核心競(jìng)爭(zhēng)力的故事ppt課件-資料下載頁(yè)
2025-01-14 22:11本頁(yè)面
【正文】 h. 1980年代，當(dāng)古茲維塔接掌可口可樂(lè)執(zhí)行長(zhǎng)時(shí)，他面對(duì)的是百事可樂(lè)的激烈競(jìng)爭(zhēng)，可口可樂(lè)的市場(chǎng)成長(zhǎng)正被它蠶食掉。 His executives were Pepsifocussed and intent on increasing market share per cent a time. 古茲維塔手下的那些管理者，把焦點(diǎn)全灌注在百事可樂(lè)身上，一心一意只想著一次增長(zhǎng)百分之零點(diǎn)一的市場(chǎng)占有率。 Goizueta decided to stop peting against Pepsi and instead pete against the situation of per cent growth. 古茲維塔決定停止與百事可樂(lè)的競(jìng)爭(zhēng)，而改與百分之零點(diǎn)一的成長(zhǎng)此一情境角逐。 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(wèn)起美國(guó)人一天的平均液態(tài)食品消耗量為多少？答案是十四盎斯?？煽诳蓸?lè)在其中有多少？答案是兩盎斯。古茲維塔說(shuō)，可口可樂(lè)需要在那塊市場(chǎng)做大占有率。 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. 我們的競(jìng)爭(zhēng)對(duì)象不是百事可樂(lè)，要是占掉市場(chǎng)剩余十二盎司的水、茶、咖啡、牛奶及果汁。當(dāng)大家想要喝一點(diǎn)什么時(shí)，應(yīng)該是去找可口可樂(lè)。 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. 為達(dá)此目的，可口可樂(lè)在每一街頭擺上販賣(mài)機(jī)，銷(xiāo)售量因此節(jié)節(jié)上升，百事可樂(lè)從此再也追趕不上。 To sum up, the story of the hare and tortoise teaches us many things. Chief among them 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. 結(jié)論： 龜兔賽跑的故事啟發(fā)我們良多。 最重要的是： 動(dòng)作快且前后一致的人總是勝過(guò)緩慢且持續(xù)的人； 依著自己的優(yōu)勢(shì) (專(zhuān)長(zhǎng) )來(lái)工作； 結(jié)合所有的資源且團(tuán)隊(duì)合作的人 ， 總是打敗單打獨(dú)斗者； 面對(duì)失敗時(shí) ， 絕不輕言放棄； 最后： 與某一情境競(jìng)爭(zhēng) ， 而不是限定某對(duì)手 。
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