尽管大多数的公司看起来似乎是一个整体,但它们真正从事的却有3种业务。第一是吸引顾客,第二是开发产品,第三是监督日常的运作。虽然从组织上这3个部分互相缠绕在一起,但是它们的业务特性却是有冲突的。发现客户,继而发展和这个客户的关系要花很大的本钱,能否赢利要随所取得的范围的经济性而定。但是,驱动产品创新的经济性是速度而不是范围。而且,资本密集型基础设施类业务的高固定成本却要求规模的经济性。范围、速度、规模不可能同时达到最佳,于是当这3种业务捆绑在一家公司之内时,只好适当地作出权衡。在过去,这三种业务一直被捆绑在一起。而之所以这么做,是因为把它们分开来的代价 Although most companies seem to be a whole, they really do have three businesses. The first is to attract customers, the second is to develop products, the third is to oversee the daily operation. Although these three parts of the organization intertwined with each other, but their business characteristics are in conflict. Finding a customer, and then developing a relationship with the customer, can cost a lot of money, depending on the economics of the range being acquired. However, the economics driving product innovation are speed rather than scope. Moreover, the high fixed costs of capital-intensive infrastructure operations require economies of scale. The scope, speed, and scale can not be optimal at the same time, so when these three businesses are bundled within a company, the trade-offs have to be properly made. In the past, these three businesses have been tied together. The reason for doing this is because of the cost of separating them