so you set up the whole business plan and then act accordingly, but unfortunately the future usually does not evolve as we expect it to so you should know before you start what the critical points are, the critical points to your business plan that would lead to success or failure, he has set up a certain limit that these critical points may achieve or not.
你，你认为这个替代方案和你正在制定的安排，商业计划，这个计划应该包括里程碑，里程碑包括负责某项工作的人以及完成的日期，里程碑的制定方式应该让你能够核查它们，不要用糟糕的表述蒙混过关，比如「增加生意」，而要说你想在接下来三个月结束时增加两个经销商，所以你制定出整个商业计划，然后照此行动，但不幸的是，未来通常不会像我们预期的那样发展，所以你应该在开始之前就知道关键点是什么，你商业计划中那些会导致成功或失败的关键点，他已经设定了一定的限度，这些关键点可能达到，也可能达不到。
points to your business plan that would lead to success or failure, he has set up a certain limit that these critical points may achieve or not.
你商业计划中那些会导致成功或失败的关键点，他已经设定了一定的限度，这些关键点可能达到，也可能达不到。
Let's say your goal is to that the business plan depends that you get another fifteen customers by a certain date and you know the plan will fairly won't have profit when they are only five customers, note down these particular points put them in the top of your drawer and every morning you go to business you look in the top of the drawer, see if everything still okay.
假设你的目标是，商业计划取决于你在某个日期之前再获得 15 个客户，而你知道当只有 5 个客户时，这个计划基本上不会有利润，把这些具体的要点记下来，放在你抽屉的最上面，每天早上你去做生意时，就看看抽屉最上面，看看一切是否仍然没问题。
Is any of the condition violated, and if not you will run and you go after business you go mean and forcefully, you don't need to hesitate because you mapped it all out, that you are sure have this contingency plan otherwise you don't see it attracts these are the points I feel are necessary to make good strategy planning and if you know them all and follow them all and to experience them all I am sure you will have a successful business. I want to give you at the end one last idea it is the idea of that the differentiation that is what Yogi Bhajan call the identity of your business.
有没有哪个条件被违反了，如果没有，你就跑起来，你去做生意时就带着狠劲、带着力量去做，你不需要犹豫，因为你已经把它全部规划好了，你确信有这个应急方案，否则你看不到它会吸引来这些，这些就是我觉得做出好的战略规划所必需的要点，如果你全都知道它们、全都遵循它们、并且全都去体验它们，我相信你会有一个成功的生意。我想在最后给你最后一个想法，就是这个差异化的想法，这就是 Yogi Bhajan 所说的你生意的身份。
I want to give you at the end one last idea it is the idea of that the differentiation that is what Yogi Bhajan call the identity of your business.
我想在最后给你最后一个想法，就是这个差异化的想法，这就是 Yogi Bhajan 所说的你生意的身份。
Finding the identity of the business is probably as difficult as finding your own identity and living it. In a business differentiation can mean that you have a unique product, and I like to compare those with the haven, outside the water can be rough, but within the haven the water can be very calm your business is the haven so what you are selling is calm water. the success, success in your business depends on the barriers, barriers preventing the water to be looked the same everywhere so when you are selling Yogi tea you have to make it unique and guard its uniqueness, this uniqueness can be many ways.
找到生意的身份，大概和找到你自己的身份并活出它一样困难。在生意中，差异化可以意味着你有一个独特的产品，我喜欢把它们比作港湾，外面水可能很汹涌，但在港湾里水可以非常平静，你的生意就是那个港湾，所以你卖的就是平静的水。成功，你生意的成功取决于那些屏障，那些阻止水在所有地方看起来都一样的屏障，所以当你卖 Yogi 茶时，你必须让它独特，并守护它的独特性，这种独特性可以有很多种方式。
It can be in the product self, it can be in the packaging of the product and it can be on in, it can be the way the product is delivered to you, just understand that every business having its own identity like a living being.
它可以在产品本身，可以在产品的包装上，也可以在，也可以是产品送到你手上的方式，只要明白，每一个生意都有自己的身份，就像一个活着的生命。
(YB's laughter)
（Yogi Bhajan 的笑声）
YB: Be there.
YB：在那里。
Students: (----)
学生们：（----）
(Students laughter)
（学生们的笑声）
understand that every business having its own identity like a living being.
明白，每一个生意都有自己的身份，就像一个活着的生命。
(YB's laughter)
（Yogi Bhajan 的笑声）
YB: Be there.
YB：在那里。
Students: (----)
学生们：（----）
(Students laughter)
（学生们的笑声）
Student: And then, then a business has its own identity similar to a living being and it has its own worth and its own space, time and position, it doesn't mean it's worth or worthless or good or bad, it has its own being. Are there any questions? You mean I said it all?
学生：然后，然后一个生意有它自己的身份，就像一个活着的生命，它有它自己的价值，有它自己的空间、时间和位置，这并不意味着它有价值或没价值，或好或坏，它有它自己的存在。有什么问题吗？你是说我都讲完了？
(Students laughter)
（学生们的笑声）
YB: Very good.
YB：非常好。
(Students clap)
（学生们鼓掌）
YB: Tomorrow we will discuss the project and the personality of individual, which is interrelated with a relationship with the commodity of the market and right to talk about analysis familiar talks into society so see you tomorrow.
YB：明天我们会讨论这个项目，以及个人的人格，它和市场上商品的关联有关，也和在社会中谈论分析、熟悉话题的权利有关，所以明天见。
Students: Sat Nam.
学生们：Sat Nam。
Student: (----)
学生：（----）
YB: And please tomorrow bring paper and pencil because there will be lot drawing with the child, (?) thank you, now getup.
YB：还有，明天请带纸和笔来，因为会有很多和孩子一起画画的活动，（？）谢谢，现在起来吧。
(Students laughter)
（学生们笑）
Goodnight.
晚安。