Moh Bajaber, profile picture
Uploaded byMoh Bajaber
6,180 views

ابتكار نموذج العمل التجاري

ابتكار نموذج العمل التجاري هذا الجزء من الكتاب لا يغني عن اقتناء الكتاب الكامل بناء المشاريع - كيف تخطط لمشروعك - نموذج العمل التجاري

Embed presentation

Downloaded 312 times
‫ﻧـﻤـﻮذج‬ ‫اﺑــﺘــﻜـﺎر‬ ّ‫اﻟﺘﺠﺎري‬‫اﻟﻌﻤﻞ‬
Copyright © 2010 by Alexander Osterwalder and Yves Pigneur. All rights reserved. Originally published in English under the tle “Business Model Genera on” by John Wiley & Sons, Inc., Hoboken, New Jersey. Arabic Edi on Copyright © 2013 by Jabal Amman Publishers. All Rights reserved. This Arabic edi on published under license. No por on of this book may be reproduced, stored in a retrieval system or transmi ed in any form or by any means – electronic, mechanical, photocopy, recording or any other – except for brief quota ons in printed reviews, without prior permission of the publisher. ّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ ‫اﺑﺘﻜﺎر‬ ‫٣١٠٢ﻡ‬ ‫ﺍﻷﻭﻟﻰ‬ ‫ﺍﻟﻌﺮﺑﻴﺔ‬ ‫ﺍﻟﻄﺒﻌﺔ‬ ‫ﻣﺤﻔﻮﻇﺔ‬ ‫ﺍﻟﻄﺒﻊ‬ ‫ﺣﻘﻮﻕ‬ ‫ﻧﺎﺷﺮﻭﻥ‬ ‫ﺎﻥ‬ّ‫ﻤ‬‫ﻋ‬ ‫ﺟﺒﻞ‬ ‫ﺍﻷﺭﺩﻥ‬ ،١١١٨١ ‫ﺎﻥ‬‫ﱠ‬‫ﻋﻤ‬ ،٣٠٦٢ .‫ﺹ.ﺏ‬ +٩٦٢ ٦ ٥٦٦٥ ٧٦٨ :‫ﻫﺎﺗﻒ‬ +٩٦٢ ٦ ٥٦٣٩ ٧٦٨ :‫ﻓﺎﻛﺲ‬ Email: info@JAPublishers.com www.JAPublishers.com ٢٠١٣/٧/٢٣٣٠ :‫ﺍﻹﻳﺪﺍﻉ‬ ‫ﺭﻗﻢ‬ ISBN 978-9957-539-11-5 ،‫ﻧﻘﻠﻬﺎ‬ ‫ﺃﻭ‬ ‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬ ‫ﺍﺳﺘﻌﺎﺩﺓ‬ ‫ﻧﻄﺎﻕ‬ ‫ﻓﻲ‬ ‫ﺗﺨﺰﻳﻨﻪ‬ ‫ﺃﻭ‬ ،‫ﻣﻨﻪ‬ ‫ﺟﺰﺀ‬ ‫ﺃﻱ‬ ‫ﺃﻭ‬ ،‫ﺍﻟﻜﺘﺎﺏ‬ ‫ﻫﺬﺍ‬ ‫ﺇﺻﺪﺍﺭ‬ ‫ﺑﺈﻋﺎﺩﺓ‬ ‫ﻳﺴﻤﺢ‬ ‫ﻻ‬ ،‫ﻣﺤﻔﻮﻇﺔ‬ ‫ﺍﻟﺤﻘﻮﻕ‬ ‫ﺟﻤﻴﻊ‬ .‫ﺍﻟﻨﺎﺷﺮ‬ ‫ﻣﻦ‬ ‫ﻣﺴﺒﻖ‬ ‫ﺧﻄﻲ‬ ‫ﺇﺫﻥ‬ ‫ﺩﻭﻥ‬ ،‫ﺍﻷﺷﻜﺎﻝ‬ ‫ﻣﻦ‬ ‫ﺷﻜﻞ‬ ‫ﺑﺄﻱ‬ ‫ﺍﺳﺘﻨﺴﺎﺧﻪ‬ ‫ﺃﻭ‬ .(Central Press) ‫ﺍﻟﻤﺮﻛﺰﻳﺔ‬ ‫ﺍﻟﻤﻄﺎﺑﻊ‬ ‫ﻓﻲ‬ ‫ﺒﻊ‬ُ‫ﻃ‬
:‫ﺗﺄﻟﻴﻒ‬ (Alexander Osterwalder) ‫أوﺳﱰﭬﺎﻟﺪر‬ ‫أﻟﻜﺴﻨﺪر‬ (Yves Pigneur) ‫ﭘـﻴﻨﻮر‬ ‫إﻳﭫ‬ :‫ﺗﺼﻤﻴﻢ‬ (Alan Smith, The Movement) ‫ﻣﻮﭬـﻤﻨﺖ‬ ‫ذا‬ ،‫ﺳﻤﻴﺚ‬ ‫أﻻن‬ :‫ﻣﺸﺎرك‬ ‫ِّﻒ‬‫ﻟ‬‫وﻣﺆ‬ ‫ر‬ِّ‫ﻣﺤﺮ‬ (Tim Clark) ‫ﻛﻼرك‬ ‫ﺗﻴﻢ‬ :‫إﻧﺘﺎج‬ (Patrick van der Pijl) ‫ﭘـﻴﺠﻞ‬ ‫دﻳﺮ‬ ‫ﭬـﺎن‬ ‫ﭘـﺎﺗﺮﻳﻚ‬ :‫ﺗﺮﺟﻤﺔ‬ (Ismael Saleh) ‫ﺻﺎﻟﺢ‬ ‫إﺳﻤﺎﻋﻴﻞ‬ :‫اﻟﻌﺮﺑﻲ‬ ‫اﻟﻨﺺ‬ ‫ﻣﺮاﺟﻌﺔ‬ (Rakan Al Eidi) ‫اﻟﻌﻴﺪي‬ ‫راﻛﺎن‬ .‫م‬ (Lubna Taimeh) ‫اﻟﻄﻌﻴﻤﺔ‬ ‫ﻟﺒﻨﻰ‬ :‫اﻟﺘﺄﻟﻴﻒ‬ ‫ﻓﻲ‬ ‫ﺷﺎرك‬ ‫ا‬ً‫ﺑﻠﺪ‬ ٤٥ ‫ﻣﻦ‬ ّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻓﻲ‬ ‫ﺳﲔ‬ِّ‫اﻟﻤﺘﻤﺮ‬ ‫ﻣﻦ‬ ٤٧٠ ُّ‫ﻳﻀﻢ‬ ‫راﺋﻊ‬ ٌ‫ﺣﺸﺪ‬ ‫ﻧـﻤـﻮذج‬ ‫اﺑــﺘــﻜـﺎر‬ ّ‫اﻟﺘﺠﺎري‬‫اﻟﻌﻤﻞ‬ An imprint of Business Model Generation ‫ي‬ِّ‫ﺪ‬‫اﻟﺘﺤ‬ ‫ﻳﻘﺒﻠﻮن‬ ‫وﻣﻦ‬ ،‫اﻟﻠﻌﺒﺔ‬ ‫ﻗﻮاﻋﺪ‬ ‫ي‬ ِّ‫وﻣﻐﲑ‬ ‫اﻟﺮؤى‬ ‫ﻷﺻﺤﺎب‬ ٌ‫دﻟﻴﻞ‬
:‫اﻟﺘﺄﻟﻴﻒ‬ ‫ﻓﻲ‬ ‫ﺷﺎرك‬ Ellen Di Resta Michael Anton Dila Remko Vochteloo Victor Lombardi Jeremy Hayes Alf Rehn Jeff De Cagna Andrea Mason Jan Ondrus Simon Evenblij Chris Walters Caspar van Rijnbach benmlih Rodrigo Miranda Saul Kaplan Lars Geisel Simon Scott Dimitri Lévita Johan √ñrneblad Craig Sadler Praveen Singh Livia Labate Kristian Salvesen Daniel Egger Diogo Carmo Marcel Ott Guilhem Bertholet Thibault Estier Stephane Rey Chris Peasner Jonathan Lin Cesar Picos Florian Armando Maldonado Eduardo Míguez Anouar Hamidouche Francisco Perez Nicky Smyth Bob Dunn Carlo Arioli Matthew Milan Ralf Beuker Sander Smit Norbert Herman Atanas Zaprianov Linus Malmberg Deborah Mills-Scofield Peter Knol Jess McMullin Marianela Ledezma Ray Guyot Martin Andres Giorgetti Geert van Vlijmen Rasmus Rønholt Tim Clark Richard Bell Erwin Blom Frédéric Sidler John LM Kiggundu Robert Elm Ziv Baida Andra Larin-van der Pijl Eirik V Johnsen Boris Fritscher Mike Lachapelle Albert Meige Pablo M. Ramírez Jean-Loup Colin Pons Vacherand Guillermo Jose Aguilar Adriel Haeni Lukas Prochazka Kim Korn Abdullah Nadeem Rory O’Connor Hubert de Candé Frans Wittenberg Jonas Lindelöf Gordon Gray Karen Hembrough Ronald Pilot Yves Claude Aubert Wim Saly Woutergort Fanco Ivan Santos Negrelli Amee Shah Lars Mårtensson Kevin Donaldson JD Stein Ralf de Graaf Lars Norrman Sergey Trikhachev Thomas Alfred Herman Bert Spangenberg Robert van Kooten Hans Suter Wolf Schumacher Bill Welter Michele Leidi Asim J. Ranjha Peter Troxler Ola Dagberg Wouter van der Burg Artur Schmidt Slabber Peter Jones Sebastian Ullrich Andrew Pope Fredrik Eliasson Bruce MacVarish Göran Hagert Markus Gander Marc Castricum Nicholas K. Niemann Christian Labezin Claudio D’Ipolitto Aurel Hosennen Adrian Zaugg Frank Camille Lagerveld Andres Alcalde Alvaro Villalobos M Bernard Racine Pekka Matilainen Bas van Oosterhout Gillian Hunt Bart Boone Michael Moriarty Mike Design for Innovation Tom Corcoran Ari Wurmann Antonio Robert Wibe van der Pol paola valeri Michael Sommers Nicolas Fleury Gert Steens Jose Sebastian Palazuelos Lopez jorge zavala Harry Heijligers Armand Dickey Jason King Kjartan Mjoesund Louis Rosenfeld Ivo Georgiev Donald Chapin Annie Shum Valentin Crettaz Dave Crowther Chris J Davis Frank Della Rosa Christian Schüller Luis Eduardo de Carvalho Patrik Ekström Greg Krauska Giorgio Casoni Stef Silvis Peter Froberg Lino Piani Eric Jackson Indrajit Datta Chaudhuri Martin Fanghanel Michael Sandfær Niall Casey John McGuire Vivian Vendeirinho Martèl Bakker Schut Stefano Mastrogiacoo Mark Hickman Dibrov Reinhold König Marcel Jaeggi John O’Connell Javier Ibarra Lytton He Marije Sluis David Edwards Martin Kuplens-Ewart Jay Goldman Isckia Nabil Harfoush Yannick Raoef Hussainali ronald van den hoff Melbert Visscher Manfred Fischer Joe Chao Carlos Meca Mario Morales Paul Johannesson Rob Griffitts Marc-Antoine Garrigue Wassili Bertoen Bart Pieper Bruce E. Terry Michael N. Wilkens Himikel - TrebeA Jeroen de Jong Gertjan Verstoep Steven Devijver Jana Thiel Walter Brand Stephan Ziegenhorn Frank Meeuwsen Colin Henderson Danilo Tic Marco Raaijmakers Marc Sniukas Khaled Algasem Jan Pelttari Yves Sinner Michael Kinder Vince Kuraitis Teofilo Asuan Santiago IV Ray Lai Brainstorm Weekly Huub Raemakers Peter Salmon Philippe Khawaja M. Jille Sol Renninger, Wolfgang Daniel Pandza Robin Uchida Pius Bienz Ivan Torreblanca Berry Vetjens David Crow Helge Hannisdal Maria Droujkova Leonard Belanger Fernando Saenz-Marrero Susan Foley Vesela Koleva Martijn Eugen Rodel Edward Giesen
Manuel Toscano John Sutherland Remo Knops Juan Marquez Chris Hopf Marc Faeh Urquhart Wood Lise Tormod Curtis L. Sippel Abdul Razak Manaf George B. Steltman Karl Burrow Mark McKeever Linda Bryant Jeroen Hinfelaar Dan Keldsen Damien Roger A. Shepherd Morten Povlsen Lars Zahl Elin Mørch Langlo Xuemei Tian Harry Verwayen Riccardo Bonazzi André Johansen Colin Bush Alexander Korbee J Bartels Steven Ritchey Clark Golestani Leslie Cohen Amanda Smith Benjamin De Pauw Andre Macieira Wiebe de Jager Raym Crow Mark Evans DM Susan Schaper Marc Faltheim Nicolas De Santis Antoine Perruchoud Bernd Nurnberger Patrick van Abbema Terje Sand Leandro Jesus Karen Davis Tim Turmelle Anders Sundelin Renata Phillippi Martin Kaczynski Frank Bala Vaddi Andrew Jenkins Dariush Ghatan Marcus Ambrosch Jens Hoffmann Steve Thomson Eduardo M Morgado Rafal Dudkowski António Lucena de Faria Knut Petter Nor Ventenat Vincent Peter Eckrich Shridhar Lolla Jens Larsson David Sibbet Mihail Krikunov Edwin Kruis Roberto Ortelli Shana Ferrigan Bourcier Jeffrey Murphy Lonnie Sanders III Arnold Wytenburg David Hughes Paul Ferguson Frontier Service Design, LLC Peter Noteboom Ricardo Dorado John Smith Rod Eddie Jeffrey Huang Terrance Moore nse_55 Leif-Arne Bakker Edler Herbert Björn Kijl Chris Finlay Philippe Rousselot Rob Schokker Wouter Verwer Jan Schmiedgen Ugo Merkli Jelle Dave Gray Rick le Roy Ravila White David G Luna Arellano Joyce Hostyn Thorwald Westmaas Jason Theodor Sandra Pickering Trond M Fflòvstegaard Jeaninne Horowitz Gassol Lukas Feuerstein Nathalie Magniez Giorgio Pauletto Martijn Pater Gerardo Pagalday Eraña Haider Raza Ajay Ailawadhi Adriana Ieraci Daniël Giesen Erik Dejonghe Tom Winstanley Heiner P. Kaufmann Edwin Lee Ming Jin Stephan Linnenbank Liliana Jose Fernando Quintana Reinhard Prügl Brian Moore Gabi Marko Seppänen Erwin Fielt Olivier Glassey Francisco Conde Fernández Valérie Chanal Anne McCrossan Larsen Fred Collopy Jana Görs Patrick Foran Edward Osborn Greger Hagström Alberto Saavedra Remco de Kramer Lillian Thompson Howard Brown Emil Ansarov Frank Elbers Horacio Alvaro Viana Markus Schroll Hylke Zeijlstra Cheenu Srinivasan Cyril Durand Jamil Aslam Oliver Buecken John Wesner Price Axel Friese Gudmundur Kristjansson Rita Shor Jesus Villar Espen Figenschou- Skotterud James Clark Jose Alfonso Lopez Eric Schreurs Donielle Buie Adilson Chicória Asanka Warusevitane Jacob Ravn Hampus Jakobsson Adriaan Kik Julián Domínguez Laperal Marco W J Derksen Dr. Karsten Willrodt Patrick Feiner Dave Cutherell Di Prisco Darlene Goetzman Mohan Nadarajah Fabrice Delaye Sunil Malhotra Jasper Bouwsma Ouke Arts Alexander Troitzsch Brett Patching Clifford Thompson Jorgen Dahlberg Christoph Mühlethaler Ernest Buise Alfonso Mireles Richard Zandink Fraunhofer IAO Tor Rolfsen Grønsund David M. Weiss Kim Peiter Jørgensen Stephanie Diamond Stefan Olsson Anders Stølan Edward Koops Prasert Thawat- chokethawee Pablo Azar Melissa Withers Edwin Beumer Dax Denneboom Mohammed Mushtaq Gaurav Bhalla Silvia Adelhelm Heather McGowan Phil Sang Yim Noel Barry Vishwanath Edavayyanamath Rob Manson Rafael Figueiredo Jeroen Mulder Emilio De Giacomo Franco Gasperoni Michael Weiss Francisco Andrade Arturo Herrera Sapunar Vincent de Jong Kees Groeneveld Henk Bohlander Sushil Chatterji Tim Parsey Georg E. A. Stampfl Markus Kreutzer Iwan Schneider Michael Schuster Ingrid Beck Antti Äkräs EHJ Peet Ronald Poulton Ralf Weidenhammer Craig Rispin Nella van Heuven Ravi Sodhi Dick Rempt Rolf Mehnert Luis Stabile Enterprise Consulting Aline Frankfort
‫ﺗﻘﺪﻳﻢ‬ ‫ﻋﻠﻰ‬ ‫ﻛﺎﻥ‬ ‫ﱢ‬‫ﺍﻟﻌﺮﺑﻲ‬ ‫ﺍﻟﻌﺎﻟﻢ‬ ‫ﻓﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺑﺎﻟﺤﻴﻮﻳ‬ ٍ‫ﻧﺎﺑﺾ‬ ‫ﱟ‬‫ﺧﺎﺹ‬ ‫ﻗﻄﺎﻉ‬ َ‫ﺯ‬‫ﺑﺮﻭ‬ ‫ﱠ‬‫ﺇﻥ‬ ‫ﻞ‬‫ﱢ‬‫ﺜ‬‫ﻭﺍﻟﻤﺘﻤ‬ ‫ﺍﻟﺴﺎﺋﺪ‬ ‫ﻤﻮﺫﺝ‬‫ﱠ‬‫ﻨ‬‫ﻟﻠ‬ ‫ﻟﻠﺤﻴﺎﺓ‬ َ‫ﺍﻟﻘﺎﺑﻞ‬ َ‫ﺍﻟﺒﺪﻳﻞ‬ ‫ﺓ‬‫ﱠ‬‫ﻋﺪ‬ ٍ‫ﻋﻘﻮﺩ‬ ‫ﻣﺪﻯ‬ ‫ﺧﺮﻯ‬ُ‫ﺍﻷ‬ ‫ﺍﻟﻤﻨﺎﻓﻊ‬ ‫ﺑﻴﻦ‬ ‫ﻭﻣﻦ‬ .‫ﺍﻟﻤﺎﻝ‬ ‫ﺭﺃﺱ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺪﻭﻟﺔ‬ ‫ﻴﻄﺮﺓ‬َ‫ﺳ‬ ‫ﻓﻲ‬ ‫ﱟ‬‫ﺩﻳﻨﺎﻣﻴﻜﻲ‬ ‫ﱟ‬‫ﺗﻨﺎﻓﺴﻲ‬ ‫ﻣﺠﺘﻤﻊ‬ ُ‫ﺩ‬‫ﺟﻮ‬ُ‫ﻭ‬ ‫ﻫﻮ‬ ،‫ﻓﺎﻋﻞ‬ ‫ﱟ‬‫ﺧﺎﺹ‬ ‫ﻗﻄﺎﻉ‬ ‫ﻟﺒﺮﻭﺯ‬ َ‫ﺣﺠﻢ‬ ‫ﻭﻳﺰﻳﺪ‬ ، ّ‫ﺍﻻﻗﺘﺼﺎﺩﻱ‬ ‫ﱢ‬‫ﺍﻟﻨﻤﻮ‬ ‫ﺗﺤﺴﻴﻦ‬ ‫ﻋﻠﻰ‬ ُ‫ﻳﻌﻤﻞ‬ ‫ﻴﻦ‬‫ﱢ‬‫ﺍﻟﺮﻳﺎﺩﻳ‬ ‫ﻣﻦ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺳﺎﺕ‬َ‫ﺍﻟﻤﻤﺎﺭ‬ ‫ﺙ‬‫ﱢ‬‫ﺤﺪ‬ُ‫ﻭﻳ‬ ،‫ﺍﻟﻮﺳﻄﻰ‬ ‫ﺍﻟﻄﺒﻘﺔ‬ ،‘‘ ّ‫ﺍﻟﻌﺮﺑﻲ‬ ‫’’ﺍﻟﺮﺑﻴﻊ‬ ‫ﺑﻌﺪ‬ ‫ﻝ‬‫ﱡ‬‫ﺍﻟﺘﺤﻮ‬ ‫ﻫﺬﺍ‬ ‫ﺣﺪﻭﺙ‬ ‫ُﺮﺹ‬‫ﻓ‬ ‫ﺖ‬َ‫ﻨ‬ ‫ﱠ‬‫ﺗﺤﺴ‬ ‫ﻟﻘﺪ‬ ‫ﺗﺰﺍﻣﻨﺖ‬ ‫ﻭﻗﺪ‬ .‫ﺍﻷﻓﺮﺍﺩ‬ ‫ﻤﻜﻴﻦ‬َ‫ﺗ‬ ‫ﺇﻟﻰ‬ ‫ﺗﺪﻋﻮ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻨﺪﺍﺀﺍﺕ‬ َ‫ﺭﻓﻊ‬ ‫ﺍﻟﺬﻱ‬ ‫ﻓﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﻳﺎﺩﻳ‬ ‫ﺍﻟﺮﻭﺡ‬ ‫ﺔ‬‫ﱠ‬‫ﺣﻴﻮﻳ‬ ُ‫ﱢﺪ‬‫ﻛ‬‫ﺗﺆ‬ ‫ﱠﺔ‬‫ﻟ‬‫ﺃﺩ‬ ‫ﻭﺟﻮﺩ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻨﺪﺍﺀﺍﺕ‬ ‫ﻫﺬﻩ‬ ‫ﱠ‬‫ﺍﻟﻌﺮﺑﻲ‬ ‫ﺍﻟﺸﺒﺎﺏ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﺇﻟﻰ‬ ُ‫ﺗﺸﻴﺮ‬ ‫ﺔ‬‫ﱠ‬‫ﻣﺴﺤﻴ‬ ‫ﺑﺪﺭﺍﺳﺎﺕ‬ ً‫ﺔ‬‫ﻣﺪﻋﻮﻣ‬ ‫ﻣﻨﻄﻘﺘﻨﺎ‬ .‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﺨﺎﺻ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺃﻋﻤﺎﻟﻬﻢ‬ ‫ﺑﺈﻃﻼﻕ‬ ‫ﻏﻴﺮﻫﻢ‬ ‫ﻣﻦ‬ ‫ﺃﻛﺜﺮ‬ ‫ﺎ‬ً‫ﺍﻫﺘﻤﺎﻣ‬ ‫ﺃﻇﻬﺮﻭﺍ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﺎ‬ ً‫ﺃﻳﻀ‬ ْ‫ﺕ‬َ‫ﻗﺪﺃﻇﻬﺮ‬ ‫ﺫﺍﺗﻬﺎ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺴﺤﻴ‬ ‫ﺍﻟﺪﺭﺍﺳﺎﺕ‬ ‫ﻫﺬﻩ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﱠ‬‫ﺇﻻ‬ ‫ﻹﻃﻼﻕ‬ ‫ﺔ‬‫ﱠ‬‫ﻓﻌﻠﻴ‬ ٍ‫ﺧﻄﻮﺍﺕ‬ ‫ﺨﺎﺫ‬‫ﱢ‬‫ﺗ‬‫ﺍ‬ ‫ﻓﻲ‬ ‫ﻈﺮﺍﺋﻬﻢ‬ُ‫ﻧ‬ ‫ﻣﻦ‬ ‫ﱡ‬‫ﺃﻗﻞ‬ ‫ﱠ‬‫ﺍﻟﻌﺮﺑﻲ‬ َ‫ﺍﻟﺸﺒﺎﺏ‬ ‫ﺗﺜﺒﻴﻂ‬ ‫ﻭﺭﺍﺀ‬ ‫ﺍﻟﻜﺎﻣﻨﺔ‬ ‫ﺍﻷﺳﺒﺎﺏ‬ ‫ﱡ‬‫ﻭﺗﻀﻢ‬ .‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﺨﺎﺻ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﻣﺸﺎﺭﻳﻌﻬﻢ‬ ،‫ﺍﻟﻤﻌﺮﻭﻓﺔ‬ ‫ﺍﻟﻤﻌﻴﻘﺎﺕ‬ ‫ﻣﻦ‬ ‫ﻟﻪ‬ ‫ﺣﺼﺮ‬ ‫ﻻ‬ ‫ﺍ‬ً‫ﺩ‬‫ﻋﺪ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﻳﺎﺩﻳ‬ ‫ﺍﻟﺮﻭﺡ‬ ‫ﻭﺍﻹﺟﺮﺍﺀﺍﺕ‬ ،‫ﺍﻟﻼﺯﻡ‬ ‫ﺍﻟﺘﻤﻮﻳﻞ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺤﺼﻮﻝ‬ ‫ﺻﻌﻮﺑﺔ‬ :‫ﺑﻴﻨﻬﺎ‬ ‫ﻭﻣﻦ‬ .‫ﻌﺔ‬‫ﱢ‬‫ﺍﻟﻤﺸﺠ‬ ‫ﻏﻴﺮ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻨﺎﺧﺎﺕ‬ُ‫ﻭﻣ‬ ،‫ﺪﺓ‬‫ﱠ‬‫ﻘ‬‫ﺍﻟﻤﻌ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺒﻴﺮﻭﻗﺮﺍﻃﻴ‬ ‫ﺻﺎﺭﺕ‬ ‫ﻬﺎ‬‫ﱠ‬‫ﻧ‬‫ﺃ‬ ‫ﻏﻴﺮ‬ ،‫ﺍﻟﻤﺎﺿﻲ‬ ‫ﻓﻲ‬ ً‫ﺔ‬‫ﱠ‬‫ﻠﺤ‬ُ‫ﻣ‬ ‫ﺗﻜﻦ‬ ‫ﻟﻢ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻷﻣﻮﺭ‬ ُ‫ﻭﺃﺣﺪ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻪ‬ُ‫ﺗﻠﻌﺒ‬ ‫ﺍﻟﺬﻱ‬ ‫ﺍﻟﺪﻭﺭ‬ ‫ﻫﻮ‬ ،‫ﺍﻵﻥ‬ ‫ﺎ‬ً‫ﺿﻮﺣ‬ُ‫ﻭ‬ ‫ﺃﻛﺜﺮ‬ ‫ﱡ‬‫ﻌﺪ‬ُ‫ﻳ‬ ‫ﺍﻟﻤﻨﻈﻮﺭ‬ ‫ﻫﺬﺍ‬ ‫ﻭﻣﻦ‬ .‫ﺍﻟﻴﻮﻡ‬ ‫ﱢ‬‫ﺍﻟﻌﺮﺑﻲ‬ ‫ﺍﻟﻌﺎﻟﻢ‬ ‫ﻓﻲ‬ ‫ﻳﺎﺩﺓ‬‫ﱢ‬‫ﺍﻟﺮ‬ ‫ﺗﺸﻜﻴﻞ‬ ‫ﻓﻲ‬ ‫ﻟﺰﻳﺎﺩﺓ‬ ‫ﺑﻬﺎ‬ ‫ﺎ‬ً‫ﺒ‬‫ﱠ‬‫ﻣﺮﺣ‬ ً‫ﺔ‬‫ﻣﺴﺎﻫﻤ‬ ‘‘ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺍﺑﺘﻜﺎﺭ‬’’ ‫ﻛﺘﺎﺏ‬ ‫ﺃﻥ‬ ‫ﻭﺍﻷﺳﺎﻟﻴﺐ‬ ‫ﺍﻟﻄﺮﻕ‬ ‫ﻓﻲ‬ ‫ﻟﻼﺑﺘﻜﺎﺭ‬ ‫ﺑﻬﺎ‬ ‫ﻳﻤﻜﻦ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﻟﻠﻜﻴﻔﻴ‬ ‫ﻨﺎ‬ِ‫ﻤ‬‫َﻬ‬‫ﻓ‬ ‫ﺃﻥ‬ ‫ﻪ‬ُ‫ﻨ‬‫ﻳﻤﻜ‬ ‫ﻛﻤﺎ‬ ،‫ﺍﻟﺒﺎﻟﻴﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻓﻲ‬ ً‫ﺓ‬‫ﺛﻮﺭ‬ َ‫ﺤﺪﺙ‬ُ‫ﻳ‬ .‫ﺔ‬‫ﱠ‬‫ﻭﺍﻟﻤﺠﺘﻤﻌﻴ‬ ‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﺨﺎﺻ‬ ِ‫ﺍﻟﻌﺎﺋﺪﺍﺕ‬ َ‫ﻢ‬‫ﱢ‬‫ﻌﻈ‬ُ‫ﻳ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻬﺎﺋﻠﺔ‬ ‫ﺍﻟﻔﺠﻮﺍﺕ‬ ‫ﻋﻦ‬ ‫ﺍﻷﺧﻴﺮﺓ‬ ‫ﺍﻵﻭﻧﺔ‬ ‫ﻓﻲ‬ ُ‫ﺍﻟﻜﺜﻴﺮ‬ ‫ﺸﺮ‬ُ‫ﻧ‬ ‫ﻟﻘﺪ‬ ،‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻗﻄﺎﻉ‬ ‫ﻓﻲ‬ ‫ﻭﺍﻟﺘﺪﺭﻳﺐ‬ ‫ﺍﻟﺘﻌﻠﻴﻢ‬ ‫ﱡ‬‫ﻳﺨﺺ‬ ‫ﻣﺎ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﻨﻄﻘﺔ‬ ‫ﻭﺇﺫ‬ .‫ﺑﻬﺎ‬ ‫ﺍﻟﻤﺮﺗﺒﻂ‬ ‫ﺍﻟﺨﻠﻞ‬ ‫ﻟﺘﺼﺤﻴﺢ‬ ‫ﻤﺔ‬‫ﱠ‬‫ﺍﻟﻤﺼﻤ‬ ‫ﺍﻟﺒﺮﺍﻣﺞ‬ ‫ﺮﺕ‬َ‫ﺛ‬‫ﻭﺗﻜﺎ‬ ،‫ﺔ‬‫ﱠ‬‫ﻭﻗﻮﻳ‬ ٍ‫ﺑﺴﻴﻄﺔ‬ ٍ‫ﺃﺩﻭﺍﺕ‬ ‫ﺑﺎﺳﺘﺨﺪﺍﻡ‬ ‫ﺍﻻﺑﺘﻜﺎﺭ‬ َ‫ﺓ‬‫ﱠ‬‫ﻗﻮ‬ ُ‫ﺍﻟﻜﺘﺎﺏ‬ ‫ﻫﺬﺍ‬ ُ‫ﻳﻌﺮﺽ‬ ُ‫ﻌﻴﺪ‬ُ‫ﺗ‬‫ﻭ‬ ،‫ﺔ‬‫ﱠ‬‫ﻋﺎﻣ‬ ٍ‫ﺃﺩﻭﺍﺕ‬ ‫ﻣﻦ‬ ُ‫ﺗﺴﺘﻔﻴﺪ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﺒﺮﺍﻣﺞ‬ ‫ﺔ‬‫ﱠ‬‫ﻓﺎﻋﻠﻴ‬ ‫ﻯ‬‫ﱠ‬‫ﻳﺘﺤﺪ‬ ‫ﻪ‬‫ﱠ‬‫ﻧ‬‫ﻓﺈ‬ .‫ﺔ‬‫ﱠ‬‫ﺗﻘﻠﻴﺪﻳ‬ ٍ‫ﺃﻋﻤﺎﻝ‬ َ‫ﻧﻤﺎﺫﺝ‬ َ‫ﺇﻧﺘﺎﺝ‬ ُ‫ﺍﻟﻜﺘﺎﺏ‬ ‫ﻫﺬﺍ‬ ُ‫ﻳﻌﺮﺽ‬ ، ّ‫ﺍﻟﻌﺮﺑﻲ‬ ‫ﺍﻟﻌﺎﻟﻢ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻔﺎﺻﻠﺔ‬ ‫ﺍﻷﻭﻗﺎﺕ‬ ‫ﻫﺬﻩ‬ ‫ﻓﻲ‬ ُ‫ﺗﻌﻤﻞ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻜﻴﻔﻴ‬ ‫ﺗﻘﺪﻳﺮ‬ ‫ﻋﻠﻰ‬ ‫ﻧﺎ‬ُ‫ﻳﺴﺎﻋﺪ‬ ‫ﺎ‬ً‫ﻭﻣﻄﻠﻮﺑ‬ ‫ﺎ‬ً‫ﺑﺴﻴﻄ‬ ٍ‫ﻋﻤﻞ‬ َ‫ﺇﻃﺎﺭ‬ ‫ﺗﺸﻜﻴﻞ‬ ‫ﺇﻋﺎﺩﺓ‬ ‫ﻋﻠﻰ‬ ‫ﺍ‬ً‫ﻳﺪ‬َ‫ﻭ‬ُ‫ﺭ‬ ‫ﺍ‬ً‫ﻳﺪ‬َ‫ﻭ‬ُ‫ﺭ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻻﺑﺘﻜﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ُ‫ﻧﻤﺎﺫﺝ‬ ‫ﺑﻬﺎ‬ .‫ﺎﺗﻬﺎ‬‫ﱠ‬‫ﻭﺍﻗﺘﺼﺎﺩﻳ‬ ‫ﻣﻨﻄﻘﺘﻨﺎ‬ ِ‫ﻣﺠﺘﻤﻌﺎﺕ‬ ‫ﻳﻮﺳﻒ‬ ‫ﻣﺤﻤﺪ‬ ‫ﻃﺎرق‬ .‫د‬ ‫ِﻚ‬‫ﺘ‬َ‫ﻠ‬ ِ‫ﺻ‬ -‫اﻟﺘﻨﻔﻴﺬي‬ ‫اﻟﺮﺋﻴﺲ‬
‫رة؟‬ِ‫د‬‫ﺒﺎ‬ ُ‫ﻣ‬ ٍ‫ﺔ‬َّ‫رﻳﺎدﻳ‬ ‫ﺑﺮوح‬ ‫ﻊ‬َّ‫ﺘ‬‫ﺗﺘﻤ‬ ‫ﻫﻞ‬ _______ ‫ﻻ‬ _______ ‫ﻧﻌﻢ‬ ‫ﻗﻴﻤﺔ‬ ‫إﻳﺠﺎد‬ ‫ﺔ‬َّ‫ﻛﻴﻔﻴ‬ ‫ﻓﻲ‬ ‫اﻟﺘﻔﻜﲑ‬ ُ‫داﺋﻢ‬ ‫أﻧﺖ‬ ‫ﻫﻞ‬ ‫ﻓﻲ‬ ‫ﺮ‬ِّ‫ﻜ‬‫ﺗﻔ‬ ‫ﻚ‬َّ‫ﻧ‬‫أ‬ ‫أو‬ ،‫ﺟﺪﻳﺪة‬ ‫أﻋﻤﺎل‬ ‫وإﻗﺎﻣﺔ‬ ‫ﻬﺎ‬ُ‫ﺗﻘﱰﺣ‬ ‫ﺗﺸﻜﻴﻠﻬﺎ؟‬ ‫إﻋﺎدة‬ ‫أو‬ ‫ﻣﻨﺸﺄﺗﻚ‬ ‫ﺗﺤﺴﲔ‬ ‫ﺔ‬َّ‫ﻛﻴﻔﻴ‬ _______ ‫ﻻ‬ _______ ‫ﻧﻌﻢ‬ ‫ﻹدارة‬ ٍ‫ﺮة‬َ‫ﻣﺒﺘﻜ‬ َ‫أﺳﺎﻟﻴﺐ‬ ‫إﻟﻰ‬ ‫ﻞ‬ ُّ‫اﻟﺘﻮﺻ‬ ُ‫ﺗﺤﺎول‬ ‫ﻫﻞ‬ ‫ﻋﻔﺎ‬ ‫اﻟﺘﻲ‬ ‫اﻟﻘﺪﻳﻤﺔ‬ ‫اﻷﺳﺎﻟﻴﺐ‬ ‫ﻣﻦ‬ ً‫ﺑﺪﻻ‬ ‫أﻋﻤﺎﻟﻚ‬ ‫اﻟﺰﻣﻦ؟‬ ‫ﻋﻠﻴﻬﺎ‬ _______ ‫ﻻ‬ _______ ‫ﻧﻌﻢ‬
‫ﻣﻦ‬ ٍّ‫أي‬ ‫ﻋﻦ‬ ‫ﻚ‬ُ‫ﺘ‬‫إﺟﺎﺑ‬ ‫ﻛﺎﻧﺖ‬ ْ‫إن‬ ‫ﺎ‬ً‫ﻓﻤﺮﺣﺒ‬ ،«‫»ﻧﻌﻢ‬ ‫اﻷﺳﺌﻠﺔ‬ ‫ﻫﺬه‬ !‫ﻓﺮﻳﻘﻨﺎ‬ ‫ﻓﻲ‬ ‫ﺑﻚ‬ ‫وﻟﻠﺬﻳﻦ‬ ‫اﻟﺮؤى‬ ‫ﻷﺻﺤﺎب‬ ً‫دﻟﻴﻼ‬ ‫اﻵن‬ ‫ﻳﺪﻳﻚ‬ ‫ﺑﲔ‬ ‫ﺗﺤﻤﻞ‬ ‫ﻚ‬َّ‫ﻧ‬‫إ‬ ‫ﻟﻘﺒﻮل‬ ‫ﻳﻦ‬ِّ‫ﺪ‬‫واﻟﻤﺴﺘﻌ‬ ،‫اﻟﻠﻌﺒﺔ‬ ‫ﻗﻮاﻋﺪ‬ ‫ﺗﻐﻴﲑ‬ ‫ﺠﻴﺪون‬ُ‫ﻳ‬ ،‫اﻟﺰﻣﻦ‬ ‫ﻋﻠﻴﻬﺎ‬ ‫ﻋﻔﺎ‬ ‫اﻟﺘﻲ‬ ‫ﺔ‬َّ‫اﻟﺘﺠﺎرﻳ‬ ‫اﻟﻨﻤﺎذج‬ ‫ي‬ِّ‫ﺪ‬‫ﺗﺤ‬ ‫اﺑﺘﻜﺎر‬ ‫ﺣﻮل‬ ‫ﻛﺘﺎب‬ ‫ﻪ‬َّ‫ﻧ‬‫إ‬ .‫اﻟﻤﺴﺘﻘﺒﻞ‬ ِ‫ﻣﻨﺸﺂت‬ ‫ﻤﻮن‬ ِّ‫ﺼﻤ‬ُ‫وﻳ‬ .‫ﺔ‬َّ‫اﻟﺘﺠﺎرﻳ‬ ‫اﻷﻋﻤﺎل‬ ‫ﻧﻤﺎذج‬
‫ﻣﻦ‬ ً‫ﻫﺎﺋﻠﺔ‬ ‫ا‬ً‫أﻋﺪاد‬ ‫اﻟﻴﻮم‬ ‫ﻋﺎﻟﻢ‬ ‫ﻓﻲ‬ ‫ﻧﺮى‬ ‫إﻧﻨﺎ‬ .‫ﺑﺎﺳﺘﻤﺮار‬ ‫ﺗﻈﻬﺮ‬ ‫اﻟﺘﻲ‬ ‫اﻟﻤﺒﺘﻜﺮة‬ ‫اﻷﻋﻤﺎل‬ ‫ﻧﻤﺎذج‬ ُ‫ﻞ‬َّ‫ﻜ‬‫ﺗﺘﺸ‬ ‫ﺎ‬ًّ‫ﻴ‬ِّ‫ﻠ‬‫ﻛ‬ ً‫ﺟﺪﻳﺪة‬ ٍ‫ﺻﻨﺎﻋﺎت‬ ُ‫ﻧﺸﻬﺪ‬ ‫ﻨﺎ‬َّ‫ﻧ‬‫أ‬ ‫ﻛﻤﺎ‬ .‫وﺗﺨﺘﻔﻲ‬ ‫ﺗﺘﻼﺷﻰ‬ ‫ﻗﺪﻳﻤﺔ‬ ‫أﺧﺮى‬ ‫ﻓﻴﻤﺎ‬ ،‫وﺗﻈﻬﺮ‬ ٍ‫ﺷﺮﻛﺎت‬ ‫ى‬َّ‫ﺪ‬‫ﺗﺘﺤ‬ ‫اﻟﺘﺄﺳﻴﺲ‬ َ‫ﺣﺪﻳﺜﺔ‬ ٍ‫ﺷﺮﻛﺎت‬ ‫ﻧﺮى‬ ‫ﻹﻋﺎدة‬ ‫ﻣﺤﻤﻮم‬ٍ ‫ﺑﺸﻜﻞ‬ ‫ﺑﻌﻀﻬﺎ‬ ُ‫ﻳﻜﺎﻓﺢ‬ ً‫ﻋﺮﻳﻘﺔ‬ .‫ﻧﻔﺴﻬﺎ‬ ‫ﺗﺸﻜﻴﻞ‬ ‫ﻣﻨﺸﺄﺗﻚ‬ ‫ﻋﻤﻞ‬ ُ‫ﻧﻤﻮذج‬ ‫ﻳﺒﺪو‬ ‫أن‬ ‫ﻞ‬َّ‫ﺗﺘﺨﻴ‬ ‫ﻛﻴﻒ‬ ‫اﻵن؟‬ ‫ﻣﻦ‬ ‫ﺳﻨﻮات‬ ‫ﻋﺸﺮ‬ ‫أو‬ ‫ﺧﻤﺲ‬ ‫أو‬ ‫ﲔ‬َ‫ﺘ‬‫ﺳﻨ‬ ‫ﺑﻌﺪ‬ ‫ﻋﻠﻰ‬ ‫اﻟﻤﺴﻴﻄﺮﻳﻦ‬ ‫اﻟﻼﻋﺒﲔ‬ ‫ﺿﻤﻦ‬ ‫ﺳﺘﻜﻮن‬ ‫ﻫﻞ‬ ‫ﺣﻮن‬ِّ‫ﻳﻠﻮ‬ ‫ﻣﻨﺎﻓﺴﲔ‬ ‫ﻮاﺟﻪ‬ُ‫ﺘ‬‫ﺳ‬ ‫ﻚ‬َّ‫ﻧ‬‫أ‬ ‫أم‬ ‫اﻟﺴﺎﺣﺔ؟‬ ‫ﺒﺔ؟‬ِ‫ﺮﻋ‬ ُ‫ﻣ‬ ٍ‫ﺟﺪﻳﺪة‬ ٍ‫ﺔ‬َّ‫ﺗﺠﺎرﻳ‬ٍ ‫أﻋﻤﺎل‬ ‫ﺑﻨﻤﺎذج‬ ‫دﻳﻦ‬ِّ‫ﺪ‬‫ﻣﻬ‬
‫ﺑﺸﺄﻥ‬ ‫ﺙ‬‫ﱠ‬‫ﻳﺘﺤﺪ‬ ‫ﻓﻬﻮ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻃﺒﻴﻌﺔ‬ ‫ﺇﻟﻰ‬ ‫ﻋﻤﻴﻘﺔ‬ ً‫ﺓ‬‫ﻧﻈﺮ‬ ‫ﺍﻟﻜﺘﺎﺏ‬ ‫ﻫﺬﺍ‬ ‫ﻌﻄﻴﻚ‬ُ‫ﺳﻴ‬ ‫ﻭﺃﺳﺎﻟﻴﺐ‬ ،‫ﻋﻤﻠﻬﺎ‬ ‫ﻭﺁﻟﻴﺎﺕ‬ ‫ﺭﺓ‬‫ﱢ‬‫ﺍﻟﻤﺘﻄﻮ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻌﺼﺮﻳ‬ ‫ﺍﻟﻨﻤﺎﺫﺝ‬ ‫ﻭﺗﻠﻚ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﻘﻠﻴﺪﻳ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻟﻨﻤﺎﺫﺝ‬ ُ‫ﺩ‬‫ﺗﻘﻮ‬ ‫ﻭﻛﻴﻒ‬ ،‫ﺍ‬ً‫ﺷﺪﻳﺪ‬ ‫ﺎ‬ ً‫ﺗﻨﺎﻓﺴ‬ ُ‫ﺗﺸﻬﺪ‬ ‫ﺑﻴﺌﺔ‬ ‫ﻭﺳﻂ‬ ‫ﻋﻤﻠﻚ‬ ‫ﻧﻤﻮﺫﺝ‬ َ‫ﻣﻮﻗﻊ‬ ُ‫ﺩ‬‫ﱢ‬‫ﺗﺤﺪ‬ ‫ﻭﻛﻴﻒ‬ ،‫ﺍﻻﺑﺘﻜﺎﺭ‬ .‫ﺑﻤﻨﺸﺄﺗﻚ‬ ‫ﱢ‬‫ﺍﻟﺨﺎﺹ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺗﺼﻤﻴﻢ‬ ‫ﺇﻋﺎﺩﺓ‬ ‫ﺔ‬‫ﱠ‬‫ﻋﻤﻠﻴ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴ‬ ‫ﺃﻭ‬ ‫ﺍﻹﺩﺍﺭﺓ‬ ‫ﺣﻮﻝ‬ ‫ﺎ‬ً‫ﻛﺘﺎﺑ‬ ‫ﻟﻴﺲ‬ ‫ﺍﻟﻜﺘﺎﺏ‬ ‫ﻫﺬﺍ‬ ‫ﱠ‬‫ﺃﻥ‬ َ‫ﺃﺩﺭﻛﺖ‬ ‫ﻗﺪ‬ ‫ﻚ‬‫ﱠ‬‫ﻧ‬‫ﺃ‬ ‫ﻓﻲ‬ ‫ﱠ‬‫ﺷﻚ‬ ‫ﻻ‬ ‫ﺑﺴﺮﻋﺔ‬ ،‫ﻣﻌﺮﻓﺘﻪ‬ ‫ﺇﻟﻰ‬ ٍ‫ﺑﺤﺎﺟﺔ‬ ‫ﺃﻧﺖ‬ ‫ﻣﺎ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺃﺳﺎﺳﻴ‬ ‫ﺇﻟﻴﻚ‬ ُ‫ﻳﻨﻘﻞ‬ ‫ﺑﺤﻴﺚ‬ ‫ﻤﻨﺎﻩ‬‫ﱠ‬‫ﺻﻤ‬ ‫ﻟﻘﺪ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﻨﻤﻮﺫﺟﻴ‬ ‫ﻤﺎﺭﻳﻦ‬َ‫ﺘ‬‫ﺑ‬ ٌ‫ﺪﻋﻮﻡ‬َ‫ﻣ‬ ‫ﻭﺍﻟﻤﺤﺘﻮﻯ‬ ،‫ﺔ‬‫ﱠ‬‫ﺗﺼﻮﻳﺮﻳ‬ ٍ‫ﺑﻄﺮﻳﻘﺔ‬ َ‫ﺔ‬‫ﺍﻷﻣﺜﻠ‬ ُ‫ﺍﻟﻜﺘﺎﺏ‬ ُ‫ﻡ‬‫ﱢ‬‫ﻳﻘﺪ‬ . ّ‫ﺮﻱ‬ َ‫ﺑﺼ‬ ٍ‫ﻭﺑﺸﻜﻞ‬ ‫ﻭﺑﺴﺎﻃﺔ‬ ‫ﻭﺿﻊ‬ َ‫ﺑﺪﻝ‬ ،‫ﻴﻨﺎ‬َ‫ﻌ‬َ‫ﺳ‬ ‫ﻟﻘﺪ‬ .‫ﺍﻟﻔﻮﺭ‬ ‫ﻋﻠﻰ‬ ‫ﻭﻣﻤﺎﺭﺳﺘﻬﺎ‬ ‫ﺗﻄﺒﻴﻘﻬﺎ‬ ‫ﺗﺴﺘﻄﻴﻊ‬ ‫ﻋﻤﻞ‬ ‫ﻮﺭﺵ‬ِ‫ﻟ‬ ‫ﻭﺳﻴﻨﺎﺭﻳﻮﻫﺎﺕ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺇﻟﻰ‬ ‫ﻪ‬‫ﱠ‬‫ﻣﻮﺟ‬ ‫ﱟ‬‫ﻋﻤﻠﻲ‬ ‫ﺩﻟﻴﻞ‬ ‫ﺗﺼﻤﻴﻢ‬ ‫ﺇﻟﻰ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻟﻨﻤﺎﺫﺝ‬ ‫ﺍﺑﺘﻜﺎﺭ‬ ‫ﺣﻮﻝ‬ ‫ﱟ‬‫ﺗﻘﻠﻴﺪﻱ‬ ٍ‫ﻛﺘﺎﺏ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺤﺮﻳﺼﻴﻦ‬ ‫ﻣﻦ‬ ‫ﻳﺎﺕ‬‫ﱢ‬‫ﺍﻟﺘﺤﺪ‬ ‫ﻠﻮﻥ‬َ‫ﻳﻘﺒ‬ ‫ﻦ‬َ‫ﻭﻣ‬ ،‫ﺍﻟﻠﻌﺒﺔ‬ ‫ﻗﻮﺍﻋﺪ‬ ‫ﺗﻐﻴﻴﺮ‬ ‫ﺠﻴﺪﻭﻥ‬ُ‫ﻳ‬ ‫ﻭﺍﻟﺬﻳﻦ‬ ‫ﺍﻟﺮﺅﻯ‬ ٍ‫ﺃﻧﻴﻖ‬ ٍ‫ﻛﺘﺎﺏ‬ ِ‫ﺇﻋﺪﺍﺩ‬ ‫ﻋﻠﻰ‬ ‫ﺟﺎﻫﺪﻳﻦ‬ ‫ﻋﻤﻠﻨﺎ‬ ‫ﻨﺎ‬‫ﱠ‬‫ﻧ‬‫ﺃ‬ ‫ﻛﻤﺎ‬ .‫ﺗﺸﻜﻴﻠﻬﺎ‬ ‫ﺇﻋﺎﺩﺓ‬ ‫ﺃﻭ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺗﺼﻤﻴﻢ‬ .‫ﱢﻔﻪ‬‫ﻟ‬‫ﻧﺆ‬ ‫ﺎ‬‫ﱠ‬‫ﻨ‬‫ﻛ‬ ‫ﺑﻴﻨﻤﺎ‬ ‫ﺑﻬﺎ‬ ‫ﻣﺮﺭﻧﺎ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻤﺘﻌﺔ‬ ‫ﱠ‬‫ﻛﻞ‬ ‫ﻓﻴﻪ‬ ‫ﺗﺠﺪﻭﺍ‬ ‫ﺃﻥ‬ ُ‫ﻧﺄﻣﻞ‬ .‘‘‫ﻬﺎﻣﻪ‬ِ‫’’ﺍﻟﺘ‬ ‫ﻣﺘﻌﺔ‬ ‫ﺑﺸﻜﻠﻪ‬ ُ‫ﺯ‬‫ﱢ‬‫ﺰ‬‫ﻳﻌ‬ ،‫ﺗﺄﻟﻴﻔﻪ‬ ‫ﺔ‬‫ﱠ‬‫ﻋﻤﻠﻴ‬ ‫ﻣﻦ‬ ‫ﺃ‬‫ﱠ‬‫ﺰ‬‫ﻳﺘﺠ‬ ‫ﻻ‬ ‫ﺍ‬ً‫ﺟﺰﺀ‬ ‫)ﻭﻛﺎﻧﺖ‬ ‫ﺍﻟﻜﺘﺎﺏ‬ ‫ﻫﺬﺍ‬ ُ‫ﺗﻜﻤﻞ‬ ‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﻋﻠﻰ‬ ٌ‫ﺔ‬‫ﻣﺠﻤﻮﻋ‬ ‫ﻫﻨﺎﻙ‬ ،‫ﻝ‬‫ﱡ‬‫ﻭﺍﻟﺘﺤﻮ‬ ‫ﺭ‬‫ﱡ‬‫ﺍﻟﺘﻄﻮ‬ َ‫ﺩﺍﺋﻢ‬ ‫ﺎ‬ً‫ﻧ‬‫ﻣﻴﺪﺍ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺍﺑﺘﻜﺎﺭ‬ ‫ﺩﺍﻡ‬ ‫ﻣﺎ‬ .(‫ﺎ‬ً‫ﻘ‬‫ﻻﺣ‬ ‫ﺳﺘﻜﺘﺸﻔﻮﻥ‬ ‫ﻛﻤﺎ‬ ‫’’ﺍﺑﺘﻜﺎﺭ‬ ُ‫ﻛﺘﺎﺏ‬ ‫ﻬﺎ‬‫ﱡ‬‫ﻀﻤ‬َ‫ﻳ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺍﻷﺳﺎﺳﻴ‬ ‫ﻣﻦ‬ ُ‫ﺃﺑﻌﺪ‬ ‫ﻫﻮ‬ ‫ﻣﺎ‬ ‫ﺇﻟﻰ‬ ‫ﻖ‬‫ﱡ‬‫ﺍﻟﺘﻌﻤ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺮﻏﺒﺔ‬ ‫ﻟﺪﻳﻜﻢ‬ ُ‫ﱠﺪ‬‫ﻟ‬‫ﺗﺘﻮ‬ ‫ﻓﻘﺪ‬ ‫ﻟﻜﻢ‬ ‫ﺩﻋﻮﺓ‬ ‫ﻭﻫﺬﻩ‬ .‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﺷﺒﻜﺔ‬ ‫ﻋﺒﺮ‬ ً‫ﺓ‬‫ﺟﺪﻳﺪ‬ ٍ‫ﺃﺩﻭﺍﺕ‬ ‫ﺸﻔﻮﻥ‬َ‫ﺘ‬‫ﺗﻜ‬ ‫ﻭﻗﺪ‬ ،‘‘ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺍﻟﺬﻳﻦ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﺭﺟﺎﻝ‬ ‫ﻣﻦ‬ ‫ﻭﻣﻤﺎﺭﺳﻴﻦ‬ ‫ﺑﺎﺣﺜﻴﻦ‬ ‫ﱡ‬‫ﺗﻀﻢ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻌﺎﻟﻤﻴ‬ ‫ﻣﺠﻤﻮﻋﺘﻨﺎ‬ ‫ﺇﻟﻰ‬ ‫ﻟﻼﻧﻀﻤﺎﻡ‬ ‫ﺍﻟﻨﻘﺎﺵ‬ ‫ﻓﻲ‬ ‫ﻛﺔ‬َ‫ﺍﻟﻤﺸﺎﺭ‬ ‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﻤﻨﺼ‬ ‫ﻫﺬﻩ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻦ‬ ‫ﺳﻌﻜﻢ‬ُ‫ﻭ‬ ‫ﻓﻲ‬ ُ‫ﻜﻮﻥ‬َ‫ﺳﻴ‬ .‫ﺍﻟﻜﺘﺎﺏ‬ ‫ﻫﺬﺍ‬ ‫ﺇﻋﺪﺍﺩ‬ ‫ﻓﻲ‬ ‫ﺷﺎﺭﻛﻮﺍ‬ ‫ﺍﻵﺧﺮﻳﻦ‬ ‫ﺍﻟﻤﺸﺎﺭﻛﻴﻦ‬ ‫ﻧﻈﺮ‬ ‫ﻭﺟﻬﺎﺕ‬ ‫ﻣﻦ‬ ‫ﻔﻴﺪﻭﻥ‬َ‫ﺘ‬‫ﻭﺗﺴ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺣﻮﻝ‬ ُ‫ﻳﺪﻭﺭ‬ ‫ﺍﻟﺬﻱ‬ ‫ﻋﻠﻰ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺔ‬ ‫ﱠ‬‫ﻣﻨﺼ‬ ‫ﺯﻳﺎﺭﺓ‬ ‫ﺮﺟﻰ‬ُ‫ﻳ‬ .‫ﱢﻔﻮﻥ‬‫ﻟ‬‫ﺍﻟﻤﺆ‬ ‫ﻣﻬﺎ‬‫ﱢ‬‫ﻳﻘﺪ‬ ً‫ﺓ‬‫ﺟﺪﻳﺪ‬ ٍ‫ﺃﺩﻭﺍﺕ‬ ‫ﺑﻮﻥ‬‫ﱢ‬‫ﻭﺗﺠﺮ‬ .www.businessmodelgenera on.com/hub ‫ﺍﻟﻤﻮﻗﻊ‬ ‫ﺷﺮﻛﺔ‬ ‫ﺴﻮ‬‫ﱢ‬‫ﻣﺆﺳ‬ َ‫ﻃﺮﺡ‬ ‫ﻓﻌﻨﺪﻣﺎ‬ .‫ﺍ‬ً‫ﺟﺪﻳﺪ‬ ‫ﺎ‬ً‫ﻣﻔﻬﻮﻣ‬ ‫ﻟﻴﺲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺍﺑﺘﻜﺎﺭ‬ َ‫ﻣﻔﻬﻮﻡ‬ ‫ﱠ‬‫ﺇﻥ‬ ‫ﻳﻤﺎﺭﺳﻮﻥ‬ ‫ﺍﻟﺤﻘﻴﻘﺔ‬ ‫ﻓﻲ‬ ‫ﻛﺎﻧﻮﺍ‬ ‫ﻤﺎ‬‫ﱠ‬‫ﻧ‬‫ﺇ‬ ،‫٠٥٩١ﻡ‬ ‫ﻋﺎﻡ‬ ‫ﻓﻲ‬ ‫ﺍﻻﻋﺘﻤﺎﺩ‬ ‫ﺑﻄﺎﻗﺔ‬ (Diners Club) ‫ﻛﻠﻮﺏ‬ ‫ﺩﺍﻳﻨﺮﺯ‬ ‫ﻋﻨﺪﻣﺎ‬ (Xerox) ‫ﺯﻳﺮﻭﻛﺲ‬ ‫ﺷﺮﻛﺔ‬ ‫ﻋﻠﻰ‬ ُ‫ﻳﻨﻄﺒﻖ‬ ‫ﻪ‬ ُ‫ﻧﻔﺴ‬ ُ‫ﻭﺍﻟﻘﻮﻝ‬ .‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺍﺑﺘﻜﺎﺭ‬ ‫ﻳﺠﺮﻱ‬ ‫ﻧﺴﺨﺔ‬ ‫ﱢ‬‫ﻛﻞ‬ ‫ﻋﻦ‬ ‫ﺍﻟﺪﻓﻊ‬ ‫ﻭﺃﺳﻠﻮﺏ‬ ‫ﺍﻟﺘﺼﻮﻳﺮ‬ ‫ﺁﻻﺕ‬ ‫ﺗﺄﺟﻴﺮ‬ َ‫ﺓ‬‫ﻓﻜﺮ‬ ‫٩٥٩١ﻡ‬ ‫ﺍﻟﻌﺎﻡ‬ ‫ﻓﻲ‬ ‫ﻃﺮﺣﺖ‬ ‫ﺍﻟﻤﺎﺿﻲ‬ ‫ﻓﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺍﺑﺘﻜﺎﺭ‬ َ‫ﺃﺛﺮ‬ َ‫ﻧﻘﺘﻔﻲ‬ ‫ﺃﻥ‬ ‫ﺍﻟﻮﺍﻗﻊ‬ ‫ﻓﻲ‬ ُ‫ﻧﺴﺘﻄﻴﻊ‬ ‫ﺎ‬‫ﱠ‬‫ﻨ‬‫ﻛ‬ ‫ﻤﺎ‬‫ﱠ‬‫ﺭﺑ‬ .‫ﺇﻧﺘﺎﺟﻬﺎ‬ (Johannes Gutenberg) ‫ﻏﻮﺗﻨﺒﻴﺮﻍ‬ ‫ﻳﻮﻫﺎﻧﺲ‬ ‫ﺳﻌﻰ‬ ‫ﻋﻨﺪﻣﺎ‬ ،‫ﻋﺸﺮ‬ ‫ﺍﻟﺨﺎﻣﺲ‬ ‫ﺍﻟﻘﺮﻥ‬ ‫ﻰ‬‫ﱠ‬‫ﺘ‬‫ﺣ‬ ‫ﺍﻟﺒﻌﻴﺪ‬ ‫ﻭﺍﻟﺴﺮﻋﺔ‬ ‫ﺍﻟﻨﻄﺎﻕ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﻏﻴﺮ‬ .‫ﺍﺧﺘﺮﻋﻬﺎ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﻴﻜﺎﻧﻴﻜﻴ‬ ‫ﺍﻟﻄﺒﺎﻋﺔ‬ ‫ﻵﻟﺔ‬ ٍ‫ﺗﻄﺒﻴﻘﺎﺕ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺤﺼﻮﻝ‬ ‫ﺇﻟﻰ‬ ‫ﻏﻴﺮ‬ ‫ﻴﺎﻥ‬َ‫ﻘ‬‫ﺒ‬َ‫ﻳ‬ ‫ﻫﺬﺍ‬ ‫ﻋﺼﺮﻧﺎ‬ ‫ﻓﻲ‬ ‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ َ‫ﺍﻟﻤﺸﻬﺪ‬ ُ‫ﺓ‬‫ﺍﻟﻤﺒﺘﻜﺮ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺑﻬﻤﺎ‬ ُ‫ﺮ‬‫ﱢ‬‫ﻐﻴ‬ُ‫ﺗ‬ ‫ﻴﻦ‬َ‫ﺘ‬‫ﺍﻟﻠ‬ ‫ﻮﻥ‬‫ﱡ‬‫ﻭﺍﻷﻛﺎﺩﻳﻤﻴ‬ ‫ﻮﻥ‬‫ﱡ‬‫ﻭﺍﻻﺳﺘﺸﺎﺭﻳ‬ ‫ﻮﻥ‬‫ﱡ‬‫ﻭﺍﻟﺘﻨﻔﻴﺬﻳ‬ ‫ﻮﻥ‬‫ﱡ‬‫ﺍﻟﺮﻳﺎﺩﻳ‬ َ‫ﺪﺭﻙ‬ُ‫ﻟﻴ‬ ‫ﺍﻵﻥ‬ ‫ﺍﻟﻮﻗﺖ‬ ‫ﺣﺎﻥ‬ ‫ﻟﻘﺪ‬ .‫َﻴﻦ‬‫ﻗ‬‫ﻣﺴﺒﻮ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻳﺎﺕ‬‫ﱢ‬‫ﺗﺤﺪ‬ ‫ﻹﺩﺭﺍﻙ‬ ‫ﺎ‬ ً‫ﺃﻳﻀ‬ ‫ﺍﻟﻮﻗﺖ‬ ‫ﺣﺎﻥ‬ ‫ﻛﻤﺎ‬ .‫ﻣﺜﻴﻞ‬ ‫ﻟﻪ‬ ‫ﻳﺴﺒﻖ‬ ‫ﻟﻢ‬ ‫ﺍﻟﺬﻱ‬ ‫ﺭ‬‫ﱡ‬‫ﺍﻟﺘﻄﻮ‬ ‫ﻫﺬﺍ‬ َ‫ﺗﺄﺛﻴﺮ‬ .‫ﺔ‬‫ﱠ‬‫ﻣﻨﻬﺠﻴ‬ ٍ‫ﺑﻄﺮﻳﻘﺔ‬ ‫ﻣﻌﻬﺎ‬ ‫ﻭﺍﻟﺘﻌﺎﻣﻞ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﱡ‬‫ﻢ‬ُ‫ﻬ‬َ‫ﺗ‬ ‫ﻣﻘﺘﺮﺣﺔ‬ ٍ‫ﻗﻴﻤﺔ‬ ‫ﺇﻳﺠﺎﺩ‬ ‫ﺣﻮﻝ‬ ‘‘ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫’’ﺍﺑﺘﻜﺎﺭ‬ ُ‫ﻛﺘﺎﺏ‬ ُ‫ﻳﺪﻭﺭ‬ ،‫ﺍﻟﻤﻄﺎﻑ‬ ‫ﻧﻬﺎﻳﺔ‬ ‫ﻓﻲ‬ .‫ﺍﻟﺰﻣﻦ‬ ‫ﻋﻠﻴﻬﺎ‬ ‫ﻋﻔﺎ‬ ٍ‫ﻗﺪﻳﻤﺔ‬ ‫ﺃﺳﺎﻟﻴﺐ‬ ‫ﺍﺳﺘﺒﺪﺍﻝ‬ ‫ﺣﻮﻝ‬ ‫ﻳﺪﻭﺭ‬ ‫ﻪ‬‫ﱠ‬‫ﻧ‬‫ﺇ‬ .‫ﺑﺄﺳﺮﻩ‬ ‫ﻭﺍﻟﻤﺠﺘﻤﻊ‬ ‫ﻭﺍﻟﻌﻤﻼﺀ‬ ‫ﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﺩﺓ‬‫ﱢ‬‫ﺍﻟﻤﺘﻌﺪ‬ ‫ﺍﻟﻮﺳﺎﺋﻂ‬ ‫ﺟﻬﺎﺯ‬ ‫ﺃﻃﻠﻘﺖ‬ ‫ﻋﻨﺪﻣﺎ‬ ‫ﺍ‬ً‫ﻭﻣﺒﺘﻜﺮ‬ ‫ﺍ‬ً‫ﺟﺪﻳﺪ‬ ‫ﻋﻤﻞ‬ َ‫ﻧﻤﻮﺫﺝ‬ ‫ﺃﭘـﻞ‬ ُ‫ﺔ‬‫ﺷﺮﻛ‬ ْ‫ﺃﻭﺟﺪﺕ‬ ‫ﻟﻘﺪ‬ ‫ﺳﻮﻕ‬ ‫ﻓﻲ‬ ‫ﻴﻄﺮﺓ‬ َ‫ﺴ‬ُ‫ﻣ‬ ٍ‫ﺓ‬‫ﱠ‬‫ﻗﻮ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ ‫ﺎ‬ً‫ﻣﻌ‬ ‫ﻻ‬‫ﱠ‬‫ﺣﻮ‬ ‫ﻭﻗﺪ‬ .‫ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‬ ‫ﺗﻴﻮﻧﺰ‬ ‫ﺁﻱ‬ ‫ﻭﻣﺘﺠﺮ‬ ‫ﭘـﻮﺩ‬ ‫ﺁﻱ‬ ‫ﱢ‬‫ﺍﻟﺮﻗﻤﻲ‬ ٍ‫ﺯﻫﻴﺪﺓ‬ ٍ‫ﺭ‬‫ﺑﺄﺳﻌﺎ‬ ً‫ﺔ‬‫ﱠ‬‫ﻋﺎﻟﻤﻴ‬ ٍ‫ﺼﺎﻻﺕ‬‫ﱢ‬‫ﺗ‬‫ﺍ‬ (Skype) ‫ﺳﻜﺎﻳﭗ‬ ُ‫ﺔ‬‫ﺷﺮﻛ‬ ْ‫ﱠﺮﺕ‬‫ﻓ‬‫ﻭ‬ ‫ﻛﻤﺎ‬ .‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻤﻮﺳﻴﻘﻰ‬ ‫ﺃﺳﺎﺱ‬ ‫ﻋﻠﻰ‬ ‫ﱟ‬‫ﻣﺒﻨﻲ‬ ‫َﺮ‬‫ﻜ‬‫ﻣﺒﺘ‬ ٍ‫ﻋﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺿﻤﻦ‬ ‫ﻭﺫﻟﻚ‬ ‫ﺳﻜﺎﻳﭗ‬ ‫ﺇﻟﻰ‬ ‫ﺳﻜﺎﻳﭗ‬ ‫ﻣﻦ‬ ‫ﺔ‬ًّ‫ﺎﻧﻴ‬‫ﱠ‬‫ﻣﺠ‬ ٍ‫ﺼﺎﻻﺕ‬‫ﱢ‬‫ﺗ‬‫ﻭﺍ‬ ‫ﻟﺤﺮﻛﺔ‬ ‫ﺍﻟﻌﺎﻟﻢ‬ ‫ﻣﺴﺘﻮﻯ‬ ‫ﻋﻠﻰ‬ ٍ‫ﻧﺎﻗﻞ‬ َ‫ﺃﻛﺒﺮ‬ ‫ﺎ‬ًّ‫ﺣﺎﻟﻴ‬ ‫ﺳﻜﺎﻳﭗ‬ ‫ﺑﺮﻧﺎﻣﺞ‬ ‫ﻭﺻﺎﺭ‬ .‫ﱠ‬‫ﻟﻠﻨﺪ‬ ‫ﱢ‬‫ﺍﻟﻨﺪ‬ ‫ﺑﺘﻘﻨﻴﺔ‬ ‫ﻰ‬‫ﱠ‬‫ﺴﻤ‬ُ‫ﻳ‬ ‫ﻣﺎ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﺤﺎﺟﺔ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻤﺪﻳﻨﺔ‬ ‫ﱠﺎﻥ‬‫ﻜ‬‫ﺳ‬ ‫ﻌﻔﻲ‬ُ‫ﻳ‬ ‫ﻪ‬‫ﱠ‬‫ﻧ‬‫ﻓﺈ‬ ،(Zipcar) ‫ﻛﺎﺭ‬ ‫ﺯﻳﭗ‬ ‫ﻣﻮﻗﻊ‬ ‫ﺎ‬‫ﱠ‬‫ﺃﻣ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺼﻮﺗﻴ‬ ‫ﺼﺎﻻﺕ‬‫ﱢ‬‫ﺗ‬‫ﺍﻻ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﻋﻀﻮﻳ‬ ‫ﻧﻈﺎﻡ‬ ‫ﺑﻤﻮﺟﺐ‬ ‫ﺑﺎﻟﻴﻮﻡ‬ ‫ﺃﻭ‬ ‫ﺑﺎﻟﺴﺎﻋﺔ‬ ‫ﺎﺭﺍﺕ‬‫ﱠ‬‫ﺍﻟﺴﻴ‬ ‫ﺗﺄﺟﻴﺮ‬ ‫ﺧﺪﻣﺔ‬ ‫ﺗﻮﻓﻴﺮ‬ ‫ﻋﺒﺮ‬ ‫ﻭﺫﻟﻚ‬ ‫ﺎﺭﺓ‬‫ﱠ‬‫ﺳﻴ‬ ‫ﱡﻚ‬‫ﻠ‬‫ﺗﻤ‬ ،‫ﻟﻠﻤﺴﺘﺨﺪﻣﻴﻦ‬ ‫ﺣﺪﻳﺜﺔ‬ ‫ﻻﺣﺘﻴﺎﺟﺎﺕ‬ ً‫ﺔ‬‫ﺍﺳﺘﺠﺎﺑ‬ ‫ﻳﺄﺗﻲ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻪ‬‫ﱠ‬‫ﻧ‬‫ﺇ‬ .‫ﺍﺷﺘﺮﺍﻙ‬ ‫ﺳﻮﻡ‬ُ‫ﺭ‬ َ‫ﻘﺎﺑﻞ‬ُ‫ﻣ‬ ‫ﺓ‬‫ﱠ‬‫ﺣﺪ‬ ‫ﻣﻦ‬ ‫ﺍﻟﺘﺨﻔﻴﻒ‬ ‫ﻋﻠﻰ‬ (Grameen Bank) ‫ﻏﺮﺍﻣﻴﻦ‬ ‫ﺑﻨﻚ‬ ُ‫ﻭﻳﺴﺎﻋﺪ‬ .‫ﺔ‬‫ﱠ‬‫ﺤ‬ِ‫ﻠ‬ُ‫ﻣ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺑﻴﺌﻴ‬ ٍ‫ﻡ‬‫ﻫﻤﻮ‬ ‫ﺇﻟﻰ‬ ً‫ﺔ‬‫ﺇﺿﺎﻓ‬ .‫ﺎ‬ً‫ﺷﺎﺋﻌ‬ ‫ﺍ‬ً‫ﺃﻣﺮ‬ ‫ﻟﻠﻔﻘﺮﺍﺀ‬ ‫ﺍﻟﺼﻐﻴﺮﺓ‬ ‫ﺍﻟﻘﺮﻭﺽ‬ ‫ﺗﻘﺪﻳﻢ‬ َ‫ﺟﻌﻞ‬ ٍ‫ﺮ‬َ‫ﻜ‬‫ﻣﺒﺘ‬ ٍ‫ﻋﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻋﺒﺮ‬ ‫ﻘﺮ‬َ‫ﻔ‬‫ﺍﻟ‬ ‫ﻭﺗﻨﻔﻴﺬﻫﺎ‬ ‫ﻭﺗﺼﻤﻴﻤﻬﺎ‬ ‫ﻛﻬﺬﻩ‬ ‫ﺔ‬‫ﱠ‬‫ﻭﻗﻮﻳ‬ ‫ﺟﺪﻳﺪﺓ‬ ‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺍﺑﺘﻜﺎﺭ‬ ‫ﻟﻨﺎ‬ ‫ﻰ‬‫ﱠ‬‫ﻨ‬‫ﻳﺘﺴ‬ ‫ﻛﻴﻒ‬ ْ‫ﻟﻜﻦ‬ ‫ﺗﺤﺖ‬ ‫ﺍﻟﺰﻣﻦ‬ ‫ﻋﻠﻴﻬﺎ‬ ‫ﻋﻔﺎ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻘﺪﻳﻤﺔ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ َ‫ﻧﻀﻊ‬ ‫ﺃﻥ‬ ‫ﻟﻨﺎ‬ ‫ﻳﻤﻜﻦ‬ ‫ﻛﻴﻒ‬ ‫ﺔ؟‬‫ﱠ‬‫ﻣﻨﻬﺠﻴ‬ ٍ‫ﺑﻄﺮﻳﻘﺔ‬ ٍ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺇﻟﻰ‬ ‫ﺮ‬ ‫ﱡ‬‫ﺍﻟﺘﺒﺼ‬ ‫ﺑﺤﺴﻦ‬ ‫ﺰ‬‫ﱠ‬‫ﺗﺘﻤﻴ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻷﻓﻜﺎﺭ‬ ‫ﺗﺤﻮﻳﻞ‬ ‫ﻨﺎ‬ُ‫ﻨ‬‫ﻳﻤﻜ‬ ‫ﻛﻴﻒ‬ ‫ﻭﺍﻻﺳﺘﻘﺼﺎﺀ؟‬ ‫ﺍﻟﺒﺤﺚ‬ َ‫ﻛﺘﺎﺏ‬ ‫ﱠ‬‫ﺇﻥ‬ ‫ﺍﻟﻘﺮﺍﺭ؟‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻧﺤﻦ‬ ‫ﺎ‬‫ﱠ‬‫ﻨ‬‫ﻛ‬ ْ‫ﺇﻥ‬ ‫ﻩ‬َ‫ﺇﺣﻴﺎﺀ‬ َ‫ﻌﻴﺪ‬ُ‫ﺗ‬ ‫ﺃﻭ‬ ‫ﺍﻟﻤﻮﺭﻭﺙ‬ ‫ﻯ‬‫ﱠ‬‫ﻭﺗﺘﺤﺪ‬ ‫ﺍﻟﻠﻌﺒﺔ‬ َ‫ﻗﻮﺍﻋﺪ‬ ُ‫ﺮ‬‫ﱢ‬‫ﺗﻐﻴ‬ .‫ﺟﻤﻴﻌﻬﺎ‬ ‫ﺍﻟﺘﺴﺎﺅﻻﺕ‬ ‫ﻫﺬﻩ‬ ‫ﻋﻦ‬ ‫ﺍﻹﺟﺎﺑﺔ‬ ‫ﺇﻟﻰ‬ ُ‫ﻳﻬﺪﻑ‬ ‘‘ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫’’ﺍﺑﺘﻜﺎﺭ‬ ‫ﺍﻟﻜﺘﺎﺏ؛‬ ‫ﻟﺘﺄﻟﻴﻒ‬ ‫ﺍ‬ً‫ﺟﺪﻳﺪ‬ ‫ﺎ‬ً‫ﻧﻤﻄ‬ ‫ﻴﻨﺎ‬‫ﱠ‬‫ﻨ‬‫ﺗﺒ‬ ‫ﻓﻘﺪ‬ ،‫ﺍﻟﻮﻋﻆ‬ ‫ﺩ‬‫ﱠ‬‫ﻣﺠﺮ‬ ‫ﻣﻦ‬ ‫ﺍ‬ً‫ﺧﻴﺮ‬ ‫ﺍﻟﻔﻌﻞ‬ ُ‫ﺔ‬‫ﻣﻤﺎﺭﺳ‬ ‫ﻛﺎﻧﺖ‬ ‫ﺎ‬‫ﱠ‬‫ﻭﻟـﻤ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺍﺑﺘﻜﺎﺭ‬ ‫ﻣﻨﺼﺔ‬ ‫ﻣﻮﻗﻊ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﺸﺘﺮﻛﻴﻦ‬ ‫ﺍﻷﻋﻀﺎﺀ‬ ‫ﻣﻦ‬ ‫ﻭﺳﺒﻌﻴﻦ‬ ‫ﻣﺌﺔ‬ ‫ﺃﺭﺑﻊ‬ ‫ﱠ‬‫ﺇﻥ‬ ‫ﺣﻴﺚ‬ ‫ﺩﺓ‬‫ﱠ‬‫ﻟﻤﺴﻮ‬ ‫ﺍﻟﻨﺎﻗﺪﺓ‬ ‫ﻭﺍﻟﻤﻼﺣﻈﺎﺕ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻮﺍﻗﻌﻴ‬ ‫ﻭﺍﻟﺤﺎﻻﺕ‬ ‫ﺍﻷﻣﺜﻠﺔ‬ ‫ﺗﻘﺪﻳﻢ‬ ‫ﻓﻲ‬ ‫ﺷﺎﺭﻛﻮﺍ‬ ‫ﻗﺪ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻟﻜﺘﺎﺏ‬ ‫ﺇﻋﺪﺍﺩ‬ ‫ﻓﻲ‬ ‫ِﺑﺘﻨﺎ‬‫ﺮ‬‫ﺗﺠ‬ ‫ﻋﻦ‬ ‫ﺍﻟﻤﺰﻳﺪ‬ ‫ﻭﻫﻨﺎﻙ‬ .‫ﺗﺮﺣﺎﺏ‬ ‫ﱢ‬‫ﺑﻜﻞ‬ ‫ﻣﺴﺎﻫﻤﺎﺗﻬﻢ‬ ‫ﻠﻨﺎ‬‫ﱠ‬‫ﺗﻘﺒ‬ ‫ﻭﻗﺪ‬ -‫ﺍﻟﻜﺘﺎﺏ‬ .‫ﻣﻨﻪ‬ ‫ﺍﻷﺧﻴﺮ‬ ‫ﺍﻟﻔﺼﻞ‬ ‫ﻓﻲ‬
‫ﺟﻮه‬ ُ‫و‬ ‫ﺳﺒﻌﺔ‬ ‫إﻋﺪاد‬ ‫وراء‬ ‫ﻧﻤﻮذج‬ ‫’’اﺑﺘﻜﺎر‬ ‘‘ ّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ّ‫اﻟﺘﻨﻔﻴﺬي‬ ُ‫اﻟﻤﺪﻳﺮ‬ ،(Jean-Pierre Cuoni) ‫ﻛﻴﻮﻧﻲ‬ ‫ﭘـﻴﻴﺮ‬ -‫ﺟﺎﻥ‬ ‫ﺟﻲ‬ ‫ﺃﻑ‬ ‫ﺇﻱ‬ ‫ﺑﻨﻚ‬ /‫ﺍﻹﺩﺍﺭﺓ‬ ‫ﻣﺠﻠﺲ‬ ‫ﺭﺋﻴﺲ‬ (EFG Interna onal) ‫ﺇﻧﺘﺮﻧﺎﺷﻮﻧﺎﻝ‬ ‫ﺟﺪﻳﺪ‬ ٍ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺗﺄﺳﻴﺲ‬ :‫ﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﻣﺤﻮﺭ‬ .‫ﻗﺪﻳﻢ‬ ‫ﻣﻴﺪﺍﻥ‬ ‫ﻓﻲ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻣﺠﻠﺲ‬ ‫ﺭﺋﻴﺲ‬ ‫ﻫﻮ‬ ‫ﻛﻴﻮﻧﻲ‬ ‫ﭘـﻴﻴﺮ‬ -‫ﺟﺎﻥ‬ ‫ﺑﻨﻚ‬ ‫ﻭﻫﻮ‬ ،‫ﺇﻧﺘﺮﻧﺎﺷﻮﻧﺎﻝ‬ ‫ﺟﻲ‬ ‫ﺃﻡ‬ ‫ﺇﻱ‬ ‫ﺑﻨﻚ‬ ‫ﻟﻨﻤﺎﺫﺝ‬ ‫ﺍ‬ً‫ﺍﺑﺘﻜﺎﺭ‬ ‫ﺍﻷﻛﺜﺮ‬ ‫ﻳﻜﻮﻥ‬ ‫ﺃﻥ‬ ‫ﻳﻤﻜﻦ‬ ‫ﱞ‬‫ﺧﺎﺹ‬ ‫ﺇﻃﺎﺭ‬ ‫ﻭﻓﻲ‬ .‫ﺍﻟﻤﻴﺪﺍﻥ‬ ‫ﻓﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻋﻠﻰ‬ ‫ﺑﻜﺜﺎﻓﺔ‬ ُ‫ﻳﻌﻤﻞ‬ ،‫ﺟﻲ‬ ‫ﺃﻑ‬ ‫ﺇﻱ‬ ‫ﻟﺪﻯ‬ ‫ﻋﻤﻠﻪ‬ ‫ﺍﻟﺒﻨﻚ‬ ‫ﺑﻴﻦ‬ ‫ﺍﻟﺴﺎﺋﺪﺓ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻨﻤﻄﻴ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﺗﻄﻮﻳﺮ‬ ‫ﱠ‬‫ﺇﻥ‬ .‫ﻓﻴﻪ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻋﻼﻗﺎﺕ‬ ‫ﻭﻣﺪﻳﺮﻱ‬ ‫ﻭﻋﻤﻼﺋﻪ‬ ‫ﻭﺗﻨﻔﻴﺬﻩ‬ ‫ﻭﺻﻴﺎﻏﺘﻪ‬ ‫ﻣﺒﺘﻜﺮ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺭ‬‫ﱡ‬‫ﺗﺼﻮ‬ ‫ﻻﻋﺒﻴﻦ‬ ‫ﻣﻊ‬ ‫ﺑﺎﻻﺷﺘﺮﺍﻙ‬ ‫ﻣﺤﺎﻓﻆ‬ ٍ‫ﻋﻤﻞ‬ ‫ﻣﺠﺎﻝ‬ ‫ﻓﻲ‬ ‫ﻯ‬‫ﱠ‬‫ﺩ‬‫ﺃ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻭﻫﺬﺍ‬ .‫ﺎ‬ًّ‫ﺣﻘ‬ ‫ﱞ‬‫ﻓﻦ‬ ‫ﻫﻮ‬ ‫ﻤﺎ‬‫ﱠ‬‫ﻧ‬‫ﺇ‬ ،‫ﻗﺪﻳﺮﻳﻦ‬ ‫ﺿﻤﻦ‬ ‫ﺇﻧﺘﺮﻧﺎﺷﻮﻧﺎﻝ‬ ‫ﺟﻲ‬ ‫ﺃﻑ‬ ‫ﺇﻱ‬ ‫ﺑﻨﻚ‬ ‫ﻭﺿﻊ‬ ‫ﺇﻟﻰ‬ .‫ﻣﺠﺎﻟﻪ‬ ‫ﻓﻲ‬ ‫ﺍ‬ًّ‫ﻧﻤﻮ‬ ‫ﺍﻷﺳﺮﻉ‬ ‫ﺍﻟﺒﻨﻮﻙ‬ ّ‫ﻳﺎدي‬ِّ‫اﻟﺮ‬ ُ‫اﻟﻤﺪﻳﺮ‬ ،(Dagfinn Myrhe) ‫ﻣﺎﻳﺮﻱ‬ ‫ﺩﺍﻏﻔﻦ‬ ‫ﻧﻤﺎﺫﺝ‬ -‫ﻭﺍﻻﺑﺘﻜﺎﺭ‬ ‫ﺍﻟﺒﺤﻮﺙ‬ ‫ﻗﺴﻢ‬ ‫ﺭﺋﻴﺲ‬ (Telenor) ‫ﺗﻴﻠﻴﻨﻮﺭ‬ -‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻣﻦ‬ ‫ﺍﻻﺳﺘﻔﺎﺩﺓ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻤﺴﺎﻋﺪﺓ‬ :‫ﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﻣﺤﻮﺭ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻓﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴ‬ ‫ﺭﺍﺕ‬‫ﱡ‬‫ﺍﻟﺘﻄﻮ‬ ‫ﺃﺣﺪﺙ‬ .‫ﻟﻬﺎ‬ ‫ﺍﻟﻤﻨﺎﺳﺒﺔ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﺷﺮﻛﺔ‬ ‫ﻓﻲ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺣﺪﺓ‬َ‫ﻭ‬ ‫ﺩﺍﻏﻔﻦ‬ ‫ﻳﺮﺃﺱ‬ ‫ﻠﻲ‬‫ﱢ‬‫ﻐ‬‫ﻣﺸ‬ ‫ﻋﺸﺮ‬ ‫ﺃﻛﺒﺮ‬ ‫ﻣﻦ‬ ‫ﻭﺍﺣﺪﺓ‬ ‫ﻭﻫﻲ‬ ،‫ﺗﻴﻠﻴﻨﻮﺭ‬ ‫ﻗﻄﺎﻉ‬ ‫ﱠ‬‫ﺇﻥ‬ .‫ﺍﻟﻌﺎﻟﻢ‬ ‫ﻓﻲ‬ ‫ﻣﺤﻤﻮﻟﺔ‬ ‫ﻫﻮﺍﺗﻒ‬ ‫ﺷﺒﻜﺎﺕ‬ ،‫ﻣﺘﻮﺍﺻﻠﺔ‬ ‫ﺍﺑﺘﻜﺎﺭﺍﺕ‬ ‫ﺇﻟﻰ‬ ‫ﺑﺤﺎﺟﺔ‬ ‫ﺼﺎﻻﺕ‬‫ﱢ‬‫ﺗ‬‫ﺍﻻ‬ ‫ﻋﻠﻰ‬ ‫ﺗﻴﻠﻴﻨﻮﺭ‬ ‫ﺗﺴﺎﻋﺪ‬ ‫ﺩﺍﻏﻔﻦ‬ ‫ﻭﻣﺒﺎﺩﺭﺍﺕ‬ ‫ﻭﺍﻟﺘﻲ‬ ‫ﻳﻤﻮﻣﺔ‬‫ﱠ‬‫ﻟﻠﺪ‬ ‫ﺍﻟﻘﺎﺑﻠﺔ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺗﺤﺪﻳﺪ‬ ‫ﺭﺍﺕ‬‫ﱡ‬‫ﺍﻟﺘﻄﻮ‬ ‫ﻷﺣﺪﺙ‬ ‫ﺍﻟﻜﺎﻣﻠﺔ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺍﻹﻣﻜﺎﻧﻴ‬ ‫ﱡ‬‫ﺗﺴﺘﻐﻞ‬ ‫ﻓﻲ‬ ‫ﻪ‬ُ‫ﻘ‬‫ﻭﻓﺮﻳ‬ ‫ﺩﺍﻏﻔﻦ‬ ُ‫ﻳﺒﺤﺚ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴ‬ ‫ﻋﺒﺮ‬ ‫ﺟﺪﻳﺪﺓ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﻭﻓﺮﺹ‬ ‫ﻣﻔﺎﻫﻴﻢ‬ ‫ﺍﺳﺘﻜﺸﺎﻑ‬ ‫ﻟﻠﺼﻨﺎﻋﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﻬﺎﺕ‬‫ﱡ‬‫ﻟﻠﺘﻮﺟ‬ ٍ‫ﻋﻤﻴﻖ‬ ٍ‫ﺗﺤﻠﻴﻞ‬ .‫ﻭﺍﺳﺘﺨﺪﺍﻣﻬﺎ‬ ‫ﺭﺓ‬‫ﱢ‬‫ﻣﺘﻄﻮ‬ ٍ‫ﺗﺤﻠﻴﻞ‬ ِ‫ﺃﺩﻭﺍﺕ‬ ‫ﻭﺗﻄﻮﻳﺮ‬ ّ‫ﻳﺎدي‬ِّ‫اﻟﺮ‬ ،(Marielle Sigjers) ‫ﺳﻴﺠﺮﺯ‬ ‫ﻣﺎﺭﻳﻴﻞ‬ ‫ﺍﻟﻘﺎﺑﻀﺔ‬ ‫ﺃﻑ‬ ‫ﺇﻱ‬ ‫ﺩﻱ‬ ‫ﺳﻲ‬ ‫ﺷﺮﻛﺔ‬ ،‫ﺭﻳﺎﺩﻱ‬ (CDEF Holding BV) ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺍﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﻣﻌﺎﻟﺠﺔ‬ :‫ﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﻣﺤﻮﺭ‬ ‫ﺟﺪﻳﺪﺓ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻭﺑﻨﺎﺀ‬ ‫ﺎﺓ‬‫ﱠ‬‫ﺍﻟﻤﻠﺒ‬ ‫ﻏﻴﺮ‬ .‫ﺫﻟﻚ‬ ‫ﺑﺸﺄﻥ‬ ‫ﻛﺎﻣﻠﺔ‬ ‫ﺃﻋﻤﺎﻝ‬ ُ‫ﺔ‬‫ﱠ‬‫ﺭﻳﺎﺩﻳ‬ ‫ﺳﻴﺠﺮﺯ‬ ‫ﻣﺎﺭﻳﻴﻞ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻓﻲ‬ ‫ﻭﺷﺮﻳﻜﻬﺎ‬ ‫ﻫﻲ‬ ُ‫ﺗﻘﻮﻡ‬ .‫ﺍﻟﻤﻮﺍﺻﻔﺎﺕ‬ ‫ﺳﺲ‬ُ‫ﺃ‬ ِ‫ﺑﺰﻋﺰﻋﺔ‬ ‫ﻫﻮﻑ‬ ‫ﺩﻳﻦ‬ ‫ﻓـﺎﻥ‬ ‫ﺭﻭﻧﺎﻟﺪ‬ ‫ﻭﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﻭﺍﻟﻤﺆﺗﻤﺮﺍﺕ‬ ‫ﺍﻻﺟﺘﻤﺎﻋﺎﺕ‬ ‫ﺻﻨﺎﻋﺔ‬ ‫ﺍﺑﺘﻜﺮ‬ ‫ﻭﻗﺪ‬ .‫ﻭﻣﺒﺘﻜﺮﺓ‬ ‫ﺟﺪﻳﺪﺓ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﺑﻨﻤﺎﺫﺝ‬ ‫ﻏﻴﺮ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺑﺎﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﻴﻦ‬َ‫ﻣﺪﻓﻮﻋ‬ ،‫ﺍﻻﺛﻨﺎﻥ‬ ‫ﻣﻴﺖ‬ ‫ﺗﻮ‬ ‫ﺳﻴﺘﺲ‬ ‫ﻣﺜﻞ‬ ً‫ﺓ‬‫ﺟﺪﻳﺪ‬ َ‫ﻣﻔﺎﻫﻴﻢ‬ ،‫ﺎﺓ‬‫ﱠ‬‫ﺍﻟﻤﻠﺒ‬ ‫ﻳﺘﻴﺢ‬ ‫ﺍﻟﺬﻱ‬ (seatstomeet.com) ‫ﻛﻮﻡ‬ ‫ﺩﻭﺕ‬ ‫ﺃﻥ‬ ‫ﺍﻟﻄﺎﺋﺮﺓ‬ ‫ﻣﺘﻦ‬ ‫ﻋﻠﻰ‬ ‫ﻭﻫﻢ‬ ‫ﻟﻠﻤﺴﺘﺨﺪﻣﻴﻦ‬ .‫ﺔ‬‫ﱠ‬‫ﺗﻘﻠﻴﺪﻳ‬ ‫ﻏﻴﺮ‬ ‫ﻣﻮﺍﻗﻊ‬ ‫ﻓﻲ‬ ‫ﻻﺟﺘﻤﺎﻋﺎﺗﻬﻢ‬ ‫ﻳﺤﺠﺰﻭﺍ‬ ‫ﺗﺠﺮﻳﺐ‬ ‫ﻓﻲ‬ ‫ﺑﺎﺳﺘﻤﺮﺍﺭ‬ ‫ﺎ‬ً‫ﻣﻌ‬ ‫ﻳﺸﺘﺮﻛﺎﻥ‬ ‫ﻭﻫﻤﺎ‬ ‫ﺍﻷﻓﻜﺎﺭ‬ ‫ﻘﻮﻥ‬‫ﱢ‬‫ﻭﻳﻄﺒ‬ ،‫ﺟﺪﻳﺪﺓ‬ ٍ‫ﺃﻋﻤﺎﻝ‬ ‫ﻟﻨﻤﺎﺫﺝ‬ ‫ﺃﻓﻜﺎﺭ‬ .‫ﺟﺪﻳﺪﺓ‬ َ‫ﻣﺸﺎﺭﻳﻊ‬ َ‫ﻟﺘﻜﻮﻥ‬ ‫ﺑﺎﻟﻨﺠﺎﺡ‬ ‫ﺮﺓ‬ ‫ﱢ‬‫ﺍﻟﻤﺒﺸ‬
‫اﻟﻤﺴﺘﺜﻤﺮ‬ ،(Gert Steens) ‫ﺳﺘﻴﻨﺰ‬ ‫ﺟﻴﺮﺕ‬ ‫ﺑﻲ‬ ‫ﺃﻭﺑﻠﻮﻧﺴﻜﻲ‬ -‫ﺍﺳﺘﺜﻤﺎﺭﻱ‬ ‫ﻭﻣﺤﻠﻞ‬ ‫ﺭﺋﻴﺲ‬ (Oblonski BV) ‫ﻓـﻲ‬ ‫ﺫﺍﺕ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻓﻲ‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭ‬ :‫ﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﻣﺤﻮﺭ‬ .‫ﺍﻟﻤﻨﺎﻓﺴﺔ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻷﻗﻮﻯ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻟﻨﻤﺎﺫﺝ‬ ‫ﺃﻓﻀﻞ‬ ‫ﺗﺤﺪﻳﺪ‬ ‫ﻋﺒﺮ‬ ‫ﻗﻮﺗﻪ‬ ‫ﺟﻴﺮﺕ‬ ُ‫ﻳﻜﺴﺐ‬ ‫ﻓﻲ‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭ‬ ‫ﱠ‬‫ﺇﻥ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﺃﻧﻤﺎﻁ‬ ‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻭﺫﺍﺕ‬ ‫ﻧﺎﺟﺤﺔ‬ ‫ﻏﻴﺮ‬ ‫ﻣﻨﺸﺂﺕ‬ ‫ﱢﻔﻪ‬‫ﻠ‬‫ﻭﻳﻜ‬ ‫ﺍﻟﻤﻼﻳﻴﻦ‬ ‫ﻩ‬َ‫ﻋﻤﻼﺀ‬ ُ‫ﱢﻒ‬‫ﻠ‬‫ﻳﻜ‬ ‫ﻗﺪ‬ ‫ﺳﻠﻴﻤﺔ‬ ‫ﻏﻴﺮ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﺃﻧﻤﺎﻁ‬ ُ‫َﻬﻢ‬‫ﻓ‬ ُ‫ﻳﺼﻴﺮ‬ ‫ﻭﻗﺪ‬ .‫ﻪ‬َ‫ﺗ‬‫ﺷﻬﺮ‬ ‫ﻫﻮ‬ ‫ﻪ‬‫ﱠ‬‫ﻧ‬‫ﺇ‬ .‫ﻋﻤﻠﻪ‬ ‫ﻣﻦ‬ ‫ﺎ‬ًّ‫ﺣﻴﻮﻳ‬ ‫ﺍ‬ً‫ﺟﺰﺀ‬ ‫ﺔ‬‫ﱠ‬‫ﻭﺍﻹﺑﺪﺍﻋﻴ‬ ‫ﺍﻟﺠﺪﻳﺪﺓ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺎﻟﻴ‬ ‫ﺍﻟﺘﺤﻠﻴﻼﺕ‬ ‫ﻣﻦ‬ ‫ﺃﺑﻌﺪ‬ ‫ﻫﻮ‬ ‫ﻣﺎ‬ ‫ﺇﻟﻰ‬ ‫ﻳﺬﻫﺐ‬ ‫ﺍﻟﻨﻤﺎﺫﺝ‬ ‫ﺑﻴﻦ‬ ً‫ﺔ‬‫ﻣﻘﺎﺭﻧ‬ ‫ﺠﺮﻱ‬ُ‫ﻳ‬ ‫ﺣﻴﺚ‬ ‫ﺍﻟﻤﻌﺘﺎﺩﺓ‬ ‫ﺍﻟﻔﺮﻭﻗﺎﺕ‬ ‫ﺗﺤﺪﻳﺪ‬ ‫ﺑﻬﺪﻑ‬ ‫ﺍﻟﻤﺨﺘﻠﻔﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﻋﻦ‬ ‫ﺍﻟﻜﺸﻒ‬ ‫ﺇﻟﻰ‬ ‫ﻱ‬‫ﱢ‬‫ﺩ‬‫ﺗﺆ‬ ‫ﻗﺪ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫ﺇﻟﻰ‬ ‫ﺑﺎﺳﺘﻤﺮﺍﺭ‬ ‫ﻳﺴﻌﻰ‬ ‫ﻭﻫﻮ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﻨﺎﻓﺴﻴ‬ ‫ﺍﻟﻤﺰﺍﻳﺎ‬ .‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﻴﺪﺍﻥ‬ ‫ﻓﻲ‬ ‫ﺍﺑﺘﻜﺎﺭﺍﺕ‬ ‫ﺗﺤﻘﻴﻖ‬ ّ‫اﻻﺳﺘﺸﺎري‬ Bas van) ‫ﺃﻭﺳﺘﺮﻫﺎﻭﺕ‬ ‫ﻓـﺎﻥ‬ ‫ﺑﺎﺱ‬ ‫ﻣﺴﺘﺸﺎﺭﻳﻦ/ﺷﺮﻛﺔ‬ ‫ﻛﺒﻴﺮ‬ ،(Oosterhout Capgemini) ‫ﻟﻼﺳﺘﺸﺎﺭﺍﺕ‬ ‫ﻛﺎﭘـﺠﻴﻤﻴﻨﻲ‬ (Consul ng ‫ﺗﻘﻴﻴﻢ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﺴﺎﻋﺪﺓ‬ :‫ﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﻣﺤﻮﺭ‬ ‫ﺔ‬‫ﱠ‬‫ﻳ‬‫ﺍﻟﺘﺠﺎﺭ‬ ‫ﺃﻋﻤﺎﻟﻬﻢ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺷﺮﻛﺔ‬ ‫ﻓﻲ‬ ‫ﺍﻻﺑﺘﻜﺎﺭ‬ ‫ﻓﺮﻳﻖ‬ ‫ﻓﻲ‬ ٌ‫ﻋﻀﻮ‬ ‫ﺑﺎﺱ‬ ‫ﺇﻟﻰ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ‬ ‫ﺍﻷﻣﺮ‬ ‫ﻫﻮ‬ ‫ﻭﻛﻤﺎ‬ .‫ﻛﺎﭘـﺠﻴﻤﻴﻨﻲ‬ ‫ﻭﺗﺠﺪﻳﺪ‬ ‫ﺍﻷﺩﺍﺀ‬ ‫ﻣﺴﺘﻮﻯ‬ ‫ﺑﺮﻓﻊ‬ ٌ‫ﻡ‬َ‫ﻣﻐﺮ‬ ‫ﻫﻮ‬ ،‫ﻋﻤﻼﺋﻪ‬ ‫ﻭﻗﺪ‬ .‫ﻭﺍﻻﺑﺘﻜﺎﺭ‬ ‫ﺍﻹﺑﺪﺍﻉ‬ ‫ﻋﺒﺮ‬ ‫ﺍﻟﺘﻨﺎﻓﺲ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻘﺪﺭﺓ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻟﻨﻤﺎﺫﺝ‬ ‫ﺑﺎﺑﺘﻜﺎﺭ‬ ُ‫ﱢﻖ‬‫ﻠ‬‫ﺍﻟﻤﺘﻌ‬ ُ‫ﺍﻟﻨﺸﺎﻁ‬ ‫ﺻﺎﺭ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻷﻫﻤﻴ‬ ‫ﺇﻟﻰ‬ ‫ﺍ‬ً‫ﻧﻈﺮ‬ ‫ﻭﺫﻟﻚ‬ ‫ﻟﻌﻤﻠﻪ‬ ‫ﺎ‬ًّ‫ﺃﺳﺎﺳﻴ‬ ‫ﺎ‬ً‫ﻧ‬‫ﱢ‬‫ﻣﻜﻮ‬ ‫ﻣﺸﺎﺭﻳﻊ‬ ‫ﺇﻟﻰ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ‬ ‫ﺍﻟﻨﺸﺎﻁ‬ ‫ﻟﻬﺬﺍ‬ ‫ﺍﻟﻌﺎﻟﻴﺔ‬ ‫ﻫﻮ‬ ‫ﺗﺤﻘﻴﻘﻪ‬ ‫ﺇﻟﻰ‬ ‫ﻳﺴﻌﻰ‬ ‫ﺍﻟﺬﻱ‬ ‫ﻭﺍﻟﻬﺪﻑ‬ .‫ﻋﻤﻼﺋﻪ‬ ‫ﺑﻨﻤﺎﺫﺝ‬ ‫ﱠﻖ‬‫ﻠ‬‫ﻳﺘﻌ‬ ‫ﻣﺎ‬ ‫ﻓﻲ‬ ‫ﻭﻣﺴﺎﻋﺪﺗﻬﻢ‬ ‫ﻋﻤﻼﺋﻪ‬ ‫ﺇﻟﻬﺎﻡ‬ ‫ﻰ‬‫ﱠ‬‫ﺘ‬‫ﺣ‬ ‫ﺭ‬‫ﱡ‬‫ﺍﻟﺘﺼﻮ‬ ‫ﻣﺮﺣﻠﺔ‬ ‫ﻣﻦ‬ ‫ﺍ‬ً‫ﺑﺪﺀ‬ ‫ﺍﻟﺠﺪﻳﺪﺓ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ،‫ﺍﻟﻬﺪﻑ‬ ‫ﻫﺬﺍ‬ ‫ﻭﻟﺘﺤﻘﻴﻖ‬ . ّ‫ﺍﻟﻌﻤﻠﻲ‬ ‫ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﻣﺮﺣﻠﺔ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻷﻗﻮﻯ‬ ‫ﻓﻬﻤﻪ‬ ‫ﻋﻠﻰ‬ ‫ﺑﺎﺱ‬ ‫ﻝ‬‫ﱢ‬‫ﻳﻌﻮ‬ .‫ﺍﻟﻌﻤﻞ‬ ‫ﻣﺠﺎﻝ‬ ‫ﻋﻦ‬ ‫ﺍﻟﻨﻈﺮ‬ ‫ﱢ‬‫ﺑﻐﺾ‬ ‫ﻢ‬ ِّ‫اﻟﻤﺼﻤ‬ ،(Trish Papadakos) ‫ﭘـﺎﭘـﺎﺩﺍﻛﻮﺱ‬ ‫ﺗﺮﻳﺶ‬ ‫ﺇﻧﺴﺘﻴﺘﻴﻮﺕ‬ ‫’’ﺫﺍ‬ ‫ﺴﺔ‬‫ﱠ‬‫ﻟﻤﺆﺳ‬ ‫ﺍﻟﻮﺣﻴﺪﺓ‬ ‫ﺍﻟﻤﺎﻟﻜﺔ‬ (The Ins tute of You) ‘‘‫ﻳﻮ‬ ‫ﺃﻭﻑ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻌﺜﻮﺭ‬ :‫ﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﻣﺤﻮﺭ‬ .‫َﺮ‬‫ﻜ‬‫ﻣﺒﺘ‬ ‫ﻣﻨﺘﺞ‬ ‫ﻹﻃﻼﻕ‬ ‫ﺍﻟﻤﻨﺎﺳﺐ‬ ً‫ﺓ‬‫ﻣﻬﺎﺭ‬ ‫ﺗﻤﺘﻠﻚ‬ ‫ﻣﻮﻫﻮﺑﺔ‬ ٌ‫ﺔ‬‫ﱠ‬‫ﺷﺎﺑ‬ ٌ‫ﺔ‬‫ﻤ‬‫ﱢ‬‫ﻣﺼﻤ‬ ‫ﺗﺮﻳﺶ‬ ‫ﻓﻲ‬ ‫ﻭﺣﺒﻜﻬﺎ‬ ‫ﻣﺎ‬ ٍ‫ﻓﻜﺮﺓ‬ ‫ﻮﻫﺮ‬َ‫ﺟ‬ ‫ﺍﻗﺘﻨﺎﺹ‬ ‫ﻓﻲ‬ ‫ﺔ‬ ‫ﱠ‬‫ﺧﺎﺻ‬ ‫ﺍﻵﻥ‬ ‫ﺗﻌﻤﻞ‬ ‫ﻭﻫﻲ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺍﻟﺘﻮﺍﺻﻞ‬ ‫ﺧﻄﻂ‬ ‫ﻣﺴﺎﻋﺪﺓ‬ -‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﺨﺎﺻ‬ ‫ﺃﻓﻜﺎﺭﻫﺎ‬ ‫ﻣﻦ‬ ‫ﻭﺍﺣﺪﺓ‬ ‫ﻋﻠﻰ‬ ‫ﺣﻴﺎﺗﻬﻢ‬ ‫ﻣﺴﺎﺭﺍﺕ‬ ‫ﺮﻭﻥ‬‫ﱢ‬‫ﻳﻐﻴ‬ ‫ﺍﻟﺬﻳﻦ‬ ‫ﺍﻟﻤﻮﻇﻔﻴﻦ‬ ،‫ﺍﻟﺒﺤﻮﺙ‬ ‫ﻓﻲ‬ ‫ﺃﻣﻀﺘﻬﺎ‬ ‫ﺃﺳﺎﺑﻴﻊ‬ ‫ﺑﻌﺪ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﻮﻇﻴﻔﻴ‬ ُ‫ﺗﺪﺭﻙ‬ .‫ﺍﻟﺘﺼﻤﻴﻢ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻵﻥ‬ ُ‫ﺗﻌﻤﻞ‬ ‫ﺑﺪﺃﺕ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺍﻛﺘﺸﺎﻑ‬ ‫ﻋﻠﻴﻬﺎ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﺍ‬ً‫ﺪ‬‫ﱢ‬‫ﺟﻴ‬ ‫ﺗﺮﻳﺶ‬ .‫ﺧﺪﻣﺎﺗﻬﺎ‬ ‫ﺮﻭﻳﺞ‬َ‫ﺗ‬ ‫ﻣﻦ‬ ‫ﱢﻨﻬﺎ‬‫ﻜ‬‫ﻳﻤ‬ ‫ﺍﻟﺬﻱ‬ ‫ﺍﻟﻤﻨﺎﺳﺐ‬ ،‫ﺑﺎﻟﻌﻤﻞ‬ ‫ﱢﻖ‬‫ﻠ‬‫ﺍﻟﻤﺘﻌ‬ ‫ﺍﻟﺠﺰﺀ‬ ‫ﺎ‬ ً‫ﺃﻳﻀ‬ ‫ﺗﺪﺭﻙ‬ ‫ﺃﻧﻬﺎ‬ ‫ﻛﻤﺎ‬ ‫ﻏﻴﺮ‬ .‫ﻤﺔ‬‫ﱢ‬‫ﺼﻤ‬ُ‫ﻣ‬ ‫ﺑﺼﻔﺘﻬﺎ‬ ‫ﺎ‬ًّ‫ﻳﻮﻣﻴ‬ ‫ﻋﻠﻴﻪ‬ ‫ﺗﻌﻤﻞ‬ ‫ﻣﺎ‬ ‫ﻭﻫﻮ‬ ‫ﻬﺎ‬َ‫ﺃﺣﻮﺟ‬ ‫ﱟ‬‫ﺭﺳﻤﻲ‬ ‫ﺗﻌﻠﻴﻢ‬ ‫ﻋﻠﻰ‬ ‫ﺣﺼﻮﻟﻬﺎ‬ ‫ﻋﺪﻡ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﺍﻟﻤﻨﺎﺳﺒﺔ‬ ‫ﻭﺍﻷﺩﻭﺍﺕ‬ ‫ﺍﻟﻤﺼﻄﻠﺤﺎﺕ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻵﻥ‬ .‫ﺍﻟﻜﺒﺮﻯ‬ ‫ﺍﻟﺼﻮﺭﺓ‬ ‫ﺳﻢ‬َ‫ﻟﺮ‬ ‫اﻟﺪﻗﻴﻖ‬ ُّ‫ﻳﺎدي‬ِّ‫اﻟﺮ‬ ‫ﺍﺟﺘﻤﺎﻋﻲ‬ ‫ﱞ‬‫ﺭﻳﺎﺩﻱ‬ ،(Iqbal Quadir) ‫ﻗﺎﺩﺭ‬ ‫ﺇﻗﺒﺎﻝ‬ Grameen) ‫ﻏﺮﺍﻣﻴﻦ‬ ‫ﻫﻮﺍﺗﻒ‬ ‫ﺷﺮﻛﺔ‬ ‫ﺲ‬‫ﱢ‬‫ﻣﺆﺳ‬ (Phone ‫ﺍﺟﺘﻤﺎﻋﻲ‬ ‫ﺗﻐﻴﻴﺮ‬ ‫ﺇﺣﺪﺍﺙ‬ :‫ﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﻣﺤﻮﺭ‬ .‫َﺮﺓ‬‫ﻜ‬‫ﻣﺒﺘ‬‫ﺃﻋﻤﺎﻝ‬‫ﻧﻤﺎﺫﺝ‬ ‫ﻋﺒﺮ‬‫ﺇﻳﺠﺎﺑﻲ‬ ‫ﻭﺍﻗﺘﺼﺎﺩﻱ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻋﻦ‬ ‫ﺑﺎﺳﺘﻤﺮﺍﺭ‬ ‫ﺇﻗﺒﺎﻝ‬ ‫ﻳﺒﺤﺚ‬ َ‫ﻳﻜﻮﻥ‬ ‫ﺃﻥ‬ ‫ﱠﻊ‬‫ﻗ‬‫ﺘﻮ‬ُ‫ﻳ‬ ‫ﺍﻟﺬﻱ‬ ‫ﺍﻟﻨﻮﻉ‬ ‫ﻣﻦ‬ ‫ﻣﺒﺘﻜﺮﺓ‬ ‫ﻋﻤﻠﻪ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﱠﺮ‬‫ﻓ‬‫ﻭ‬ .‫ﻋﻤﻴﻖ‬ ‫ﱞ‬‫ﺍﺟﺘﻤﺎﻋﻲ‬ ٌ‫ﺗﺄﺛﻴﺮ‬ ‫ﻟﻬﺎ‬ ‫ﻣﺌﺔ‬ ‫ﻟﻨﺤﻮ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻬﺎﺗﻔﻴ‬ ‫ﺼﺎﻻﺕ‬‫ﱢ‬‫ﺗ‬‫ﺍﻻ‬ َ‫ﺔ‬‫ﺧﺪﻣ‬ ‫ﱡ‬‫ﺍﻟﺘﺤﻮﻳﻠﻲ‬ ‫ﺍﻻﺳﺘﻔﺎﺩﺓ‬ ‫ﻋﺒﺮ‬ ‫ﺑﻨﻐﻼﺩﺵ‬ ‫ﻓﻲ‬ ‫ﻣﻮﺍﻃﻦ‬ ‫ﻣﻠﻴﻮﻥ‬ ‫ﺍﻟﻘﺮﻭﺽ‬ ‫ﻟﺘﻘﺪﻳﻢ‬ ‫ﻏﺮﺍﻣﻴﻦ‬ ‫ﺑﻨﻚ‬ ‫ﺷﺒﻜﺔ‬ ‫ﻣﻦ‬ ‫ﻋﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻋﻦ‬ ‫ﺍﻵﻥ‬ ‫ﻳﺒﺤﺚ‬ ‫ﻭﻫﻮ‬ .‫ﺍﻟﺼﻐﻴﺮﺓ‬ ‫ﺗﻜﻮﻥ‬ ‫ﺑﻜﻠﻔﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻜﻬﺮﺑﺎﺋﻴ‬ ‫ﺍﻟﻄﺎﻗﺔ‬ ‫ﺑﻤﻮﺟﺒﻪ‬ ‫ﱢﺮ‬‫ﻓ‬‫ﻳﻮ‬ .‫ﺑﻨﻐﻼﺩﺵ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻔﻘﻴﺮﺓ‬ ‫ﺍﻟﻄﺒﻘﺔ‬ ‫ﻳﺪ‬ ‫ﻣﺘﻨﺎﻭﻝ‬ ‫ﻓﻲ‬ ‫ﻟﻤﻌﻬﺪ‬ ‫ﺍﻟﺘﺎﺑﻊ‬ ‫ﻟﻴﻐﺎﺗﻮﻡ‬ ‫ﻟﻤﺮﻛﺰ‬ ‫ﺎ‬ ً‫ﺭﺋﻴﺴ‬ ‫ﻭﺑﺼﻔﺘﻪ‬ MIT's Legatum) ‫ﻟﻠﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫ﻣﺎﺳﺎﺗﺸﻮﺳﻴﺘﺲ‬ ‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ‬ ‫ﺍﻟﺘﻤﻜﻴﻦ‬ ‫ﻳﺸﺠﻊ‬ ‫ﻓﺈﻧﻪ‬ ،(Center َ‫ﻟﺘﻜﻮﻥ‬ ‫َﺮﺓ‬‫ﻜ‬‫ﻣﺒﺘ‬ ‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﻋﺒﺮ‬ ‫ﻟﻠﻤﺠﺘﻤﻌﺎﺕ‬ .‫ﺔ‬‫ﱠ‬‫ﻭﺍﻻﻗﺘﺼﺎﺩﻳ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻻﺟﺘﻤﺎﻋﻴ‬ ‫ﻨﻤﻴﺔ‬‫ﱠ‬‫ﺘ‬‫ﻟﻠ‬ ‫ﺍ‬ً‫ﻣﺴﺎﺭ‬
