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????上周,，我的一個(gè)朋友公開(kāi)叫我是“賣(mài)吆喝的”,，我想他的確切用詞是“世界級(jí)大話(huà)王”。

????他是對(duì)的,。事實(shí)上,，我很愿意公開(kāi)表明這樣一個(gè)觀點(diǎn)：擁有建造現(xiàn)實(shí)扭曲力場(chǎng)的能力，同樂(lè)觀精神一樣,，都是企業(yè)家最有力的武器,。

????這種能力對(duì)我來(lái)說(shuō)的確有效！它幫我說(shuō)服了一些明星員工離開(kāi)了老公司舒服的崗位和我們一起打拼,；讓大型跨國(guó)公司和我的小小的初創(chuàng)公司共同進(jìn)行營(yíng)銷(xiāo)活動(dòng),；并且讓最好的投資商拿出真金白銀，賭我們的公司將會(huì)大有作為,。

????盡管我的朋友說(shuō)對(duì)了,，但是他只對(duì)了一半。舌燦蓮花當(dāng)然是很重要的,，但更重要的是你必須有好的產(chǎn)品,。

????14年前，當(dāng)時(shí)網(wǎng)飛公司剛剛誕生幾個(gè)月,，我需要為我們的網(wǎng)站,、電子郵件和法律文件等選擇一個(gè)研發(fā)代號(hào)。當(dāng)時(shí)我絞盡腦汁想起一個(gè)朗朗上口的名字,，我的一位導(dǎo)師給了我兩條很有用的建議：

????“首先,，選一個(gè)非常差勁的名字，差到哪怕你找不到你的真實(shí)域名的時(shí)候,，你也不想用這個(gè)名字,。其次，選一個(gè)有意義的名字,。這是一個(gè)很好的方法,，如果你的想法中真的有很重要的東西，那么這個(gè)名字會(huì)把每個(gè)對(duì)你的想法感興趣的人都號(hào)召起來(lái),?！?/p>

????于是我給它起了個(gè)代號(hào)叫“狗糧”（kibble.com）。這樣一個(gè)代號(hào)能推廣出去嗎,？那還用問(wèn),！

????不過(guò)我之所以選擇“狗糧”這個(gè)名字,，卻是為了一個(gè)更重要的原因。我是想讓它提醒我（以及網(wǎng)飛公司的每個(gè)人）永遠(yuǎn)不要忘了美國(guó)廣告業(yè)的一句老話(huà)：

????“不管廣告做得多好,，如果狗不吃狗糧,，就不算成功?！?/p>

????換句話(huà)說(shuō),，你必須兩手都要抓，產(chǎn)品和促銷(xiāo)不可偏廢,。牛排不光烤得要好,，聲音也要烤得好聽(tīng)。產(chǎn)品本身和宣傳語(yǔ)都很重要,。

????然而在硅谷卻并非一直都是這樣,。我在上世紀(jì)80年代末第一次來(lái)到這里時(shí)，硅谷的等級(jí)制度是非常嚴(yán)謹(jǐn)?shù)?。工程師就是?guó)王,，產(chǎn)品就是王道。

????當(dāng)時(shí)的硅谷是美國(guó)有史以來(lái)最接近真正的精英社會(huì)的地方,。如果你是工程師，那么最重要的就是你寫(xiě)的代碼的質(zhì)量,。你長(zhǎng)相如何,、穿戴怎樣、笑容好不好看,，全是不相干的事,。這么說(shuō)吧，90年代初期,，我在軟件公司寶藍(lán)國(guó)際（Borland International）工作,。當(dāng)時(shí)工程師們?cè)谌龢窍硎苡写皯?hù)和陽(yáng)臺(tái)的大辦公室，但像我們這種做市場(chǎng)和做銷(xiāo)售的,，只能待在樓下不通風(fēng)的小隔間里,。

