Shoe Dog的读后感10篇
《Shoe Dog》是一本由Phil Knight著作，Scribner出版的Hardcover图书，本书定价：USD 29.00，页数：400，文章吧小编精心整理的一些读者的读后感，希望对大家能有帮助。
《Shoe Dog》读后感(一)：耐克早期的八卦
借着这波赛事余热，本文讲述本次欧洲杯大赢家——耐克公司早期的一些八卦，八卦的内容取材于耐克创始人菲尔·奈特的回忆录shoe dog
首先解释下书名的含义，奈特先生这么写道，
hoe dogs were people who devoted themselves wholly to the making, selling, buying, or designing of shoes.
hoe dogs就是那些全情投入去制造，销售，购买或者设计鞋子的人。我觉得可以这个词翻译为"鞋痴"，书名异译一下，"为鞋痴狂"。
奈特先生显然是妥妥的shoe dog, 现实生活中shoe dog有哪些表现形式？比方这种：
《Shoe Dog》读后感(二)：How Shoe Dog works
这本书是Nike创始人之一Phil Knight讲述他和其他人共同创立Nike的过程，或者说今天的Nike是怎么来的。
这本书的名字叫Shoe Dog，书里Phil Knight是这样解释这个词的：
gt; Shoe dogs were people who devoted themselves wholly to the making, selling, buying, or designing of shoes. Lifers used the phrase cheerfully to describe other lifers, men and women who had toiled so long and hard in the shoe trade, they thought and talked about nothing else.
有一本书讲Elon Musk，里面就有讲Elon是怎么创立ZiP2，PayPal， Space X，还有后来的Tesla。Elon是个极其聪明并且强势的人。Knight不同。整个Nike的人都不同。Nike创立的初衷是希望能够创造出为了那些热爱运动的人而生的鞋子。1960年代的时候人们是不太认同跑步的，并不像现在，大家提倡去健身，去跑步。那个年代是没有人穿着运动鞋去逛超市的。
ike最开始并不叫这个名字，叫Blue Ribbon，是Knight在面对日本人的询问时，凭空想出来的。在他对日本人说这个是他的公司名字时，在美国根本就没有Blue Ribbon。
看完整本书以后，觉得Nike一路走到今天，成为一个起步比Adidas，Puma晚，但是销售额超越他们的公司，Nike一步一步，走的踏踏实实。也不是没有过危机，遇到过日本供应商看到了美国潜在市场价值后想要抛弃Knight并收购Blue Ribbon，Knight先行一步创立Nike，日本公司意识到后将他们告上法庭，Knight险胜。也遇到过因为对手的恶意竞争而让Nike收到政府寄来的250亿美金的罚款单，那个时候250亿美金就是全部的Nike了。也遇到过矛盾，是坚持公司私有，维护Nike一直以来的精神，还是让Nike上市，让他们能够有更多的流动资金去扩大Nike的规模。
这本书写的是Nike的历史，也是Knight的一生。从二十六岁和Bowerman合伙创立Blue Ribbon，到创立独立的品牌Nike，到公司更名为Nike，一直到今年七十六岁，Knight这一路上有很多人帮助他，他跟Elon不同的一点在于，Elon是那个既可以冲锋陷阵解决技术问题，又可以强势做管理的人。而Knight更像是刘备。Knight更多的是内敛和稳重。Nike能够存活下来，发展到今天，一直靠的是团队。Knight是那个拍板做决定的人，但是他们整个团队的人，像是大家彼此相互依靠，相互扶持着前进。就像是行军打仗，这个小队离了谁，这场仗都不会赢。Knight在书里是这样说的：
gt; Hayes couldn’t become a partner because he was too fat. Johnson couldn’t cope in the so-called normal world of nine-to-five. Strasser was an insurance lawyer who hated insurance—and lawyers. Woodell lost all his youthful dreams in one fluke accident. I got cut from the baseball team. And I got my heart broken.
这个团队里的每个人都足够出色和优秀，他们称自己为Buttface。
gt; Years later a famous Harvard business professor studying Nike came to the same conclusion. “Normally,” he said, “if one manager at a company can think tactically and strategically, that company has a good future. But boy are you lucky: More than half the Buttfaces think that way!”
