Difference

‫ﺧﻼﺻﻪ ﻛﺘﺎﺏ‬

‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ‬ ‫ﺟﻚ ﺗﺮﺍﻭﺕ‬

‫ﻣﺘﺮﺟﻢ‪ :‬ﺩﻛﺘﺮ ﻣﻴﺮﺍﺣﻤﺪ ﺍﻣﻴﺮﺷﺎﻫﻲ‬

‫ﻧﺎﺷﺮ‪ :‬ﻓﺮﺍ‬ ‫ﺑﻬﺎﺭ ‪٨٢‬‬

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‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫ﻣﻘﺪﻣﻪ‬ ‫ﺩﺭ ﻋﺼﺮ ﺍﻧﻔﺠﺎﺭ ﺗﻨﻮﻉ ﻛﺎﻻ ﻭ ﺧﺪﻣﺎﺕ ﺑﻪﺳﺮ ﻣﻲﺑﺮﻳﻢ‪ .‬ﻫﻤـﻪ ﺭﻭﺯﻩ ﺯﻳـﺮ ﺑﻤﺒـﺎﺭﺍﻥ ﭘﻴـﺎﻡﻫـﺎﻱ ﺗﺒﻠﻴﻐـﺎﺗﻲ ﺑـﺮﺍﻱ‬ ‫ﻣﺤﺼﻮﻻﺕ ﻭ ﺧﺪﻣﺎﺕ ﻣﺘﻌﺪﺩ ﻫﺴﺘﻴﻢ‪ .‬ﻧﺘﻴﺠﻪ ﭘﮋﻭﻫﺶ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ ﻛﻪ ﻳﻚ ﻣﺼﺮﻑ ﻛﻨﻨﺪﻩ ﻣﻌﻤﻮﻟﻲ ﺭﻭﺯﺍﻧﻪ‬ ‫ﺣﺪﻭﺩ ‪ ٣٠٠٠‬ﭘﻴﺎﻡ ﺑﺎﺯﺭﮔﺎﻧﻲ ﺩﺭﻳﺎﻓﺖ ﻣﻲﻛﻨﺪ‪ .‬ﺍﻧﺘﺨﺎﺏ ﺍﺯ ﻣﻴﺎﻥ ﺍﻳﻦ ﮔﺴﺘﺮﺩﮔﻲ ﺗﻨﻮﻉ ﻭ ﺗﺼﻤﻴﻢﮔﻴـﺮﻱ ﺩﺭ ﻣﻴـﺎﻥ‬ ‫ﺣﺠﻢ ﻭﺳﻴﻊ ﺗﺒﻠﻴﻐﺎﺕ‪ ،‬ﺭﻗﺎﺑﺘﻲ ﺑﺴﻴﺎﺭ ﻓﺸﺮﺩﻩ ﺭﺍ ﺑﻪ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺩﻳﻜﺘﻪ ﻣﻲﻛﻨﺪ‪.‬‬ ‫ﺩﺭ ﺑﺎﺯﺍﺭ ﺍﻣﺮﺯﻭ ﻧﻪ ﺗﻨﻬﺎ ﺷﺎﻫﺪ ﺭﻗﺎﺑﺘﻲ ﻓﺸﺮﺩﻩﺗﺮ ﻫﺴﺘﻴﻢ‪ ،‬ﺑﻠﻜﻪ ﺭﻗﺎﺑﺖﻫﺎ ﺳﺨﺖﺗﺮ ﻭ ﺯﻳﺮﻛﺎﻧﻪﺗﺮ ﺷﺪﻩﺍﻧﺪ‪.‬‬ ‫ﻗﺎﻧﻮﻥ ﻭ ﻣﻮﻓﻘﻴﺖ ﺩﺭ ﺍﻳﻦ ﺑﺎﺯﺍﺭ ﺯﻳﺮﻛﻲ ﻭ ﻫﻮﺷﻤﻨﺪﻱ ﻣﺪﻳﺮﺍﻥ ﺭﺍ ﻣﻲﻃﻠﺒﺪ‪.‬‬ ‫ﻣﺪﻳﺮﺍﻥ ﻫﻮﺷﻤﻨﺪ ﻫﺮ ﺭﻭﺯ ﺻﺒﺢ‪ ،‬ﺑﺎ ﺍﻳﻦ ﺳﺆﺍﻝ ﻭ ﺩﻏﺪﻏﻪ ﻓﻜﺮﻱ ﻛﺎﺭ ﺧـﻮﺩ ﺭﺍ ﺁﻏـﺎﺯ ﻣـﻲﻛﻨﻨـﺪ ﻛـﻪ “ﭼـﺮﺍ‬ ‫ﻣﺸﺘﺮﻱ ﺑﺎﻳﺪ ﺍﺯ ﻣﻴﺎﻥ ﺍﻳﻦ ﻫﻤﻪ ﮔﺰﻳﻨﻪ‪،‬ﻛﺎﻻ ﻳﺎ ﺧﺪﻣﺖ ﺳﺎﺯﻣﺎﻥ ﻣﺎ ﺭﺍ ﺧﺮﻳﺪﺍﺭﻱ ﻛﻨﺪ؟”‬ ‫ﺩﺭ ﭼﻨﻴﻦ ﺷﺮﺍﻳﻄﻲ ﺑﻬﺘﺮﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱ‪ ،‬ﺗﻤﺮﻛﺰ ﺑﺮﺭﻭﻱ ﻧﻘﺎﻁ ﻗﻮﺕ ﺍﺳﺖ‪ .‬ﻣﺪﻳﺮﺍﻥ ﻫﻮﺷﻴﺎﺭ ﻣﻲ ﺩﺍﻧﻨـﺪ ﻛـﻪ‬ ‫ﺭﻣﺰ ﭘﻴﺮﻭﺯﻱ ﺩﺭ ﭼﻨﻴﻦ ﺑﺎﺯﺍﺭﻱ‪ ،‬ﺗﻤﺮﻛﺰ ﺑﺮﺭﻭﻱ ﺗﻤﺎﻳﺰﻫﺎﺳﺖ ﻭ ﻟﺬﺍ ﺑﻪ ﺷﺪﺕ ﺍﺯ ﺍﻓﺘﺎﺩﻥ ﺩﺭ ﺩﺍﻡ ﻫﻤﻪ ﭼﻴﺰ ﺑﺮﺍﻱ‬ ‫ﻫﻤﮕﺎﻥ” ﭘﺮﻫﻴﺰ ﻣﻲﻛﻨﻨﺪ ﻭ ﺗﻼﺵ ﺩﺍﺭﻧﺪ ﺗﺎ ﻭﺟﻮﻩ ﺗﻤﺎﻳﺰ ﺧﻮﺩ ﺭﺍ ﺣﻔﻆ ﻛﺮﺩﻩ ﻭ ﻫﺮ ﺭﻭﺯ ﭘﺮﺭﻧﮓﺗﺮ ﺑﺴﺎﺯﻧﺪ‪.‬‬ ‫ﺟﻚ ﺗﺮﺍﻭﺕ‪ ،‬ﻧﻮﻳﺴﻨﺪﻩ ﻛﺘﺎﺏ ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ﻛﻪ ﺑﻪ ﺍﻭ ﻟﻘﺐ “ﭘﺪﺭ ﺗﻤﺎﻳﺰ” ﺩﺍﺩﻩﺍﻧﺪ‪ ،‬ﺑﻪ ﻣـﺪﻳﺮﺍﻥ ﻫﺸـﺪﺍﺭ‬ ‫ﻣﻲﺩﻫﺪ ﻛﻪ »ﻣﻮﺗﻮﺭ ﺑﺎﺯﺍﺭﻫﺎﻱ ﺭﻗﺎﺑﺘﻲ‪ ،‬ﺣﻖ ﺍﻧﺘﺨﺎﺏ ﺍﺳﺖ«‪ .‬ﮔﺰﻳﻨﻪﻫﺎﻱ ﻣﻨﺎﺳـﺐ ﻣﺘﻌـﺪﺩﻱ ﺑـﺮﺍﻱ ﻣﺸـﺘﺮﻳﺎﻥ‬ ‫ﺁﻣﺎﺩﻩ ﺷﺪﻩ ﻭ ﺍﮔﺮ ﻣﺮﺗﻜﺐ ﺍﺷﺘﺒﺎﻩ ﺷﻮﻳﺪ‪ ،‬ﺑﺮﺍﻳﺘﺎﻥ ﮔﺮﺍﻥ ﺗﻤﺎﻡ ﺧﻮﺍﻫﺪ ﺷﺪ‪ .‬ﺭﻗﺒﺎ ﻛﺴﺐ ﻭ ﻛﺎﺭﺗﺎﻥ ﺭﺍ ﺍﺯ ﭼﻨﮕﺘﺎﻥ‬ ‫ﺑﻴﺮﻭﻥ ﻣﻲﺁﻭﺭﻧﺪ ﻭ ﺑﺎﺯﭘﺲﮔﻴﺮﻱ ﺁﻥ ﺧﻴﻠﻲ ﺁﺳﺎﻥ ﻧﻴﺴﺖ‪ .‬ﺷﺮﻛﺖﻫﺎﻳﻲ ﻛﻪ ﺍﻳـﻦ ﻭﺍﻗﻌﻴـﺖ ﺭﺍ ﺩﺭﻙ ﻧﻜﻨﻨـﺪ ﺍﺯ‬ ‫ﺑﻴﻦ ﻣﻲﺭﻭﻧﺪ‪.‬‬

‫ﻓﺼﻞ ‪١‬‬

‫ﺳﻠﻄﻪ ﻗﺪﺭﺗﻤﻨﺪ ﺍﻧﺘﺨﺎﺏ‬ ‫ﺍﻳﻦ ﺭﻭﺯﻫﺎ ﻭﻗﺘﻲ ﻗﺪﻡ ﺑﻪ ﺩﺍﺧﻞ ﻳﻚ ﺳـﻮﭘﺮﻣﺎﺭﻛﺖ ﺑـﺰﺭﮒ ﻣـﻲ ﮔﺬﺍﺭﻳـﺪ‪ ،‬ﺑـﻪ ﺩﺭﻳـﺎﻳﻲ ﺍﺯ ﺍﻧـﻮﺍﻉ ﮔﻮﻧـﺎﮔﻮﻥ‬ ‫ﻣﺤﺼﻮﻻﺕ ﺧﻴﺮﻩ ﻣﻲﺷﻮﻳﺪ‪ .‬ﻣﺸﻜﻞ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺍﺯ ﻣﻴﺎﻥ ﺍﻳﻦ ﺍﻧﻮﺍﻉ‪ ،‬ﻛـﺪﺍﻡ ﺭﺍ ﻣـﻲﺑﺎﻳﺴـﺖ ﺍﻧﺘﺨـﺎﺏ ﻛﻨﻴـﺪ‪.‬‬ ‫ﺗﻔﺎﻭﺕ ﻋﻤﺪﻩﺍﻱ ﻛﻪ ﺍﻳﻦ ﺭﻭﺯﻫﺎ ﺑﻪ ﻭﺟﻮﺩ ﺁﻣﺪﻩ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺑﺎﺯﺍﺭﻫﺎﻱ ﻣﻠﻲ‪ ،‬ﻛﻪ ﺩﺭ ﺁﻧﻬﺎ ﺷﺮﻛﺖﻫﺎﻱ ﺩﺍﺧﻠﻲ‬ ‫ﺑﺎ ﻫﻢ ﺭﻗﺎﺑﺖ ﻣﻲﻛﺮﺩﻧﺪ‪ ،‬ﺑﻪ ﺑﺎﺯﺍﺭﻫﺎﻱ ﺟﻬﺎﻧﻲ ﺗﺒﺪﻳﻞ ﺷﺪﻩﺍﻧﺪ‪ ،‬ﻛﻪ ﺩﺭ ﺁﻧﻬﺎ ﻫﺮ ﻛﺲ ﺑـﺎ ﻛﺴـﺐ ﻭ ﻛـﺎﺭ ﻫﻤـﻪ‬ ‫ﺍﺷﺨﺎﺹ ﺩﻳﮕﺮ ﺩﺭ ﻫﻤﻪ ﺟﺎ ﺑﻪ ﺭﻗﺎﺑﺖ ﻣﻲﭘﺮﺩﺍﺯﺩ‪.‬‬ ‫ﻣﻠﺘﻲ ﺩﺭ ﺣﺎﻝ ﺭﺷﺪ‪ ،‬ﻣﺜﻞ ﭼﻴﻦ ﺭﺍ ﺩﺭ ﻧﻈﺮ ﺑﮕﻴﺮﻳﺪ‪ .‬ﻣﺼﺮﻑﻛﻨﻨﺪﮔﺎﻥ ﭼﻴﻨﻲ ﺑﻌﺪ ﺍﺯ ﺳﺎﻝﻫﺎ ﺧﺮﻳﺪ ﻣﺤﺼﻮﻻﺕ‬ ‫ﻏﺬﺍﻳﻲ ﺑﺪﻭﻥ ﻧﺎﻡ ﺗﺠﺎﺭﻱ‪ ،‬ﻛﻪ ﺗﻮﺳﻂ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﻣﺘﻌﻠﻖ ﺑﻪ ﺩﻭﻟﺖ ﭼﻴﻦ ﺗﻮﻟﻴﺪ ﻣﻲﺷﺪﻧﺪ‪ ،‬ﺍﻛﻨﻮﻥ ﻣـﻲﺗﻮﺍﻧﻨـﺪ‬ ‫ﻫﺮ ﺑﺎﺭ ﻛﻪ ﺑﻪ ﺧﺮﻳﺪ ﻣﻲﺭﻭﻧﺪ ﺍﺯ ﻣﻴﺎﻥ ﻣﺠﻤﻮﻋﻪ ﺑﺰﺭﮒ ﻭ ﺩﺭ ﺣﺎﻝ ﺍﻓﺰﺍﻳﺸﻲ ﺍﺯ ﻣﺤﺼﻮﻻﺕ ﺩﺍﺭﺍﻱ ﻧـﺎﻡ ﺗﺠـﺎﺭﻱ‪،‬‬ ‫ﻛﻪ ﺗﻮﻟﻴﺪ ﺩﺍﺧﻞ ﺁﻥ ﻛﺸﻮﺭ ﻭ ﻳﺎ ﻭﺍﺭﺩﺍﺗﻲ ﻫﺴﺘﻨﺪ‪ ،‬ﺍﻧﺘﺨﺎﺏ ﻛﻨﻨﺪ‪ .‬ﺑﺮﺍﺳﺎﺱ ﺑﺮﺭﺳﻲﻫﺎﻱ ﺍﺧﻴـﺮ‪ ،‬ﺩﺭ ﺍﻳـﻦ ﻛﺸـﻮﺭ‬

‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

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‫ﺑﺎﺯﺍﺭ ﻣﻠﻲ ﺩﺭ ﺣﺎﻝ ﺭﺷﺪﻱ ﺑﺮﺍﻱ ﻣﺤﺼﻮﻻﺕ ﻏﺬﺍﻳﻲ ﺩﺍﺭﺍﻱ ﻧﺎﻡ ﺗﺠﺎﺭﻱ ﺍﻳﺠﺎﺩ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﻫﻢ ﺍﻛﻨﻮﻥ ‪ ١٣٥‬ﻧـﺎﻡ‬ ‫ﺗﺠﺎﺭﻱ ﻣﺤﺼﻮﻻﺕ ﻏﺬﺍﻳﻲ ﭼﻴﻨﻲ ﺑﺮﺍﻱ ﺍﻧﺘﺨﺎﺏ ﺩﺭ ﺑﺎﺯﺍﺭ ﺁﻥ ﻛﺸﻮﺭ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ .‬ﭼﻴﻨﻲﻫﺎ ﻫﻨﻮﺯ ﺭﺍﻩ ﺩﺭﺍﺯﻱ ﭘﻴﺶ‬ ‫ﺭﻭﻱ ﺧﻮﺩ ﺩﺍﺭﻧﺪ‪ .‬ﺍﻣﺎ ﺩﺭ ﻣﺴﻴﺮ ﻳﻚ ﺣﻜﻮﻣﺖ ﺟﺎﺑﺮﺍﻧﻪ “ ﺍﻧﺘﺨﺎﺏ” ﺣﺮﻛﺖ ﻣﻲﻛﻨﻨﺪ‪.‬‬ ‫ﺭﻭﺍﻧﺸﻨﺎﺳﺎﻧﻲ ﻛﻪ ﺑﻪ ﻣﻄﺎﻟﻌﻪ ﻣﺼﺮﻑﻛﻨﻨﺪﮔﺎﻥ ﭘﺮﺩﺍﺧﺘﻪﺍﻧﺪ‪ ،‬ﻣﻌﺘﻘﺪﻧﺪ ﻛـﻪ ﻣﻮﺍﺟـﻪ ﺷـﺪﻥ ﺑـﺎ ﺩﺭﻳـﺎﻳﻲ ﺍﺯ‬ ‫ﺍﻧﺘﺨﺎﺏ‪ ،‬ﻣﺼﺮﻑﻛﻨﻨﺪﮔﺎﻥ ﺭﺍ ﺳﺒﻚﻣﻐﺰ ﻣﻲﻛﻨﺪ‪ .‬ﺑﺮﺍﺳﺎﺱ ﻧﻈﺮ ﺩﻛﺘﺮ ﻛﺮﻭﻝ ﻣﻮﮒ‪ ،‬ﺍﻧﺘﺨﺎﺏﻫﺎﻱ ﮔﻮﻧﺎﮔﻮﻥ ﻛـﻪ‬ ‫ﻫﻤﻪ ﺁﻧﻬﺎ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺑﻼﻓﺎﺻﻠﻪ ﻣﺤﻘﻖ ﺷﺪﻩ ﻭ ﺑﺮﺁﻭﺭﺩﻩ ﺷﻮﻧﺪ‪ ،‬ﺑﺎﻋﺚ ﻟﻮﺱ ﺷﺪﻥ ﺑﭽﻪﻫﺎ ﻭ ﺣﺘﻲ ﺑﺰﺭﮒﺗﺮﻫـﺎ‬ ‫ﻣﻲﺷﻮﺩ‪ .‬ﻣﺮﺩﻡ ﺍﺯ ﺩﻳﺪﮔﺎﻩ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ ﻣﺜﻞ ﻳﻚ ﻏﺎﺯ ﺑﻲﺧﻴﺎﻝ ﻭ ﭼﺎﻕ ﻭ ﺑﻲﺗﻔﺎﻭﺕ ﺷﺪﻩ‪ ،‬ﺗﻮﺍﻧـﺎﻳﻲ ﺗﺼـﻤﻴﻢﮔﻴـﺮﻱ‬ ‫ﺧﻮﺩ ﺭﺍ ﺍﺯ ﺩﺳﺖ ﻣﻲﺩﻫﻨﺪ‪ .‬ﺁﻧﻬﺎ ﻣﻨﺰﻭﻱ ﺷﺪﻩ ﻭ ﺍﺯ ﺧﻮﺩ ﺩﺭ ﻣﻘﺎﺑﻞ ﺗﺤﺮﻳﻜﺎﺕ ﺑﻴﺶ ﺍﺯ ﺣﺪ ﻣﺤﺎﻓﻈﺖ ﻣﻲﻛﻨﻨﺪ‪.‬‬ ‫ﺣﻮﺻﻠﻪ ﺁﻧﻬﺎ ﺳﺮ ﻣﻲﺭﻭﺩ‪ .‬ﺑﺎﺯﺍﺭﻫﺎ ﻛﻪ ﺭﻗﺎﺑﺖ ﻓﺮﺍﻭﺍﻧﻲ ﺩﺭ ﺁﻧﻬﺎ ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﺑﺎ ﺍﻧﺘﺨﺎﺏ ﺑﻪ ﺣﺮﻛﺖ ﺩﺭﻣـﻲﺁﻳﻨـﺪ‪.‬‬ ‫ﮔﺰﻳﻨﻪﻫﺎﻱ ﻣﻨﺎﺳﺐ ﻣﺘﻌﺪﺩﻱ ﺑﺮﺍﻱ ﺍﻧﺘﺨﺎﺏ ﻣﺸﺘﺮﻳﺎﻥ ﺁﻣﺎﺩﻩ ﺷﺪﻩ ﻭ ﺍﮔﺮ ﻣﺮﺗﻜﺐ ﺍﺷـﺘﺒﺎﻫﻲ ﺷـﻮﻳﺪ ﺑﺮﺍﻳﺘـﺎﻥ‬ ‫ﺑﺴﻴﺎﺭ ﮔﺮﺍﻥ ﺗﻤﺎﻡ ﺧﻮﺍﻫﺪ ﺷﺪ‪ .‬ﺭﻗﺒﺎ ﻛﺴﺐ ﻭ ﻛﺎﺭﺗﺎﻥ ﺭﺍ ﺍﺯ ﭼﻨﮓ ﺷﻤﺎ ﺩﺭ ﻣﻲﺁﻭﺭﻧﺪ ﻭ ﺑﺎﺯ ﭘﺲ ﮔﻴﺮﻱ ﺁﻧﻬﺎ ﺧﻴﻠﻲ‬ ‫ﺁﺳﺎﻥ ﻧﻴﺴﺖ‪ .‬ﺷﺮﻛﺖﻫﺎﻳﻲ ﻛﻪ ﺍﻳﻦ ﻭﺍﻗﻌﻴﺖ ﺭﺍ ﺩﺭﻙ ﻧﻜﻨﻨﺪ ﺍﺯ ﺑﻴﻦ ﻣﻲﺭﻭﻧﺪ‪ .‬ﺍﮔﺮ ﻣﻨﺤﺼﺮ ﺑﻪ ﻓﺮﺩ ﺑﻮﺩﻥﺗـﺎﻥ‬ ‫ﺭﺍ ﻓﺮﺍﻣﻮﺵ ﻛﺮﺩﻩ ﻭ ﺗﻼﺵ ﻛﻨﻴﺪ ﻫﻤﻪ ﭼﻴﺰ ﺑﺮﺍﻱ ﻫﻤﮕﺎﻥ ﺑﺎﺷـﺪ ﺑـﻪ ﺳـﺮﻋﺖ ﻭﺟـﻮﻩ ﺗﻤﺎﻳﺰﺗـﺎﻥ ﺭﺍ ﺍﺯ ﺩﺳـﺖ‬ ‫ﺧﻮﺍﻫﻴﺪ ﺩﺍﺩ‪.‬‬ ‫ﺑﻪ ﺩﺍﺳﺘﺎﻥ ﺷﻮﺭﻭﻟﺖ ﺩﻗﺖ ﻛﻨﻴﺪ‪ .‬ﺍﻳﻦ ﺷﺮﻛﺖ ﻛﻪ ﺭﻭﺯﮔﺎﺭﻱ ﺗﻮﻟﻴﺪ ﻛﻨﻨﺪﻩ ﻳﻚ ﻣﺎﺷﻴﻦ ﺑﺎﺍﺭﺯﺵ ﺧﺎﻧﻮﺍﺩﮔﻲ‬ ‫ﺑﻮﺩ‪ ،‬ﺗﻼﺵ ﻛﺮﺩ ﺑﻪ ﻋﺮﺻﻪ ﺗﻮﻟﻴﺪ ﺍﺗﻮﻣﺒﻴﻞﻫﺎﻱ ﮔﺮﺍﻥﻗﻴﻤﺖ‪ ،‬ﺍﺗﻮﻣﺒﻴﻞﻫﺎﻱ ﻭﺭﺯﺷـﻲ‪ ،‬ﺍﺗﻮﻣﺒﻴـﻞﻫـﺎﻱ ﻛﻮﭼـﻚ ﻭ‬ ‫ﻛﺎﻣﻴﻮﻥ ﻭﺍﺭﺩ ﺷﻮﺩ‪ .‬ﺗﺪﺭﻳﺠﺎﹰ ﻭﺟﻮﻩ ﺗﻤﺎﻳﺰ ﺁﻥ ﺷﺮﻛﺖ ﻭ ﺩﺭ ﻧﺘﻴﺠﻪ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺷﺮﻛﺖ ﺗﻀـﻌﻴﻒ ﮔﺮﺩﻳـﺪ ﺑـﻪ‬ ‫ﻧﺤﻮﻱ ﻛﻪ ﺷﻮﺭﻭﻟﺖ ﺩﺭ ﺣﺎﻝ ﺣﺎﺿﺮ ﭘﺸﺖ ﺳﺮ ﻫﻮﻧﺪﺍ‪ ،‬ﻓﻮﺭﺩ ﻭ ﺗﻮﻳﻮﺗﺎ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻪ ﺍﺳﺖ‪.‬‬ ‫ﺩﺭ ﺳﺎﻝ ‪ ١٩٩٨‬ﺁﻣﺎﺭ ﺗﻮﻟﻴﺪ ﺍﺗﻮﻣﺒﻴﻞ ﭼﻬﺎﺭ ﺷﺮﻛﺖ ﺑﺮﺗﺮ ﺑﻪ ﺍﻳﻦ ﺗﺮﺗﻴﺐ ﺑﻮﺩ‪:‬‬ ‫ﻫﻮﻧﺪﺍ ‪ ٧٣٥٦٣٣‬ﺍﺗﻮﻣﺒﻴﻞ‬ ‫ﺗﻮﻳﻮﺗﺎ ‪ ٦٧٩٦٢٦‬ﺍﺗﻮﻣﺒﻴﻞ‬ ‫ﻓﻮﺭﺩ ‪ ٥٩١٠١٠‬ﺍﺗﻮﻣﺒﻴﻞ‬ ‫ﺷﻮﺭﻭﻟﺖ ‪ ٤٧٩٨٠٢‬ﺍﺗﻮﻣﺒﻴﻞ‬ ‫ﺍﮔﺮ ﺗﻐﻴﻴﺮﺍﺕ ﺑﺎﺯﺍﺭ ﺭﺍ ﺩﺭ ﻧﻈﺮ ﺑﮕﻴﺮﻳﺪ ﺑﺎﻋﺚ ﻣﻲﺷﻮﻳﺪ ﺗﺎ ﺍﻫﻤﻴﺖ ﻣﻮﺍﺭﺩ ﺗﻤﺎﻳﺰ ﺷﻤﺎ ﻛﺎﻫﺶ ﻳﺎﺑﺪ‪ .‬ﺍﮔﺮ ﺷﻤﺎ‬ ‫ﺍﻗﺪﺍﻣﻲ ﺑﺮﺍﻱ ﭘﺎﺑﺮﺟﺎ ﻧﻤﻮﺩﻥ ﻭﺟﻮﻩ ﺗﻤﺎﻳﺰﺗﺎﻥ ﺑﻪ ﻋﻤﻞ ﻧﻴﺎﻭﺭﺩﻩ ﻭ ﺩﺭ ﺳﺎﻳﻪ ﺭﻗﺒﺎﻱ ﺑﺰﺭﮔﺘﺮ ﺧـﻮﺩ ﺑـﺎﻗﻲ ﺑﻤﺎﻧﻴـﺪ‪،‬‬ ‫ﻫﻤﻴﺸﻪ ﺿﻌﻴﻒ ﺑﺎﻗﻲ ﺧﻮﺍﻫﻴﺪ ﻣﺎﻧﺪ‪ .‬ﺑﻪ ﺩﺍﺳﺘﺎﻥ ﺷﺮﻛﺖ ﻭﺳﺘﻴﻨﮕﻬﺎﻭﺱ ﺩﻗﺖ ﻛﻨﻴﺪ‪ .‬ﺍﻳﻦ ﺷﺮﻛﺖ ﻫﻴﭻ ﮔـﺎﻩ ﺍﺯ‬ ‫ﺯﻳﺮ ﺳﺎﻳﻪ ﺁ ﺍِ ﮒِ ﺑﻴﺮﻭﻥ ﻧﻴﺎﻣﺪ ﻭ ﺍﻛﻨﻮﻥ ﻧﻴﺰ ﺩﺭ ﻣﻴﺎﻥ ﻣﺎ ﻧﻴﺴﺖ‪ .‬ﻳﺎ ﺑﻪ ﺩﺍﺳﺘﺎﻥ ﺷﺮﻛﺖ ﮔﻮﺩﺭﻳﺞ ﺩﻗـﺖ ﻛﻨﻴـﺪ‪.‬‬ ‫ﺍﻳﻦ ﺷﺮﻛﺖ ﺑﻪ ﺻﻮﺭﺕ ﻣﺪﺍﻭﻡ ﺑﻪ ﺗﻘﻠﻴﺪ ﺍﺯ ﺭﻗﻴﺐ ﺑﺰﺭﮒﺗﺮ ﺧﻮﺩ ﮔﻮﺩﻳﺮ ﻣﻲﭘﺮﺩﺍﺧﺖ ﻭ ﺍﻳﻦ ﺩﺭ ﺣﺎﻟﻲ ﺑﻮﺩ ﻛـﻪ‬ ‫ﺍﻋﺘﺒﺎﺭ ﻫﻤﻪ ﻧﻮﺁﻭﺭﻱﻫﺎ ﺑﻪ ﺣﺴﺎﺏ ﺷﺮﻛﺖ ﮔﻮﺩﻳﺮ ﮔﺬﺍﺷﺘﻪ ﻣﻲﺷﺪ‪ .‬ﺁﻧﻬﺎ ﻫﻴﭻﮔﺎﻩ ﻧﺘﻮﺍﻧﺴﺘﻨﺪ ﻭﺟﻮﻩ ﺗﻤﺎﻳﺰﺷـﺎﻥ‬ ‫ﻧﺴﺒﺖ ﺑﻪ ﺭﻗﻴﺐ ﺑﺰﺭﮒﺗﺮ ﺭﺍ ﺩﺭ ﺍﺫﻫﺎﻥ ﻣﺸﺘﺮﻳﺎﻥ ﭘﺎﺑﺮﺟﺎ ﺳﺎﺯﻧﺪ‪ .‬ﺷﺮﻛﺖ ﮔﻮﺩﺭﻳﺞ ﺩﺭ ﺣﺎﻝ ﺣﺎﺿﺮ ﺑﻪ ﺳـﺨﺘﻲ‬ ‫ﺑﻪ ﺣﻴﺎﺕ ﺧﻮﺩ ﺍﺩﺍﻣﻪ ﻣﻲﺩﻫﺪ‪.‬‬

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‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫ﺩﻧﻴﺎﻱ ﺑﺎﺯﺍﺭ ﺩﻧﻴﺎﻱ ﺑﻲ ﺭﺣﻤﻲ ﺍﺳﺖ‬ ‫ﺭﻭﻱ ﺁﺭﺍﻡ ﺷﺪﻥ ﺍﻳﻦ ﻭﺿﻌﻴﺖ ﺷﺮﻁ ﺑﻨﺪﻱ ﻧﻜﻨﻴﺪ‪ .‬ﺍﺣﺴﺎﺱ ﻣﺎ ﭼﻨﻴﻦ ﺍﺳﺖ ﻛﻪ ﺍﻭﺿﺎﻉ ﺑﺪﺗﺮ ﺧﻮﺍﻫﺪ ﺷﺪ ﺯﻳـﺮﺍ‬ ‫ﻫﺮ ﺍﻧﺘﺨﺎﺏ‪ ،‬ﺍﻧﺘﺨﺎﺏ ﺑﻴﺸﺘﺮﻱ ﺭﺍ ﺑﻪ ﺩﻧﺒﺎﻝ ﺧﻮﺍﻫﺪ ﺁﻭﺭﺩ‪.‬‬

‫ﻓﺼﻞ ‪٢‬‬

‫ﭼﻪ ﺑﻼﻳﻲ ﺑﺮﺳﺮﭘﻴﺸﻨﻬﺎﺩ ﻓﺮﻭﺵ ﻣﻨﺤﺼﺮ ﺑﻪ ﻓﺮﺩ ﺁﻣﺪﻩ ﺍﺳﺖ؟‬ ‫ﺗﻌﺮﻳﻒ ﭘﻴﺸﻨﻬﺎﺩ ﻓﺮﻭﺵ ﻣﻨﺤﺼﺮ ﺑﻪ ﻓﺮﺩ‬ ‫‪ USP‬ﻳﺎ ‪ Unique selling proposition‬ﺍﺻﻄﻼﺣﻲ ﺩﻗﻴﻖ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺳﻪ ﺑﺨﺶ ﺯﻳﺮ ﺗﻌﺮﻳﻒ ﺷﺪﻩ ﺍﺳﺖ‪:‬‬ ‫‪-١‬‬

‫ﻫﺮ ﺗﺒﻠﻴﻎ ﺑﺎﻳﺪ ﺣﺎﻭﻱ ﻳﻚ ﭘﻴﺸﻨﻬﺎﺩ ﺑﺮﺍﻱ ﻣﺼﺮﻑ ﻛﻨﻨﺪﻩ ﺑﺎﺷﺪ ﻧﻪ ﻓﻘﻂ ﻛﻠﻤﺎﺕ‪ ،‬ﻧـﻪ ﺗﻌﺮﻳـﻒ ﺯﻳـﺎﺩ ﺍﺯ‬ ‫ﻓﺮﺁﻭﺭﺩﻩﻫﺎ ﻧﻪ ﺗﺒﻠﻴﻎ ﻭﻳﺘﺮﻳﻨﻲ ﻭ ﻧﻤﺎﻳﺸﻲ‪ .‬ﻫﺮ ﺗﺒﻠﻴﻎ ﺑﺎﻳﺪ ﺑﻪ ﻫﺮ ﻣﺨﺎﻃﺐ ﺧﻮﺩ ﺑﮕﻮﻳﺪ »ﺍﻳﻦ ﻓﺮﺁﻭﺭﺩﻩ ﺭﺍ‬ ‫ﺑﺨﺮ ﻭ ﺍﺯ ﺍﻳﻦ ﻓﺎﻳﺪﻩ ﻣﺸﺨﺺ ﺁﻥ ﺑﻬﺮﻩﻣﻨﺪ ﺷﻮ‪«.‬‬

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‫ﭘﻴﺸﻨﻬﺎﺩ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺑﺎﻳﺪ ﺩﺭ ﻣﻮﺭﺩ ﭼﻴﺰﻱ ﺑﺎﺷﺪ ﻛﻪ ﺭﻗﺒﺎ ﺁﻥ ﺭﺍ ﻋﺮﺿﻪ ﻧﻜﺮﺩﻩ ﻳﺎ ﻧﻤﻲﺗﻮﺍﻧﻨـﺪ ﻋﺮﺿـﻪ‬ ‫ﻛﻨﻨﺪ‪ .‬ﭘﻴﺸﻨﻬﺎﺩ ﺑﺎﻳﺪ ﻣﻨﺤﺼﺮ ﺑﻪ ﻓﺮﺩ ﺑﺎﺷﺪ‪.‬‬

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‫ﭘﻴﺸﻨﻬﺎﺩ ﺑﺎﻳﺪ ﺁﻥ ﻗﺪﺭ ﻗﺪﺭﺕ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ ﻛﻪ ﺑﺘﻮﺍﻧﺪ ﺗﻮﺩﻩﻫﺎﻱ ﻣﻴﻠﻴـﻮﻧﻲ ﺭﺍ ﺑـﻪ ﺣﺮﻛـﺖ ﺩﺭﺁﻭﺭﺩ‪.‬‬ ‫ﻳﻌﻨﻲ ﻣﺸﺘﺮﻳﺎﻥ ﺟﺪﻳﺪﻱ ﺭﺍ ﺟﺬﺏ ﻓﺮﺁﻭﺭﺩﻩ ﺷﻤﺎ ﻛﻨﺪ‪.‬‬ ‫ﺍﻳﺪﻩ ﻣﻨﺤﺼﺮ ﺑﻪ ﻓﺮﺩ ﺑﻮﺩﻥ ﻳﺎ ﻣﺘﻔﺎﻭﺕ ﺑﻮﺩﻥ ﺩﺭ ﺳﺎﻝ ‪ ٢٠٠٣‬ﺑﻪ ﻣﺮﺍﺗﺐ ﻣﻬﻢﺗـﺮ ﺍﺯ ﺳـﺎﻝ ‪ ١٩٦٠‬ﺍﺳـﺖ‪ .‬ﺩﺭ‬

‫ﺣﺎﻟﻲ ﻛﻪ ﻣﺒﺎﺣﺚ ﻣﺮﺑﻮﻁ ﺑﻪ “ ﻓﺮﻭﺧﺘﻦ ﻳﺎ ﻧﻔﺮﻭﺧﺘﻦ” ﻣﺸﻐﻮﻝ ﺁﺷﻮﺏ ﺑﻪ ﭘـﺎﻛﺮﺩﻥ ﺑـﻮﺩ‪ ،‬ﻧﺎﮔﻬـﺎﻥ ﻧﻈـﻢ ﻧـﻮﻳﻦ‬ ‫ﺟﻬﺎﻧﻲ ﻓﺮﺍﺭﺳﻴﺪ‪ .‬ﺍﻳﻦ ﺭﻭﺯﻫﺎ ﻓﺮﻭﺵ ﺗﻌﺪﺍﺩ ﺯﻳﺎﺩﻱ ﺍﺯ ﺷﺮﻛﺖﻫﺎ‪ ،‬ﺍﺯ ﺗﻮﻟﻴﺪ ﻧﺎﺧـﺎﻟﺺ ﻣﻠـﻲ ﺧﻴﻠـﻲ ﺍﺯ ﻛﺸـﻮﺭﻫﺎ‬ ‫ﺑﻴﺸﺘﺮ ﺍﺳﺖ‪ ٥٠٠ .‬ﺷﺮﻛﺖ ﺑﺮﺗﺮ ﺟﻬﺎﻥ ‪ ٧٠‬ﺩﺭﺻﺪ ﺗﺠﺎﺭﺕ ﺟﻬﺎﻧﻲ ﺭﺍ ﺩﺭ ﺩﺳﺖ ﺩﺍﺭﻧﺪ‪.‬‬

‫ﻧﺨﺴﺘﻴﻦ ﮔﺎﻡ ﺳﺎﺧﺘﻦ ﻧﺎﻡ ﺗﺠﺎﺭﻱ ﺍﺳﺖ‬ ‫ﺗﻤﺎﻳﺰ ﻧﺎﻡ ﺗﺠﺎﺭﻱ ﺭﺍ ﺗﻌﺮﻳﻒ ﻣﻲﻛﻨﺪ ﻭ ﺁﻥ ﺭﺍ ﺍﺯ ﺩﻳﮕﺮﺍﻥ ﺟﺪﺍ ﻣﻲﺳﺎﺯﺩ‪ .‬ﺗﻤﺎﻳﺰ ﺩﻟﻴـﻞ ﺗﻮﻟﻴـﺪ ﻧـﺎﻡﻫـﺎﻱ ﺗﺠـﺎﺭﻱ‬ ‫ﺍﺳﺖ ﻭ ﻧﺰﻭﻝ ﺁﻥ ﺑﺎﻋﺚ ﻧﺎﺑﻮﺩﻱ ﺁﻧﻬﺎ ﻣﻲﺷﻮﺩ‪.‬‬ ‫ﻣﺮﺩﻡ ﭼﮕﻮﻧﻪ ﺍﺯ ﭼﻴﺰﻫﺎ ﺳﺮ ﺩﺭﻣﻲﺁﻭﺭﻧﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﻣﻮﺭﺩ ﭼﻬﺎﺭ ﻛﻨﺶ ﻧﻘﺶ ﺑﺎﺯﻱ ﻣﻲﻛﻨﺪ‪ :‬ﺷﻢ ﻳﺎ ﺩﺭﻭﻥﻳﺎﺑﻲ‪،‬‬ ‫ﺗﻔﻜﺮ‪ ،‬ﺍﺣﺴﺎﺱ ﻭ ﺩﺭﻙ ﺣﺴﻲ‪ .‬ﻓﺮﺁﻳﻨﺪ ﺗﺼﻤﻴﻢﮔﻴﺮﻱ ﺍﻧﺴﺎﻥﻫﺎ ﺍﺣﺘﻤﺎﻻﹰ ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻳﻜﻲ ﺍﺯ ﭼﻬﺎﺭ ﻛـﻨﺶ ﻓـﻮﻕ‬ ‫ﺻﻮﺭﺕ ﻣﻲﮔﻴﺮﺩ‪.‬‬

‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

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‫ﺗﻤﻴﺰ ﻗﺎﺋﻞ ﺷﺪﻥ ﺑﺮﺍﻱ ﻛﺎﻻﻫﺎ‬ ‫ﺣﺘﻲ ﺩﻧﻴﺎﻱ ﮔﻮﺷﺖﻫﺎ ﻭ ﻣﺤﺼﻮﻻﺕ ﻛﺸﺎﻭﺭﺯﻱ ﺗﺎﺯﻩ ﻧﻴﺰ ﺭﺍﻩﻫﺎﻳﻲ ﺑﺮﺍﻱ ﺗﻤﺎﻳﺰ ﻗﺎﺋﻞ ﺷﺪﻥ ﺧﻮﺩ ﻳﺎﻓﺘﻪ ﻭ ﺑـﺪﻳﻦ‬ ‫ﺗﺮﺗﻴﺐ ﭘﻴﺸﻨﻬﺎﺩ ﻓﺮﻭﺵ ﻣﻨﺤﺼﺮ ﺑﻪ ﻓﺮﺩ )‪ (U.S.P‬ﺭﺍ ﺑﺮﺍﻱ ﺧﻮﺩ ﺧﻠﻖ ﻛﺮﺩﻩ ﺍﺳﺖ‪ .‬ﺭﺍﻫﺒﺮﺩﻫﺎﻱ ﻣﻮﻓﻘﻴﺖﺁﻣﻴﺰ‬ ‫ﺁﻧﻬﺎ ﺭﺍ ﻣﻲﺗﻮﺍﻥ ﺑﻪ ﺷﺮﺡ ﺯﻳﺮ ﺩﺭ ﭘﻨﺞ ﺑﺨﺶ ﺧﻼﺻﻪ ﻧﻤﻮﺩ‪:‬‬ ‫‪-١‬‬

‫ﻣﺸﺨﺺ ﻛﻨﻴﺪ )‪ .(identify‬ﻣﻮﺯﻫﺎﻱ ﻣﻌﻤﻮﻟﻲ ﺑﺎ ﺍﻓﺰﻭﺩﻥ ﺑﺮﭼﺴﺐ ‪ Chiquita‬ﺑﻪ ﺁﻧﻬـﺎ ﺑـﻪ ﻣﻮﺯﻫـﺎﻱ‬ ‫ﺑﻬﺘﺮﻱ ﺗﺒﺪﻳﻞ ﺷﺪﻧﺪ‪.‬‬

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‫ﻣﺠﺴﻢ ﻛﻨﻴﺪ )‪ .(personify‬ﺷﺨﺼﻴﺖ ﻛﺎﺭﺗﻮﻧﻲ ﮔﺮﻳﻦ ﺟﺎﻳﻨﺖ ﻭﺟﻪ ﻣﻤﻴﺰﻩ ﻭ ﻣﻌـﺮﻑ ﺍﻧـﻮﺍﻉ ﻣﺨﺘﻠـﻒ‬ ‫ﺧﺎﻧﻮﺍﺩﻩ ﺳﺒﺰﻳﺠﺎﺕ ﺷﺪﻩ ﺍﺳﺖ‪.‬‬

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‫ﻳﻚ ﻃﺒﻘﻪﺑﻨﺪﻱ ﺟﺪﻳﺪ ﺑﻪ ﻭﺟﻮﺩ ﺁﻭﺭﻳﺪ‪ .‬ﻃﺎﻟﺒﻲﻛﺎﺭﺍﻥ ﻣﻲﺧﻮﺍﺳﺘﻨﺪ ﻧﻮﻋﻲ ﺧﺎﺹ ﻭ ﺑﺰﺭﮒ ﺍﺯ ﻃﺎﻟﺒﻲﻫﺎﻱ‬ ‫ﺧﻮﺩ ﺭﺍ ﺍﺯ ﺍﻧﻮﺍﻉ ﺩﻳﮕﺮ ﺁﻥ ﻣﺘﻤﺎﻳﺰ ﻛﻨﻨﺪ‪ .‬ﺁﻧﻬﺎ ﺗﺼﻤﻴﻢ ﮔﺮﻓﺘﻨﺪ ﺩﺭ ﻋﻮﺽ ﺍﻳﻨﻜﻪ ﺍﻳـﻦ ﻧـﻮﻉ ﻃـﺎﻟﺒﻲ ﺭﺍ ﺑـﻪ‬ ‫ﻃﻮﺭ ﺳﺎﺩﻩ ﻃﺎﻟﺒﻲ “ ﺑﺰﺭﮒ” ﺑﻨﺎﻣﻨﺪ‪ ،‬ﺭﺩﻩ ﻣﺤﺼﻮﻝ ﺟﺪﻳﺪﻱ ﺑﺮﺍﻱ ﺁﻥ ﺑﻪ ﻭﺟﻮﺩ ﺑﻴﺎﻭﺭﻧﺪ‪ .‬ﻃﺒﻘـﻪﺑﻨـﺪﻱ‬ ‫ﺟﺪﻳﺪﻱ ﺍﺯ ﻃﺎﻟﺒﻲ ﻣﻮﺳﻮﻡ ﺑﻪ “ﻃﺎﻟﺒﻲ ﻛﺮﻧﺸﺎ ” ﺑﻪ ﺑﺎﺯﺍﺭ ﻣﻌﺮﻓﻲ ﮔﺮﺩﻳﺪ‪.‬‬

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‫ﺗﻐﻴﻴﺮ ﺍﺳﻢ ﺑﺪﻫﻴﺪ‪ .‬ﺑﻌﻀﻲ ﻭﻗﺖﻫﺎ ﺍﺳﻢ ﺍﺻﻠﻲ ﻳﻚ ﻣﺤﺼﻮﻝ ﺟﺬﺑﻪ ﻛﺎﻓﻲ ﺑﺮﺍﻱ ﺧﻮﺭﺩﻥ ﺁﻥ ﺭﺍ ﺑﻪ ﻭﺟﻮﺩ‬ ‫ﻧﻤﻲﺁﻭﺭﺩ‪ .‬ﻣﺼﺪﺍﻕ ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﺭﺍ ﻣﻲﺗﻮﺍﻥ ﺩﺭ ﻧﻮﻋﻲ ﺗﻮﺕﻓﺮﻧﮕﻲ ﭼﻴﻨﻲ ﻳﺎﻓﺖ ﻛﻪ ﺑﺎ ﺗﻐﻴﻴـﺮ ﺍﺳـﻢ ﺁﻥ‬ ‫ﺑﻪ ﻛﻮﻱ‪ ،‬ﻣﺮﺩﻡ ﺩﻧﻴﺎ ﻧﺎﮔﻬﺎﻥ ﻣﻴﻮﻩ ﻣﻮﺭﺩ ﻋﻼﻗﻪﺍﻱ ﺭﺍ ﻳﺎﻓﺘﻨﺪ ﻛﻪ ﺩﻭﺳﺖ ﺩﺍﺷﺘﻨﺪ ﺑﺨﻮﺭﻧﺪ‪.‬‬

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‫ﺭﺩﻩ ﻛﺎﻻ ﺭﺍ ﻣﺠﺪﺩﺍﹰ ﻣﻮﻗﻌﻴﺖﻳﺎﺑﻲ ﻛﻨﻴﺪ‪ .‬ﮔﻮﺷﺖ ﭘﻮﺭﻙ ﺳﺎﻝﻫﺎ ﺑﺎ ﻧﺎﻡ ﺧﻮﻙ ﺩﺭ ﺩﺳﺘﺮﺱ ﺑﻮﺩﻩ ﺍﺳﺖ‬ ‫ﻭ ﺍﻳﻦ ﻧﺎﻡ ﻳﺎﺩﺁﻭﺭ ﺣﻴﻮﺍﻧﺎﺕ ﻛﻮﭼﻜﻲ ﺑﻮﺩ ﻛﻪ ﺩﺭ ﮔﻞ ﻭ ﻻﻱ ﻏﻮﻃﻪ ﻣﻲﺧﻮﺭﺩﻧﺪ‪ .‬ﺍﻳـﻦ ﻧـﻮﻉ ﮔﻮﺷـﺖ ﺑـﺎ‬ ‫ﻣﻮﻗﻌﻴﺖﻳﺎﺑﻲ ﻣﺠﺪﺩ‪ ،‬ﺑﻪ ﮔﺮﻭﻩ ﮔﻮﺷﺖ ﻣﺮﻍ‪ ،‬ﻛﻪ ﻣﻮﺭﺩ ﻋﻼﻗـﻪ ﻣـﺮﺩﻡ ﺑـﻮﺩ‪ ،‬ﭘﻴﻮﺳـﺖ ﻭ ﺑـﻪ ﻋﻨـﻮﺍﻥ‬ ‫ﻣﺤﺼﻮﻝ ﺩﻳﮕﺮﻱ ﺍﺯ ﮔﺮﻭﻩ ﮔﻮﺷﺖﻫﺎﻱ ﺳﻔﻴﺪ ﺑﻪ ﺑﺎﺯﺍﺭ ﻋﺮﺿـﻪ ﺷـﺪ‪ .‬ﺍﻳـﻦ ﺍﻗـﺪﺍﻡ ﺩﺭ ﺷـﺮﺍﻳﻄﻲ ﻛـﻪ‬ ‫ﺫﻫﻨﻴﺖ ﻣﺼﺮﻑ ﻛﻨﻨﺪﻩ ﺍﺯ ﮔﻮﺷﺖ ﻗﺮﻣﺰ ﺑﻪ ﻋﻨﻮﺍﻥ ﮔﻮﺷﺘﻲ ﻣﺸﻜﻞﺳﺎﺯ ﺷﻜﻞ ﻣﻲﮔﺮﻓﺖ‪ ،‬ﺍﻗﺪﺍﻣﻲ ﺑﺠﺎ‬ ‫ﻭ ﻣﻨﺎﺳﺐ ﺑﻮﺩ‪.‬‬ ‫ﺍﮔﺮ ﺍﺭﺍﺩﻩ ﻛﻨﻴﺪ ﺭﺍﻫﻲ ﺑﺮﺍﻱ ﻣﺘﻤﺎﻳﺰ ﻛﺮﺩﻥ ﺧﻮﺩ ﺧﻮﺍﻫﻴﺪ ﻳﺎﻓﺖ‪.‬‬

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‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫ﻓﺼﻞ ‪٣‬‬

