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  3. [A] We call this unique approach adopted by unicorns lightning innovation—and large companies such as Microsoft, Apple, and Cisc

[A] We call this unique approach adopted by unicorns lightning innovation—and large companies such as Microsoft, Apple, and Cisc

admin2019-09-15  108
问题    [A] We call this unique approach adopted by unicorns lightning innovation—and large companies such as Microsoft, Apple, and Cisco should be able to benefit greatly from applying it. After all, hghtning innovation delivers fairly immediate returns, does not entail high levels of technical risks, is targeted at very clear and large markets, does not fall outside their current businesses or areas of strategic action, and typically outperforms existing products or services.
   [B] At one level, the answer is quite obvious: Unicorns get big fast. As a result, they enjoy the very steep growth rates of the businesses they’re in. Think about Uber, created in 2009, which is now available in over 400 cities worldwide, fulfills over one million rides on a daily basis, has about 9 million users, and receives more than $1 billion in payments per year. Snapchat, an idea conceived in 2011, is now valued around $16 billion, with more than 100 million active users who send an average of over 400 million snaps per day.
   [C] The term "unicorns," coined by Aileen Lee, founder of Cowboy Ventures, is commonly used to identify venture-backed private companies valued at $1 billion or more. As of February this year, the top 10 unicorns for market capitalization are: Uber, Xiaomi, Airbnb, Palantir, Meituan-Dianping, Snapchat, Didi Kuaidi, Flipkart, and SpaceX. A complete list of unicorns is published by The Wall Street Journal; it includes a total of 146 companies.
   [D] But to realize this potential, established companies will need to fundamentally revisit their business models and cultures. Some of the big players do seem to recognize this—it may be one of Google’s motivations for creating its Alphabet structure, splitting itself into smaller and more agile units. In a digital world, learning to fail fast is the key to getting big fast, and we can expect the big, structured companies of today to take a leaf from Google’s book and start to turn themselves into portfolios of unicorns.
   [E] Unicorns have become widely studied and very popular in business press. In particular, much has been written around the key questions of whether their worth is anywhere near their valuations and why they are reluctant to go public. However, by simply celebrating the success stories of unicorns or quibbling with their valuation numbers, we risk ignoring the important question: How did they get to be so valuable?
   [F] But is there something about these specific companies that others can learn? To answer that deeper question, we carried out a systematic analysis of the 146 unicorns identified by The Wall Street Journal. Thanks to this analysis, we identified features that are common to pretty much all the unicorns, which we believe helps explain why they have been so successful.
   [G] These features can be summarized as follows: They have a sharply focused and experienced leadership; their business model is built around a single digital platform or software that is very quick and cheap to develop and leverage; they do not need to invest in building a big workforce and lots of assets; they are backed by financiers motivated for a quick sale; and they are willing to kill or pump in more money on short notice. Culture, incentives, and needs are all geared toward speed; what unicorns really embody are businesses optimized to bring specific digital innovations to markets really, really fast. To be sure, there are also plenty of failures. But the hyper-fast cycle times of the digital world mean that these entrepreneurs and the VCs backing them get to fail faster than they did before, which helps them reach the promised land more quickly.
   
选项
答案B
解析 本题接在E后面。E结尾处问独角兽公司变得这样有价值的原因。由此可知，本段应该会回答E提出的问题。B指出独角兽公司通常都是迅速发展壮大起来的，这使得它们呈现出迅猛上的增长势头，因此市场对这些公司的估值就会很高。这就解释了这类公司如何变得如此有价值。故选B。
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