他们都有一个共同点，那就是运动。他们都热爱运动，为运动甚至竞技体育带来的那种激情所倾倒。
gt;Pre reached down, found another level—we saw him do it. He opened up a yard lead, then two, then five. We saw Young grimacing and we knew that he could not, would not, catch Pre. I told myself, Don’t forget this. Do not forget. I told myself there was much to be learned from such a display of passion, whether you were running a mile or a company.
Knight在Nike渐渐运营稳定后也遇到过危机。Knight的大儿子潜水时出了事故不幸去世。Strasser在成功推出Nike的一条生产线以后和Knight不合，转投Adidas。Nike面临童工，面临在发展中或者落后国家的工厂工作环境恶劣的问题。这些危机，有的给Knight的造成了沉重的打击，他说他永远也不会原谅Strasser。有些危机Nike成功的解决了。他们研发的新的生产技术，同时分享给其他鞋业制造商，全面提高整个行业的工作环境。
下面是我的摘抄：
gt;So that morning in 1962 I told myself: Let everyone else call your idea crazy... just keep going. Don’t stop. Don’t even think about stopping until you get there, and don’t give much thought to where “there” is. Whatever comes, just don’t stop. That’s the precocious, prescient, urgent advice I managed to give myself, out of the blue, and somehow managed to take. Half a century later, I believe it’s the best advice—maybe the only advice—any of us should ever give.
谈判的基本准则
gt;the basic rule of negotiation is to know what you want, what you need to walk away with in order to be whole.
面对危机时
gt;Leaning back in my recliner each night, staring at the ceiling, I tried to settle myself. I told myself: Life is growth. You grow or you die.
当Knight终于得到他父亲的肯定时
gt;That might have been the night the swoosh became real to my father. Respectable. He didn’t actually use the word “proud.” But I hung up the phone feeling as if he had. It almost makes this all worthwhile, I told myself. Almost.
Knight如何定义赢
gt;I redefined winning, expanded it beyond my original definition of not losing, of merely staying alive. That was no longer enough to sustain me, or my company. We wanted, as all great businesses do, to create, to contribute, and we dared to say so aloud. When you make something, when you improve something, when you deliver something, when you add some new thing or service to the lives of strangers, making them happier, or healthier, or safer, or better, and when you do it all crisply and efficiently, smartly, the way everything should be done but so seldom is—you’re participating more fully in the whole grand human drama. More than simply alive, you’re helping others to live more fully, and if that’s business, all right, call me a businessman.
这本书是本值得一读的好书。
《Shoe Dog》读后感(三)：值得看又容易看的
一直以来都比较抗拒人物传记 觉得写法又枯燥，夸大的又是跟自己不搭边的别人的丰功伟绩。 但自从读完这本书之后，突然间被字里行间朴实的故事和鼓舞人心的经历打动，使得自己也对人物传记有了新的认识与兴趣。
最近自己的记忆力实在差的有限，所以想写下几点我很喜欢的小故事，勉励未来在奋斗的自己。
