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本文通过一系列例子来阐述建立关键同业者/竞争对手时一些可行的方法。归纳起来是四条,1)如何寻找出当今在企业中起决定影响的人士而不仅仅只看头衔职务,2)如何用生动的人性特征来区分企业,心理学方法提供了描绘企业个性化的途经,3)如何用企业独特的文化来预测企业的行为和反应,何时这种方法会有效何时失灵。在没有强势人物出现时企业文化通常延续,4)解读对手信息时注意来龙去脉,在不能求证信息来源时,不能用一孔之见随便推理。
This article uses a series of examples to illustrate some of the possible ways in which key associates / competitors can be established. To sum up, there are four ways: 1) How to find the people who play a decisive role in the enterprise today rather than just the titles; 2) How to differentiate the enterprise from the vivid human characteristics; Psychological methods provide a way to describe the personalization of the enterprise , 3) how to use the unique culture of a business to predict the behavior and response of an organization, and when this approach will fail effectively. Corporate culture usually persists in the absence of powerful people. 4) Note the ins and outs of interpretation of adversary information. When a source of information can not be verified, it can not be reasoned by a single glance.