????當(dāng)代最成功的一些公司都采用了這樣的原則,。蘋果公司（Apple）旗下的產(chǎn)品和品牌屈指可數(shù),。租車公司Enterprise Rent-A-Car將重點(diǎn)放在手頭沒車的消費(fèi)者構(gòu)成的更新?lián)Q代市場(chǎng)。就連那些聚焦的初創(chuàng)型企業(yè),，也能獲得不俗的回報(bào),。DocuSign的業(yè)務(wù)重點(diǎn)就是文件簽收。Uber只提供出租車服務(wù),。由此可見：只要你將一個(gè)市場(chǎng)挖掘得夠深,，這個(gè)市場(chǎng)就不存在“太小”一說(shuō)。實(shí)際上,，要擴(kuò)大收入規(guī)模,，你應(yīng)該縮小市場(chǎng)！

????對(duì)寶潔來(lái)說(shuō),，現(xiàn)在的難點(diǎn)在于如何控制這個(gè)收縮過(guò)程,。

????如果優(yōu)先選擇的品牌無(wú)法通過(guò)增長(zhǎng)來(lái)彌補(bǔ)已剝離品牌產(chǎn)生的收入損失，盲目刪減產(chǎn)品和品牌就會(huì)成為一場(chǎng)災(zāi)難,。如果某些非優(yōu)先選擇品牌可以帶來(lái)利潤(rùn)而且在管理方面不會(huì)耗費(fèi)高層很多精力,，它們也許就值得保留,，至少在一段時(shí)間內(nèi)是這樣。對(duì)于那些要?jiǎng)冸x的品牌,，價(jià)格是唯一的影響因素——?jiǎng)冸x工作必須盡可能迅速而簡(jiǎn)單地進(jìn)行,，以免節(jié)外生枝。

????專注于核心業(yè)務(wù)有助于降低復(fù)雜性,。簡(jiǎn)化策略,，管理層就可以自上而下的執(zhí)行工作。這就是重點(diǎn)經(jīng)營(yíng)和“收縮的智慧”帶來(lái)的優(yōu)勢(shì),。執(zhí)行新策略的寶潔將經(jīng)歷一個(gè)嘗試期,。但如果順利度過(guò)，它將變得更加精干,、運(yùn)轉(zhuǎn)自如,，在盈利狀態(tài)下實(shí)現(xiàn)可持續(xù)增長(zhǎng)。

????桑杰?科斯拉是西北大學(xué)凱洛格商學(xué)院（Kellogg School of Management at Northwestern University）高級(jí)研究員,。此前,，他于2007-2013年在卡夫食品[現(xiàn)在的億滋國(guó)際（Mondelez International）]擔(dān)任市場(chǎng)開發(fā)總裁。莫漢比爾?薩赫尼是凱洛格商學(xué)院技術(shù)與創(chuàng)新研究中心（Center for Research in Technology & Innovation）主任,。兩人合著了《更少,、更大、更大膽：從無(wú)意識(shí)的擴(kuò)張到有重點(diǎn)的增長(zhǎng)》（Fewer, Bigger, Bolder: From Mindless Expansion to Focused Growth,，Portfolio Hardcover出版社出版,，2014年）一書。（財(cái)富中文網(wǎng)）

????譯者：Charlie

????Some of the most successful companies of our time practice this principle. Apple offers only a handful of products and brands. Enterprise Rent-A-Car emphasizes the replacement market for consumers who don’t have access to a car. Even startup companies that focus have been handsomely rewarded. DocuSign concentrates solely on document signing. Uber only does cab services. The lesson: No market is too narrow if you go deep enough. In fact, to broaden your revenues, you should narrow your markets!

????For P&G, the hard chore now will be managing the process of slimming down.

????Recklessly shedding products and brands can be disastrous if the growth in the priority brands does not compensate for revenues lost from the brands being divested. Some non-priority brands may even be worth holding onto, at least, for a while, if they throw off profits and can be managed without much senior leadership effort. As for those being divested, price is only one factor—the separation has to be as swift and as simple as possible to avoid disruption.

????Concentrating on the core helps weed the underbrush of complexity. Strategy gets simplified. That allows managers top to bottom to work on execution. That’s the advantage of a focused operation and the Wisdom of Less. P&G faces a trying period as it executes its new strategy. But if it gets to the other side, it will become a leaner, smarter operation, one that produces growth that is both profitable and sustainable.

????Sanjay Khosla is a senior fellow at Kellogg School of Management at Northwestern University. Previously, he was president of developing markets of Kraft Foods (now Mondelez International) from 2007 to 2013. MohanbirSawhney directs the Center for Research in Technology & Innovation at the Kellogg School of Management. They are the co-authors of Fewer, Bigger, Bolder: From Mindless Expansion to Focused Growth (Portfolio, 2014).