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When Ray Kroc, the founder of McDonald’s Corporation, gave a lecture in Harvard University, he asked a question that if your rival dropped in a river, what you would do? The students gave various answers. Then Kroc answered himself: put the water faucet into his mouth immediately. This is a hostile attitude to a rival, yet there is another friendly one. Michael E. Porter, the master of stratagem management, had writ- ten in his masterwork, Competitive Advantage, that a rival can bring you many advantages. If you treat your rivals friendly or cooperate with your rivals, they may give you more. Aldi, the chain store of Germany, established a commercial col- lege to impart their recipe of management to the rivals; Fotile, the best kitchen ware manufacturer in China, tried to set up a new business rule for the long-term development of trade; PSA, the mobile manu- facturer of French, cooperated with many of its rivals. All those com- panies with a unique style have a more open thinking pattern.
When Ray Kroc, the founder of McDonald’s Corporation, gave a lecture in Harvard University, he asked a question that if your rival dropped in a river, what you would do? The students gave various answers. Then Kroc answered himself: put the water faucet into his mouth immediately. This is a hostile attitude to a rival, yet there is another friendly one. Michael E. Porter, the master of stratagem management, had writ- ten in his masterwork, Competitive Advantage, that a rival can bring you many If you treat your rivals friendly or cooperate with your rivals, they may give you more. Aldi, the chain store of Germany, established a commercial col lege to impart their recipe of management to the rivals; Fotile, the best kitchen ware manufacturer in China, tried to set up a new business rule for the long-term development of trade; PSA, the mobile manu- facturer of French, cooperated with many of its rivals. All those com- panies with a unique style have a more open thinking pa ttern.