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Launching into the unknown

机译:进入未知

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"Past performance is no guarantee of future results," warns the boilerplate language on a share offer. In the case of Rocket Internet's €6.5 billion ($8.2 billion) initial public offering on October 2nd, it is even harder than usual to look at past performance, because there is no company quite like it. It is not a venture-capital firm, since it is much more hands-on and has a bigger stake in the startups it invests in. Nor is Rocket quite an "incubator" or "accelerator", since it holds on to its young tech companies for longer and does much more than provide facilities and support. What Rocket does is launch clones of proven internet-business models. Even among such clone factories it is unique. It aims to turn out 80% of its new businesses in less than 100 days. It hires hard-charging young people of the sort who otherwise join (or have just left) elite consultants like McKinsey or the Boston Consulting Group. Execution, not innovation, is its forte.
机译:股票报价中的样板文字警告说:“过去的表现不能保证未来的结果。”就10月2日Rocket Internet进行的65亿欧元(82亿美元)的首次公开募股而言,要看过去的表现比以往任何时候都更加困难,因为没有一家公司像它那样。它不是一家风险投资公司,因为它具有更多的动手能力,并且在其投资的初创企业中拥有更大的股份。Rocket也不是一个“孵化器”或“加速器”,因为它保留了其年轻的技术公司需要更长的时间,而不仅仅是提供设施和支持。 Rocket所做的是发布经过验证的互联网业务模型的克隆。即使在这样的克隆工厂中,它也是独特的。它的目标是在不到100天的时间内完成80%的新业务。它雇用了收费高昂的年轻人,他们以其他方式加入(或刚离开)麦肯锡或波士顿咨询集团等精英顾问。执行而不是创新是它的长处。

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    《The economist》 |2014年第8907期|71-72|共2页
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