{"title":"纯游戏vs点击和迫击炮游戏","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006736","DOIUrl":null,"url":null,"abstract":"Stresses that what happens in Europe, with regard to the e‐retailing sector, will eventually occur in Asia, Latin America, and Africa. Expounds on the World Wide Web and its fast‐growing effects, using a Table and three Figures for added explanation. Reckons that management has to break free from its entrenched attitudes — the Internet should be seen as aiding in growth. Concludes traditional strategic planning is dead and Internet plans must be flexible which means entrepreneurs will have massive opportunities in the future.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"8 1","pages":"0"},"PeriodicalIF":0.0000,"publicationDate":"2000-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Pure play versus clicks‐and‐mortar\",\"authors\":\"T. Kippenberger\",\"doi\":\"10.1108/EUM0000000006736\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Stresses that what happens in Europe, with regard to the e‐retailing sector, will eventually occur in Asia, Latin America, and Africa. Expounds on the World Wide Web and its fast‐growing effects, using a Table and three Figures for added explanation. Reckons that management has to break free from its entrenched attitudes — the Internet should be seen as aiding in growth. Concludes traditional strategic planning is dead and Internet plans must be flexible which means entrepreneurs will have massive opportunities in the future.\",\"PeriodicalId\":178456,\"journal\":{\"name\":\"The Antidote\",\"volume\":\"8 1\",\"pages\":\"0\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2000-02-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"The Antidote\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1108/EUM0000000006736\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"The Antidote","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/EUM0000000006736","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Stresses that what happens in Europe, with regard to the e‐retailing sector, will eventually occur in Asia, Latin America, and Africa. Expounds on the World Wide Web and its fast‐growing effects, using a Table and three Figures for added explanation. Reckons that management has to break free from its entrenched attitudes — the Internet should be seen as aiding in growth. Concludes traditional strategic planning is dead and Internet plans must be flexible which means entrepreneurs will have massive opportunities in the future.