Introduction This is a MBA teaching plan written by the author personally experienced. Through the author's professionals, this book has parsed the IT world ten representative and far-reaching stupidity. Ten defeats involve ten main aspects of business operations, they are: magic, "shrink" products of the "shrink" products, the lessons of the product positioning, the training of giant enterprises, the trap of enterprises, the brand strategy The confusion, the imbalance of technology orientation, the true meaning of the company's public relations and the imaginary temptation of technology. There are many fresh-known commercial warfare details, and the interesting cultural background and the deep-speaking spokes, let the readers feel the essence of high-tech competition in a relaxed and enjoyable. The first chapter of the directory pursues "Excellence" failure pursuing excellence is the goal of all people, and everyone wants to achieve "excellent" skills through research "excellent" companies, and achieve "excellent". In fact, this is just the blindness of "excellence". There is no normal victory in the competition, and there is no rule. The essence of competition is not better than who is strong, than who is agile, not more smart; but rather than anyone is stupid, less mistakes. Chapter II Industrial Standard Early Micro-computer market is a rich and colorful land, there are a variety of product modes and hardware architectures. Finally, one day, this "female land" is the "blue giant" to pay attention to the "blue giant". The IBM of Jun's world has built an open industrial standard with PC, and has a great sweep in the world and a strong six-in-one. However, "Blue Giant" is stupidly thinks that have been met, but not recognizing open standards will cause the core of the industry to turn from hardware. I don't know "螂 蝉 蝉, 黄雀 behind". Microsoft took the opportunity to use industrial standards to become "green giants". IBM may have won a battle, but it is destined to lose the entire war. Chapter III, "shrinking" product, the success of the IBM PC, the "Blue Giant", so it removes the technical advantages of PC to produce a "shrink" product - "peanut". "Blue Giant" is stupid to think that as long as it is your own product, the customer will think that "Peanut" is a taste pure peanut. As everyone knows, the market is more willing to call it "PC Junior" - a innate "蚪". After reading the powerful PC, no one can force the customer to accept poor "peanut", which is "ignorant" IBM can't do. The demise of "PC Junior" is expected, but it is expected that IBM's "IT God" has disappeared together. Chapter IV Product Positioned Mudmous Software Company - Micropro is stupidly launched two products, the same price, the same function, the same target user: WordStar and WordStar2000. As a result, the intense conflict of product positioning, the confusion of market users, the serious waste of company resources. Finally, make the entire enterprise to fall into the analysis. The "King of Word Processing Software" - Micropro is dead. Microsoft also stupidly launched two products: WindOS95 and WindowsNT. But after the "Green Giant" analyzes the market feedback, immediately remove WindowsNT, mainly pushing WindOS95, which is difficult to escape the quagmire positioned by the product. Chapter 5's Lessons of Market Relations DBASE is the core product of Ashton-Tate, and its success is attributed to the hard work of the third party development team. They create practical tools for DBASE, write reference books and provide technical advice. Ashton-Tate's CEO - Ed Esber is stupidly thinking that third-party development team is stealing DBASE value. He took every means forced others to stay away from developing DBASE, but did not expect that this also forced DBase to stay away from the market.
Tension market relationships make DBASE's wind blowing will evolve into a market. "Saters can help, the lost person is helpless." But my alone Ed Esber let DBASE become a lone, and let Ashton-Tate go to the decline. Chapter 6 The confusion of giant enterprises IBM's greatest stupid is that he is always an unmatched "blue giant", but it is not known that the huge body is numb, and the vision makes his eyes confused. It is the loss of OS / 2 full exposure to this giant enterprise in the product positioning, technology selection, marketing, and enterprise public relations and other blind and dull. It is the failure of OS / 2 to make a group of companies that are loyal to IBM or a dying, or inserting sand, or have to go to fill. It is also the loss of OS / 2 to make Microsoft to become a "green giant" of WINDOWS, becoming a well-deserved market leader, becoming the true opponent of "Blue Giant". The seventh chapter of the trap Borland, which is a "software field", is known as the world. It used $ 440 million to acquire Ashton-Tate, but stupidly treat DBase product lines and developers with the arrogance of "conquering people". This directly causes Borland to fall into a heavy financial crisis and affect the original software business. In contrast, Microsoft uses only $ 173 million to acquire Fox Software, treat FoxPro and its developers, which have been served, gain a successful product line. Borland's exhaustion of the "wild man" due to failure, Microsoft established a prosperous software kingdom through successful mergers. Chapter VII Brand Strategy Confused Intel Successfully Guided by the Intel Inside Brand Strategy to guide the market by the original computer brand to focus on core processor chips, thereby greatly improving Intel's customer loyalty and market share. However, in order to protect the brand image, Intel is stupidly covers the defects of our products and refuses to take responsibility. Finally, a larger customer complaint and a worse market impact. "Car Tercorn" Henry Ford said: "No one can rely on the establishment of a reputation in those who claim to be doing." In fact, the brand strategy will show all the business operations, not just those who wish to show. Chapter 9 Technical Oriented Animation Novell is a company with a technology-based company that dominates a network operating system market with an outstanding product performance. However, "It is also Xiao He, the defeat is also Xiao." Novell stupidly superstition technology orientation, and ignored market-oriented. In the company, the R & D department is "Independent Kingdom", the R & D personnel of closed door do not pay attention to customer needs, nor to study competitors, and even ignore management requirements. "Technical elite" has been developed with Novell deformity, and there is no attention to market gravity. As a result, in the face of WindowsNT all-round offensive, the imbalanced Novell Festival has been defeated, and eventually becoming an incapacity in the market. Chapter 10 The true meaning of the enterprise public relations is for the insiders, Microsoft is a "green giant" that is cruel and weak. However, for the general public, Microsoft is Bill Gates - a friendly, Confucian "High Tech Elf". Through Bill Gates, there is subtly so that the public likes Microsoft, so that the market accepts Microsoft, so that the opponent ignores Microsoft, and even let the government prefer to be Microsoft. This is the true meaning of the company's public relations. However, when Microsoft Tooth Dictions destroyed young naive Netscape, its public image was immediately destroyed once. People finally unveiled Bill Gatsina's kind veil and saw the true face of "green giants". Chapter 11 Science and Technology Unreal Temptation Advanced Technology has built a colorful network world, which seems to show people a new economic industry. Thousands of.COM believes that it is stupid to fall into the unusual black hole in the unique black hole. With hundreds of billions of dollars in industries without a clear profit model, there is no tragic offset from the blood. It is easy to talk about the real profit from the unreal world.
