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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.
What can we infer from paragraph 3 and 4 ?
选项 A、The lack of difficulty increases producers’ competitive strength.
B、Commoditization reduces producers’ difficulty in management.
C、Globalization has led to the race to the bottom.
D、Consumers hardly benefit from the competition among produces.
答案B
解析 这是一道细节分析推理题，考查考生捕捉文章细节及推理引申的能力。答案信息来源于第三段，前两句表明制造便宜的产品变得简单。第三句承上启下，指出商品化不只涉及产销成本的降低。紧接着第四句至段末通过举例说明商业运营中涉及的其他活动(如制定期权定价模型、提供审计服务、管理网站等)也因商品化而变得简单，由此可知，B选项为正确选项。第四段首句表明，难度的缺乏使得同类产品增多，加剧了竞争，从而生产者不得不降低价格、减少自身利润空间以应对这种情况，并不能得出生产者的竞争力提高，A选项不正确。C选项强加因果，第三段第二句指出全世界(across the globe)总有人可以找出更省钱的生产方式，只能说明降低成本的难度降低，并未涉及全球化与削减成本(逐底竞争的方式之一)的因果关系。D选项也不正确，虽然第四段第二句指出消费者对低价产品感到厌倦，但不可否认，竞争产生的低价多少使消费者获益。
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