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  3. Nothing succeeds in business books like the study of success. The current bu

Nothing succeeds in business books like the study of success. The current bu

游客2023-08-22  26
问题     Nothing succeeds in business books like the study of success. The current business-book boom was launched in 1982 by Tom Peters and Robert Waterman with In Search of Excellence. The trend has continued with a succession of experts and would-be experts who promise to distil the essence of excellence into three(or five or seven)simple rules.
    The Three Rules is a self-conscious contribution to this type of writing; it even includes a bibliography of " success studies". Michael Raynor and Mumtaz Ahmed work for a consultancy, Deloitte, that is determined to turn itself into more of a thought-leader and less a corporate repairman. They employ all the tricks of the success books. They insist that their conclusions are " measurable and actionable"—guides to behaviour rather than analysis for its own sake. Success authors usually serve up vivid stories about how exceptional businesspeople stamped their personalities on a company or rescued it from a life-threatening crisis. Messrs Raynor and Ahmed are happier chewing the numbers: they provide detailed appendices on "calculating the elements of advantage" and "detailed analysis".
    The authors spent five years studying the behaviour of their 344 "exceptional companies" , only to come up at first with nothing. Every hunch(直觉)led to a blind alley and every hypothesis to a dead end. It was only when they shifted their attention from how companies behave to how they think that they began to make sense of their voluminous material.
    Management is all about making difficult tradeoffs in conditions that are always uncertain and often fast-changing. But exceptional companies approach these tradeoffs with two simple rules in mind, sometimes consciously, sometimes unconsciously. First: better before cheaper. Companies are more likely to succeed in the long run if they compete on quality or performance than on price. Second: revenue before cost. Companies have more to gain in the long run from driving up revenue than by driving down costs.
    Most success studies suffer from two faults. There is "the halo(光环)effect" , whereby good performance leads commentators to attribute all manner of virtues to anything and everything the company does. These virtues then suddenly become vices when the company fails. Messrs Raynor and Ahmed work hard to avoid these mistakes by studying large bodies of date over several decades. But they end up embracing a different error: stating the obvious. Most businesspeople will not be surprised to learn that it is better to find a profitable niche(隙缝市场)and focus on boosting your revenues than to compete on price and cut your way to success. The difficult question is how to find that profitable niche and protect it. There, The Three Rules is less useful. [br] What is the author’s comment on The Three Rules’!
选项 A、It can help to locate profitable niches.
B、It has little to offer to businesspeople.
C、It is noted for its detailed data analysis.
D、It fails to identify the keys to success.
答案 D
解析 推理判断题。定位句指出，《三条规则》犯了另外一个错误，即叙述了一些显而易见的事情。对于“与其靠价格取胜，不如找到缝隙市场，集中精力提高利润”这样的结论，大多数的商人并不会感到惊讶。难的是如何找到有利可图的缝隙市场并且保持领先位置。在这方面，《三条规则》的用处并不大。也就是说作者认为《三条规则》未能指明成功的秘诀，故答案为D)。
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