High-tech dreams often encounter bruises in front of the ruthless market reality. How much temptation is in the shortestity of technology, so that so many people lose rational? Perhaps only one sentence can give the answer: "Who eliminates God, let him be crazy." The order "failure is the mother of success." People often say this to the loser. But in high-tech fields, this sentence probably only gives some psychological comforts of the loser, and there is no practical meaning. In today's IT market, most companies will exit historical stations because of a major mistake, their failure, their lessons, and no chance to translate into them. Even for the past IT leader IBM, because of the throne of the leader because of the stupid decisions of PC and OS / 2, although its super strength makes it not to withdraw from the historical stage, but one or twenty years It is still not able to restore the glory of the past. Here, we don't want to deny the universal meaning of "failure is the mother of success". However, in the technology of IT, the competition is unprecedented, and it is hard to have any failure. People are hard to succeed, but it is possible to success through a series of failures of others. In this sense, the "IT Dafa" can be "IT success cheats", because if you really learn the major mistakes in the book, no longer make the same mistake, then you have a bigger success than competitors. grasp. As the beginning of this book says, "The nature of competition is not more strong, more agile, and more than smart; but more stupid, less mistakes." Please see the change of the top ten list of the world software! 20 years ago, the company in the list is now only a Microsoft family, and all other families have disappeared in the list. People tend to say, this is Microsoft's luck. But attentively calm, the opportunity encountered by Microsoft does not appear in front of many other companies? So why only the Microsoft can stand out? We have to admit that Microsoft is the only company in these companies that have not made major decisions; that is, Microsoft is "less stupid, less mistakes than other companies." Looking at the deadly stupid behaviors described in this book, most of them belong to the inertaining of decision makers; of course, there are some of them due to the non-knowledge of the market for the market. Therefore, a company wants to "less stupid, less mistakes", it is best to manage the team at the same time, and unfortunately, this requirement is not realistic. More practical, we should ask the management team to understand and love the market, understand and love technology. It can be said that Microsoft is better than other companies "less stupid, less mistakes", which is a big relationship with Gates himself. Although today's software technology and Gates have written Basic's technologies in the year, Gates always maintains understanding and love of technology. Not long ago (July 1, 2004) When Gates answered the question of the Chinese audience in Beijing, he did no longer do specific programming work, but he still likes to learn new programming technology, such as learning C # language, and this It is to understand what effect on the development of software. It can be seen that after Gates has become the company's leadership, he has always maintained understanding and love of technology while understanding and love the market, which is where Gats is more than some other company leaders. Conversely, this truth is also established. If a company's leaders don't understand market or technology, it doesn't love, even ignorance or disgusting, then this company will make a big stupid thing sooner or later. Exercise the same mistakes may be the most unforgettable failure. The ancients cloud: "With the history of the mirror, you can know it.