虽然Phil Knight是有家庭的经济支持才开始他在1962环游世界去实施他在斯坦福的一个疯狂的想法，但在他的创业之路上，从日本合作伙伴Onitsuka的背叛，资金链断裂到与政府的进口税案件，无一不告诉我们 不要为自己的无能为力找借口 不要无奈的说我没有那种条件环游世界所以不能有所大作为。反之，要为未来的机会随时做好准备。也许现在的生活处处不公平，但有一天老天眷恋了你，现在的你能肯定的说一定有能力有信心抓住并运用好机会吗？ 一定要时刻充实自己，成长才能准备自己在未来的路上得到属于自己的天空。
hil在创业刚开始的时候，强调了equity的重要性。 但有意思的是他也提到了自信。 他说到，confidence, more than equity, more than liquidity, thats what a man needs..... but confidence was cash. you had to have some to get some and people were loath to give it to you...一直一个人在国外奋斗，总不安于现状 又有心无力。 这句话真的说到了我的心里。 希望在不久的未来我能找到自己的定位。
因为原来在加拿大留过学，所以书中提及加拿大的小插曲我也觉得很有意思。Phil 一周开始在墨西哥找了代替Onitsuka的生产商，但工厂的名字叫Canada。他很好奇的问其原因，厂商说因为这个名字听起来很foreign, exotic..... 他笑了说canada is more comic than exotic..来美国的三年里 已经习惯了老美对加拿大的“鄙视” 不过这种文化 在我这个“外国人”眼里还挺逗的
学经济学的 都知道最基础的supply和demand。"supply and demand is always the root problem in business. Its been true since Phoenician traders raced to bring Rome the coveted purple dye that colored the clothing of royals and rich people; there was never enough purple to go around" Phil 在创业初期也遇到了这样的问题:供不应求再加上银行的贷款压力 但是最终他有了与retailer 做commitments 这样不仅减少了运送次数，延长了lead time，还增加有利润确定性，保持相对健康的银行现金额度。与此之外，Phip还与好多连锁的heavyweights合作，从而得到更多的信用额度。
七拼八凑Nissho的一百万之后，工人的工资支票全部跳票，加州银行觉得不再提供任何信贷，公司还因为fraud得到了FBI的关注。顷刻间，NIKE面临了又一次接近破产的绝境。但phil可以临危不乱，尝试着每一种机会，最后天道酬勤，在合作伙伴Ito的帮助下，一次性付清了欠的所有钱。 这告诉我们在奋斗的过程中，要懂得珍惜点点滴滴，有一天不知道那个过去的时刻就可以帮助未来困境中的自己。要时刻保持最初的ambition，奋斗下去，坚持下去。
人到了某一个时刻，总会有一个特殊的属于自己享受胜利的秘密方法。记得书刚开始的时候，Phil进货Manila，想要去注意下MacArthur的房间，却因为酒店价格过高而未能如愿。然而十年过后，当离开台湾的时候，作者提到“i needed to make one quick stop in Manila, personal errand..... i spent the night in MacArthur's suite... You are remembered for the rules you break" 当通过自己的努力使得过去看似不可能的梦想成为轻描淡写的事实时，我想那就是对我来说所谓的成果。有可能有些读者觉得这只是一个很细微的一段话，但就在这里，这个stopby占用了自己一个段落，也给我自己增加了不少信心。7年前我还是一个活在父母襁褓之中的孩子，是学习为重单纯的大学生，一个人背着重重的书包，拿着7个大大的行李箱，踏上了我远离祖国的道路。现在的我完成了好多了人生的目标，为了完善自己，更努力的奋斗着。虽然没有具体的理想房间让我打个对号，但现在回想起自己完成与实现的，心里总是甜甜的，是那种苦苦的甜。
当你商业规模稳定的时候，就会吸引市场更优秀的创意。有的时候就像一个循环一样。好的公司有这好的信用好的名誉会吸引更多有才之士更多资金流入，从而变得越来越大越来越有优势，而恶名昭著的公司即使有这很好的基础，却因为干枯的资源动力的缺失而远离大众的视角。Nike就是因为这样的一种市场规律，在1977年吸引了现在“闻名天下”的Air 设计师们。虽然同事们看见我看这本书抱怨说nike现在已经没什么新创意，但我还是很相信它的市场的。 而且现在经典款式也是一个趋势，就像cortez又重新掀起一番热潮一样，虽然没有yeezy那么被人挤破脑袋的抢......
315的时候，很多报道指出nike用的鞋垫是没有气垫还是有害健康的。 书里也提到nike收到了好多报道伤的攻击，说nike的海外工厂都是sweatshop。但真的是，眼见不一定为实。在这个以讹传讹的世界，黑白颠倒。虽然这里也没有那么严重，但却是有时候我就觉得大众太爱凑热闹，不搞清楚状况，就坚定立场，进行攻击，这种现象真是比比皆是。 phil在这里用了好多排比和双重否定的质疑了那些报道者。他们从来没有想过之前环境有多差，没想过nike帮助了这些工厂提高了多少安全指标，也没想过那些工厂根本不是他们的，真正的工厂主人才应该是该被谴责者。读的书越多，越不会轻易的果断下评论，约会观察，坚持自己的理论。希望会有更多的这类型的书启迪我。最近在读elon musk的书，一开始差点没坚持下去，到后来才有意思些......
书的最后还提及了我从来没想过的经济性的问题。 1是若跨国企业如果尝试增加在发展中国家的工人工资，会对该国家整个经济体进行破坏瓦解，变得有可能一个做鞋的技工比医生的工资更高。2. 我一直赞同国际贸易一定以及肯定是双方都获益的，但我没有想到这个maxim ' when goods dont pass international borders, soldiers will' 交易是一种共同生存的合作，和平才能繁荣
We must all be professors of the jungle 最后建议那些想要创业的人也看看这本书，而我就老老实实做好我的excel...
