英语翻译eastman`s level of success is difficult to replicate.most product differentiators are lucky if they can capture more than a two-or three-year monopoly.consider the experience of minnetonka corporation,a small,minnesota-based firm that introduced a product called "soft soap" to a mature market dominated by huge national corporations.soft soap came in a small plastic bottle with a handy pump.liquid hand soap isn`t rocket science.anyone with a small
英语翻译
eastman`s level of success is difficult to replicate.most product differentiators are lucky if they can capture more than a two-or three-year monopoly.consider the experience of minnetonka corporation,a small,minnesota-based firm that introduced a product called "soft soap" to a mature market dominated by huge national corporations.soft soap came in a small plastic bottle with a handy pump.liquid hand soap isn`t rocket science.anyone with a small laboratory and tudimentary knowledge of chemistry could developa marketable version of it.in fact,the first liquid soap developed in the united states received its patent in 1865 .over a century later,in 1980,minnetonka introduced and branded its own version .which was a big hit.any one of the big soap producer-distributors-companies that controlled shelf space in retail stores across the continent-could have introduced a rival version and smothered the upstart innovator under a tidal wave of promotion and store incentives.
伊士曼的程度的成功是很难复制的大多数产品差异很幸运,如果他们可以捕获超过一两或三年的垄断。考虑到经验的明尼托卡公司,一个小,明尼苏达州公司推出了一个产品称为“软皂”,一个成熟的市场主要由巨大的民族企业。软皂是在一个小塑料瓶与方便的泵。液体香皂不是火箭科学。任何一个有小实验室和tudimentary的化学知识的版本可能来使市场。事实上,第一个液体肥皂了在美国收到它的专利在1865年。在一个世纪以后,在1980年,明尼托卡介绍和品牌自己的版本。这是一个很大的打击。任何一家大的肥皂生产商分销商公司控制在零售商店的货架空间跨大陆可能已经引入了一个竞争对手的版本和令人窒息的突然崛起的创新者在潮汐波的促销和商店的激励措施。
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DMC
伊士曼级别的成功是很难解释的.大部分的区别产品要是能抓住超过一年或是两年的市场垄断,就是幸运的.想想明尼唐卡公司的经验,一家小的明尼唐卡的分公司在一个由国家企业主导的成熟市场上推出了一款名为“软肥皂”的产品.软肥皂被装在一个配有便利泵的小塑料瓶里.
液体洗手皂不是什么高端技术.任何一个拥有小实验室和基本的化学知识的人都可以开发出销路好的版本.事实上,第一款在美国被开发的洗手液在1865年就得到了专利.一个世纪后,在1980年,明尼唐卡推出了他们自己的版本并注上商标.这是一个巨大的成功.任何一家跨陆控制零售店的货架空间的大型肥皂生产商-分销商-公司,都可以引进对手的版本,然后在促销和商店激励的浪潮下,扼杀那些自负的创新者.
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