"But what is the smart people who truly learn to learn from history? In the field that is competitive in IT, how many Chinese entrepreneurs want to learn from the rise and fall of high-tech enterprises in 20 years? Now, domestic Large IT businesses have begun to seek strength in front of a variety of market competition, and some companies have just started to start "diversified", and they have attracted their own "specialization"; some companies are encounter "bottlenecks" At the time, the business strategy is repeatedly resend, but it is a repeatedly restricted failure ... this is all the cases in the "IT Dash Board"! Here, I didn't intend to assert the success or failure of these companies, but these companies Does the decision makers and IT people related to these companies have a vigilance for those who are painful? In short, everything hopes that they can "less stupid, less mistakes" readers can get valuable from this book. Lessons, if you can do this, you will have the opportunity to move to your own success by summing up the failure of others. On July 26, 2004, in the many high-tech companies I know in Beijing, most companies are always "poor". " Unremitted struggle between "Excellence". Before reading this book written by software Marketing Qi Rick Chapman, let me spend some time to tell what "bad" people think. Let us first do one Small game. Imagine a very common face pale Linux programmer, he drinks soda, eat Chinese food, play computer games, reading newspaper. He is such a ordinary person, you can imagine him is an elf or a fat man, But he is never that kind of person who should play football in a group of high school people when I want to visit my mother in Thanksgiving. It is because he is so ordinary, so I don't have to describe him into a particular person. The ordinary programmers I have referred to are: "Microsoft developed inferior products, but there is a marketing, so everyone purchases their products. "Ask him what is the idea of marketing staff in our company. He will say:" They are really stupid. Yesterday, I was still in the lounge and stupid sales stupid quarrels. After 10 minutes, things were out of the stone, and he didn't know the difference between 802.11a and 802.11b. It's really a crying! "So, young people, do you know what marketing staff do?" I don't know. They play golf with customers, or other entertainment activities, it is simply not to do business. If you manage it, I will all expel them. "A keen guy name is Jeffrey Tarter, he often announces some annual table, he called these annual tables for Soft_Letter 100, the 100 largest personal computer software publisher list. Top 10 first 10 in 1984: Rank Company Annual income 1 Micropro International $ 50 000 000 USD 2 Microsoft Corp. 55 000 000 USD 3 Lotus 53 000,000 USD 4 Digital Research $ 45 000 000 US $ 5 Visicorp 43 000 000 USD 6 Ashton-Tate 35 000 000 US $ 7 peachtree 21700,000 USD 8 Microfocus 15 000,000 US $ 9 Software Publishing $ 14 000 000 USD 10 Broderbund 13 000 000 US dollars
From the above table, it is visible, and Microsoft ranks second, but several companies are very close to it. Let us take a look at this table in 2001: Ranking Company Year Income 1 Microsoft Corp 23 845 000 USD 2 Adobe 1 266 378 000 USD 3 Novell 1 103 592 000 USD 4 Intuit 1 076 000 000 USD 5 Autodesk 926 324 000 Dollar 6 Symantec 790 153,000 7 NetWork Associate 745 692,000 US $ 8 Citrix 479 446 000 US $ 9 Macromedia 295 $ 250 $ 250 231,000 USD
Please note that in addition to Microsoft, 10 other companies in 1984 disappeared in the top 10 in 2001. Please also note that Microsoft's annual income far exceeds the second place, this is the true fact. If Adobe gets a zero head of Microsoft, you can also double your income. It can be seen that the current personal computer software market is Microsoft's world. Data indicates that Microsoft's income accounts for 69% of the top 100 companies. This is exactly what we have to discuss here. Is this just like some mediocrity claims, is Microsoft is a good marketing? Or the result of illegal monopoly? (This also extends out one question: How does Microsoft get monopoly? This is an unavoidable problem.) According to Rick Chapman's point of view, this answer is simpler: Microsoft is the same, only one, I have never committed fatal stupidity. Wrong company. Is this a super think tank or just a casual luck? According to me, Microsoft's biggest mistake is a PaperClip with language functions (text editing tool). In fact, how is this? We turn off PaperClip and therefore laugh at Microsoft, but we go back to or not in just use Word, Excel, Outlook, and Internet Explorer. But other software companies that have led the market are now obscure. For these companies, you can point out that one to two major mistakes that lead to the decline of the company. Micropro rewrites the printer architecture instead of upgrading its flagship product WordStar, which isted to waste valuable time. Lotus waste a year and a half compressed its software products 1-2-3 to make it run on a 640KB computer. At the time of completion, Excel has been released, and the 640KB computer is also a memory yesterday. Digital Research is an article on CP / M-86, and lost a good opportunity to become a real PC operating system standard. Visicorp is more than the stage. Ashton-Tate always remits DBASE developers, thus damaging fragile balance, and this balance is critical to the success of platform developers. Because I am a programmer, I will take care of these stupid errors that accuse marketers. Almost all because non-technical business people can't understand basic techniques, resulting in errors. When Pepsi Music John Sculley develops Apple Newton, he doesn't know that handwriting recognition is impossible, but this is one thing that everyone knows every computer science. At the same time, Bill Gates recruited programmers, allowing them to develop rich text editing controls that can be reused in all companies products. If Jim Manzi (he lets MBA take over Lotus), he will not move, and think about: "What is rich text editing control?" Because he did not experience the real technology, he never technically In a leadership. In fact, the word "experience" (GROK) is probably the use of "experience" in the previous sentence. If you ask me with biased, I will say that it is impossible to succeed unless the software is in power by the program. So far, all cases have explained this. However, many stupid errors are also from the programmer itself. Netscape decided to overwrite the browser, and the very much of the old code did not improve the company's white-white valuable time. During this period, its market share fell to 4% around 90%, this is the programmer蹩蹩 主 主. Of course, the company does not know why this idea is the following policy.