????不過(guò)慢慢地，天平開(kāi)始朝著另一個(gè)方向傾斜了,。例如有一年,，好消息從天而降——我們的一款產(chǎn)品贏得了《個(gè)人電腦》雜志（PC Magazine）的技術(shù)卓越獎(jiǎng)。我們興奮極了,，于是紛紛去看這個(gè)獎(jiǎng)項(xiàng)前幾屆的得主是誰(shuí),。在我們閱讀歷屆獲獎(jiǎng)?wù)呙麊蔚臅r(shí)候，你可以感覺(jué)到興奮感正從房間中流失,。誰(shuí),？什么,？他們不是兩年前關(guān)門(mén)大吉了嗎？哦我的天哪,，這個(gè)獎(jiǎng)?wù)媸莻€(gè)死神之吻,！

????隨著軟件被賣(mài)給那些從不認(rèn)為自己是技術(shù)人員的人，有一件事也突然變得明顯起來(lái)：你需要一些人,，以顧客能聽(tīng)懂的話(huà),，將軟件賣(mài)給顧客。于是硅谷的企業(yè)突然流行從寶潔（Proctor and Gamble）或高樂(lè)氏（Clorox）這樣的公司里挖來(lái)一些產(chǎn)品經(jīng)理,，為自己服務(wù),。

????這讓工程師們很抓狂。不過(guò)當(dāng)你有鐵的試驗(yàn)數(shù)據(jù)擺在面前時(shí),，那么有些事情哪怕再荒唐,，人們也不得不信——比如同樣一個(gè)產(chǎn)品，放在藍(lán)盒子里賣(mài)的銷(xiāo)量是放在紅盒子里賣(mài)的兩倍,。這讓他們的頭都要炸了,。一方面，他們知道,，盒子的顏色對(duì)產(chǎn)品本身是起不到一丁點(diǎn)兒作用的,；但另一方面，他們也確信,，數(shù)據(jù)是不會(huì)撒謊的,。在苦苦思考幾個(gè)小時(shí)之后，他們只能承認(rèn),，也許我們這些做市場(chǎng)的人也是有些價(jià)值的,，要么就是施了什么魔法——或許兼而有之。

????這些時(shí)日以來(lái),，人們經(jīng)?？梢栽凇逗诳托侣劇罚℉ackerNews）看到對(duì)“反營(yíng)銷(xiāo)論”的盲從情緒。有些營(yíng)銷(xiāo)人員也沒(méi)有意識(shí)到,，負(fù)責(zé)技術(shù)方面的共同創(chuàng)始人對(duì)于他們的成功來(lái)說(shuō)有多么重要,。事實(shí)上，技術(shù)和營(yíng)銷(xiāo)人員都需要對(duì)方,。我們一直都是這樣,，以后也一直會(huì)是這樣。

????如果你說(shuō)的每句話(huà)都是大話(huà),，那么做一個(gè)“世界級(jí)的大話(huà)王”并沒(méi)有任何意義,。最終你還是要交付產(chǎn)品的。拋出一個(gè)好的概念當(dāng)然很重要，但最終你必須要構(gòu)建這個(gè)概念,。

????所以變得自信一點(diǎn)吧,。你完全可以靠舌燦蓮花來(lái)鋪就你的夢(mèng)想。但是你要做好準(zhǔn)備去支持這些夢(mèng)想,。

????網(wǎng)飛公司創(chuàng)業(yè)之初,，我曾對(duì)自己想招募的新人說(shuō)過(guò)這樣的話(huà)：“我能預(yù)見(jiàn)到，我們公司的股票有一天會(huì)漲到100美元,?！睅啄旰笪蚁蛞粋€(gè)面試官講了這個(gè)故事。他問(wèn)道：“你難道不覺(jué)得很好笑嗎,？像這樣對(duì)人說(shuō)謊,？”

????我想了一分鐘，然后我說(shuō)：“如果你自己真的相信,，那就不算說(shuō)謊,。”

????更不要提或許這件事最終真的能變成現(xiàn)實(shí)了,。

????本文作者馬克?蘭多夫是在硅谷有多年經(jīng)驗(yàn)的企業(yè)家,、科技高管和初創(chuàng)公司顧問(wèn)。最近馬克成為在線(xiàn)電影和電視流媒體服務(wù)提供商網(wǎng)飛公司的共同創(chuàng)始人,，并擔(dān)任了該公司第一任首席執(zhí)行官,。

????譯者：樸成奎

????Last week, a friend of mine publically called me out as a Huckster. I think the exact term he used was "world class bullshitter."