‫ﺯﻧﺪﮔﻲ ﺑﺨﺸﻴﺪﻥ ﻣﺠﺪﺩ ﺑﻪ ﭘﻴﺸﻨﻬﺎﺩ ﻓﺮﻭﺵ ﻣﻨﺤﺼﺮ ﺑﻪ ﻓﺮﺩ‬ ‫ﺍﻳﻦ ﺭﻭﺯﻫﺎ ﺧﻴﻠﻲ ﺳﺨﺖﺗﺮ ﺍﺯ ﻗﺒﻞ ﻣﻲﺗﻮﺍﻥ ﺭﻭﻱ “ﭘﻴﺸﻨﻬﺎﺩ ﻓﺮﻭﺵ ﻣﻨﺤﺼﺮ ﺑـﻪ ﻓـﺮﺩ” ﻳـﺎ ﺗﻔـﺎﻭﺕﻫـﺎﻱ ﻳـﻚ‬ ‫ﻣﺤﺼﻮﻝ ﻳﺎ ﻓﺎﻳﺪﻩ ﻫﺎﻱ ﺁﻥ ﺍﺗﻜﺎ ﻧﻤﻮﺩ‪ .‬ﺍﻏﻠﺐ ﺑﺎﺯﺍﺭﻳﺎﺏ ﻫﺎ ﺑﻪ ﻫﻤﻴﻦ ﻋﻠﺖ ﺑﻪ ﻣﻔـﺎﻫﻴﻢ ﺩﻳﮕـﺮ ﺭﻭﻱ ﺁﻭﺭﺩﻩﺍﻧـﺪ‪.‬‬ ‫ﻋﻠﺖ ﺍﻳﻦ ﺍﻣﺮ ﺭﺍ ﺑﺎﻳﺪ ﺗﺎ ﺣﺪﻭﺩﻱ ﺩﺭ ﻋﺮﺻﻪ ﺳﻴﻞﺁﺳﺎﻱ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﺟﺪﻳـﺪ ﺩﺍﻧﺴـﺖ‪ .‬ﺁﻧﻬـﺎ ﺑـﺎ ﺍﺩﻋﺎﻫـﺎﻱ‬ ‫ﻣﺘﻀﺎﺩﻱ ﻛﻪ ﻃﺮﺡ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﻭ ﺑﺎ ﻧﻘـﺎﻁ ﺗﻔـﺎﻭﺕ ﺑﺴـﻴﺎﺭ ﻛﻮﭼـﻚ ﺧـﻮﺩ‪ ،‬ﻋﻤـﻼﹰ ﺑﺎﻋـﺚ ﮔﻴﺠـﻲ ﻭ ﺳـﺮﺩﺭﮔﻤﻲ‬ ‫ﻣﺼﺮﻑﻛﻨﻨﺪﮔﺎﻥ ﺷﺪﻩﺍﻧﺪ )ﻣﺎﻧﻨﺪ‪ :‬ﺧﻤﻴﺮﺩﻧﺪﺍﻥ ﺿﺪ ﺟﺮﻡ ﮊﻻﺗﻴﻨﻲ ﺑﺎ ﻃﻌﻢ ﻧﻌﻨﺎﻱ ﺗﺎﺯﻩ(‪.‬‬ ‫ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﺭﻗﻴﺐ ﺩﺍﺭﻧﺪ ﺑﻪ ﻣﺮﻭﺭ ﺧﻴﻠﻲ ﺷﺒﻴﻪ ﻫﻢ ﻣﻲﺷﻮﻧﺪ‪ .‬ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻓﻨـﺎﻭﺭﻱ ﺑﺎﻋـﺚ ﺷـﺪﻩ ﻛـﻪ‬ ‫ﺷﺮﻛﺖﻫﺎﻱ ﺭﻗﻴﺐ ﺑﺘﻮﺍﻧﻨﺪ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﻳﻜﺪﻳﮕﺮ ﺭﺍ ﺍﻭﺭﺍﻕ ﻛﺮﺩﻩ‪ ،‬ﺁﻧﻬﺎ ﺭﺍ ﻣﻮﺭﺩ ﻣﻬﻨﺪﺳـﻲ ﻣﻌﻜـﻮﺱ ﻗـﺮﺍﺭ‬ ‫ﺩﺍﺩﻩ ﻭ ﻳﻚ ﻣﺤﺼﻮﻝ ﺭﺍ‪ ،‬ﺣﺘﻲ ﻗﺒﻞ ﺍﺯ ﺍﻳﻨﻜﻪ ﺭﻗﺒﺎ ﻓﺮﺻﺖ ﺑﺮﭘﺎ ﺳﺎﺧﺘﻦ ﻭ ﺍﺳﺘﻘﺮﺍﺭ ﻭﺟﻮﻩ ﺗﻤﺎﻳﺰ ﺧﻮﺩ ﺭﺍ ﭘﻴﺪﺍ ﻛﻨﻨﺪ‪،‬‬ ‫ﻣﻮﺭﺩ ﺗﻘﻠﻴﺪ ﻗﺮﺍﺭ ﺩﻫﻨﺪ‪.‬‬ ‫ﺁﻧﻬﺎ ﭼﮕﻮﻧﻪ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺍﻳﻦ ﻛﺎﺭ ﺭﺍ ﺍﻧﺠﺎﻡ ﺩﻫﻨﺪ؟ ﻓﻨﺎﻭﺭﻱﻫﺎﻱ ﺟﺪﻳﺪ ﻭ ﻗﺪﺭﺗﻤﻨﺪ ﻛﺎﻣﭙﻴﻮﺗﺮﻱ ﺁﻧﻬـﺎ ﺭﺍ ﻗـﺎﺩﺭ‬ ‫ﻣﻲﺳﺎﺯﺩ ﺗﺎ ﺍﻳﺪﻩﻫﺎﻱ ﺟﺪﻳﺪ ﺷﻤﺎ ﺭﺍ ﻣﻴﻠﻲﻣﺘﺮ ﺑﻪ ﻣﻴﻠﻲﻣﺘﺮ ﺍﻭﺭﺍﻕ ﻛﺮﺩﻩ ﻭ ﺁﻧﮕﺎﻩ ﺁﻥ ﺭﺍ ﻛﭙﻲ ﻛﻨﻨﺪ‪.‬‬ ‫ﺍﻳﺠﺎﺩ ﺗﻤﺎﻳﺰ ﺭﺍﻩ ﻧﺎﻣﻤﻜﻨﻲ ﻧﻴﺴﺖ‪ ،‬ﺍﻣﺎ ﻛﺎﺭ ﺳﺨﺘﻲ ﺍﺳﺖ‪ .‬ﺷﺮﻛﺖ ﮊﻳﻠـﺖ ﻫـﺮ ﭼﻨـﺪ ﺳـﺎﻝ ﻳﻜﺒـﺎﺭ ﻧـﻮﺁﻭﺭﻱ‬ ‫ﺟﺪﻳﺪﻱ ﺩﺭ ﺭﻳﺶ ﺗﺮﺍﺵ ﺑﻪ ﻋﻤﻞ ﻣﻲﺁﻭﺭﺩ‪ .‬ﺁﻧﻬﺎ ﺍﻳﻦ ﻛﺎﺭ ﺭﺍ ﺑﺎ ﻋﺮﺿﻪ ﺭﻳﺶﺗﺮﺍﺵﻫـﺎﻱ ﺩﻭ ﺗﻴﻐـﻪ )‪، (Trac II‬‬ ‫ﺭﻳﺶﺗﺮﺍﺵﻫـﺎﻱ ﺩﻭ ﺗﻴﻐـﻪ ﻗﺎﺑـﻞ ﺗﻨﻈـﻴﻢ )‪ ،(Atra‬ﺭﻳـﺶﺗـﺮﺍﺵﻫـﺎﻱ ﺿـﺮﺑﻪﮔﻴـﺮ )‪ (Sensor‬ﻭ ﺍﻛﻨـﻮﻥ ﺑـﺎ‬ ‫ﺭﻳﺶﺗﺮﺍﺵﻫﺎﻱ ﺳﻪ ﺗﻴﻐﻪ )‪ (Mach٣‬ﺍﻧﺠﺎﻡ ﺩﺍﺩﻩﺍﻧﺪ‪.‬‬ ‫)‪ (Mach٣‬ﺩﺭ ﻇﺎﻫﺮ ﻓﻘﻂ ﻳﻚ ﻓﺮﺁﻭﺭﺩﻩ ﺟﺪﻳﺪ ﺍﺳﺖ‪ .‬ﺍﻣﺎ ﺍﻳﻦ ﻓﺮﺁﻭﺭﺩﻩ ﺩﺭ ﻭﺍﻗﻊ ﻧﺸﺎﻧﮕﺮ ﻛـﺎﺭ ﺳـﺨﺖ ﻭ‬ ‫ﻃﺎﻗﺖﻓﺮﺳﺎ ﻭ ﺍﺷﺘﻴﺎﻕ ﻳﻚ ﺷﺮﻛﺖ ﺑﺮﺍﻱ ﺍﺯ ﺭﺩﻩ ﺧﺎﺭﺝ ﻛﺮﺩﻥ ﭘﺮﻓﺮﻭﺵﺗﺮﻳﻦ ﻣﺤﺼﻮﻝ ﺍﺧﻴﺮ ﺧﻮﺩ ﺁﻧﻬﺎﺳﺖ‪.‬‬ ‫ﻗﺒﻞ ﺁﺯ ﺍﻧﻜﻪ ﺣﺘﻲ ﻳﻚ ﺭﻳﺶ ﺗﺮﺍﺵ ﺍﺯ ﻧﻮﻉ )‪ (Mack٣‬ﺑﻪ ﻓﺮﻭﺵ ﺑﺮﺳـﺪ ﻣـﻲﺑﺎﻳﺴـﺖ ‪ ٧٥٠‬ﻣﻴﻠﻴـﻮﻥ ﺩﻻﺭ‬ ‫ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﻱ ﻣﻲﺷﺪ‪ .‬ﻣﺠﻤﻮﻋﻪ ﺷﺎﻣﻞ ‪ ٣٥‬ﺣﻖ ﺍﻣﺘﻴﺎﺯ ﺍﻧﺤﺼﺎﺭﻱ ﺩﺭ ﻣﻮﺭﺩ ﺍﻳﻦ ﻓـﺮﺁﻭﺭﺩﻩ ﻭﺟـﻮﺩ ﺩﺍﺭﺩ ﻛـﻪ‬ ‫ﺷﺎﻣﻞ ﺣﻖ ﺍﻧﺤﺼﺎﺭﻱ‪ “ :‬ﺗﻴﻐﻪﻫﺎﻱ ﺗﻨﻈﻴﻢ ﺷﺪﻩ ﺑﻪ ﺻﻮﺭﺕ ﻣﺘﻨﺎﻭﺏ” ﺗﻴﺰﻱ ﻭ ﺭﺍﺣﺘﻲ ﺗﻴﻐﻪﻫﺎ ﺑﻪ ﻣﻨﻈﻮﺭ ﻛـﻢﺗـﺮ “‬ ‫ﻛﺸﺎﻧﺪﻥ” ﺭﻭﻱ ﺻﻮﺭﺕ ﻭ ﻋﻤﻠﻜﺮﺩ ﺟﺪﻳﺪ “ﻣﺤﻮﺭ ﺟﻠﻮ ﺑﺮﻧﺪﻩ” ﺁﻥ ﺍﺳﺖ‪.‬‬ ‫ﺳﺆﺍﻝ ﻣﻲﻛﻨﻴﺪ ﻛﻪ ﻧﺘﻴﺠﻪ ﺍﻳﻦ ﻫﻤﻪ ﻧﻮﺁﻭﺭﻱﻫﺎ ﻭ ﺗﻼﺵﻫﺎ ﭼﻴﺴﺖ؟ ﺷﺮﻛﺖ ﮊﻳﻠﺖ ﺁﻧﭽﻨﺎﻥ ﺳـﻬﻢ ﺑـﺎﺯﺍﺭﻱ‬ ‫ﺩﺭ ﺻﻨﻌﺖ ﺭﻳﺶﺗﺮﺍﺵ ﻣﺮﻃﻮﺏ ﺑﻪ ﺩﺳﺖ ﺁﻭﺭﺩﻩ ﺍﺳﺖ ﻛﻪ ﻧﺰﺩﻳﻚ ﺍﺳﺖ ﺑﻪ ﻳـﻚ ﺿـﺪ ﺗﺮﺍﺳـﺖ ﺗﺒـﺪﻳﻞ‬ ‫ﺷﻮﺩ‪) .‬ﻳﻌﻨﻲ ﺍﻳﻦ ﺳﻬﻢ ﺑﺎﺯﺍﺭ ﺁﻥ ﻗﺪﺭ ﻋﻤﺪﻩ ﺍﺳﺖ ﻛﻪ ﺗﻘﺮﻳﺒـﺎﹰ ﺍﻧﺤﺼـﺎﺭﻱ ﺍﺳـﺖ(‪ .‬ﺗﻤـﺎﻳﺰ ﻳﻌﻨـﻲ‪ :‬ﺑﻬﺘـﺮ ﻛﻨﻴـﺪ‬ ‫)‪ .(improve‬ﺗﺮﻓﻴﻊ ﺩﻫﻴﺪ )‪ .(upgrade‬ﺍﺯ ﻧﻮ ﺑﻴﺎﻓﺮﻳﻨﻴﺪ )‪. (reinvent‬‬ ‫ﺑﺎ ﻫﻤﺎﻥ ﺷﺮﻛﺖ‪ ،‬ﻫﻤﺎﻥ ﺗﻜﻨﻴﻚ ﻭ ﺭﻭﺵ ﻭ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﻣﺘﻔﺎﻭﺕ‪.‬‬ ‫‪ Oral-B‬ﺩﺭ ﻃﻮﻝ ﺑﻴﺴﺖ ﻭ ﻫﻔﺖ ﺳﺎﻝ‪ ،‬ﭘﻴﺶ ﺍﺯ ﺁﻧﻜﻪ ﺑﻪ ﺗﻤﻠﻚ ﮊﻳﻠﺖ ﺩﺭﺁﻳﺪ‪ ،‬ﻫﻴﭻ ﻣﺴﻮﺍﻙ ﺟﺪﻳﺪﻱ ﺑـﻪ‬ ‫ﺑﺎﺯﺍﺭ ﻋﺮﺿﻪ ﻧﻜﺮﺩﻩ ﺑﻮﺩ‪ .‬ﮊﻳﻠﺖ ﻳﻚ ﺗﻴﻢ ‪ ١٥٠‬ﻧﻔﺮﻩ ﺍﺯ ﻣﺤﻘﻘﺎﻥ ﺭﺍ ﻣﺄﻣﻮﺭ ﻛﺮﺩ ﺗﺎ ﺑﻪ ﺗﺤﻘﻴﻖ ﺩﺭ ﻣﻮﺭﺩ ﺟﺪﺍ ﻛﺮﺩﻥ‬

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‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫ﺟﺮﻡ ﺩﻧﺪﺍﻥ ﺑﻪ ﺻﻮﺭﺕ ﺩﺳﺘﻲ ﺑﭙﺮﺩﺍﺯﻧﺪ‪ .‬ﻧﺘﻴﺠﻪ ﺍﻳﻦ ﺗﺤﻘﻴﻘﺎﺕ‪ ،‬ﺟﺮﻳﺎﻧﻲ ﺑﻮﺩ ﺍﺯ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﺟﺪﻳﺪ ﺷﺎﻣﻞ ﻧﺦ‬ ‫ﺩﻧﺪﺍﻧﻲ ﻛﻪ ﺑﺎ ﻧﺦ ﺍﺧﺘﺼﺎﺻﻲ ﺳﺎﺧﺘﻪ ﺷﺪﻩ ﺑﻮﺩ ﻭ ﺑﻬﺘﺮﻳﻦ ﻧﻮﻉ ﻣﺴﻮﺍﻙ ﺑﺎ ﻧﺎﻡ ﺗﺠﺎﺭﺗﻲ ‪. Advantage‬‬ ‫ﺍﮔﺮ ﺷﻤﺎ ﺩﺭ ﻓﻜﺮ ﺭﺍﻩ ﻫﺎﻱ ﺗﻤﺎﻳﺰ ﺑﺮﺍﺳﺎﺱ ﻭﻳﮋﮔﻲ ﻫﺎﻱ ﻳﻚ ﻓﺮﺁﻭﺭﺩﻩ ﻫﺴﺘﻴﺪ ﺑﻪ ﺻﻼﺡﺗﺎﻥ ﺍﺳﺖ ﻛﻪ ﻣﺪﻝ‬ ‫ﮊﻳﻠﺖ ﺭﺍ ﻣﻮﺭﺩ ﻣﻄﺎﻟﻌﻪ ﻗﺮﺍﺭ ﺩﻫﻴﺪ‪.‬‬ ‫ﺑﻬﺘﺮ ﻛﻨﻴﺪ‪ .‬ﺗﺮﻓﻴﻊ ﺩﻫﻴﺪ‪ ،‬ﻭ ﺍﺯ ﻧﻮ ﺑﻴﺎﻓﺮﻳﻨﺪ‪.‬‬ ‫ﺑﻪ ﻋﺒﺎﺭﺕ ﺩﻳﮕﺮ ﻳﺎ ﺍﺻﻼﹰ ﺩﺭ ﺍﻳﻦ ﻭﺍﺩﻱ ﺳﻴﺮ ﻧﻜﻨﻴﺪ ﻳﺎ ﺑﺎ ﺗﻤﺎﻡ ﻧﻴﺮﻭ ﺑﻪ ﺁﻥ ﻭﺍﺭﺩ ﺷﻮﻳﺪ‪.‬‬

‫ﻓﺼﻞ ‪٤‬‬

‫“ ﻛﻴﻔﻴﺖ” ﻭ “ﻣﺸﺘﺮﻱ ﻣﺪﺍﺭﻱ” ﺑﻪ ﻧﺪﺭﺕ ﺩﺭ ﺯﻣﺮﻩ ﺍﻳﺪﻩﻫﺎﻱ ﻣﺘﻤﺎﻳﺰ ﻛﻨﻨﺪﻩ ﻗﺮﺍﺭ‬ ‫ﻣﻲﮔﻴﺮﻧﺪ‬ ‫ﺍﻳﻦ ﺭﻭﺯﻫﺎ ﻛﻴﻔﻴﺖ ﻳﻚ ﺍﻣﺮ ﻣﻔﺮﻭﺽ ﻭ ﻣﺴﻠﻢ ﺍﺳﺖ ﻭ ﻣﻮﺟﺐ ﺗﻤﺎﻳﺰ ﻧﻤﻲﺷﻮﺩ‪ .‬ﺷـﻨﺎﺧﺘﻦ ﻭ ﺩﻭﺳـﺖ ﺩﺍﺷـﺘﻦ‬ ‫ﻣﺸﺘﺮﻳﺎﻥ ﻳﻚ ﻓﺮﺽ ﺍﺳﺖ ﻭ ﻣﺰﻳﺖ ﺭﻗﺎﺑﺘﻲ ﺍﻳﺠﺎﺩ ﻧﻤﻲﻛﻨﺪ‪.‬‬ ‫ﺍﻣﺮﻭﺯﻩ ﻧﺎﻡﻫﺎﻱ ﺗﺠﺎﺭﻱ ﻣﺠﺒﻮﺭﻧﺪ ﺑﺮﺍﻱ ﭘﻴﺸﺮﻓﺖ ﻛﺮﺩﻥ ﺑﻴﺸﺘﺮ ﻛﺎﺭ ﻛﻨﻨﺪ‪ .‬ﺁﻧﻬـﺎ ﺑـﻪ ﻃـﻮﺭ ﻣـﺪﺍﻭﻡ ﺑـﺮﺍﻱ‬ ‫ﺍﺭﺿﺎﻱ ﻧﻴﺎﺯﻫﺎﻱ ﻣﺼﺮﻑﻛﻨﻨﺪﮔﺎﻥ ﺳﻬﻢ ﺑﻴﺸﺘﺮﻱ ﻣﻲﭘﺮﺩﺍﺯﻧﺪ‪ .‬ﻣﺼﺮﻑﻛﻨﻨﺪﻩ ﻫﻨﻮﺯ ﺣـﺎﻛﻢ ﺍﺳـﺖ ﻭ ﺑـﻪ ﻧﻈـﺮ‬ ‫ﻧﻤﻲﺭﺳﺪ ﺍﻳﻦ ﻣﻌﺎﺩﻟﻪ ﺩﺭ ﺁﺗﻴﻪ ﻧﺰﺩﻳﻚ ﺗﻐﻴﻴﺮ ﻛﻨﺪ‪ .‬ﻣﺼﺮﻑﻛﻨﻨﺪﮔﺎﻥ ﺑﺎ ﺑﻬﺘﺮ ﺷﺪﻥ ﺍﻭﺿﺎﻉ ﺍﻗﺘﺼﺎﺩﻱ ﻧـﻪ ﺗﻨﻬـﺎ‬ ‫ﺧﻮﺍﺳﺘﻪﻫﺎﻳﺸﺎﻥ ﺭﺍ ﻛﺎﻫﺶ ﻧﺪﺍﺩﻩﺍﻧﺪ‪ ،‬ﺑﻠﻜﻪ ﻣﺘﻘﺎﺿﻲ ﺑﻴﺸﺘﺮ ﻭ ﺑﻴﺸﺘﺮ ﻧﻴﺰ ﺷﺪﻩﺍﻧﺪ‪.‬‬ ‫ﺍﮔﺮ ﻛﻴﻔﻴﺖ ﻳﻚ ﺟﻨﮓ ﺑﺎﺷﺪ ﺩﺭ ﺍﻳﻦ ﺻﻮﺭﺕ ﻳـﻮﺭﺵ ﻭ ﻫﺠـﻮﻡ ﺑـﻪ ﻣﺸـﺘﺮﻱ ﺑـﻪ ﻣﻨﺰﻟـﻪ ﻧﺒـﺮﺩ “ ﻧﻬـﺎﻳﻲ”‬ ‫)ﺁﺧﺮﺍﻟﺰﻣﺎﻥ( ‪ Armagddon‬ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪.‬‬ ‫ﺍﻣﺮﻭﺯﻩ ﻋﻤﻼﹰ ﻫﻤﻪ ﺷﺮﻛﺖﻫﺎ ﺁﻣﺎﺩﻩ ﺟﻠﺐ ﺭﺿﺎﻳﺖ ﻣﺸﺘﺮﻳﺎﻥﺷﺎﻥ ﺷﺪﻩﺍﻧﺪ ﻭ ﻭﺭﺩ ﺯﺑﺎﻥ ﺁﻧﻬﺎ ﺍﻳـﻦ ﺍﺳـﺖ‬ ‫ﻛﻪ‪ ،‬ﺍﻳﻦ ﻛﺎﺭ ﺭﺍ ﺑﻪ ﻫﺮ ﻗﻴﻤﺘﻲ ﻛﻪ ﺷﺪﻩ ﺍﻧﺠﺎﻡ ﺧﻮﺍﻫﻨﺪ ﺩﺍﺩ‪.‬‬

‫ﺭﺿﺎﻳﺖ ﺩﺭ ﻣﻘﺎﺑﻞ ﺗﻌﻬﺪ‬ ‫ﺭﺿﺎﻳﺖ ﻣﺸﺘﺮﻱ ﺑﻪ ﻣﻌﻨﻲ ﺗﻌﻬﺪ ﺍﻭ ﻧﻴﺴﺖ‪ .‬ﺗﺤﻘﻴﻖ ﺻﻮﺭﺕﮔﺮﻓﺘﻪ ﺗﻮﺳﻂ ﻣﺆﺳﺴﻪ ﺑﻴﻦﺍﻟﻤﻠﻠﻲ ﻛﻴﻔﻴـﺖ ﻧﺸـﺎﻥ‬ ‫ﻣﻲﺩﻫﺪ ﻛﻪ‪:‬‬ ‫•‬

‫ﺑﻴﺶ ﺍﺯ ‪ %٤٠‬ﺍﺯ ﻣﺸﺘﺮﻳﺎﻧﻲ ﻛﻪ ﺍﺩﻋﺎ ﻣﻲﻛﺮﺩﻧﺪ ﺍﺯ ﺗﺄﻣﻴﻦﻛﻨﻨﺪﻩ ﻗﺪﻳﻤﻲ ﺧﻮﺩ ﺭﺍﺿﻲ ﻫﺴﺘﻨﺪ‪ ،‬ﺍﻭ ﺭﺍ ﺑﺪﻭﻥ‬ ‫ﺍﻳﻨﻜﻪ ﻣﺮﺍﺟﻌﻪ ﻣﺠﺪﺩﻱ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪ ،‬ﻋﻮﺽ ﻛﺮﺩﻧﺪ )ﺍﻧﺘﺨﺎﺏﻫﺎ ﻣﺘﻌﺪﺩ‪ ،‬ﻭﻗﺖ ﻛﻢ‪(.‬‬

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‫‪ %٨٩‬ﺍﺯ ﻣﺮﺩﻣﻲ ﻛﻪ ﺻﺎﺣﺐ ﺍﺗﻮﻣﺒﻴﻞ ﺳﻮﺍﺭﻱ ﺳﺎﺧﺖ ﻳﻚ ﻛﺎﺭﺧﺎﻧﻪ ﺧـﺎﺹ ﻫﺴـﺘﻨﺪ‪ ،‬ﺍﺯ ﺍﺗﻮﻣﺒﻴـﻞ ﺧـﻮﺩ‬ ‫ﺍﻇﻬﺎﺭ ﺭﺿﺎﻳﺖ ﺧﻴﻠﻲ ﺯﻳﺎﺩﻱ ﻣﻲﻛﺮﺩﻧﺪ ﻭ ‪ %٦٧‬ﺁﻧﻬﺎ ﺍﻇﻬﺎﺭ ﺩﺍﺷﺘﻨﺪ ﻛﻪ ﻗﺼﺪ ﺩﺍﺭﻧﺪ ﺍﺗﻮﻣﺒﻴﻞ ﺩﻳﮕﺮﻱ ﺍﺯ‬ ‫ﻫﻤﺎﻥ ﻛﺎﺭﺧﺎﻧﻪ ﺧﺎﺹ ﺧﺮﻳﺪﺍﺭﻱ ﻛﻨﻨﺪ‪.‬‬

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‫ﻟﻴﻜﻦ ﻛﻢﺗﺮ ﺍﺯ ‪ %٢٠‬ﺍﺯ ﺁﻧﻬﺎ ﻋﻤﻼﹰ ﭼﻨﻴﻦ ﻛﺮﺩﻧﺪ‪.‬‬

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‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫ﺁﻳﺎﺷﻤﺎ ﻣﺸﻐﻮﻝ ﻧﺎﺯ ﻛﺸﻴﺪﻥ ﺍﺯ‪ ،‬ﻭ ﻣﻬﺮ ﻭﺭﺯﻳﺪﻥ ﺑﻪ ﺁﻥ ﻣﺸﺘﺮﻳﺎﻥ ﻧﺎﺯﻧﻴﻦ ﺧﻮﺩ ﺑﻮﺩﻩﺍﻳﺪ؟ ﺁﻧﻬﺎ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺑﻪ‬ ‫ﺷﻤﺎ ﻧﺎﺭﻭ ﺑﺰﻧﻨﺪ ﻭ ﻧﺎﺭﻭ ﻫﻢ ﻣﻲﺯﻧﻨﺪ‪.‬‬ ‫ﻣﺎﻳﻜﻞ ﭘﻮﺭﺗﺮ ﺩﺭ ﺁﺧﺮﻳﻦ ﻣﺠﻤﻮﻋﻪ ﺭﺳﺎﻻﺗﺶ ﺗﻜﻠﻴﻒ ﻛﻴﻔﻴﺖ ﻭ ﺷﻮﺭ ﻭ ﺷﻮﻕ ﺑﺮﺍﻱ ﺧﺪﻣﺖ ﺑـﻪ ﻣﺸـﺘﺮﻱ ﺭﺍ‬ ‫ﺗﻌﻴﻴﻦ ﻛﺮﺩﻩ ﺍﺳﺖ‪ .‬ﺍﻭ ﺍﻳﻦ ﻛﺎﺭ ﺭﺍ ﺍﺯ ﻃﺮﻳﻖ ﺗﻔﻜﻴﻚ ﺑﻴﻦ ﺍﺛﺮﺑﺨﺸﻲ ﻋﻤﻠﻴﺎﺗﻲ ﻭ ﻣﻮﻗﻌﻴﺖﻳـﺎﺑﻲ ﺭﺍﻫﺒـﺮﺩﻱ ﺍﻧﺠـﺎﻡ‬ ‫ﺩﺍﺩﻩ ﺍﺳﺖ‪.‬‬ ‫ﻣﻔﻬﻮﻡ ﺍﺛﺮﺑﺨﺸﻲ ﻋﻤﻠﻴﺎﺗﻲ ﺑﻪ ﻃﻮﺭ ﺳﺎﺩﻩ ﺍﻳﻦ ﺍﺳﺖ ﻛـﻪ ﺷـﻤﺎ ﻛﺎﺭﻫـﺎ ﻭ ﻋﻤﻠﻴـﺎﺗﻲ ﻛـﻪ ﺭﻗﺒﺎﻳﺘـﺎﻥ ﺍﻧﺠـﺎﻡ‬ ‫ﻣﻲﺩﻫﻨﺪ‪ ،‬ﺑﻬﺘﺮ ﺍﺯ ﺁﻧﻬﺎ ﺍﻧﺠﺎﻡ ﺩﻫﻴﺪ‪ .‬ﺍﻳﻦ ﻧﻮﻉ ﺍﺛﺮﺑﺨﺸﻲ ﻣﻲﺗﻮﺍﻧﺪ ﺩﺭ ﻛﻮﺗﺎﻩﻣﺪﺕ ﻳﻚ ﻣﻨﺒـﻊ ﻭ ﻣﻨﺸـﺎ ﻣﺰﻳـﺖ‬ ‫ﺭﻗﺎﺑﻲ ﺑﺎﺷﺪ‪ .‬ﻟﻴﻜﻦ ﺩﺭ ﺑﻠﻨﺪﻣﺪﺕ ﺑﻪ ﻫﻴﭻ ﻭﺟﻪ ﻛﺎﻓﻲ ﻧﺨﻮﺍﻫﺪ ﺑﻮﺩ‪.‬‬ ‫ﭘﻮﺭﺗﺮ ﻣﺸﺎﻫﺪﻩ ﻣﻲﻛﻨﺪ ﻛﻪ ﺷﺮﻛﺖﻫﺎ ﻫﺮ ﭼﻪ ﺑﻴﺸﺘﺮ ﺧﻮﺩ ﺭﺍ ﺑﺎ ﻫﻢ ﻣﻘﺎﻳﺴﻪ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﺑﻴﺸﺘﺮ ﺷﺒﻴﻪ ﺑﻪ ﻫﻢ‬ ‫ﻣﻲﺷﻮﻧﺪ‪ .‬ﺑﻪ ﺟﺎﻱ ﺍﻳﻦ ﻛﺎﺭ ﺍﻭ ﺗﻮﺻﻴﻪ ﻣﻲﻛﻨﺪ ﻛﻪ ﺷﺮﻛﺖﻫﺎ ﻣﻮﻗﻌﻴﺖ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﮔﻮﻧﻪﺍﻱ ﺍﻧﺘﺨﺎﺏ ﻛﻨﻨـﺪ ﺗـﺎ ﺍﺯ‬ ‫ﺭﻗﺒﺎﻳﺸﺎﻥ ﻣﺘﻔﺎﻭﺕ ﺑﺎﺷﻨﺪ‪ .‬ﺍﻳﻦ ﻛﺎﺭ ﺑﻪ ﻣﻌﻨﻲ ﭘﻴﺪﺍ ﻛﺮﺩﻥ ﻳﻚ ﻧﻘﻄﻪ ﻣﺘﻤﺎﻳﺰ ﻣﻨﺤﺼﺮ ﺑـﻪ ﻓـﺮﺩ ﻭ ﻫﺪﻓﻤﻨـﺪ ﺩﺭ‬ ‫ﺻﻨﻌﺖ ﺁﻧﻬﺎﺳﺖ‪ .‬ﺍﺯ ﺩﻳﺪ ﭘﻮﺭﺗﺮ ﺍﺛﺮﺑﺨﺸﻲ ﻋﻤﻠﻴﺎﺗﻲ ﺑﻪ ﺍﻳﻦ ﻣﻌﻨﻲ ﺍﺳﺖ ﻛﻪ ﺷﻤﺎ ﺩﺭ ﻳﻚ ﻣﺴﺎﺑﻘﻪ ﺩﻭ ﺳﺮﻳﻊﺗـﺮ‬ ‫ﺍﺯ ﺩﻳﮕﺮﺍﻥ ﻣﻲﺩﻭﻳﺪ‪ .‬ﺍﻣﺎ ﺭﺍﻫﺒﺮﺩ ﺩﺍﺷﺘﻦ ﺑﻪ ﻣﻌﻨﻲ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺷﻤﺎ ﺍﻧﺘﺨﺎﺏ ﻣﻲﻛﻨﻴﺪ ﺗﺎ ﺩﺭ ﻛﺪﺍﻡ ﻣﺴﺎﺑﻘﻪ ﺩﻭ‬ ‫ﺷﺮﻛﺖ ﻛﻨﻴﺪ‪ ،‬ﻭ ﺁﻥ ﻣﺴﺎﺑﻘﻪﺍﻱ ﺧﻮﺍﻫﺪ ﺑﻮﺩ ﻛﻪ ﺷﻤﺎ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﺧﻮﺑﻲ ﺗﻨﻈـﻴﻢ ﻛـﺮﺩﻩﺍﻳـﺪ ﺗـﺎ ﺩﺭ ﺁﻥ ﺑﺮﻧـﺪﻩ‬ ‫ﺷﻮﻳﺪ‪ .‬ﭘﺮﻓﺴﻮﺭ ﭘﻮﺭﺗﺮ ﺭﺍﻩ ﺩﺭﺳﺖ ﺭﺍ ﺗﺸﺨﻴﺺ ﺩﺍﺩﻩ ﺍﺳﺖ‪.‬‬ ‫ﺍﮔﺮ ﭼﻪ ﺷﻤﺎ ﻣﻲﺗﻮﺍﻧﻴﺪ ﺍﺯ ﺧﺪﻣﺖ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻚ ﺭﺍﻫﺒﺮﺩ ﻣﺘﻤﺎﻳﺰ ﺍﺳﺘﻔﺎﺩﻩ ﻛﻨﻴﺪ‪ ،‬ﻟﻴﻜﻦ ﺍﻳﻦ ﺭﺍﻫﺒـﺮﺩ ﺗـﺎ ﺑـﻪ‬ ‫ﺁﻧﺠﺎ ﺍﺛﺮﺑﺨﺶ ﺍﺳﺖ ﻛﻪ ﺭﻗﺒﺎﻱ ﺷﻤﺎ ﺁﻥ ﻗﺪﺭ ﺍﺣﻤﻖ ﺑﺎﺷﻨﺪ ﻛﻪ ﺑﮕﺬﺍﺭﻧﺪ ﺍﻳﻦ ﻛﺎﺭ ﺭﺍ ﺑﻜﻨﻴﺪ‪.‬‬

‫ﻓﺼﻞ ‪٥‬‬

‫“ﺧﻼﻗﻴﺖ” ﻳﻚ ﺍﻳﺪﻩ ﻣﺘﻤﺎﻳﺰ ﻛﻨﻨﺪﻩ ﻧﻴﺴﺖ‬ ‫ﺍﺑﻬﺎﻡ ﺟﺎﻧﺸﻴﻦ ﺍﻏﺮﺍﻕ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﺗﻌﺪﺍﺩ ﺯﻳﺎﺩﻱ ﺍﺯ ﺗﺒﻠﻴﻐـﺎﺕ ﺍﻣـﺮﻭﺯﻱ ﺁﻥﻗـﺪﺭ ﺍﺑﺘﻜـﺎﺭﻱ ﻭ ﺳـﺮﮔﺮﻡ ﻛﻨﻨـﺪﻩ‬ ‫ﺷﺪﻩﺍﻧﺪ ﻛﻪ ﺑﻌﻀﻲ ﻭﻗﺖﻫﺎ ﺳﺨﺖ ﺍﺳﺖ ﺑﮕﻮﻳﻴﻢ ﻛﻪ ﺣﺘﻲ ﻛﺪﺍﻣﻴﻦ ﺷﺮﻛﺖﻫﺎ ﺩﺍﺭﻧﺪ ﺗﺒﻠﻴﻐﺎﺕ ﻣـﻲﻛﻨﻨـﺪ‪ .‬ﺁﻥ‬ ‫ﭼﻴﺰﻱ ﻛﻪ ﺻﻨﻌﺖ ﺗﺒﻠﻴﻐﺎﺕ ﺭﺍ ﺑﺎ ﻣﺎﻧﻊ ﻣﻮﺍﺟﻪ ﻣﻲﻛﻨﺪ‪ ،‬ﺑﺎﻭﺭ ﺧﻴﻠﻲﻫﺎ ﺩﺭ ﺍﻳﻦ ﻣﻮﺭﺩ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺩﻧﻴﺎﻳﻲ ﻛﻪ ﭘﺮ ﺍﺯ‬ ‫ﺑﺪﮔﻤﺎﻧﻲ ﻭ ﺍﺭﺗﺒﺎﻃﺎﺕ ﺑﻴﺶ ﺍﺯ ﺣﺪ ﺷﺪﻩ ﺍﺳﺖ‪ ،‬ﺗﺒﻠﻴﻐﺎﺕ ﺩﺍﺭﺩ ﺍﺛﺮﺑﺨﺸﻲ ﺧﻮﺩ ﺭﺍ ﺍﺯ ﺩﺳﺖ ﻣﻲﺩﻫﺪ‪.‬‬

‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

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‫ﺗﻤﺎﻳﺰ ﺧﻼﻕ‬ ‫ﺍﻳﺪﻩ “ ﻛﻮﭼﻚ ﻓﻜﺮ ﻛﺮﺩﻥ” ﺑﺮﺍﻱ ﻣﺪﻝ ‪ Beetle‬ﺍﺗﻮﻣﺒﻴﻞﻫﺎﻱ ﻓﻮﻟﻜﺲ ﻭﺍﮔﻦ ﺍﻳﺪﻩ ﻣﻌﺮﻛـﻪﺍﻱ ﺑـﻮﺩ ﻛـﻪ ﺑﺎﻋـﺚ‬ ‫ﺗﻤﺎﻳﺰ ﺁﻥ ﺍﺯ ﻣﺎﺷﻴﻦﻫﺎﻱ ﺑﺰﺭﮒﺗﺮ ﻣﻲﺷﺪ ﻛﻪ ﺩﻳﺘﺮﻭﻳﺖ ﻋﺮﺿﻪ ﻣﻲﻛـﺮﺩ‪ .‬ﺁﮔﻬـﻲ »ﭼـﻮﻥ ﻣـﺎ ﻣﻘـﺎﻡ ﺩﻭﻡ ﺩﺭ‬ ‫ﺻﻨﻌﺖ ﺍﺗﻮﻣﺒﻴﻞ ﻛﺮﺍﻳﻪﺍﻱ ﺭﺍ ﺩﺍﺭﻳﻢ ﺑﻴﺸﺘﺮ ﺗﻼﺵ ﻣﻲﻛﻨﻴﻢ‪ «.‬ﺷﻌﺎﺭﻱ ﺻﺎﺩﻗﺎﻧﻪ ﻭ ﺭﺍﻩ ﺧﻴﻠﻲ ﺧﻮﺑﻲ ﺑـﺮﺍﻱ ﻣﺘﻤـﺎﻳﺰ‬ ‫ﻛﺮﺩﻥ ﺍﻳﻮﻳﺲ ﺍﺯ ﻫﺮﺗﺰ ﻭ ﺩﻳﮕﺮ ﺭﻗﺒﺎﻱ ﺍﻭ ﺩﺭ ﺻﻨﻌﺖ ﺍﺗﻮﻣﺒﻴﻞ ﻛﺮﺍﻳﻪﺍﻱ ﺑﻮﺩ ﻛﻪ ﺗﻼﺵ ﺩﺍﺷﺘﻨﺪ ﺍﻳﻮﻳﺲ ﺭﺍ ﺭﻫﺒﺮ‬ ‫ﺍﻳﻦ ﺻﻨﻌﺖ ﻗﻠﻤﺪﺍﺩ ﻛﻨﻨﺪ‪.‬‬ ‫ﺁﮔﻬﻲِ » ﻟﺰﻭﻣﻲ ﻧﺪﺍﺭﺩ ﻳﻚ ﻳﻬﻮﺩﻱ ﺑﺎﺷﻲ ﺗﺎ ﺍﺯ ﻧـﺎﻥ ﭼـﺎﻭﺩﺍﺭﻱ ﻟـﺬﺕ ﺑﺒـﺮﻱ« ﺭﺍﻩ ﻣﺴـﺘﻘﻴﻤﻲ ﺑـﻮﺩ ﺑـﺮﺍﻱ‬ ‫ﻣﻮﻗﻌﻴﺖﻳﺎﺑﻲ ﻣﺠﺪﺩ ﻧﺎﻥ ﭼﺎﻭﺩﺍﺭ ﺑﺮﺍﻱ ﻫﻤﻪ ﻣﺮﺩﻡ )ﺍﺻﻠﻴﺖ ﻳﻬﻮﺩﻱ ﺁﻥ ﻧﻮﻉ ﻧـﺎﻥ ﻣﻮﺟـﺐ ﺗﻔـﺎﻭﺕ ﺁﻥ ﺷـﺪﻩ‬ ‫ﺑﻮﺩ‪ .‬ﺍﻳﻦ ﺁﮔﻬﻲ ﺑﺎﻳﺪ ﺍﻳﻦ ﺗﻔﺎﻭﺕ ﺭﺍ ﺑﺮﺍﻱ ﻏﻴﺮﻳﻬﻮﺩﻱﻫﺎ ﺟﺬﺍﺏﺗﺮ ﻣﻲﻛﺮﺩ‪(.‬‬ ‫ﺁﺭﻱ ﺗﺒﻠﻴﻐﺎﺕ ﺩﺭ ﺯﻣﺎﻧﻪ ﻣﺎ ﺑﻪ ﺟﺬﺍﺑﻴﺖ ﺳﺎﺑﻖ ﻧﻴﺴﺘﻨﺪ‪ .‬ﺁﺭﻱ ﺩﺭ ﺯﻣﺎﻧﻪ ﻣـﺎ ﻓـﺮﺁﻭﺭﺩﻩ ﻫـﺎﻱ ﻣﺘﻌـﺪﺩﻱ ﺩﺭ‬ ‫ﺟﺴﺘﺠﻮﻱ ﻣﺼﺮﻑﻛﻨﻨﺪﮔﺎﻥ ﻭﺍﺣﺪ ﻫﺴﺘﻨﺪ‪.‬‬ ‫ﺍﻳﻦ ﺭﻭﺯﻫﺎ ﺻﺤﺒﺖ ﺯﻳﺎﺩﻱ ﺩﺭ ﻣﻮﺭﺩ ﺍﺳـﺘﻔﺎﺩﻩ ﺍﺯ ﺍﺣﺴـﺎﺱ ﻭ ﻋﺎﻃﻔـﻪ ﺑـﺮﺍﻱ ﺍﻳﺠـﺎﺩ ﺗﻔـﺎﻭﺕ ﻣـﻲﺷـﻮﺩ‪.‬‬ ‫ﺑﺮﻧﺎﻣﻪ ﻫﺎﻱ ﺗﺒﻠﻴﻐﺎﺗﻲ ﻳﻜﻲ ﭘﺲ ﺍﺯ ﺩﻳﮕﺮﻱ ﭘﺮ ﺍﺳﺖ ﺍﺯ ﺻﺤﻨﻪﻫـﺎﻱ ﻋـﺎﻃﻔﻲ ﻛـﻪ ﺩﺭ ﺁﻧﻬـﺎ ﻣـﺮﺩﻡ ﻳﻜـﺪﻳﮕﺮ ﺭﺍ‬ ‫ﻣﻲﺑﻮﺳﻨﺪ‪ ،‬ﻳﺎ ﻣﺮﺩﻡ ﺑﭽﻪﻫﺎ ﺭﺍ ﻣﻲﺑﻮﺳﻨﺪ ﻳﺎ ﺍﻧﺴﺎﻥﻫﺎ ﺍﻧﺴﺎﻥ ﻫﺴﺘﻨﺪ‪ .‬ﺩﺭ ﺍﻳـﻦ ﺻـﺤﻨﻪﻫـﺎﻱ ﺟﺎﻟـﺐ ﻭ ﮔﻴـﺮﺍﻱ‬ ‫ﺯﻧﺪﮔﻲ “ ﻓﺮﺁﻭﺭﺩﻩ” ﻧﻘﺶ ﻛﻮﭼﻜﻲ ﺑﻪ ﻋﻬﺪﻩ ﺩﺍﺭﺩ‪ .‬ﺑﺮﺍﻱ ﺭﺳﻴﺪﻥ ﺑﻪ ﻋﻤﻖ ﺍﻳﻦ ﺑﮕﻮﻣﮕـﻮ ﻭ ﺟـﺪﻝ‪ ،‬ﺑـﻪ ﺩﻧﻴـﺎﻱ‬ ‫ﺭﻭﺍﻧﺸﻨﺎﺳﻲ ﻗﺪﻡ ﻣﻲﮔﺬﺍﺭﻳﻢ ﺗﺎ ﺑﺒﻴﻨﻴﻢ ﺍﺣﺴﺎﺱ ﻭ ﺍﺳﺘﺪﻻﻝ ﭼﻪ ﻧﻘﺸﻲ ﺩﺭ ﺗﻮﺍﻧﺎﻳﻲ ﻣﺎ ﺩﺭﺍﻧﺘﺨﺎﺏ ﻛﺮﺩﻥ ﺩﺍﺭﻧﺪ‪.‬‬ ‫ﺩﺭ ﺟﻮﺍﺏ ﺍﻳﻦ ﺳﺆﺍﻝ ﻛﻪ ﭼﺮﺍ ﺑﻴﻦ ﻫﻤﻪ ﻣﺨﻠﻮﻗﺎﺕ‪ ،‬ﺍﻧﺴﺎﻥ ﺍﺣﺴﺎﺳﻲﺗﺮﻳﻦ ﺍﺳﺖ ﻣﻘﺪﺍﺭﻱ ﺍﺧﺘﻼﻑ ﻧﻈـﺮ ﻭﺟـﻮﺩ‬ ‫ﺩﺍﺭﺩ‪ .‬ﺩﻭ ﻧﻔﺮ ﺍﺯ ﺩﺍﻧﺸﻤﻨﺪﺍﻥ ﺑﻪ ﻧﺎﻡﻫﺎﻱ ﺭﻳﭽﺎﺭﺩ ﻭ ﺑﺮﻧﻴﺲ ﻻﺯﺍﺭﻭﺱ ﻣﻌﺘﻘﺪﻧﺪ ﻛﻪ ﺍﺣﺴﺎﺱ ﻭ ﻫـﻮﺵ ﻫﻤـﺮﺍﻩ‬ ‫ﻫﻢ ﻫﺴﺘﻨﺪ‪ .‬ﻧﻜﺘﻪ ﺩﻳﮕﺮ ﺍﻳﻦ ﻛﻪ ﺍﺣﺴﺎﺱ ﻫﻤﻴﺸﻪ ﺑﻪ ﻣﻘـﺪﺍﺭ ﺯﻳـﺎﺩﻱ ﻭﺍﺑﺴـﺘﻪ ﺑـﻪ ﺍﺳـﺘﺪﻻﻝ ﺍﺳـﺖ‪ ،‬ﻧﺘﻴﺠـﻪ‬ ‫ﻛﺎﺭﺑﺮﺩﻱ ﺍﻳﻦ ﺑﺤﺚ ﺍﻳﻦﮔﻮﻧﻪ ﺧﻮﺍﻫﺪ ﺑﻮﺩ ﻛﻪ ﺍﮔﺮ ﻳﻚ ﺗﺒﻠﻴﻐﺎﺕ ﺑﺎﻋﺚ ﺑﺮﺍﻧﮕﻴﺨﺘﻦ ﺍﺣﺴﺎﺳﺎﺕ ﺷﺪﻩ ﻭﻟﻲ ﺩﻟﻴﻠﻲ‬ ‫ﺑﺮﺍﻱ ﺧﺮﻳﺪﺍﺭ ﺍﻳﺠﺎﺩ ﻧﻜﻨﺪ‪ ،‬ﺩﺭ ﺍﻳﻦ ﺻﻮﺭﺕ ﻫﻤﻪ ﺁﻥ ﺍﺣﺴﺎﺱ ﺑﻪ ﻭﺟﻮﺩ ﺁﻣﺪﻩ ﺑﻪ ﺑﻬﺎﻱ ﻫﺪﺭ ﺭﻓﺘﻦ ﭘﻮﻝ ﺍﺳـﺖ‪.‬‬ ‫ﺯﻳﺮﺍ ﺍﺭﺯﻳﺎﺑﻲ ﺻﻮﺭﺕ ﻧﮕﺮﻓﺘﻪ ﺍﺳﺖ‪.‬‬ ‫ﻭﻇﻴﻔﻪ ﺗﺒﻠﻴﻐﺎﺕ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﻣﻮﺭﺩ ﻓﻮﺍﻳﺪ ﻭ ﺗﻔﺎﻭﺕ ﻫﺎﻱ ﻳﻚ ﻧﺎﻡ ﺗﺠﺎﺭﻱ ﺍﻃﻼﻉ ﺭﺳﺎﻧﻲ ﻛﻨﺪ‪ .‬ﺑﺎﺯﺍﺭﻳﺎﺑﻲ‬ ‫ﻳﻚ ﺭﺷﺘﻪ ﭘﮋﻭﻫﺸﻲ ﻭ ﻋﻠﻤﻲ ﺍﺳﺖ ﻛﻪ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﺷﻤﺎ ﺭﺍ ﻧﺴﺒﺖ ﺑﻪ ﺭﻗﺒﺎﻳﺘﺎﻥ ﻣﻮﻗﻌﻴﺖﻳﺎﺑﻲ ﻣﻲﻛﻨﺪ‪.‬‬ ‫ﻇﺮﻓﻴﺖ ﻫﺎﻱ ﻓﻜﺮﻱ ﻣﺤﺪﻭﺩ ﻫﺴﺘﻨﺪ ﻭ ﻫﻤﻴﻦﻃﻮﺭ ﻣﻴﺰﺍﻥ ﺍﻃﻼﻋﺎﺗﻲ ﻛﻪ ﺍﻧﺴﺎﻥ ﻗـﺎﺩﺭ ﺑـﻪ ﺍﺧـﺬ ﻭ ﺫﺧﻴـﺮﻩ‬ ‫ﺳﺎﺯﻱ ﺍﺳﺖ‪ .‬ﻳﻚ ﺭﺍﻩ ﺑﺮﺍﻱ ﻓﺎﺋﻖ ﺁﻣﺪﻥ ﺑﺮﺍﻳﻦ ﻧﺎﻛﺎﻓﻲ ﺑﻮﺩﻥ ﻃﺒﻴﻌﻲ ﻇﺮﻓﻴﺖﻫﺎﻱ ﻓﻜﺮﻱ ﺩﺭ ﻣـﻮﺭﺩ ﭘـﺬﻳﺮﺵ‬ ‫ﺍﻃﻼﻋﺎﺕ ﺟﺪﻳﺪ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﻫﻨﮕﺎﻡ ﺍﺭﺍﺋﻪ ﭘﻴﺎﻡ ﺗﻼﺵ ﺷﻮﺩ ﺗﺎ ﺁﻥ ﻣﻬﻢ ﺟﻠﻮﻩ ﻛﻨﺪ‪.‬‬ ‫ﺧﻴﻠﻲ ﺍﺯ ﺗﺒﻠﻴﻐﺎﺗﻲ ﻛﻪ ﺷﺎﻫﺪ ﺁﻥ ﻫﺴﺘﻴﻢ ﺳﻌﻲ ﺩﺭ ﺳﺮﮔﺮﻡ ﺳـﺎﺧﺘﻦ ﻳـﺎ ﺭﻧﺪﺍﻧـﻪ ﺑـﻮﺩﻥ ﺩﺍﺭﻧـﺪ‪ .‬ﺁﻧﻬـﺎ ﺩﺭ‬ ‫ﺭﺳﻴﺪﻥ ﺑﻪ ﺍﻫﺪﺍﻑ ﻓﻮﻕ ﻋﺎﻣﻞ ﺧﺒﺮﻱ ﺭﺍ ﻏﺎﻟﺒﺎﹰ ﻧﺎﺩﻳﺪﻩ ﻣﻲﮔﻴﺮﻧﺪ‪ .‬ﻋﻨﺎﻭﻳﻨﻲ ﻛﻪ ﻣﺤﺘﻮﻱ ﺍﺧﺒﺎﺭ ﺑﺎﺷﻨﺪ ﺧﻮﺍﻧﻨﺪﮔﺎﻥ‬ ‫ﺑﻴﺸﺘﺮﻱ ﺍﺯ ﺳﺎﻳﺮ ﻋﻨﺎﻭﻳﻦ ﺟﻠﺐ ﻣﻲﻛﻨﻨﺪ‪ .‬ﻣﺘﺄﺳﻔﺎﻧﻪ ﻏﺎﻟﺐ ﻣﺮﺩﻡ ﺧﻼﻕ ﺍﻳﻦ ﻧﻮﻉ ﻃـﺮﺯ ﻓﻜـﺮ ﺭﺍ ﺍﺯ ﻣـﺪ ﺍﻓﺘـﺎﺩﻩ‬

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‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫ﺗﻠﻘﻲ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺍﮔﺮ ﻣﺮﺩﻡ ﻓﻜﺮ ﻛﻨﻨﺪ ﻛﻪ ﺷﻤﺎ ﻣﻲﺧﻮﺍﻫﻴﺪ ﭘﻴﺎﻡ ﻣﻬﻤﻲ ﺭﺍ ﺑﻪ ﺁﻧﻬﺎ ﻣﻨﺘﻘﻞ ﻛﻨﻴـﺪ ﻣﻌﻤـﻮﻻﹰ ﭼﺸـﻢ ﻭ‬ ‫ﮔﻮﺵﺷﺎﻥ ﺭﺍ ﺗﺎ ﺯﻣﺎﻧﻲ ﻛﻪ ﻻﺯﻡ ﺑﺪﺍﻧﻨﺪ ﺑﺮﺍﻱ ﺟﺬﺏ ﭘﻴﺎﻡ ﺷﻤﺎ ﺑﺎﺯ ﻣﻲﮔﺬﺍﺭﻧﺪ‪.‬‬ ‫ﺭﻣﺰ ﻣﻮﻓﻘﻴﺖ ﺍﻳﻦ ﻛﺎﺭ ﺩﺭﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺍﻃﻼﻋﺎﺕ ﺭﺍ ﻓﺪﺍﻱ ﺁﻥ ﭼﻴﺰﻱ ﻛﻪ ﻋﺪﻩﺍﻱ ﺧﻼﻗﻴﺖ ﻣﻲﻧﺎﻣﻨﺪ ﺑﻜﻨﻴﻢ‪.‬‬