‫اﻟﻤﺨﻄﻂ‬ ‫ﺔ‬َّ‫اﻻﺳﱰاﺗﻴﺠﻴ‬ ‫اﻟﻤﺤﺘﻮﻳﺎت‬ ‫ﻗﺎﺋﻤﺔ‬ ٌ‫ﺓ‬‫ﺃﺩﺍ‬ - ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻣﺨﻄﻂ‬ 1 :‫ﺃﻗﺴﺎﻡ‬ ‫ﺧﻤﺴﺔ‬ ٌ‫ﻢ‬ ‫ﱠ‬‫ﻘﺴ‬ُ‫ﻣ‬ ُ‫ﺍﻟﻜﺘﺎﺏ‬ ‫ﺃﻧﻤﺎﻁ‬ 2 .‫ﻫﻴﻜﻠﺘﻪ‬ ‫ﻭﺇﻋﺎﺩﺓ‬ ‫ﻭﺗﺤﻠﻴﻠﻪ‬ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻟﺘﻮﺻﻴﻒ‬ ‫ﺮﻳﻦ‬‫ﱢ‬‫ﻜ‬‫ﻣﻔ‬ ‫ﻣﻦ‬ ٍ‫ﺔ‬‫ﻣ‬‫ﱠ‬‫َﺪ‬‫ﻘ‬‫ﻣ‬ َ‫ﻣﻔﺎﻫﻴﻢ‬ ‫ﻋﻠﻰ‬ ٌ‫ﺲ‬‫ﱠ‬‫ﻣﺆﺳ‬ -‫ﺔ‬‫ﱠ‬‫ﻳ‬‫ﺍﻟﺘﺠﺎﺭ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺗﺼﻤﻴﻢ‬ ‫ﻋﻠﻰ‬ ‫ﺗﺴﺎﻋﺪﻙ‬ ُ‫ﺃﺳﺎﻟﻴﺐ‬ 3 . ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻣﻴﺪﺍﻥ‬ ‫ﻓﻲ‬ ‫ﻴﻦ‬‫ﱢ‬‫ﻳ‬‫ﺭﻳﺎﺩ‬ ‫ﻋﺪﺳﺔ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴ‬ ‫ﺗﻔﺴﻴﺮ‬ ‫ﺓ‬ُ‫ﺩ‬‫ﺇﻋﺎ‬ 4 . ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻋﻤﻠﻚ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺗﺼﻤﻴﻢ‬ ‫ﻋﻠﻰ‬ ‫ﻟﻤﺴﺎﻋﺪﺗﻚ‬ ٌ‫ﺔ‬‫ﱠ‬‫ﻣ‬‫ﻋﺎ‬ ٌ‫ﺔ‬‫ﱠ‬‫ﻭﻋﻤﻠﻴ‬ 5 ، ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻭﺍﻷﺳﺎﻟﻴﺐ‬ ‫ﺍﻟﻤﻔﺎﻫﻴﻢ‬ ‫ﺟﻤﻴﻊ‬ ‫ﺑﻴﻦ‬ ‫ﻳﺮﺑﻂ‬ ، ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻟﻠﻌﻤﻞ‬ ٍ‫ﺮ‬‫ﻣﺒﺘﻜ‬ ‫ﻧﻤﻮﺫﺝ‬ ً‫ﺔ‬‫ﱠ‬‫ﻣﺴﺘﻘﺒﻠﻴ‬ ً‫ﺓ‬‫ﻧﻈﺮ‬ ُ‫ﺍﻷﺧﻴﺮ‬ ُ‫ﺍﻟﻘﺴﻢ‬ ‫ﻡ‬‫ﱢ‬‫ﻳﻘﺪ‬ { .‫ﺍﻟﻜﺘﺎﺏ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻮﺍﺭﺩﺓ‬ ‫ﻭﺍﻷﺩﻭﺍﺕ‬ . ً‫ﻣﺴﺘﻘﺒﻼ‬ ‫ﻻﺳﺘﻜﺸﺎﻓﻬﺎ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻟﻨﻤﺎﺫﺝ‬ ‫ﺍﻟﺨﻤﺴﺔ‬ ‫ﺍﻟﻤﻮﺍﺿﻴﻊ‬ ‫ﺣﻮﻝ‬ ‫’’ﺍﺑﺘﻜﺎﺭ‬ ‫ﻛﺘﺎﺏ‬ ‘‘‫’’ﺻﻨﻊ‬ ‫ﻋﻠﻰ‬ ً‫ﺔ‬‫ﺧﺎﻃﻔ‬ ً‫ﺓ‬‫ﻧﻈﺮ‬ ُ‫ﺍﻟﺨﺎﺗﻤﺔ‬ ‫ﻠﻘﻲ‬ُ‫ﺗ‬ ‫ﺍ‬ً‫ﻭﺃﺧﻴﺮ‬ { .‘‘ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺔ‬َّ‫اﻟﻌﻤﻠﻴ‬ ‫ﺧﺎﺗﻤﺔ‬ ‫اﻟﻨﻤﺎذج‬ ‫اﻟﺘﺼﻤﻴﻢ‬ ٌ‫ﻧﻈﺮة‬ ‫ﺔ‬َّ‫ﻣﺴﺘﻘﺒﻠﻴ‬
‫اﻟﻤﺨﻄﻂ‬ 1 ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺗﻌﺮﻳﻒ‬ ١٤ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﺘﺴﻌﺔ‬ ‫ﺍﻟﺒﻨﺎﺀ‬ ‫ﺣﺠﺎﺭﺓ‬ ١٦ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻣﺨﻄﻂ‬ ٤٤ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫اﻷﻧﻤﺎط‬ 2 ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺗﻔﻜﻴﻚ‬ ٥٦ ‫ﺔ‬‫ﱠ‬‫ﻳ‬‫ﺍﻟﺘﺠﺎﺭ‬ ‫ﺍﻟﻄﻮﻳﻞ‬ ‫ﺍﻟﺬﻳﻞ‬ ٦٦ ُ‫ﺓ‬‫ﺩ‬‫ﱢ‬‫ﺍﻟﻤﺘﻌﺪ‬ ‫ﺎﺕ‬ ‫ﱠ‬‫ﺍﻟﻤﻨﺼ‬ ٧٦ ‫ﺍﻟﺠﻮﺍﻧﺐ‬ ‫ﻛﻨﻤﻮﺫﺝ‬ ‫ﺔ‬ّ‫ﺎﻧﻴ‬‫ﱠ‬‫ﺍﻟﻤﺠ‬ ٨٨ ّ‫ﺗﺠﺎﺭﻱ‬ ‫ﻋﻤﻞ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ١٠٨ ‫ﺍﻟﻤﻔﺘﻮﺣﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﻳ‬‫ﺍﻟﺘﺠﺎﺭ‬ ‫اﻟﺘﺼﻤﻴﻢ‬ 3 ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺭﺅﻯ‬ ١٢٦ ‫ﺍﻷﻓﻜﺎﺭ‬ ‫ﺗﻮﻟﻴﺪ‬ ١٣٤ ّ‫ﺍﻟﺒﺼﺮﻱ‬ ‫ﺍﻟﺘﻔﻜﻴﺮ‬ ١٤٦ ‫ﺔ‬‫ﱠ‬‫ﻟﻴ‬‫ﱠ‬‫ﻭ‬‫ﺍﻷ‬ ‫ﺍﻟﻨﻤﺎﺫﺝ‬ ‫ﺗﺼﻤﻴﻢ‬ ١٦٠ ‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﻘﺼ‬ ‫ﺭﻭﺍﻳﺔ‬ ١٧٠ ‫ﺳﻴﻨﺎﺭﻳﻮﻫﺎﺕ‬ ١٨٠ ‫ﺔ‬َّ‫اﻻﺳﱰاﺗﻴﺠﻴ‬ 4 ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺑﻴﺌﺔ‬ ٢٠٠ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺗﻘﻴﻴﻢ‬ ٢١٢ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻣﻨﻈﻮﺭ‬ ٢٢٦ ‫ﺔ‬‫ﱠ‬‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴ‬ ‫ﺣﻮﻝ‬ ‫ﺍﻷﺯﺭﻕ‬ ‫ﺍﻟﻤﺤﻴﻂ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺓ‬‫ﱠ‬‫ﻋﺪ‬ ‫ﺇﺩﺍﺭﺓ‬ ٢٣٢ ‫ﺔ‬‫ﱠ‬‫ﻳ‬‫ﺗﺠﺎﺭ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﺔ‬َّ‫اﻟﻌﻤﻠﻴ‬ 5 ‫ﻧﻤﻮﺫﺝ‬ ‫ﺗﺼﻤﻴﻢ‬ ُ‫ﺔ‬‫ﱠ‬‫ﻋﻤﻠﻴ‬ ٢٤٤ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﺔ‬َّ‫ﻣﺴﺘﻘﺒﻠﻴ‬ ٌ‫ﻧﻈﺮة‬ { ‫ﺔ‬‫ﱠ‬‫ﻣﺴﺘﻘﺒﻠﻴ‬ ٌ‫ﺓ‬‫ﻧﻈﺮ‬ ٢٦٢ ‫ﺧﺎﺗﻤﺔ‬ { ‫ﻫﺬﺍ‬ ‫ﺟﺎﺀ‬ ‫ﻛﻴﻒ‬ ٢٧٤ ‫ﺍﻟﻜﺘﺎﺏ؟‬ ‫ﺍﻟﻤﺮﺍﺟﻊ‬ ٢٧٦
‫اﻟﻤﺨـــــــ‬
‫ـــــــﻄـــﻂ‬
‫ﺔ‬َّ‫اﻟﺘﺠﺎرﻳ‬ ‫اﻷﻋﻤﺎل‬ ‫ﻧﻤﺎذج‬ ‫ﺻﻒ‬ َ‫ﻟﻮ‬ ٌ‫ﻣﺸﱰﻛﺔ‬ ‫ﻟﻐﺔ‬ ‫ِﻫﺎ‬‫ﺮ‬‫وﺗﻐﻴﻴ‬ ‫ِﻫﺎ‬‫ﺮ‬‫وﺗﻘﺪﻳ‬ ‫ِﻫﺎ‬‫ر‬ ُّ‫وﺗﺼﻮ‬ ّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ ‫ﻣﺨﻄﻂ‬ The Business Model Canvas
‫ﻧﻤﻮﺫﺝ‬ ‫ﺗﻌﺮﻳﻒ‬ ١٤ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﺍﻟﺒﻨﺎﺀ‬ ‫ﺣﺠﺎﺭﺓ‬ ١٦ ‫ﺍﻟﺘﺴﻌﺔ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻣﺨﻄﻂ‬ ٤٤ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬
١٤ ِّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ ُ‫د‬ِّ‫ﺪ‬‫ﺤ‬ُ‫ﻳ‬ ‫اﻟﻤﻨﺸﺄة‬ ‫ﺒﻌﻪ‬َّ‫ﺘ‬‫ﺗ‬ ‫اﻟﺬي‬ َ‫اﻷﺳﻠﻮب‬ ‫وﺗﺤﻘﻴﻘﻬﺎ‬ ‫ﻣﺎ‬ ٍ‫ﻗﻴﻤﺔ‬ِ ‫ﻖ‬ْ‫ﻠ‬َ‫ﺧ‬ ‫ﻓﻲ‬ .‫ﻣﻨﻬﺎ‬ ‫واﻻﺳﺘﻔﺎدة‬ (Business Model) ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ _‫ﺗﻌﺮﻳﻒ‬
١٥ ٍ‫ﺍﺟﺘﻤﺎﻉ‬ ‫ﺃﻭ‬ ‫ﱟ‬‫ﺩ‬‫ﺟﺎ‬ ٍ‫ﻧﻘﺎﺵ‬ ‫ﱢ‬‫ﺃﻱ‬ ‫ﻓﻲ‬ ‫ﺪﺀ‬َ‫ﺍﻟﺒ‬ ُ‫ﻧﻘﻄﺔ‬ ‫ﺗﻜﻮﻥ‬ ‫ﺃﻥ‬ ‫ﻳﻨﺒﻐﻲ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻌﻨﻴﻪ‬َ‫ﻳ‬ ‫ﻟﻤﺎ‬ َ‫ﻙ‬َ‫ﺮ‬َ‫ﺘ‬‫ﺍﻟﻤﺸ‬ َ‫ﺍﻟﻔﻬﻢ‬ ‫ﻫﻲ‬ ٍ‫ﻋﻤﻞ‬ ِ‫ﻭﺭﺷﺔ‬ ‫ﺃﻭ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻟﻨﻤﻮﺫﺝ‬ ‫ﺎ‬ً‫ﻣﻔﻬﻮﻣ‬ ُ‫ﻧﺮﻳﺪ‬ .‫ﺍﻟﻮﺍﻗﻊ‬ ‫ﻓﻲ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ .‫ﻘﺎﺵ‬‫ﱢ‬‫ﻨ‬‫ﻭﺍﻟ‬ َ‫ﻒ‬ ْ‫ﺻ‬َ‫ﺍﻟﻮ‬ ‫ﻞ‬‫ﱢ‬‫ﺴﻬ‬ُ‫ﻳ‬ ‫ﺎ‬ً‫ﻣﻔﻬﻮﻣ‬ -‫ﺇﻧﺴﺎﻥ‬ ‫ﱡ‬‫ﻛﻞ‬ ٍ‫ﺑﺴﻬﻮﻟﺔ‬ ‫ﻪ‬ُ‫ﻮﻋﺒ‬َ‫ﺘ‬‫ﻳﺴ‬ .‫ﻧﻔﺴﻪ‬ ‫ﺑﺎﻟﻤﻮﺿﻮﻉ‬ َ‫ﺙ‬‫ﱠ‬‫ﻧﺘﺤﺪ‬ ‫ﻭﺃﻥ‬ ،‫ﻧﻔﺴﻬﺎ‬ ‫ﺍﻟﻨﻘﻄﺔ‬ ‫ﻣﻦ‬ ‫ﻧﺒﺪﺃ‬ ‫ﺃﻥ‬ ُ‫ﻧﺮﻳﺪ‬ ُ‫ﺍﻟﻤﻔﻬﻮﻡ‬ َ‫ﻳﻜﻮﻥ‬ ‫ﺃﻥ‬ ‫ﺮﻭﺭﺓ‬ َ‫ﺿ‬ ‫ﻓﻲ‬ ُ‫ﻦ‬ُ‫ﻳﻜﻤ‬ ‫ﱠ‬‫ﺍﻟﺤﻘﻴﻘﻲ‬ َ‫ﻱ‬‫ﱢ‬‫ﺍﻟﺘﺤﺪ‬ ‫ﱠ‬‫ﻭﻟﻌﻞ‬ ٍ‫ﻮ‬‫ﻧﺤ‬ ‫ﻋﻠﻰ‬ ‫ﻪ‬َ‫ﻤ‬َ‫ﻳﻔﻬ‬ ‫ﺃﻥ‬ ٍ‫ﺇﻧﺴﺎﻥ‬ ‫ﱢ‬‫ﺃﻱ‬ ‫ﻭﺑﺈﻣﻜﺎﻥ‬ ،‫ﺻﻠﺔ‬ ‫ﻭﺫﺍ‬ ،‫ﺎ‬ً‫ﺑﺴﻴﻄ‬ ‫ﺍﻟﻄﺮﻕ‬ ِ‫ﺒﺴﻴﻂ‬َ‫ﺗ‬ ‫ﻓﻲ‬ ‫َﻐﺔ‬‫ﻟ‬‫ﺍﻟﻤﺒﺎ‬ ‫ﻋﺪﻡ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺤﺮﺹ‬ ‫ﻣﻊ‬ ، ّ‫ﺑﺪﻳﻬﻲ‬ .‫ﺮﻛﺎﺕ‬ ‫ﱠ‬‫ﺍﻟﺸ‬ ‫ﺑﻬﺎ‬ ُ‫ﺪﺍﺭ‬ُ‫ﺗ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺪﺓ‬‫ﱠ‬‫ﻘ‬‫ﺍﻟﻤﻌ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻒ‬ ْ‫ﺻ‬َ‫ﺑﻮ‬ ‫ﻳﺴﻤﺢ‬ ‫ﺎ‬ً‫ﻣﻔﻬﻮﻣ‬ ‫ﺍﻟﺘﺎﻟﻴﺔ‬ ‫ﺍﻟﺼﻔﺤﺎﺕ‬ ‫ﻓﻲ‬ ‫ﻟﻜﻢ‬ ‫ﻡ‬‫ﱢ‬‫ﻧﻘﺪ‬ ‫ﻨﺸﺄﺓ‬ُ‫ﻣ‬ ‫ﺔ‬‫ﱠ‬‫ﺑﺄﻳ‬ ‫ﺃﻭ‬ ‫ﺑﻤﻨﺎﻓﺴﻴﻚ‬ ‫ﺃﻭ‬ ‫ﺑﻤﻨﺸﺄﺗﻚ‬ ‫ﱢ‬‫ﺍﻟﺨﺎﺹ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ُ‫ﺍﻟﻤﻔﻬﻮﻡ‬ ‫ﻫﺬﺍ‬ ‫ﻖ‬‫ﱢ‬‫ﺒ‬ُ‫ﻃ‬ ‫ﻟﻘﺪ‬ .‫ﺍﻟﻨﻤﻮﺫﺝ‬ ‫ﻫﺬﺍ‬ ‫ﻓﻲ‬ ‫ﺎ‬ًّ‫ﻳ‬‫ﱢ‬‫ﺪ‬ِ‫ﺟ‬ ‫ﻭﺍﻟﺘﻔﻜﻴﺮ‬ ،‫ﺧﺮﻯ‬ُ‫ﺃ‬ ‫ﱢ‬‫ﺍﻟﻔﻌﻠﻲ‬ ‫ﺍﻻﺳﺘﺨﺪﺍﻡ‬ ُ‫َﻴﺪ‬‫ﻗ‬ ‫ﺍﻵﻥ‬ ‫ﻭﻫﻮ‬ ،‫ﺍﻟﻌﺎﻟﻢ‬ ‫ﻮﻯ‬َ‫ﺘ‬‫ﻣﺴ‬ ‫ﻋﻠﻰ‬ َ‫ﺮ‬ِ‫ﺒ‬ُ‫ﺘ‬‫ﻭﺍﺧ‬ ،(Ericsson)‫ﻭﺇﺭﻳﻜﺴﻮﻥ‬ ،(IBM) ‫ﺃﻡ‬ ‫ﺑﻲ‬ ‫ﺁﻱ‬ ‫ﻣﺜﻞ‬ ‫ﻣﻨﺸﺂﺕ‬ ‫ﻓﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺤﻜﻮﻣﻴ‬ ‫ﻭﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻌﺎﻣ‬ ‫ﻭﺍﻷﺷﻐﺎﻝ‬ ،(Deloi e) ‫ﻭﺩﻳﻠﻮﻳﺖ‬ .‫ﺍﻟﻜﺜﻴﺮ‬ ‫ﻭﻏﻴﺮﻫﺎ‬ ،‫ﻛﻨﺪﺍ‬ ‫ﻓﻲ‬ ‫ﻟﻚ‬ ُ‫ﺢ‬َ‫ﺗﺴﻤ‬ ً‫ﻛﺔ‬َ‫ﺮ‬َ‫ﺘ‬‫ﻣﺸ‬ ً‫ﻟﻐﺔ‬ ُ‫ﺍﻟﻤﻔﻬﻮﻡ‬ ‫ﻫﺬﺍ‬ ‫ﻳﻜﻮﻥ‬ ‫ﺃﻥ‬ ‫ﺍﻟﻤﻤﻜﻦ‬ ‫ﻣﻦ‬ َ‫ﺑﺪﺍﺋﻞ‬ َ‫ﺪ‬ِ‫ﺠ‬َ‫ﺘ‬‫ﻟ‬ ٍ‫ﺑﺴﻬﻮﻟﺔ‬ ‫ﻪ‬ِ‫ﻭﺗﻄﻮﻳﻌ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻒ‬ ْ‫ﺻ‬َ‫ﺑﻮ‬ ‫ﱡﻐﺔ‬‫ﻠ‬‫ﺍﻟ‬ ‫ﻫﺬﻩ‬ ‫ﺇﻟﻰ‬ ‫ﻞ‬ ‫ﱡ‬‫ﺍﻟﺘﻮﺻ‬ ‫ﺩﻭﻥ‬ ‫ﻪ‬‫ﱠ‬‫ﻧ‬‫ﺃ‬ ‫ﱠ‬‫ﺷﻚ‬ ‫ﻭﻻ‬ .‫ﺟﺪﻳﺪﺓ‬ ً‫ﺔ‬‫ﱠ‬‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴ‬ ‫ﺣﻮﻝ‬ ‫ﺍﻻﻓﺘﺮﺍﺿﺎﺕ‬ ‫ﻱ‬‫ﱢ‬‫ﺗﺤﺪ‬ ‫ﺍﻟﺼﻌﺐ‬ ‫ﻣﻦ‬ ‫ﺒﻘﻰ‬َ‫ﻳ‬ ‫ﻪ‬‫ﱠ‬‫ﻧ‬‫ﻓﺈ‬ ،‫ﻛﺔ‬َ‫ﺮ‬َ‫ﺘ‬‫ﺍﻟﻤﺸ‬ ٍ‫ﻭﺑﺄﺳﻠﻮﺏ‬ ٍ‫ﺑﻨﺠﺎﺡ‬ ‫ﻭﺗﺠﺪﻳﺪﻩ‬ ‫ﺑﻚ‬ ‫ﱢ‬‫ﺍﻟﺨﺎﺹ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ . ّ‫ﺠﻲ‬َ‫ﻨﻬ‬َ‫ﻣ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻟﻨﻤﻮﺫﺝ‬ ٍ‫ﻣﻤﻜﻦ‬ ٍ‫ﻒ‬ ْ‫ﺻ‬َ‫ﻭ‬ ‫ﺃﻓﻀﻞ‬ ُ‫ﺗﻘﺪﻳﻢ‬ ُ‫ﻳﻤﻜﻦ‬ ‫ﻪ‬‫ﱠ‬‫ﻧ‬‫ﺑﺄ‬ ُ‫ﻧﺆﻣﻦ‬ ‫ﻨﺎ‬‫ﱠ‬‫ﻧ‬‫ﺇ‬ ُ‫ﺗﻌﻤﻞ‬ ‫ﻛﻴﻒ‬ ُ‫ﺮ‬ِ‫ﻬ‬‫ﻈ‬ُ‫ﺗ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺃﺳﺎﺳﻴ‬ ٍ‫ﺑﻨﺎﺀ‬ ‫ﺣﺠﺎﺭﺓ‬ ‫ﺗﺴﻌﺔ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻫﺬﻩ‬ ‫ﻲ‬‫ﱢ‬‫ﻐﻄ‬ُ‫ﺗ‬ .‫ﺍﻟﻤﺎﻝ‬ ‫ﺐ‬ ْ‫َﺴ‬‫ﻛ‬‫ﻭ‬ ‫ﺍﻟﻨﺠﺎﺡ‬ ‫ﺤﻘﻴﻖ‬َ‫ﺘ‬‫ﻟ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻣﻦ‬ ‫ﻣﻨﺸﺄﺓ‬ ، ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻟﻠﻌﻤﻞ‬ َ‫ﺔ‬‫ﱠ‬‫ﺍﻷﺳﺎﺳﻴ‬ َ‫ﺔ‬‫ﺍﻷﺭﺑﻌ‬ ِ‫ﺍﻟﻤﺠﺎﻻﺕ‬ ‫ﺍﻟﺘﺴﻌﺔ‬ ‫ﺍﻟﺤﺠﺎﺭﺓ‬ ‫ﱠ‬‫ﺇﻥ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺎﻟﻴ‬ ُ‫ﺓ‬‫ﻭﺍﻟﻘﺪﺭ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺤﺘﻴ‬ ُ‫ﻭﺍﻟﺒﻨﻴﺔ‬ ،‫ﺽ‬ْ‫ﺮ‬َ‫ﻭﺍﻟﻌ‬ ،‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻭﻫﻲ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﻻﺳﺘﺮﺍﺗﻴﺠﻴ‬ ٍ‫ﻂ‬‫ﱠ‬‫ﺑﻤﺨﻄ‬ ُ‫ﻳﻜﻮﻥ‬ ‫ﻣﺎ‬ ُ‫ﻪ‬َ‫ﺃﺷﺒ‬ ‫ﻫﻮ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ِ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ .‫ﺔ‬‫ﱠ‬‫ﺗﻨﻈﻴﻤﻴ‬ َ‫ﻭﻫﻴﺎﻛﻞ‬ ٍ‫ﺎﺕ‬‫ﱠ‬‫ﻭﻋﻤﻠﻴ‬ ٍ‫ﺃﻧﻈﻤﺔ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﺗﻄﺒﻴﻘﻪ‬ ‫ﻳﺠﺮﻱ‬
‫ﺷﺮاﺋﺢ‬ ‫اﻟﻌﻤﻼء‬ Customer Segments ٍ‫ﻟﺸﺮﻳﺤﺔ‬ ً‫ﺔ‬‫ﺧﺪﻣ‬ ٍ‫ﻣﻨﺸﺄﺓ‬ ‫ﱡ‬‫ﻛﻞ‬ ُ‫ﻡ‬‫ﱢ‬‫ﺗﻘﺪ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﻣﻦ‬ ‫ﺃﻛﺜﺮ‬ ‫ﺃﻭ‬ ٍ‫ﻭﺍﺣﺪﺓ‬ ‫اﻟﻘﻴﻢ‬ ‫اﻟﻤﻘﱰﺣﺔ‬ Value Proposi ons ِ‫ﻣﺸﻜﻼﺕ‬ ‫ﱢ‬‫ﺣﻞ‬ ‫ﺇﻟﻰ‬ ُ‫ﺓ‬‫ﺍﻟﻤﻨﺸﺄ‬ ‫ﺴﻌﻰ‬َ‫ﺗ‬ ‫ﻋﺒﺮ‬ ‫ﺍﺣﺘﻴﺎﺟﺎﺗﻬﻢ‬ ِ‫ﻭﺗﻠﺒﻴﺔ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ .‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﺗﻘﺪﻳﻢ‬ ‫اﻟﻘﻨﻮات‬ Channels ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ُ‫ﺇﻳﺼﺎﻝ‬ ‫ﻳﺠﺮﻱ‬ ‫ﺍﻟﺘﻮﺍﺻﻞ‬ ‫ﻗﻨﻮﺍﺕ‬ ‫ﻋﺒﺮ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺇﻟﻰ‬ .‫ﻴﻊ‬َ‫ﻭﺍﻟﺒ‬ ‫ﻭﺍﻟﺘﻮﺯﻳﻊ‬ ‫ﻣﻊ‬ ‫اﻟﻌﻼﻗﺎت‬ ‫اﻟﻌﻤﻼء‬ Customer Rela onships ٍ‫ﺷﺮﻳﺤﺔ‬ ‫ﱢ‬‫ﻛﻞ‬ ‫ﻣﻊ‬ ٌ‫ﻋﻼﻗﺎﺕ‬ ‫ﺒﻨﻰ‬ُ‫ﺗ‬ ‫ﻭﺍﻟﻌﻤﻞ‬ ،‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﻣﻦ‬ .‫ﺍﺳﺘﺪﺍﻣﺘﻬﺎ‬ ‫ﻋﻠﻰ‬ ‫اﻟﺘﺴﻌﺔ‬ ‫اﻟﺒﻨﺎء‬ ‫ﺣﺠﺎرة‬ CR CH VP CS ١٢٣٤
١٧ ‫ﻣﺼﺎدر‬ ‫اﻹﻳﺮادات‬ Revenue Streams ‫ﱡﻖ‬‫ﻓ‬‫ﺑﺎﻟﺘﺪ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﺼﺎﺩﺭ‬ ُ‫ﺗﺒﺪﺃ‬ ‫ﻟﻠﻘﻴﻢ‬ ِ‫ﺍﻟﻨﺎﺟﺢ‬ ‫ﺍﻟﺘﻘﺪﻳﻢ‬ ‫ﺑﻌﺪ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫اﻟﻤﻮارد‬ ‫ﺔ‬َّ‫اﻟﺮﺋﻴﺴﻴ‬ Key Resources ُ‫ﺍﻷﺻﻮﻝ‬ ‫ﻫﻲ‬ ُ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ُ‫ﺩ‬‫ﺍﻟﻤﻮﺍﺭ‬ ‫ﺳﺒﻖ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻌﻨﺎﺻﺮ‬ ‫ﻘﺪﻳﻢ‬َ‫ﺘ‬‫ﻟ‬ ‫ﺯﻣﺔ‬ ‫ﱠ‬‫ﺍﻟﻼ‬ ‫ﺗﻠﻚ‬ ‫ﻭﺗﺴﻠﻴﻢ‬ ،‫ﺑﺸﺄﻧﻬﺎ‬ ُ‫ﺍﻟﺤﺪﻳﺚ‬ .‫ﺍﻟﻌﻨﺎﺻﺮ‬ ُ‫اﻷﻧﺸﻄﺔ‬ ‫ﺔ‬َّ‫اﻟﺮﺋﻴﺴﻴ‬ Key Ac vi es ‫ﺍﻷﻧﺸﻄﺔ‬ ‫ﻣﻦ‬ ٍ‫ﻋﺪﺩ‬ ‫ﺗﻨﻔﻴﺬ‬ ‫...ﻋﺒﺮ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫اﻟﺸﺮاﻛﺎت‬ ‫ﺔ‬َّ‫اﻟﺮﺋﻴﺴﻴ‬ Key Partnerships ‫ﺑﺎﻟﺘﻌﺎﻗﺪ‬ ‫ﺍﻷﻧﺸﻄﺔ‬ ُ‫ﺑﻌﺾ‬ ُ‫ﺬ‬‫ﱠ‬‫ﻔ‬‫ﻨ‬ُ‫ﺗ‬ ‫ﻳﺠﺮﻱ‬ ‫ﻛﻤﺎ‬ ،ٍ‫ﺔ‬‫ﱠ‬‫ﺧﺎﺭﺟﻴ‬ َ‫ﻣﺼﺎﺩﺭ‬ ‫ﻣﻊ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺑﻌﺾ‬ ‫ﻋﻠﻰ‬ ُ‫ﺍﻟﺤﺼﻮﻝ‬ .‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﺧﺎﺭﺝ‬ ُ‫ﻫـﻴﻜـــﻞ‬ ‫اﻟﺘﻜﺎﻟﻴﻒ‬ Cost Structure ‫ﻣﻦ‬ ِ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ُ‫ﻫﻴﻜﻞ‬ ُ‫ﻳﻨﺸﺄ‬ . ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ C$ KP KA KR R$ ٥٦٧٨٩
١٨ [ CS Customer Segments ‫اﻟﻌﻤﻼء‬ ‫ﺷﺮاﺋﺢ‬ CR Customer Relationships ‫اﻟﻌﻤﻼء‬ ‫ﻣﻊ‬ ‫اﻟﻌﻼﻗﺎت‬ VP Value Propositions ‫اﻟﻤﻘﱰﺣﺔ‬ ‫اﻟﻘﻴﻢ‬ CH Channels ‫اﻟﻘﻨﻮات‬ R$ Revenue Streams ‫اﻹﻳﺮادات‬ ‫ﻣﺼﺎدر‬
١٩ KR Key Resources ‫ﺔ‬َّ‫اﻟﺮﺋﻴﺴﻴ‬ ‫اﻟﻤﻮارد‬ KP Key Partnerships ‫ﺔ‬َّ‫اﻟﺮﺋﻴﺴﻴ‬ ‫اﻟﺸﺮاﻛﺎت‬ KA Key Activities ‫ﺔ‬َّ‫اﻟﺮﺋﻴﺴﻴ‬ ‫اﻷﻧﺸﻄﺔ‬ C$ Cost Structure ‫اﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻫﻴﻜﻞ‬
١ َ‫اﻟﻤﺨﺘﻠﻔﺔ‬ ِ‫اﻟﻤﺠﻤﻮﻋﺎت‬ ‫اﻟﻌﻤﻼء‬ ‫ﺑﺸﺮاﺋﺢ‬ ُّ‫اﻟﺨﺎص‬ ‫اﻟﺒﻨﺎء‬ ‫ﺣﺠﺮ‬ ُ‫د‬ِّ‫ﺪ‬َ‫ﺤ‬ُ‫ﻳ‬ ‫إﻟﻴﻬﺎ‬ ‫ﻟﺘﺼﻞ‬ ‫ﻣﺎ‬ ‫ﻣﻨﺸﺄة‬ ‫ﺗﺴﺘﻬﺪﻓﻬﺎ‬ ‫اﻟﺘﻲ‬ ‫اﻟﻤﻨﺸﺂت‬ ‫أو‬ ‫ﺎس‬ّ‫ﻨ‬‫اﻟ‬ ‫ﻣﻦ‬ .‫ﻟﻬﺎ‬ ً‫ﺧﺪﻣﺔ‬ ‫م‬ِّ‫ﺪ‬‫وﺗﻘ‬ ٍ‫ﻣﻨﺸﺄﺓ‬ ‫ﱡ‬‫ﺔ‬‫ﺃﻳ‬ ُ‫ﺗﺴﺘﻄﻴﻊ‬ ‫ﻓﻼ‬ . ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﻦ‬ ٍ‫ﻧﻤﻮﺫﺝ‬ ‫ﱢ‬‫ﺃﻱ‬ ‫ﺟﻮﻫﺮ‬ ُ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﱢﻞ‬‫ﻜ‬‫ﺸ‬ُ‫ﻳ‬ ‫ﺃﻋﻠﻰ‬ َ‫ﺗﺤﻘﻴﻖ‬ ُ‫ﺔ‬‫ﺮﻛ‬ ‫ﱠ‬‫ﺍﻟﺸ‬ ‫ﺗﺴﺘﻄﻴﻊ‬ ‫ﻰ‬‫ﱠ‬‫ﺘ‬‫ﻭﺣ‬ .(‫)ﻣﺮﺑﺤﻴﻦ‬ ‫ﻋﻤﻼﺀ‬ ‫ﻭﺟﻮﺩ‬ ‫ﺩﻭﻥ‬ ‫ﻳﻤﻮﻣﺔ‬‫ﱠ‬‫ﻭﺍﻟﺪ‬ ‫ﺍﻟﺒﻘﺎﺀ‬ ‫ﻳﺸﺘﺮﻙ‬ ٍ‫ﻣﺘﻤﻴﺰﺓ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﺇﻟﻰ‬ ‫ﻬﻢ‬ُ‫ﻔ‬‫ﺗﺼﻨﻴ‬ ‫ﺑﺈﻣﻜﺎﻧﻬﺎ‬ ‫ﱠ‬‫ﻓﺈﻥ‬ ،‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺭﺿﺎ‬ ‫ﻣﻦ‬ ٍ‫ﻣﻤﻜﻨﺔ‬ ٍ‫ﺩﺭﺟﺔ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ُ‫ﺩ‬‫ﱢ‬‫ﺪ‬َ‫ﺤ‬ُ‫ﻳ‬ ‫ﻭﻗﺪ‬ .‫ﺍﻟﺼﻔﺎﺕ‬ ‫ﻣﻦ‬ ‫ﻭﻏﻴﺮﻫﺎ‬ ‫ﻭﺍﻟﺴﻠﻮﻙ‬ ‫ﺍﻻﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﻓﻲ‬ ‫ﻣﻨﻬﺎ‬ ‫ﱞ‬‫ﻛﻞ‬ ‫ﺃﻥ‬ ٍ‫ﻣﻨﺸﺄﺓ‬ ‫ﻛﻞ‬ ‫ﻭﻋﻠﻰ‬ .‫ﺍﻟﻜﺒﻴﺮﺓ‬ ‫ﺃﻭ‬ ‫ﻐﻴﺮﺓ‬ ‫ﱠ‬‫ﺍﻟﺼ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﻣﻦ‬ َ‫ﺃﻛﺜﺮ‬ ‫ﺃﻭ‬ ‫ﺍ‬ً‫ﻭﺍﺣﺪ‬ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ُ‫ﺫ‬‫ﺨﺎ‬‫ﱢ‬‫ﺗ‬‫ﺍ‬ ‫ﱠ‬‫ﻢ‬َ‫ﺗ‬ ‫ﻭﻣﺘﻰ‬ .‫ﺗﺠﺎﻫﻠﻬﺎ‬ ُ‫ﺗﺮﻳﺪ‬ ‫ﻭﺍﻟﺘﻲ‬ ‫ﺧﺪﻣﺘﻬﺎ‬ ُ‫ﺗﺮﻳﺪ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﺸﺮﺍﺋﺢ‬ ‫ﺣﻮﻝ‬ ‫ﺎ‬ً‫ﻭﺍﻋﻴ‬ ‫ﺍ‬ً‫ﻗﺮﺍﺭ‬ َ‫ﺨﺬ‬‫ﱠ‬‫ﺘ‬‫ﺗ‬ ‫ﺎ‬ ً‫ﺴ‬‫ﱠ‬‫ﻣﺆﺳ‬ ‫ﻳﻜﻮﻥ‬ ٍ‫ﻋﻨﺎﻳﺔ‬ ‫ﱢ‬‫ﺑﻜﻞ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻟﻠﻌﻤﻞ‬ ٍ‫ﻧﻤﻮﺫﺝ‬ ُ‫ﺗﺼﻤﻴﻢ‬ ‫ﻳﻤﻜﻦ‬ ‫ﻪ‬‫ﱠ‬‫ﻧ‬‫ﻓﺈ‬ ،‫ﺍﻟﻘﺮﺍﺭ‬ ‫ﻫﺬﺍ‬ ‫ﻣﺜﻞ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﻣﻦ‬ ٍ‫ﺷﺮﻳﺤﺔ‬ ‫ﱢ‬‫ﺑﻜﻞ‬ ‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﺨﺎﺻ‬ ِ‫ﻟﻼﺣﺘﻴﺎﺟﺎﺕ‬ ٍ‫ﻋﺎﻝ‬ ٍ‫ﻢ‬‫ﱡ‬‫ﺗﻔﻬ‬ ‫ﻋﻠﻰ‬ :‫ﺍﻟﺘﺎﻟﻴﺔ‬ ‫ﺍﻟﺤﺎﻻﺕ‬ ‫ﻓﻲ‬ ً‫ﺔ‬‫ﻣﺨﺘﻠﻔ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ُ‫ﻣﺠﻤﻮﻋﺎﺕ‬ ُ‫ﻞ‬‫ﱢ‬‫ﺜ‬‫ﻤ‬ُ‫ﺗ‬‫ﻭ‬ ،‫ﻫﺬﺍ‬ .‫ﻩ‬ُ‫ﺭ‬‫ﱢ‬‫ﺒﺮ‬ُ‫ﺗ‬‫ﻭ‬ ‫ﻣﻨﻬﺎ‬ ‫ﻟﻜﻞ‬ ‫ﺎ‬ ًّ‫ﺧﺎﺻ‬ ‫ﺎ‬ ً‫ﻋﺮﺿ‬ ‫ﺗﺴﺘﺪﻋﻲ‬ ‫ﻬﻢ‬ُ‫ﺗ‬‫ﺍﺣﺘﻴﺎﺟﺎ‬ ‫ﻛﺎﻧﺖ‬ ‫ﺇﺫﺍ‬ • .‫ﻣﺨﺘﻠﻔﺔ‬ ‫ﺗﻮﺯﻳﻊ‬ ِ‫ﻗﻨﻮﺍﺕ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﺇﻟﻴﻬﻢ‬ ‫ﺍﻟﻮﺻﻮﻝ‬ ‫ﻳﻤﻜﻦ‬ ‫ﻛﺎﻥ‬ ‫ﺇﺫﺍ‬ • .‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻣﻦ‬ ً‫ﺔ‬‫ﻣﺨﺘﻠﻔ‬ ‫ﺎ‬ً‫ﺃﻧﻮﺍﻋ‬ ‫ﺗﺴﺘﺪﻋﻲ‬ ‫ﻬﻢ‬ُ‫ﺃﻭﺿﺎﻋ‬ ‫ﻛﺎﻧﺖ‬ ‫ﺇﺫﺍ‬ • . ّ‫ﺟﻮﻫﺮﻱ‬ ٍ‫ﺑﺸﻜﻞ‬ ً‫ﺔ‬‫ﻣﺘﺒﺎﻳﻨ‬ ٍ‫ﺃﺭﺑﺎﺡ‬ ‫ﺗﻮﻟﻴﺪ‬ ‫ﻋﻠﻰ‬ ‫ﻬﻢ‬ُ‫ﺗ‬‫ﻗﺪﺭﺍ‬ ‫ﻛﺎﻧﺖ‬ ‫ﺇﺫﺍ‬ • .‫ﻟﻠﻌﺮﺽ‬ ٍ‫ﻣﺨﺘﻠﻔﺔ‬ َ‫ﺟﻮﺍﻧﺐ‬ َ‫ﻣﻘﺎﺑﻞ‬ ٍ‫ﺃﻣﻮﺍﻝ‬ ‫ﻟﺪﻓﻊ‬ ٌ‫ﺩ‬‫ﺍﺳﺘﻌﺪﺍ‬ ‫ﻟﺪﻳﻬﻢ‬ ‫ﻛﺎﻥ‬ ‫ﺇﺫﺍ‬ • Customer Segments ‫اﻟﻌﻤﻼء‬ ‫ﺷﺮاﺋﺢ‬ CS
٢١ ،‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﻣﻦ‬ ٌ‫ﺔ‬‫ﻣﺨﺘﻠﻔ‬ ٌ‫ﺃﻧﻮﺍﻉ‬ ‫ﻫﻨﺎﻙ‬ :‫ﺍﻷﻣﺜﻠﺔ‬ ُ‫ﺑﻌﺾ‬ ‫ﻭﻫﺬﻩ‬ (Mass market) ‫ﺔ‬‫ﱠ‬‫ﻳ‬‫ﺍﻟﺠﻤﺎﻫﻴﺮ‬ ‫ﺍﻷﺳﻮﺍﻕ‬ َ‫ﺍﻷﺳﻮﺍﻕ‬ ‫ﺗﺴﺘﻬﺪﻑ‬ ‫ﺍﻟﺘﻲ‬ ، ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ِ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ُ‫ﺰ‬‫ﱢ‬‫ﻤﻴ‬ُ‫ﺗ‬ ‫ﻻ‬ ‫ﺍﻟﺒﻨﺎﺀ‬ َ‫ﺓ‬‫ﺣﺠﺎﺭ‬ ‫ﱠ‬‫ﺇﻥ‬ .‫ﻟﻠﻌﻤﻼﺀ‬ ِ‫ﺍﻟﻤﺨﺘﻠﻔﺔ‬ ‫ﺍﻟﺸﺮﺍﺋﺢ‬ ‫ﺑﻴﻦ‬ ،َ‫ﺔ‬‫ﺍﻟﺠﻤﺎﻫﻴﺮﻳ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﻭﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﺍﻟﺘﻮﺯﻳﻊ‬ ‫ﻭﻗﻨﻮﺍﺕ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﺑﺎﻟﻘ‬ َ‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﺨﺎﺻ‬ ‫ﺍﻟﺬﻳﻦ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ ٍ‫ﻛﺒﻴﺮﺓ‬ ٍ‫ﻭﺍﺣﺪﺓ‬ ٍ‫ﻣﺠﻤﻮﻋﺔ‬ ‫ﻋﻠﻰ‬ ‫ﻬﺎ‬ُ‫ﺟﻤﻴﻌ‬ ُ‫ﺰ‬‫ﱢ‬‫ﻛ‬‫ﺗﺮ‬ ‫ﺎ‬ً‫ﻏﺎﻟﺒ‬ .‫ﺑﻌﻴﺪ‬ ‫ﱟ‬‫ﺣﺪ‬ ‫ﺇﻟﻰ‬ ِ‫ﻭﺍﻟﻤﺸﻜﻼﺕ‬ ‫ﺍﻻﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﻓﻲ‬ ‫ﻳﺸﺘﺮﻛﻮﻥ‬ ‫ﻗﻄﺎﻉ‬ ‫ﻓﻲ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﻦ‬ ُ‫ﺍﻟﻨﻮﻉ‬ ‫ﻫﺬﺍ‬ ُ‫ﻡ‬َ‫ﺴﺘﺨﺪ‬ُ‫ﻳ‬ ‫ﻣﺎ‬ .‫ﺔ‬ّ‫ﺍﻻﺳﺘﻬﻼﻛﻴ‬ ‫ﺎﺕ‬ّ‫ﺍﻹﻟﻜﺘﺮﻭﻧﻴ‬ (Niche market) ‫ﺼﺔ‬ ‫ﱢ‬‫ﺍﻟﻤﺘﺨﺼ‬ ‫ﺍﻷﺳﻮﺍﻕ‬ َ‫ﺔ‬‫ﺼ‬ ‫ﱢ‬‫ﺍﻟﻤﺘﺨﺼ‬ َ‫ﺍﻷﺳﻮﺍﻕ‬ ‫ﺗﺴﺘﻬﺪﻑ‬ ‫ﺍﻟﺘﻲ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﱢﺰ‬‫ﻛ‬‫ﺗﺮ‬ ُ‫ﺗﻜﻴﻴﻒ‬ ‫ﻳﺘﻢ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ ٍ‫ﺔ‬ َ‫ﺼ‬ ‫ﱢ‬‫ﻭﻣﺘﺨﺼ‬ ٍ‫ﺓ‬َ‫ﺩ‬‫ﱠ‬‫ﻣﺤﺪ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﺍﻟﺘﻮﺯﻳﻊ‬ ‫ﻭﻗﻨﻮﺍﺕ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﻣﺜﻞ‬ ٍ‫ﺑﻨﺎﺀ‬ ِ‫ﺣﺠﺎﺭﺓ‬ .‫ﺺ‬ ‫ﱢ‬‫ﺍﻟﻤﺘﺨﺼ‬ ‫ﻮﻕ‬ ّ‫ﻟﻠﺴ‬ ِ‫ﺓ‬َ‫ﺩ‬‫ﱠ‬‫ﺍﻟﻤﺤﺪ‬ ‫ﺍﻻﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﻲ‬ّ‫ﻟﺘﻠﺒ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ،‫ﺍﻷﺣﻴﺎﻥ‬ ‫ﺃﻏﻠﺐ‬ ‫ﻓﻲ‬ ،‫ﻫﺬﻩ‬ ‫ﻣﺜﻞ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ُ‫ﻡ‬َ‫ﺨﺪ‬َ‫ﺘ‬‫ﺴ‬ُ‫ﺗ‬ ‫ﻣﻦ‬ ٌ‫ﻛﺜﻴﺮ‬ ُ‫ﻳﻌﺘﻤﺪ‬ ، ً‫ﻓﻤﺜﻼ‬ .‫ﺍﻟﻤﺸﺘﺮﻳﻦ‬ –‫ﺍﻟﻤﻮﺭﺩﻳﻦ‬ ‫ﻋﻼﻗﺎﺕ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺴﻴﺎﺭﺍﺕ‬ ‫ﻌﻲ‬‫ﱢ‬‫ﻨ‬‫ﺼ‬ُ‫ﻣ‬ ‫ﻣﺸﺘﺮﻳﺎﺕ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺴﻴﺎﺭﺍﺕ‬ ‫ﻏﻴﺎﺭ‬ ‫ﻗﻄﻊ‬ ‫ﻌﻲ‬‫ﱢ‬‫ﻨ‬‫ﺼ‬ُ‫ﻣ‬ .‫ﺍﻟﺮﺋﻴﺴﻴﻴﻦ‬ (Segmented) ‫ﺍﻟﺘﻤﻴﻴﺰ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﺴﻮﻕ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﺑﻴﻦ‬ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺑﻌﺾ‬ ‫ﺰ‬‫ﱢ‬‫ﻤﻴ‬ُ‫ﺗ‬ .‫ﺑﻌﺾ‬ ‫ﻋﻦ‬ ‫ﻬﺎ‬ ُ‫ﺑﻌﻀ‬ ‫ﺍﻟﺸﻲﺀ‬ ‫ﺑﻌﺾ‬ ‫ﻬﺎ‬ُ‫ﺗ‬‫ﻭﻣﺸﻜﻼ‬ ‫ﻬﺎ‬ُ‫ﺗ‬‫ﺍﺣﺘﻴﺎﺟﺎ‬ ‫ﺗﺨﺘﻠﻒ‬ Credit) ‫ﺳﻮﻳﺲ‬ ‫ﻛﺮﻳﺪﻱ‬ ‫ﻣﺜﻞ‬ ٍ‫ﻟﺒﻨﻚ‬ (Retail Arm) ‫ﺍﻟﺘﺠﺰﺋﺔ‬ ُ‫ﻓﺬﺭﺍﻉ‬ ‫ﺍﻟﺬﻳﻦ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ ٍ‫ﻛﺒﻴﺮﺓ‬ ٍ‫ﻣﺠﻤﻮﻋﺔ‬ ‫ﺑﻴﻦ‬ ُ‫ﺰ‬‫ﱢ‬‫ﻤﻴ‬ُ‫ﺗ‬ ‫ﻗﺪ‬ ، ً‫ﻣﺜﻼ‬ (Suisse ٍ‫ﻭﻣﺠﻤﻮﻋﺔ‬ ٍ‫ﺭ‬‫ﺩﻭﻻ‬ ‫ﺃﻟﻒ‬ ‫ﻣﺌﺔ‬ ‫ﺇﻟﻰ‬ ُ‫ﺗﺼﻞ‬ ً‫ﺃﺻﻮﻻ‬ ‫ﻣﻨﻬﻢ‬ ‫ﱞ‬‫ﻛﻞ‬ ‫ﻳﻤﺘﻠﻚ‬ ‫ﱟ‬‫ﻛﻞ‬ ُ‫ﺓ‬‫ﺛﺮﻭ‬ ‫ﺗﺘﺠﺎﻭﺯ‬ ‫ﺍﻟﺬﻳﻦ‬ ‫ﺍﻷﺛﺮﻳﺎﺀ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ ٍ‫ﺻﻐﻴﺮﺓ‬ ‫ﺃﺧﺮﻯ‬ ‫ﺍﻻﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺸﺮﻳﺤﺘﺎﻥ‬ ‫ﺗﺸﺘﺮﻙ‬ .‫ﺍﻟﻤﻠﻴﻮﻥ‬ َ‫ﻧﺼﻒ‬ ‫ﻣﻨﻬﻢ‬ ‫ﻟﻬﺬﺍ‬ ‫ﻛﺎﻥ‬ .‫ﺑﻌﺾ‬ ‫ﻋﻦ‬ ‫ﻬﺎ‬ ُ‫ﺑﻌﻀ‬ ‫ﻣﺘﺒﺎﻳﻨﺔ‬ ‫ﺗﺒﻘﻰ‬ ‫ﻬﺎ‬‫ﱠ‬‫ﻧ‬‫ﺃ‬ ‫ﺇﻻ‬ ،‫ﻭﺍﻟﻤﺸﻜﻼﺕ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻟﻨﻤﻮﺫﺝ‬ ‫ﺍﻷﺧﺮﻯ‬ ‫ﺍﻟﺒﻨﺎﺀ‬ ‫ﺣﺠﺎﺭﺓ‬ ‫ﻋﻠﻰ‬ ٌ‫ﺍﻧﻌﻜﺎﺳﺎﺕ‬ ‫ﺍﻷﻣﺮ‬ ‫ﻭﻗﻨﻮﺍﺕ‬ ،‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﻣﺜﻞ‬ ،‫ﺳﻮﻳﺲ‬ ‫ﻛﺮﻳﺪﻱ‬ ‫ﻟﺒﻨﻚ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺇﻟﻰ‬ ‫ﺮ‬ُ‫ﺍﻧﻈ‬ .‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻭﻣﺼﺎﺩﺭ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﻭﻟﻠﻌﻼﻗﺎﺕ‬ ،‫ﺍﻟﺘﻮﺯﻳﻊ‬ Micro Precision) ‫ﺳﻴﺴﺘﻤﺰ‬ ‫ﺑﺮﻳﺴﺠﻦ‬ ‫ﻣﺎﻳﻜﺮﻭ‬ ‫ﺷﺮﻛﺔ‬ ‫ﺣﺎﻟﺔ‬ ِ‫ﻣﺘﻨﺎﻫﻴﺔ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﻣﻴﻜﺎﻧﻴﻜﻴ‬ َ‫ﺗﺼﺎﻣﻴﻢ‬ ‫ﺗﻘﺪﻳﻢ‬ ‫ﻓﻲ‬ ُ‫ﺺ‬ ‫ﱠ‬‫ﺗﺘﺨﺼ‬ ‫ﺍﻟﺘﻲ‬ ،(Systems ‫ﺇﻧﻬﺎ‬ .‫ﺔ‬‫ﱠ‬‫ﺧﺎﺭﺟﻴ‬ َ‫ﻣﺼﺎﺩﺭ‬ ‫ﻋﻠﻰ‬ ‫ﺑﺎﻻﻋﺘﻤﺎﺩ‬ ‫ﻟﻠﺼﻨﺎﻋﺔ‬ ٍ‫ﻭﺣﻠﻮﻝ‬ ‫ﻐﺮ‬ ‫ﱢ‬‫ﺍﻟﺼ‬ ،‫ﺍﻟﺴﺎﻋﺎﺕ‬ ‫ﺻﻨﺎﻋﺔ‬ –‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ ً‫ﺔ‬‫ﻣﺨﺘﻠﻔ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﺛﻼﺙ‬ ‫ﺗﺨﺪﻡ‬ ‫ﺎ‬ً‫ﻗﻴﻤ‬ ‫ﻣﻨﻬﺎ‬ ‫ﱟ‬‫ﻟﻜﻞ‬ ُ‫ﻡ‬‫ﱢ‬‫ﻘﺪ‬ُ‫ﺗ‬‫ﻭ‬ –‫ﺍﻟﺼﻨﺎﻋﻴﺔ‬ ‫ﺍﻷﺗﻤﺘﺔ‬ ‫ﻭﻗﻄﺎﻉ‬ ‫ﺍﻟﻄﺒﻴﺔ‬ ‫ﺍﻟﺼﻨﺎﻋﺔ‬ .‫ﺎ‬ً‫ﻔ‬‫ﻃﻔﻴ‬ ‫ًﺎ‬‫ﻓ‬‫ﺍﺧﺘﻼ‬ ‫ﺍﻷﺧﺮﻯ‬ ‫ﻋﻦ‬ ‫ﻣﺨﺘﻠﻔﺔ‬ ‫ﻣﻘﺘﺮﺣﺔ‬ (Diversified) ‫ﺍﻟﺘﻨﻮﻳﻊ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ِ‫ﻉ‬‫ﱢ‬‫ﻣﺘﻨﻮ‬ ‫ﱟ‬‫ﺗﺠﺎﺭﻱ‬ ٍ‫ﻋﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺗﺘﺒﻨﻰ‬ ‫ﺍﻟﺘﻲ‬ ُ‫ﺓ‬‫ﺍﻟﻤﻨﺸﺄ‬ ‫ﻡ‬‫ﱢ‬‫ﻘﺪ‬ُ‫ﺗ‬ ‫ﻭﺗﺨﺘﻠﻒ‬ ،‫ﺑﻴﻨﻬﻤﺎ‬ ‫ﺗﻼﻗﻲ‬ ‫ﻻ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ ‫ﻟﺸﺮﻳﺤﺘﻴﻦ‬ ‫ﻬﺎ‬ِ‫ﺧﺪﻣﺎﺗ‬ ‫ﺭﺕ‬‫ﱠ‬‫ﻗﺮ‬ ، ً‫ﻓﻤﺜﻼ‬ .‫ﺑﻌﺾ‬ ‫ﻋﻦ‬ ‫ﻬﻤﺎ‬ ُ‫ﺑﻌﻀ‬ ‫ﻭﻣﺸﻜﻼﺗﻬﻤﺎ‬ ‫ﺍﺣﺘﻴﺎﺟﺎﺗﻬﻤﺎ‬ ٢٠٠٦ ‫ﺳﻨﺔ‬ ‫ﻓﻲ‬ (Amazon.com) ‫ﻛﻮﻡ‬ ‫ﺩﻭﺕ‬ ‫ﺃﻣﺎﺯﻭﻥ‬ ‫ﺷﺮﻛﺔ‬ ‫”ﺍﻟﺤﻮﺳﺒﺔ‬ ‫ﺧﺪﻣﺎﺕ‬ ‫ﺑﺒﻴﻊ‬ ‫ﺗﻤﺎﺭﺳﻬﺎ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﺘﺠﺰﺋﺔ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﺗﻨﻮﻳﻊ‬ ‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﻋﻠﻰ‬ ٍ‫ﺗﺨﺰﻳﻦ‬ ُ‫ﺰ‬‫ﱢ‬‫ﺣﻴ‬ :(Cloud Compu ng) “‫ﺍﻟﺴﺤﺎﺑﻴﺔ‬ َ‫ﺗﻘﺪﻳﻢ‬ ‫ﺑﺪﺃﺕ‬ ‫ﻭﻫﻜﺬﺍ‬ .‫ﺍﻟﻄﻠﺐ‬ ‫ﻋﻨﺪ‬ ‫ﺍﻟﺸﺒﻜﺔ‬ ‫ﺧﺎﺩﻡ‬ ُ‫ﻭﺍﺳﺘﺨﺪﺍﻡ‬ -‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﺷﺮﻛﺎﺕ‬ -‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ ‫ﺎ‬ً‫ﺗﻤﺎﻣ‬ ٍ‫ﻣﺨﺘﻠﻔﺔ‬ ٍ‫ﻟﺸﺮﻳﺤﺔ‬ ٍ‫ﺧﺪﻣﺔ‬ ‫ﺍﻟﺪﺍﻓﻊ‬ ‫ﱡ‬‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‬ ‫ﺍﻟﻤﻨﻄﻖ‬ ُ‫ﻦ‬ُ‫ﻳﻜﻤ‬ .‫ﺎ‬ً‫ﺗﻤﺎﻣ‬ ‫ﻣﺨﺘﻠﻔﺔ‬ ‫ﻣﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﺑﻘﻴ‬ ‫ﺍﻟﻤﺘﻮﺍﻓﺮﺓ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻘﻮﻳ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺤﺎﺳﻮﺑﻴ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻷﺳﺎﺳﻴ‬ ‫ﺍﻟﺒﻨﻴﺔ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺘﻨﻮﻳﻊ‬ ‫ﻟﻬﺬﺍ‬ ُ‫ﻋﻤﻠﻴﺎﺕ‬ ‫ﻣﻨﻬﺎ‬ ‫ﺗﺴﺘﻔﻴﺪ‬ ‫ﺃﻥ‬ ‫ﻳﻤﻜﻦ‬ ‫ﱠﺘﻲ‬‫ﻟ‬‫ﻭﺍ‬ ‫ﻛﻮﻡ‬ ‫ﺩﻭﺕ‬ ‫ﺃﻣﺎﺯﻭﻥ‬ ‫ﻟﺪﻯ‬ .‫ﺍﻟﺴﺤﺎﺑﻴﺔ‬ ‫ﻟﻠﺤﻮﺳﺒﺔ‬ ‫ﺍﻟﺠﺪﻳﺪﺓ‬ ‫ﺍﻟﺨﺪﻣﺔ‬ ُ‫ﺓ‬‫ﻭﻭﺣﺪ‬ ،‫ﺍﻟﺘﺠﺰﺋﺔ‬ ‫ﻣﺒﻴﻌﺎﺕ‬ ‫ﺍﻟﺠﻮﺍﻧﺐ‬ ‫ﺍﻟﻤﺘﻌﺪﺩﺓ‬ (‫)ﺍﻷﺳﻮﺍﻕ‬ ‫ﺍﻟﻤﻨﺼﺎﺕ‬ (Mul -sided pla orms or mul -sided markets) ‫ﺷﺮﺍﺋﺢ‬ ‫ﻣﻦ‬ ‫ﺃﻛﺜﺮ‬ ‫ﺃﻭ‬ ‫ﻟﺸﺮﻳﺤﺘﻴﻦ‬ ‫ﺧﺪﻣﺎﺗﻬﺎ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﺑﻌﺾ‬ ‫ﻡ‬‫ﱢ‬‫ﻘﺪ‬ُ‫ﺗ‬ ‫ﺇﻟﻰ‬ ٍ‫ﺍﺋﺘﻤﺎﻥ‬ ‫ﺑﻄﺎﻗﺎﺕ‬ ‫ﻣﻨﺸﺄﺓ‬ ‫ﺗﺤﺘﺎﺝ‬ ، ً‫ﻓﻤﺜﻼ‬ .‫ﺍﻟﻤﺘﺮﺍﺑﻄﺔ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺎ‬ ً‫ﺃﻳﻀ‬ ٍ‫ﻋﺮﻳﻀﺔ‬ ٍ‫ﻭﻗﺎﻋﺪﺓ‬ ‫ﺍﻻﺋﺘﻤﺎﻥ‬ ‫ﺑﻄﺎﻗﺎﺕ‬ ‫ﻠﺔ‬َ‫ﻤ‬َ‫ﺣ‬ ‫ﻣﻦ‬ ٍ‫ﻋﺮﻳﻀﺔ‬ ٍ‫ﻗﺎﻋﺪﺓ‬ ‫ﺗﺤﺘﺎﺝ‬ ،‫ﻭﺑﺎﻟﻤﺜﻞ‬ .‫ﺍﻟﺒﻄﺎﻗﺎﺕ‬ ‫ﺑﺘﻠﻚ‬ ‫ﺍﻟﺘﻌﺎﻣﻞ‬ ‫ﻳﻘﺒﻠﻮﻥ‬ ‫ﺍﻟﺬﻳﻦ‬ ‫ﺍﻟﺘﺠﺎﺭ‬ ‫ﻣﻦ‬ ‫ﻣﻦ‬ ٍ‫ﻋﺮﻳﻀﺔ‬ ٍ‫ﻗﺎﻋﺪﺓ‬ ‫ﺇﻟﻰ‬ ً‫ﺔ‬‫ﱢ‬‫ﻣﺠﺎﻧﻴ‬ ً‫ﺔ‬‫ﺻﺤﻴﻔ‬ ُ‫ﻡ‬‫ﱢ‬‫ﺪ‬َ‫ﻘ‬ُ‫ﺗ‬ ٌ‫ﺔ‬‫ﱠ‬‫ﺻﺤﻔﻴ‬ ٌ‫ﺓ‬‫ﻣﻨﺸﺄ‬ ‫ﺇﻟﻰ‬ ‫ﺗﺤﺘﺎﺝ‬ ‫ﻬﺎ‬‫ﱠ‬‫ﻧ‬‫ﻓﺈ‬ ،‫ﺃﺧﺮﻯ‬ ٍ‫ﻧﺎﺣﻴﺔ‬ ‫ﻭﻣﻦ‬ .‫ﺍﻟﻤﻌﻠﻨﻴﻦ‬ ‫ﻟﺠﺬﺏ‬ ‫ﺍﺀ‬ّ‫ﺍﻟﻘﺮ‬ ‫ﻫﺎﺗﻴﻦ‬ ‫ﻣﻦ‬ ‫ﺑﺪ‬ ‫ﻻ‬ ‫ﻟﺬﺍ‬ .‫ﻭﺍﻟﺘﻮﺯﻳﻊ‬ ‫ﺍﻹﻧﺘﺎﺝ‬ ‫ﺗﻜﺎﻟﻴﻒ‬ ‫ﻟﺘﻐﻄﻴﺔ‬ ‫ﻨﻴﻦ‬ِ‫ﻌﻠ‬ُ‫ﻣ‬ ‫)ﺍﻧﻈﺮ‬ ‫ﻫﺬﺍ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻧﺠﺎﺡ‬ ‫ﻟﻀﻤﺎﻥ‬ ‫ﺍﻟﺸﺮﻳﺤﺘﻴﻦ‬ .(‫ﺍﻟﺠﻮﺍﻧﺐ‬ ‫ﺩﺓ‬‫ﱢ‬‫ﻣﺘﻌﺪ‬ ‫ﺎﺕ‬ ‫ﱠ‬‫ﺍﻟﻤﻨﺼ‬ ‫ﺣﻮﻝ‬ ‫ﻟﻠﻤﺰﻳﺪ‬ ٧٦ ‫ﺻﻔﺤﺔ‬ ‫اﻟﻘﻴﻤﺔ؟‬ ُ‫ِﺪ‬‫ﺟ‬‫ﻧﻮ‬ ‫ﻟﻤﻦ‬ ‫ﻋﻤﻼﺋﻨﺎ؟‬ ُّ‫أﻫﻢ‬ ‫ﻦ‬ َ‫ﻣ‬
‫اﻟﻤﻨﺘﺠﺎت‬ َ‫ﺣﺰﻣﺔ‬ ‫اﻟﻤﻘﱰﺣﺔ‬ ‫ﺑﺎﻟﻘﻴﻢ‬ ُّ‫اﻟﺨﺎص‬ ‫اﻟﺒﻨﺎء‬ ‫ﺣﺠﺮ‬ ‫ﻳﺼﻒ‬ .‫اﻟﻌﻤﻼء‬ ‫ﻣﻦ‬ ٍ‫دة‬َّ‫ﺪ‬‫ﻣﺤ‬ ٍ‫ﻟﺸﺮﻳﺤﺔ‬ ً‫ﻗﻴﻤﺔ‬ ‫ﺗﺨﻠﻖ‬ ‫اﻟﺘﻲ‬ ‫واﻟﺨﺪﻣﺎت‬ ٍ‫ﻨﺔ‬‫ﱠ‬‫ﻣﻌﻴ‬ ٍ‫ﻣﻨﺸﺄﺓ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻪ‬‫ﱡ‬‫ﺗﻮﺟ‬ ‫ﺧﻠﻒ‬ ‫ﻳﻜﻤﻦ‬ ‫ﺍﻟﺬﻱ‬ ‫ﺍﻟﺴﺒﺐ‬ ‫ﻫﻲ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﺍﻟﻘ‬ ‫ﺇﻥ‬ ‫ﻲ‬‫ﱢ‬‫ﺗﻠﺒ‬ ‫ﺎ‬‫ﱠ‬‫ﻭﺇﻣ‬ ،‫ﺍﻟﻤﺴﺘﻬﻠﻚ‬ ‫ﻳﻌﺎﻧﻴﻬﺎ‬ ً‫ﺔ‬‫ﻣﺸﻜﻠ‬ ‫ﱡ‬‫ﺗﺤﻞ‬ ‫ﺃﻧﻬﺎ‬ ‫ﺎ‬ّ‫ﺇﻣ‬ ‫ﻫﺬﻩ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﻓﺎﻟﻘ‬ .‫ﻏﻴﺮﻫﺎ‬ ‫ﺩﻭﻥ‬ ‫ﻭ/ﺃﻭ‬ ‫ﺍﻟﻤﻨﺘﺠﺎﺕ‬ ‫ﻣﻦ‬ ً‫ﺓ‬‫ﻣﻨﺘﻘﺎ‬ ً‫ﺔ‬‫ﺣﺰﻣ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﺍﻟﻘ‬ ‫ﱡ‬‫ﺗﻀﻢ‬ :‫ﺍﻟﻤﺴﺘﻬﻠﻚ‬ ‫ﺍﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﺇﺣﺪﻯ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﺍﻟﻘ‬ ‫ﺗﻜﻮﻥ‬ ‫ﺍﻟﻤﻌﻨﻰ‬ ‫ﺑﻬﺬﺍ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ ٍ‫ﻣﻌﻴﻨﺔ‬ ٍ‫ﺷﺮﻳﺤﺔ‬ ‫ﺒﺎﺕ‬‫ﱠ‬‫ﻠ‬‫ﻣﺘﻄ‬ ‫ﻲ‬ّ‫ﺗﻠﺒ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﺨﺪﻣﺎﺕ‬ .‫ﻟﻌﻤﻼﺋﻬﺎ‬ ٌ‫ﺓ‬‫ﻣﻨﺸﺄ‬ ‫ﻣﻬﺎ‬‫ﱢ‬‫ﺗﻘﺪ‬ ‫ﺍﻟﻤﻨﺎﻓﻊ‬ ‫ﻣﻦ‬ ٍ‫ﻣﺠﻤﻮﻋﺔ‬ ‫ﻋﻦ‬ ً‫ﺓ‬‫ﻋﺒﺎﺭ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻣﻨﺘﺞ‬ ‫ﺃﻭ‬ ‫ﻟﺨﺪﻣﺔ‬ ‫ﺎ‬ ً‫ﻋﺮﺿ‬ ‫ﺃﻭ‬ ‫ﺍ‬ً‫ﺟﺪﻳﺪ‬ ‫ﺎ‬ ً‫ﻋﺮﺿ‬ ُ‫ﻞ‬‫ﱢ‬‫ﺜ‬َ‫ﻤ‬ُ‫ﺗ‬‫ﻭ‬ ً‫ﺓ‬‫ﻣﺒﺘﻜﺮ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﺍﻟﻘ‬ ‫ﺑﻌﺾ‬ ‫ﺗﻜﻮﻥ‬ ،ٍ‫ﻗﺎﺋﻤﺔ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ٍ‫ﻟﻌﺮﻭﺽ‬ ً‫ﺔ‬‫ﻣﻤﺎﺛﻠ‬ ‫ﺃﺧﺮﻯ‬ ٌ‫ﺑﻴﺎﻧﺎﺕ‬ ‫ﺗﻜﻮﻥ‬ ‫ﻭﻗﺪ‬ .(Disrup ve Offer) ‫ﺣﺪﻳﺜﻴﻦ‬ .‫ﺇﺿﺎﻓﻴﺔ‬ ٍ‫ﻔﺎﺕ‬ ِ‫ﻭﺻ‬ َ‫ﺧﺼﺎﺋﺺ‬ ‫ﻣﻊ‬ ‫ﻟﻜﻦ‬ Value Propositions ‫اﻟﻤﻘﱰﺣﺔ‬ ‫اﻟﻘﻴﻢ‬ VP ٢
٢٣ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﻣﻦ‬ ٍ‫ﻨﺔ‬‫ﱠ‬‫ﻌﻴ‬ُ‫ﻣ‬ ٍ‫ﻟﺸﺮﻳﺤﺔ‬ ً‫ﺔ‬‫ﻗﻴﻤ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﺗﺨﻠﻖ‬ ‫ﻫﺬﻩ‬ ‫ﺍﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﻲ‬ّ‫ﺗﻠﺒ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻌﻨﺎﺻﺮ‬ ‫ﻣﻦ‬ ٍٍ‫ﺰ‬‫ﻣﺘﻤﻴ‬ ٍٍ‫ﻣﺰﻳﺞ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﺗﺄﺩﻳﺔ‬ ‫ﻭﺳﺮﻋﺔ‬ ‫ﺍﻟﺴﻌﺮ‬ ‫)ﻣﺜﻞ‬ ً‫ﺔ‬‫ﱠ‬‫ﻛﻤﻴ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﻫﺬﻩ‬ ‫ﺗﻜﻮﻥ‬ ‫ﻭﻗﺪ‬ .‫ﺍﻟﺸﺮﻳﺤﺔ‬ .(‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺗﺠﺮﺑﺔ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺘﺼﻤﻴﻢ‬ ‫)ﻣﺜﻞ‬ ً‫ﺔ‬‫ﱠ‬‫ﻧﻮﻋﻴ‬ ‫ﺃﻭ‬ (‫ﺍﻟﺨﺪﻣﺔ‬ ُ‫ﻏﻴﺮ‬ ٌ‫ﺔ‬‫ﻗﺎﺋﻤ‬ ‫ﻭﻫﻲ‬ ،‫ﺍﻟﺘﺎﻟﻴﺔ‬ ‫ﺍﻟﻘﺎﺋﻤﺔ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻮﺍﺭﺩﺓ‬ ‫ﻟﻠﻌﻨﺎﺻﺮ‬ ‫ﻳﻤﻜﻦ‬ .‫ﻟﻠﻌﻤﻼﺀ‬ ‫ﻗﻴﻤﺔ‬ ‫ﺗﻮﻟﻴﺪ‬ ‫ﺇﻟﻰ‬ ‫ﻱ‬ّ‫ﺩ‬‫ﺗﺆ‬ ‫ﺃﻥ‬ ،‫ﺟﺎﻣﻌﺔ‬ (Newness) ‫ﺍﻟﺤﺪﺍﺛﺔ‬ ‫ﻣﻦ‬ ‫ﺎ‬ًّ‫ﻛﻠﻴ‬ ً‫ﺓ‬‫ﺟﺪﻳﺪ‬ ً‫ﺔ‬‫ﻣﺠﻤﻮﻋ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ُ‫ﺑﻌﺾ‬ ‫ﻲ‬ّ‫ﺗﻠﺒ‬ ‫ﺗﻜﻦ‬ ‫ﻟﻢ‬ ‫ﻪ‬‫ﱠ‬‫ﻧ‬‫ﻷ‬ ‫ﻗﺒﻞ‬ ‫ﻣﻦ‬ ُ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻳﺪﺭﻛﻬﺎ‬ ‫ﻳﻜﻦ‬ ‫ﻟﻢ‬ ‫ﺍﻻﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﻟﻴﺲ‬ ‫ﻟﻜﻦ‬ ،‫ﺍﻷﺣﻴﺎﻥ‬ ‫ﻣﻦ‬ ٍ‫ﺮ‬‫ﻛﺜﻴ‬ ‫ﻓﻲ‬ .‫ﻟﻬﺎ‬ ٌ‫ﺔ‬‫ﻣﻤﺎﺛﻠ‬ ٌ‫ﻋﺮﻭﺽ‬ ‫ﻫﻨﺎﻙ‬ ‫ﻓﻘﺪ‬ . ّ‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ‬ ‫ﻡ‬‫ﱡ‬‫ﺑﺎﻟﺘﻘﺪ‬ ُ‫ﱠﻖ‬‫ﻠ‬‫ﻳﺘﻌ‬ ‫ﻣﺎ‬ ‫ﻓﻲ‬ ‫ﻫﺬﺍ‬ ‫ﻳﺤﺼﻞ‬ ،‫ﺎ‬ً‫ﺩﺍﺋﻤ‬ ‫ﻣﻴﺪﺍﻥ‬ ‫ﻓﻲ‬ ‫ﺎ‬ًّ‫ﻛﻠﻴ‬ ً‫ﺓ‬‫ﺟﺪﻳﺪ‬ ً‫ﺔ‬‫ﺻﻨﺎﻋ‬ ، ً‫ﻣﺜﻼ‬ ،ُ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺨﻠﻮﻳ‬ ُ‫ﺍﻟﻬﻮﺍﺗﻒ‬ ‫ﺕ‬َ‫ﺃﻭﺟﺪ‬ ‫ﻗﺒﻴﻞ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻤﻨﺘﺠﺎﺕ‬ ‫ﱠ‬‫ﻓﺈﻥ‬ ،‫ﺃﺧﺮﻯ‬ ٍ‫ﺟﻬﺔ‬ ‫ﻣﻦ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺨﻠﻮﻳ‬ ‫ﺼﺎﻻﺕ‬‫ﱢ‬‫ﺗ‬‫ﺍﻻ‬ (Ethical Investment Funds) ّ‫ﺍﻷﺧﻼﻗﻲ‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭ‬ ‫ﺻﻨﺎﺩﻳﻖ‬ .‫ﺍﻟﺤﺪﻳﺜﺔ‬ ‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫ﺇﻃﺎﺭ‬ ‫ﻓﻲ‬ ٌ‫ﻛﺒﻴﺮ‬ ٌ‫ﺷﺄﻥ‬ ‫ﻟﺪﻳﻬﺎ‬ ‫ﻳﻜﻮﻥ‬ ‫ﻻ‬ (Performance) ‫ﺍﻷﺩﺍﺀ‬ َ‫ﺔ‬‫ﻃﺮﻳﻘ‬ ‫ﺃﻭ‬ ِ‫ﺞ‬َ‫ﺘ‬‫ﺍﻟﻤﻨ‬ ِ‫ﺔ‬‫ﱠ‬‫ﻧﻮﻋﻴ‬ َ‫ﺗﺤﺴﻴﻦ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﺎ‬ًّ‫ﺗﻘﻠﻴﺪﻳ‬ ‫ﺍﻟﻤﻌﺮﻭﻑ‬ ‫ﻣﻦ‬ ‫ﻛﺎﻥ‬ ‫ﻗﻄﺎﻉ‬ ‫ﺍﻋﺘﻤﺪ‬ ‫ﻭﻗﺪ‬ .‫ﻗﻴﻤﺔ‬ ‫ﻟﺨﻠﻖ‬ ٌ‫ﺔ‬‫ﻣﺄﻟﻮﻓ‬ ٌ‫ﺔ‬‫ﻃﺮﻳﻘ‬ ‫ﺍﻟﺨﺪﻣﺔ‬ ِ‫ﺗﺄﺩﻳﺔ‬ ٍ‫ﺃﺟﻬﺰﺓ‬ ‫ﺑﺈﻃﻼﻕ‬ ‫ﺍﻟﻌﻨﺼﺮ‬ ‫ﻫﺬﺍ‬ ‫ﻋﻠﻰ‬ ‫ﺎ‬ًّ‫ﺗﻘﻠﻴﺪﻳ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺸﺨﺼﻴ‬ ‫ﺍﻟﺤﻮﺍﺳﻴﺐ‬ ‫ﻓﻔﻲ‬ .‫ﺣﺪﻭﺩﻩ‬ ‫ﻟﻪ‬ ‫ﺍﻷﺩﺍﺀ‬ ‫ﺗﺤﺴﻴﻦ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﻏﻴﺮ‬ .‫ﺍﻟﺴﻮﻕ‬ ‫ﻓﻲ‬ ‫ﺃﻗﻮﻯ‬ ‫ﺍﻷﻛﺜﺮ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺸﺨﺼﻴ‬ ‫ﺍﻟﺤﻮﺍﺳﻴﺐ‬ ‫ﺃﺧﻔﻘﺖ‬ ، ً‫ﻣﺜﻼ‬ ،‫ﺍﻷﺧﻴﺮﺓ‬ ‫ﺍﻟﺴﻨﻮﺍﺕ‬ ‫ﻗﺪﺭﺍﺕ‬ ‫ﻭﺭﻓﻊ‬ ،‫ﺍﻷﻗﺮﺍﺹ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺘﺨﺰﻳﻦ‬ ‫ﺳﻌﺔ‬ ‫ﻭﺯﻳﺎﺩﺓ‬ ،ً‫ﺔ‬‫ﺳﺮﻋ‬ ‫ﻟﻠﻌﻤﻴﻞ؟‬ ‫ﻣﻬﺎ‬ِّ‫ﻧﻘﺪ‬ ‫اﻟﺘﻲ‬ ‫اﻟﻘﻴﻤﺔ‬ ‫ﻣﺎ‬ ‫ِّﻬﺎ؟‬‫ﻠ‬‫ﺣ‬ ‫ﻋﻠﻰ‬ ُ‫ﻧﺴﺎﻋﺪ‬ ‫اﻟﻌﻤﻴﻞ‬ ‫ﻣﺸﻜﻼت‬ ُّ‫أي‬ ‫ﻲ؟‬ّ‫ﻧﻠﺒ‬ ‫اﻟﻌﻤﻴﻞ‬ ‫ﺒﺎت‬ّ‫ﻠ‬‫ﻣﺘﻄ‬ ُّ‫أي‬ ٍّ‫ﻟﻜﻞ‬ ‫ﻣﻬﺎ‬ِّ‫ﻧﻘﺪ‬ ‫اﻟﺘﻲ‬ ‫واﻟﺨﺪﻣﺎت‬ ‫اﻟﻤﻨﺘﺠﺎت‬ ُ‫م‬َ‫ﺰ‬ ُ‫ﺣ‬ ‫ﻣﺎ‬ ‫اﻟﻌﻤﻼء؟‬ ‫ﺷﺮاﺋﺢ‬ ‫ﻣﻦ‬ ‫ﻓﻲ‬ ٍ‫ﻣﻤﺎﺛﻞ‬ ‫ﱟ‬‫ﻧﻤﻮ‬ ‫ﺇﻧﺘﺎﺝ‬ ‫ﻓﻲ‬ -‫ﺍﻟﺮﺳﻮﻣﺎﺕ‬ ‫ﺇﻧﺘﺎﺝ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺤﻮﺍﺳﻴﺐ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺟﺎﻧﺐ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻄﻠﺐ‬ (Customiza on) ‫ﺍﻟﺘﻜﻴﻴﻒ‬ ‫ﺩﺓ‬‫ﱠ‬‫ﺍﻟﻤﺤﺪ‬ ‫ﻟﻼﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﺎ‬ً‫ﺗﺒﻌ‬ ‫ﻭﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﺍﻟﻤﻨﺘﺠﺎﺕ‬ ‫ﺗﻜﻴﻴﻒ‬ ‫ﺇﻥ‬ ‫ﺇﻟﻰ‬ ‫ﻱ‬ّ‫ﺩ‬‫ﻳﺆ‬ ٌ‫ﺃﺳﻠﻮﺏ‬ ‫ﻫﻮ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ َ‫ﻟﺸﺮﺍﺋﺢ‬ ‫ﺃﻭ‬ ٍ‫ﺃﻓﺮﺍﺩ‬ ٍ‫ﻟﻌﻤﻼﺀ‬ ‫ﺍﻟﺘﻜﻴﻴﻒ‬ ‫ﻣﻔﺎﻫﻴﻢ‬ ‫ﺍﻛﺘﺴﺒﺖ‬ ‫ﺍﻷﺧﻴﺮﺓ‬ ‫ﺍﻟﺴﻨﻮﺍﺕ‬ ‫ﻭﻓﻲ‬ .‫ﻗﻴﻤﺔ‬ ‫ﺧﻠﻖ‬ ‫ﻭﻣﻦ‬ .‫ﻛﺒﺮﻯ‬ ‫ﺔ‬‫ﱠ‬‫ﺃﻫﻤﻴ‬ -‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺑﺎﻟﺘﺸﺎﻭﺭ‬ ‫ﻭﺍﻹﻧﺘﺎﺝ‬ ‫ﺍﻟﺸﺎﻣﻞ‬ ‫ﺣﺎﺟﺔ‬ ‫ﺣﺴﺐ‬ ُ‫ﺄ‬ّ‫ﻬﻴ‬ُ‫ﺗ‬ ٍ‫ﻭﺧﺪﻣﺎﺕ‬ ٍ‫ﻣﻨﺘﺠﺎﺕ‬ َ‫ﱢﺮ‬‫ﻓ‬‫ﻳﻮ‬ ‫ﺃﻥ‬ ‫ﺍﻟﻨﻬﺞ‬ ‫ﻫﺬﺍ‬ ‫ﺷﺄﻥ‬ .‫ﺍﻟﺤﺠﻢ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺍﻗﺘﺼﺎﺩﻳ‬ ‫ﻣﻦ‬ ‫ﺫﺍﺗﻪ‬ ‫ﺍﻟﻮﻗﺖ‬ ‫ﻓﻲ‬ ‫ﻭﺗﺴﺘﻔﻴﺪ‬ ،‫ﺍﻟﻌﻤﻼﺀ‬
٢ (Ge ng the job done) ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﻬﻤ‬ ‫ﺇﻧﺠﺎﺯ‬ ‫ﱠ‬‫ﻣﻬﺎﻡ‬ ‫ﺇﻧﺠﺎﺯ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻌﻤﻴﻞ‬ ‫ﻣﺴﺎﻋﺪﺓ‬ ‫ﺩ‬‫ﱠ‬‫ﺑﻤﺠﺮ‬ ٍ‫ﻗﻴﻤﺔ‬ ‫ﺧﻠﻖ‬ ‫ﻳﻤﻜﻦ‬ َ‫ﺔ‬‫ﺍﻟﻤﺴﺄﻟ‬ ‫ﻫﺬﻩ‬ (Rolls-Royce) ‫ﺭﻭﻳﺲ‬ ‫ﺭﻭﻟﺰ‬ ‫ﺷﺮﻛﺔ‬ ‫ﺗﺪﺭﻙ‬ .ٍ‫ﻣﺤﺪﺩﺓ‬ ‫ﻓﻲ‬ ‫ﺎ‬ًّ‫ﻛﻠﻴ‬ ‫ﻋﻠﻴﻬﺎ‬ ‫ﻳﻌﺘﻤﺪﻭﻥ‬ ‫ﺍﻟﻄﻴﺮﺍﻥ‬ ‫ﺧﻄﻮﻁ‬ ‫ﻣﻦ‬ ‫ﻋﻤﻼﺀﻫﺎ‬ ‫ﺇﻥ‬ .‫ﺍ‬ً‫ﺟﻴﺪ‬ ‫ﻳﺴﻤﺢ‬ ‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻫﺬﺍ‬ ‫ﻣﺜﻞ‬ .‫ﻭﺧﺪﻣﺘﻬﺎ‬ ‫ﺍﻟﻨﻔﺎﺛﺔ‬ ‫ﺍﻟﻤﺤﺮﻛﺎﺕ‬ ‫ﺗﺼﻨﻴﻊ‬ ‫ﺃﻥ‬ ‫ﺩﻭﻥ‬ ‫ﺎﺗﻬﻢ‬ّ‫ﻭﻣﺴﺆﻭﻟﻴ‬ ‫ﻭﺍﺟﺒﺎﺗﻬﻢ‬ ‫ﻋﻠﻰ‬ ‫ﺑﺎﻟﺘﺮﻛﻴﺰ‬ ‫ﻟﻠﻤﺴﺆﻭﻟﻴﻦ‬ ‫ﺭﻭﻟﺰ‬ ‫ﻟﺸﺮﻛﺔ‬ ُ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻳﺪﻓﻊ‬ ،‫ﺑﺎﻟﻤﻘﺎﺑﻞ‬ .‫ﻴﺎﻧﺔ‬ ‫ﱢ‬‫ﺍﻟﺼ‬ ‫ﻗﻀﺎﻳﺎ‬ ‫ﺣﻮﻝ‬ ‫ﻳﻘﻠﻘﻮﺍ‬ .‫ﻙ‬‫ﱢ‬‫ﺍﻟﻤﺤﺮ‬ ‫ﻓﻴﻬﺎ‬ ‫ﻳﻌﻤﻞ‬ ٍ‫ﺳﺎﻋﺔ‬ ‫ﱢ‬‫ﻛﻞ‬ ‫ﻋﻦ‬ ‫ﺍ‬ً‫ﺃﺟﻮﺭ‬ ‫ﺭﻭﻳﺲ‬ (Design) ‫ﺍﻟﺘﺼﻤﻴﻢ‬ ٌ‫ﺞ‬َ‫ﺘ‬‫ﻨ‬ُ‫ﻣ‬ ُ‫ﺯ‬ُ‫ﺮ‬ْ‫ﺒ‬َ‫ﻳ‬ ‫ﻭﻗﺪ‬ .‫ﻪ‬ُ‫ﻗﻴﺎﺳ‬ ‫ﻳﺼﻌﺐ‬ ‫ﻟﻜﻦ‬ ،‫ﻣﻬﻢ‬ ٌ‫ﻋﻨﺼﺮ‬ ‫ﺍﻟﺘﺼﻤﻴﻢ‬ ‫ﻣﻴﺎﺩﻳﻦ‬ ‫ﻭﻓﻲ‬ ‫ﺍﻷﺯﻳﺎﺀ‬ ِ‫ﻋﺎﻟﻢ‬ ‫ﻓﻲ‬ .‫ﺰ‬‫ﱢ‬‫ﺍﻟﻤﺘﻤﻴ‬ ‫ﺗﺼﻤﻴﻤﻪ‬ ‫ﺑﺴﺒﺐ‬ ‫ﻣﺎ‬ ‫ﻟﻠﺘﺼﻤﻴﻢ‬ ‫ﺗﻜﻮﻥ‬ ‫ﺃﻥ‬ ‫ﻳﻤﻜﻦ‬ ،‫ﺔ‬‫ﱠ‬‫ﻭﺍﻹﻟﻜﺘﺮﻭﻧﻴ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻻﺳﺘﻬﻼﻛﻴ‬ ‫ﺍﻟﺼﻨﺎﻋﺎﺕ‬ .‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﺍﻟﻘ‬ ‫ﻣﻦ‬ ٍ‫ﻛﺠﺰﺀ‬ ٌ‫ﺔ‬ ‫ﱠ‬‫ﺧﺎﺻ‬ ٌ‫ﺔ‬‫ﱠ‬‫ﺃﻫﻤﻴ‬ (Brand/status) ‫ﺍﻟﻮﺿﻊ‬ /‫ﺔ‬‫ﱠ‬‫ﻳ‬‫ﺍﻟﺘﺠﺎﺭ‬ ‫ﺍﻟﻌﻼﻣﺔ‬ ٍ‫ﺩﺓ‬‫ﱠ‬‫ﻣﺤﺪ‬ ‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ٍ‫ﻋﻼﻣﺔ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ‬ ‫ﺩ‬‫ﱠ‬‫ﺑﻤﺠﺮ‬ ً‫ﺔ‬‫ﻗﻴﻤ‬ ُ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻳﺠﺪ‬ ‫ﻗﺪ‬ ‫ﻋﻠﻰ‬ ‫ﱡ‬‫ﻳﺪﻝ‬ ،ً‫ﻼ‬‫ﻣﺜ‬ (Rolex) ‫ﺭﻭﻟﻜﺲ‬ ‫ﺳﺎﻋﺔ‬ ‫ﺍﺭﺗﺪﺍﺀ‬ ‫ﻓﺈﻥ‬ .‫ﻬﺎ‬ ِ‫ﻭﻋﺮﺿ‬ ‫ﱡ‬‫ﺍﻟﺘﺰﻟﺞ‬ ‫ﻫﻮﺍﺓ‬ ‫ﻳﺮﺗﺪﻱ‬ ‫ﻗﺪ‬ ،‫ﺍﻟﻄﻴﻒ‬ ‫ﻣﻦ‬ ‫ﺍﻵﺧﺮ‬ ‫ﺍﻟﻄﺮﻑ‬ ‫ﻭﻋﻠﻰ‬ .‫ﺍﻟﺜﺮﻭﺓ‬ ‫ﻣﻦ‬ ‫ﻬﻢ‬‫ﱠ‬‫ﻧ‬‫ﺃ‬ ‫ﻟﻠﻌﺎﻟﻢ‬ ‫ﻈﻬﺮﻭﺍ‬ُ‫ﻟﻴ‬ ‫ﺍﻟﺘﺠﺎﺭﻳﺔ‬ ‫ﺍﻟﻌﻼﻣﺎﺕ‬ ‫ﺃﺣﺪﺙ‬ ‫ﺍﻟﺠﻠﻴﺪ‬ ‫ﻋﻠﻰ‬ .‫ﺍﻟﻤﻮﺿﺔ‬ ‫ﻣﺘﺎﺑﻌﻲ‬ (Price) ‫ﺍﻟﺴﻌﺮ‬ ‫ﻟﺘﻠﺒﻴﺔ‬ ٌ‫ﺷﺎﺋﻊ‬ ٌ‫ﺃﻣﺮ‬ ‫ﻫﻮ‬ ‫ﺃﻗﻞ‬ ٍ‫ﺮ‬‫ﺑﺴﻌ‬ ٍ‫ﻣﻤﺎﺛﻠﺔ‬ ٍ‫ﻗﻴﻤﺔ‬ ‫ﺗﻘﺪﻳﻢ‬ ‫ﺇﻥ‬ ‫ﻏﻴﺮ‬ .‫ﺍﻷﺳﻌﺎﺭ‬ ‫ﻓﻲ‬ ‫ﱢﻘﻮﻥ‬‫ﻗ‬‫ﻳﺪ‬ ‫ﺍﻟﺬﻳﻦ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﱠﺒﺎﺕ‬‫ﻠ‬‫ﻣﺘﻄ‬ ٌ‫ﺍﻧﻌﻜﺎﺳﺎﺕ‬ ‫ﻟﻬﺎ‬ ‫ﺔ‬َ‫ﻴ‬‫ﱢ‬‫ﻧ‬‫ﺍﻟﻤﺘﺪ‬ ‫ﺑﺎﻷﺳﻌﺎﺭ‬ َ‫ﺔ‬‫ﺍﻟﺨﺎﺻ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﺍﻟﻘ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﱞ‬‫ﺃﻱ‬ ‫ﺗﻘﻢ‬ ‫ﻟﻢ‬ . ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻧﻮﺍﺣﻲ‬ ‫ﺑﺎﻗﻲ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻬﻤﺔ‬ ‫ﻭﻳﺴﺖ‬ ‫ﺳﺎﻭﺙ‬ ‫ﻣﺜﻞ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﻬﺎﻣﺸﻴ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺠﻮﻳ‬ ‫ﺍﻟﺨﻄﻮﻁ‬ ‫ﺷﺮﻛﺎﺕ‬ ‫ﻣﻦ‬ ‫ﺇﻳﺮ‬ ‫ﺭﻳﺎﻥ‬ ‫ﺃﻭ‬ (Easy Jet) ‫ﺟﻴﺖ‬ ‫ﺇﻳﺰﻱ‬ ‫ﺃﻭ‬ ،(South West) ‫ﺗﻮﻓﻴﺮ‬ ‫ﺃﺟﻞ‬ ‫ﻣﻦ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻟﻠﻌﻤﻞ‬ ٍ‫ﻧﻤﻮﺫﺝ‬ ‫ﺑﺘﺼﻤﻴﻢ‬ (Rayan Air) ‫ﺁﺧﺮ‬ ً‫ﻣﺜﻼ‬ ‫ﻭﻧﺠﺪ‬ .‫ﺍﻟﺨﺼﻮﺹ‬ ‫ﻭﺟﻪ‬ ‫ﻋﻠﻰ‬ ‫ﻗﻠﻴﻠﺔ‬ ‫ﺑﻜﻠﻔﺔ‬ ‫ﱟ‬‫ﺟﻮﻱ‬ ٍ‫ﺮ‬َ‫ﻔ‬َ‫ﺳ‬ ‫ﻟﺘﺎﺗﺎ‬ ‫ﺍﻟﻤﻨﺨﻔﺾ‬ ‫ﺍﻟﺴﻌﺮ‬ ‫ﺃﺳﺎﺱ‬ ‫ﻋﻠﻰ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺒﻨﻴ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﻟﻠﻘ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ ‫ﻭﺗﺼﻨﻴﻊ‬ ‫ﺗﺼﻤﻴﻢ‬ ‫ﻣﻦ‬ ٌ‫ﺓ‬‫ﺟﺪﻳﺪ‬ ٌ‫ﺓ‬‫ﺳﻴﺎﺭ‬ ‫ﻭﻫﻲ‬ ،(Tata) ٍ‫ﻣﺪﻫﺶ‬ ‫ﻧﺤﻮ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻤﺘﻮﺍﺿﻊ‬ ‫ﺍﻟﺴﻌﺮ‬ ‫ﺇﻥ‬ .‫ﺗﺎﺗﺎ‬ ‫ﺍﻟﻌﻤﻼﻗﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻬﻨﺪﻳ‬ ‫ﻓﻲ‬ ِ‫ﻞ‬‫ﱢ‬‫ﺜ‬‫ﺍﻟﻤﺘﻤ‬ ‫ﺍﻟﺠﺪﻳﺪ‬ ‫ﺍﻟﻘﻄﺎﻉ‬ ‫ﻣﺘﻨﺎﻭﻝ‬ ‫ﻓﻲ‬ ‫ﻳﺠﻌﻠﻬﺎ‬ ‫ﻴﺎﺭﺓ‬ ّ‫ﺍﻟﺴ‬ ‫ﻟﻬﺬﻩ‬ ‫ﺗﺨﺘﺮﻕ‬ ُ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺠﺎﻧﻴ‬ ‫ﺍﻟﻌﺮﻭﺽ‬ ‫ﺑﺪﺃﺕ‬ .‫ﺑﺄﻛﻤﻠﻪ‬ ‫ﱢ‬‫ﺍﻟﻬﻨﺪﻱ‬ ‫ﺍﻟﻤﺠﺘﻤﻊ‬ ‫ﺍﻟﻌﺮﻭﺽ‬ ‫ﻫﺬﻩ‬ ‫ﻭﺗﺘﺮﺍﻭﺡ‬ ،ٍ‫ﻣﺘﺰﺍﻳﺪ‬ ٍ‫ﻮ‬‫ﻧﺤ‬ ‫ﻋﻠﻰ‬ َ‫ﺔ‬‫ﺍﻟﻤﺨﺘﻠﻔ‬ ِ‫ﺍﻟﺼﻨﺎﻋﺎﺕ‬ ‫ﺑﻮﺳﺎﻃﺔ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﻣﺠﺎﻧﻴ‬ َ‫ﻭﺭﺳﺎﺋﻞ‬ ،ٍ‫ﺔ‬‫ﱠ‬‫ﻣﺠﺎﻧﻴ‬ ‫ﺻﺤﻒ‬ ‫ﺑﻴﻦ‬ ‫ﻣﺎ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺠﺎﻧﻴ‬ ، ّ‫ﺍﻟﺨﻠﻮﻱ‬ ‫ﺍﻟﻬﺎﺗﻒ‬ ‫ﻋﻠﻰ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﻣﺠﺎﻧﻴ‬ ٍ‫ﻭﺧﺪﻣﺎﺕ‬ ، ‫ﱢ‬‫ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‬ ‫ﺍﻟﺒﺮﻳﺪ‬ ‫ﺍﻧﻈﺮ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺠﺎﻧﻴ‬ ‫ﺍﻟﻌﺮﻭﺽ‬ ‫ﺣﻮﻝ‬ ‫)ﻟﻠﻤﺰﻳﺪ‬ ‫ﻛﺜﻴﺮ‬ ‫ﺫﻟﻚ‬ ‫ﻭﻏﻴﺮ‬ .(٨٨ ‫ﺍﻟﺼﻔﺤﺔ‬
٢٥ (Cost reduc on) ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﺧﻔﺾ‬ ‫ﻣﻬﻤﺔ‬ ٌ‫ﺔ‬‫ﻃﺮﻳﻘ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﺧﻔﺾ‬ ‫ﻋﻠﻰ‬ ِ‫ﺍﻟﻌﻤﻼﺀ‬ َ‫ﺓ‬‫ﻣﺴﺎﻋﺪ‬ ‫ﺃﻥ‬ ‫ﺷﻚ‬ ‫ﻻ‬ Salesforce.) ‫ﻛﻮﻡ‬ ‫ﺩﻭﺕ‬ ‫ﻓﻮﺭﺱ‬ ‫ﺳﻴﻠﺰ‬ ُ‫ﺔ‬‫ﺷﺮﻛ‬ ‫ﻓﻬﺬﻩ‬ .‫ﻗﻴﻤﺔ‬ ‫ﻹﻳﺠﺎﺩ‬ ‫ﻭﺗﺴﺘﻀﻴﻔﻪ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻹﺩﺍﺭﺓ‬ ‫ﺎ‬ً‫ﻘ‬‫ﺗﻄﺒﻴ‬ ‫ﺗﺒﻴﻊ‬ ، ً‫ﻣﺜﻼ‬ (com ِ‫ﻭﻋﻨﺎﺀ‬ ِ‫ﺗﻜﺎﻟﻴﻒ‬ ِ‫ﻞ‬‫ﱡ‬‫ﻤ‬َ‫ﺤ‬َ‫ﺗ‬ ‫ﻣﻦ‬ َ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻌﻔﻲ‬ُ‫ﻳ‬ ‫ﻫﺬﺍ‬ ‫ﺇﻥ‬ .‫ﻣﻮﻗﻌﻬﺎ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻧﻈﺎﻡ‬ َ‫ﺑﺮﺍﻣﺞ‬ ‫ﺷﺮﺍﺀ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻻﺿﻄﺮﺍﺭ‬ .‫ﺑﺄﻧﻔﺴﻬﻢ‬ ‫ﻭﺇﺩﺍﺭﺗﻬﺎ‬ ‫ﻭﺗﻨﺼﻴﺒﻬﺎ‬ (Risk reduc on) ‫ﺍﻟﻤﺨﺎﻃﺮ‬ ‫ﻣﻦ‬ ‫ﱡ‬‫ﺍﻟﺤﺪ‬ ‫ﻟﺪﻯ‬ َ‫ﻟﻤﺨﺎﻃﺮ‬ ‫ﺿﻬﻢ‬‫ﱡ‬‫ﻌﺮ‬َ‫ﺗ‬ ِ‫ﺍﺣﺘﻤﺎﻝ‬ َ‫ﺗﻘﻠﻴﺺ‬ ‫ﺍ‬ً‫ﻛﺜﻴﺮ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ُ‫ﺭ‬‫ﱢ‬‫ﻳﻘﺪ‬ ‫ﺎﺭﺓ‬ّ‫ﺳﻴ‬ ‫ﻳﺸﺘﺮﻱ‬ ‫ﻣﻦ‬ ‫ﺇﻟﻰ‬ ‫ﻓﺒﺎﻟﻨﺴﺒﺔ‬ .‫ﺧﺪﻣﺎﺕ‬ ‫ﺃﻭ‬ ٍ‫ﻣﻨﺘﺠﺎﺕ‬ ‫ﺷﺮﺍﺋﻬﻢ‬ ُ‫ﺍﻟﺒﺎﺋﻊ‬ ‫ﻟﻪ‬ ‫ﻳﻘﺪﻣﻪ‬ ٍ‫ﺳﻨﺔ‬ ‫ﺓ‬‫ﱠ‬‫ﻟﻤﺪ‬ ٍ‫ﺧﺪﻣﺔ‬ ُ‫ﺿﻤﺎﻥ‬ ‫ﻱ‬ّ‫ﺩ‬‫ﻳﺆ‬ ،ً‫ﺔ‬‫ﻣﺴﺘﻌﻤﻠ‬ ‫ﺍﻟﺼﻴﺎﻧﺔ‬ ‫ﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻠﻪ‬‫ﱡ‬‫ﻭﺗﺤﻤ‬ ‫ﺍﻟﺴﻴﺎﺭﺓ‬ ‫ﻞ‬‫ﱡ‬‫ﺗﻌﻄ‬ ِ‫ﺮ‬‫ﻣﺨﺎﻃ‬ ِ‫ﺗﻘﻠﻴﻞ‬ ‫ﺇﻟﻰ‬ ‫ﺎ‬ًّ‫ﺟﺰﺋﻴ‬ ‫ﱡ‬‫ﺪ‬ُ‫ﺤ‬َ‫ﻳ‬ ‫ﺍﻟﺨﺪﻣﺔ‬ ‫ﺑﻤﺴﺘﻮﻯ‬ ‫ﺎ‬ً‫ﻧ‬‫ﺿﻤﺎ‬ ‫ﺃﻥ‬ ‫ﻛﻤﺎ‬ .‫ﺍﻟﺸﺮﺍﺀ‬ ‫ﺑﻌﺪ‬ ِ‫ﺧﺪﻣﺎﺕ‬ ‫ﻳﺸﺘﺮﻱ‬ ‫ﻣﻦ‬ ‫ﻠﻬﺎ‬‫ﱡ‬‫ﺗﺤﻤ‬ ‫ﺇﻟﻰ‬ ‫ﱡ‬‫ﺳﻴﻀﻄﺮ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻤﺨﺎﻃﺮ‬ ‫ﻣﻦ‬ . ّ‫ﺧﺎﺭﺟﻲ‬ ٍ‫ﺭ‬‫ﻣﺼﺪ‬ ‫ﻣﻦ‬ ٍ‫ﻣﻌﻠﻮﻣﺎﺕ‬ ‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ‬ (Accessibility) ‫ﺍﻟﻮﺻﻮﻝ‬ ‫ﺳﻬﻮﻟﺔ‬ ‫ﻳﻜﻦ‬ ‫ﻟﻢ‬ ‫ﺍﻟﺬﻳﻦ‬ ِ‫ﻟﻠﻌﻤﻼﺀ‬ ً‫ﺔ‬‫ﺘﺎﺣ‬ُ‫ﻣ‬ ‫ﻭﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﺍﻟﻤﻨﺘﺠﺎﺕ‬ ‫ﺟﻌﻞ‬ ‫ﺇﻥ‬ ‫ﻭﻳﻤﻜﻦ‬ .‫ﻗﻴﻤﺔ‬ ‫ﻹﻳﺠﺎﺩ‬ ‫ﺃﺧﺮﻯ‬ ٌ‫ﺔ‬‫ﻃﺮﻳﻘ‬ ‫ﺇﻟﻴﻬﺎ‬ ُ‫ﺍﻟﻮﺻﻮﻝ‬ ‫ﻗﺒﻞ‬ ‫ﻣﻦ‬ ‫ﺑﺈﻣﻜﺎﻧﻬﻢ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻟﻠﻌﻤﻞ‬ ٍ‫ﺟﺪﻳﺪﺓ‬ ٍ‫ﻭﺗﻘﻨﻴﺎﺕ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺍﺑﺘﻜﺎﺭ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﻫﺬﺍ‬ ُ‫ﺗﺤﻘﻴﻖ‬ ‫ﺖ‬ِ‫ﻧ‬ ُ‫ﺔ‬‫ﺷﺮﻛ‬ ‫ﺃﺷﺎﻋﺖ‬ ‫ﻟﻘﺪ‬ .‫ﺍﻷﺳﻠﻮﺑﻴﻦ‬ ‫ﻫﺬﻳﻦ‬ ‫ﻣﻦ‬ ٍ‫ﻣﺰﻳﺞ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﺃﻭ‬ .‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﺨﺎﺻ‬ ‫ﺎﺋﺮﺍﺕ‬ّ‫ﻟﻠﻄ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺠﺰﺋﻴ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﻠﻜﻴ‬ َ‫ﻣﻔﻬﻮﻡ‬ ، ً‫ﻣﺜﻼ‬ ،(Net Jets) ‫ﺟﻴﺘﺲ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ ُ‫ِﺽ‬‫ﺮ‬‫ﺗﻌ‬ ، ‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻟﻠﻌﻤﻞ‬ ‫ﺍﺑﺘﻜﺎﺭﻱ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻓﺒﺎﺳﺘﺨﺪﺍﻡ‬ ،ٍ‫ﺔ‬ ‫ﱠ‬‫ﺧﺎﺻ‬ ٍ‫ﻃﺎﺋﺮﺍﺕ‬ ‫ﺍﻣﺘﻼﻙ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﺸﺎﺭﻛﺔ‬ َ‫ﺔ‬‫ﻓﺮﺻ‬ ‫ﻭﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﺍﻷﻓﺮﺍﺩ‬ ‫ﺻﻨﺎﺩﻳﻖ‬ ‫ﻡ‬‫ﱢ‬‫ﻭﺗﻘﺪ‬ .‫ﺎ‬ً‫ﻘ‬‫ﺳﺎﺑ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻌﻈﻢ‬ ‫ﻣﻘﺪﻭﺭ‬ ‫ﻓﻲ‬ ‫ﺗﻜﻦ‬ ‫ﻟﻢ‬ ٌ‫ﺔ‬‫ﺧﺪﻣ‬ ‫ﻭﻫﻲ‬ ‫ﺇﻳﺠﺎﺩ‬ ‫ﻋﻠﻰ‬ ‫ﺁﺧﺮ‬ ً‫ﻣﺜﻼ‬ (Mutual Funds) ‫ﺍﻟﻤﺸﺘﺮﻙ‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭ‬ ‫ﺍﻟﻤﻨﺘﺞ‬ ‫ﻫﺬﺍ‬ ‫ﺟﻌﻞ‬ ‫ﻟﻘﺪ‬ .‫ﺍﻟﻮﺻﻮﻝ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺇﻣﻜﺎﻧﻴ‬ ‫ﺗﺤﺴﻴﻦ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ٍ‫ﻗﻴﻤﺔ‬ ‫ﺍﻟﻤﺘﻮﺍﺿﻌﺔ‬ ‫ﺍﻟﺜﺮﻭﺍﺕ‬ ‫ﻷﺻﺤﺎﺏ‬ ‫ﻰ‬ّ‫ﺘ‬‫ﺣ‬ ‫ﺍﻟﻤﻤﻜﻦ‬ ‫ﻣﻦ‬ ‫ﱡ‬‫ﺍﻹﺑﺪﺍﻋﻲ‬ ‫ﱡ‬‫ﺍﻟﻤﺎﻟﻲ‬ .‫ﻋﺔ‬‫ﱢ‬‫ﻣﺘﻨﻮ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺍﺳﺘﺜﻤﺎﺭﻳ‬ َ‫ﺤﺎﻓﻆ‬َ‫ﻣ‬ َ‫ﺑﻨﺎﺀ‬ (Convenience/Usability) ‫ﺍﻻﺳﺘﺨﺪﺍﻡ‬ ‫ﺍﻟﻤﻼﺀﻣﺔ/ﺳﻬﻮﻟﺔ‬ ‫ﺃﻥ‬ ُ‫ﻦ‬ِ‫ﻤﻜ‬ُ‫ﻳ‬ ‫ﻟﻼﺳﺘﺨﺪﺍﻡ‬ َ‫ﺃﺳﻬﻞ‬ ‫ﺃﻭ‬ ً‫ﺔ‬‫ﻣﻼﺀﻣ‬ ‫ﺃﻛﺜﺮ‬ ‫ﺍﻷﺷﻴﺎﺀ‬ ‫ﺟﻌﻞ‬ ‫ﺇﻥ‬ (iPod) ‫ﭘﻮﺩ‬ ‫ﺍﻵﻱ‬ ‫ﻬﺎﺯ‬ِ‫ﺟ‬ ‫ﺧﻼﻝ‬ ‫ﻦ‬ِ‫ﻤ‬‫ﻓ‬ .‫ﻛﺒﺮﻯ‬ ٍ‫ﻗﻴﻤﺔ‬ ‫ﺇﻳﺠﺎﺩ‬ ‫ﺇﻟﻰ‬ ‫ﻱ‬ّ‫ﺩ‬‫ﻳﺆ‬ (Apple) ‫ﺃﭘﻞ‬ ُ‫ﺔ‬‫ﺷﺮﻛ‬ ‫ﱠﺮﺕ‬‫ﻓ‬‫ﻭ‬ (iTunes) ‫ﺗﻴﻮﻧﺰ‬ ‫ﺍﻵﻱ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻭﺑﺮﻣﺠﻴ‬ ،‫ﻣﺤﺘﻮﻯ‬ ‫ﻭﺗﻨﺰﻳﻞ‬ ،‫ﻭﺍﻟﺸﺮﺍﺀ‬ ،‫ﻟﻠﺒﺤﺚ‬ ٍ‫ﻣﺴﺒﻮﻗﺔ‬ ‫ﻏﻴﺮ‬ ً‫ﺔ‬‫ﺳﻬﻮﻟ‬ ِ‫ﻟﻠﻌﻤﻼﺀ‬ .‫ﺍﻟﺴﻮﻕ‬ ‫ﻋﻠﻰ‬ ‫ﺗﺴﻴﻄﺮ‬ ‫ﺍﻵﻥ‬ ‫ﻭﻫﻲ‬ .‫ﺔ‬‫ﱠ‬‫ﺭﻗﻤﻴ‬ ‫ﻣﻮﺳﻴﻘﻰ‬ ‫ﺇﻟﻰ‬ ِ‫ﻭﺍﻻﺳﺘﻤﺎﻉ‬
