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Jingdong book

大品牌大问题

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大品牌大问题

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《大品牌大问题》讲述了:高度竞争的时代,众多竞争对手会趁你犯错之际,迅速抢走你的业务。看看书中提到的这些企业吧——通用电气、AT&T、施乐、米勒啤酒、DEC、汉堡王……难道还不足以让你警醒吗?
你面临的挑战可能不是来自一两个人,而是一个带有敌意的群体,它们的目的就是要超过你。
定位之父杰克·特劳特分析超级企业失败的原因,并为它们提供了“解药”。
●错误一:跟风——我们或许不是第一个,但是我们会成为更好的一个
●错误二:不知所卖何物——不能清晰地介绍产品
●错误三:真相终会水落石出——坚信拥有优质的产品而终将赢得胜利
●错误四:别人的概念——借别人的概念给自己定位
●错误五:我们很成功——成功,所以可以在市场上为所欲为
●错误六:面面俱到——满足消费者的所有需求
●错误七:靠数据生存——追求增长率
●错误八:不进行自我攻击
●错误九:管理高层不负责制定战略。

Content Description

《大品牌大问题》主要内容包括:跟风;不知所卖何物;明晰所销售的产品;为你的产品确定一个通俗易懂的名称;真相终会水落石出;“别人的概念”;“我们很成功”等。
Catalogue

特劳特致中国读者
总序
前言
第1章 大企业的通病及其惨痛代价什么改变了
错误一:跟风
错误二:不知所卖何物
明晰所销售的产品
为你的产品确定一个通俗易懂的名称
错误三:真相终会水落石出
错误四:“别人的概念”
错误五:“我们很成功”
错误六:“面面俱到”
错误七:“靠数据生存”
错误八:“不进行自我攻击”
错误九:“不负责”

第2章 通用汽车:忘记自己当初是怎么成功的
阿尔弗雷德?斯隆时代
罗杰?史密斯时代
重回1921
董事会介入

第3章 施乐:从未实现的预言
致命的预言
屡败屡战,屡战屡败
施乐本该怎么做
施乐的大麻烦
丧失聚焦的原因
专家的优势

第4章 dec:从世界第二到榜上无名
决定命运的会议
成为最新一代
品类法则
未曾与别人说的故事
必须做出取舍

第5章 at&t:从垄断到混乱
哪里出错了
错误一:进入计算机围城
错误二:向有线电视领域冒进
保持聚焦
区隔不明显

第6章 李维斯:无视竞争,后患无穷
李维斯的第一步坏棋
竞争加剧
可口可乐战略
失去联系
李维斯的未来

第7章 佳洁士牙膏:看!妈妈,
没有领头的
争夺领导者之战
氟的利刃
氟的胜利
氟的问题
站在十字路口的佳洁士
分年龄阶段如何

第8章 汉堡王:管理层如同走马灯
很久以前
领导权之战
麦当劳突起
“按您的意思办”
对比性广告
效果显著
问题初现
进入现场
除了管理层什么都没变

第9章 凡士通:走向死亡
初创年代
竞赛年代
“凡士通500”的失败
澄清混乱
试图改变态度
心理学家的说法
轻型卡车轮胎专家

第10章 米勒啤酒:一个距行业老大越来越远的老二
当万宝路遇见米勒
来点莱特淡啤吧
男人的低卡路里啤酒
问题来了
“高品质生活”已成明日黄花
米勒的孩子们
透明啤酒?
就叫“米勒”
从挑战者成了跟随者
回到品牌延伸的老问题上来
“品牌延伸”依然泛滥

第11章 玛莎百货:“由上至下”理念的失败案例
问题的起源
悠久的遗产
麻烦浮出水面
无视变化
问题多多
深入前线
前线在哪里
ceo容易脱离前线
不能预测对手
寻找概念
前途未卜?

第12章 悬而未决的麻烦:未能解决问题的品牌
家乐氏:通用名称的缺陷
沃尔沃:走错了路
柯达:在变化的世界中挣扎
西尔斯:被鳄鱼包围了
绝非偶然

第13章 幕僚三千:百无一用
两个实例
迷魂阵
兜售概念
“罗宾汉式的调查”
间接损失
耐用牌电池的遭遇
牧羊人和咨询顾问

第14章 董事会:形同虚设
把握方向盘时睡着了
错误的经验
任人唯亲
花股东的钱何其快哉
梦魇就快降临
专家董事会
董事会要置身事内
“大陆”名称有瑕疵
下一步该董事会了