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‫“ ﻗﻴﻤﺖ” ﺑﻪ ﻧﺪﺭﺕ ﻣﻲﺗﻮﺍﻧﺪ ﻳﻚ ﺍﻳﺪﻩ ﻣﺘﻤﺎﻳﺰﻛﻨﻨﺪﻩ ﺑﺎﺷﺪ‬ ‫ﻗﻤﻴﺖ ﻏﺎﻟﺒﺎ" ﺩﺷﻤﻦ ﺗﻤﺎﻳﺰ ﺍﺳﺖ‬ ‫ﻣﺘﻔﺎﻭﺕ ﺑﻮﺩﻥ‪ ،‬ﺑﻨﺎ ﺑﻪ ﺗﻌﺮﻳﻒ ﺑﺎﻳﺪ ﻭﺍﺟﺪ ﺍﺭﺯﺷﻲ ﺑﺎﺷﺪ‪ .‬ﻣﺘﻔﺎﻭﺕ ﺑﻮﺩﻥ ﻳﻌﻨﻲ ﺩﺍﺷﺘﻦ ﺩﻟﻴـﻞ ﻭ ﺗـﻮﺟﻴﻬﻲ ﺩﺭ‬ ‫ﺣﻤﺎﻳﺖ ﺍﺯ ﭘﺮﺩﺍﺧﺖ ﻣﺒﺎﻟﻎ ﺑﻴﺸﺘﺮ )ﻳﺎ ﺣﺪﺍﻗﻞ ﺩﺭ ﻫﻤﺎﻥ ﺣﺪ( ﺑﺮﺍﻱ ﻳﻚ ﻓﺮﺁﻭﺭﺩﻩ ﻳﺎ ﺧﺪﻣﺖ‪.‬‬ ‫ﻭﻗﺘﻲ ﻗﻴﻤﺖ ﺩﺭ ﻗﻠﺐ ﻳﻚ ﭘﻴﺎﻡ ﻳﺎ ﻓﻌﺎﻟﻴﺖ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ ﻳﻚ ﺷﺮﻛﺖ ﻗﺮﺍﺭ ﺑﮕﻴﺮﺩ ﺍﻳﻦ ﻛـﺎﺭ ﺑـﻪ ﻣﻨﺰﻟـﻪ ﺁﻏـﺎﺯ‬ ‫ﺗﻀﻌﻴﻒ ﺷﺎﻧﺲ ﻣﻨﺤﺼﺮ ﺑﻪ ﻓﺮﺩِ ﺑﻪ ﻧﻈﺮ ﺭﺳﻴﺪﻥ ﻓﺮﺁﻭﺭﺩﻩ ﺁﻥ ﺷﺮﻛﺖ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪ .‬ﺑـﺎ ﺍﻳـﻦ ﻛﺎﺭﺗـﺎﻥ ﻋﻤـﻼﹰ‬ ‫ﻗﻴﻤﺖ ﺭﺍ ﺑﻪ ﻋﻨﻮﺍﻥ ﺩﻟﻴﻞ ﺍﺻﻠﻲ ﺍﻧﺘﺨﺎﺏ ﻓﺮﺁﻭﺭﺩﻩ ﺧﻮﺩ ﻧﺴﺒﺖ ﺑﻪ ﺭﻗﺒﺎﻳﺘﺎﻥ ﻣﻌﺮﻓﻲ ﻣﻲﻛﻨﻴﺪ‪ .‬ﺍﻳﻦ ﻧـﻮﻉ ﻋﻤـﻞ‬ ‫ﻣﻌﻘﻮﻝ ﺑﻪ ﻧﻈﺮ ﻧﻤﻲﺭﺳﺪ‪ .‬ﺷﺮﻛﺖﻫﺎﻱ ﻣﻌﺪﻭﺩﻱ ﺍﺯ ﺍﺟﺮﺍﻱ ﺍﻳﻦ ﺭﻭﻳﻜﺮﺩ ﺷﺎﺩﻣﺎﻥ ﺷﺪﻩﺍﻧﺪ ﻭ ﺁﻥ ﺑﻪ ﺍﻳﻦ ﺩﻟﻴـﻞ‬ ‫ﺍﺳﺖ ﻛﻪ ﻫﻤﻪ ﺭﻗﺒﺎ ﺑﻪ ﻣﺪﺍﺩ ﺩﺳﺘﺮﺳﻲ ﺩﺍﺭﻧﺪ ﻭ ﺑﻪ ﺭﺍﺣﺘﻲ ﻣﻲﺗﻮﺍﻧﻨﺪ ﻫﺮ ﺯﻣﺎﻧﻲ ﻛﻪ ﺑﺨﻮﺍﻫﻨﺪ ﻗﻴﻤﺖﻫﺎﻱ ﺧﻮﺩ‬ ‫ﺭﺍ ﺑﻜﺎﻫﻨﺪ‪ .‬ﺑﺪﻳﻦ ﺗﺮﺗﻴﺐ ﻣﺰﻳﺖ ﺷﻤﺎ ﺍﺯ ﺑﻴﻦ ﺧﻮﺍﻫﺪ ﺭﻓﺖ‪ .‬ﻛﺎﺳﺘﻦ ﺍﺯ ﻗﻴﻤﺖﻫﺎ‪ ،‬ﺍﮔﺮ ﺭﻗﺒﺎﻱ ﺷﻤﺎ ﻧﻴـﺰ ﺑﺘﻮﺍﻧﻨـﺪ‬ ‫ﻗﻴﻤﺖ ﻫﺎﻱ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﻫﻤﺎﻥ ﺣﺪ ﺷﻤﺎ ﺑﻜﺎﻫﻨﺪ‪ ،‬ﻣﻌﻤﻮﻻﹰ ﺑﻲ ﻋﻘﻠﻲ ﺍﺳﺖ‪ .‬ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺭﺍﻫﺒﺮﺩ ﻗﻴﻤﺖ ﺑﻪ ﻋﻨـﻮﺍﻥ‬ ‫ﻳﻚ ﻣﺘﻤﺎﻳﺰﻛﻨﻨﺪﻩ ﺳﺨﺖ ﺍﺳﺖ‪.‬‬ ‫ﺷﻤﺎ ﻣﻲﺗﻮﺍﻧﻴﺪ ﺑﺎ ﻣﺰﻳﺖ ﻗﻴﻤﺘﻲ ﺁﻏﺎﺯ ﻛﻨﻴﺪ‪ ،‬ﻟﻴﻜﻦ ﺑﺪﻭﻥ ﺑﺮﺧﻮﺭﺩﺍﺭﻱ ﺍﺯ ﻳﻚ ﻣﺰﻳﺖ ﺳﺎﺧﺘﺎﺭﻱ ﻧﻤﻲﺗﻮﺍﻧﻴـﺪ‬ ‫ﺭﻭﻱ ﺁﻥ ﺑﺎﻳﺴﺘﻴﺪ‪ .‬ﺷﻤﺎ ﺑﺎﻳﺪ ﺑﻪ ﺳﻤﺖ ﺯﻧﺠﻴﺮﻩ ﺑـﺎﻻﺗﺮ ﺣﺮﻛـﺖ ﻛﻨﻴـﺪ‪ .‬ﺍﮔـﺮ ﭼـﻪ ﻣـﺪﻳﺮﺍﻥ ﺑـﻪ ﻃـﻮﺭ ﺳـﻨﺘﻲ‬ ‫ﻓﺮﻭﺷﻨﺪﮔﺎﻥ ﺧﻮﺩ ﺭﺍ ﺍﺯ ﻛﺎﺳﺘﻦ ﻗﻴﻤﺖﻫﺎ ﺑﺎﺯ ﻣﻲﺩﺍﺭﻧﺪ‪ ،‬ﻟﻴﻜﻦ ﺗﺮﻭﻳﺞ ﻗﻴﻤﺖ ﺩﺭ ﻣﻘﻴﺎﺱ ﻭﺳﻴﻊ ﺍﺗﻔﺎﻕ ﻣﻲﺍﻓﺘﺪ‪.‬‬ ‫ﺍﻳﻦ ﺭﻭﺯﻫﺎ ﻣﺪﻳﺮﺍﻥ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ ﺧﻮﺩ ﺍﺯ ﻗﻴﻤﺖﻫﺎ ﻣﻲﻛﺎﻫﻨﺪ ﻭ ﺑﻪ ﺁﻥ ﺍﻓﺘﺨﺎﺭ ﻫﻢ ﻣﻲﻛﻨﻨﺪ‪ .‬ﻣﻌﻬﺬﺍ‪ ،‬ﺗﺮﻭﻳﺞ ﻗﻴﻤـﺖ‬ ‫ﺑﺎﻳﺪ ﻋﻤﻮﻣﺎﹰ ﺑﺎ ﺗﺤﻤﻞ ﺯﻳﺎﻥ ﺻﻮﺭﺕ ﮔﻴﺮﺩ ﺯﻳﺮﺍ ﺩﺭ ﻏﻴﺮ ﺍﻳﻦ ﺻﻮﺭﺕ ﺷﺎﻫﺪ ﺗﺮﻭﻳﺞ ﻗﻴﻤﺖﻫﺎﻱ ﺑﻴﺸﺘﺮﻱ ﺑـﻮﺩﻳﻢ‪.‬‬ ‫ﻭ ﻫﺮﭼﻪ ﻛﻪ ﺗﻐﻴﻴﺮ ﻗﻴﻤﺖ ﻧﺎﺷﻲ ﺍﺯ ﺗﺮﻭﻳﺞ ﺑﺰﺭﮒﺗﺮ ﺑﺎﺷﺪ ﺯﻳﺎﻥ ﻫﻢ ﺑﻴﺸﺘﺮ ﺍﺳﺖ‪.‬‬

‫ﺟﺬﺍﺑﻴﺖﻫﺎﻱ ﺗﺮﻭﻳﺞ ﻗﻴﻤﺖ‬ ‫ﺗﺮﻭﻳﺞ ﻗﻴﻤﺖ ﻣﻮﻗﺘﻲ ﺑﺪﻭﻥ ﺗﺮﺩﻳﺪ‪ ،‬ﺭﻩﺁﻭﺭﺩﻩﻫﺎﻳﻲ ﺑﻪ ﺑﺎﺭ ﺧﻮﺍﻫﺪ ﺁﻭﺭﺩ‪ .‬ﻣﺤﺒﻮﺏﺗﺮﻳﻦ ﺭﻫﺎﻭﺭﺩﻫﺎﻱ ﻧﺎﺷـﻲ ﺍﺯ‬ ‫ﺍﺟﺮﺍﻱ ﺗﺮﻭﻳﺞ ﻗﻴﻤﺖ ﺩﺭ ﺯﻳﺮ ﻓﻬﺮﺳﺖ ﺷﺪﻩﺍﻧﺪ‪:‬‬ ‫•‬

‫ﺟﺎﺑﺠﺎﻳﻲ ﻣﻮﺟﻮﺩﻱﻫﺎ )ﺑﺎ ﺍﻫﺪﺍ ﻧﻤﻮﺩﻥ ﻓﺮﺁﻭﺭﺩﻩﻫﺎ(‬

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‫ﻛﻤﻚ ﺩﺭ ﺟﺒﺮﺍﻥ ﻋﻘﺐ ﻣﺎﻧﺪﮔﻲ ﺍﺯ ﺍﻫﺪﺍﻑ ﻓﺮﻭﺵ )ﺑﺎ ﺗﺤﻤﻞ ﻳﻚ ﻫﺰﻳﻨﻪ(‬

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‫ﺗﻌﻮﻳﻖ ﺍﺯ ﺩﺳﺖ ﺩﺍﺩﻥ ﻓﻀﺎﻱ ﻗﻔﺴﻪ ﻓﺮﻭﺷﮕﺎﻩﻫﺎ )ﺗﺎ ﺗﻬﺪﻳﺪ ﺑﻌﺪﻱ(‬

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‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

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‫ﺧﺮﻳﺪ ﻓﻀﺎﻱ ﻗﻔﺴﻪ ﺍﺿﺎﻓﻲ ﺩﺭ ﻓﺮﻭﺷﮕﺎﻩﻫﺎ )ﺑﻪ ﺻﻮﺭﺕ ﻣﻮﻗﺘﻲ(‬

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‫ﺟﻠﺐ ﺭﺿﺎﻳﺖ ﻋﻤﺪﻩ ﻓﺮﻭﺵﻫﺎ ﻭ ﺧﺮﺩﻩﻓﺮﻭﺵﻫﺎ )ﺑﻪ ﺻﻮﺭﺕ ﻣﻮﻗﺘﻲ(‬

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‫ﻛﻤﻚ ﺩﺭ ﺣﺮﻛﺖ ﭘﺎﺑﻪ ﭘﺎ ﺑﺎ ﺭﻗﺒﺎ )ﺁﻧﻬﺎ ﻫﻔﺘﻪ ﻗﺒﻞ ﺗﺮﻭﻳﺞ ﻓﺮﻭﺵ ﺩﺍﺷﺘﻨﺪ(‬

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‫ﺩﺍﺷﺘﻦ ﻛﺎﺭﻱ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ )ﺑﻪ ﺟﺎﻱ ﺑﻪ ﻣﻼﻗﺎﺕ ﺁﮊﺍﻧﺲ ﺗﺒﻠﻴﻐﺎﺗﻲ ﺭﻓﺘﻦ(‬

‫ﻣﺘﻤﺎﻳﺰ ﻛﺮﺩﻥ ﺑﺎ ﻗﻴﻤﺖ ﺯﻳﺎﺩ‬ ‫ﺷﺮﻛﺖﻫﺎﻳﻲ ﻛﻪ ﺧﻮﺩ ﺭﺍ ﺑﺎ ﻗﻴﻤﺖﻫﺎﻱ ﮔﺮﺍﻥ ﺍﺯ ﺩﻳﮕﺮﺍﻥ ﻣﺘﻤﺎﻳﺰ ﻣﻲﻛﻨﻨﺪ ﻣﺎ ﺭﺍ ﺑﻴﺸﺘﺮ ﺗﺤﺖ ﺗﺄﺛﻴﺮ ﺧـﻮﺩ ﻗـﺮﺍﺭ‬ ‫ﺩﺍﺩﻩﺍﻧﺪ‪ .‬ﻋﻄﺮ ‪ Joy‬ﺍﻋﻼﻡ ﻣﻲ ﺩﺍﺭﺩ ﻛﻪ »ﮔﺮﺍﻧﺘﺮﻳﻦ ﻋﻄﺮ ﺩﻧﻴﺎ« ﺍﺳﺖ‪ .‬ﺩﺭ ﺍﻳﻨﺠﺎ ﺩﻭ ﺍﺻﻞ ﺧﻴﻠﻲ ﻣﻬﻢ ﻗﺎﺑﻞ ﺫﻛـﺮ‬ ‫ﻫﺴﺘﻨﺪ‪:‬‬ ‫‪-١‬‬

‫ﻓﺮﺁﻭﺭﺩﻩ ﻫﺎﻱ ﺑﺎ ﻛﻴﻔﻴﺖ ﺑﺎﻻ ﺑﺎﻳﺪ ﮔﺮﺍﻥﺗﺮ ﺑﺎﺷﻨﺪ‪ .‬ﻣﺮﺩﻡ ﺗﻮﻗﻊ ﺩﺍﺭﻧـﺪ ﺑـﺮﺍﻱ ﻓـﺮﺁﻭﺭﺩﻩ ﺑﻬﺘـﺮ ﭘـﻮﻝ‬ ‫ﺑﻴﺸﺘﺮﻱ ﺑﭙﺮﺩﺍﺯﻧﺪ‪ .‬ﺍﻣﺎ ﻛﻴﻔﻴﺖ ﺑﺎﻳﺪ ﺑﻪ ﻧﺤﻮﻱ ﻣﺸﻬﻮﺩ ﺑﺎﺷﺪ‪.‬‬

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‫ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﺑﺎ ﻗﻴﻤﺖ ﺑﺎﻻ ﺑﺎﻳﺪ ﺑﺮﺍﻱ ﺻﺎﺣﺒﺶ ﺁﺑﺮﻭ ﻭ ﺍﻋﺘﺒﺎﺭ ﺑﻪ ﻫﻤﺮﺍﻩ ﺑﻴﺎﻭﺭﻧﺪ‪.‬‬ ‫ﻗﻴﻤﺖ ﺑﺎﻻ ﺩﺭ ﻣﻮﺭﺩ ﻳﻚ ﻓﺮﺁﻭﺭﺩﻩ ﭼﻪ ﭘﻴﺎﻣﻲ ﺩﺍﺭﺩ؟ ﭘﻴﺎﻡ ﺁﻥ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺁﻥ ﻓـﺮﺁﻭﺭﺩﻩ ﺍﺭﺯﺵ ﺯﻳـﺎﺩﻱ‬

‫ﺩﺍﺭﺩ‪ .‬ﺩﺭ ﺍﻳﻦ ﺻﻮﺭﺕ ﻗﻴﻤﺖ ﮔﺮﺍﻥ ﻳﻚ ﻓﺮﺁﻭﺭﺩﻩ ﺧﻮﺩ ﺗﺒﺪﻳﻞ ﺑﻪ ﻳـﻚ ﻓﺎﻳـﺪﻩ ﻧﻬـﺎﺩﻱ ﺑـﺮﺍﻱ ﺁﻥ ﻓـﺮﺁﻭﺭﺩﻩ‬ ‫ﻣﻲﺷﻮﺩ‪ .‬ﺍﻳﻦ ﺧﻮﺩ ﻳﻚ ﻋﺎﻣﻞ ﺍﻧﮕﻴﺰﺍﻧﻨﺪﻩ ﻗﺪﺭﺗﻤﻨﺪ ﺩﺭ ﻣﻮﻓﻘﻴﺖ ﺧﻴﻠﻲ ﺍﺯ ﺣﺮﻛﺎﺕ ﺷﺮﻛﺖﻫﺎﻳﻲ ﺍﺳﺖ ﻛـﻪ ﺩﺭ‬ ‫ﺭﺩﻩﻫﺎﻱ ﺑﺎﻻﻱ ﺑﺎﺯﺍﺭ ﻓﻌﺎﻟﻴﺖ ﻣﻲﻛﻨﻨﺪ‪.‬‬

‫ﻓﺼﻞ ‪٧‬‬

‫“ﻋﺮﺽ ﺧﻂ” ﺭﺍﻩ ﻣﺸﻜﻠﻲ ﺑﺮﺍﻱ ﻣﺘﻤﺎﻳﺰ ﻛﺮﺩﻥ ﺍﺳﺖ‬ ‫ﻣﺴﺌﻠﻪ “ ﺍﻧﺘﺨﺎﺏ“ ﻣﺮﺩﻡ ﺭﺍ ﺩﺭﮔﻴﺮ ﻛﺮﺩﻩ ﺍﺳﺖ‪ .‬ﺍﻳﻦ ﺑﺪﺍﻥ ﻣﻌﻨﻲ ﺍﺳﺖ ﻛﻪ ﻳﻚ ﻓـﺮﺩ ﻣﻌﻤـﻮﻟﻲ ﺩﺭ ﺍﻧﺘﺨـﺎﺏ ﻭ‬ ‫ﺗﺼﻤﻴﻢ ﺑﺮﺍﻱ ﺧﺮﻳﺪ ﺧﻮﺩ ﺑﺎ ﻣﺸﻜﻞ ﻣﻮﺍﺟﻪ ﺍﺳﺖ‪ .‬ﺍﻣﺎ ﺩﺭ ﺑﻌﻀﻲ ﺍﺯ ﻛﺴﺐ ﻭ ﻛﺎﺭﻫﺎ ﺗﻨﻮﻉ ﺍﻧﺘﺨﺎﺏ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳـﻚ‬ ‫ﻣﺘﻤﺎﻳﺰﻛﻨﻨﺪﻩ ﺑﻪ ﻛﺎﺭ ﻣﻲﺭﻭﺩ‪ .‬ﺩﺍﺷﺘﻦ ﺑﻴﺸﺘﺮﻳﻦ ﺍﻧﺘﺨﺎﺏ ﺩﺭ ﺧﺮﺩﻩﻓﺮﻭﺷﻲﻫﺎ ﻣﺜﻞ ﻗﺮﺍﺋﺖ ﺁﻳـﺎﺗﻲ ﻣﻘـﺪﺱ ﺑـﺎ‬ ‫ﺍﻫﻤﻴﺖ ﺗﻠﻘﻲ ﻣﻲﺷﻮﻧﺪ‪ .‬ﺍﻣﺎ ﺍﻳﻦ ﻳﻚ ﻫﺪﻑ ﻣﺘﺤﺮﻙ ﺍﺳﺖ‪ .‬ﻓﺮﻭﺷﮕﺎﻩﻫﺎﻱ ﺧﻴﻠﻲ ﺑﺰﺭﮒ ﻛﻪ ﺑﻪ ﺭﺩﻩ ﺷـﻜﻦﻫـﺎ‬ ‫ﻧﻴﺰ ﻣﻌﺮﻭﻑﺍﻧﺪ ﺑﺰﺭﮔﺎﻥ ﺻﻨﻌﺖ ﺧﺮﺩﻩﻓﺮﻭﺷﻲ ﻫﺴﺘﻨﺪ‪ .‬ﺩﻟﻴﻞ ﻣﻮﻓﻘﻴﺖ ﺍﻳﻦ ﻓﺮﻭﺷﮕﺎﻩﻫﺎﻱ ﺧﻴﻠﻲ ﺑـﺰﺭﮒ ﺍﻳـﻦ‬ ‫ﺍﺳﺖ ﻛﻪ ﺭﻭﻳﻜﺮﺩ ﻓﺮﻭﺵ “ ﻫﻤﻪ ﭼﻴﺰ ﺯﻳﺮ ﻳﻚ ﺳﻘﻒ” ﺭﺍ ﺑﺮﮔﺰﻳﺪﻩﺍﻧﺪ ﻭ ﺑﺎ ﺍﺭﺍﺋـﻪ ﺗﺨﻔﻴـﻒﻫـﺎﻱ ﻣﻨﺎﺳـﺐ ﺩﺭ‬ ‫ﺟﻬﺖ ﺗﺄﻣﻴﻦ ﻧﻴﺎﺯ ﺑﺨﺶﻫﺎﻱ ﻣﺨﺘﻠﻒ ﻣﺼﺮﻑﻛﻨﻨﺪﮔﺎﻥ ﺍﻗﺪﺍﻡ ﻣﻲﻛﻨﻨﺪ‪.‬‬

‫ﺗﺨﻔﻴﻒﺩﻫﻨﺪﻩﻫﺎ ﺭﺍ ﻭﺍﺭﺩ ﻛﻨﻴﺪ‬ ‫ﺍﺳﺘﻔﺎﺩﻩ “ﻋﺮﺽ ﺧﻂ” ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺘﻤﺎﻳﺰﻛﻨﻨﺪﻩ ﺑﺎ ﻫﻤﺎﻥ ﻣﺸﻜﻠﻲ ﺭﻭﺑﺮﻭﺳﺖ ﻛﻪ “ ﻗﻴﻤﺖ” ﺑﺎ ﺁﻥ ﺭﻭﺑـﻪﺭﻭ ﺑـﻮﺩ‪،‬‬ ‫ﻣﺸﻜﻞ ﺩﺭ ﺍﻳﻨﺠﺎﺳﺖ ﻛﻪ ﺭﺍﻫﻲ ﺑﺮﺍﻱ ﺟﻠﻮﮔﻴﺮﻱ ﺍﺯ ﺍﻳﻨﻜﻪ ﺭﻗﺒﺎ ﺍﺯ ﻫﻤﺎﻥ ﺭﺍﻫﺒﺮﺩ ﺷـﻤﺎ ﺍﺳـﺘﻔﺎﺩﻩ ﻧﻜﻨﻨـﺪ‪ ،‬ﻭﺟـﻮﺩ‬

‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

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‫ﻧﺪﺍﺭﺩ‪ .‬ﺗﺨﻔﻴﻒﺩﻫﻨﺪﻩﻫﺎ ﺑﺎ ﺍﺗﻜﺎ ﺑﻪ ﺍﻧﺪﺍﺯﻩ ﺑﺰﺭﮒ ﻭ ﻗﺪﺭﺕ ﺧﺮﻳﺪﺷﺎﻥ ﺭﻭﻱ ﺑﻌﻀﻲ ﺍﺯ ﺭﺩﻩ ﻓﺮﺁﻭﺭﺩﻩﻫﺎ ﺗﺄﻛﻴﺪ‬ ‫ﻣﻲﻛﻨﻨﺪ‪.‬‬ ‫ﺭﺩﻩﺷﻜﻦﻫﺎﻱ ﻋﻈﻴﻢ ﺩﺭ ﺣﺎﻝ ﺣﺎﺿﺮ ﺑﺎ ﻣﺸﻜﻞ ﺑﻴﺶ ﺍﺯ ﺍﻧﺪﺍﺯﻩ ﺑﺰﺭﮒ ﺑﻮﺩﻥ ﺩﺳﺖ ﻭ ﭘﻨﺠﻪ ﻧﺮﻡ ﻣﻲﻛﻨﻨـﺪ‪.‬‬ ‫ﺑﻌﻀﻲ ﺍﺯ ﺁﻧﻬﺎ ﺍﻗﺪﺍﻡ ﺑﻪ ﻛﺎﻫﺶ ﺗﻌﺪﺍﺩ ﺍﻗﻼﻡ ﻣﻮﺟﻮﺩﻱ ﻣﺘﻌﺎﺭﻑ ﻭ ﻧﻴﺰ ﺩﺳﺖ ﻳﺎﻓﺘﻨﻲﺗﺮ ﻛﺮﺩﻥ ﺩﺍﺧﻞ ﻓﺮﻭﺷﮕﺎﻩ‬ ‫ﺍﺯ ﻃﺮﻳﻖ ﺍﺭﺗﻘﺎﻱ ﻭﺿﻌﻴﺖ ﺭﻭﺷﻨﺎﻳﻲ‪ ،‬ﺗﻌﺮﻳﺾ ﺭﺍﻫﺮﻭﻫﺎ ﻭ ﭘﺎﻳﻴﻦ ﺁﻭﺭﺩﻥ ﻗﻔﺴﻪﻫﺎ ﻧﻤﻮﺩﻩﺍﻧﺪ‪ .‬ﺗﻌﺪﺍﺩ ﺩﻳﮕـﺮﻱ ﺍﺯ‬ ‫ﺁﻧﻬﺎ ﺩﺭﺻﺪﺩ ﺍﻳﻦ ﻫﺴﺘﻨﺪ ﻛﻪ ﺑﺎ ﺍﻓﺰﻭﺩﻥ ﺑﻪ ﺳﺮﮔﺮﻣﻲﻫﺎ‪ ،‬ﻏﺬﺍﻫﺎﻱ ﺁﻣﺎﺩﻩ‪ ،‬ﻋﺮﺿﻪ ﻣﺘﻌﺎﻣﻞ ﻓﺮﺁﻭﺭﺩﻩﻫﺎ ﻭ ﻫـﺮ‬ ‫ﻛﺎﺭ ﺩﻳﮕﺮﻱ ﻛﻪ ﺑﺎﻋﺚ ﺟﺬﺏ ﻛﺮﺩﻥ ﻣﺮﺩﻡ ﺷﻮﺩ‪ ،‬ﻣﺪﺕ ﻣﺎﻧﺪﻥ ﺁﻧﻬﺎ ﺩﺭ ﻣﺤﻞ ﻓﺮﻭﺷﮕﺎﻩﻫﺎ ﺭﺍ ﺑﻴﺸـﺘﺮ ﻛـﺮﺩﻩ‪،‬‬ ‫ﺗﺠﺮﺑﻪ ﺧﺮﻳﺪ ﺁﻧﻬﺎ ﺭﺍ ﺣﺘﻲﺍﻟﻤﻘﺪﻭﺭ ﺑﻪ ﺗﺠﺮﺑﻪﺍﻱ ﺷﺎﺩ ﺑﺪﻝ ﻛﺮﺩﻩ ﻭ ﺑﺎﻋﺚ ﺷﻮﻧﺪ ﻛـﻪ ﺁﻧﻬـﺎ ﺍﻧﺸـﺎﺀﺍﷲ ﻗـﺪﺭﻱ‬ ‫ﺑﻴﺸﺘﺮ ﺧﺮﻳﺪ ﻛﻨﻨﺪ‪ .‬ﺍﮔﺮ ﭼﻪ ﺗﻨﻮﻉ ﭼﺎﺷﻨﻲ ﺯﻧﺪﮔﻲ ﺍﺳﺖ‪ ،‬ﺍﻣﺎ ﭼﺎﺷﻨﻲ ﺯﻳﺎﺩﻱ ﺑﺎﻋﺚ ﺳﻮﺯﺵ ﻣﻌﺪﻩ ﻣﻲﺷﻮﺩ‪.‬‬

‫ﻋﺮﺽ ﺧﻂ ﺩﺭ ﻭﺏ‬ ‫ﻓﻜﺮ ﻧﻜﻨﻴﺪ ﻛﻪ ﻓﻘﻂ ﻓﺮﻭﺷﮕﺎﻩﻫﺎﻱ ﺧﺮﺩﻩﻓﺮﻭﺷﻲ ﺑﺎﻋﺚ ﮔﺴﺘﺮﺵ ﺑﻴﺶ ﺍﺯ ﺍﻧﺪﺍﺯﻩ ﺍﻧﺘﺨﺎﺏ ﺷﺪﻩﺍﻧﺪ ﺍﻳﻨﺘﺮﻧـﺖ‬ ‫ﺳﺮﻳﻌﺎﹰ ﺗﺒﺪﻳﻞ ﺑﻪ ﻋﺮﺿﻪﻛﻨﻨﺪﻩﺍﻱ ﻧﺎﻣﺤﺪﻭﺩ ﺍﺯ ﻓﺮﺁﻭﺭﺩﻩﻫﺎ ﻭ ﺧﺪﻣﺎﺕ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﺍﻳﻨﺘﺮﻧـﺖ ﻋﺮﺿـﻪﻛﻨﻨـﺪﻩ‬ ‫ﺍﻧﺘﺨﺎﺏ ﻧﻪ ﺩﺭ ﺳﻄﺤﻲ ﺟﺪﻳﺪ ﺑﻠﻜﻪ ﺩﺭ ﮔﺴﺘﺮﻩﺍﻱ ﺟﺪﻳﺪ ﺍﺳﺖ‪.‬‬ ‫ﺑﻪ ﻧﻈﺮ ﻣﻲﺭﺳﺪ ﻛﻪ ﻣﺸﺘﺮﻳﺎﻥ ﺩﺭ ﺑﺎﺯﺍﺭ ﻭﺏ ﺳﺮﻳﻌﺎﹰ ﺗﻮﺳﻂ ﺭﻗﺒﺎﻳﻲ ﺍﺣﺎﻃـﻪ ﺧﻮﺍﻫﻨـﺪ ﺷـﺪ ﻛـﻪ ﺑـﻪ ﺧـﻮﺩ‬ ‫ﻣﻲﮔﻮﻳﻨﺪ » ﻣﻲﺗﻮﺍﻧﻴﻢ ﻓﻼﻥ ﭼﻴﺰ ﺭﺍ ﻫﻢ ﺑﻔﺮﻭﺷﻴﻢ« ﻭ ﺭﻭﺯ ﺑﻌﺪ ﻋﻤﻼﹰ ﺁﻥ ﭼﻴﺰ ﺭﺍ ﺧﻮﺍﻫﻨﺪ ﻓﺮﻭﺧﺖ‪ .‬ﺁﻥ ﭼﻴﺰﻱ ﻛﻪ‬ ‫ﺩﻧﻴﺎﻱ ﺧﺮﺩﻩﻓﺮﻭﺷﻲ ﻭ ﺩﻧﻴﺎﻱ ﻭﺑﻲ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﻫﻤﻪ ﻣﺘﻤﺎﻳﺰﻛﻨﻨﺪﻩﻫﺎ ﻫﻤﺴﻨﮓ ﻭ ﻣﺘﻮﺍﺯﻥ ﺑـﺎ‬ ‫ﻫﻢ ﺧﻠﻖ ﻧﺸﺪﻩﺍﻧﺪ‪.‬‬ ‫ﻋﺮﺽ ﺧﻂ ﺩﺭ ﻣﻘﺎﻳﺴﻪ ﺑﺎ ﺭﻫﺒﺮﻱ ﻳﺎ ﺭﺟﺤﺎﻥ ﻳﺎ ﺗﻔﺎﻭﺕﻫـﺎﻱ ﻓـﺮﺁﻭﺭﺩﻩ ﺍﺯ ﻗـﺪﺭﺕ ﺗﻤﺎﻳﺰﻛﻨﻨـﺪﮔﻲ ﺑﺴـﻴﺎﺭ‬ ‫ﻛﻤﺘﺮﻱ ﺑﺮﺧﻮﺭﺩﺍﺭ ﺍﺳﺖ‪ .‬ﺩﻟﻴﻞ ﺁﻥ ﻧﻴﺰ ﺭﻭﺷﻦ ﺍﺳﺖ‪ :‬ﻋﺮﺽ ﺧﻂ ﺑﻪ ﺭﺍﺣﺘﻲ ﻣﻲﺗﻮﺍﻧﺪ ﻣﻮﺭﺩ ﺗﻘﻠﻴﺪ ﺭﻗﺒـﺎ ﻗـﺮﺍﺭ‬ ‫ﮔﻴﺮﺩ‪ .‬ﺑﻪ ﺍﻳﻦ ﺗﺮﺗﻴﺐ‪ ،‬ﺑﺮﺍﻱ ﺷﺮﻛﺘﻲ ﻛﻪ ﺍﺯ ﻋﺮﺽ ﺧﻂ ﺑﻪ ﻋﻨﻮﺍﻥ ﻭﺟﻪ ﺗﻤﺎﻳﺰ ﺧﻮﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻛﻨﺪ ﺭﺍﻫـﻲ ﺟـﺰ‬ ‫ﺗﻮﺳﻞ ﺑﻪ “ ﻗﻴﻤﺖ” ﺑﺎﻗﻲ ﻧﻤﻲﻣﺎﻧﺪ‪.‬‬

‫ﺍﺯ “ﺧﻂ ﻛﺎﻣﻞ” ﺗﺎ “ﺭﺟﺤﺎﻥ”‬ ‫ﻳﻚ ﻓﺮﻭﺷﮕﺎﻩ ﺧﺮﺩﻩﻓﺮﻭﺷﻲ ﻛﻪ ﺩﺭ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻋﺮﺽ ﺧﻂ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻚ ﻣﺘﻤﺎﻳﺰﻛﻨﻨﺪﻩ ﻣﻮﻓﻖ ﺑـﻮﺩﻩ ﺍﺳـﺖ‪.‬‬ ‫ﻓﺮﻭﺷﮕﺎﻩ ﺑﺰﺭﮔﻲ ﺍﺳﺖ ﺑﻪ ﻧﺎﻡ ﻧﻤﺎﻳﺸﮕﺎﻩ ﻣﺒﻠﻤﺎﻥ ﺁﻟﭙﺮﺗﺲ ﺑﻪ ﻓﺮﻭﺵ ﻣﺒﻠﻤﺎﻥ ﺍﺷﺘﻐﺎﻝ ﺩﺍﺭﺩ‪ .‬ﻓﺮﻭﺷﮕﺎﻩ ﻣﺰﺑﻮﺭ‬ ‫ﺍﺯ ﻋﺮﺽ ﺧﻂ ﺑﻪ ﻋﻨﻮﺍﻥ ﺟﺎﻱ ﭘﺎﻳﻲ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﻳﻚ ﭘﻴﺸـﻨﻬﺎﺩ ﻓـﺮﻭﺵ ﻣﻨﺤﺼـﺮ ﺑـﻪ ﻓـﺮﺩ ﺑﺮﺍﺳـﺎﺱ ﺭﺟﺤـﺎﻥ‬ ‫ﺍﺳﺘﻔﺎﺩﻩ ﻛﺮﺩﻩ ﻛﻪ ﻣﺘﻤﺎﻳﺰﻛﻨﻨﺪﻩ ﺑﻬﺘﺮﻱ ﺍﺳﺖ‪.‬‬ ‫ﺁﻧﻬﺎ ﺩﺭ ﺍﺑﺘﺪﺍ ﻓﺮﻭﺷﮕﺎﻩ ﺧﻴﻠﻲ ﺑﺰﺭﮔﻲ ﻛﻪ ﻣﻲﺗﻮﺍﻧﺴﺖ ﺍﻧﺘﺨﺎﺏﻫﺎﻱ ﺑﺴﻴﺎﺭ ﺯﻳـﺎﺩﻱ ﺍﺯ ﻣﺒﻠﻤـﺎﻥ ﺭﺍ ﺩﺭ ﺧـﻮﺩ‬ ‫ﺟﺎﻱ ﺩﻫﺪ ﺑﻨﺎ ﻧﻬﺎﺩﻧﺪ‪ .‬ﺍﻳﻦ ﺳﺎﺧﺘﻤﺎﻥ ﺑﺰﺭﮒ ﺁﻧﻬﺎ ﺭﺍ ﻗﺎﺩﺭ ﺳﺎﺧﺖ ﺗﺎ ﺑﻴﺸﺘﺮﻳﻦ ﺣﺠﻢ ﻓﺮﻭﺵ ﻳـﻚ ﻓﺮﻭﺷـﮕﺎﻩ ﺭﺍ‬ ‫ﻧﺴﺒﺖ ﺑﻪ ﺭﻗﺒﺎﻳﺸﺎﻥ ﺑﻪ ﺩﺳﺖ ﺁﻭﺭﻧﺪ‪.‬‬

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‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫ﻳﻚ ﺧﺮﻳﺪ ﺧﻮﺏ ﻣﻬﻢ ﺍﺳﺖ‪ .‬ﺍﻣﺎ ﺁﻧﭽﻪ ﻛﻪ ﻣﻮﺟﺐ ﻣﻮﻓﻘﻴـﺖ ﻳـﻚ ﻓﺮﻭﺷـﮕﺎﻩ ﻣـﻲ ﺷـﻮﺩ ﺁﻥ ﺍﺳـﺖ ﻛـﻪ‬ ‫ﻣﺸﺘﺮﻳﺎﻥ ﺑﺘﻮﺍﻧﻨﺪ ﺧﺮﻳﺪ ﺧﻮﺑﻲ ﺍﺯ ﻣﻴﺎﻥ ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﺧﻮﺏ ﺩﺍﺷﺘﻪ ﺑﺎﺷـﻨﺪ ﻭ ﺍﻳـﻦ ﺁﻥ ﭼﻴـﺰﻱ‬ ‫ﺍﺳﺖ ﻛﻪ ﺁﻟﭙﺮﺗﺲ ﻣﻲﺧﻮﺍﻫﺪ ﺍﻧﺠﺎﻡ ﺩﻫﺪ‪.‬‬

‫ﻓﺼﻞ ‪٨‬‬

‫ﮔﺎﻡﻫﺎﻳﻲ ﺑﻪ ﺳﻮﻱ ﺗﻤﺎﻳﺰ‬ ‫ﺩﺭ ﺍﻳﻦ ﻓﺼﻞ ﺑﺮﺍﻱ ﺍﻭﻟﻴﻦ ﺑﺎﺭ ﺑﻪ ﺗﻮﺿﻴﺢ ﻓﺮﺁﻳﻨﺪﻱ ﻣﻲﭘﺮﺩﺍﺯﻳﻢ ﻛﻪ ﭘﺲ ﺍﺯ ‪ ٣٠‬ﺳﺎﻝ ﺗﺠﺮﺑﻪ ﺩﺭ ﻣـﻮﺭﺩ “ ﺗﻤـﺎﻳﺰ”‬ ‫ﻃﺮﺍﺣﻲ ﻛﺮﺩﻩﺍﻳﻢ‪ .‬ﺍﻳﻦ ﺑﻪ ﺁﻥ ﻣﻌﻨﻲ ﻧﻴﺴﺖ ﻛﻪ ﻣﺎ ﻣﺒﺘﻜﺮﻳﻢ ﻳﺎ ﻗﻮﻩ ﺗﺨﻴﻞ ﻗﻮﻱ ﺩﺍﺭﻳﻢ‪ .‬ﺑﻠﻜﻪ ﻣﺎ ﻣﻨﻄﻘﻲ ﻫﺴﺘﻴﻢ ﻭ‬ ‫ﺍﻳﻦ ﻋﻤﻠﻲ ﺍﺳﺖ ﻛﻪ ﺑﺎ ﻗﺎﻋﺪﻩ ﻭ ﺁﺯﻣﻮﻥﻫﺎﻱ ﻣﺮﺑﻮﻁ ﺑﻪ ﺗﻔﻜﺮ ﺻﺤﻴﺢ ﺳﺮﻭﻛﺎﺭ ﺩﺍﺭﺩ‪ .‬ﻓﺮﻫﻨﮓ ﻟﻐﺎﺕ ﺗﻌﺮﻳﻔـﻲ ﺍﺯ‬ ‫ﺑﺤﺚ “ﻣﻨﻄﻘﻲ” ﺑﻪ ﺩﺳﺖ ﻣﻲ ﺩﻫﺪ ﻛﻪ ﻋﺒﺎﺭﺕ ﺍﺯ ﺑﺨﺸﻲ ﺍﺳﺖ ﻛﻪ ﻣﺴﺘﺪﻝ‪ ،‬ﻗـﺎﻧﻊ ﻛﻨﻨـﺪﻩ‪ ،‬ﻣﺠـﺎﺏ ﻛﻨﻨـﺪﻩ‪،‬‬ ‫ﻣﻌﺘﺒﺮ ﻭ ﺭﻭﺷﻦ ﺑﺎﺷﺪ‪ .‬ﺍﻳﻦ ﺗﻌﺮﻳﻒ ﻧﺸﺎﻥ ﺩﻫﻨﺪﻩ ﻣﻬﺎﺭﺕ ﺩﺭ ﻓﻜﺮ ﻛﺮﺩﻥ ﻭ ﺍﺳﺘﺪﻻﻝ ﺍﺳﺖ‪ .‬ﺁﻳﺎ ﺗﻌﺮﻳﻒ ﻓﻮﻕ ﺍﺯ‬ ‫ﺑﺤﺚ ﻣﻨﻄﻘﻲ ﺁﻥ ﻧﻮﻉ ﺑﺤﺜﻲ ﻧﻴﺴﺖ ﻛﻪ ﺷﻤﺎ ﻣﺎﻳﻞ ﺑﺎﺷﻴﺪ ﻫﻨﮕﺎﻡ ﻓﺮﻭﺵ ﻳﻚ ﻛﺎﻻ ﺍﺯ ﺁﻥ ﺍﺳﺘﻔﺎﺩﻩ ﻛﻨﻴﺪ؟ ﺣﺘﻤـﺎﹰ‬ ‫ﻫﻤﻴﻦ ﻃﻮﺭ ﺍﺳﺖ‪.‬‬ ‫ﺑﺮﺍﻱ ﺍﺟﺘﻨﺎﺏ ﺍﺯ ﺑﻪ ﻭﺟﻮﺩ ﺁﻣﺪﻥ ﻣﻮﺍﺭﺩ ﻣﺒﻬﻢ ﺑﻪ ﻫﻨﮕﺎﻡ ﺑﺤﺚ ﻣﻨﻄﻘﻲ ﺩﺭ ﻓﺮﻭﺵ ﻛﺎﻻ‪ ،‬ﺑﺎﻳﺴـﺘﻲ ﺍﻃﻤﻴﻨـﺎﻥ‬ ‫ﭘﻴﺪﺍ ﻛﺮﺩ ﻛﻪ ﻳﻚ ﻓﺮﺁﻳﻨﺪ ﭼﻬﺎﺭ ﻣﺮﺣﻠﻪﺍﻱ ﺑﻪ ﺷﺮﺡ ﺯﻳﺮ ﺭﻋﺎﻳﺖ ﺷﻮﺩ‪:‬‬

‫ﮔﺎﻡ ﺍﻭﻝ‪ :‬ﺩﺭ ﺯﻣﻴﻨﻪ ﻓﻌﺎﻟﻴﺖ ﺧﻮﺩ ﻣﻌﻨﻲﺩﺍﺭ ﺑﺎﺷﻴﺪ‬ ‫ﺑﺤﺚﻫﺎ ﺑﻪ ﺻﻮﺭﺕ ﺍﻧﺘﺰﺍﻋﻲ ﺻﻮﺭﺕ ﻧﮕﺮﻓﺘﻪ ﻭ ﻃﺒﻌﺎﹰ ﺩﺭ ﺭﺍﺑﻄﻪ ﺑﺎ ﻭﻗﺎﻳﻊ ﻭ ﺍﻓﺮﺍﺩ ﺩﻳﮕﺮ ﭘﻴﺶ ﻣﻲﺁﻳﻨـﺪ‪ .‬ﺭﻗﺒـﺎﻳﻲ‬ ‫ﻛﻪ ﺷﻤﺎ ﺭﺍ ﺍﺣﺎﻃﻪ ﻛﺮﺩﻩﺍﻧﺪ‪ ،‬ﻫﻤﻴﺸﻪ ﺩﺭ ﺗﻼﺵ ﻫﺴﺘﻨﺪ ﺗﺎ ﺑﺤﺚﻫﺎﻱ ﺧﺎﺹ ﺧﻮﺩ ﺭﺍ ﺍﺭﺍﺋﻪ ﺩﻫﻨﺪ‪ .‬ﭘﻴﺎﻡ ﺷﻤﺎ ﺑﺎﻳﺪ‬ ‫ﺩﺭ ﺯﻣﻴﻨﻪﺍﻱ ﻛﻪ ﻓﻌﺎﻟﻴﺖ ﻣﻲﻛﻨﻴﺪ ﻣﻌﻨﻲﺩﺍﺭ ﺑﺎﺷﺪ‪ .‬ﻧﻘﻄﻪ ﺷﺮﻭﻉ ﺑﺤﺚ ﻭ ﭘﻴﺎﻡ ﺷﻤﺎ ﺑﺎﻳﺪ ﻣﻨﻄﻘﺎﹰ ﺁﻥ ﭼﻴﺰﻱ ﺑﺎﺷﺪ‬ ‫ﻛﻪ ﺑﺎﺯﺍﺭ ﺍﺯ ﺭﻗﺒﺎﻱ ﺷﻤﺎ ﺷﻨﻴﺪﻩ ﻭ ﺑﻪ ﺧﺎﻃﺮ ﺳﭙﺮﺩﻩ ﺍﺳﺖ‪.‬‬

‫ﮔﺎﻡ ﺩﻭﻡ‪ :‬ﺍﻳﺪﻩ ﻣﺘﻤﺎﻳﺰﻛﻨﻨﺪﻩﺍﻱ ﺑﻴﺎﺑﻴﺪ‬ ‫ﻣﺘﻔﺎﻭﺕ ﺑﻮﺩﻥ ﺑﻪ ﻣﻌﻨﻲ ﻣﺜﻞ ﺩﻳﮕﺮﺍﻥ ﻧﺒﻮﺩﻥ ﻭ ﺍﺳﺘﺜﻨﺎﻳﻲ ﺑﻮﺩﻥ ﺑﻪ ﻣﻌﻨﻲ ﻣﻨﺤﺼﺮ ﺑﻪ ﻓﺮﺩ ﺑﻮﺩﻥ ﺍﺳﺖ‪ .‬ﺑﻨﺎﺑﺮﺍﻳﻦ‬ ‫ﺷﻤﺎ ﺑﺎﻳﺪ ﺑﻪ ﺩﻧﺒﺎﻝ ﭼﻴﺰﻱ ﺑﮕﺮﺩﻳﺪ ﻛﻪ ﺷﻤﺎ ﺭﺍ ﺍﺯ ﺭﻗﺒﺎﻳﺘﺎﻥ ﻣﺘﻤﺎﻳﺰ ﻛﻨﺪ‪ .‬ﺭﻣﺰ ﺍﻳﻦ ﻛﺎﺭ ﺩﺭ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺷﻤﺎ ﺍﻳﻦ‬ ‫ﻣﻮﺿﻮﻉ ﺭﺍ ﺩﺭﻙ ﻛﻨﻴﺪ ﻛﻪ ﻣﺘﻔﺎﻭﺕ ﺑﻮﺩﻥ ﺷﻤﺎ ﻧﺒﺎﻳﺪ ﺍﻟﺰﺍﻣﺎﹰ ﻣﺮﺑﻮﻁ ﺑـﻪ ﻓـﺮﺁﻭﺭﺩﻩ ﺑﺎﺷـﺪ‪ .‬ﺷـﻤﺎ ﻣـﻲﺗﻮﺍﻧﻴـﺪ‬ ‫ﺷﺮﻛﺖ ﻳﺎ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﺧﻮﺩ ﺭﺍ ﺍﺯ ﻧﻈﺮﻫﺎﻱ ﺯﻳﺎﺩﻱ ﻣﺘﻤﺎﻳﺰ ﻛﻨﻴﺪ‪ .‬ﺷﮕﺮﺩ ﻛﺎﺭ ﺩﺭ ﺍﻳﻦ ﺍﺳﺖ ﻛـﻪ ﻭﺟـﻪ ﺗﻤـﺎﻳﺰ‬ ‫ﺧﻮﺩ ﺭﺍ ﺑﻴﺎﺑﻴﺪ ﻭ ﺍﺯ ﺁﻥ ﺑﺮﺍﻱ ﻓﺎﻳﺪﻩ ﺭﺳﺎﻧﻲ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻧﺘﺎﻥ ﺍﺳﺘﻔﺎﺩﻩ ﻛﻨﻴﺪ‪.‬‬

‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

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‫ﮔﺎﻡ ﺳﻮﻡ‪ :‬ﺍﻋﺘﺒﺎﺭ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ‬ ‫ﺑﺮﺍﻱ ﺣﻤﺎﻳﺖ ﺍﺯ ﺍﻳﺪﻩ ﻣﺘﻤﺎﻳﺰﻛﻨﻨﺪﻩ ﺧﻮﺩ ﺑﺎﻳﺪ ﺩﺍﺭﺍﻱ ﺍﻋﺘﺒﺎﺭ ﺑﺎﺷﻴﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﺻﻮﺭﺕ ﻗﺎﺩﺭ ﺧﻮﺍﻫﻴﺪ ﺑﻮﺩ ﻛﻪ ﻳﻚ‬ ‫ﺑﺤﺚ ﻣﻨﻄﻘﻲ ﺩﺭ ﻣﻮﺭﺩ ﻭﺟﻮﻩ ﺗﻤﺎﻳﺰﺗﺎﻥ ﺭﺍ ﺑﻨﻴﺎﻥ ﮔﺬﺍﺭﺩﻩ ﻭ ﺑﻪ ﺍﻳﻦ ﻧﺤﻮﻩ ﺍﻳﺪﻩ ﻣﺰﺑﻮﺭ ﺭﺍ ﻭﺍﻗﻌﻲ ﻭ ﻗﺎﺑـﻞ ﻗﺒـﻮﻝ‬ ‫ﺟﻠﻮﻩ ﺩﻫﻴﺪ‪ .‬ﺍﮔﺮ ﺗﻤﺎﻳﺰ ﺷﻤﺎ ﺩﺭ ﻓﺮﺁﻭﺭﺩﻩﺗﺎﻥ ﺍﺳﺖ ﺑﺎﻳﺪ ﺑﺘﻮﺍﻧﻴﺪ ﺁﻥ ﺗﻤﺎﻳﺰ ﺭﺍ ﺑﻪ ﻧﻤﺎﻳﺶ ﮔﺬﺍﺭﻳﺪ‪ .‬ﺧـﻮﺩ ﺍﻳـﻦ‬ ‫ﺍﺭﺍﺋﻪ ﻭ ﻧﻤﺎﻳﺶ ﺍﻋﺘﺒﺎﺭﻱ ﺑﺮﺍﻱ ﺷﻤﺎ ﺑﻪ ﻭﺟﻮﺩ ﺧﻮﺍﻫﺪ ﺁﻭﺭﺩ‪ .‬ﻣﺜﻼﹰ ﺍﮔﺮ ﻓﺮﺁﻭﺭﺩﻩ ﺷﻤﺎ ﻳﻚ ﺷـﻴﺮ ﺁﺏ ﺍﺳـﺖ ﻛـﻪ‬ ‫ﻧﺸﺖ ﻧﻤﻲﻛﻨﺪ‪،‬ﺩﺭ ﺍﻳﻦ ﺻﻮﺭﺕ ﺷﻤﺎ ﺑﺎﻳﺪ ﺑﺘﻮﺍﻧﻴﺪ ﺁﻥ ﺭﺍ ﻣﺴﺘﻘﻴﻤﺎﹰ ﺑﺎ ﺷﻴﺮﻫﺎﻱ ﺁﺑﻲ ﻛﻪ ﻣﻲﺗﻮﺍﻧﻨﺪ ﻧﺸـﺘﻲ ﭘﻴـﺪﺍ‬ ‫ﻛﻨﻨﺪ ﻣﻘﺎﻳﺴﻪ ﻛﻨﻴﺪ‪ .‬ﺍﺩﻋﺎ ﺩﺭ ﻣﻮﺭﺩ ﻣﺘﻤﺎﻳﺰ ﺑﻮﺩﻥ ﺑﺪﻭﻥ ﺍﻳﻨﻜﻪ ﺩﻟﻴﻠﻲ ﺍﺭﺍﺋﻪ ﺷﻮﺩ‪ ،‬ﺩﺭ ﺣﺪ ﻳﻚ ﺍﺩﻋﺎ ﺑﺎﻗﻲ ﺧﻮﺍﻫﺪ‬ ‫ﻣﺎﻧﺪ‪.‬‬ ‫ﺷﻤﺎ ﻗﺎﺩﺭ ﻧﺨﻮﺍﻫﻴﺪ ﺑﻮﺩ ﺑﺎ ﭘﻨﻬﺎﻥﻛﺎﺭﻱ ﻭ ﺗﺰﻭﻳﺮ ﺧﻮﺩﺗﺎﻥ ﺭﺍ ﻣﺘﻤﺎﻳﺰ ﻛﻨﻴﺪ‪ .‬ﻣﺼﺮﻑﻛﻨﻨﺪﮔﺎﻥ ﺷﻜﺎﻙ ﻫﺴﺘﻨﺪ‪.‬‬ ‫ﺁﻧﻬﺎ ﺍﻳﻦﮔﻮﻧﻪ ﻓﻜﺮ ﻣﻲﻛﻨﻨﺪ ﻛﻪ »ﺁﻗﺎﻱ ﺗﺒﻠﻴﻐﺎﺕﭼﻲ ﺭﺍﺳﺖ ﻣﻲﮔﻮﻳﻲ؟ ﺛﺎﺑﺖ ﻛﻦ‪ «.‬ﺷـﻤﺎ ﺑﺎﻳـﺪ ﺑﺘﻮﺍﻧﻴـﺪ ﺑﺤـﺚ‬ ‫ﺧﻮﺩ ﺭﺍ ﺛﺎﺑﺖ ﻧﻤﻮﺩﻩ ﻭ ﺁﻥ ﺭﺍ ﻣﻮﺭﺩ ﺣﻤﺎﻳﺖ ﻗﺮﺍﺭ ﺩﻫﻴﺪ‪.‬‬