٣ ‫اﻟﻤﻨﺸﺂت‬ ‫ﻣﻦ‬ ‫ﻣﻨﺸﺄة‬ ‫ﺗﺘﻮاﺻﻞ‬ ‫ﻛﻴﻒ‬ ‫ﻮات‬َ‫ﻨ‬ َ‫ﺑﺎﻟﻘ‬ َّ‫اﻟﺨﺎص‬ ‫اﻟﺒﻨﺎء‬ ‫ﺣﺠﺮ‬ ُ ِّ‫ﺒﲔ‬ُ‫ﻳ‬ .‫اﻟﻤﻘﱰﺣﺔ‬ ‫اﻟﻘﻴﻢ‬ ‫ﻟﺘﺤﻘﻴﻖ‬ ‫إﻟﻴﻬﻢ‬ ‫وﺗﺼﻞ‬ ‫ﻋﻤﻼﺋﻬﺎ‬ ‫ﺷﺮاﺋﺢ‬ ‫ﻣﻊ‬ ‫ﻭﻫﺬﻩ‬ .‫ﻭﻋﻤﻼﺋﻬﺎ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﺑﻴﻦ‬ ‫ﺻﻞ‬َ‫ﺍﻟﻮ‬ ‫ﺣﻠﻘﺔ‬ ‫ﻭﺍﻟﻤﺒﻴﻌﺎﺕ‬ ‫ﻭﺍﻟﺘﻮﺯﻳﻊ‬ ‫ﺍﻟﺘﻮﺍﺻﻞ‬ ‫ﻮﺍﺕ‬َ‫ﻨ‬َ‫ﻗ‬ ‫ﱢﻞ‬‫ﻜ‬‫ﺗﺸ‬ ‫ﺗﺠﺮﺑﺔ‬ ‫ﻓﻲ‬ ‫ﺎ‬ًّ‫ﻣﻬﻤ‬ ‫ﺍ‬ً‫ﺩﻭﺭ‬ ‫ﺗﻠﻌﺐ‬ ‫ﻭﺍﻟﺘﻲ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻳﻠﻤﺴﻬﺎ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﻭﺍﺟﻬﺔ‬ ‫ﻫﻲ‬ ‫ﻮﺍﺕ‬َ‫ﻨ‬َ‫ﻘ‬‫ﺍﻟ‬ :‫ﻣﻨﻬﺎ‬ ،ً‫ﺓ‬َ‫ﺩ‬‫ﱢ‬‫ﻣﺘﻌﺪ‬ ‫ﻭﻇﺎﺋﻒ‬ ‫ﻮﺍﺕ‬َ‫ﻨ‬َ‫ﻘ‬‫ﺍﻟ‬ ‫ﻱ‬‫ﱢ‬‫ﺩ‬‫ﺗﺆ‬ .‫ﺍﻟﻌﻤﻴﻞ‬ .‫ﻭﺧﺪﻣﺎﺗﻬﺎ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﻟﻤﻨﺘﺠﺎﺕ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻌﺮﻓﺔ‬ ‫ﻣﺴﺘﻮﻯ‬ ‫ﺭﻓﻊ‬ • .‫ﺑﺎﻟﻤﻨﺸﺄﺓ‬ ‫ﺍﻟﺨﺎﺻﺔ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﺍﻟﻘ‬ ‫ﺗﻘﻴﻴﻢ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﺴﺎﻋﺪﺓ‬ • .‫ﺓ‬َ‫ﺩ‬‫ﱠ‬‫ﻣﺤﺪ‬ ‫ﺧﺪﻣﺎﺕ‬ ‫ﺃﻭ‬ ‫ﻣﻨﺘﺠﺎﺕ‬ ‫ﻟﺸﺮﺍﺀ‬ ‫ﻟﻠﻌﻤﻼﺀ‬ ‫ﺍﻟﻔﺮﺻﺔ‬ ‫ﺇﺗﺎﺣﺔ‬ • .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﺍﻟﻘ‬ ‫ﺇﻳﺼﺎﻝ‬ • .‫ﻟﻠﻌﻤﻼﺀ‬ ‫ﺍﻟﺒﻴﻊ‬ ‫ﺑﻌﺪ‬ ‫ﻣﺎ‬ ‫ﺩﻋﻢ‬ ‫ﺗﻮﻓﻴﺮ‬ • Channels ‫اﻟﻘﻨﻮات‬ CH
٢٧ ‫א‬ ‫א‬ ‫א‬ ‫א‬‫א‬ ‫א‬ ‫א‬ ‫ﻣﺒﻴﻌﺎﺕ‬ ‫ﻓﺮﻳﻖ‬ (‫)ﺍﻟﺘﻤﻴﻴﺰ‬ ‫ﺍﻟﻮﻋﻲ‬ .١ ‫ﺍﻟﻮﻋﻲ‬ ‫ﺯﻳﺎﺩﺓ‬ ‫ﻳﻤﻜﻨﻨﺎ‬ ‫ﻛﻴﻒ‬ ‫ﻭﺧﺪﻣﺎﺗﻬﺎ؟‬ ‫ﻣﻨﺸﺄﺗﻨﺎ‬ ‫ﺑﻤﻨﺘﺠﺎﺕ‬ ‫ﺍﻟﺘﻘﻴﻴﻢ‬ .٢ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻧﺴﺎﻋﺪ‬ ‫ﻛﻴﻒ‬ ‫ﺍﻟﺨﺎﺻﺔ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﺗﻘﻴﻴﻢ‬ ‫ﺑﻤﻨﺸﺄﺗﻨﺎ؟‬ ‫ﺍﻟﺸﺮﺍﺀ‬ ‫ﺔ‬‫ﱠ‬‫ﻴ‬‫ﻋﻤﻠ‬ .٣ ‫ﺷﺮﺍﺀ‬ ‫ﻟﻠﻌﻤﻼﺀ‬ ‫ﻧﺘﻴﺢ‬ ‫ﻛﻴﻒ‬ ‫ﻣﺤﺪﺩﺓ؟‬ ‫ﺧﺪﻣﺎﺕ‬ ‫ﺃﻭ‬ ‫ﻣﻨﺘﺠﺎﺕ‬ ‫ﺍﻟﺘﺴﻠﻴﻢ‬ .٤ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﻘ‬‫ﺍﻟ‬ ‫ﻧﻮﺻﻞ‬ ‫ﻛﻴﻒ‬ ‫ﺍﻟﻌﻤﻼﺀ؟‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﺒﻴﻊ‬ ‫ﺑﻌﺪ‬ .٥ ‫ﺍﻟﺒﻴﻊ‬ ‫ﺑﻌﺪ‬ ‫ﻣﺎ‬ ‫ﺧﺪﻣﺔ‬ ‫ﱢﺮ‬‫ﻓ‬‫ﻧﻮ‬ ‫ﻛﻴﻒ‬ ‫ﻟﻠﻌﻤﻼﺀ؟‬ ‫ﺇﻟﻜﺘﺮﻭﻧﻴﺔ‬ ‫ﻣﻮﺍﻗﻊ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﻣﺘﺎﺟﺮ‬ ‫ﻣﺘﺎﺟﺮ‬ ‫ﻣﺸﺘﺮﻛﺔ‬ ‫ﺟﻤﻠﺔ‬ ‫ﺑﻴﻊ‬ ‫א‬‫א‬ ‫כ‬‫א‬‫כ‬ ُ‫اﻟﻮﺻﻮل‬ َّ‫ﻳﺘﻢ‬ ‫أن‬ ‫ﻋﻤﻼﺋﻨﺎ‬ ‫ﺷﺮاﺋﺢ‬ ‫ﺗﺮﻏﺐ‬ ‫ﻮات‬َ‫ﻨ‬ َ‫اﻟﻘ‬ ‫ﻣﻦ‬ ٍّ‫أي‬ ‫ﻋﱪ‬ ‫ﻣﻨﻬﺎ‬ ٌّ‫أي‬ ‫ﻣﺘﻜﺎﻣﻠﺔ؟‬ ‫ﻨﺎ‬ُ‫ﺗ‬‫ﻮا‬َ‫ﻨ‬ َ‫ﻗ‬ ‫ﻫﻞ‬ ‫ﺎ؟‬ًّ‫ﻴ‬‫ﺣﺎﻟ‬ ‫ﻧﺼﻠﻬﻢ‬ ‫ﻛﻴﻒ‬ ‫إﻟﻴﻬﻢ؟‬ ‫ﻛﻠﻔﺘﻬﺎ؟‬ ‫إﻟﻰ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ‬ ً‫ﻓﻌﺎﻟﻴﺔ‬ ‫اﻷﻛﱶ‬ ‫أﻳﻬﺎ‬ ‫أﻓﻀﻞ؟‬ ٍ‫ﻞ‬‫ﺑﺸﻜ‬ ‫ﻳﻌﻤﻞ‬ ‫اﻟﻌﻤﻼء؟‬ ‫ﻋﺎدات‬ ‫ﻓﻲ‬ ‫ﺑﺈدﺧﺎﻟﻬﺎ‬ ‫ﻧﻘﻮم‬ ‫ﻛﻴﻒ‬ ‫ﺃﻥ‬ ‫ﻳﻤﻜﻦ‬ ‫ﺍﻟﻘﻨﻮﺍﺕ‬ ‫ﻫﺬﻩ‬ ‫ﻭﺑﻌﺾ‬ ،‫ﻣﺘﻤﺎﻳﺰﺓ‬ ‫ﻣﺮﺍﺣﻞ‬ ُ‫ﺧﻤﺲ‬ ‫ﻟﻠﻘﻨﻮﺍﺕ‬ ‫ﺍﻟﺘﻤﻴﻴﺰ‬ ‫ﻧﺴﺘﻄﻴﻊ‬ .‫ﺎ‬ً‫ﺟﻤﻴﻌ‬ ‫ﻴﻬﺎ‬‫ﱢ‬‫ﻄ‬َ‫ﻐ‬ُ‫ﻳ‬ ‫ﻭﺑﻌﻀﻬﺎ‬ ،‫ﺍﻟﻤﺮﺍﺣﻞ‬ ‫ﻫﺬﻩ‬ َ‫ﺑﻌﺾ‬ ‫ﻲ‬‫ﱢ‬‫ﺗﻐﻄ‬ ‫ﺍﻟﻘﻨﻮﺍﺕ‬ ‫ﺑﻴﻦ‬ ‫ﻭﻛﺬﻟﻚ‬ ،‫ﺍﻟﻤﺒﺎﺷﺮﺓ‬ ‫ﻏﻴﺮ‬ ‫ﻭﺍﻟﻘﻨﻮﺍﺕ‬ ‫ﺍﻟﻤﺒﺎﺷﺮﺓ‬ ‫ﺍﻟﻘﻨﻮﺍﺕ‬ ‫ﺑﻴﻦ‬ .‫ﺁﺧﺮﻭﻥ‬ ‫ﺷﺮﻛﺎﺀ‬ ‫ﻓﻴﻬﺎ‬ ‫ﻳﺪﺧﻞ‬ ‫ﺍﻟﺘﻲ‬ ‫ﻭﺍﻟﻘﻨﻮﺍﺕ‬ ‫ﺑﺎﻟﻜﺎﻣﻞ‬ ‫ﺍﻟﻤﻤﻠﻮﻛﺔ‬ ‫ﻟﺮﻏﺒﺔ‬ ‫ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﺍﻟﻘﻨﻮﺍﺕ‬ ‫ﻣﻦ‬ ‫ﺍﻟﺼﺤﻴﺢ‬ ‫ﺍﻟﻤﺰﻳﺞ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﺘﻮﺻﻞ‬ ‫ﺇﻥ‬ ‫ﻏﺎﻳﺔ‬ ٌ‫ﺃﻣﺮ‬ ‫ﺇﻟﻴﻬﻢ‬ ‫ﻟﻠﻮﺻﻮﻝ‬ ‫ﻣﻨﺎﺳﺒﺔ‬ ‫ﻳﺮﻭﻧﻬﺎ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺑﺎﻟﻄﺮﻳﻘﺔ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻳﻤﻜﻦ‬ .‫ﺍﻟﺴﻮﻕ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﺍﻟﻘ‬ ‫ﺩﻓﻊ‬ ‫ﺳﺒﻴﻞ‬ ‫ﻓﻲ‬ ‫ﺍﻷﻫﻤﻴﺔ‬ ‫ﻓﻲ‬ ‫ﻋﺒﺮ‬ ‫ﻋﻤﻼﺋﻬﺎ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻮﺻﻮﻝ‬ ‫ﺑﻴﻦ‬ ‫ﺍﻻﺧﺘﻴﺎﺭ‬ ،‫ﻣﻨﺸﺄﺓ‬ ‫ﺃﻳﺔ‬ ،‫ﻟﻠﻤﻨﺸﺄﺓ‬ .‫ﺑﻴﻨﻬﻤﺎ‬ ‫ﻣﺰﻳﺞ‬ ‫ﻋﺒﺮ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺸﺮﻳﻜﺔ‬ ‫ﻮﺍﺕ‬َ‫ﻨ‬َ‫ﻘ‬‫ﺍﻟ‬ ‫ﻋﺒﺮ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺨﺎﺻﺔ‬ ‫ﻮﺍﺗﻬﺎ‬َ‫ﻨ‬َ‫ﻗ‬ ‫ﻓﺮﻳﻖ‬ ‫ﻣﺜﻞ‬ ‫ﻣﺒﺎﺷﺮﺓ‬ ٍ‫ﻗﻨﻮﺍﺕ‬ ُ‫ﺔ‬‫ﺍﻟﻤﻤﻠﻮﻛ‬ ُ‫ﻮﺍﺕ‬َ‫ﻨ‬َ‫ﻘ‬‫ﺍﻟ‬ ‫ﺗﻜﻮﻥ‬ ‫ﺃﻥ‬ ‫ﻭﻳﻤﻜﻦ‬ ‫ﺗﻜﻮﻥ‬ ‫ﺃﻥ‬ ‫ﻳﻤﻜﻦ‬ ‫ﻛﻤﺎ‬ ،‫ﺇﻟﻜﺘﺮﻭﻧﻲ‬ ‫ﻣﻮﻗﻊ‬ ‫ﺃﻭ‬ ‫ﻟﻠﻤﻨﺸﺄﺓ‬ ‫ﺗﺎﺑﻊ‬ ‫ﻣﺒﻴﻌﺎﺕ‬ ‫ﺍﺭ‬َ‫ﺪ‬ُ‫ﺗ‬ ‫ﺃﻭ‬ ‫ﻟﻠﻤﻨﺸﺄﺓ‬ ‫ﻣﻤﻠﻮﻛﺔ‬ ‫ﺗﺠﺰﺋﺔ‬ ‫ﻣﺤﻼﺕ‬ ‫ﻣﺜﻞ‬ ‫ﻣﺒﺎﺷﺮﺓ‬ ‫ﻏﻴﺮ‬ ‫ﱡ‬‫ﻭﺗﻀﻢ‬ ‫ﻣﺒﺎﺷﺮﺓ‬ ‫ﻏﻴﺮ‬ ٌ‫ﻮﺍﺕ‬َ‫ﻨ‬َ‫ﻗ‬ ‫ﻓﻬﻲ‬ ‫ﺍﻟﺸﺮﻳﻜﺔ‬ ‫ﻮﺍﺕ‬َ‫ﻨ‬َ‫ﻘ‬‫ﺍﻟ‬ ‫ﺃﻣﺎ‬ .‫ﺑﻮﺍﺳﻄﺘﻬﺎ‬ ‫ﻭﺑﺎﻟﺘﺠﺰﺋﺔ‬ ‫ﺑﺎﻟﺠﻤﻠﺔ‬ ‫ﺍﻟﺘﻮﺯﻳﻊ‬ ‫ﻣﺜﻞ‬ ،‫ﺍﻟﺨﻴﺎﺭﺍﺕ‬ ‫ﻣﻦ‬ ً‫ﺓ‬‫ﻛﺒﻴﺮ‬ ً‫ﺔ‬‫ﻣﺠﻤﻮﻋ‬ .‫ﻟﺸﺮﻛﺎﺀ‬ ‫ﺍﻟﻤﻤﻠﻮﻛﺔ‬ ‫ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‬ ‫ﺍﻟﻤﻮﺍﻗﻊ‬ ‫ﺃﻭ‬ ‫ﺇﻟﻰ‬ ‫ﻱ‬‫ﱢ‬‫ﺩ‬‫ﻳﺆ‬ ٍ‫ﺷﺮﻳﻜﺔ‬ ٍ‫ﻮﺍﺕ‬َ‫ﻨ‬َ‫ﻗ‬ ‫ﻣﻊ‬ َ‫ﺍﻟﺘﻌﺎﻣﻞ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﻓﻲ‬ ‫ﱠ‬‫ﺷﻚ‬ ‫ﻻ‬ ‫ﻧﻄﺎﻕ‬ ‫ﺗﻮﺳﻴﻊ‬ ‫ﻟﻠﻤﻨﺸﺄﺓ‬ ‫ﺗﺘﻴﺢ‬ ‫ﻬﺎ‬‫ﱠ‬‫ﻧ‬‫ﺃ‬ ‫ﱠ‬‫ﻻ‬‫ﺇ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺑﺤﻴ‬ ‫ﺍﻟﻬﻮﺍﻣﺶ‬ ‫ﻲ‬‫ﱢ‬‫ﻧ‬‫ﺗﺪ‬ ،ُ‫ﺔ‬‫ﺍﻟﻤﻤﻠﻮﻛ‬ ُ‫ﻮﺍﺕ‬َ‫ﻨ‬َ‫ﻘ‬‫ﺍﻟ‬ ‫ﺎ‬‫ﱠ‬‫ﺃﻣ‬ .‫ﺍﻟﺸﺮﻛﺎﺀ‬ ‫ﺓ‬‫ﱠ‬‫ﻗﻮ‬ ‫ﻧﻘﺎﻁ‬ ‫ﻣﻦ‬ ‫ﻭﺍﻻﺳﺘﻔﺎﺩﺓ‬ ‫ﻋﻤﻠﻬﺎ‬ ‫ﺇﻗﺎﻣﺘﻬﺎ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﱠ‬‫ﺇﻻ‬ ،‫ﺃﻋﻠﻰ‬ ‫ﻫﻮﺍﻣﺶ‬ ‫ﻓﺘﻌﻄﻲ‬ ،‫ﻣﻨﻬﺎ‬ ‫ﺍﻟﻤﺒﺎﺷﺮﺓ‬ ‫ﻭﺑﺨﺎﺻﺔ‬ ‫ﺍﻟﺘﻮﺍﺯﻥ‬ ‫ﺗﺤﻘﻴﻖ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺒﺮﺍﻋﺔ‬ ‫ﺗﻜﻤﻦ‬ .‫ﺎ‬ً‫ﻔ‬‫ﻜﻠ‬ُ‫ﻣ‬ ‫ﻳﻜﻮﻥ‬ ‫ﻗﺪ‬ ‫ﻭﺗﺸﻐﻴﻠﻬﺎ‬ ‫ﺑﻄﺮﻳﻘﺔ‬ ‫ﺎ‬ً‫ﻣﻌ‬ ‫ﻭﺩﻣﺠﻬﺎ‬ ‫ﺍﻟﻘﻨﻮﺍﺕ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻤﺨﺘﻠﻔﺔ‬ ‫ﺍﻷﻧﻮﺍﻉ‬ ‫ﺑﻴﻦ‬ ‫ﺍﻟﺪﻗﻴﻖ‬ .‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻭﺗﻌﻈﻴﻢ‬ ‫ﺍﻟﻌﻤﻴﻞ‬ ‫ِﺑﺔ‬‫ﺮ‬‫ﺗﺠ‬ ‫ﺇﺛﺮﺍﺀ‬ ‫ﺇﻟﻰ‬ ‫ﻱ‬‫ﱢ‬‫ﺩ‬‫ﺗﺆ‬
٤ ‫اﻟﻌﻼﻗﺎت‬ ‫أﻧﻮاع‬ ‫اﻟﻌﻤﻼء‬ ‫ﻣﻊ‬ ‫ﺑﺎﻟﻌﻼﻗﺎت‬ ُّ‫اﻟﺨﺎص‬ ‫اﻟﺒﻨﺎء‬ ‫ﺣﺠﺮ‬ ُ ِّ‫ﺒﲔ‬ُ‫ﻳ‬ .‫اﻟﻌﻤﻼء‬ ‫ﻣﻦ‬ ٍ‫ة‬َ‫د‬َّ‫ﺪ‬‫ﻣﺤ‬ ‫ﺷﺮاﺋﺢ‬ ‫ﻣﻊ‬ ‫اﻟﻤﻨﺸﺄة‬ ‫ﺴﻬﺎ‬ ِّ‫ﺗﺆﺳ‬ ‫اﻟﺘﻲ‬ ‫ﻣﻦ‬ ‫ﺷﺮﻳﺤﺔ‬ ‫ﱢ‬‫ﻛﻞ‬ ‫ﻣﻊ‬ ‫ﺇﻗﺎﻣﺘﻬﺎ‬ ‫ﻓﻲ‬ ‫ﺗﺮﻏﺐ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻧﻮﻉ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﻦ‬‫ﱢ‬‫ﺒﻴ‬ُ‫ﺗ‬ ‫ﺃﻥ‬ ‫ﻳﻨﺒﻐﻲ‬ ً‫ﺔ‬‫ﻣﺪﻓﻮﻋ‬ ‫ﺗﻜﻮﻥ‬ ‫ﻗﺪ‬ ‫ﻛﻤﺎ‬ ،‫ﺔ‬‫ﱠ‬‫ﻭﺍﻵﻟﻴ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺸﺨﺼﻴ‬ ‫ﺑﻴﻦ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﺗﺘﺮﺍﻭﺡ‬ ‫ﻭﻗﺪ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﺍﺋﺢ‬ :‫ﺍﻟﺘﺎﻟﻴﺔ‬ ‫ﺑﺎﻟﺪﻭﺍﻓﻊ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺍﻛﺘﺴﺎﺏ‬ • .‫ﺑﺎﻟﻌﻤﻼﺀ‬ ‫ﺍﻻﺣﺘﻔﺎﻅ‬ • .‫ﺍﻟﻤﺒﻴﻌﺎﺕ‬ ‫ﺗﻨﺸﻴﻂ‬ • Customer Relationships ‫اﻟﻌﻤﻼء‬ ‫ﻣﻊ‬ ‫اﻟﻌﻼﻗﺎت‬ ،‫ﺍﻷﻭﻟﻰ‬ ‫ﺎﻡ‬ّ‫ﺍﻷﻳ‬ ‫ﻓﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺨﻠﻮﻳ‬ ‫ﺍﻻﺗﺼﺎﻻﺕ‬ ‫ﺷﺒﻜﺎﺕ‬ ‫ﻠﻲ‬‫ﱢ‬‫ﻐ‬ َ‫ﺸ‬ُ‫ﻟـﻤ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻛﺎﻧﺖ‬ ‫ﻫﻮﺍﺗﻒ‬ ‫ﺗﻮﻓﻴﺮ‬ ‫ﻋﻠﻰ‬ ‫ﺗﻨﻄﻮﻱ‬ ‫ﺔ‬‫ﱠ‬‫ﻭﻫﺠﻮﻣﻴ‬ ‫ﺔ‬‫ﱠ‬‫ﻗﻮﻳ‬ ٍ‫ﺍﺳﺘﺤﻮﺍﺫ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺑﺎﺳﺘﺮﺍﺗﻴﺠﻴ‬ ً‫ﺔ‬‫ﻣﺪﻓﻮﻋ‬ ، ًً‫ﻣﺜﻼ‬ ‫ﺇﻟﻰ‬ ‫ﺗﺮﻛﻴﺰﻫﻢ‬ ‫ﻠﻮﻥ‬‫ﱢ‬‫ﻐ‬‫ﺍﻟﻤﺸ‬ ‫ﻝ‬‫ﱠ‬‫ﺣﻮ‬ ،‫ﻊ‬‫ﱡ‬‫ﺍﻟﺘﺸﺒ‬ ‫ﺩﺭﺟﺔ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﺴﻮﻕ‬ ‫ﻭﺻﻞ‬ ‫ﻋﻨﺪﻣﺎ‬ .‫ﺎ‬ً‫ﻧ‬‫ﻣﺠﺎ‬ ‫ﺔ‬‫ﱠ‬‫ﺧﻠﻮﻳ‬ .‫ﻋﻤﻴﻞ‬ ‫ﱢ‬‫ﻛﻞ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻌﺎﺋﺪ‬ ‫ﻂ‬‫ﱢ‬‫ﻣﺘﻮﺳ‬ ‫ﻭﺯﻳﺎﺩﺓ‬ ‫ﺑﺎﻟﻌﻤﻼﺀ‬ ‫ﺍﻻﺣﺘﻔﺎﻅ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﺎﻩ‬‫ﱠ‬‫ﻨ‬‫ﺗﺘﺒ‬ ‫ﺍﻟﺬﻱ‬ ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻋﻠﻴﻬﺎ‬ ‫ﻳﺤﺚ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﱠ‬‫ﺇﻥ‬ .‫ﺍﻟﻌﻤﻴﻞ‬ ‫ﻋﻠﻴﻬﺎ‬ ‫ﻳﺤﺼﻞ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻜﻠﻴ‬ ‫ﺍﻟﺘﺠﺮﺑﺔ‬ ‫ﻓﻲ‬ ٌ‫ﻛﺒﻴﺮ‬ ٌ‫ﺗﺄﺛﻴﺮ‬ ‫ﻟﻬﺎ‬ CR
٢٩ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﻦ‬ ٍ‫ﻋﺪﺩ‬ ‫ﺑﻴﻦ‬ َ‫ﺰ‬‫ﱢ‬‫ﻤﻴ‬ُ‫ﻧ‬ ‫ﺃﻥ‬ ‫ﻧﺴﺘﻄﻴﻊ‬ ٍ‫ﺓ‬َ‫ﺩ‬‫ﱠ‬‫ﻣﺤﺪ‬ ٍ‫ﺑﺸﺮﻳﺤﺔ‬ ‫ﻣﺎ‬ ٍ‫ﻣﻨﺸﺄﺓ‬ ‫ﻋﻼﻗﺔ‬ ‫ﺇﻃﺎﺭ‬ ‫ﻓﻲ‬ ‫ﺎ‬ً‫ﻣﻌ‬ ‫ﺗﻮﺟﺪ‬ ‫ﻗﺪ‬ ‫ﺍﻟﺘﻲ‬ :‫ﻭﻣﻨﻬﺎ‬ ،‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ (Personal assistance) ‫ﺍﻟﺸﺨﺼﻴﺔ‬ ‫ﺍﻟﻤﺴﺎﻋﺪﺓ‬ . ّ‫ﺍﻹﻧﺴﺎﻧﻲ‬ ‫ﺍﻟﺘﻔﺎﻋﻞ‬ ‫ﺃﺳﺎﺱ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻨﻮﻉ‬ ‫ﻫﺬﺍ‬ ‫ﻳﻘﻮﻡ‬ ‫ﺙ‬‫ﱠ‬‫ﻳﺘﺤﺪ‬ ‫ﺃﻥ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻨﻤﻮﺫﺝ‬ ‫ﻫﺬﺍ‬ ‫ﺿﻤﻦ‬ ‫ﺍﻟﻌﻤﻴﻞ‬ ‫ﻳﺴﺘﻄﻴﻊ‬ ‫ﻟﻴﺤﺼﻞ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻟﻘﺴﻢ‬ ‫ﱟ‬‫ﺣﻘﻴﻘﻲ‬ ٍ‫ﻞ‬‫ﱢ‬‫ﺜ‬‫ﻣﻤ‬ ‫ﻣﻊ‬ ً‫ﺓ‬‫ﻣﺒﺎﺷﺮ‬ ‫ﺑﻌﺪ‬ ‫ﺣﺘﻰ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺸﺮﺍﺀ‬ ‫ﻋﻤﻠﻴﺔ‬ ‫ﺃﺛﻨﺎﺀ‬ ‫ﻓﻲ‬ ‫ﻟﻪ‬ ‫ﺍﻟﻼﺯﻣﺔ‬ ‫ﺍﻟﻤﺴﺎﻋﺪﺓ‬ ‫ﻋﻠﻰ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺒﻴﻊ‬ ‫ﻣﻮﻗﻊ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺘﻮﺍﺻﻞ‬ ‫ﻫﺬﺍ‬ ‫ﻳﺤﺼﻞ‬ ‫ﻭﻗﺪ‬ .‫ﺇﺗﻤﺎﻣﻪ‬ .‫ﺃﺧﺮﻯ‬ ‫ﻭﺳﺎﺋﻞ‬ ‫ﺑﺄﻳﺔ‬ ‫ﺃﻭ‬ ‫ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‬ ‫ﺑﺎﻟﺒﺮﻳﺪ‬ ‫ﺃﻭ‬ ‫ﺍﻻﺗﺼﺎﻝ‬ ‫ﻣﺮﺍﻛﺰ‬ ‫ﺍﻟﺨﺎﺻﺔ‬ ‫ﺍﻟﺸﺨﺼﻴﺔ‬ ‫ﺍﻟﻤﺴﺎﻋﺪﺓ‬ (Dedicated personal assistance) ‫ﻗﺴﻢ‬ ‫ﻣﻨﺪﻭﺑﻲ‬ ‫ﺃﺣﺪ‬ ‫ﺗﺨﺼﻴﺺ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻨﻮﻉ‬ ‫ﻫﺬﺍ‬ ‫ﻳﻨﻄﻮﻱ‬ ‫ﺃﻋﻤﻖ‬ ‫ﺍﻟﻨﻮﻉ‬ ‫ﻫﺬﺍ‬ ‫ﻞ‬‫ﱢ‬‫ﺜ‬‫ﻭﻳﻤ‬ .‫ﻦ‬‫ﱠ‬‫ﻣﻌﻴ‬ ٍ‫ﻟﻌﻤﻴﻞ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻃﻮﻳﻠﺔ‬ ‫ﻓﺘﺮﺓ‬ ‫ﻋﺒﺮ‬ ً‫ﺓ‬‫ﻋﺎﺩ‬ ‫ﻳﻨﺸﺄ‬ ‫ﻭﻫﻮ‬ ،‫ﺎ‬ً‫ﺌ‬‫ﺩﻓ‬ ‫ﻭﺃﻛﺜﺮﻫﺎ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﺃﻧﻮﺍﻉ‬ ‫ﱠﻔﻮﻥ‬‫ﻇ‬‫ﻣﻮ‬ ‫ﻳﻘﻮﻡ‬ ‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﺨﺎﺻ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺒﻨﻜﻴ‬ ‫ﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﻣﺠﺎﻝ‬ ‫ﻓﻲ‬ .‫ﺍﻟﺰﻣﻦ‬ ‫ﻣﻦ‬ ‫ﻫﺬﺍ‬ ‫ﻣﺜﻞ‬ ‫ﻧﺮﻯ‬ ‫ﺃﻥ‬ ‫ﻳﻤﻜﻦ‬ ‫ﻛﻤﺎ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻛﺒﺎﺭ‬ ‫ﺑﺨﺪﻣﺔ‬ ‫ﺩﻭﻥ‬‫ﱠ‬‫ﻣﺤﺪ‬ ‫ﻳﺤﺘﻔﻆ‬ ‫ﺣﻴﺚ‬ ‫ﺃﺧﺮﻯ‬ ٍ‫ﺃﻋﻤﺎﻝ‬ ‫ﻣﺠﺎﻻﺕ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻨﻮﻉ‬ .‫ﻴﻦ‬‫ﱢ‬‫ﺍﻟﻤﻬﻤ‬ ‫ﺑﺎﻟﻌﻤﻼﺀ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺷﺨﺼﻴ‬ ٍ‫ﺑﻌﻼﻗﺎﺕ‬ ‫ﺍﻟﻜﺒﺮﻯ‬ ‫ﺍﻟﺤﺴﺎﺑﺎﺕ‬ ‫ﻣﺪﻳﺮﻭ‬ (Self-service) ‫ﺍﻟﺬﺍﺗﻴﺔ‬ ‫ﺍﻟﺨﺪﻣﺔ‬ ٍ‫ﻣﺒﺎﺷﺮﺓ‬ ٍ‫ﺑﻌﻼﻗﺎﺕ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﺗﺤﺘﻔﻆ‬ ‫ﻻ‬ ،‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻨﻮﻉ‬ ‫ﻫﺬﺍ‬ ‫ﻓﻲ‬ ُ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻟﻴﻘﻮﻡ‬ ‫ﺍﻟﻀﺮﻭﺭﻳﺔ‬ ‫ﺍﻟﻮﺳﺎﺋﻞ‬ ‫ﺟﻤﻴﻊ‬ ُ‫ﱢﺮ‬‫ﻓ‬‫ﻮ‬ُ‫ﺗ‬ ‫ﻭﺇﻧﻤﺎ‬ ،‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ .‫ﺑﺄﻧﻔﺴﻬﻢ‬ ‫ﺃﻧﻔﺴﻬﻢ‬ ‫ﺑﺨﺪﻣﺔ‬ (Automated services) ‫ﺍﻵﻟﻴﺔ‬ ‫ﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﺃﺷﻜﺎﻝ‬ ‫ﻣﻦ‬ ‫ﺭ‬‫ﱢ‬‫ﻣﺘﻄﻮ‬ ٍ‫ﺷﻜﻞ‬ ‫ﺑﻴﻦ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻨﻮﻉ‬ ‫ﻫﺬﺍ‬ ‫ﻳﺠﻤﻊ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺸﺨﺼﻴ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻔ‬‫ﺍﻟﻤﻠ‬ ‫ﺘﻴﺢ‬ُ‫ﺗ‬ ، ً‫ﻓﻤﺜﻼ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻵﻟﻴ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻭﺍﻟﻌﻤﻠﻴ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺬﺍﺗﻴ‬ ‫ﺍﻟﺨﺪﻣﺔ‬ ٍ‫ﺑﺸﻜﻞ‬ ٍ‫ﺓ‬‫ﱠ‬‫ﺪ‬َ‫ﻌ‬ُ‫ﻣ‬ ٍ‫ﺧﺪﻣﺎﺕ‬ ‫ﻋﻠﻰ‬ ‫ﱢﻼﻉ‬‫ﻃ‬‫ﺍﻻ‬ ‫ﻟﻠﻌﻤﻼﺀ‬ ‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻦ‬ ٍ‫ﻭﺍﺣﺪ‬ ‫ﱢ‬‫ﻛﻞ‬ ‫ﺇﻟﻰ‬ ‫ﻑ‬‫ﱡ‬‫ﺍﻟﺘﻌﺮ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻵﻟﻴ‬ ‫ﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﻭﺑﺈﻣﻜﺎﻥ‬ .‫ﻟﻬﻢ‬ ‫ﱟ‬‫ﺧﺎﺹ‬ ‫ﺑﺎﻷﻭﺍﻣﺮ‬ ً‫ﺔ‬ ‫ﱠ‬‫ﺧﺎﺻ‬ ٍ‫ﻣﻌﻠﻮﻣﺎﺕ‬ ‫ﻡ‬‫ﱠ‬‫ﺪ‬َ‫ﻘ‬ُ‫ﺗ‬ ‫ﻭﻫﻲ‬ ،‫ﺧﺼﺎﺋﺼﻬﻢ‬ ‫ﻑ‬‫ﱡ‬‫ﻭﺗﻌﺮ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ُ‫ﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﺗﺴﺘﻄﻴﻊ‬ ،‫ﺔ‬‫ﱠ‬‫ﻣﺜﺎﻟﻴ‬ ‫ﻧﺎﺣﻴﺔ‬ ‫ﻣﻦ‬ .‫ﺑﻬﻢ‬ ‫ﱢﻘﺔ‬‫ﻠ‬‫ﺍﻟﻤﺘﻌ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺍﻟﻌﻤﻠﻴ‬ ‫ﺃﻭ‬ ‫ﺑﻘﺮﺍﺀﺓ‬ ‫ﺗﻮﺻﻴﺎﺕ‬ ‫ﺗﻘﺪﻳﻢ‬ ‫)ﻣﺜﻞ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺸﺨﺼﻴ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻣﺤﺎﻛﺎﺓ‬ ُ‫ﺔ‬‫ﱠ‬‫ﺍﻵﻟﻴ‬ .(‫ﺳﻴﻨﻤﺎﺋﻲ‬ ‫ﻓﻴﻠﻢ‬ ‫ﻣﺸﺎﻫﺪﺓ‬ ‫ﺃﻭ‬ ‫ﻣﺎ‬ ‫ﻛﺘﺎﺏ‬ (Communi es) ‫ﺍﻟﻤﺠﻤﻮﻋﺎﺕ‬ ‫ﻣﺠﻤﻮﻋﺎﺕ‬ ،ٍ‫ﻣﺘﺰﺍﻳﺪ‬ ٍ‫ﻮ‬‫ﻧﺤ‬ ‫ﻭﻋﻠﻰ‬ ،‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﺑﻌﺾ‬ ُ‫ﻡ‬ِ‫ﺴﺘﺨﺪ‬َ‫ﺗ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺃﻭ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺗﻔﺎﻋﻠﻬﺎ‬ ‫ﻣﺴﺘﻮﻯ‬ ‫ﻟﺮﻓﻊ‬ ‫ﺍﻟﻤﺴﺘﺨﺪﻣﻴﻦ‬ .‫ﺃﻧﻔﺴﻬﻢ‬ ‫ﺍﻟﻤﺠﻤﻮﻋﺎﺕ‬ ‫ﺃﻋﻀﺎﺀ‬ ‫ﺑﻴﻦ‬ ‫ﺍﻟﺘﻮﺍﺻﻞ‬ ‫ﻭﻟﺘﺴﻬﻴﻞ‬ ،‫ﺍﻟﻤﺤﺘﻤﻠﻴﻦ‬ ‫ﺍﻟﺘﻮﺍﺻﻞ‬ ‫ﺷﺒﻜﺎﺕ‬ ‫ﻋﻠﻰ‬ ٍ‫ﺑﻤﺠﻤﻮﻋﺎﺕ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻣﻦ‬ ٌ‫ﻛﺜﻴﺮ‬ ‫ﻭﺗﺤﺘﻔﻆ‬ ‫ﱢ‬‫ﺣﻞ‬ ‫ﻓﻲ‬ َ‫ﺓ‬‫ﻭﺍﻟﻤﺴﺎﻋﺪ‬ ‫ﺍﻟﻤﻌﺮﻓﺔ‬ َ‫ﻝ‬ُ‫ﺩ‬‫ﺒﺎ‬َ‫ﺗ‬ ‫ﻟﻸﻋﻀﺎﺀ‬ ‫ﺗﺘﻴﺢ‬ ‫ﺍﻻﺟﺘﻤﺎﻋﻲ‬ ‫ﺃﻥ‬ ‫ﻷﻋﻀﺎﺋﻬﺎ‬ ‫ﺍﻟﻤﺠﻤﻮﻋﺎﺕ‬ ‫ﺗﺘﻴﺢ‬ ‫ﻛﻤﺎ‬ .‫ﺎ‬ ً‫ﺑﻌﻀ‬ ‫ﺑﻌﻀﻬﻢ‬ ‫ﻣﺸﻜﻼﺕ‬ ،‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﱡﻌﺎﺕ‬‫ﻗ‬‫ﺗﻮ‬ ‫ﻣﻊ‬ ‫ﺍﻟﺘﻌﺎﻣﻞ‬ ‫ﻃﺮﻕ‬ ‫ﺗﺤﺴﻴﻦ‬ ‫ﺃﺳﺎﻟﻴﺐ‬ ‫ﱠﻤﻮﺍ‬‫ﻠ‬‫ﻳﺘﻌ‬ ‫ﺃﻓﻀﻞ‬ ‫ﻓﻬﻢ‬ ‫ﺗﺤﻘﻴﻖ‬ ‫ﻋﻠﻰ‬ ‫ﺎ‬ ً‫ﺃﻳﻀ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻳﺴﺎﻋﺪ‬ ‫ﻣﺎ‬ ‫ﻭﻫﻮ‬ ‫ﺳﻤﻴﺚ‬ ‫ﺟﻼﻛﺴﻮ‬ ‫ﺍﻟﻌﻤﻼﻗﺔ‬ ‫ﺍﻷﺩﻭﻳﺔ‬ ‫ﺷﺮﻛﺔ‬ ‫ﺃﻃﻠﻘﺖ‬ ‫ﻭﻗﺪ‬ .‫ﻟﻌﻤﻼﺋﻬﻢ‬ ‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﻋﻠﻰ‬ ‫ﺔ‬ ‫ﱠ‬‫ﺧﺎﺻ‬ ً‫ﺔ‬‫ﻣﺠﻤﻮﻋ‬ (Glaxo Smith Kline) ‫ﻛﻼﻳﻦ‬ ٌ‫ﺟﺪﻳﺪ‬ ٌ‫ﻣﺴﺘﺤﻀﺮ‬ ‫ﻭﻫﻮ‬ (alli) ‘‘‫’’ﺃﻟﻲ‬ ‫ﻣﺴﺘﺤﻀﺮ‬ ‫ﻃﺮﺣﺖ‬ ‫ﻋﻨﺪﻣﺎ‬ ‫ﺃﺭﺍﺩﺕ‬ .‫ﺔ‬‫ﱠ‬‫ﻃﺒﻴ‬ ‫ﻭﺻﻔﺔ‬ ‫ﺩﻭﻥ‬ ‫ﻑ‬َ‫ﺮ‬ ْ‫ﺼ‬ُ‫ﻭﻳ‬ ‫ﺍﻟﻮﺯﻥ‬ ‫ﻟﺘﺨﻔﻴﻒ‬ ‫ﻡ‬َ‫ﺨﺪ‬َ‫ﺘ‬‫ﺴ‬ُ‫ﻳ‬ ‫ﺍﻟﻮﺯﻥ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺗﻮﺍﺟﻪ‬ ‫ﺍﻟﺘﻲ‬ ‫ﻟﻠﺘﺤﺪﻳﺎﺕ‬ ‫ﻓﻬﻤﻬﺎ‬ ‫ﺗﻌﺰﻳﺰ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ ‫ﺃﺩﺍﺋﻬﺎ‬ ‫ﻣﻦ‬ ‫ﻦ‬ ‫ﱢ‬‫ﺴ‬َ‫ﺤ‬ُ‫ﺗ‬ ‫ﺃﻥ‬ ‫ﺗﺴﺘﻄﻴﻊ‬ ‫ﺑﻬﺬﺍ‬ ‫ﻭﻫﻲ‬ ،‫ﺍﻟﺒﺎﻟﻐﻴﻦ‬ ‫ﻣﻦ‬ ‫ﺍﻟﺰﺍﺋﺪ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﱡﻌﺎﺕ‬‫ﻗ‬‫ﺗﻮ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ (Co-crea on) ‫ﺍﻟﻌﻤﻞ‬ ‫ﺃﺩﺍﺀ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﺸﺎﺭﻛﺔ‬ ‫ﺑﻴﻦ‬ ‫ﺔ‬ّ‫ﺍﻟﺘﻘﻠﻴﺪﻳ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﻣﻦ‬ ‫ﺃﺑﻌﺪ‬ ‫ﻫﻮ‬ ‫ﻣﺎ‬ ‫ﺇﻟﻰ‬ ٌ‫ﺓ‬‫ﻛﺜﻴﺮ‬ ٌ‫ﻣﻨﺸﺂﺕ‬ ‫ﺗﺬﻫﺐ‬ .‫ﻋﻤﻼﺋﻬﺎ‬ ‫ﻣﻊ‬ ‫ﻋﻼﻗﺎﺗﻬﺎ‬ ‫ﻓﻲ‬ ً‫ﺔ‬‫ﻣﻀﺎﻓ‬ ً‫ﺔ‬‫ﻗﻴﻤ‬ ُ‫ﺪ‬ِ‫ﺟ‬‫ﻓﺘﻮ‬ ،‫ﻭﺍﻟﻌﻤﻴﻞ‬ ‫ﺍﻟﺒﺎﺋﻊ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺗﺪﻋﻮ‬ ،ً‫ﻼ‬‫ﻣﺜ‬ (Amazon.com) ‫ﻛﻮﻡ‬ ‫ﺩﻭﺕ‬ ‫ﺃﻣﺎﺯﻭﻥ‬ ‫ﻓﺸﺮﻛﺔ‬ ً‫ﺔ‬‫ﻀﺎﻓ‬ُ‫ﻣ‬ ً‫ﺔ‬‫ﻗﻴﻤ‬ ‫ﺗﻮﺟﺪ‬ ‫ﺑﺬﻟﻚ‬ ‫ﻭﻫﻲ‬ ،‫ﻟﻠﻜﺘﺐ‬ ٍ‫ﻣﺮﺍﺟﻌﺎﺕ‬ ‫ﻛﺘﺎﺑﺔ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺑﺈﺷﺮﺍﻙ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﺑﻌﺾ‬ ‫ﻭﺗﻘﻮﻡ‬ .‫ﺍﻵﺧﺮﻳﻦ‬ ‫ﺍﻟﻜﺘﺐ‬ ‫ﺎﻕ‬ ‫ﱠ‬‫ﺸ‬ُ‫ﻟﻌ‬ ٌ‫ﻣﻨﺸﺂﺕ‬ ‫ﻭﺗﻘﻮﻡ‬ .‫ﻣﺒﺘﻜﺮﺓ‬ ٍ‫ﻣﻨﺘﺠﺎﺕ‬ ‫ﺃﻭ‬ ٍ‫ﺟﺪﻳﺪﺓ‬ ٍ‫ﻣﻨﺘﺠﺎﺕ‬ ‫ﺗﺼﻤﻴﻢ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﱢ‬‫ﺚ‬َ‫ﺤ‬ِ‫ﺑ‬ ،(YouTube.com) ‫ﻛﻮﻡ‬ ‫ﺩﻭﺕ‬ ‫ﻳﻮﺗﻴﻮﺏ‬ ‫ﻣﺜﻞ‬ ،‫ﺃﺧﺮﻯ‬ .‫ﺍﻟﺠﻤﻬﻮﺭ‬ ‫ﻣﻊ‬ ‫ﻟﻤﺸﺎﺭﻛﺘﻪ‬ ‫ﻯ‬ً‫ﻣﺤﺘﻮ‬ ‫ﺗﻘﺪﻳﻢ‬ ‫ﻋﻠﻰ‬ ‫ﻧﻘﻴﻤﻬﺎ‬ ‫أن‬ ‫ﻋﻤﻼﺋﻨﺎ‬ ‫ﺷﺮاﺋﺢ‬ ‫ﻣﻦ‬ ٍ‫واﺣﺪة‬ ُّ‫ﻛﻞ‬ ُ‫ﻊ‬ َّ‫ﺗﺘﻮﻗ‬ ‫اﻟﺘﻲ‬ ‫اﻟﻌﻼﻗﺔ‬ ُ‫ﻧﻮع‬ ‫ﻣﺎ‬ ‫ﻛﻢ‬ ‫ﺑﺎﻟﻔﻌﻞ؟‬ ‫ﺴﻨﺎﻫﺎ‬ َّ‫أﺳ‬ ‫اﻟﺘﻲ‬ ‫اﻟﻌﻼﻗﺎت‬ ‫ﻣﺎ‬ ‫ﻣﻌﻬﻢ؟‬ ‫ﻋﻠﻴﻬﺎ‬ ‫وﻧﺤﺎﻓﻆ‬ ‫ﺎه؟‬َّ‫ﻨ‬‫ﻧﺘﺒ‬ ‫اﻟﺬي‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ ‫أﺟﺰاء‬ ‫ﺔ‬َّ‫ﻴ‬‫ﺑﻘ‬ ‫ﻣﻊ‬ ‫دﻣﺠﻬﺎ‬ ‫ﻳﻤﻜﻦ‬ ‫ﻛﻴﻒ‬ ‫ﺘﻨﺎ؟‬ َ‫َّﻔ‬‫ﻠ‬‫ﻛ‬
R$ ٥ ‫ﺔ‬َّ‫اﻟﻤﺎﻟﻴ‬ ‫اﻟﻤﺒﺎﻟﻎ‬ ‫اﻹﻳﺮادات‬ ‫ﺑﻤﺼﺎدر‬ ُّ‫اﻟﺨﺎص‬ ‫اﻟﺒﻨﺎء‬ ‫ﺣﺠﺮ‬ ‫ﻞ‬ِّ‫ﺜ‬‫ﻤ‬ُ‫ﻳ‬ ‫ﺷﺮاﺋﺢ‬ ‫ﻣﻦ‬ ٍ‫ﺷﺮﻳﺤﺔ‬ ‫ﺔ‬َّ‫أﻳ‬ ‫ﻣﻦ‬ ‫اﻟﻤﻨﺸﺄة‬ ‫ﻫﺎ‬ُ‫ِّﺪ‬‫ﻟ‬‫ﺗﻮ‬ ‫اﻟﺘﻲ‬ ‫ﺔ‬َّ‫اﻟﻨﻘﺪﻳ‬ .(‫اﻷرﺑﺎح‬ ‫ﻟﻤﻌﺮﻓﺔ‬ ‫اﻹﻳﺮادات‬ ‫ﻣﻦ‬ ‫اﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻃﺮح‬ ‫)ﻳﻨﺒﻐﻲ‬ ‫اﻟﻌﻤﻼء‬ ‫ﻫﻲ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﺼﺎﺩﺭ‬ ‫ﱠ‬‫ﻓﺈﻥ‬ ، ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻟﻨﻤﻮﺫﺝ‬ ‫ﺍﻟﻘﻠﺐ‬ ‫ﻣﺜﻞ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻛﺎﻥ‬ ‫ﺇﺫﺍ‬ ٍ‫ﺷﺮﻳﺤﺔ‬ ‫ﱡ‬‫ﻛﻞ‬ ‫ﻳﺮﻏﺐ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻘﻴﻤﺔ‬ ‫ﻋﻦ‬ ‫ﻧﻔﺴﻬﺎ‬ ‫ﺗﺴﺄﻝ‬ ‫ﺃﻥ‬ ٍ‫ﻣﻨﺸﺄﺓ‬ ‫ﱢ‬‫ﻛﻞ‬ ‫ﻋﻠﻰ‬ .‫ﺍﻟﺸﺮﺍﻳﻴﻦ‬ ‫ﺍﻟﺴﺆﺍﻝ‬ ‫ﻫﺬﺍ‬ ‫ﻋﻦ‬ ‫ﱠﻘﺔ‬‫ﻓ‬‫ﺍﻟﻤﻮ‬ ‫ﺍﻹﺟﺎﺑﺔ‬ ‫ﺗﺘﻴﺢ‬ .‫ﻟﻬﺎ‬ ‫ﺎ‬ًّ‫ﻣﺎﺩﻳ‬ ً‫ﻣﻘﺎﺑﻼ‬ ‫ﻳﺪﻓﻊ‬ ‫ﺃﻥ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﻣﻦ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﻣﻦ‬ ٍ‫ﺷﺮﻳﺤﺔ‬ ‫ﻛﻞ‬ ‫ﻣﻦ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﺼﺎﺩﺭ‬ ‫ﻣﻦ‬ ‫ﺃﻛﺜﺮ‬ ‫ﺃﻭ‬ ٍ‫ﻭﺍﺣﺪ‬ ‫ﺗﻮﻟﻴﺪ‬ ‫ﻟﻠﻤﻨﺸﺄﺓ‬ ‫ﻣﺜﻞ‬ ‫ﻟﻠﺘﺴﻌﻴﺮ‬ ٌ‫ﺔ‬‫ﻣﺨﺘﻠﻔ‬ ٌ‫ﺎﺕ‬ّ‫ﺁﻟﻴ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﺼﺎﺩﺭ‬ ‫ﻣﻦ‬ ‫ﻣﺼﺪﺭ‬ ‫ﻟﻜﻞ‬ ‫ﺗﻜﻮﻥ‬ ‫ﻭﻗﺪ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻭﺍﻻﻋﺘﻤﺎﺩ‬ ،‫ﻮﻕ‬ ‫ﱡ‬‫ﺍﻟﺴ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻻﻋﺘﻤﺎﺩ‬ ،‫ﺍﻟﻌﻠﻨﻲ‬ ‫ﻭﺍﻟﻤﺰﺍﺩ‬ ،‫ﻭﺍﻟﻤﺴﺎﻭﻣﺔ‬ ،‫ﺍﻟﺜﺎﺑﺘﺔ‬ ‫ﺍﻷﺳﻌﺎﺭ‬ ‫ﻗﺎﺋﻤﺔ‬ .‫ﺍﻟﻌﻮﺍﺋﺪ‬ ‫ﻭﺇﺩﺍﺭﺓ‬ ‫ﺍﻟﺤﺠﻢ‬ ‫ﻋﻠﻰ‬ Revenue Streams ‫اﻹﻳﺮادات‬ ‫ﻣﺼﺎدر‬ :‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﻦ‬ ‫ﻣﺨﺘﻠﻔﻴﻦ‬ ‫ﻧﻮﻋﻴﻦ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻳﻨﻄﻮﻱ‬ ‫ﺃﻥ‬ ‫ﻳﻤﻜﻦ‬ ‫ﻋﻦ‬ ‫ﺍﻟﻨﺎﺗﺠﺔ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻭﻫﻲ‬ (Transac on Revenues) ‫ﺍﻟﻤﻌﺎﻣﻼﺕ‬ ‫ﺇﻳﺮﺍﺩﺍﺕ‬ .١ .‫ﻭﺍﺣﺪﺓ‬ ‫ﻟﻤﺮﺓ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﺪﻓﻮﻋﺎﺕ‬ ٍ‫ﺩﻓﻌﺎﺕ‬ ‫ﻋﻦ‬ ٌ‫ﺔ‬‫ﺍﻟﻨﺎﺷﺌ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻭﻫﻲ‬ (Recurring Revenues) ٌ‫ﺓ‬‫ﺭ‬‫ﱢ‬‫ﻣﺘﻜﺮ‬ ٌ‫ﺇﻳﺮﺍﺩﺍﺕ‬ .٢ .‫ﻟﻠﻌﻤﻼﺀ‬ ‫ﺍﻟﺒﻴﻊ‬ ‫ﺑﻌﺪ‬ ‫ﻣﺎ‬ ِ‫ﻢ‬ْ‫ﻋ‬َ‫ﺩ‬ ‫ﻟﺘﻮﻓﻴﺮ‬ ‫ﺎ‬‫ﱠ‬‫ﻭﺇﻣ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﻟﺘﺤﻘﻴﻖ‬ ‫ﺎ‬ّ‫ﺇﻣ‬ ٍ‫ﻣﺘﻮﺍﺻﻠﺔ‬
٣١ :‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﺼﺎﺩﺭ‬ ‫ﻟﺘﻮﻟﻴﺪ‬ ‫ﺍﻟﻄﺮﻕ‬ ‫ﻣﻦ‬ ٌ‫ﺩ‬‫ﻋﺪ‬ ‫ﻫﻨﺎﻙ‬ (Asset sale) ‫ﺍﻷﺻﻮﻝ‬ ‫ﺑﻴﻊ‬ ‫ﺣﻘﻮﻕ‬ ‫ﺑﻴﻊ‬ ‫ﻣﻦ‬ ‫ﱞ‬‫ﻣﺴﺘﻤﺪ‬ ‫ﺍ‬ً‫ﺍﻧﺘﺸﺎﺭ‬ ‫ﺍﻷﻛﺜﺮ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﺼﺪﺭ‬ ‫ﱠ‬‫ﺇﻥ‬ ‫ﺩﻭﺕ‬ ‫ﺃﻣﺎﺯﻭﻥ‬ ‫ﻣﺜﻞ‬ ٌ‫ﺔ‬‫ﻓﺸﺮﻛ‬ .‫ﻱ‬‫ﱢ‬‫ﺩ‬‫ﻣﺎ‬ ٍ‫ﺞ‬َ‫ﺘ‬‫ﺑﻤﻨ‬ ‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﺨﺎﺻ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﻠﻜﻴ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻭﺍﻹﻟﻜﺘﺮﻭﻧﻴ‬ ‫ﻭﺍﻟﻤﻮﺳﻴﻘﻰ‬ ‫ﺍﻟﻜﺘﺐ‬ ‫ﺗﺒﻴﻊ‬ (Amazon.com) ‫ﻛﻮﻡ‬ ‫ﻓﻴﺎﺕ‬ ُ‫ﺔ‬‫ﻭﺷﺮﻛ‬ .‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﺷﺒﻜﺔ‬ ‫ﻋﻠﻰ‬ ‫ﺫﻟﻚ‬ ‫ﻭﻏﻴﺮ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻻﺳﺘﻬﻼﻛﻴ‬ ‫ﺍﺳﺘﺨﺪﺍﻣﻬﺎ‬ ‫ﻓﻲ‬ ُ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺤﺮﻳ‬ ‫ﻭﻟﻠﻤﺸﺘﺮﻳﻦ‬ ‫ﺍﻟﺴﻴﺎﺭﺍﺕ‬ ‫ﺗﺒﻴﻊ‬ ‫ﻓﺈﻧﻬﺎ‬ ،(Fiat) .‫ﺗﺤﻄﻴﻤﻬﺎ‬ ‫ﺣﺘﻰ‬ ‫ﺃﻭ‬ ‫ﺑﻴﻌﻬﺎ‬ ‫ﺇﻋﺎﺩﺓ‬ ‫ﺃﻭ‬ ‫ﻷﻏﺮﺍﺿﻬﻢ‬ (Usage fee) ‫ﺍﻻﺳﺘﺨﺪﺍﻡ‬ ‫ﺃﺟﻮﺭ‬ ‫ﺍﺯﺩﺍﺩ‬ ‫ﻛﻠﻤﺎ‬ .‫ﻨﺔ‬‫ﱠ‬‫ﻣﻌﻴ‬ ‫ﺧﺪﻣﺔ‬ ‫ﺍﺳﺘﻌﻤﺎﻝ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻤﺼﺪﺭ‬ ‫ﻫﺬﺍ‬ ‫ﱠﺪ‬‫ﻟ‬‫ﻳﺘﻮ‬ ‫ﺗﻔﺮﺽ‬ ‫ﻗﺪ‬ ‫ﺼﺎﻻﺕ‬ّ‫ﺗ‬‫ﺍﻻ‬ ‫ﻓﺸﺮﻛﺎﺕ‬ .‫ﺍﻷﺟﺮ‬ ‫ﺯﺍﺩ‬ ‫ﺍﻟﺨﺪﻣﺔ‬ ‫ﺍﺳﺘﻌﻤﺎﻝ‬ ‫ﻓﻴﻬﺎ‬ ‫ﻳﺴﺘﺨﺪﻣﻮﻥ‬ ‫ﺍﻟﺘﻲ‬ ‫ﻗﺎﺋﻖ‬‫ﱠ‬‫ﺍﻟﺪ‬ ‫ﻋﺪﺩ‬ ‫ﻣﻘﺎﺑﻞ‬ ‫ﺍ‬ً‫ﺃﺟﻮﺭ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻋﻠﻰ‬ ‫ﻋﺪﺩ‬ ‫ﻣﻘﺎﺑﻞ‬ ‫ﺍ‬ً‫ﺃﺟﻮﺭ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ ‫ﻞ‬ ‫ﱢ‬‫ﺼ‬َ‫ﺤ‬ُ‫ﺗ‬ ‫ﻭﺍﻟﻔﻨﺎﺩﻕ‬ .‫ﺍﻟﻬﺎﺗﻒ‬ ‫ﺟﻬﺎﺯ‬ ‫ﺍﻟﺒﺮﻳﺪ‬ ‫ﺗﻮﺯﻳﻊ‬ ‫ﻭﺷﺮﻛﺎﺕ‬ .‫ﺍﻟﻔﻨﺪﻕ‬ ‫ﻓﻲ‬ ‫ﻓﻴﻬﺎ‬ ‫ﻳﺒﻴﺘﻮﻥ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻠﻴﺎﻟﻲ‬ ٍ‫ﻣﻜﺎﻥ‬ ‫ﻣﻦ‬ ‫ﺮﻭﺩ‬‫ﱡ‬‫ﺍﻟﻄ‬ ِ‫ﻞ‬ْ‫ﻘ‬َ‫ﻧ‬ ‫ﻣﻘﺎﺑﻞ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ ٍ‫ﺭ‬‫ﺃﺟﻮ‬ ‫ﻋﻠﻰ‬ ُ‫ﻞ‬ ُ‫ﺗﺤﺼ‬ .‫ﺁﺧﺮ‬ ‫ﺇﻟﻰ‬ (Subscrip on fees) ‫ﺍﻻﺷﺘﺮﺍﻙ‬ ‫ﺭﺳﻮﻡ‬ ‫ﻓﺎﻟﺼﺎﻟﺔ‬ .‫ﻟﻠﻌﻤﻴﻞ‬ ٍ‫ﻨﺔ‬‫ﱠ‬‫ﻣﻌﻴ‬ ٍ‫ﺧﺪﻣﺔ‬ ‫ﺑﺈﺗﺎﺣﺔ‬ ‫ﺍﻟﻤﺼﺪﺭ‬ ‫ﻫﺬﺍ‬ ‫ﱠﺪ‬‫ﻟ‬‫ﻳﺘﻮ‬ ً‫ﺔ‬‫ﱠ‬‫ﺳﻨﻮﻳ‬ ‫ﺃﻭ‬ ً‫ﺔ‬‫ﱠ‬‫ﺷﻬﺮﻳ‬ ٍ‫ﺍﺷﺘﺮﺍﻛﺎﺕ‬ ‫ﻫﺎ‬َ‫ﺃﻋﻀﺎﺀ‬ ‫ﺗﺒﻴﻊ‬ ً‫ﻣﺜﻼ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﻳﺎﺿﻴ‬ .‫ﺍﻟﺮﻳﺎﺿﻴﺔ‬ ‫ﺍﻟﺘﺪﺭﻳﺒﺎﺕ‬ ‫ﻟﻤﻤﺎﺭﺳﺔ‬ ‫ﻣﺮﺍﻓﻘﻬﺎ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ‬ ‫ﻣﻘﺎﺑﻞ‬ World) ‫ﻻﻳـﻦ‬ ‫ﺃﻭﻥ‬ ‫ﻛـﺮﺍﻓﺖ‬‫ﻭﻭﺭ‬ ‫ﺃﻭﻑ‬ ‫ﻭﻭﺭﻟـﺪ‬ ‫ﻣﺜـﻞ‬ ٌ‫ﺔ‬‫ﻭﺷـﺮﻛ‬ ‫ﻋﻠﻰ‬ ‫ﻛﻤﺒﻴﻮﺗﺮ‬ ‫ﺃﻟﻌﺎﺏ‬ ‫ﺷﺮﻛﺔ‬ ‫ﻭﻫﻲ‬ ،(of Warcra Online ‫ﺷﺒﻜﺔ‬ ‫ﻋﻠﻰ‬ ‫ﺃﻟﻌﺎﺏ‬ ‫ﻣﻤﺎﺭﺳﺔ‬ ‫ﻟﻌﻤﻼﺋﻬﺎ‬ ‫ﺗﺘﻴﺢ‬ ،‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﺷﺒﻜﺔ‬ ‫ﻛﺎﻣﺰ‬ ‫ﺧﺪﻣﺔ‬ ‫ﻭﺗﺘﻴﺢ‬ .‫ﺔ‬‫ﱠ‬‫ﺷﻬﺮﻳ‬ ٍ‫ﺍﺷﺘﺮﺍﻛﺎﺕ‬ ‫ﺭﺳﻮﻡ‬ ‫ﻣﻘﺎﺑﻞ‬ ‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﻧﻮﻛﻴﺎ‬ ‫ﺷﺮﻛﺔ‬ ‫ﱢﺮﻫﺎ‬‫ﻓ‬‫ﺗﻮ‬ ‫ﺍﻟﺘﻲ‬ (Comes with Music) ‫ﻣﻴﻮﺯﻳﻚ‬ ‫ﻭﻳﺬ‬ .‫ﺍﺷﺘﺮﺍﻙ‬ ِ‫ﺭﺳﻢ‬ ‫ﻣﻘﺎﺑﻞ‬ ً‫ﺔ‬‫ﱠ‬‫ﻣﻮﺳﻴﻘﻴ‬ ً‫ﺔ‬‫ﻣﻜﺘﺒ‬ ‫ﻟﻤﺴﺘﺨﺪﻣﻴﻬﺎ‬ (Nokia) (Lending/Ren ng/Leasing) ‫ﺍﻟﺘﺄﺟﻴﺮ‬ /‫ﺍﻹﻋﺎﺭﺓ‬ ‫ﺎ‬ًّ‫ﺣﺼﺮﻳ‬ ‫ﺎ‬ًّ‫ﺣﻘ‬ ‫ﻣﺎ‬ ٍ‫ﺷﺨﺺ‬ ‫ﻣﻨﺢ‬ ‫ﻋﻦ‬ ‫ﻫﺬﺍ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﺼﺪﺭ‬ ‫ﱠﺪ‬‫ﻟ‬‫ﻳﺘﻮ‬ .‫ﻦ‬‫ﱠ‬‫ﻴ‬َ‫ﻣﻌ‬ ٍ‫ﺭﺳﻢ‬ ‫ﻣﻘﺎﺑﻞ‬ ٍ‫ﺓ‬َ‫ﺩ‬‫ﱠ‬‫ﻣﺤﺪ‬ ٍ‫ﻟﻤﺪﺓ‬ ٍ‫ﻣﻌﻴﻨﺔ‬ ٍ‫ﺃﺻﻮﻝ‬ ‫ﻻﺳﺘﺨﺪﺍﻡ‬ .‫ﺭﺓ‬‫ﱢ‬‫ﻣﺘﻜﺮ‬ ٍ‫ﺇﻳﺮﺍﺩﺍﺕ‬ ‫ﱢﺮ‬‫ﻓ‬‫ﻮ‬ُ‫ﻳ‬ ‫ﻫﺬﺍ‬ ‫ﱠ‬‫ﻓﺈﻥ‬ ،‫ﺮ‬‫ﱢ‬‫ﺟ‬َ‫ﺆ‬ُ‫ﺍﻟﻤ‬ ‫ﺃﻭ‬ ‫ﻌﻴﺮ‬ُ‫ﻟﻠﻤ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ‬ ‫ﻳﺪﻓﻊ‬ ‫ﻣﺎ‬ ‫ﻣﻘﺎﺑﻞ‬ َ‫ﺑﻔﻮﺍﺋﺪ‬ ‫ﻊ‬‫ﱠ‬‫ﺘ‬‫ﻳﺘﻤ‬ ‫ﻓﺈﻧﻪ‬ ،‫ﺮ‬ِ‫ﺟ‬‫ﺴﺘﺄ‬ُ‫ﻟﻠﻤ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ‬ ‫ﺃﻣﺎ‬ ‫ﺗﻜﺎﻟﻴـﻒ‬ ‫ﻛﺎﻣﻞ‬ ‫ﺩﻓﻊ‬ ‫ﺇﻟﻰ‬ ‫ﱡ‬‫ﻳﻀﻄـﺮ‬ ‫ﻭﻻ‬ ،‫ﻓﻘﻂ‬ ٍ‫ﻣﺤﺪﻭﺩﺓ‬ ‫ﺓ‬‫ﱠ‬‫ﻟﻤـﺪ‬ ‫ﻛﻮﻡ‬ ‫ﺩﻭﺕ‬ ‫ﻛﺎﺭ‬ ‫ﺯﻳﭗ‬ ‫ﺷﺮﻛﺔ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻧﻈﺮ‬ .‫ﻳﺴﺘﺄﺟﺮ‬ ‫ﻣﺎ‬ ‫ﱡﻚ‬‫ﻠ‬‫ﺗﻤ‬ ‫ﻓﻊ‬َّ‫ﻟﻠﺪ‬ ‫ﺎ‬ ًّ‫ﺣﻘ‬ ‫ﻳﻦ‬ِّ‫ﻣﺴﺘﻌﺪ‬ ‫ﻋﻤﻼؤﻧﺎ‬ ‫ﻳﻜﻮن‬ ‫اﻟﺘﻲ‬ ‫اﻟﻘﻴﻤﺔ‬ ‫ﻣﺎ‬ ‫ﻳﺪﻓﻌﻮن؟‬ ‫ﻛﻴﻒ‬ ‫ﺎ؟‬ًّ‫ﻴ‬‫ﺣﺎﻟ‬ ‫ﻣﻘﺎﺑﻠﻪ‬ ‫ﻳﺪﻓﻌﻮن‬ ‫اﻟﺬي‬ ‫ﻣﺎ‬ ‫ﻣﻘﺎﺑﻠﻬﺎ؟‬ ِّ‫ﻛﻞ‬ ‫ﻣﺴﺎﻫﻤﺔ‬ ‫ﻣﺪى‬ ‫ﻣﺎ‬ ‫ﻠﻮﻧﻬﺎ؟‬ ِّ‫ﺳﻴﻔﻀ‬ ‫اﻟﺘﻲ‬ ‫ﻓﻊ‬َّ‫اﻟﺪ‬ ‫ﻃﺮﻳﻘﺔ‬ ‫ﻣﺎ‬ ‫اﻹﺟﻤﺎﻟﻴﺔ؟‬ ‫اﻹﻳﺮادات‬ ‫ﻓﻲ‬ ‫اﻹﻳﺮادات‬ ‫ﻣﺼﺎدر‬ ‫ﻣﻦ‬ ٍ‫ر‬‫ﻣﺼﺪ‬ ‫ﻟﻌﻤﻼﺋﻬﺎ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ ‫ﻫﺬﻩ‬ ‫ﺗﺘﻴﺢ‬ .‫ﺍ‬ً‫ﺟﻴﺪ‬ ً‫ﻣﺜﻼ‬ ‫ﱡ‬‫ﺗﻌﺪ‬ ‫ﻓﻬﻲ‬ ،(Zipcar.com) ‫ﺕ‬‫ﱠ‬‫ﺩ‬‫ﺃ‬ ‫ﻭﻗﺪ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺸﻤﺎﻟﻴ‬ ‫ﺃﻣﻴﺮﻛﺎ‬ ‫ﻣﺪﻥ‬ ‫ﻓﻲ‬ ‫ﺑﺎﻟﺴﺎﻋﺔ‬ ٍ‫ﺳﻴﺎﺭﺍﺕ‬ ‫ﺍﺳﺘﺌﺠﺎﺭ‬ ‫ﻭﻟﻴﺲ‬ ‫ﺍﻟﺴﻴﺎﺭﺍﺕ‬ ‫ﺍﺳﺘﺌﺠﺎﺭ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻨﺎﺱ‬ ‫ﻣﻦ‬ ‫ﺑﻜﺜﻴﺮ‬ ‫ﺍﻟﺨﺪﻣﺔ‬ ‫ﻫﺬﻩ‬ .‫ﺷﺮﺍﺋﻬﺎ‬ (Licensing) ‫ﺍﻟﺘﺮﺧﻴﺺ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻨﺢ‬ ‫ﻋﻦ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﺼﺎﺩﺭ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻤﺼﺪﺭ‬ ‫ﻫﺬﻩ‬ ‫ﱠﺪ‬‫ﻟ‬‫ﻳﺘﻮ‬ ‫ﺭﺳﻮﻡ‬ ‫ﻣﻘﺎﺑﻞ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺤﻤﻴ‬َ‫ﻣ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﻓﻜﺮﻳ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﻣﻠﻜﻴ‬ ‫ﺣﻘﻮﻕ‬ ‫ﺑﺎﺳﺘﺨﺪﺍﻡ‬ ‫ﺍﻹﺫﻥ‬ ‫ﻣﻦ‬ ‫ﺇﻳﺮﺍﺩ‬ ‫ﺑﺘﻮﻟﻴﺪ‬ ‫ﺍﻟﺤﻘﻮﻕ‬ ‫ﻟﺤﺎﻣﻠﻲ‬ ‫ﺍﻟﺘﺮﺧﻴﺺ‬ ‫ﻳﺴﻤﺢ‬ .‫ﺗﺮﺧﻴﺺ‬ ‫ﺗﺮﻭﻳﺞ‬ ‫ﺃﻭ‬ ٍ‫ﺞ‬َ‫ﺘ‬‫ﻣﻨ‬ ‫ﺗﺼﻨﻴﻊ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻻﺿﻄﺮﺍﺭ‬ ‫ﺩﻭﻥ‬ ‫ﻨﺔ‬‫ﱠ‬‫ﻣﻌﻴ‬ ‫ﻣﻤﺘﻠﻜﺎﺕ‬ ‫ﺍﻹﻋﻼﻡ‬ ‫ﻣﻴﺪﺍﻥ‬ ‫ﻓﻲ‬ ‫ﺑﻜﺜﺮﺓ‬ ‫ﻫﺬﺍ‬ ‫ﺍﻟﺘﺮﺧﻴﺺ‬ ‫ﺃﺳﻠﻮﺏ‬ ‫ﻳﻨﺘﺸﺮ‬ .‫ﺧﺪﻣﺔ‬ ‫ﻳﺒﻴﻊ‬ ‫ﻪ‬‫ﱠ‬‫ﻨ‬‫ﻭﻟﻜ‬ ‫ﻭﺍﻟﻨﺸﺮ‬ ‫ﺍﻟﻄﺒﻊ‬ ‫ﺑﺤﻘﻮﻕ‬ ‫ﺍﻟﻤﺤﺘﻮﻯ‬ ‫ﻣﺎﻟﻚ‬ ‫ﻳﺤﺘﻔﻆ‬ ‫ﺣﻴﺚ‬ ‫ﻓﻲ‬ ‫ﻧﻔﺴﻪ‬ ‫ﺍﻷﺳﻠﻮﺏ‬ ‫ﻭﻧﺮﻯ‬ .‫ﺛﺎﻟﺚ‬ ٍ‫ﻟﻄﺮﻑ‬ ‫ﺍﺳﺘﺨﺪﺍﻣﻬﺎ‬ ‫ﺭﺧﺺ‬ ‫ﺣﻖ‬ ‫ﺍﻻﺧﺘﺮﺍﻋﺎﺕ‬ ‫ﺑﺮﺍﺀﺓ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻳﻤﻨﺢ‬ ‫ﺣﻴﺚ‬ ،‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫ﻗﻄﺎﻉ‬ ‫ﺃﺧﺮﻯ‬ ‫ﻟﻤﻨﺸﺂﺕ‬ ‫ﺑﺄﺳﻤﺎﺋﻬﻢ‬ ‫ﻠﺔ‬‫ﱠ‬‫ﺍﻟﻤﺴﺠ‬ ‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎﺕ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ‬ .‫ﺗﺮﺧﻴﺺ‬ ‫ﺭﺳﻮﻡ‬ ‫ﻣﻘﺎﺑﻞ‬
٥ (Brokerage fees) ‫ﺍﻟﻮﺳﺎﻃﺔ‬ ‫ﺭﺳﻮﻡ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻮﺳﺎﻃﺔ‬ ‫ﺧﺪﻣﺎﺕ‬ ‫ﻋﻦ‬ ‫ﻫﺬﺍ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﺼﺪﺭ‬ ‫ﻳﻨﺸﺄ‬ ‫ﺑﻄﺎﻗﺎﺕ‬ ‫ﺗﺰﻭﻳﺪ‬ ‫ﻓﺸﺮﻛﺎﺕ‬ .‫ﺃﻛﺜﺮ‬ ‫ﺃﻭ‬ ‫ﻃﺮﻓﻴﻦ‬ ‫ﻋﻦ‬ ‫ﺑﺎﻟﻨﻴﺎﺑﺔ‬ ‫ﺬ‬‫ﱠ‬‫ﻔ‬‫ﻨ‬ُ‫ﺗ‬ ‫ﻣﻦ‬ ٍ‫ﻧﺴﺒﺔ‬ ‫ﺑﺎﻗﺘﻄﺎﻉ‬ ٍ‫ﺇﻳﺮﺍﺩﺍﺕ‬ ‫ﻋﻠﻰ‬ ‫ﺗﺤﺼﻞ‬ ، ً‫ﻣﺜﻼ‬ ،‫ﺍﻻﺋﺘﻤﺎﻥ‬ ‫ﺍﻟﺪﻓﻊ‬ ‫ﻳﻘﺒﻠﻮﻥ‬ ‫ﺍﻟﺬﻳﻦ‬ ‫ﺎﺭ‬‫ﱠ‬‫ﺍﻟﺘﺠ‬ ‫ﺑﻴﻦ‬ ‫ﺗﺠﺮﻱ‬ ٍ‫ﺑﻴﻊ‬ ِ‫ﺔ‬‫ﱠ‬‫ﻋﻤﻠﻴ‬ ‫ﱢ‬‫ﻛﻞ‬ ‫ﻗﻴﻤﺔ‬ ‫ﻭﺍﻟﻮﻛﻼﺀ‬ ‫ﺍﻟﺴﻤﺎﺳﺮﺓ‬ ‫ﻳﺤﺼﻞ‬ ‫ﻛﻤﺎ‬ .‫ﻭﻋﻤﻼﺋﻬﻢ‬ ‫ﺑﺎﻟﺒﻄﺎﻗﺎﺕ‬ ‫ﻋﻘﺪ‬ ‫ﻓﻲ‬ ‫ﻳﻨﺠﺤﻮﻥ‬ ٍ‫ﺓ‬‫ﱠ‬‫ﻣﺮ‬ ‫ﱢ‬‫ﻛﻞ‬ ‫ﻓﻲ‬ ٍ‫ﻋﻤﻮﻻﺕ‬ ‫ﻋﻠﻰ‬ ‫ﻮﻥ‬ّ‫ﺍﻟﻌﻘﺎﺭﻳ‬ .‫ﻭﺍﻟﻤﺸﺘﺮﻱ‬ ‫ﺍﻟﺒﺎﺋﻊ‬ ‫ﺑﻴﻦ‬ ‫ﺻﻔﻘﺔ‬ (Adver sing) ‫ﺍﻹﻋﻼﻧﺎﺕ‬ ‫ﻋﻦ‬ ‫ﺍﻹﻋﻼﻥ‬ ‫ﻋﻦ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﺼﺎﺩﺭ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻤﺼﺪﺭ‬ ‫ﻫﺬﺍ‬ ‫ﱠﺪ‬‫ﻟ‬‫ﻳﺘﻮ‬ ،‫ﺎ‬ًّ‫ﺗﻘﻠﻴﺪﻳ‬ .‫ﻨﺔ‬‫ﱠ‬‫ﻣﻌﻴ‬ ‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ‫ﻋﻼﻣﺔ‬ ‫ﺃﻭ‬ ‫ﺧﺪﻣﺔ‬ ‫ﺃﻭ‬ ‫ﻦ‬‫ﱠ‬‫ﻣﻌﻴ‬ ‫ﻣﻨﺘﺞ‬ ‫ﻳﻌﺘﻤﺪﻭﻥ‬ ‫ﺍﻟﻤﻨﺎﺳﺒﺎﺕ‬ ‫ﻤﻮ‬‫ﱢ‬‫ﻭﻣﻨﻈ‬ ‫ﺍﻹﻋﻼﻡ‬ ‫ﻭﺳﺎﺋﻞ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻛﺎﻥ‬ ‫ﺃﻣﺎ‬ .‫ﺍﻹﻋﻼﻧﺎﺕ‬ ‫ﻋﻦ‬ ‫ﱢﺪﺓ‬‫ﻟ‬‫ﺍﻟﻤﺘﻮ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻋﻠﻰ‬ ‫ﺍ‬ً‫ﻛﺒﻴﺮ‬ ‫ﺍ‬ً‫ﺩ‬‫ﺍﻋﺘﻤﺎ‬ ‫ﻣﺜﻞ‬ ،‫ﺃﺧﺮﻯ‬ ٌ‫ﻗﻄﺎﻋﺎﺕ‬ ‫ﺑﺪﺃﺕ‬ ‫ﻓﻘﺪ‬ ،‫ﺍﻷﺧﻴﺮﺓ‬ ‫ﺍﻟﺴﻨﻮﺍﺕ‬ ‫ﻓﻲ‬ ‫ﻋﻠﻰ‬ ‫ﻓﺄﻛﺜﺮ‬ ‫ﺃﻛﺜﺮ‬ ‫ﺍﻻﻋﺘﻤﺎﺩ‬ ‫ﻓﻲ‬ ،‫ﻭﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺍﻟﺒﺮﻣﺠﻴ‬ .‫ﺍﻹﻋﻼﻧﺎﺕ‬ ‫ﺇﻳﺮﺍﺩﺍﺕ‬ ٍ‫ﺮ‬‫ﺗﺴﻌﻴ‬ ُ‫ﺁﻟﻴﺎﺕ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﺼﺎﺩﺭ‬ ‫ﻣﻦ‬ ٍ‫ﺭ‬‫ﻣﺼﺪ‬ ‫ﱢ‬‫ﻟﻜﻞ‬ ‫ﻳﻜﻮﻥ‬ ‫ﻗﺪ‬ ‫ﻓﻲ‬ ٌ‫ﻛﺒﻴﺮ‬ ٌ‫ﺗﺄﺛﻴﺮ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﺎﻫﺎ‬‫ﱠ‬‫ﻨ‬‫ﺗﺘﺒ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﺘﺴﻌﻴﺮ‬ ِ‫ﺔ‬‫ﱠ‬‫ﻭﻵﻟﻴ‬ .‫ﻣﺨﺘﻠﻔﺔ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻵﻟﻴ‬ ‫ﺎﻥ‬‫ﱠ‬‫ﺭﺋﻴﺴﻴ‬ ‫ﻧﻮﻋﺎﻥ‬ ‫ﻫﻨﺎﻙ‬ .‫ﺍﻟﻨﺎﺗﺠﺔ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﻘﺪﺍﺭ‬ .‫ﻛﺔ‬‫ﱢ‬‫ﻣﺘﺤﺮ‬ ٌ‫ﺔ‬‫ﱠ‬‫ﺩﻳﻨﺎﻣﻴﻜﻴ‬ ٌ‫ﻭﺃﺳﻌﺎﺭ‬ ٌ‫ﺔ‬‫ﺛﺎﺑﺘ‬ ٌ‫ﺃﺳﻌﺎﺭ‬ ،‫ﺍﻟﺘﺴﻌﻴﺮ‬
٣٣ ‫א‬ ‫א‬ ‫א‬ ‫אא‬ ‫א‬ ‫ﺛﺎﺑﺘﺔ‬ ٍ‫ـﺮات‬ِّ‫ﻣﺘﻐـﻴ‬ ‫ﻋﻠﻰ‬ ً‫ﺑﻨﺎء‬ ‫ﺎ‬ ً‫ﻣﺴﺒﻘ‬ ‫اﻷﺳﻌﺎر‬ ُ‫د‬َّ‫ﺪ‬َ‫ﺤ‬ُ‫ﺗ‬ ‫א‬ ‫כ‬ ‫א‬ ‫א‬ ‫א‬ ‫اﻟﺴﻮق‬ ‫ﻟﻈﺮوف‬ ‫ﺎ‬ ً‫ﺗﺒﻌ‬ ‫اﻷﺳﻌﺎر‬ ‫ﺗﺘﻐﲑ‬ ‫ﺍﻟﻤﻌﻠﻨﺔ‬ ‫ﺍﻷﺳﻌﺎﺭ‬‫ﺔ‬‫ﱠ‬‫ﻓﺮﺩﻳ‬ ٍ‫ﺧﺪﻣﺎﺕ‬ ‫ﺃﻭ‬ ٍ‫ﻟﻤﻨﺘﺠﺎﺕ‬ ٌ‫ﺔ‬‫ﺛﺎﺑﺘ‬ ٌ‫ﺃﺳﻌﺎﺭ‬ .‫ﺃﺧﺮﻯ‬ ‫ﻣﻘﺘﺮﺣﺔ‬ ‫ﻗﻴﻢ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺘﻔﺎﻭﺽ‬ (‫)ﺍﻟﻤﺴﺎﻭﻣﺔ‬ ‫ﺎ‬ً‫ﺗﺒﻌ‬ ‫ﺃﻛﺜﺮ‬ ‫ﺃﻭ‬ ‫ﺷﺮﻳﻜﻴﻦ‬ ‫ﺑﻴﻦ‬ ‫ﺍﻟﺴﻌﺮ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺘﻔﺎﻭﺽ‬ ‫ﻳﺠﺮﻱ‬ .‫ﺍﻟﺘﻔﺎﻭﺽ‬ ‫ﻣﻬﺎﺭﺍﺕ‬ ‫ﺃﻭ‬ /‫ﻭ‬ ‫ﺍﻟﺘﻔﺎﻭﺽ‬ ‫ﻋﻠﻰ‬ ‫ﻟﻠﻘﺪﺭﺓ‬ ‫ﺧﺼﺎﺋﺺ‬ ‫ﺗﺄﺛﻴﺮ‬ ‫ﺍﻟﻤﻨﺘﺞ‬ .‫ﻬﺎ‬ِ‫ﺘ‬‫ﱠ‬‫ﻧﻮﻋﻴ‬ ‫ﺃﻭ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﺧﺼﺎﺋﺺ‬ ‫ﻋﺪﺩ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺴﻌﺮ‬ ‫ﻳﻌﺘﻤﺪ‬‫ﺍﻟﻤﺤﺼﻮﻝ‬ ‫ﺇﺩﺍﺭﺓ‬‫ﻭﻗﺖ‬ ‫ﻭﻋﻠﻰ‬ ‫ﺍﻟﻤﺨﺎﺯﻥ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﻮﺟﻮﺩﺓ‬ ‫ﺎﺕ‬ّ‫ﻴ‬‫ﱢ‬‫ﺍﻟﻜﻤ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺴﻌﺮ‬ ‫ﻳﻌﺘﻤﺪ‬ ‫ﺍﻟﻔﻨﺎﺩﻕ‬ ‫ﻏﺮﻑ‬ ‫ﻣﺜﻞ‬ ‫ﻟﻠﺘﻠﻒ‬ ‫ﺍﻟﻘﺎﺑﻠﺔ‬ ‫ﻟﻠﻤﻮﺍﺭﺩ‬ ً‫ﺓ‬‫ﻋﺎﺩ‬ ‫ﺴﺘﻌﻤﻞ‬ُ‫)ﻳ‬ ‫ﺍﻟﺸﺮﺍﺀ‬ .(‫ﺍﻟﻄﺎﺋﺮﺍﺕ‬ ‫ﻭﻣﻘﺎﻋﺪ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﻳﺤﺔ‬ ‫ﺗﺄﺛﻴﺮ‬.‫ﻭﺧﺼﺎﺋﺼﻬﻢ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﻳﺤﺔ‬ ‫ﻧﻮﻉ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺴﻌﺮ‬ ‫ﻳﻌﺘﻤﺪ‬ّ‫ﺁﻧﻲ‬ ٌ‫ﺳﻌﺮ‬.‫ﻭﺍﻟﻄﻠﺐ‬ ‫ﺍﻟﻌﺮﺽ‬ ‫ﻋﻠﻰ‬ ً‫ﺑﻨﺎﺀ‬ ‫ﱟ‬‫ﺩﻳﻨﺎﻣﻴﻜﻲ‬ ٍ‫ﺑﺸﻜﻞ‬ ‫ﺍﻟﺴﻌﺮ‬ ُ‫ﺩ‬‫ﱠ‬‫ﺤﺪ‬ُ‫ﻳ‬ ‫ﺍﻟﺤﺠﻢ‬ ‫ﺗﺄﺛﻴﺮ‬.‫ﺍﻟﻤﺸﺘﺮﺍﺓ‬ ‫ﺔ‬‫ﱠ‬‫ﻴ‬‫ﱢ‬‫ﺍﻟﻜﻤ‬ ‫ﺃﺳﺎﺱ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺴﻌﺮ‬ ُ‫ﺩ‬‫ﱠ‬‫ﺪ‬َ‫ﺤ‬ُ‫ﻳ‬‫ﺍﻟﻤﺰﺍﺩﺍﺕ‬.‫ﺔ‬‫ﱠ‬‫ﺗﻨﺎﻓﺴﻴ‬ ٍ‫ﻋﻄﺎﺀﺍﺕ‬ ‫ﻧﺘﺎﺋﺞ‬ ‫ﻋﻠﻰ‬ ً‫ﺑﻨﺎﺀ‬ ‫ﺍﻟﺴﻌﺮ‬ ُ‫ﺩ‬‫ﱠ‬‫ﺤﺪ‬ُ‫ﻳ‬ ‫א‬ ‫א‬ ‫א‬
٣٤ ٦ ‫اﻟﻼزﻣﺔ‬ ‫اﻷﺻﻮل‬ َّ‫أﻫﻢ‬ ِ‫ﺔ‬َّ‫اﻟﺮﺋﻴﺴﻴ‬ ‫ﺑﺎﻟﻤﻮارد‬ ُّ‫اﻟﺨﺎص‬ ‫اﻟﺒﻨﺎء‬ ‫ﺣﺠﺮ‬ ‫ﻒ‬ ِ‫ﺼ‬َ‫ﻳ‬ . ّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ ‫ﻟﻨﺠﺎح‬ ُ‫ﺩ‬‫ﺍﻟﻤﻮﺍﺭ‬ ‫ﻫﺬﻩ‬ ُ‫ﱢﻦ‬‫ﻜ‬‫ﻤ‬ُ‫ﺗ‬ .‫ﺔ‬‫ﱠ‬‫ﺭﺋﻴﺴﻴ‬ َ‫ﺩ‬‫ﻣﻮﺍﺭ‬ ‫ﺐ‬‫ﱠ‬‫ﻠ‬‫ﻳﺘﻄ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﻦ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﱠ‬‫ﻛﻞ‬ ‫ﱠ‬‫ﺇﻥ‬ ‫ﻭﺍﻟﻤﺤﺎﻓﻈﺔ‬ ‫ﺍﻷﺳﻮﺍﻕ‬ ‫ﺩﺧﻮﻝ‬ ‫ﻣﻦ‬ ‫ﻬﺎ‬ُ‫ﻨ‬‫ﱢ‬‫ﻜ‬‫ﺗﻤ‬ ‫ﻛﻤﺎ‬ ،‫ﻭﺗﻘﺪﻳﻤﻬﺎ‬ ‫ﻣﻘﺘﺮﺣﺔ‬ ‫ﻗﻴﻢ‬ ‫ﺧﻠﻖ‬ ‫ﻣﻦ‬ َ‫ﺓ‬‫ﺍﻟﻤﻨﺸﺄ‬ .‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻛﺴﺐ‬ ‫ﻣﻦ‬ ‫ﺎ‬ ً‫ﺃﻳﻀ‬ ‫ﻬﺎ‬ُ‫ﻨ‬‫ﱢ‬‫ﻜ‬‫ﻭﺗﻤ‬ ،‫ﺷﺮﺍﺋﺤﻬﻢ‬ ‫ﺑﻤﺨﺘﻠﻒ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻋﻠﻰ‬ . ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻟﻨﻮﻉ‬ ‫ﺎ‬ً‫ﺗﺒﻌ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﻣﻦ‬ ٍ‫ﻣﺨﺘﻠﻔﺔ‬ ٍ‫ﻷﻧﻮﺍﻉ‬ ٌ‫ﺔ‬‫ﺣﺎﺟ‬ ‫ﻫﻨﺎﻙ‬ ‫ﺑﻴﻨﻤﺎ‬ ،‫ﻛﺜﻴﻒ‬ ‫ﻣﺎﻝ‬ ‫ﺭﺃﺱ‬ ‫ﺫﺍﺕ‬ ٍ‫ﺇﻧﺘﺎﺝ‬ ‫ﻣﺮﺍﻓﻖ‬ ‫ﺇﻟﻰ‬ ‫ﺗﺤﺘﺎﺝ‬ ‫ﺍﻟﺪﻗﻴﻘﺔ‬ ‫ﺍﻟﺮﻗﺎﺋﻖ‬ ‫ﺗﺼﻨﻊ‬ ٌ‫ﺓ‬‫ﻓﻤﻨﺸﺄ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺒﺸﺮﻳ‬ ‫ﺍﻟﻘﻮﻯ‬ ‫ﻋﻠﻰ‬ ‫ﺃﻛﺒﺮ‬ ٍ‫ﺑﺪﺭﺟﺔ‬ ‫ﺍﻟﺪﻗﻴﻘﺔ‬ ‫ﺍﻟﺮﻗﺎﺋﻖ‬ ُ‫ﻢ‬‫ﱢ‬‫ﻣﺼﻤ‬ ‫ﱢﺰ‬‫ﻛ‬‫ﻳﺮ‬ Key Resources ‫اﻟﺮﺋﻴﺴﻴﺔ‬ ‫اﻟﻤﻮارد‬ KR ‫ﺗﻜﻮﻥ‬ ‫ﺃﻥ‬ ‫ﻭﻳﻤﻜﻦ‬ .‫ﺔ‬‫ﱠ‬‫ﺑﺸﺮﻳ‬ ‫ﺃﻭ‬ ً‫ﺔ‬‫ﱠ‬‫ﻓﻜﺮﻳ‬ ‫ﺃﻭ‬ ً‫ﺔ‬‫ﱠ‬‫ﻣﺎﻟﻴ‬ ‫ﺃﻭ‬ ً‫ﺔ‬‫ﱠ‬‫ﻣﺎﺩﻳ‬ ُ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﻫﺬﻩ‬ ‫ﺗﻜﻮﻥ‬ ‫ﻭﻗﺪ‬ .‫ﺭﺋﻴﺴﻴﻴﻦ‬ ‫ﺷﺮﻛﺎﺀ‬ ‫ﻣﻦ‬ ‫ﻋﻠﻴﻬﺎ‬ ُ‫ﺍﻟﺤﺼﻮﻝ‬ ‫ﱡ‬‫ﻳﺘﻢ‬ ‫ﺃﻭ‬ ‫ﻗﺒﻠﻬﺎ‬ ‫ﻣﻦ‬ ً‫ﺓ‬‫ﻣﺴﺘﺄﺟﺮ‬ ‫ﺃﻭ‬ ِ‫ﻟﻠﻤﻨﺸﺄﺓ‬ ً‫ﺔ‬‫ﻣﻤﻠﻮﻛ‬
٣٥ :‫ﺍﻟﺘﺎﻟﻲ‬ ‫ﺍﻟﻨﺤﻮ‬ ‫ﻋﻠﻰ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺗﺼﻨﻴﻒ‬ ‫ﻳﻤﻜﻦ‬ (Physical) ‫ﺍﻟﻤﺎﺩﻳﺔ‬ ‫ﻭﺍﻟﻤﺒﺎﻧﻲ‬ ‫ﺍﻟﺘﺼﻨﻴﻊ‬ ‫ﻣﺮﺍﻓﻖ‬ ‫ﻣﺜﻞ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺎﺩﻳ‬ ‫ﺍﻷﺻﻮﻝ‬ ‫ﺍﻟﻔﺌﺔ‬ ‫ﻫﺬﻩ‬ ‫ﺗﺸﻤﻞ‬ ‫ﻭﺷﺒﻜﺎﺕ‬ ‫ﺍﻟﺒﻴﻊ‬ ‫ﻧﻘﺎﻁ‬ ‫ﻭﺃﻧﻈﻤﺔ‬ ‫ﻭﺍﻷﻧﻈﻤﺔ‬ ‫ﻭﺍﻵﻻﺕ‬ ‫ﻭﺍﻟﻌﺮﺑﺎﺕ‬ (Wal-Mart) ‫ﻭﻭﻝ-ﻣﺎﺭﺕ‬ ‫ﻣﺜﻞ‬ ‫ﺍﻟﺘﺠﺰﺋﺔ‬ ‫ﱡ‬‫ﻣﺤﺎﻝ‬ ‫ﺗﻌﺘﻤﺪ‬ .‫ﺍﻟﺘﻮﺯﻳﻊ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﻋﻠﻰ‬ ٍ‫ﺑﻜﺜﺎﻓﺔ‬ (Amazon.com) ‫ﻛﻮﻡ‬ ‫ﺩﻭﺕ‬ ‫ﻭﺃﻣﺎﺯﻭﻥ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ ‫ﻊ‬‫ﱠ‬‫ﺘ‬‫ﺗﺘﻤ‬ .‫ﺍﻟﻤﺎﻝ‬ ‫ﺭﺃﺱ‬ َ‫ﺔ‬‫ﻛﺜﻴﻔ‬ ‫ﺗﻜﻮﻥ‬ ‫ﻣﺎ‬ ‫ﺎ‬ً‫ﻏﺎﻟﺒ‬ ‫ﺍﻟﺘﻲ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺎﺩﻳ‬ ‫ﻟﻠﺨﺪﻣﺎﺕ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺗﺤﺘﻴ‬ ٍ‫ﻨﻴﺔ‬ُ‫ﻭﺑ‬ ‫ﺍﻟﻤﺘﺎﺟﺮ‬ ‫ﻣﻦ‬ ٍ‫ﻭﺍﺳﻌﺔ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﻋﺎﻟﻤﻴ‬ ‫ﺑﺸﺒﻜﺔ‬ ‫ﺍﻷﻭﻟﻰ‬ ٍ‫ﻭﺍﺳﻌﺔ‬ ٍ‫ﺑﺸﺒﻜﺔ‬ ‫ﺍﻷﺧﻴﺮﺓ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ ‫ﺗﺘﻤﺘﻊ‬ ‫ﺑﻴﻨﻤﺎ‬ ،‫ﺍﻟﻼﺯﻣﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻠﻮﺟﺴﺘﻴ‬ ‫ﻟﻠﺨﺪﻣﺎﺕ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺗﺤﺘﻴ‬ ٍ‫ﻨﻴﺔ‬ُ‫ﻭﺑ‬ ٍ‫ﻭﻣﺴﺘﻮﺩﻉ‬ ‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬ ‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫ﻣﻦ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﻠﻮﺟﺴﺘﻴ‬ (Intellectual) ‫ﺍﻟﻔﻜﺮﻳﺔ‬ ‫ﺍﻟﻤﻤﻠﻮﻛﺔ‬ ‫ﻭﺍﻟﻤﻌﺮﻓﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻟﻌﻼﻣﺎﺕ‬ ‫ﻣﺜﻞ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻔﻜﺮﻳ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﱠ‬‫ﺇﻥ‬ ‫ﻭﻗﻮﺍﻋﺪ‬ ‫ﻭﺍﻟﺸﺮﺍﻛﺎﺕ‬ ‫ﻭﺍﻟﻨﺸﺮ‬ ‫ﺍﻟﺘﺄﻟﻴﻒ‬ ‫ﻭﺣﻘﻮﻕ‬ ‫ﺍﻻﺧﺘﺮﺍﻋﺎﺕ‬ ‫ﻭﺑﺮﺍﺀﺓ‬ ‫ﻟﻨﻤﻮﺫﺝ‬ ‫ﻣﺘﺰﺍﻳﺪﺓ‬ ‫ﺔ‬‫ﱠ‬‫ﺃﻫﻤﻴ‬ ‫ﺫﺍﺕ‬ ٌ‫ﻧﺎﺕ‬‫ﱢ‬‫ﻣﻜﻮ‬ ‫ﺟﻤﻴﻌﻬﺎ‬ ،‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺑﻴﺎﻧﺎﺕ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻔﻜﺮﻳ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺗﻄﻮﻳﺮ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﺷﻚ‬ ‫ﻻ‬ .‫ﺎﻝ‬‫ﱠ‬‫ﻭﻓﻌ‬ ‫ﻗﻮﻱ‬ ‫ﺗﺠﺎﺭﻱ‬ ‫ﻋﻤﻞ‬ ً‫ﺔ‬‫ﻗﻴﻤ‬ ‫ﱢﺮ‬‫ﻓ‬‫ﺗﻮ‬ ‫ﻗﺪ‬ ‫ﻓﺈﻧﻬﺎ‬ ٍ‫ﺑﻨﺠﺎﺡ‬ ‫ﺇﻳﺠﺎﺩﻫﺎ‬ ‫ﺗﻢ‬ ‫ﻣﺘﻰ‬ ْ‫ﻟﻜﻦ‬ ،‫ﺻﻌﺐ‬ ٌ‫ﺃﻣﺮ‬ (Nike) ‫ﻧﺎﻳﻚ‬ ‫ﻣﺜﻞ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻻﺳﺘﻬﻼﻛﻴ‬ ‫ﺍﻟﺴﻠﻊ‬ ‫ﻣﻨﺸﺂﺕ‬ ‫ﺗﻌﺘﻤﺪ‬ .‫ﻛﺒﺮﻯ‬ ‫ﺇﻟﻰ‬ ‫ﱟ‬‫ﺭﺋﻴﺴﻲ‬ ‫ﻛﻤﻮﺭﺩ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻟﻌﻼﻣﺔ‬ ‫ﻋﻠﻰ‬ (Sony) ‫ﻭﺳﻮﻧﻲ‬ ‫ﻭﺳﺎپ‬ (Microso ) ‫ﻣﺎﻳﻜﺮﻭﺳﻮﻓﺖ‬ ‫ﺷﺮﻛﺘﺎ‬ ‫ﻭﺗﻌﺘﻤﺪ‬ .‫ﺑﻌﻴﺪ‬ ‫ﱟ‬‫ﺪ‬َ‫ﺣ‬ ‫ﺗﻢ‬ ‫ﺑﺮﺍﻣﺞ‬ ‫ﻣﻦ‬ ‫ﺑﻬﺎ‬ ‫ﻞ‬ ِ‫ﺼ‬‫ﱠ‬‫ﺘ‬‫ﻳ‬ ‫ﻭﻣﺎ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻔﻜﺮﻳ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﻠﻜﻴ‬ ‫ﻋﻠﻰ‬ (SAP) ،(Qualcomm) ‫ﻛﻮﺍﻟﻜﻮﻡ‬ ‫ﺷﺮﻛﺔ‬ ‫ﺃﻣﺎ‬ .‫ﻃﻮﻳﻠﺔ‬ ‫ﺳﻨﻴﻦ‬ ‫ﻋﺒﺮ‬ ‫ﺗﻄﻮﻳﺮﻫﺎ‬ ‫ﺍﻟﻨﻄﺎﻕ‬ ‫ﺫﺍﺕ‬ ‫ﺎﻟﺔ‬‫ﱠ‬‫ﻘ‬‫ﺍﻟﻨ‬ ‫ﻟﻠﻬﻮﺍﺗﻒ‬ َ‫ﺭﻗﺎﺋﻖ‬ ‫ﻟﺘﺼﻤﻴﻢ‬ ٌ‫ﺔ‬‫ﺷﺮﻛ‬ ‫ﻭﻫﻲ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻋﻤﻠﻬﺎ‬ ‫ﻧﻤﻮﺫﺝ‬ ْ‫ﺖ‬َ‫ﻨ‬َ‫ﺑ‬ ‫ﻓﻘﺪ‬ ،‫ﻭﺗﻮﺭﻳﺪﻫﺎ‬ ‫ﺍﻟﻌﺮﻳﺾ‬ ‫ﻋﻠﻰ‬ ‫ﱡ‬‫ﺭ‬ُ‫ﺪ‬َ‫ﺗ‬ ‫ﺃﺻﺒﺤﺖ‬ ‫ﺍﺧﺘﺮﺍﻉ‬ ‫ﺑﺮﺍﺀﺓ‬ ‫ﺑﻮﺻﻔﻬﺎ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﻣﺤﻤﻴ‬ ‫ﺗﺼﺎﻣﻴﻢ‬ .‫ﺗﺮﺧﻴﺺ‬ ‫ﻛﺄﺟﻮﺭ‬ ً‫ﺔ‬‫ﻃﺎﺋﻠ‬ ‫ﻣﺒﺎﻟﻎ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ (Human) ‫ﺍﻟﺒﺸﺮﻳﺔ‬ ٌ‫ﻋﻨﺼﺮ‬ ‫ﺍﻟﻨﺎﺱ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﱠ‬‫ﺇﻻ‬ ،‫ﺔ‬‫ﱠ‬‫ﺑﺸﺮﻳ‬ ‫ﻣﻮﺍﺭﺩ‬ ‫ﱠﺐ‬‫ﻠ‬‫ﺗﺘﻄ‬ ‫ﺍﻟﻤﺼﺎﻟﺢ‬ ‫ﺟﻤﻴﻊ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﻦ‬ ٍ‫ﻨﺔ‬‫ﱠ‬‫ﻣﻌﻴ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻓﻲ‬ ‫ﱟ‬‫ﺧﺎﺹ‬ ٍ‫ﻮ‬‫ﻧﺤ‬ ‫ﻋﻠﻰ‬ ‫ﻳﺒﺮﺯ‬ ‫ﻓﻲ‬ ‫ﺎ‬ً‫ﺣﺎﺳﻤ‬ ‫ﺍ‬ً‫ﻋﻨﺼﺮ‬ ‫ﱢﻞ‬‫ﻜ‬‫ﺗﺸ‬ ، ً‫ﻣﺜﻼ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﺒﺸﺮﻳ‬ ‫ﻓﺎﻟﻤﻮﺍﺭﺩ‬ . ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺗﻌﺘﻤﺪ‬ .‫ﺍﻟﻤﻌﺮﻓﺔ‬ ‫ﺍﻟﻜﺜﻴﻔﺔ‬ ‫ﻭﺍﻟﺼﻨﺎﻋﺎﺕ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻹﺑﺪﺍﻋﻴ‬ ‫ﺍﻟﺼﻨﺎﻋﺎﺕ‬ ‫ﻋﻠﻰ‬ ‫ﺑﻜﺜﺎﻓﺔ‬ ‫ﺍﻷﺩﻭﻳﺔ‬ ‫ﻟﺼﻨﺎﻋﺔ‬ (Novar s) ‫ﻧﻮﻓﺎﺭﺗﻴﺲ‬ ‫ﺷﺮﻛﺔ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻋﻤﻠﻬﺎ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﻧﺮﻯ‬ ‫ﻭﻫﻜﺬﺍ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺒﺸﺮﻳ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﻣﻦ‬ ٍ‫ﺮ‬‫ﻛﺒﻴ‬ ٍ‫ﻭﻓﺮﻳﻖ‬ ‫ﺳﻴﻦ‬‫ﱢ‬‫ﺍﻟﻤﺘﻤﺮ‬ ‫ﺍﻟﻌﻠﻤﺎﺀ‬ ‫ﻣﻦ‬ ‫ﺟﻴﺶ‬ ‫ﻋﻠﻰ‬ ‫ﻳﻌﺘﻤﺪ‬ .‫ﺮﺓ‬َ‫ﻬ‬َ‫ﺍﻟﻤ‬ ‫ﺍﻟﻤﺒﻴﻌﺎﺕ‬ ‫ﺭﺟﺎﻝ‬ (Financial) ‫ﺍﻟﻤﺎﻟﻴﺔ‬ ‫ﻭ/ﺃﻭ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺎﻟﻴ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﻋﻠﻰ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺑﻌﺾ‬ ‫ﱢﺰ‬‫ﻛ‬‫ﺗﺮ‬ ‫ﺧﻴﺎﺭﺍﺕ‬ ‫ﺍﻥ‬ّ‫ﺰ‬‫ﺧ‬ ‫ﺃﻭ‬ ‫ﺍﻻﺋﺘﻤﺎﻥ‬ ‫ﻭﺧﻄﻮﻁ‬ ‫ﺍﻟﻨﻘﺪ‬ ‫ﻣﺜﻞ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺎﻟﻴ‬ ‫ﺍﻟﻀﻤﺎﻧﺎﺕ‬ ‫ﺷﺮﻛﺔ‬ ‫ﱢﺮ‬‫ﻓ‬‫ﺗﻮ‬ .‫ﺭﺋﻴﺴﻴﻴﻦ‬ ‫ﱠﻔﻴﻦ‬‫ﻇ‬‫ﻣﻮ‬ ‫ﺍﺳﺘﻘﻄﺎﺏ‬ ‫ﺃﺟﻞ‬ ‫ﻣﻦ‬ ‫ﺍﻷﺳﻬﻢ‬ ‫ﺷﺮﺍﺀ‬ ‫ﻋﻨﺼﺮ‬ ‫ﺓ‬‫ﱠ‬‫ﻗﻮ‬ ‫ﻋﻠﻰ‬ ً‫ﻣﺜﺎﻻ‬ ‫ﺇﺭﻳﻜﺴﻮﻥ‬ ‫ﺍﻻﺗﺼﺎﻻﺕ‬ ‫ﺃﺟﻬﺰﺓ‬ ‫ﺻﻨﺎﻋﺔ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ ‫ﺗﻠﺠﺄ‬ ‫ﻓﻘﺪ‬ . ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺿﻤﻦ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺎﻟﻴ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺍ‬ً‫ﺟﺰﺀ‬ ‫ﺗﺴﺘﺨﺪﻡ‬ ‫ﺛﻢ‬ ‫ﺍﻟﻤﺎﻝ‬ ‫ﺭﺃﺱ‬ ‫ﻭﺃﺳﻮﺍﻕ‬ ‫ﺍﻟﺒﻨﻮﻙ‬ ‫ﻣﻦ‬ ‫ﺍﻻﻗﺘﺮﺍﺽ‬ ‫ﺇﻟﻰ‬ ،‫ﺍﺕ‬‫ﱠ‬‫ﺍﻟﻤﻌﺪ‬ ‫ﻣﺸﺘﺮﻱ‬ ‫ﻟﻌﻤﻼﺋﻬﺎ‬ ٍ‫ﺗﻤﻮﻳﻞ‬ ‫ﻟﺘﻮﻓﻴﺮ‬ ‫ﺍﻟﻘﺮﻭﺽ‬ ‫ﺣﺼﻴﻠﺔ‬ ‫ﻣﻦ‬ .‫ﻟﻤﻨﺎﻓﺴﻴﻬﺎ‬ ‫ﺍﻟﻠﺠﻮﺀ‬ ‫ﻣﻦ‬ ً‫ﻻ‬‫ﺑﺪ‬ ‫ﺇﻟﻴﻬﺎ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻟﺠﻮﺀ‬ ‫ﺗﻀﻤﻦ‬ ‫ﻓﺈﻧﻬﺎ‬ ‫ﻭﺑﻬﺬﺍ‬ ‫اﻟﻤﻘﱰﺣﺔ‬ ‫اﻟﻘﻴﻢ‬ ‫َّﺒﻬــﺎ‬‫ﻠ‬‫ﺗﺘﻄ‬ ‫اﻟﺘﻲ‬ ُ‫ـــﺔ‬َّ‫ﻴ‬‫اﻟﺮﺋﻴﺴ‬ ‫اﻟﻤــﻮارد‬ ‫ﻣـﺎ‬ ‫اﻟﻌﻤــﻼء؟‬ ‫ﺑﻌﻼﻗــﺎت‬ ‫اﻟﺘﻮزﻳــﻊ؟‬ ‫ــﻮات‬َ‫ﻨ‬ َ‫ﺑﻘ‬ ‫ﺑﻤﻨﺸﺄﺗﻨﺎ؟‬ ‫ـﺔ‬ َّ‫اﻟﺨﺎﺻ‬ ‫اﻹﻳﺮادات؟‬ ‫ﺑﻤﺼــﺎدر‬
٧ ‫ﻟﻠﻤﻨﺸﺄة‬ ‫ﻳﻨﺒﻐﻲ‬ ‫اﻟﺘﻲ‬ ‫اﻷﺷﻴﺎء‬ َّ‫أﻫﻢ‬ ُ‫ﺔ‬َّ‫اﻟﺮﺋﻴﺴﻴ‬ ُ‫اﻷﻧﺸﻄﺔ‬ ‫د‬ِّ‫ﺪ‬َ‫ﺤ‬ُ‫ﺗ‬ .‫ﺑﻬﺎ‬ ِّ‫اﻟﺨﺎص‬ ِّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ ‫ﻹﻧﺠﺎح‬ ‫ﺑﻬﺎ‬ ُ‫اﻟﻘﻴﺎم‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻷﻧﺸﻄﺔ‬ ‫ﻣﻦ‬ ‫ﺍ‬ً‫ﺩ‬‫ﻋﺪ‬ ‫ﺐ‬‫ﱠ‬‫ﻠ‬‫ﻳﺘﻄ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﻦ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﱠ‬‫ﻛﻞ‬ ‫ﱠ‬‫ﺇﻥ‬ ‫ﻟﺘﻀﻤﻦ‬ ‫ﺑﻬﺎ‬ ‫ﺍﻟﻘﻴﺎﻡ‬ ‫ﻣﻦ‬ ‫ﻟﻠﻤﻨﺸﺄﺓ‬ ‫ﱠ‬‫ﺪ‬ُ‫ﺑ‬ ‫ﻻ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﺃﻫﻢ‬ ‫ﻓﻲ‬ ‫ﺍﻷﻧﺸﻄﺔ‬ ‫ﻫﺬﻩ‬ ‫ﻞ‬‫ﱠ‬‫ﺜ‬‫ﻭﺗﺘﻤ‬ ‫ﻣﻨﻬﺎ‬ ‫ﺑﺪ‬ ‫ﻻ‬ ‫ﺍﻷﻧﺸﻄﺔ‬ ‫ﻫﺬﻩ‬ ‫ﱠ‬‫ﻓﺈﻥ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﻣﻊ‬ ‫ﺍﻟﺤﺎﻝ‬ ‫ﻫﻲ‬ ‫ﻭﻛﻤﺎ‬ .‫ﻋﻤﻠﻬﺎ‬ ‫ﻓﻲ‬ ‫ﻧﺠﺎﺣﻬﺎ‬ ‫ﻭﻛﺴﺐ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻟﺤﻔﺎﻅ‬ ‫ﺍﻷﺳﻮﺍﻕ‬ ‫ﺧﻮﻝ‬ُ‫ﻭﻟﺪ‬ ‫ﻣﻘﺘﺮﺣﺔ‬ ‫ﻗﻴﻢ‬ ‫ﻟﺘﻘﺪﻳﻢ‬ ‫ﻓﺸﺮﻛﺔ‬ .‫ﻟﻠﻤﻨﺸﺄﺓ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻨﻤﻮﺫﺝ‬ ‫ﻟﻨﻮﻉ‬ ‫ﺎ‬ً‫ﺗﺒﻌ‬ ُ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ُ‫ﺔ‬‫ﺍﻷﻧﺸﻄ‬ ‫ﺗﺨﺘﻠﻒ‬ ‫ﻛﻤﺎ‬ .‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ .‫ﺍﻟﺒﺮﺍﻣﺞ‬ ‫ﺗﻄﻮﻳﺮ‬ ُ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﻬﺎ‬ُ‫ﺘ‬‫ﺃﻧﺸﻄ‬ ‫ﺗﺸﻤﻞ‬ ، ً‫ﻣﺜﻼ‬ (Microso ) ‫ﻣﺎﻳﻜﺮﻭﺳﻮﻓﺖ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺍﻟﺒﺮﻣﺠﻴ‬ Key Activities ‫اﻟﺮﺋﻴﺴﻴﺔ‬ ‫اﻷﻧﺸﻄﺔ‬ KA ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻷﻧﺸﻄﺔ‬ ‫ﱠ‬‫ﻓﺈﻥ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﺸﺨﺼﻴ‬ ‫ﺍﻟﺤﻮﺍﺳﻴﺐ‬ ‫ﻟﺘﺼﻨﻴﻊ‬ (Dell) ‫ﺩﻳﻞ‬ ‫ﻟﺸﺮﻛﺔ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ‬ ‫ﺃﻣﺎ‬ ‫ﻟﻼﺳﺘﺸﺎﺭﺕ‬ ‫ﻣﺎﻛﻨﺰﻱ‬ ‫ﻟﺸﺮﻛﺔ‬ ُ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ُ‫ﺔ‬‫ﺍﻷﻧﺸﻄ‬ ‫ﻭﺗﺸﻤﻞ‬ .‫ﺍﻟﺘﻮﺭﻳﺪ‬ ‫ﺳﻠﺴﻠﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺗﺸﻤﻞ‬ .‫ﺍﻟﻤﺸﻜﻼﺕ‬ ‫ﱠ‬‫ﺣﻞ‬ (McKinsey)