????Well, he was right. In fact, I'm happy to go on record as saying that the ability to create a reality distortion field is right up there alongside optimism as an entrepreneur's most valuable weapon.

????It has certainly worked for me! It has helped me to convince superstar hires to leave comfortable positions, get huge multi-nationals into co-promotions with my tiny startup and get A-list investors to bet their real-cash-money that my company might be the next big thing.

????But even though my friend is right, he's only half right. It is certainly important to be able to talk a good game, but you've got to have the goods too.

????Fourteen years ago, when Netflix was only a few months old, I needed to choose a codename -- something to use for our test site, our email and our legal documents. As I was struggling to come up with something catchy, one of my mentors gave me two great pieces of advice:

????"First, pick a name that's so bad, that you won't even be tempted to use it when you run into difficulties finding your real domain name. Second, pick something meaningful. It's a great way to start aligning everyone around what you think is really important."

????So I called it Kibble. Kibble.com. Like the dog food. Unlaunchable name? You betcha!

????But ultimately I chose Kibble for a more important reason: It was to remind me (and everyone else at Netflix) never to forget that old Madison Avenue chestnut:

????"No matter how good the advertising, it's not a success if the dogs don't eat the dog food.

????In other words, you have to have both. Product and promotion. Steak and sizzle. Substance and spin.

????It hasn't always been like that in Silicon Valley. When I first arrived here in the late 1980's there was no question about the hierarchy. Engineers were king. Product uber alles.

????At that time Silicon Valley was the closest thing this country has ever had to a true meritrocracy. If you were an engineer, all that mattered was the quality of your code. What you looked like, dressed like or smelled like was irrelevant. It got to the point that at Borland International, the software company where I worked in the early 1990's, that the engineers were the ones who got the big offices with windows and balconies on the third floor. Us marketing and sales guys were in the airless cubicles below.

????But slowly and surely the pendulum began to swing back the other way. One year, for instance, we got the great news that one of our products had won PC Magazine's Technical Excellence Award. Flushed with excitement, we rushed to see who some of the previous years' winners had been. As we read the list, you could feel the excitement draining out of the room. Who? What? Didn't they go out of business two years ago? Oh my God, this award is the kiss of death!

????As software began to be sold to people who would never consider themselves technical, it suddenly became clear that you needed people who spoke their language. It became fashionable to hire product managers from places like Proctor and Gamble. Or Clorox.

????It drove the engineers crazy. It was best when you had iron-clad test data demonstrating something purely ridiculous; like that software in the blue box sold twice as well as the exact same product in the red box. It made their head explode. On the one hand, they knew with absolute conviction that there was absolutely no reason why the color of the box should make the least bit of difference. But, on the other hand, they also knew with absolute conviction that data didn't lie. After puzzling over this paradox for a few hours they had no choice but to conclude that maybe us marketing people had some value. Or practiced a kind of black magic. Or both.

????These days, the soft bigotry of anti-hucksterism can be seen every day on HackerNews. And there are still plenty of hustlers not quite getting how important their technical co-founder actually is to their success. The truth of the matter is that both sides need each other. We always have and we always will.

????When it comes right down to it, being a world-class bullshitter doesn't mean anything if all you ever spout is bullshit. Eventually you have to deliver. Pitching a concept well is certainly important, but ultimately you have to build it.

????So be confident. Spin some dreams. But be prepared to back them up.

????Back in the early days at Netflix, it wasn't unheard of for me to tell prospective hires that I could see our stock going to a hundred dollars someday. I was telling this story to an interviewer a few years later when he asked, "Don't you feel a little funny? Lying to people like that?"

????I had to think for a minute. Then I said, "It isn't lying if you really believe it yourself."

????Not to mention if it eventually comes true.

????Marc Randolph is a veteran Silicon Valley entrepreneur, high tech executive and startup consultant. Most recently Marc was co-founder of the online movie and television streaming service Netflix, serving as their first CEO.