‫ﮔﺎﻡ ﭼﻬﺎﺭﻡ‪ :‬ﻣﻮﺍﺭﺩ ﺗﻔﺎﻭﺕ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﺩﻳﮕﺮﺍﻥ ﺍﻃﻼﻉ ﺩﻫﻴﺪ‬ ‫ﻫﻤﺎﻥﮔﻮﻧﻪ ﻛﻪ ﻧﻤﻲﺗﻮﺍﻥ ﻧﻮﺭ ﺭﺍ ﺯﻳﺮ ﻳﻚ ﺳﺒﺪ ﻧﮕﻬﺪﺍﺷﺖ‪ .‬ﻣﻮﺍﺭﺩ ﺗﻔﺎﻭﺕ ﻳﻚ ﻓﺮﺁﻳﻨﺪ ﺭﺍ ﻧﻴﺰ ﻧﻤﻲﺗـﻮﺍﻥ ﻣﺨﻔـﻲ‬ ‫ﻧﮕﻬﺪﺍﺷﺖ‪ .‬ﺍﮔﺮ ﻳﻚ ﻓﺮﺁﻭﺭﺩﻩ ﻣﺘﻤﺎﻳﺰ ﺳﺎﺧﺘﻪﺍﻳﺪ‪ ،‬ﺩﻧﻴﺎ ﺑﻪ ﺻﻮﺭﺕ ﺧﻮﺩﻛﺎﺭ‪ ،‬ﺑـﻪ ﺳـﺮﺍﻍ ﺷـﻤﺎ ﻧﺨﻮﺍﻫـﺪ ﺁﻣـﺪ‪.‬‬ ‫ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﺑﺮﺗﺮ ﻟﺰﻭﻣﺎﹰ ﺑﺮﻧﺪﻩ ﻧﻤﻲﺷﻮﻧﺪ ﺑﻠﻜﻪ ﺍﻳﻦ ﺑﺮﺩﺍﺷﺖﻫﺎ ﻭ ﺗﻠﻘﻲﻫـﺎﻱ ﺑﺮﺗـﺮ ﻫﺴـﺘﻨﺪ ﻛـﻪ ﺑﺮﻧـﺪﻩ‬ ‫ﻣﻲﺷﻮﻧﺪ‪ .‬ﺍﮔﺮ ﺑﻪ ﻧﻮﻋﻲ ﺑﻪ ﺣﻘﻴﻘﺖ ﻛﻤﻚ ﻧﺸﻮﺩ ﻫﻴﭽﮕﺎﻩ ﺁﺷﻜﺎﺭ ﻧﺨﻮﺍﻫﺪ ﺷﺪ‪.‬‬ ‫ﺟﻨﺒﻪ ﻫﺎﻱ ﻣﺨﺘﻠﻒ ﺍﺭﺗﺒﺎﻃﺎﺕ ﺷﻤﺎ ﺑﺎﻳﺪ ﻣﻨﻌﻜﺲﻛﻨﻨﺪﻩ ﺗﻔﺎﻭﺕ ﻫﺎﻳﺘﺎﻥ ﺑﺎﺷﺪ‪ .‬ﺗﺒﻠﻴﻐﺎﺕ ﺷـﻤﺎ‪ ،‬ﺑﺮﻭﺷـﻮﺭﻫﺎﻱ‬ ‫ﺷﻤﺎ‪ ،‬ﺟﺎﻳﮕﺎﻩ ﻭﺑﻲ ﺷﻤﺎ ﻭ ﺍﺭﺍﺋﻪ )ﻧﻤﺎﻳﺶ( ﻓﺮﻭﺵ ﺷﻤﺎ‪.‬‬ ‫ﺣﺮﻑ ﺁﺧﺮ ﺍﻳﻨﻜﻪ‪ ،‬ﺍﻃﻼﻉ ﺭﺳﺎﻧﻲ ﺩﺭ ﻣﻮﺭﺩ ﺗﻤﺎﻳﺰ ﺷﻤﺎ ﻧﺒﺎﻳﺪ ﺑﻪ ﺍﻓﺮﺍﻁ ﻛﺸﻴﺪﻩ ﺷﻮﺩ‪.‬‬ ‫ﻳﻚ ﺍﻳﺪﻩ ﻣﺘﻤﺎﻳﺰ ﻛﻨﻨﺪﻩ ﻭﺍﻗﻌﻲ ﺩﺭ ﺣﻘﻴﻘﺖ ﻳﻚ ﺍﺑـﺰﺍﺭ ﻧﮕﺮﺷـﻲ ﻭﺍﻗﻌـﻲ ﻫـﻢ ﻫﺴـﺖ‪ .‬ﺍﻧﮕﻴـﺰﻩ ﻭﺍﻗﻌـﻲ ﺑـﺎ‬ ‫ﺍﺳﻠﺤﻪﺍﻱ ﺑﻪ ﻧﺎﻡ “ ﺍﻳﺪﻩ ﻣﺘﻤﺎﻳﺰﻛﻨﻨﺪﻩ” ﺁﻏﺎﺯ ﻣﻲﺷﻮﺩ‪ .‬ﺁﻧﮕﺎﻩ ﺷﻤﺎ ﻣﻲﺗﻮﺍﻧﻴﺪ ﻛﺎﺭﻛﻨﺎﻥﺗﺎﻥ ﺭﺍ ﺑﻪ ﭼﺎﻟﺶ ﺑﻜﺸـﻴﺪ‪.‬‬ ‫ﺗﺎ ﺁﻥ ﺍﻳﺪﻩ ﺭﺍ ﺩﺭ ﻓﺮﻭﺵ‪ ،‬ﺳﺎﺧﺖ‪ ،‬ﻓﺮﺁﻭﺭﺩﻩ ﺟﺪﻳﺪ‪ ،‬ﻣﻬﻨﺪﺳﻲ ﻳﺎ ﻫﺮ ﻗﺴﻤﺖ ﺩﻳﮕﺮﻱ ﻛﻪ ﺩﺭ ﺁﻥ ﻛﺎﺭ ﻣﻲﻛﻨﻨﺪ‬ ‫ﻣﺤﻘﻖ ﺳﺎﺯﻧﺪ‪.‬‬

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‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫ﻓﺼﻞ ‪٩‬‬

‫ﺗﻤﺎﻳﺰ ﺩﺭ ﻓﻜﺮ ﺍﺗﻔﺎﻕ ﻣﻲﺍﻓﺘﺪ‬ ‫ﻫﻤﺎﻥﻃﻮﺭ ﻛﻪ ﺩﺭ ﻓﺼﻞ ﻗﺒﻞ ﺩﻳﺪﻳﻢ ﺁﺧﺮﻳﻦ ﻣﺮﺣﻠﻪ ﺩﺭ ﻓﺮﺁﻳﻨﺪ ﺍﻳﺠﺎﺩ ﺗﻤﺎﻳﺰ ﺍﻳﻦ ﺑﻮﺩ ﻛﻪ ﻣـﺮﺩﻡ ﺭﺍ ﺑـﺎ ﺍﻳﺠـﺎﺩ‬ ‫ﻳﻚ ﺑﺮﻧﺎﻣﻪ ﻣﺸﺨﺺ‪ ،‬ﻧﺴﺒﺖ ﺑﻪ ﻭﺟﻮﻩ ﺗﻤﺎﻳﺰ ﺧﻮﺩﺗﺎﻥ ﺁﮔﺎﻩ ﻛﻨﻴﺪ‪.‬‬ ‫ﺍﻧﺠﺎﻡ ﺍﻳﻦ ﻛﺎﺭ ﻣﺴﺘﻠﺰﻡ “ﻣﻮﻗﻌﻴﺖﻳﺎﺑﻲ ﻛﺮﺩﻥ” ﺍﺳﺖ‪ .‬ﺍﮔﺮ ﭼﻪ ﺗﻌﺪﺍﺩ ﺯﻳﺎﺩﻱ ﺍﺯ ﻛﺴﺐ ﻭ ﻛﺎﺭﻫﺎ ﺳﻨﺖ ﻓـﻮﻕ‬ ‫ﺭﺍ ﺑﺮ ﺯﺑﺎﻥ ﻣﻲﺭﺍﻧﻨﺪ‪ ،‬ﻟﻴﻜﻦ ﺧﻴﻠﻲ ﺍﺯ ﺁﻧﻬﺎ ﺩﺭﻙ ﺻﺤﻴﺤﻲ ﺍﺯ ﻣﻔﻬﻮﻡ ﺁﻥ‪ ،‬ﻛﻪ ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ “ﭼﮕـﻮﻧﮕﻲ ﻣﺘﻤـﺎﻳﺰ‬ ‫ﺟﻠﻮﻩ ﺩﺍﺩﻥ ﻳﻚ ﻓﺮﺁﻭﺭﺩﻩ ﺩﺭ ﺫﻫﻦ ﻣﺸﺘﺮﻳﺎﻥ” ﻧﺪﺍﺭﻧﺪ‪ .‬ﺍﮔﺮ ﺷﻤﺎ ﺑﺎ ﻧﺤﻮﻩ ﻛـﺎﺭﻛﺮﺩ ﻓﻜـﺮ ﺁﺷـﻨﺎ ﻫﺴـﺘﻴﺪ‪ ،‬ﺑـﺎ‬ ‫ﻣﻮﻗﻌﻴﺖﻳﺎﺑﻲ ﻧﻴﺰ ﺁﺷﻨﺎﻳﻲ ﺩﺍﺭﻳﺪ‪ .‬ﺍﻳﻦ ﺍﺻﻮﻝ ﭘﺸﺘﻮﺍﻧﻪ ﺗﻮﺻﻴﻪﻫﺎﻱ ﻣﺘﻤﺎﻳﺰﻛﻨﻨﺪﻩ ﻣﺎ ﻫﺴﺘﻨﺪ‪.‬‬

‫ﻓﻜﺮﻫﺎ ﻣﺤﺪﻭﺩ ﻫﺴﺘﻨﺪ‬ ‫ﺑﺎﺯﺍﺭﻳﺎﺏﻫﺎ ﻏﺎﻟﺒﺎﹰ ﺑﺎ ﺍﻓﻜﺎﺭ ﻣﺮﺩﻣﻲ ﻛﻪ ﺗﻼﺵ ﻣﻲﻛﻨﻨﺪ ﺑﺮ ﺁﻥ ﺍﺛـﺮ ﺑﮕﺬﺍﺭﻧـﺪ ﺩﺭ ﺗﻀـﺎﺩ ﻫﺴـﺘﻨﺪ‪ .‬ﺑﺮﺩﺍﺷـﺖ ﻭ‬ ‫ﺍﺳﺘﻨﺒﺎﻁ ﺍﻧﺴﺎﻥﻫﺎ ﺍﻧﺘﺨﺎﺑﻲ ﺍﺳﺖ ﻭ ﺣﺎﻓﻈﻪ ﺍﻭ ﻫﻢ ﺑﺴﻴﺎﺭ ﮔﺰﻳﻨﺸﻲ ﻋﻤﻞ ﻣﻲﻛﻨﺪ‪ .‬ﻣﺎ ﺑﻪ ﻃﻮﺭ ﻣﺪﺍﻡ ﺑﺎ ﻳﻚ ﻧﻘﻴﺼﻪ‬ ‫ﺩﺳﺖ ﺑﻪ ﮔﺮﻳﺒﺎﻥ ﻫﺴﺘﻴﻢ ﻭ ﺁﻥ ﻣﺤﺪﻭﺩﻳﺖ ﻓﻴﺰﻳﻮﻟﻮﮊﻳﻜﻲ ﻣﺎ ﺩﺭ ﭘﺮﺩﺍﺯﺵ ﻛﺮﺩﻥ ﻣﺤﺮﻛﻪﻫـﺎﻱ ﻧﺎﻣﺤـﺪﻭﺩﻱ‬ ‫ﺍﺳﺖ ﻛﻪ ﺩﺭ ﻣﺤﻴﻂﻣﺎﻥ ﻭﺟﻮﺩ ﺩﺍﺭﻧﺪ‪ .‬ﺍﻳﻦ ﻣﺤﺪﻭﺩﻳﺖ ﺑﻪ ﺍﻳﻦ ﻣﻌﻨﻲ ﺍﺳﺖ ﻛﻪ ﺍﮔﺮ ﻓـﺮﺁﻭﺭﺩﻩ ﺷـﻤﺎ ﺩﺭ ﻳـﻚ‬ ‫ﺭﺩﻩ ﻛﺎﻻﻱ ﭘﺮﺗﻌﺪﺍﺩ ﺩﺍﺭﺍﻱ ﺗﻔﺎﻭﺕ ﭼﺸﻤﮕﻴﺮ ﻧﺒﺎﺷﺪ ﺩﺍﺭﺍﻱ ﺗﻔﺎﻭﺕ ﻛﺎﻓﻲ ﻧﺨﻮﺍﻫﺪ ﺑﻮﺩ‪.‬‬

‫ﺍﻓﻜﺎﺭ ﺍﺯ ﺳﺮﺩﺭﮔﻤﻲ ﻭ ﺁﺷﻔﺘﮕﻲ ﺗﻨﻔﺮ ﺩﺍﺭﻧﺪ‬ ‫ﺍﻧﺴﺎﻥ ﺑﻴﺸﺘﺮ ﺍﺯ ﻫﺮ ﻣﺨﻠﻮﻕ ﺩﻳﮕﺮﻱ ﻛﻪ ﺗﺎ ﺑﻪ ﺣﺎﻝ ﻭﺟﻮﺩ ﺩﺍﺷﺘﻪ ﺑﻪ ﻓﺮﺍﮔﻴﺮﻱ ﺍﺗﻜﺎ ﻛﺮﺩﻩ ﺍﺳﺖ‪ .‬ﻭﻗﺘﻲ ﺍﺯ ﺁﻟﺒﺮﺕ‬ ‫ﺍﻧﻴﺸﺘﻦ ﺩﺭ ﻣﻮﺭﺩ ﺗﻨﻬﺎ ﺭﺧﺪﺍﺩﻱ ﻛﻪ ﺑﻪ ﺍﻭ ﺑﻴﺸﺘﺮﻳﻦ ﻛﻤﻚ ﺭﺍ ﻛﺮﺩ ﺗﺎ ﺑﺘﻮﺍﻧﺪ ﺗﺌـﻮﺭﻱ ﻧﺴـﺒﻴﺖ ﺭﺍ ﻛﺸـﻒ ﻛﻨـﺪ‬ ‫ﺳﺆﺍﻝ ﻛﺮﺩﻧﺪ‪ ،‬ﺩﺭ ﭘﺎﺳﺦ ﮔﻔﺖ‪ » :‬ﻓﻬﻤﻴﺪﻥ ﺍﻳﻨﻜﻪ ﭼﻄﻮﺭ ﺑﺎﻳﺪ ﺭﺍﺟﻊ ﺑﻪ ﻣﺸﻜﻞ ﻓﻜﺮ ﻛﺮﺩ‪ «.‬ﺩﺭ ﺍﻳﻦ ﻣﺴﻴﺮ ﻧﻴﻤـﻲ‬ ‫ﺍﺯ ﭘﻴﻜﺎﺭ ﻣﺎ ﺑﺮﺍﻱ ﺩﺳﺘﺮﺳﻲ ﻳﺎﻓﺘﻦ ﺑﻪ ﺟﻮﻫﺮ ﻭ ﻣﺎﻫﻴﺖ ﻳﻚ ﻣﺸﻜﻞ ﺍﺳﺖ‪ .‬ﺍﻳﻦ ﻛﺎﺭ ﺑﻪ ﻃﻮﺭ ﻛﻠﻲ ﺑﻪ ﻣﻌﻨـﻲ ﭘﻴـﺪﺍ‬ ‫ﻛﺮﺩﻥ ﻓﻬﻢ ﻋﻤﻴﻘﻲ ﺍﺯ ﺭﻗﺒﺎ ﻭ ﺟﺎﻳﮕﺎﻩ ﺁﻧﻬﺎ ﺩﺭ ﺫﻫﻦ ﻣﺸﺘﺮﻱ ﺷﻤﺎﺳﺖ‪ .‬ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﺭﺍﺟﻊ ﺑـﻪ ﺁﻧﭽـﻪ ﻛـﻪ ﺷـﻤﺎ‬ ‫ﺧﻮﺍﻫﺎﻥ ﺍﻧﺠﺎﻡ ﺁﻥ ﻫﺴﺘﻴﺪ ﻧﻴﺴﺖ‪ ،‬ﺑﻠﻜﻪ ﺭﺍﺟﻊ ﺑﻪ ﺁﻥ ﭼﻴﺰﻱ ﺍﺳﺖ ﻛﻪ ﺭﻗﺒﺎ ﺍﺟﺎﺯﻩ ﻣﻲﺩﻫﻨﺪ ﺷﻤﺎ ﺍﻧﺠﺎﻡ ﺩﻫﻴـﺪ‪.‬‬ ‫ﺑﻬﺘﺮﻳﻦ ﺭﺍﻩ ﺑﺮﺍﻱ ﻧﻔﻮﺫ ﺩﺭ ﺍﻓﻜﺎﺭﻱ ﻛﻪ ﺍﺯ ﭘﻴﭽﻴﺪﮔﻲ ﻭ ﺁﺷﻔﺘﮕﻲ ﺗﻨﻔﺮ ﺩﺍﺭﻧﺪ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﭘﻴﺎﻡ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﻧﺤـﻮ‬ ‫ﺑﺴﻴﺎﺭ ﺳﺎﺩﻩﺍﻱ ﺑﻴﺎﻥ ﻛﻨﻴﺪ‪.‬‬

‫‪١۶‬‬

‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫ﺧﺮﻳﺪﻥ ﺁﻥ ﭼﻴﺰﻫﺎﻳﻲ ﻛﻪ ﺩﻳﮕﺮﺍﻥ ﻣﻲﺧﺮﻧﺪ‬ ‫ﻣﺮﺩﻡ ﺩﺭ ﻏﺎﻟﺐ ﻣﻮﺍﺭﺩ ﺁﻥ ﭼﻴﺰﻱ ﺭﺍ ﻣﻲﺧﺮﻧﺪ ﻛﻪ ﻓﻜﺮ ﻣﻲﻛﻨﻨﺪ ﺑﺎﻳﺪ ﺑﺨﺮﻧﺪ‪ .‬ﺭﻳﺸﻪ ﺍﺻﻠﻲ ﺍﻳﻦ ﻧﻮﻉ ﺭﻓﺘﺎﺭﻫﺎ ﺭﺍ‬ ‫ﺑﺎﻳﺪ ﺩﺭ ﺍﺣﺴﺎﺱ ﻋﺪﻡ ﺍﻃﻤﻴﻨﺎﻥ ﻭ ﺗﺰﻟﺰﻝ ﺟﺴﺘﺠﻮ ﻛﺮﺩ‪ .‬ﺍﮔﺮ ﺳﺎﺑﻘﻪ ﺣﻀﻮﺭ ﺷﻤﺎ ﺩﺭ ﺑﺎﺯﺍﺭ ﺯﻳـﺎﺩ ﺑﺎﺷـﺪ ﻣـﺮﺩﻡ‬ ‫ﺑﻴﺸﺘﺮ ﺑﻪ ﺷﻤﺎ ﺍﻋﺘﻤﺎﺩ ﻣﻲﻛﻨﻨﺪ ﻭ ﺍﺯ ﺷﻤﺎ ﺑﺎ ﺍﻃﻤﻴﻨﺎﻥ ﺑﻴﺸﺘﺮﻱ ﺧﺮﻳﺪ ﻣﻲﻛﻨﻨﺪ‪.‬‬ ‫ﺗﺰﻟﺰﻝ ﻭ ﻋﺪﻡ ﺍﻃﻤﻴﻨﺎﻥ ﺣﺎﻛﻢ ﺑﺮﺍﻓﻜﺎﺭ ﺑﻪ ﺩﻻﻳﻞ ﻣﺨﺘﻠﻔﻲ ﺑﻪ ﻭﺟﻮﺩ ﻣﻲﺁﻳﺪ ﻳﻜﻲ ﺍﺯ ﺁﻥ ﺩﻻﻳﻞ ﺍﺩﺍﺭﻙ ﺧﻄـﺮ‬ ‫ﺩﺭ ﺍﻧﺠﺎﻡ ﻛﺎﺭ ﻣﻬﻤﻲ ﻣﺜﻞ ﺧﺮﻳﺪ ﺍﺳﺖ‪ .‬ﺩﺍﻧﺸﻤﻨﺪﺍﻥ ﻋﻠﻮﻡ ﺭﻓﺘﺎﺭﻱ ﭘﻨﺞ ﮔﻮﻧـﻪ ﻣﺨﺘﻠـﻒ ﺍﺯ ﺍﺩﺭﺍﻙ ﺧﻄـﺮ ﺭﺍ ﺑـﻪ‬ ‫ﺷﺮﺡ ﺯﻳﺮ ﻣﺸﺨﺺ ﻛﺮﺩﻩﺍﻧﺪ‪:‬‬ ‫‪-١‬‬

‫ﺧﻄﺮ ﭘﻮﻟﻲ ‪) monetary risk‬ﺍﺣﺘﻤﺎﻝ ﺗﺒﺎﻩ ﺷﺪﻥ ﭘﻮﻟﻲ ﻛﻪ ﺻﺮﻑ ﺧﺮﻳﺪ ﺷﺪﻩ ﺍﺳﺖ(‬

‫‪-٢‬‬

‫ﺧﻄﺮ ﻛﺎﺭﻛﺮﺩﻱ ‪) functional risk‬ﺷﺎﻳﺪ ﻓﺮﺁﻭﺭﺩﻩ ﺧﺮﻳﺪﺍﺭﻱ ﺷﺪﻩ ﻛﺎﺭ ﻧﻜﺮﺩ‪ ،‬ﻳﺎ ﺁﻥ ﻃﻮﺭ ﻛـﻪ ﺍﺩﻋـﺎ‬ ‫ﻣﻲﺷﻮﺩ ﻛﺎﺭ ﻣﻲﻛﻨﺪ‪ ،‬ﻛﺎﺭ ﻧﻜﺮﺩ‪(.‬‬

‫‪-٣‬‬

‫ﺧﻄﺮ ﺟﺴﻤﻲ ‪) physical risk‬ﻗﺪﺭﻱ ﺧﻄﺮﻧﺎﻙ ﺑﻪ ﻧﻈﺮ ﻣﻲ ﺭﺳﺪ‪ .‬ﻣﻤﻜﻦ ﺍﺳـﺖ ﻛـﺎﺭﺑﺮﺩ ﺁﻥ ﺑﺎﻋـﺚ‬ ‫ﺁﺳﻴﺐ ﺯﺩﻥ ﺑﻪ ﻣﻦ ﺷﻮﺩ‪(.‬‬

‫‪-٤‬‬

‫ﺧﻄﺮ ﺍﺟﺘﻤﺎﻋﻲ ‪) social risk‬ﻣﻄﻤﺌﻦ ﻧﻴﺴﺘﻢ ﺍﮔﺮ ﺩﻭﺳﺘﺎﻧﻢ ﺑﻔﻬﻤﻨﺪ ﻛﻪ ﻣﻦ ﺍﻳﻦ ﻓﺮﺁﻭﺭﺩﻩ ﺭﺍ ﺧﺮﻳﺪﻩﺍﻡ‬ ‫ﺩﺭﺑﺎﺭﻩ ﻣﻦ ﭼﻪ ﻓﻜﺮﻱ ﺧﻮﺍﻫﻨﺪ ﻛﺮﺩ‪(.‬‬

‫‪-٥‬‬

‫ﺧﻄﺮ ﺭﻭﺍﻧﻲ ‪) psychological risk‬ﭼﻨﺎﻧﭽﻪ ﺍﻳﻦ ﻓﺮﺁﻭﺭﺩﻩ ﺭﺍ ﺑﺨﺮﻡ ﻣﻤﻜﻦ ﺍﺳـﺖ ﺍﺣﺴـﺎﺱ ﮔﻨـﺎﻩ ﻳـﺎ‬ ‫ﻭﻇﻴﻔﻪﻧﺸﻨﺎﺳﻲ ﻛﻨﻢ(‪.‬‬ ‫ﻣﻮﺍﺭﺩ ﻓﻮﻕ ﺭﻭﺷﻨﮕﺮ ﺍﻳﻦ ﻫﺴﺘﻨﺪ ﻛﻪ ﭼﺮﺍ ﻣﺮﺩﻡ‪ ،‬ﺩﺭ ﺿﻤﻦ ﺍﻳﻨﻜﻪ ﻋﺎﺷﻖ ﺯﻳﺮﺩﺳﺖﻫﺎ ﻭ ﻛﻮﭼﻚﻫﺎ ﻫﺴﺘﻨﺪ‪،‬‬

‫ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﺑﺎ ﻧﺎﻡ ﺗﺠﺎﺭﻱ ﻛﻪ ﺍﺯ ﻧﻈﺮ ﺁﻧﻬﺎ ﺭﻫﺒﺮ ﺑﺎﺯﺍﺭ ﻫﺴﺘﻨﺪ ﺭﺍ ﺧﺮﻳﺪﺍﺭﻱ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺍﮔﺮ ﺩﻳﮕﺮﺍﻥ ﻓـﺮﺁﻭﺭﺩﻩ‬ ‫ﺑﺎ ﺁﻥ ﻧﺎﻡ ﺗﺠﺎﺭﻱ ﺭﺍ ﺑﺨﺮﻧﺪ ﻣﻦ ﻧﻴﺰ ﻫﻤﺎﻥ ﺭﺍ ﺧﻮﺍﻫﻢ ﺧﺮﻳﺪ‪.‬‬

‫ﻓﺼﻞ ‪١٠‬‬

‫“ ﺍﻭﻟﻴﻦ ﺑﻮﺩﻥ” ﻳﻚ ﺍﻳﺪﻩ ﻣﺘﻤﺎﻳﺰﻛﻨﻨﺪﻩ ﺍﺳﺖ‬ ‫ﺍﮔﺮ ﺷﻤﺎ ﻧﺨﺴﺘﻴﻦ ﺷﺨﺼﻲ ﺑﺎﺷﻴﺪ ﻛﻪ ﻳﻚ ﻓﺮﺁﻭﺭﺩﻩ ﺭﺍ ﻣﻌﺮﻓﻲ ﻣﻲﻛﻨﻴﺪ ﺩﺭ ﺍﻳﻦ ﺻﻮﺭﺕ ﺯﻣـﺎﻧﻲ ﻛـﻪ ﺭﻗﻴـﺐ‬ ‫ﺷﻤﺎ ﺗﻼﺵ ﻛﻨﺪ ﺗﺎ ﺑﻪ ﺗﻘﻠﻴﺪ ﺍﺯ ﺷﻤﺎ ﺑﭙﺮﺩﺍﺯﺩ ﻫﻤﻪ ﻛﺎﺭﻫﺎﻱ ﺍﻭ ﺩﺭﺗﺄﻳﻴﺪ ﺍﻳﺪﻩ ﺷﻤﺎ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪.‬‬ ‫ﺭﺳﻮﺥ ﺑﻪ ﺍﻓﻜﺎﺭ ﻣﺼﺮﻑﻛﻨﻨﺪﮔﺎﻥ ﺑﺮﺍﻱ ﺑﺎﺭ ﺍﻭﻝ ﺧﻴﻠﻲ ﺭﺍﺣﺖﺗﺮ ﺍﺯ ﻭﻗﺘﻲ ﺍﺳﺖ ﻛﻪ ﺷﻤﺎ ﺩﺭ ﻣﻮﻗﻌﻴـﺖ ﻳـﻚ‬ ‫ﺭﻗﻴﺐ ﺗﺎﺯﻩﻭﺍﺭﺩ ﺑﺨﻮﺍﻫﻴﺪ ﻣﺮﺩﻡ ﺭﺍ ﻗﺎﻧﻊ ﻛﻨﻴﺪ ﻛﻪ ﻓﺮﺁﻭﺭﺩﻩ ﺷﻤﺎ ﺍﺯ ﻓﺮﺁﻭﺭﺩﻩ ﺷﺨﺼﻲ ﻛﻪ ﺑﺮﺍﻱ ﺍﻭﻟﻴﻦ ﺑﺎﺭ ﺩﺭ‬ ‫ﻓﻜﺮ ﺁﻧﻬﺎ ﺭﺳﻮﺥ ﻛﺮﺩﻩ ﺑﻬﺘﺮ ﺍﺳﺖ‪.‬‬ ‫ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﭘﻴﺸﮕﺎﻡ ﺧﻴﻠﻲ ﺷـﺒﻴﻪ ﺑﭽـﻪﻫـﺎﻱ ﺍﻭﻝ ﺧـﺎﻧﻮﺍﺩﻩﻫـﺎ ﻫﺴـﺘﻨﺪ‪ .‬ﺟﺴـﻮﺭ‪ ،‬ﺑـﺎ ﺍﻧﮕﻴـﺰﻩ‪ ،‬ﻣﺴـﻠﻂ‪.‬‬ ‫ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻳﻲ ﻛﻪ ﺩﺭ ﺭﺩﻩ ﺧﻮﺩ ﺍﻭﻟﻴﻦ ﻧﻴﺴﺘﻨﺪ‪) ،‬ﻣﺜﻞ ﺑﭽﻪﻫـﺎﻱ ﺑﻌـﺪﻱ ﺧـﺎﻧﻮﺍﺩﻩ( ﺑـﻪ ﺷﻜﺴـﺖﺧـﻮﺭﺩﻩﻫـﺎ‬ ‫ﻣﻲﻣﺎﻧﻨﺪ ﻭ ﺗﻼﺵ ﺩﺭ ﺑﻪ ﭼﺎﻟﺶ ﻛﺸﻴﺪﻥ ﺍﻭﻟﻲﻫﺎ ﺩﺍﺭﻧﺪ‪) .‬ﺑﻪ ﻫﻤﻴﻦ ﺩﻟﻴﻞ ﺍﺳﺖ ﻛﻪ ﻧﺎﻡﻫﺎﻱ ﺗﺠﺎﺭﻱ ﻣﻮﻓﻘﻲ ﻛﻪ‬ ‫ﺑﻌﺪ ﺍﺯ ﭘﻴﺸﮕﺎﻡﻫﺎ ﭘﺎ ﺑﻪ ﻋﺮﺻﻪ ﺭﻗﺎﺑﺖ ﻣﻲﮔﺬﺍﺭﻧﺪ‪ ،‬ﺍﻳﻦ ﻛﺎﺭ ﺭﺍ ﻋﻤﺪﺗﺎﹰ ﺍﺯ ﻃﺮﻳﻖ ﻛﺎﺭ ﻛـﺮﺩﻥ ﺭﻭﻱ ﻭﻳﮋﮔـﻲﻫـﺎﻱ‬

‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

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‫ﺟﻨﺒﻲ ﻓﺮﺁﻭﺭﺩﻩ ﺍﻧﺠﺎﻡ ﻣﻲﺩﻫﻨﺪ‪ .‬ﺁﻧﻬﺎ ﺍﻳﺪﻩ ﻳﺎ ﻣﺸﺨﺼﻪ ﺟﺪﻳﺪﻱ ﺍﺯ ﻓﺮﺁﻭﺭﺩﻩ ﺭﺍ ﻛﻪ ﭘﻴﺸﮕﺎﻡ ﺑﻪ ﺁﻧﻬﺎ ﻛـﻢﺗﻮﺟـﻪ‬ ‫ﺑﻮﺩﻩ‪ ،‬ﻣﺒﻨﺎﻱ ﺗﻤﺎﻳﺰ ﺧﻮﺩ ﻗﺮﺍﺭ ﻣﻲﺩﻫﻨﺪ(‪.‬‬ ‫ﺍﺣﺴﺎﺱ ﻣﺮﺩﻡ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﭘﻴﺸﮕﺎﻡﻫﺎ ﺍﺻﻠﻲ ﻫﺴﺘﻨﺪ ﻭ ﺁﻧﻬﺎ ﻛﻪ ﺑﻌﺪﺍﹰ ﻭﺍﺭﺩ ﻣﻴـﺪﺍﻥ ﺭﻗﺎﺑـﺖ ﻣـﻲﺷـﻮﻧﺪ‬ ‫ﻣﻘﻠﺪﻧﺪ‪ .‬ﺍﺻﻠﻲ ﺑﻮﺩﻥ ﺑﻪ ﻣﻌﻨﺎﻱ ﺑﺮﺧﻮﺭﺩﺍﺭﻱ ﺍﺯ ﺁﮔﺎﻫﻲ ﺑﻴﺸﺘﺮ ﻭ ﺗﺠﺮﺑﻪ ﺑﻴﺸﺘﺮ ﺍﺳﺖ‪ .‬ﺗﺤﻘﻴﻖ ﻧﺸﺎﻥ ﻣﻲ ﺩﻫـﺪ‬ ‫ﻛﻪ ﭘﻴﺸﮕﺎﻣﻲ ﺩﺭ ﻭﺭﻭﺩ ﺑﻪ ﺑﺎﺯﺍﺭ ﺩﺭ ﻏﺎﻟﺐ ﻣﻮﺍﺭﺩ ﺳﻬﻢ ﺑﺎﺯﺍﺭ ﻋﻤﺪﻩ ﻭ ﺑﺴﻴﺎﺭ ﺯﻳﺎﺩﻱ ﻧﺴﺒﺖ ﺑﻪ ﺁﻧﻬـﺎ ﻛـﻪ ﺑﻌـﺪﺍﹰ‬ ‫ﻭﺍﺭﺩ ﺑﺎﺯﺍﺭ ﺷﺪﻩﺍﻧﺪ‪ ،‬ﻛﺴﺐ ﻛﺮﺩﻩ ﺍﺳﺖ‪ .‬ﺍﻳﻦ ﺗﺤﻘﻴﻘﺎﺕ ﻫﻤﭽﻨﻴﻦ ﻧﺸﺎﻥ ﻣﻲﺩﻫﻨﺪ ﻛﻪ ﺁﻧﻬﺎ ﻛﻪ ﺑﻌﺪﺍﹰ ﻭﺍﺭﺩ ﺑﺎﺯﺍﺭ‬ ‫ﺷﺪﻩﺍﻧﺪ‪ ،‬ﻣﺠﺒﻮﺭﻧﺪ ﺩﺭ ﺟﺴﺘﺠﻮﻱ ﺭﺍﻫﺒﺮﺩ ﻣﻮﻗﻌﻴﺖﻳﺎﺑﻲ ﻣﺘﻤﺎﻳﺰﻱ ﺑﺮﺍﻱ ﺧﻮﺩ ﺑﺎﺷﻨﺪ‪.‬‬ ‫ﺩﻟﻴﻠﻲ ﻛﻪ ﺑﺎﻋﺚ ﻣﻲﺷﻮﺩ ﺍﻭﻟﻴﻦ ﻧﺎﻡﻫﺎﻱ ﺗﺠﺎﺭﻱ ﻣﻮﻗﻌﻴﺖ ﺭﻫﺒﺮﻱ ﺑﺎﺯﺍﺭ ﺭﺍ ﺑﻪ ﺩﺳﺖ ﺁﻭﺭﻧﺪ ﺍﻳﻦ ﺍﺳﺖ ﻛـﻪ‬ ‫ﺍﻳﻦ ﻧﺎﻡﻫﺎ ﺍﻏﻠﺐ ﺑﻪ ﺻﻮﺭﺕ ﮊﻧﺮﻳﻚ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﻧﺪ‪ .‬ﻧﺎﻡ ﺯﻳﺮﺍﻛﺲ )ﻛﻪ ﺍﻭﻟـﻴﻦ ﺗﻮﻟﻴـﺪ ﻛﻨﻨـﺪﻩ‬ ‫ﺩﺳﺘﮕﺎﻩ ﻓﺘﻮﻛﭙﻲ ﺑﻮﺩ( ﺑﻪ ﺩﺳﺘﮕﺎﻩﻫﺎﻱ ﻓﺘﻮﻛﭙﻲ ﺩﻳﮕﺮ ﻣﻮﺟﻮﺩ ﺩﺭ ﺑﺎﺯﺍﺭ ﺑﺮﺗﺮﻱ ﭘﻴﺪﺍ ﻛﺮﺩﻩ ﺍﺳﺖ‪ .‬ﻣﺮﺩﻡ ﻣﻘﺎﺑـﻞ‬ ‫ﻳﻚ ﺩﺳﺘﮕﺎﻩ ﻓﺘﻮﻛﭙﻲ ﺑﺎ ﻧﺎﻡﻫﺎﻱ ﻣﺨﺘﻠﻒ ﺗﺠﺎﺭﻱ ﻣﻲﺍﻳﺴﺘﻨﺪ ﻭ ﻣﻲﭘﺮﺳﻨﺪ » ﭼﻄﻮﺭ ﻣﻲﺗﻮﺍﻥ ﺍﺯ ﺍﻳـﻦ ﻧﺎﻣـﻪ ﻳـﻚ‬ ‫ﻓﺘﻮﻛﭙﻲ ﺯﻳﺮﺍﻛﺲ ﺗﻬﻴﻪ ﻛﺮﺩ؟« ﻣﺮﺩﻡ ﻣﺘﻘﺎﺿﻲ ﻳﻚ ﺟﻌﺒﻪ ﻛﻠﻴﻨﻜﺲ ﻫﺴﺘﻨﺪ ﺩﺭ ﺣﺎﻟﻲ ﻧﺎﻡ ﺗﺠـﺎﺭﻱ ﺩﻳﮕـﺮﻱ ﺑـﻪ‬ ‫ﻧﺤﻮ ﻭﺍﺿﺤﻲ ﺭﻭﻱ ﺟﻌﺒﻪ ﭼﺎﭖ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﺩﻭﺳﺘﺎﻥﺗﺎﻥ ﺑﻪ ﺷﻤﺎ ﻳﻚ ﻛﻮﻛﺎ ﺗﻌﺎﺭﻑ ﻣﻲﻛﻨﻨﺪ ﺩﺭ ﺣﺎﻟﻲ ﻛﻪ ﭼﻴﺰﻱ‬ ‫ﻛﻪ ﺗﻌﺎﺭﻳﻒ ﻣﻲﻛﻨﻨﺪ ﺩﺭ ﺣﻘﻴﻘﺖ ﻳﻚ ﻧﻮﺷﺎﺑﻪ ﭘﭙﺴﻲ ﺍﺳﺖ‪.‬‬ ‫ﺍﻭﻟﻴﻦﻫﺎﻱ ﻣﻮﻓﻖ ﮔﻮﻝ ﺯﻧﻨﺪﻩ ﻧﻴﺴﺘﻨﺪ‪ ،‬ﺑﻠﻜﻪ ﺍﻳﺪﻩﻫﺎﻱ ﺧـﻮﺑﻲ ﻫﺴـﺘﻨﺪ‪ ،‬ﻭ ﺑـﺮﻋﻜﺲ ﺍﻭﻟـﻴﻦﻫـﺎﻱ ﻧـﺎﻣﻮﻓﻖ‬ ‫ﺍﻳﺪﻩﻫﺎﻱ ﺑﺪﻱ ﻫﺴﺘﻨﺪ‪.‬‬ ‫ﺍﻭﻟﻴﻦ ﺑﻮﺩﻥ ﺩﺭ ﻋﺮﺿﻪ ﻳﻚ ﺍﻳﺪﻩ ﺍﺣﻤﻘﺎﻧﻪ ﻛﺎﺭﻱ ﻧﺎﺑﺨﺮﺩﺍﻧﻪ ﺍﺳﺖ ﻭ ﺷﻤﺎ ﺭﺍ ﺑﻪ ﻫﻴﭻ ﻛﺠﺎ ﻧﺨﻮﺍﻫﺪ ﺭﺳﺎﻧﺪ‪.‬‬ ‫ﺍﮔﺮ ﺭﺗﺒﻪ ﺍﻭﻝ ﺭﺍ ﺑﻪ ﺩﺳﺖ ﺁﻭﺭﺩﻳﺪ ﺑﻪ ﻧﺤﻮﻱ ﺧﻮﺩﻛﺎﺭ ﺍﺯ ﺩﻳﮕﺮﺍﻥ ﻣﺘﻤﺎﻳﺰ ﻣﻲﺷﻮﻳﺪ ﻭ ﺍﮔﺮ ﺑﺘﻮﺍﻧﻴﺪ ﻣﻮﻗﻌﻴﺖ‬ ‫ﻣﺰﺑﻮﺭ ﺭﺍ ﺣﻔﻆ ﻛﺮﺩﻩ ﻭ ﺑﺎ ﺑﺪﻝﺳﺎﺯﺍﻥ ﻣﻘﺎﺑﻠﻪ ﻛﻨﻴﺪ‪ ،‬ﻣﻮﻓﻘﻴﺖ ﺯﻳﺎﺩﻱ ﻛﺴﺐ ﺧﻮﺍﻫﻴﺪ ﻧﻤﻮﺩ‪ .‬ﺣﺎﺋﺰ ﺑـﻮﺩﻥ ﺭﺗﺒـﻪ‬ ‫ﺍﻭﻝ ﺩﺭ ﻳﻚ ﻧﻘﻄﻪ ﺍﺯ ﺟﻬﺎﻥ ﻣﺎﻧﻊ ﺍﺯ ﻗﺮﺽ ﻧﻤﻮﺩﻥ ﺁﻥ ﺍﻳﺪﻩ ﻭ ﺑﻪ ﻛﺎﺭ ﮔﺮﻓﺘﻦ ﺁﻥ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻚ ﺍﻳـﺪﻩ ﺑـﺪﻳﻊ ﺩﺭ‬ ‫ﻧﻘﻄﻪﺍﻱ ﺩﻳﮕﺮ ﺍﺯ ﺟﻬﺎﻥ ﻧﺨﻮﺍﻫﺪ ﺑﻮﺩ‪.‬‬ ‫ﻫﻤﺎﻥ ﻃﻮﺭ ﻛﻪ ﺗﻮﻣﺎﺱ ﺍﺩﻳﺴﻮﻥ ﺗﻮﺻﻴﻪ ﻛﺮﺩﻩ ﺍﺳﺖ‪ » :‬ﺧﻮﺩ ﺭﺍ ﻋﺎﺩﺕ ﺑﺪﻫﻴﺪ ﺗﺎ ﻫﻤﻴﺸـﻪ ﺩﺭ ﺟﺴـﺘﺠﻮﻱ‬ ‫ﺍﻳﺪﻩﻫﺎﻱ ﺟﺎﻟﺐ ﻭ ﺑﺪﻳﻌﻲ ﻛﻪ ﺩﻳﮕﺮﺍﻥ ﺭﺍ ﺑﻪ ﻣﻮﻓﻘﻴﺖ ﺭﺳﺎﻧﻴﺪﻩ ﺍﺳﺖ ﺑﺎﺷﻴﺪ‪«.‬‬ ‫ﺑﻪ ﻋﺒﺎﺭﺕ ﺩﻳﮕﺮ “ ﺍﻭﻟﻴﻦ” ﺑﻮﺩﻥ ﻏﺎﻟﺒﺎﹰ ﺑﻪ ﻣﻌﻨﻲ ﺗﻴﺰﺑﻴﻦ ﻭ ﻫﻮﺷﻴﺎﺭ ﺑﻮﺩﻥ ﺍﺳﺖ‪.‬‬

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‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫ﻓﺼﻞ ‪١١‬‬

‫“ﻣﺎﻟﻜﻴﺖ ﺑﺮ ﻳﻚ ﺧﺼﻮﺻﻴﺖ” ﺭﺍﻫﻲ ﺑﺮﺍﻱ ﺗﻤﺎﻳﺰ ﺍﺳﺖ‬ ‫ﻭﺍﮊﻩ ﺧﺼﻮﺻﻴﺖ ﺍﺯ ﺟﻤﻠﻪ ﻛﻠﻤﺎﺕ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﻋﻴﻦ ﺣﺎﻝ ﻛﻪ ﻛﺎﺭﺑﺮﺩﻫﺎﻱ ﺯﻳﺎﺩﻱ ﺩﺍﺭﺩ ﺧﻮﺏ ﻣﻔﻬﻮﻡ‬ ‫ﻧﺸﺪﻩ ﺍﺳﺖ‪.‬‬ ‫“ﺧﺼﻮﺻﻴﺖ” ﺍﻭﻻﹰ ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ ﻳﻚ ﻣﺸﺨﺼﻪ‪ ،‬ﻭﻳﮋﮔﻲ‪ ،‬ﻳﺎ ﻳﻚ ﻭﺟﻪ ﻣﻤﻴﺰﻩ ﻣﺮﺑﻮﻁ ﺑﻪ ﻳـﻚ ﺷـﺨﺺ ﻳـﺎ‬ ‫ﭼﻴﺰ‪ .‬ﺛﺎﻧﻴﺎﹰ ﺍﻓﺮﺍﺩ ﻳﺎ ﺍﺷﻴﺎ ﺁﻣﻴﺰﻩﺍﻱ ﺍﺯ ﺧﺼﻮﺻﻴﺖﻫﺎﻱ ﻣﺨﺘﻠﻒ ﻫﺴﺘﻨﺪ‪ .‬ﻫﺮ ﻓﺮﺩﻱ ﺍﺯ ﻧﻈﺮ ﺟﻨﺲ‪ ،‬ﺍﻧﺪﺍﺯﻩ‪ ،‬ﻫﻮﺵ‪،‬‬ ‫ﻣﻬﺎﺭﺕﻫﺎ ﻭ ﺟﺬﺍﺑﻴﺖ ﺑﺎ ﺩﻳﮕﺮﺍﻥ ﻣﺘﻔﺎﻭﺕ ﺍﺳـﺖ‪ .‬ﻫـﺮ ﻓـﺮﺁﻭﺭﺩﻩﺍﻱ ﻫـﻢ ﺩﺍﺭﺍﻱ ﻣﺠﻤﻮﻋـﻪﺍﻱ ﺍﺯ ﺧﺼﻮﺻـﻴﺎﺕ‬ ‫ﻣﺘﻔﺎﻭﺕ ﺍﺳﺖ‪.‬‬

‫ﻣﺎﻟﻜﻴﺖ ﺑﺮ ﻳﻚ ﺧﺼﻮﺻﻴﺖ‬ ‫ﻣﺎﻟﻜﻴﺖ ﺑﺮﻳﻚ ﺧﺼﻮﺻﻴﺖ ﺍﺣﺘﻤﺎﻻﹰ ﺑﻬﺘﺮﻳﻦ ﺭﺍﻩ ﺑﺮﺍﻱ ﻣﺘﻤﺎﻳﺰ ﻛﺮﺩﻥ ﻳﻚ ﻓﺮﺁﻭﺭﺩﻩ ﻳﺎ ﺧﺪﻣﺖ ﺍﺳﺖ‪ .‬ﺍﻣﺎ ﺩﻗـﺖ‬ ‫ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ ﻛﻪ ﺑﻪ ﺗﻤﻠﻚ ﺩﺭﺁﻭﺭﺩﻥ ﻫﻤﺎﻥ ﺧﺼﻮﺻﻴﺖ ﻳﺎ ﻣﻮﻗﻌﻴﺘﻲ ﻛﻪ ﺭﻗﻴﺐ ﺷـﻤﺎ ﺩﺍﺭﺍﺳـﺖ ﺑـﺮﺍﻱ ﺷـﻤﺎ‬ ‫ﭼﺎﺭﻩﺳﺎﺯ ﻧﺨﻮﺍﻫﺪ ﺑﻮﺩ‪ .‬ﺷﻤﺎ ﺑﺎﻳﺪ ﺑﻪ ﺩﻧﺒﺎﻝ ﻳﻚ ﺧﺼﻮﺻﻴﺖ ﺩﻳﮕﺮ ﺑﺎﺷﻴﺪ‪.‬‬ ‫ﺷﺮﻛﺖﻫﺎ ﺧﻴﻠﻲ ﺍﺯ ﻭﻗﺖﻫﺎ ﺗﻼﺵ ﻣﻲﻛﻨﻨﺪ ﺗﺎ ﺍﺯ ﺭﻫﺒﺮﺍﻥ ﺑﺎﺯﺍﺭ ﺳﺮﻣﺸﻖ ﺑﮕﻴﺮﻧـﺪ )ﺍﺯ ﺁﻧﻬـﺎ ﺗﻘﻠﻴـﺪ ﻛﻨﻨـﺪ(‬ ‫ﺗﻮﺟﻴﻪ ﺍﻳﻦ ﮔﻮﻧﻪ ﺷﺮﻛﺖﻫﺎ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ » ﺭﻫﺒﺮﺍﻥ ﺑﺎﺯﺍﺭ ﻓﻬﻤﻴﺪﻩﺍﻧﺪ ﻛﻪ ﭼﻪ ﺑﺎﻳﺪ ﻛﺮﺩ‪ .‬ﭘـﺲ ﻣـﺎ ﻫـﻢ ﺑﺎﻳـﺪ‬ ‫ﻛﺎﺭﻱ ﻣﺜﻞ ﺁﻧﻬﺎ ﺍﻧﺠﺎﻡ ﺩﻫﻴﻢ‪ «.‬ﺍﻳﻦ ﻧﻮﻉ ﺑﺮﺩﺍﺷﺖ ﺻﺤﻴﺢ ﻧﻴﺴﺖ‪.‬‬ ‫ﺍﻳﻦﮔﻮﻧﻪ ﺷﺮﻛﺖﻫﺎ ﺑﻬﺘﺮ ﺍﺳﺖ ﺩﺭ ﺟﺴﺘﺠﻮﻱ ﻳﻚ ﺧﺼﻮﺻﻴﺖ ﻣﺘﻀﺎﺩ ﺑﻮﺩﻩ ﻭ ﺑﺎ ﺍﺗﻜﺎ ﺑﻪ ﺁﻥ ﺧﺼﻮﺻﻴﺖ ﺑـﻪ‬ ‫ﻣﺒﺎﺭﺯﻩ ﺑﺎ ﺭﻫﺒﺮ ﺑﺎﺯﺍﺭ ﺑﭙﺮﺩﺍﺯﻧﺪ‪ .‬ﺩﻗﺖ ﻛﻨﻴﺪ ﻛﻪ ﻟﻐﺖ ﺍﺻﻠﻲ ﺩﺭ ﺍﻳﻨﺠﺎ “ﻣﺘﻀﺎﺩ” ﺍﺳﺖ ﻧﻪ “ﻣﺸﺎﺑﻪ”‪ .‬ﻣـﺆﺛﺮﺗﺮﻳﻦ‬ ‫ﻭﻳﮋﮔﻲﻫﺎ ﺁﻧﻬﺎﻳﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﺳﺎﺩﻩ ﻭ ﻣﻔﻴﺪ ﺑﺎﺷﻨﺪ‪ .‬ﻫﻤﻴﺸﻪ ﺑﻬﺘﺮ ﺍﺳﺖ ﻛﻪ ﺑﺪﻭﻥ ﺗﻮﺟﻪ ﺑﻪ ﻣﻴﺰﺍﻥ ﭘﻴﭽﻴﺪﮔﻲ ﻳﺎ‬ ‫ﺳﺎﺩﮔﻲ ﻳﻚ ﻓﺮﺁﻭﺭﺩﻩ‪ ،‬ﺑﻪ ﺟﺎﻱ ﺗﻤﺮﻛﺰ ﺭﻭﻱ ﭼﻨﺪ ﻭﻳﮋﮔﻲ ﻭ ﻓﺎﻳﺪﻩ ﻓﻘﻂ ﺭﻭﻱ ﻳﻚ ﺧﺼﻮﺻﻴﺖ ﻳﺎ ﻓﺎﻳﺪﻩ ﺗﻤﺮﻛﺰ‬ ‫ﻧﻤﻮﺩ ﻭ ﺭﻭﻱ ﺁﻥ ﺧﺼﻮﺻﻴﺖ ﻳﺎ ﻓﺎﻳﺪﻩ ﺧﺎﺹ ﭘﺎﻳﺪﺍﺭ ﻣﺎﻧﺪ‪ .‬ﺑﻌﻀﻲ ﺍﺯ ﺧﺼﻮﺻﻴﺖﻫﺎ ﺍﺯ ﺩﻳﺪﮔﺎﻩ ﻣﺸﺘﺮﻳﺎﻥ ﻣﻬﻢﺗﺮ‬ ‫ﺍﺯ ﺑﻘﻴﻪ ﻫﺴﺘﻨﺪ‪ .‬ﺷﻤﺎ ﺑﺎﻳﺪ ﺳﻌﻲ ﻛﻨﻴﺪ ﻣﻬﻢﺗﺮﻳﻦ ﻭﻳﮋﮔﻲ ﺭﺍ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ‪.‬‬ ‫ﺍﻧﺪﺍﺯﻩ ﺑﺎﺯﺍﺭ ﻳﻚ ﺧﺼﻮﺻﻴﺖ ﺟﺪﻳﺪ ﻳﻚ ﻓﺮﺁﻭﺭﺩﻩ ﻗﺎﺑﻞ ﭘﻴﺶﺑﻴﻨﻲ ﻧﻴﺴﺖ‪ .‬ﭘﺲ ﻫﺮﮔﺰ ﻳﻚ ﭼﻨﻴﻦ ﻭﻳﮋﮔﻲ ﺭﺍ‬ ‫ﺑﻪ ﺗﻤﺴﺨﺮ ﻧﮕﻴﺮﻳﺪ‪.‬‬ ‫ﭘﻴﻜﺎﺭﻱ ﺑﻪ ﺳﺨﺘﻲ ﺟﻨﮓ ﺩﺭ ﻋﺮﺻﻪ ﺑﺎﺯﺍﺭ ﭘﺮﺩﺍﺯﻱ ﻋﻤﺪﻩ ﻛﻪ ﺩﺭ ﺁﻥ ﻓﺮﻭﺷﮕﺎﻩﻫﺎﻱ ﺯﻧﺠﻴﺮﻩﺍﻱ ﺑـﺎ ﻫـﻢ ﺑـﻪ‬ ‫ﻣﺒﺎﺭﺯﻩ ﻣﻲﭘﺮﺩﺍﺯﻧﺪ‪،‬ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ‪ .‬ﺁﻥ ﺩﺳﺘﻪ ﺍﺯ ﻓﺮﻭﺷﮕﺎﻩﻫﺎ ﻛﻪ ﺍﻳﺪﻩﻫﺎﻱ ﻣﺘﻔﺎﻭﺗﻲ ﺍﺯ ﺩﻳﮕﺮﺍﻥ ﺩﺍﺭﻧـﺪ ﻣﻮﻓـﻖ‬ ‫ﻫﺴﺘﻨﺪ ﻭ ﺁﻧﻬﺎ ﻛﻪ ﻓﺎﻗﺪ ﻭﺟﻪ ﺗﻤﺎﻳﺰ ﻫﺴﺘﻨﺪ ﺗﻮﻓﻴﻘﻲ ﻧﺪﺍﺭﻧﺪ‪.‬‬ ‫ﺍﮔﺮ ﺷﻤﺎ ﺑﺘﻮﺍﻧﻴﺪ ﻫﻤﺰﻣﺎﻥ ﺑﺎ ﻣﻨﺘﺴﺐ ﻧﻤﻮﺩﻥ ﻳﻚ ﻭﻳﮋﮔﻲ ﻣﻨﻔﻲ ﺑﻪ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﺭﻗﻴـﺐﺗـﺎﻥ ﻓـﺮﺁﻭﺭﺩﻩ‬ ‫ﺧﻮﺩ ﺭﺍ ﻣﺘﻤﺎﻳﺰ ﻛﻨﻴﺪ‪ ،‬ﻣﻴﺰﺍﻥ ﺍﺛﺮﺑﺨﺸﻲ ﻓﻌﺎﻟﻴﺖ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ ﺧﻮﺩ ﺭﺍ ﺩﻭ ﭼﻨﺪﺍﻥ ﻛﺮﺩﻩﺍﻳﺪ‪ .‬ﺑﻌﻀﻲ ﻣﻮﺍﻗﻊ ﻣﻲﺗﻮﺍﻧﻴﺪ‬ ‫ﺍﺯ ﺟﻮ ﺣﺎﻛﻢ ﺑﺮﻳﻚ ﺭﺩﻩ ﻓﺮﺁﻭﺭﺩﻩ ﺍﺳﺘﻔﺎﺩﻩ ﻛﺮﺩ ﻭ ﻭﻳﮋﮔﻲ ﺧﺎﺻﻲ ﺭﺍ ﺑﻪ ﺗﻤﻠﻚ ﺧﻮﺩ ﺩﺭﺁﻭﺭﻳﺪ‪.‬‬

