第363篇 秦王使人谓安陵君

出处:战国策·魏策四

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📜 原文(文言文)

秦王使人谓安陵君曰:“寡人欲以五百里之地易安陵,安陵君其许寡人!”安陵君曰:“大王加惠,以大易小,甚善;虽然,受地于先王,愿终守之,弗敢易!”秦王不说。安陵君因使唐雎使于秦。秦王谓唐雎曰:“寡人以五百里之地易安陵,轻寡人与?”唐雎对曰:“否,非若是也。安陵君受地于先王而守之,虽千里不敢易也,岂直五百里哉?”秦王怫然怒,谓唐雎曰:“公亦尝闻天子之怒乎?”唐雎对曰:“臣未尝闻也。”秦王曰:“天子之怒,伏尸百万,流血千里。”唐雎曰:“大王尝闻布衣之怒乎?”秦王曰:“布衣之怒,亦免冠徒跣,以头抢地尔。”唐雎曰:“此庸夫之怒也,非士之怒也。夫专诸之刺王僚也,彗星袭月;聂政之刺韩傀也,白虹贯日;要离之刺庆忌也,仓鹰击于殿上。此三子者,皆布衣之士也,怀怒未发,休祲降于天,与臣而将四矣。若士必怒,伏尸二人,流血五步,天下缟素,今日是也。”挺剑而起。秦王色挠,长跪而谢之曰:“先生坐!何至于此!寡人谕矣:夫韩、魏灭亡,而安陵以五十里之地存者,徒以有先生也。”

📖 白话文翻译

The King of Qin sent a message to the Lord of Anling, saying: "I wish to exchange five hundred li of land for Anling, and the Lord of Anling must grant my request!" The Lord of Anling replied: "The Great King bestows his favor by offering a larger territory for a smaller one—this is most gracious. Nevertheless, I received this fief from my forefathers, and I am resolved to guard it to the end, never daring to exchange it." The King of Qin was displeased. Thereupon, the Lord of Anling dispatched Tang Ju as his envoy to the state of Qin. The King of Qin said to Tang Ju: "I offered five hundred li of land in exchange for Anling, yet the Lord of Anling would not heed me—why is this? Moreover, Qin has already extinguished the states of Han and Wei, and the Lord of Anling has survived with but a mere fifty li of territory, solely because I regarded him as a man of venerable integrity, and so took no notice of him. Now I have offered him tenfold the land to enlarge his domain, yet he defies my will—does he hold me in contempt?" Tang Ju replied: "No, it is not so. The Lord of Anling received this fief from his forefathers and has guarded it ever since. Even a thousand li he would not dare to exchange, much less five hundred?" The King of Qin flew into a towering rage and said to Tang Ju: "Have you ever heard of the wrath of the Son of Heaven?" Tang Ju answered: "I have not heard of it." The King of Qin said: "When the Son of Heaven is wrathful, corpses fall by the hundred thousand, and blood flows for a thousand li." Tang Ju said: "Has the Great King heard of the wrath of the common man?" The King of Qin said: "The wrath of the common man is merely to tear off his cap, bare his feet, and dash his head against the ground." Tang Ju said: "That is the wrath of the feeble and mediocre—not the wrath of a man of valor. In days of old, when Zhuan Zhu assassinated King Liao of Wu, a comet swept past the moon; when Nie Zheng slew Han Gui, a white rainbow pierced the sun; when Yao Li struck down Qing Ji, a gray falcon struck the palace hall. These three men were all men of valor among the common folk. Before the fury in their hearts had even erupted, Heaven had already sent down portents—and now I shall be the fourth. If a man of valor truly gives vent to his wrath, only two corpses shall fall, blood shall flow but five paces, and all under Heaven shall don mourning garments—and this very day shall see it come to pass!" With that, he rose to his feet and drew his sword. The King of Qin changed countenance, straightened himself into a kneeling posture, and apologized: "Sir, pray be seated! How has it come to this! Now I understand: Han and Wei have perished, yet Anling has survived with its fifty li—only because you, sir, are here."

💡 商战启示录

Tang Ju, confronting the tyranny and coercion of the King of Qin, countered the "wrath of the Son of Heaven" with the "wrath of the common man," demonstrating a strategy of defending core interests through sheer force of will and unwavering principles, even when vastly outmatched in resources. This offers a profound lesson for modern enterprises: when faced with pressure from industry giants or threats of acquisition, one should not lightly surrender core assets or values. Instead, one must hold fast, like the Lord of Anling, to the original commitment of "receiving this land from my forebears," while also embodying Tang Ju's resolve in negotiations—projecting an unyielding bottom line and credible deterrence. In the arena of commerce, small enterprises frequently encounter overtures from large corporations for "acquisition" or "partnership"—offers that appear as alluring exchanges of "the great for the small" but are in truth probes toward absorption. Should one yield at every turn, independence may be forfeited. Conversely, by clearly signaling a determination to risk all—through patent litigation, legal barriers, or customer loyalty—one can compel the opposing side to return to the table on equal terms. Consider a fledgling tech startup facing a lowball acquisition bid from a conglomerate: its founder publicly unveiled core data and future vision, forged alliances with industry peers, and ultimately secured investment at a far higher valuation rather than being swallowed whole. Tang Ju's triumph lay not merely in holding his ground, but in adopting the resolute stance of the "scholar's wrath," making it unmistakably clear that the cost of forcible seizure would far outweigh any gain. Enterprises must do likewise: define inviolable red lines in negotiation, and maintain contingency plans of mutual destruction—such as open-sourcing technology or waging public opinion campaigns—thereby earning respect and opening the door to reversal.