(创业天才)MULTIPRENEURING mobi 下载 网盘 caj lrf pdf txt 阿里云

Gorman presents a detailed explanation of how to manage your career in a way that will work for you in the 1990s--in a world with dramatic structural change in most corporati***, a new social contract between employer and employee, and different skills and attitudes required for most jobs. Multipreneuring is a label for success in modern business today, which requires individuals to be able to ***anize resources, manage their careers, and assume sensible risks in the same way that a business enterprise is run. With the goal of helping the readers develop a portable, self-contained professional identity, the author offers them guidelines to gain insight into who they are professionally and, with that insight, to learn how to become multipreneurs. Criteria for a multipreneur include independence from a single employer, ability to learn and apply many skills, flexibility and adaptability, and being proactive in terms of starting a project and seeing it through. This thought-provoking book cauti*** readers that in the new environment of the 1990s and beyond, most of them will be required to function as multipreneurs for the rest of thei***orking lives. Mary Whaley

Introduction

Part One The Multipreneurial Resp***e to Change

1.Adapting to the New Marketplace

Part TwoThe Principles of Multipreneuring

2.Add Value C***tantly

3.Manage Risk Aggressively

4.Work Productively and Flexibly

5.Learn Continually

Part Three The Practices of Multipreneuring

6.Act Like a Producer

7.Market Hard, Sell Soft

8.Exploit Technology

9.Take Care of Business

Part Four The Transition to Multipreneuring

10.Making the TZransition

Acknowledgments

Index

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竞争对手成功模仿任何一项运营活动的概率都小于1，迅速成功模仿整个运营系统的概率则小得多，即0.9×0.9=0.81；0.9×0.9×0.9×0.9=0.66…依此类推。公司要想重新定位或者做折中者，都会***重新计划安排许多运营活动。新进入者尽管不需要进行取舍，在模仿时仍将面临许多难以克服的阻碍，很难参透。即便竞争对手能识别出各项活动之间的内在关联，他们也难以照搬。

五力模型中有很多要素可以量化，比如，行业产品占买方总成本的百分比（该数字有助于了解买方对价格的敏感度）；为了能让某公司的厂房设备或物流网络发挥出规模效率，其销售额需要占到行业销售总额的百分比（该数字可用于行业进入障碍的评估）；买方的转换成本（该数字决定了新进入者或竞争对手需要提供给客户的优惠条件）。……在酒店住宿等服务领域，未使用的产能永远无法重新利用，所以，服务也有易逝性。例如，为了削弱供应商的议价能力，企业可以将零部件规格标准化，这样就更容易更换供应商；还可以培育别的供应商，或者通过改变技术以彻底避开强势供应商群体。在降低买方的议价能力时，企业可以扩大服务的内容，以提高买方的转换成本；或者寻找其他获取客户的途径，从而削弱强势渠道的力量。在减少会降低利润的价格竞争时，企业可效仿制药公司加大对独特产品的投入，或给客户提供更多的支持服务。要想威吓新进入者，现有企业可以提高竞争的固定成本，如增加研发或营销支出。在降低替代品威胁时，企业可通过新的产品特性或扩大产品分销渠道，为客户提供更好的价值。

界定行业

在确定公司可以参与竞争的某个（或多个）行业时，五力模型也是个关键工具。围绕实际竞争所在的领域正确地绘出行业边界，可以弄清盈利的原因，以及该由公司哪个业务单元负责制定战略。公司需要为每个不同的行业制定不同战略。一旦竞争对手在行业界定上犯错，公司就有机会给自己确立绝好的战略定位（参见“竞争行业的界定”）。

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