٣٧ :‫ﺍﻟﺘﺎﻟﻲ‬ ‫ﺍﻟﻨﺤﻮ‬ ‫ﻋﻠﻰ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻷﻧﺸﻄﺔ‬ ‫ﺗﺼﻨﻴﻒ‬ ‫ﻳﻤﻜﻦ‬ (Produc on) ‫ﺍﻹﻧﺘﺎﺝ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺑﻜﻤﻴ‬ ‫ﻣﺎ‬ ٍ‫ﻣﻨﺘﺞ‬ ‫ﻭﺗﻮﺭﻳﺪ‬ ‫ﻭﺻﻨﻊ‬ ‫ﺑﺘﺼﻤﻴﻢ‬ ‫ﺍﻟﻨﺸﺎﻁ‬ ‫ﻫﺬﺍ‬ ‫ﱠﻖ‬‫ﻠ‬‫ﻳﺘﻌ‬ ‫ﻋﻠﻰ‬ ‫ﱡ‬‫ﺍﻹﻧﺘﺎﺟﻲ‬ ‫ﺍﻟﻨﺸﺎﻁ‬ ‫ﻳﻬﻴﻤﻦ‬ .‫ﺍﻟﺠﻮﺩﺓ‬ ‫ﻓﺎﺋﻘﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﺑﻨﻮﻋﻴ‬ ‫ﻭ/ﺃﻭ‬ ‫ﻛﺒﻴﺮﺓ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺼﻨﺎﻋﻴ‬ ‫ﺮﻛﺎﺕ‬ ّ‫ﻟﻠﺸ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ (Problem solving) ‫ﺍﻟﻤﺸﻜﻼﺕ‬ ‫ﱡ‬‫ﺣﻞ‬ ٍ‫ﻟﻤﺸﻜﻼﺕ‬ ٍ‫ﺟﺪﻳﺪﺓ‬ ٍ‫ﺣﻠﻮﻝ‬ ‫ﺇﻟﻰ‬ ‫ﻞ‬ ‫ﱡ‬‫ﺑﺎﻟﺘﻮﺻ‬ ‫ﺸﺎﻁ‬ّ‫ﻨ‬‫ﺍﻟ‬ ‫ﻫﺬﺍ‬ ‫ﱠﻖ‬‫ﻠ‬‫ﻳﺘﻌ‬ ‫ﺍﻟﻤﺸﻜﻼﺕ‬ ‫ﱢ‬‫ﺣﻞ‬ ‫ﻧﺸﺎﻁ‬ ‫ﻭﻳﺴﻮﺩ‬ .‫ﺓ‬َ‫ﺪ‬ِ‫ﺣ‬ ‫ﻋﻠﻰ‬ ًّ‫ﻛﻼ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺗﻮﺍﺟﻪ‬ ‫ﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﺗﻘﺪﻳﻢ‬ ‫ﻭﻣﻨﺸﺂﺕ‬ ‫ﺍﻟﻤﺴﺘﺸﻔﻴﺎﺕ‬ ‫ﻣﺜﻞ‬ ٍ‫ﻣﻨﺸﺂﺕ‬ ‫ﻓﻲ‬ ً‫ﺓ‬‫ﻋﺎﺩ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﱠﺐ‬‫ﻠ‬‫ﺗﺘﻄ‬ .‫ﺫﻟﻚ‬ ‫ﺷﺎﺑﻪ‬ ‫ﻭﻣﺎ‬ ‫ﻭﺍﻻﺳﺘﺸﺎﺭﺍﺕ‬ ‫ﻭﺍﻟﺘﺪﺭﻳﺐ‬ ،‫ﺍﻟﻤﻌﺮﻓﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻣﺜﻞ‬ ً‫ﺔ‬‫ﺃﻧﺸﻄ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻫﺬﻩ‬ ‫ﻟﻤﺜﻞ‬ .‫ﺍﻟﻤﺴﺘﻤﺮ‬ (Pla orm/network) ‫ﺍﻟﺸﺒﻜﺔ‬ /‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﻤﻨﺼ‬ ‫ﻋﻠﻰ‬ ‫ﺑﺎﻟﺸﺒﻜﺔ‬ ‫ﺃﻭ‬ ‫ﺔ‬ ‫ﱠ‬‫ﺑﺎﻟﻤﻨﺼ‬ ‫ﺍﻟﻤﺮﺗﺒﻄﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻷﻧﺸﻄﺔ‬ ‫ﻦ‬ِ‫ﻤ‬ْ‫ﻴ‬َ‫ﻬ‬ُ‫ﺗ‬ . ّ‫ﺭﺋﻴﺴﻲ‬ ٍ‫ﻛﻤﻮﺭﺩ‬ ‫ﺃﻭ‬ ٍ‫ﺔ‬ ‫ﱠ‬‫ﻛﻤﻨﺼ‬ ‫ﻤﺔ‬‫ﱠ‬‫ﺍﻟﻤﺼﻤ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻭﺣﺘﻰ‬ ،‫ﺎﺕ‬‫ﱠ‬‫ﻭﺍﻟﺒﺮﻣﺠﻴ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﻮﺍﻓﻘﻴ‬ ‫ﺎﺕ‬ ‫ﱠ‬‫ﻭﺍﻟﻤﻨﺼ‬ ،‫ﺒﻜﺎﺕ‬ ّ‫ﺍﻟﺸ‬ ‫ﺗﻌﻤﻞ‬ ‫ﻭﻗﺪ‬ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﱠﺐ‬‫ﻠ‬‫ﻳﺘﻄ‬ .‫ﺎﺕ‬ ‫ﱠ‬‫ﻛﻤﻨﺼ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻟﻌﻼﻣﺎﺕ‬ ،‫ﺘﻬﺎ‬ ‫ﱠ‬‫ﻣﻨﺼ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻟﺤﻔﺎﻅ‬ ‫ﱠ‬‫ﺍﻟﻤﺴﺘﻤﺮ‬ ‫ﺍﻟﺘﻄﻮﻳﺮ‬ (eBay) ‫ﺑﺎﻱ‬ ‫ﺇﻱ‬ ‫ﻟﺸﺮﻛﺔ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺃﻣﺎ‬ .(eBay.com) ‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻮﻗﻌﻬﺎ‬ ‫ﻭﻫﻲ‬ ‫ﺔ‬ ‫ﱠ‬‫ﺑﻤﻨﺼ‬ ً‫ﺔ‬‫ﻣﺮﺗﺒﻄ‬ ٍ‫ﻧﺸﺎﻃﺎﺕ‬ ‫ﱠﺐ‬‫ﻠ‬‫ﻓﻴﺘﻄ‬ ،(visa) ‫ﻓﻴﺰﺍ‬ ‫ﻟﺸﺮﻛﺔ‬ ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺑﻴﻨﻤﺎ‬ ،‫ﻭﺍﻟﺒﻨﻮﻙ‬ ‫ﻭﺍﻟﻌﻤﻼﺀ‬ ‫ﺎﺭ‬ّ‫ﻟﻠﺘﺠ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻻﺋﺘﻤﺎﻧﻴ‬ ‫ﻓﻴﺰﺍ‬ ‫ﺑﻄﺎﻗﺎﺕ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻋﻤﻠﻴ‬ ‫ﺍﻟﺼﻠﺔ‬ َ‫ﺓ‬‫ﺇﺩﺍﺭ‬‫ﻣﺎﻳﻜﺮﻭﺳﻮﻓﺖ‬ ‫ﻟﺸﺮﻛﺔ‬ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﱠﺐ‬‫ﻠ‬‫ﻳﺘﻄ‬ -(Windows) ‫ﻭﻳﻨﺪﻭﺯ‬ ‫ﺑﻬﺎ‬ ‫ﺍﻟﺨﺎﺹ‬ ‫ﺍﻟﺘﺸﻐﻴﻞ‬ ‫ﻧﻈﺎﻡ‬ ‫ﺔ‬ ‫ﱠ‬‫ﻣﻨﺼ‬ ‫ﺑﻴﻦ‬ .‫ﺍﻷﺧﺮﻯ‬ ‫ﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻭﺑﺮﻣﺠﻴ‬ ‫اﻟﻤﻘﱰﺣﺔ‬ ‫اﻟﻘﻴﻢ‬ ‫َّﺒﻬﺎ‬‫ﻠ‬‫ﺗﺘﻄ‬ ‫اﻟﺘﻲ‬ ُ‫ﺔ‬َّ‫ﻴ‬‫اﻟﺮﺋﻴﺴ‬ ُ‫اﻷﻧﺸﻄﺔ‬ ‫ﻣﺎ‬ ‫اﻟﻌﻤﻼء؟‬ ‫ﺑﻌﻼﻗﺎت‬ ‫اﻟﺘﻮزﻳﻊ؟‬ ‫ﻮات‬َ‫ﻨ‬ َ‫ﺑﻘ‬ ‫ﺑﻤﻨﺸﺄﺗﻨﺎ؟‬ ‫ﺔ‬ َّ‫اﻟﺨﺎﺻ‬ ‫اﻹﻳﺮادات؟‬ ‫ﺑﻤﺼﺎدر‬
٨ ‫دﻳﻦ‬ِّ‫اﻟﻤﻮر‬ ‫ﺷﺒﻜﺔ‬ ‫ﺔ‬َّ‫اﻟﺮﺋﻴﺴﻴ‬ ‫ﺮاﻛﺎت‬ ّ‫ﺑﺎﻟﺸ‬ ُّ‫اﻟﺨﺎص‬ ‫اﻟﺒﻨﺎء‬ ُ‫ﺣﺠﺮ‬ ‫د‬ِّ‫ﺪ‬َ‫ﺤ‬ُ‫ﻳ‬ .‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ ‫ﻧﺠﺎح‬ ‫ﻋﻠﻰ‬ ‫ﺗﺴﺎﻋﺪ‬ ‫اﻟﺘﻲ‬ ‫ﺮﻛﺎء‬ ّ‫واﻟﺸ‬ ‫ﺮﺍﻛﺎﺕ‬ ّ‫ﺍﻟﺸ‬ ‫ﺃﺻﺒﺤﺖ‬ ‫ﻭﻗﺪ‬ .‫ﻛﺜﻴﺮﺓ‬ ‫ﻷﺳﺒﺎﺏ‬ ‫ﺃﺧﺮﻯ‬ ٍ‫ﺃﻃﺮﺍﻑ‬ ‫ﻣﻊ‬ ٍ‫ﺮﺍﻛﺎﺕ‬َ‫ﺷ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﺗﻘﻴﻢ‬ ‫ﺗﺤﺎﻟﻔﺎﺕ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﺗﺪﺧﻞ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﻦ‬ ٍ‫ﺮ‬‫ﻛﺜﻴ‬ ‫ﻓﻲ‬ ٍ‫ﺯﺍﻭﻳﺔ‬ َ‫ﺣﺠﺮ‬ ‫ﺎ‬ً‫ﺳﻌﻴ‬ ‫ﺃﻭ‬ ‫ﺮ‬ِ‫ﺎﻃ‬َ‫ﺨ‬َ‫ﺍﻟﻤ‬ ‫ﻣﻦ‬ ‫ﱢ‬‫ﺪ‬َ‫ﻭﻟﻠﺤ‬ ‫ﺑﻬﺎ‬ ‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﺨﺎﺻ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺃﺩﺍﺀ‬ ‫ﺗﺤﺴﻴﻦ‬ ‫ﺑﻬﺪﻑ‬ .‫ﺟﺪﻳﺪﺓ‬ َ‫ﺩ‬‫ﻣﻮﺍﺭ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺤﺼﻮﻝ‬ ‫ﻭﺭﺍﺀ‬ :‫ﺮﺍﻛﺎﺕ‬ ّ‫ﺍﻟﺸ‬ ‫ﻣﻦ‬ ‫ﻣﺨﺘﻠﻔﺔ‬ ‫ﺃﻧﻮﺍﻉ‬ ‫ﺃﺭﺑﻌﺔ‬ ‫ﺑﻴﻦ‬ ‫ﺍﻟﺘﻤﻴﻴﺰ‬ ‫ﻧﺴﺘﻄﻴﻊ‬ .‫ﺑﻴﻨﻬﺎ‬ َ‫ُﺲ‬‫ﻓ‬‫ﻨﺎ‬َ‫ﺗ‬ ‫ﻻ‬ ‫ﻣﻨﺸﺂﺕ‬ ‫ﺑﻴﻦ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴ‬ ‫ﺗﺤﺎﻟﻔﺎﺕ‬ .١ Key Partners ‫ﺔ‬َّ‫اﻟﺮﺋﻴﺴﻴ‬ ‫اﻟﺸﺮاﻛﺎت‬ KP .‫ﻣﺘﻨﺎﻓﺴﺔ‬ ‫ﻣﻨﺸﺂﺕ‬ ‫ﺑﻴﻦ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴ‬ ‫ﺷﺮﺍﻛﺎﺕ‬ :‫ﺗﻌﺎﻭﻥ‬ .٢ .‫ﺟﺪﻳﺪﺓ‬ ‫ﻣﺸﺘﺮﻛﺔ‬ ‫ﻣﺸﺎﺭﻳﻊ‬ ‫ﺗﺄﺳﻴﺲ‬ ‫ﺇﻟﻰ‬ ‫ﺗﺴﻌﻰ‬ ‫ﻣﻨﺸﺂﺕ‬ .٣ .‫ﻋﻠﻴﻬﺎ‬ ‫ﻌﺘﻤﺪ‬ُ‫ﻳ‬ ‫ﺇﻣﺪﺍﺩﺍﺕ‬ ‫ﻟﻀﻤﺎﻥ‬ ‫ﺩﻳﻦ‬‫ﱢ‬‫ﻭﻣﻮﺭ‬ ‫ﻣﺸﺘﺮﻳﻦ‬ ‫ﺑﻴﻦ‬ ‫ﺗﻌﺎﻭﻥ‬ .٤
٣٩ ‫ﺍﻟﺪﺧﻮﻝ‬ ‫ﺧﻠﻒ‬ ‫ﺗﻜﻤﻦ‬ َ‫ﺩﻭﺍﻓﻊ‬ ‫ﺛﻼﺛﺔ‬ ‫ﺑﻴﻦ‬ َ‫ﺰ‬‫ﱢ‬‫ﻤﻴ‬ُ‫ﻧ‬ ‫ﺃﻥ‬ ‫ﺍﻟﻤﻔﻴﺪ‬ ‫ﻣﻦ‬ ‫ﱠﻪ‬‫ﻠ‬‫ﻟﻌ‬ :‫ﺷﺮﺍﻛﺎﺕ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺤﺠﻢ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻳ‬‫ﻭﺍﻗﺘﺼﺎﺩ‬ ‫ﺍﻟﺘﺤﺴﻴﻦ‬ (Op miza on and economy of scale) ‘‘‫ﺩ‬‫ﱢ‬‫ﺭ‬َ‫ﺍﻟﻤﻮ‬ -‫’’ﺍﻟﻤﺸﺘﺮﻱ‬ ‫ﻋﻼﻗﺔ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺸﺮﺍﻛﺔ‬ ‫ﺃﺷﻜﺎﻝ‬ ‫ﺃﺑﺴﻂ‬ ‫ﱠ‬‫ﺇﻥ‬ .‫ﻭﺍﻷﻧﺸﻄﺔ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺗﺨﺼﻴﺺ‬ ‫ﺗﺤﺴﻴﻦ‬ ‫ﻋﻠﻰ‬ ‫ﺗﻌﻤﻞ‬ ‫ﺑﺤﻴﺚ‬ ٌ‫ﺔ‬َ‫ﻤ‬‫ﱠ‬‫ﺼﻤ‬ُ‫ﻣ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ َ‫ﺟﻤﻴﻊ‬ ُ‫ﺓ‬‫ﺍﻟﻤﻨﺸﺄ‬ ‫ﱠﻚ‬‫ﻠ‬‫ﺗﺘﻤ‬ ‫ﺃﻥ‬ ‫ﺷﻲﺀ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺤﻜﻤﺔ‬ ‫ﻣﻦ‬ ‫ﻟﻴﺲ‬ ‫ﺍﻟﺘﺤﺴﻴﻦ‬ ‫ﺷﺮﺍﻛﺎﺕ‬ ‫ﻘﺎﻡ‬ُ‫ﺗ‬ .‫ﺑﻤﻔﺮﺩﻫﺎ‬ ‫ﺍﻷﻧﺸﻄﺔ‬ ‫ﺑﺠﻤﻴﻊ‬ ‫ﺗﻘﻮﻡ‬ ‫ﺃﻭ‬ ‫ﻭﻫﻲ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﺗﺨﻔﻴﺾ‬ ‫ﺃﺟﻞ‬ ‫ﻣﻦ‬ ‫ﻋﺎﺩﺓ‬ ‫ﺍﻟﺤﺠﻢ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻭﺍﻗﺘﺼﺎﺩﻳ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﺸﺎﺭﻛﺔ‬ ‫ﺃﻭ‬ ‫ﺔ‬‫ﱠ‬‫ﺧﺎﺭﺟﻴ‬ َ‫ﻣﺼﺎﺩﺭ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ‬ ‫ﻋﻠﻰ‬ ‫ﺗﻨﻄﻮﻱ‬ ‫ﻣﺎ‬ ‫ﺎ‬ً‫ﻏﺎﻟﺒ‬ .‫ﻭﺗﺠﻬﻴﺰﺍﺗﻬﺎ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺤﺘﻴ‬ ‫ﺍﻟﺒﻨﻴﺔ‬ ‫ﻣﺮﺍﻓﻖ‬ ‫ﱡﻦ‬‫ﻘ‬‫ﺍﻟﺘﻴ‬ ‫ﻭﻋﺪﻡ‬ ‫ﺍﻟﻤﺨﺎﻃﺮ‬ ‫ﻣﻦ‬ ‫ﱡ‬‫ﺪ‬ َ‫ﺍﻟﺤ‬ (Reduc on of risk and uncertainty) ‫ﺔ‬‫ﱠ‬‫ﺗﻨﺎﻓﺴﻴ‬ ‫ﺑﻴﺌﺔ‬ ‫ﻓﻲ‬ ‫ﺨﺎﻃﺮ‬َ‫ﺍﻟﻤ‬ ‫ﻣﻦ‬ ‫ﱢ‬‫ﺪ‬َ‫ﺍﻟﺤ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺸﺮﺍﻛﺎﺕ‬ ‫ﺗﺴﺎﻋﺪ‬ ‫ﻗﺪ‬ ٌ‫ﻣﻨﺸﺂﺕ‬ ‫ﱢﻞ‬‫ﻜ‬‫ﺗﺸ‬ ‫ﺃﻥ‬ ‫ﺍﻟﻤﺄﻟﻮﻑ‬ ‫ﻏﻴﺮ‬ ‫ﻣﻦ‬ ‫ﻟﻴﺲ‬ .‫ﻦ‬‫ﱡ‬‫ﻘ‬‫ﺍﻟﺘﻴ‬ ‫ﺑﻌﺪﻡ‬ ‫ﻒ‬ ِ‫ﺼ‬‫ﱠ‬‫ﺘ‬‫ﺗ‬ ‫ﺍﻟﻤﺠﺎﻻﺕ‬ ‫ﻣﻦ‬ ٍ‫ﻣﺠﺎﻝ‬ ‫ﻓﻲ‬ ‫ﺎ‬ًّ‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴ‬ ‫ﺎ‬ً‫ﻔ‬‫ﺗﺤﺎﻟ‬ ‫ﺑﻴﻨﻬﺎ‬ ‫ﻣﺎ‬ ‫ﻓﻲ‬ ٌ‫ﺔ‬‫ﻣﺘﻨﺎﻓﺴ‬ ‫ﺍﻟﻘﺮﺹ‬ ‫ﺇﻟﻰ‬ ‫ﻟﻨﻨﻈﺮ‬ .‫ﺁﺧﺮ‬ ٍ‫ﻣﺠﺎﻝ‬ ‫ﻓﻲ‬ ٍ‫ﺗﻨﺎﻓﺲ‬ ‫ﺣﺎﻟﺔ‬ ‫ﻓﻲ‬ ‫ﺗﺒﻘﻰ‬ ‫ﺑﻴﻨﻤﺎ‬ ‫ﺍﻟﻘﺮﺹ‬ ‫ﻫﺬﺍ‬ ‫ﺗﻄﻮﻳﺮ‬ ‫ﻋﻠﻰ‬ َ‫ﻥ‬َ‫ﺎﻭ‬َ‫ﻌ‬َ‫ﺗ‬ .(Blue-ray) ‫ﺭﺍﻱ‬ ‫ﺑﻠﻮ‬ ‫ﺍﻟﻀﻮﺋﻲ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺍﻹﻟﻜﺘﺮﻭﻧﻴ‬ ‫ﺗﺼﻨﻴﻊ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺮﺍﺋﺪﺓ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻌﺎﻟﻤﻴ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻣﻦ‬ ٌ‫ﺔ‬‫ﻣﺠﻤﻮﻋ‬ ‫ﺗﻌﺎﻭﻧﺖ‬ .‫ﺍﻟﺘﺨﺰﻳﻦ‬ ‫ﻭﻭﺳﺎﺋﻂ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺸﺨﺼﻴ‬ ‫ﻭﺍﻟﺤﻮﺍﺳﻴﺐ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻻﺳﺘﻬﻼﻛﻴ‬ ‫ﻓﻲ‬ ‫ﻭﻃﺮﺣﻬﺎ‬ ‫ﺭﺍﻱ‬ ‫ﺑﻠﻮ‬ ‫ﺗﻘﻨﻴﺔ‬ ‫ﺇﻧﺘﺎﺝ‬ ‫ﻓﻲ‬ ‫ﺎ‬ً‫ﻣﻌ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻫﺬﻩ‬ ‫ﻋﻠﻰ‬ ‫ﺑﻴﻨﻬﺎ‬ ‫ﻓﻴﻤﺎ‬ ‫ﺗﺘﻨﺎﻓﺲ‬ ‫ﻣﻨﻔﺮﺩﺓ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻫﺬﻩ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﱠ‬‫ﻻ‬‫ﺇ‬ ،‫ﺍﻷﺳﻮﺍﻕ‬ .‫ﺍﻷﺳﻮﺍﻕ‬ ‫ﻓﻲ‬ ‫ﻣﻨﺘﺠﺎﺗﻬﺎ‬ ‫ﺗﺼﺮﻳﻒ‬ ‫ﻣﻌﻴﻨﺔ‬ ‫ﻭﺃﻧﺸﻄﺔ‬ ‫ﻣﻮﺍﺭﺩ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺤﺼﻮﻝ‬ (Acquisi on of par cular resources and ac vi es) ‫ﺟﻤﻴﻊ‬ ُ‫ﺬ‬‫ﱢ‬‫ﻔ‬‫ﺗﻨ‬ ‫ﺃﻭ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺟﻤﻴﻊ‬ ‫ﺗﻤﺘﻠﻚ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻫﻲ‬ ‫ﻗﻠﻴﻠﺔ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻓﻲ‬ ‫ﻣﺒﻴﻦ‬ ‫ﻫﻮ‬ ‫ﻛﻤﺎ‬ ‫ﺍﻷﻧﺸﻄﺔ‬ ‫ﺑﺎﻻﻋﺘﻤﺎﺩ‬ ‫ﻗﺪﺭﺍﺗﻬﺎ‬ ‫ﻣﻦ‬ ُ‫ﻊ‬‫ﱢ‬‫ﺗﻮﺳ‬ ‫ﻓﺈﻧﻬﺎ‬ ،‫ﺫﻟﻚ‬ ‫ﻣﻦ‬ ً‫ﺑﺪﻻ‬ .‫ﺎﻫﺎ‬‫ﱠ‬‫ﻨ‬‫ﺗﺘﺒ‬ ‫ﺑﺄﻧﺸﻄﺔ‬ ‫ﻟﻠﻘﻴﺎﻡ‬ ‫ﺃﻭ‬ ‫ﻨﺔ‬‫ﱠ‬‫ﻣﻌﻴ‬ َ‫ﺩ‬‫ﺑﻤﻮﺍﺭ‬ ‫ﻟﺘﺰﻭﻳﺪﻫﺎ‬ ‫ﺃﺧﺮﻯ‬ ٍ‫ﻣﻨﺸﺂﺕ‬ ‫ﻋﻠﻰ‬ ‫ﺇﻟﻰ‬ ‫ﺑﺎﻟﺤﺎﺟﺔ‬ ً‫ﺔ‬‫ﻣﺪﻓﻮﻋ‬ ‫ﺍﻟﺸﺮﺍﻛﺎﺕ‬ ‫ﻫﺬﻩ‬ ُ‫ﻣﺜﻞ‬ ‫ﺗﻜﻮﻥ‬ ‫ﻗﺪ‬ .‫ﺓ‬َ‫ﺩ‬‫ﱠ‬‫ﻣﺤﺪ‬ ‫ﺑﺎﻟﺤﺎﺟﺔ‬ ‫ﺃﻭ‬ ‫ﺍﻣﺘﻴﺎﺯﺍﺕ‬ ‫ﺃﻭ‬ ‫ﺗﺮﺍﺧﻴﺺ‬ ‫ﺃﻭ‬ ‫ﺟﺪﻳﺪﺓ‬ ‫ﻣﻌﺮﻓﺔ‬ ‫ﺍﻛﺘﺴﺎﺏ‬ ‫ﺍﻟﻬﻮﺍﺗﻒ‬ ‫ﻟﺘﺼﻨﻴﻊ‬ ٌ‫ﺓ‬‫ﻣﻨﺸﺄ‬ ‫ﺗﻤﻨﺢ‬ ‫ﻓﻘﺪ‬ .‫ﻋﻤﻼﺀ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻮﺻﻮﻝ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻬﻮﺍﺗﻒ‬ ‫ﻷﺟﻬﺰﺓ‬ ٍ‫ﺗﺸﻐﻴﻞ‬ ‫ﻧﻈﺎﻡ‬ ‫ﻻﺳﺘﻐﻼﻝ‬ ‫ﺎ‬ ً‫ﺗﺮﺧﻴﺼ‬ ، ً‫ﻣﺜﻼ‬ ،‫ﺎﻟﺔ‬‫ﱠ‬‫ﻘ‬‫ﺍﻟﻨ‬ .‫ﺑﻬﺎ‬ ‫ﺎ‬ ًّ‫ﺧﺎﺻ‬ ‫ﺗﺸﻐﻴﻞ‬ ‫ﻧﻈﺎﻡ‬ ‫ﺑﻨﻔﺴﻬﺎ‬ ‫ﺭ‬‫ﱢ‬‫ﻄﻮ‬ُ‫ﺗ‬ ‫ﺃﻥ‬ ‫ﻣﻦ‬ ً‫ﻻ‬‫ﺑﺪ‬ ‫ﺗﻨﺘﺠﻬﺎ‬ ‫ﺍﻟﺘﻲ‬ ‫ﱟ‬‫ﻣﺴﺘﻘﻞ‬ ‫ﻭﺳﻴﻂ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺘﺄﻣﻴﻦ‬ ‫ﻣﻨﺸﺂﺕ‬ ‫ﻣﻦ‬ ٌ‫ﺓ‬‫ﻣﻨﺸﺄ‬ ‫ﺗﻌﺘﻤﺪ‬ ‫ﻗﺪ‬ ‫ﻛﻤﺎ‬ ‫ﻳﻜﻮﻥ‬ ‫ﻣﺒﻴﻌﺎﺕ‬ ‫ﻓﺮﻳﻖ‬ ‫ﺗﻮﻇﻴﻒ‬ ‫ﻣﻦ‬ ً‫ﺑﺪﻻ‬ ٍ‫ﺗﺄﻣﻴﻦ‬ ‫ﺑﻮﺍﻟﺺ‬ ‫ﻟﺘﺴﻮﻳﻖ‬ .‫ﺍﻟﻮﻇﻴﻔﻲ‬ ‫ﻛﺎﺩﺭﻫﺎ‬ ‫ﻣﻦ‬ ‫ﺍ‬ً‫ﺟﺰﺀ‬ ‫ﻮن؟‬ُّ‫ﻴ‬‫اﻟﺮﺋﻴﺴ‬ ‫دوﻧﺎ‬ِّ‫ر‬‫ﻣﻮ‬ ‫ﻦ‬ َ‫ﻣ‬ ‫ﻮن؟‬ُّ‫ﻴ‬‫اﻟﺮﺋﻴﺴ‬ ‫ﺷﺮﻛﺎؤﻧﺎ‬ ‫ﻦ‬ َ‫ﻣ‬ ‫ﺷﺮﻛﺎﺋﻨﺎ؟‬ ‫ﻣﻦ‬ ‫ﻋﻠﻴﻬﺎ‬ ‫ﻧﺤﺼﻞ‬ ‫اﻟﺘﻲ‬ ُ‫ﺔ‬َّ‫ﻴ‬‫اﻟﺮﺋﻴﺴ‬ ‫اﻟﻤﻮارد‬ ‫ﻣﺎ‬ ‫اﻟﺸﺮﻛﺎء؟‬ ‫ﻳﻤﺎرﺳﻬﺎ‬ ‫اﻟﺘﻲ‬ ُ‫ﺔ‬َّ‫ﻴ‬‫اﻟﺮﺋﻴﺴ‬ ‫اﻷﻧﺸﻄﺔ‬ ‫ﻣﺎ‬
٩ C$ ‫ﻧﻤﻮذج‬ ‫ﺗﺸﻐﻴﻞ‬ ‫ﻋﻦ‬ ‫اﻟﻨﺎﺟﻤﺔ‬ ‫اﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﺟﻤﻴﻊ‬ ‫اﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻫﻴﻜﻞ‬ ِّ‫ﻳﺒﲔ‬ . ّ‫اﻟﺘﺠﺎري‬ ‫ﻟﻠﻌﻤﻞ‬ٍ َّ‫ﻣﻌﲔ‬ ٍ‫ﻦ‬‫ﱠ‬‫ﻣﻌﻴ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺑﻤﻮﺟﺐ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﺃﺛﻨﺎﺀ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻨﺎﺷﺌﺔ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﱠ‬‫ﺃﻫﻢ‬ ‫ﻫﺬﺍ‬ ‫ﺍﻟﺒﻨﺎﺀ‬ ُ‫ﺣﺠﺮ‬ ‫ﻳﺼﻒ‬ َ‫ﻭﺗﻮﻟﻴﺪ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻋﻼﻗﺎﺕ‬ ‫ﻋﻠﻰ‬ َ‫ﻭﺍﻟﺤﻔﺎﻅ‬ ،‫ﻬﺎ‬َ‫ﻭﺗﻘﺪﻳﻤ‬ ٍ‫ﻗﻴﻤﺔ‬ ‫ﺧﻠﻖ‬ ‫ﱠ‬‫ﺇﻥ‬ . ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻟﻠﻌﻤﻞ‬ ‫ﺇﻟﻰ‬ ‫ﺑﺴﻬﻮﻟﺔ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻫﺬﻩ‬ ‫ﺣﺴﺎﺏ‬ ‫ﻳﻤﻜﻦ‬ .‫ﺗﻜﺎﻟﻴﻒ‬ ‫ﺗﺴﺘﺘﺒﻊ‬ ٌ‫ﺔ‬‫ﺃﻧﺸﻄ‬ ‫ﺟﻤﻴﻌﻬﺎ‬ ٍ‫ﺇﻳﺮﺍﺩﺍﺕ‬ ‫ﱠ‬‫ﻟﻜﻦ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺮﺍﻛﺎﺕ‬ ّ‫ﻭﺍﻟﺸ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﻭﺍﻷﻧﺸﻄﺔ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺗﺤﺪﻳﺪ‬ ‫ﺑﻌﺪ‬ ‫ﻣﺎ‬ ‫ﱟ‬‫ﺪ‬َ‫ﺣ‬ ْ‫ﺖ‬َ‫ﻨ‬َ‫ﺑ‬ ‫ﻟﻘﺪ‬ ،‫ﺍﻟﻤﺜﺎﻝ‬ ‫ﺳﺒﻴﻞ‬ ‫ﻓﻌﻠﻰ‬ .‫ﻏﻴﺮﻫﺎ‬ ‫ﻣﻦ‬ ً‫ﺔ‬‫ﺗﻜﻠﻔ‬ ‫ﺃﻛﺜﺮ‬ ‫ﺗﻜﻮﻥ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺑﻌﺾ‬ ‫ﺃﺳﺎﺱ‬ ‫ﻋﻠﻰ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ٍ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ («no frills» airlines) ‫ﻴﺮﺍﻥ‬ّ‫ﺍﻟﻄ‬ ‫ﺧﻄﻮﻁ‬ ‫ﺷﺮﻛﺎﺕ‬ ‫ﺑﻌﺾ‬ .‫ﻓﻘﻂ‬ ‫ﺃﺳﺎﺳﻴﺔ‬ ‫ﺧﺪﻣﺎﺕ‬ ‫ﺗﻘﺪﻳﻢ‬ ‫ﻋﺒﺮ‬ ‫ﻣﻨﺨﻔﻀﺔ‬ ‫ﺗﻜﺎﻟﻴﻒ‬ ‫ﻫﻴﺎﻛﻞ‬ Cost Structure ‫اﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻫﻴﻜﻞ‬
٤١ ‫ﺃﺩﻧﻰ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﺧﻔﺾ‬ ‫ﻳﺠﺮﻱ‬ ‫ﺃﻥ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺒﺪﻳﻬﻴ‬ ‫ﺍﻷﻣﻮﺭ‬ ‫ﻣﻦ‬ ‫ﻟﻌﻠﻪ‬ ‫ﺃﻥ‬ ‫ﻏﻴﺮ‬ .‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﻦ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﱢ‬‫ﻛﻞ‬ ‫ﻓﻲ‬ ‫ﻣﻤﻜﻦ‬ ‫ﱟ‬‫ﺪ‬َ‫ﺣ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻟﺒﻌﺾ‬ ‫ﺔ‬‫ﱠ‬‫ﺃﻫﻤﻴ‬ ‫ﺃﻛﺜﺮ‬ ‫ﺍﻟﻤﻨﺨﻔﻀﺔ‬ ‫ﺍﻟﺘﻜﻠﻔﺔ‬ ‫ﻫﻴﺎﻛﻞ‬ ‫ﺍﻟﻤﻔﻴﺪ‬ ‫ﻣﻦ‬ ‫ﻳﻜﻮﻥ‬ ‫ﻗﺪ‬ ‫ﻓﺈﻧﻪ‬ ،‫ﻟﺬﻟﻚ‬ .‫ﺃﺧﺮﻯ‬ ‫ﻟﻨﻤﺎﺫﺝ‬ ‫ﻣﻨﻬﺎ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺗﻜﺎﻟﻴﻒ‬ ‫ﻫﻴﺎﻛﻞ‬ ‫ﻣﻦ‬ ‫ﻋﺮﻳﻀﺘﻴﻦ‬ ‫ﻓﺌﺘﻴﻦ‬ ‫ﺑﻴﻦ‬ ‫ﺍﻟﺘﻤﻴﻴﺰ‬ ‫ﻣﻦ‬ ٌ‫ﻛﺜﻴﺮ‬ ‫)ﻳﻘﻊ‬ ‫ﺑﺎﻟﻘﻴﻤﺔ‬ ‫ﻭﺍﻟﻤﺪﻓﻮﻋﺔ‬ ‫ﺑﺎﻟﻜﻠﻔﺔ‬ ‫ﺍﻟﻤﺪﻓﻮﻋﺔ‬ :‫ﺍﻟﺘﺠﺎﺭﻱ‬ :(‫ﺍﻟﻨﻘﻴﻀﻴﻦ‬ ‫ﻫﺬﻳﻦ‬ ‫ﺑﻴﻦ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ (Cost-driven) ‫ﺑﺎﻟﻜﻠﻔﺔ‬ ‫ﻣﺪﻓﻮﻉ‬ ‫ﺗﻘﻠﻴﻞ‬ ‫ﻋﻠﻰ‬ ‫ﺑﺎﻟﻜﻠﻔﺔ‬ ‫ﺍﻟﻤﺪﻓﻮﻉ‬ ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﱢﺰ‬‫ﻛ‬‫ﻳﺮ‬ ‫ﺗﺤﻘﻴﻖ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻨﻬﺞ‬ ‫ﻫﺬﺍ‬ ‫ﻳﻬﺪﻑ‬ .‫ﺎ‬ً‫ﻨ‬‫ﻣﻤﻜ‬ ‫ﺫﻟﻚ‬ ‫ﻛﺎﻥ‬ ‫ﺣﻴﺜﻤﺎ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﺑﺎﺳﺘﺨﺪﺍﻡ‬ ‫ﻋﻠﻴﻪ‬ ‫ﻭﺍﻟﺤﻔﺎﻅ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻫﻴﻜﻞ‬ ‫ﻣﻦ‬ ٍ‫ﻣﻤﻜﻦ‬ ‫ﱟ‬‫ﺪ‬َ‫ﺣ‬ ‫ﺃﺩﻧﻰ‬ ‫ﻊ‬‫ﱡ‬‫ﻭﺍﻟﺘﻮﺳ‬ ‫ﺍﻷﺗﻤﺘﺔ‬ ‫ﻣﻦ‬ ‫ﺃﻗﺼﻰ‬ ‫ﱟ‬‫ﺪ‬َ‫ﻭﺣ‬ ،‫ﱟ‬‫ﻥ‬َ‫ﺪ‬َ‫ﺘ‬ُ‫ﻣ‬ ٍ‫ﺮ‬‫ﺳﻌ‬ ‫ﺫﺍﺕ‬ ‫ﻣﻘﺘﺮﺣﺔ‬ ‫ﻗﻴﻢ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺠﻮﻳ‬ ‫ﺍﻟﺨﻄﻮﻁ‬ ‫ﺷﺮﻛﺎﺕ‬ ‫ﻞ‬‫ﱢ‬‫ﺜ‬‫ﺗﻤ‬ .‫ﺔ‬‫ﱠ‬‫ﺧﺎﺭﺟﻴ‬ ‫ﻣﺼﺎﺩﺭ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻠﺠﻮﺀ‬ ‫ﻓﻲ‬ ‫ﻭﺇﻳﺰﻱ‬ (South West) ‫ﻭﻳﺴﺖ‬ ‫ﺳﺎﻭﺙ‬ ‫ﻣﺜﻞ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﺍﻟﻤﻨﺨﻔﻀﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ (Ryanair) ‫ﺇﻳﺮ‬ ‫ﻭﺭﻳﺎﻥ‬ (Easyjet) ‫ﺟﻴﺖ‬ .‫ﺑﺎﻟﻜﻠﻔﺔ‬ ‫ﺍﻟﻤﺪﻓﻮﻋﺔ‬ ‫ﺍﻷﻧﻮﺍﻉ‬ ‫ﻣﻦ‬ (Value-driven) ‫ﺑﺎﻟﻘﻴﻤﺔ‬ ‫ﻣﺪﻓﻮﻉ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺘﻔﻜﻴﺮ‬ ‫ﻋﻨﺪ‬ ‫ﺍﻟﻜﻠﻔﺔ‬ ‫ﻟﺘﺄﺛﻴﺮ‬ ‫ﺃﻗﻞ‬ ‫ﺎ‬ً‫ﺍﻫﺘﻤﺎﻣ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﺑﻌﺾ‬ ‫ﺗﻌﻄﻲ‬ ‫ﻫﺬﺍ‬ .‫ﻗﻴﻤﺔ‬ ‫ﺧﻠﻖ‬ ‫ﻋﻠﻰ‬ ‫ﱢﺰ‬‫ﻛ‬‫ﻭﺗﺮ‬ ،‫ﻦ‬‫ﱠ‬‫ﻣﻌﻴ‬ ‫ﱟ‬‫ﺗﺠﺎﺭﻱ‬ ‫ﻋﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺗﺼﻤﻴﻢ‬ ‫ﻣﻘﺘﺮﺣﺔ‬ ‫ﺑﻘﻴﻢ‬ ‫ﺑﺎﻟﻘﻴﻤﺔ‬ ‫ﺍﻟﻤﺪﻓﻮﻋﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺰ‬‫ﱠ‬‫ﻭﺗﺘﻤﻴ‬ ‫ﺍﻟﻔﺌﺔ‬ ‫ﻫﺬﻩ‬ ‫ﺿﻤﻦ‬ ‫ﻭﻳﻘﻊ‬ .‫ﺍﻟﺠﻮﺩﺓ‬ ‫ﻓﺎﺋﻘﺔ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺷﺨﺼﻴ‬ ٍ‫ﻭﺑﺨﺪﻣﺔ‬ ‫ﻣﻤﺘﺎﺯﺓ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺤﺼﺮﻳ‬ ‫ﻭﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﺍﻟﻔﺨﻤﺔ‬ ‫ﺍﻟﻤﺮﺍﻓﻖ‬ ‫ﺫﺍﺕ‬ ‫ﺍﻟﻔﺎﺧﺮﺓ‬ ‫ﺍﻟﻔﻨﺎﺩﻕ‬ :‫ﻳﻠﻲ‬ ‫ﺑﻤﺎ‬ ‫ﺍﻟﻜﻠﻔﺔ‬ ‫ﻫﻴﺎﻛﻞ‬ ‫ﺰ‬‫ﱠ‬‫ﺗﺘﻤﻴ‬ (Fixed costs) ‫ﺛﺎﺑﺘﺔ‬ ‫ﺗﻜﺎﻟﻴﻒ‬ ‫ﺣﺠﻢ‬ ‫ﻋﻦ‬ ‫ﺍﻟﻨﻈﺮ‬ ‫ﱢ‬‫ﺑﻐﺾ‬ ‫ﻫﻲ‬ ‫ﻛﻤﺎ‬ ‫ﺗﺒﻘﻰ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻫﻲ‬ ‫ﺍﻟﺮﻭﺍﺗﺐ‬ ‫ﺫﻟﻚ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻷﻣﺜﻠﺔ‬ ‫ﻣﻦ‬ .‫ﺠﺔ‬َ‫ﺘ‬‫ﺍﻟﻤﻨ‬ ‫ﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺒﻀﺎﺋﻊ‬ ‫ﻗﻄﺎﻋﺎﺕ‬ ‫ﺑﻌﺾ‬ ‫ﻊ‬‫ﱠ‬‫ﺘ‬‫ﺗﺘﻤ‬ .‫ﻭﺗﺠﻬﻴﺰﺍﺗﻪ‬ ‫ﺍﻟﺘﺼﻨﻴﻊ‬ ‫ﻭﻣﺮﺍﻓﻖ‬ ‫ﻭﺍﻷﺟﻮﺭ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻣﻦ‬ ‫ﻋﺎﻟﻴﺔ‬ ‫ﺑﻨﺴﺒﺔ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﺼﻨﺎﻋﻴ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻣﺜﻞ‬ ،‫ﺍﻷﻋﻤﺎﻝ‬ .‫ﺍﻟﺜﺎﺑﺘﺔ‬ (Variable costs) ‫ﺮﺓ‬‫ﱢ‬‫ﻣﺘﻐﻴ‬ ‫ﺗﻜﺎﻟﻴﻒ‬ ‫ﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺒﻀﺎﺋﻊ‬ ‫ﺣﺠﻢ‬ ‫ﻣﻊ‬ ٍ‫ﺑﺘﻨﺎﺳﺐ‬ ُ‫ﺮ‬‫ﱠ‬‫ﺗﺘﻐﻴ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻫﻲ‬ ‫ﺍﻟﻤﻬﺮﺟﺎﻧﺎﺕ‬ ‫ﻣﺜﻞ‬ ،‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻗﻄﺎﻋﺎﺕ‬ ‫ﺑﻌﺾ‬ ‫ﻊ‬‫ﱠ‬‫ﺘ‬‫ﺗﺘﻤ‬ .‫ﺠﺔ‬َ‫ﺘ‬‫ﺍﻟﻤﻨ‬ .‫ﺮﺓ‬‫ﱢ‬‫ﺍﻟﻤﺘﻐﻴ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻣﻦ‬ ‫ﻋﺎﻟﻴﺔ‬ ‫ﺑﻨﺴﺒﺔ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﻮﺳﻴﻘﻴ‬ (Economies of scale) ‫ﺍﻟﺤﺠﻢ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻳ‬‫ﺍﻗﺘﺼﺎﺩ‬ .‫ﺍﻹﻧﺘﺎﺝ‬ ‫ﻓﻲ‬ ‫ﻌﻬﺎ‬‫ﱡ‬‫ﺗﻮﺳ‬ ‫ﻋﻨﺪ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﺑﻬﺎ‬ ‫ﻊ‬‫ﱠ‬‫ﺘ‬‫ﺗﺘﻤ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻤﻴﺰﺍﺕ‬ ‫ﻫﻲ‬ ‫ﻋﻨﺪ‬ ‫ﻴﺔ‬‫ﱢ‬‫ﻧ‬‫ﺍﻟﻤﺘﺪ‬ ‫ﺍﻷﺳﻌﺎﺭ‬ ‫ﻣﻦ‬ ‫ﺗﺴﺘﻔﻴﺪ‬ ، ً‫ﻣﺜﻼ‬ ،‫ﺍﻟﻜﺒﺮﻯ‬ ‫ﻓﺎﻟﻤﻨﺸﺂﺕ‬ ‫ﺟﺎﻧﺐ‬ ‫ﺇﻟﻰ‬ ،‫ﺍﻟﻌﺎﻣﻞ‬ ‫ﻫﺬﺍ‬ ‫ﻱ‬‫ﱢ‬‫ﺩ‬‫ﻳﺆ‬ .‫ﺑﺎﻟﺠﻤﻠﺔ‬ ‫ﻛﺒﻴﺮﺓ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻛﻤﻴ‬ ‫ﺷﺮﺍﺀ‬ ‫ﺍﻟﻮﺍﺣﺪﺓ‬ ‫ﺍﻟﻮﺣﺪﺓ‬ ‫ﺇﻧﺘﺎﺝ‬ ‫ﺗﻜﻠﻔﺔ‬ ‫ﻝ‬‫ﱠ‬‫ﻣﻌﺪ‬ ‫ﺍﻧﺨﻔﺎﺽ‬ ‫ﺇﻟﻰ‬ ،‫ﺃﺧﺮﻯ‬ ‫ﻋﻮﺍﻣﻞ‬ .‫ﺍﻹﻧﺘﺎﺝ‬ ‫ﺣﺠﻢ‬ ‫ﺍﺭﺗﻔﻊ‬ ‫ﱠﻤﺎ‬‫ﻠ‬‫ﻛ‬ (Economies of scope) ‫ﺍﻟﻨﻄﺎﻕ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻳ‬‫ﺍﻗﺘﺼﺎﺩ‬ ‫ﻧﻄﺎﻕ‬ ‫ﻣﻦ‬ ‫ﻊ‬‫ﱢ‬‫ﺗﻮﺳ‬ ‫ﻋﻨﺪﻣﺎ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﺑﻬﺎ‬ ‫ﻊ‬‫ﱠ‬‫ﺘ‬‫ﺗﺘﻤ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻤﻴﺰﺍﺕ‬ ‫ﻫﻲ‬ ‫ﺍﻟﺘﺴﻮﻳﻖ‬ ‫ﺃﻧﺸﻄﺔ‬ ‫ﻧﺮﻯ‬ ، ً‫ﻣﺜﻼ‬ ،‫ﺍﻟﻜﺒﺮﻯ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻓﻔﻲ‬ .‫ﻋﻤﻠﻴﺎﺗﻬﺎ‬ ‫ﻣﻦ‬ ‫ﻛﺜﻴﺮﺓ‬ ‫ًﺎ‬‫ﻓ‬‫ﺃﺻﻨﺎ‬ ‫ﻭﺗﺪﻋﻢ‬ ‫ﺗﺨﺪﻡ‬ ‫ﺍﻟﺘﻮﺯﻳﻊ‬ ‫ﻮﺍﺕ‬َ‫ﻨ‬َ‫ﻗ‬‫ﻭ‬ ‫ﻧﻔﺴﻬﺎ‬ .‫ﺍﻟﻤﻨﺘﺠﺎﺕ‬ ِّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ ‫ﻓﻲ‬ ‫اﻟﻜﺎﻣﻨﺔ‬ ‫اﻟﺘﻜﺎﻟﻴﻒ‬ ‫أﻫﻢ‬ ‫ﻣﺎ‬ ‫ﻛﻠﻔﺔ؟‬ ‫اﻷﻋﻠﻰ‬ ُ‫ﺔ‬َّ‫ﻴ‬‫اﻟﺮﺋﻴﺴ‬ ‫اﻟﻤﻮارد‬ ‫ﻣﺎ‬ ‫ﺑﻨﺎ؟‬ ِّ‫اﻟﺨﺎص‬ ‫ﻛﻠﻔﺔ؟‬ ‫اﻷﻛﱶ‬ ‫ﺔ‬َّ‫ﻴ‬‫اﻟﺮﺋﻴﺴ‬ ‫اﻷﻧﺸﻄﺔ‬ ‫وﻣﺎ‬
‫ﺔ‬َّ‫اﻟﺘﺠﺎرﻳ‬ ‫اﻷﻋﻤﺎل‬ ‫ﻟﻨﻤﺎذج‬ ‫ﺴﻌﺔ‬ِّ‫ﺘ‬‫اﻟ‬ ‫اﻟﺒﻨﺎء‬ ‫ﺣﺠﺎرة‬ ‫ﻞ‬ِّ‫ﺜ‬‫ﺗﻤ‬ ‫ﻴﻬﺎ‬ ِّ‫ﻧﺴﻤ‬ ٍ‫ﺔ‬َّ‫وﻋﻤﻠﻴ‬ ٍ‫ﺔ‬َّ‫ﻗﻮﻳ‬ ٍ‫ﻷداة‬ ‫اﻷﺳﺎس‬ .‘‘ ّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ ‫’’ﻣﺨﻄﻂ‬ ‫ﺍﻟﺒﻨﺎﺀ‬ ‫ﺑﺤﺠﺎﺭﺓ‬ ً‫ﺔ‬‫ﺤ‬‫ﱠ‬‫ﻣﻮﺷ‬ –‫ﺎﻡ‬‫ﱠ‬‫ﺍﻟﺮﺳ‬ ‫ﻟﻮﺣﺔ‬ ‫ﺍﻟﻤﺨﻄﻂ‬ ‫ﻫﺬﺍ‬ ‫ﺸﺒﻪ‬ُ‫ﻳ‬ ٍ‫ﺃﻋﻤﺎﻝ‬ ‫ﻟﻨﻤﺎﺫﺝ‬ ‫ﺻﻮﺭ‬ ‫ﺑﺮﺳﻢ‬ ‫ﻟﻚ‬ ‫ﻳﺴﻤﺢ‬ ‫ﻣﺎ‬ ‫ﻭﻫﻮ‬ –‫ﺴﻌﺔ‬‫ﱢ‬‫ﺘ‬‫ﺍﻟ‬ .‫ﺎ‬ًّ‫ﺣﺎﻟﻴ‬ ٍ‫ﻗﺎﺋﻤﺔ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺃﻭ‬ ٍ‫ﺟﺪﻳﺪﺓ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ٍ‫ﻮ‬‫ﻧﺤ‬ ‫ﺃﻓﻀﻞ‬ ‫ﻋﻠﻰ‬ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﺨﻄﻂ‬ ‫ﻳﻌﻤﻞ‬ ٌ‫ﻣﺠﻤﻮﻋﺎﺕ‬ ‫ﺗﺴﺘﻄﻴﻊ‬ ‫ﺑﺤﻴﺚ‬ ٍ‫ﻭﺍﺳﻊ‬ ٍ‫ﺳﻄﺢ‬ ‫ﻋﻠﻰ‬ ‫ﻄﺒﻊ‬ُ‫ﻳ‬ ‫ﻋﻨﺪﻣﺎ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻋﻨﺎﺻﺮ‬ ‫ﻭﻣﻨﺎﻗﺸﺔ‬ ‫ﻋﻠﻴﻪ‬ ‫ﺍﻟﺮﺳﻢ‬ ‫ﺑﺪﺀ‬ ‫ﺍﻟﻨﺎﺱ‬ ‫ﻣﻦ‬ ٍ‫ﻻﺻﻘﺔ‬ ٍ‫ﺃﻭﺭﺍﻕ‬ ‫ﺑﺎﺳﺘﺨﺪﺍﻡ‬ ‫ﻋﻠﻴﻪ‬ ‫ﻣﻼﺣﻈﺎﺗﻬﻢ‬ ‫ﺑﻠﺼﻖ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻟﻠﺘﺪﺭﻳﺐ‬ ٌ‫ﺔ‬‫ﱠ‬‫ﻋﻤﻠﻴ‬ ٌ‫ﺓ‬‫ﺃﺩﺍ‬ ‫ﻪ‬‫ﱠ‬‫ﻧ‬‫ﺇ‬ .‫ﺍﻟﺨﻂ‬ ِ‫ﻋﺮﻳﻀﺔ‬ ٍ‫ﻡ‬‫ﺃﻗﻼ‬ ‫ﺃﻭ‬ (Post-it®) .‫ﻭﺍﻟﺘﺤﻠﻴﻞ‬ ‫ﻭﺍﻹﺑﺪﺍﻉ‬ ‫ﻭﺍﻟﻨﻘﺎﺵ‬ ‫ﺍﻟﻔﻬﻢ‬ ‫ﻋﻠﻰ‬ ‫ﺗﺴﺎﻋﺪ‬ ّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ ‫ﻣﺨﻄﻂ‬ VP CR CH CSKP KA KR R$C$
٤٣٤٣
٤٤ ّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ ‫ﻣﺨﻄﻂ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻫﻴﻜﻞ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻟﺸﺮﺍﻛﺎﺕ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺍﻟﻘﻨﻮﺍﺕ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻷﻧﺸﻄﺔ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﺍﺋﺢ‬ Customer Segments Customer Rela onships ChannelsKey Resources Cost Structure Revenue Streams Value Proposi on Key Ac vi es Key Partners ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﺼﺎﺩﺭ‬
٤٥
VP CR CH CSKP KA KR R$C$ ٤٦  
٤٧ .‫ﭘﻮﺩ‬ ‫ﺁﻱ‬ َ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﻬﺎ‬َ‫ﺘ‬‫ﻋﻼﻣ‬ ‫ﺃﭘﻞ‬ ‫ﺃﻃﻠﻘﺖ‬ ٢٠٠١ ‫ﻋﺎﻡ‬ ‫ﻓﻲ‬ ‫ﺟﻨﺐ‬ ‫ﺇﻟﻰ‬ ‫ﺎ‬ً‫ﺟﻨﺒ‬ ‫ﺍﻟﺠﻬﺎﺯ‬ ‫ﻳﻌﻤﻞ‬ .‫ﻣﺤﻤﻮﻝ‬ ‫ﻭﺳﺎﺋﻂ‬ ُ‫ﻞ‬‫ﱢ‬‫ﻐ‬ َ‫ﺸ‬ُ‫ﻣ‬ ‫ﻭﻫﻮ‬ ‫ﻧﻘﻞ‬ ‫ﻣﻦ‬ ‫ﻣﻴﻦ‬ِ‫ﺍﻟﻤﺴﺘﺨﺪ‬ ‫ﱢﻦ‬‫ﻜ‬‫ﺗﻤ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺗﻴﻮﻧﺰ‬ ‫ﺁﻱ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺑﺮﻣﺠﻴ‬ ‫ﻣﻊ‬ ‫ﺟﻬﺎﺯ‬ ‫ﺇﻟﻰ‬ ‫ﭘﻮﺩ‬ ‫ﺍﻵﻱ‬ ‫ﺟﻬﺎﺯ‬ ‫ﻣﻦ‬ ‫ﺍﻷﺧﺮﻯ‬ ‫ﻭﺍﻟﻤﺤﺘﻮﻳﺎﺕ‬ ‫ﺍﻟﻤﻮﺳﻴﻘﻰ‬ ‫ﺃﭘﻞ‬ ‫ﻣﺘﺠﺮ‬ ‫ﺇﻟﻰ‬ ‫ﺍ‬ً‫ﻣﺒﺎﺷﺮ‬ ‫ﺎ‬ً‫ﺭﺍﺑﻄ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺍﻟﺒﺮﻣﺠﻴ‬ ‫ﻫﺬﻩ‬ ‫ﱢﺮ‬‫ﻓ‬‫ﻭﺗﻮ‬ .‫ﺍﻟﺤﺎﺳﻮﺏ‬ ‫ﺍﻟﻤﺤﺘﻮﻯ‬ ‫ﺷﺮﺍﺀ‬ ‫ﺍﻟﻤﺴﺘﺨﺪﻣﻮﻥ‬ ‫ﻳﺴﺘﻄﻴﻊ‬ ‫ﺑﺤﻴﺚ‬ ‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﻋﻠﻰ‬ .‫ﻭﺗﺤﻤﻴﻠﻪ‬ ‫ﻓﻴﻪ‬ ‫ﻳﺮﻏﺒﻮﻥ‬ ‫ﺍﻟﺬﻱ‬ ‫ﻭﺍﻟﻤﺨﺰﻥ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻭﺍﻟﺒﺮﻣﺠﻴ‬ ‫ﺍﻟﺠﻬﺎﺯ‬ ‫ﻣﻦ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻘﻮﻳ‬ ‫ﺍﻟﺘﻮﻟﻴﻔﺔ‬ ‫ﻫﺬﻩ‬ ‫ﺕ‬‫ﱠ‬‫ﺩ‬‫ﺃ‬ ‫ﻟﺸﺮﻛﺔ‬ ‫ﺄﺕ‬‫ﱠ‬‫ﻭﻫﻴ‬ ،‫ﺍﻟﻤﻮﺳﻴﻘﻰ‬ ‫ﺻﻨﺎﻋﺔ‬ ‫ﺗﻌﻄﻴﻞ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﻋﻠﻰ‬ ‫ﺷﺮﻛﺔ‬ ‫ﺗﻜﻦ‬ ‫ﻟﻢ‬ ‫ﺫﻟﻚ‬ ‫ﻭﻣﻊ‬ .‫ﻮﻕ‬ ّ‫ﺍﻟﺴ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺼﺪﺍﺭﺓ‬ ‫ﻣﺮﻛﺰ‬ ‫ﺃﭘﻞ‬ ً‫ﻣﺤﻤﻮﻻ‬ ‫ﻭﺳﺎﺋﻂ‬ َ‫ﻞ‬‫ﱢ‬‫ﻐ‬ َ‫ﺸ‬ُ‫ﻣ‬ ‫ﺗﻄﺮﺡ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻷﻭﻟﻰ‬ ‫ﺮﻛﺔ‬ ّ‫ﺍﻟﺸ‬ ‫ﻫﻲ‬ ‫ﺃﭘﻞ‬ ‫ﻣﻠﺘﻲ‬ ‫ﺩﺍﻳﻤﻮﻧﺪ‬ ‫ﺷﺮﻛﺔ‬ ‫ﻣﺜﻞ‬ ‫ﻣﻨﺎﻓﺴﻮﻥ‬ ‫ﻫﻨﺎﻙ‬ ‫ﻛﺎﻥ‬ .‫ﺍﻷﺳﻮﺍﻕ‬ ‫ﻓﻲ‬ (Rio) ‫ﺭﻳﻮ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺑﻌﻼﻣﺘﻬﺎ‬ (Diamond Mul media) ‫ﻣﻴﺪﻳﺎ‬ ‫ﺳﺒﻘﺘﻬﺎ‬ ‫ﺃﻥ‬ ‫ﺇﻟﻰ‬ ‫ﻛﺬﻟﻚ‬ ‫ﻭﺍ‬ّ‫ﻭﺍﺳﺘﻤﺮ‬ ‫ﻧﺎﺟﺤﻴﻦ‬ ‫ﺍﻟﻮﺳﺎﺋﻂ‬ ‫ﻼﺕ‬‫ﱢ‬‫ﻐ‬‫ﻟﻤﺸ‬ .‫ﺃﭘﻞ‬ ‫ﺷﺮﻛﺔ‬ ‫ﻭﺗﺠﺎﻭﺯﺗﻬﺎ‬ ‫ﺗﻴﻮﻧﺰ‬ ‫آي‬ /‫أﭘﻞ‬ ‫ﺷﺮﻛﺔ‬ ‫ﭘﻮد‬ ‫ﻵي‬ ِّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ :‫ﻣﺜﺎل‬ ‫ﺩﺧﻠﺖ‬ ‫ﻷﻧﻬﺎ‬ ‫ﺫﻟﻚ‬ ‫ﺖ‬َ‫ﻘ‬‫ﱠ‬‫ﻘ‬‫ﺣ‬ ‫ﻟﻘﺪ‬ ‫ﺍﻟﻬﻴﻤﻨﺔ؟‬ ‫ﻫﺬﻩ‬ ‫ﺃﭘﻞ‬ ‫ﺖ‬َ‫ﻘ‬‫ﱠ‬‫ﻘ‬‫ﺣ‬ ‫ﻛﻴﻒ‬ ،‫ﻧﺎﺣﻴﺔ‬ ‫ﻣﻦ‬ ،‫ﻓﻬﻲ‬ .‫ﺃﻓﻀﻞ‬ ‫ﱟ‬‫ﺗﺠﺎﺭﻱ‬ ٍ‫ﻋﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻣﻊ‬ ٍ‫ﺗﻨﺎﻓﺲ‬ ‫ﻓﻲ‬ ‫ﺩﻣﺠﺖ‬ ‫ﻋﻨﺪﻣﺎ‬ ً‫ﺔ‬‫ﻣﺘﻮﺍﺻﻠ‬ ً‫ﺔ‬‫ﱠ‬‫ﻣﻮﺳﻴﻘﻴ‬ ً‫ﺔ‬‫ﺗﺠﺮﺑ‬ ‫ﻟﻤﺴﺘﺨﺪﻣﻴﻬﺎ‬ ‫ﺖ‬َ‫ﻣ‬‫ﱠ‬‫ﻗﺪ‬ ‫ﺗﻴﻮﻧﺰ‬ ‫ﺁﻱ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺑﺒﺮﻣﺠﻴ‬ ‫ﺰ‬‫ﱢ‬‫ﺍﻟﻤﺘﻤﻴ‬ ‫ﺍﻟﺘﺼﻤﻴﻢ‬ ‫ﺫﻱ‬ ‫ﭘﻮﺩ‬ ‫ﺁﻱ‬ ‫ﺟﻬﺎﺯ‬ ‫ﻟﻠﺸﺮﻛﺔ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻤﺔ‬ ‫ﻛﺎﻧﺖ‬ .‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﻋﻠﻰ‬ ‫ﺗﻴﻮﻧﺰ‬ ‫ﺁﻱ‬ ‫ﻭﻣﺘﺠﺮ‬ ‫ﺍﻟﺮﻗﻤﻴﺔ‬ ‫ﺍﻟﻤﻮﺳﻴﻘﻰ‬ ‫ﻋﻦ‬ ‫ﺑﺴﻬﻮﻟﺔ‬ ‫ﺍﻟﺒﺤﺚ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺗﻤﻜﻴﻦ‬ ‫ﻫﻲ‬ ‫ﺟﻌﻞ‬ ‫ﺳﺒﻴﻞ‬ ‫ﻭﻓﻲ‬ ،‫ﺃﺧﺮﻯ‬ ‫ﻧﺎﺣﻴﺔ‬ ‫ﻣﻦ‬ .‫ﺑﻬﺎ‬ ‫ﻭﺍﻻﺳﺘﻤﺘﺎﻉ‬ ‫ﻫﺎ‬َ‫ﻭﺷﺮﺍﺀ‬ ‫ﺒﺮﻡ‬ُ‫ﺗ‬ ‫ﺃﻥ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ ‫ﻋﻠﻰ‬ ‫ﻛﺎﻥ‬ ،‫ﺍﻟﺘﺤﻘﻴﻖ‬ َ‫ﺔ‬‫ﻣﻤﻜﻨ‬ ‫ﻫﺬﻩ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﻣﻜﺘﺒﺔ‬ ‫ﺃﻛﺒﺮ‬ ‫ﻹﻧﺸﺎﺀ‬ ‫ﺍﻹﺳﻄﻮﺍﻧﺎﺕ‬ ‫ﺷﺮﻛﺎﺕ‬ ‫ﻛﺒﺮﻯ‬ ‫ﻣﻊ‬ ٍ‫ﺎﺕ‬‫ﱠ‬‫ﺍﺗﻔﺎﻗﻴ‬ .‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﺷﺒﻜﺔ‬ ‫ﻋﻠﻰ‬ ‫ﻟﻠﻤﻮﺳﻴﻘﻰ‬ ٍ‫ﺔ‬‫ﱢ‬‫ﻋﺎﻟﻤﻴ‬ ‫ﺍﻟﻤﺮﺗﺒﻄﺔ‬ ‫ﺇﻳﺮﺍﺩﺍﺗﻬﺎ‬ ‫ﻣﻌﻈﻢ‬ ‫ﻋﻠﻰ‬ ‫ﺃﭘﻞ‬ ‫ﺗﺤﺼﻞ‬ ‫ﺍﻟﺠﺪﻳﺪ؟‬ ‫ﺍﻟﺸﻲﺀ‬ ‫ﻣﺎ‬ ‫ﺗﺴﺘﺨﺪﻡ‬ ‫ﺍﻟﺬﻱ‬ ‫ﺍﻟﻮﻗﺖ‬ ‫ﻓﻲ‬ ،‫ﭘﻮﺩ‬ ‫ﺍﻵﻱ‬ ‫ﺃﺟﻬﺰﺓ‬ ‫ﺑﻴﻊ‬ ‫ﻣﻦ‬ ‫ﺑﺎﻟﻤﻮﺳﻴﻘﻰ‬ (Online Store) ‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﺷﺒﻜﺔ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻤﺘﺠﺮ‬ ‫ﻣﻊ‬ ‫ﺍﻟﺘﻜﺎﻣﻞ‬ ‫ﻓﻴﻬﺎ‬ .‫ﺍﻟﻤﻨﺎﻓﺴﻴﻦ‬ ‫ﻣﻦ‬ ‫ﻧﻔﺴﻬﺎ‬ ‫ﻟﺤﻤﺎﻳﺔ‬
‫אא‬ ‫א‬ ‫א‬ ‫اﻟﻤﻨﻄﻖ‬ ‫אא‬ ‫א‬ ‫א‬ ‫اﻟﻌﺎﻃﻔﺔ‬
‫אא‬ ‫א‬ ‫اﻟﻜﻔﺎءة‬ VP CR CH CSKP KA KR R$C$
٥٠ ‫ﻳﺎﺕ‬‫ﱢ‬‫ﺗﺤﺪ‬ ‫ﺎ‬ً‫ﻏﺎﻟﺒ‬ ‫ﺍﻟﻌﺎﻡ‬ ‫ﺍﻟﻘﻄﺎﻉ‬ ‫ﻳﻮﺍﺟﻪ‬ ‫ﻓﻲ‬ ‫ﺒﻌﺔ‬‫ﱠ‬‫ﺘ‬‫ﺍﻟﻤ‬ ‫ﺍﻟﻤﺒﺎﺩﺉ‬ ‫ﻟﺘﻄﺒﻴﻖ‬ ‫ﺍﺳﺘﺨﺪﻣﺖ‬ ‫ﻟﻘﺪ‬ .‫ﺍﻟﺨﺎﺹ‬ ‫ﺍﻟﻘﻄﺎﻉ‬ ‫ﻟﻤﺴﺎﻋﺪﺓ‬ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻣﺨﻄﻂ‬ ‫ﻣﻨﺸﺄﺓ‬ ‫ﻧﻔﺴﻬﺎ‬ ‫ﻟﺘﻌﺘﺒﺮ‬ ‫ﺍﻟﺪﺍﺋﺮﺓ‬ ‫إﻧﺸﺎء‬ ،‫ﺧﺪﻣﺔ‬ ‫ﻟﺘﻘﺪﻳﻢ‬ ‫ﺳﺔ‬‫ﱠ‬‫ﻣﻜﺮ‬ ‫ﺔ‬َّ‫ﺗﺠﺎرﻳ‬ ‫أﻋﻤﺎل‬ ‫ﻧﻤﺎذج‬ ‫ﻧﻤﺎذج‬ ،‫ﻣﺘﻄﺎﺑﻘﺔ‬ ‫وﻧﻤﺎذج‬ ‫اﻟﻮاﻗﻊ‬ ‫ﺗﺼﻒ‬ .‫ﻣﺄﻣﻮل‬ ‫ﻫﻮ‬ ‫ﻣﺎ‬ ‫ﺗﺼﻒ‬ ‫ﻛﺎﻣﻠﺔ‬ ‫ﺟﺪﻳﺪﺓ‬ ‫ﻣﺤﺎﺩﺛﺔ‬ ‫ﺄﺕ‬ َ‫ﺃﻧﺸ‬ ‫ﻟﻘﺪ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﺗﻮﺻﻴﻒ‬ ‫ﺣﻮﻝ‬ .‫ﻣﻨﻬﺎ‬ ‫ﺍﻟﺠﺪﻳﺪ‬ ِ‫ﺭ‬‫ﻭﺍﺑﺘﻜﺎ‬ ‫ﻛﻨﺪﺍ‬ -‫ﻻﺗﺸﺎﺑﻴﻞ‬ ‫ﻣﺎﻳﻚ‬ ‫ﺣﻮﻝ‬ ‫ﺻﻐﺮﻯ‬ ٍ‫ﻣﻨﺸﺂﺕ‬ ‫ﻣﻊ‬ ُ‫ﺃﺗﺸﺎﻭﺭ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﺍﻟﻨﻤﻮﺫﺝ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ‬ ‫ﺍﻟﺬﻱ‬ (freemium) ّ‫ﺎﻧﻲ‬ّ‫ﺍﻟﻤﺠ‬ ‫ﺷﺒﻪ‬ ‫ﺔ‬‫ﱠ‬‫ﺃﺳﺎﺳﻴ‬ ٍ‫ﻣﻨﺘﺠﺎﺕ‬ ‫ﺗﻘﺪﻳﻢ‬ ‫ﻋﻠﻰ‬ ‫ﻳﻨﻄﻮﻱ‬ ‫ﺃﺑﺴﻂ‬ ‫ﻣﻊ‬ ُ‫ﻳﺘﻨﺎﻗﺾ‬ ‫ﻣﺎ‬ ‫ﻭﻫﻮ‬ ،‫ﺎ‬ً‫ﻧ‬‫ﻣﺠﺎ‬ ،‫ﺃﻧﻲ‬ ‫ﱠ‬‫ﺇﻻ‬ . ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﺎﺕ‬ّ‫ﺑﺪﻫﻴ‬ ،‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻣﺨﻄﻂ‬ ‫ﺑﻔﻀﻞ‬ ‫أﺷﺮح‬ ‫أن‬ ‫أﺳﺘﻄﻴﻊ‬ ‫ﻛﻴﻒ‬ ٍ‫ﺑﺴﻬﻮﻟﺔ‬ ‫اﻟﻨﻤﻮذج‬ ‫ﻫﺬا‬ ‫أن‬ ‫وﺟﻬﺔ‬ ‫ﻣﻦ‬ ٌّ‫ﻣﻨﻄﻘﻲ‬ .‫ﺔ‬َّ‫ﻣﺎﻟﻴ‬ ٍ‫ﺮ‬‫ﻧﻈ‬ ‫ﺍﻟﺪﺍﻧﻤﺎﺭﻙ‬ ،‫ﻓﺮﻭﺑﻴﺮﻍ‬ ‫ﭘﻴﺘﺮ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﺃﺻﺤﺎﺏ‬ ُ‫ﺳﺎﻋﺪ‬ُ‫ﺃ‬ ‫ﻣﻦ‬ ‫ﻭﺧﺮﻭﺟﻬﻢ‬ ‫ﻻﻧﺘﻘﺎﻟﻬﻢ‬ ‫ﺍﻟﺘﺨﻄﻴﻂ‬ ‫ﻓﻲ‬ ‫ﺫﻟﻚ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻨﺠﺎﺡ‬ ‫ﻳﻌﺘﻤﺪ‬ .‫ﻣﻨﺸﺂﺗﻬﻢ‬ ‫ﻫﺎ‬ّ‫ﻭﻧﻤﻮ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﺔ‬‫ﱠ‬‫ﺣﻴﻮﻳ‬ ‫ﺿﻤﺎﻥ‬ ‫ﻋﻠﻰ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺠﻮﻫﺮﻳ‬ ‫ﺍﻟﻨﻘﻄﺔ‬ .‫ﺍﻟﻄﻮﻳﻞ‬ ‫ﺍﻟﻤﺪﻯ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺟﻮﺩ‬ ‫ﻫﻲ‬ ‫ﺍﻟﻬﺪﻑ‬ ‫ﻫﺬﺍ‬ ‫ﻟﺘﺤﻘﻴﻖ‬ .‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻻﺑﺘﻜﺎﺭ‬ ٍ‫ﺑﺮﻧﺎﻣﺞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﻌﺮﻓﺔ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﺨﻄﻂ‬ ‫ﻳﺴﺎﻋﺪﻧﺎ‬ .‫ﻭﺗﺠﺪﻳﺪﻫﺎ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺃﻋﻤﺎﻟﻬﻢ‬ ‫ﺍﻟﻤﺘﺤﺪﺓ‬ ‫ﺍﻟﻮﻻﻳﺎﺕ‬ ،‫ﻧﻴﻮﻣﺎﻥ‬ .‫ﻙ‬ ‫ﻧﻴﻜﻮﻻﺱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻣﺨﻄﻂ‬ ُ‫ﺃﺳﺘﺨﺪﻡ‬ ‫ﻟﻤﺴﺎﻋﺪﺓ‬ ‫ﺍﻟﺒﺮﺍﺯﻳﻞ‬ ‫ﻓﻲ‬ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺜﻘﺎﻓﻴ‬ ‫ﺍﻟﻤﻮﺍﺩ‬ ‫ﻭﻣﻨﺘﺠﻲ‬ ‫ﺍﻟﻔﻨﺎﻧﻴﻦ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻞ‬‫ﱡ‬‫ﺗﺨﻴ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻷﻟﻌﺎﺏ‬ ‫ﻤﻲ‬‫ﱢ‬‫ﻭﻣﺼﻤ‬ .‫ﺔ‬‫ﱠ‬‫ﻭﺍﻻﺑﺘﻜﺎﺭﻳ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺜﻘﺎﻓﻴ‬ ‫ﻟﻤﻨﺘﺠﺎﺗﻬﻢ‬ ‫ﻣﺒﺘﻜﺮﺓ‬ ‫ﺑﺮﻧﺎﻣﺞ‬ ‫ﻓﻲ‬ ‫ﺍﻷﺳﻠﻮﺏ‬ ‫ﻫﺬﺍ‬ ُ‫ﻖ‬‫ﱢ‬‫َﺒ‬‫ﻃ‬ُ‫ﺃ‬ ‫ﻛﻤﺎ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﺎﺟﺴﺘﻴﺮ‬ ‫ﺩﺭﺟﺔ‬ ‫ﻓﻲ‬ ‫ﺟﻲ‬ ‫ﺃﻑ‬ ‫ﻣﻌﻬﺪ‬ ‫ﻓﻲ‬ ‫ﱢ‬‫ﺍﻟﺜﻘﺎﻓﻲ‬ ‫ﻟﻺﻧﺘﺎﺝ‬ ‫ﺍﻷﻟﻌﺎﺏ‬ ‫ﻣﺨﺘﺒﺮ‬ ‫ﻭﻓﻲ‬ ،‫ﺍﻟﻌﺎﻟﻲ‬ (FGV) ‫ﻓﻲ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﺣﺎﺿﻨﺔ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﺒﺘﻜﺮﺓ‬ ‫ﺭﻳﻮ‬ ‫ﺟﺎﻣﻌﺔ‬ ‫ﻓﻲ‬ (COPPE) ‫ﻛﻮﭘﻴﻪ‬ ‫ﻣﻌﻬﺪ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻻﺗﺤﺎﺩﻳ‬ ‫ﺟﺎﻧﻴﺮﻭ‬ ‫ﺩﻱ‬ ‫ﺍﻟﺒﺮﺍﺯﻳﻞ‬ ،‫ﺇﻳﺒﺎﻟﻴﺘﻮ‬ ‫ﺩﻱ‬ ‫ﻛﻠﻮﺩﻳﻮ‬ ‫ﻣﻦ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻓﻲ‬ ‫ﺍ‬ً‫ﺪ‬‫ﱢ‬‫ﺟﻴ‬ ‫ﱢﺮ‬‫ﻜ‬‫ﺗﻔ‬ ‫ﻋﻨﺪﻣﺎ‬ ‫ﺃﻥ‬ ُ‫ﺗﺠﺪ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ .‫ﺍﻷﺭﺑﺎﺡ‬ ُ‫ﻲ‬ْ‫ﻨ‬َ‫ﺟ‬ ‫ﻫﻮ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻬﺪﻑ‬ ‫ﺎﻝ‬‫ﱠ‬‫ﻓﻌ‬ ‫ﺍﻟﻤﺨﻄﻂ‬ ‫ﺃﻥ‬ ‫ﻭﺟﺪﺕ‬ ‫ﺃﻧﻲ‬ ‫ﻏﻴﺮ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺑﺤﻴ‬ ‫ﻏﻴﺮ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻗﻄﺎﻉ‬ ‫ﻓﻲ‬ ‫ﺍ‬ًّ‫ﺟﺪ‬ ‫ﻓﻲ‬ ٍ‫ﺑﻨﺠﺎﺡ‬ ‫ﺍﺳﺘﺨﺪﻣﻨﺎﻩ‬ ‫ﻓﻘﺪ‬ .‫ﺎ‬ ً‫ﺃﻳﻀ‬ ‫ـﻞ‬‫ـ‬‫ـ‬‫ـ‬‫ﻴ‬‫ﺗﺸﻜ‬ ‫+ﺗﺠﻤﻴﻊ‬ ‫ﻣﺮﺣﻠﺔ‬ ‫ﻓﻲ‬ ّ‫ﺍﻟﻘﻴﺎﺩﻱ‬ ‫ﺍﻟﻔﺮﻳﻖ‬ ‫ﺃﻋﻀﺎﺀ‬ .‫ﺟﺪﻳﺪ‬ ‫ﺭﺑﺤﻲ‬ ‫ﻏﻴﺮ‬ ‫ﺑﺮﻧﺎﻣﺞ‬ ‫ﺗﺄﺳﻴﺲ‬ ‫ﺍﻟﻜﻔﺎﻳﺔ‬ ‫ﻓﻴﻪ‬ ‫ﺑﻤﺎ‬ ‫ﺎ‬ً‫ﻧ‬ِ‫ﺮ‬َ‫ﻣ‬ ‫ﺍﻟﻤﺨﻄﻂ‬ ‫ﻛﺎﻥ‬ ‫ﻫﺬﺍ‬ ‫ﺃﻫﺪﺍﻑ‬ ‫ﺃﺧﺬ‬ ‫ﻣﻦ‬ ‫ﺎ‬‫ﱠ‬‫ﻨ‬‫ﱠ‬‫ﻜ‬‫ﺗﻤ‬ ‫ﺑﺤﻴﺚ‬ ‫ﻓﻲ‬ ‫ﱢ‬‫ﺍﻟﺮﻳﺎﺩﻱ‬ ‫ﱢ‬‫ﺍﻻﺟﺘﻤﺎﻋﻲ‬ ‫ﺍﻟﻤﺸﺮﻭﻉ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﻭﺗﻮﺿﻴﺢ‬ ‫ﺍﻻﻋﺘﺒﺎﺭ‬ ‫ﻳﻤﻜﻦ‬ ‫ﻭﻛﻴﻒ‬ ‫ﻟﻠﻤﺸﺮﻭﻉ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺤﻘﻴﻘﻴ‬ .‫ﺎ‬ً‫ﻣﺴﺘﺪﺍﻣ‬ ‫ﺎ‬ً‫ﻣﺸﺮﻭﻋ‬ ‫ﻪ‬ُ‫ﻠ‬‫ﺟﻌ‬ ‫ﺍﻟﻤﺘﺤﺪﺓ‬ ‫ﺍﻟﻮﻻﻳﺎﺕ‬ ،‫ﺩﻭﻧﺎﻟﺪﺳﻮﻥ‬ ‫ﻛﻴﻔﻴﻦ‬ ‫ﺃﺳﻠﻮﺏ‬ ‫ﻋﺮﻓﺖ‬ ‫ﻛﻨﺖ‬ ‫ﻟﻮ‬ ُ‫ﻴﺖ‬‫ﱠ‬‫ﻨ‬‫ﺗﻤ‬ ‫ﻟﻘﺪ‬ ‫ﻳﻤﻜﻦ‬ ‫ﻛﺎﻥ‬ ‫ﺇﺫ‬ !‫ﺳﻨﻮﺍﺕ‬ ‫ﻗﺒﻞ‬ ‫ﺍﻟﻤﺨﻄﻂ‬ ٍ‫ﻣﺸﺮﻭﻉ‬ ‫ﻓﻲ‬ ‫ﺍ‬ًّ‫ﺟﺪ‬ ‫ﺍ‬ً‫ﻣﻔﻴﺪ‬ ‫ﻳﻜﻮﻥ‬ ‫ﺃﻥ‬ ‫ﻓﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﻗﻤﻴ‬ ‫ﻟﻠﻄﺒﺎﻋﺔ‬ ٍ‫ﺪ‬‫ﱠ‬‫ﻘ‬‫ﻭﻣﻌ‬ ٍ‫ﺻﻌﺐ‬ ‫ﺍﻟﻨﺸﺮ‬ ‫ﻣﻴﺪﺍﻥ‬ ‫ﻓﻲ‬‫اﻟﻌﺎﻣﻠﲔ‬‫ﻟﺠﻤﻴﻊ‬ َ‫ﻈﻬﺮ‬ُ‫ﻟﻴ‬ ‫اﻟﻄﺮﻳﻘﺔ‬‫ﺑﻬﺬه‬‫اﻟﻤﺸﺮوع‬ َ‫اﻟﺸﺎﻣﻠﺔ‬ َ‫اﻟﺼﻮرة‬‫ﺔ‬َّ‫اﻟﺒﺼﺮﻳ‬ ‫ﻫﻢ‬َ‫وأدوار‬،‫ﻟﻠﻤﺸﺮوع‬ ُ‫ﻳﻌﺘﻤﺪ‬‫وﻛﻴﻒ‬،‫ﻓﻴﻪ‬(‫)اﻟﻤﻬﻤﺔ‬ .‫ﺑﻌﺾ‬‫ﻋﻠﻰ‬‫ﻬﻢ‬ ُ‫ﺑﻌﻀ‬ ‫ﻣﻦ‬ ٍ‫ﺳﺎﻋﺎﺕ‬ ‫ﺍﺧﺘﺼﺎﺭ‬ ‫ﺍﻟﻤﻤﻜﻦ‬ ‫ﻣﻦ‬ ‫ﻛﺎﻥ‬ .‫ﺍﻟﻔﻬﻢ‬ ‫ﻭﺳﻮﺀ‬ ‫ﻝ‬َ‫ﺪ‬َ‫ﻭﺍﻟﺠ‬ ‫ﺍﻟﺸﺮﺡ‬ ‫ﻫﻮﻟﻨﺪﺍ‬ ،‫ﺳﻮﻝ‬ ‫ﺟﻴﻞ‬ ‫ﻛـــﻴﻒ‬ ‫ﺗﺴﺘﺨﺪم‬ ‫اﻟﻤﺨﻄﻂ؟‬
٥١ ‫ﺑﺎﺕ‬‫ﱠ‬‫ﺮ‬َ‫ﻘ‬‫ﺍﻟﻤ‬ ‫ﺻﺪﻳﻘﺎﺗﻲ‬ ‫ﺇﺣﺪﻯ‬ ‫ﻛﺎﻧﺖ‬ ‫ﺃﺳﻠﻮﺏ‬ ُ‫ﺍﺳﺘﺨﺪﻣﺖ‬ .‫ﻋﻤﻞ‬ ‫ﻋﻦ‬ ‫ﺗﺒﺤﺚ‬ ‫ﻟﺘﻘﺪﻳﺮ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻣﺨﻄﻂ‬ .‫ﺑﻬﺎ‬ ‫ﺍﻟﺨﺎﺹ‬ ‫ﱢ‬‫ﺍﻟﺸﺨﺼﻲ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ٍ‫ﺑﻘﺪﺭﺍﺕ‬ ُ‫ﻊ‬‫ﱠ‬‫ﺘ‬‫ﺗﺘﻤ‬ ‫ﺃﻧﻬﺎ‬ ،‫ﺫﻟﻚ‬ ‫ﺑﻔﻌﻞ‬ ،‫ﻦ‬‫ﱠ‬‫ﺗﺒﻴ‬ ‫ﺑﻤﺴﺘﻮﻯ‬ ‫ﻣﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻭﺑﻘﻴ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺃﺳﺎﺳﻴ‬ ‫ﺣﺸﺪ‬ ‫ﻓﻲ‬ ‫ﺃﺧﻔﻘﺖ‬ ‫ﺃﻧﻬﺎ‬ ‫ﱠ‬‫ﺇﻻ‬ ،ٍ‫ﺯ‬‫ﺑﺎﺭ‬ ‫ﺗﻄﻮﻳﺮ‬ ‫ﻭﻓﻲ‬ ‫ﻴﻦ‬ّ‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴ‬ ‫ﺷﺮﻛﺎﺋﻬﺎ‬ ‫ﻯ‬‫ﱠ‬‫ﺩ‬‫ﺃ‬ .‫ﻋﻤﻼﺋﻬﺎ‬ ‫ﻣﻊ‬ ٍ‫ﻧﺎﺟﺤﺔ‬ ٍ‫ﻋﻼﻗﺎﺕ‬ ‫ﻓﺘﺢ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﺒﺤﺚ‬ ‫ﻓﻲ‬ ‫ﺃﺳﻠﻮﺑﻬﺎ‬ ُ‫ﺗﻌﺪﻳﻞ‬ .‫ﺃﻣﺎﻣﻬﺎ‬ ٍ‫ﺟﺪﻳﺪﺓ‬ ٍ‫ﺁﻓﺎﻕ‬ ‫ﺍﻟﻤﻜﺴﻴﻚ‬ ،‫ﺑﺎﻧﺪﺯﺍ‬ ‫ﺩﺍﻧﻴﺎﻝ‬ ‫ﺍﻟﺴﻨﺔ‬ ‫ﻓﻲ‬ ‫ﺎ‬ًّ‫ﺟﺎﻣﻌﻴ‬ ‫ﺎ‬ً‫ﻃﺎﻟﺒ‬ ٦٠ ْ‫ﺭ‬‫ﱠ‬‫ﺗﺼﻮ‬ ‫ﺭﻳﺎﺩﺓ‬ ‫ﻋﻦ‬ ‫ﺎ‬ً‫ﺌ‬‫ﺷﻴ‬ ‫ﻳﻌﺮﻓﻮﻥ‬ ‫ﻻ‬ ‫ﺍﻷﻭﻟﻰ‬ ‫ﻣﺨﻄﻂ‬ ‫ﺃﺳﻠﻮﺏ‬ ‫ﺑﻔﻀﻞ‬ ،‫ﻟﻜﻦ‬ .‫ﺍﻷﻋﻤﺎﻝ‬ ،‫ﺃﺻﺒﺤﻮﺍ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻗﺎﺩﺭﻳﻦ‬ ٍ‫ﻡ‬‫ﺃﻳﺎ‬ ‫ﺧﻤﺴﺔ‬ ‫ﻣﻦ‬ ‫ﱠ‬‫ﺃﻗﻞ‬ ‫ﺧﻼﻝ‬ ‫ﻋﻦ‬ ‫ﻟﻠﺤﻴﺎﺓ‬ ٍ‫ﻗﺎﺑﻠﺔ‬ ٍ‫ﻓﻜﺮﺓ‬ ‫ﺗﻜﻮﻳﻦ‬ ‫ﻋﻠﻰ‬ ‫ﻟﻘﺪ‬ .‫ﺍﻟﻮﺿﻮﺡ‬ ‫ﻭﺑﻤﻨﺘﻬﻰ‬ ‫ﺔ‬‫ﱠ‬‫ﺗﺎﻣ‬ ‫ﻗﻨﺎﻋﺔ‬ ‫ﺟﻤﻴﻊ‬ ‫ﻟﺸﻤﻮﻝ‬ ٍ‫ﻛﺄﺩﺍﺓ‬ ‫ﺍﺳﺘﺨﺪﻣﻮﻩ‬ .‫ﺟﺪﻳﺪ‬ ٍ‫ﻣﺸﺮﻭﻉ‬ ‫ﺑﺒﺪﺀ‬ ِ‫ﱢﻘﺔ‬‫ﻠ‬‫ﺍﻟﻤﺘﻌ‬ ‫ﺍﻷﺑﻌﺎﺩ‬ ‫ﻓﺮﻧﺴﺎ‬ ،‫ﺑﻴﺮﺗﻮﻟﻴﻪ‬ ‫ﻏﻴﻠﻬﻢ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﻮﺫﺝ‬ َ‫ﻣﺨﻄﻂ‬ ُ‫ﺃﺳﺘﺨﺪﻡ‬ ‫ﻓﻲ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﺍﺩ‬‫ﱠ‬‫ﺭﻭ‬ ‫ﻟﺘﻌﻠﻴﻢ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ٍ‫ﻭﺍﺳﻌﺔ‬ ٍ‫ﺳﻠﺴﻠﺔ‬ ‫ﻋﺒﺮ‬ ‫ﺍﻷﻭﻟﻰ‬ ‫ﺍﻟﻤﺮﺣﻠﺔ‬ ‫ﺑﻜﺜﻴﺮ‬ َ‫ﺃﻓﻀﻞ‬ ٍ‫ﻛﻄﺮﻳﻘﺔ‬ ‫ﺍﻟﻤﺠﺎﻻﺕ‬ ‫ﻣﻦ‬ ‫ـﺔ‬َّ‫ـﺎرﻳ‬‫ـ‬‫ﺠ‬‫ـ‬‫ﺘ‬‫اﻟ‬ ‫ـﻢ‬‫ـ‬‫ﻬ‬‫ـﺎﻟ‬‫ـ‬‫ﻤ‬‫أﻋ‬ ‫ﻹﺩﺍﺭﺓ‬ ‫ﺇﻟﻴﻬﺎ‬ ‫ﺳﻴﺤﺘﺎﺟﻮﻥ‬ ٍ‫ﻋﻤﻠﻴﺎﺕ‬ ‫ﺇﻟﻰ‬ ‫ﻧﺤﻮ‬ ‫ﻋﻠﻰ‬ ‫ﺗﺮﻛﻴﺰﻫﻢ‬ ‫ﻭﻟﻀﻤﺎﻥ‬ ،‫ﺃﻋﻤﺎﻟﻬﻢ‬ ‫ﺗﺠﻌﻞ‬ ‫ﺑﻄﺮﻳﻘﺔ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻼﺋﻢ‬ .‫ﻣﻤﻜﻨﺔ‬ ‫ﺩﺭﺟﺔ‬ ‫ﺑﺄﻋﻠﻰ‬ ‫ﺎ‬ً‫ﻣﺮﺑﺤ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﺍﻟﻤﺘﺤﺪﺓ‬ ‫ﺍﻟﻮﻻﻳﺎﺕ‬ ،‫ﺩﺍﻥ‬ ‫ﺑﻮﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻤﺨﻄﻂ‬ ‫ﺃﺳﻠﻮﺏ‬ ُ‫ﺍﺳﺘﺨﺪﻣﺖ‬ ‫ﻟﻘﺪ‬ ‫ـﻢ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ﻴ‬‫ـ‬‫ﻤ‬‫ﻟﺘﺼ‬ ٍ‫ﺲ‬‫ﱢ‬‫ﻣﺆﺳ‬ ٍ‫ﺷﺮﻳﻚ‬ ٍ‫ـﺔ‬‫ـ‬َّ‫ﺗﺠﺎرﻳ‬ٍ ‫ـﺎل‬‫ـ‬‫ـ‬‫ﻤ‬‫أﻋ‬ ‫ـﺔ‬‫ـ‬ َّ‫ﺧﻄ‬ ‫ﻤﺘﻬﺎ‬‫ﱠ‬‫ﻧﻈ‬ ‫ﺍﻟﻮﻃﻨﻲ‬ ‫ﺍﻟﻤﺴﺘﻮﻯ‬ ‫ﻋﻠﻰ‬ ٍ‫ﻟﻤﺴﺎﺑﻘﺔ‬ ‫ﻓﻲ‬ ‫ﺗﺎﻳﻤﺰ‬ ‫ﺇﻳﻜﻮﻧﻮﻣﻴﻚ‬ ‫ﺫﻱ‬ ‫ﺻﺤﻴﻔﺔ‬ .(The Economic Times, India) ‫ﺍﻟﻬﻨﺪ‬ ‫ﺍﻟﺘﻔﻜﻴﺮ‬ ‫ﻣﻦ‬ ‫ﺍﻷﺳﻠﻮﺏ‬ ‫ﻫﺬﺍ‬ ‫ﻨﻲ‬َ‫ﻨ‬‫ﱠ‬‫ﻜ‬‫ﻣ‬ ‫ﻭﻗﺪ‬ ‫ﺑﺪﺀ‬ ‫ﻣﺮﺣﻠﺔ‬ ‫ﻧﻮﺍﺣﻲ‬ ‫ﺟﻤﻴﻊ‬ ‫ﻓﻲ‬ ‫ﱢ‬‫ﺍﻟﺸﻤﻮﻟﻲ‬ ‫ﻛﻮﻥ‬ ‫ﻟﻀﻤﺎﻥ‬ ‫ﺔ‬‫ﱠ‬‫ﺧﻄ‬ ‫ﺇﻋﺪﺍﺩ‬ ‫ﻭﻣﻦ‬ ‫ﺍﻟﻌﻤﻞ‬ .‫ﻟﻠﺘﻤﻮﻳﻞ‬ ‫ﺎ‬ً‫ﺍﺑ‬‫ﱠ‬‫ﻭﺟﺬ‬ ‫ﺎ‬ً‫ﻣﺪﺭﻭﺳ‬ ‫ﺍﻟﻤﺎﻝ‬ ‫ﺭﺃﺱ‬ ‫ﺍﻟﻬﻨﺪ‬ ،‫ﺳﻴﻨﻎ‬ ‫ﺑﺮﺍﻓﻴﻦ‬ ‫ﺧﺪﻣﺔ‬ ‫ﺗﺼﻤﻴﻢ‬ ُ‫ﺓ‬‫ﺇﻋﺎﺩ‬ ‫ﺎ‬‫ﱠ‬‫ﻨ‬‫ﻣ‬ َ‫ﺐ‬ِ‫ُﻠ‬‫ﻃ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﺇﺣﺪﻯ‬ ‫ﻟﺪﻯ‬ ‫ﺍﻟﻠﻐﺎﺕ‬ ُ‫ﺃﺳﻠﻮﺏ‬ ‫ﻛﺎﻥ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺤﻜﻮﻣﻴ‬ ‫ﻏﻴﺮ‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ ‫ﻣﺨﻄﻂ‬ ٍ‫ﻧﺤﻮ‬ ‫ﻋﻠﻰ‬ ‫ا‬ً‫ﻣﻔﻴﺪ‬ ِّ‫اﻟﺘﺠﺎري‬ ‫ﺑﲔ‬ ‫ﻼت‬ ِّ‫اﻟﺼ‬ ‫ﻟﺒﻴﺎن‬ ٍّ‫ﺧﺎص‬ ِّ‫اﻟﻴﻮﻣﻲ‬‫اﻟﻌﻤﻞ‬‫ﺒﺎت‬َّ‫ﻠ‬‫ﻣﺘﻄ‬ ‫ﻨﻈﺮ‬ُ‫ﻳ‬ ‫ﻛﺎن‬ ٍ‫وﺧﺪﻣﺔ‬ ‫ﻟﻠﻨﺎس‬ ‫ﺧﺪﻣﺔ‬ ‫أﻧﻬﺎ‬ ‫ﻋﻠﻰ‬ ‫إﻟﻴﻬﺎ‬ ٌ‫ﻋﺎﻟﻴﺔ‬ ٌ‫ﺔ‬َّ‫ﺼﻴ‬ ُّ‫ﺗﺨﺼ‬ ‫ﻟﻚ‬ ‫ﺗﺨﻄﺮ‬ ‫ﺗﺎﻟﻴﺔ‬ ً‫ﺓ‬‫ﻓﻜﺮ‬ ‫ﱠ‬‫ﺇﻻ‬ ‫ﻭﻟﻴﺴﺖ‬ .‫ﺎﺗﻬﻢ‬ّ‫ﺃﻭﻟﻮﻳ‬ ‫ﻋﻦ‬ ‫ﺍﻟﺒﻌﺪ‬ ‫ﱠ‬‫ﻛﻞ‬ ً‫ﺓ‬‫ﻭﺑﻌﻴﺪ‬ ‫ﺇﺳﺒﺎﻧﻴﺎ‬ – ‫ﻓﺎﻟﺮﻱ‬ ‫ﺑﺎﻭﻟﻮ‬ ‫ﺗﺄﺳﻴﺲ‬ ‫ﻓﻲ‬ ‫ﺎ‬ً‫ﻣﺪﺭﺑ‬ ‫ﺑﺼﻔﺘﻲ‬ ٍ‫ﻋﻤﻞ‬ َ‫ﻕ‬َ‫ﻓﺮ‬ ُ‫ﺳﺎﻋﺪ‬ُ‫ﺃ‬ ،‫ﺍﻷﻋﻤﺎﻝ‬ ٍ‫ﺟﺪﻳﺪﺓ‬ ٍ‫ﻣﻨﺘﺠﺎﺕ‬ ‫ﺇﻳﺠﺎﺩ‬ ‫ﻋﻠﻰ‬ .‫ﻷﻋﻤﺎﻟﻬﻢ‬ ‫ﺍﻟﺘﺨﻄﻴﻂ‬ ‫ﻭﻋﻠﻰ‬ ‫ﻧﻤﻮذج‬ ‫ﻣﺨﻄﻂ‬ ‫أﺳﻠﻮب‬ ‫ي‬ِّ‫د‬‫ﻳﺆ‬ ‫ﺎ‬ ً‫راﺋﻌ‬ ً‫ﻋﻤﻼ‬ ِ‫ﺔ‬َّ‫اﻟﺘﺠﺎرﻳ‬ ‫اﻷﻋﻤﺎل‬ ‫ﺗﺬﻛﲑ‬ ‫ﻋﻠﻰ‬ ‫ﻣﺴﺎﻋﺪﺗﻲ‬ ‫ﻓﻲ‬ ‫ﺑﻄﺮﻳﻘﺔ‬ ‫ﻟﻠﺘﻔﻜﲑ‬ ‫اﻟﻌﻤﻞ‬ ‫ﻓﺮق‬ ،‫أﻋﻤﺎﻟﻬﻢ‬ ‫ﺣﻮل‬ ‫ﺔ‬َّ‫ﺷﻤﻮﻟﻴ‬ َّ‫أﻻ‬ ‫ﻋﻠﻰ‬ ‫ﻳﺴﺎﻋﺪﻫﻢ‬ ‫أﻧﻪ‬ ‫ﻛﻤﺎ‬ .‫اﻟﺘﻔﺎﺻﻴﻞ‬ ‫ﻓﻲ‬ ‫ﻘﻮا‬َ‫ﻠ‬‫ﻌ‬َ‫ﻳ‬ ‫ﻣﺸﺮﻭﻋﻬﻢ‬ ‫ﻧﺠﺎﺡ‬ ‫ﻓﻲ‬ ُ‫ﺴﻬﻢ‬ُ‫ﻳ‬ ‫ﻭﻫﺬﺍ‬ .‫ﺍﻟﺠﺪﻳﺪ‬ ‫ﺃﻟﻤﺎﻧﻴﺎ‬ ،‫ﺷﻮﻟﺮ‬ ‫ﻛﺮﻳﺴﺘﻴﺎﻥ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻣﺨﻄﻂ‬ ُ‫ﺃﺳﻠﻮﺏ‬ ‫ﻟﻲ‬ ‫ﺳﻤﺢ‬ ٍ‫ﻟﻐﺔ‬ ‫ﺑﺘﻜﻮﻳﻦ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ .‫ﺍﻟﺰﻣﻼﺀ‬ ‫ﻣﻊ‬ ٍ‫ﻋﻤﻞ‬ ِ‫ﺭ‬‫ﻭﺇﻃﺎ‬ ٍ‫ﻛﺔ‬َ‫ﻣﺸﺘﺮ‬ َ‫ﺍﻷﺳﻠﻮﺏ‬ ‫ﻫﺬﺍ‬ ُ‫ﺍﺳﺘﺨﺪﻣﺖ‬ ‫ﻨﻲ‬‫ﱠ‬‫ﻧ‬‫ﺃ‬ ‫ﻛﻤﺎ‬ ‫ﻟﺘﻨﻤﻴﺔ‬ ٍ‫ﺟﺪﻳﺪﺓ‬ ٍ‫ﺁﻓﺎﻕ‬ ‫ﻻﺳﺘﻜﺸﺎﻑ‬ ‫ﻣﻨﺎﻓﺴﻴﻨﺎ‬ ‫ﻟﺠﻮﺀ‬ ‫ﻭﻟﺘﻘﺪﻳﺮ‬ ،‫ﺃﻋﻤﺎﻟﻨﺎ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ٍ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻻﺳﺘﺨﺪﺍﻡ‬ ‫ﱠﻔﻴﻨﺎ‬‫ﻇ‬‫ﻣﻮ‬ ‫ﺑﻴﻦ‬ ‫ﻭﻟﻠﺘﻮﺍﺻﻞ‬ ،ٍ‫ﺟﺪﻳﺪﺓ‬ ‫ﻣﻨﺎ‬‫ﱡ‬‫ﺗﻘﺪ‬ ‫ﺗﺴﺮﻳﻊ‬ ‫ﺔ‬‫ﱢ‬‫ﻛﻴﻔﻴ‬ ‫ﺣﻮﻝ‬ ‫ﻭﻣﻌﻬﻢ‬ ٍ‫ﺟﺪﻳﺪﺓ‬ ٍ‫ﺃﺳﻮﺍﻕ‬ ‫ﻭﻓﺘﺢ‬ ّ‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ‬ ‫ﻷﻋﻤﺎﻟﻨﺎ‬ ٍ‫ﺟﺪﻳﺪﺓ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻭﺍﺑﺘﻜﺎﺭ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻟﻤﺘﺤﺪﺓ‬ ‫ﺍﻟﻮﻻﻳﺎﺕ‬ ،‫ﻓﺎﺭﻳﺶ‬ ‫ﻣﺎﻙ‬ ‫ﺑﺮﻭﺱ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﺨﻄﻂ‬ ‫ﺃﺳﻠﻮﺏ‬ ‫ﺳﺎﻋﺪ‬ ‫ﺴﺎﺕ‬‫ﱠ‬‫ﻣﺆﺳ‬ ‫ﻣﻦ‬ َ‫ﺍﻟﻌﺪﻳﺪ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﻋﻠﻰ‬ ‫ﻫﻮﻟﻨﺪﺍ‬ ‫ﻓﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺼﺤﻴ‬ ‫ﺍﻟﺮﻋﺎﻳﺔ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺣﻜﻮﻣﻴ‬ ٍ‫ﻣﻨﺸﺂﺕ‬ ‫ﻣﻦ‬ ‫ﻝ‬‫ﱡ‬‫ﺍﻟﺘﺤﻮ‬ ٍ‫ﻣﻨﺸﺂﺕ‬ ‫ﺇﻟﻰ‬ ‫ﺑﺎﻟﻤﻮﺍﺯﻧﺔ‬ ٍ‫ﻣﺤﻜﻮﻣﺔ‬ .‫ﺍﻟﻤﻀﺎﻓﺔ‬ ‫ﺍﻟﻘﻴﻤﺔ‬ ‫ﻋﻠﻰ‬ ‫ﱢﺰ‬‫ﻛ‬‫ﺗﺮ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺭﻳﺎﺩﻳ‬ ‫ﻫﻮﻟﻨﺪﺍ‬ ،‫ﻣﻴﻜﺮﺯ‬ ‫ﺭﺍﻱ‬ ‫ﻫﻮﺏ‬ ‫ﺍﻟﻤﺨﻄﻂ‬ َ‫ﺃﺳﻠﻮﺏ‬ ُ‫ﺍﺳﺘﺨﺪﻣﺖ‬ ‫ﻟﻘﺪ‬ ‫ﺇﺣﺪﻯ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﺪﻳﺮﻳﻦ‬ ‫ﻛﺒﺎﺭ‬ ‫ﻣﻊ‬ ‫ﻓﻲ‬ ‫ﻟﻤﺴﺎﻋﺪﺗﻬﻢ‬ ِ‫ﺔ‬‫ﱠ‬‫ﻣ‬‫ﺍﻟﻌﺎ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ـﺎدة‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ﻋ‬‫إ‬ ‫ـﺔ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ﻠ‬‫ﻫﻴﻜ‬ ‫ﺃﺛﺮ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻘﻴﻤﺔ‬ ِ‫ﺳﻠﺴﻠﺔ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻘﻮﺍﻧﻴﻦ‬ ‫ﻓﻲ‬ ٍ‫ﺗﻐﻴﻴﺮﺍﺕ‬ ‫ﺇﺣﺪﺍﺙ‬ ‫ﺍﻟﻨﺠﺎﺡ‬ ُ‫ﻋﻨﺼﺮ‬ ‫ﻛﺎﻥ‬ .‫ﺍﻟﻘﻄﺎﻉ‬ ‫ﻋﻤﻞ‬ ‫ﻢ‬‫ﱢ‬‫ﺗﻨﻈ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﻣﻌﺮﻓﺔ‬ ‫ﻫﻮ‬ ‫ﺍﻷﺳﺎﺳﻲ‬ ‫ﻭﻣﻦ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺇﻟﻰ‬ ‫ﺗﻘﺪﻳﻤﻬﺎ‬ ‫ﻳﻤﻜﻦ‬ ‫ﺍﻟﺘﻲ‬ .‫ﺔ‬ّ‫ﺩﺍﺧﻠﻴ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻋﻤﻠﻴ‬ ‫ﺇﻟﻰ‬ ‫ﺗﺮﺟﻤﺘﻬﺎ‬ ‫ﺛﻢ‬ ‫ﺍﻟﺒﺮﺍﺯﻳﻞ‬ ،‫ﺟﻴﺴﺎﺱ‬ ‫ﻟﻴﺎﻧﺪﺭﻭ‬ ً‫ﺔ‬‫ﻻﺻﻘ‬ ً‫ﺔ‬‫٠٠٠٫٥١ﺭﻗﻌ‬ ‫ﺍﺳﺘﺨﺪﻣﺖ‬ ‫ﺍﻟﻮﺭﻕ‬ ‫ﻣﻦ‬ ‫ﱟ‬‫ﻃﻮﻟﻲ‬ ٍ‫ﺮ‬‫ﻣﺘ‬ ‫ﻣﺎﺋﺔ‬ ‫ﻣﻦ‬ ‫ﻭﺃﻛﺜﺮ‬ ‫ﱟ‬‫ﺗﻨﻈﻴﻤﻲ‬ ٍ‫ﻫﻴﻜﻞ‬ ‫ﻟﺘﺼﻤﻴﻢ‬ ‫ﺍﻟﻠﻮﻥ‬ ‫ﱢ‬‫ﻲ‬‫ﱢ‬‫ﻨ‬ُ‫ﺍﻟﺒ‬ .‫ﺔ‬ّ‫ﻋﺎﻟﻤﻴ‬ ٍ‫ﺔ‬ّ‫ﺻﻨﺎﻋﻴ‬ ٍ‫ﻣﻨﺸﺄﺓ‬ ‫ﻓﻲ‬ ‫ﱟ‬‫ﻣﺴﺘﻘﺒﻠﻲ‬ ‫ﻫﻮ‬ ‫ﺟﻤﻴﻌﻬﺎ‬ ‫ﺍﻷﻧﺸﻄﺔ‬ ‫ﻣﻔﺘﺎﺡ‬ ‫ﻭﻛﺎﻥ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻣﺨﻄﻂ‬ ‫ﺃﺳﻠﻮﺏ‬ ‫ﺑﻬﺬﺍ‬ ‫ﺎ‬ً‫ﺗﻤﺎﻣ‬ ‫ﺍﻗﺘﻨﻌﻨﺎ‬ ‫ﻭﻗﺪ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺗﻄﺒﻴﻘﻪ‬ ‫ﺳﻬﻮﻟﺔ‬ ‫ﺇﻟﻰ‬ ‫ﺍ‬ً‫ﻧﻈﺮ‬ ‫ﺍﻷﺳﻠﻮﺏ‬ ‫ﻳﻨﻄﻮﻱ‬ ‫ﻭﻟﻤﺎ‬ ،‫ﺑﺴﺎﻃﺘﻪ‬ ‫ﻭﺇﻟﻰ‬ ‫ﺎ‬ًّ‫ﻋﻤﻠﻴ‬ .‫ﺔ‬‫ﱠ‬‫ﻣﻨﻄﻘﻴ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺳﺒﺒﻴ‬ ٍ‫ﻋﻼﻗﺎﺕ‬ ‫ﻣﻦ‬ ‫ﻋﻠﻴﻪ‬ ‫ﺍﻟﺒﺮﺍﺯﻳﻞ‬ ،‫ﺇﻳﺠﺮ‬ ‫ﺩﺍﻧﻴﺎﻝ‬ ‫ﻹﺟﺮﺍﺀ‬ ‫ﺍﻟﻤﺨﻄﻂ‬ ‫ﺃﺳﻠﻮﺏ‬ ُ‫ﺍﺳﺘﺨﺪﻣﺖ‬ ٍّ‫واﻗﻌﻲ‬ ٍ‫ﻓﺤﺺ‬ ،(Mupps) ‫ﻣﺎﭘﺲ‬ ‫ﺍﻟﺠﺪﻳﺪ‬ ‫ﻟﻤﺸﺮﻭﻋﻲ‬ ‫ﺇﻋﺪﺍﺩ‬ ‫ﻟﻠﻔﻨﺎﻧﻴﻦ‬ ‫ﻳﺘﻴﺢ‬ ٌ‫ﻣﻮﻗﻊ‬ ‫ﻭﻫﻮ‬ ‫ﻷﺟﻬﺰﺓ‬ ‫ﺑﻬﻢ‬ ٍ‫ﺔ‬ ‫ﱠ‬‫ﺧﺎﺻ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﻣﻮﺳﻴﻘﻴ‬ ٍ‫ﺗﻄﺒﻴﻘﺎﺕ‬ ‫ﻭﺍﻷﻧﺪﺭﻭﻳﺪ‬ (iphone) ‫ﻓﻮﻥ‬ ‫ﺍﻵﻱ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﺗﻌﻠﻢ‬ ‫ﻫﻞ‬ .‫ﺩﻗﺎﺋﻖ‬ ‫ﺧﻼﻝ‬ (Android) ‫ﺑﺘﺤﻘﻴﻖ‬ ‫ﺎ‬ً‫ﻘ‬‫ﻭﺍﺛ‬ ‫ﺟﻌﻠﻨﻲ‬ ‫ﺍﻟﻤﺨﻄﻂ‬ ‫ﺃﺳﻠﻮﺏ‬ .‫ﺍﻧﻄﻠﻘﺖ‬ ‫ﻫﻜﺬﺍ‬ ‫ﺍﻟﻨﺠﺎﺡ؟‬ ‫ﻫﻮﻟﻨﺪﺍ‬ ،‫ﺑﻠﻮﻡ‬ ‫ﻥ‬ِ‫ﻭ‬‫ﺇﺭ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻣﺨﻄﻂ‬ ‫ﺃﺳﻠﻮﺏ‬ ‫ﺃﻥ‬ ‫ﻦ‬‫ﱠ‬‫ﺗﺒﻴ‬ ‫ﻟﻘﺪ‬ ‫ﺍ‬ًّ‫ﺟﺪ‬ ٌ‫ﺓ‬‫ﻣﻔﻴﺪ‬ ٌ‫ﺓ‬‫ﺃﺩﺍ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻟﻤﺸﺎﺭﻳﻊ‬ ٍ‫ﻭﺣﻠﻮﻝ‬ ٍ‫ﺭ‬‫ﺃﻓﻜﺎ‬ ‫ﻟﺘﻮﻟﻴﺪ‬ ‫ﻣﻌﻈﻢ‬ ‫ﺇﻥ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻹﻟﻜﺘﺮﻭﻧﻴ‬ ‫ﺍﻟﺘﺠﺎﺭﺓ‬ ‫ﺍﻟﺼﻐﻴﺮﺓ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻣﻦ‬ ‫ﻫﻢ‬ ‫ﻋﻤﻼﺋﻲ‬ ‫ﺳﺎﻋﺪﻫﻢ‬ ‫ﻭﻗﺪ‬ ،‫ﺍﻟﺤﺠﻢ‬ ‫ﻄﺔ‬‫ﱢ‬‫ﻭﺍﻟﻤﺘﻮﺳ‬ ‫ﺗﻮﺿﻴﺢ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻤﺨﻄﻂ‬ ‫ﺃﺳﻠﻮﺏ‬ ‫ﻢ‬‫ﱡ‬‫ﻭﺗﻔﻬ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺤﺎﻟﻴ‬ ‫ﻋﻤﻠﻬﻢ‬ ‫ﻧﻤﺎذج‬ ‫ﻣﻨﺸﺂﺗﻬﻢ‬ ‫ﻓﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻹﻟﻜﺘﺮﻭﻧﻴ‬ ‫ﺍﻟﺘﺠﺎﺭﺓ‬ ‫ﺗﺄﺛﻴﺮﺍﺕ‬ .‫ﻋﻠﻴﻬﺎ‬ ‫ﻭﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﻫﻮﻟﻨﺪﺍ‬ ،‫ﻛﺎﺳﺘﺮﻳﻜﻮﻡ‬ ‫ﻣﺎﺭﻙ‬ ‫ﻟﻤﺴﺎﻋﺪﺓ‬ ‫ﺍﻟﻤﺨﻄﻂ‬ ‫ﺃﺳﻠﻮﺏ‬ ُ‫ﺍﺳﺘﺨﺪﻣﺖ‬ ‫ﻛﺒﺎﺭ‬ ‫ﺗﺠﻤﻴﻊ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﺇﺣﺪﻯ‬ ‫ﺍﻟﻤﺸﺘﺮﻛﺔ‬ ‫ﺍﻷﻫﺪﺍﻑ‬ ‫ﻟﺘﺤﺪﻳﺪ‬ ‫ﱠﻔﻴﻬﺎ‬‫ﻇ‬‫ﻣﻮ‬ ‫ﻣﺖ‬ِ‫ﺨﺪ‬ُ‫ﺘ‬‫ﺍﺳ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻭﺍﻷﻭﻟﻮﻳ‬ ‫ﻫﺬﺍ‬ ‫ﺿﻤﻦ‬ ‫ﻭﻗﺪ‬ .‫ﺍﻟﺘﺨﻄﻴﻂ‬ ‫ﺔ‬ّ‫ﻋﻤﻠﻴ‬ ‫ﻓﻲ‬ ‫ﺎ‬ً‫ﻘ‬‫ﻭﻓ‬ ‫ﺍﻟﻤﻨﺘﻘﺎﺓ‬ ‫ﺍﻟﻤﺒﺎﺩﺭﺍﺕ‬ ‫ﺗﺴﻴﻴﺮ‬ ‫ﺍﻷﺳﻠﻮﺏ‬ .‫ﺍﻟﺠﺪﻳﺪﺓ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻟﻸﻭﻟﻮﻳ‬ ‫ﺑﻮﻟﻴﻔﻴﺎ‬ ،‫ﻓﺎﻧﻐﺎﻧﻴﻞ‬ ‫ﻣﺎﺭﺗﻦ‬

