Susan三叶草 2021年12月29日上午9:06

2021-12-29 09:35:1502:32 31

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This theory explains how and why Honda ultimately succeeded in its attack against the U.S. motorcycle industry, whereas Motorola failed with Iridium. Ironically, Honda succeeded because the company was so financially constrained in its early days, it was forced to be patient for growth while it figured out its profit model. If Honda had had more resources to give to its U.S.operations,it might have been willing to throw more money into continuing to pursue the large motorcycle strategy, even though it was unlikely to be profitable. As an investment, that would have been bad money. Instead, Honda almost had no choice but to focus on the Super Cub,because,to survive,it needed the money the little bike generated.That was a big part of the reason that Honda ended up doing so well in the United States- its investment was forced to abide by the theory.
The alternative to this approach is to focus on the opposite: invest to see a business grow big quickly and figure out how to be profitable down the line.This is what Motorola did with Iridium.History is littered with failed companies that tried to take this path; it's almost always an ineffective shortcut to success.
Because of the causal mechanism described in the good money and bad money theory,for most companies,there will come a day of reckoning, a day when the company's main business stumbles or stops growing and new sources of revenue are needed, and needed quickly. If a company has ignored investing in new businesses until it needs those new sources of revenue and profits, it's already too late. It's like planting saplings when you decide you need more shade. It's just not possible for those trees to grow large enough to create shade overnight. It takes years of patient nurturing to have any chance of the trees growing tall enough to provide it.
这一理论解释了本田如何以及为什么最终成功地打击了美国摩托车工业，而摩托罗拉却因铱星公司而失败。具有讽刺意味的是，本田之所以成功，是因为该公司在早期财务状况非常紧张，在探索出盈利模式前，它被迫耐心等待增长。如果本田有更多的资源用于美国业务，它可能会愿意投入更多的资金继续推行大型摩托车战略，尽管它不太可能盈利。作为一项投资，那将是糟糕的。相反，本田几乎别无选择，只能专注于超级幼崽，为了生存，它需要卖小自行车的钱。这是本田最终在美国表现如此出色的很大一部分原因——它被迫遵循这一投资理论。
这方法的另一选择正好相反，要求企业快速成长，并要未来一直盈利。这就是摩托罗拉对铱星的要求。历史上充斥着试图走这条路的失败公司；这几乎总是一条无效的成功捷径。
由于理论中描述的因果机制，对于大多数公司来说，总有一天他们会清楚，也总有一天公司的主营业务会陷入困境或停止增长，需要新的收入来源，而且急着有收入。如果一家公司在需要新的收入和利润来源之前一直忽视投资新业务，那就已经太晚了。这就像你需要更多的树荫，才种树苗。这些树不可能长得那么快，一夜之间就能遮阴。而是需要多年耐心培育，树木才有可能长得足够高才能遮阴。

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