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‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﺩﺭ ﺩﻧﻴﺎﻱ ﻓﻨﺎﻭﺭﻱ ﭘﻴﺸﺮﻓﺘﻪ ﻭ ﺷﺒﻜﻪﺍﻱ‪ ،‬ﻛﻪ ﺩﺭ ﺁﻥ ﺷﺮﻛﺖﻫﺎ ﺩﺭ ﺗﻼﺵ ﻫﺴﺘﻨﺪ ﺗﺎ ﺑـﺎ ﺍﻳﺠـﺎﺩ‬ ‫ﺍﺭﺗﺒﺎﻃﺎﺕ ﻛﺎﻣﭙﻴﻮﺗﺮﻱ ﺩﺍﺧﻠﻲ ﺑﺎ ﺑﺨﺶﻫﺎﻱ ﻣﺨﺘﻠﻒ ﺳﺎﺯﻣﺎﻥ ﺧﻮﺩ ﻭ ﻳﺎ ﺑﺎ ﻣﺸﺘﺮﻳﺎﻥﺷﺎﻥ ﻣﺮﺗﺒﻂ ﮔﺮﺩﻧـﺪ ﭘـﻴﺶ‬ ‫ﺁﻣﺪﻩ ﺍﺳﺖ‪ .‬ﺍﻧﺠﺎﻡ ﺍﻳﻦ ﻛﺎﺭ ﭘﻴﭽﻴﺪﻩ ﻣﺴﺘﻠﺰﻡ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻣﺘﺨﺼﺼﺎﻥ ﺧﺎﺭﺝ ﺍﺯ ﺷﺮﻛﺖ ﻭ ﺻﺮﻑ ﻫﺰﻳﻨـﻪﻫـﺎﻱ‬ ‫ﻫﻨﮕﻔﺖ ﺍﺳﺖ‪.‬‬ ‫ﺷﺮﻛﺘﻲ ﻧﺮﻡﺍﻓﺰﺍﺭ ﺧﺎﺻﻲ ﻃﺮﺍﺣﻲ ﻧﻤﻮﺩ ﻛﻪ ﺷﺮﻛﺖﻫﺎ ﻣـﻲﺗﻮﺍﻧﻨـﺪ ﺑـﺎ ﺍﺳـﺘﻔﺎﺩﻩ ﺍﺯ ﺁﻥ ﺩﺭ ﺍﺳـﺮﻉ ﻭﻗـﺖ‬ ‫ﻣﺠﻤﻮﻋﻪ ﺍﺯ ﻛﺎﺭﺑﺮﺩﻫﺎﻱ ﺿﺮﻭﺭﻱ ﺭﺍ ﺩﺭ ﻛﺎﻣﭙﻴﻮﺗﺮﻫﺎﻳﺸﺎﻥ ﻧﺼﺐ ﻛﺮﺩﻩ ﻭ ﺍﺻﻼﺣﺎﺕ ﺟﺰﻳﻲ ﺩﺭ ﺁﻥ ﺑﺎ ﻣﺸـﺘﺮﻳﺎﻥ‬ ‫ﻳﺎ ﺷﺮﻛﺎﻱ ﺗﺠﺎﺭﻱ ﺧﻮﺩ ﻣﺮﺗﺒﻂ ﮔﺮﺩﻧﺪ‪.‬‬ ‫ﺁﻧﻬﺎ ﺗﻮﺍﻧﺴﺘﻨﺪ ﺍﺩﻋﺎ ﻛﻨﻨﺪ ﻛﻪ ﺳﺮﺍﻧﺠﺎﻡ ﺭﺍﻫﻲ ﺳﺎﺩﻩ ﺑﺮﺍﻱ ﺑﺮﻗﺮﺍﺭﻱ ﺷـﺒﻜﻪ ﺍﺭﺗﺒـﺎﻃﻲ ﻗـﻮﻱ ﺩﺍﺧﻠـﻲ ﭘﻴـﺪﺍ‬ ‫ﻛﺮﺩﻩﺍﻧﺪ‪ .‬ﺩﺭ ﻳﻚ ﺩﻧﻴﺎﻱ ﭘﻴﭽﻴﺪﻩ ﻫﻤﻴﺸﻪ ﻛﺎﺭﺳﺎﺯ ﺧﻮﺍﻫﺪ ﺑﻮﺩ ﺍﮔﺮ ﺑﺘﻮﺍﻧﻴﺪ ﺩﺭ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺧﺼﻮﺻﻴﺖ “ﺳـﺎﺩﻩ‬ ‫ﺑﻮﺩﻥ” ﭘﻴﺸﻘﺪﻡ ﺷﻮﻳﺪ‪.‬‬

‫ﻓﺼﻞ ‪١٢‬‬

‫“ﺭﻫﺒﺮﻱ” ﺭﺍﻫﻲ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﺗﻤﺎﻳﺰ ﺍﺳﺖ‬ ‫ﺭﻫﺒﺮﻱ ﻗﻮﻱﺗﺮﻳﻦ ﺭﺍﻩ ﺑﺮﺍﻱ ﻣﺘﻤﺎﻳﺰ ﺳﺎﺧﺘﻦ ﻳﻚ ﻧﺎﻡ ﺗﺠﺎﺭﻱ ﺑﻪ ﺷﻤﺎﺭ ﻣﻲﺭﻭﺩ‪ .‬ﺩﻟﻴﻞ ﺍﻳﻦ ﺍﻣﺮ ﺍﻳـﻦ ﺍﺳـﺖ ﻛـﻪ‬ ‫ﺭﻫﺒﺮﻱ ﻣﺴﺘﻘﻴﻢﺗﺮﻳﻦ ﺭﺍﻩ ﺍﻳﺠﺎﺩ ﺍﻋﺘﺒﺎﺭ ﺑﺮﺍﻱ ﻳﻚ ﻧﺎﻡ ﺗﺠﺎﺭﻱ ﺍﺳﺖ ﻭ ﺍﻋﺘﺒﺎﺭ ﺁﻥ ﭼﻴﺰﻱ ﺍﺳﺖ ﻛﻪ ﺷﻤﺎ ﺑﻪ ﻋﻨﻮﺍﻥ‬ ‫ﻭﺛﻴﻘﻪ ﺑﺮﺍﻱ ﺿﻤﺎﻧﺖ ﻋﻤﻠﻜﺮﺩ ﻧﺎﻡ ﺗﺠﺎﺭﻱ ﺧﻮﺩ ﺍﺯ ﺁﻥ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻛﻨﻴﺪ‪.‬‬ ‫ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺷﻤﺎ ﺍﻋﺘﺒﺎﺭ ﺭﻫﺒﺮﻱ ﺭﺍ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ‪ ،‬ﻣﺸﺘﺮﻳﺎﻥﺗﺎﻥ ﺍﺣﺘﻤﺎﻻﹰ ﻫﺮ ﺁﻧﭽﻪ ﻛـﻪ ﺩﺭ ﻣـﻮﺭﺩ‬ ‫ﻧﺎﻡ ﺗﺠﺎﺭﻱ ﺧﻮﺩ ﺭﺍ ﺍﺩﻋﺎ ﻣﻲﻛﻨﻴﺪ‪ ،‬ﺧﻮﺍﻫﻨﺪ ﭘﺬﻳﺮﻓﺖ )ﺯﻳﺮﺍ ﺷﻤﺎ ﺭﻫﺒﺮ ﻫﺴﺘﻴﺪ(‪.‬‬ ‫ﭘﻴﺸﻮﺍﻳﺎﻥ ﻗﺪﺭﺗﻤﻨﺪ ﻣﻲﺗﻮﺍﻧﻨﺪ ﻛﻠﻤﻪﺍﻱ ﺭﺍ ﻛﻪ ﻧﺸﺎﻧﻪ ﻳﻚ ﺭﺩﻩ ﺍﺳـﺖ ﺑـﻪ ﺗﻤﻠـﻚ ﺧـﻮﺩ ﺩﺭﺁﻭﺭﻧـﺪ‪ .‬ﺷـﻤﺎ‬ ‫ﻣﻲﺗﻮﺍﻧﻴﺪ ﺩﺭﺳﺘﻲ ﺍﺩﻋﺎﻱ ﭘﻴﺸﻮﺍﻳﻲ ﻳﻚ ﺭﺩﻩ ﺭﺍ ﺑﺎ ﻳﻚ ﺁﺯﻣﻮﻥ ﺍﺭﺗﺒﺎﻁ ﻟﻐﺎﺕ ﻣﻮﺭﺩ ﺳﻨﺠﺶ ﻗﺮﺍﺭ ﺩﻫﻴـﺪ‪ .‬ﺍﮔـﺮ‬ ‫ﻟﻐﺎﺕ ﻣﻮﺭﺩ ﻧﻈﺮ ﻛﺎﻣﭙﻴﻮﺗﺮ‪ ،‬ﻣﺎﺷﻴﻦ ﻓﺘﻮﻛﭙﻲ‪ ،‬ﺗﻜﻪ ﺷﻜﻼﺕ‪ ،‬ﻭ ﻛﻮﻻ ﺑﺎﺷﺪ ﭼﻬﺎﺭ ﻛﻠﻤﻪﺍﻱ ﻛﻪ ﺑﻴﺸﺘﺮﻳﻦ ﻭﺍﺑﺴـﺘﮕﻲ‬ ‫ﺑﻪ ﻟﻐﺎﺕ ﻓﻮﻕ ﺭﺍ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ ﺑﻪ ﺗﺮﺗﻴﺐ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪ :‬ﺁﻱ ﺑﻲ ﺍﻡ‪ ،‬ﺯﻳﺮﺍﻛﺲ‪ ،‬ﻫﺮﺷﻴﺰ‪ ،‬ﻛﻮﻛﺎ‪.‬‬

‫ﺍﺯ ﺧﻮﺩﻧﻤﺎﻳﻲ ﻧﻬﺮﺍﺳﻴﺪ‬ ‫ﻋﻠﻲﺭﻏﻢ ﻧﻜﺎﺕ ﻗﺒﻠﻲ ﺩﺭ ﻣﻮﺭﺩ ﺍﺣﺴﺎﺱ ﻗﺪﺭﺕ ﻭ ﭘﻴﺸﻮﺍﻳﻲ‪ ،‬ﺑﻪ ﻛﺮﺍﺕ ﺑﻪ ﺭﻫﺒﺮﺍﻧﻲ ﺑﺮ ﻣﻲﺧﻮﺭﻳﻢ ﻛﻪ ﺩﻭﺳـﺖ‬ ‫ﻧﺪﺍﺭﻧﺪ ﺩﺭ ﻣﻮﺭﺩ ﺭﻫﺒﺮ ﺑﻮﺩﻥ ﺧﻮﺩﺷﺎﻥ ﺣﺮﻓﻲ ﺑﺰﻧﻨﺪ‪ .‬ﭘﺎﺳﺦ ﺁﻧﻬﺎ ﺩﺭ ﻣﻮﺭﺩ ﺩﻻﻳﻞ ﺍﺟﺘﻨﺎﺏﺷﺎﻥ ﺩﺭ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ‬ ‫ﺣﻘﻲ ﻛﻪ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﺁﻧﻬﺎﺳﺖ ﻏﺎﻟﺒﺎﹰ ﻣﺸﺎﺑﻪ ﺍﺳﺖ‪.‬‬ ‫»ﺩﻭﺳﺖ ﻧﺪﺍﺭﻳﻢ ﺧﻮﺩﻧﻤﺎﻳﻲ ﻛﻨﻴﻢ‪ «.‬ﺑﻬﺘﺮﻳﻦ ﻫﺪﻳﻪﺍﻱ ﻛﻪ ﺭﻫﺒﺮ ﻳﻚ ﻓﺮﺁﻭﺭﺩﻩ ﻣﻲﺗﻮﺍﻧـﺪ ﺑـﺮﺍﻱ ﺭﻗﺒـﺎﻳﺶ‬ ‫ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﻣﺎﻳﻞ ﺑﻪ ﺧﻮﺩﻧﻤﺎﻳﻲ ﻧﺒﺎﺷﺪ‪ .‬ﻭﻗﺘﻲ ﻣﻮﻓﻖ ﻣﻲﺷﻮﻱ ﺗﺎ ﺑﺎ ﺧﺰﻳـﺪﻥ ﻭ ﭼﻨـﮓ ﺯﺩﻥ ﺩﺭ‬

‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

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‫ﺳﻨﮓ ﻭ ﺧﺎﻙ ﺭﺍﻫﻲ ﺑﻪ ﻗﻠﻪ ﻳﻚ ﻛﻮﻩ ﺑﻠﻨﺪ ﭘﻴﺪﺍ ﻛﻨﻲ‪ ،‬ﺑﻬﺘﺮ ﺍﺳﺖ ﭘﺮﭼﻤﺖ ﺭﺍ ﺑﺮﻓﺮﺍﺯ ﺁﻥ ﺍﻓﺮﺍﺷﺘﻪ ﻭ ﭼﻨﺪ ﻋﻜﺲ‬ ‫ﻳﺎﺩﮔﺎﺭﻱ ﻫﻢ ﺑﮕﻴﺮﻱ‪.‬‬

‫ﺍﻧﻮﺍﻉ ﻣﺨﺘﻠﻒ ﺭﻫﺒﺮﻱ‬ ‫•‬

‫ﺭﻫﺒﺮﻱ ﺩﺭ ﻓﺮﻭﺵ‪ :‬ﺭﺍﻫﺒﺮﺩﻱ ﻛﻪ ﺭﻫﺒﺮﺍﻥ ﺑﺎﺯﺍﺭ ﺩﺭ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﻣﻮﺍﻗﻊ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ ﻣﻲﺩﻫﻨﺪ ﺍﻳـﻦ‬ ‫ﺍﺳﺖ ﻛﻪ ﺍﻋﻼﻡ ﻣﻲﻛﻨﻨﺪ ﭼﻘﺪﺭ ﺧﻮﺏ ﻣﻲﻓﺮﻭﺷﻨﺪ‪ .‬ﺍﻳﻦ ﺭﻭﺵ ﻣﻮﻓﻘﻴﺖﺁﻣﻴﺰﻱ ﺍﺳﺖ‪ ،‬ﺯﻳﺮﺍ ﻣﺮﺩﻡ ﺩﻭﺳﺖ‬ ‫ﺩﺍﺭﻧﺪ ﺁﻥ ﭼﻴﺰﻱ ﺭﺍ ﻛﻪ ﺩﻳﮕﺮﺍﻥ ﺑﻴﺸﺘﺮ ﻣﻲﺧﺮﻧﺪ‪ ،‬ﺑﺨﺮﻧﺪ‪.‬‬

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‫ﺭﻫﺒﺮﻱ ﺩﺭ ﻓﻨﺎﻭﺭﻱ‪ :‬ﺑﻌﻀﻲ ﺍﺯ ﺷﺮﻛﺖﻫﺎ‪ ،‬ﻛﻪ ﺗﺎﺭﻳﺨﭽﻪﺍﻱ ﻃـﻮﻻﻧﻲ ﺩﺭ ﭘﻴﺸـﺮﻓﺖﻫـﺎﻱ ﻓﻨـﺎﻭﺭﻱ ﺩﺍﺭﻧـﺪ‪،‬‬ ‫ﻣﻲﺗﻮﺍﻧﻨﺪ ﺍﺯ ﺍﻳﻦ ﻧﻮﻉ ﺭﻫﺒﺮﻱ ﺧﻮﺩ ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺘﻤﺎﻳﺰﻛﻨﻨﺪﻩ ﺍﺯ ﺩﻳﮕﺮ ﺭﻗﺒﺎﻳﺸﺎﻥ ﺍﺳـﺘﻔﺎﺩﻩ ﻛﻨﻨـﺪ‪ .‬ﺍﻳـﻦ ﻧـﻮﻉ‬ ‫ﺭﻫﺒﺮﻱ ﻣﺆﺛﺮ ﺍﺳﺖ‪ ،‬ﺯﻳﺮﺍ ﻣﺮﺩﻡ ﺗﺤﺖ ﺗﺄﺛﻴﺮ ﺷﺮﻛﺖﻫﺎﻳﻲ ﻛﻪ ﻓﻨﺎﻭﺭﻱﻫﺎﻱ ﺟﺪﻳﺪ ﺍﻳﺠﺎﺩ ﻣـﻲﻛﻨﻨـﺪ‪ ،‬ﻗـﺮﺍﺭ‬ ‫ﻣﻲﮔﻴﺮﻧﺪ‪.‬‬

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‫ﺭﻫﺒﺮﻱ ﺩﺭ ﻋﻤﻠﻜﺮﺩ‪ :‬ﺑﻌﻀﻲ ﺍﺯ ﺷﺮﻛﺖﻫﺎ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻳﻲ ﺩﺍﺭﻧﺪ ﻛﻪ ﺧﻮﺏ ﺑﻪ ﻓـﺮﻭﺵ ﻧﻤـﻲﺭﺳـﻨﺪ ﻟـﻴﻜﻦ‬ ‫ﻋﻤﻠﻜﺮﺩﺷﺎﻥ ﻋﺎﻟﻲ ﺍﺳﺖ‪ .‬ﺍﺯ ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﻫﻢ ﻣﻲﺗﻮﺍﻥ ﺑﺮﺍﻱ ﻣﺘﻤﺎﻳﺰ ﻧﻤﻮﺩﻥ ﻳﻚ ﺷـﺮﻛﺖ ﺍﺯ ﺭﻗﺒـﺎﻳﻲ ﻛـﻪ‬ ‫ﻓﺮﺁﻭﺭﺩﻩ ﺁﻧﻬﺎ ﻋﻤﻠﻜﺮﺩ ﺿﻌﻴﻒﺗﺮﻱ ﺩﺍﺭﻧﺪ‪ ،‬ﺍﺳﺘﻔﺎﺩﻩ ﻧﻤﻮﺩ‪.‬‬

‫ﺭﻫﺒﺮﻱ ﻳﻚ ﺻﺤﻨﻪ ﺍﺳﺖ‬ ‫ﺭﻫﺒﺮﻱ ﻳﻚ ﺻﺤﻨﻪ ﺷﮕﻔﺖﺍﻧﮕﻴﺰ ﺍﺳﺖ ﻛﻪ ﺷﻤﺎ ﻣﻲﺗﻮﺍﻧﻴﺪ ﺩﺍﺳﺘﺎﻥ ﻧﻔﺮ ﺍﻭﻝ ﺷـﺪﻥ ﺧﻮﺩﺗـﺎﻥ ﺭﺍ ﺩﺭ ﺁﻥ ﺑـﺮﺍﻱ‬ ‫ﺩﻳﮕﺮﺍﻥ ﺗﻌﺮﻳﻒ ﻛﻨﻴﺪ‪.‬‬

‫ﻗﺪﺭﺕ ﺭﻫﺒﺮﻱ‬ ‫ﭼﻴﺰﻱ ﻛﻪ ﺑﺎﻋﺚ ﻗﺪﺭﺕ ﻳﻚ ﺷﺮﻛﺖ ﻣﻲﺷﻮﺩ ﻓﺮﺁﻭﺭﺩﻩ ﻳﺎ ﺧﺪﻣﺖ ﺍﻭ ﻧﻴﺴﺖ‪ ،‬ﺑﻠﻜﻪ ﻣﻮﻗﻌﻴﺘﻲ ﺍﺳـﺖ ﻛـﻪ ﺩﺭ‬ ‫ﻣﻐﺰﻫﺎ ﺗﺼﺎﺣﺐ ﻣﻲﻛﻨﺪ‪ .‬ﻭﻗﺘﻲ ﺑﻪ ﻣﻮﻗﻌﻴﺖ ﺭﻫﺒﺮﻱ ﺭﺳﻴﺪﻳﺪ‪ ،‬ﻣﻮﻗﻌﻴﺖ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﺩﻳﮕﺮﺍﻥ ﺍﻋﻼﻡ ﻛﻨﻴﺪ‪ .‬ﺗﻌﺪﺍﺩ‬ ‫ﺯﻳﺎﺩﻱ ﺍﺯ ﺷﺮﻛﺖﻫﺎ ﻧﺴﺒﺖ ﺑﻪ ﺭﻫﺒﺮﻱ ﺧﻮﺩﺷـﺎﻥ ﺩﺭ ﺑـﺎﺯﺍﺭ ﺑـﻲﺗﻔـﺎﻭﺕ ﻫﺴـﺘﻨﺪ ﻭ ﺍﺯ ﺍﻳـﻦ ﻣﻮﻗﻌﻴـﺖﺷـﺎﻥ‬ ‫ﺑﻬﺮﻩﺑﺮﺩﺍﺭﻱ ﻧﻤﻲﻛﻨﻨﺪ‪ .‬ﺗﻨﻬﺎ ﻧﺘﻴﺠﻪ ﺍﻳﻦ ﻋﻤﻞ ﺑﺎﺯﮔﺬﺍﺷﺘﻦ ﺩﺭ ﺑﻪ ﺭﻭﻱ ﺭﻗﺒﺎﺳﺖ‪ .‬ﺩﺭ ﺭﺍ ﺍﮔﺮ ﻣﻲﺗﻮﺍﻧﻴﺪ ﻣﺤﻜﻢ ﺑﻪ‬ ‫ﺻﻮﺭﺕ ﺭﻗﻴﺐﺗﺎﻥ ﺑﻜﻮﺑﻴﺪ‪ .‬ﺩﻗﺖ ﻛﻨﻴﺪ ﻛﻪ ﺩﺭ ﺩﺳﺖ ﺩﺍﺷﺘﻦ ﺭﻫﺒﺮﻱِ ﺣﺘﻲ ﻳﻚ ﻓﺮﺁﻭﺭﺩﻩ ﻛـﻢ ﺍﻫﻤﻴـﺖ ﻫـﻢ‬ ‫ﺗﻔﺎﻭﺕ ﺯﻳﺎﺩﻱ ﺍﻳﺠﺎﺩ ﺧﻮﺍﻫﺪ ﻛﺮﺩ‪.‬‬

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‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫ﻓﺼﻞ ‪١٣‬‬

‫“ﻣﻴﺮﺍﺙ” ﻳﻚ ﺍﻳﺪﻩ ﻣﺘﻤﺎﻳﺰﻛﻨﻨﺪﻩ ﺍﺳﺖ‬ ‫“ﻣﻴﺮﺍﺙ” ﺩﺍﺭﺍﻱ ﻗﺪﺭﺗﻲ ﺍﺳﺖ ﻛﻪ ﻣﻮﺟﺐ ﺗﺸﺨﺺ ﻓﺮﺁﻭﺭﺩﻩ ﺷﻤﺎ ﻣﻲﺷﻮﺩ‪ .‬ﻣﻴﺮﺍﺙ ﻳﻚ ﺍﻳﺪﻩ ﻣﺘﻤﺎﻳﺰ ﻛﻨﻨـﺪﻩ‬ ‫ﺑﺴﻴﺎﺭ ﻗﻮﻱ ﺍﺳﺖ‪ ،‬ﺯﻳﺮﺍ ﺑﻪ ﻧﻈﺮ ﻣﻲﺭﺳﺪ “ﺭﻳﺸﻪ ﺩﺍﺷﺘﻦ” ﻃﺒﻴﻌﺘﺎﹰ ﺑﺎ ﺍﻫﻤﻴﺘﻲ ﺭﻭﺍﻧﺸﻨﺎﺧﺘﻲ ﻫﻤﺮﺍﻩ ﺍﺳـﺖ ﻭ ﺍﻳـﻦ‬ ‫ﺑﻪ ﻧﻮﺑﻪ ﺧﻮﺩ ﺑﺎﻋﺚ ﻣﻲﺷﻮﺩ ﺗﺎ ﻣﺮﺩﻡ ﺍﺯ ﺍﻧﺘﺨﺎﺏﺷﺎﻥ ﺍﺣﺴﺎﺱ ﺍﻳﻤﻨﻲ ﻧﻤﺎﻳﻨﺪ‪.‬‬ ‫ﻭﻗﺘﻲ ﺑﻪ ﻣﻄﺎﻟﻌﻪ ﻋﻠﻞ ﺍﻫﻤﻴﺖ ﻣﻴﺮﺍﺙ ﻣﻲﭘﺮﺩﺍﺯﻳﻢ‪ ،‬ﻓﺮﺽ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺣﻀﻮﺭ ﻃﻮﻻﻧﻲﻣﺪﺕ ﻳﻚ ﺷﺮﻛﺖ‬ ‫ﺩﺭ ﺑﺎﺯﺍﺭ ﺑﻪ ﻣﻨﺰﻟﻪ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺁﻥ ﺷﺮﻛﺖ ﻛﺎﺭﺵ ﺭﺍ ﺑﻠﺪ ﺍﺳﺖ‪ .‬ﻣﺮﺩﻡ ﺍﻳﻦﻃﻮﺭ ﺑﺮﺩﺍﺷـﺖ ﻣـﻲﻛﻨﻨـﺪ ﻛـﻪ‬ ‫ﺍﻳﻦﮔﻮﻧﻪ ﺷﺮﻛﺖﻫﺎﻱ ﻗﺪﻳﻤﻲ ﺣﺘﻤﺎﹰ ﻛﺎﺭﺷﺎﻥ ﺭﺍ ﺑﻪ ﻧﺤﻮ ﺻﺤﻴﺤﻲ ﺍﻧﺠﺎﻡ ﻣﻲﺩﻫﻨﺪ ﻛـﻪ ﺗﻮﺍﻧﺴـﺘﻪﺍﻧـﺪ ﺩﺭ ﺑـﺎﺯﺍﺭ‬ ‫ﺑﺎﻗﻲ ﺑﻤﺎﻧﻨﺪ‪ .‬ﻟﻴﻜﻦ ﻋﻠﻲﺭﻏﻢ ﺍﻳﻨﻜﻪ ﺩﺭ ﺑﻌﻀﻲ ﺍﺯ ﻛﺸﻮﺭﻫﺎ ﻣﺜﻞ ﭼﻴﻦ ﻳﺎ ﮊﺍﭘـﻦ ﺑـﻪ ﭘﻴـﺮﺍﻥ ﺑﻴﺸـﺘﺮﻳﻦ ﺍﺣﺘـﺮﺍﻡ ﺭﺍ‬ ‫ﻣﻲﮔﺬﺍﺭﻧﺪ‪ ،‬ﻓﺮﻫﻨﮓ ﺁﻣﺮﻳﻜﺎﻳﻲ ﺍﺯ ﭘﻴﺮﻱ ﺑﻴﺰﺍﺭ ﺍﺳﺖ‪ .‬ﺁﻣﺮﻳﻜﺎﻳﻲﻫﺎ ﺩﻭﺳﺖ ﺩﺍﺭﻧﺪ ﺟﻮﺍﻥ ﺑﺎﺷﻨﺪ‪ .‬ﺍﻓـﺮﺍﺩ ﭘﻴـﺮ ﻭ‬ ‫ﺧﺮﺩﻣﻨﺪ ﺩﺭ ﺁﻣﺮﻳﻜﺎ ﺑﻪ ﻣﻌﻨﻲ ﻗﺪﻳﻤﻲ ﻭ ﺍﺯ ﻛﺎﺭ ﺍﻓﺘﺎﺩﻩ ﻫﺴﺘﻨﺪ‪ .‬ﻧﮕﺮﺵ ﺩﻳﮕﺮ ﻣﺸﺘﺮﻳﺎﻥ ﺑﻪ ﺍﻳـﻦ ﺭﻭﻳﻜـﺮﺩ ﺍﻳـﻦ‬ ‫ﺍﺳﺖ ﻛﻪ ﺣﻀﻮﺭ ﻃﻮﻻﻧﻲﻣﺪﺕ ﻳﻚ ﺷﺮﻛﺖ ﺩﺭ ﺑﺎﺯﺍﺭ ﺑﻪ ﻣﻨﺰﻟﻪ ﺭﻫﺒﺮﻱ ﺍﻭﺳﺖ‪ .‬ﺍﻳﻦﮔﻮﻧﻪ ﺷﺮﻛﺖﻫـﺎ ﻣﻤﻜـﻦ‬ ‫ﺍﺳﺖ ﺑﺰﺭﮒﺗﺮﻳﻦ ﺷﺮﻛﺖ ﻧﺒﺎﺷﻨﺪ‪ ،‬ﻟﻴﻜﻦ ﺍﺯ ﻧﻈﺮ ﻗﺪﻣﺖ ﺣﻀﻮﺭ ﺩﺭ ﺑﺎﺯﺍﺭ ﺭﻫﺒﺮ ﺗﻠﻘﻲ ﻣﻲﺷﻮﻧﺪ‪ .‬ﺟﺎﻱ ﺗﻌﺠﺒـﻲ‬ ‫ﻧﺪﺍﺭﺩ ﺍﮔﺮ ﻣﻲﺑﻴﻨﻴﻢ ﻛﻪ ﺑﺎﺯﺍﺭﻳﺎﺏﻫﺎ ﺑﺎ ﺑﻪ ﻧﻤﺎﻳﺶ ﮔﺬﺍﺷﺘﻦ ﺳﻨﻦ ﻭ ﻓﺮﻫﻨﮓ ﺳﺎﺯﻣﺎﻥﺷﺎﻥ ﺩﻻﻳﻞ ﺗﻔﺎﻭﺕ ﺧـﻮﺩ‬ ‫ﺭﺍ ﺍﺯ ﺭﻗﺒﺎﻳﺸﺎﻥ ﻣﻄﺮﺡ ﻣﻲﻛﻨﻨﺪ‪.‬‬

‫ﻣﻴﺮﺍﺙ ﺩﺭ ﺳﻴﺎﺳﺖ ﻭ ﻗﺎﻧﻮﻥ‬ ‫ﺑﻪ ﻣﻮﻓﻘﻴﺖ ﺳﺮﻳﻊ ﺟﻮﺭﺝ ﺑﻮﺵ ﺑﻪ ﻋﻨﻮﺍﻥ ﻧﺎﻣﺰﺩ ﺭﻳﺎﺳﺖ ﺟﻤﻬﻮﺭﻱ ﻧﻈﺮ ﺍﻓﻜﻨﻴﺪ‪ .‬ﺍﻭ ﻳﻚ ﻣﺤﺎﻓﻈﻪﻛﺎﺭ ﻣﻬﺮﺑـﺎﻥ‬ ‫ﺍﺯ ﺍﻳﺎﻟﺖ ﺗﮕﺰﺍﺱ ﺑﻮﺩ‪ .‬ﻳﻚ ﻣﺤﺎﻓﻈﻪﻛﺎﺭ ﻣﻬﺮﺑﺎﻥ ﻳﻌﻨﻲ ﭼﻪ؟ ﻛﺴﻲ ﻧﻤﻲﺩﺍﻧﺪ‪ .‬ﺁﻥ ﭼﻴﺰﻱ ﻛﻪ ﻫﻤﻪ ﻣـﻲﺩﺍﻧﺴـﺘﻨﺪ‬ ‫ﺍﻳﻦ ﺑﻮﺩ ﻛﻪ ﺍﻭ ﻣﻴﺮﺍﺛﻲ ﺍﺯ ﺭﻳﺎﺳﺖ ﺟﻤﻬﻮﺭﻱ ﺩﺍﺭﺩ )ﺣﺘﻲ ﻇﺎﻫﺮ ﺍﻭ ﺑﻪ ﭘﺪﺭ ﺭﻳﻴﺲ ﺟﻤﻬﻮﺭﺵ ﺷﺒﻴﻪ ﺍﺳﺖ‪ (.‬ﺁﻧﭽﻪ‬ ‫ﺍﻭ ﺭﺍ ﺍﺯ ﺑﻘﻴﻪ ﻧﺎﻣﺰﺩﻫﺎﻱ ﺭﻳﺎﺳﺖ ﺟﻤﻬﻮﺭﻱ ﻣﺘﻤﺎﻳﺰ ﻣﻲﻛﺮﺩ‪ ،‬ﺩﺭ ﺁﻏﺎﺯ ﻣﻴﺮﺍﺙ ﺍﻭ ﺑﻮﺩ‪.‬‬

‫ﻣﻴﺮﺍﺙ ﻣﻜﺎﻧﻲ‬ ‫ﻳﻚ ﺟﻨﺒﻪ ﻣﻬﻢ ﺍﺯ ﻣﻴﺮﺍﺙ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺷﻤﺎ ﺍﺯ ﻛﺠﺎ ﺁﻣﺪﻩﺍﻳﺪ‪ .‬ﺩﻟﻴﻞ ﺍﻫﻤﻴﺖ ﺟـﺎﻳﻲ ﻛـﻪ ﺍﺯ ﺁﻥ ﻣـﻲﺁﻳﻴـﺪ ﺍﻳـﻦ‬ ‫ﺍﺳﺖ ﻛﻪ ﻛﺸﻮﺭﻫﺎ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﺍﺳﺎﺱ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻳﺸﺎﻥ ﺍﺯ ﻫﻢ ﻣﺘﻤﺎﻳﺰ ﺷﻮﻧﺪ‪ .‬ﺯﻳﺮﺍ ﻛﺸﻮﺭﻫﺎ ﺩﺭ ﻃﻮﻝ ﺯﻣـﺎﻥ‬ ‫ﺩﺭ ﻣﻮﺭﺩ ﺳﺎﺧﺖ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﺧﺎﺻﻲ ﺷﻨﺎﺧﺘﻪ ﺷﺪﻩﺍﻧﺪ‪ ،‬ﺩﺭ ﻧﺘﻴﺠﻪ ﻛﺸﻮﺭ ﺑﻌـﺪﺍﹰ ﺍﺳـﺘﻄﺎﻋﺖ ﻛﺴـﺐ ﺍﻋﺘﺒـﺎﺭ‬ ‫ﺑﺮﺍﻱ ﺗﻮﻟﻴﺪ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﺧﺎﺻﻲ ﺭﺍ ﺑﻪ ﺩﺳﺖ ﺧﻮﺍﻫﺪ ﺁﻭﺭﺩ‪ .‬ﺍﮔﺮ ﺳﺎﺧﺖ ﻓﻼﻥ ﺟﺎﺳﺖ ﺑﺎﻳﺪ ﺧﻮﺏ ﺑﺎﺷﺪ ﻭ ﻳـﺎ‬ ‫ﺑﺮﻋﻜﺲ ﺍﮔﺮ ﺳﺎﺧﺖ ﻓﻼﻥ ﺟﺎﺳﺖ ﺑﺎﻳﺪ ﺑﺪ ﺑﺎﺷﺪ‪.‬‬

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‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻣﻴﺮﺍﺙ ﻋﻠﻴﻪ ﺭﻗﻴﺐ‬ ‫ﻣﻮﺍﻗﻌﻲ ﻫﺴﺖ ﻛﻪ ﺷﻤﺎ ﻣﻲﺗﻮﺍﻧﻴﺪ ﺍﺯ ﻣﻴﺮﺍﺙ ﺭﻗﻴﺐﺗﺎﻥ ﻋﻠﻴﻪ ﺍﻭ ﺍﺳﺘﻔﺎﺩﻩ ﻛﻨﻴﺪ‪ .‬ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﺳﺎﻝﻫﺎ ﭘـﻴﺶ ﺑـﺎ‬ ‫ﭘﺨﺶ ﻳﻚ ﺁﮔﻬﻲ ﺑﻪ ﺷﺮﺡ ﺯﻳﺮ ﺑﺮﺍﻱ ﺳﺘﺎﻟﻴﭻﻧﺎﻳﺎ ﭘﻴﺶ ﺁﻣﺪ‪:‬‬ ‫ﺑﻴﺸﺘﺮﻳﻦ ﻭﺩﻛﺎﻫﺎﻱ ﺳﺎﺧﺖ ﺁﻣﺮﻳﻜﺎ ﺭﻭﺳﻲ ﺑﻪ ﻧﻈﺮ ﻣﻲﺭﺳﻨﺪ‪.‬‬ ‫ﺳﺘﺎﻟﻴﭻﻧﺎﻳﺎ ﻣﺘﻔﺎﻭﺕ ﺍﺳﺖ‪ .‬ﺭﻭﺳﻲ ﺍﺳﺖ‪.‬‬

‫ﻣﻴﺮﺍﺙ ﺧﺎﻧﻮﺍﺩﮔﻲ‬ ‫ﺩﺭ ﺩﻧﻴﺎﻳﻲ ﻛﻪ ﺷﺎﻫﺪ ﻫﺴﺘﻴﻢ ﺑﺰﺭﮒﻫﺎ ﺑﺰﺭﮒﺗﺮ ﻣﻲﺷﻮﻧﺪ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺧﺎﻧﻮﺍﺩﮔﻲ ﺭﺍﻩ ﺧﻮﺑﻲ ﺑـﺮﺍﻱ ﻣﺘﻤـﺎﻳﺰ‬ ‫ﻛﺮﺩﻥ ﺷﻤﺎ ﺍﺯ ﺩﻳﮕﺮ ﺑﺰﺭﮒﻫﺎﻱ ﻣﻌﻤﻮﻟﻲ ﺑﻪ ﺷﻤﺎﺭ ﻣﻲﺭﻭﺩ‪ .‬ﺍﮔﺮ ﭼﻪ ﻣﺎﻟﻴﺎﺕﻫﺎ ﻭ ﭘﻲﺁﻣﺪﻫﺎﻱ ﻧﺎﺷﻲ ﺍﺯ ﺁﻥ ﺍﺟﺎﻡ‬ ‫ﺍﻳﻦ ﻛﺎﺭ ﺭﺍ ﺑﺎ ﻣﺸﻜﻞ ﻣﻮﺍﺟﻪ ﻣﻲﻛﻨﺪ‪ ،‬ﺍﻣﺎ ﺍﮔﺮ ﺑﺘﻮﺍﻧﻴﺪ ﺧﺎﻧﻮﺍﺩﻩ ﺭﺍ ﮔﺮﺩﻫﻢ ﺁﻭﺭﻳﺪ ﺑﻪ ﻣﻔﻬـﻮﻡ ﭘﺮﻗـﺪﺭﺗﻲ ﺩﺳـﺖ‬ ‫ﭘﻴﺪﺍ ﺧﻮﺍﻫﻴﺪ ﻛﺮﺩ‪.‬‬ ‫ﺑﻪ ﻧﻈﺮ ﻣﻲﺭﺳﺪ ﻛﻪ ﻣﺮﺩﻡ ﺍﺣﺴﺎﺱ ﺩﻭﺳﺘﻲ ﻭ ﻣﻬﺮﺑﺎﻧﻲ ﺑﻴﺸﺘﺮﻱ ﻧﺴـﺒﺖ ﺑـﻪ ﺷـﺮﻛﺖﻫـﺎﻱ ﺧـﺎﻧﻮﺍﺩﮔﻲ‬ ‫ﺩﺍﺭﻧﺪ‪ ،‬ﺗﺎ ﺷﺮﻛﺖﻫﺎﻱ ﺳﺮﺩ ﻭ ﺑﻲﻋﺎﻃﻔﻪ )ﻛﻪ ﻣﺮﻫﻮﻥ ﻋـﺪﻩﺍﻱ ﺳـﻬﺎﻣﺪﺍﺭ ﺣـﺮﻳﺺ ﻫﺴـﺘﻨﺪ(‪ .‬ﺍﻟﺒﺘـﻪ ﺍﻋﻀـﺎﻱ‬ ‫ﺧﺎﻧﻮﺍﺩﻩ ﻫﻢ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺑﻪ ﻫﻤﺎﻥ ﺍﻧﺪﺍﺯﻩ ﺣﺮﻳﺺ ﺑﺎﺷﻨﺪ ﺍﻣﺎ ﺍﺯ ﺁﻧﺠﺎ ﻛﻪ ﺍﻣﻮﺭ ﺩﺍﺧﻠﻲ ﺳﺎﺯﻣﺎﻥﻫـﺎ ﻫـﻴﭻﮔـﺎﻩ ﺑـﻪ‬ ‫ﺑﻴﺮﻭﻥ ﮔﺰﺍﺭﺵ ﻧﻤﻲﺷﻮﺩ ﻟﺬﺍ ﺣﺮﺽ ﺁﻧﻬﺎ ﭘﺸﺖ ﺩﺭﻫﺎﻱ ﺑﺴﺘﻪ ﻣﻜﺘﻮﻡ ﺧﻮﺍﻫﺪ ﻣﺎﻧﺪ‪ .‬ﻫﻤﭽﻨﻴﻦ ﺍﻋﺘﻘﺎﺩ ﺑـﺮ ﺍﻳـﻦ‬ ‫ﺍﺳﺖ ﻛﻪ ﻛﺴﺐ ﻭ ﻛﺎﺭﻫﺎﻱ ﺧﺎﻧﻮﺍﺩﮔﻲ ﺑﻪ ﺟﺎﻱ ﻗﻴﻤﺖ ﺳﻬﺎﻡ ﺑﻴﺸﺘﺮ ﺩﺭﮔﻴﺮ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﺧﻮﺩ ﻫﺴﺘﻨﺪ‪.‬‬

‫ﻓﺼﻞ ‪١٤‬‬

‫“ ﺗﺨﺼﺺ ﺑﺎﺯﺍﺭ” ﻳﻚ ﺍﻳﺪﻩ ﻣﺘﻤﺎﻳﺰﻛﻨﻨﺪﻩ ﺍﺳﺖ‬ ‫ﻣﺮﺩﻡ ﺗﺤﺖ ﺗﺄﺛﻴﺮ ﺁﻧﻬﺎﻳﻲ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﻧﺪ ﻛﻪ ﺭﻭﻱ ﻓﺮﺁﻭﺭﺩﻩﻫﺎ ﻳﺎ ﻓﻌﺎﻟﻴﺖ ﺧﺎﺻﻲ ﻣﺘﻤﺮﻛﺰ ﺷﺪﻩﺍﻧـﺪ‪ .‬ﻣـﺮﺩﻡ‬ ‫ﺁﻧﻬﺎ ﺭﺍ ﻣﺘﺨﺼﺺ ﻣﻲﺩﺍﻧﻨﺪ ﻭ ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺘﺨﺼﺺ ﺁﻧﻬﺎ ﺭﺍ ﺣﺘﻲ ﺧﻴﻠـﻲ ﺑﻴﺸـﺘﺮ ﺍﺯ ﺁﻧﭽـﻪ ﻛـﻪ ﻫﺴـﺘﻨﺪ‪ ،‬ﺁﮔـﺎﻩ ﻭ‬ ‫ﺑﺎﺗﺠﺮﺑﻪ ﻓﺮﺽ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺑﺎ ﻧﮕﺎﻫﻲ ﺑﻪ ﺗﻌﺮﻳﻒ ﻣﺘﺨﺼﺺ ﺑﻪ ﺷﺮﺡ ﺯﻳﺮ ﺩﺭﻣﻲﻳﺎﺑﻴﺪ ﻛﻪ ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﺟﺎﻱ ﺗﻌﺠﺒﻲ‬ ‫ﻧﺪﺍﺭﺩ‪ .‬ﻣﺘﺨﺼﺺ‪ “ :‬ﻛﺴﻲ ﻛﻪ ﺩﺭ ﻳﻚ ﺯﻣﻴﻨﻪ ﺧﺎﺹ ﺧﻮﺏ ﺁﻣـﻮﺯﺵ ﺩﻳـﺪﻩ ﻭ ﺁﮔـﺎﻫﻲ ﺯﻳـﺎﺩﻱ ﺩﺍﺭﺩ” ﻣـﺮﺩﻡ‬ ‫ﺑﺮﻋﻜﺲ‪ ،‬ﻓﺮﺩﻱ ﺭﺍ ﻛﻪ ﺩﺍﺭﺍﻱ ﻣﻌﻠﻮﻣﺎﺕ ﻋﻤﻮﻣﻲ ﺍﺳﺖ )ﻓﺎﺭﻍ ﺍﺯ ﺍﻳﻨﻜﻪ ﭼﻘﺪﺭ ﺧﻮﺏ ﺑﺎﺷﺪ ﻳﺎ ﻧﺒﺎﺷﺪ( ﻗﺎﻋﺪﺗﺎﹰ ﺩﺭ‬ ‫ﻫﻤﻪ ﺯﻣﻴﻨﻪﻫﺎ ﻣﺘﺨﺼﺺ ﻧﻤﻲﺩﺍﻧﻨﺪ‪ .‬ﻋﻘﻞ ﺳﻠﻴﻢ ﻣﺸﺘﺮﻳﺎﻥ ﺑﻪ ﺁﻧﻬﺎ ﺣﻜﻢ ﻣﻲﻛﻨﺪ ﻛﻪ ﻳﻚ ﻓﺮﺩ ﻳﺎ ﻳـﻚ ﺷـﺮﻛﺖ‬ ‫ﺧﺎﺹ ﻧﻤﻲﺗﻮﺍﻧﺪ ﺩﺭ ﻫﻤﻪ ﺍﻣﻮﺭ ﻣﺘﺨﺼﺺ ﺑﺎﺷﺪ‪.‬‬ ‫ﺑﻪ ﺻﻨﻌﺖ ﺧﺮﺩﻩﻓﺮﻭﺷﻲ ﺩﻗﺖ ﻛﻨﻴﺪ‪ .‬ﺍﻳﻦ ﺭﻭﺯﻫﺎ ﻛﺪﺍﻡ ﺧﺮﺩﻩﻓﺮﻭﺷﻲﻫﺎ ﻣﺸﻜﻞ ﺩﺍﺭﻧﺪ؟ ﻓﺮﻭﺷـﮕﺎﻩﻫـﺎﻱ‬ ‫ﺑﺰﺭﮒ‪ .‬ﻭ ﻳﻚ ﻓﺮﻭﺷﮕﺎﻩ ﺑﺰﺭﮒ ﭼﻴﺴﺖ؟ ﻣﺤﻠﻲ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺁﻥ ﻫﻤﻪ ﭼﻴﺰ ﺑﻪ ﻓﺮﻭﺵ ﻣﻲﺭﺳﺪ‪ .‬ﺍﻳﻦ ﻛـﺎﺭ ﺩﺭ‬ ‫ﺣﻘﻴﻘﺖ ﻧﺴﺨﻪﺍﻱ ﺑﺮﺍﻱ ﻓﺎﺟﻌﻪ ﺍﺳﺖ ﺯﻳﺮﺍ ﻣﺘﻤﺎﻳﺰ ﻛﺮﺩﻥ ﻣﺮﻛﺰ ﻓﺮﻭﺷﻲ ﻛﻪ ﺩﺭ ﺁﻥ ﻫﻤﻪ ﭼﻴﺰ ﻣﻲﻓﺮﻭﺷﻨﺪ‪ ،‬ﻛﺎﺭ‬ ‫ﺑﺴﻴﺎﺭ ﺳﺨﺘﻲ ﺍﺳﺖ‪.‬‬

‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫‪٢٣‬‬

‫ﻣﺘﺨﺼﺺ ﻣﺴﻠﺢ ﺍﺳﺖ‬ ‫ﺍﺯ ﺁﻧﺠﺎ ﻛﻪ ﺗﻤﺎﻳﺰ ﺩﺭ ﺫﻫﻦ ﺻﻮﺭﺕ ﻣﻲﮔﻴﺮﺩ‪ .‬ﻣﺘﺨﺼﺺﻫﺎ ﺳﻼﺡﻫﺎﻳﻲ ﺩﺭ ﺍﺧﺘﻴـﺎﺭ ﺩﺍﺭﻧـﺪ ﻛـﻪ ﺍﺯ ﺁﻧﻬـﺎ ﺑـﺮﺍﻱ‬ ‫ﺍﺳﺘﻘﺮﺍﺭ ﺑﺨﺸﻴﺪﻥ ﺑﻪ ﺗﺨﺼﺺ ﺧﻮﺩ ﺩﺭ ﺍﺫﻫﺎﻥ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺁﻧﻬﺎ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺗﻤﺮﻛـﺰ ﺧـﻮﺩ ﺭﺍ ﺭﻭﻱ ﻳـﻚ‬ ‫ﻓﺮﺁﻭﺭﺩﻩ ﻳﻚ ﻓﺎﻳﺪﻩ ﻭ ﻳﺎ ﻳﻚ ﭘﻴﺎﻡ ﻣﻌﻄﻮﻑ ﻛﻨﻨﺪ‪ .‬ﻣﺘﺨﺼﺺ ﺍﻳﻦ ﺷﺎﻧﺲ ﺭﺍ ﺩﺍﺭﺩ ﺗﺎ ﺍﺯ ﺗﺨﺼﺺ ﺧﻮﺩ ﺑﻪ ﻋﻨﻮﺍﻥ‬ ‫ﻳﻚ ﻣﺘﻤﺎﻳﺰ ﻛﻨﻨﺪﻩ ﺍﺳﺘﻔﺎﺩﻩ ﻛﻨﺪ‪ .‬ﻫﻤﺎﻥﻃﻮﺭ ﻛﻪ ﻗﺒﻼﹰ ﺫﻛﺮ ﺷﺪ ﺍﺻﻠﻲﺗﺮﻳﻦ ﺍﺳـﻠﺤﻪ ﻳـﻚ ﻣﺘﺨﺼـﺺ ﺩﺭ ﺍﻳـﻦ‬ ‫ﺍﺳﺖ ﻛﻪ ﻧﺎﻡ ﺍﻭ ﺗﺒﺪﻳﻞ ﺑﻪ ﻳﻚ ﺍﺳﻢ ﻋﺎﻡ ﺷﻮﺩ‪ .‬ﻳﻌﻨﻲ ﻧﺎﻡ ﺗﺠﺎﺭﻱ ﺁﻥ ﻫﻢ ﻣﻌﺮﻑ ﺁﻥ ﻓـﺮﺁﻭﺭﺩﻩ ﻭ ﻫـﻢ ﻣﻌـﺮﻑ‬ ‫ﺭﺩﻩ ﺁﻥ ﻓﺮﺁﻭﺭﺩﻩ ﮔﺮﺩﺩ‪.‬‬ ‫ﻳﻚ ﻣﺘﺨﺼﺺ ﻣﻮﻓﻖ ﺑﺎﻳﺪ ﻣﺘﺨﺼﺺ ﺑﺎﻗﻲ ﺑﻤﺎﻧﺪ‪ .‬ﺷﻤﺎ ﻧﻤﻲﺗﻮﺍﻧﻴﺪ ﺑﻪ ﺩﻧﺒﺎﻟﻪﺭﻭﻱ ﺩﻳﮕﺮﺍﻥ ﺑﭙﺮﺩﺍﺯﻳﺪ‪ .‬ﺯﻳـﺮﺍ‬ ‫ﺩﺭ ﺍﻳﻦ ﺻﻮﺭﺕ ﺫﻫﻨﻴﺖ ﺍﻳﺠﺎﺩ ﺷﺪﻩ ﺩﺭ ﻣﻮﺭﺩ ﻣﺘﺨﺼﺺ ﺑﻮﺩﻥ ﺧﻮﺩ ﺭﺍ ﺍﺯ ﺑﻴﻦ ﺧﻮﺍﻫﻴﺪ ﺑﺮﺩ‪.‬‬ ‫ﺍﻏﻠﺐ ﺑﺎﺯﺍﺭﻱﻫﺎ ﺩﻭﺳﺖ ﻧﺪﺍﺭﻧﺪ ﻛﻪ ﻓﻘﻂ ﺩﺭ ﻳﻚ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﻭ ﻳﺎ ﻳﻚ ﺗﺨﺼﺺ ﻣﺤـﺪﻭﺩ ﺑﻤﺎﻧﻨـﺪ‪ .‬ﺁﻧﻬـﺎ‬ ‫ﻣﻲﺧﻮﺍﻫﻨﺪ ﺗﺎ ﺁﻧﺠﺎ ﻛﻪ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺩﺭ ﺯﻣﻴﻨﻪﻫـﺎﻱ ﻣﺨﺘﻠﻔـﻲ ﻓﻌﺎﻟﻴـﺖ ﻛﻨﻨـﺪ‪ ،‬ﺁﻧﻬـﺎ ﺍﻳـﻦ ﻣﺴـﺌﻠﻪ ﺭﺍ ﺗﺸـﺨﻴﺺ‬ ‫ﻧﻤﻲ ﺩﻫﻨﺪ ﻛﻪ ﺑﻪ ﻣﺤﺾ ﺍﻳﻨﻜﻪ ﺩﺭ ﺟﻬﺖ ﺗﻨﻮﻉ ﻃﻠﺒﻲ ﻛﺎﺭ ﻛﻨﻨﺪ‪ ،‬ﺩﺭﻫﺎ ﺭﺍ ﺑﺮﺍﻱ ﻣﺘﺨﺼﺺ ﺷﺪﻥ ﺭﻗﺒﺎﻱ ﺧﻮﺩ ﺑﺎﺯ‬ ‫ﺧﻮﺍﻫﻨﺪ ﻛﺮﺩ‪.‬‬