More Related Content

PDF
Lean startup - من فكرة الى شركة بأسرع وقت وأقل تكاليف
byMohammed Alshwaier
 
DOCX
التمارين العملية والتطبيقات دورة دراسة الجدوى و مهارات إدارة المشاريع
byDr. Fayez ALFarhan
 
PDF
business model generation ابتكار نموذج العمل
bysadek younis
 
PDF
الابتكار المجتمعي
byHani Al-Menaii
 
PDF
أنواع الابتكار العشرة
byAhmed Fares
 
PDF
تصميم حلول لتحديات الحياة - مهارات التفكير التصميمي
byHuda Al Midani
 
PPT
Arabic Blue Ocean Strategy استراتيجية المحيط الأزرق باللغة العربية
byTECHNOLEAD
 
PPTX
ادارة المنتج الرقمي
bySamer Ahmad
 
Lean startup - من فكرة الى شركة بأسرع وقت وأقل تكاليف
byMohammed Alshwaier
 
التمارين العملية والتطبيقات دورة دراسة الجدوى و مهارات إدارة المشاريع
byDr. Fayez ALFarhan
 
business model generation ابتكار نموذج العمل
bysadek younis
 
الابتكار المجتمعي
byHani Al-Menaii
 
أنواع الابتكار العشرة
byAhmed Fares
 
تصميم حلول لتحديات الحياة - مهارات التفكير التصميمي
byHuda Al Midani
 
Arabic Blue Ocean Strategy استراتيجية المحيط الأزرق باللغة العربية
byTECHNOLEAD
 
ادارة المنتج الرقمي
bySamer Ahmad
 

What's hot

PPTX
عرض التخطيط الأستراتيجي
byAshraf Ghareeb
 
PPTX
خطوات كتابة خطة عمل ناجحة
byA. M. Wadi Qualitytcourse
 
PDF
تصميم وإبتكار نماذج الأعمال أو النماذج الربحية Business Models
byHatem Kameli
 
