龜兔賽跑故事新編ppt課件-資料下載頁
2024-10-19 06:24本頁面
【正文】 競爭，公司的市場份額正被百事可樂蠶食。 整 理 ：吳楚漢 34 His executives were Pepsifocussed and intent on increasing market share per cent a time. 公司的其它管理人員都把注意放在百事公司這個對手身上，致力于每次擴(kuò)大 %的市場份額。 整 理 ：吳楚漢 35 Goizueta decided to stop peting against Pepsi and instead pete against the situation of per cent growth. Roberto Goizueta 決定不再 考慮 與百事 的 競爭，而是把目光投向 %的增長上。 整 理 ：吳楚漢 36 He asked his executives what was the average fluid intake of an American per day? The answer was 14 ounces. What was Coke39。s share of that? Two ounces. Goizueta said Coke needed a larger share of that market. 他問公司的管理人員，美國人平均每天喝多少飲料？答案是 14盎司。那么可口可樂占多少？兩盎司。 Roberto Goizueta指出，可口可樂應(yīng)該獲得更高比例。 整 理 ：吳楚漢 37 The petition wasn39。t Pepsi. It was the water, tea, coffee, milk and fruit juices that went into the remaining 12 ounces. The public should reach for a Coke whenever they felt like drinking something. 競爭針對的目標(biāo)并不是百事公司，而是水、茶水、咖啡、牛奶和果汁等這些構(gòu)成剩下的 12盎司飲料。公眾應(yīng)該只要一想喝水就會選擇可口可樂。 整 理 ：吳楚漢 38 To this end, Coke put up vending machines at every street corner. Sales took a quantum jump and Pepsi has never quite caught up since. 最后，可口可樂在每個街口巷尾都架起了自動販賣機(jī)。銷售額大幅增長，從此以后百事公司就再沒能追趕上。 整 理 ：吳楚漢 39 To sum up, the story of the hare and tortoise teaches us many things. Important lessons are: ? that fast and consistent will always beat slow and steady。 ? work to your petencies。 ? pooling resources and working as a team will always beat individual performers。 ? never give up when faced with failure。 ? and finally, pete against the situation. Not against a rival. 匯總一下，我們可以發(fā)現(xiàn)龜兔賽跑這則故事揭示了很多道理。 重要的以下幾條： ? 快速和堅持總能夠戰(zhàn)勝緩慢而平穩(wěn)； ? 發(fā)揮我們的特長； ? 團(tuán)隊合作、優(yōu)勢互補(bǔ)總能勝過優(yōu)秀個體的獨(dú)自奮戰(zhàn)； ? 當(dāng)面對失敗時，永遠(yuǎn)也不要放棄； ? 最后，與環(huán)境斗爭，而不是針對對手。 整 理 ：吳楚漢 40 In Short, BE STRATEGIC! 簡而言之，就是要講戰(zhàn)略！
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