‫ﻣﺘﺨﺼﺺ ﺑﻮﺩﻥ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﺩﻳﮕﺮﺍﻥ ﺍﻋﻼﻡ ﻛﻨﻴﺪ‬ ‫ﺗﺼﻮﺭ ﻧﻜﻨﻴﺪ ﻛﻪ ﻫﻤﮕﺎﻥ‪ ،‬ﻣﺘﺨﺼﺺ ﺩﺭ ﻫﺮ ﺭﺩﻩ ﺭﺍ ﻣﻲﺷﻨﺎﺳﻨﺪ‪ .‬ﺗﻮﺻﻴﻪ ﻣﺎ ﺑﻪ ﺷﻤﺎ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﻣﻮﻗﻌﻴﺖﻳﺎﺑﻲ‬ ‫ﺧﻮﺩ ﺭﺍ ﺑﺮﺍﺳﺎﺱ ﻧﻮﻉ ﺗﺨﺼﺺﺗﺎﻥ ﺍﻧﺠﺎﻡ ﺩﻫﻴﺪ‪.‬‬ ‫ﻣﺮﺩﻡ ﻋﻼﻗﻪﻣﻨﺪ ﺑﻪ ﺩﺍﻧﺴﺘﻦ ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﻫﺴﺘﻨﺪ‪ ،‬ﺯﻳﺮﺍ ﺁﻧﻬﺎ ﺩﻭﺳﺖ ﺩﺍﺭﻧﺪ ﻣﺘﺨﺼﺼﺎﻥ ﺩﺭ ﻫﺮ ﺯﻣﻴﻨـﻪ ﺭﺍ‬ ‫ﺑﺸﻨﺎﺳﻨﺪ‪ .‬ﻋﻠﻲﻫﺬﺍ‪ ،‬ﺍﮔﺮ ﺷﻤﺎ ﺩﺭ ﺯﻣﻴﻨﻪﺍﻱ ﺗﺨﺼﺺ ﺩﺍﺭﻳﺪ ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﺭﺍ ﺑﻪ ﺍﻃﻼﻉ ﺁﻧﻬﺎ ﺑﺮﺳﺎﻧﻴﺪ‪.‬‬

‫ﻣﺘﺨﺼﺼﺎﻥ ﺑﻴﺶ ﺍﺯ ﺣﺪ ﻧﻴﺎﺯ‬ ‫ﺑﻌﻀﻲ ﺍﺯ ﻭﻗﺖﻫﺎ‪ ،‬ﻣﺘﺨﺼﺺ ﺑﻮﺩﻥ ﺑﻪ ﺗﻨﻬﺎﻳﻲ ﻛﺎﻓﻲ ﻧﻴﺴﺖ‪ ،‬ﺑﻪ ﺧﺼﻮﺹ ﺍﮔﺮ ﻣﺘﺨﺼﺼﺎﻥ ﺩﻳﮕﺮﻱ ﺷﻤﺎ ﺭﺍ ﺍﺣﺎﻃﻪ‬ ‫ﻛﺮﺩﻩ ﺑﺎﺷﻨﺪ‪.‬‬ ‫ﺩﺭ ﺷﺒﻜﻪ ﺍﻳﻨﺘﺮﻧﺖ ﺩﺭ ﻃﻮﻝ ﭼﻨﺪ ﻣﺎﻩ ﻟﺸﮕﺮﻱ ﺍﺯ ﻣﺘﺨﺼﺼﺎﻥ ﻛﻪ ﺩﺍﺭﺍﻱ ﺍﻃﻼﻋﺎﺕ ﻭﻳﮋﻩﺍﻱ ﻫﺴﺘﻨﺪ ﺑﻪ ﻭﺟﻮﺩ‬ ‫ﻣﻲﺁﻳﻨﺪ ﻭ ﺩﺭ ﻋﻴﻦ ﺣﺎﻝ ﻋﺪﻩﺍﻱ ﺩﻳﮕﺮ ﺩﺭ ﺗﻼﺵ ﻫﺴﺘﻨﺪ ﺗﺎ ﻣﺮﺍﺟﻌﻪﻛﻨﻨﺪﮔﺎﻥ ﺑﻪ ﭘﺎﻳﮕﺎﻩ ﺍﻳﻨﺘﺮﻧﺘﻲ ﺁﻧﻬـﺎ ﺭﺍ ﺑـﺮﺍﻱ‬ ‫ﺧﻮﺩﺷﺎﻥ ﺑﻪ ﺗﻮﺭ ﺑﻴﺎﻧﺪﺍﺯﻧﺪ‪.‬‬

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‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫ﻓﺼﻞ ‪١٥‬‬

‫“ ﺗﺮﺟﻴﺢ” ﻳﻚ ﺍﻳﺪﻩ ﻣﺘﻤﺎﻳﺰﻛﻨﻨﺪﻩ ﺍﺳﺖ‬ ‫ﺗﺠﺮﺑﻪ ﺑﻪ ﻣﺎ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ ﻛﻪ ﻣﺮﺩﻡ ﻧﻤﻲﺩﺍﻧﻨﺪ ﭼﻪ ﻣﻲﺧﻮﺍﻫﻨﺪ )ﭘﺲ ﭼـﺮﺍ ﺑﭙﺮﺳـﻴﻢ؟(‪ .‬ﻣـﺮﺩﻡ ﺩﺭ ﺑﻴﺸـﺘﺮ‬ ‫ﻣﻮﺍﻗﻊ ﺁﻥ ﭼﻴﺰﻱ ﺭﺍ ﻛﻪ ﻓﻜﺮ ﻣﻲﻛﻨﻨﺪ ﻻﺯﻡ ﺍﺳﺖ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ ﻣﻲﺧﺮﻧﺪ‪.‬‬ ‫ﻋﻠﺖ ﺍﻳﻦ ﻧﻮﻉ ﺭﻓﺘﺎﺭ ﺧﺮﻳﺪ‪ ،‬ﺍﺣﺴﺎﺱ ﻋﺪﻡ ﺍﻣﻨﻴﺖ ﺍﺳﺖ ﻭ ﺍﻳﻦ ﻣﻮﺿﻮﻋﻲ ﺍﺳﺖ ﻛﻪ ﺩﺍﻧﺸﻤﻨﺪﺍﻥ ﺩﺭ ﻣـﻮﺭﺩ‬ ‫ﺁﻥ ﺯﻳﺎﺩ ﻧﻮﺷﺘﻪﺍﻧﺪ‪.‬‬ ‫ﺍﻓﺮﺍﺩ ﺩﺭ ﺷﺮﺍﻳﻂ ﻣﻌﻤﻮﻝ ﺗﻤﺎﻳﻞ ﺑﺴﻴﺎﺭ ﺷﺪﻳﺪﻱ ﺩﺍﺭﻧﺪ ﺗﺎ ﻋﻤﻠﻲ ﺭﺍ ﻛﻪ ﺩﻳﮕﺮﺍﻥ ﺍﻧﺠﺎﻡ ﻣﻲﺩﻫﻨـﺪ ﻣﻨﺎﺳـﺐ‬ ‫ﺑﺪﺍﻧﻨﺪ‪ .‬ﻗﺎﻋﺪﺗﺎﹰ ﺍﮔﺮ ﻃﺒﻖ ﻓﺮﻡﻫﺎﻱ ﺍﺟﺘﻤﺎﻋﻲ ﺭﻓﺘﺎﺭ ﻛﻨﻴﻢ‪ ،‬ﻣﺮﺗﻜﺐ ﺍﺷﺘﺒﺎﻫﺎﺕ ﻛﻢﺗﺮﻱ ﺧﻮﺍﻫﻴﻢ ﺷـﺪ ﺗـﺎ ﺍﻳﻨﻜـﻪ‬ ‫ﺑﺮﺧﻼﻑ ﺁﻧﻬﺎ ﻋﻤﻞ ﻛﻨﻴﻢ ﻭ ﺍﮔﺮ ﺗﻌﺪﺍﺩ ﺯﻳﺎﺩﻱ ﺍﺯ ﻣﺮﺩﻡ ﻣﺮﺗﻜﺐ ﻳﻚ ﻋﻤﻞ ﺧﺎﺹ ﺷﻮﻧﺪ‪ ،‬ﺍﻧﺠـﺎﻡ ﺁﻥ ﻋﻤـﻞ ﻛـﺎﺭ‬ ‫ﺩﺭﺳﺘﻲ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪.‬‬ ‫“ ﺗﺮﺟﻴﺢ” ﺑﻪ ﻣﻌﻨﻲ ﺍﺭﺍﺋﻪ ﺁﻥ ﭼﻴﺰﻱ ﺍﺳﺖ ﻛﻪ ﻣﺮﺩﻡ ﻓﻜﺮ ﻣﻲﻛﻨﻨﺪ ﺻﺤﻴﺢ ﺍﺳﺖ ﻭ ﺁﻧﭽﻪ ﻛـﻪ ﺗـﺮﺟﻴﺢ ﺭﺍ ﺑـﻪ‬ ‫ﻳﻚ ﺭﺍﻫﺒﺮﺩ ﻛﺎﻣﻼﹰ ﺍﺟﺮﺍﻳﻲ ﺗﺒﺪﻳﻞ ﻛﺮﺩﻩ ﺍﺳﺖ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺑﻪ ﺍﻧﺤﺎﻱ ﻣﺨﺘﻠﻔﻲ ﻇﺎﻫﺮ ﻣﻲﺷﻮﺩ‪.‬‬ ‫ﻫﺮﮔﺎﻩ ﺍﺩﻋﺎﻱ ﺷﻤﺎ ﺩﺭ ﻣﻌﺮﺽ ﻗﺎﻋﺪﻩ ﺩﻟﻴﻞ ﺍﺟﺘﻤﺎﻋﻲ )ﻳﻌﻨﻲ ﺁﻧﭽﻪ ﻛﻪ ﻣﺮﺩﻡ ﻣﻌﺘﻘﺪﻧﺪ ﺻﺤﻴﺢ ﺍﺳﺖ( ﻭﺍﻗﻊ‬ ‫ﺷﺪﻩ ﻭ ﻣﻮﺭﺩ ﺗﺄﻳﻴﺪ ﻗﺮﺍﺭ ﮔﻴﺮﺩ‪ ،‬ﻗﻀﺎﻭﺕ ﻋﻤﻮﻣﻲ ﺩﺭ ﻣﻮﺭﺩ ﺁﻥ ﺗﻘﻮﻳﺖ ﻫﻢ ﻣـﻲﺷـﻮﺩ‪ .‬ﻫﺮﭼـﻪ ﺍﺩﻋـﺎﻱ ﺷـﻤﺎ‬ ‫ﭘﺬﻳﺮﻓﺘﻨﻲﺗﺮ ﺑﺎﺷﺪ ﺑﻬﺘﺮ ﺍﺳﺖ‪ .‬ﺍﮔﺮ ﺯﻣﻴﻨﻪ ﻓﻌﺎﻟﻴﺖ ﺷﻤﺎ ﺗﺎ ﺑﻪ ﺣﺎﻝ ﻣﻮﺭﺩ ﺗﺤﻘﻴﻖ ﻗـﺮﺍﺭ ﻧﮕﺮﻓﺘـﻪ ﺍﺳـﺖ ﺳـﻌﻲ‬ ‫ﻛﻨﻴﺪ ﻳﻚ ﻣﺆﺳﺴﻪ ﻧﺸﺮ ﻣﺘﺨﺼﺺ ﺩﺭ ﺁﻥ ﺻﻨﻌﺖ ﺭﺍ ﻗﺎﻧﻊ ﻛﻨﻴﺪ ﺍﻳﻦ ﻛﺎﺭ ﺭﺍ ﺍﻧﺠﺎﻡ ﺩﻫﺪ‪ .‬ﻳـﻚ ﻣﻘﺎﻟـﻪ ﻣﺘﻮﺳـﻂ‬ ‫ﺣﺪﻭﺩﺍﹰ ﺷﺶ ﺑﺎﺭ ﺑﻴﺸﺘﺮ ﺍﺯ ﻳﻚ ﺁﮔﻬﻲ ﺗﺒﻠﻴﻐﺎﺗﻲ ﻣﺘﻮﺳـﻂ ﺧﻮﺍﻧـﺪﻩ ﻣـﻲﺷـﻮﺩ‪ .‬ﺑﻨـﺎﺑﺮﺍﻳﻦ ﺳـﺮﺩﺑﻴﺮﻫﺎ ﺑﻬﺘـﺮ ﺍﺯ‬ ‫ﺗﺒﻠﻴﻐﺎﺕﭼﻲﻫﺎ ﺍﺭﺗﺒﺎﻁ ﺑﺮﻗﺮﺍﺭ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺍﮔﺮ ﻧﻤﻲﺗﻮﺍﻧﻴﺪ ﻛﺎﺭﻱ ﻛﻨﻴﺪ ﻛﻪ ﻫﻤﻪ ﺍﺷﺨﺎﺹ ﺷﻤﺎ ﺭﺍ ﺗـﺮﺟﻴﺢ ﺩﻫﻨـﺪ‪،‬‬ ‫ﮔﺮﻭﻫﻲ ﺭﺍ ﺑﻴﺎﺑﻴﺪ ﻛﻪ ﭼﻨﻴﻦ ﻛﻨﻨﺪ‪.‬‬ ‫ﺍﺭﺗﻘﺎﻱ ﻓﻌﺎﻻﻧﻪ ﻳﻚ ﺷﺮﻛﺖ ﺩﺭ ﺑﻌﻀﻲ ﺍﺯ ﻛﺴﺐ ﻭ ﻛﺎﺭﻫﺎ‪ ،‬ﻛﺎﺭ ﺳﺨﺘﻲ ﺑﻪ ﺷﻤﺎﺭ ﻣﻲﺭﻭﺩ‪ ،‬ﺑـﻪ ﻋﻨـﻮﺍﻥ ﻣﺜـﺎﻝ‪،‬‬ ‫ﻣﺆﺳﺴﺎﺕ ﭘﺰﺷﻜﻲ ﻭ ﺩﺭﻣﺎﻧﻲ ﻋﻤﻮﻣﻲ ﺗﺮﺟﻴﺢ ﻣﻲﺩﻫﻨﺪ ﺗﺎ ﺍﺯ ﭘﺰﺷﻜﺎﻥ ﺧـﻮﺩ ﺩﺭ ﻗﺎﻟـﺐ ﻓﺮﻭﺷـﻨﺪﻩ ﺍﺳـﺘﻔﺎﺩﻩ‬ ‫ﻧﻜﻨﻨﺪ‪.‬‬ ‫ﻟﻴﻜﻦ ﺑﻴﻤﺎﺭﺍﻥ ﭘﺨﺘﮕﻲ ﻻﺯﻡ ﺑﺮﺍﻱ ﺍﺗﺨﺎﺩ ﺗﺼﻤﻴﻤﺎﺕ ﻣﻬﻢ ﭘﺰﺷﻜﻲ ﻧﺪﺍﺭﻧﺪ‪ .‬ﭘﺲ ﻣﺎ ﭼﮕﻮﻧﻪ ﻣﻲﺗﻮﺍﻧﻴﻢ ﺭﺍﻩ ﺧـﻮﺩ‬ ‫ﺭﺍ ﺍﺯ ﻣﻴﺎﻥ ﺳﻠﻄﻪ ﺟﺎﺑﺮﺍﻧﻪ ﺍﻧﺘﺨﺎﺏ ﭘﻴﺪﺍ ﻛﺮﺩﻩ ﻭ ﻣﺘﺨﺼﺺ ﻣﻮﺭﺩ ﻧﻈﺮﻣﺎﻥ ﺭﺍ ﺑﺮﮔﺰﻳﻨﻴﻢ؟ ﺩﺭ ﺍﻳﻦ ﻣـﻮﺭﺩ ﻫـﻢ “‬ ‫ﻧﻈﺮ ﺳﺎﻳﺮ ﻣﺮﺩﻡ” ﻣﻲﺗﻮﺍﻧﺪ ﺑﻪ ﻣﺎ ﻛﻤﻚ ﻛﻨﺪ ﺗﺎ ﺑﻪ ﻣﺸﻜﻞ ﻓﻮﻕ ﻏﻠﺒﻪ ﻛﻨﻴﻢ‪ .‬ﺣﺘﻲ ﺁﻧﻬﺎﻳﻲ ﻫﻢ ﻛﻪ ﻧﮕﺮﺍﻥ ﺗﺒﻠﻴﻐﺎﺕ‬ ‫ﭘﺰﺷﻚﻫﺎ ﻫﺴﺘﻨﺪ‪ ،‬ﺍﻳﻦ ﺭﻭﺵ ﺭﺍ ﻣﻮﺭﺩ ﺗﺄﻳﻴﺪ ﻗﺮﺍﺭ ﻣﻲﺩﻫﻨﺪ‪.‬‬

‫‪٢۵‬‬

‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫ﻓﺼﻞ ‪١٦‬‬

‫ﻧﺤﻮﻩ ﺳﺎﺧﺖ ﻳﻚ ﻓﺮﺁﻭﺭﺩﻩ ﻣﻲﺗﻮﺍﻧﺪ ﻳﻚ ﺍﻳﺪﻩ ﻣﺘﻤﺎﻳﺰﻛﻨﻨﺪﻩ ﺑﺎﺷﺪ‬ ‫ﺷﺮﻛﺖﻫﺎ ﻣﺎﻳﻠﻨﺪ ﺑﺮﺍﻱ ﺗﻮﻟﻴﺪ ﻳﻚ ﻓﺮﺁﻭﺭﺩﻩ ﺟﺪﻳﺪ ﺗﻼﺵ ﺯﻳﺎﺩﻱ ﺭﺍ ﺑﻪ ﻋﻤﻞ ﺁﻭﺭﻧـﺪ‪ .‬ﺍﻧﺒـﻮﻫﻲ ﺍﺯ ﻣﻬﻨﺪﺳـﺎﻥ‪،‬‬ ‫ﻃﺮﺍﺣﺎﻥ ﻭ ﻛﺎﺭﻛﻨﺎﻥ ﺗﻮﻟﻴﺪ ﺳﺎﻋﺎﺕ ﺑﺴﻴﺎﺭ ﺯﻳـﺎﺩﻱ ﺭﺍ ﺻـﺮﻑ ﺳـﺎﺧﺖ ﻭ ﺁﺯﻣـﺎﻳﺶ ﻓـﺮﺁﻭﺭﺩﻩﻫـﺎﻱ ﺟﺪﻳـﺪﻱ‬ ‫ﻣﻲﻛﻨﻨﺪ ﻛﻪ ﺍﺣﺴﺎﺱ ﻣﻲﻛﻨﻨﺪ ﺍﺳﺘﺜﻨﺎﻳﻲ ﺑﻮﺩﻩ ﻭ ﺑﻬﺘﺮ ﺍﺯ ﺳﺎﻳﺮ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﻣﻮﺟﻮﺩ ﺩﺭ ﺑﺎﺯﺍﺭ ﻛﺎﺭ ﻣﻲﻛﻨﻨﺪ‪.‬‬ ‫ﻟﻴﻜﻦ‪ ،‬ﺑﺎﺯﺍﺭﻳﺎﺏﻫﺎ ﻛﻪ ﻏﺮﻕ ﺩﺭ ﻓﻌﺎﻟﻴﺖﻫﺎﻳﻲ ﺍﺯ ﻗﺒﻴﻞ ﺗﺒﻠﻴﻐﺎﺕ‪ ،‬ﺑﺴﺘﻪﺑﻨﺪﻱ ﻭ ﺗﺮﻭﻳﺞ ﻓﺮﺁﻭﺭﺩﻩﻫﺎ ﻫﺴـﺘﻨﺪ‪،‬‬ ‫ﺩﺭ ﺍﻛﺜﺮ ﻣﻮﺍﻗﻊ ﺑﻪ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﺗﻮﻟﻴﺪﻱ ﺑﻲﺗﻮﺟﻪﺍﻧﺪ‪.‬‬ ‫ﻣﺎ ﺑﻪ ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﺍﻋﺘﻘﺎﺩ ﺭﺍﺳﺦ ﺩﺍﺭﻳﻢ ﻛﻪ ﺑﺎﻳﺪ ﻳﻚ ﻓﺮﺁﻭﺭﺩﻩ ﺭﺍ ﻣﻮﺭﺩ ﻣﻄﺎﻟﻌﻪ ﺟﺪﻱ ﻗـﺮﺍﺭ ﺩﺍﺩﻩ ﻭ ﻧﺤـﻮﻩ‬ ‫ﻛﺎﺭﻛﺮﺩﻥ ﺁﻥ ﻣﻮﺭﺩ ﺑﺮﺭﺳﻲ ﺩﻗﻴﻖ ﻗﺮﺍﺭ ﮔﻴﺮﺩ‪ .‬ﺍﻳﻦ ﻣﻄﺎﻟﻌـﻪ ﻭ ﺑﺮﺭﺳـﻲ ﻣﻮﺟـﺐ ﺩﺳـﺘﻴﺎﺑﻲ ﺑـﻪ ﺍﻳـﺪﻩﻫـﺎﻱ‬ ‫ﻣﺘﻤﺎﻳﺰﻛﻨﻨﺪﻩ ﺑﺴﻴﺎﺭ ﻗﻮﻱ ﻣﻲﺷﻮﺩ ﻛﻪ ﻣﺘﺄﺳﻔﺎﻧﻪ ﺩﺭ ﺍﻛﺜﺮ ﻣﻮﺍﻗﻊ ﻧﺎﺩﻳﺪﻩ ﺍﻧﮕﺎﺷﺘﻪ ﻣﻲﺷﻮﻧﺪ‪.‬‬ ‫ﺗﻌﺪﺍﺩ ﺯﻳﺎﺩﻱ ﺍﺯ ﻓﺮﺁﻭﺭﺩﻩﻫﺎ ﺣﺎﺻﻞ ﻳﻚ ﻓﻨﺎﻭﺭﻱ ﻳﺎ ﻃﺮﺍﺣﻲ ﻭﻳﮋﻩ ﻫﺴﺘﻨﺪ‪ ،‬ﻛﻪ ﺑﺎﻋﺚ ﻛﺎﺭﻛﺮﺩ ﺧـﻮﺏ ﺁﻧﻬـﺎ‬ ‫ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﭼﻪ ﺑﺴﺎ ﻛﻪ ﺍﻳﻦ ﻓﻨﺎﻭﺭﻱﻫﺎ ﺑﻪ ﺛﺒﺖ ﺭﺳﻴﺪﻩ ﻭ ﺗﺤﺖ ﺣﻤﺎﻳﺖ ﻗﺎﻧﻮﻧﻲ ﻗﺮﺍﺭ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪ .‬ﺑـﺎ ﺍﻳـﻦ‬ ‫ﻫﻤﻪ‪ ،‬ﺑﺎﺯﺍﺭﻱﻫﺎ ﺍﻳﻦ ﻣـﻮﺍﺭﺩ ﺭﺍ ﺑـﺎ ﺍﻳـﻦ ﺗﻮﺟﻴـﻪ ﻛـﻪ ﭘﻴﭽﻴـﺪﻩ ﻫﺴـﺘﻨﺪ ﻭ ﺗﻮﺿـﻴﺢ ﺩﺍﺩﻥ ﺁﻧﻬـﺎ ﺑﺎﻋـﺚ ﮔﻴﺠـﻲ‬ ‫ﻣﺼﺮﻑﻛﻨﻨﺪﮔﺎﻥ ﻣﻲﺷﻮﺩ‪ ،‬ﺟﺪﻱ ﻧﻤﻲﮔﻴﺮﻧﺪ‪ .‬ﺁﻧﻬﺎ ﺗﺮﺟﻴﺢ ﻣﻲﺩﻫﻨﺪ ﺗﺤﻘﻴﻘﺎﺕ ﺑﺎﺯﺍﺭ ﺍﻧﺠﺎﻡ ﺩﻫﻨﺪ ﻭ ﺭﻭﻱ ﻓﻮﺍﻳﺪ‬ ‫ﻳﻚ ﻓﺮﺁﻭﺭﺩﻩ ﻳﺎ ﺗﺄﺛﻴﺮ ﺁﻥ ﺩﺭ ﺳﺒﻚ ﺯﻧﺪﮔﻲ ﺍﻓﺮﺍﺩ ﻣﺘﻤﺮﻛﺰ ﺷﻮﻧﺪ‪ .‬ﻭﺭﺩ ﻛﻼﻡ ﺑﺎﺯﺍﺭﻳﺎﺏﻫﺎ ﻳﻚ ﭼﻨﻴﻦ ﮔﻔﺘـﻪﺍﻱ‬ ‫ﺍﺳﺖ‪:‬‬ ‫“ﺑﺮﺍﻱ ﻣﺮﺩﻡ ﻣﻬﻢ ﻧﻴﺴﺖ ﻛﻪ ﻳﻚ ﻓﺮﺁﻭﺭﺩﻩ ﭼﻄﻮﺭ ﺳﺎﺧﺘﻪ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﺁﻧﻬﺎ ﻓﻘﻂ ﻣﺸﺘﺎﻕ ﺑﻪ ﺩﺍﻧﺴﺘﻦ ﺍﻳـﻦ‬ ‫ﻫﺴﺘﻨﺪ ﻛﻪ ﺁﻥ ﻓﺮﺁﻭﺭﺩﻩ ﺑﺮﺍﻳﺸﺎﻥ ﭼﻪ ﻛﺎﺭ ﻣﻲﻛﻨﺪ‪”.‬‬ ‫ﻣﺸﻜﻞ ﺍﻳﻦ ﻧﻮﻉ ﻃﺮﺯ ﻓﻜﺮ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺗﻌﺪﺍﺩ ﺯﻳﺎﺩﻱ ﺍﺯ ﻓﺮﺁﻭﺭﺩﻩﻫﺎ ﺩﺭ ﺭﺩﻩﻫﺎﻱ ﻣﺨﺘﻠﻒ ﺑـﺮﺍﻱ ﻣـﺮﺩﻡ‬ ‫ﻛﺎﺭ ﻣﺸﺎﺑﻬﻲ ﺍﻧﺠﺎﻡ ﻣﻲﺩﻫﻨﺪ‪ .‬ﻫﻤﻪ ﺧﻤﻴﺮﺩﻧﺪﺍﻥﻫﺎ ﺟﻠﻮﻱ ﭘﻮﺳﻴﺪﮔﻲ ﺭﺍ ﻣﻲﮔﻴﺮﻧﺪ‪ .‬ﻫﻤﻪ ﺍﺗﻮﻣﺒﻴﻞﻫـﺎﻱ ﺟﺪﻳـﺪ‬ ‫ﺧﻴﻠﻲ ﺧﻮﺏ ﺭﺍﻧﺪﻩ ﻣﻲﺷﻮﻧﺪ‪ .‬ﻫﻤﻪ ﻣﻮﺍﺩ ﭘﺎﻙﻛﻨﻨﺪﻩ ﻟﺒﺎﺱﻫﺎ ﺭﺍ ﺗﻤﻴﺰ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺑﻨـﺎﺑﺮﺍﻳﻦ ﭼﻴـﺰﻱ ﻛـﻪ ﺑﺎﻋـﺚ‬ ‫ﺗﻤﺎﻳﺰ ﻓﺮﺁﻭﺭﺩﻩﻫﺎ ﺍﺯ ﻳﻜﺪﻳﮕﺮ ﻣﻲﺷﻮﺩ‪ ،‬ﻧﺤﻮﻩ ﺳﺎﺧﺖ ﺁﻧﻬﺎﺳﺖ‪.‬‬ ‫ﺑﻪ ﻫﻤﻴﻦ ﺩﻟﻴﻞ ﺍﺳﺖ ﻛﻪ ﻣﺎ ﺩﻭﺳﺖ ﺩﺍﺭﻳﻢ ﺭﻭﻱ ﻓﺮﺁﻭﺭﺩﻩ ﻭ ﻓﻨﺎﻭﺭﻱ ﺍﺳﺘﺜﻨﺎﻳﻲ ﻛﻪ ﺩﺭ ﺳﺎﺧﺖ ﺁﻥ ﺑﻪ ﻛـﺎﺭ‬ ‫ﺭﻓﺘﻪ ﺍﺳﺖ ﻣﺘﻤﺮﻛﺰ ﺷﻮﻳﻢ‪ .‬ﺁﻧﮕﺎﻩ ﺩﺭ ﺻﻮﺭﺕ ﺍﻣﻜﺎﻥ‪ ،‬ﻧﺎﻡ ﺧﺎﺻﻲ ﺑﺮﺍﻱ ﺁﻥ ﻋﺎﻣﻞ ﻃﺮﺍﺣﻲ ﻳـﺎ ﻓﻨـﺎﻭﺭﻱ ﺩﺭ ﻧﻈـﺮ‬ ‫ﮔﺮﻓﺘﻪ‪ ،‬ﺁﻥ ﺭﺍ ﺑﺴﺘﻪﺑﻨﺪﻱ ﻛﺮﺩﻩ ﻭ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻚ ﻣﺤﺘﻮﺍﻱ ﺟﺎﺩﻭﻳﻲ ﻛﻪ ﻣﻮﺟﺐ ﺗﻤﺎﻳﺰ ﺁﻥ ﻣﻲﺷﻮﺩ ﺭﻭﺍﻧـﻪ ﺑـﺎﺯﺍﺭ‬ ‫ﻛﻨﻴﻢ‪ ،‬ﻭ ﭼﻪ ﺑﻬﺘﺮ ﺍﮔﺮ ﺁﻥ ﻣﺤﺘﻮﺍﻱ ﺟﺎﺩﻭﻳﻲ ﺑﻪ ﺛﺒﺖ ﺭﺳﻴﺪﻩ ﻭ ﺗﺤﺖ ﺣﻤﺎﻳﺖ ﻗﺎﻧﻮﻧﻲ ﺑﺎﺷﺪ‪ .‬ﻫـﺮ ﭼـﻪ ﻛـﻪ ﻳـﻚ‬ ‫ﻣﺤﺼﻮﻝ ﭘﻴﭽﻴﺪﻩﺗﺮ ﺑﺎﺷﺪ‪ ،‬ﻧﻴﺎﺯ ﺷﻤﺎ ﺑﺮﺍﻱ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻳﻚ ﻣﺤﺘﻮﺍﻱ ﺟﺎﺩﻭﻳﻲ ﺑﻪ ﻣﻨﻈﻮﺭ ﻣﺘﻤـﺎﻳﺰ ﻧﻤـﻮﺩﻥ ﺁﻥ ﺍﺯ‬ ‫ﺳﺎﻳﺮ ﺭﻗﺒﺎ ﺑﻴﺸﺘﺮ ﻣﻲﺷﻮﺩ‪.‬‬

‫‪٢۶‬‬

‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫ﻭﻗﺘﻲ ﻣﺘﻤﺎﻳﺰ ﻫﺴﺘﻴﺪ ﺁﻥ ﺭﺍ ﺑﻪ ﺭﺥ ﺩﻳﮕﺮﺍﻥ ﺑﻜﺸﻴﺪ‬ ‫ﺍﻳﺪﻩ ﻣﺮﺑﻮﻁ ﺑﻪ ﺑﻌﻀﻲ ﺍﺯ ﻓﺮﺁﻭﺭﺩﻩ ﻫﺎ ﻧﻪ ﻣﺨﻔﻲ ﻭ ﭘﻮﺷﻴﺪﻩ ﻫﺴﺘﻨﺪ ﻧﻪ ﺟﺎﺩﻭﻳﻲ‪ .‬ﺍﮔﺮ ﺍﺑﺘﻜﺎﺭﻱ ﺩﺭ ﺗﻮﻟﻴـﺪ ﻳـﻚ‬ ‫ﻓﺮﺁﻭﺭﺩﻩ ﺩﺍﺭﻳﺪ ﺑﺎﻳﺪ ﺍﺯ ﺁﻥ ﺍﺑﺘﻜﺎﺭ ﺑﻪ ﻋﻨﻮﺍﻥ ﭘﺎﻳﻪ ﻭ ﺑﻨﻴﺎﻥ ﻣﻮﻗﻌﻴﺖﻳﺎﺑﻲ ﺁﻥ ﻓـﺮﺁﻭﺭﺩﻩ ﺍﺳـﺘﻔﺎﺩﻩ ﻛﻨﻴـﺪ‪ .‬ﻳـﻚ‬ ‫ﻓﺮﺁﻭﺭﺩﻩ ﺭﺍ ﺩﺭ ﻏﺎﻟﺐ ﻣﻮﺍﺭﺩ ﻣﻲﺗﻮﺍﻥ ﺍﺯ ﺭﺍﻩ ﺩﺭﺳﺖ ﻳﺎ ﺍﺯ ﺭﺍﻩ ﻏﻠﻂ ﺗﻮﻟﻴﺪ ﻛﺮﺩ‪ .‬ﺭﺍﻩ ﻏﻠﻂ ﺭﺍﻫﻲ ﺍﺳﺖ ﻛـﻪ ﺑـﻪ‬ ‫ﻣﻨﻈﻮﺭ ﺻﺮﻓﻪﺟﻮﻳﻲ ﺩﺭ ﻫﺰﻳﻨﻪﻫﺎﻱ ﺗﻮﻟﻴﺪ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ ﻣـﻲﮔﻴـﺮﺩ‪ ،‬ﺗﻮﻟﻴـﺪ ﺍﺯ ﺭﺍﻩ ﺩﺭﺳـﺖ ﻣﺴـﺘﻠﺰﻡ‬ ‫ﺟﺬﺏ ﻫﺰﻳﻨﻪﻫﺎﻱ ﺑﻴﺸﺘﺮ ﺍﺳﺖ ﻭ ﻣﻨﺠﺮ ﺑﻪ ﺗﻮﻟﻴﺪ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﺑﺎ ﻛﻴﻔﻴﺖ ﺑﻬﺘﺮ ﻣﻲﺷﻮﺩ‪.‬‬ ‫ﺑﻌﻀﻲ ﻣﻮﺍﻗﻊ ﺷﺮﻛﺖﻫﺎ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺑﺎ ﻛﻤﻚ ﺗﻮﻟﻴﺪ ﺍﺯ ﺭﺍﻩ ﺩﺭﺳﺖ )ﺑﻪ ﺧﺼﻮﺹ ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺳـﺎﻳﺮ ﺭﻗﺒـﺎ ﺍﺯ‬ ‫ﺭﺍﻩ ﻏﻠﻂ ﺗﻮﻟﻴﺪ ﻣﻲﻛﻨﻨﺪ( ﺧﻮﺩ ﺭﺍ ﺍﺯ ﺩﻳﮕﺮﺍﻥ ﻣﺘﻤﺎﻳﺰ ﻛﻨﻨﺪ‪.‬‬

‫ﻓﺼﻞ ‪١٧‬‬

‫“ﺟﺪﻳﺪﺗﺮﺑﻮﺩﻥ” ﻣﻲﺗﻮﺍﻧﺪ ﺍﻳﺪﻩﺍﻱ ﻣﺘﻤﺎﻳﺰﻛﻨﻨﺪﻩ ﺑﺎﺷﺪ‬ ‫ﺩﺭ ﺩﻧﻴﺎﻳﻲ ﻛﻪ ﺩﺭ ﺁﻥ ﺗﻐﻴﻴﺮﺍﺕ ﺑﻪﺳﺮﻋﺖ ﺻﻮﺭﺕ ﻣﻲﮔﻴﺮﺩ ﻭ ﻓﻨﺎﻭﺭﻱ ﭘﻴﺸـﺮﻓﺘﻪ ﻛـﺎﺭﺑﺮﺩ ﺭﻭﺯﺍﻓﺰﻭﻧـﻲ ﭘﻴـﺪﺍ‬ ‫ﻛﺮﺩﻩ ﺍﺳﺖ‪ ،‬ﻣﺮﺩﻡ ﺑﻪ ﻧﺴﻞ ﺟﺪﻳﺪ ﻓﺮﺁﻭﺭﺩﻩﻫﺎ ﻋﺎﺩﺕ ﻛﺮﺩﻩﺍﻧﺪ‪ .‬ﺁﻧﻬﺎ ﺩﻳﮕﺮ ﺩﺭ ﺍﻧﺘﻈﺎﺭ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﺟﺪﻳـﺪ‬ ‫ﻧﻴﺴﺘﻨﺪ ﺑﻠﻜﻪ ﻣﺘﻮﻗﻊ ﺁﻥ ﻫﺴﺘﻨﺪ‪.‬‬ ‫ﺗﻮﺻﻴﻪ ﻣﺎ ﺑﻪ ﺷﺮﻛﺖﻫﺎ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺑﻪ ﺟﺎﻱ ﺗﻼﺵ ﺑﺮﺍﻱ ﺑﻬﺘﺮ ﺑـﻮﺩﻥ‪ ،‬ﺗـﻼﺵ ﻛﻨﻨـﺪ ﺟﺪﻳـﺪﺗﺮ ﺑﺎﺷـﻨﺪ‪.‬‬ ‫ﺭﻭﺍﻧﺸﻨﺎﺳﻲ ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﺑﺴﻴﺎﺭ ﺳﺎﺩﻩ ﻭ ﺑﺪﻳﻬﻲ ﺍﺳﺖ‪ .‬ﺧﺮﻳﺪﺍﺭﺍﻥ ﺍﺯ ﺧﺮﻳﺪ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻳﻲ ﻛﻪ ﻗﺪﻳﻤﻲ ﻭ ﺍﺯ ﻣﺪ‬ ‫ﺍﻓﺘﺎﺩﻩ ﻫﺴﺘﻨﺪ ﺍﺣﺴﺎﺱ ﺁﺭﺍﻣﺶ ﻧﻤﻲﻛﻨﻨﺪ‪ .‬ﺑﻨﺎﺑﺮﺍﻳﻦ ﺭﺍﻫﻜﺎﺭ ﺟﻠﻮ ﺍﻓﺘﺎﺩﻥ ﺑﻪ ﺻﻮﺭﺕ ﺟﻬﺸـﻲ ﺍﺯ ﺭﻗﺒـﺎ ﺩﺭ ﺍﻳـﻦ‬ ‫ﺍﺳﺖ ﻛﻪ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﻋﻨـﻮﺍﻥ ﻋﺮﺿـﻪﻛﻨﻨـﺪﻩ ﻓـﺮﺁﻭﺭﺩﻩﻫـﺎﻱ ﺟﺪﻳـﺪﺗﺮ ﻭ ﺑﻬﺘـﺮ ﺟـﺎ ﺑﻴﺎﻧـﺪﺍﺯﺩ‪) .‬ﺗﺄﻛﻴـﺪ ﺭﻭﻱ‬ ‫ﺟﺪﻳﺪﺗﺮﺑﻮﺩﻥ ﺍﺳﺖ(‪.‬‬ ‫ﺧﻮﺩﺗﺎﻥ ﺭﺍ ﺍﺯ ﺭﻭﺍﺝ ﺑﻴﻨﺪﺍﺯﻳﺪ‪ .‬ﺷﺮﻛﺖﻫﺎﻱ ﺑﺰﺭﮒ ﻛﻪ ﻧﻘﺶ ﺭﻫﺒﺮﻱ ﺑﺎﺯﺍﺭ ﺭﺍ ﺩﺍﺷﺘﻪﺍﻧﺪ ﺑﺎ ﺳﺎﺧﺖ ﻭ ﻋﺮﺿﻪ‬ ‫ﻧﺴﻞ ﺟﺪﻳﺪ ﻣﺤﺼﻮﻻﺕ ﺑﻪ ﺟﻨﮓ ﺑﺎ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﻗﺪﻳﻤﻲ ﺧﻮﺩﺷﺎﻥ ﻣﻲﺭﻭﻧﺪ ﺍﺯ ﺗﺎﺭﻳﺨﭽﻪ ﺧﻮﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻛﻨﻴﺪ‪.‬‬ ‫ﺍﮔﺮ ﻳﻚ ﺭﺩﻩ ﻣﺤﺼﻮﻝ ﺩﺍﺭﺍﻱ ﺗﺎﺭﻳﺨﭽﻪﺍﻱ ﺍﺯ ﺗﻐﻴﻴﺮ ﺍﺳﺖ ﻭ ﺍﮔـﺮ ﺷـﻤﺎ ﺩﺭ ﺑﺨﺸـﻲ ﺍﺯ ﺁﻥ ﺗﻐﻴﻴـﺮﺍﺕ ﻧﻘـﺶ‬ ‫ﺩﺍﺷﺘﻪﺍﻳﺪ‪ ،‬ﺑﺎﻳﺪ ﺍﺯ ﺍﻳﻦ ﻭﺿﻌﻴﺖ ﺑﻪ ﻧﺤﻮ ﻣﻨﺎﺳﺒﻲ ﺑﻬﺮﻩﺑﺮﺩﺍﺭﻱ ﻛﻨﻴﺪ‪ .‬ﺍﮔﺮ ﺷﻤﺎ ﺩﺭ ﻣﻌﺮﻓﻲ ﻳﻚ ﻓﺮﺁﻭﺭﺩﻩ ﻧﺴـﻞ‬ ‫ﺟﺪﻳﺪ ﭘﻴﺸﮕﺎﻡ ﺑﻮﺩﻩﺍﻳﺪ‪ ،‬ﺩﺭ ﺍﻳﻦ ﺻﻮﺭﺕ ﺍﻋﺘﺒﺎﺭ ﺑﺴﻴﺎﺭ ﺑﺎ ﺍﺭﺯﺷﻲ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﺷﻤﺎ ﻗﺮﺍﺭ ﺩﺍﺭﺩ ﻛﻪ ﻣـﻲﺗﻮﺍﻧﻴـﺪ ﺍﺯ‬ ‫ﺁﻥ ﺍﺳﺘﻔﺎﺩﻩ ﻧﻤﻮﺩﻩ ﻭ ﺳﻌﻲ ﻛﻨﻴﺪ ﻧﺴﻞ ﺟﺪﻳﺪ ﻭ ﺁﻳﻨﺪﻩ ﺁﻥ ﻓﺮﺁﻭﺭﺩﻩ ﺭﺍ ﺑﻪ ﺑﺎﺯﺍﺭ ﻣﻌﺮﻓﻲ ﻧﻤﺎﻳﻴﺪ‪.‬‬

‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

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‫“ﺟﺪﻳﺪﺗﺮﻳﻦ” ﻫﻤﻴﺸﻪ ﻣﺆﺛﺮ ﻧﻴﺴﺖ‬ ‫ﺩﺭ ﺑﺎﺯﻱ “ﺟﻨﺴﻞ ﺁﻳﻨﺪﻩ ﻳﻚ ﻓﺮﺁﻭﺭﺩﻩ” ﺗﻠﻪﻫﺎﻱ ﺧﻄﺮﻧﺎﻛﻲ ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﻛﻪ ﺿﺮﻭﺭﻱ ﺍﺳﺖ ﺑﻪ ﻫﺮ ﻗﻴﻤﺘـﻲ ﻛـﻪ‬ ‫ﺷﺪﻩ ﺍﺯ ﺁﻧﻬﺎ ﺍﺣﺘﺮﺍﺯ ﻛﺮﺩ ﻭ ﺍﮔﺮ ﺍﻳﻦ ﻛﺎﺭ ﺭﺍ ﻧﻜﻨﻴﺪ ﺑﺎ ﻣﺸﻜﻼﺕ ﻋﻤﺪﻩﺍﻱ ﻣﻮﺍﺟﻪ ﺧﻮﺍﻫﻴﺪ ﺷﺪ‪ .‬ﺫﻳﻼﹰ ﺧﻼﺻـﻪﺍﻱ ﺍﺯ‬ ‫ﺍﻳﻦ ﺗﻠﻪﻫﺎ ﻓﻬﺮﺳﺖ ﮔﺮﺩﻳﺪﻩﺍﻧﺪ‪:‬‬ ‫•‬

‫ﻣﺴﺌﻠﻪﺍﻱ ﺭﺍ ﻛﻪ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ ﺣﻞ ﻧﻜﻨﻴﺪ‪ .‬ﻓﺮﺁﻭﺭﺩﻩ ﻧﺴﻞ ﺁﻳﻨﺪﻩ ﺷﻤﺎ ﺑﺎﻳﺪ ﺭﺍﻫﻜﺎﺭﻱ ﺑﺮﺍﻱ ﺣﻞ ﻳﻚ ﻣﺸـﻜﻞ‬ ‫ﻭﺍﻗﻌﻲ ﺍﺭﺍﺋﻪ ﻧﻤﺎﻳﺪ ﻧﻪ ﺑﺮﺍﻱ ﻣﺸﻜﻠﻲ ﻛﻪ ﺍﻫﻤﻴﺖ ﭼﻨﺪﺍﻧﻲ ﻧﺪﺍﺭﺩ‪.‬‬

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‫ﺍﺯ ﺑﻬﻢ ﺯﺩﻥ ﻭ ﺗﺨﺮﻳﺐ ﺳﻨﺖﻫﺎ ﺑﭙﺮﻫﻴﺰﻳﺪ‪ .‬ﮔﺎﻫﻲ ﺍﻭﻗﺎﺕ ﻣﺸـﻜﻼﺗﻲ ﻭﺍﻗﻌـﻲ ﻭﺟـﻮﺩ ﺩﺍﺭﻧـﺪ ﻛـﻪ ﻣـﺮﺩﻡ‬ ‫ﻋﻼﻗﻪﺍﻱ ﺑﻪ ﺣﻞ ﺁﻧﻬﺎ ﻧﺪﺍﺭﻧﺪ‪ .‬ﻣﺮﺩﻡ ﺳﻨﺖﻫﺎﻱ ﻗﺪﻳﻤﻲ ﺭﺍ ﺩﻭﺳﺖ ﺩﺍﺭﻧﺪ‪.‬‬

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‫ﻓﺮﺁﻭﺭﺩﻩ ﻧﺴﻞ ﺁﻳﻨﺪﻩ‪ ،‬ﺑﺎﻳﺪ ﺑﻬﺘﺮ ﺑﺎﺷﺪ‪ .‬ﺍﮔﺮ ﻓﺮﺁﻭﺭﺩﻩ ﻧﺴﻞ ﺁﻳﻨﺪﻩ ﺑﻬﺘﺮ ﻧﺒﺎﺷﺪ ﭼﺮﺍ ﺑﺎﻳﺪ ﺩﺭ ﭘﻲ ﺁﻥ ﺑﻮﺩ‪.‬‬

‫ﺟﺪﻳﺪﺗﺮﻳﻦ ﻣﻲﺗﻮﺍﻧﺪ ﺷﻤﺎ ﺭﺍ ﻏﺎﻓﻠﮕﻴﺮ ﻛﻨﺪ‬ ‫ﻳﻜﻲ ﺍﺯ ﺍﺳﺘﺎﺩﺍﻥ ﺩﺍﻧﺸﻜﺪﻩ ﺑﺎﺯﺭﮔﺎﻧﻲ ﻫﺎﺭﻭﺍﺭﺩ ﺩﺭ ﻣﻘﺎﻟﻪﺍﻱ ﺑﺎ ﻋﻨﻮﺍﻥ »ﺭﺍﻫﻨﻤﺎﻱ ﻣﺒﺘﻜـﺮﺍﻥ‪ :‬ﻭﻗﺘـﻲ ﻛـﻪ ﻓﻨـﺎﻭﺭﻱ‬ ‫ﺟﺪﻳﺪ ﺑﺎﻋﺚ ﺷﻜﺴﺖ ﺷﺮﻛﺖﻫﺎﻱ ﺑﺰﺭﮒ ﻣﻲﺷﻮﺩ« ﺑﻪ ﻣﻌﺮﻓﻲ ﻣﻔﻬﻮﻡ “ ﻓﻨﺎﻭﺭﻱﻫﺎﻱ ﻣﺰﺍﺣﻢ” ﻣﻲﭘﺮﺩﺍﺯﺩ‪.‬‬ ‫ﭘﻴﺎﻡ ﺍﻭ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﻓﻨﺎﻭﺭﻱﻫﺎﻱ ﺟﺪﻳﺪ ﺩﺭ ﻏﺎﻟﺐ ﻣﻮﺍﺭﺩ ﮔﺮﮒﻫﺎﻳﻲ ﺩﺭ ﻟﺒﺎﺱ ﻣـﻴﺶ ﻫﺴـﺘﻨﺪ‪ .‬ﺍﻳﻨﮕﻮﻧـﻪ‬ ‫ﻓﻨﺎﻭﺭﻱﻫﺎ ﻫﺮﮔﺰ ﺑﺎ ﻧﻴﺎﺯﻫﺎﻱ ﻓﻌﻠﻲ ﻣﺸﺘﺮﻳﺎﻥ ﺷﻤﺎ ﻭ ﻳﺎ ﺗﻮﻗﻌﺎﺕ ﺑﻮﺭﺱ ﺩﺭ ﻣﻮﺭﺩ ﻓﻌﺎﻟﻴﺖ ﺷﻤﺎ ﻫﻤﺴﻮ ﻧﻴﺴﺘﻨﺪ‪.‬‬ ‫ﻓﻨﺎﻭﺭﻱﻫﺎﻱ ﺟﺪﻳﺪ‪ ،‬ﺍﮔﺮﭼﻪ ﺩﺭ ﺍﺑﺘﺪﺍ ﺍﻳﻦﮔﻮﻧﻪ ﺑﻪ ﻧﻈﺮ ﻧﻤﻲﺭﺳﻨﺪ‪ ،‬ﻟﻴﻜﻦ ﻭﻗﺘﻲ ﻛﻪ ﺟﺎ ﺑﻴﻔﺘﻨﺪ ﺑﺎ ﭼﻨـﺎﻥ ﺳـﺮﻋﺘﻲ‬ ‫ﺍﺭﺗﻘﺎ ﻣﻲﻳﺎﺑﻨﺪ ﻛﻪ ﺧﻮﺩ ﺑﻪ ﻓﻨﺎﻭﺭﻱ ﺍﺻﻠﻲ ﻭ ﺁﻳﻨﺪﻩ ﺣﻘﻴﻘﻲ ﺷﺮﻛﺖ ﺗﺒﺪﻳﻞ ﺧﻮﺍﻫﻨﺪ ﺷﺪ‪.‬‬

‫ﻓﺮﺁﻭﺭﺩﻩ ﻧﺴﻞ ﺁﻳﻨﺪﻩ ﺑﺎﻳﺪ ﻣﺘﻔﺎﻭﺕ ﺑﺎﺷﺪ‬ ‫ﺑﻪ ﻧﻈﺮ ﻣﻲﺭﺳﺪ ﻛﻪ ﺗﻨﻬﺎ ﺭﺍﻩ ﺣﻞ ﻣﺸﻜﻞ ﻓﻨﺎﻭﺭﻱﻫﺎﻱ ﻣﺰﺍﺣﻢ‪ ،‬ﺍﻳﺠﺎﺩ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﻛﺎﻣﻼﹰ ﻣﺴﺘﻘﻞ ﻳﺎ ﺧﺮﻳﺪ ﻳـﻚ‬ ‫ﭼﻨﻴﻦ ﺳﺎﺯﻣﺎﻧﻲ ﺍﺳﺖ ﻛﻪ ﻣﻨﺤﺼﺮﺍﹰ ﺑﺎ ﺍﻳﻦﮔﻮﻧﻪ ﻓﻨﺎﻭﺭﻱﻫﺎ ﻛﺎﺭ ﻛﻨﺪ‪ .‬ﺍﻳـﻦ ﻣﻮﺿـﻮﻉ ﻣـﻲﺗﻮﺍﻧـﺪ ﺩﺭ ﻗﺎﻟـﺐ ﻳـﻚ‬ ‫ﺷﺮﻛﺖ ﻣﺴﺘﻘﻞ ﻭ ﻳﺎ ﻳﻚ ﻧﺎﻡ ﺗﺠﺎﺭﻱ ﻣﺘﻔﺎﻭﺕ ﺗﺤﻘﻖ ﻳﺎﺑﺪ‪.‬‬ ‫ﺍﺷﺘﺒﺎﻩ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺩﺭ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺟﻬﺖ ﺣﻔﻆ ﻭﺿﻌﻴﺖ ﻗﺪﻳﻢ ﺧﻮﺩ ﺗﻼﺵ ﺑﻴﺶ ﺍﺯ ﺣـﺪﻱ ﺑـﻪ ﻋﻤـﻞ‬ ‫ﺁﻭﺭﺩﻩ ﻭ ﻳﺎ ﺳﻌﻲ ﻣﻲﻛﻨﻨﺪ ﻓﻨﺎﻭﺭﻱ ﺟﺪﻳﺪ ﺭﺍ ﺩﺭ ﺳﺎﺯﻣﺎﻧﻲ ﺑﻪ ﻛﺎﺭ ﺑﮕﻴﺮﻧﺪ ﻛﻪ ﺑﺎ ﺷﺮﺍﻳﻂ ﻗـﺪﻳﻤﻲ ﺁﺷﻨﺎﺳـﺖ ﻭ‬ ‫ﻓﻘﻂ ﺁﻥ ﻭﺿﻌﻴﺖ ﺭﺍ ﻣﻲﻓﻬﻤﺪ‪.‬‬ ‫ﮔﺎﻫﻲ ﺍﻭﻗﺎﺕ “ﺟﺪﻳﺪﺗﺮ ﺑﻮﺩﻥ” ﺩﺭﺩﻧﺎﻙ ﺍﺳﺖ‪ ،‬ﺍﻣﺎ ﺍﻳﻦ ﺗﻨﻬﺎ ﺭﺍﻩ ﻣﻄﻤﺌﻦ ﺑﺮﺍﻱ ﺩﺍﺷﺘﻦ ﺁﻳﻨﺪﻩ ﺍﺳﺖ‪.‬‬

