基本信息出版社：Broadway Business
页码：304 页
出版日期：1997年12月
ISBN：0385479506
International Standard Book Number：0385479506
条形码：9780385479509
EAN：9780385479509
装帧：平装
正文语种：英语
外文书名：合作

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"Co-Opetition" is a new business strategy that combines the advantages of both competition and cooperation. Intel, Nintendo, American Express, and dozens of other companies have been using co-opetition not only to win but to make it possible for their industry as a whole to grow.
专业书评 From the Publisher

Now available in paperback, with an all new Reader's guide, The New York Times and Business Week bestseller Co-opetition revolutionized the game of business. With over 40,000 copies sold and now in its 9th printing, Co-opetition is a business strategy that goes beyond the old rules of competition and cooperation to combine the advantages of both. Co-opetition is a pioneering, high profit means of leveraging business relationships.

Intel, Nintendo, American Express, Nutrasweet, American Airlines, and dozens of other companies have been using the strategies of co-opetition not only to win but to make it possible for the industry as a whole to grow. Formulating strategies based on game theory, authors Brandenburger and Nalebuff created a book that's insightful and instructive for managers eager to move their companies into a new mind set.
文摘 "Business is War." The traditional language of business certainly makes it sound that way: outsmarting the competition, capturing market share, making a killing, fighting brands, beating up suppliers, locking up customers.) Under business-as-war, there are the victors and the vanquished. The ultimate win-lose view of the world comes from author Gore Vidal:

It is not enough to succeed. Others must fail.

But the way people talk about business today, you wouldn't think so. You have to listen to customers, work with suppliers, create teams, establish strategic partnerships--even with competitors. That doesn't sound like war. Besides, there are few victors when business is conducted as war. The typical result of a price war is surrendered profits all around. Just look at the U.S. airline industry: it lost more money in the price wars of 1990-93 than it had previously made in all the time since Orville and Wilbur Wright. The antithesis to Gore Vidal's worldview comes from Bernard Baruch, a leading banker and financier for much of this century:

You don't have to blow out the other fellow's light to let your own shine.

Though less famous today than Gore Vidal, Baruch made a whole lot more money. More often than not, we'll follow Baruch's advice in this book.

In fact, most businesses succeed only if others also succeed. The demand for Intel chips increases when Microsoft creates more powerful software. Microsoft software becomes more valuable when Intel produces faster chips. It's mutual success rather than mutual destruction. It's win-win. The cold war is over and along with it the old assumptions about competition.

So,

"Business is Peace"?

That doesn't sound quite right, either. We still see battles with competitors over market share, fights with suppliers over cost, and conflicts with customers over price. And the success of Intel and Microsoft hasn't exactly helped Apple Computer. So if business isn't
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