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REINVENTING STRATEGY Using Strategic Learning to Create and Sustain Breakthrough Performance part 4

công ty trụ sở tại Pháp có các cửa hàng lớn bán một mảng rất lớn của mỹ phẩm và nước hoa đã nhập thành công "categorykiller" khái niệm vào bán lẻ vẻ đẹp, đã phát động một cuộc xâm lược của thị trường Mỹ. Hơn nữa, rằng ba phần tư số phụ nữ Mỹ hiện đang làm việc bên ngoài nhà, cửa, cửa bán hàng của Avon mô hình nguy cơ trở thành lỗi thời | No Substitute for Insight 73 Capturing Russia for Panadol It wasn t an ordinary assignment. In June 1993 Sterling Winthrop began to focus on ways to launch the drug Panadol an over-the-counter headache remedy based on acetaminophen into the newly opened Russian marketplace. That was challenge enough but we felt that to succeed we had to do our job faster and better than our archrival Johnson Johnson which we d heard was moving to launch Tylenol their version of the same drug into the same market at the same time. The fact that J J was almost six times as large as Sterling Winthrop at the time 14.1 billion in annual revenues versus 2.5 billion made the potential competition into a bit of a David-and-Goliath battle. The stakes were high. Russia was a huge and potentially lucrative place to do business but the Russians were still figuring out how capitalism worked while we capitalists were trying to make sense of their chaotic economy. To make matters even more interesting the fall of the Berlin Wall had set off a wave of privatization in Eastern Europe and China and our ability to compete in Russia would be an important indicator of how we would fare elsewhere. Finally this would be the first time we d compete head-to-head against our rivals in virgin territory While Tylenol was the dominant over-the-counter analgesic in the United States Panadol reigned supreme in many overseas markets and neither of us could make inroads in the other s territory. We suspected that Russia too would be a game of winner take all. What we needed was a killer entry strategy. We had endless meetings racked our brains and searched high and low for a silver bullet. The regional manager for Eastern Europe John Mansfield brought two or three strategies to me in New York but they were all based on traditional Western models in which distribution promotion and advertising are used to compete in mature economies. After some vigorous discussion we agreed that to use such an approach in Russia .