prahalad

美 　英

• 網(wǎng)絡(luò)普拉哈拉德；潘漢爾德；普拉赫勒德

例句

As C. K. Prahalad explains in The Fortune at the Bottom of the Pyramid, addressing emerging markets is good business.

正如C.K.Prahalad在《財(cái)富在金字塔底層》書中的解釋，一心一意忙著新興市場的生意是好事。

This impatience led to one of the few failures of Mr Prahalad's otherwise gravity-defying career.

這種不耐煩導(dǎo)致了普拉哈拉德的顯赫職業(yè)生涯中一次失敗。

Mr Prahalad's book, "The Fortune at the Bottom of the Pyramid" , has been hugely influential over the past decade.

過去十年間，普拉哈拉德先生的著作《金字塔底層的財(cái)富》在世界上產(chǎn)生了很大的影響。

Mr Prahalad was particularly struck by the ability of these firms to harness the ideas of their humbler employees.

讓普拉哈拉德印象最深的是，這些企業(yè)能夠采納普通員工的想法。

Mr Prahalad invariably worked with a collaborator and never wrote more than two articles on the same subject.

普拉哈拉德始終與人合作，從不就一個問題寫兩篇以上的文章。

Mr Prahalad's work on strategy and innovation turned him into a superstar.

普拉哈拉德對戰(zhàn)略和創(chuàng)新的研究讓他成為超級巨星。

What made Mr Prahalad such a creative thinker?

是什么原因讓普拉哈拉德成為富有創(chuàng)意的思想家？

Mr Prahalad was lionised in the emerging markets, particularly in India, and hailed by corporate philanthropists, notably Bill Gates.

普拉哈拉德在新興市場地位崇高，尤其是在印度，受到著名的比爾？蓋茨等商界慈善家的贊揚(yáng)。

Mr Prahalad shifted the focus of strategic thinking dramatically.

普拉哈拉德大大改變了戰(zhàn)略思想的焦點(diǎn)。

But his native India always tugged at Mr Prahalad's heartstrings.

不過普拉哈拉德的印度血統(tǒng)一直觸動著他的心弦。

The other form is co-operation, a form that Hamel and Prahalad (1994) argued will be more important in many future opportunities.

另一種形式是合作，一個形式，哈梅爾和普拉哈拉德（1994）認(rèn)為將在未來的許多機(jī)會，更重要的。

The idea of core competence was introduced by Prahalad, C. K. in the year 1990.

核心競爭力這一概念是由普拉哈拉德于1990年提出的。

C. K. Prahalad and other management gurus trumpet examples like Aravind, but do the rich countries accept that they could learn from India?

Prahalad和其他管理大師都鼓吹像Aravind的案例，但是富國承認(rèn)他們能從印度學(xué)習(xí)嗎？

prahalad and hamel draw the analogy of a diversified corporation and a large tree ( figure 1 . 9 )

哈默爾和普拉哈拉德把一個多元化的企業(yè)承包和一個大樹比較（見圖1。9）。

a core competence is difficult for rivals to imitate, i. e. it must be competitively unique (Prahalad and Hamel, 1990)

核心競爭力難以被競爭對手模仿，即它應(yīng)該是十分獨(dú)特的（普拉哈拉德和哈默，1990）

Prahalad and Hamel (1990) and Hamel (1994) suggest five tests to identify core competencies in a firm:

普拉哈拉德和哈默（1990）及哈默（1994）提出五種檢查方式以識別企業(yè)內(nèi)的核心競爭力：