龜兔賽跑故事.ppt

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. 在盡了全力之後，烏龜則選擇改變策略。在人的一生中，當失敗臨頭時，有時我們需更加努力。 Sometimes it is appropriate to change strategy and try something different. And sometimes it is appropriate to do both. 有時則需改變策略，嘗試不同的抉擇。有時候，兩者都要一起來。 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. 兔子和烏龜也學到了最關鍵的一課。當我們不再與競爭對手較力，而開始逐鹿某一情境時，我們會表現得更好。 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，當古茲維塔接掌可口可樂執行長時，他面對的是百事可樂的激烈競爭，可口可樂的市場成長正被它蠶食掉。 His executives were Pepsi-focused and intent on increasing market share 0.1 per cent a time. 古茲維塔手下的那些管理者，把焦點全灌注在百事可樂身上，一心一意只想著一次增長百分之零點一的市場佔有率。 Goizueta decided to stop competing against Pepsi and instead compete against the situation of 0.1 per cent growth. 古茲維塔決定停止與百事可樂的競爭，而改與百分之零點一的成長此一情境角逐。 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. 他問起美國人一天的平均液態食品消耗量為多少？答案是十四盎斯。可口可樂在其中有多少？答案是兩盎斯。古茲維塔說，可口可樂需要在那塊市場做大佔有率。 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. 我們的競爭對象不是百事可樂，要是佔掉市場剩餘十二盎司的水、茶、咖啡、牛奶及果汁。當大家想要喝一點什麼時，應該是去找可口可樂。 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. 為達此目的，可口可樂在每一街頭擺上販賣機，銷售量因此節節上升，百事可樂從此再也追趕不上。 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 slow and stead