致敬A Businessman PHIl KNIGHT
“More than simply alive, you are helping others to live more fully, and if that's business, all right, call me a businessman"
《Shoe Dog》读后感(四)：The Young Nike
ot sure why, i always thought the Nike should be more than 100 years.. until i read this book, it only start the business from 196x, and the Nike is born in 1972...
ot sure why, i always thought the Nike is beginning with 100s of people.. but it is from one person, Mr. Knight...
ike start from the sports and sportsman, combine the athletes spirits and the shoes or clothes, that's the reason why Liu xiang, Li Na, Federer and so many sports star wear Nike...
what a book,and what a great company and a man!!!
《Shoe Dog》读后感(五)：Just do it
2016年是权威跑步杂志runner's world创刊50周年。在同年11期的历史回顾中，展示了60年代编辑回答读者的来信，其中有这么一段：
My friends Phil and Bill keep pestering me to invest in their new business, Blue Ribbon Sports, selling running shoes or something like that. I'm not interested. How do I politely tell them to buzz off？
-----John D. Eugene, OR
编辑给了如下的答复：
ome people can't take "no" for an answer. It sounds like phil and Bill are two of those people. Unfortunately there may not be a polite way to get them to stop bugging you about this so-called opportunity. Sometimes, when it comes to telling a pest to buzz off, the only option is to just do it.
《Shoe Dog》读后感(六)：标题
－ 要多读书，多读历史书，战争和传记。
－作者对自己的白描：I wasn't built for heavy doses of rejection。这么一个害羞内向的人，基本就是靠环球旅行和大量阅读的加持。
－要多走路：Hawaii, Tokyo, Hong Kong, Rangoon, Calcutta, Bombay, Saigon, Kathmandu, Cairo, Istanbul, Athens, Jordan, Jerusalem, Nairobi, Rome, Paris, Vienna, West Berlin, East Berlin, Munich, London
－Greece
－"The Rape of Nanking". Thank you.
－在意大利看歌剧的歌剧院叫La Scala，终于知道为什么我曼谷门口那个电影院叫Scala了。
－领导力101: Don't tell people how to do things, tell them what to do and let them surprise you with their results
－negotiation 101: the basic rule of negotiation is to know what you want, what you need to walk away with in order to be whole
－低谷101: what do you know？ / what else do you know？ / what does the future hold？ / what's step one？ / what's step two？
－工作101: total effort will win people's hearts.
－pitch 101: 排练排练排练排练。各种role play。
－Johnson是我的人生偶像。
－回去打算买一双Pre Montreal，要重新开始跑步了。
《Shoe Dog》读后感(七)：Life is a growth, you grow or you die
《Shoe Dog》是Nike创始人Phil Knight的一本自传，读这本书之前，我对Phil Knight一无所知。当将要读完时，我陷入了深深的不舍，就像一段伟大又充满激情的旅途到达了终点。
这本书无疑是我读过的最好的自传之一。不仅仅在于故事本身的魅力，这本书讲述的方式也非常出色，读书的过程完全就像跟随着作者一起，一起经历起伏挫折，从一个刚毕业的年轻人开始，犯无数错误但是一直充满激情的往前走。
hil Knight在书中回顾了他从1962年到1980年创办Nike的经历。Knight并没有假大空说自己从开始就怀揣着制造美国自己的运动鞋品牌，而是异常坦诚- 他是个热爱田径的年轻人，本职是会计，对运动鞋一知半解，创办公司的初衷是为了进口日本的跑步鞋在美国卖。从而开始一个接一个的障碍，如何获得日本人的信任，如何不停的解决现金流的问题，如何招到第一个员工，如何解决竞争…一个没有创业经验的年轻人，真的是犯了无数个错误，读书的过程仿佛跟随他一起经历过一个个不眠之夜，一个个发泄的6 miles run。而Nike这个词，是在书的三分之二处才出现的，并且近乎走投无路走投无路的自保之举。现在回头看Nike这个伟大的品牌，很难想象当初一次次濒临破产，而当时基本除了运动员，并没有人穿运动鞋。Nike简直改变了人们的生活方式。
Knight并不是一个孤胆英雄，书中讲述的他和早期员工团队的之间的故事非常令人感动。他们坦诚又同样充满激情，为了保持公司的文化运营自主迟迟不愿意IPO。从他们身上我看到了现在特别缺失的实干精神和全情投入，看到了真正的entrepreneurship.