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‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫ﻓﺼﻞ ‪١٨‬‬

‫“ﭼﺸﻤﮕﻴﺮ ﺑﻮﺩﻥ” ﺭﺍﻫﻲ ﺑﺮﺍﻱ ﻣﺘﻤﺎﻳﺰﻛﺮﺩﻥ ﺍﺳﺖ‬ ‫ﻭﻗﺘﻲ ﻣﺤﺸﺮ ﻭ ﭼﺸﻤﮕﻴﺮ ﻫﺴﺘﻴﺪ ﺑﮕﺬﺍﺭﻳﺪ ﺩﻧﻴﺎ ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﺭﺍ ﺑﺪﺍﻧﺪ‪ .‬ﻣﺮﺩﻡ ﺩﻭﺳﺖ ﺩﺍﺭﻧﺪ ﺑﺪﺍﻧﻨﺪ ﻛﻪ ﻛﺪﺍﻡ‬ ‫ﺷﺮﻛﺖ ﺩﺭ ﻓﻌﺎﻟﺖ ﺧﻮﺩ ﻣﻌﺮﻛﻪ ﻭ ﭼﺸﻤﮕﻴﺮ ﺍﺳﺖ ﻭ ﻛﺪﺍﻡ ﻧﻴﺴﺖ‪ .‬ﻫﻤﻴﻦ ﻣﻮﺿﻮﻉ ﺑﺎﻋﺚ ﺷﺪﻩ ﻛﻪ ﺣﺮﻑ ﻫﺎﻱ‬ ‫ﺁﻥ ﺑﻪ ﺁﻥ ﺑﻪ ﻳﻚ ﺍﺑﺰﺍﺭ ﻗﺪﺭﺗﻤﻨﺪ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ ﺗﺒﺪﻳﻞ ﺷﻮﺩ‪.‬‬

‫ﺗﺮﺱ ﺍﺯ ﺧﻮﺩﺳﺘﺎﻳﻲ‬ ‫ﻣﺘﺄﺳﻔﺎﻧﻪ ﺗﻌﺪﺍﺩ ﺯﻳﺎﺩﻱ ﺍﺯ ﺷﺮﻛﺖﻫﺎ ﺍﺯ ﺍﻳﻨﻜﻪ ﺍﺯ ﻣﻮﻓﻘﻴﺖﻫﺎﻱ ﺧﻮﺩﺷﺎﻥ ﺑﮕﻮﻳﻨﺪ ﺧﺠﺎﻟﺖ ﻣﻲﻛﺸﻨﺪ‪ .‬ﺍﻭﻝ ﺍﻳﻨﻜﻪ‬ ‫ﺧﻮﺩﺳﺘﺎﻳﻲ ﺭﺍ ﻛﺎﺭ ﺧﻮﺑﻲ ﻧﻤﻲ ﺩﺍﻧﻨﺪ ﺿﻤﻦ ﺍﻳﻨﻜﻪ ﻣﻌﺘﻘﺪﻧﺪ ﺍﻳﻦ ﻛﺎﺭ ﻋﻤﻠﻲ ﺗﺤﻤﻴﻞﮔﺮﺍﻳﺎﻧﻪ ﺍﺳﺖ ﻭ ﻫﻨﺠﺎﺭ ﺑـﺪﻱ‬ ‫ﺍﺳﺖ‪ .‬ﺍﻣﺎ ﺩﻟﻴﻞ ﻭﺍﻗﻌﻲ ﻋﺪﻡ ﺗﻤﺎﻳﻞ ﺁﻧﻬﺎ ﺩﺭ ﺧﻮﺩﺳﺘﺎﻳﻲ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺍﻃﻤﻴﻨﺎﻥ ﺩﺍﺭﻧﺪ ﺑﺘﻮﺍﻧﻨﺪ ﺩﺭ ﺁﻳﻨـﺪﻩ ﻧﻴـﺰ‬ ‫ﻣﻌﺮﻛﻪ ﺑﺎﻗﻲ ﺑﻤﺎﻧﻨﺪ‪ .‬ﺁﻥ ﻭﻗﺖ ﭼﻲ؟ ﺁﻳﺎ ﺷﺮﻣﻨﺪﻩ ﻧﺨﻮﺍﻫﻨﺪ ﺷﺪ‪ .‬ﺁﻧﭽﻪ ﻛﻪ ﻣﺎ ﺗﻼﺵ ﻣﻲﻛﻨﻢ ﺩﺭ ﺍﻳﻨﺠﺎ ﺗﻮﺿـﻴﺢ‬ ‫ﺩﻫﻴﻢ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﻣﻄﺮﺡ ﺳﺎﺧﺘﻦ ﻭ ﻳﺎ ﺍﺭﺗﻘﺎ ﺩﺍﺩﻥ ﻳﻚ ﺷﺮﻛﺖ ﻳـﺎ ﻳـﻚ ﻓـﺮﺁﻭﺭﺩﻩ‪ ،‬ﻣﺜـﻞ ﻓﺮﺳـﺘﺎﺩﻥ ﻳـﻚ‬ ‫ﻣﺎﻫﻮﺍﺭﻩ ﺑﻪ ﻓﻀﺎﺳﺖ‪ .‬ﺍﻳﻦ ﻛﺎﺭ ﻧﻴﺎﺯﻣﻨﺪ ﻓﺸﺎﺭ ﻭ ﺭﺍﻧﺶ ﺍﻭﻟﻴﻪ ﺷﻤﺎ ﺑﺮﺍﻱ ﻓﺮﺳﺘﺎﺩﻥ ﺁﻥ ﺑﻪ ﻣﺪﺍﺭ ﺍﺳﺖ‪ ،‬ﺍﻣﺎ ﻭﻗﺘﻲ‬ ‫ﻣﺎﻫﻮﺍﺭﻩ ﺩﺭ ﻓﻀﺎ ﻗﺮﺍﺭ ﮔﻴﺮﺩ ﺍﻭﺿﺎﻉ ﻓﺮﻕ ﻣﻲﻛﻨﺪ‪.‬‬ ‫ﻓﻌﺎﻟﻴﺖ ﭼﺸﻤﮕﻴﺮ ﺩﺍﺷﺘﻦ ﻳﺎ ﺭﺷﺪ ﻓﺮﻭﺵ‪ ،‬ﺩﺭ ﺣﺪﻱ ﻛﻪ ﺍﺯ ﺭﻗﺒﺎ ﺟﻠﻮ ﺑﻴﻔﺘﺪ ﺷﻤﺎ ﺭﺍ ﻗﺎﺩﺭ ﻣﻲﺳﺎﺯﺩ ﺗـﺎ ﻧـﺎﻡ‬ ‫ﺗﺠﺎﺭﻱ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﺍﻭﺝ ﺑﺮﺳﺎﻧﻴﺪ‪ .‬ﻭﻗﺘﻲ ﺑﻪ ﺍﻭﺝ ﺭﺳﻴﺪﻳﺪ ﺭﺍﻫﻜﺎﺭﻫﺎﻱ ﺩﻳﮕﺮﻱ ﺑﻪ ﻛﺎﺭ ﺧﻮﺍﻫﻴﺪ ﺑﺴﺖ‪ .‬ﺗﺎ ﺩﺭ ﺁﻧﺠﺎ‬ ‫ﺑﺎﻗﻲ ﺑﻤﺎﻧﻴﺪ‪.‬‬

‫ﺩﺭﻭﻍ ﮔﻔﺘﻦ ﺩﺭ ﻣﻮﺭﺩ “ﻣﺤﺸﺮ ﺑﻮﺩﻥ”‬ ‫ﺷﺮﻛﺖ ﻫﺎ ﺑﺎﻳﺪ ﻫﻨﮕﺎﻡ ﺍﺷﺎﻋﻪ ﺩﺍﺩﻥ ﺍﺩﻋﺎﻫﺎﻱ ﺧﻮﺩ ﺩﺭ ﻣﻮﺭﺩ “ﭘﺮﻓﺮﻭﺵﺗﺮﻳﻦ” ﺑﻮﺩﻥ ﺧﻴﻠﻲ ﻣﺮﺍﻗـﺐ ﺑﺎﺷـﻨﺪ‪.‬‬ ‫ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺍﺯ ﺭﺍﻫﺒﺮﺩ “ﻣﻌﺮﻛﻪ ﺑﻮﺩﻥ” ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻛﻨﻴﺪ ﻓﺮﺻﺖ ﺧﻮﺍﻫﻴﺪ ﺩﺍﺷﺖ ﺗﺎ ﺩﻻﻳﻞ ﻣﻌﺮﻛﻪ ﺑﻮﺩﻥ ﺧﻮﺩ‬ ‫ﺭﺍ ﺗﻌﻴﻴﻦ ﻛﻨﻴﺪ‪ .‬ﭼﻴﺰﻱ ﻛﻪ ﺗﻌﺪﺍﺩ ﺯﻳﺎﺩﻱ ﺍﺯ ﺷﺮﻛﺖﻫﺎ ﺑﻪ ﺁﻥ ﺗﻮﺟﻪ ﻧﺪﺍﺭﻧﺪ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺭﺍﻩﻫﺎﻱ ﺯﻳﺎﺩﻱ ﺑﺮﺍﻱ‬ ‫ﺍﻳﻦ ﻛﺎﺭ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ .‬ﺧﻼﺻﻪﺍﻱ ﺍﺯ ﺭﺍﻳﺞﺗﺮﻳﻦ ﺭﺍﻩﻫﺎ ﺫﻳﻼﹰ ﺁﻭﺭﺩﻩ ﺷﺪﻩﺍﻧﺪ‪:‬‬ ‫•‬

‫ﻓﺮﻭﺵ‪ ،‬ﻣﻌﻤﻮﻝﺗﺮﻳﻦ ﺭﺍﻫﻜﺎﺭ ﻣﻘﺎﻳﺴﻪ ﻓﺮﻭﺵ ﺷﻤﺎ ﺑﺎ ﻓﺮﻭﺵ ﺭﻗﺒﺎﻳﺘﺎﻥ ﺍﺳﺖ‪.‬‬

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‫ﺭﺗﺒﻪ ﺑﻨﺪﻱ ﺩﺭ ﺻﻨﻌﺖ‪ .‬ﺭﺗﺒﻪ ﺑﻨﺪﻱ ﻋﻤﻠﻜﺮﺩ ﺳﺎﻻﻧﻪ ﺩﺭ ﺗﻌﺪﺍﺩ ﺯﻳﺎﺩﻱ ﺍﺯ ﺻﻨﺎﻳﻊ ﺻﻮﺭﺕ ﻣﻲﮔﻴﺮﺩ‪.‬‬

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‫ﺧﺒﺮﮔﺎﻥ ﺻﻨﻌﺖ‪ .‬ﺑﻌﻀﻲ ﺍﺯ ﺻﻨﺎﻳﻊ ﻣﺘﺨﺼﺼﺎﻥ ﻭ ﻣﻨﺘﻘﺪﺍﻧﻲ ﺩﺍﺭﻧﺪ ﻛﻪ ﻣﻘﺎﻟﻪ ﺗﺨﺼﺼﻲ ﻣﻲ ﻧﻮﻳﺴﻨﺪ ﻭ ﺍﺯ ﺁﻧﻬﺎ‬ ‫ﻧﻘﻞ ﻗﻮﻝ ﻣﻲﺷﻮﺩ‪.‬‬

‫ﻧﺸﺮﻳﺎﺕ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺷﻤﺎ ﺭﺍ ﻣﻌﺮﻛﻪ ﺟﻠﻮﻩ ﺩﻫﻨﺪ‬ ‫ﺍﮔﺮ ﭼﻪ ﺧﻮﺩﺳﺘﺎﻳﻲ ﻛﺮﺩﻥ ﻛﺎﺭ ﻣﻔﻴﺪﻱ ﺍﺳﺖ‪ ،‬ﺍﻣﺎ ﺍﮔﺮ ﺷﺨﺺ ﺩﻳﮕﺮﻱ ﺷﻤﺎ ﺭﺍ ﺑﺴﺘﺎﻳﺪ‪ ،‬ﺧﻴﻠﻲ ﺑﻬﺘﺮﺧﻮﺍﻫﺪ ﺑـﻮﺩ‪.‬‬ ‫ﺍﻳﻨﺠﺎﺳﺖ ﻛﻪ ﻳﻚ ﺑﺮﻧﺎﻣﻪ ﺭﻭﺍﺑﻂ ﻋﻤﻮﻣﻲ ﻓﻌﺎﻝ ﺭﺍﻧﺪﻣﺎﻥ ﺑﺴﻴﺎﺭ ﺯﻳﺎﺩﻱ ﺧﻮﺍﻫـﺪ ﺩﺍﺷـﺖ‪ .‬ﻛـﺎﺭﻱ ﻛـﻪ ﺭﻭﺍﺑـﻂ‬

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‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫ﻋﻤﻮﻣﻲ ﺩﺭ ﺍﻳﻦ ﻣﻮﺭﺩ ﺍﻧﺠﺎﻡ ﺧﻮﺍﻫﺪ ﺩﺍﺩ‪ ،‬ﺑﻬﺮﻩ ﺑﺮﺩﺍﺭﻱ ﺍﺯ ﺍﻳﻦ ﺣﻘﻴﻘﺖ ﺍﺳﺖ ﻛﻪ ﺍﺷﺨﺎﺹ ﺛﺎﻟﺚ ﻧﺰﺩﻡ ﻣـﺮﺩﻡ‬ ‫ﺍﻋﺘﺒﺎﺭ ﺯﻳﺎﺩﻱ ﺩﺍﺭﻧﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﻣﻮﺭﺩ ﻫﻤﺴﺎﻳﻪ ﺷﻤﺎ ﻭ ﻳﺎ ﻳﻚ ﺭﻭﺯﻧﺎﻣﻪ ﻣﺤﻠﻲ ﻓﺮﻗﻲ ﻧﻤﻲﻛﻨﺪ ﺯﻳﺮﺍ ﻣﺮﺩﻡ ﺍﺣﺴﺎﺱ‬ ‫ﻣﻲﻛﻨﻨﺪ ﻛﻪ ﺍﻳﻨﻬﺎ ﻣﻨﺎﺑﻊ ﺑﻲ ﻃﺮﻓﻲ ﻫﺴﺘﻨﺪ‪ .‬ﻟﺬﺍ ﺍﮔﺮ ﺁﻥ ﻣﻨﺎﺑﻊ ﺑﮕﻮﻳﻴﺪ ﻛﻪ ﺷﻤﺎ ﻣﻌﺮﻛﻪ ﻫﺴﺘﻴﺪ‪ .‬ﭘﺲ ﺷﻤﺎ ﺑﺎﻳـﺪ‬ ‫ﻭﺍﻗﻌﺎﹰ ﻣﻌﺮﻛﻪ ﺑﺎﺷﻴﺪ‪.‬‬ ‫ﺳﺎﺧﺘﻦ ﻣﻮﻓﻘﻴﺖ ﺩﺭ ﻳﻚ ﺑﺮﻧﺎﻣﻪ ﺭﻭﺍﺑﻂ ﻋﻤﻮﻣﻲ‪،‬ﻣﺜﻞ ﺍﻧﺪﺍﺧﺘﻦ ﻳﻚ ﺗﻜﻪ ﺳﻨﮓ ﺩﺭ ﺑﺮﻛﻪ ﺍﺳﺖ‪) .‬ﺍﻳﺪﻩﻫـﺎﻱ‬ ‫ﺍﻳﺠﺎﺩ ﺷﺪﻩ ﺍﺯ ﺑﺮﺧﻮﺭﺩ ﺳﻨﮓ ﺑﻪ ﺁﺏ ﺩﺭ ﺍﺑﺘﺪﺍ ﻛﻮﭼﻚ ﻫﺴﺘﻨﺪ‪ ،‬ﻟـﻴﻜﻦ ﺑـﻪ ﺳـﺮﻋﺖ ﺩﺭ ﺳـﻄﺢ ﺑﺮﻛـﻪ ﺗـﺄﺛﻴﺮ‬ ‫ﻣﻲﮔﺬﺍﺭﻧﺪ‪ .‬ﺩﺭ ﺁﻏﺎﺯ ﺑﺎ ﺧﺒﺮﻩﻫﺎ ﺷﺮﻭﻉ ﻣﻲﻛﻨﻴﺪ‪ .‬ﺑﻪ ﺭﻭﺯﻧﺎﻣﻪﻫﺎﻱ ﺗﺠﺎﺭﻱ ﻛﺸـﻴﺪﻩ ﻣـﻲﺷـﻮﻳﺪ ﻭ ﺳـﭙﺲ ﺩﺭ‬ ‫ﻧﺸﺮﻳﺎﺕ ﻣﺮﺑﻮﻁ ﺑﻪ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﻭ ﻣﺼﺮﻑ ﻛﻨﻨﺪﮔﺎﻥ ﻣﻌﺮﻓﻲ ﺧﻮﺍﻫﻴﺪ ﺷﺪ‪.‬‬ ‫ﻳﻚ ﺭﺍﻩ ﻏﻴﺮﻣﺴﺘﻘﻴﻢ ﺑﺮﺍﻱ ﺑﻬﺮﻩﺑﺮﺩﺍﺭﻱ ﺍﺯ ﻣﻄﺒﻮﻋﺎﺕ‪ ،‬ﺗﺮﻏﻴﺐ ﺁﻧﻬﺎ ﺩﺭ ﻧﻮﺷﺘﻦ ﺭﺍﺟﻊ ﺑﻪ ﻣﺸـﻜﻼﺗﻲ ﺍﺳـﺖ‬ ‫ﻛﻪ ﺷﺮﻛﺖ ﻳﺎ ﻓﺮﺁﻭﺭﺩﻩ ﺷﻤﺎ ﺩﺭﺻﺪ ﺣﻞ ﺁﻧﻬﺎﺳﺖ‪ .‬ﺍﮔﺮ ﺍﻳﻦ ﺫﻫﻨﻴﺖ ﺩﺭ ﻣﺮﺩﻡ ﺍﻳﺠﺎﺩ ﺷﻮﺩ ﻛﻪ ﺷﻤﺎ ﺑﺨﺸﻲ ﺍﺯ‬ ‫ﻳﻚ ﺭﺍﻩ ﺣﻞ ﺑﺮﺍﻱ ﻳﻚ ﻣﺸﻜﻞ ﺑﺰﺭﮒ ﻫﺴﺘﻴﺪ ﺩﺭ ﺍﻳﻦ ﺻﻮﺭﺕ ﺁﻧﻬﺎ ﺩﺭ ﺣﻘﻴﻘﺖ ﺷﺎﻫﺪ ﺍﻓﺰﺍﻳﺶ ﺍﻫﻤﻴـﺖ ﺷـﻤﺎ‬ ‫ﺧﻮﺍﻫﻨﺪ ﮔﺮﺩﻳﺪ‪ .‬ﺍﻟﺒﺘﻪ ﺑﺎﻳﺪ ﺑﻪ ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﻫﻢ ﺗﻮﺟـﻪ ﺩﺍﺷـﺖ ﻛـﻪ ﻣﻄﺒﻮﻋـﺎﺕ ﺑﻴﺸـﺘﺮ ﺩﻭﺳـﺖ ﺩﺍﺭﻧـﺪ ﺍﺯ‬ ‫ﻣﺸﻜﻼﺕ ﺑﻨﻮﻳﺴﻨﺪ ﺗﺎ ﻣﻮﻓﻘﻴﺖﻫﺎ‪.‬‬

‫ﻓﺼﻞ ‪١٩‬‬

‫“ﺭﺷﺪ ﻭ ﺗﻮﺳﻌﻪ” ﻣﻲﺗﻮﺍﻧﺪ ﺗﻤﺎﻳﺰ ﺭﺍ ﺍﺯ ﺑﻴﻦ ﺑﺒﺮﺩ‬ ‫ﺍﮔﺮ ﺗﻨﻬﺎ ﻳﻚ ﻋﺎﻣﻞ ﺑﺎﻋﺚ ﺍﺯ ﺩﺳﺖ ﺩﺍﺩﻥ ﺗﻤﺎﻳﺰ ﻧﺎﻡﻫﺎﻱ ﺗﺠﺎﺭﻱ ﺑﺎﺷﺪ ﺑﻪ ﻧﻈﺮ ﻣﺎ ﺁﻥ ﻋﺎﻣـﻞ ﻣﻔﻬـﻮﻡ “ﺭﺷـﺪ”‬ ‫ﺍﺳﺖ‪ .‬ﺍﺷﺘﻴﺎﻕ ﺑﺮﺍﻱ ﺗﺪﺍﻭﻡ ﺑﺰﺭﮒ ﺷﺪﻥ ﺩﺭ ﻏﺎﻟﺐ ﻣﻮﺍﺭﺩ ﻳﻚ ﻋﻤﻞ ﻭﺍﻛﻨﺸﻲ ﺍﺳﺖ‪ .‬ﻣﺎ ﮔﻤـﺎﻥ ﻣـﻲﻛﻨـﻴﻢ ﻛـﻪ‬ ‫ﺭﻳﺸﻪ ﺍﻳﻦ ﺍﺷﺘﻴﺎﻕ ﺩﺭ ﻧﺤﻮﻩ ﭘﺎﺩﺍﺵ ﺩﺍﺩﻥ ﺑﻪ ﺍﻧﺴﺎﻥﻫﺎ ﻧﻬﻔﺘﻪ ﺍﺳﺖ‪ .‬ﻣﺪﻳﺮﺍﻥ ﻋﺎﻣﻞ ﺧﻮﺍﻫﺎﻥ ﺭﺷﺪ ﺷﺮﻛﺖﻫـﺎ‬ ‫ﻫﺴﺘﻨﺪ ﺗﺎ ﺩﻭﺭﺍﻥ ﺗﺼﺪﻱ ﺧﻮﺩ ﺭﺍ ﺍﺩﺍﻣﻪ ﺩﺍﺩﻩ ﻭ ﺩﺭﺁﻣﺪﺷﺎﻥ ﺭﺍ ﺍﻓﺰﺍﻳﺶ ﺩﻫﻨﺪ‪ .‬ﺍﻣـﺎ ﺁﻳـﺎ ﺭﺷـﺪ ﻧﻤـﻮﺩﻥ ﻳـﻚ‬ ‫ﺿﺮﻭﺭﺕ ﺍﺳﺖ؟ ﻣﻴﻠﺘﻮﻥ ﻓﺮﻳﺪﻣﻦ ﻛﻪ ﻳﻚ ﺍﻗﺘﺼﺎﺩﺩﺍﻥ ﺍﺳﺖ‪ ،‬ﺩﺭ ﺍﻳﻦ ﺑﺎﺭﻩ ﻣﻲﮔﻮﻳﺪ‪» :‬ﻣﺎ ﻧﻴﺎﺯ ﺷﺪﻳﺪﻱ ﺑـﺮﺍﻱ‬ ‫ﺭﺷﺪ ﻛﺮﺩﻥ ﻧﺪﺍﺭﻳﻢ‪ ،‬ﺑﻠﻜﻪ ﺍﺷﺘﻴﺎﻕ ﺷﺪﻳﺪﻱ ﺩﺍﺭﻳﻢ ﺗﺎ ﺭﺷﺪ ﻛﻨﻴﻢ‪«.‬‬ ‫ﺑﻪ ﻧﻈﺮ ﻣﺎ‪ ،‬ﺷﺮﻛﺖﻫﺎ ﻭﻗﺘﻲ ﺩﺭ ﺗﻌﻘﻴﺐ ﺭﺷﺪ ﻫﺴﺘﻨﺪ ﺩﻭ ﺍﺗﻔﺎﻕ ﺑﺪ ﺭﻭﻱ ﻣﻲﺩﻫﺪ‪ :‬ﺳـﺮﺩﺭﮔﻤﻲ ﺁﻧﻬـﺎ ﻭ ﺍﺯ‬ ‫ﺩﺳﺖ ﺩﺍﺩﻥ ﻓﺮﺻﺖ ﺗﻤﺮﻛﺰ ﺗﻼﺵﻫﺎﻳﺸﺎﻥ ﺩﺭ ﺣﻔﻆ ﺍﻳﺪﻩ ﻣﺘﻤﺎﻳﺰﻛﻨﻨـﺪﻩ ﻭ ﻳـﺎ ﺑـﻪ ﺻـﻮﺭﺕ ﻫﻤﺰﻣـﺎﻥ ﻫـﻢ‬ ‫ﺑﺰﺭﮒﺗﺮ ﻭ ﻫﻢ ﺑﻬﺘﺮ ﺷﺪﻥ‪.‬‬

‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

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‫ﺟﺎﻳﻲ ﺩﺭ ﺁﻥ ﻛﻢﺗﺮ ﻣﻲﺗﻮﺍﻧﺪ ﺑﻴﺸﺘﺮ ﺑﺎﺷﺪ‬ ‫ﻏﺎﻟﺐ ﺷﺮﻛﺖﻫﺎ ﻣﺘﻮﺟﻪ ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﻧﻴﺴﺘﻨﺪ ﻛﻪ ﺣﻔﻆ ﺗﻤﺮﻛﺰ ﺩﺭ ﺯﻣﻴﻨﻪ ﺍﺻﻠﻲ ﻛﺴﺐ ﻭ ﻛﺎﺭﺷﺎﻥ ﻣﻨﺎﻓﻊ ﺁﻧﻬـﺎ‬ ‫ﺭﺍ ﺩﺭ ﺑﻠﻨﺪﻣﺪﺕ ﺑﻪ ﻧﺤﻮ ﺑﻬﺘﺮﻱ ﺗﺄﻣﻴﻦ ﺧﻮﺍﻫﺪ ﻧﻤﻮﺩ‪.‬‬ ‫ﭼﺮﺍ ﺑﺎﻳﺪ ﻭﻟﻮﻭ‪ ،‬ﻛﻪ ﺍﻳﻤﻦﺗﺮﻳﻦ ﺧﻮﺩﺭﻭﻫﺎﻱ ﺩﻧﻴﺎ ﺭﺍ ﻣﻲﺳﺎﺯﺩ‪ ،‬ﻧﺎﮔﻬﺎﻥ ﺑﻪ ﻋﺮﺿﻪ ﺧﻮﺩﺭﻭﻫـﺎﻱ ﻭﺭﺯﺷـﻲ ﻭﺍﺭﺩ‬ ‫ﺷﻮﺩ؟ ﺑﻪ ﺟﺎﻱ ﺍﻳﻦ ﻛﺎﺭ ﺑﻬﺘﺮ ﺍﺳﺖ ﺩﺭ ﺍﻗﺼﻲ ﻧﻘﺎﻁ ﺟﻬﺎﻥ ﺑﻪ ﺩﻧﺒﺎﻝ ﻣﺸﺘﺮﻳﺎﻧﻲ ﺑﺎﺷﺪ ﻛﻪ ﺧﻮﺍﻫـﺎﻥ ﺧﻮﺩﺭﻭﻫـﺎﻱ‬ ‫ﺍﻳﻤﻦ ﻫﺴﺘﻨﺪ‪ .‬ﺁﻳﺎ ﺗﺎ ﺑﻪ ﺣﺎﻝ ﺩﺭ ﺟﺎﺩﻩﻫـﺎﻱ ﻫﻨﺪﻭﺳـﺘﺎﻥ ﺭﺍﻧﻨـﺪﮔﻲ ﻛـﺮﺩﻩﺍﻳـﺪ؟ ﺩﺭ ﺁﻧﺠـﺎ ﻣﻄﻤﺌﻨـﺎﹰ ﺧﻮﺍﻫـﺎﻥ‬ ‫ﺍﻳﻤﻦﺗﺮﻳﻦ ﺧﻮﺩﺭﻭﻫﺎﻱ ﺟﻬﺎﻥ ﺧﻮﺍﻫﻴﺪ ﺑﻮﺩ‪ .‬ﻫﻤﻴﻦ ﻣﻮﺿﻮﻉ ﺩﺭ ﺟﺎﺩﻩﻫﺎﻱ ﺑﺴﻴﺎﺭ ﺯﻳﺎﺩ ﺩﻳﮕـﺮﻱ ﻛـﻪ ﭘﻠـﻴﺲ ﺩﺭ‬ ‫ﺁﻧﺠﺎ ﺣﻀﻮﺭ ﻓﻌﺎﻝ ﻧﺪﺍﺷﺘﻪ ﻭ ﺍﻧﺒﻮﻫﻲ ﺍﺯ ﺭﺍﻧﻨﺪﻩﻫﺎﻱ ﺑﻲﺍﺣﺘﻴﺎﻁ ﺑﻪ ﺭﺍﻧﻨﺪﮔﻲ ﻣﺸﻐﻮﻝﺍﻧﺪ ﺻﺎﺩﻕ ﺍﺳﺖ‪.‬‬ ‫ﺧﻮﺩﺭﻭﻫﺎﻱ ﻋﻤﻮﻣﻲ ﺍﻳﻤﻦ ﭼﻄﻮﺭ؟ ﺷﺎﻳﺪ ﺑﺘﻮﺍﻧﻴﺪ ﺧـﻮﺭﺩﻭﻱ ﻋﻤـﻮﻣﻲ ﺟﺪﻳـﺪﻱ ﺭﺍ ﻃﺮﺍﺣـﻲ ﻛﻨﻴـﺪ ﻛـﻪ ﺩﺭ‬ ‫ﺁﺯﻣﻮﻥ ﺗﺼﺎﺩﻓﺎﺕ‪ ،‬ﺍﻳﻤﻨﻲ ﺑﻴﺸﺘﺮﻱ ﺩﺍﺷﺘﻪ ﻭ ﻳﺎ ﺑﻪﺭﺍﺣﺘﻲ ﻭﺍﮊﮔﻮﻥ ﻧﺸﻮﺩ‪ .‬ﻣﺎ ﻣﻮﺿﻮﻉ ﺍﻳﻤﻨﻲ ﺧﻮﺩﺭﻭﻫﺎ ﺭﺍ ﺑﺎ ﺗﻮﺟﻪ‬ ‫ﺑﻪ ﻭﺿﻌﻴﺖ ﻓﻌﻠﻲ ﺟﺎﺩﻩﻫﺎ ﺩﺭ ﺩﻧﻴﺎ‪ ،‬ﻣﻮﺿﻮﻋﻲ ﻣﺤﺪﻭﺩ ﻧﻤﻲﺑﻴﻨﻴﻢ‪ ،‬ﺑﻠﻜﻪ ﺑﺮﻋﻜﺲ‪ ،‬ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﺍﻳـﺪﻩﺍﻱ ﺍﺳـﺖ‬ ‫ﻛﻪ ﺗﺎ ﺳﺎﻝﻫﺎﻱ ﺁﻳﻨﺪﻩ ﻧﻴﺰ ﺑﺎﺯﺍﺭ ﺧﻮﺑﻲ ﺧﻮﺍﻫﺪ ﺩﺍﺷﺖ )ﺣﺎﻝ ﻛﻪ ﺷﺮﻛﺖ ﻓﻮﺭﺩ ﺍﻗﺪﺍﻡ ﺑﻪ ﺧﺮﻳﺪ ﺷـﺮﻛﺖ ﻭﻟـﻮﻭ‬ ‫ﻧﻤﻮﺩﻩ ﺍﺳﺖ‪ ،‬ﻣﻤﻜﻦ ﺍﺳﺖ ﺑﻪ ﺁﻧﭽﻪ ﻛﻪ ﺩﺭ ﺁﻥ ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﺗﻮﺟﻪ ﺑﻴﺸﺘﺮﻱ ﻣﺒﺬﻭﻝ ﻛﺮﺩﻩ ﻭ ﻣﺠﺪﺩﺍﹰ ﺑـﻪ ﺍﻳـﺪﻩ‬ ‫ﻣﺘﻤﺎﻳﺰﻛﻨﻨﺪﻩ ﺁﻥ ﺭﺟﻌﺖ ﻛﻨﺪ‪(.‬‬

‫ﺗﻮﺳﻌﻪ ﺍﺯ ﻃﺮﻳﻖ ﻧﺎﻡﻫﺎﻱ ﺗﺠﺎﺭﻱ ﻣﺘﻌﺪﺩ‬ ‫ﻓﻜﺮ ﻧﻜﻨﻴﺪ ﻛﻪ ﻣﺎ ﺑﺎ ﺑﺰﺭﮒﺗﺮ ﺷﺪﻥ ﻭ ﭘﻮﻟﺪﺍﺭﺗﺮ ﺷﺪﻥ ﻣﺨﺎﻟﻔﻴﻢ‪ .‬ﺑﺰﺭﮒﺗـﺮ ﺷـﺪﻥ ﻭ ﭘﻮﻟـﺪﺍﺭﺗﺮ ﺷـﺪﻥ ﺭﻭﺵ‬ ‫ﺁﻣﺮﻳﻜﺎﻳﻲ ﻫﺎﺳﺖ‪ .‬ﺁﻧﭽﻪ ﻛﻪ ﻣﺎ ﺑﺎ ﺁﻥ ﻣﺨﺎﻟﻔﺖ ﻣﻲﻛﻨﻴﻢ ﺭﺍﻫﻲ ﺍﺳﺖ ﻛﻪ ﻣﺮﺩﻡ ﺑﺮﺍﻱ ﺭﺳﻴﺪﻥ ﺑﻪ ﻫﺪﻑ ﻓـﻮﻕ‬ ‫ﺍﻧﺘﺨﺎﺏ ﻣﻲﻛﻨﻨﺪ‪.‬‬

‫ﺭﺍﻩ ﺑﻬﺘﺮﻱ ﻫﻢ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‬ ‫ﺍﮔﺮ ﭼﻪ ﺗﻤﺮﻛﺰ ﻧﻤﻮﺩﻥ ﺭﻭﻱ ﻳﻚ ﻧﺎﻡ ﺗﺠﺎﺭﻱ ﻣﻲﺗﻮﺍﻧﺪ ﻣﻮﺟﺐ ﺻﺮﻓﻪﺟﻮﻳﻲ ﺩﺭ ﻫﺰﻳﻨـﻪﻫـﺎﻱ ﺑﺎﺯﺍﺭﻳـﺎﺑﻲ ﺷـﻤﺎ‬ ‫ﺷﻮﺩ‪ ،‬ﻟﻴﻜﻦ ﺗﺠﺮﺑﻪ ﻧﺸﺎﻥ ﺩﺍﺩﻩ ﺍﺳﺖ ﻛﻪ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﭼﻨﺪ ﻧﺎﻡ ﺗﺠﺎﺭﻱ ﻫﻢ ﻣﻲﺗﻮﺍﻧﺪ ﻣﻮﺟﺐ ﺍﻓـﺰﺍﻳﺶ ﻣﺠﻤـﻮﻉ‬ ‫ﺳﻬﺎﻡ ﺑﺎﺯﺍﺭ ﺷﻤﺎ ﮔﺮﺩﺩ‪.‬‬

‫‪٣١‬‬

‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫ﻓﺼﻞ ‪٢٠‬‬

‫ﺗﻤﺎﻳﺰ ﻏﺎﻟﺒ ﹰﺎ ﻧﻴﺎﺯﻣﻨﺪ ﻓﺪﺍﺳﺎﺯﻱ ﺍﺳﺖ‬ ‫ﺯﻳﺎﺩﻩﺧﻮﺍﻫﻲ ﻣﻲﺗﻮﺍﻧﺪ ﺑﺮﺍﻱ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺷﻤﺎ ﺿﺮﺭﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪ .‬ﺍﻛﻨﻮﻥ ﺑﻪ ﺑﺮﺭﺳـﻲ ﻋﻜـﺲ ﺣﺎﻟـﺖ ﻣﺰﺑـﻮﺭ‬ ‫ﻣﻲﭘﺮﺩﺍﺯﻳﻢ‪ .‬ﺍﺯ ﺩﺳﺖ ﺩﺍﺩﻥ ﻳﻚ ﭼﻴﺰ ﻣﻲﺗﻮﺍﻧﺪ ﺑﺮﺍﻱ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺷﻤﺎ ﻓﺎﻳﺪﻩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪ .‬ﻭﻗﺘﻲ ﺑﻪ ﻣﻄﺎﻟﻌﻪ‬ ‫ﺭﺩﻩ ﻓﺮﺁﻭﺭﺩﻩﻫﺎ ﺩﺭ ﺯﻣﺎﻥ ﻃﻮﻻﻧﻲ ﻣﻲﭘﺮﺩﺍﺯﻳﺪ‪ ،‬ﻣﺘﻮﺟﻪ ﻣﻲﺷﻮﻳﺪ ﻛﻪ ﺍﻓﺰﻭﺩﻥ ﺑﻪ ﺭﺩﻩ ﻓﺮﺁﻭﺭﺩﻩﻫﺎ ﻣﻲﺗﻮﺍﻧـﺪ‬ ‫ﺩﺭ ﻋﻮﺽ ﻛﻤﻚ ﺑﻪ ﺭﺷﺪ ﻭ ﺗﻮﺳﻌﻪ‪ ،‬ﺑﺎﻋﺚ ﺗﻀﻌﻴﻒ ﺁﻥ ﺷﻮﺩ‪.‬‬ ‫ﻫﺮ ﭼﻪ ﺗﻌﺪﺍﺩ ﻣﺤﺼﻮﻻﺕﺗﺎﻥ ﺭﺍ ﺑﻴﺸـﺘﺮ ﻛﻨﻴـﺪ ﺑـﻪ ﺭﻳﺴـﻚ ﺗﻀـﻌﻴﻒ ﺍﻳـﺪﻩ ﻣﺘﻤﺎﻳﺰﻛﻨﻨـﺪﻩ ﺍﺻـﻠﻲ ﺧـﻮﺩ‬ ‫ﺍﻓﺰﻭﺩﻩﺍﻳﺪ‪ ،‬ﻧﻴﺎﺯ ﺑﻪ ﺭﺷﺪ ﻭ ﺗﻮﺳﻌﻪ ﺑﺎﻋﺚ ﺁﺳﻴﺐﭘﺬﻳﺮﻱ ﺭﻫﺒﺮﺍﻥ ﺑﺎﺯﺍﺭ ﻣـﻲﺷـﻮﺩ‪ .‬ﺭﻫﺒـﺮﺍﻥ ﺑـﺎﺯﺍﺭ ﺑـﻪ ﺟـﺎﻱ‬ ‫ﻛﺎﺳﺘﻦ ﺍﺯ ﺗﻨﻮﻉ‪ ،‬ﺑﻪ ﻣﺘﻨﻮﻉ ﻛﺮﺩﻥ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻳﺸﺎﻥ ﻣﻲﭘﺮﺩﺍﺯﻧﺪ‪ .‬ﻏﺎﻟﺐ ﻧﺎﻡﻫﺎﻱ ﺗﺠﺎﺭﻱ ﺷﻜﺴﺖ ﺧـﻮﺭﺩﻩ ﻭ ﺍﺯ‬ ‫ﺭﺩﻩ ﺧﺎﺭﺝ ﺷﺪﻩ ﺩﺭ ﺍﺑﺘﺪﺍ ﺑﺮﺍﺳﺎﺱ ﺍﻳﺪﻩﺍﻱ ﻣﺘﻤﺎﻳﺰﻛﻨﻨﺪﻩ ﺑﻪ ﺑﺎﺯﺍﺭ ﻋﺮﺿﻪ ﺷﺪﻩﺍﻧﺪ ﻛﻪ ﺑﻪ ﻣﺮﻭﺭ ﺑـﺎ ﺍﻓـﺰﺍﻳﺶ‬ ‫ﮔﻮﻧﻪﻫﺎﻱ ﺟﺪﻳﺪﺗﺮ‪ ،‬ﺗﺒﺎﻩ ﮔﺮﺩﻳﺪﻩﺍﻧﺪ‪.‬‬

‫ﻳﻜﭙﺎﺭﭼﮕﻲ‪ ،‬ﺁﺧﺮﻳﻦ “ﺑﻴﺸﺘﺮ”‬ ‫ﻳﻜﭙﺎﺭﭼﮕﻲ‪ ،‬ﻧﻘﻄﻪ ﻣﻘﺎﺑﻞ ﻓﺪﺍﺳﺎﺯﻱ ﺍﺳﺖ‪ .‬ﺯﻳﺮﺍ ﺩﺭ ﻣﻮﺭﺩ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻳﻲ ﺑﻪ ﻛﺎﺭ ﻣﻲﺭﻭﺩ ﻛﻪ ﻋﻤﻠﻜﺮﺩ ﺑﻴﺸـﺘﺮ ﻭ‬ ‫ﭼﻨﺪﮔﺎﻧﻪ ﺩﺍﺭﻧﺪ‪ .‬ﺩﺭ ﺩﻧﻴﺎﻱ ﻛﺎﻣﭙﻴﻮﺗﺮﻫﺎ‪ ،‬ﺍﺭﺗﺒﺎﻃﺎﺕ‪ ،‬ﻭﺳﺎﻳﻞ ﺑﺮﻗﻲ ﻣﺼﺮﻓﻲ‪ ،‬ﺳﺮﮔﺮﻣﻲ ﻭ ﻧﺸﺮﻳﺎﺕ ﺑـﻪ ﺳـﺨﺘﻲ‬ ‫ﻣﻲﺗﻮﺍﻥ ﺍﺯ ﭘﻴﺸﮕﻮﻳﻲ ﺩﺭ ﻣﻮﺭﺩ ﻳﻜﭙﺎﺭﭼﻪ ﺷﺪﻥ ﻓﺮﺁﻭﺭﺩﻩﻫﺎ ﺍﺟﺘﻨﺎﺏ ﻧﻤﻮﺩ‪.‬‬ ‫ﺍﮔﺮ ﺑﻪ ﻣﻄﺎﻟﻌﻪ ﺗﺎﺭﻳﺦ ﺑﭙﺮﺩﺍﺯﻳﺪ‪ ،‬ﻣﺘﻮﺟﻪ ﻣﻲﺷﻮﻳﺪ ﻛﻪ “ﻳﻜﭙـﺎﺭﭼﮕﻲ” ﺑـﻪﻧـﺪﺭﺕ ﺻـﻮﺭﺕ ﮔﺮﻓﺘـﻪ ﺍﺳـﺖ‪.‬‬ ‫ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻳﻲ ﻛﻪ ﻋﻤﻠﻜﺮﺩﻱ ﺑﻴﺶ ﺍﺯ ﺁﻧﭽﻪ ﻛﻪ ﺑﺎﻳﺪ ﺩﺍﺭﻧﺪ‪ ،‬ﺧﻴﻠﻲ ﺯﻭﺩ ﺍﺯ ﻋﺮﺻﻪ ﺧﺎﺭﺝ ﻣﻲﺷﻮﻧﺪ‪.‬‬

‫ﭼﺮﺍ ﻳﻜﭙﺎﺭﭼﮕﻲ ﻣﺆﺛﺮ ﻧﻴﺴﺖ؟‬ ‫ﺳﺎﺧﺖ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﭼﻨﺪﻛﺎﺭﻩ ﻣﺴﺘﻠﺰﻡ ﻓﺪﺍﺳﺎﺯﻱ ﺍﺯ ﻧﻮﻋﻲ ﺩﻳﮕﺮ ﺍﺳﺖ‪ .‬ﻃﺮﺍﺣﺎﻥ ﻳﻚ ﻓـﺮﺁﻭﺭﺩﻩ ﭼﻨـﺪﻛﺎﺭﻩ‬ ‫ﻣﺠﺒﻮﺭ ﻣﻲﺷﻮﻧﺪ ﺗﺎ ﺑﻪ ﺟﺎﻱ ﺗﻤﺮﻛﺰ ﺭﻭﻱ ﻃﺮﺍﺣﻲ ﻋﺎﻟﻲ ﻳﻚ ﻓﺮﺁﻭﺭﺩﻩ ﻳﻚ ﻛﺎﺭﻩ‪ ،‬ﺑﻪ ﻃﺮﺍﺣﻲ ﺑﺎ ﻛﻴﻔﻴﺖ ﭘﺎﻳﻴﻦﺗـﺮ‬ ‫ﻳﻚ ﻭﺳﻴﻠﻪ ﭼﻨﺪﻛﺎﺭﻩ ﺑﭙﺮﺩﺍﺯﻧﺪ‪ .‬ﺯﻳﺮﺍ ﻋﻤﺪﻩ ﻗﺪﺭﺕ ﻃﺮﺍﺣﻲ ﺁﻧﻬﺎ ﻣﺼﺮﻭﻑ ﺟﻮﺭ ﻛﺮﺩﻥ ﺍﺟﺰﺍ ﺑﺮﺍﻱ ﻛﺎﺭﺑﺮﺩ ﭼﻨﺪ‬ ‫ﻣﻨﻈﻮﺭﻩ ﺁﻥ ﻓﺮﺁﻭﺭﺩﻩ ﻣﻲﺷﻮﺩ‪.‬‬

‫ﺍﻧﻮﺍﻉ ﻣﺨﺘﻠﻒ ﻓﺪﺍﺳﺎﺯﻱ‬ ‫ﻣﺎ ﻃﻲ ﺳﺎﻟﻴﺎﻥ ﻃﻮﻻﻧﻲ ﺳﻪ ﻧﻮﻉ ﻣﺨﺘﻠﻒ ﻓﺪﺍﺳﺎﺯﻱ ﺭﺍ ﻛﻪ ﺑﺮﺍﻱ ﺗﻤﺎﻳﺰ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺍﺳﺖ‪ ،‬ﻣﺸﺎﻫﺪﻩ ﻛﺮﺩﻩﺍﻳﻢ‪:‬‬ ‫•‬

‫ﻓﺪﺍﺳﺎﺯﻱ ﻓﺮﺁﻭﺭﺩﻩ‪ .‬ﺣﻔﻆ ﺗﻤﺮﻛﺰ ﺭﻭﻱ ﻳﻚ ﻧﻮﻉ ﻓﺮﺁﻭﺭﺩﻩ ﺧﻴﻠﻲ ﺑﻬﺘﺮ ﺍﺯ ﺭﺍﻫﻜﺎﺭ “ﻫﻤﻪ ﭼﻴـﺰ ﺑـﺮﺍﻱ ﻫﻤـﻪ‬ ‫ﻛﺲ” ﻛﺎﺭﺁﻳﻲ ﺩﺍﺭﺩ‪) .‬ﻣﮕﺮ ﺍﻳﻨﻜﻪ ﺍﺯ ﭼﻨﺪ ﻧﺎﻡ ﺗﺠﺎﺭﻱ ﺍﺳﺘﻔﺎﺩﻩ ﻛﻨﻴﺪ(‬

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‫ﻓﺪﺍﺳﺎﺯﻱ ﺧﺼﻮﺻﻴﺖ‪ .‬ﺣﻔﻆ ﺗﻤﺮﻛﺰ ﺭﻭﻱ ﻳﻚ ﺧﺼﻮﺻﻴﺖ ﺍﺯ ﻳـﻚ ﻓـﺮﺁﻭﺭﺩﻩ ﺑـﻪ ﻣﺮﺍﺗـﺐ ﺑﻬﺘـﺮ ﺍﺯ ﭼﻨـﺪ‬ ‫ﺧﺼﻮﺻﻴﺖ ﺁﻥ ﺍﺳﺖ‪ .‬ﺍﻳﻦ ﻛﺎﺭ ﺷﻤﺎ ﺭﺍ ﺍﺯ ﺩﻳﮕﺮﺍﻥ ﻣﺘﻤﺎﻳﺰ ﻣﻲﻛﻨﺪ ﻭ ﺑﻪ ﺍﻳﻦ ﺗﺮﺗﻴﺐ ﻣﻲﺗﻮﺍﻧﻴﺪ ﺧﻮﺩ ﺭﺍ ﻣﺎﻟﻚ‬ ‫ﻓﻮﺍﻳﺪ ﻧﺎﺷﻲ ﺍﺯ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺁﻥ ﺧﺼﻮﺻﻴﺖ ﺑﺪﺍﻧﻴﺪ‪.‬‬

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‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

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‫ﻓﺪﺍﺳﺎﺯﻱ ﺑﺎﺯﺍﺭ ﻫﺪﻑ‪ .‬ﺣﻔﻆ ﺗﻤﺮﻛﺰ ﺭﻭﻱ ﻳﻚ ﺑﺨﺶ ﺧﺎﺹ ﺍﺯ ﺑﺎﺯﺍﺭ ﺩﺭ ﻳـﻚ ﺭﺩﻩ ﻓـﺮﺁﻭﺭﺩﻩ‪ ،‬ﺷـﻤﺎ ﺭﺍ ﺍﺯ‬ ‫ﺩﻳﮕﺮﺍﻥ ﻣﺘﻤـﺎﻳﺰ ﻣـﻲﻛﻨـﺪ ﻭ ﺑـﻪ ﺍﻳـﻦ ﺗﺮﺗﻴـﺐ ﻓـﺮﺁﻭﺭﺩﻩ ﺗﻮﻟﻴـﺪﻱ ﺷـﻤﺎ ﺩﺭ ﺁﻥ ﺭﺩﻩ ﻓـﺮﺁﻭﺭﺩﻩ ﻧـﺰﺩ‬ ‫ﻣﺼﺮﻑﻛﻨﻨﺪﮔﺎﻥ ﺑﻪ ﻋﻨﻮﺍﻥ ﻓﺮﺁﻭﺭﺩﻩ ﻣﺮﺟﻊ ﺷﻨﺎﺧﺘﻪ ﺧﻮﺍﻫﺪ ﺷﺪ‪.‬‬ ‫ﻭﻗﺘﻲ ﺷﻤﺎ ﺑﻪ ﺩﻧﺒﺎﻝ ﺟﺬﺏ ﮔﺮﻭﻩ ﻫﺪﻑ ﺩﻳﮕﺮﻱ ﻣﻲﺭﻭﻳﺪ ﺷﺎﻧﺲ ﺍﻳﻨﻜـﻪ ﺍﺯ ﻣﺸـﺘﺮﻳﺎﻥ ﻭﺍﻗﻌـﻲ ﺧـﻮﺩ ﺩﻭﺭ‬

‫ﺷﻮﻳﺪ ﺍﻓﺰﺍﻳﺶ ﻣﻲﻳﺎﺑﺪ‪ .‬ﻫﺮ ﻛﺎﺭﻱ ﻛﻪ ﻣﻲﻛﻨﻴﺪ‪ ،‬ﺗﻼﺵ ﻛﻨﻴﺪ ﻃﻤﻊ ﻧﻜﺮﺩﻩ ﻭ ﺭﻭﻱ ﻧﻮﻉ ﻓـﺮﺁﻭﺭﺩﻩ‪ ،‬ﺧﺼﻮﺻـﻴﺖ‬ ‫ﻣﻮﺭﺩ ﻧﻈﺮ ﻭ ﺑﺨﺶ ﺑﺎﺯﺍﺭﺗﺎﻥ ﻭﺍﻗﻌﺎﹰ ﻣﺘﻤﺮﻛﺰ ﮔﺮﺩﻳﺪ‪.‬‬ ‫ﺑﻨﺎﺑﺮﺍﻳﻦ ﺍﮔﺮ ﭼﻪ ﻓﺪﺍﺳﺎﺯﻱ ﺑﺎﻋﺚ ﺍﻳﺠﺎﺩ ﻣﺤﺪﻭﺩﻳﺖ ﺩﺭ ﻧﺤﻮﻩ ﺍﺭﺍﺋﻪ ﺷﻤﺎ ﺑﺮﺍﻱ ﺟﺬﺏ ﻣﺸﺘﺮﻱ ﻣـﻲﺷـﻮﺩ‪،‬‬ ‫ﺍﻣﺎ ﻭﻗﺘﻲ ﻣﺸﺘﺮﻱ ﻭﺍﺭﺩ ﻓﺮﻭﺷﮕﺎﻩ ﺷﻤﺎ ﺷﺪ‪ ،‬ﺩﺭ ﺣﻘﻴﻘﺖ ﻫﻴﭻ ﻣﺤﺪﻭﺩﻳﺘﻲ ﺩﺭ ﻓـﺮﻭﺵ ﻫـﺮ ﺁﻧﭽـﻪ ﻛـﻪ ﻣﺎﻳـﻞ‬ ‫ﻫﺴﺘﻴﺪ ﻧﺪﺍﺭﻳﺪ‪.‬‬

