In the business world, imitation gets a bad rap. We see imitating firms as ?me too? players, forced to copy because they have nothing original to offer. We pity their fate: a life of picking up crumbs discarded by innovators striding a path paved with fame and profit.
In Copycats, Oded Shenkar challenges this viewpoint. He reveals how imitation?the exact or broad-brushed copying of an innovation?is as critical to prosperity as innovation.
Shenkar shows how savvy imitators generate huge profits. They save not only on R&D costs but also on marketing and advertising investments made by first movers. And they avoid costly errors by observing and learning from others? trials.
Copycats presents suggestions for making imitation a core element in your competitive strategy and pairing it powerfully with innovation, including:
· How to select the right model to imitate
· How to avoid oversimplification of a model
· Which imitation strategy to use
· How to prepare and execute an implementation plan
Engaging, practical, and rich in company examples, Copycats unveils how to add imitation to your competitive arsenal.
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喬布斯說過: Innovation distinguished between a leader and a follower。然而這本書完全打破人們對於創新和模仿的定義。我們所認為的那些創新先鋒們：IBM，MCDONALDS，APPLE， MICROSOFT等等，都是成功的模仿者而並非其商業模式的創新者。中國的創業者們和企業傢們將會從此書中得到啓發。
评分喬布斯說過: Innovation distinguished between a leader and a follower。然而這本書完全打破人們對於創新和模仿的定義。我們所認為的那些創新先鋒們：IBM，MCDONALDS，APPLE， MICROSOFT等等，都是成功的模仿者而並非其商業模式的創新者。中國的創業者們和企業傢們將會從此書中得到啓發。
评分喬布斯說過: Innovation distinguished between a leader and a follower。然而這本書完全打破人們對於創新和模仿的定義。我們所認為的那些創新先鋒們：IBM，MCDONALDS，APPLE， MICROSOFT等等，都是成功的模仿者而並非其商業模式的創新者。中國的創業者們和企業傢們將會從此書中得到啓發。
评分喬布斯說過: Innovation distinguished between a leader and a follower。然而這本書完全打破人們對於創新和模仿的定義。我們所認為的那些創新先鋒們：IBM，MCDONALDS，APPLE， MICROSOFT等等，都是成功的模仿者而並非其商業模式的創新者。中國的創業者們和企業傢們將會從此書中得到啓發。
评分喬布斯說過: Innovation distinguished between a leader and a follower。然而這本書完全打破人們對於創新和模仿的定義。我們所認為的那些創新先鋒們：IBM，MCDONALDS，APPLE， MICROSOFT等等，都是成功的模仿者而並非其商業模式的創新者。中國的創業者們和企業傢們將會從此書中得到啓發。
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