“Life is a growth, you grow or you die”. Just do it!
《Shoe Dog》读后感(八)：“happiness is a how, not a what.”
1. In the beginner’s mind there are many possibilities, but in the expert’s mind there are few.
2. Like it or not, life is a game. Whoever denies that truth, whoever simply refuses to play, gets left on the sidelines, and I didn’t want that. More than anything, that was the thing I did not want.
3. Every runner knows this. You run and run, mile after mile, and you never quite know why. You tell yourself that you’re running toward some goal, chasing some rush, but really you run because the alternative, stopping, scares you to death.
4. So that morning in 1962 I told myself: Let everyone else call your idea crazy... just keep going. Don’t stop. Don’t even think about stopping until you get there, and don’t give much thought to where “there” is. Whatever comes, just don’t stop.
5. In every religion, it seemed, self is the obstacle, the enemy. And yet Zen declares plainly that the self doesn’t exist. Self is a mirage, a fever dream, and our stubborn belief in its reality not only wastes life, but shortens it. Self is the bald-faced lie we tell ourselves daily, and happiness requires seeing through the lie, debunking it. To study the self, said the thirteenth-century Zen master Dogen, is to forget the self. Inner voice, outer voices, it’s all the same. No dividing lines.
6. A soldier in shoes is only a soldier. But in boots he becomes a warrior.
7. I flew to Munich, drank an ice-cold stein of beer at the Bürgerbräukeller, where Hitler fired a gun into the ceiling and started everything.
8. When their diametrically opposed personalities caused problems, my parents would fall back on the thing they had most deeply in common, their belief that family comes first.
9. When that consensus didn’t work, there were difficult days. And nights. My father turned to drink. My mother turned to stone.
10. To study the self is to forget the self.
11. The art of competing, I’d learned from track, was the art of forgetting, and I now reminded myself of that fact. You must forget your limits. You must forget your doubts, your pain, your past. You must forget that internal voice screaming, begging, “Not one more step!”
12. And when it’s not possible to forget it, you must negotiate with it. I thought over all the races in which my mind wanted one thing, and my body wanted another, those laps in which I’d had to tell my body, “Yes, you raise some excellent points, but let’s keep going anyway...”
13. “happiness is a how, not a what.”
14. Running track gives you a fierce respect for numbers, because you are what your numbers say you are, nothing more, nothing less.
15. One lesson I took from all my home-schooling about heroes was that they didn’t say much. None was a blabbermouth. None micromanaged. Don’t tell people how to do things, tell them what to do and let them surprise you with their results.
16. He’d complained a million times about my lack of communication, but in fact my laissez-faire management style had fostered him, unleashed him.
17. God did he need to say so in print？ When we were fighting to establish a brand？ More to the point, what did this mean about his true opinion of Blue Ribbon—and me？ Any shoe would do？ If that were true, why in the world were we bothering to sell Tigers？ Why were we jackassing around？ Here I was, chasing Adidas, but in a way I was still chasing Bowerman, seeking his approval, and as always it seemed highly unlikely in late 1967 that I’d ever catch either one. THANKS LARGELY TO Bowerman’s Cortez, we closed the year in a blaze, meeting our expectation of revenue: eighty-four thousand dollars. I almost looked forward to my next trip to First National. Finally Wallace would back off, loosen the purse strings. Maybe he’d even concede the value of growth. In the meantime Blue Ribbon had outgrown my apartment. Maybe it’s more accurate to say that it had taken over. The place was now the equal of Johnson’s bachelor pad.
18. looked up, gave a half smile. She gave a half smile. I penciled a shaky check next to her full name: Penelope Parks. Penelope, like the faithful wife of world-traveling Odysseus.
19. We strolled past the lions and tigers. I told her that I flat-out didn’t want to work for someone else. I wanted to build something that was my own, something I could point to and say: I made that. It was the only way I saw to make life meaningful.
20. I had more than a fiancée, a lover, a friend. I had a partner. In the past I’d told myself Bowerman was my partner, and to some extent Johnson.
21. But this thing with Penny was unique, unprecedented. This alliance was life-altering.
22. The single easiest way to find out how you feel about someone. Say goodbye.
23. Leaning back in my recliner each night, staring at the ceiling, I tried to settle myself. I told myself: Life is growth. You grow or you die.
