(创业天才)MULTIPRENEURING 2025 chm pdf kindle rb azw3 下载 115盘

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 corporations, 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 organize 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 cautions 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 their working lives. Mary Whaley

Introduction

Part One The Multipreneurial Response to Change

1.Adapting to the New Marketplace

Part TwoThe Principles of Multipreneuring

2.Add Value Constantly

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，都会被迫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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