A paradox_Susan三叶草_免费在线阅读收听下载

These case studies helped me resolve a paradox that has appeared repeatedly in my attempts to help established companies that are confronted by disruptive entrants— as was the case with Blockbuster and U.S. Steel. Once their executives understood the peril that the disruptive attackers posed, I would say,“Okay.Now the problem is that your sales force is not going to be able to sell these disruptive products. They need to be sold to different customers, for different purposes.You need to create a different sales force.”
Inevitably they would respond, “Clay, you're just naive.You have no idea how much it costs to create a new sales force. We need to leverage our existing sales team.”
Or I would say,“You know that brand of yours? It isn't going to work on this new disruptive product. You need to build a different brand.”
Their response was just the same.“Clay, you have no idea how expensive it is to create a new brand from scratch. We need to leverage one of our existing brands.”
The language of the disruptive attackers was completely different:“It's time to create the sales force”and“It's time to build a brand.”
Hence,the paradox:Why is it that the big,established companies that have so much capital find these initiatives to be so costly? And why do the small entrants with much less capital find them to be straightforward?
这些案例研究帮助我解决了一个悖论，在我试着帮助老牌公司战胜创新型竞争对手时，这个悖论反复出现，百视达和美国钢铁公司就是这种情况。他们的高管一明白创新竞争对手带来的危险，我就说，“好，现在的问题是，销售团队将无法销售这些新型产品。要卖给不同的客户，用于不同的目的。你们需要建立一支不同的销售队伍。”
不可避免地，他们会回答，“克莱，你太天真了。你不知道建立一支新的销售队伍要花多少钱。我们就用我们现有的销售团队。”
或者我说，“你们知道你们的品牌吗？它不会在这个新型产品上起作用。你们需要建立一个不同的品牌。”
他们的反应是一样的。“克莱，你不知道从头创建一个新品牌有多贵。我们要用我们现有的品牌。”
新型创新者的语言完全不同:“是时候创造销售团队了”和“是时候建立品牌了。”
因此，这就有了一个悖论:为什么拥有如此雄厚资本的老牌大公司会认为这些举措成本很高？为什么资本少得多的创新者觉得是很简单的事情？

A paradox

A paradox

用户评论