Part4唯一重要的事作者Marc Andreessen编辑Rework阅览室整理This post is all about the only thing that matters for a new startup.这篇文章是关于对新初创公司来说唯一重要的事情。But first,some theory:但首先，一些理论：If you look at a broad cross-section of startups-say,30 or 40 or more;enoughto screen out the pure flukes and look for patterns-two obvious facts will jumpout at you.如果你观察一下初创公司的广泛横截面一比如30或40或更多；足以筛选出纯粹的侥幸并寻找模式一两个明显的事实会突然出现在你的脑海中。First obvious fact:there is an incredibly wide divergence of success-some ofthose startups are insanely successful,some highly successful,manysomewhat successful,and quite a few of course outright fail.第一个明显的事实是：成功的程度差异巨大一有些初创公司非常成功，有些非常成功，很多都取得了一定的成功，当然还有相当多的公司彻底失败了。Second obvious fact:there is an incredibly wide divergence of caliber andquality for the three core elements of each startup-team,product,and market.第二个明显的事实：每个初创公司的三个核心要素—一团队、产品和市场一在能力和质量上存在着令人难以置信的巨大差异。At any given startup,the team will range from outstanding to remarkablyflawed;the product will range from a masterpiece of engineering to barelyfunctional;and the market will range from booming to comatose.Part4唯一重要的事在任何一家初创公司中，团队的范围从杰出到明显缺陷不等。该产品的范围从工程杰作到勉强实用；市场将从繁荣到昏迷。And so you start to wonder-what correlates the most to success-team,product,or market?Or,more bluntly,what causes success?And,forthose of us who are students of startup failure-what's most dangerous:a badteam,a weak product,or a poor market?于是你开始想知道一什么与成功最相关一团队、产品还是市场？或者，更直白地说，是什么导致了成功？而且，对于我们这些经历过创业失败的人来说，什么是最危险的：糟糕的团队、薄弱的产品还是糟糕的市场？Let's start by defining terms.让我们从定义术语开始。The caliber of a startup team can be defined as the suitability of the CEO,senior staff,engineers,and other key staff relative to the opportunity in front ofthem.创业团队的素质可以定义为首席执行官、高级员工、工程师和其他关键人员相对于他们面前的机会的适合程度。You look at a startup and ask,will this team be able to optimally execute againsttheir opportunity?I focus on effectiveness as opposed to experience,since thehistory of the tech industry is full of highly successful startups that werestaffed primarily by people who had never "done it before".你看着一家初创公司并问，这个团队是否能够针对他们的机会以最佳方式执行？我关注的是效率而不是经验，因为科技行业的历史上充满了非常成功的初创公司，它们的员工主要是“以前从未做过”的人。The quality of a startup's product can be defined as how impressive theproduct is to one customer or user who actually uses it:How easy is theproduct to use?How feature rich is it?How fast is it?How extensible is it?Howpolished is it?How many (or rather,how few)bugs does it have?Part4唯一重要的事初创公司产品的质量可以定义为该产品对实际使用该产品的客户或用户的印象有多深刻：该产品使用起来有多容易？功能有多丰富？有多快？它的可扩展性如何？它有多抛光？它有多少（或者更确切地说，有多少）错误？The size of a startup's market is thethe number,and growth rate,of thosecustomers or users for that product.初创公司市场的规模是指该产品的客户或用户的数量和增长率。(Let's assume for this discussion that you can make money at scale-that thecost of acquiring a customer isn't higher than the revenue that customer willgenerate.)(在本次讨论中，我们假设您可以大规模赚钱一获取客户的成本不高于客户将产生的收入。)Some people have been objecting to my classification asfollows:"How great can a product be if nobody wants it?"Inother words,isn't the quality of a product defined by howappealing it is to lots of customers?有些人一直反对我的分类：“如果没人想要一个产品，它能有多棒？"换句话说，产品的质量不就是由它对大量顾客的吸引力来决定的吗？No.Product quality and market size are completely different.不，产品质量和市场规模是完全不同的。Here's the classic scenario:the world's best software application for anoperating system nobody runs.Just ask any software developer targetingthe market for BeOS,Amiga,OS/2,or NeXT applications what the differenceis between great product and big market.这是一个经典的场景：世界上最好的软件应用程序，用于无人运行的操作系统。只要询问任何针对BeOS、Amiga、OS/2或NeXT应用程序市场的软件开发人员，伟大的产品和大市场之间的区别是什么。Part4唯一重要的事