Dealing with Darwin

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杰弗里·摩尔 高科技营销魔法之父,硅谷战略与创新咨询专家。他所创立的关于技术产品生命周期的定律,被称为新摩尔定律。他的研究以公司盈利的关键点“销售”为切入点,把精力都集中于公司的生存和发展上。摩尔是鸿沟咨询公司的创始人,同时担任一些声名显赫的商业领袖(如思科的CEO约翰·钱伯斯)的私人顾问,帮助高科技公司化解企业策略和营销方针上的危机,惠普、微软、甲骨文等公司都是摩尔的客户。他的著作已经成为哈佛、斯坦福等许多商学院的必读书。

出版者:Portfolio Hardcover
作者:Geoffrey A. Moore
出品人:
页数:304
译者:
出版时间:2005-12-29
价格:USD 25.95
装帧:Hardcover
isbn号码:9781591841074
丛书系列:
图书标签:
  • 商业 
  • 创新 
  • 创业 
  • innovation 
  • 互联网 
  • biz 
  • NewBooksNetwork 
  • GeoffreyMoore 
  •  
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Bestselling author Geoffrey Moore shows companies how to rise to the challenge of natural selection—and master their own evolution

Geoffrey Moore is one of the most respected and bestselling names in business books. In his widely quoted Crossing the Chasm, he identified and addressed the greatest challenge facing new ventures. Now he's back with a book for established businesses that need to learn how to adapt—or suffer the slow declines into marginalized performance that have characterized so many Fortune 500 icons in recent years.

Deregulation, globalization, and e-commerce are exerting unprecedented pressures on company profits. In this new economic ecosystem, companies must dramatically differentiate from their direct competitors—or risk declining performance and eventual extinction. But how do companies choose the right innovation strategy? Or overcome internal inertia that resists the kind of radical commitments needed to truly set the company's offers apart?

Illustrating his arguments with more than one hundred examples and a full-length case study based on his unprecedented access to Cisco Systems, Moore shows businesses how to meet today's Darwinian challenges, whether they're producing commodity products or customized services. For companies whose competitive differentiation to the marketplace is still effective, he demonstrates how innovations in execution can help boost productivity, whether a company is competing in a growth market, a mature market, or even a declining market. For companies in danger of succumbing to competitive pressures, he shows how to overcome inertia by engaging the entire corporate community in an unceasing commitment to innovate and evolve.

For any business competing in today's eat-or-be-eaten economic jungle, this groundbreaking guide shows not only how to survive, but also thrive.

具体描述

读后感

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硅谷战略与创新咨询专家杰弗里·摩尔创立的关于技术产品生命周期的定律,被称为新摩尔定律。他的研究以公司盈利的关键点“销售”为切入点,把精力都集中于公司的生存和发展上。摩尔是鸿沟咨询公司的创始人,同时担任一些声名显赫的商业领袖 (如思科的CEO约翰·钱伯斯) 的...  

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从上世纪40年代以来,伟大公司都是以组织结构、市场战略、营销目标取胜于竞争对手,但在移动互联网经济时代以来,创新成为驱动企业成长的最大动力,如苹果、谷歌和阿里巴巴,这些以创造力驱动的企业在组织结构和企业规模不及沃尔玛、通用汽车,但是盈利目标和累计增长率却遥遥...  

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今年高考“最劲爆花絮”是古体字作文,命题为<熟悉>。四川一名考生使用甲骨文、青铜铭文、大篆等字体。该生自承:“怕不出彩选择冒险”。经有关专家翻译,因离题仅得6分。冒险失败。 “不出彩”一说很耐人寻味。尽管近年来语文基础教育日益强调人本等等,高考作文评阅也有所反...

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序: 我们先发起这样一个话题的讨论,如何挣到10亿? A公司:1000万名客户每年消费100元,才能实现10亿的受益。 B公司:1000名顾客每年消费100万元,也可实现10亿的收益。 那么问题来了,A、B两家公司有没有什么区别? ——回答:有! 而且:全是区别、截然相反! 1.“两种客户...  

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产品与对应的市场/用户都是有生命周期的,最佳状态就是彼此之间完美的配合。结合一个自己做过的产品,从起步到进入成熟期和衰退期,说说从头到尾的过程与体会。主体思路结合了《跨越鸿沟》一书,可惜还没有看过(作者Moore的另外一本《公司进化论》好像更有名一些,很巧是浙大...  

用户评价

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The context is heavy and a little bit boring for me, innovation is a hard concept to be explained, i suppose the first 4 chapters are fundamentals, i lost a bit of interests after that, still a good read at times.

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太难看了....讲了十四种创新,但是都是蜻蜓点水,完全在套一些概念...

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太难看了....讲了十四种创新,但是都是蜻蜓点水,完全在套一些概念...

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太难看了....讲了十四种创新,但是都是蜻蜓点水,完全在套一些概念...

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太难看了....讲了十四种创新,但是都是蜻蜓点水,完全在套一些概念...

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