第15章 华尔街:唯一作用就是制造麻烦
增长会变成麻烦
15%的假象
真实数字
收支的窍门
险恶的股票期权
ceo的名声
先拼命鼓励,然后把他们一脚蹬开
电信地狱
瞎子给盲人指路
把握了本质的分析师
一些防御性的建议
私营公司的快乐

第16章 知己知彼,百战不殆
惠普何去何从
卡莉?菲奥莉娜的计划
避开竞争对手的强势,找到并进攻其弱势
对竞争时刻保持警醒
竞争对手一旦被触动,往往变得更强大
业务受到威胁,对手就不按常理出牌
尽快打垮小型竞争对手
如果敌强我弱,则敌来我躲
打不赢,就换地方
如果强大对手咄咄逼人,你应该先下手为强
诤言

第17章 船大难掉头
大型企业综合征
个人优先
靠兼并扩大规模有麻烦
抛锚点
ceo们为保持发展速度而挣扎
保持沟通

第18章 成也ceo,败也ceo
大势不好
不仅仅只是数字
先报忧
后报喜
行动指南?
是认知能力的问题
洞悉实情
需要长远规划
坚持就是胜利
成也ceo,败也ceo
附录a特劳特思想应用
附录b企业家感言
Introduction

近几年,企业主管比以往更急切地寻求成功模型,而汤姆·彼得斯(Tom Peters)与人合著的畅销书《追求卓越》(1982年出版)对该潮流更是起到了推波助澜的作用。
如书中所述,卓越,并不等同于持久;但很多成功的模型从初创之际就开始具备了卓越的性质。
该书以麦肯锡公司对75家备受推崇的公司的研究报告为基础,包括大量的针对性访谈和一份25年的文献回顾。要达到“卓越”的标准,每个顶尖公司都必须在实现快速增长和经济健康发展的两项长跑中获得双赢。但这本极受欢迎的著作面世不久,许多表现卓越的企业就相继陷入了困境,例如数字设备(Digital Equipment, DEC)、IBM、数据通用(Data General)、凯马特(Kmart)和柯达(Kodak)。回想起来,也许该书改名为《寻求战略》更为恰当。
书中得出的经验依旧是像老婆婆如何制作苹果派一样老掉牙:要贴近消费者,坚持企业的价值观,充分开发人力资源,以价值观引导行动,恪守本业。而我最喜欢其中的“敏于行”。下面这段话是数字设备(DEC)公司的高级主管说的,过去常被引用:“每当我们遇到重大难题,我们就邀十位高级管理人员齐聚一室,商讨一周,他们就拿出了解决方案并加以执行。”可事实证明,拿出的解决方案根本不好使。“闭门造车”带来的失败教训已经数不胜数。
汤姆·彼得斯后来的著作也没能为人们提供更多的指南,《财富》杂志的文章评论道:“与汤姆·彼得斯谈得越多,你就会发现在整个20世纪90年代中,汤姆·彼得斯花了太多时间来谈论灵光乍现的故事,而那都是些无法复制的案例。”
新近风靡的畅销书是由詹姆斯·柯林斯(James Collins)和杰里·波拉斯(Jerry Porras)合著的《基业长青》(Harper Collins出版社,1994年版)。在书中,他们满腔热忱地描述了“伟大而又勇敢的目标”将波音(Boeing)、沃尔玛(Wal-Mart)、通用电气(General Electric)、IBM等公司变成今天这样的巨人。
《基业长青》作者推崇并鼓励企业去效仿的成功公司均创建于1912(花旗集团)~1945年(沃尔玛)之间。在当时,这些公司没有遭遇如今这般惨烈的全球竞争。这些巨人的成功虽有可借鉴之处,但我们必须清楚它们具有得天独厚的优势,即处在竞争不激烈的时代。因此,对于现今的企业而言,这些成功模型并不适用。
我有一个更好的方法。
即从失败中学习,不仅更为容易,而且对市场营销是否行之有效的方式提供了更透彻的分析。我们常说失败是成功之母。超级大企业的经营起伏展示了它们的通病。从盛极一时到步履维艰的企业在现实中为数不少。
熟悉我的读者会在本书中发现不少眼熟的案例。虽然我以前就写过这些公司,但这一次我用的是显微镜,细察使它们陷入困境的关键原因,并提出或许能够挽救的建议。
在案例中,我首次以自己的个人经验进行评判。这不是一本百科全书,但通过客观的分析,能让读者明了:一个资金充足、业绩非凡的企业逐渐陷入大麻烦之中是多么地轻而易举。
而且,大麻烦解决起来可并非轻而易举。

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