许林芳《薪酬绩效》实训营线上直播课vew

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许林芳《薪酬绩效》实训营线上直播课vew

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How could this have happened? How could a company somightily endowed with money, experience, and, presumably,brains have been guilty of such a monumental mistake? Evenbefore the Edsel was dropped, some of the more articulatemembers of the car-minded public had come forward with ananswer—an answer so simple and so seemingly reasonable that,though it was not the only one advanced, it became widelyaccepted as the truth. The Edsel, these people argued, wasdesigned, named, advertised, and promoted with a slavishadherence to the results of public-opinion polls and of theiryounger cousin, motivational research, and they concluded thatwhen the public is wooed in an excessively calculated manner,it tends to turn away in favor of some gruffer but morespontaneously attentive²² suitor. Several years ago, in the face ofan understandable reticence²³ on the part of the Ford MotorCompany, which enjoys documenting its boners no more thananyone else, I set out to learn what I could about the Edseldebacle, and my investigations²⁴ have led me to believe that whatwe have here is less than the whole truth.
For, although the Edsel was supposed to be advertised, andotherwise promoted, strictly²⁵ on the basis of preferencesexpressed in polls, some old-fashioned snake-oil-selling methods,intuitive rather than scientific, crept in. Although it wassupposed to have been named in much the same way, sciencewas curtly²⁶ discarded at the last minute and the Edsel wasnamed for the father of the company’s president, like anineteenth-century brand of cough drops or saddle soap. Asfor the design, it was arrived at without even a pretense²⁷ ofconsulting the polls, and by the method that has been standardfor years in the designing of automobiles²⁸—that of simply poolingthe hunches²⁹ of sundry³¹ company committees. The commonexplanation of the Edsel’s downfall, then, under scrutiny³², turnsout to be largely a myth, in the colloquial³³ sense of that term.