PPTX
تصميم نموذج العمل التجاري
byAliAmerAlAmer
 
PPTX
خطة العمل (2) الخطة التسويقية‫‬
byEng. Ahmed Falyouna
 
PDF
تحويل الفكرة إلى فرصة
byIbrahim Neyaz
 
PPTX
ادارة المشاريع ببساطة
byIsmail Ibrahim
 
PDF
مقدمة إلى إدارة المشاريع التنموية
byZAID AZIZ
 
PDF
إدارة المشاريع ببساطة واحترافية
byHuda Al Midani
 
PDF
كيف تصبح رائد اعمال ناجح
bymazin mohammedosman
 
PDF
ريادة الأعمال
byMohammed Al-Ayouti
 
PDF
مدرب أنماط الشخصية البشرية
byAhmed Rezq
 
PDF
من فكرة ألى شركة : مقدمة في ريادة الأعمال
byMarketing Spirit
 
PDF
الفرق بين التسويق والمبيعات
byDahy Gamal
 
PPT
كيف تهتم بموظفيك وتحفزهم
bymeemar
 
PPT
عادات النجاح 1
byورقة نعناع
 
PDF
إدارة الجودة الشاملة
byرؤية للحقائب التدريبية
 
PPT
تعلم كيف تتعلم
byهدى الرفاعي
 
PDF
نموذج عمل مركز للتدريب القيادي
bysadek younis
 
PPT
الثقة بالنفس
bynart
 
عرض التخطيط الأستراتيجي
byAshraf Ghareeb
 
خطوات كتابة خطة عمل ناجحة
byA. M. Wadi Qualitytcourse
 
تصميم وإبتكار نماذج الأعمال أو النماذج الربحية Business Models
byHatem Kameli
 
تصميم نموذج العمل التجاري
byAliAmerAlAmer
 
خطة العمل (2) الخطة التسويقية‫‬
byEng. Ahmed Falyouna
 
تحويل الفكرة إلى فرصة
byIbrahim Neyaz
 
ادارة المشاريع ببساطة
byIsmail Ibrahim
 
مقدمة إلى إدارة المشاريع التنموية
byZAID AZIZ
 
إدارة المشاريع ببساطة واحترافية
byHuda Al Midani
 
كيف تصبح رائد اعمال ناجح
bymazin mohammedosman
 
ريادة الأعمال
byMohammed Al-Ayouti
 
مدرب أنماط الشخصية البشرية
byAhmed Rezq
 
من فكرة ألى شركة : مقدمة في ريادة الأعمال
byMarketing Spirit
 
الفرق بين التسويق والمبيعات
byDahy Gamal
 
كيف تهتم بموظفيك وتحفزهم
bymeemar
 
عادات النجاح 1
byورقة نعناع
 
إدارة الجودة الشاملة
byرؤية للحقائب التدريبية
 
تعلم كيف تتعلم
byهدى الرفاعي
 
نموذج عمل مركز للتدريب القيادي
bysadek younis
 
الثقة بالنفس
bynart
 

ابتكار نموذج العمل التجاري

  • 1.
  • 2.
    Copyright © 2010by Alexander Osterwalder and Yves Pigneur. All rights reserved. Originally published in English under the tle “Business Model Genera on” by John Wiley & Sons, Inc., Hoboken, New Jersey. Arabic Edi on Copyright © 2013 by Jabal Amman Publishers. All Rights reserved. This Arabic edi on published under license. No por on of this book may be reproduced, stored in a retrieval system or transmi ed in any form or by any means – electronic, mechanical, photocopy, recording or any other – except for brief quota ons in printed reviews, without prior permission of the publisher. ّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ ‫اﺑﺘﻜﺎر‬ ‫٣١٠٢ﻡ‬ ‫ﺍﻷﻭﻟﻰ‬ ‫ﺍﻟﻌﺮﺑﻴﺔ‬ ‫ﺍﻟﻄﺒﻌﺔ‬ ‫ﻣﺤﻔﻮﻇﺔ‬ ‫ﺍﻟﻄﺒﻊ‬ ‫ﺣﻘﻮﻕ‬ ‫ﻧﺎﺷﺮﻭﻥ‬ ‫ﺎﻥ‬ّ‫ﻤ‬‫ﻋ‬ ‫ﺟﺒﻞ‬ ‫ﺍﻷﺭﺩﻥ‬ ،١١١٨١ ‫ﺎﻥ‬‫ﱠ‬‫ﻋﻤ‬ ،٣٠٦٢ .‫ﺹ.ﺏ‬ +٩٦٢ ٦ ٥٦٦٥ ٧٦٨ :‫ﻫﺎﺗﻒ‬ +٩٦٢ ٦ ٥٦٣٩ ٧٦٨ :‫ﻓﺎﻛﺲ‬ Email: info@JAPublishers.com www.JAPublishers.com ٢٠١٣/٧/٢٣٣٠ :‫ﺍﻹﻳﺪﺍﻉ‬ ‫ﺭﻗﻢ‬ ISBN 978-9957-539-11-5 ،‫ﻧﻘﻠﻬﺎ‬ ‫ﺃﻭ‬ ‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬ ‫ﺍﺳﺘﻌﺎﺩﺓ‬ ‫ﻧﻄﺎﻕ‬ ‫ﻓﻲ‬ ‫ﺗﺨﺰﻳﻨﻪ‬ ‫ﺃﻭ‬ ،‫ﻣﻨﻪ‬ ‫ﺟﺰﺀ‬ ‫ﺃﻱ‬ ‫ﺃﻭ‬ ،‫ﺍﻟﻜﺘﺎﺏ‬ ‫ﻫﺬﺍ‬ ‫ﺇﺻﺪﺍﺭ‬ ‫ﺑﺈﻋﺎﺩﺓ‬ ‫ﻳﺴﻤﺢ‬ ‫ﻻ‬ ،‫ﻣﺤﻔﻮﻇﺔ‬ ‫ﺍﻟﺤﻘﻮﻕ‬ ‫ﺟﻤﻴﻊ‬ .‫ﺍﻟﻨﺎﺷﺮ‬ ‫ﻣﻦ‬ ‫ﻣﺴﺒﻖ‬ ‫ﺧﻄﻲ‬ ‫ﺇﺫﻥ‬ ‫ﺩﻭﻥ‬ ،‫ﺍﻷﺷﻜﺎﻝ‬ ‫ﻣﻦ‬ ‫ﺷﻜﻞ‬ ‫ﺑﺄﻱ‬ ‫ﺍﺳﺘﻨﺴﺎﺧﻪ‬ ‫ﺃﻭ‬ .(Central Press) ‫ﺍﻟﻤﺮﻛﺰﻳﺔ‬ ‫ﺍﻟﻤﻄﺎﺑﻊ‬ ‫ﻓﻲ‬ ‫ﺒﻊ‬ُ‫ﻃ‬
  • 3.
    :‫ﺗﺄﻟﻴﻒ‬ (Alexander Osterwalder) ‫أوﺳﱰﭬﺎﻟﺪر‬‫أﻟﻜﺴﻨﺪر‬ (Yves Pigneur) ‫ﭘـﻴﻨﻮر‬ ‫إﻳﭫ‬ :‫ﺗﺼﻤﻴﻢ‬ (Alan Smith, The Movement) ‫ﻣﻮﭬـﻤﻨﺖ‬ ‫ذا‬ ،‫ﺳﻤﻴﺚ‬ ‫أﻻن‬ :‫ﻣﺸﺎرك‬ ‫ِّﻒ‬‫ﻟ‬‫وﻣﺆ‬ ‫ر‬ِّ‫ﻣﺤﺮ‬ (Tim Clark) ‫ﻛﻼرك‬ ‫ﺗﻴﻢ‬ :‫إﻧﺘﺎج‬ (Patrick van der Pijl) ‫ﭘـﻴﺠﻞ‬ ‫دﻳﺮ‬ ‫ﭬـﺎن‬ ‫ﭘـﺎﺗﺮﻳﻚ‬ :‫ﺗﺮﺟﻤﺔ‬ (Ismael Saleh) ‫ﺻﺎﻟﺢ‬ ‫إﺳﻤﺎﻋﻴﻞ‬ :‫اﻟﻌﺮﺑﻲ‬ ‫اﻟﻨﺺ‬ ‫ﻣﺮاﺟﻌﺔ‬ (Rakan Al Eidi) ‫اﻟﻌﻴﺪي‬ ‫راﻛﺎن‬ .‫م‬ (Lubna Taimeh) ‫اﻟﻄﻌﻴﻤﺔ‬ ‫ﻟﺒﻨﻰ‬ :‫اﻟﺘﺄﻟﻴﻒ‬ ‫ﻓﻲ‬ ‫ﺷﺎرك‬ ‫ا‬ً‫ﺑﻠﺪ‬ ٤٥ ‫ﻣﻦ‬ ّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻓﻲ‬ ‫ﺳﲔ‬ِّ‫اﻟﻤﺘﻤﺮ‬ ‫ﻣﻦ‬ ٤٧٠ ُّ‫ﻳﻀﻢ‬ ‫راﺋﻊ‬ ٌ‫ﺣﺸﺪ‬ ‫ﻧـﻤـﻮذج‬ ‫اﺑــﺘــﻜـﺎر‬ ّ‫اﻟﺘﺠﺎري‬‫اﻟﻌﻤﻞ‬ An imprint of Business Model Generation ‫ي‬ِّ‫ﺪ‬‫اﻟﺘﺤ‬ ‫ﻳﻘﺒﻠﻮن‬ ‫وﻣﻦ‬ ،‫اﻟﻠﻌﺒﺔ‬ ‫ﻗﻮاﻋﺪ‬ ‫ي‬ ِّ‫وﻣﻐﲑ‬ ‫اﻟﺮؤى‬ ‫ﻷﺻﺤﺎب‬ ٌ‫دﻟﻴﻞ‬
  • 4.
    :‫اﻟﺘﺄﻟﻴﻒ‬ ‫ﻓﻲ‬ ‫ﺷﺎرك‬ EllenDi Resta Michael Anton Dila Remko Vochteloo Victor Lombardi Jeremy Hayes Alf Rehn Jeff De Cagna Andrea Mason Jan Ondrus Simon Evenblij Chris Walters Caspar van Rijnbach benmlih Rodrigo Miranda Saul Kaplan Lars Geisel Simon Scott Dimitri Lévita Johan √ñrneblad Craig Sadler Praveen Singh Livia Labate Kristian Salvesen Daniel Egger Diogo Carmo Marcel Ott Guilhem Bertholet Thibault Estier Stephane Rey Chris Peasner Jonathan Lin Cesar Picos Florian Armando Maldonado Eduardo Míguez Anouar Hamidouche Francisco Perez Nicky Smyth Bob Dunn Carlo Arioli Matthew Milan Ralf Beuker Sander Smit Norbert Herman Atanas Zaprianov Linus Malmberg Deborah Mills-Scofield Peter Knol Jess McMullin Marianela Ledezma Ray Guyot Martin Andres Giorgetti Geert van Vlijmen Rasmus Rønholt Tim Clark Richard Bell Erwin Blom Frédéric Sidler John LM Kiggundu Robert Elm Ziv Baida Andra Larin-van der Pijl Eirik V Johnsen Boris Fritscher Mike Lachapelle Albert Meige Pablo M. Ramírez Jean-Loup Colin Pons Vacherand Guillermo Jose Aguilar Adriel Haeni Lukas Prochazka Kim Korn Abdullah Nadeem Rory O’Connor Hubert de Candé Frans Wittenberg Jonas Lindelöf Gordon Gray Karen Hembrough Ronald Pilot Yves Claude Aubert Wim Saly Woutergort Fanco Ivan Santos Negrelli Amee Shah Lars Mårtensson Kevin Donaldson JD Stein Ralf de Graaf Lars Norrman Sergey Trikhachev Thomas Alfred Herman Bert Spangenberg Robert van Kooten Hans Suter Wolf Schumacher Bill Welter Michele Leidi Asim J. Ranjha Peter Troxler Ola Dagberg Wouter van der Burg Artur Schmidt Slabber Peter Jones Sebastian Ullrich Andrew Pope Fredrik Eliasson Bruce MacVarish Göran Hagert Markus Gander Marc Castricum Nicholas K. Niemann Christian Labezin Claudio D’Ipolitto Aurel Hosennen Adrian Zaugg Frank Camille Lagerveld Andres Alcalde Alvaro Villalobos M Bernard Racine Pekka Matilainen Bas van Oosterhout Gillian Hunt Bart Boone Michael Moriarty Mike Design for Innovation Tom Corcoran Ari Wurmann Antonio Robert Wibe van der Pol paola valeri Michael Sommers Nicolas Fleury Gert Steens Jose Sebastian Palazuelos Lopez jorge zavala Harry Heijligers Armand Dickey Jason King Kjartan Mjoesund Louis Rosenfeld Ivo Georgiev Donald Chapin Annie Shum Valentin Crettaz Dave Crowther Chris J Davis Frank Della Rosa Christian Schüller Luis Eduardo de Carvalho Patrik Ekström Greg Krauska Giorgio Casoni Stef Silvis Peter Froberg Lino Piani Eric Jackson Indrajit Datta Chaudhuri Martin Fanghanel Michael Sandfær Niall Casey John McGuire Vivian Vendeirinho Martèl Bakker Schut Stefano Mastrogiacoo Mark Hickman Dibrov Reinhold König Marcel Jaeggi John O’Connell Javier Ibarra Lytton He Marije Sluis David Edwards Martin Kuplens-Ewart Jay Goldman Isckia Nabil Harfoush Yannick Raoef Hussainali ronald van den hoff Melbert Visscher Manfred Fischer Joe Chao Carlos Meca Mario Morales Paul Johannesson Rob Griffitts Marc-Antoine Garrigue Wassili Bertoen Bart Pieper Bruce E. Terry Michael N. Wilkens Himikel - TrebeA Jeroen de Jong Gertjan Verstoep Steven Devijver Jana Thiel Walter Brand Stephan Ziegenhorn Frank Meeuwsen Colin Henderson Danilo Tic Marco Raaijmakers Marc Sniukas Khaled Algasem Jan Pelttari Yves Sinner Michael Kinder Vince Kuraitis Teofilo Asuan Santiago IV Ray Lai Brainstorm Weekly Huub Raemakers Peter Salmon Philippe Khawaja M. Jille Sol Renninger, Wolfgang Daniel Pandza Robin Uchida Pius Bienz Ivan Torreblanca Berry Vetjens David Crow Helge Hannisdal Maria Droujkova Leonard Belanger Fernando Saenz-Marrero Susan Foley Vesela Koleva Martijn Eugen Rodel Edward Giesen
  • 5.
    Manuel Toscano John Sutherland RemoKnops Juan Marquez Chris Hopf Marc Faeh Urquhart Wood Lise Tormod Curtis L. Sippel Abdul Razak Manaf George B. Steltman Karl Burrow Mark McKeever Linda Bryant Jeroen Hinfelaar Dan Keldsen Damien Roger A. Shepherd Morten Povlsen Lars Zahl Elin Mørch Langlo Xuemei Tian Harry Verwayen Riccardo Bonazzi André Johansen Colin Bush Alexander Korbee J Bartels Steven Ritchey Clark Golestani Leslie Cohen Amanda Smith Benjamin De Pauw Andre Macieira Wiebe de Jager Raym Crow Mark Evans DM Susan Schaper Marc Faltheim Nicolas De Santis Antoine Perruchoud Bernd Nurnberger Patrick van Abbema Terje Sand Leandro Jesus Karen Davis Tim Turmelle Anders Sundelin Renata Phillippi Martin Kaczynski Frank Bala Vaddi Andrew Jenkins Dariush Ghatan Marcus Ambrosch Jens Hoffmann Steve Thomson Eduardo M Morgado Rafal Dudkowski António Lucena de Faria Knut Petter Nor Ventenat Vincent Peter Eckrich Shridhar Lolla Jens Larsson David Sibbet Mihail Krikunov Edwin Kruis Roberto Ortelli Shana Ferrigan Bourcier Jeffrey Murphy Lonnie Sanders III Arnold Wytenburg David Hughes Paul Ferguson Frontier Service Design, LLC Peter Noteboom Ricardo Dorado John Smith Rod Eddie Jeffrey Huang Terrance Moore nse_55 Leif-Arne Bakker Edler Herbert Björn Kijl Chris Finlay Philippe Rousselot Rob Schokker Wouter Verwer Jan Schmiedgen Ugo Merkli Jelle Dave Gray Rick le Roy Ravila White David G Luna Arellano Joyce Hostyn Thorwald Westmaas Jason Theodor Sandra Pickering Trond M Fflòvstegaard Jeaninne Horowitz Gassol Lukas Feuerstein Nathalie Magniez Giorgio Pauletto Martijn Pater Gerardo Pagalday Eraña Haider Raza Ajay Ailawadhi Adriana Ieraci Daniël Giesen Erik Dejonghe Tom Winstanley Heiner P. Kaufmann Edwin Lee Ming Jin Stephan Linnenbank Liliana Jose Fernando Quintana Reinhard Prügl Brian Moore Gabi Marko Seppänen Erwin Fielt Olivier Glassey Francisco Conde Fernández Valérie Chanal Anne McCrossan Larsen Fred Collopy Jana Görs Patrick Foran Edward Osborn Greger Hagström Alberto Saavedra Remco de Kramer Lillian Thompson Howard Brown Emil Ansarov Frank Elbers Horacio Alvaro Viana Markus Schroll Hylke Zeijlstra Cheenu Srinivasan Cyril Durand Jamil Aslam Oliver Buecken John Wesner Price Axel Friese Gudmundur Kristjansson Rita Shor Jesus Villar Espen Figenschou- Skotterud James Clark Jose Alfonso Lopez Eric Schreurs Donielle Buie Adilson Chicória Asanka Warusevitane Jacob Ravn Hampus Jakobsson Adriaan Kik Julián Domínguez Laperal Marco W J Derksen Dr. Karsten Willrodt Patrick Feiner Dave Cutherell Di Prisco Darlene Goetzman Mohan Nadarajah Fabrice Delaye Sunil Malhotra Jasper Bouwsma Ouke Arts Alexander Troitzsch Brett Patching Clifford Thompson Jorgen Dahlberg Christoph Mühlethaler Ernest Buise Alfonso Mireles Richard Zandink Fraunhofer IAO Tor Rolfsen Grønsund David M. Weiss Kim Peiter Jørgensen Stephanie Diamond Stefan Olsson Anders Stølan Edward Koops Prasert Thawat- chokethawee Pablo Azar Melissa Withers Edwin Beumer Dax Denneboom Mohammed Mushtaq Gaurav Bhalla Silvia Adelhelm Heather McGowan Phil Sang Yim Noel Barry Vishwanath Edavayyanamath Rob Manson Rafael Figueiredo Jeroen Mulder Emilio De Giacomo Franco Gasperoni Michael Weiss Francisco Andrade Arturo Herrera Sapunar Vincent de Jong Kees Groeneveld Henk Bohlander Sushil Chatterji Tim Parsey Georg E. A. Stampfl Markus Kreutzer Iwan Schneider Michael Schuster Ingrid Beck Antti Äkräs EHJ Peet Ronald Poulton Ralf Weidenhammer Craig Rispin Nella van Heuven Ravi Sodhi Dick Rempt Rolf Mehnert Luis Stabile Enterprise Consulting Aline Frankfort
  • 7.
    ‫ﺗﻘﺪﻳﻢ‬ ‫ﻋﻠﻰ‬ ‫ﻛﺎﻥ‬ ‫ﱢ‬‫ﺍﻟﻌﺮﺑﻲ‬‫ﺍﻟﻌﺎﻟﻢ‬ ‫ﻓﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺑﺎﻟﺤﻴﻮﻳ‬ ٍ‫ﻧﺎﺑﺾ‬ ‫ﱟ‬‫ﺧﺎﺹ‬ ‫ﻗﻄﺎﻉ‬ َ‫ﺯ‬‫ﺑﺮﻭ‬ ‫ﱠ‬‫ﺇﻥ‬ ‫ﻞ‬‫ﱢ‬‫ﺜ‬‫ﻭﺍﻟﻤﺘﻤ‬ ‫ﺍﻟﺴﺎﺋﺪ‬ ‫ﻤﻮﺫﺝ‬‫ﱠ‬‫ﻨ‬‫ﻟﻠ‬ ‫ﻟﻠﺤﻴﺎﺓ‬ َ‫ﺍﻟﻘﺎﺑﻞ‬ َ‫ﺍﻟﺒﺪﻳﻞ‬ ‫ﺓ‬‫ﱠ‬‫ﻋﺪ‬ ٍ‫ﻋﻘﻮﺩ‬ ‫ﻣﺪﻯ‬ ‫ﺧﺮﻯ‬ُ‫ﺍﻷ‬ ‫ﺍﻟﻤﻨﺎﻓﻊ‬ ‫ﺑﻴﻦ‬ ‫ﻭﻣﻦ‬ .‫ﺍﻟﻤﺎﻝ‬ ‫ﺭﺃﺱ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺪﻭﻟﺔ‬ ‫ﻴﻄﺮﺓ‬َ‫ﺳ‬ ‫ﻓﻲ‬ ‫ﱟ‬‫ﺩﻳﻨﺎﻣﻴﻜﻲ‬ ‫ﱟ‬‫ﺗﻨﺎﻓﺴﻲ‬ ‫ﻣﺠﺘﻤﻊ‬ ُ‫ﺩ‬‫ﺟﻮ‬ُ‫ﻭ‬ ‫ﻫﻮ‬ ،‫ﻓﺎﻋﻞ‬ ‫ﱟ‬‫ﺧﺎﺹ‬ ‫ﻗﻄﺎﻉ‬ ‫ﻟﺒﺮﻭﺯ‬ َ‫ﺣﺠﻢ‬ ‫ﻭﻳﺰﻳﺪ‬ ، ّ‫ﺍﻻﻗﺘﺼﺎﺩﻱ‬ ‫ﱢ‬‫ﺍﻟﻨﻤﻮ‬ ‫ﺗﺤﺴﻴﻦ‬ ‫ﻋﻠﻰ‬ ُ‫ﻳﻌﻤﻞ‬ ‫ﻴﻦ‬‫ﱢ‬‫ﺍﻟﺮﻳﺎﺩﻳ‬ ‫ﻣﻦ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺳﺎﺕ‬َ‫ﺍﻟﻤﻤﺎﺭ‬ ‫ﺙ‬‫ﱢ‬‫ﺤﺪ‬ُ‫ﻭﻳ‬ ،‫ﺍﻟﻮﺳﻄﻰ‬ ‫ﺍﻟﻄﺒﻘﺔ‬ ،‘‘ ّ‫ﺍﻟﻌﺮﺑﻲ‬ ‫’’ﺍﻟﺮﺑﻴﻊ‬ ‫ﺑﻌﺪ‬ ‫ﻝ‬‫ﱡ‬‫ﺍﻟﺘﺤﻮ‬ ‫ﻫﺬﺍ‬ ‫ﺣﺪﻭﺙ‬ ‫ُﺮﺹ‬‫ﻓ‬ ‫ﺖ‬َ‫ﻨ‬ ‫ﱠ‬‫ﺗﺤﺴ‬ ‫ﻟﻘﺪ‬ ‫ﺗﺰﺍﻣﻨﺖ‬ ‫ﻭﻗﺪ‬ .‫ﺍﻷﻓﺮﺍﺩ‬ ‫ﻤﻜﻴﻦ‬َ‫ﺗ‬ ‫ﺇﻟﻰ‬ ‫ﺗﺪﻋﻮ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻨﺪﺍﺀﺍﺕ‬ َ‫ﺭﻓﻊ‬ ‫ﺍﻟﺬﻱ‬ ‫ﻓﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﻳﺎﺩﻳ‬ ‫ﺍﻟﺮﻭﺡ‬ ‫ﺔ‬‫ﱠ‬‫ﺣﻴﻮﻳ‬ ُ‫ﱢﺪ‬‫ﻛ‬‫ﺗﺆ‬ ‫ﱠﺔ‬‫ﻟ‬‫ﺃﺩ‬ ‫ﻭﺟﻮﺩ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻨﺪﺍﺀﺍﺕ‬ ‫ﻫﺬﻩ‬ ‫ﱠ‬‫ﺍﻟﻌﺮﺑﻲ‬ ‫ﺍﻟﺸﺒﺎﺏ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﺇﻟﻰ‬ ُ‫ﺗﺸﻴﺮ‬ ‫ﺔ‬‫ﱠ‬‫ﻣﺴﺤﻴ‬ ‫ﺑﺪﺭﺍﺳﺎﺕ‬ ً‫ﺔ‬‫ﻣﺪﻋﻮﻣ‬ ‫ﻣﻨﻄﻘﺘﻨﺎ‬ .‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﺨﺎﺻ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺃﻋﻤﺎﻟﻬﻢ‬ ‫ﺑﺈﻃﻼﻕ‬ ‫ﻏﻴﺮﻫﻢ‬ ‫ﻣﻦ‬ ‫ﺃﻛﺜﺮ‬ ‫ﺎ‬ً‫ﺍﻫﺘﻤﺎﻣ‬ ‫ﺃﻇﻬﺮﻭﺍ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﺎ‬ ً‫ﺃﻳﻀ‬ ْ‫ﺕ‬َ‫ﻗﺪﺃﻇﻬﺮ‬ ‫ﺫﺍﺗﻬﺎ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺴﺤﻴ‬ ‫ﺍﻟﺪﺭﺍﺳﺎﺕ‬ ‫ﻫﺬﻩ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﱠ‬‫ﺇﻻ‬ ‫ﻹﻃﻼﻕ‬ ‫ﺔ‬‫ﱠ‬‫ﻓﻌﻠﻴ‬ ٍ‫ﺧﻄﻮﺍﺕ‬ ‫ﺨﺎﺫ‬‫ﱢ‬‫ﺗ‬‫ﺍ‬ ‫ﻓﻲ‬ ‫ﻈﺮﺍﺋﻬﻢ‬ُ‫ﻧ‬ ‫ﻣﻦ‬ ‫ﱡ‬‫ﺃﻗﻞ‬ ‫ﱠ‬‫ﺍﻟﻌﺮﺑﻲ‬ َ‫ﺍﻟﺸﺒﺎﺏ‬ ‫ﺗﺜﺒﻴﻂ‬ ‫ﻭﺭﺍﺀ‬ ‫ﺍﻟﻜﺎﻣﻨﺔ‬ ‫ﺍﻷﺳﺒﺎﺏ‬ ‫ﱡ‬‫ﻭﺗﻀﻢ‬ .‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﺨﺎﺻ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﻣﺸﺎﺭﻳﻌﻬﻢ‬ ،‫ﺍﻟﻤﻌﺮﻭﻓﺔ‬ ‫ﺍﻟﻤﻌﻴﻘﺎﺕ‬ ‫ﻣﻦ‬ ‫ﻟﻪ‬ ‫ﺣﺼﺮ‬ ‫ﻻ‬ ‫ﺍ‬ً‫ﺩ‬‫ﻋﺪ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﻳﺎﺩﻳ‬ ‫ﺍﻟﺮﻭﺡ‬ ‫ﻭﺍﻹﺟﺮﺍﺀﺍﺕ‬ ،‫ﺍﻟﻼﺯﻡ‬ ‫ﺍﻟﺘﻤﻮﻳﻞ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺤﺼﻮﻝ‬ ‫ﺻﻌﻮﺑﺔ‬ :‫ﺑﻴﻨﻬﺎ‬ ‫ﻭﻣﻦ‬ .‫ﻌﺔ‬‫ﱢ‬‫ﺍﻟﻤﺸﺠ‬ ‫ﻏﻴﺮ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻨﺎﺧﺎﺕ‬ُ‫ﻭﻣ‬ ،‫ﺪﺓ‬‫ﱠ‬‫ﻘ‬‫ﺍﻟﻤﻌ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺒﻴﺮﻭﻗﺮﺍﻃﻴ‬ ‫ﺻﺎﺭﺕ‬ ‫ﻬﺎ‬‫ﱠ‬‫ﻧ‬‫ﺃ‬ ‫ﻏﻴﺮ‬ ،‫ﺍﻟﻤﺎﺿﻲ‬ ‫ﻓﻲ‬ ً‫ﺔ‬‫ﱠ‬‫ﻠﺤ‬ُ‫ﻣ‬ ‫ﺗﻜﻦ‬ ‫ﻟﻢ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻷﻣﻮﺭ‬ ُ‫ﻭﺃﺣﺪ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻪ‬ُ‫ﺗﻠﻌﺒ‬ ‫ﺍﻟﺬﻱ‬ ‫ﺍﻟﺪﻭﺭ‬ ‫ﻫﻮ‬ ،‫ﺍﻵﻥ‬ ‫ﺎ‬ً‫ﺿﻮﺣ‬ُ‫ﻭ‬ ‫ﺃﻛﺜﺮ‬ ‫ﱡ‬‫ﻌﺪ‬ُ‫ﻳ‬ ‫ﺍﻟﻤﻨﻈﻮﺭ‬ ‫ﻫﺬﺍ‬ ‫ﻭﻣﻦ‬ .‫ﺍﻟﻴﻮﻡ‬ ‫ﱢ‬‫ﺍﻟﻌﺮﺑﻲ‬ ‫ﺍﻟﻌﺎﻟﻢ‬ ‫ﻓﻲ‬ ‫ﻳﺎﺩﺓ‬‫ﱢ‬‫ﺍﻟﺮ‬ ‫ﺗﺸﻜﻴﻞ‬ ‫ﻓﻲ‬ ‫ﻟﺰﻳﺎﺩﺓ‬ ‫ﺑﻬﺎ‬ ‫ﺎ‬ً‫ﺒ‬‫ﱠ‬‫ﻣﺮﺣ‬ ً‫ﺔ‬‫ﻣﺴﺎﻫﻤ‬ ‘‘ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺍﺑﺘﻜﺎﺭ‬’’ ‫ﻛﺘﺎﺏ‬ ‫ﺃﻥ‬ ‫ﻭﺍﻷﺳﺎﻟﻴﺐ‬ ‫ﺍﻟﻄﺮﻕ‬ ‫ﻓﻲ‬ ‫ﻟﻼﺑﺘﻜﺎﺭ‬ ‫ﺑﻬﺎ‬ ‫ﻳﻤﻜﻦ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﻟﻠﻜﻴﻔﻴ‬ ‫ﻨﺎ‬ِ‫ﻤ‬‫َﻬ‬‫ﻓ‬ ‫ﺃﻥ‬ ‫ﻪ‬ُ‫ﻨ‬‫ﻳﻤﻜ‬ ‫ﻛﻤﺎ‬ ،‫ﺍﻟﺒﺎﻟﻴﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻓﻲ‬ ً‫ﺓ‬‫ﺛﻮﺭ‬ َ‫ﺤﺪﺙ‬ُ‫ﻳ‬ .‫ﺔ‬‫ﱠ‬‫ﻭﺍﻟﻤﺠﺘﻤﻌﻴ‬ ‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﺨﺎﺻ‬ ِ‫ﺍﻟﻌﺎﺋﺪﺍﺕ‬ َ‫ﻢ‬‫ﱢ‬‫ﻌﻈ‬ُ‫ﻳ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻬﺎﺋﻠﺔ‬ ‫ﺍﻟﻔﺠﻮﺍﺕ‬ ‫ﻋﻦ‬ ‫ﺍﻷﺧﻴﺮﺓ‬ ‫ﺍﻵﻭﻧﺔ‬ ‫ﻓﻲ‬ ُ‫ﺍﻟﻜﺜﻴﺮ‬ ‫ﺸﺮ‬ُ‫ﻧ‬ ‫ﻟﻘﺪ‬ ،‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻗﻄﺎﻉ‬ ‫ﻓﻲ‬ ‫ﻭﺍﻟﺘﺪﺭﻳﺐ‬ ‫ﺍﻟﺘﻌﻠﻴﻢ‬ ‫ﱡ‬‫ﻳﺨﺺ‬ ‫ﻣﺎ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﻨﻄﻘﺔ‬ ‫ﻭﺇﺫ‬ .‫ﺑﻬﺎ‬ ‫ﺍﻟﻤﺮﺗﺒﻂ‬ ‫ﺍﻟﺨﻠﻞ‬ ‫ﻟﺘﺼﺤﻴﺢ‬ ‫ﻤﺔ‬‫ﱠ‬‫ﺍﻟﻤﺼﻤ‬ ‫ﺍﻟﺒﺮﺍﻣﺞ‬ ‫ﺮﺕ‬َ‫ﺛ‬‫ﻭﺗﻜﺎ‬ ،‫ﺔ‬‫ﱠ‬‫ﻭﻗﻮﻳ‬ ٍ‫ﺑﺴﻴﻄﺔ‬ ٍ‫ﺃﺩﻭﺍﺕ‬ ‫ﺑﺎﺳﺘﺨﺪﺍﻡ‬ ‫ﺍﻻﺑﺘﻜﺎﺭ‬ َ‫ﺓ‬‫ﱠ‬‫ﻗﻮ‬ ُ‫ﺍﻟﻜﺘﺎﺏ‬ ‫ﻫﺬﺍ‬ ُ‫ﻳﻌﺮﺽ‬ ُ‫ﻌﻴﺪ‬ُ‫ﺗ‬‫ﻭ‬ ،‫ﺔ‬‫ﱠ‬‫ﻋﺎﻣ‬ ٍ‫ﺃﺩﻭﺍﺕ‬ ‫ﻣﻦ‬ ُ‫ﺗﺴﺘﻔﻴﺪ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﺒﺮﺍﻣﺞ‬ ‫ﺔ‬‫ﱠ‬‫ﻓﺎﻋﻠﻴ‬ ‫ﻯ‬‫ﱠ‬‫ﻳﺘﺤﺪ‬ ‫ﻪ‬‫ﱠ‬‫ﻧ‬‫ﻓﺈ‬ .‫ﺔ‬‫ﱠ‬‫ﺗﻘﻠﻴﺪﻳ‬ ٍ‫ﺃﻋﻤﺎﻝ‬ َ‫ﻧﻤﺎﺫﺝ‬ َ‫ﺇﻧﺘﺎﺝ‬ ُ‫ﺍﻟﻜﺘﺎﺏ‬ ‫ﻫﺬﺍ‬ ُ‫ﻳﻌﺮﺽ‬ ، ّ‫ﺍﻟﻌﺮﺑﻲ‬ ‫ﺍﻟﻌﺎﻟﻢ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻔﺎﺻﻠﺔ‬ ‫ﺍﻷﻭﻗﺎﺕ‬ ‫ﻫﺬﻩ‬ ‫ﻓﻲ‬ ُ‫ﺗﻌﻤﻞ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻜﻴﻔﻴ‬ ‫ﺗﻘﺪﻳﺮ‬ ‫ﻋﻠﻰ‬ ‫ﻧﺎ‬ُ‫ﻳﺴﺎﻋﺪ‬ ‫ﺎ‬ً‫ﻭﻣﻄﻠﻮﺑ‬ ‫ﺎ‬ً‫ﺑﺴﻴﻄ‬ ٍ‫ﻋﻤﻞ‬ َ‫ﺇﻃﺎﺭ‬ ‫ﺗﺸﻜﻴﻞ‬ ‫ﺇﻋﺎﺩﺓ‬ ‫ﻋﻠﻰ‬ ‫ﺍ‬ً‫ﻳﺪ‬َ‫ﻭ‬ُ‫ﺭ‬ ‫ﺍ‬ً‫ﻳﺪ‬َ‫ﻭ‬ُ‫ﺭ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻻﺑﺘﻜﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ُ‫ﻧﻤﺎﺫﺝ‬ ‫ﺑﻬﺎ‬ .‫ﺎﺗﻬﺎ‬‫ﱠ‬‫ﻭﺍﻗﺘﺼﺎﺩﻳ‬ ‫ﻣﻨﻄﻘﺘﻨﺎ‬ ِ‫ﻣﺠﺘﻤﻌﺎﺕ‬ ‫ﻳﻮﺳﻒ‬ ‫ﻣﺤﻤﺪ‬ ‫ﻃﺎرق‬ .‫د‬ ‫ِﻚ‬‫ﺘ‬َ‫ﻠ‬ ِ‫ﺻ‬ -‫اﻟﺘﻨﻔﻴﺬي‬ ‫اﻟﺮﺋﻴﺲ‬
  • 8.
    ‫رة؟‬ِ‫د‬‫ﺒﺎ‬ ُ‫ﻣ‬ ٍ‫ﺔ‬َّ‫رﻳﺎدﻳ‬‫ﺑﺮوح‬ ‫ﻊ‬َّ‫ﺘ‬‫ﺗﺘﻤ‬ ‫ﻫﻞ‬ _______ ‫ﻻ‬ _______ ‫ﻧﻌﻢ‬ ‫ﻗﻴﻤﺔ‬ ‫إﻳﺠﺎد‬ ‫ﺔ‬َّ‫ﻛﻴﻔﻴ‬ ‫ﻓﻲ‬ ‫اﻟﺘﻔﻜﲑ‬ ُ‫داﺋﻢ‬ ‫أﻧﺖ‬ ‫ﻫﻞ‬ ‫ﻓﻲ‬ ‫ﺮ‬ِّ‫ﻜ‬‫ﺗﻔ‬ ‫ﻚ‬َّ‫ﻧ‬‫أ‬ ‫أو‬ ،‫ﺟﺪﻳﺪة‬ ‫أﻋﻤﺎل‬ ‫وإﻗﺎﻣﺔ‬ ‫ﻬﺎ‬ُ‫ﺗﻘﱰﺣ‬ ‫ﺗﺸﻜﻴﻠﻬﺎ؟‬ ‫إﻋﺎدة‬ ‫أو‬ ‫ﻣﻨﺸﺄﺗﻚ‬ ‫ﺗﺤﺴﲔ‬ ‫ﺔ‬َّ‫ﻛﻴﻔﻴ‬ _______ ‫ﻻ‬ _______ ‫ﻧﻌﻢ‬ ‫ﻹدارة‬ ٍ‫ﺮة‬َ‫ﻣﺒﺘﻜ‬ َ‫أﺳﺎﻟﻴﺐ‬ ‫إﻟﻰ‬ ‫ﻞ‬ ُّ‫اﻟﺘﻮﺻ‬ ُ‫ﺗﺤﺎول‬ ‫ﻫﻞ‬ ‫ﻋﻔﺎ‬ ‫اﻟﺘﻲ‬ ‫اﻟﻘﺪﻳﻤﺔ‬ ‫اﻷﺳﺎﻟﻴﺐ‬ ‫ﻣﻦ‬ ً‫ﺑﺪﻻ‬ ‫أﻋﻤﺎﻟﻚ‬ ‫اﻟﺰﻣﻦ؟‬ ‫ﻋﻠﻴﻬﺎ‬ _______ ‫ﻻ‬ _______ ‫ﻧﻌﻢ‬
  • 9.
    ‫ﻣﻦ‬ ٍّ‫أي‬ ‫ﻋﻦ‬‫ﻚ‬ُ‫ﺘ‬‫إﺟﺎﺑ‬ ‫ﻛﺎﻧﺖ‬ ْ‫إن‬ ‫ﺎ‬ً‫ﻓﻤﺮﺣﺒ‬ ،«‫»ﻧﻌﻢ‬ ‫اﻷﺳﺌﻠﺔ‬ ‫ﻫﺬه‬ !‫ﻓﺮﻳﻘﻨﺎ‬ ‫ﻓﻲ‬ ‫ﺑﻚ‬ ‫وﻟﻠﺬﻳﻦ‬ ‫اﻟﺮؤى‬ ‫ﻷﺻﺤﺎب‬ ً‫دﻟﻴﻼ‬ ‫اﻵن‬ ‫ﻳﺪﻳﻚ‬ ‫ﺑﲔ‬ ‫ﺗﺤﻤﻞ‬ ‫ﻚ‬َّ‫ﻧ‬‫إ‬ ‫ﻟﻘﺒﻮل‬ ‫ﻳﻦ‬ِّ‫ﺪ‬‫واﻟﻤﺴﺘﻌ‬ ،‫اﻟﻠﻌﺒﺔ‬ ‫ﻗﻮاﻋﺪ‬ ‫ﺗﻐﻴﲑ‬ ‫ﺠﻴﺪون‬ُ‫ﻳ‬ ،‫اﻟﺰﻣﻦ‬ ‫ﻋﻠﻴﻬﺎ‬ ‫ﻋﻔﺎ‬ ‫اﻟﺘﻲ‬ ‫ﺔ‬َّ‫اﻟﺘﺠﺎرﻳ‬ ‫اﻟﻨﻤﺎذج‬ ‫ي‬ِّ‫ﺪ‬‫ﺗﺤ‬ ‫اﺑﺘﻜﺎر‬ ‫ﺣﻮل‬ ‫ﻛﺘﺎب‬ ‫ﻪ‬َّ‫ﻧ‬‫إ‬ .‫اﻟﻤﺴﺘﻘﺒﻞ‬ ِ‫ﻣﻨﺸﺂت‬ ‫ﻤﻮن‬ ِّ‫ﺼﻤ‬ُ‫وﻳ‬ .‫ﺔ‬َّ‫اﻟﺘﺠﺎرﻳ‬ ‫اﻷﻋﻤﺎل‬ ‫ﻧﻤﺎذج‬
  • 10.
    ‫ﻣﻦ‬ ً‫ﻫﺎﺋﻠﺔ‬ ‫ا‬ً‫أﻋﺪاد‬‫اﻟﻴﻮم‬ ‫ﻋﺎﻟﻢ‬ ‫ﻓﻲ‬ ‫ﻧﺮى‬ ‫إﻧﻨﺎ‬ .‫ﺑﺎﺳﺘﻤﺮار‬ ‫ﺗﻈﻬﺮ‬ ‫اﻟﺘﻲ‬ ‫اﻟﻤﺒﺘﻜﺮة‬ ‫اﻷﻋﻤﺎل‬ ‫ﻧﻤﺎذج‬ ُ‫ﻞ‬َّ‫ﻜ‬‫ﺗﺘﺸ‬ ‫ﺎ‬ًّ‫ﻴ‬ِّ‫ﻠ‬‫ﻛ‬ ً‫ﺟﺪﻳﺪة‬ ٍ‫ﺻﻨﺎﻋﺎت‬ ُ‫ﻧﺸﻬﺪ‬ ‫ﻨﺎ‬َّ‫ﻧ‬‫أ‬ ‫ﻛﻤﺎ‬ .‫وﺗﺨﺘﻔﻲ‬ ‫ﺗﺘﻼﺷﻰ‬ ‫ﻗﺪﻳﻤﺔ‬ ‫أﺧﺮى‬ ‫ﻓﻴﻤﺎ‬ ،‫وﺗﻈﻬﺮ‬ ٍ‫ﺷﺮﻛﺎت‬ ‫ى‬َّ‫ﺪ‬‫ﺗﺘﺤ‬ ‫اﻟﺘﺄﺳﻴﺲ‬ َ‫ﺣﺪﻳﺜﺔ‬ ٍ‫ﺷﺮﻛﺎت‬ ‫ﻧﺮى‬ ‫ﻹﻋﺎدة‬ ‫ﻣﺤﻤﻮم‬ٍ ‫ﺑﺸﻜﻞ‬ ‫ﺑﻌﻀﻬﺎ‬ ُ‫ﻳﻜﺎﻓﺢ‬ ً‫ﻋﺮﻳﻘﺔ‬ .‫ﻧﻔﺴﻬﺎ‬ ‫ﺗﺸﻜﻴﻞ‬ ‫ﻣﻨﺸﺄﺗﻚ‬ ‫ﻋﻤﻞ‬ ُ‫ﻧﻤﻮذج‬ ‫ﻳﺒﺪو‬ ‫أن‬ ‫ﻞ‬َّ‫ﺗﺘﺨﻴ‬ ‫ﻛﻴﻒ‬ ‫اﻵن؟‬ ‫ﻣﻦ‬ ‫ﺳﻨﻮات‬ ‫ﻋﺸﺮ‬ ‫أو‬ ‫ﺧﻤﺲ‬ ‫أو‬ ‫ﲔ‬َ‫ﺘ‬‫ﺳﻨ‬ ‫ﺑﻌﺪ‬ ‫ﻋﻠﻰ‬ ‫اﻟﻤﺴﻴﻄﺮﻳﻦ‬ ‫اﻟﻼﻋﺒﲔ‬ ‫ﺿﻤﻦ‬ ‫ﺳﺘﻜﻮن‬ ‫ﻫﻞ‬ ‫ﺣﻮن‬ِّ‫ﻳﻠﻮ‬ ‫ﻣﻨﺎﻓﺴﲔ‬ ‫ﻮاﺟﻪ‬ُ‫ﺘ‬‫ﺳ‬ ‫ﻚ‬َّ‫ﻧ‬‫أ‬ ‫أم‬ ‫اﻟﺴﺎﺣﺔ؟‬ ‫ﺒﺔ؟‬ِ‫ﺮﻋ‬ ُ‫ﻣ‬ ٍ‫ﺟﺪﻳﺪة‬ ٍ‫ﺔ‬َّ‫ﺗﺠﺎرﻳ‬ٍ ‫أﻋﻤﺎل‬ ‫ﺑﻨﻤﺎذج‬ ‫دﻳﻦ‬ِّ‫ﺪ‬‫ﻣﻬ‬
  • 11.
    ‫ﺑﺸﺄﻥ‬ ‫ﺙ‬‫ﱠ‬‫ﻳﺘﺤﺪ‬ ‫ﻓﻬﻮ‬.‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻃﺒﻴﻌﺔ‬ ‫ﺇﻟﻰ‬ ‫ﻋﻤﻴﻘﺔ‬ ً‫ﺓ‬‫ﻧﻈﺮ‬ ‫ﺍﻟﻜﺘﺎﺏ‬ ‫ﻫﺬﺍ‬ ‫ﻌﻄﻴﻚ‬ُ‫ﺳﻴ‬ ‫ﻭﺃﺳﺎﻟﻴﺐ‬ ،‫ﻋﻤﻠﻬﺎ‬ ‫ﻭﺁﻟﻴﺎﺕ‬ ‫ﺭﺓ‬‫ﱢ‬‫ﺍﻟﻤﺘﻄﻮ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻌﺼﺮﻳ‬ ‫ﺍﻟﻨﻤﺎﺫﺝ‬ ‫ﻭﺗﻠﻚ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﻘﻠﻴﺪﻳ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻟﻨﻤﺎﺫﺝ‬ ُ‫ﺩ‬‫ﺗﻘﻮ‬ ‫ﻭﻛﻴﻒ‬ ،‫ﺍ‬ً‫ﺷﺪﻳﺪ‬ ‫ﺎ‬ ً‫ﺗﻨﺎﻓﺴ‬ ُ‫ﺗﺸﻬﺪ‬ ‫ﺑﻴﺌﺔ‬ ‫ﻭﺳﻂ‬ ‫ﻋﻤﻠﻚ‬ ‫ﻧﻤﻮﺫﺝ‬ َ‫ﻣﻮﻗﻊ‬ ُ‫ﺩ‬‫ﱢ‬‫ﺗﺤﺪ‬ ‫ﻭﻛﻴﻒ‬ ،‫ﺍﻻﺑﺘﻜﺎﺭ‬ .‫ﺑﻤﻨﺸﺄﺗﻚ‬ ‫ﱢ‬‫ﺍﻟﺨﺎﺹ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺗﺼﻤﻴﻢ‬ ‫ﺇﻋﺎﺩﺓ‬ ‫ﺔ‬‫ﱠ‬‫ﻋﻤﻠﻴ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴ‬ ‫ﺃﻭ‬ ‫ﺍﻹﺩﺍﺭﺓ‬ ‫ﺣﻮﻝ‬ ‫ﺎ‬ً‫ﻛﺘﺎﺑ‬ ‫ﻟﻴﺲ‬ ‫ﺍﻟﻜﺘﺎﺏ‬ ‫ﻫﺬﺍ‬ ‫ﱠ‬‫ﺃﻥ‬ َ‫ﺃﺩﺭﻛﺖ‬ ‫ﻗﺪ‬ ‫ﻚ‬‫ﱠ‬‫ﻧ‬‫ﺃ‬ ‫ﻓﻲ‬ ‫ﱠ‬‫ﺷﻚ‬ ‫ﻻ‬ ‫ﺑﺴﺮﻋﺔ‬ ،‫ﻣﻌﺮﻓﺘﻪ‬ ‫ﺇﻟﻰ‬ ٍ‫ﺑﺤﺎﺟﺔ‬ ‫ﺃﻧﺖ‬ ‫ﻣﺎ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺃﺳﺎﺳﻴ‬ ‫ﺇﻟﻴﻚ‬ ُ‫ﻳﻨﻘﻞ‬ ‫ﺑﺤﻴﺚ‬ ‫ﻤﻨﺎﻩ‬‫ﱠ‬‫ﺻﻤ‬ ‫ﻟﻘﺪ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﻨﻤﻮﺫﺟﻴ‬ ‫ﻤﺎﺭﻳﻦ‬َ‫ﺘ‬‫ﺑ‬ ٌ‫ﺪﻋﻮﻡ‬َ‫ﻣ‬ ‫ﻭﺍﻟﻤﺤﺘﻮﻯ‬ ،‫ﺔ‬‫ﱠ‬‫ﺗﺼﻮﻳﺮﻳ‬ ٍ‫ﺑﻄﺮﻳﻘﺔ‬ َ‫ﺔ‬‫ﺍﻷﻣﺜﻠ‬ ُ‫ﺍﻟﻜﺘﺎﺏ‬ ُ‫ﻡ‬‫ﱢ‬‫ﻳﻘﺪ‬ . ّ‫ﺮﻱ‬ َ‫ﺑﺼ‬ ٍ‫ﻭﺑﺸﻜﻞ‬ ‫ﻭﺑﺴﺎﻃﺔ‬ ‫ﻭﺿﻊ‬ َ‫ﺑﺪﻝ‬ ،‫ﻴﻨﺎ‬َ‫ﻌ‬َ‫ﺳ‬ ‫ﻟﻘﺪ‬ .‫ﺍﻟﻔﻮﺭ‬ ‫ﻋﻠﻰ‬ ‫ﻭﻣﻤﺎﺭﺳﺘﻬﺎ‬ ‫ﺗﻄﺒﻴﻘﻬﺎ‬ ‫ﺗﺴﺘﻄﻴﻊ‬ ‫ﻋﻤﻞ‬ ‫ﻮﺭﺵ‬ِ‫ﻟ‬ ‫ﻭﺳﻴﻨﺎﺭﻳﻮﻫﺎﺕ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺇﻟﻰ‬ ‫ﻪ‬‫ﱠ‬‫ﻣﻮﺟ‬ ‫ﱟ‬‫ﻋﻤﻠﻲ‬ ‫ﺩﻟﻴﻞ‬ ‫ﺗﺼﻤﻴﻢ‬ ‫ﺇﻟﻰ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻟﻨﻤﺎﺫﺝ‬ ‫ﺍﺑﺘﻜﺎﺭ‬ ‫ﺣﻮﻝ‬ ‫ﱟ‬‫ﺗﻘﻠﻴﺪﻱ‬ ٍ‫ﻛﺘﺎﺏ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺤﺮﻳﺼﻴﻦ‬ ‫ﻣﻦ‬ ‫ﻳﺎﺕ‬‫ﱢ‬‫ﺍﻟﺘﺤﺪ‬ ‫ﻠﻮﻥ‬َ‫ﻳﻘﺒ‬ ‫ﻦ‬َ‫ﻭﻣ‬ ،‫ﺍﻟﻠﻌﺒﺔ‬ ‫ﻗﻮﺍﻋﺪ‬ ‫ﺗﻐﻴﻴﺮ‬ ‫ﺠﻴﺪﻭﻥ‬ُ‫ﻳ‬ ‫ﻭﺍﻟﺬﻳﻦ‬ ‫ﺍﻟﺮﺅﻯ‬ ٍ‫ﺃﻧﻴﻖ‬ ٍ‫ﻛﺘﺎﺏ‬ ِ‫ﺇﻋﺪﺍﺩ‬ ‫ﻋﻠﻰ‬ ‫ﺟﺎﻫﺪﻳﻦ‬ ‫ﻋﻤﻠﻨﺎ‬ ‫ﻨﺎ‬‫ﱠ‬‫ﻧ‬‫ﺃ‬ ‫ﻛﻤﺎ‬ .‫ﺗﺸﻜﻴﻠﻬﺎ‬ ‫ﺇﻋﺎﺩﺓ‬ ‫ﺃﻭ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺗﺼﻤﻴﻢ‬ .‫ﱢﻔﻪ‬‫ﻟ‬‫ﻧﺆ‬ ‫ﺎ‬‫ﱠ‬‫ﻨ‬‫ﻛ‬ ‫ﺑﻴﻨﻤﺎ‬ ‫ﺑﻬﺎ‬ ‫ﻣﺮﺭﻧﺎ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻤﺘﻌﺔ‬ ‫ﱠ‬‫ﻛﻞ‬ ‫ﻓﻴﻪ‬ ‫ﺗﺠﺪﻭﺍ‬ ‫ﺃﻥ‬ ُ‫ﻧﺄﻣﻞ‬ .‘‘‫ﻬﺎﻣﻪ‬ِ‫’’ﺍﻟﺘ‬ ‫ﻣﺘﻌﺔ‬ ‫ﺑﺸﻜﻠﻪ‬ ُ‫ﺯ‬‫ﱢ‬‫ﺰ‬‫ﻳﻌ‬ ،‫ﺗﺄﻟﻴﻔﻪ‬ ‫ﺔ‬‫ﱠ‬‫ﻋﻤﻠﻴ‬ ‫ﻣﻦ‬ ‫ﺃ‬‫ﱠ‬‫ﺰ‬‫ﻳﺘﺠ‬ ‫ﻻ‬ ‫ﺍ‬ً‫ﺟﺰﺀ‬ ‫)ﻭﻛﺎﻧﺖ‬ ‫ﺍﻟﻜﺘﺎﺏ‬ ‫ﻫﺬﺍ‬ ُ‫ﺗﻜﻤﻞ‬ ‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﻋﻠﻰ‬ ٌ‫ﺔ‬‫ﻣﺠﻤﻮﻋ‬ ‫ﻫﻨﺎﻙ‬ ،‫ﻝ‬‫ﱡ‬‫ﻭﺍﻟﺘﺤﻮ‬ ‫ﺭ‬‫ﱡ‬‫ﺍﻟﺘﻄﻮ‬ َ‫ﺩﺍﺋﻢ‬ ‫ﺎ‬ً‫ﻧ‬‫ﻣﻴﺪﺍ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺍﺑﺘﻜﺎﺭ‬ ‫ﺩﺍﻡ‬ ‫ﻣﺎ‬ .(‫ﺎ‬ً‫ﻘ‬‫ﻻﺣ‬ ‫ﺳﺘﻜﺘﺸﻔﻮﻥ‬ ‫ﻛﻤﺎ‬ ‫’’ﺍﺑﺘﻜﺎﺭ‬ ُ‫ﻛﺘﺎﺏ‬ ‫ﻬﺎ‬‫ﱡ‬‫ﻀﻤ‬َ‫ﻳ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺍﻷﺳﺎﺳﻴ‬ ‫ﻣﻦ‬ ُ‫ﺃﺑﻌﺪ‬ ‫ﻫﻮ‬ ‫ﻣﺎ‬ ‫ﺇﻟﻰ‬ ‫ﻖ‬‫ﱡ‬‫ﺍﻟﺘﻌﻤ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺮﻏﺒﺔ‬ ‫ﻟﺪﻳﻜﻢ‬ ُ‫ﱠﺪ‬‫ﻟ‬‫ﺗﺘﻮ‬ ‫ﻓﻘﺪ‬ ‫ﻟﻜﻢ‬ ‫ﺩﻋﻮﺓ‬ ‫ﻭﻫﺬﻩ‬ .‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﺷﺒﻜﺔ‬ ‫ﻋﺒﺮ‬ ً‫ﺓ‬‫ﺟﺪﻳﺪ‬ ٍ‫ﺃﺩﻭﺍﺕ‬ ‫ﺸﻔﻮﻥ‬َ‫ﺘ‬‫ﺗﻜ‬ ‫ﻭﻗﺪ‬ ،‘‘ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺍﻟﺬﻳﻦ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﺭﺟﺎﻝ‬ ‫ﻣﻦ‬ ‫ﻭﻣﻤﺎﺭﺳﻴﻦ‬ ‫ﺑﺎﺣﺜﻴﻦ‬ ‫ﱡ‬‫ﺗﻀﻢ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻌﺎﻟﻤﻴ‬ ‫ﻣﺠﻤﻮﻋﺘﻨﺎ‬ ‫ﺇﻟﻰ‬ ‫ﻟﻼﻧﻀﻤﺎﻡ‬ ‫ﺍﻟﻨﻘﺎﺵ‬ ‫ﻓﻲ‬ ‫ﻛﺔ‬َ‫ﺍﻟﻤﺸﺎﺭ‬ ‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﻤﻨﺼ‬ ‫ﻫﺬﻩ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻦ‬ ‫ﺳﻌﻜﻢ‬ُ‫ﻭ‬ ‫ﻓﻲ‬ ُ‫ﻜﻮﻥ‬َ‫ﺳﻴ‬ .‫ﺍﻟﻜﺘﺎﺏ‬ ‫ﻫﺬﺍ‬ ‫ﺇﻋﺪﺍﺩ‬ ‫ﻓﻲ‬ ‫ﺷﺎﺭﻛﻮﺍ‬ ‫ﺍﻵﺧﺮﻳﻦ‬ ‫ﺍﻟﻤﺸﺎﺭﻛﻴﻦ‬ ‫ﻧﻈﺮ‬ ‫ﻭﺟﻬﺎﺕ‬ ‫ﻣﻦ‬ ‫ﻔﻴﺪﻭﻥ‬َ‫ﺘ‬‫ﻭﺗﺴ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺣﻮﻝ‬ ُ‫ﻳﺪﻭﺭ‬ ‫ﺍﻟﺬﻱ‬ ‫ﻋﻠﻰ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺔ‬ ‫ﱠ‬‫ﻣﻨﺼ‬ ‫ﺯﻳﺎﺭﺓ‬ ‫ﺮﺟﻰ‬ُ‫ﻳ‬ .‫ﱢﻔﻮﻥ‬‫ﻟ‬‫ﺍﻟﻤﺆ‬ ‫ﻣﻬﺎ‬‫ﱢ‬‫ﻳﻘﺪ‬ ً‫ﺓ‬‫ﺟﺪﻳﺪ‬ ٍ‫ﺃﺩﻭﺍﺕ‬ ‫ﺑﻮﻥ‬‫ﱢ‬‫ﻭﺗﺠﺮ‬ .www.businessmodelgenera on.com/hub ‫ﺍﻟﻤﻮﻗﻊ‬ ‫ﺷﺮﻛﺔ‬ ‫ﺴﻮ‬‫ﱢ‬‫ﻣﺆﺳ‬ َ‫ﻃﺮﺡ‬ ‫ﻓﻌﻨﺪﻣﺎ‬ .‫ﺍ‬ً‫ﺟﺪﻳﺪ‬ ‫ﺎ‬ً‫ﻣﻔﻬﻮﻣ‬ ‫ﻟﻴﺲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺍﺑﺘﻜﺎﺭ‬ َ‫ﻣﻔﻬﻮﻡ‬ ‫ﱠ‬‫ﺇﻥ‬ ‫ﻳﻤﺎﺭﺳﻮﻥ‬ ‫ﺍﻟﺤﻘﻴﻘﺔ‬ ‫ﻓﻲ‬ ‫ﻛﺎﻧﻮﺍ‬ ‫ﻤﺎ‬‫ﱠ‬‫ﻧ‬‫ﺇ‬ ،‫٠٥٩١ﻡ‬ ‫ﻋﺎﻡ‬ ‫ﻓﻲ‬ ‫ﺍﻻﻋﺘﻤﺎﺩ‬ ‫ﺑﻄﺎﻗﺔ‬ (Diners Club) ‫ﻛﻠﻮﺏ‬ ‫ﺩﺍﻳﻨﺮﺯ‬ ‫ﻋﻨﺪﻣﺎ‬ (Xerox) ‫ﺯﻳﺮﻭﻛﺲ‬ ‫ﺷﺮﻛﺔ‬ ‫ﻋﻠﻰ‬ ُ‫ﻳﻨﻄﺒﻖ‬ ‫ﻪ‬ ُ‫ﻧﻔﺴ‬ ُ‫ﻭﺍﻟﻘﻮﻝ‬ .‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺍﺑﺘﻜﺎﺭ‬ ‫ﻳﺠﺮﻱ‬ ‫ﻧﺴﺨﺔ‬ ‫ﱢ‬‫ﻛﻞ‬ ‫ﻋﻦ‬ ‫ﺍﻟﺪﻓﻊ‬ ‫ﻭﺃﺳﻠﻮﺏ‬ ‫ﺍﻟﺘﺼﻮﻳﺮ‬ ‫ﺁﻻﺕ‬ ‫ﺗﺄﺟﻴﺮ‬ َ‫ﺓ‬‫ﻓﻜﺮ‬ ‫٩٥٩١ﻡ‬ ‫ﺍﻟﻌﺎﻡ‬ ‫ﻓﻲ‬ ‫ﻃﺮﺣﺖ‬ ‫ﺍﻟﻤﺎﺿﻲ‬ ‫ﻓﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺍﺑﺘﻜﺎﺭ‬ َ‫ﺃﺛﺮ‬ َ‫ﻧﻘﺘﻔﻲ‬ ‫ﺃﻥ‬ ‫ﺍﻟﻮﺍﻗﻊ‬ ‫ﻓﻲ‬ ُ‫ﻧﺴﺘﻄﻴﻊ‬ ‫ﺎ‬‫ﱠ‬‫ﻨ‬‫ﻛ‬ ‫ﻤﺎ‬‫ﱠ‬‫ﺭﺑ‬ .‫ﺇﻧﺘﺎﺟﻬﺎ‬ (Johannes Gutenberg) ‫ﻏﻮﺗﻨﺒﻴﺮﻍ‬ ‫ﻳﻮﻫﺎﻧﺲ‬ ‫ﺳﻌﻰ‬ ‫ﻋﻨﺪﻣﺎ‬ ،‫ﻋﺸﺮ‬ ‫ﺍﻟﺨﺎﻣﺲ‬ ‫ﺍﻟﻘﺮﻥ‬ ‫ﻰ‬‫ﱠ‬‫ﺘ‬‫ﺣ‬ ‫ﺍﻟﺒﻌﻴﺪ‬ ‫ﻭﺍﻟﺴﺮﻋﺔ‬ ‫ﺍﻟﻨﻄﺎﻕ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﻏﻴﺮ‬ .‫ﺍﺧﺘﺮﻋﻬﺎ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﻴﻜﺎﻧﻴﻜﻴ‬ ‫ﺍﻟﻄﺒﺎﻋﺔ‬ ‫ﻵﻟﺔ‬ ٍ‫ﺗﻄﺒﻴﻘﺎﺕ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺤﺼﻮﻝ‬ ‫ﺇﻟﻰ‬ ‫ﻏﻴﺮ‬ ‫ﻴﺎﻥ‬َ‫ﻘ‬‫ﺒ‬َ‫ﻳ‬ ‫ﻫﺬﺍ‬ ‫ﻋﺼﺮﻧﺎ‬ ‫ﻓﻲ‬ ‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ َ‫ﺍﻟﻤﺸﻬﺪ‬ ُ‫ﺓ‬‫ﺍﻟﻤﺒﺘﻜﺮ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺑﻬﻤﺎ‬ ُ‫ﺮ‬‫ﱢ‬‫ﻐﻴ‬ُ‫ﺗ‬ ‫ﻴﻦ‬َ‫ﺘ‬‫ﺍﻟﻠ‬ ‫ﻮﻥ‬‫ﱡ‬‫ﻭﺍﻷﻛﺎﺩﻳﻤﻴ‬ ‫ﻮﻥ‬‫ﱡ‬‫ﻭﺍﻻﺳﺘﺸﺎﺭﻳ‬ ‫ﻮﻥ‬‫ﱡ‬‫ﻭﺍﻟﺘﻨﻔﻴﺬﻳ‬ ‫ﻮﻥ‬‫ﱡ‬‫ﺍﻟﺮﻳﺎﺩﻳ‬ َ‫ﺪﺭﻙ‬ُ‫ﻟﻴ‬ ‫ﺍﻵﻥ‬ ‫ﺍﻟﻮﻗﺖ‬ ‫ﺣﺎﻥ‬ ‫ﻟﻘﺪ‬ .‫َﻴﻦ‬‫ﻗ‬‫ﻣﺴﺒﻮ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻳﺎﺕ‬‫ﱢ‬‫ﺗﺤﺪ‬ ‫ﻹﺩﺭﺍﻙ‬ ‫ﺎ‬ ً‫ﺃﻳﻀ‬ ‫ﺍﻟﻮﻗﺖ‬ ‫ﺣﺎﻥ‬ ‫ﻛﻤﺎ‬ .‫ﻣﺜﻴﻞ‬ ‫ﻟﻪ‬ ‫ﻳﺴﺒﻖ‬ ‫ﻟﻢ‬ ‫ﺍﻟﺬﻱ‬ ‫ﺭ‬‫ﱡ‬‫ﺍﻟﺘﻄﻮ‬ ‫ﻫﺬﺍ‬ َ‫ﺗﺄﺛﻴﺮ‬ .‫ﺔ‬‫ﱠ‬‫ﻣﻨﻬﺠﻴ‬ ٍ‫ﺑﻄﺮﻳﻘﺔ‬ ‫ﻣﻌﻬﺎ‬ ‫ﻭﺍﻟﺘﻌﺎﻣﻞ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﱡ‬‫ﻢ‬ُ‫ﻬ‬َ‫ﺗ‬ ‫ﻣﻘﺘﺮﺣﺔ‬ ٍ‫ﻗﻴﻤﺔ‬ ‫ﺇﻳﺠﺎﺩ‬ ‫ﺣﻮﻝ‬ ‘‘ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫’’ﺍﺑﺘﻜﺎﺭ‬ ُ‫ﻛﺘﺎﺏ‬ ُ‫ﻳﺪﻭﺭ‬ ،‫ﺍﻟﻤﻄﺎﻑ‬ ‫ﻧﻬﺎﻳﺔ‬ ‫ﻓﻲ‬ .‫ﺍﻟﺰﻣﻦ‬ ‫ﻋﻠﻴﻬﺎ‬ ‫ﻋﻔﺎ‬ ٍ‫ﻗﺪﻳﻤﺔ‬ ‫ﺃﺳﺎﻟﻴﺐ‬ ‫ﺍﺳﺘﺒﺪﺍﻝ‬ ‫ﺣﻮﻝ‬ ‫ﻳﺪﻭﺭ‬ ‫ﻪ‬‫ﱠ‬‫ﻧ‬‫ﺇ‬ .‫ﺑﺄﺳﺮﻩ‬ ‫ﻭﺍﻟﻤﺠﺘﻤﻊ‬ ‫ﻭﺍﻟﻌﻤﻼﺀ‬ ‫ﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﺩﺓ‬‫ﱢ‬‫ﺍﻟﻤﺘﻌﺪ‬ ‫ﺍﻟﻮﺳﺎﺋﻂ‬ ‫ﺟﻬﺎﺯ‬ ‫ﺃﻃﻠﻘﺖ‬ ‫ﻋﻨﺪﻣﺎ‬ ‫ﺍ‬ً‫ﻭﻣﺒﺘﻜﺮ‬ ‫ﺍ‬ً‫ﺟﺪﻳﺪ‬ ‫ﻋﻤﻞ‬ َ‫ﻧﻤﻮﺫﺝ‬ ‫ﺃﭘـﻞ‬ ُ‫ﺔ‬‫ﺷﺮﻛ‬ ْ‫ﺃﻭﺟﺪﺕ‬ ‫ﻟﻘﺪ‬ ‫ﺳﻮﻕ‬ ‫ﻓﻲ‬ ‫ﻴﻄﺮﺓ‬ َ‫ﺴ‬ُ‫ﻣ‬ ٍ‫ﺓ‬‫ﱠ‬‫ﻗﻮ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ ‫ﺎ‬ً‫ﻣﻌ‬ ‫ﻻ‬‫ﱠ‬‫ﺣﻮ‬ ‫ﻭﻗﺪ‬ .‫ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‬ ‫ﺗﻴﻮﻧﺰ‬ ‫ﺁﻱ‬ ‫ﻭﻣﺘﺠﺮ‬ ‫ﭘـﻮﺩ‬ ‫ﺁﻱ‬ ‫ﱢ‬‫ﺍﻟﺮﻗﻤﻲ‬ ٍ‫ﺯﻫﻴﺪﺓ‬ ٍ‫ﺭ‬‫ﺑﺄﺳﻌﺎ‬ ً‫ﺔ‬‫ﱠ‬‫ﻋﺎﻟﻤﻴ‬ ٍ‫ﺼﺎﻻﺕ‬‫ﱢ‬‫ﺗ‬‫ﺍ‬ (Skype) ‫ﺳﻜﺎﻳﭗ‬ ُ‫ﺔ‬‫ﺷﺮﻛ‬ ْ‫ﱠﺮﺕ‬‫ﻓ‬‫ﻭ‬ ‫ﻛﻤﺎ‬ .‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻤﻮﺳﻴﻘﻰ‬ ‫ﺃﺳﺎﺱ‬ ‫ﻋﻠﻰ‬ ‫ﱟ‬‫ﻣﺒﻨﻲ‬ ‫َﺮ‬‫ﻜ‬‫ﻣﺒﺘ‬ ٍ‫ﻋﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺿﻤﻦ‬ ‫ﻭﺫﻟﻚ‬ ‫ﺳﻜﺎﻳﭗ‬ ‫ﺇﻟﻰ‬ ‫ﺳﻜﺎﻳﭗ‬ ‫ﻣﻦ‬ ‫ﺔ‬ًّ‫ﺎﻧﻴ‬‫ﱠ‬‫ﻣﺠ‬ ٍ‫ﺼﺎﻻﺕ‬‫ﱢ‬‫ﺗ‬‫ﻭﺍ‬ ‫ﻟﺤﺮﻛﺔ‬ ‫ﺍﻟﻌﺎﻟﻢ‬ ‫ﻣﺴﺘﻮﻯ‬ ‫ﻋﻠﻰ‬ ٍ‫ﻧﺎﻗﻞ‬ َ‫ﺃﻛﺒﺮ‬ ‫ﺎ‬ًّ‫ﺣﺎﻟﻴ‬ ‫ﺳﻜﺎﻳﭗ‬ ‫ﺑﺮﻧﺎﻣﺞ‬ ‫ﻭﺻﺎﺭ‬ .‫ﱠ‬‫ﻟﻠﻨﺪ‬ ‫ﱢ‬‫ﺍﻟﻨﺪ‬ ‫ﺑﺘﻘﻨﻴﺔ‬ ‫ﻰ‬‫ﱠ‬‫ﺴﻤ‬ُ‫ﻳ‬ ‫ﻣﺎ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﺤﺎﺟﺔ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻤﺪﻳﻨﺔ‬ ‫ﱠﺎﻥ‬‫ﻜ‬‫ﺳ‬ ‫ﻌﻔﻲ‬ُ‫ﻳ‬ ‫ﻪ‬‫ﱠ‬‫ﻧ‬‫ﻓﺈ‬ ،(Zipcar) ‫ﻛﺎﺭ‬ ‫ﺯﻳﭗ‬ ‫ﻣﻮﻗﻊ‬ ‫ﺎ‬‫ﱠ‬‫ﺃﻣ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺼﻮﺗﻴ‬ ‫ﺼﺎﻻﺕ‬‫ﱢ‬‫ﺗ‬‫ﺍﻻ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﻋﻀﻮﻳ‬ ‫ﻧﻈﺎﻡ‬ ‫ﺑﻤﻮﺟﺐ‬ ‫ﺑﺎﻟﻴﻮﻡ‬ ‫ﺃﻭ‬ ‫ﺑﺎﻟﺴﺎﻋﺔ‬ ‫ﺎﺭﺍﺕ‬‫ﱠ‬‫ﺍﻟﺴﻴ‬ ‫ﺗﺄﺟﻴﺮ‬ ‫ﺧﺪﻣﺔ‬ ‫ﺗﻮﻓﻴﺮ‬ ‫ﻋﺒﺮ‬ ‫ﻭﺫﻟﻚ‬ ‫ﺎﺭﺓ‬‫ﱠ‬‫ﺳﻴ‬ ‫ﱡﻚ‬‫ﻠ‬‫ﺗﻤ‬ ،‫ﻟﻠﻤﺴﺘﺨﺪﻣﻴﻦ‬ ‫ﺣﺪﻳﺜﺔ‬ ‫ﻻﺣﺘﻴﺎﺟﺎﺕ‬ ً‫ﺔ‬‫ﺍﺳﺘﺠﺎﺑ‬ ‫ﻳﺄﺗﻲ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻪ‬‫ﱠ‬‫ﻧ‬‫ﺇ‬ .‫ﺍﺷﺘﺮﺍﻙ‬ ‫ﺳﻮﻡ‬ُ‫ﺭ‬ َ‫ﻘﺎﺑﻞ‬ُ‫ﻣ‬ ‫ﺓ‬‫ﱠ‬‫ﺣﺪ‬ ‫ﻣﻦ‬ ‫ﺍﻟﺘﺨﻔﻴﻒ‬ ‫ﻋﻠﻰ‬ (Grameen Bank) ‫ﻏﺮﺍﻣﻴﻦ‬ ‫ﺑﻨﻚ‬ ُ‫ﻭﻳﺴﺎﻋﺪ‬ .‫ﺔ‬‫ﱠ‬‫ﺤ‬ِ‫ﻠ‬ُ‫ﻣ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺑﻴﺌﻴ‬ ٍ‫ﻡ‬‫ﻫﻤﻮ‬ ‫ﺇﻟﻰ‬ ً‫ﺔ‬‫ﺇﺿﺎﻓ‬ .‫ﺎ‬ً‫ﺷﺎﺋﻌ‬ ‫ﺍ‬ً‫ﺃﻣﺮ‬ ‫ﻟﻠﻔﻘﺮﺍﺀ‬ ‫ﺍﻟﺼﻐﻴﺮﺓ‬ ‫ﺍﻟﻘﺮﻭﺽ‬ ‫ﺗﻘﺪﻳﻢ‬ َ‫ﺟﻌﻞ‬ ٍ‫ﺮ‬َ‫ﻜ‬‫ﻣﺒﺘ‬ ٍ‫ﻋﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻋﺒﺮ‬ ‫ﻘﺮ‬َ‫ﻔ‬‫ﺍﻟ‬ ‫ﻭﺗﻨﻔﻴﺬﻫﺎ‬ ‫ﻭﺗﺼﻤﻴﻤﻬﺎ‬ ‫ﻛﻬﺬﻩ‬ ‫ﺔ‬‫ﱠ‬‫ﻭﻗﻮﻳ‬ ‫ﺟﺪﻳﺪﺓ‬ ‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺍﺑﺘﻜﺎﺭ‬ ‫ﻟﻨﺎ‬ ‫ﻰ‬‫ﱠ‬‫ﻨ‬‫ﻳﺘﺴ‬ ‫ﻛﻴﻒ‬ ْ‫ﻟﻜﻦ‬ ‫ﺗﺤﺖ‬ ‫ﺍﻟﺰﻣﻦ‬ ‫ﻋﻠﻴﻬﺎ‬ ‫ﻋﻔﺎ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻘﺪﻳﻤﺔ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ َ‫ﻧﻀﻊ‬ ‫ﺃﻥ‬ ‫ﻟﻨﺎ‬ ‫ﻳﻤﻜﻦ‬ ‫ﻛﻴﻒ‬ ‫ﺔ؟‬‫ﱠ‬‫ﻣﻨﻬﺠﻴ‬ ٍ‫ﺑﻄﺮﻳﻘﺔ‬ ٍ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺇﻟﻰ‬ ‫ﺮ‬ ‫ﱡ‬‫ﺍﻟﺘﺒﺼ‬ ‫ﺑﺤﺴﻦ‬ ‫ﺰ‬‫ﱠ‬‫ﺗﺘﻤﻴ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻷﻓﻜﺎﺭ‬ ‫ﺗﺤﻮﻳﻞ‬ ‫ﻨﺎ‬ُ‫ﻨ‬‫ﻳﻤﻜ‬ ‫ﻛﻴﻒ‬ ‫ﻭﺍﻻﺳﺘﻘﺼﺎﺀ؟‬ ‫ﺍﻟﺒﺤﺚ‬ َ‫ﻛﺘﺎﺏ‬ ‫ﱠ‬‫ﺇﻥ‬ ‫ﺍﻟﻘﺮﺍﺭ؟‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻧﺤﻦ‬ ‫ﺎ‬‫ﱠ‬‫ﻨ‬‫ﻛ‬ ْ‫ﺇﻥ‬ ‫ﻩ‬َ‫ﺇﺣﻴﺎﺀ‬ َ‫ﻌﻴﺪ‬ُ‫ﺗ‬ ‫ﺃﻭ‬ ‫ﺍﻟﻤﻮﺭﻭﺙ‬ ‫ﻯ‬‫ﱠ‬‫ﻭﺗﺘﺤﺪ‬ ‫ﺍﻟﻠﻌﺒﺔ‬ َ‫ﻗﻮﺍﻋﺪ‬ ُ‫ﺮ‬‫ﱢ‬‫ﺗﻐﻴ‬ .‫ﺟﻤﻴﻌﻬﺎ‬ ‫ﺍﻟﺘﺴﺎﺅﻻﺕ‬ ‫ﻫﺬﻩ‬ ‫ﻋﻦ‬ ‫ﺍﻹﺟﺎﺑﺔ‬ ‫ﺇﻟﻰ‬ ُ‫ﻳﻬﺪﻑ‬ ‘‘ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫’’ﺍﺑﺘﻜﺎﺭ‬ ‫ﺍﻟﻜﺘﺎﺏ؛‬ ‫ﻟﺘﺄﻟﻴﻒ‬ ‫ﺍ‬ً‫ﺟﺪﻳﺪ‬ ‫ﺎ‬ً‫ﻧﻤﻄ‬ ‫ﻴﻨﺎ‬‫ﱠ‬‫ﻨ‬‫ﺗﺒ‬ ‫ﻓﻘﺪ‬ ،‫ﺍﻟﻮﻋﻆ‬ ‫ﺩ‬‫ﱠ‬‫ﻣﺠﺮ‬ ‫ﻣﻦ‬ ‫ﺍ‬ً‫ﺧﻴﺮ‬ ‫ﺍﻟﻔﻌﻞ‬ ُ‫ﺔ‬‫ﻣﻤﺎﺭﺳ‬ ‫ﻛﺎﻧﺖ‬ ‫ﺎ‬‫ﱠ‬‫ﻭﻟـﻤ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺍﺑﺘﻜﺎﺭ‬ ‫ﻣﻨﺼﺔ‬ ‫ﻣﻮﻗﻊ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﺸﺘﺮﻛﻴﻦ‬ ‫ﺍﻷﻋﻀﺎﺀ‬ ‫ﻣﻦ‬ ‫ﻭﺳﺒﻌﻴﻦ‬ ‫ﻣﺌﺔ‬ ‫ﺃﺭﺑﻊ‬ ‫ﱠ‬‫ﺇﻥ‬ ‫ﺣﻴﺚ‬ ‫ﺩﺓ‬‫ﱠ‬‫ﻟﻤﺴﻮ‬ ‫ﺍﻟﻨﺎﻗﺪﺓ‬ ‫ﻭﺍﻟﻤﻼﺣﻈﺎﺕ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻮﺍﻗﻌﻴ‬ ‫ﻭﺍﻟﺤﺎﻻﺕ‬ ‫ﺍﻷﻣﺜﻠﺔ‬ ‫ﺗﻘﺪﻳﻢ‬ ‫ﻓﻲ‬ ‫ﺷﺎﺭﻛﻮﺍ‬ ‫ﻗﺪ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻟﻜﺘﺎﺏ‬ ‫ﺇﻋﺪﺍﺩ‬ ‫ﻓﻲ‬ ‫ِﺑﺘﻨﺎ‬‫ﺮ‬‫ﺗﺠ‬ ‫ﻋﻦ‬ ‫ﺍﻟﻤﺰﻳﺪ‬ ‫ﻭﻫﻨﺎﻙ‬ .‫ﺗﺮﺣﺎﺏ‬ ‫ﱢ‬‫ﺑﻜﻞ‬ ‫ﻣﺴﺎﻫﻤﺎﺗﻬﻢ‬ ‫ﻠﻨﺎ‬‫ﱠ‬‫ﺗﻘﺒ‬ ‫ﻭﻗﺪ‬ -‫ﺍﻟﻜﺘﺎﺏ‬ .‫ﻣﻨﻪ‬ ‫ﺍﻷﺧﻴﺮ‬ ‫ﺍﻟﻔﺼﻞ‬ ‫ﻓﻲ‬
  • 12.
    ‫ﺟﻮه‬ ُ‫و‬ ‫ﺳﺒﻌﺔ‬ ‫إﻋﺪاد‬‫وراء‬ ‫ﻧﻤﻮذج‬ ‫’’اﺑﺘﻜﺎر‬ ‘‘ ّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ّ‫اﻟﺘﻨﻔﻴﺬي‬ ُ‫اﻟﻤﺪﻳﺮ‬ ،(Jean-Pierre Cuoni) ‫ﻛﻴﻮﻧﻲ‬ ‫ﭘـﻴﻴﺮ‬ -‫ﺟﺎﻥ‬ ‫ﺟﻲ‬ ‫ﺃﻑ‬ ‫ﺇﻱ‬ ‫ﺑﻨﻚ‬ /‫ﺍﻹﺩﺍﺭﺓ‬ ‫ﻣﺠﻠﺲ‬ ‫ﺭﺋﻴﺲ‬ (EFG Interna onal) ‫ﺇﻧﺘﺮﻧﺎﺷﻮﻧﺎﻝ‬ ‫ﺟﺪﻳﺪ‬ ٍ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺗﺄﺳﻴﺲ‬ :‫ﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﻣﺤﻮﺭ‬ .‫ﻗﺪﻳﻢ‬ ‫ﻣﻴﺪﺍﻥ‬ ‫ﻓﻲ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻣﺠﻠﺲ‬ ‫ﺭﺋﻴﺲ‬ ‫ﻫﻮ‬ ‫ﻛﻴﻮﻧﻲ‬ ‫ﭘـﻴﻴﺮ‬ -‫ﺟﺎﻥ‬ ‫ﺑﻨﻚ‬ ‫ﻭﻫﻮ‬ ،‫ﺇﻧﺘﺮﻧﺎﺷﻮﻧﺎﻝ‬ ‫ﺟﻲ‬ ‫ﺃﻡ‬ ‫ﺇﻱ‬ ‫ﺑﻨﻚ‬ ‫ﻟﻨﻤﺎﺫﺝ‬ ‫ﺍ‬ً‫ﺍﺑﺘﻜﺎﺭ‬ ‫ﺍﻷﻛﺜﺮ‬ ‫ﻳﻜﻮﻥ‬ ‫ﺃﻥ‬ ‫ﻳﻤﻜﻦ‬ ‫ﱞ‬‫ﺧﺎﺹ‬ ‫ﺇﻃﺎﺭ‬ ‫ﻭﻓﻲ‬ .‫ﺍﻟﻤﻴﺪﺍﻥ‬ ‫ﻓﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻋﻠﻰ‬ ‫ﺑﻜﺜﺎﻓﺔ‬ ُ‫ﻳﻌﻤﻞ‬ ،‫ﺟﻲ‬ ‫ﺃﻑ‬ ‫ﺇﻱ‬ ‫ﻟﺪﻯ‬ ‫ﻋﻤﻠﻪ‬ ‫ﺍﻟﺒﻨﻚ‬ ‫ﺑﻴﻦ‬ ‫ﺍﻟﺴﺎﺋﺪﺓ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻨﻤﻄﻴ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﺗﻄﻮﻳﺮ‬ ‫ﱠ‬‫ﺇﻥ‬ .‫ﻓﻴﻪ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻋﻼﻗﺎﺕ‬ ‫ﻭﻣﺪﻳﺮﻱ‬ ‫ﻭﻋﻤﻼﺋﻪ‬ ‫ﻭﺗﻨﻔﻴﺬﻩ‬ ‫ﻭﺻﻴﺎﻏﺘﻪ‬ ‫ﻣﺒﺘﻜﺮ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺭ‬‫ﱡ‬‫ﺗﺼﻮ‬ ‫ﻻﻋﺒﻴﻦ‬ ‫ﻣﻊ‬ ‫ﺑﺎﻻﺷﺘﺮﺍﻙ‬ ‫ﻣﺤﺎﻓﻆ‬ ٍ‫ﻋﻤﻞ‬ ‫ﻣﺠﺎﻝ‬ ‫ﻓﻲ‬ ‫ﻯ‬‫ﱠ‬‫ﺩ‬‫ﺃ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻭﻫﺬﺍ‬ .‫ﺎ‬ًّ‫ﺣﻘ‬ ‫ﱞ‬‫ﻓﻦ‬ ‫ﻫﻮ‬ ‫ﻤﺎ‬‫ﱠ‬‫ﻧ‬‫ﺇ‬ ،‫ﻗﺪﻳﺮﻳﻦ‬ ‫ﺿﻤﻦ‬ ‫ﺇﻧﺘﺮﻧﺎﺷﻮﻧﺎﻝ‬ ‫ﺟﻲ‬ ‫ﺃﻑ‬ ‫ﺇﻱ‬ ‫ﺑﻨﻚ‬ ‫ﻭﺿﻊ‬ ‫ﺇﻟﻰ‬ .‫ﻣﺠﺎﻟﻪ‬ ‫ﻓﻲ‬ ‫ﺍ‬ًّ‫ﻧﻤﻮ‬ ‫ﺍﻷﺳﺮﻉ‬ ‫ﺍﻟﺒﻨﻮﻙ‬ ّ‫ﻳﺎدي‬ِّ‫اﻟﺮ‬ ُ‫اﻟﻤﺪﻳﺮ‬ ،(Dagfinn Myrhe) ‫ﻣﺎﻳﺮﻱ‬ ‫ﺩﺍﻏﻔﻦ‬ ‫ﻧﻤﺎﺫﺝ‬ -‫ﻭﺍﻻﺑﺘﻜﺎﺭ‬ ‫ﺍﻟﺒﺤﻮﺙ‬ ‫ﻗﺴﻢ‬ ‫ﺭﺋﻴﺲ‬ (Telenor) ‫ﺗﻴﻠﻴﻨﻮﺭ‬ -‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻣﻦ‬ ‫ﺍﻻﺳﺘﻔﺎﺩﺓ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻤﺴﺎﻋﺪﺓ‬ :‫ﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﻣﺤﻮﺭ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻓﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴ‬ ‫ﺭﺍﺕ‬‫ﱡ‬‫ﺍﻟﺘﻄﻮ‬ ‫ﺃﺣﺪﺙ‬ .‫ﻟﻬﺎ‬ ‫ﺍﻟﻤﻨﺎﺳﺒﺔ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﺷﺮﻛﺔ‬ ‫ﻓﻲ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺣﺪﺓ‬َ‫ﻭ‬ ‫ﺩﺍﻏﻔﻦ‬ ‫ﻳﺮﺃﺱ‬ ‫ﻠﻲ‬‫ﱢ‬‫ﻐ‬‫ﻣﺸ‬ ‫ﻋﺸﺮ‬ ‫ﺃﻛﺒﺮ‬ ‫ﻣﻦ‬ ‫ﻭﺍﺣﺪﺓ‬ ‫ﻭﻫﻲ‬ ،‫ﺗﻴﻠﻴﻨﻮﺭ‬ ‫ﻗﻄﺎﻉ‬ ‫ﱠ‬‫ﺇﻥ‬ .‫ﺍﻟﻌﺎﻟﻢ‬ ‫ﻓﻲ‬ ‫ﻣﺤﻤﻮﻟﺔ‬ ‫ﻫﻮﺍﺗﻒ‬ ‫ﺷﺒﻜﺎﺕ‬ ،‫ﻣﺘﻮﺍﺻﻠﺔ‬ ‫ﺍﺑﺘﻜﺎﺭﺍﺕ‬ ‫ﺇﻟﻰ‬ ‫ﺑﺤﺎﺟﺔ‬ ‫ﺼﺎﻻﺕ‬‫ﱢ‬‫ﺗ‬‫ﺍﻻ‬ ‫ﻋﻠﻰ‬ ‫ﺗﻴﻠﻴﻨﻮﺭ‬ ‫ﺗﺴﺎﻋﺪ‬ ‫ﺩﺍﻏﻔﻦ‬ ‫ﻭﻣﺒﺎﺩﺭﺍﺕ‬ ‫ﻭﺍﻟﺘﻲ‬ ‫ﻳﻤﻮﻣﺔ‬‫ﱠ‬‫ﻟﻠﺪ‬ ‫ﺍﻟﻘﺎﺑﻠﺔ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺗﺤﺪﻳﺪ‬ ‫ﺭﺍﺕ‬‫ﱡ‬‫ﺍﻟﺘﻄﻮ‬ ‫ﻷﺣﺪﺙ‬ ‫ﺍﻟﻜﺎﻣﻠﺔ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺍﻹﻣﻜﺎﻧﻴ‬ ‫ﱡ‬‫ﺗﺴﺘﻐﻞ‬ ‫ﻓﻲ‬ ‫ﻪ‬ُ‫ﻘ‬‫ﻭﻓﺮﻳ‬ ‫ﺩﺍﻏﻔﻦ‬ ُ‫ﻳﺒﺤﺚ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴ‬ ‫ﻋﺒﺮ‬ ‫ﺟﺪﻳﺪﺓ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﻭﻓﺮﺹ‬ ‫ﻣﻔﺎﻫﻴﻢ‬ ‫ﺍﺳﺘﻜﺸﺎﻑ‬ ‫ﻟﻠﺼﻨﺎﻋﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﻬﺎﺕ‬‫ﱡ‬‫ﻟﻠﺘﻮﺟ‬ ٍ‫ﻋﻤﻴﻖ‬ ٍ‫ﺗﺤﻠﻴﻞ‬ .‫ﻭﺍﺳﺘﺨﺪﺍﻣﻬﺎ‬ ‫ﺭﺓ‬‫ﱢ‬‫ﻣﺘﻄﻮ‬ ٍ‫ﺗﺤﻠﻴﻞ‬ ِ‫ﺃﺩﻭﺍﺕ‬ ‫ﻭﺗﻄﻮﻳﺮ‬ ّ‫ﻳﺎدي‬ِّ‫اﻟﺮ‬ ،(Marielle Sigjers) ‫ﺳﻴﺠﺮﺯ‬ ‫ﻣﺎﺭﻳﻴﻞ‬ ‫ﺍﻟﻘﺎﺑﻀﺔ‬ ‫ﺃﻑ‬ ‫ﺇﻱ‬ ‫ﺩﻱ‬ ‫ﺳﻲ‬ ‫ﺷﺮﻛﺔ‬ ،‫ﺭﻳﺎﺩﻱ‬ (CDEF Holding BV) ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺍﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﻣﻌﺎﻟﺠﺔ‬ :‫ﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﻣﺤﻮﺭ‬ ‫ﺟﺪﻳﺪﺓ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻭﺑﻨﺎﺀ‬ ‫ﺎﺓ‬‫ﱠ‬‫ﺍﻟﻤﻠﺒ‬ ‫ﻏﻴﺮ‬ .‫ﺫﻟﻚ‬ ‫ﺑﺸﺄﻥ‬ ‫ﻛﺎﻣﻠﺔ‬ ‫ﺃﻋﻤﺎﻝ‬ ُ‫ﺔ‬‫ﱠ‬‫ﺭﻳﺎﺩﻳ‬ ‫ﺳﻴﺠﺮﺯ‬ ‫ﻣﺎﺭﻳﻴﻞ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻓﻲ‬ ‫ﻭﺷﺮﻳﻜﻬﺎ‬ ‫ﻫﻲ‬ ُ‫ﺗﻘﻮﻡ‬ .‫ﺍﻟﻤﻮﺍﺻﻔﺎﺕ‬ ‫ﺳﺲ‬ُ‫ﺃ‬ ِ‫ﺑﺰﻋﺰﻋﺔ‬ ‫ﻫﻮﻑ‬ ‫ﺩﻳﻦ‬ ‫ﻓـﺎﻥ‬ ‫ﺭﻭﻧﺎﻟﺪ‬ ‫ﻭﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﻭﺍﻟﻤﺆﺗﻤﺮﺍﺕ‬ ‫ﺍﻻﺟﺘﻤﺎﻋﺎﺕ‬ ‫ﺻﻨﺎﻋﺔ‬ ‫ﺍﺑﺘﻜﺮ‬ ‫ﻭﻗﺪ‬ .‫ﻭﻣﺒﺘﻜﺮﺓ‬ ‫ﺟﺪﻳﺪﺓ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﺑﻨﻤﺎﺫﺝ‬ ‫ﻏﻴﺮ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺑﺎﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﻴﻦ‬َ‫ﻣﺪﻓﻮﻋ‬ ،‫ﺍﻻﺛﻨﺎﻥ‬ ‫ﻣﻴﺖ‬ ‫ﺗﻮ‬ ‫ﺳﻴﺘﺲ‬ ‫ﻣﺜﻞ‬ ً‫ﺓ‬‫ﺟﺪﻳﺪ‬ َ‫ﻣﻔﺎﻫﻴﻢ‬ ،‫ﺎﺓ‬‫ﱠ‬‫ﺍﻟﻤﻠﺒ‬ ‫ﻳﺘﻴﺢ‬ ‫ﺍﻟﺬﻱ‬ (seatstomeet.com) ‫ﻛﻮﻡ‬ ‫ﺩﻭﺕ‬ ‫ﺃﻥ‬ ‫ﺍﻟﻄﺎﺋﺮﺓ‬ ‫ﻣﺘﻦ‬ ‫ﻋﻠﻰ‬ ‫ﻭﻫﻢ‬ ‫ﻟﻠﻤﺴﺘﺨﺪﻣﻴﻦ‬ .‫ﺔ‬‫ﱠ‬‫ﺗﻘﻠﻴﺪﻳ‬ ‫ﻏﻴﺮ‬ ‫ﻣﻮﺍﻗﻊ‬ ‫ﻓﻲ‬ ‫ﻻﺟﺘﻤﺎﻋﺎﺗﻬﻢ‬ ‫ﻳﺤﺠﺰﻭﺍ‬ ‫ﺗﺠﺮﻳﺐ‬ ‫ﻓﻲ‬ ‫ﺑﺎﺳﺘﻤﺮﺍﺭ‬ ‫ﺎ‬ً‫ﻣﻌ‬ ‫ﻳﺸﺘﺮﻛﺎﻥ‬ ‫ﻭﻫﻤﺎ‬ ‫ﺍﻷﻓﻜﺎﺭ‬ ‫ﻘﻮﻥ‬‫ﱢ‬‫ﻭﻳﻄﺒ‬ ،‫ﺟﺪﻳﺪﺓ‬ ٍ‫ﺃﻋﻤﺎﻝ‬ ‫ﻟﻨﻤﺎﺫﺝ‬ ‫ﺃﻓﻜﺎﺭ‬ .‫ﺟﺪﻳﺪﺓ‬ َ‫ﻣﺸﺎﺭﻳﻊ‬ َ‫ﻟﺘﻜﻮﻥ‬ ‫ﺑﺎﻟﻨﺠﺎﺡ‬ ‫ﺮﺓ‬ ‫ﱢ‬‫ﺍﻟﻤﺒﺸ‬
  • 13.