24. “Because,” Woodell’s mother said, “if you can’t trust the company your son is working for, then who can you trust？”
25. As I drove home that day I felt immensely proud. Keep going, I told myself. Don’t stop.
26. I wished I had more. I wished I could borrow some. But confidence was cash. You had to have some to get some. And people were loath to give it to you.
27. The thought crossed my mind that some of the hardest things ever said in our lifetimes are said softly.
28. It better be soon, though, because we have no time and suddenly no margin for error.”
29. “Yes, it’s going to be rough. I won’t lie to you. We’re definitely going to war, people. But we know the terrain.
30. We know our way around Japan now. And that’s one reason I feel in my heart this is a war we can win. And if we win it, when we win it, I see great things for us on the other side of victory. We are still alive, people. We are still. Alive.”
31. Johnson said he wanted to buy me a cup of coffee. “Your finest hour,” he said. “Ach,” I said. “Thanks.” But I reminded him: I just told the truth. As he had in Chicago. Telling the truth, I said. Who knew？
32. No pressure. Only more incentive.
33. MacArthur came to mind. You are remembered for the rules you break.
34. Play it straight. It was the smart thing, the right thing.
35. Today was about relishing victory.
36. Fear of failure, I thought, will never be our downfall as a company.
37. You are remembered for the rules you break.
38. At first I thought he was talking about me. Then I realized he meant the bank. “I do not like stupidity,” he said. “People pay too much attention to numbers.”
39. “No brilliant idea was ever born in a conference room,” he assured the Dane. “But a lot of silly ideas have died there,” said Stahr. —F. Scott Fitzgerald, The Last Tycoon
40. Several times, in those first months of 1976, I huddled with Hayes and Woodell and Strasser, and over sandwiches and sodas we’d kick around this question of ultimate goals. This question of winning and losing. Money wasn’t our aim, we agreed. Money wasn’t our end game. But whatever our aim or end, money was the only means to get there. More money than we had on hand.
41. If we couldn’t sustain growth, we couldn’t survive.
42. Don’t tell people how to do things, tell them what to do and let them surprise you with their results.
43. Clearly the Buttfaces liked the culture I’d created. I trusted them, wholly, and didn’t look over their shoulders, and that bred a powerful two-way loyalty.
44. This might have been the one problem I couldn’t solve by brainstorming with my fellow Buttfaces. Vastly trickier than how to get midsoles from Point A to Point B was the question of Son A and Son B, how to keep them happy, while keeping Son C, Nike, afloat.
45. When you make something, when you improve something, when you deliver something, when you add some new thing or service to the lives of strangers, making them happier, or healthier, or safer, or better, and when you do it all crisply and efficiently, smartly, the way everything should be done but so seldom is—you’re participating more fully in the whole grand human drama. More than simply alive, you’re helping others to live more fully, and if that’s business, all right, call me a businessman. Maybe it will grow on me.
46. When it came rolling in, the money affected us all. Not much, and not for long, because none of us was ever driven by money. But that’s the nature of money. Whether you have it or not, whether you want it or not, whether you like it or not, it will try to define your days. Our task as human beings is not to let it.
47. Overcompensating for the insecurity of her childhood, she walked around with thousands of dollars in her purse. She bought hundreds of staples, like rolls of toilet paper, at a time.
48. I’d like to warn the best of them, the iconoclasts, the innovators, the rebels, that they will always have a bull’s-eye on their backs. The better they get, the bigger the bull’s-eye. It’s not one man’s opinion; it’s a law of nature.
