龟兔赛跑故事.pptVIP

The tortoise changed his strategy because he was already working as hard as he could. In life, when faced with failure, sometimes it is appropriate to work harder and put in more effort. 在尽了全力之后，乌龟则选择改变策略。在人的一生中，当失败临头时，有时我们需更加努力。 Sometimes it is appropriate to change strategy and try something different. And sometimes it is appropriate to do both. 有时则需改变策略，尝试不同的抉择。有时候，两者都要一起来。 The hare and the tortoise also learnt another vital lesson. When we stop competing against a rival and instead start competing against the situation, we perform far better. 兔子和乌龟也学到了最关键的一课。当我们不再与竞争对手较力，而开始逐鹿某一情境时，我们会表现得更好。 When Roberto Goizueta took over as CEO of Coca-Cola in the 1980s, he was faced with intense competition from Pepsi that was eating into Cokes growth. 1980年代，当古兹维塔接掌可口可乐执行长时，他面对的是百事可乐的激烈竞争，可口可乐的市场成长正被它蚕食掉。 His executives were Pepsi-focussed and intent on increasing the market share 0.1 per cent a time. 古兹维塔手下的那些管理者，把焦点全灌注在百事可乐身上，一心一意只想着一次增长百分之零点一的可乐市场占有率。 Goizueta decided to stop competing against Pepsi and instead compete against the situation of 0.1 per cent growth. 古兹维塔决定停止与百事可乐的竞争，而改与百分之零点一的增长在此情境角逐中。 He asked his executives what was the average fluid intake of an American per day? The answer was 14 ounces. What was Cokes share of that? Two ounces. Goizueta said Coke needed a larger share of that market. 他问起美国人一天的平均液态食品消耗量为多少？答案是十四盎斯。可口可乐在其中有多少？答案是两盎斯。古兹维塔说，可口可乐需要在那块市场做大占有率。 The competition wasnt Pepsi. It was the water, tea, coffee, milk and fruit juices that went into the remaining 12 ounces. The public should reach for a Coke whenever they felt like drinking something. 我们的竞争对象不是百事可乐，要是占掉市场剩余十二盎司的水、茶、咖啡、牛奶及果汁。当大家想要喝一点什么时，应该是去找可口可乐。 To this end, Coke put up vending machines at every street corner. Sales took a quantum jump and Pepsi has never quite caught up since. 为达此目的，可口可乐在每一街头摆上贩卖机，销售量因此节节上升，百事可乐从此再也追赶不上。 To sum up, the story of the hare and tortoise teaches us many things. Chief among them are that fast and consistent will always beat sl