    ‫اﻟﻤﺴﺘﺜﻤﺮ‬ ،(Gert Steens) ‫ﺳﺘﻴﻨﺰ‬‫ﺟﻴﺮﺕ‬ ‫ﺑﻲ‬ ‫ﺃﻭﺑﻠﻮﻧﺴﻜﻲ‬ -‫ﺍﺳﺘﺜﻤﺎﺭﻱ‬ ‫ﻭﻣﺤﻠﻞ‬ ‫ﺭﺋﻴﺲ‬ (Oblonski BV) ‫ﻓـﻲ‬ ‫ﺫﺍﺕ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻓﻲ‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭ‬ :‫ﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﻣﺤﻮﺭ‬ .‫ﺍﻟﻤﻨﺎﻓﺴﺔ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻷﻗﻮﻯ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻟﻨﻤﺎﺫﺝ‬ ‫ﺃﻓﻀﻞ‬ ‫ﺗﺤﺪﻳﺪ‬ ‫ﻋﺒﺮ‬ ‫ﻗﻮﺗﻪ‬ ‫ﺟﻴﺮﺕ‬ ُ‫ﻳﻜﺴﺐ‬ ‫ﻓﻲ‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭ‬ ‫ﱠ‬‫ﺇﻥ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﺃﻧﻤﺎﻁ‬ ‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻭﺫﺍﺕ‬ ‫ﻧﺎﺟﺤﺔ‬ ‫ﻏﻴﺮ‬ ‫ﻣﻨﺸﺂﺕ‬ ‫ﱢﻔﻪ‬‫ﻠ‬‫ﻭﻳﻜ‬ ‫ﺍﻟﻤﻼﻳﻴﻦ‬ ‫ﻩ‬َ‫ﻋﻤﻼﺀ‬ ُ‫ﱢﻒ‬‫ﻠ‬‫ﻳﻜ‬ ‫ﻗﺪ‬ ‫ﺳﻠﻴﻤﺔ‬ ‫ﻏﻴﺮ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﺃﻧﻤﺎﻁ‬ ُ‫َﻬﻢ‬‫ﻓ‬ ُ‫ﻳﺼﻴﺮ‬ ‫ﻭﻗﺪ‬ .‫ﻪ‬َ‫ﺗ‬‫ﺷﻬﺮ‬ ‫ﻫﻮ‬ ‫ﻪ‬‫ﱠ‬‫ﻧ‬‫ﺇ‬ .‫ﻋﻤﻠﻪ‬ ‫ﻣﻦ‬ ‫ﺎ‬ًّ‫ﺣﻴﻮﻳ‬ ‫ﺍ‬ً‫ﺟﺰﺀ‬ ‫ﺔ‬‫ﱠ‬‫ﻭﺍﻹﺑﺪﺍﻋﻴ‬ ‫ﺍﻟﺠﺪﻳﺪﺓ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺎﻟﻴ‬ ‫ﺍﻟﺘﺤﻠﻴﻼﺕ‬ ‫ﻣﻦ‬ ‫ﺃﺑﻌﺪ‬ ‫ﻫﻮ‬ ‫ﻣﺎ‬ ‫ﺇﻟﻰ‬ ‫ﻳﺬﻫﺐ‬ ‫ﺍﻟﻨﻤﺎﺫﺝ‬ ‫ﺑﻴﻦ‬ ً‫ﺔ‬‫ﻣﻘﺎﺭﻧ‬ ‫ﺠﺮﻱ‬ُ‫ﻳ‬ ‫ﺣﻴﺚ‬ ‫ﺍﻟﻤﻌﺘﺎﺩﺓ‬ ‫ﺍﻟﻔﺮﻭﻗﺎﺕ‬ ‫ﺗﺤﺪﻳﺪ‬ ‫ﺑﻬﺪﻑ‬ ‫ﺍﻟﻤﺨﺘﻠﻔﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﻋﻦ‬ ‫ﺍﻟﻜﺸﻒ‬ ‫ﺇﻟﻰ‬ ‫ﻱ‬‫ﱢ‬‫ﺩ‬‫ﺗﺆ‬ ‫ﻗﺪ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫ﺇﻟﻰ‬ ‫ﺑﺎﺳﺘﻤﺮﺍﺭ‬ ‫ﻳﺴﻌﻰ‬ ‫ﻭﻫﻮ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﻨﺎﻓﺴﻴ‬ ‫ﺍﻟﻤﺰﺍﻳﺎ‬ .‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﻴﺪﺍﻥ‬ ‫ﻓﻲ‬ ‫ﺍﺑﺘﻜﺎﺭﺍﺕ‬ ‫ﺗﺤﻘﻴﻖ‬ ّ‫اﻻﺳﺘﺸﺎري‬ Bas van) ‫ﺃﻭﺳﺘﺮﻫﺎﻭﺕ‬ ‫ﻓـﺎﻥ‬ ‫ﺑﺎﺱ‬ ‫ﻣﺴﺘﺸﺎﺭﻳﻦ/ﺷﺮﻛﺔ‬ ‫ﻛﺒﻴﺮ‬ ،(Oosterhout Capgemini) ‫ﻟﻼﺳﺘﺸﺎﺭﺍﺕ‬ ‫ﻛﺎﭘـﺠﻴﻤﻴﻨﻲ‬ (Consul ng ‫ﺗﻘﻴﻴﻢ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﺴﺎﻋﺪﺓ‬ :‫ﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﻣﺤﻮﺭ‬ ‫ﺔ‬‫ﱠ‬‫ﻳ‬‫ﺍﻟﺘﺠﺎﺭ‬ ‫ﺃﻋﻤﺎﻟﻬﻢ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺷﺮﻛﺔ‬ ‫ﻓﻲ‬ ‫ﺍﻻﺑﺘﻜﺎﺭ‬ ‫ﻓﺮﻳﻖ‬ ‫ﻓﻲ‬ ٌ‫ﻋﻀﻮ‬ ‫ﺑﺎﺱ‬ ‫ﺇﻟﻰ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ‬ ‫ﺍﻷﻣﺮ‬ ‫ﻫﻮ‬ ‫ﻭﻛﻤﺎ‬ .‫ﻛﺎﭘـﺠﻴﻤﻴﻨﻲ‬ ‫ﻭﺗﺠﺪﻳﺪ‬ ‫ﺍﻷﺩﺍﺀ‬ ‫ﻣﺴﺘﻮﻯ‬ ‫ﺑﺮﻓﻊ‬ ٌ‫ﻡ‬َ‫ﻣﻐﺮ‬ ‫ﻫﻮ‬ ،‫ﻋﻤﻼﺋﻪ‬ ‫ﻭﻗﺪ‬ .‫ﻭﺍﻻﺑﺘﻜﺎﺭ‬ ‫ﺍﻹﺑﺪﺍﻉ‬ ‫ﻋﺒﺮ‬ ‫ﺍﻟﺘﻨﺎﻓﺲ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻘﺪﺭﺓ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻟﻨﻤﺎﺫﺝ‬ ‫ﺑﺎﺑﺘﻜﺎﺭ‬ ُ‫ﱢﻖ‬‫ﻠ‬‫ﺍﻟﻤﺘﻌ‬ ُ‫ﺍﻟﻨﺸﺎﻁ‬ ‫ﺻﺎﺭ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻷﻫﻤﻴ‬ ‫ﺇﻟﻰ‬ ‫ﺍ‬ً‫ﻧﻈﺮ‬ ‫ﻭﺫﻟﻚ‬ ‫ﻟﻌﻤﻠﻪ‬ ‫ﺎ‬ًّ‫ﺃﺳﺎﺳﻴ‬ ‫ﺎ‬ً‫ﻧ‬‫ﱢ‬‫ﻣﻜﻮ‬ ‫ﻣﺸﺎﺭﻳﻊ‬ ‫ﺇﻟﻰ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ‬ ‫ﺍﻟﻨﺸﺎﻁ‬ ‫ﻟﻬﺬﺍ‬ ‫ﺍﻟﻌﺎﻟﻴﺔ‬ ‫ﻫﻮ‬ ‫ﺗﺤﻘﻴﻘﻪ‬ ‫ﺇﻟﻰ‬ ‫ﻳﺴﻌﻰ‬ ‫ﺍﻟﺬﻱ‬ ‫ﻭﺍﻟﻬﺪﻑ‬ .‫ﻋﻤﻼﺋﻪ‬ ‫ﺑﻨﻤﺎﺫﺝ‬ ‫ﱠﻖ‬‫ﻠ‬‫ﻳﺘﻌ‬ ‫ﻣﺎ‬ ‫ﻓﻲ‬ ‫ﻭﻣﺴﺎﻋﺪﺗﻬﻢ‬ ‫ﻋﻤﻼﺋﻪ‬ ‫ﺇﻟﻬﺎﻡ‬ ‫ﻰ‬‫ﱠ‬‫ﺘ‬‫ﺣ‬ ‫ﺭ‬‫ﱡ‬‫ﺍﻟﺘﺼﻮ‬ ‫ﻣﺮﺣﻠﺔ‬ ‫ﻣﻦ‬ ‫ﺍ‬ً‫ﺑﺪﺀ‬ ‫ﺍﻟﺠﺪﻳﺪﺓ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ،‫ﺍﻟﻬﺪﻑ‬ ‫ﻫﺬﺍ‬ ‫ﻭﻟﺘﺤﻘﻴﻖ‬ . ّ‫ﺍﻟﻌﻤﻠﻲ‬ ‫ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﻣﺮﺣﻠﺔ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻷﻗﻮﻯ‬ ‫ﻓﻬﻤﻪ‬ ‫ﻋﻠﻰ‬ ‫ﺑﺎﺱ‬ ‫ﻝ‬‫ﱢ‬‫ﻳﻌﻮ‬ .‫ﺍﻟﻌﻤﻞ‬ ‫ﻣﺠﺎﻝ‬ ‫ﻋﻦ‬ ‫ﺍﻟﻨﻈﺮ‬ ‫ﱢ‬‫ﺑﻐﺾ‬ ‫ﻢ‬ ِّ‫اﻟﻤﺼﻤ‬ ،(Trish Papadakos) ‫ﭘـﺎﭘـﺎﺩﺍﻛﻮﺱ‬ ‫ﺗﺮﻳﺶ‬ ‫ﺇﻧﺴﺘﻴﺘﻴﻮﺕ‬ ‫’’ﺫﺍ‬ ‫ﺴﺔ‬‫ﱠ‬‫ﻟﻤﺆﺳ‬ ‫ﺍﻟﻮﺣﻴﺪﺓ‬ ‫ﺍﻟﻤﺎﻟﻜﺔ‬ (The Ins tute of You) ‘‘‫ﻳﻮ‬ ‫ﺃﻭﻑ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻌﺜﻮﺭ‬ :‫ﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﻣﺤﻮﺭ‬ .‫َﺮ‬‫ﻜ‬‫ﻣﺒﺘ‬ ‫ﻣﻨﺘﺞ‬ ‫ﻹﻃﻼﻕ‬ ‫ﺍﻟﻤﻨﺎﺳﺐ‬ ً‫ﺓ‬‫ﻣﻬﺎﺭ‬ ‫ﺗﻤﺘﻠﻚ‬ ‫ﻣﻮﻫﻮﺑﺔ‬ ٌ‫ﺔ‬‫ﱠ‬‫ﺷﺎﺑ‬ ٌ‫ﺔ‬‫ﻤ‬‫ﱢ‬‫ﻣﺼﻤ‬ ‫ﺗﺮﻳﺶ‬ ‫ﻓﻲ‬ ‫ﻭﺣﺒﻜﻬﺎ‬ ‫ﻣﺎ‬ ٍ‫ﻓﻜﺮﺓ‬ ‫ﻮﻫﺮ‬َ‫ﺟ‬ ‫ﺍﻗﺘﻨﺎﺹ‬ ‫ﻓﻲ‬ ‫ﺔ‬ ‫ﱠ‬‫ﺧﺎﺻ‬ ‫ﺍﻵﻥ‬ ‫ﺗﻌﻤﻞ‬ ‫ﻭﻫﻲ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺍﻟﺘﻮﺍﺻﻞ‬ ‫ﺧﻄﻂ‬ ‫ﻣﺴﺎﻋﺪﺓ‬ -‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﺨﺎﺻ‬ ‫ﺃﻓﻜﺎﺭﻫﺎ‬ ‫ﻣﻦ‬ ‫ﻭﺍﺣﺪﺓ‬ ‫ﻋﻠﻰ‬ ‫ﺣﻴﺎﺗﻬﻢ‬ ‫ﻣﺴﺎﺭﺍﺕ‬ ‫ﺮﻭﻥ‬‫ﱢ‬‫ﻳﻐﻴ‬ ‫ﺍﻟﺬﻳﻦ‬ ‫ﺍﻟﻤﻮﻇﻔﻴﻦ‬ ،‫ﺍﻟﺒﺤﻮﺙ‬ ‫ﻓﻲ‬ ‫ﺃﻣﻀﺘﻬﺎ‬ ‫ﺃﺳﺎﺑﻴﻊ‬ ‫ﺑﻌﺪ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﻮﻇﻴﻔﻴ‬ ُ‫ﺗﺪﺭﻙ‬ .‫ﺍﻟﺘﺼﻤﻴﻢ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻵﻥ‬ ُ‫ﺗﻌﻤﻞ‬ ‫ﺑﺪﺃﺕ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺍﻛﺘﺸﺎﻑ‬ ‫ﻋﻠﻴﻬﺎ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﺍ‬ً‫ﺪ‬‫ﱢ‬‫ﺟﻴ‬ ‫ﺗﺮﻳﺶ‬ .‫ﺧﺪﻣﺎﺗﻬﺎ‬ ‫ﺮﻭﻳﺞ‬َ‫ﺗ‬ ‫ﻣﻦ‬ ‫ﱢﻨﻬﺎ‬‫ﻜ‬‫ﻳﻤ‬ ‫ﺍﻟﺬﻱ‬ ‫ﺍﻟﻤﻨﺎﺳﺐ‬ ،‫ﺑﺎﻟﻌﻤﻞ‬ ‫ﱢﻖ‬‫ﻠ‬‫ﺍﻟﻤﺘﻌ‬ ‫ﺍﻟﺠﺰﺀ‬ ‫ﺎ‬ ً‫ﺃﻳﻀ‬ ‫ﺗﺪﺭﻙ‬ ‫ﺃﻧﻬﺎ‬ ‫ﻛﻤﺎ‬ ‫ﻏﻴﺮ‬ .‫ﻤﺔ‬‫ﱢ‬‫ﺼﻤ‬ُ‫ﻣ‬ ‫ﺑﺼﻔﺘﻬﺎ‬ ‫ﺎ‬ًّ‫ﻳﻮﻣﻴ‬ ‫ﻋﻠﻴﻪ‬ ‫ﺗﻌﻤﻞ‬ ‫ﻣﺎ‬ ‫ﻭﻫﻮ‬ ‫ﻬﺎ‬َ‫ﺃﺣﻮﺟ‬ ‫ﱟ‬‫ﺭﺳﻤﻲ‬ ‫ﺗﻌﻠﻴﻢ‬ ‫ﻋﻠﻰ‬ ‫ﺣﺼﻮﻟﻬﺎ‬ ‫ﻋﺪﻡ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﺍﻟﻤﻨﺎﺳﺒﺔ‬ ‫ﻭﺍﻷﺩﻭﺍﺕ‬ ‫ﺍﻟﻤﺼﻄﻠﺤﺎﺕ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻵﻥ‬ .‫ﺍﻟﻜﺒﺮﻯ‬ ‫ﺍﻟﺼﻮﺭﺓ‬ ‫ﺳﻢ‬َ‫ﻟﺮ‬ ‫اﻟﺪﻗﻴﻖ‬ ُّ‫ﻳﺎدي‬ِّ‫اﻟﺮ‬ ‫ﺍﺟﺘﻤﺎﻋﻲ‬ ‫ﱞ‬‫ﺭﻳﺎﺩﻱ‬ ،(Iqbal Quadir) ‫ﻗﺎﺩﺭ‬ ‫ﺇﻗﺒﺎﻝ‬ Grameen) ‫ﻏﺮﺍﻣﻴﻦ‬ ‫ﻫﻮﺍﺗﻒ‬ ‫ﺷﺮﻛﺔ‬ ‫ﺲ‬‫ﱢ‬‫ﻣﺆﺳ‬ (Phone ‫ﺍﺟﺘﻤﺎﻋﻲ‬ ‫ﺗﻐﻴﻴﺮ‬ ‫ﺇﺣﺪﺍﺙ‬ :‫ﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﻣﺤﻮﺭ‬ .‫َﺮﺓ‬‫ﻜ‬‫ﻣﺒﺘ‬‫ﺃﻋﻤﺎﻝ‬‫ﻧﻤﺎﺫﺝ‬ ‫ﻋﺒﺮ‬‫ﺇﻳﺠﺎﺑﻲ‬ ‫ﻭﺍﻗﺘﺼﺎﺩﻱ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻋﻦ‬ ‫ﺑﺎﺳﺘﻤﺮﺍﺭ‬ ‫ﺇﻗﺒﺎﻝ‬ ‫ﻳﺒﺤﺚ‬ َ‫ﻳﻜﻮﻥ‬ ‫ﺃﻥ‬ ‫ﱠﻊ‬‫ﻗ‬‫ﺘﻮ‬ُ‫ﻳ‬ ‫ﺍﻟﺬﻱ‬ ‫ﺍﻟﻨﻮﻉ‬ ‫ﻣﻦ‬ ‫ﻣﺒﺘﻜﺮﺓ‬ ‫ﻋﻤﻠﻪ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﱠﺮ‬‫ﻓ‬‫ﻭ‬ .‫ﻋﻤﻴﻖ‬ ‫ﱞ‬‫ﺍﺟﺘﻤﺎﻋﻲ‬ ٌ‫ﺗﺄﺛﻴﺮ‬ ‫ﻟﻬﺎ‬ ‫ﻣﺌﺔ‬ ‫ﻟﻨﺤﻮ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻬﺎﺗﻔﻴ‬ ‫ﺼﺎﻻﺕ‬‫ﱢ‬‫ﺗ‬‫ﺍﻻ‬ َ‫ﺔ‬‫ﺧﺪﻣ‬ ‫ﱡ‬‫ﺍﻟﺘﺤﻮﻳﻠﻲ‬ ‫ﺍﻻﺳﺘﻔﺎﺩﺓ‬ ‫ﻋﺒﺮ‬ ‫ﺑﻨﻐﻼﺩﺵ‬ ‫ﻓﻲ‬ ‫ﻣﻮﺍﻃﻦ‬ ‫ﻣﻠﻴﻮﻥ‬ ‫ﺍﻟﻘﺮﻭﺽ‬ ‫ﻟﺘﻘﺪﻳﻢ‬ ‫ﻏﺮﺍﻣﻴﻦ‬ ‫ﺑﻨﻚ‬ ‫ﺷﺒﻜﺔ‬ ‫ﻣﻦ‬ ‫ﻋﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻋﻦ‬ ‫ﺍﻵﻥ‬ ‫ﻳﺒﺤﺚ‬ ‫ﻭﻫﻮ‬ .‫ﺍﻟﺼﻐﻴﺮﺓ‬ ‫ﺗﻜﻮﻥ‬ ‫ﺑﻜﻠﻔﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻜﻬﺮﺑﺎﺋﻴ‬ ‫ﺍﻟﻄﺎﻗﺔ‬ ‫ﺑﻤﻮﺟﺒﻪ‬ ‫ﱢﺮ‬‫ﻓ‬‫ﻳﻮ‬ .‫ﺑﻨﻐﻼﺩﺵ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻔﻘﻴﺮﺓ‬ ‫ﺍﻟﻄﺒﻘﺔ‬ ‫ﻳﺪ‬ ‫ﻣﺘﻨﺎﻭﻝ‬ ‫ﻓﻲ‬ ‫ﻟﻤﻌﻬﺪ‬ ‫ﺍﻟﺘﺎﺑﻊ‬ ‫ﻟﻴﻐﺎﺗﻮﻡ‬ ‫ﻟﻤﺮﻛﺰ‬ ‫ﺎ‬ ً‫ﺭﺋﻴﺴ‬ ‫ﻭﺑﺼﻔﺘﻪ‬ MIT's Legatum) ‫ﻟﻠﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫ﻣﺎﺳﺎﺗﺸﻮﺳﻴﺘﺲ‬ ‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ‬ ‫ﺍﻟﺘﻤﻜﻴﻦ‬ ‫ﻳﺸﺠﻊ‬ ‫ﻓﺈﻧﻪ‬ ،(Center َ‫ﻟﺘﻜﻮﻥ‬ ‫َﺮﺓ‬‫ﻜ‬‫ﻣﺒﺘ‬ ‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﻋﺒﺮ‬ ‫ﻟﻠﻤﺠﺘﻤﻌﺎﺕ‬ .‫ﺔ‬‫ﱠ‬‫ﻭﺍﻻﻗﺘﺼﺎﺩﻳ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻻﺟﺘﻤﺎﻋﻴ‬ ‫ﻨﻤﻴﺔ‬‫ﱠ‬‫ﺘ‬‫ﻟﻠ‬ ‫ﺍ‬ً‫ﻣﺴﺎﺭ‬
  • 14.
    ‫اﻟﻤﺨﻄﻂ‬ ‫ﺔ‬َّ‫اﻻﺳﱰاﺗﻴﺠﻴ‬ ‫اﻟﻤﺤﺘﻮﻳﺎت‬ ‫ﻗﺎﺋﻤﺔ‬ ٌ‫ﺓ‬‫ﺃﺩﺍ‬ -ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻣﺨﻄﻂ‬ 1 :‫ﺃﻗﺴﺎﻡ‬ ‫ﺧﻤﺴﺔ‬ ٌ‫ﻢ‬ ‫ﱠ‬‫ﻘﺴ‬ُ‫ﻣ‬ ُ‫ﺍﻟﻜﺘﺎﺏ‬ ‫ﺃﻧﻤﺎﻁ‬ 2 .‫ﻫﻴﻜﻠﺘﻪ‬ ‫ﻭﺇﻋﺎﺩﺓ‬ ‫ﻭﺗﺤﻠﻴﻠﻪ‬ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻟﺘﻮﺻﻴﻒ‬ ‫ﺮﻳﻦ‬‫ﱢ‬‫ﻜ‬‫ﻣﻔ‬ ‫ﻣﻦ‬ ٍ‫ﺔ‬‫ﻣ‬‫ﱠ‬‫َﺪ‬‫ﻘ‬‫ﻣ‬ َ‫ﻣﻔﺎﻫﻴﻢ‬ ‫ﻋﻠﻰ‬ ٌ‫ﺲ‬‫ﱠ‬‫ﻣﺆﺳ‬ -‫ﺔ‬‫ﱠ‬‫ﻳ‬‫ﺍﻟﺘﺠﺎﺭ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺗﺼﻤﻴﻢ‬ ‫ﻋﻠﻰ‬ ‫ﺗﺴﺎﻋﺪﻙ‬ ُ‫ﺃﺳﺎﻟﻴﺐ‬ 3 . ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻣﻴﺪﺍﻥ‬ ‫ﻓﻲ‬ ‫ﻴﻦ‬‫ﱢ‬‫ﻳ‬‫ﺭﻳﺎﺩ‬ ‫ﻋﺪﺳﺔ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴ‬ ‫ﺗﻔﺴﻴﺮ‬ ‫ﺓ‬ُ‫ﺩ‬‫ﺇﻋﺎ‬ 4 . ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻋﻤﻠﻚ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺗﺼﻤﻴﻢ‬ ‫ﻋﻠﻰ‬ ‫ﻟﻤﺴﺎﻋﺪﺗﻚ‬ ٌ‫ﺔ‬‫ﱠ‬‫ﻣ‬‫ﻋﺎ‬ ٌ‫ﺔ‬‫ﱠ‬‫ﻭﻋﻤﻠﻴ‬ 5 ، ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻭﺍﻷﺳﺎﻟﻴﺐ‬ ‫ﺍﻟﻤﻔﺎﻫﻴﻢ‬ ‫ﺟﻤﻴﻊ‬ ‫ﺑﻴﻦ‬ ‫ﻳﺮﺑﻂ‬ ، ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻟﻠﻌﻤﻞ‬ ٍ‫ﺮ‬‫ﻣﺒﺘﻜ‬ ‫ﻧﻤﻮﺫﺝ‬ ً‫ﺔ‬‫ﱠ‬‫ﻣﺴﺘﻘﺒﻠﻴ‬ ً‫ﺓ‬‫ﻧﻈﺮ‬ ُ‫ﺍﻷﺧﻴﺮ‬ ُ‫ﺍﻟﻘﺴﻢ‬ ‫ﻡ‬‫ﱢ‬‫ﻳﻘﺪ‬ { .‫ﺍﻟﻜﺘﺎﺏ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻮﺍﺭﺩﺓ‬ ‫ﻭﺍﻷﺩﻭﺍﺕ‬ . ً‫ﻣﺴﺘﻘﺒﻼ‬ ‫ﻻﺳﺘﻜﺸﺎﻓﻬﺎ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻟﻨﻤﺎﺫﺝ‬ ‫ﺍﻟﺨﻤﺴﺔ‬ ‫ﺍﻟﻤﻮﺍﺿﻴﻊ‬ ‫ﺣﻮﻝ‬ ‫’’ﺍﺑﺘﻜﺎﺭ‬ ‫ﻛﺘﺎﺏ‬ ‘‘‫’’ﺻﻨﻊ‬ ‫ﻋﻠﻰ‬ ً‫ﺔ‬‫ﺧﺎﻃﻔ‬ ً‫ﺓ‬‫ﻧﻈﺮ‬ ُ‫ﺍﻟﺨﺎﺗﻤﺔ‬ ‫ﻠﻘﻲ‬ُ‫ﺗ‬ ‫ﺍ‬ً‫ﻭﺃﺧﻴﺮ‬ { .‘‘ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺔ‬َّ‫اﻟﻌﻤﻠﻴ‬ ‫ﺧﺎﺗﻤﺔ‬ ‫اﻟﻨﻤﺎذج‬ ‫اﻟﺘﺼﻤﻴﻢ‬ ٌ‫ﻧﻈﺮة‬ ‫ﺔ‬َّ‫ﻣﺴﺘﻘﺒﻠﻴ‬
  • 15.
    ‫اﻟﻤﺨﻄﻂ‬ 1 ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬‫ﺗﻌﺮﻳﻒ‬ ١٤ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﺘﺴﻌﺔ‬ ‫ﺍﻟﺒﻨﺎﺀ‬ ‫ﺣﺠﺎﺭﺓ‬ ١٦ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻣﺨﻄﻂ‬ ٤٤ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫اﻷﻧﻤﺎط‬ 2 ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺗﻔﻜﻴﻚ‬ ٥٦ ‫ﺔ‬‫ﱠ‬‫ﻳ‬‫ﺍﻟﺘﺠﺎﺭ‬ ‫ﺍﻟﻄﻮﻳﻞ‬ ‫ﺍﻟﺬﻳﻞ‬ ٦٦ ُ‫ﺓ‬‫ﺩ‬‫ﱢ‬‫ﺍﻟﻤﺘﻌﺪ‬ ‫ﺎﺕ‬ ‫ﱠ‬‫ﺍﻟﻤﻨﺼ‬ ٧٦ ‫ﺍﻟﺠﻮﺍﻧﺐ‬ ‫ﻛﻨﻤﻮﺫﺝ‬ ‫ﺔ‬ّ‫ﺎﻧﻴ‬‫ﱠ‬‫ﺍﻟﻤﺠ‬ ٨٨ ّ‫ﺗﺠﺎﺭﻱ‬ ‫ﻋﻤﻞ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ١٠٨ ‫ﺍﻟﻤﻔﺘﻮﺣﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﻳ‬‫ﺍﻟﺘﺠﺎﺭ‬ ‫اﻟﺘﺼﻤﻴﻢ‬ 3 ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺭﺅﻯ‬ ١٢٦ ‫ﺍﻷﻓﻜﺎﺭ‬ ‫ﺗﻮﻟﻴﺪ‬ ١٣٤ ّ‫ﺍﻟﺒﺼﺮﻱ‬ ‫ﺍﻟﺘﻔﻜﻴﺮ‬ ١٤٦ ‫ﺔ‬‫ﱠ‬‫ﻟﻴ‬‫ﱠ‬‫ﻭ‬‫ﺍﻷ‬ ‫ﺍﻟﻨﻤﺎﺫﺝ‬ ‫ﺗﺼﻤﻴﻢ‬ ١٦٠ ‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﻘﺼ‬ ‫ﺭﻭﺍﻳﺔ‬ ١٧٠ ‫ﺳﻴﻨﺎﺭﻳﻮﻫﺎﺕ‬ ١٨٠ ‫ﺔ‬َّ‫اﻻﺳﱰاﺗﻴﺠﻴ‬ 4 ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺑﻴﺌﺔ‬ ٢٠٠ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺗﻘﻴﻴﻢ‬ ٢١٢ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻣﻨﻈﻮﺭ‬ ٢٢٦ ‫ﺔ‬‫ﱠ‬‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴ‬ ‫ﺣﻮﻝ‬ ‫ﺍﻷﺯﺭﻕ‬ ‫ﺍﻟﻤﺤﻴﻂ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺓ‬‫ﱠ‬‫ﻋﺪ‬ ‫ﺇﺩﺍﺭﺓ‬ ٢٣٢ ‫ﺔ‬‫ﱠ‬‫ﻳ‬‫ﺗﺠﺎﺭ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﺔ‬َّ‫اﻟﻌﻤﻠﻴ‬ 5 ‫ﻧﻤﻮﺫﺝ‬ ‫ﺗﺼﻤﻴﻢ‬ ُ‫ﺔ‬‫ﱠ‬‫ﻋﻤﻠﻴ‬ ٢٤٤ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﺔ‬َّ‫ﻣﺴﺘﻘﺒﻠﻴ‬ ٌ‫ﻧﻈﺮة‬ { ‫ﺔ‬‫ﱠ‬‫ﻣﺴﺘﻘﺒﻠﻴ‬ ٌ‫ﺓ‬‫ﻧﻈﺮ‬ ٢٦٢ ‫ﺧﺎﺗﻤﺔ‬ { ‫ﻫﺬﺍ‬ ‫ﺟﺎﺀ‬ ‫ﻛﻴﻒ‬ ٢٧٤ ‫ﺍﻟﻜﺘﺎﺏ؟‬ ‫ﺍﻟﻤﺮﺍﺟﻊ‬ ٢٧٦
  • 16.
  • 17.
  • 18.
    ‫ﺔ‬َّ‫اﻟﺘﺠﺎرﻳ‬ ‫اﻷﻋﻤﺎل‬ ‫ﻧﻤﺎذج‬‫ﺻﻒ‬ َ‫ﻟﻮ‬ ٌ‫ﻣﺸﱰﻛﺔ‬ ‫ﻟﻐﺔ‬ ‫ِﻫﺎ‬‫ﺮ‬‫وﺗﻐﻴﻴ‬ ‫ِﻫﺎ‬‫ﺮ‬‫وﺗﻘﺪﻳ‬ ‫ِﻫﺎ‬‫ر‬ ُّ‫وﺗﺼﻮ‬ ّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ ‫ﻣﺨﻄﻂ‬ The Business Model Canvas
  • 19.
    ‫ﻧﻤﻮﺫﺝ‬ ‫ﺗﻌﺮﻳﻒ‬ ١٤ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬‫ﺍﻟﻌﻤﻞ‬ ‫ﺍﻟﺒﻨﺎﺀ‬ ‫ﺣﺠﺎﺭﺓ‬ ١٦ ‫ﺍﻟﺘﺴﻌﺔ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻣﺨﻄﻂ‬ ٤٤ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬
  • 20.
    ١٤ ِّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ُ‫د‬ِّ‫ﺪ‬‫ﺤ‬ُ‫ﻳ‬ ‫اﻟﻤﻨﺸﺄة‬ ‫ﺒﻌﻪ‬َّ‫ﺘ‬‫ﺗ‬ ‫اﻟﺬي‬ َ‫اﻷﺳﻠﻮب‬ ‫وﺗﺤﻘﻴﻘﻬﺎ‬ ‫ﻣﺎ‬ ٍ‫ﻗﻴﻤﺔ‬ِ ‫ﻖ‬ْ‫ﻠ‬َ‫ﺧ‬ ‫ﻓﻲ‬ .‫ﻣﻨﻬﺎ‬ ‫واﻻﺳﺘﻔﺎدة‬ (Business Model) ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ _‫ﺗﻌﺮﻳﻒ‬
  • 21.
    ١٥ ٍ‫ﺍﺟﺘﻤﺎﻉ‬ ‫ﺃﻭ‬ ‫ﱟ‬‫ﺩ‬‫ﺟﺎ‬ٍ‫ﻧﻘﺎﺵ‬ ‫ﱢ‬‫ﺃﻱ‬ ‫ﻓﻲ‬ ‫ﺪﺀ‬َ‫ﺍﻟﺒ‬ ُ‫ﻧﻘﻄﺔ‬ ‫ﺗﻜﻮﻥ‬ ‫ﺃﻥ‬ ‫ﻳﻨﺒﻐﻲ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻌﻨﻴﻪ‬َ‫ﻳ‬ ‫ﻟﻤﺎ‬ َ‫ﻙ‬َ‫ﺮ‬َ‫ﺘ‬‫ﺍﻟﻤﺸ‬ َ‫ﺍﻟﻔﻬﻢ‬ ‫ﻫﻲ‬ ٍ‫ﻋﻤﻞ‬ ِ‫ﻭﺭﺷﺔ‬ ‫ﺃﻭ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻟﻨﻤﻮﺫﺝ‬ ‫ﺎ‬ً‫ﻣﻔﻬﻮﻣ‬ ُ‫ﻧﺮﻳﺪ‬ .‫ﺍﻟﻮﺍﻗﻊ‬ ‫ﻓﻲ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ .‫ﻘﺎﺵ‬‫ﱢ‬‫ﻨ‬‫ﻭﺍﻟ‬ َ‫ﻒ‬ ْ‫ﺻ‬َ‫ﺍﻟﻮ‬ ‫ﻞ‬‫ﱢ‬‫ﺴﻬ‬ُ‫ﻳ‬ ‫ﺎ‬ً‫ﻣﻔﻬﻮﻣ‬ -‫ﺇﻧﺴﺎﻥ‬ ‫ﱡ‬‫ﻛﻞ‬ ٍ‫ﺑﺴﻬﻮﻟﺔ‬ ‫ﻪ‬ُ‫ﻮﻋﺒ‬َ‫ﺘ‬‫ﻳﺴ‬ .‫ﻧﻔﺴﻪ‬ ‫ﺑﺎﻟﻤﻮﺿﻮﻉ‬ َ‫ﺙ‬‫ﱠ‬‫ﻧﺘﺤﺪ‬ ‫ﻭﺃﻥ‬ ،‫ﻧﻔﺴﻬﺎ‬ ‫ﺍﻟﻨﻘﻄﺔ‬ ‫ﻣﻦ‬ ‫ﻧﺒﺪﺃ‬ ‫ﺃﻥ‬ ُ‫ﻧﺮﻳﺪ‬ ُ‫ﺍﻟﻤﻔﻬﻮﻡ‬ َ‫ﻳﻜﻮﻥ‬ ‫ﺃﻥ‬ ‫ﺮﻭﺭﺓ‬ َ‫ﺿ‬ ‫ﻓﻲ‬ ُ‫ﻦ‬ُ‫ﻳﻜﻤ‬ ‫ﱠ‬‫ﺍﻟﺤﻘﻴﻘﻲ‬ َ‫ﻱ‬‫ﱢ‬‫ﺍﻟﺘﺤﺪ‬ ‫ﱠ‬‫ﻭﻟﻌﻞ‬ ٍ‫ﻮ‬‫ﻧﺤ‬ ‫ﻋﻠﻰ‬ ‫ﻪ‬َ‫ﻤ‬َ‫ﻳﻔﻬ‬ ‫ﺃﻥ‬ ٍ‫ﺇﻧﺴﺎﻥ‬ ‫ﱢ‬‫ﺃﻱ‬ ‫ﻭﺑﺈﻣﻜﺎﻥ‬ ،‫ﺻﻠﺔ‬ ‫ﻭﺫﺍ‬ ،‫ﺎ‬ً‫ﺑﺴﻴﻄ‬ ‫ﺍﻟﻄﺮﻕ‬ ِ‫ﺒﺴﻴﻂ‬َ‫ﺗ‬ ‫ﻓﻲ‬ ‫َﻐﺔ‬‫ﻟ‬‫ﺍﻟﻤﺒﺎ‬ ‫ﻋﺪﻡ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺤﺮﺹ‬ ‫ﻣﻊ‬ ، ّ‫ﺑﺪﻳﻬﻲ‬ .‫ﺮﻛﺎﺕ‬ ‫ﱠ‬‫ﺍﻟﺸ‬ ‫ﺑﻬﺎ‬ ُ‫ﺪﺍﺭ‬ُ‫ﺗ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺪﺓ‬‫ﱠ‬‫ﻘ‬‫ﺍﻟﻤﻌ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻒ‬ ْ‫ﺻ‬َ‫ﺑﻮ‬ ‫ﻳﺴﻤﺢ‬ ‫ﺎ‬ً‫ﻣﻔﻬﻮﻣ‬ ‫ﺍﻟﺘﺎﻟﻴﺔ‬ ‫ﺍﻟﺼﻔﺤﺎﺕ‬ ‫ﻓﻲ‬ ‫ﻟﻜﻢ‬ ‫ﻡ‬‫ﱢ‬‫ﻧﻘﺪ‬ ‫ﻨﺸﺄﺓ‬ُ‫ﻣ‬ ‫ﺔ‬‫ﱠ‬‫ﺑﺄﻳ‬ ‫ﺃﻭ‬ ‫ﺑﻤﻨﺎﻓﺴﻴﻚ‬ ‫ﺃﻭ‬ ‫ﺑﻤﻨﺸﺄﺗﻚ‬ ‫ﱢ‬‫ﺍﻟﺨﺎﺹ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ُ‫ﺍﻟﻤﻔﻬﻮﻡ‬ ‫ﻫﺬﺍ‬ ‫ﻖ‬‫ﱢ‬‫ﺒ‬ُ‫ﻃ‬ ‫ﻟﻘﺪ‬ .‫ﺍﻟﻨﻤﻮﺫﺝ‬ ‫ﻫﺬﺍ‬ ‫ﻓﻲ‬ ‫ﺎ‬ًّ‫ﻳ‬‫ﱢ‬‫ﺪ‬ِ‫ﺟ‬ ‫ﻭﺍﻟﺘﻔﻜﻴﺮ‬ ،‫ﺧﺮﻯ‬ُ‫ﺃ‬ ‫ﱢ‬‫ﺍﻟﻔﻌﻠﻲ‬ ‫ﺍﻻﺳﺘﺨﺪﺍﻡ‬ ُ‫َﻴﺪ‬‫ﻗ‬ ‫ﺍﻵﻥ‬ ‫ﻭﻫﻮ‬ ،‫ﺍﻟﻌﺎﻟﻢ‬ ‫ﻮﻯ‬َ‫ﺘ‬‫ﻣﺴ‬ ‫ﻋﻠﻰ‬ َ‫ﺮ‬ِ‫ﺒ‬ُ‫ﺘ‬‫ﻭﺍﺧ‬ ،(Ericsson)‫ﻭﺇﺭﻳﻜﺴﻮﻥ‬ ،(IBM) ‫ﺃﻡ‬ ‫ﺑﻲ‬ ‫ﺁﻱ‬ ‫ﻣﺜﻞ‬ ‫ﻣﻨﺸﺂﺕ‬ ‫ﻓﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺤﻜﻮﻣﻴ‬ ‫ﻭﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻌﺎﻣ‬ ‫ﻭﺍﻷﺷﻐﺎﻝ‬ ،(Deloi e) ‫ﻭﺩﻳﻠﻮﻳﺖ‬ .‫ﺍﻟﻜﺜﻴﺮ‬ ‫ﻭﻏﻴﺮﻫﺎ‬ ،‫ﻛﻨﺪﺍ‬ ‫ﻓﻲ‬ ‫ﻟﻚ‬ ُ‫ﺢ‬َ‫ﺗﺴﻤ‬ ً‫ﻛﺔ‬َ‫ﺮ‬َ‫ﺘ‬‫ﻣﺸ‬ ً‫ﻟﻐﺔ‬ ُ‫ﺍﻟﻤﻔﻬﻮﻡ‬ ‫ﻫﺬﺍ‬ ‫ﻳﻜﻮﻥ‬ ‫ﺃﻥ‬ ‫ﺍﻟﻤﻤﻜﻦ‬ ‫ﻣﻦ‬ َ‫ﺑﺪﺍﺋﻞ‬ َ‫ﺪ‬ِ‫ﺠ‬َ‫ﺘ‬‫ﻟ‬ ٍ‫ﺑﺴﻬﻮﻟﺔ‬ ‫ﻪ‬ِ‫ﻭﺗﻄﻮﻳﻌ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻒ‬ ْ‫ﺻ‬َ‫ﺑﻮ‬ ‫ﱡﻐﺔ‬‫ﻠ‬‫ﺍﻟ‬ ‫ﻫﺬﻩ‬ ‫ﺇﻟﻰ‬ ‫ﻞ‬ ‫ﱡ‬‫ﺍﻟﺘﻮﺻ‬ ‫ﺩﻭﻥ‬ ‫ﻪ‬‫ﱠ‬‫ﻧ‬‫ﺃ‬ ‫ﱠ‬‫ﺷﻚ‬ ‫ﻭﻻ‬ .‫ﺟﺪﻳﺪﺓ‬ ً‫ﺔ‬‫ﱠ‬‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴ‬ ‫ﺣﻮﻝ‬ ‫ﺍﻻﻓﺘﺮﺍﺿﺎﺕ‬ ‫ﻱ‬‫ﱢ‬‫ﺗﺤﺪ‬ ‫ﺍﻟﺼﻌﺐ‬ ‫ﻣﻦ‬ ‫ﺒﻘﻰ‬َ‫ﻳ‬ ‫ﻪ‬‫ﱠ‬‫ﻧ‬‫ﻓﺈ‬ ،‫ﻛﺔ‬َ‫ﺮ‬َ‫ﺘ‬‫ﺍﻟﻤﺸ‬ ٍ‫ﻭﺑﺄﺳﻠﻮﺏ‬ ٍ‫ﺑﻨﺠﺎﺡ‬ ‫ﻭﺗﺠﺪﻳﺪﻩ‬ ‫ﺑﻚ‬ ‫ﱢ‬‫ﺍﻟﺨﺎﺹ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ . ّ‫ﺠﻲ‬َ‫ﻨﻬ‬َ‫ﻣ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻟﻨﻤﻮﺫﺝ‬ ٍ‫ﻣﻤﻜﻦ‬ ٍ‫ﻒ‬ ْ‫ﺻ‬َ‫ﻭ‬ ‫ﺃﻓﻀﻞ‬ ُ‫ﺗﻘﺪﻳﻢ‬ ُ‫ﻳﻤﻜﻦ‬ ‫ﻪ‬‫ﱠ‬‫ﻧ‬‫ﺑﺄ‬ ُ‫ﻧﺆﻣﻦ‬ ‫ﻨﺎ‬‫ﱠ‬‫ﻧ‬‫ﺇ‬ ُ‫ﺗﻌﻤﻞ‬ ‫ﻛﻴﻒ‬ ُ‫ﺮ‬ِ‫ﻬ‬‫ﻈ‬ُ‫ﺗ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺃﺳﺎﺳﻴ‬ ٍ‫ﺑﻨﺎﺀ‬ ‫ﺣﺠﺎﺭﺓ‬ ‫ﺗﺴﻌﺔ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻫﺬﻩ‬ ‫ﻲ‬‫ﱢ‬‫ﻐﻄ‬ُ‫ﺗ‬ .‫ﺍﻟﻤﺎﻝ‬ ‫ﺐ‬ ْ‫َﺴ‬‫ﻛ‬‫ﻭ‬ ‫ﺍﻟﻨﺠﺎﺡ‬ ‫ﺤﻘﻴﻖ‬َ‫ﺘ‬‫ﻟ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻣﻦ‬ ‫ﻣﻨﺸﺄﺓ‬ ، ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻟﻠﻌﻤﻞ‬ َ‫ﺔ‬‫ﱠ‬‫ﺍﻷﺳﺎﺳﻴ‬ َ‫ﺔ‬‫ﺍﻷﺭﺑﻌ‬ ِ‫ﺍﻟﻤﺠﺎﻻﺕ‬ ‫ﺍﻟﺘﺴﻌﺔ‬ ‫ﺍﻟﺤﺠﺎﺭﺓ‬ ‫ﱠ‬‫ﺇﻥ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺎﻟﻴ‬ ُ‫ﺓ‬‫ﻭﺍﻟﻘﺪﺭ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺤﺘﻴ‬ ُ‫ﻭﺍﻟﺒﻨﻴﺔ‬ ،‫ﺽ‬ْ‫ﺮ‬َ‫ﻭﺍﻟﻌ‬ ،‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻭﻫﻲ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﻻﺳﺘﺮﺍﺗﻴﺠﻴ‬ ٍ‫ﻂ‬‫ﱠ‬‫ﺑﻤﺨﻄ‬ ُ‫ﻳﻜﻮﻥ‬ ‫ﻣﺎ‬ ُ‫ﻪ‬َ‫ﺃﺷﺒ‬ ‫ﻫﻮ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ِ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ .‫ﺔ‬‫ﱠ‬‫ﺗﻨﻈﻴﻤﻴ‬ َ‫ﻭﻫﻴﺎﻛﻞ‬ ٍ‫ﺎﺕ‬‫ﱠ‬‫ﻭﻋﻤﻠﻴ‬ ٍ‫ﺃﻧﻈﻤﺔ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﺗﻄﺒﻴﻘﻪ‬ ‫ﻳﺠﺮﻱ‬
  • 22.
    ‫ﺷﺮاﺋﺢ‬ ‫اﻟﻌﻤﻼء‬ Customer Segments ٍ‫ﻟﺸﺮﻳﺤﺔ‬ ً‫ﺔ‬‫ﺧﺪﻣ‬ٍ‫ﻣﻨﺸﺄﺓ‬ ‫ﱡ‬‫ﻛﻞ‬ ُ‫ﻡ‬‫ﱢ‬‫ﺗﻘﺪ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﻣﻦ‬ ‫ﺃﻛﺜﺮ‬ ‫ﺃﻭ‬ ٍ‫ﻭﺍﺣﺪﺓ‬ ‫اﻟﻘﻴﻢ‬ ‫اﻟﻤﻘﱰﺣﺔ‬ Value Proposi ons ِ‫ﻣﺸﻜﻼﺕ‬ ‫ﱢ‬‫ﺣﻞ‬ ‫ﺇﻟﻰ‬ ُ‫ﺓ‬‫ﺍﻟﻤﻨﺸﺄ‬ ‫ﺴﻌﻰ‬َ‫ﺗ‬ ‫ﻋﺒﺮ‬ ‫ﺍﺣﺘﻴﺎﺟﺎﺗﻬﻢ‬ ِ‫ﻭﺗﻠﺒﻴﺔ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ .‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﺗﻘﺪﻳﻢ‬ ‫اﻟﻘﻨﻮات‬ Channels ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ُ‫ﺇﻳﺼﺎﻝ‬ ‫ﻳﺠﺮﻱ‬ ‫ﺍﻟﺘﻮﺍﺻﻞ‬ ‫ﻗﻨﻮﺍﺕ‬ ‫ﻋﺒﺮ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺇﻟﻰ‬ .‫ﻴﻊ‬َ‫ﻭﺍﻟﺒ‬ ‫ﻭﺍﻟﺘﻮﺯﻳﻊ‬ ‫ﻣﻊ‬ ‫اﻟﻌﻼﻗﺎت‬ ‫اﻟﻌﻤﻼء‬ Customer Rela onships ٍ‫ﺷﺮﻳﺤﺔ‬ ‫ﱢ‬‫ﻛﻞ‬ ‫ﻣﻊ‬ ٌ‫ﻋﻼﻗﺎﺕ‬ ‫ﺒﻨﻰ‬ُ‫ﺗ‬ ‫ﻭﺍﻟﻌﻤﻞ‬ ،‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﻣﻦ‬ .‫ﺍﺳﺘﺪﺍﻣﺘﻬﺎ‬ ‫ﻋﻠﻰ‬ ‫اﻟﺘﺴﻌﺔ‬ ‫اﻟﺒﻨﺎء‬ ‫ﺣﺠﺎرة‬ CR CH VP CS ١٢٣٤
  • 23.
    ١٧ ‫ﻣﺼﺎدر‬ ‫اﻹﻳﺮادات‬ Revenue Streams ‫ﱡﻖ‬‫ﻓ‬‫ﺑﺎﻟﺘﺪ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬‫ﻣﺼﺎﺩﺭ‬ ُ‫ﺗﺒﺪﺃ‬ ‫ﻟﻠﻘﻴﻢ‬ ِ‫ﺍﻟﻨﺎﺟﺢ‬ ‫ﺍﻟﺘﻘﺪﻳﻢ‬ ‫ﺑﻌﺪ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫اﻟﻤﻮارد‬ ‫ﺔ‬َّ‫اﻟﺮﺋﻴﺴﻴ‬ Key Resources ُ‫ﺍﻷﺻﻮﻝ‬ ‫ﻫﻲ‬ ُ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ُ‫ﺩ‬‫ﺍﻟﻤﻮﺍﺭ‬ ‫ﺳﺒﻖ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻌﻨﺎﺻﺮ‬ ‫ﻘﺪﻳﻢ‬َ‫ﺘ‬‫ﻟ‬ ‫ﺯﻣﺔ‬ ‫ﱠ‬‫ﺍﻟﻼ‬ ‫ﺗﻠﻚ‬ ‫ﻭﺗﺴﻠﻴﻢ‬ ،‫ﺑﺸﺄﻧﻬﺎ‬ ُ‫ﺍﻟﺤﺪﻳﺚ‬ .‫ﺍﻟﻌﻨﺎﺻﺮ‬ ُ‫اﻷﻧﺸﻄﺔ‬ ‫ﺔ‬َّ‫اﻟﺮﺋﻴﺴﻴ‬ Key Ac vi es ‫ﺍﻷﻧﺸﻄﺔ‬ ‫ﻣﻦ‬ ٍ‫ﻋﺪﺩ‬ ‫ﺗﻨﻔﻴﺬ‬ ‫...ﻋﺒﺮ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫اﻟﺸﺮاﻛﺎت‬ ‫ﺔ‬َّ‫اﻟﺮﺋﻴﺴﻴ‬ Key Partnerships ‫ﺑﺎﻟﺘﻌﺎﻗﺪ‬ ‫ﺍﻷﻧﺸﻄﺔ‬ ُ‫ﺑﻌﺾ‬ ُ‫ﺬ‬‫ﱠ‬‫ﻔ‬‫ﻨ‬ُ‫ﺗ‬ ‫ﻳﺠﺮﻱ‬ ‫ﻛﻤﺎ‬ ،ٍ‫ﺔ‬‫ﱠ‬‫ﺧﺎﺭﺟﻴ‬ َ‫ﻣﺼﺎﺩﺭ‬ ‫ﻣﻊ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺑﻌﺾ‬ ‫ﻋﻠﻰ‬ ُ‫ﺍﻟﺤﺼﻮﻝ‬ .‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﺧﺎﺭﺝ‬ ُ‫ﻫـﻴﻜـــﻞ‬ ‫اﻟﺘﻜﺎﻟﻴﻒ‬ Cost Structure ‫ﻣﻦ‬ ِ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ُ‫ﻫﻴﻜﻞ‬ ُ‫ﻳﻨﺸﺄ‬ . ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ C$ KP KA KR R$ ٥٦٧٨٩
  • 24.
    ١٨ [ CS Customer Segments ‫اﻟﻌﻤﻼء‬ ‫ﺷﺮاﺋﺢ‬ CR CustomerRelationships ‫اﻟﻌﻤﻼء‬ ‫ﻣﻊ‬ ‫اﻟﻌﻼﻗﺎت‬ VP Value Propositions ‫اﻟﻤﻘﱰﺣﺔ‬ ‫اﻟﻘﻴﻢ‬ CH Channels ‫اﻟﻘﻨﻮات‬ R$ Revenue Streams ‫اﻹﻳﺮادات‬ ‫ﻣﺼﺎدر‬
  • 25.
    ١٩ KR Key Resources ‫ﺔ‬َّ‫اﻟﺮﺋﻴﺴﻴ‬ ‫اﻟﻤﻮارد‬ KP KeyPartnerships ‫ﺔ‬َّ‫اﻟﺮﺋﻴﺴﻴ‬ ‫اﻟﺸﺮاﻛﺎت‬ KA Key Activities ‫ﺔ‬َّ‫اﻟﺮﺋﻴﺴﻴ‬ ‫اﻷﻧﺸﻄﺔ‬ C$ Cost Structure ‫اﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻫﻴﻜﻞ‬
  • 26.
    ١ َ‫اﻟﻤﺨﺘﻠﻔﺔ‬ ِ‫اﻟﻤﺠﻤﻮﻋﺎت‬ ‫اﻟﻌﻤﻼء‬‫ﺑﺸﺮاﺋﺢ‬ ُّ‫اﻟﺨﺎص‬ ‫اﻟﺒﻨﺎء‬ ‫ﺣﺠﺮ‬ ُ‫د‬ِّ‫ﺪ‬َ‫ﺤ‬ُ‫ﻳ‬ ‫إﻟﻴﻬﺎ‬ ‫ﻟﺘﺼﻞ‬ ‫ﻣﺎ‬ ‫ﻣﻨﺸﺄة‬ ‫ﺗﺴﺘﻬﺪﻓﻬﺎ‬ ‫اﻟﺘﻲ‬ ‫اﻟﻤﻨﺸﺂت‬ ‫أو‬ ‫ﺎس‬ّ‫ﻨ‬‫اﻟ‬ ‫ﻣﻦ‬ .‫ﻟﻬﺎ‬ ً‫ﺧﺪﻣﺔ‬ ‫م‬ِّ‫ﺪ‬‫وﺗﻘ‬ ٍ‫ﻣﻨﺸﺄﺓ‬ ‫ﱡ‬‫ﺔ‬‫ﺃﻳ‬ ُ‫ﺗﺴﺘﻄﻴﻊ‬ ‫ﻓﻼ‬ . ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﻦ‬ ٍ‫ﻧﻤﻮﺫﺝ‬ ‫ﱢ‬‫ﺃﻱ‬ ‫ﺟﻮﻫﺮ‬ ُ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﱢﻞ‬‫ﻜ‬‫ﺸ‬ُ‫ﻳ‬ ‫ﺃﻋﻠﻰ‬ َ‫ﺗﺤﻘﻴﻖ‬ ُ‫ﺔ‬‫ﺮﻛ‬ ‫ﱠ‬‫ﺍﻟﺸ‬ ‫ﺗﺴﺘﻄﻴﻊ‬ ‫ﻰ‬‫ﱠ‬‫ﺘ‬‫ﻭﺣ‬ .(‫)ﻣﺮﺑﺤﻴﻦ‬ ‫ﻋﻤﻼﺀ‬ ‫ﻭﺟﻮﺩ‬ ‫ﺩﻭﻥ‬ ‫ﻳﻤﻮﻣﺔ‬‫ﱠ‬‫ﻭﺍﻟﺪ‬ ‫ﺍﻟﺒﻘﺎﺀ‬ ‫ﻳﺸﺘﺮﻙ‬ ٍ‫ﻣﺘﻤﻴﺰﺓ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﺇﻟﻰ‬ ‫ﻬﻢ‬ُ‫ﻔ‬‫ﺗﺼﻨﻴ‬ ‫ﺑﺈﻣﻜﺎﻧﻬﺎ‬ ‫ﱠ‬‫ﻓﺈﻥ‬ ،‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺭﺿﺎ‬ ‫ﻣﻦ‬ ٍ‫ﻣﻤﻜﻨﺔ‬ ٍ‫ﺩﺭﺟﺔ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ُ‫ﺩ‬‫ﱢ‬‫ﺪ‬َ‫ﺤ‬ُ‫ﻳ‬ ‫ﻭﻗﺪ‬ .‫ﺍﻟﺼﻔﺎﺕ‬ ‫ﻣﻦ‬ ‫ﻭﻏﻴﺮﻫﺎ‬ ‫ﻭﺍﻟﺴﻠﻮﻙ‬ ‫ﺍﻻﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﻓﻲ‬ ‫ﻣﻨﻬﺎ‬ ‫ﱞ‬‫ﻛﻞ‬ ‫ﺃﻥ‬ ٍ‫ﻣﻨﺸﺄﺓ‬ ‫ﻛﻞ‬ ‫ﻭﻋﻠﻰ‬ .‫ﺍﻟﻜﺒﻴﺮﺓ‬ ‫ﺃﻭ‬ ‫ﻐﻴﺮﺓ‬ ‫ﱠ‬‫ﺍﻟﺼ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﻣﻦ‬ َ‫ﺃﻛﺜﺮ‬ ‫ﺃﻭ‬ ‫ﺍ‬ً‫ﻭﺍﺣﺪ‬ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ُ‫ﺫ‬‫ﺨﺎ‬‫ﱢ‬‫ﺗ‬‫ﺍ‬ ‫ﱠ‬‫ﻢ‬َ‫ﺗ‬ ‫ﻭﻣﺘﻰ‬ .‫ﺗﺠﺎﻫﻠﻬﺎ‬ ُ‫ﺗﺮﻳﺪ‬ ‫ﻭﺍﻟﺘﻲ‬ ‫ﺧﺪﻣﺘﻬﺎ‬ ُ‫ﺗﺮﻳﺪ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﺸﺮﺍﺋﺢ‬ ‫ﺣﻮﻝ‬ ‫ﺎ‬ً‫ﻭﺍﻋﻴ‬ ‫ﺍ‬ً‫ﻗﺮﺍﺭ‬ َ‫ﺨﺬ‬‫ﱠ‬‫ﺘ‬‫ﺗ‬ ‫ﺎ‬ ً‫ﺴ‬‫ﱠ‬‫ﻣﺆﺳ‬ ‫ﻳﻜﻮﻥ‬ ٍ‫ﻋﻨﺎﻳﺔ‬ ‫ﱢ‬‫ﺑﻜﻞ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻟﻠﻌﻤﻞ‬ ٍ‫ﻧﻤﻮﺫﺝ‬ ُ‫ﺗﺼﻤﻴﻢ‬ ‫ﻳﻤﻜﻦ‬ ‫ﻪ‬‫ﱠ‬‫ﻧ‬‫ﻓﺈ‬ ،‫ﺍﻟﻘﺮﺍﺭ‬ ‫ﻫﺬﺍ‬ ‫ﻣﺜﻞ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﻣﻦ‬ ٍ‫ﺷﺮﻳﺤﺔ‬ ‫ﱢ‬‫ﺑﻜﻞ‬ ‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﺨﺎﺻ‬ ِ‫ﻟﻼﺣﺘﻴﺎﺟﺎﺕ‬ ٍ‫ﻋﺎﻝ‬ ٍ‫ﻢ‬‫ﱡ‬‫ﺗﻔﻬ‬ ‫ﻋﻠﻰ‬ :‫ﺍﻟﺘﺎﻟﻴﺔ‬ ‫ﺍﻟﺤﺎﻻﺕ‬ ‫ﻓﻲ‬ ً‫ﺔ‬‫ﻣﺨﺘﻠﻔ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ُ‫ﻣﺠﻤﻮﻋﺎﺕ‬ ُ‫ﻞ‬‫ﱢ‬‫ﺜ‬‫ﻤ‬ُ‫ﺗ‬‫ﻭ‬ ،‫ﻫﺬﺍ‬ .‫ﻩ‬ُ‫ﺭ‬‫ﱢ‬‫ﺒﺮ‬ُ‫ﺗ‬‫ﻭ‬ ‫ﻣﻨﻬﺎ‬ ‫ﻟﻜﻞ‬ ‫ﺎ‬ ًّ‫ﺧﺎﺻ‬ ‫ﺎ‬ ً‫ﻋﺮﺿ‬ ‫ﺗﺴﺘﺪﻋﻲ‬ ‫ﻬﻢ‬ُ‫ﺗ‬‫ﺍﺣﺘﻴﺎﺟﺎ‬ ‫ﻛﺎﻧﺖ‬ ‫ﺇﺫﺍ‬ • .‫ﻣﺨﺘﻠﻔﺔ‬ ‫ﺗﻮﺯﻳﻊ‬ ِ‫ﻗﻨﻮﺍﺕ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﺇﻟﻴﻬﻢ‬ ‫ﺍﻟﻮﺻﻮﻝ‬ ‫ﻳﻤﻜﻦ‬ ‫ﻛﺎﻥ‬ ‫ﺇﺫﺍ‬ • .‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻣﻦ‬ ً‫ﺔ‬‫ﻣﺨﺘﻠﻔ‬ ‫ﺎ‬ً‫ﺃﻧﻮﺍﻋ‬ ‫ﺗﺴﺘﺪﻋﻲ‬ ‫ﻬﻢ‬ُ‫ﺃﻭﺿﺎﻋ‬ ‫ﻛﺎﻧﺖ‬ ‫ﺇﺫﺍ‬ • . ّ‫ﺟﻮﻫﺮﻱ‬ ٍ‫ﺑﺸﻜﻞ‬ ً‫ﺔ‬‫ﻣﺘﺒﺎﻳﻨ‬ ٍ‫ﺃﺭﺑﺎﺡ‬ ‫ﺗﻮﻟﻴﺪ‬ ‫ﻋﻠﻰ‬ ‫ﻬﻢ‬ُ‫ﺗ‬‫ﻗﺪﺭﺍ‬ ‫ﻛﺎﻧﺖ‬ ‫ﺇﺫﺍ‬ • .‫ﻟﻠﻌﺮﺽ‬ ٍ‫ﻣﺨﺘﻠﻔﺔ‬ َ‫ﺟﻮﺍﻧﺐ‬ َ‫ﻣﻘﺎﺑﻞ‬ ٍ‫ﺃﻣﻮﺍﻝ‬ ‫ﻟﺪﻓﻊ‬ ٌ‫ﺩ‬‫ﺍﺳﺘﻌﺪﺍ‬ ‫ﻟﺪﻳﻬﻢ‬ ‫ﻛﺎﻥ‬ ‫ﺇﺫﺍ‬ • Customer Segments ‫اﻟﻌﻤﻼء‬ ‫ﺷﺮاﺋﺢ‬ CS
  • 27.
    ٢١ ،‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﻣﻦ‬ٌ‫ﺔ‬‫ﻣﺨﺘﻠﻔ‬ ٌ‫ﺃﻧﻮﺍﻉ‬ ‫ﻫﻨﺎﻙ‬ :‫ﺍﻷﻣﺜﻠﺔ‬ ُ‫ﺑﻌﺾ‬ ‫ﻭﻫﺬﻩ‬ (Mass market) ‫ﺔ‬‫ﱠ‬‫ﻳ‬‫ﺍﻟﺠﻤﺎﻫﻴﺮ‬ ‫ﺍﻷﺳﻮﺍﻕ‬ َ‫ﺍﻷﺳﻮﺍﻕ‬ ‫ﺗﺴﺘﻬﺪﻑ‬ ‫ﺍﻟﺘﻲ‬ ، ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ِ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ُ‫ﺰ‬‫ﱢ‬‫ﻤﻴ‬ُ‫ﺗ‬ ‫ﻻ‬ ‫ﺍﻟﺒﻨﺎﺀ‬ َ‫ﺓ‬‫ﺣﺠﺎﺭ‬ ‫ﱠ‬‫ﺇﻥ‬ .‫ﻟﻠﻌﻤﻼﺀ‬ ِ‫ﺍﻟﻤﺨﺘﻠﻔﺔ‬ ‫ﺍﻟﺸﺮﺍﺋﺢ‬ ‫ﺑﻴﻦ‬ ،َ‫ﺔ‬‫ﺍﻟﺠﻤﺎﻫﻴﺮﻳ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﻭﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﺍﻟﺘﻮﺯﻳﻊ‬ ‫ﻭﻗﻨﻮﺍﺕ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﺑﺎﻟﻘ‬ َ‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﺨﺎﺻ‬ ‫ﺍﻟﺬﻳﻦ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ ٍ‫ﻛﺒﻴﺮﺓ‬ ٍ‫ﻭﺍﺣﺪﺓ‬ ٍ‫ﻣﺠﻤﻮﻋﺔ‬ ‫ﻋﻠﻰ‬ ‫ﻬﺎ‬ُ‫ﺟﻤﻴﻌ‬ ُ‫ﺰ‬‫ﱢ‬‫ﻛ‬‫ﺗﺮ‬ ‫ﺎ‬ً‫ﻏﺎﻟﺒ‬ .‫ﺑﻌﻴﺪ‬ ‫ﱟ‬‫ﺣﺪ‬ ‫ﺇﻟﻰ‬ ِ‫ﻭﺍﻟﻤﺸﻜﻼﺕ‬ ‫ﺍﻻﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﻓﻲ‬ ‫ﻳﺸﺘﺮﻛﻮﻥ‬ ‫ﻗﻄﺎﻉ‬ ‫ﻓﻲ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﻦ‬ ُ‫ﺍﻟﻨﻮﻉ‬ ‫ﻫﺬﺍ‬ ُ‫ﻡ‬َ‫ﺴﺘﺨﺪ‬ُ‫ﻳ‬ ‫ﻣﺎ‬ .‫ﺔ‬ّ‫ﺍﻻﺳﺘﻬﻼﻛﻴ‬ ‫ﺎﺕ‬ّ‫ﺍﻹﻟﻜﺘﺮﻭﻧﻴ‬ (Niche market) ‫ﺼﺔ‬ ‫ﱢ‬‫ﺍﻟﻤﺘﺨﺼ‬ ‫ﺍﻷﺳﻮﺍﻕ‬ َ‫ﺔ‬‫ﺼ‬ ‫ﱢ‬‫ﺍﻟﻤﺘﺨﺼ‬ َ‫ﺍﻷﺳﻮﺍﻕ‬ ‫ﺗﺴﺘﻬﺪﻑ‬ ‫ﺍﻟﺘﻲ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﱢﺰ‬‫ﻛ‬‫ﺗﺮ‬ ُ‫ﺗﻜﻴﻴﻒ‬ ‫ﻳﺘﻢ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ ٍ‫ﺔ‬ َ‫ﺼ‬ ‫ﱢ‬‫ﻭﻣﺘﺨﺼ‬ ٍ‫ﺓ‬َ‫ﺩ‬‫ﱠ‬‫ﻣﺤﺪ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﺍﻟﺘﻮﺯﻳﻊ‬ ‫ﻭﻗﻨﻮﺍﺕ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﻣﺜﻞ‬ ٍ‫ﺑﻨﺎﺀ‬ ِ‫ﺣﺠﺎﺭﺓ‬ .‫ﺺ‬ ‫ﱢ‬‫ﺍﻟﻤﺘﺨﺼ‬ ‫ﻮﻕ‬ ّ‫ﻟﻠﺴ‬ ِ‫ﺓ‬َ‫ﺩ‬‫ﱠ‬‫ﺍﻟﻤﺤﺪ‬ ‫ﺍﻻﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﻲ‬ّ‫ﻟﺘﻠﺒ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ،‫ﺍﻷﺣﻴﺎﻥ‬ ‫ﺃﻏﻠﺐ‬ ‫ﻓﻲ‬ ،‫ﻫﺬﻩ‬ ‫ﻣﺜﻞ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ُ‫ﻡ‬َ‫ﺨﺪ‬َ‫ﺘ‬‫ﺴ‬ُ‫ﺗ‬ ‫ﻣﻦ‬ ٌ‫ﻛﺜﻴﺮ‬ ُ‫ﻳﻌﺘﻤﺪ‬ ، ً‫ﻓﻤﺜﻼ‬ .‫ﺍﻟﻤﺸﺘﺮﻳﻦ‬ –‫ﺍﻟﻤﻮﺭﺩﻳﻦ‬ ‫ﻋﻼﻗﺎﺕ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺴﻴﺎﺭﺍﺕ‬ ‫ﻌﻲ‬‫ﱢ‬‫ﻨ‬‫ﺼ‬ُ‫ﻣ‬ ‫ﻣﺸﺘﺮﻳﺎﺕ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺴﻴﺎﺭﺍﺕ‬ ‫ﻏﻴﺎﺭ‬ ‫ﻗﻄﻊ‬ ‫ﻌﻲ‬‫ﱢ‬‫ﻨ‬‫ﺼ‬ُ‫ﻣ‬ .‫ﺍﻟﺮﺋﻴﺴﻴﻴﻦ‬ (Segmented) ‫ﺍﻟﺘﻤﻴﻴﺰ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﺴﻮﻕ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﺑﻴﻦ‬ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺑﻌﺾ‬ ‫ﺰ‬‫ﱢ‬‫ﻤﻴ‬ُ‫ﺗ‬ .‫ﺑﻌﺾ‬ ‫ﻋﻦ‬ ‫ﻬﺎ‬ ُ‫ﺑﻌﻀ‬ ‫ﺍﻟﺸﻲﺀ‬ ‫ﺑﻌﺾ‬ ‫ﻬﺎ‬ُ‫ﺗ‬‫ﻭﻣﺸﻜﻼ‬ ‫ﻬﺎ‬ُ‫ﺗ‬‫ﺍﺣﺘﻴﺎﺟﺎ‬ ‫ﺗﺨﺘﻠﻒ‬ Credit) ‫ﺳﻮﻳﺲ‬ ‫ﻛﺮﻳﺪﻱ‬ ‫ﻣﺜﻞ‬ ٍ‫ﻟﺒﻨﻚ‬ (Retail Arm) ‫ﺍﻟﺘﺠﺰﺋﺔ‬ ُ‫ﻓﺬﺭﺍﻉ‬ ‫ﺍﻟﺬﻳﻦ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ ٍ‫ﻛﺒﻴﺮﺓ‬ ٍ‫ﻣﺠﻤﻮﻋﺔ‬ ‫ﺑﻴﻦ‬ ُ‫ﺰ‬‫ﱢ‬‫ﻤﻴ‬ُ‫ﺗ‬ ‫ﻗﺪ‬ ، ً‫ﻣﺜﻼ‬ (Suisse ٍ‫ﻭﻣﺠﻤﻮﻋﺔ‬ ٍ‫ﺭ‬‫ﺩﻭﻻ‬ ‫ﺃﻟﻒ‬ ‫ﻣﺌﺔ‬ ‫ﺇﻟﻰ‬ ُ‫ﺗﺼﻞ‬ ً‫ﺃﺻﻮﻻ‬ ‫ﻣﻨﻬﻢ‬ ‫ﱞ‬‫ﻛﻞ‬ ‫ﻳﻤﺘﻠﻚ‬ ‫ﱟ‬‫ﻛﻞ‬ ُ‫ﺓ‬‫ﺛﺮﻭ‬ ‫ﺗﺘﺠﺎﻭﺯ‬ ‫ﺍﻟﺬﻳﻦ‬ ‫ﺍﻷﺛﺮﻳﺎﺀ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ ٍ‫ﺻﻐﻴﺮﺓ‬ ‫ﺃﺧﺮﻯ‬ ‫ﺍﻻﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺸﺮﻳﺤﺘﺎﻥ‬ ‫ﺗﺸﺘﺮﻙ‬ .‫ﺍﻟﻤﻠﻴﻮﻥ‬ َ‫ﻧﺼﻒ‬ ‫ﻣﻨﻬﻢ‬ ‫ﻟﻬﺬﺍ‬ ‫ﻛﺎﻥ‬ .‫ﺑﻌﺾ‬ ‫ﻋﻦ‬ ‫ﻬﺎ‬ ُ‫ﺑﻌﻀ‬ ‫ﻣﺘﺒﺎﻳﻨﺔ‬ ‫ﺗﺒﻘﻰ‬ ‫ﻬﺎ‬‫ﱠ‬‫ﻧ‬‫ﺃ‬ ‫ﺇﻻ‬ ،‫ﻭﺍﻟﻤﺸﻜﻼﺕ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻟﻨﻤﻮﺫﺝ‬ ‫ﺍﻷﺧﺮﻯ‬ ‫ﺍﻟﺒﻨﺎﺀ‬ ‫ﺣﺠﺎﺭﺓ‬ ‫ﻋﻠﻰ‬ ٌ‫ﺍﻧﻌﻜﺎﺳﺎﺕ‬ ‫ﺍﻷﻣﺮ‬ ‫ﻭﻗﻨﻮﺍﺕ‬ ،‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﻣﺜﻞ‬ ،‫ﺳﻮﻳﺲ‬ ‫ﻛﺮﻳﺪﻱ‬ ‫ﻟﺒﻨﻚ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺇﻟﻰ‬ ‫ﺮ‬ُ‫ﺍﻧﻈ‬ .‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻭﻣﺼﺎﺩﺭ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﻭﻟﻠﻌﻼﻗﺎﺕ‬ ،‫ﺍﻟﺘﻮﺯﻳﻊ‬ Micro Precision) ‫ﺳﻴﺴﺘﻤﺰ‬ ‫ﺑﺮﻳﺴﺠﻦ‬ ‫ﻣﺎﻳﻜﺮﻭ‬ ‫ﺷﺮﻛﺔ‬ ‫ﺣﺎﻟﺔ‬ ِ‫ﻣﺘﻨﺎﻫﻴﺔ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﻣﻴﻜﺎﻧﻴﻜﻴ‬ َ‫ﺗﺼﺎﻣﻴﻢ‬ ‫ﺗﻘﺪﻳﻢ‬ ‫ﻓﻲ‬ ُ‫ﺺ‬ ‫ﱠ‬‫ﺗﺘﺨﺼ‬ ‫ﺍﻟﺘﻲ‬ ،(Systems ‫ﺇﻧﻬﺎ‬ .‫ﺔ‬‫ﱠ‬‫ﺧﺎﺭﺟﻴ‬ َ‫ﻣﺼﺎﺩﺭ‬ ‫ﻋﻠﻰ‬ ‫ﺑﺎﻻﻋﺘﻤﺎﺩ‬ ‫ﻟﻠﺼﻨﺎﻋﺔ‬ ٍ‫ﻭﺣﻠﻮﻝ‬ ‫ﻐﺮ‬ ‫ﱢ‬‫ﺍﻟﺼ‬ ،‫ﺍﻟﺴﺎﻋﺎﺕ‬ ‫ﺻﻨﺎﻋﺔ‬ –‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ ً‫ﺔ‬‫ﻣﺨﺘﻠﻔ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﺛﻼﺙ‬ ‫ﺗﺨﺪﻡ‬ ‫ﺎ‬ً‫ﻗﻴﻤ‬ ‫ﻣﻨﻬﺎ‬ ‫ﱟ‬‫ﻟﻜﻞ‬ ُ‫ﻡ‬‫ﱢ‬‫ﻘﺪ‬ُ‫ﺗ‬‫ﻭ‬ –‫ﺍﻟﺼﻨﺎﻋﻴﺔ‬ ‫ﺍﻷﺗﻤﺘﺔ‬ ‫ﻭﻗﻄﺎﻉ‬ ‫ﺍﻟﻄﺒﻴﺔ‬ ‫ﺍﻟﺼﻨﺎﻋﺔ‬ .‫ﺎ‬ً‫ﻔ‬‫ﻃﻔﻴ‬ ‫ًﺎ‬‫ﻓ‬‫ﺍﺧﺘﻼ‬ ‫ﺍﻷﺧﺮﻯ‬ ‫ﻋﻦ‬ ‫ﻣﺨﺘﻠﻔﺔ‬ ‫ﻣﻘﺘﺮﺣﺔ‬ (Diversified) ‫ﺍﻟﺘﻨﻮﻳﻊ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ِ‫ﻉ‬‫ﱢ‬‫ﻣﺘﻨﻮ‬ ‫ﱟ‬‫ﺗﺠﺎﺭﻱ‬ ٍ‫ﻋﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺗﺘﺒﻨﻰ‬ ‫ﺍﻟﺘﻲ‬ ُ‫ﺓ‬‫ﺍﻟﻤﻨﺸﺄ‬ ‫ﻡ‬‫ﱢ‬‫ﻘﺪ‬ُ‫ﺗ‬ ‫ﻭﺗﺨﺘﻠﻒ‬ ،‫ﺑﻴﻨﻬﻤﺎ‬ ‫ﺗﻼﻗﻲ‬ ‫ﻻ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ ‫ﻟﺸﺮﻳﺤﺘﻴﻦ‬ ‫ﻬﺎ‬ِ‫ﺧﺪﻣﺎﺗ‬ ‫ﺭﺕ‬‫ﱠ‬‫ﻗﺮ‬ ، ً‫ﻓﻤﺜﻼ‬ .‫ﺑﻌﺾ‬ ‫ﻋﻦ‬ ‫ﻬﻤﺎ‬ ُ‫ﺑﻌﻀ‬ ‫ﻭﻣﺸﻜﻼﺗﻬﻤﺎ‬ ‫ﺍﺣﺘﻴﺎﺟﺎﺗﻬﻤﺎ‬ ٢٠٠٦ ‫ﺳﻨﺔ‬ ‫ﻓﻲ‬ (Amazon.com) ‫ﻛﻮﻡ‬ ‫ﺩﻭﺕ‬ ‫ﺃﻣﺎﺯﻭﻥ‬ ‫ﺷﺮﻛﺔ‬ ‫”ﺍﻟﺤﻮﺳﺒﺔ‬ ‫ﺧﺪﻣﺎﺕ‬ ‫ﺑﺒﻴﻊ‬ ‫ﺗﻤﺎﺭﺳﻬﺎ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﺘﺠﺰﺋﺔ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﺗﻨﻮﻳﻊ‬ ‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﻋﻠﻰ‬ ٍ‫ﺗﺨﺰﻳﻦ‬ ُ‫ﺰ‬‫ﱢ‬‫ﺣﻴ‬ :(Cloud Compu ng) “‫ﺍﻟﺴﺤﺎﺑﻴﺔ‬ َ‫ﺗﻘﺪﻳﻢ‬ ‫ﺑﺪﺃﺕ‬ ‫ﻭﻫﻜﺬﺍ‬ .‫ﺍﻟﻄﻠﺐ‬ ‫ﻋﻨﺪ‬ ‫ﺍﻟﺸﺒﻜﺔ‬ ‫ﺧﺎﺩﻡ‬ ُ‫ﻭﺍﺳﺘﺨﺪﺍﻡ‬ -‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﺷﺮﻛﺎﺕ‬ -‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ ‫ﺎ‬ً‫ﺗﻤﺎﻣ‬ ٍ‫ﻣﺨﺘﻠﻔﺔ‬ ٍ‫ﻟﺸﺮﻳﺤﺔ‬ ٍ‫ﺧﺪﻣﺔ‬ ‫ﺍﻟﺪﺍﻓﻊ‬ ‫ﱡ‬‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‬ ‫ﺍﻟﻤﻨﻄﻖ‬ ُ‫ﻦ‬ُ‫ﻳﻜﻤ‬ .‫ﺎ‬ً‫ﺗﻤﺎﻣ‬ ‫ﻣﺨﺘﻠﻔﺔ‬ ‫ﻣﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﺑﻘﻴ‬ ‫ﺍﻟﻤﺘﻮﺍﻓﺮﺓ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻘﻮﻳ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺤﺎﺳﻮﺑﻴ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻷﺳﺎﺳﻴ‬ ‫ﺍﻟﺒﻨﻴﺔ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺘﻨﻮﻳﻊ‬ ‫ﻟﻬﺬﺍ‬ ُ‫ﻋﻤﻠﻴﺎﺕ‬ ‫ﻣﻨﻬﺎ‬ ‫ﺗﺴﺘﻔﻴﺪ‬ ‫ﺃﻥ‬ ‫ﻳﻤﻜﻦ‬ ‫ﱠﺘﻲ‬‫ﻟ‬‫ﻭﺍ‬ ‫ﻛﻮﻡ‬ ‫ﺩﻭﺕ‬ ‫ﺃﻣﺎﺯﻭﻥ‬ ‫ﻟﺪﻯ‬ .‫ﺍﻟﺴﺤﺎﺑﻴﺔ‬ ‫ﻟﻠﺤﻮﺳﺒﺔ‬ ‫ﺍﻟﺠﺪﻳﺪﺓ‬ ‫ﺍﻟﺨﺪﻣﺔ‬ ُ‫ﺓ‬‫ﻭﻭﺣﺪ‬ ،‫ﺍﻟﺘﺠﺰﺋﺔ‬ ‫ﻣﺒﻴﻌﺎﺕ‬ ‫ﺍﻟﺠﻮﺍﻧﺐ‬ ‫ﺍﻟﻤﺘﻌﺪﺩﺓ‬ (‫)ﺍﻷﺳﻮﺍﻕ‬ ‫ﺍﻟﻤﻨﺼﺎﺕ‬ (Mul -sided pla orms or mul -sided markets) ‫ﺷﺮﺍﺋﺢ‬ ‫ﻣﻦ‬ ‫ﺃﻛﺜﺮ‬ ‫ﺃﻭ‬ ‫ﻟﺸﺮﻳﺤﺘﻴﻦ‬ ‫ﺧﺪﻣﺎﺗﻬﺎ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﺑﻌﺾ‬ ‫ﻡ‬‫ﱢ‬‫ﻘﺪ‬ُ‫ﺗ‬ ‫ﺇﻟﻰ‬ ٍ‫ﺍﺋﺘﻤﺎﻥ‬ ‫ﺑﻄﺎﻗﺎﺕ‬ ‫ﻣﻨﺸﺄﺓ‬ ‫ﺗﺤﺘﺎﺝ‬ ، ً‫ﻓﻤﺜﻼ‬ .‫ﺍﻟﻤﺘﺮﺍﺑﻄﺔ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺎ‬ ً‫ﺃﻳﻀ‬ ٍ‫ﻋﺮﻳﻀﺔ‬ ٍ‫ﻭﻗﺎﻋﺪﺓ‬ ‫ﺍﻻﺋﺘﻤﺎﻥ‬ ‫ﺑﻄﺎﻗﺎﺕ‬ ‫ﻠﺔ‬َ‫ﻤ‬َ‫ﺣ‬ ‫ﻣﻦ‬ ٍ‫ﻋﺮﻳﻀﺔ‬ ٍ‫ﻗﺎﻋﺪﺓ‬ ‫ﺗﺤﺘﺎﺝ‬ ،‫ﻭﺑﺎﻟﻤﺜﻞ‬ .‫ﺍﻟﺒﻄﺎﻗﺎﺕ‬ ‫ﺑﺘﻠﻚ‬ ‫ﺍﻟﺘﻌﺎﻣﻞ‬ ‫ﻳﻘﺒﻠﻮﻥ‬ ‫ﺍﻟﺬﻳﻦ‬ ‫ﺍﻟﺘﺠﺎﺭ‬ ‫ﻣﻦ‬ ‫ﻣﻦ‬ ٍ‫ﻋﺮﻳﻀﺔ‬ ٍ‫ﻗﺎﻋﺪﺓ‬ ‫ﺇﻟﻰ‬ ً‫ﺔ‬‫ﱢ‬‫ﻣﺠﺎﻧﻴ‬ ً‫ﺔ‬‫ﺻﺤﻴﻔ‬ ُ‫ﻡ‬‫ﱢ‬‫ﺪ‬َ‫ﻘ‬ُ‫ﺗ‬ ٌ‫ﺔ‬‫ﱠ‬‫ﺻﺤﻔﻴ‬ ٌ‫ﺓ‬‫ﻣﻨﺸﺄ‬ ‫ﺇﻟﻰ‬ ‫ﺗﺤﺘﺎﺝ‬ ‫ﻬﺎ‬‫ﱠ‬‫ﻧ‬‫ﻓﺈ‬ ،‫ﺃﺧﺮﻯ‬ ٍ‫ﻧﺎﺣﻴﺔ‬ ‫ﻭﻣﻦ‬ .‫ﺍﻟﻤﻌﻠﻨﻴﻦ‬ ‫ﻟﺠﺬﺏ‬ ‫ﺍﺀ‬ّ‫ﺍﻟﻘﺮ‬ ‫ﻫﺎﺗﻴﻦ‬ ‫ﻣﻦ‬ ‫ﺑﺪ‬ ‫ﻻ‬ ‫ﻟﺬﺍ‬ .‫ﻭﺍﻟﺘﻮﺯﻳﻊ‬ ‫ﺍﻹﻧﺘﺎﺝ‬ ‫ﺗﻜﺎﻟﻴﻒ‬ ‫ﻟﺘﻐﻄﻴﺔ‬ ‫ﻨﻴﻦ‬ِ‫ﻌﻠ‬ُ‫ﻣ‬ ‫)ﺍﻧﻈﺮ‬ ‫ﻫﺬﺍ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻧﺠﺎﺡ‬ ‫ﻟﻀﻤﺎﻥ‬ ‫ﺍﻟﺸﺮﻳﺤﺘﻴﻦ‬ .(‫ﺍﻟﺠﻮﺍﻧﺐ‬ ‫ﺩﺓ‬‫ﱢ‬‫ﻣﺘﻌﺪ‬ ‫ﺎﺕ‬ ‫ﱠ‬‫ﺍﻟﻤﻨﺼ‬ ‫ﺣﻮﻝ‬ ‫ﻟﻠﻤﺰﻳﺪ‬ ٧٦ ‫ﺻﻔﺤﺔ‬ ‫اﻟﻘﻴﻤﺔ؟‬ ُ‫ِﺪ‬‫ﺟ‬‫ﻧﻮ‬ ‫ﻟﻤﻦ‬ ‫ﻋﻤﻼﺋﻨﺎ؟‬ ُّ‫أﻫﻢ‬ ‫ﻦ‬ َ‫ﻣ‬
  • 28.
    ‫اﻟﻤﻨﺘﺠﺎت‬ َ‫ﺣﺰﻣﺔ‬ ‫اﻟﻤﻘﱰﺣﺔ‬‫ﺑﺎﻟﻘﻴﻢ‬ ُّ‫اﻟﺨﺎص‬ ‫اﻟﺒﻨﺎء‬ ‫ﺣﺠﺮ‬ ‫ﻳﺼﻒ‬ .‫اﻟﻌﻤﻼء‬ ‫ﻣﻦ‬ ٍ‫دة‬َّ‫ﺪ‬‫ﻣﺤ‬ ٍ‫ﻟﺸﺮﻳﺤﺔ‬ ً‫ﻗﻴﻤﺔ‬ ‫ﺗﺨﻠﻖ‬ ‫اﻟﺘﻲ‬ ‫واﻟﺨﺪﻣﺎت‬ ٍ‫ﻨﺔ‬‫ﱠ‬‫ﻣﻌﻴ‬ ٍ‫ﻣﻨﺸﺄﺓ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻪ‬‫ﱡ‬‫ﺗﻮﺟ‬ ‫ﺧﻠﻒ‬ ‫ﻳﻜﻤﻦ‬ ‫ﺍﻟﺬﻱ‬ ‫ﺍﻟﺴﺒﺐ‬ ‫ﻫﻲ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﺍﻟﻘ‬ ‫ﺇﻥ‬ ‫ﻲ‬‫ﱢ‬‫ﺗﻠﺒ‬ ‫ﺎ‬‫ﱠ‬‫ﻭﺇﻣ‬ ،‫ﺍﻟﻤﺴﺘﻬﻠﻚ‬ ‫ﻳﻌﺎﻧﻴﻬﺎ‬ ً‫ﺔ‬‫ﻣﺸﻜﻠ‬ ‫ﱡ‬‫ﺗﺤﻞ‬ ‫ﺃﻧﻬﺎ‬ ‫ﺎ‬ّ‫ﺇﻣ‬ ‫ﻫﺬﻩ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﻓﺎﻟﻘ‬ .‫ﻏﻴﺮﻫﺎ‬ ‫ﺩﻭﻥ‬ ‫ﻭ/ﺃﻭ‬ ‫ﺍﻟﻤﻨﺘﺠﺎﺕ‬ ‫ﻣﻦ‬ ً‫ﺓ‬‫ﻣﻨﺘﻘﺎ‬ ً‫ﺔ‬‫ﺣﺰﻣ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﺍﻟﻘ‬ ‫ﱡ‬‫ﺗﻀﻢ‬ :‫ﺍﻟﻤﺴﺘﻬﻠﻚ‬ ‫ﺍﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﺇﺣﺪﻯ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﺍﻟﻘ‬ ‫ﺗﻜﻮﻥ‬ ‫ﺍﻟﻤﻌﻨﻰ‬ ‫ﺑﻬﺬﺍ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ ٍ‫ﻣﻌﻴﻨﺔ‬ ٍ‫ﺷﺮﻳﺤﺔ‬ ‫ﺒﺎﺕ‬‫ﱠ‬‫ﻠ‬‫ﻣﺘﻄ‬ ‫ﻲ‬ّ‫ﺗﻠﺒ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﺨﺪﻣﺎﺕ‬ .‫ﻟﻌﻤﻼﺋﻬﺎ‬ ٌ‫ﺓ‬‫ﻣﻨﺸﺄ‬ ‫ﻣﻬﺎ‬‫ﱢ‬‫ﺗﻘﺪ‬ ‫ﺍﻟﻤﻨﺎﻓﻊ‬ ‫ﻣﻦ‬ ٍ‫ﻣﺠﻤﻮﻋﺔ‬ ‫ﻋﻦ‬ ً‫ﺓ‬‫ﻋﺒﺎﺭ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻣﻨﺘﺞ‬ ‫ﺃﻭ‬ ‫ﻟﺨﺪﻣﺔ‬ ‫ﺎ‬ ً‫ﻋﺮﺿ‬ ‫ﺃﻭ‬ ‫ﺍ‬ً‫ﺟﺪﻳﺪ‬ ‫ﺎ‬ ً‫ﻋﺮﺿ‬ ُ‫ﻞ‬‫ﱢ‬‫ﺜ‬َ‫ﻤ‬ُ‫ﺗ‬‫ﻭ‬ ً‫ﺓ‬‫ﻣﺒﺘﻜﺮ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﺍﻟﻘ‬ ‫ﺑﻌﺾ‬ ‫ﺗﻜﻮﻥ‬ ،ٍ‫ﻗﺎﺋﻤﺔ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ٍ‫ﻟﻌﺮﻭﺽ‬ ً‫ﺔ‬‫ﻣﻤﺎﺛﻠ‬ ‫ﺃﺧﺮﻯ‬ ٌ‫ﺑﻴﺎﻧﺎﺕ‬ ‫ﺗﻜﻮﻥ‬ ‫ﻭﻗﺪ‬ .(Disrup ve Offer) ‫ﺣﺪﻳﺜﻴﻦ‬ .‫ﺇﺿﺎﻓﻴﺔ‬ ٍ‫ﻔﺎﺕ‬ ِ‫ﻭﺻ‬ َ‫ﺧﺼﺎﺋﺺ‬ ‫ﻣﻊ‬ ‫ﻟﻜﻦ‬ Value Propositions ‫اﻟﻤﻘﱰﺣﺔ‬ ‫اﻟﻘﻴﻢ‬ VP ٢
  • 29.
    ٢٣ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﻣﻦ‬ٍ‫ﻨﺔ‬‫ﱠ‬‫ﻌﻴ‬ُ‫ﻣ‬ ٍ‫ﻟﺸﺮﻳﺤﺔ‬ ً‫ﺔ‬‫ﻗﻴﻤ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﺗﺨﻠﻖ‬ ‫ﻫﺬﻩ‬ ‫ﺍﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﻲ‬ّ‫ﺗﻠﺒ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻌﻨﺎﺻﺮ‬ ‫ﻣﻦ‬ ٍٍ‫ﺰ‬‫ﻣﺘﻤﻴ‬ ٍٍ‫ﻣﺰﻳﺞ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﺗﺄﺩﻳﺔ‬ ‫ﻭﺳﺮﻋﺔ‬ ‫ﺍﻟﺴﻌﺮ‬ ‫)ﻣﺜﻞ‬ ً‫ﺔ‬‫ﱠ‬‫ﻛﻤﻴ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﻫﺬﻩ‬ ‫ﺗﻜﻮﻥ‬ ‫ﻭﻗﺪ‬ .‫ﺍﻟﺸﺮﻳﺤﺔ‬ .(‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺗﺠﺮﺑﺔ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺘﺼﻤﻴﻢ‬ ‫)ﻣﺜﻞ‬ ً‫ﺔ‬‫ﱠ‬‫ﻧﻮﻋﻴ‬ ‫ﺃﻭ‬ (‫ﺍﻟﺨﺪﻣﺔ‬ ُ‫ﻏﻴﺮ‬ ٌ‫ﺔ‬‫ﻗﺎﺋﻤ‬ ‫ﻭﻫﻲ‬ ،‫ﺍﻟﺘﺎﻟﻴﺔ‬ ‫ﺍﻟﻘﺎﺋﻤﺔ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻮﺍﺭﺩﺓ‬ ‫ﻟﻠﻌﻨﺎﺻﺮ‬ ‫ﻳﻤﻜﻦ‬ .‫ﻟﻠﻌﻤﻼﺀ‬ ‫ﻗﻴﻤﺔ‬ ‫ﺗﻮﻟﻴﺪ‬ ‫ﺇﻟﻰ‬ ‫ﻱ‬ّ‫ﺩ‬‫ﺗﺆ‬ ‫ﺃﻥ‬ ،‫ﺟﺎﻣﻌﺔ‬ (Newness) ‫ﺍﻟﺤﺪﺍﺛﺔ‬ ‫ﻣﻦ‬ ‫ﺎ‬ًّ‫ﻛﻠﻴ‬ ً‫ﺓ‬‫ﺟﺪﻳﺪ‬ ً‫ﺔ‬‫ﻣﺠﻤﻮﻋ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ُ‫ﺑﻌﺾ‬ ‫ﻲ‬ّ‫ﺗﻠﺒ‬ ‫ﺗﻜﻦ‬ ‫ﻟﻢ‬ ‫ﻪ‬‫ﱠ‬‫ﻧ‬‫ﻷ‬ ‫ﻗﺒﻞ‬ ‫ﻣﻦ‬ ُ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻳﺪﺭﻛﻬﺎ‬ ‫ﻳﻜﻦ‬ ‫ﻟﻢ‬ ‫ﺍﻻﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﻟﻴﺲ‬ ‫ﻟﻜﻦ‬ ،‫ﺍﻷﺣﻴﺎﻥ‬ ‫ﻣﻦ‬ ٍ‫ﺮ‬‫ﻛﺜﻴ‬ ‫ﻓﻲ‬ .‫ﻟﻬﺎ‬ ٌ‫ﺔ‬‫ﻣﻤﺎﺛﻠ‬ ٌ‫ﻋﺮﻭﺽ‬ ‫ﻫﻨﺎﻙ‬ ‫ﻓﻘﺪ‬ . ّ‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ‬ ‫ﻡ‬‫ﱡ‬‫ﺑﺎﻟﺘﻘﺪ‬ ُ‫ﱠﻖ‬‫ﻠ‬‫ﻳﺘﻌ‬ ‫ﻣﺎ‬ ‫ﻓﻲ‬ ‫ﻫﺬﺍ‬ ‫ﻳﺤﺼﻞ‬ ،‫ﺎ‬ً‫ﺩﺍﺋﻤ‬ ‫ﻣﻴﺪﺍﻥ‬ ‫ﻓﻲ‬ ‫ﺎ‬ًّ‫ﻛﻠﻴ‬ ً‫ﺓ‬‫ﺟﺪﻳﺪ‬ ً‫ﺔ‬‫ﺻﻨﺎﻋ‬ ، ً‫ﻣﺜﻼ‬ ،ُ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺨﻠﻮﻳ‬ ُ‫ﺍﻟﻬﻮﺍﺗﻒ‬ ‫ﺕ‬َ‫ﺃﻭﺟﺪ‬ ‫ﻗﺒﻴﻞ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻤﻨﺘﺠﺎﺕ‬ ‫ﱠ‬‫ﻓﺈﻥ‬ ،‫ﺃﺧﺮﻯ‬ ٍ‫ﺟﻬﺔ‬ ‫ﻣﻦ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺨﻠﻮﻳ‬ ‫ﺼﺎﻻﺕ‬‫ﱢ‬‫ﺗ‬‫ﺍﻻ‬ (Ethical Investment Funds) ّ‫ﺍﻷﺧﻼﻗﻲ‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭ‬ ‫ﺻﻨﺎﺩﻳﻖ‬ .‫ﺍﻟﺤﺪﻳﺜﺔ‬ ‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫ﺇﻃﺎﺭ‬ ‫ﻓﻲ‬ ٌ‫ﻛﺒﻴﺮ‬ ٌ‫ﺷﺄﻥ‬ ‫ﻟﺪﻳﻬﺎ‬ ‫ﻳﻜﻮﻥ‬ ‫ﻻ‬ (Performance) ‫ﺍﻷﺩﺍﺀ‬ َ‫ﺔ‬‫ﻃﺮﻳﻘ‬ ‫ﺃﻭ‬ ِ‫ﺞ‬َ‫ﺘ‬‫ﺍﻟﻤﻨ‬ ِ‫ﺔ‬‫ﱠ‬‫ﻧﻮﻋﻴ‬ َ‫ﺗﺤﺴﻴﻦ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﺎ‬ًّ‫ﺗﻘﻠﻴﺪﻳ‬ ‫ﺍﻟﻤﻌﺮﻭﻑ‬ ‫ﻣﻦ‬ ‫ﻛﺎﻥ‬ ‫ﻗﻄﺎﻉ‬ ‫ﺍﻋﺘﻤﺪ‬ ‫ﻭﻗﺪ‬ .‫ﻗﻴﻤﺔ‬ ‫ﻟﺨﻠﻖ‬ ٌ‫ﺔ‬‫ﻣﺄﻟﻮﻓ‬ ٌ‫ﺔ‬‫ﻃﺮﻳﻘ‬ ‫ﺍﻟﺨﺪﻣﺔ‬ ِ‫ﺗﺄﺩﻳﺔ‬ ٍ‫ﺃﺟﻬﺰﺓ‬ ‫ﺑﺈﻃﻼﻕ‬ ‫ﺍﻟﻌﻨﺼﺮ‬ ‫ﻫﺬﺍ‬ ‫ﻋﻠﻰ‬ ‫ﺎ‬ًّ‫ﺗﻘﻠﻴﺪﻳ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺸﺨﺼﻴ‬ ‫ﺍﻟﺤﻮﺍﺳﻴﺐ‬ ‫ﻓﻔﻲ‬ .‫ﺣﺪﻭﺩﻩ‬ ‫ﻟﻪ‬ ‫ﺍﻷﺩﺍﺀ‬ ‫ﺗﺤﺴﻴﻦ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﻏﻴﺮ‬ .‫ﺍﻟﺴﻮﻕ‬ ‫ﻓﻲ‬ ‫ﺃﻗﻮﻯ‬ ‫ﺍﻷﻛﺜﺮ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺸﺨﺼﻴ‬ ‫ﺍﻟﺤﻮﺍﺳﻴﺐ‬ ‫ﺃﺧﻔﻘﺖ‬ ، ً‫ﻣﺜﻼ‬ ،‫ﺍﻷﺧﻴﺮﺓ‬ ‫ﺍﻟﺴﻨﻮﺍﺕ‬ ‫ﻗﺪﺭﺍﺕ‬ ‫ﻭﺭﻓﻊ‬ ،‫ﺍﻷﻗﺮﺍﺹ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺘﺨﺰﻳﻦ‬ ‫ﺳﻌﺔ‬ ‫ﻭﺯﻳﺎﺩﺓ‬ ،ً‫ﺔ‬‫ﺳﺮﻋ‬ ‫ﻟﻠﻌﻤﻴﻞ؟‬ ‫ﻣﻬﺎ‬ِّ‫ﻧﻘﺪ‬ ‫اﻟﺘﻲ‬ ‫اﻟﻘﻴﻤﺔ‬ ‫ﻣﺎ‬ ‫ِّﻬﺎ؟‬‫ﻠ‬‫ﺣ‬ ‫ﻋﻠﻰ‬ ُ‫ﻧﺴﺎﻋﺪ‬ ‫اﻟﻌﻤﻴﻞ‬ ‫ﻣﺸﻜﻼت‬ ُّ‫أي‬ ‫ﻲ؟‬ّ‫ﻧﻠﺒ‬ ‫اﻟﻌﻤﻴﻞ‬ ‫ﺒﺎت‬ّ‫ﻠ‬‫ﻣﺘﻄ‬ ُّ‫أي‬ ٍّ‫ﻟﻜﻞ‬ ‫ﻣﻬﺎ‬ِّ‫ﻧﻘﺪ‬ ‫اﻟﺘﻲ‬ ‫واﻟﺨﺪﻣﺎت‬ ‫اﻟﻤﻨﺘﺠﺎت‬ ُ‫م‬َ‫ﺰ‬ ُ‫ﺣ‬ ‫ﻣﺎ‬ ‫اﻟﻌﻤﻼء؟‬ ‫ﺷﺮاﺋﺢ‬ ‫ﻣﻦ‬ ‫ﻓﻲ‬ ٍ‫ﻣﻤﺎﺛﻞ‬ ‫ﱟ‬‫ﻧﻤﻮ‬ ‫ﺇﻧﺘﺎﺝ‬ ‫ﻓﻲ‬ -‫ﺍﻟﺮﺳﻮﻣﺎﺕ‬ ‫ﺇﻧﺘﺎﺝ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺤﻮﺍﺳﻴﺐ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺟﺎﻧﺐ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻄﻠﺐ‬ (Customiza on) ‫ﺍﻟﺘﻜﻴﻴﻒ‬ ‫ﺩﺓ‬‫ﱠ‬‫ﺍﻟﻤﺤﺪ‬ ‫ﻟﻼﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﺎ‬ً‫ﺗﺒﻌ‬ ‫ﻭﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﺍﻟﻤﻨﺘﺠﺎﺕ‬ ‫ﺗﻜﻴﻴﻒ‬ ‫ﺇﻥ‬ ‫ﺇﻟﻰ‬ ‫ﻱ‬ّ‫ﺩ‬‫ﻳﺆ‬ ٌ‫ﺃﺳﻠﻮﺏ‬ ‫ﻫﻮ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ َ‫ﻟﺸﺮﺍﺋﺢ‬ ‫ﺃﻭ‬ ٍ‫ﺃﻓﺮﺍﺩ‬ ٍ‫ﻟﻌﻤﻼﺀ‬ ‫ﺍﻟﺘﻜﻴﻴﻒ‬ ‫ﻣﻔﺎﻫﻴﻢ‬ ‫ﺍﻛﺘﺴﺒﺖ‬ ‫ﺍﻷﺧﻴﺮﺓ‬ ‫ﺍﻟﺴﻨﻮﺍﺕ‬ ‫ﻭﻓﻲ‬ .‫ﻗﻴﻤﺔ‬ ‫ﺧﻠﻖ‬ ‫ﻭﻣﻦ‬ .‫ﻛﺒﺮﻯ‬ ‫ﺔ‬‫ﱠ‬‫ﺃﻫﻤﻴ‬ -‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺑﺎﻟﺘﺸﺎﻭﺭ‬ ‫ﻭﺍﻹﻧﺘﺎﺝ‬ ‫ﺍﻟﺸﺎﻣﻞ‬ ‫ﺣﺎﺟﺔ‬ ‫ﺣﺴﺐ‬ ُ‫ﺄ‬ّ‫ﻬﻴ‬ُ‫ﺗ‬ ٍ‫ﻭﺧﺪﻣﺎﺕ‬ ٍ‫ﻣﻨﺘﺠﺎﺕ‬ َ‫ﱢﺮ‬‫ﻓ‬‫ﻳﻮ‬ ‫ﺃﻥ‬ ‫ﺍﻟﻨﻬﺞ‬ ‫ﻫﺬﺍ‬ ‫ﺷﺄﻥ‬ .‫ﺍﻟﺤﺠﻢ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺍﻗﺘﺼﺎﺩﻳ‬ ‫ﻣﻦ‬ ‫ﺫﺍﺗﻪ‬ ‫ﺍﻟﻮﻗﺖ‬ ‫ﻓﻲ‬ ‫ﻭﺗﺴﺘﻔﻴﺪ‬ ،‫ﺍﻟﻌﻤﻼﺀ‬
  • 30.
    ٢ (Ge ng thejob done) ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﻬﻤ‬ ‫ﺇﻧﺠﺎﺯ‬ ‫ﱠ‬‫ﻣﻬﺎﻡ‬ ‫ﺇﻧﺠﺎﺯ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻌﻤﻴﻞ‬ ‫ﻣﺴﺎﻋﺪﺓ‬ ‫ﺩ‬‫ﱠ‬‫ﺑﻤﺠﺮ‬ ٍ‫ﻗﻴﻤﺔ‬ ‫ﺧﻠﻖ‬ ‫ﻳﻤﻜﻦ‬ َ‫ﺔ‬‫ﺍﻟﻤﺴﺄﻟ‬ ‫ﻫﺬﻩ‬ (Rolls-Royce) ‫ﺭﻭﻳﺲ‬ ‫ﺭﻭﻟﺰ‬ ‫ﺷﺮﻛﺔ‬ ‫ﺗﺪﺭﻙ‬ .ٍ‫ﻣﺤﺪﺩﺓ‬ ‫ﻓﻲ‬ ‫ﺎ‬ًّ‫ﻛﻠﻴ‬ ‫ﻋﻠﻴﻬﺎ‬ ‫ﻳﻌﺘﻤﺪﻭﻥ‬ ‫ﺍﻟﻄﻴﺮﺍﻥ‬ ‫ﺧﻄﻮﻁ‬ ‫ﻣﻦ‬ ‫ﻋﻤﻼﺀﻫﺎ‬ ‫ﺇﻥ‬ .‫ﺍ‬ً‫ﺟﻴﺪ‬ ‫ﻳﺴﻤﺢ‬ ‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻫﺬﺍ‬ ‫ﻣﺜﻞ‬ .‫ﻭﺧﺪﻣﺘﻬﺎ‬ ‫ﺍﻟﻨﻔﺎﺛﺔ‬ ‫ﺍﻟﻤﺤﺮﻛﺎﺕ‬ ‫ﺗﺼﻨﻴﻊ‬ ‫ﺃﻥ‬ ‫ﺩﻭﻥ‬ ‫ﺎﺗﻬﻢ‬ّ‫ﻭﻣﺴﺆﻭﻟﻴ‬ ‫ﻭﺍﺟﺒﺎﺗﻬﻢ‬ ‫ﻋﻠﻰ‬ ‫ﺑﺎﻟﺘﺮﻛﻴﺰ‬ ‫ﻟﻠﻤﺴﺆﻭﻟﻴﻦ‬ ‫ﺭﻭﻟﺰ‬ ‫ﻟﺸﺮﻛﺔ‬ ُ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻳﺪﻓﻊ‬ ،‫ﺑﺎﻟﻤﻘﺎﺑﻞ‬ .‫ﻴﺎﻧﺔ‬ ‫ﱢ‬‫ﺍﻟﺼ‬ ‫ﻗﻀﺎﻳﺎ‬ ‫ﺣﻮﻝ‬ ‫ﻳﻘﻠﻘﻮﺍ‬ .‫ﻙ‬‫ﱢ‬‫ﺍﻟﻤﺤﺮ‬ ‫ﻓﻴﻬﺎ‬ ‫ﻳﻌﻤﻞ‬ ٍ‫ﺳﺎﻋﺔ‬ ‫ﱢ‬‫ﻛﻞ‬ ‫ﻋﻦ‬ ‫ﺍ‬ً‫ﺃﺟﻮﺭ‬ ‫ﺭﻭﻳﺲ‬ (Design) ‫ﺍﻟﺘﺼﻤﻴﻢ‬ ٌ‫ﺞ‬َ‫ﺘ‬‫ﻨ‬ُ‫ﻣ‬ ُ‫ﺯ‬ُ‫ﺮ‬ْ‫ﺒ‬َ‫ﻳ‬ ‫ﻭﻗﺪ‬ .‫ﻪ‬ُ‫ﻗﻴﺎﺳ‬ ‫ﻳﺼﻌﺐ‬ ‫ﻟﻜﻦ‬ ،‫ﻣﻬﻢ‬ ٌ‫ﻋﻨﺼﺮ‬ ‫ﺍﻟﺘﺼﻤﻴﻢ‬ ‫ﻣﻴﺎﺩﻳﻦ‬ ‫ﻭﻓﻲ‬ ‫ﺍﻷﺯﻳﺎﺀ‬ ِ‫ﻋﺎﻟﻢ‬ ‫ﻓﻲ‬ .‫ﺰ‬‫ﱢ‬‫ﺍﻟﻤﺘﻤﻴ‬ ‫ﺗﺼﻤﻴﻤﻪ‬ ‫ﺑﺴﺒﺐ‬ ‫ﻣﺎ‬ ‫ﻟﻠﺘﺼﻤﻴﻢ‬ ‫ﺗﻜﻮﻥ‬ ‫ﺃﻥ‬ ‫ﻳﻤﻜﻦ‬ ،‫ﺔ‬‫ﱠ‬‫ﻭﺍﻹﻟﻜﺘﺮﻭﻧﻴ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻻﺳﺘﻬﻼﻛﻴ‬ ‫ﺍﻟﺼﻨﺎﻋﺎﺕ‬ .‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﺍﻟﻘ‬ ‫ﻣﻦ‬ ٍ‫ﻛﺠﺰﺀ‬ ٌ‫ﺔ‬ ‫ﱠ‬‫ﺧﺎﺻ‬ ٌ‫ﺔ‬‫ﱠ‬‫ﺃﻫﻤﻴ‬ (Brand/status) ‫ﺍﻟﻮﺿﻊ‬ /‫ﺔ‬‫ﱠ‬‫ﻳ‬‫ﺍﻟﺘﺠﺎﺭ‬ ‫ﺍﻟﻌﻼﻣﺔ‬ ٍ‫ﺩﺓ‬‫ﱠ‬‫ﻣﺤﺪ‬ ‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ٍ‫ﻋﻼﻣﺔ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ‬ ‫ﺩ‬‫ﱠ‬‫ﺑﻤﺠﺮ‬ ً‫ﺔ‬‫ﻗﻴﻤ‬ ُ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻳﺠﺪ‬ ‫ﻗﺪ‬ ‫ﻋﻠﻰ‬ ‫ﱡ‬‫ﻳﺪﻝ‬ ،ً‫ﻼ‬‫ﻣﺜ‬ (Rolex) ‫ﺭﻭﻟﻜﺲ‬ ‫ﺳﺎﻋﺔ‬ ‫ﺍﺭﺗﺪﺍﺀ‬ ‫ﻓﺈﻥ‬ .‫ﻬﺎ‬ ِ‫ﻭﻋﺮﺿ‬ ‫ﱡ‬‫ﺍﻟﺘﺰﻟﺞ‬ ‫ﻫﻮﺍﺓ‬ ‫ﻳﺮﺗﺪﻱ‬ ‫ﻗﺪ‬ ،‫ﺍﻟﻄﻴﻒ‬ ‫ﻣﻦ‬ ‫ﺍﻵﺧﺮ‬ ‫ﺍﻟﻄﺮﻑ‬ ‫ﻭﻋﻠﻰ‬ .‫ﺍﻟﺜﺮﻭﺓ‬ ‫ﻣﻦ‬ ‫ﻬﻢ‬‫ﱠ‬‫ﻧ‬‫ﺃ‬ ‫ﻟﻠﻌﺎﻟﻢ‬ ‫ﻈﻬﺮﻭﺍ‬ُ‫ﻟﻴ‬ ‫ﺍﻟﺘﺠﺎﺭﻳﺔ‬ ‫ﺍﻟﻌﻼﻣﺎﺕ‬ ‫ﺃﺣﺪﺙ‬ ‫ﺍﻟﺠﻠﻴﺪ‬ ‫ﻋﻠﻰ‬ .‫ﺍﻟﻤﻮﺿﺔ‬ ‫ﻣﺘﺎﺑﻌﻲ‬ (Price) ‫ﺍﻟﺴﻌﺮ‬ ‫ﻟﺘﻠﺒﻴﺔ‬ ٌ‫ﺷﺎﺋﻊ‬ ٌ‫ﺃﻣﺮ‬ ‫ﻫﻮ‬ ‫ﺃﻗﻞ‬ ٍ‫ﺮ‬‫ﺑﺴﻌ‬ ٍ‫ﻣﻤﺎﺛﻠﺔ‬ ٍ‫ﻗﻴﻤﺔ‬ ‫ﺗﻘﺪﻳﻢ‬ ‫ﺇﻥ‬ ‫ﻏﻴﺮ‬ .‫ﺍﻷﺳﻌﺎﺭ‬ ‫ﻓﻲ‬ ‫ﱢﻘﻮﻥ‬‫ﻗ‬‫ﻳﺪ‬ ‫ﺍﻟﺬﻳﻦ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﱠﺒﺎﺕ‬‫ﻠ‬‫ﻣﺘﻄ‬ ٌ‫ﺍﻧﻌﻜﺎﺳﺎﺕ‬ ‫ﻟﻬﺎ‬ ‫ﺔ‬َ‫ﻴ‬‫ﱢ‬‫ﻧ‬‫ﺍﻟﻤﺘﺪ‬ ‫ﺑﺎﻷﺳﻌﺎﺭ‬ َ‫ﺔ‬‫ﺍﻟﺨﺎﺻ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﺍﻟﻘ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﱞ‬‫ﺃﻱ‬ ‫ﺗﻘﻢ‬ ‫ﻟﻢ‬ . ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻧﻮﺍﺣﻲ‬ ‫ﺑﺎﻗﻲ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻬﻤﺔ‬ ‫ﻭﻳﺴﺖ‬ ‫ﺳﺎﻭﺙ‬ ‫ﻣﺜﻞ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﻬﺎﻣﺸﻴ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺠﻮﻳ‬ ‫ﺍﻟﺨﻄﻮﻁ‬ ‫ﺷﺮﻛﺎﺕ‬ ‫ﻣﻦ‬ ‫ﺇﻳﺮ‬ ‫ﺭﻳﺎﻥ‬ ‫ﺃﻭ‬ (Easy Jet) ‫ﺟﻴﺖ‬ ‫ﺇﻳﺰﻱ‬ ‫ﺃﻭ‬ ،(South West) ‫ﺗﻮﻓﻴﺮ‬ ‫ﺃﺟﻞ‬ ‫ﻣﻦ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻟﻠﻌﻤﻞ‬ ٍ‫ﻧﻤﻮﺫﺝ‬ ‫ﺑﺘﺼﻤﻴﻢ‬ (Rayan Air) ‫ﺁﺧﺮ‬ ً‫ﻣﺜﻼ‬ ‫ﻭﻧﺠﺪ‬ .‫ﺍﻟﺨﺼﻮﺹ‬ ‫ﻭﺟﻪ‬ ‫ﻋﻠﻰ‬ ‫ﻗﻠﻴﻠﺔ‬ ‫ﺑﻜﻠﻔﺔ‬ ‫ﱟ‬‫ﺟﻮﻱ‬ ٍ‫ﺮ‬َ‫ﻔ‬َ‫ﺳ‬ ‫ﻟﺘﺎﺗﺎ‬ ‫ﺍﻟﻤﻨﺨﻔﺾ‬ ‫ﺍﻟﺴﻌﺮ‬ ‫ﺃﺳﺎﺱ‬ ‫ﻋﻠﻰ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺒﻨﻴ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﻟﻠﻘ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ ‫ﻭﺗﺼﻨﻴﻊ‬ ‫ﺗﺼﻤﻴﻢ‬ ‫ﻣﻦ‬ ٌ‫ﺓ‬‫ﺟﺪﻳﺪ‬ ٌ‫ﺓ‬‫ﺳﻴﺎﺭ‬ ‫ﻭﻫﻲ‬ ،(Tata) ٍ‫ﻣﺪﻫﺶ‬ ‫ﻧﺤﻮ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻤﺘﻮﺍﺿﻊ‬ ‫ﺍﻟﺴﻌﺮ‬ ‫ﺇﻥ‬ .‫ﺗﺎﺗﺎ‬ ‫ﺍﻟﻌﻤﻼﻗﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻬﻨﺪﻳ‬ ‫ﻓﻲ‬ ِ‫ﻞ‬‫ﱢ‬‫ﺜ‬‫ﺍﻟﻤﺘﻤ‬ ‫ﺍﻟﺠﺪﻳﺪ‬ ‫ﺍﻟﻘﻄﺎﻉ‬ ‫ﻣﺘﻨﺎﻭﻝ‬ ‫ﻓﻲ‬ ‫ﻳﺠﻌﻠﻬﺎ‬ ‫ﻴﺎﺭﺓ‬ ّ‫ﺍﻟﺴ‬ ‫ﻟﻬﺬﻩ‬ ‫ﺗﺨﺘﺮﻕ‬ ُ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺠﺎﻧﻴ‬ ‫ﺍﻟﻌﺮﻭﺽ‬ ‫ﺑﺪﺃﺕ‬ .‫ﺑﺄﻛﻤﻠﻪ‬ ‫ﱢ‬‫ﺍﻟﻬﻨﺪﻱ‬ ‫ﺍﻟﻤﺠﺘﻤﻊ‬ ‫ﺍﻟﻌﺮﻭﺽ‬ ‫ﻫﺬﻩ‬ ‫ﻭﺗﺘﺮﺍﻭﺡ‬ ،ٍ‫ﻣﺘﺰﺍﻳﺪ‬ ٍ‫ﻮ‬‫ﻧﺤ‬ ‫ﻋﻠﻰ‬ َ‫ﺔ‬‫ﺍﻟﻤﺨﺘﻠﻔ‬ ِ‫ﺍﻟﺼﻨﺎﻋﺎﺕ‬ ‫ﺑﻮﺳﺎﻃﺔ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﻣﺠﺎﻧﻴ‬ َ‫ﻭﺭﺳﺎﺋﻞ‬ ،ٍ‫ﺔ‬‫ﱠ‬‫ﻣﺠﺎﻧﻴ‬ ‫ﺻﺤﻒ‬ ‫ﺑﻴﻦ‬ ‫ﻣﺎ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺠﺎﻧﻴ‬ ، ّ‫ﺍﻟﺨﻠﻮﻱ‬ ‫ﺍﻟﻬﺎﺗﻒ‬ ‫ﻋﻠﻰ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﻣﺠﺎﻧﻴ‬ ٍ‫ﻭﺧﺪﻣﺎﺕ‬ ، ‫ﱢ‬‫ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‬ ‫ﺍﻟﺒﺮﻳﺪ‬ ‫ﺍﻧﻈﺮ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺠﺎﻧﻴ‬ ‫ﺍﻟﻌﺮﻭﺽ‬ ‫ﺣﻮﻝ‬ ‫)ﻟﻠﻤﺰﻳﺪ‬ ‫ﻛﺜﻴﺮ‬ ‫ﺫﻟﻚ‬ ‫ﻭﻏﻴﺮ‬ .(٨٨ ‫ﺍﻟﺼﻔﺤﺔ‬