《Shoe Dog》读后感(九)：【读书半杯茶】《鞋子狗》－一个创业者的人生历程
《Shoe Dog》
y Phil Knight
大约是十年前第一次到俄勒冈州波特兰市，开车迷了路，进到了一大片绿草茵茵，绿树成行，玻璃大厦之间有红色跑道的地方。印象最深的是几棟大楼的名字都是有名的运动员，还有大幅运动健将的画面让人精神一振。第二天才从朋友那里得知我是开进了耐克（Nike）公司的总部。
耐克是全世界最知名的体育品牌，今天更是财富100强企业之一。从它的创始人费尔·纳特（Phil Knight）60年代初在波特兰市开始开着车走家串户贩卖日本产运动鞋到现在，也不过50年多一点的时间。
纳特在俄勒冈大学上学时是校队的中长跑选手，教练是有名的包尔曼（Bill Bowerman）。包尔曼有个爱好就是自己做鞋子让运动员试穿。纳特不是队里最出色的选手，出点小差错问题不大，于是变成了包尔曼的试验员。这个经历让他对鞋子上了瘾。后来他在斯坦福大学读MBA的时候，好好研究了一下引进日本产运动鞋在美国市场销售的可能性，并以此作为一门课程的报告。1962年从斯坦福毕业后，他花几个月的时间周游世界，中途停经日本，与当地一家公司合作，靠从他爸爸那里借来的50美元，买下了第一批样品。而这批鞋子用了快一年的时间才运到。之后，纳特与包尔曼合作，创业卖鞋，这便是耐克公司的开始。
纳特创业之初，资金周转非常困难。买鞋要订金，定单下了鞋子却要很久才能到，又常常出错。挣的一点钱又要全部投入扩展生意，以至于很长一段时间他得白天在别的公司当会计，晚上和周末才能干自己的。银行不喜欢他这种经营方式，账号里常常一分钱也没有，随时可能倒闭，风险太大。而这只是刚开始，在最初几年里公司经历了一系列的挫折：合作的日本公司反水起诉，银行把他扫地出门，公司发不出工资工人造反，FBI调查，联邦政府巨额罚款等等。
1972年，本来是个好年头，包尔曼带着美国田径队参加慕尼黑奥运会，其中更有耐克赞助的美国中长跑名将普瑞（Steve Roland "Pre" Prefontaine）参赛，夸冠呼声很高，是耐克品牌的一个免费大广告。可运动会进行当中，恐怖分子袭击以色列运动员，一个以色列运动员跳窗逃到旁边包尔曼住的大楼，包尔曼是第一个报警的人。事后普瑞只得了第四，而包尔曼在事件之后执意退休，把股分卖回给纳特。普瑞则在不久后的一次车祸中丧生，开的车还是耐克赞助的。
在这段时间里，纳特每天6英里的跑步是他能坚持下来的原因。他说：＂要想在市场取胜，就得像跑步那样，忘记你自己的局限、怀疑、痛苦、过去。一步一步向前行。当你觉得不行了，要对自己说，再多一步。当你的身体实在承受不了的时候，要对自己说，是的，这实在让人吃不消，可还是跑下去吧。＂
创业的人，也是凡人，也有凡人一样的缺点。纳特是个内向的人。他的第一个雇员在洛杉矶开分店，天天写信汇报情况，他看得仔细却从不回信，以至雇员每次来信都问：＂你能不能吱一声，表达一下鼓励？＂他看了信，挣扎半天，却放下信，还是不回信。而他第一次从单一做鞋向外发展做衣服，却选了一个完全不在行的人，白白浪费很多时间。更有一段时间，他坚持公司大了人人上班要穿西装打领带，受到了全公司的抵制。
但命运也眷顾这个坚持不懈的人。耐克开发出一系列非常成功的产品，象早期的带威化饼图案的鞋底设计，之后的Air Jordan等等，都从根本上改变了人们的穿着习惯，也创造了无限的商机。
纳特具有创业者很多的品质。比如时时刻刻的危机感：73年公司营业额翻了一倍到8百40万美元，他的第一个反应却是＂我们今天就可能倒闭。比如对自己行业的极端的着迷：他自己叫自己＂鞋子狗＂（业界对专心一致只知道做鞋子的人的称呼）。比如超乎常人、同事的眼光：80年他就来中国考察市场（他说＂中国有十亿人，二十亿只脚。＂）。1984年中国大陆代表团第一次参加奥运会，开幕式上运动员穿的就是一色的耐克，广告效果达到最佳。
这本书，既是一个公司的创业史，更是创业者的人生经历。从一开始苦求生存，到后来开始追求在市场竞争中取胜，再到后来对产品的开发已经不是追求完美而是追求一种精神，最后取得商业、财富上巨大的成功却又经历个人生活一再的挫折、悲剧，展现在我们面前的，是纳特先生对自己理想不懈的追求和对生活的感悟。
纳特先生在年青时的那次环球旅行中来到了希腊。在走过一片遗迹时, 他发现这个遗迹是纪念女神Athena的，而Athena是带来胜利之神。胜利之神在古希腊文中写作：Nike。
纳特先生是个读书迷，也在书中有体现。他的行文非常优雅、有诗意，读起来是一种享受。推荐这本书。
高嵩 2.23.2017