‫ﻓﺼﻞ ‪٢١‬‬

‫ﻣﺘﻔﺎﻭﺕ ﺑﻮﺩﻥ ﺩﺭ ﺟﺎﻫﺎﻱ ﻣﺨﺘﻠﻒ‬ ‫ﺟﻬﺎﻧﻲ ﺷﺪﻥ ﻭﺍﻗﻌﺎﹰ ﺍﻳﺪﻩ ﻣﻌﺮﻛﻪﺍﻱ ﺍﺳﺖ‪ .‬ﻳﻚ ﻧﺎﻡ ﺗﺠﺎﺭﻱ ﺭﺍ ﻛﻪ ﺩﺍﺭﺍﻱ ﻳﻚ ﺍﻳﺪﻩ ﻣﺘﻤﺎﻳﺰﻛﻨﻨﺪﻩ ﻗﻮﻱ ﺍﺳﺖ‪ ،‬ﺩﺭ‬ ‫ﺳﻄﺢ ﺟﻬﺎﻥ ﻋﺮﺿﻪ ﻛﻨﻴﺪ‪ .‬ﻧﺎﻡ ﺗﺠﺎﺭﻱ ﺷﻤﺎ ﻫﻢ ﺗﻮﺳﻂ ﺑﻮﻣﻲﻫﺎ ﻭ ﻫﻢ ﻣﺴﺎﻓﺮﺍﻥ ﺑﻪ ﺭﺳﻤﻴﺖ ﺷـﻨﺎﺧﺘﻪ ﺧﻮﺍﻫـﺪ‬ ‫ﺷﺪ‪ .‬ﻳﻚ ﮔﺮﻭﻩ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ ﻭﺍﺣﺪ ﺩﺭ ﺳﻄﺢ ﺟﻬﺎﻥ ﺑﻪ ﻣﻌﻨﻲ ﺻﺮﻓﻪﺟﻮﻳﻲ ﺩﺭ ﻭﻗـﺖ ﻭ ﻫﺰﻳﻨـﻪ ﺍﺳـﺖ‪ .‬ﻳـﻚ ﻧـﺎﻡ‬ ‫ﺗﺠﺎﺭﻱ ﻭ ﻃﺮﺍﺣﻲ ﻭﺍﺣﺪ ﺑﺎﻋﺚ ﻛﺎﻫﺶ ﻫﺰﻳﻨﻪﻫﺎﻱ ﺳﺎﺧﺖ ﻭ ﺗﻮﻟﻴﺪ ﺁﻥ ﻣﻲﺷـﻮﺩ‪ .‬ﺍﺳـﺘﻔﺎﺩﻩ ﮔﺴـﺘﺮﺩﻩ ﺍﺯ ﻳـﻚ‬ ‫ﻣﺠﻤﻮﻋﻪ ﺍﺯ ﺗﺒﻠﻴﻐﺎﺕ ﺗﺮﻭﻳﺠﻲ ﺩﺭ ﺳـﻄﺢ ﺟﻬـﺎﻥ ﻫـﻢ‪ ،‬ﻣﺘﻀـﻤﻦ ﺻـﺮﻓﻪﺟـﻮﻳﻲﻫـﺎﻱ ﺯﻳـﺎﺩﻱ ﺧﻮﺍﻫـﺪ ﺑـﻮﺩ‪.‬‬ ‫)ﻧﻤﺎﻳﻨﺪﻩﻫﺎﻱ ﺗﺒﻠﻴﻐﺎﺗﻲ ﺷﻤﺎ ﻫﻢ ﺧﻮﺷﺤﺎﻝ ﺧﻮﺍﻫﻨﺪ ﺑﻮﺩ‪ ،‬ﺯﻳﺮﺍ ﺣﺠﻢ ﻛﺎﺭﺷﺎﻥ ﻛﺎﻫﺶ ﺧﻮﺍﻫﺪ ﻳﺎﻓﺖ(‪.‬‬

‫ﻗﻮﺍﻋﺪﻱ ﺑﺮﺍﻱ ﺣﺮﻛﺖ‬ ‫ﻗﺒﻞ ﺍﺯ ﺍﺗﺨﺎﺫ ﺗﺼﻤﻴﻢ ﺩﺭ ﻣﻮﺭﺩ ﺍﻳﻨﻜﻪ ﺁﻳﺎ ﻳﻚ ﺍﻳﺪﻩ ﻣﺘﻤﺎﻳﺰ ﻛﻨﻨﺪﻩ ﻣﻲﺗﻮﺍﻧﺪ ﻧﺎﻡ ﺗﺠﺎﺭﻱ ﺷﻤﺎ ﺭﺍ ﺩﺭ ﺳـﻄﺢ ﺩﻧﻴـﺎ‬ ‫ﻣﻄﺮﺡ ﺳﺎﺯﺩ ﻳﺎ ﺧﻴﺮ ﻻﺯﻣﺴﺖ ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﺭﺍ ﺩﺭ ﻧﻈﺮ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ‪:‬‬ ‫‪.١‬‬

‫ﻣﻤﻜﻦ ﺍﺳﺖ ﺍﻳﺪﻩ ﺟﺪﻳﺪ ﺷﻤﺎ ﺍﻳﺪﻩ ﻏﻠﻄﻲ ﺑﺎﺷﺪ‪ .‬ﮔﺎﻫﻲ ﺍﻭﻗﺎﺕ ﺑﻬﺘﺮ ﺍﺳﺖ ﺑـﻪ ﺍﻳـﺪﻩ ﻫـﺎﻱ ﻗـﺪﻳﻤﻲ‬ ‫ﺍﻫﻤﻴﺖ ﺑﻴﺸﺘﺮﻱ ﺑﺪﻫﻴﺪ‪.‬‬

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‫ﻭﻳﮋﮔﻲ ﻫﺎﻱ ﻓﺮﺁﻭﺭﺩﻩ ﺷﻤﺎ ﻣﻲﺗﻮﺍﻧﺪ ﺩﺭ ﻫﺮ ﻛﺸﻮﺭ ﺗﻐﻴﻴﺮ ﺩﺍﺩﻩ ﺷﻮﺩ‪ .‬ﺣﺘـﻲ ﻭﻳﮋﮔـﻲﻫـﺎﻱ ﻳـﻚ ﻧـﺎﻡ‬ ‫ﺗﺠﺎﺭﻱ ﺧﺎﺹ ﻧﻴﺰ ﻣﻲﺗﻮﺍﻧﺪ ﺩﺭ ﻛﺸﻮﺭﻫﺎﻱ ﻣﺨﺘﻠﻒ ﻣﺘﻔﺎﻭﺕ ﺑﺎﺷﺪ‪.‬‬

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‫ﻣﻤﻜﻦ ﺍﺳﺖ ﺭﻫﺒﺮﻱ ﺑﺎﺯﺍﺭ ﺗﻮﺳﻂ ﺷﻤﺎ ﺩﺭ ﺑﻌﻀﻲ ﺟﺎﻫﺎ ﻋﻤﻠﻲ ﻧﺒﺎﺷﺪ‪.‬‬

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‫ﻣﻤﻜﻦ ﺍﺳﺖ ﺩﻳﮕﺮﺍﻥ ﺑﻪ ﻣﻴﺮﺍﺙ ﺷﻤﺎ ﺍﺣﺘﺮﻡ ﻧﮕﺬﺍﺭﻧﺪ‪ .‬ﻛﻼﮔﺰ ﻧﺎﻣﻲ ﻗﺪﻳﻤﻲ ﻭ ﭘﺮﺍﻓﺘﺨـﺎﺭ ﺑـﺮﺍﻱ ﻏـﻼﺕ‬ ‫ﺻﺒﺤﺎﻧﻪ ﺍﺳﺖ‪ .‬ﺍﻣﺎ ﺍﻳﻦ ﺷﺮﻛﺖ ﺩﺭ ﺑﺎﺯﺍﺭ ﻛﺸﻮﺭ ﻫﻨﺪﻭﺳﺘﺎﻥ ﺑـﺎ ﻋـﺪﻡ ﺍﺳـﺘﻘﺒﺎﻝ ﻣﻮﺍﺟـﻪ ﺷـﺪ‪ .‬ﺯﻳـﺮﺍ‬

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‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫ﻫﻨﺪﻱﻫﺎ ﺗﺮﺟﻴﺢ ﻣﻲﺩﻫﻨﺪ ﺻﺒﺤﺎﻧﻪ ﮔﺮﻡ ﻭ ﭘﺮﺍﺩﻭﻳﻪ ﻛﻪ ﻣﻌﺘﻘﺪﻧﺪ ﺑﻪ ﺁﻧﻬﺎ ﺍﻧـﺮﮊﻱ ﺯﻳـﺎﺩﻱ ﻣـﻲﺩﻫـﺪ‪،‬‬ ‫ﺑﺨﻮﺭﻧﺪ‪) .‬ﻫﻨﺪﻱﻫﺎ ﺍﻋﺘﻘﺎﺩ ﺩﺍﺭﻧﺪ ﻛﻪ ﻏﺬﺍ ﺷﻜﻞ ﺩﻫﻨﺪﻩ ﺭﻭﺣﻴﻪ ﻭ ﺷﺨﺼﻴﺖ ﺁﻧﻬﺎﺳﺖ‪(.‬‬ ‫‪.٥‬‬

‫ﻣﻤﻜﻦ ﺍﺳﺖ ﺗﺨﺼﺺ ﺷﻤﺎ ﻣﺤﻮ ﻭ ﻛﻢ ﺭﻧﮓ ﺷﻮﺩ ﻧﺎﻡ ﺗﺠﺎﺭﻱ ﻟﻮﻛﺲ ﭼﻴﺴﺖ؟ ﺷﻤﺎ ﺍﻳﻦ ﻧﺎﻡ ﺗﺠـﺎﺭﻱ ﺭﺍ‬ ‫ﺩﺭ ﺳﺮﺗﺎﺳﺮ ﻗﺎﺭﻩ ﺁﺳﻴﺎ ﻣﺸﺎﻫﺪﻩ ﻣﻲﻛﻨﻴﺪ ﻭ ﻣﻌﻤﻮﻻﹰ ﺗﺼﻮﻳﺮ ﻫﻨﺮﭘﻴﺸﻪﻫـﺎﻱ ﺟـﺬﺍﺏ ﺁﻣﺮﻳﻜـﺎﻳﻲ ﺭﻭﻱ‬ ‫ﺑﺮﭼﺴﺐ ﺍﻧﻮﺍﻉ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﺑﺎ ﺍﻳﻦ ﻧﺎﻡ ﻗﻴﺪ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﻟﻮﻛﺲ ﺩﺭ ﻛﺸﻮﺭ ﺍﻧـﺪﻭﻧﺰﻱ ﻳـﻚ ﺻـﺎﺑﻮﻥ‬ ‫ﺍﺳﺖ‪ .‬ﻟﻮﻛﺲ ﺩﺭ ﻛﺸﻮﺭﻫﺎﻱ ﭼﻴﻦ‪ ،‬ﺗﺎﻳﻮﺍﻥ‪ ،‬ﻓﻴﻠﻴﭙـﻴﻦ ﻳـﻚ ﺷـﺎﻣﭙﻮ ﺍﺳـﺖ‪ .‬ﻟـﻮﻛﺲ ﺩﺭ ﻛﺸـﻮﺭ ﮊﺍﭘـﻦ‬ ‫ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﻣﺨﺘﻠﻔﻲ ﺍﺯ ﺻﺎﺑﻮﻥ ﮔﺮﻓﺘﻪ ﺗﺎ ﺷﺎﻣﭙﻮ ﺭﺍ ﺩﺭ ﺑﺮﻣﻲﮔﻴﺮﺩ‪ .‬ﻭﻗﺘـﻲ ﺗﺨﺼـﺺ ﺷـﻤﺎ ﺑﻨـﺎ ﺑـﻪ‬ ‫ﻣﻨﺎﻃﻖ ﻣﺨﺘﻠﻒ ﺟﻐﺮﺍﻓﻴﺎﻳﻲ‪ ،‬ﻣﺘﻔﺎﻭﺕ ﺑﺎﺷﺪ‪ ،‬ﺑﻪﺳﺨﺘﻲ ﺧﻮﺍﻫﻴﺪ ﺗﻮﺍﻧﺴـﺖ ﻣـﺮﺩﻡ ﺩﻧﻴـﺎ ﺭﺍ ﻣﺘﻮﺟـﻪ ﺁﻥ‬ ‫ﻛﻨﻴﺪ‪.‬‬

‫ﻳﻜﻲ ﺑﺮﺍﻱ ﻫﻤﻪ؟‬ ‫ﻣﺪﻳﺮ ﺧﺪﻣﺎﺕ ﻣﺸﺘﺮﻳﺎﻥ ﻳﻚ ﺷﺮﻛﺖ ﻃﺮﺍﺣﻲ ﺑﻴﻦﺍﻟﻤﻠﻠﻲ ﻣﻲﮔﻮﻳﺪ‪» :‬ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻳـﻚ ﻧـﺎﻡ ﺗﺠـﺎﺭﻱ ﺩﺭ ﻫﻤـﻪ‬ ‫ﻛﺎﺭﻱ ﺍﻃﻤﻴﻨﺎﻥ ﺑﺨﺶ ﺍﺳﺖ‪ .‬ﺍﻣﺎ ﺍﻳﻦ ﻛﺎﺭ ﻣﻲﺗﻮﺍﻧﺪ ﺩﺭ ﺑﺎﺯﺍﺭﻫﺎﻱ ﻣﺨﺘﻠﻒ ﻣﻌﺎﻧﻲ ﻣﺨﺘﻠﻔﻲ ﺑﺪﻫـﺪ‪ .‬ﺷـﺮﻛﺖﻫـﺎ‬ ‫ﻋﻤﺪﺗﺎﹰ ﺍﺯ ﺍﻳﻦ ﻛﺎﺭ ﻣﻨﺘﻔﻊ ﻣﻲﺷﻮﻧﺪ‪ ،‬ﺁﻧﻬﺎ ﺍﺯ ﺻﺮﻓﻪﺟﻮﻳﻲﻫﺎﻱ ﻧﺎﺷﻲ ﺍﺯ ﺍﺑﻌﺎﺩ ﺗﻮﻟﻴﺪ ﺑﻬﺮﻩﻣﻨﺪ ﻣﻲﺷﻮﻧﺪ ﻭ ﻧﻴﺮﻭﻱ‬ ‫ﺍﻧﺴﺎﻧﻲ ﻛﻢﺗﺮﻱ ﺭﺍ ﺑﺮﺍﻱ ﺗﻔﻜﺮﺍﺕ ﺭﺍﻫﺒﺮﺩﻱ ﺩﺭ ﻣﺴﺌﻠﻪ ﻧﺎﻡ ﺗﺠﺎﺭﻱ ﺍﺧﺘﺼﺎﺹ ﻣﻲﺩﻫﻨﺪ‪«.‬‬ ‫ﻭ ﻣﺸﻜﻞ ﺍﺻﻠﻲ ﺗﻼﺵﻫﺎﻱ ﻫﻤﻪ ﺟﺎﻧﺒﻪ ﺑﺮﺍﻱ ﺟﻬﺎﻧﻲ ﺷﺪﻥ ﻫﻢ ﺩﺭ ﻫﻤﻴﻦ ﺍﻣﺮ ﻧﻬﻔﺘﻪ ﺍﺳﺖ‪ .‬ﺳـﻼﻳﻖ ﻣـﺮﺩﻡ‬ ‫ﻣﺘﻔﺎﻭﺕ ﺍﺳﺖ‪ .‬ﭘﺴﻨﺪ ﻣﺮﺩﻡ ﻣﺘﻔﺎﻭﺕ ﺍﺳﺖ‪ .‬ﻣﺮﺩﻡ ﻣﺘﻔﺎﻭﺕﺍﻧﺪ ﺷﻤﺎ ﻣﻲ ﺗﻮﺍﻧﻴﺪ ﺩﺭ ﻫﺮﻛﺠﺎ ﻣﺘﻤﺎﻳﺰ ﺑﺎﺷﻴﺪ‪ .‬ﺍﻣﺎ‬ ‫ﻧﻤﻲﺗﻮﺍﻧﻴﺪ ﺩﺭ ﻫﻤﻪ ﺟﺎ ﺑﺎ ﻳﻚ ﺍﻳﺪﻩ ﻭﺍﺣﺪ ﻣﺘﻤﺎﻳﺰ ﮔﺮﺩﻳﺪ‪.‬‬

‫ﻓﺼﻞ ‪٢٢‬‬

‫ﺣﻔﻆ ﺗﻤﺎﻳﺰ‬ ‫ﻫﻤﺎﻥ ﻃﻮﺭ ﻛﻪ ﺩﺭ ﻓﺼﻮﻝ ﻗﺒﻠﻲ ﻣﻄﺎﻟﻌﻪ ﻛﺮﺩﻳﺪ‪ ،‬ﺍﺷﺘﻴﺎﻕ ﺷﺮﻛﺖﻫـﺎ ﺑـﺮﺍﻱ ﺭﺷـﺪ ﻣـﺪﺍﻭﻡ ﻏﺎﻟﺒـﺎﹰ ﻣﻨﺠـﺮ ﺑـﻪ‬ ‫ﮔﻴﺮﺍﻓﺘﺎﺩﻥ ﺁﻧﻬﺎ ﺩﺭ ﺗﻠﻪ “ﻫﻤﻪ ﭼﻴﺰ ﺑﺮﺍﻱ ﻫﻤﻪ ﻛﺲ” ﻣﻲﺷﻮﺩ ﻭ ﺍﻳﻦ ﻣﺴﺌﻠﻪ ﺑﻪ ﻧﻮﺑﻪ ﺧﻮﺩ ﻭﺟﻮﻩ ﺗﻤﺎﻳﺰ ﺁﻧﻬﺎ ﺭﺍ ﺍﺯ‬ ‫ﺑﻴﻦ ﺧﻮﺍﻫﺪ ﺑﺮﺩ‪ .‬ﻟﻴﻜﻦ ﺩﺳﺘﻮﺭﺍﻟﻌﻤﻞﻫﺎﻱ ﻣﻬﻤﻲ ﺑﺮﺍﻱ ﺣﻔﻆ ﻭﺟﻮﻩ ﺗﻤﺎﻳﺰﺗﺎﻥ ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﻛﻪ ﺑﻪ ﻛﻤـﻚ ﺁﻧﻬـﺎ ﺍﺯ‬ ‫ﺳﺮﮔﺮﺩﺍﻧﻲ ﺩﺭ ﺑﺮﻫﻮﺕ ﮔﺴﺘﺮﺩﻩ ﺑﺎﺯﺍﺭﻫﺎ ﻭ ﮔﻢ ﺷﺪﻥ ﺩﺭ ﺁﻧﻬﺎ ﻧﺠﺎﺕ ﺧﻮﺍﻫﻴﺪ ﻳﺎﻓﺖ‪.‬‬

‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫‪٣۴‬‬

‫ﻭﺟﻪ ﺗﻤﺎﻳﺰﺗﺎﻥ ﺭﺍ ﺑﻪ ﻳﺎﺩ ﺁﻭﺭﻳﺪ‬ ‫ﻣﺪﻳﺮﺍﻥ ﺷﺮﻛﺖ ﻫﺎ ﻭ ﻧﺎﻡﻫﺎﻱ ﺗﺠﺎﺭﻱ ﺩﺭ ﺑﺪﻭ ﺍﻳﺠﺎﺩ ﻭ ﺷﻜﻞ ﮔﻴﺮﻱﺷﺎﻥ ﻣﻌﻤﻮﻻﹰ ﻧﮕﺮﺍﻧﻲ ﺑﺴﻴﺎﺭ ﺯﻳﺎﺩ ﺩﺭ ﻣـﻮﺭﺩ‬ ‫ﻭﺟﻮﻩ ﺗﻤﺎﻳﺰ ﻓﺮﺁﻭﺭﺩﻩﻫﺎ ﻭ ﺧﺪﻣﺎﺕﺷﺎﻥ ﺩﺍﺭﻧﺪ ﻟﻴﻜﻦ ﻭﺟﻮﻩ ﺗﻤـﺎﻳﺰ ﻓـﻮﻕ ﺑـﺎ ﮔﺬﺷـﺖ ﺯﻣـﺎﻥ ﻭ ﻭﺭﻭﺩ ﮔـﺮﻭﻩ‬ ‫ﺟﺪﻳﺪﻱ ﺍﺯ ﻣﺪﻳﺮﺍﻥ ﺑﻪ ﻣﺨﺎﻃﺮﻩ ﻣﻲﺍﻓﺘﻨﺪ‪ ،‬ﺯﻳﺮﺍ ﺩﻳﺪﮔﺎﻩﻫﺎﻱ ﺟﺪﻳﺪﻱ ﻣﻄﺮﺡ ﻣﻲﺷﻮﻧﺪ ﻭ ﺣﺎﻓﻈـﻪ ﺳـﺎﺯﻣﺎﻧﻲ‬ ‫ﺩﺭ ﻣﻌﺮﺽ ﻛﻢ ﺭﻧﮓ ﺷﺪﻥ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﺩ‪ .‬ﺷﻤﺎ ﺑﺎﻳﺪ ﺑﻪ ﻫـﺮ ﻃﺮﻳﻘـﻲ ﻛـﻪ ﺷـﺪﻩ ﺗﻤﻬﻴـﺪﺍﺗﻲ ﺑﻴﻨﺪﻳﺸـﻴﺪ ﺗـﺎ‬ ‫ﻧﺴﻞﻫﺎﻱ ﺟﺪﻳﺪ ﻣﺪﻳﺮﺍﻥ ﺍﺯ ﻭﺟﻮﻩ ﺗﻤﺎﻳﺰ ﺷﺮﻛﺖ ﺷﻨﺎﺧﺖ ﭘﻴﺪﺍ ﻛﻨﻨﺪ‪ .‬ﺷﻤﺎ ﻧﻤﻲﺗﻮﺍﻧﻴﺪ ﺑﻪ ﺁﻧﻬﺎ ﺍﺟﺎﺯﻩ ﺩﻫﻴﺪ ﺗـﺎ‬ ‫ﺭﺍﻫﺒﺮﺩ ﺷﺮﻛﺖ ﺭﺍ ﺑﻪ ﮔﻤﺮﺍﻫﻲ ﺑﻜﺸﺎﻧﻨﺪ‪.‬‬

‫ﺍﻧﺴﺠﺎﻡ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ‬ ‫ﺑﻌﺪ ﺍﺯ ﺍﺳﺘﻘﺮﺍﺭ ﻭﺟﻮﻩ ﺗﻤﺎﻳﺰﺗﺎﻥ ﻣﻲﺑﺎﻳﺴﺖ ﺁﻧﻬﺎ ﺭﺍ ﺩﺭ ﻫﺮﭼﻪ ﻛﻪ ﺍﻧﺠﺎﻡ ﻣﻲﺩﻫﻴﺪ ﻣﻨﻌﻜﺲ ﻧﻤﺎﻳﻴـﺪ‪ .‬ﺍﻳـﻦ ﻧـﻮﻉ‬ ‫ﭘﺸﺘﻜﺎﺭ ﻭ ﻳﻜﺪﻧﺪﮔﻲ ﺷﻤﺎ‪ ،‬ﻧﻪ ﺗﻨﻬﺎ ﻣﺸﺘﺮﻳﺎﻥﺗﺎﻥ ﻛﻪ ﻛﺎﺭﻛﻨﺎﻥﺗﺎﻥ ﺭﺍ ﻧﻴﺰ ﺗﺤﺖ ﺗﺄﺛﻴﺮ ﻗﺮﺍﺭ ﻣﻲﺩﻫﺪ‪.‬‬ ‫ﺍﻧﺴﺠﺎﻡ ﺩﺭ ﺍﺷﻜﺎﻝ ﻣﺨﺘﻠﻔﻲ ﺑﻪ ﻭﺟﻮﺩ ﻣﻲﺁﻳﻨﺪ‪ .‬ﻳﻚ ﻧﻮﻉ ﺁﻥ ﺍﻧﺴﺠﺎﻡ ﺩﺭ ﭘﻴﺎﻡ ﺍﺳﺖ‪ .‬ﺷﺮﻛﺖﻫﺎ ﻏﺎﻟﺒـﺎﹰ ﭘﻴـﺎﻡ‬ ‫ﻣﺘﻤﺎﻳﺰ ﻛﻨﻨﺪﻩ ﺳﺎﺩﻩ ﻭ ﻣﺆﺛﺮﻱ ﺭﺍﻣﻲﮔﺰﻳﻨﻨﺪ ﻛﻪ ﺍﻧﻌﻜﺎﺱ ﺁﻥ ﺭﺍ ﺩﺭ ﺗﺒﻠﻴﻐﺎﺕ ﺁﻧﻬﺎ ﻣﻲﺑﻴﻨﻴﻢ‪ .‬ﺍﻣﺎ ﻛﺎﺭﻛﻨﺎﻥ ﺭﻭﺍﺑـﻂ‬ ‫ﻋﻤﻮﻣﻲ ﺩﺭ ﺟﻬﺖ ﺩﻳﮕﺮﻱ ﺣﺮﻛﺖ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﻛﺎﺭﻛﻨﺎﻥ ﺑﺨﺶ ﺗﺮﻭﻳﺞ ﻓﺮﻭﺵ ﺷﺮﻛﺖ ﻧﻴﺰ ﻣﺎﻳـﻞﺍﻧـﺪ ﺩﺭ ﺟﻬـﺖ‬ ‫ﺍﻭﻟﻮﻳﺖ ﻫﺎﻱ ﺧﻮﺩﺷﺎﻥ ﺣﺮﻛﺖ ﻛﻨﻨﺪ‪ .‬ﻫﻤﻴﻦ ﻣﻮﺿﻮﻉ ﺩﺭ ﻣﻮﺭﺩ ﻛﺎﺭﻛﻨﺎﻥ ﺍﺩﺍﺭﻩ ﻣﺮﻛﺰﻱ ﻛﻪ ﻣﺸﻐﻮﻝ ﻣﺬﺍﻛﺮﻩ ﺑﺎ‬ ‫ﺳﻬﺎﻣﺪﺍﺭﺍﻥ ﻭ ﺑﻮﺭﺱ ﻭﺍﻝ ﺍﺳﺘﺮﻳﺖ ﻫﺴﺘﻨﺪ ﻧﻴﺰ ﺻﺎﺩﻕ ﺍﺳﺖ‪ .‬ﮔﺮﻭﻩﻫﺎﻱ ﻣﺨﺘﻠﻒ ﻛﺎﺭﻱ ﺩﺭ ﻋـﻮﺽ ﺍﻳﻨﻜـﻪ ﺩﺭ‬ ‫ﺭﺍﺳﺘﺎﻱ ﻳﻚ ﺍﻳﺪﻩ ﻭﺍﺣﺪ ﻓﻌﺎﻟﻴﺖ ﻛﻨﻨﺪ‪ ،‬ﭘﻴﮕﻴﺮ ﺍﺟﺮﺍﻱ ﺍﻳﺪﻩﻫﺎﻱ ﺧﻮﺩﺷﺎﻥ ﻫﺴﺘﻨﺪ ﺗﺎ ﺑﺘﻮﺍﻧﻨﺪ ﺑﺮﺍﻱ ﻛﺎﺭ ﺧﻮﺩﺷﺎﻥ‬ ‫ﻭ ﻧﻪ ﺩﻳﮕﺮﻱ ﺍﻋﺘﺒﺎﺭ ﻛﺴﺐ ﻛﻨﻨﺪ‪ .‬ﻣﺪﻳﺮﻋﺎﻣﻞ ﺷﺮﻛﺖ ﺗﻨﻬﺎ ﻛﺴﻲ ﺍﺳﺖ ﻛﻪ ﻣﻲﺗﻮﺍﻧﺪ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﮔـﺮﻭﻩﻫـﺎﻱ‬ ‫ﻛﺎﺭﻱ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﻫﻢﺳﻮ ﺑﺎ ﻫﻢ ﻭ ﺩﺭ ﺭﺍﺳﺘﺎﻱ ﺍﻫﺪﺍﻑ ﺷﺮﻛﺖ ﺟﻬﺖ ﺩﻫﺪ‪ .‬ﺍﻣـﺎ ﺑﺎﻳـﺪ ﻛﻠﻴـﻪ ﻛﺎﺭﻛﻨـﺎﻥ ﺭﺍ ﺭﻭﻱ‬ ‫ﭘﻴﺎﻣﻲ ﻭﺍﺣﺪ ﻣﺘﻤﺮﻛﺰ ﺳﺎﺯﺩ ﻭ ﻳﻜﭙﺎﺭﭼﻪ ﺑﻤﺎﻧﻴﺪ‪.‬‬ ‫ﺑﻌﻀﻲ ﻭﻗﺖﻫﺎ ﻣﺠﺒﻮﺭ ﻣﻲﺷﻮﻳﺪ ﻣﻮﻗﻌﻴﺖ ﺧﻮﺩ ﺭﺍ ﺗﻐﻴﻴﺮ ﺩﻫﻴﺪ‪ .‬ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﺩﺭ ﺷﺮﺍﻳﻄﻲ ﭘﻴﺶ ﻣـﻲﺁﻳـﺪ‬ ‫ﻛﻪ ﺑﺎﺯﺍﺭ ﺯﻳﺮ ﭘﺎﻱ ﺷﻤﺎ ﺭﺍ ﺧﺎﻟﻲ ﻣﻲﻛﻨﺪ ﻭ ﻟﺬﺍ ﻣﺠﺒﻮﺭ ﻣﻲﺷﻮﻳﺪ ﻳﺎ ﺍﻳﺪﻩ ﻣﺘﻤﺎﻳﺰﻛﻨﻨﺪﻩ ﺩﻳﮕﺮﻱ ﺑﻴﺎﺑﻴﺪ ﻭ ﻳﺎ ﺷﺎﻫﺪ‬ ‫ﻧﺎﺑﻮﺩﻱ ﺧﻮﺩ ﺑﺎﺷﻴﺪ‪.‬‬

‫ﺗﺤﻮﻝ ﺩﺭ ﻣﻘﺎﺑﻞ ﺳﺮﻫﻢ ﻛﺮﺩﻥ‬ ‫ﺑﻴﻦ ﺗﻜﺎﻣﻞ ﻭ ﺗﺤﻮﻝ ﺑﺨﺸﻴﺪﻥ ﺑﻪ ﻳﻚ ﻧﺎﻡ ﺗﺠﺎﺭﻱ ﺑﺎ ﻭﺭ ﺭﻓﺘﻦ ﺑﻪ ﺁﻥ ﺗﻔﺎﻭﺕ ﺯﻳﺎﺩﻱ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ .‬ﺗﻜﺎﻣﻞ ﻭ ﺗﺤﻮﻝ‬ ‫ﺑﺨﺸﻴﺪﻥ ﺑﻪ ﻳﻚ ﻧﺎﻡ ﺗﺠﺎﺭﻱ ﻣﻌﻤﻮﻻﹰ ﺩﺭ ﭘﺎﺳﺦ ﺑﻪ ﻳﻚ ﺣﺮﻛﺖ ﺭﻗﺎﺑﺘﻲ ﻭ ﻳﺎ ﻳﻚ ﺗﻐﻴﻴﺮ ﺟﺪﻱ ﺩﺭ ﺷـﺮﺍﻳﻂ ﺑـﺎﺯﺍﺭ‬ ‫ﺻﻮﺭﺕ ﻣﻲ ﮔﻴﺮﺩ‪ .‬ﺳﺮﻫﻢ ﻛﺮﺩﻥ ﻣﻌﻤﻮﻻﹰ ﺷﺎﻣﻞ ﺗﻐﻴﻴـﺮﺍﺕ ﻇـﺎﻫﺮﻱ ﻳـﺎ ﺗﻨـﻮﻉ ﺑﺨﺸـﻴﺪﻥﻫـﺎﻱ ﺍﺣﻤﻘﺎﻧـﻪ ﺑـﻪ‬ ‫ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﻫﻢﺭﺩﻩ ﻣﻲﺷﻮﺩ ﻭ ﻳﺎ ﺗﻼﺵﻫﺎﻳﻲ ﺑﻪ ﻣﻨﻈﻮﺭ ﺑﻬﺮﻩﺑﺮﺩﺍﺭﻱ ﻛﺮﺩﻥ ﺍﺯ ﺭﻭﻧﺪ ﺣﺎﻛﻢ ﺩﺭ ﺑﺎﺯﺍﺭ ﺍﺳﺖ‪.‬‬ ‫ﺳﺮﻫﻢ ﻛﺮﺩﻥ ﻫﻤﭽﻨﻴﻦ ﺑﺎﻋﺚ ﺟﻠﻮﮔﻴﺮﻱ ﺍﺯ ﺧﺴﺘﮕﻲ ﺍﺩﺍﺭﺍﺕ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ ﺷﺮﻛﺖﻫﺎ ﻣﻲﺷﻮﺩ‪.‬‬

‫‪٣۵‬‬

‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫ﻧﺘﻴﺠﻪ ﺍﻳﻦ ﻛﻪ ﺗﻜﺎﻣﻞ ﻭ ﺗﺤﻮﻝ‪ ،‬ﻣﺴﺘﻠﺰﻡ ﺍﻧﺠﺎﻡ ﺗﻐﻴﻴﺮﺍﺗﻲ ﺍﺳﺖ ﻛﻪ ﺍﺗﺨﺎﺫ ﺗﺼـﻤﻴﻢ ﺩﺭ ﻣـﻮﺭﺩ ﺁﻧﻬـﺎ ﻣﺸـﻜﻞ‬ ‫ﺍﺳﺖ‪ .‬ﺗﻤﺎﻳﺰ ﻳﻚ ﻓﺮﺁﻭﺭﺩﻩ ﺑﺎﻳﺪ ﺩﺭ ﺭﺍﺳﺘﺎﻱ ﺫﻫﻨﻴﺖ ﻣﺼﺮﻑﻛﻨﻨﺪﻩ ﺻﻮﺭﺕ ﮔﻴﺮﺩ ﻧﻪ ﻣﺨﺎﻟﻒ ﺁﻥ‪ .‬ﺁﻧﭽـﻪ ﻛـﻪ‬ ‫ﻣﻤﻜﻦ ﺍﺳﺖ ﺩﺭ ﺩﺍﺧﻞ ﺷﺮﻛﺖ “ﺑﻬﺒﻮﺩ” ﺗﻠﻘﻲ ﺷﻮﺩ ﺗﻨﻬﺎ ﺑﺎﻋﺚ ﮔﻴﺠﻲ ﻭ ﺳﺮﺩﺭﮔﻤﻲ ﺍﺫﻫﺎﻥ ﻣﺸﺘﺮﻳﺎﻥ ﻣﻲﺷﻮﺩ‪.‬‬ ‫ﺍﻳﻦ ﮔﻮﻧﻪ ﻣﻮﺍﺭﺩ ﺑﺎﻋﺚ ﻛﻢ ﺭﻧﮓ ﻛﺮﺩﻥ ﻭﺟﻮﻩ ﺗﻤﺎﻳﺰ ﺷﻤﺎ ﻣﻲﺷﻮﺩ‪ .‬ﺑﺪﺗﺮ ﺍﻳﻨﻜﻪ ﺁﻧﻬﺎ ﺗﻼﺵ ﺩﺍﺭﻧـﺪ ﺍﺯ ﺍﺭﺗﻜـﺎﺏ‬ ‫ﺍﺷﺘﺒﺎﻫﺎﺗﻲ ﻛﻪ ﺁﻳﻨﺪﻩ ﻛﺎﺭﻱ ﺁﻧﻬﺎ ﺭﺍ ﺑﻪ ﺧﻄﺮ ﻣﻲﺍﻓﻜﻨﺪ ﭘﺮﻫﻴﺰ ﻛﻨﻨﺪ‪.‬‬

‫ﻓﺼﻞ ‪٢٣‬‬

‫ﭼﻪ ﻛﺴﻲ ﻣﺴﺌﻮﻝ ﺗﻤﺎﻳﺰ ﺍﺳﺖ؟‬ ‫ﻣﺪﻳﺮﺍﻥ ﺍﺭﺷﺪ ﻫﺮ ﺳﺎﺯﻣﺎﻥ ﻣﺴﺌﻮﻟﻴﺖ ﺣﺼﻮﻝ ﺍﻃﻤﻴﻨﺎﻥ ﺩﺭ ﻣﻮﺭﺩ ﺗﺪﻭﻳﻦ ﺭﺍﻫﺒﺮﺩ ﺗﻤﺎﻳﺰ‪ ،‬ﺑﺮﻗﺮﺍﺭﻱ ﺍﺭﺗﺒﺎﻃـﺎﺕ‬ ‫ﻻﺯﻡ ﺩﺭ ﻣﻮﺭﺩ ﺗﻤﺎﻳﺰ ﻭ ﺣﻔﻆ ﻭ ﭘﺎﺳﺪﺍﺭﻱ ﺍﺯ ﺁﻥ ﺭﺍ ﺑﻪ ﻋﻬﺪﻩ ﺩﺍﺭﻧﺪ‪ .‬ﺑﻪ ﻋﺒﺎﺭﺕ ﺩﻳﮕﺮ ‪ ،‬ﻣﺪﻳﺮﻋﺎﻣﻞ ﻫﺮ ﺳـﺎﺯﻣﺎﻥ‬ ‫ﺑﺎﻳﺪ ﺩﺭ ﺍﻳﻦ ﻣﺴﺌﻠﻪ ﺩﺭﮔﻴﺮ ﺑﺎﺷﺪ‪.‬‬ ‫ﺑﺎ ﺍﻳﻦ ﻭﺟﻮﺩ ﺁﻧﻬﺎ ﻏﺎﻟﺒﺎﹰ ﻓﺮﺽ ﺭﺍ ﺑﺮ ﺍﻳﻦ ﻣﻲﮔﻴﺮﻧﺪ ﻛﻪ ﺭﺍﻫﺒﺮﺩﻱ ﺻﺤﻴﺢ ﺍﺗﺨﺎﺫ ﮔﺮﺩﻳـﺪﻩ ﺍﺳـﺖ‪ .‬ﻣـﺪﻳﺮﺍﻥ‬ ‫ﺍﺭﺷﺪ ﺍﻛﺜﺮﺍﹰ ﺍﻳﻦﮔﻮﻧﻪ ﺗﺼﻮﺭ ﻣﻲﻛﻨﻨﺪ ﻛﻪ ﺑﺎﺯﺍﺭﻳﺎﺑﺎﻥ ﺑﺎﺗﺠﺮﺑﻪ ﻭﺁﮊﺍﻧﺲﻫﺎﻱ ﺗﺒﻠﻴﻐﺎﺗﻲ ﺁﻧﻬـﺎ‪ ،‬ﺭﻭﻱ ﺁﻥ ﺭﺍﻫﺒﺮﺩﻫـﺎ‬ ‫ﻛﺎﺭ ﻛﺮﺩﻩﺍﻧﺪ‪ .‬ﻟﺬﺍ‪ ،‬ﺁﻧﻬﺎ ﻧﻴﺰ ﺳﺮﮔﺮﻡ ﻣﺸﻜﻼﺕ ﺧﻮﺩ ﺑﺎ ﺍﻋﻀﺎﻱ ﻫﻴﺌﺖ ﻣﺪﻳﺮﻩ ﻭ ﭼﮕﻮﻧﮕﻲ ﺍﻳﺠﺎﺩ ﺑﻬﺒﻮﺩ ﺩﺭ ﺍﺭﻗﺎﻡ‬ ‫ﻣﺮﺑﻮﻁ ﺑﻪ ﻋﻤﻠﻜﺮﺩ ﺳﺎﻝ ﺁﻳﻨﺪﻩ ﻣﻲﺷﻮﻧﺪ ﻭ ﻣﺸﻜﻼﺕ ﺍﺯ ﻫﻤﻴﻦ ﺟﺎ ﺁﻏﺎﺯ ﻣﻲﺷﻮﺩ‪.‬‬

‫ﻣﺸﻜﻞ ﺩﺭ ﻛﺠﺎﺳﺖ؟‬ ‫ﺷﻤﺎ ﺑﻪﺳﺮﻋﺖ ﻣﻲﺗﻮﺍﻧﻴﺪ ﻣﺘﻮﺟﻪ ﺷﻮﻳﺪ ﻛﻪ ﭼﻪ ﺍﺗﻔﺎﻗﻲ ﺍﻓﺘـﺎﺩﻩ ﺍﺳـﺖ‪ .‬ﺍﻳـﻦ ﮔـﺮﻭﻩ ﻣـﺪﻳﺮﺍﻥ ﻣﺸـﻜﻞ ﺍﺟـﺮﺍ‬ ‫ﻧﺪﺍﺷﺘﻨﺪ‪ .‬ﺑﻠﻜﻪ ﻣﺸﻜﻞ ﺍﻳﻦ ﺭﺍ ﺩﺍﺷﺘﻨﺪ ﻛﻪ “ﭼﻪ ﺑﻜﻨﻨﺪ ﻭ ﭼﻪ ﻧﻜﻨﻨﺪ” ﺍﻳﻦ ﻣﺪﻳﺮﺍﻥ ﻋﺎﻣﻞ ﺍﺣﺘﻤﺎﻻﹰ ﺗﻮﺳﻂ ﻣـﺪﻳﺮﺍﻥ‬ ‫ﻣﻴﺎﻧﻲ ﮔﺮﺍﻥﻗﻴﻤﺘﻲ‪ ،‬ﻛﻪ ﻣﻄﺎﻟﺐ ﺧﻮﺩ ﺭﺍ ﺧﻴﻠﻲ ﺧﻮﺏ ﺍﺭﺍﺋﻪ ﻛﺮﺩﻩ ﻭ ﻭﻋﺪﻩﻫﺎﻱ ﺯﻳﺎﺩﻱ ﻣﻲﺩﻫﻨﺪ‪ ،‬ﺑـﻪ ﮔﻤﺮﺍﻫـﻲ‬ ‫ﻛﺸﺎﻧﻴﺪﻩ ﺷﺪﻩﺍﻧﺪ‪.‬‬ ‫ﻣﺸﻜﻞ ﺑﻴﺸﺘﺮ ﺷﺮﻛﺖﻫﺎ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﻣـﺪﻳﺮﺍﻥ ﺍﺭﺷـﺪ ﺁﻧﻬـﺎ ﺩﺭ ﻓﺮﺁﻳﻨـﺪ ﺭﺍﻫﺒـﺮﺩﻱ ﺷـﺮﻛﺖ ﺩﺭﮔﻴـﺮ‬ ‫ﻧﻤﻲﺷﻮﻧﺪ‪.‬‬

‫ﭼﺮﺍ ﻣﺪﻳﺮﺍﻥ ﺑﺎﻳﺪ ﺩﺭﮔﻴﺮ ﺑﺎﺷﻨﺪ؟‬ ‫ﺑﻴﺸﺘﺮ ﻣﺪﻳﺮﺍﻥ ﻣﻴﺎﻧﻲ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﻣﺸﺨﺺ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﺳﺮ ﻣﻲﭘﺮﻭﺭﺍﻧﻨﺪ‪ .‬ﺁﻧﻬﺎ ﺑﺎ ﺗﻼﺵ ﺑﺴـﻴﺎﺭ ﺁﻥ‬ ‫ﭼﻴﺰﻱ ﺭﺍ ﺗﺄﻳﻴﺪ ﻣﻲﻛﻨﻨﺪ ﻛﻪ ﺑﺎﻋﺚ ﺗﺴﻬﻴﻞ ﺍﺭﺗﻘﺎﻱ ﺁﻧﻬﺎ ﺑﻪ ﺭﺩﻩ ﻣﺪﻳﺮﻳﺖ ﺍﺭﺷﺪ ﮔﺮﺩﺩ‪ .‬ﺗﺼﻤﻴﻤﺎﺕ ﺍﻳﻦ ﮔـﺮﻭﻩ‬ ‫ﺍﺯ ﻣﺪﻳﺮﺍﻥ ﻧﻪ ﺑﺮﺍﺳﺎﺱ ﺻﻼﺡ ﺷﺮﻛﺖ ﻛﻪ ﺑﺮﭘﺎﻳﻪ ﻣﺼﻠﺤﺖ ﻛﺎﺭ ﺭﺍﻫﻪ ﺷﻐﻠﻲ ﺧﻮﺩﺷﺎﻥ ﺍﺗﺨﺎﺫ ﻣﻲﮔﺮﺩﺩ‪ .‬ﺑﺪﺗﺮ‬ ‫ﺍﻳﻨﻜﻪ ﺁﻧﻬﺎ ﺗﻼﺵ ﺩﺍﺭﻧﺪ ﺍﺯ ﺍﺭﺗﻜﺎﺏ ﺍﺷﺘﺒﺎﻫﺎﺗﻲ ﻛﻪ ﺁﻳﻨﺪﻩ ﻛﺎﺭﻱ ﺁﻧﻬﺎ ﺭﺍ ﺑﻪ ﺧﻄﺮ ﻣﻲﺍﻓﻜﻨﺪ ﭘﺮﻫﻴﺰ ﻛﻨﻨﺪ‪.‬‬

‫ﺗﻤﺎﻳﺰ ﻳﺎ ﻧﺎﺑﻮﺩﻱ ‪/‬‬

‫‪٣۶‬‬

‫ﻣﻦ ﻣﺴﺌﻮﻟﻢ‬ ‫ﻏﺮﻭﺭ ﺳﺎﺯﻣﺎﻧﻲ ﻣﺪﻳﺮﺍﻥ ﻣﻴﺎﻧﻲ ﻭ ﻧﻤﺎﻳﻨﺪﮔﺎﻥ ﺗﺒﻠﻴﻐﺎﺗﻲ ﺷﻤﺎ ﻣﻤﻜﻦ ﺍﺳـﺖ ﺑﺮﺍﻳﺘـﺎﻥ ﻣﺸـﻜﻞﺳـﺎﺯ ﺷـﻮﺩ‪ .‬ﺍﻳـﻦ‬ ‫ﻣﺪﻳﺮﺍﻥ ﻣﻤﻜﻦ ﺍﺳﺖ ﺩﺭ ﻣﻘﺎﺑﻞ ﺍﻳﺪﻩ ﻣﻨﺎﺳﺒﻲ ﻛﻪ ﺗﻮﺳﻂ ﻋﻮﺍﻣﻞ ﺧﺎﺭﺝ ﺍﺯ ﺳﺎﺯﻣﺎﻥ ﺍﺭﺍﺋﻪ ﺷـﺪﻩ ﺑﺎﺷـﺪ ﺟﺒﻬـﻪ‬ ‫ﺑﮕﻴﺮﻧﺪ‪ ،‬ﺯﻳﺮﺍ ﻣﺎﻳﻞ ﻧﻴﺴﺘﻨﺪ ﻋﻮﺍﻣﻞ ﺧﺎﺭﺝ ﺍﺯ ﺳﺎﺯﻣﺎﻥ ﻛﺎﺭ ﺁﻧﻬﺎ ﺭﺍ ﺍﻧﺠﺎﻡ ﺩﻫﻨﺪ‪ .‬ﺁﻧﻬﺎ ﺧﻮﺩ ﺭﺍ ﻣﺴﺌﻮﻝ ﻣﻲﺩﺍﻧﻨـﺪ ﻭ‬ ‫ﻓﻜﺮ ﻣﻲﻛﻨﻨﺪ ﻛﻪ ﭘﺬﻳﺮﺵ ﺍﻳﺪﻩ ﻋﻮﺍﻣﻞ ﺧﺎﺭﺝ ﺍﺯ ﺳـﺎﺯﻣﺎﻥ‪ ،‬ﻣﻮﺟـﺐ ﻛـﺎﻫﺶ ﺍﺭﺝ ﻭ ﻗـﺮﺏ ﺁﻧﻬـﺎ ﺩﺭ ﺳـﺎﺯﻣﺎﻥ‬ ‫ﻣﻲﺷﻮﺩ‪.‬‬ ‫ﺍﻳﻦ ﻭﺿﻌﻴﺖ ﺷﺮﺍﻳﻂ ﺑﺴﻴﺎﺭ ﻣﺸﻜﻠﻲ ﺭﺍ ﺑﻪ ﻭﺟﻮﺩ ﺧﻮﺍﻫﺪ ﺁﻭﺭﺩ‪ .‬ﻣﺎ ﻣﺘﻮﺟﻪ ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﺷﺪﻳﻢ ﻛـﻪ ﺍﻳﻨﮕﻮﻧـﻪ‬ ‫ﺍﻓﺮﺍﺩ ﺑﻪ ﺟﺎﻱ‪ ،‬ﺑﻪ ﻃﻮﺭ ﻛﻠﻲ ﺭﺩ ﻛﺮﺩﻥ ﺍﻳﺪﻩ ﻋﻮﺍﻣﻞ ﺧﺎﺭﺝ ﺍﺯ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﻫﻤﻴﺸﻪ ﺩﻳﺪﮔﺎﻩﻫﺎﻱ ﺧﻮﺩ ﺭﺍ ﻧﻴﺰ ﺑﻪ ﺁﻥ‬ ‫ﻣﻲﺍﻓﺰﺍﻳﻨﺪ ﻭ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﻧﺤﻮﻱ ﺩﺭ ﺁﻥ ﺍﻳﺪﻩ ﺳﻬﻴﻢ ﻣﻲﻛﻨﻨﺪ‪ .‬ﻧﺘﻴﺠﻪ ﺍﻳﻨﻜﻪ ﺭﺍﻫﺒـﺮﺩ ﺟﺪﻳـﺪ‪ ،‬ﺭﺍﻫﺒـﺮﺩﻱ ﺍﺻـﻼﺡ‬ ‫ﺷﺪﻩ ﻣﻲ ﺷﻮﺩ‪ ،‬ﻛﻪ ﺑﺎ ﺭﺍﻫﺒﺮﺩ ﭘﻴﺸﻨﻬﺎﺩﻱ ﻳﻜﺴﺎﻥ ﻧﺨﻮﺍﻫﺪ ﺑﻮﺩ‪ .‬ﺍﮔﺮ ﺍﻳﺪﻩ ﻋﻮﺍﻣﻞ ﺧﺎﺭﺝ ﺍﺯ ﺳﺎﺯﻣﺎﻥ ﺑﻪ ﺭﺩﻩﻫﺎﻱ‬ ‫ﺑﺎﻻﺗﺮ ﻣﺪﻳﺮﻳﺖ ﺍﺭﺍﺋﻪ ﺷﻮﺩ‪ ،‬ﺍﺣﺘﻤﺎﻝ ﻣﻮﺍﺟﻪ ﺷﺪﻥ ﺁﻥ ﺑﺎ ﻏﺮﻭﺭ ﺳﺎﺯﻣﺎﻧﻲ ﻛﺎﻫﺶ ﺧﻮﺍﻫﺪ ﻳﺎﻓﺖ‪.‬‬ ‫ﺁﻗﺎﻱ ﭘﻴﺘﺮ ﺩﺭﺍﻛﺮ ﺩﺭ ﻳﻜﻲ ﺍﺯ ﻧﻮﺷﺘﻪﻫﺎﻳﺶ ﺑﻪ ﺷﺮﺡ ﺯﻳﺮ ﺑﻪ ﺗﻌﺮﻳﻒ ﺭﻫﺒﺮﻱ ﭘﺮﺩﺍﺧﺘﻪ ﺍﺳﺖ‪» :‬ﺑﻨﻴﺎﻥ ﺭﻫﺒﺮﻱ‬ ‫ﺍﺛﺮﺑﺨﺶ ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ ﺗﻔﻜﺮ ﺑﺮﺍﺳﺎﺱ ﺭﺳﺎﻟﺖ ﺳﺎﺯﻣﺎﻧﻲ ﻭ ﺗﻌﺮﻳﻒ ﻭ ﭘﺎﺑﺮﺟﺎ ﻧﻤﻮﺩﻥ ﺁﻥ ﺑﻪ ﻧﺤﻮﻱ ﻛﻪ ﺑـﺮﺍﻱ‬ ‫ﻫﻤﮕﺎﻥ ﺭﻭﺷﻦ ﻭ ﻗﺎﺑﻞ ﺭﺅﻳﺖ ﺑﺎﺷﺪ‪ .‬ﺍﻛﻨﻮﻥ ﺩﺭ ﺳﺮﺁﻏﺎﺯ ﻫﺰﺍﺭﻩ ﺳﻮﻡ ﻭ ﺩﺭ ﻋﺼـﺮ ﺭﻗﺎﺑـﺖ ﻓﺸـﺮﺩﻩ ﺑـﻪ ﺳـﺮ‬ ‫ﻣﻲﺑﺮﻳﻢ‪ .‬ﻛﺎﻓﻲ ﺍﺳﺖ ﻳﻚ ﻛﻠﻤﻪ ﺍﺯ ﺗﻌﺮﻳﻒ ﺭﻫﺒﺮﻱ ﺑﻪ ﺷﺮﺡ ﻓﻮﻕ ﺭﺍ ﺗﻐﻴﻴﺮ ﺩﻫﻴﻢ ﺗﺎ ﺁﻥ ﺭﺍ ﺑﻪ ﺭﻭﺯ ﺩﺭﺁﻭﺭﻳﻢ‪:‬‬ ‫ﺑﻨﻴﺎﻥ ﺭﻫﺒﺮﻱ ﺍﺛﺮﺑﺨﺶ ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ ﺗﻔﻜﺮ ﺩﺭ ﻣﻮﺭﺩ ﺗﻤﺎﻳﺰ ﺳﺎﺯﻣﺎﻧﻲ ﻭ ﺗﻌﺮﻳﻒ ﻭ ﭘﺎﺑﺮﺟﺎ ﻧﻤﻮﺩﻥ ﺁﻥ ﺑـﻪ‬ ‫ﻧﺤﻮﻱ ﻛﻪ ﺑﺮﺍﻱ ﻫﻤﮕﺎﻥ ﺭﻭﺷﻦ ﻭ ﻗﺎﺑﻞ ﺭﻭﻳﺖ ﺑﺎﺷﺪ‪«.‬‬