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  3. Marketers like to work on the demand side—take what’s in demand, make it cheaper, run a lot of ads, make a profit. If you can in

Marketers like to work on the demand side—take what’s in demand, make it cheaper, run a lot of ads, make a profit. If you can in

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问题     Marketers like to work on the demand side—take what’s in demand, make it cheaper, run a lot of ads, make a profit. If you can increase demand for what you have already made, a lot of problems will take care of themselves. It’ s the promise made by the typical marketing organization: Give us money, and we’ll increase demand.
    There’s an overlooked alternative. If you can offer a scarce and coveted good or service that others can’t, you win. What is both scarce and in demand? Things that are difficult: difficult to conceive, to convey, and to make. Sometimes difficult even, at first, to sell—maybe an unpopular idea or a product that’s ahead of its time. In fact, just about the only thing that is not available in unlimited supply in an ever more efficient, connected world is the product of difficult work.
    It’s no longer particularly difficult to run a complex factory. There are people across the globe able to do it more cheaply than you. Commoditization doesn’ t apply only to making and selling cheap goods. Almost everything they teach in business school is easy to do. It’s easy to do the options pricing model. Providing audit services isn’t difficult. Neither is running a high-traffic website. Amazon will do it for you for pennies on the dollar.
    With a lack of difficulty comes more choice, more variation, and, yes, lower prices. And so consumers of every stripe are jaded. This puts huge pressure on organizations, because the race to the bottom demands that they either do all this easy work faster or do it cheaper than they did it yesterday. And there’s not a lot of room to do either one. The only refuge from the race to the bottom? Difficult work. Your only alternative is to create something scarce, something valuable, something that people will pay more for.
    What’s difficult? Creating beauty is difficult, whether it’s the tangible beauty of a brilliant innovation or the intangible essence of exceptional leadership. Beauty exists in an elegant and novel approach to a problem. Maybe it’ s captured in a simple device that works intuitively, reliably, and efficiently or in an effective solution—a "beautiful" solution—to an organizational dysfunction. And it exists in the act of connecting with and leading people.
    Leading changes is difficult. It’s difficult to find, hire, and retain people who are eager and able to change the status quo. It’s difficult to stick with a project that everyone seems to dislike. It’s difficult to motivate a team of people who have been lied to or had their spirits dashed.
    People who can do difficult work will always be in demand. And yet our default is to do the easy work, busy work, and work that only requires activity, not real effort or guts. That’s true of individuals, and also true of companies. That’s because we regard our role as cranking out average stuff for average people, pushing down price, and, at best, marginally improving value. That used to be the way to grow an organization.
    No longer. The world will belong to those who can create something scarce, not something cheap. The race to the top has just begun.
Our inclination to do easy work goes against
选项 A、the race to the bottom.
B、the growth of organizations.
C、the current market demand.
D、the race to the top.
答案D
解析 这是一道细节分析题。答案信息来源在第八段，其大意是：未来的冲顶之争将在创造稀缺事物的人之间展开，即进行高难度工作将逐渐成为主流。这与我们默认从事简单工作(包括粗制滥造寻常物、压低价格，或微不足道地提高价值)的做法相违背，故D选项为正确选项。同时可知A选项与上文意思相悖。由第七段末句可知，趋于从事简单工作的做法一度是壮大组织的方式，B选项错误。C选项夸大其辞，第七段首句指出，对高难度工作人才的需求一直存在，即目前的市场也需要大量从事高难度工作的人，但无法推知当前的市场不需要做简单工作的人，故我们默认的做法与市场需求不一定相悖。
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