  • 31.
    ٢٥ (Cost reduc on)‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﺧﻔﺾ‬ ‫ﻣﻬﻤﺔ‬ ٌ‫ﺔ‬‫ﻃﺮﻳﻘ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﺧﻔﺾ‬ ‫ﻋﻠﻰ‬ ِ‫ﺍﻟﻌﻤﻼﺀ‬ َ‫ﺓ‬‫ﻣﺴﺎﻋﺪ‬ ‫ﺃﻥ‬ ‫ﺷﻚ‬ ‫ﻻ‬ Salesforce.) ‫ﻛﻮﻡ‬ ‫ﺩﻭﺕ‬ ‫ﻓﻮﺭﺱ‬ ‫ﺳﻴﻠﺰ‬ ُ‫ﺔ‬‫ﺷﺮﻛ‬ ‫ﻓﻬﺬﻩ‬ .‫ﻗﻴﻤﺔ‬ ‫ﻹﻳﺠﺎﺩ‬ ‫ﻭﺗﺴﺘﻀﻴﻔﻪ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻹﺩﺍﺭﺓ‬ ‫ﺎ‬ً‫ﻘ‬‫ﺗﻄﺒﻴ‬ ‫ﺗﺒﻴﻊ‬ ، ً‫ﻣﺜﻼ‬ (com ِ‫ﻭﻋﻨﺎﺀ‬ ِ‫ﺗﻜﺎﻟﻴﻒ‬ ِ‫ﻞ‬‫ﱡ‬‫ﻤ‬َ‫ﺤ‬َ‫ﺗ‬ ‫ﻣﻦ‬ َ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻌﻔﻲ‬ُ‫ﻳ‬ ‫ﻫﺬﺍ‬ ‫ﺇﻥ‬ .‫ﻣﻮﻗﻌﻬﺎ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻧﻈﺎﻡ‬ َ‫ﺑﺮﺍﻣﺞ‬ ‫ﺷﺮﺍﺀ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻻﺿﻄﺮﺍﺭ‬ .‫ﺑﺄﻧﻔﺴﻬﻢ‬ ‫ﻭﺇﺩﺍﺭﺗﻬﺎ‬ ‫ﻭﺗﻨﺼﻴﺒﻬﺎ‬ (Risk reduc on) ‫ﺍﻟﻤﺨﺎﻃﺮ‬ ‫ﻣﻦ‬ ‫ﱡ‬‫ﺍﻟﺤﺪ‬ ‫ﻟﺪﻯ‬ َ‫ﻟﻤﺨﺎﻃﺮ‬ ‫ﺿﻬﻢ‬‫ﱡ‬‫ﻌﺮ‬َ‫ﺗ‬ ِ‫ﺍﺣﺘﻤﺎﻝ‬ َ‫ﺗﻘﻠﻴﺺ‬ ‫ﺍ‬ً‫ﻛﺜﻴﺮ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ُ‫ﺭ‬‫ﱢ‬‫ﻳﻘﺪ‬ ‫ﺎﺭﺓ‬ّ‫ﺳﻴ‬ ‫ﻳﺸﺘﺮﻱ‬ ‫ﻣﻦ‬ ‫ﺇﻟﻰ‬ ‫ﻓﺒﺎﻟﻨﺴﺒﺔ‬ .‫ﺧﺪﻣﺎﺕ‬ ‫ﺃﻭ‬ ٍ‫ﻣﻨﺘﺠﺎﺕ‬ ‫ﺷﺮﺍﺋﻬﻢ‬ ُ‫ﺍﻟﺒﺎﺋﻊ‬ ‫ﻟﻪ‬ ‫ﻳﻘﺪﻣﻪ‬ ٍ‫ﺳﻨﺔ‬ ‫ﺓ‬‫ﱠ‬‫ﻟﻤﺪ‬ ٍ‫ﺧﺪﻣﺔ‬ ُ‫ﺿﻤﺎﻥ‬ ‫ﻱ‬ّ‫ﺩ‬‫ﻳﺆ‬ ،ً‫ﺔ‬‫ﻣﺴﺘﻌﻤﻠ‬ ‫ﺍﻟﺼﻴﺎﻧﺔ‬ ‫ﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻠﻪ‬‫ﱡ‬‫ﻭﺗﺤﻤ‬ ‫ﺍﻟﺴﻴﺎﺭﺓ‬ ‫ﻞ‬‫ﱡ‬‫ﺗﻌﻄ‬ ِ‫ﺮ‬‫ﻣﺨﺎﻃ‬ ِ‫ﺗﻘﻠﻴﻞ‬ ‫ﺇﻟﻰ‬ ‫ﺎ‬ًّ‫ﺟﺰﺋﻴ‬ ‫ﱡ‬‫ﺪ‬ُ‫ﺤ‬َ‫ﻳ‬ ‫ﺍﻟﺨﺪﻣﺔ‬ ‫ﺑﻤﺴﺘﻮﻯ‬ ‫ﺎ‬ً‫ﻧ‬‫ﺿﻤﺎ‬ ‫ﺃﻥ‬ ‫ﻛﻤﺎ‬ .‫ﺍﻟﺸﺮﺍﺀ‬ ‫ﺑﻌﺪ‬ ِ‫ﺧﺪﻣﺎﺕ‬ ‫ﻳﺸﺘﺮﻱ‬ ‫ﻣﻦ‬ ‫ﻠﻬﺎ‬‫ﱡ‬‫ﺗﺤﻤ‬ ‫ﺇﻟﻰ‬ ‫ﱡ‬‫ﺳﻴﻀﻄﺮ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻤﺨﺎﻃﺮ‬ ‫ﻣﻦ‬ . ّ‫ﺧﺎﺭﺟﻲ‬ ٍ‫ﺭ‬‫ﻣﺼﺪ‬ ‫ﻣﻦ‬ ٍ‫ﻣﻌﻠﻮﻣﺎﺕ‬ ‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ‬ (Accessibility) ‫ﺍﻟﻮﺻﻮﻝ‬ ‫ﺳﻬﻮﻟﺔ‬ ‫ﻳﻜﻦ‬ ‫ﻟﻢ‬ ‫ﺍﻟﺬﻳﻦ‬ ِ‫ﻟﻠﻌﻤﻼﺀ‬ ً‫ﺔ‬‫ﺘﺎﺣ‬ُ‫ﻣ‬ ‫ﻭﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﺍﻟﻤﻨﺘﺠﺎﺕ‬ ‫ﺟﻌﻞ‬ ‫ﺇﻥ‬ ‫ﻭﻳﻤﻜﻦ‬ .‫ﻗﻴﻤﺔ‬ ‫ﻹﻳﺠﺎﺩ‬ ‫ﺃﺧﺮﻯ‬ ٌ‫ﺔ‬‫ﻃﺮﻳﻘ‬ ‫ﺇﻟﻴﻬﺎ‬ ُ‫ﺍﻟﻮﺻﻮﻝ‬ ‫ﻗﺒﻞ‬ ‫ﻣﻦ‬ ‫ﺑﺈﻣﻜﺎﻧﻬﻢ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻟﻠﻌﻤﻞ‬ ٍ‫ﺟﺪﻳﺪﺓ‬ ٍ‫ﻭﺗﻘﻨﻴﺎﺕ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺍﺑﺘﻜﺎﺭ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﻫﺬﺍ‬ ُ‫ﺗﺤﻘﻴﻖ‬ ‫ﺖ‬ِ‫ﻧ‬ ُ‫ﺔ‬‫ﺷﺮﻛ‬ ‫ﺃﺷﺎﻋﺖ‬ ‫ﻟﻘﺪ‬ .‫ﺍﻷﺳﻠﻮﺑﻴﻦ‬ ‫ﻫﺬﻳﻦ‬ ‫ﻣﻦ‬ ٍ‫ﻣﺰﻳﺞ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﺃﻭ‬ .‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﺨﺎﺻ‬ ‫ﺎﺋﺮﺍﺕ‬ّ‫ﻟﻠﻄ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺠﺰﺋﻴ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﻠﻜﻴ‬ َ‫ﻣﻔﻬﻮﻡ‬ ، ً‫ﻣﺜﻼ‬ ،(Net Jets) ‫ﺟﻴﺘﺲ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ ُ‫ِﺽ‬‫ﺮ‬‫ﺗﻌ‬ ، ‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻟﻠﻌﻤﻞ‬ ‫ﺍﺑﺘﻜﺎﺭﻱ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻓﺒﺎﺳﺘﺨﺪﺍﻡ‬ ،ٍ‫ﺔ‬ ‫ﱠ‬‫ﺧﺎﺻ‬ ٍ‫ﻃﺎﺋﺮﺍﺕ‬ ‫ﺍﻣﺘﻼﻙ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﺸﺎﺭﻛﺔ‬ َ‫ﺔ‬‫ﻓﺮﺻ‬ ‫ﻭﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﺍﻷﻓﺮﺍﺩ‬ ‫ﺻﻨﺎﺩﻳﻖ‬ ‫ﻡ‬‫ﱢ‬‫ﻭﺗﻘﺪ‬ .‫ﺎ‬ً‫ﻘ‬‫ﺳﺎﺑ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻌﻈﻢ‬ ‫ﻣﻘﺪﻭﺭ‬ ‫ﻓﻲ‬ ‫ﺗﻜﻦ‬ ‫ﻟﻢ‬ ٌ‫ﺔ‬‫ﺧﺪﻣ‬ ‫ﻭﻫﻲ‬ ‫ﺇﻳﺠﺎﺩ‬ ‫ﻋﻠﻰ‬ ‫ﺁﺧﺮ‬ ً‫ﻣﺜﻼ‬ (Mutual Funds) ‫ﺍﻟﻤﺸﺘﺮﻙ‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭ‬ ‫ﺍﻟﻤﻨﺘﺞ‬ ‫ﻫﺬﺍ‬ ‫ﺟﻌﻞ‬ ‫ﻟﻘﺪ‬ .‫ﺍﻟﻮﺻﻮﻝ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺇﻣﻜﺎﻧﻴ‬ ‫ﺗﺤﺴﻴﻦ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ٍ‫ﻗﻴﻤﺔ‬ ‫ﺍﻟﻤﺘﻮﺍﺿﻌﺔ‬ ‫ﺍﻟﺜﺮﻭﺍﺕ‬ ‫ﻷﺻﺤﺎﺏ‬ ‫ﻰ‬ّ‫ﺘ‬‫ﺣ‬ ‫ﺍﻟﻤﻤﻜﻦ‬ ‫ﻣﻦ‬ ‫ﱡ‬‫ﺍﻹﺑﺪﺍﻋﻲ‬ ‫ﱡ‬‫ﺍﻟﻤﺎﻟﻲ‬ .‫ﻋﺔ‬‫ﱢ‬‫ﻣﺘﻨﻮ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺍﺳﺘﺜﻤﺎﺭﻳ‬ َ‫ﺤﺎﻓﻆ‬َ‫ﻣ‬ َ‫ﺑﻨﺎﺀ‬ (Convenience/Usability) ‫ﺍﻻﺳﺘﺨﺪﺍﻡ‬ ‫ﺍﻟﻤﻼﺀﻣﺔ/ﺳﻬﻮﻟﺔ‬ ‫ﺃﻥ‬ ُ‫ﻦ‬ِ‫ﻤﻜ‬ُ‫ﻳ‬ ‫ﻟﻼﺳﺘﺨﺪﺍﻡ‬ َ‫ﺃﺳﻬﻞ‬ ‫ﺃﻭ‬ ً‫ﺔ‬‫ﻣﻼﺀﻣ‬ ‫ﺃﻛﺜﺮ‬ ‫ﺍﻷﺷﻴﺎﺀ‬ ‫ﺟﻌﻞ‬ ‫ﺇﻥ‬ (iPod) ‫ﭘﻮﺩ‬ ‫ﺍﻵﻱ‬ ‫ﻬﺎﺯ‬ِ‫ﺟ‬ ‫ﺧﻼﻝ‬ ‫ﻦ‬ِ‫ﻤ‬‫ﻓ‬ .‫ﻛﺒﺮﻯ‬ ٍ‫ﻗﻴﻤﺔ‬ ‫ﺇﻳﺠﺎﺩ‬ ‫ﺇﻟﻰ‬ ‫ﻱ‬ّ‫ﺩ‬‫ﻳﺆ‬ (Apple) ‫ﺃﭘﻞ‬ ُ‫ﺔ‬‫ﺷﺮﻛ‬ ‫ﱠﺮﺕ‬‫ﻓ‬‫ﻭ‬ (iTunes) ‫ﺗﻴﻮﻧﺰ‬ ‫ﺍﻵﻱ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻭﺑﺮﻣﺠﻴ‬ ،‫ﻣﺤﺘﻮﻯ‬ ‫ﻭﺗﻨﺰﻳﻞ‬ ،‫ﻭﺍﻟﺸﺮﺍﺀ‬ ،‫ﻟﻠﺒﺤﺚ‬ ٍ‫ﻣﺴﺒﻮﻗﺔ‬ ‫ﻏﻴﺮ‬ ً‫ﺔ‬‫ﺳﻬﻮﻟ‬ ِ‫ﻟﻠﻌﻤﻼﺀ‬ .‫ﺍﻟﺴﻮﻕ‬ ‫ﻋﻠﻰ‬ ‫ﺗﺴﻴﻄﺮ‬ ‫ﺍﻵﻥ‬ ‫ﻭﻫﻲ‬ .‫ﺔ‬‫ﱠ‬‫ﺭﻗﻤﻴ‬ ‫ﻣﻮﺳﻴﻘﻰ‬ ‫ﺇﻟﻰ‬ ِ‫ﻭﺍﻻﺳﺘﻤﺎﻉ‬
  • 32.
    ٣ ‫اﻟﻤﻨﺸﺂت‬ ‫ﻣﻦ‬ ‫ﻣﻨﺸﺄة‬‫ﺗﺘﻮاﺻﻞ‬ ‫ﻛﻴﻒ‬ ‫ﻮات‬َ‫ﻨ‬ َ‫ﺑﺎﻟﻘ‬ َّ‫اﻟﺨﺎص‬ ‫اﻟﺒﻨﺎء‬ ‫ﺣﺠﺮ‬ ُ ِّ‫ﺒﲔ‬ُ‫ﻳ‬ .‫اﻟﻤﻘﱰﺣﺔ‬ ‫اﻟﻘﻴﻢ‬ ‫ﻟﺘﺤﻘﻴﻖ‬ ‫إﻟﻴﻬﻢ‬ ‫وﺗﺼﻞ‬ ‫ﻋﻤﻼﺋﻬﺎ‬ ‫ﺷﺮاﺋﺢ‬ ‫ﻣﻊ‬ ‫ﻭﻫﺬﻩ‬ .‫ﻭﻋﻤﻼﺋﻬﺎ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﺑﻴﻦ‬ ‫ﺻﻞ‬َ‫ﺍﻟﻮ‬ ‫ﺣﻠﻘﺔ‬ ‫ﻭﺍﻟﻤﺒﻴﻌﺎﺕ‬ ‫ﻭﺍﻟﺘﻮﺯﻳﻊ‬ ‫ﺍﻟﺘﻮﺍﺻﻞ‬ ‫ﻮﺍﺕ‬َ‫ﻨ‬َ‫ﻗ‬ ‫ﱢﻞ‬‫ﻜ‬‫ﺗﺸ‬ ‫ﺗﺠﺮﺑﺔ‬ ‫ﻓﻲ‬ ‫ﺎ‬ًّ‫ﻣﻬﻤ‬ ‫ﺍ‬ً‫ﺩﻭﺭ‬ ‫ﺗﻠﻌﺐ‬ ‫ﻭﺍﻟﺘﻲ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻳﻠﻤﺴﻬﺎ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﻭﺍﺟﻬﺔ‬ ‫ﻫﻲ‬ ‫ﻮﺍﺕ‬َ‫ﻨ‬َ‫ﻘ‬‫ﺍﻟ‬ :‫ﻣﻨﻬﺎ‬ ،ً‫ﺓ‬َ‫ﺩ‬‫ﱢ‬‫ﻣﺘﻌﺪ‬ ‫ﻭﻇﺎﺋﻒ‬ ‫ﻮﺍﺕ‬َ‫ﻨ‬َ‫ﻘ‬‫ﺍﻟ‬ ‫ﻱ‬‫ﱢ‬‫ﺩ‬‫ﺗﺆ‬ .‫ﺍﻟﻌﻤﻴﻞ‬ .‫ﻭﺧﺪﻣﺎﺗﻬﺎ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﻟﻤﻨﺘﺠﺎﺕ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻌﺮﻓﺔ‬ ‫ﻣﺴﺘﻮﻯ‬ ‫ﺭﻓﻊ‬ • .‫ﺑﺎﻟﻤﻨﺸﺄﺓ‬ ‫ﺍﻟﺨﺎﺻﺔ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﺍﻟﻘ‬ ‫ﺗﻘﻴﻴﻢ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﺴﺎﻋﺪﺓ‬ • .‫ﺓ‬َ‫ﺩ‬‫ﱠ‬‫ﻣﺤﺪ‬ ‫ﺧﺪﻣﺎﺕ‬ ‫ﺃﻭ‬ ‫ﻣﻨﺘﺠﺎﺕ‬ ‫ﻟﺸﺮﺍﺀ‬ ‫ﻟﻠﻌﻤﻼﺀ‬ ‫ﺍﻟﻔﺮﺻﺔ‬ ‫ﺇﺗﺎﺣﺔ‬ • .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﺍﻟﻘ‬ ‫ﺇﻳﺼﺎﻝ‬ • .‫ﻟﻠﻌﻤﻼﺀ‬ ‫ﺍﻟﺒﻴﻊ‬ ‫ﺑﻌﺪ‬ ‫ﻣﺎ‬ ‫ﺩﻋﻢ‬ ‫ﺗﻮﻓﻴﺮ‬ • Channels ‫اﻟﻘﻨﻮات‬ CH
  • 33.
    ٢٧ ‫א‬ ‫א‬ ‫א‬‫א‬‫א‬ ‫א‬ ‫א‬ ‫ﻣﺒﻴﻌﺎﺕ‬ ‫ﻓﺮﻳﻖ‬ (‫)ﺍﻟﺘﻤﻴﻴﺰ‬ ‫ﺍﻟﻮﻋﻲ‬ .١ ‫ﺍﻟﻮﻋﻲ‬ ‫ﺯﻳﺎﺩﺓ‬ ‫ﻳﻤﻜﻨﻨﺎ‬ ‫ﻛﻴﻒ‬ ‫ﻭﺧﺪﻣﺎﺗﻬﺎ؟‬ ‫ﻣﻨﺸﺄﺗﻨﺎ‬ ‫ﺑﻤﻨﺘﺠﺎﺕ‬ ‫ﺍﻟﺘﻘﻴﻴﻢ‬ .٢ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻧﺴﺎﻋﺪ‬ ‫ﻛﻴﻒ‬ ‫ﺍﻟﺨﺎﺻﺔ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﺗﻘﻴﻴﻢ‬ ‫ﺑﻤﻨﺸﺄﺗﻨﺎ؟‬ ‫ﺍﻟﺸﺮﺍﺀ‬ ‫ﺔ‬‫ﱠ‬‫ﻴ‬‫ﻋﻤﻠ‬ .٣ ‫ﺷﺮﺍﺀ‬ ‫ﻟﻠﻌﻤﻼﺀ‬ ‫ﻧﺘﻴﺢ‬ ‫ﻛﻴﻒ‬ ‫ﻣﺤﺪﺩﺓ؟‬ ‫ﺧﺪﻣﺎﺕ‬ ‫ﺃﻭ‬ ‫ﻣﻨﺘﺠﺎﺕ‬ ‫ﺍﻟﺘﺴﻠﻴﻢ‬ .٤ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﻘ‬‫ﺍﻟ‬ ‫ﻧﻮﺻﻞ‬ ‫ﻛﻴﻒ‬ ‫ﺍﻟﻌﻤﻼﺀ؟‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﺒﻴﻊ‬ ‫ﺑﻌﺪ‬ .٥ ‫ﺍﻟﺒﻴﻊ‬ ‫ﺑﻌﺪ‬ ‫ﻣﺎ‬ ‫ﺧﺪﻣﺔ‬ ‫ﱢﺮ‬‫ﻓ‬‫ﻧﻮ‬ ‫ﻛﻴﻒ‬ ‫ﻟﻠﻌﻤﻼﺀ؟‬ ‫ﺇﻟﻜﺘﺮﻭﻧﻴﺔ‬ ‫ﻣﻮﺍﻗﻊ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﻣﺘﺎﺟﺮ‬ ‫ﻣﺘﺎﺟﺮ‬ ‫ﻣﺸﺘﺮﻛﺔ‬ ‫ﺟﻤﻠﺔ‬ ‫ﺑﻴﻊ‬ ‫א‬‫א‬ ‫כ‬‫א‬‫כ‬ ُ‫اﻟﻮﺻﻮل‬ َّ‫ﻳﺘﻢ‬ ‫أن‬ ‫ﻋﻤﻼﺋﻨﺎ‬ ‫ﺷﺮاﺋﺢ‬ ‫ﺗﺮﻏﺐ‬ ‫ﻮات‬َ‫ﻨ‬ َ‫اﻟﻘ‬ ‫ﻣﻦ‬ ٍّ‫أي‬ ‫ﻋﱪ‬ ‫ﻣﻨﻬﺎ‬ ٌّ‫أي‬ ‫ﻣﺘﻜﺎﻣﻠﺔ؟‬ ‫ﻨﺎ‬ُ‫ﺗ‬‫ﻮا‬َ‫ﻨ‬ َ‫ﻗ‬ ‫ﻫﻞ‬ ‫ﺎ؟‬ًّ‫ﻴ‬‫ﺣﺎﻟ‬ ‫ﻧﺼﻠﻬﻢ‬ ‫ﻛﻴﻒ‬ ‫إﻟﻴﻬﻢ؟‬ ‫ﻛﻠﻔﺘﻬﺎ؟‬ ‫إﻟﻰ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ‬ ً‫ﻓﻌﺎﻟﻴﺔ‬ ‫اﻷﻛﱶ‬ ‫أﻳﻬﺎ‬ ‫أﻓﻀﻞ؟‬ ٍ‫ﻞ‬‫ﺑﺸﻜ‬ ‫ﻳﻌﻤﻞ‬ ‫اﻟﻌﻤﻼء؟‬ ‫ﻋﺎدات‬ ‫ﻓﻲ‬ ‫ﺑﺈدﺧﺎﻟﻬﺎ‬ ‫ﻧﻘﻮم‬ ‫ﻛﻴﻒ‬ ‫ﺃﻥ‬ ‫ﻳﻤﻜﻦ‬ ‫ﺍﻟﻘﻨﻮﺍﺕ‬ ‫ﻫﺬﻩ‬ ‫ﻭﺑﻌﺾ‬ ،‫ﻣﺘﻤﺎﻳﺰﺓ‬ ‫ﻣﺮﺍﺣﻞ‬ ُ‫ﺧﻤﺲ‬ ‫ﻟﻠﻘﻨﻮﺍﺕ‬ ‫ﺍﻟﺘﻤﻴﻴﺰ‬ ‫ﻧﺴﺘﻄﻴﻊ‬ .‫ﺎ‬ً‫ﺟﻤﻴﻌ‬ ‫ﻴﻬﺎ‬‫ﱢ‬‫ﻄ‬َ‫ﻐ‬ُ‫ﻳ‬ ‫ﻭﺑﻌﻀﻬﺎ‬ ،‫ﺍﻟﻤﺮﺍﺣﻞ‬ ‫ﻫﺬﻩ‬ َ‫ﺑﻌﺾ‬ ‫ﻲ‬‫ﱢ‬‫ﺗﻐﻄ‬ ‫ﺍﻟﻘﻨﻮﺍﺕ‬ ‫ﺑﻴﻦ‬ ‫ﻭﻛﺬﻟﻚ‬ ،‫ﺍﻟﻤﺒﺎﺷﺮﺓ‬ ‫ﻏﻴﺮ‬ ‫ﻭﺍﻟﻘﻨﻮﺍﺕ‬ ‫ﺍﻟﻤﺒﺎﺷﺮﺓ‬ ‫ﺍﻟﻘﻨﻮﺍﺕ‬ ‫ﺑﻴﻦ‬ .‫ﺁﺧﺮﻭﻥ‬ ‫ﺷﺮﻛﺎﺀ‬ ‫ﻓﻴﻬﺎ‬ ‫ﻳﺪﺧﻞ‬ ‫ﺍﻟﺘﻲ‬ ‫ﻭﺍﻟﻘﻨﻮﺍﺕ‬ ‫ﺑﺎﻟﻜﺎﻣﻞ‬ ‫ﺍﻟﻤﻤﻠﻮﻛﺔ‬ ‫ﻟﺮﻏﺒﺔ‬ ‫ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﺍﻟﻘﻨﻮﺍﺕ‬ ‫ﻣﻦ‬ ‫ﺍﻟﺼﺤﻴﺢ‬ ‫ﺍﻟﻤﺰﻳﺞ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﺘﻮﺻﻞ‬ ‫ﺇﻥ‬ ‫ﻏﺎﻳﺔ‬ ٌ‫ﺃﻣﺮ‬ ‫ﺇﻟﻴﻬﻢ‬ ‫ﻟﻠﻮﺻﻮﻝ‬ ‫ﻣﻨﺎﺳﺒﺔ‬ ‫ﻳﺮﻭﻧﻬﺎ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺑﺎﻟﻄﺮﻳﻘﺔ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻳﻤﻜﻦ‬ .‫ﺍﻟﺴﻮﻕ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻴ‬ِ‫ﺍﻟﻘ‬ ‫ﺩﻓﻊ‬ ‫ﺳﺒﻴﻞ‬ ‫ﻓﻲ‬ ‫ﺍﻷﻫﻤﻴﺔ‬ ‫ﻓﻲ‬ ‫ﻋﺒﺮ‬ ‫ﻋﻤﻼﺋﻬﺎ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻮﺻﻮﻝ‬ ‫ﺑﻴﻦ‬ ‫ﺍﻻﺧﺘﻴﺎﺭ‬ ،‫ﻣﻨﺸﺄﺓ‬ ‫ﺃﻳﺔ‬ ،‫ﻟﻠﻤﻨﺸﺄﺓ‬ .‫ﺑﻴﻨﻬﻤﺎ‬ ‫ﻣﺰﻳﺞ‬ ‫ﻋﺒﺮ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺸﺮﻳﻜﺔ‬ ‫ﻮﺍﺕ‬َ‫ﻨ‬َ‫ﻘ‬‫ﺍﻟ‬ ‫ﻋﺒﺮ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺨﺎﺻﺔ‬ ‫ﻮﺍﺗﻬﺎ‬َ‫ﻨ‬َ‫ﻗ‬ ‫ﻓﺮﻳﻖ‬ ‫ﻣﺜﻞ‬ ‫ﻣﺒﺎﺷﺮﺓ‬ ٍ‫ﻗﻨﻮﺍﺕ‬ ُ‫ﺔ‬‫ﺍﻟﻤﻤﻠﻮﻛ‬ ُ‫ﻮﺍﺕ‬َ‫ﻨ‬َ‫ﻘ‬‫ﺍﻟ‬ ‫ﺗﻜﻮﻥ‬ ‫ﺃﻥ‬ ‫ﻭﻳﻤﻜﻦ‬ ‫ﺗﻜﻮﻥ‬ ‫ﺃﻥ‬ ‫ﻳﻤﻜﻦ‬ ‫ﻛﻤﺎ‬ ،‫ﺇﻟﻜﺘﺮﻭﻧﻲ‬ ‫ﻣﻮﻗﻊ‬ ‫ﺃﻭ‬ ‫ﻟﻠﻤﻨﺸﺄﺓ‬ ‫ﺗﺎﺑﻊ‬ ‫ﻣﺒﻴﻌﺎﺕ‬ ‫ﺍﺭ‬َ‫ﺪ‬ُ‫ﺗ‬ ‫ﺃﻭ‬ ‫ﻟﻠﻤﻨﺸﺄﺓ‬ ‫ﻣﻤﻠﻮﻛﺔ‬ ‫ﺗﺠﺰﺋﺔ‬ ‫ﻣﺤﻼﺕ‬ ‫ﻣﺜﻞ‬ ‫ﻣﺒﺎﺷﺮﺓ‬ ‫ﻏﻴﺮ‬ ‫ﱡ‬‫ﻭﺗﻀﻢ‬ ‫ﻣﺒﺎﺷﺮﺓ‬ ‫ﻏﻴﺮ‬ ٌ‫ﻮﺍﺕ‬َ‫ﻨ‬َ‫ﻗ‬ ‫ﻓﻬﻲ‬ ‫ﺍﻟﺸﺮﻳﻜﺔ‬ ‫ﻮﺍﺕ‬َ‫ﻨ‬َ‫ﻘ‬‫ﺍﻟ‬ ‫ﺃﻣﺎ‬ .‫ﺑﻮﺍﺳﻄﺘﻬﺎ‬ ‫ﻭﺑﺎﻟﺘﺠﺰﺋﺔ‬ ‫ﺑﺎﻟﺠﻤﻠﺔ‬ ‫ﺍﻟﺘﻮﺯﻳﻊ‬ ‫ﻣﺜﻞ‬ ،‫ﺍﻟﺨﻴﺎﺭﺍﺕ‬ ‫ﻣﻦ‬ ً‫ﺓ‬‫ﻛﺒﻴﺮ‬ ً‫ﺔ‬‫ﻣﺠﻤﻮﻋ‬ .‫ﻟﺸﺮﻛﺎﺀ‬ ‫ﺍﻟﻤﻤﻠﻮﻛﺔ‬ ‫ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‬ ‫ﺍﻟﻤﻮﺍﻗﻊ‬ ‫ﺃﻭ‬ ‫ﺇﻟﻰ‬ ‫ﻱ‬‫ﱢ‬‫ﺩ‬‫ﻳﺆ‬ ٍ‫ﺷﺮﻳﻜﺔ‬ ٍ‫ﻮﺍﺕ‬َ‫ﻨ‬َ‫ﻗ‬ ‫ﻣﻊ‬ َ‫ﺍﻟﺘﻌﺎﻣﻞ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﻓﻲ‬ ‫ﱠ‬‫ﺷﻚ‬ ‫ﻻ‬ ‫ﻧﻄﺎﻕ‬ ‫ﺗﻮﺳﻴﻊ‬ ‫ﻟﻠﻤﻨﺸﺄﺓ‬ ‫ﺗﺘﻴﺢ‬ ‫ﻬﺎ‬‫ﱠ‬‫ﻧ‬‫ﺃ‬ ‫ﱠ‬‫ﻻ‬‫ﺇ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺑﺤﻴ‬ ‫ﺍﻟﻬﻮﺍﻣﺶ‬ ‫ﻲ‬‫ﱢ‬‫ﻧ‬‫ﺗﺪ‬ ،ُ‫ﺔ‬‫ﺍﻟﻤﻤﻠﻮﻛ‬ ُ‫ﻮﺍﺕ‬َ‫ﻨ‬َ‫ﻘ‬‫ﺍﻟ‬ ‫ﺎ‬‫ﱠ‬‫ﺃﻣ‬ .‫ﺍﻟﺸﺮﻛﺎﺀ‬ ‫ﺓ‬‫ﱠ‬‫ﻗﻮ‬ ‫ﻧﻘﺎﻁ‬ ‫ﻣﻦ‬ ‫ﻭﺍﻻﺳﺘﻔﺎﺩﺓ‬ ‫ﻋﻤﻠﻬﺎ‬ ‫ﺇﻗﺎﻣﺘﻬﺎ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﱠ‬‫ﺇﻻ‬ ،‫ﺃﻋﻠﻰ‬ ‫ﻫﻮﺍﻣﺶ‬ ‫ﻓﺘﻌﻄﻲ‬ ،‫ﻣﻨﻬﺎ‬ ‫ﺍﻟﻤﺒﺎﺷﺮﺓ‬ ‫ﻭﺑﺨﺎﺻﺔ‬ ‫ﺍﻟﺘﻮﺍﺯﻥ‬ ‫ﺗﺤﻘﻴﻖ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺒﺮﺍﻋﺔ‬ ‫ﺗﻜﻤﻦ‬ .‫ﺎ‬ً‫ﻔ‬‫ﻜﻠ‬ُ‫ﻣ‬ ‫ﻳﻜﻮﻥ‬ ‫ﻗﺪ‬ ‫ﻭﺗﺸﻐﻴﻠﻬﺎ‬ ‫ﺑﻄﺮﻳﻘﺔ‬ ‫ﺎ‬ً‫ﻣﻌ‬ ‫ﻭﺩﻣﺠﻬﺎ‬ ‫ﺍﻟﻘﻨﻮﺍﺕ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻤﺨﺘﻠﻔﺔ‬ ‫ﺍﻷﻧﻮﺍﻉ‬ ‫ﺑﻴﻦ‬ ‫ﺍﻟﺪﻗﻴﻖ‬ .‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻭﺗﻌﻈﻴﻢ‬ ‫ﺍﻟﻌﻤﻴﻞ‬ ‫ِﺑﺔ‬‫ﺮ‬‫ﺗﺠ‬ ‫ﺇﺛﺮﺍﺀ‬ ‫ﺇﻟﻰ‬ ‫ﻱ‬‫ﱢ‬‫ﺩ‬‫ﺗﺆ‬
  • 34.
    ٤ ‫اﻟﻌﻼﻗﺎت‬ ‫أﻧﻮاع‬ ‫اﻟﻌﻤﻼء‬‫ﻣﻊ‬ ‫ﺑﺎﻟﻌﻼﻗﺎت‬ ُّ‫اﻟﺨﺎص‬ ‫اﻟﺒﻨﺎء‬ ‫ﺣﺠﺮ‬ ُ ِّ‫ﺒﲔ‬ُ‫ﻳ‬ .‫اﻟﻌﻤﻼء‬ ‫ﻣﻦ‬ ٍ‫ة‬َ‫د‬َّ‫ﺪ‬‫ﻣﺤ‬ ‫ﺷﺮاﺋﺢ‬ ‫ﻣﻊ‬ ‫اﻟﻤﻨﺸﺄة‬ ‫ﺴﻬﺎ‬ ِّ‫ﺗﺆﺳ‬ ‫اﻟﺘﻲ‬ ‫ﻣﻦ‬ ‫ﺷﺮﻳﺤﺔ‬ ‫ﱢ‬‫ﻛﻞ‬ ‫ﻣﻊ‬ ‫ﺇﻗﺎﻣﺘﻬﺎ‬ ‫ﻓﻲ‬ ‫ﺗﺮﻏﺐ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻧﻮﻉ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﻦ‬‫ﱢ‬‫ﺒﻴ‬ُ‫ﺗ‬ ‫ﺃﻥ‬ ‫ﻳﻨﺒﻐﻲ‬ ً‫ﺔ‬‫ﻣﺪﻓﻮﻋ‬ ‫ﺗﻜﻮﻥ‬ ‫ﻗﺪ‬ ‫ﻛﻤﺎ‬ ،‫ﺔ‬‫ﱠ‬‫ﻭﺍﻵﻟﻴ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺸﺨﺼﻴ‬ ‫ﺑﻴﻦ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﺗﺘﺮﺍﻭﺡ‬ ‫ﻭﻗﺪ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﺍﺋﺢ‬ :‫ﺍﻟﺘﺎﻟﻴﺔ‬ ‫ﺑﺎﻟﺪﻭﺍﻓﻊ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺍﻛﺘﺴﺎﺏ‬ • .‫ﺑﺎﻟﻌﻤﻼﺀ‬ ‫ﺍﻻﺣﺘﻔﺎﻅ‬ • .‫ﺍﻟﻤﺒﻴﻌﺎﺕ‬ ‫ﺗﻨﺸﻴﻂ‬ • Customer Relationships ‫اﻟﻌﻤﻼء‬ ‫ﻣﻊ‬ ‫اﻟﻌﻼﻗﺎت‬ ،‫ﺍﻷﻭﻟﻰ‬ ‫ﺎﻡ‬ّ‫ﺍﻷﻳ‬ ‫ﻓﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺨﻠﻮﻳ‬ ‫ﺍﻻﺗﺼﺎﻻﺕ‬ ‫ﺷﺒﻜﺎﺕ‬ ‫ﻠﻲ‬‫ﱢ‬‫ﻐ‬ َ‫ﺸ‬ُ‫ﻟـﻤ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻛﺎﻧﺖ‬ ‫ﻫﻮﺍﺗﻒ‬ ‫ﺗﻮﻓﻴﺮ‬ ‫ﻋﻠﻰ‬ ‫ﺗﻨﻄﻮﻱ‬ ‫ﺔ‬‫ﱠ‬‫ﻭﻫﺠﻮﻣﻴ‬ ‫ﺔ‬‫ﱠ‬‫ﻗﻮﻳ‬ ٍ‫ﺍﺳﺘﺤﻮﺍﺫ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺑﺎﺳﺘﺮﺍﺗﻴﺠﻴ‬ ً‫ﺔ‬‫ﻣﺪﻓﻮﻋ‬ ، ًً‫ﻣﺜﻼ‬ ‫ﺇﻟﻰ‬ ‫ﺗﺮﻛﻴﺰﻫﻢ‬ ‫ﻠﻮﻥ‬‫ﱢ‬‫ﻐ‬‫ﺍﻟﻤﺸ‬ ‫ﻝ‬‫ﱠ‬‫ﺣﻮ‬ ،‫ﻊ‬‫ﱡ‬‫ﺍﻟﺘﺸﺒ‬ ‫ﺩﺭﺟﺔ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﺴﻮﻕ‬ ‫ﻭﺻﻞ‬ ‫ﻋﻨﺪﻣﺎ‬ .‫ﺎ‬ً‫ﻧ‬‫ﻣﺠﺎ‬ ‫ﺔ‬‫ﱠ‬‫ﺧﻠﻮﻳ‬ .‫ﻋﻤﻴﻞ‬ ‫ﱢ‬‫ﻛﻞ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻌﺎﺋﺪ‬ ‫ﻂ‬‫ﱢ‬‫ﻣﺘﻮﺳ‬ ‫ﻭﺯﻳﺎﺩﺓ‬ ‫ﺑﺎﻟﻌﻤﻼﺀ‬ ‫ﺍﻻﺣﺘﻔﺎﻅ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﺎﻩ‬‫ﱠ‬‫ﻨ‬‫ﺗﺘﺒ‬ ‫ﺍﻟﺬﻱ‬ ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻋﻠﻴﻬﺎ‬ ‫ﻳﺤﺚ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﱠ‬‫ﺇﻥ‬ .‫ﺍﻟﻌﻤﻴﻞ‬ ‫ﻋﻠﻴﻬﺎ‬ ‫ﻳﺤﺼﻞ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻜﻠﻴ‬ ‫ﺍﻟﺘﺠﺮﺑﺔ‬ ‫ﻓﻲ‬ ٌ‫ﻛﺒﻴﺮ‬ ٌ‫ﺗﺄﺛﻴﺮ‬ ‫ﻟﻬﺎ‬ CR
  • 35.
    ٢٩ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﻦ‬ ٍ‫ﻋﺪﺩ‬ ‫ﺑﻴﻦ‬ َ‫ﺰ‬‫ﱢ‬‫ﻤﻴ‬ُ‫ﻧ‬ ‫ﺃﻥ‬ ‫ﻧﺴﺘﻄﻴﻊ‬ ٍ‫ﺓ‬َ‫ﺩ‬‫ﱠ‬‫ﻣﺤﺪ‬ ٍ‫ﺑﺸﺮﻳﺤﺔ‬ ‫ﻣﺎ‬ ٍ‫ﻣﻨﺸﺄﺓ‬ ‫ﻋﻼﻗﺔ‬ ‫ﺇﻃﺎﺭ‬ ‫ﻓﻲ‬ ‫ﺎ‬ً‫ﻣﻌ‬ ‫ﺗﻮﺟﺪ‬ ‫ﻗﺪ‬ ‫ﺍﻟﺘﻲ‬ :‫ﻭﻣﻨﻬﺎ‬ ،‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ (Personal assistance) ‫ﺍﻟﺸﺨﺼﻴﺔ‬ ‫ﺍﻟﻤﺴﺎﻋﺪﺓ‬ . ّ‫ﺍﻹﻧﺴﺎﻧﻲ‬ ‫ﺍﻟﺘﻔﺎﻋﻞ‬ ‫ﺃﺳﺎﺱ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻨﻮﻉ‬ ‫ﻫﺬﺍ‬ ‫ﻳﻘﻮﻡ‬ ‫ﺙ‬‫ﱠ‬‫ﻳﺘﺤﺪ‬ ‫ﺃﻥ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻨﻤﻮﺫﺝ‬ ‫ﻫﺬﺍ‬ ‫ﺿﻤﻦ‬ ‫ﺍﻟﻌﻤﻴﻞ‬ ‫ﻳﺴﺘﻄﻴﻊ‬ ‫ﻟﻴﺤﺼﻞ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻟﻘﺴﻢ‬ ‫ﱟ‬‫ﺣﻘﻴﻘﻲ‬ ٍ‫ﻞ‬‫ﱢ‬‫ﺜ‬‫ﻣﻤ‬ ‫ﻣﻊ‬ ً‫ﺓ‬‫ﻣﺒﺎﺷﺮ‬ ‫ﺑﻌﺪ‬ ‫ﺣﺘﻰ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺸﺮﺍﺀ‬ ‫ﻋﻤﻠﻴﺔ‬ ‫ﺃﺛﻨﺎﺀ‬ ‫ﻓﻲ‬ ‫ﻟﻪ‬ ‫ﺍﻟﻼﺯﻣﺔ‬ ‫ﺍﻟﻤﺴﺎﻋﺪﺓ‬ ‫ﻋﻠﻰ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺒﻴﻊ‬ ‫ﻣﻮﻗﻊ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺘﻮﺍﺻﻞ‬ ‫ﻫﺬﺍ‬ ‫ﻳﺤﺼﻞ‬ ‫ﻭﻗﺪ‬ .‫ﺇﺗﻤﺎﻣﻪ‬ .‫ﺃﺧﺮﻯ‬ ‫ﻭﺳﺎﺋﻞ‬ ‫ﺑﺄﻳﺔ‬ ‫ﺃﻭ‬ ‫ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‬ ‫ﺑﺎﻟﺒﺮﻳﺪ‬ ‫ﺃﻭ‬ ‫ﺍﻻﺗﺼﺎﻝ‬ ‫ﻣﺮﺍﻛﺰ‬ ‫ﺍﻟﺨﺎﺻﺔ‬ ‫ﺍﻟﺸﺨﺼﻴﺔ‬ ‫ﺍﻟﻤﺴﺎﻋﺪﺓ‬ (Dedicated personal assistance) ‫ﻗﺴﻢ‬ ‫ﻣﻨﺪﻭﺑﻲ‬ ‫ﺃﺣﺪ‬ ‫ﺗﺨﺼﻴﺺ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻨﻮﻉ‬ ‫ﻫﺬﺍ‬ ‫ﻳﻨﻄﻮﻱ‬ ‫ﺃﻋﻤﻖ‬ ‫ﺍﻟﻨﻮﻉ‬ ‫ﻫﺬﺍ‬ ‫ﻞ‬‫ﱢ‬‫ﺜ‬‫ﻭﻳﻤ‬ .‫ﻦ‬‫ﱠ‬‫ﻣﻌﻴ‬ ٍ‫ﻟﻌﻤﻴﻞ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻃﻮﻳﻠﺔ‬ ‫ﻓﺘﺮﺓ‬ ‫ﻋﺒﺮ‬ ً‫ﺓ‬‫ﻋﺎﺩ‬ ‫ﻳﻨﺸﺄ‬ ‫ﻭﻫﻮ‬ ،‫ﺎ‬ً‫ﺌ‬‫ﺩﻓ‬ ‫ﻭﺃﻛﺜﺮﻫﺎ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﺃﻧﻮﺍﻉ‬ ‫ﱠﻔﻮﻥ‬‫ﻇ‬‫ﻣﻮ‬ ‫ﻳﻘﻮﻡ‬ ‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﺨﺎﺻ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺒﻨﻜﻴ‬ ‫ﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﻣﺠﺎﻝ‬ ‫ﻓﻲ‬ .‫ﺍﻟﺰﻣﻦ‬ ‫ﻣﻦ‬ ‫ﻫﺬﺍ‬ ‫ﻣﺜﻞ‬ ‫ﻧﺮﻯ‬ ‫ﺃﻥ‬ ‫ﻳﻤﻜﻦ‬ ‫ﻛﻤﺎ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻛﺒﺎﺭ‬ ‫ﺑﺨﺪﻣﺔ‬ ‫ﺩﻭﻥ‬‫ﱠ‬‫ﻣﺤﺪ‬ ‫ﻳﺤﺘﻔﻆ‬ ‫ﺣﻴﺚ‬ ‫ﺃﺧﺮﻯ‬ ٍ‫ﺃﻋﻤﺎﻝ‬ ‫ﻣﺠﺎﻻﺕ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻨﻮﻉ‬ .‫ﻴﻦ‬‫ﱢ‬‫ﺍﻟﻤﻬﻤ‬ ‫ﺑﺎﻟﻌﻤﻼﺀ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺷﺨﺼﻴ‬ ٍ‫ﺑﻌﻼﻗﺎﺕ‬ ‫ﺍﻟﻜﺒﺮﻯ‬ ‫ﺍﻟﺤﺴﺎﺑﺎﺕ‬ ‫ﻣﺪﻳﺮﻭ‬ (Self-service) ‫ﺍﻟﺬﺍﺗﻴﺔ‬ ‫ﺍﻟﺨﺪﻣﺔ‬ ٍ‫ﻣﺒﺎﺷﺮﺓ‬ ٍ‫ﺑﻌﻼﻗﺎﺕ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﺗﺤﺘﻔﻆ‬ ‫ﻻ‬ ،‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻨﻮﻉ‬ ‫ﻫﺬﺍ‬ ‫ﻓﻲ‬ ُ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻟﻴﻘﻮﻡ‬ ‫ﺍﻟﻀﺮﻭﺭﻳﺔ‬ ‫ﺍﻟﻮﺳﺎﺋﻞ‬ ‫ﺟﻤﻴﻊ‬ ُ‫ﱢﺮ‬‫ﻓ‬‫ﻮ‬ُ‫ﺗ‬ ‫ﻭﺇﻧﻤﺎ‬ ،‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ .‫ﺑﺄﻧﻔﺴﻬﻢ‬ ‫ﺃﻧﻔﺴﻬﻢ‬ ‫ﺑﺨﺪﻣﺔ‬ (Automated services) ‫ﺍﻵﻟﻴﺔ‬ ‫ﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﺃﺷﻜﺎﻝ‬ ‫ﻣﻦ‬ ‫ﺭ‬‫ﱢ‬‫ﻣﺘﻄﻮ‬ ٍ‫ﺷﻜﻞ‬ ‫ﺑﻴﻦ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻨﻮﻉ‬ ‫ﻫﺬﺍ‬ ‫ﻳﺠﻤﻊ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺸﺨﺼﻴ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻔ‬‫ﺍﻟﻤﻠ‬ ‫ﺘﻴﺢ‬ُ‫ﺗ‬ ، ً‫ﻓﻤﺜﻼ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻵﻟﻴ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻭﺍﻟﻌﻤﻠﻴ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺬﺍﺗﻴ‬ ‫ﺍﻟﺨﺪﻣﺔ‬ ٍ‫ﺑﺸﻜﻞ‬ ٍ‫ﺓ‬‫ﱠ‬‫ﺪ‬َ‫ﻌ‬ُ‫ﻣ‬ ٍ‫ﺧﺪﻣﺎﺕ‬ ‫ﻋﻠﻰ‬ ‫ﱢﻼﻉ‬‫ﻃ‬‫ﺍﻻ‬ ‫ﻟﻠﻌﻤﻼﺀ‬ ‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻦ‬ ٍ‫ﻭﺍﺣﺪ‬ ‫ﱢ‬‫ﻛﻞ‬ ‫ﺇﻟﻰ‬ ‫ﻑ‬‫ﱡ‬‫ﺍﻟﺘﻌﺮ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻵﻟﻴ‬ ‫ﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﻭﺑﺈﻣﻜﺎﻥ‬ .‫ﻟﻬﻢ‬ ‫ﱟ‬‫ﺧﺎﺹ‬ ‫ﺑﺎﻷﻭﺍﻣﺮ‬ ً‫ﺔ‬ ‫ﱠ‬‫ﺧﺎﺻ‬ ٍ‫ﻣﻌﻠﻮﻣﺎﺕ‬ ‫ﻡ‬‫ﱠ‬‫ﺪ‬َ‫ﻘ‬ُ‫ﺗ‬ ‫ﻭﻫﻲ‬ ،‫ﺧﺼﺎﺋﺼﻬﻢ‬ ‫ﻑ‬‫ﱡ‬‫ﻭﺗﻌﺮ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ُ‫ﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﺗﺴﺘﻄﻴﻊ‬ ،‫ﺔ‬‫ﱠ‬‫ﻣﺜﺎﻟﻴ‬ ‫ﻧﺎﺣﻴﺔ‬ ‫ﻣﻦ‬ .‫ﺑﻬﻢ‬ ‫ﱢﻘﺔ‬‫ﻠ‬‫ﺍﻟﻤﺘﻌ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺍﻟﻌﻤﻠﻴ‬ ‫ﺃﻭ‬ ‫ﺑﻘﺮﺍﺀﺓ‬ ‫ﺗﻮﺻﻴﺎﺕ‬ ‫ﺗﻘﺪﻳﻢ‬ ‫)ﻣﺜﻞ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺸﺨﺼﻴ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻣﺤﺎﻛﺎﺓ‬ ُ‫ﺔ‬‫ﱠ‬‫ﺍﻵﻟﻴ‬ .(‫ﺳﻴﻨﻤﺎﺋﻲ‬ ‫ﻓﻴﻠﻢ‬ ‫ﻣﺸﺎﻫﺪﺓ‬ ‫ﺃﻭ‬ ‫ﻣﺎ‬ ‫ﻛﺘﺎﺏ‬ (Communi es) ‫ﺍﻟﻤﺠﻤﻮﻋﺎﺕ‬ ‫ﻣﺠﻤﻮﻋﺎﺕ‬ ،ٍ‫ﻣﺘﺰﺍﻳﺪ‬ ٍ‫ﻮ‬‫ﻧﺤ‬ ‫ﻭﻋﻠﻰ‬ ،‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﺑﻌﺾ‬ ُ‫ﻡ‬ِ‫ﺴﺘﺨﺪ‬َ‫ﺗ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺃﻭ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺗﻔﺎﻋﻠﻬﺎ‬ ‫ﻣﺴﺘﻮﻯ‬ ‫ﻟﺮﻓﻊ‬ ‫ﺍﻟﻤﺴﺘﺨﺪﻣﻴﻦ‬ .‫ﺃﻧﻔﺴﻬﻢ‬ ‫ﺍﻟﻤﺠﻤﻮﻋﺎﺕ‬ ‫ﺃﻋﻀﺎﺀ‬ ‫ﺑﻴﻦ‬ ‫ﺍﻟﺘﻮﺍﺻﻞ‬ ‫ﻭﻟﺘﺴﻬﻴﻞ‬ ،‫ﺍﻟﻤﺤﺘﻤﻠﻴﻦ‬ ‫ﺍﻟﺘﻮﺍﺻﻞ‬ ‫ﺷﺒﻜﺎﺕ‬ ‫ﻋﻠﻰ‬ ٍ‫ﺑﻤﺠﻤﻮﻋﺎﺕ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻣﻦ‬ ٌ‫ﻛﺜﻴﺮ‬ ‫ﻭﺗﺤﺘﻔﻆ‬ ‫ﱢ‬‫ﺣﻞ‬ ‫ﻓﻲ‬ َ‫ﺓ‬‫ﻭﺍﻟﻤﺴﺎﻋﺪ‬ ‫ﺍﻟﻤﻌﺮﻓﺔ‬ َ‫ﻝ‬ُ‫ﺩ‬‫ﺒﺎ‬َ‫ﺗ‬ ‫ﻟﻸﻋﻀﺎﺀ‬ ‫ﺗﺘﻴﺢ‬ ‫ﺍﻻﺟﺘﻤﺎﻋﻲ‬ ‫ﺃﻥ‬ ‫ﻷﻋﻀﺎﺋﻬﺎ‬ ‫ﺍﻟﻤﺠﻤﻮﻋﺎﺕ‬ ‫ﺗﺘﻴﺢ‬ ‫ﻛﻤﺎ‬ .‫ﺎ‬ ً‫ﺑﻌﻀ‬ ‫ﺑﻌﻀﻬﻢ‬ ‫ﻣﺸﻜﻼﺕ‬ ،‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﱡﻌﺎﺕ‬‫ﻗ‬‫ﺗﻮ‬ ‫ﻣﻊ‬ ‫ﺍﻟﺘﻌﺎﻣﻞ‬ ‫ﻃﺮﻕ‬ ‫ﺗﺤﺴﻴﻦ‬ ‫ﺃﺳﺎﻟﻴﺐ‬ ‫ﱠﻤﻮﺍ‬‫ﻠ‬‫ﻳﺘﻌ‬ ‫ﺃﻓﻀﻞ‬ ‫ﻓﻬﻢ‬ ‫ﺗﺤﻘﻴﻖ‬ ‫ﻋﻠﻰ‬ ‫ﺎ‬ ً‫ﺃﻳﻀ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻳﺴﺎﻋﺪ‬ ‫ﻣﺎ‬ ‫ﻭﻫﻮ‬ ‫ﺳﻤﻴﺚ‬ ‫ﺟﻼﻛﺴﻮ‬ ‫ﺍﻟﻌﻤﻼﻗﺔ‬ ‫ﺍﻷﺩﻭﻳﺔ‬ ‫ﺷﺮﻛﺔ‬ ‫ﺃﻃﻠﻘﺖ‬ ‫ﻭﻗﺪ‬ .‫ﻟﻌﻤﻼﺋﻬﻢ‬ ‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﻋﻠﻰ‬ ‫ﺔ‬ ‫ﱠ‬‫ﺧﺎﺻ‬ ً‫ﺔ‬‫ﻣﺠﻤﻮﻋ‬ (Glaxo Smith Kline) ‫ﻛﻼﻳﻦ‬ ٌ‫ﺟﺪﻳﺪ‬ ٌ‫ﻣﺴﺘﺤﻀﺮ‬ ‫ﻭﻫﻮ‬ (alli) ‘‘‫’’ﺃﻟﻲ‬ ‫ﻣﺴﺘﺤﻀﺮ‬ ‫ﻃﺮﺣﺖ‬ ‫ﻋﻨﺪﻣﺎ‬ ‫ﺃﺭﺍﺩﺕ‬ .‫ﺔ‬‫ﱠ‬‫ﻃﺒﻴ‬ ‫ﻭﺻﻔﺔ‬ ‫ﺩﻭﻥ‬ ‫ﻑ‬َ‫ﺮ‬ ْ‫ﺼ‬ُ‫ﻭﻳ‬ ‫ﺍﻟﻮﺯﻥ‬ ‫ﻟﺘﺨﻔﻴﻒ‬ ‫ﻡ‬َ‫ﺨﺪ‬َ‫ﺘ‬‫ﺴ‬ُ‫ﻳ‬ ‫ﺍﻟﻮﺯﻥ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺗﻮﺍﺟﻪ‬ ‫ﺍﻟﺘﻲ‬ ‫ﻟﻠﺘﺤﺪﻳﺎﺕ‬ ‫ﻓﻬﻤﻬﺎ‬ ‫ﺗﻌﺰﻳﺰ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ ‫ﺃﺩﺍﺋﻬﺎ‬ ‫ﻣﻦ‬ ‫ﻦ‬ ‫ﱢ‬‫ﺴ‬َ‫ﺤ‬ُ‫ﺗ‬ ‫ﺃﻥ‬ ‫ﺗﺴﺘﻄﻴﻊ‬ ‫ﺑﻬﺬﺍ‬ ‫ﻭﻫﻲ‬ ،‫ﺍﻟﺒﺎﻟﻐﻴﻦ‬ ‫ﻣﻦ‬ ‫ﺍﻟﺰﺍﺋﺪ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﱡﻌﺎﺕ‬‫ﻗ‬‫ﺗﻮ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ (Co-crea on) ‫ﺍﻟﻌﻤﻞ‬ ‫ﺃﺩﺍﺀ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﺸﺎﺭﻛﺔ‬ ‫ﺑﻴﻦ‬ ‫ﺔ‬ّ‫ﺍﻟﺘﻘﻠﻴﺪﻳ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﻣﻦ‬ ‫ﺃﺑﻌﺪ‬ ‫ﻫﻮ‬ ‫ﻣﺎ‬ ‫ﺇﻟﻰ‬ ٌ‫ﺓ‬‫ﻛﺜﻴﺮ‬ ٌ‫ﻣﻨﺸﺂﺕ‬ ‫ﺗﺬﻫﺐ‬ .‫ﻋﻤﻼﺋﻬﺎ‬ ‫ﻣﻊ‬ ‫ﻋﻼﻗﺎﺗﻬﺎ‬ ‫ﻓﻲ‬ ً‫ﺔ‬‫ﻣﻀﺎﻓ‬ ً‫ﺔ‬‫ﻗﻴﻤ‬ ُ‫ﺪ‬ِ‫ﺟ‬‫ﻓﺘﻮ‬ ،‫ﻭﺍﻟﻌﻤﻴﻞ‬ ‫ﺍﻟﺒﺎﺋﻊ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺗﺪﻋﻮ‬ ،ً‫ﻼ‬‫ﻣﺜ‬ (Amazon.com) ‫ﻛﻮﻡ‬ ‫ﺩﻭﺕ‬ ‫ﺃﻣﺎﺯﻭﻥ‬ ‫ﻓﺸﺮﻛﺔ‬ ً‫ﺔ‬‫ﻀﺎﻓ‬ُ‫ﻣ‬ ً‫ﺔ‬‫ﻗﻴﻤ‬ ‫ﺗﻮﺟﺪ‬ ‫ﺑﺬﻟﻚ‬ ‫ﻭﻫﻲ‬ ،‫ﻟﻠﻜﺘﺐ‬ ٍ‫ﻣﺮﺍﺟﻌﺎﺕ‬ ‫ﻛﺘﺎﺑﺔ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺑﺈﺷﺮﺍﻙ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﺑﻌﺾ‬ ‫ﻭﺗﻘﻮﻡ‬ .‫ﺍﻵﺧﺮﻳﻦ‬ ‫ﺍﻟﻜﺘﺐ‬ ‫ﺎﻕ‬ ‫ﱠ‬‫ﺸ‬ُ‫ﻟﻌ‬ ٌ‫ﻣﻨﺸﺂﺕ‬ ‫ﻭﺗﻘﻮﻡ‬ .‫ﻣﺒﺘﻜﺮﺓ‬ ٍ‫ﻣﻨﺘﺠﺎﺕ‬ ‫ﺃﻭ‬ ٍ‫ﺟﺪﻳﺪﺓ‬ ٍ‫ﻣﻨﺘﺠﺎﺕ‬ ‫ﺗﺼﻤﻴﻢ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﱢ‬‫ﺚ‬َ‫ﺤ‬ِ‫ﺑ‬ ،(YouTube.com) ‫ﻛﻮﻡ‬ ‫ﺩﻭﺕ‬ ‫ﻳﻮﺗﻴﻮﺏ‬ ‫ﻣﺜﻞ‬ ،‫ﺃﺧﺮﻯ‬ .‫ﺍﻟﺠﻤﻬﻮﺭ‬ ‫ﻣﻊ‬ ‫ﻟﻤﺸﺎﺭﻛﺘﻪ‬ ‫ﻯ‬ً‫ﻣﺤﺘﻮ‬ ‫ﺗﻘﺪﻳﻢ‬ ‫ﻋﻠﻰ‬ ‫ﻧﻘﻴﻤﻬﺎ‬ ‫أن‬ ‫ﻋﻤﻼﺋﻨﺎ‬ ‫ﺷﺮاﺋﺢ‬ ‫ﻣﻦ‬ ٍ‫واﺣﺪة‬ ُّ‫ﻛﻞ‬ ُ‫ﻊ‬ َّ‫ﺗﺘﻮﻗ‬ ‫اﻟﺘﻲ‬ ‫اﻟﻌﻼﻗﺔ‬ ُ‫ﻧﻮع‬ ‫ﻣﺎ‬ ‫ﻛﻢ‬ ‫ﺑﺎﻟﻔﻌﻞ؟‬ ‫ﺴﻨﺎﻫﺎ‬ َّ‫أﺳ‬ ‫اﻟﺘﻲ‬ ‫اﻟﻌﻼﻗﺎت‬ ‫ﻣﺎ‬ ‫ﻣﻌﻬﻢ؟‬ ‫ﻋﻠﻴﻬﺎ‬ ‫وﻧﺤﺎﻓﻆ‬ ‫ﺎه؟‬َّ‫ﻨ‬‫ﻧﺘﺒ‬ ‫اﻟﺬي‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ ‫أﺟﺰاء‬ ‫ﺔ‬َّ‫ﻴ‬‫ﺑﻘ‬ ‫ﻣﻊ‬ ‫دﻣﺠﻬﺎ‬ ‫ﻳﻤﻜﻦ‬ ‫ﻛﻴﻒ‬ ‫ﺘﻨﺎ؟‬ َ‫َّﻔ‬‫ﻠ‬‫ﻛ‬
  • 36.
    R$ ٥ ‫ﺔ‬َّ‫اﻟﻤﺎﻟﻴ‬ ‫اﻟﻤﺒﺎﻟﻎ‬ ‫اﻹﻳﺮادات‬‫ﺑﻤﺼﺎدر‬ ُّ‫اﻟﺨﺎص‬ ‫اﻟﺒﻨﺎء‬ ‫ﺣﺠﺮ‬ ‫ﻞ‬ِّ‫ﺜ‬‫ﻤ‬ُ‫ﻳ‬ ‫ﺷﺮاﺋﺢ‬ ‫ﻣﻦ‬ ٍ‫ﺷﺮﻳﺤﺔ‬ ‫ﺔ‬َّ‫أﻳ‬ ‫ﻣﻦ‬ ‫اﻟﻤﻨﺸﺄة‬ ‫ﻫﺎ‬ُ‫ِّﺪ‬‫ﻟ‬‫ﺗﻮ‬ ‫اﻟﺘﻲ‬ ‫ﺔ‬َّ‫اﻟﻨﻘﺪﻳ‬ .(‫اﻷرﺑﺎح‬ ‫ﻟﻤﻌﺮﻓﺔ‬ ‫اﻹﻳﺮادات‬ ‫ﻣﻦ‬ ‫اﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻃﺮح‬ ‫)ﻳﻨﺒﻐﻲ‬ ‫اﻟﻌﻤﻼء‬ ‫ﻫﻲ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﺼﺎﺩﺭ‬ ‫ﱠ‬‫ﻓﺈﻥ‬ ، ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻟﻨﻤﻮﺫﺝ‬ ‫ﺍﻟﻘﻠﺐ‬ ‫ﻣﺜﻞ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻛﺎﻥ‬ ‫ﺇﺫﺍ‬ ٍ‫ﺷﺮﻳﺤﺔ‬ ‫ﱡ‬‫ﻛﻞ‬ ‫ﻳﺮﻏﺐ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻘﻴﻤﺔ‬ ‫ﻋﻦ‬ ‫ﻧﻔﺴﻬﺎ‬ ‫ﺗﺴﺄﻝ‬ ‫ﺃﻥ‬ ٍ‫ﻣﻨﺸﺄﺓ‬ ‫ﱢ‬‫ﻛﻞ‬ ‫ﻋﻠﻰ‬ .‫ﺍﻟﺸﺮﺍﻳﻴﻦ‬ ‫ﺍﻟﺴﺆﺍﻝ‬ ‫ﻫﺬﺍ‬ ‫ﻋﻦ‬ ‫ﱠﻘﺔ‬‫ﻓ‬‫ﺍﻟﻤﻮ‬ ‫ﺍﻹﺟﺎﺑﺔ‬ ‫ﺗﺘﻴﺢ‬ .‫ﻟﻬﺎ‬ ‫ﺎ‬ًّ‫ﻣﺎﺩﻳ‬ ً‫ﻣﻘﺎﺑﻼ‬ ‫ﻳﺪﻓﻊ‬ ‫ﺃﻥ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﻣﻦ‬ ‫ﺷﺮﺍﺋﺢ‬ ‫ﻣﻦ‬ ٍ‫ﺷﺮﻳﺤﺔ‬ ‫ﻛﻞ‬ ‫ﻣﻦ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﺼﺎﺩﺭ‬ ‫ﻣﻦ‬ ‫ﺃﻛﺜﺮ‬ ‫ﺃﻭ‬ ٍ‫ﻭﺍﺣﺪ‬ ‫ﺗﻮﻟﻴﺪ‬ ‫ﻟﻠﻤﻨﺸﺄﺓ‬ ‫ﻣﺜﻞ‬ ‫ﻟﻠﺘﺴﻌﻴﺮ‬ ٌ‫ﺔ‬‫ﻣﺨﺘﻠﻔ‬ ٌ‫ﺎﺕ‬ّ‫ﺁﻟﻴ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﺼﺎﺩﺭ‬ ‫ﻣﻦ‬ ‫ﻣﺼﺪﺭ‬ ‫ﻟﻜﻞ‬ ‫ﺗﻜﻮﻥ‬ ‫ﻭﻗﺪ‬ .‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻭﺍﻻﻋﺘﻤﺎﺩ‬ ،‫ﻮﻕ‬ ‫ﱡ‬‫ﺍﻟﺴ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻻﻋﺘﻤﺎﺩ‬ ،‫ﺍﻟﻌﻠﻨﻲ‬ ‫ﻭﺍﻟﻤﺰﺍﺩ‬ ،‫ﻭﺍﻟﻤﺴﺎﻭﻣﺔ‬ ،‫ﺍﻟﺜﺎﺑﺘﺔ‬ ‫ﺍﻷﺳﻌﺎﺭ‬ ‫ﻗﺎﺋﻤﺔ‬ .‫ﺍﻟﻌﻮﺍﺋﺪ‬ ‫ﻭﺇﺩﺍﺭﺓ‬ ‫ﺍﻟﺤﺠﻢ‬ ‫ﻋﻠﻰ‬ Revenue Streams ‫اﻹﻳﺮادات‬ ‫ﻣﺼﺎدر‬ :‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﻦ‬ ‫ﻣﺨﺘﻠﻔﻴﻦ‬ ‫ﻧﻮﻋﻴﻦ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻳﻨﻄﻮﻱ‬ ‫ﺃﻥ‬ ‫ﻳﻤﻜﻦ‬ ‫ﻋﻦ‬ ‫ﺍﻟﻨﺎﺗﺠﺔ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻭﻫﻲ‬ (Transac on Revenues) ‫ﺍﻟﻤﻌﺎﻣﻼﺕ‬ ‫ﺇﻳﺮﺍﺩﺍﺕ‬ .١ .‫ﻭﺍﺣﺪﺓ‬ ‫ﻟﻤﺮﺓ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﺪﻓﻮﻋﺎﺕ‬ ٍ‫ﺩﻓﻌﺎﺕ‬ ‫ﻋﻦ‬ ٌ‫ﺔ‬‫ﺍﻟﻨﺎﺷﺌ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻭﻫﻲ‬ (Recurring Revenues) ٌ‫ﺓ‬‫ﺭ‬‫ﱢ‬‫ﻣﺘﻜﺮ‬ ٌ‫ﺇﻳﺮﺍﺩﺍﺕ‬ .٢ .‫ﻟﻠﻌﻤﻼﺀ‬ ‫ﺍﻟﺒﻴﻊ‬ ‫ﺑﻌﺪ‬ ‫ﻣﺎ‬ ِ‫ﻢ‬ْ‫ﻋ‬َ‫ﺩ‬ ‫ﻟﺘﻮﻓﻴﺮ‬ ‫ﺎ‬‫ﱠ‬‫ﻭﺇﻣ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﻟﺘﺤﻘﻴﻖ‬ ‫ﺎ‬ّ‫ﺇﻣ‬ ٍ‫ﻣﺘﻮﺍﺻﻠﺔ‬
  • 37.
    ٣١ :‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﺼﺎﺩﺭ‬ ‫ﻟﺘﻮﻟﻴﺪ‬‫ﺍﻟﻄﺮﻕ‬ ‫ﻣﻦ‬ ٌ‫ﺩ‬‫ﻋﺪ‬ ‫ﻫﻨﺎﻙ‬ (Asset sale) ‫ﺍﻷﺻﻮﻝ‬ ‫ﺑﻴﻊ‬ ‫ﺣﻘﻮﻕ‬ ‫ﺑﻴﻊ‬ ‫ﻣﻦ‬ ‫ﱞ‬‫ﻣﺴﺘﻤﺪ‬ ‫ﺍ‬ً‫ﺍﻧﺘﺸﺎﺭ‬ ‫ﺍﻷﻛﺜﺮ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﺼﺪﺭ‬ ‫ﱠ‬‫ﺇﻥ‬ ‫ﺩﻭﺕ‬ ‫ﺃﻣﺎﺯﻭﻥ‬ ‫ﻣﺜﻞ‬ ٌ‫ﺔ‬‫ﻓﺸﺮﻛ‬ .‫ﻱ‬‫ﱢ‬‫ﺩ‬‫ﻣﺎ‬ ٍ‫ﺞ‬َ‫ﺘ‬‫ﺑﻤﻨ‬ ‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﺨﺎﺻ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﻠﻜﻴ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻭﺍﻹﻟﻜﺘﺮﻭﻧﻴ‬ ‫ﻭﺍﻟﻤﻮﺳﻴﻘﻰ‬ ‫ﺍﻟﻜﺘﺐ‬ ‫ﺗﺒﻴﻊ‬ (Amazon.com) ‫ﻛﻮﻡ‬ ‫ﻓﻴﺎﺕ‬ ُ‫ﺔ‬‫ﻭﺷﺮﻛ‬ .‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﺷﺒﻜﺔ‬ ‫ﻋﻠﻰ‬ ‫ﺫﻟﻚ‬ ‫ﻭﻏﻴﺮ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻻﺳﺘﻬﻼﻛﻴ‬ ‫ﺍﺳﺘﺨﺪﺍﻣﻬﺎ‬ ‫ﻓﻲ‬ ُ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺤﺮﻳ‬ ‫ﻭﻟﻠﻤﺸﺘﺮﻳﻦ‬ ‫ﺍﻟﺴﻴﺎﺭﺍﺕ‬ ‫ﺗﺒﻴﻊ‬ ‫ﻓﺈﻧﻬﺎ‬ ،(Fiat) .‫ﺗﺤﻄﻴﻤﻬﺎ‬ ‫ﺣﺘﻰ‬ ‫ﺃﻭ‬ ‫ﺑﻴﻌﻬﺎ‬ ‫ﺇﻋﺎﺩﺓ‬ ‫ﺃﻭ‬ ‫ﻷﻏﺮﺍﺿﻬﻢ‬ (Usage fee) ‫ﺍﻻﺳﺘﺨﺪﺍﻡ‬ ‫ﺃﺟﻮﺭ‬ ‫ﺍﺯﺩﺍﺩ‬ ‫ﻛﻠﻤﺎ‬ .‫ﻨﺔ‬‫ﱠ‬‫ﻣﻌﻴ‬ ‫ﺧﺪﻣﺔ‬ ‫ﺍﺳﺘﻌﻤﺎﻝ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻤﺼﺪﺭ‬ ‫ﻫﺬﺍ‬ ‫ﱠﺪ‬‫ﻟ‬‫ﻳﺘﻮ‬ ‫ﺗﻔﺮﺽ‬ ‫ﻗﺪ‬ ‫ﺼﺎﻻﺕ‬ّ‫ﺗ‬‫ﺍﻻ‬ ‫ﻓﺸﺮﻛﺎﺕ‬ .‫ﺍﻷﺟﺮ‬ ‫ﺯﺍﺩ‬ ‫ﺍﻟﺨﺪﻣﺔ‬ ‫ﺍﺳﺘﻌﻤﺎﻝ‬ ‫ﻓﻴﻬﺎ‬ ‫ﻳﺴﺘﺨﺪﻣﻮﻥ‬ ‫ﺍﻟﺘﻲ‬ ‫ﻗﺎﺋﻖ‬‫ﱠ‬‫ﺍﻟﺪ‬ ‫ﻋﺪﺩ‬ ‫ﻣﻘﺎﺑﻞ‬ ‫ﺍ‬ً‫ﺃﺟﻮﺭ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻋﻠﻰ‬ ‫ﻋﺪﺩ‬ ‫ﻣﻘﺎﺑﻞ‬ ‫ﺍ‬ً‫ﺃﺟﻮﺭ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ ‫ﻞ‬ ‫ﱢ‬‫ﺼ‬َ‫ﺤ‬ُ‫ﺗ‬ ‫ﻭﺍﻟﻔﻨﺎﺩﻕ‬ .‫ﺍﻟﻬﺎﺗﻒ‬ ‫ﺟﻬﺎﺯ‬ ‫ﺍﻟﺒﺮﻳﺪ‬ ‫ﺗﻮﺯﻳﻊ‬ ‫ﻭﺷﺮﻛﺎﺕ‬ .‫ﺍﻟﻔﻨﺪﻕ‬ ‫ﻓﻲ‬ ‫ﻓﻴﻬﺎ‬ ‫ﻳﺒﻴﺘﻮﻥ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻠﻴﺎﻟﻲ‬ ٍ‫ﻣﻜﺎﻥ‬ ‫ﻣﻦ‬ ‫ﺮﻭﺩ‬‫ﱡ‬‫ﺍﻟﻄ‬ ِ‫ﻞ‬ْ‫ﻘ‬َ‫ﻧ‬ ‫ﻣﻘﺎﺑﻞ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻦ‬ ٍ‫ﺭ‬‫ﺃﺟﻮ‬ ‫ﻋﻠﻰ‬ ُ‫ﻞ‬ ُ‫ﺗﺤﺼ‬ .‫ﺁﺧﺮ‬ ‫ﺇﻟﻰ‬ (Subscrip on fees) ‫ﺍﻻﺷﺘﺮﺍﻙ‬ ‫ﺭﺳﻮﻡ‬ ‫ﻓﺎﻟﺼﺎﻟﺔ‬ .‫ﻟﻠﻌﻤﻴﻞ‬ ٍ‫ﻨﺔ‬‫ﱠ‬‫ﻣﻌﻴ‬ ٍ‫ﺧﺪﻣﺔ‬ ‫ﺑﺈﺗﺎﺣﺔ‬ ‫ﺍﻟﻤﺼﺪﺭ‬ ‫ﻫﺬﺍ‬ ‫ﱠﺪ‬‫ﻟ‬‫ﻳﺘﻮ‬ ً‫ﺔ‬‫ﱠ‬‫ﺳﻨﻮﻳ‬ ‫ﺃﻭ‬ ً‫ﺔ‬‫ﱠ‬‫ﺷﻬﺮﻳ‬ ٍ‫ﺍﺷﺘﺮﺍﻛﺎﺕ‬ ‫ﻫﺎ‬َ‫ﺃﻋﻀﺎﺀ‬ ‫ﺗﺒﻴﻊ‬ ً‫ﻣﺜﻼ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﻳﺎﺿﻴ‬ .‫ﺍﻟﺮﻳﺎﺿﻴﺔ‬ ‫ﺍﻟﺘﺪﺭﻳﺒﺎﺕ‬ ‫ﻟﻤﻤﺎﺭﺳﺔ‬ ‫ﻣﺮﺍﻓﻘﻬﺎ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ‬ ‫ﻣﻘﺎﺑﻞ‬ World) ‫ﻻﻳـﻦ‬ ‫ﺃﻭﻥ‬ ‫ﻛـﺮﺍﻓﺖ‬‫ﻭﻭﺭ‬ ‫ﺃﻭﻑ‬ ‫ﻭﻭﺭﻟـﺪ‬ ‫ﻣﺜـﻞ‬ ٌ‫ﺔ‬‫ﻭﺷـﺮﻛ‬ ‫ﻋﻠﻰ‬ ‫ﻛﻤﺒﻴﻮﺗﺮ‬ ‫ﺃﻟﻌﺎﺏ‬ ‫ﺷﺮﻛﺔ‬ ‫ﻭﻫﻲ‬ ،(of Warcra Online ‫ﺷﺒﻜﺔ‬ ‫ﻋﻠﻰ‬ ‫ﺃﻟﻌﺎﺏ‬ ‫ﻣﻤﺎﺭﺳﺔ‬ ‫ﻟﻌﻤﻼﺋﻬﺎ‬ ‫ﺗﺘﻴﺢ‬ ،‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﺷﺒﻜﺔ‬ ‫ﻛﺎﻣﺰ‬ ‫ﺧﺪﻣﺔ‬ ‫ﻭﺗﺘﻴﺢ‬ .‫ﺔ‬‫ﱠ‬‫ﺷﻬﺮﻳ‬ ٍ‫ﺍﺷﺘﺮﺍﻛﺎﺕ‬ ‫ﺭﺳﻮﻡ‬ ‫ﻣﻘﺎﺑﻞ‬ ‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﻧﻮﻛﻴﺎ‬ ‫ﺷﺮﻛﺔ‬ ‫ﱢﺮﻫﺎ‬‫ﻓ‬‫ﺗﻮ‬ ‫ﺍﻟﺘﻲ‬ (Comes with Music) ‫ﻣﻴﻮﺯﻳﻚ‬ ‫ﻭﻳﺬ‬ .‫ﺍﺷﺘﺮﺍﻙ‬ ِ‫ﺭﺳﻢ‬ ‫ﻣﻘﺎﺑﻞ‬ ً‫ﺔ‬‫ﱠ‬‫ﻣﻮﺳﻴﻘﻴ‬ ً‫ﺔ‬‫ﻣﻜﺘﺒ‬ ‫ﻟﻤﺴﺘﺨﺪﻣﻴﻬﺎ‬ (Nokia) (Lending/Ren ng/Leasing) ‫ﺍﻟﺘﺄﺟﻴﺮ‬ /‫ﺍﻹﻋﺎﺭﺓ‬ ‫ﺎ‬ًّ‫ﺣﺼﺮﻳ‬ ‫ﺎ‬ًّ‫ﺣﻘ‬ ‫ﻣﺎ‬ ٍ‫ﺷﺨﺺ‬ ‫ﻣﻨﺢ‬ ‫ﻋﻦ‬ ‫ﻫﺬﺍ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﺼﺪﺭ‬ ‫ﱠﺪ‬‫ﻟ‬‫ﻳﺘﻮ‬ .‫ﻦ‬‫ﱠ‬‫ﻴ‬َ‫ﻣﻌ‬ ٍ‫ﺭﺳﻢ‬ ‫ﻣﻘﺎﺑﻞ‬ ٍ‫ﺓ‬َ‫ﺩ‬‫ﱠ‬‫ﻣﺤﺪ‬ ٍ‫ﻟﻤﺪﺓ‬ ٍ‫ﻣﻌﻴﻨﺔ‬ ٍ‫ﺃﺻﻮﻝ‬ ‫ﻻﺳﺘﺨﺪﺍﻡ‬ .‫ﺭﺓ‬‫ﱢ‬‫ﻣﺘﻜﺮ‬ ٍ‫ﺇﻳﺮﺍﺩﺍﺕ‬ ‫ﱢﺮ‬‫ﻓ‬‫ﻮ‬ُ‫ﻳ‬ ‫ﻫﺬﺍ‬ ‫ﱠ‬‫ﻓﺈﻥ‬ ،‫ﺮ‬‫ﱢ‬‫ﺟ‬َ‫ﺆ‬ُ‫ﺍﻟﻤ‬ ‫ﺃﻭ‬ ‫ﻌﻴﺮ‬ُ‫ﻟﻠﻤ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ‬ ‫ﻳﺪﻓﻊ‬ ‫ﻣﺎ‬ ‫ﻣﻘﺎﺑﻞ‬ َ‫ﺑﻔﻮﺍﺋﺪ‬ ‫ﻊ‬‫ﱠ‬‫ﺘ‬‫ﻳﺘﻤ‬ ‫ﻓﺈﻧﻪ‬ ،‫ﺮ‬ِ‫ﺟ‬‫ﺴﺘﺄ‬ُ‫ﻟﻠﻤ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ‬ ‫ﺃﻣﺎ‬ ‫ﺗﻜﺎﻟﻴـﻒ‬ ‫ﻛﺎﻣﻞ‬ ‫ﺩﻓﻊ‬ ‫ﺇﻟﻰ‬ ‫ﱡ‬‫ﻳﻀﻄـﺮ‬ ‫ﻭﻻ‬ ،‫ﻓﻘﻂ‬ ٍ‫ﻣﺤﺪﻭﺩﺓ‬ ‫ﺓ‬‫ﱠ‬‫ﻟﻤـﺪ‬ ‫ﻛﻮﻡ‬ ‫ﺩﻭﺕ‬ ‫ﻛﺎﺭ‬ ‫ﺯﻳﭗ‬ ‫ﺷﺮﻛﺔ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻧﻈﺮ‬ .‫ﻳﺴﺘﺄﺟﺮ‬ ‫ﻣﺎ‬ ‫ﱡﻚ‬‫ﻠ‬‫ﺗﻤ‬ ‫ﻓﻊ‬َّ‫ﻟﻠﺪ‬ ‫ﺎ‬ ًّ‫ﺣﻘ‬ ‫ﻳﻦ‬ِّ‫ﻣﺴﺘﻌﺪ‬ ‫ﻋﻤﻼؤﻧﺎ‬ ‫ﻳﻜﻮن‬ ‫اﻟﺘﻲ‬ ‫اﻟﻘﻴﻤﺔ‬ ‫ﻣﺎ‬ ‫ﻳﺪﻓﻌﻮن؟‬ ‫ﻛﻴﻒ‬ ‫ﺎ؟‬ًّ‫ﻴ‬‫ﺣﺎﻟ‬ ‫ﻣﻘﺎﺑﻠﻪ‬ ‫ﻳﺪﻓﻌﻮن‬ ‫اﻟﺬي‬ ‫ﻣﺎ‬ ‫ﻣﻘﺎﺑﻠﻬﺎ؟‬ ِّ‫ﻛﻞ‬ ‫ﻣﺴﺎﻫﻤﺔ‬ ‫ﻣﺪى‬ ‫ﻣﺎ‬ ‫ﻠﻮﻧﻬﺎ؟‬ ِّ‫ﺳﻴﻔﻀ‬ ‫اﻟﺘﻲ‬ ‫ﻓﻊ‬َّ‫اﻟﺪ‬ ‫ﻃﺮﻳﻘﺔ‬ ‫ﻣﺎ‬ ‫اﻹﺟﻤﺎﻟﻴﺔ؟‬ ‫اﻹﻳﺮادات‬ ‫ﻓﻲ‬ ‫اﻹﻳﺮادات‬ ‫ﻣﺼﺎدر‬ ‫ﻣﻦ‬ ٍ‫ر‬‫ﻣﺼﺪ‬ ‫ﻟﻌﻤﻼﺋﻬﺎ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ ‫ﻫﺬﻩ‬ ‫ﺗﺘﻴﺢ‬ .‫ﺍ‬ً‫ﺟﻴﺪ‬ ً‫ﻣﺜﻼ‬ ‫ﱡ‬‫ﺗﻌﺪ‬ ‫ﻓﻬﻲ‬ ،(Zipcar.com) ‫ﺕ‬‫ﱠ‬‫ﺩ‬‫ﺃ‬ ‫ﻭﻗﺪ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺸﻤﺎﻟﻴ‬ ‫ﺃﻣﻴﺮﻛﺎ‬ ‫ﻣﺪﻥ‬ ‫ﻓﻲ‬ ‫ﺑﺎﻟﺴﺎﻋﺔ‬ ٍ‫ﺳﻴﺎﺭﺍﺕ‬ ‫ﺍﺳﺘﺌﺠﺎﺭ‬ ‫ﻭﻟﻴﺲ‬ ‫ﺍﻟﺴﻴﺎﺭﺍﺕ‬ ‫ﺍﺳﺘﺌﺠﺎﺭ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻨﺎﺱ‬ ‫ﻣﻦ‬ ‫ﺑﻜﺜﻴﺮ‬ ‫ﺍﻟﺨﺪﻣﺔ‬ ‫ﻫﺬﻩ‬ .‫ﺷﺮﺍﺋﻬﺎ‬ (Licensing) ‫ﺍﻟﺘﺮﺧﻴﺺ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻨﺢ‬ ‫ﻋﻦ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﺼﺎﺩﺭ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻤﺼﺪﺭ‬ ‫ﻫﺬﻩ‬ ‫ﱠﺪ‬‫ﻟ‬‫ﻳﺘﻮ‬ ‫ﺭﺳﻮﻡ‬ ‫ﻣﻘﺎﺑﻞ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺤﻤﻴ‬َ‫ﻣ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﻓﻜﺮﻳ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﻣﻠﻜﻴ‬ ‫ﺣﻘﻮﻕ‬ ‫ﺑﺎﺳﺘﺨﺪﺍﻡ‬ ‫ﺍﻹﺫﻥ‬ ‫ﻣﻦ‬ ‫ﺇﻳﺮﺍﺩ‬ ‫ﺑﺘﻮﻟﻴﺪ‬ ‫ﺍﻟﺤﻘﻮﻕ‬ ‫ﻟﺤﺎﻣﻠﻲ‬ ‫ﺍﻟﺘﺮﺧﻴﺺ‬ ‫ﻳﺴﻤﺢ‬ .‫ﺗﺮﺧﻴﺺ‬ ‫ﺗﺮﻭﻳﺞ‬ ‫ﺃﻭ‬ ٍ‫ﺞ‬َ‫ﺘ‬‫ﻣﻨ‬ ‫ﺗﺼﻨﻴﻊ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻻﺿﻄﺮﺍﺭ‬ ‫ﺩﻭﻥ‬ ‫ﻨﺔ‬‫ﱠ‬‫ﻣﻌﻴ‬ ‫ﻣﻤﺘﻠﻜﺎﺕ‬ ‫ﺍﻹﻋﻼﻡ‬ ‫ﻣﻴﺪﺍﻥ‬ ‫ﻓﻲ‬ ‫ﺑﻜﺜﺮﺓ‬ ‫ﻫﺬﺍ‬ ‫ﺍﻟﺘﺮﺧﻴﺺ‬ ‫ﺃﺳﻠﻮﺏ‬ ‫ﻳﻨﺘﺸﺮ‬ .‫ﺧﺪﻣﺔ‬ ‫ﻳﺒﻴﻊ‬ ‫ﻪ‬‫ﱠ‬‫ﻨ‬‫ﻭﻟﻜ‬ ‫ﻭﺍﻟﻨﺸﺮ‬ ‫ﺍﻟﻄﺒﻊ‬ ‫ﺑﺤﻘﻮﻕ‬ ‫ﺍﻟﻤﺤﺘﻮﻯ‬ ‫ﻣﺎﻟﻚ‬ ‫ﻳﺤﺘﻔﻆ‬ ‫ﺣﻴﺚ‬ ‫ﻓﻲ‬ ‫ﻧﻔﺴﻪ‬ ‫ﺍﻷﺳﻠﻮﺏ‬ ‫ﻭﻧﺮﻯ‬ .‫ﺛﺎﻟﺚ‬ ٍ‫ﻟﻄﺮﻑ‬ ‫ﺍﺳﺘﺨﺪﺍﻣﻬﺎ‬ ‫ﺭﺧﺺ‬ ‫ﺣﻖ‬ ‫ﺍﻻﺧﺘﺮﺍﻋﺎﺕ‬ ‫ﺑﺮﺍﺀﺓ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻳﻤﻨﺢ‬ ‫ﺣﻴﺚ‬ ،‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫ﻗﻄﺎﻉ‬ ‫ﺃﺧﺮﻯ‬ ‫ﻟﻤﻨﺸﺂﺕ‬ ‫ﺑﺄﺳﻤﺎﺋﻬﻢ‬ ‫ﻠﺔ‬‫ﱠ‬‫ﺍﻟﻤﺴﺠ‬ ‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎﺕ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ‬ .‫ﺗﺮﺧﻴﺺ‬ ‫ﺭﺳﻮﻡ‬ ‫ﻣﻘﺎﺑﻞ‬
  • 38.
    ٥ (Brokerage fees) ‫ﺍﻟﻮﺳﺎﻃﺔ‬‫ﺭﺳﻮﻡ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻮﺳﺎﻃﺔ‬ ‫ﺧﺪﻣﺎﺕ‬ ‫ﻋﻦ‬ ‫ﻫﺬﺍ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﺼﺪﺭ‬ ‫ﻳﻨﺸﺄ‬ ‫ﺑﻄﺎﻗﺎﺕ‬ ‫ﺗﺰﻭﻳﺪ‬ ‫ﻓﺸﺮﻛﺎﺕ‬ .‫ﺃﻛﺜﺮ‬ ‫ﺃﻭ‬ ‫ﻃﺮﻓﻴﻦ‬ ‫ﻋﻦ‬ ‫ﺑﺎﻟﻨﻴﺎﺑﺔ‬ ‫ﺬ‬‫ﱠ‬‫ﻔ‬‫ﻨ‬ُ‫ﺗ‬ ‫ﻣﻦ‬ ٍ‫ﻧﺴﺒﺔ‬ ‫ﺑﺎﻗﺘﻄﺎﻉ‬ ٍ‫ﺇﻳﺮﺍﺩﺍﺕ‬ ‫ﻋﻠﻰ‬ ‫ﺗﺤﺼﻞ‬ ، ً‫ﻣﺜﻼ‬ ،‫ﺍﻻﺋﺘﻤﺎﻥ‬ ‫ﺍﻟﺪﻓﻊ‬ ‫ﻳﻘﺒﻠﻮﻥ‬ ‫ﺍﻟﺬﻳﻦ‬ ‫ﺎﺭ‬‫ﱠ‬‫ﺍﻟﺘﺠ‬ ‫ﺑﻴﻦ‬ ‫ﺗﺠﺮﻱ‬ ٍ‫ﺑﻴﻊ‬ ِ‫ﺔ‬‫ﱠ‬‫ﻋﻤﻠﻴ‬ ‫ﱢ‬‫ﻛﻞ‬ ‫ﻗﻴﻤﺔ‬ ‫ﻭﺍﻟﻮﻛﻼﺀ‬ ‫ﺍﻟﺴﻤﺎﺳﺮﺓ‬ ‫ﻳﺤﺼﻞ‬ ‫ﻛﻤﺎ‬ .‫ﻭﻋﻤﻼﺋﻬﻢ‬ ‫ﺑﺎﻟﺒﻄﺎﻗﺎﺕ‬ ‫ﻋﻘﺪ‬ ‫ﻓﻲ‬ ‫ﻳﻨﺠﺤﻮﻥ‬ ٍ‫ﺓ‬‫ﱠ‬‫ﻣﺮ‬ ‫ﱢ‬‫ﻛﻞ‬ ‫ﻓﻲ‬ ٍ‫ﻋﻤﻮﻻﺕ‬ ‫ﻋﻠﻰ‬ ‫ﻮﻥ‬ّ‫ﺍﻟﻌﻘﺎﺭﻳ‬ .‫ﻭﺍﻟﻤﺸﺘﺮﻱ‬ ‫ﺍﻟﺒﺎﺋﻊ‬ ‫ﺑﻴﻦ‬ ‫ﺻﻔﻘﺔ‬ (Adver sing) ‫ﺍﻹﻋﻼﻧﺎﺕ‬ ‫ﻋﻦ‬ ‫ﺍﻹﻋﻼﻥ‬ ‫ﻋﻦ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﺼﺎﺩﺭ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻤﺼﺪﺭ‬ ‫ﻫﺬﺍ‬ ‫ﱠﺪ‬‫ﻟ‬‫ﻳﺘﻮ‬ ،‫ﺎ‬ًّ‫ﺗﻘﻠﻴﺪﻳ‬ .‫ﻨﺔ‬‫ﱠ‬‫ﻣﻌﻴ‬ ‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ‫ﻋﻼﻣﺔ‬ ‫ﺃﻭ‬ ‫ﺧﺪﻣﺔ‬ ‫ﺃﻭ‬ ‫ﻦ‬‫ﱠ‬‫ﻣﻌﻴ‬ ‫ﻣﻨﺘﺞ‬ ‫ﻳﻌﺘﻤﺪﻭﻥ‬ ‫ﺍﻟﻤﻨﺎﺳﺒﺎﺕ‬ ‫ﻤﻮ‬‫ﱢ‬‫ﻭﻣﻨﻈ‬ ‫ﺍﻹﻋﻼﻡ‬ ‫ﻭﺳﺎﺋﻞ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻛﺎﻥ‬ ‫ﺃﻣﺎ‬ .‫ﺍﻹﻋﻼﻧﺎﺕ‬ ‫ﻋﻦ‬ ‫ﱢﺪﺓ‬‫ﻟ‬‫ﺍﻟﻤﺘﻮ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻋﻠﻰ‬ ‫ﺍ‬ً‫ﻛﺒﻴﺮ‬ ‫ﺍ‬ً‫ﺩ‬‫ﺍﻋﺘﻤﺎ‬ ‫ﻣﺜﻞ‬ ،‫ﺃﺧﺮﻯ‬ ٌ‫ﻗﻄﺎﻋﺎﺕ‬ ‫ﺑﺪﺃﺕ‬ ‫ﻓﻘﺪ‬ ،‫ﺍﻷﺧﻴﺮﺓ‬ ‫ﺍﻟﺴﻨﻮﺍﺕ‬ ‫ﻓﻲ‬ ‫ﻋﻠﻰ‬ ‫ﻓﺄﻛﺜﺮ‬ ‫ﺃﻛﺜﺮ‬ ‫ﺍﻻﻋﺘﻤﺎﺩ‬ ‫ﻓﻲ‬ ،‫ﻭﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺍﻟﺒﺮﻣﺠﻴ‬ .‫ﺍﻹﻋﻼﻧﺎﺕ‬ ‫ﺇﻳﺮﺍﺩﺍﺕ‬ ٍ‫ﺮ‬‫ﺗﺴﻌﻴ‬ ُ‫ﺁﻟﻴﺎﺕ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﺼﺎﺩﺭ‬ ‫ﻣﻦ‬ ٍ‫ﺭ‬‫ﻣﺼﺪ‬ ‫ﱢ‬‫ﻟﻜﻞ‬ ‫ﻳﻜﻮﻥ‬ ‫ﻗﺪ‬ ‫ﻓﻲ‬ ٌ‫ﻛﺒﻴﺮ‬ ٌ‫ﺗﺄﺛﻴﺮ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﺎﻫﺎ‬‫ﱠ‬‫ﻨ‬‫ﺗﺘﺒ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﺘﺴﻌﻴﺮ‬ ِ‫ﺔ‬‫ﱠ‬‫ﻭﻵﻟﻴ‬ .‫ﻣﺨﺘﻠﻔﺔ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻵﻟﻴ‬ ‫ﺎﻥ‬‫ﱠ‬‫ﺭﺋﻴﺴﻴ‬ ‫ﻧﻮﻋﺎﻥ‬ ‫ﻫﻨﺎﻙ‬ .‫ﺍﻟﻨﺎﺗﺠﺔ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﻘﺪﺍﺭ‬ .‫ﻛﺔ‬‫ﱢ‬‫ﻣﺘﺤﺮ‬ ٌ‫ﺔ‬‫ﱠ‬‫ﺩﻳﻨﺎﻣﻴﻜﻴ‬ ٌ‫ﻭﺃﺳﻌﺎﺭ‬ ٌ‫ﺔ‬‫ﺛﺎﺑﺘ‬ ٌ‫ﺃﺳﻌﺎﺭ‬ ،‫ﺍﻟﺘﺴﻌﻴﺮ‬
  • 39.
    ٣٣ ‫א‬ ‫א‬ ‫א‬‫אא‬ ‫א‬ ‫ﺛﺎﺑﺘﺔ‬ ٍ‫ـﺮات‬ِّ‫ﻣﺘﻐـﻴ‬ ‫ﻋﻠﻰ‬ ً‫ﺑﻨﺎء‬ ‫ﺎ‬ ً‫ﻣﺴﺒﻘ‬ ‫اﻷﺳﻌﺎر‬ ُ‫د‬َّ‫ﺪ‬َ‫ﺤ‬ُ‫ﺗ‬ ‫א‬ ‫כ‬ ‫א‬ ‫א‬ ‫א‬ ‫اﻟﺴﻮق‬ ‫ﻟﻈﺮوف‬ ‫ﺎ‬ ً‫ﺗﺒﻌ‬ ‫اﻷﺳﻌﺎر‬ ‫ﺗﺘﻐﲑ‬ ‫ﺍﻟﻤﻌﻠﻨﺔ‬ ‫ﺍﻷﺳﻌﺎﺭ‬‫ﺔ‬‫ﱠ‬‫ﻓﺮﺩﻳ‬ ٍ‫ﺧﺪﻣﺎﺕ‬ ‫ﺃﻭ‬ ٍ‫ﻟﻤﻨﺘﺠﺎﺕ‬ ٌ‫ﺔ‬‫ﺛﺎﺑﺘ‬ ٌ‫ﺃﺳﻌﺎﺭ‬ .‫ﺃﺧﺮﻯ‬ ‫ﻣﻘﺘﺮﺣﺔ‬ ‫ﻗﻴﻢ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺘﻔﺎﻭﺽ‬ (‫)ﺍﻟﻤﺴﺎﻭﻣﺔ‬ ‫ﺎ‬ً‫ﺗﺒﻌ‬ ‫ﺃﻛﺜﺮ‬ ‫ﺃﻭ‬ ‫ﺷﺮﻳﻜﻴﻦ‬ ‫ﺑﻴﻦ‬ ‫ﺍﻟﺴﻌﺮ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺘﻔﺎﻭﺽ‬ ‫ﻳﺠﺮﻱ‬ .‫ﺍﻟﺘﻔﺎﻭﺽ‬ ‫ﻣﻬﺎﺭﺍﺕ‬ ‫ﺃﻭ‬ /‫ﻭ‬ ‫ﺍﻟﺘﻔﺎﻭﺽ‬ ‫ﻋﻠﻰ‬ ‫ﻟﻠﻘﺪﺭﺓ‬ ‫ﺧﺼﺎﺋﺺ‬ ‫ﺗﺄﺛﻴﺮ‬ ‫ﺍﻟﻤﻨﺘﺞ‬ .‫ﻬﺎ‬ِ‫ﺘ‬‫ﱠ‬‫ﻧﻮﻋﻴ‬ ‫ﺃﻭ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﺧﺼﺎﺋﺺ‬ ‫ﻋﺪﺩ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺴﻌﺮ‬ ‫ﻳﻌﺘﻤﺪ‬‫ﺍﻟﻤﺤﺼﻮﻝ‬ ‫ﺇﺩﺍﺭﺓ‬‫ﻭﻗﺖ‬ ‫ﻭﻋﻠﻰ‬ ‫ﺍﻟﻤﺨﺎﺯﻥ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﻮﺟﻮﺩﺓ‬ ‫ﺎﺕ‬ّ‫ﻴ‬‫ﱢ‬‫ﺍﻟﻜﻤ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺴﻌﺮ‬ ‫ﻳﻌﺘﻤﺪ‬ ‫ﺍﻟﻔﻨﺎﺩﻕ‬ ‫ﻏﺮﻑ‬ ‫ﻣﺜﻞ‬ ‫ﻟﻠﺘﻠﻒ‬ ‫ﺍﻟﻘﺎﺑﻠﺔ‬ ‫ﻟﻠﻤﻮﺍﺭﺩ‬ ً‫ﺓ‬‫ﻋﺎﺩ‬ ‫ﺴﺘﻌﻤﻞ‬ُ‫)ﻳ‬ ‫ﺍﻟﺸﺮﺍﺀ‬ .(‫ﺍﻟﻄﺎﺋﺮﺍﺕ‬ ‫ﻭﻣﻘﺎﻋﺪ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﻳﺤﺔ‬ ‫ﺗﺄﺛﻴﺮ‬.‫ﻭﺧﺼﺎﺋﺼﻬﻢ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﻳﺤﺔ‬ ‫ﻧﻮﻉ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺴﻌﺮ‬ ‫ﻳﻌﺘﻤﺪ‬ّ‫ﺁﻧﻲ‬ ٌ‫ﺳﻌﺮ‬.‫ﻭﺍﻟﻄﻠﺐ‬ ‫ﺍﻟﻌﺮﺽ‬ ‫ﻋﻠﻰ‬ ً‫ﺑﻨﺎﺀ‬ ‫ﱟ‬‫ﺩﻳﻨﺎﻣﻴﻜﻲ‬ ٍ‫ﺑﺸﻜﻞ‬ ‫ﺍﻟﺴﻌﺮ‬ ُ‫ﺩ‬‫ﱠ‬‫ﺤﺪ‬ُ‫ﻳ‬ ‫ﺍﻟﺤﺠﻢ‬ ‫ﺗﺄﺛﻴﺮ‬.‫ﺍﻟﻤﺸﺘﺮﺍﺓ‬ ‫ﺔ‬‫ﱠ‬‫ﻴ‬‫ﱢ‬‫ﺍﻟﻜﻤ‬ ‫ﺃﺳﺎﺱ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺴﻌﺮ‬ ُ‫ﺩ‬‫ﱠ‬‫ﺪ‬َ‫ﺤ‬ُ‫ﻳ‬‫ﺍﻟﻤﺰﺍﺩﺍﺕ‬.‫ﺔ‬‫ﱠ‬‫ﺗﻨﺎﻓﺴﻴ‬ ٍ‫ﻋﻄﺎﺀﺍﺕ‬ ‫ﻧﺘﺎﺋﺞ‬ ‫ﻋﻠﻰ‬ ً‫ﺑﻨﺎﺀ‬ ‫ﺍﻟﺴﻌﺮ‬ ُ‫ﺩ‬‫ﱠ‬‫ﺤﺪ‬ُ‫ﻳ‬ ‫א‬ ‫א‬ ‫א‬
  • 40.
    ٣٤ ٦ ‫اﻟﻼزﻣﺔ‬ ‫اﻷﺻﻮل‬َّ‫أﻫﻢ‬ ِ‫ﺔ‬َّ‫اﻟﺮﺋﻴﺴﻴ‬ ‫ﺑﺎﻟﻤﻮارد‬ ُّ‫اﻟﺨﺎص‬ ‫اﻟﺒﻨﺎء‬ ‫ﺣﺠﺮ‬ ‫ﻒ‬ ِ‫ﺼ‬َ‫ﻳ‬ . ّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ ‫ﻟﻨﺠﺎح‬ ُ‫ﺩ‬‫ﺍﻟﻤﻮﺍﺭ‬ ‫ﻫﺬﻩ‬ ُ‫ﱢﻦ‬‫ﻜ‬‫ﻤ‬ُ‫ﺗ‬ .‫ﺔ‬‫ﱠ‬‫ﺭﺋﻴﺴﻴ‬ َ‫ﺩ‬‫ﻣﻮﺍﺭ‬ ‫ﺐ‬‫ﱠ‬‫ﻠ‬‫ﻳﺘﻄ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﻦ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﱠ‬‫ﻛﻞ‬ ‫ﱠ‬‫ﺇﻥ‬ ‫ﻭﺍﻟﻤﺤﺎﻓﻈﺔ‬ ‫ﺍﻷﺳﻮﺍﻕ‬ ‫ﺩﺧﻮﻝ‬ ‫ﻣﻦ‬ ‫ﻬﺎ‬ُ‫ﻨ‬‫ﱢ‬‫ﻜ‬‫ﺗﻤ‬ ‫ﻛﻤﺎ‬ ،‫ﻭﺗﻘﺪﻳﻤﻬﺎ‬ ‫ﻣﻘﺘﺮﺣﺔ‬ ‫ﻗﻴﻢ‬ ‫ﺧﻠﻖ‬ ‫ﻣﻦ‬ َ‫ﺓ‬‫ﺍﻟﻤﻨﺸﺄ‬ .‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻛﺴﺐ‬ ‫ﻣﻦ‬ ‫ﺎ‬ ً‫ﺃﻳﻀ‬ ‫ﻬﺎ‬ُ‫ﻨ‬‫ﱢ‬‫ﻜ‬‫ﻭﺗﻤ‬ ،‫ﺷﺮﺍﺋﺤﻬﻢ‬ ‫ﺑﻤﺨﺘﻠﻒ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻋﻠﻰ‬ . ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻟﻨﻮﻉ‬ ‫ﺎ‬ً‫ﺗﺒﻌ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﻣﻦ‬ ٍ‫ﻣﺨﺘﻠﻔﺔ‬ ٍ‫ﻷﻧﻮﺍﻉ‬ ٌ‫ﺔ‬‫ﺣﺎﺟ‬ ‫ﻫﻨﺎﻙ‬ ‫ﺑﻴﻨﻤﺎ‬ ،‫ﻛﺜﻴﻒ‬ ‫ﻣﺎﻝ‬ ‫ﺭﺃﺱ‬ ‫ﺫﺍﺕ‬ ٍ‫ﺇﻧﺘﺎﺝ‬ ‫ﻣﺮﺍﻓﻖ‬ ‫ﺇﻟﻰ‬ ‫ﺗﺤﺘﺎﺝ‬ ‫ﺍﻟﺪﻗﻴﻘﺔ‬ ‫ﺍﻟﺮﻗﺎﺋﻖ‬ ‫ﺗﺼﻨﻊ‬ ٌ‫ﺓ‬‫ﻓﻤﻨﺸﺄ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺒﺸﺮﻳ‬ ‫ﺍﻟﻘﻮﻯ‬ ‫ﻋﻠﻰ‬ ‫ﺃﻛﺒﺮ‬ ٍ‫ﺑﺪﺭﺟﺔ‬ ‫ﺍﻟﺪﻗﻴﻘﺔ‬ ‫ﺍﻟﺮﻗﺎﺋﻖ‬ ُ‫ﻢ‬‫ﱢ‬‫ﻣﺼﻤ‬ ‫ﱢﺰ‬‫ﻛ‬‫ﻳﺮ‬ Key Resources ‫اﻟﺮﺋﻴﺴﻴﺔ‬ ‫اﻟﻤﻮارد‬ KR ‫ﺗﻜﻮﻥ‬ ‫ﺃﻥ‬ ‫ﻭﻳﻤﻜﻦ‬ .‫ﺔ‬‫ﱠ‬‫ﺑﺸﺮﻳ‬ ‫ﺃﻭ‬ ً‫ﺔ‬‫ﱠ‬‫ﻓﻜﺮﻳ‬ ‫ﺃﻭ‬ ً‫ﺔ‬‫ﱠ‬‫ﻣﺎﻟﻴ‬ ‫ﺃﻭ‬ ً‫ﺔ‬‫ﱠ‬‫ﻣﺎﺩﻳ‬ ُ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﻫﺬﻩ‬ ‫ﺗﻜﻮﻥ‬ ‫ﻭﻗﺪ‬ .‫ﺭﺋﻴﺴﻴﻴﻦ‬ ‫ﺷﺮﻛﺎﺀ‬ ‫ﻣﻦ‬ ‫ﻋﻠﻴﻬﺎ‬ ُ‫ﺍﻟﺤﺼﻮﻝ‬ ‫ﱡ‬‫ﻳﺘﻢ‬ ‫ﺃﻭ‬ ‫ﻗﺒﻠﻬﺎ‬ ‫ﻣﻦ‬ ً‫ﺓ‬‫ﻣﺴﺘﺄﺟﺮ‬ ‫ﺃﻭ‬ ِ‫ﻟﻠﻤﻨﺸﺄﺓ‬ ً‫ﺔ‬‫ﻣﻤﻠﻮﻛ‬
  • 41.
    ٣٥ :‫ﺍﻟﺘﺎﻟﻲ‬ ‫ﺍﻟﻨﺤﻮ‬ ‫ﻋﻠﻰ‬‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺗﺼﻨﻴﻒ‬ ‫ﻳﻤﻜﻦ‬ (Physical) ‫ﺍﻟﻤﺎﺩﻳﺔ‬ ‫ﻭﺍﻟﻤﺒﺎﻧﻲ‬ ‫ﺍﻟﺘﺼﻨﻴﻊ‬ ‫ﻣﺮﺍﻓﻖ‬ ‫ﻣﺜﻞ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺎﺩﻳ‬ ‫ﺍﻷﺻﻮﻝ‬ ‫ﺍﻟﻔﺌﺔ‬ ‫ﻫﺬﻩ‬ ‫ﺗﺸﻤﻞ‬ ‫ﻭﺷﺒﻜﺎﺕ‬ ‫ﺍﻟﺒﻴﻊ‬ ‫ﻧﻘﺎﻁ‬ ‫ﻭﺃﻧﻈﻤﺔ‬ ‫ﻭﺍﻷﻧﻈﻤﺔ‬ ‫ﻭﺍﻵﻻﺕ‬ ‫ﻭﺍﻟﻌﺮﺑﺎﺕ‬ (Wal-Mart) ‫ﻭﻭﻝ-ﻣﺎﺭﺕ‬ ‫ﻣﺜﻞ‬ ‫ﺍﻟﺘﺠﺰﺋﺔ‬ ‫ﱡ‬‫ﻣﺤﺎﻝ‬ ‫ﺗﻌﺘﻤﺪ‬ .‫ﺍﻟﺘﻮﺯﻳﻊ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﻋﻠﻰ‬ ٍ‫ﺑﻜﺜﺎﻓﺔ‬ (Amazon.com) ‫ﻛﻮﻡ‬ ‫ﺩﻭﺕ‬ ‫ﻭﺃﻣﺎﺯﻭﻥ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ ‫ﻊ‬‫ﱠ‬‫ﺘ‬‫ﺗﺘﻤ‬ .‫ﺍﻟﻤﺎﻝ‬ ‫ﺭﺃﺱ‬ َ‫ﺔ‬‫ﻛﺜﻴﻔ‬ ‫ﺗﻜﻮﻥ‬ ‫ﻣﺎ‬ ‫ﺎ‬ً‫ﻏﺎﻟﺒ‬ ‫ﺍﻟﺘﻲ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺎﺩﻳ‬ ‫ﻟﻠﺨﺪﻣﺎﺕ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺗﺤﺘﻴ‬ ٍ‫ﻨﻴﺔ‬ُ‫ﻭﺑ‬ ‫ﺍﻟﻤﺘﺎﺟﺮ‬ ‫ﻣﻦ‬ ٍ‫ﻭﺍﺳﻌﺔ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﻋﺎﻟﻤﻴ‬ ‫ﺑﺸﺒﻜﺔ‬ ‫ﺍﻷﻭﻟﻰ‬ ٍ‫ﻭﺍﺳﻌﺔ‬ ٍ‫ﺑﺸﺒﻜﺔ‬ ‫ﺍﻷﺧﻴﺮﺓ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ ‫ﺗﺘﻤﺘﻊ‬ ‫ﺑﻴﻨﻤﺎ‬ ،‫ﺍﻟﻼﺯﻣﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻠﻮﺟﺴﺘﻴ‬ ‫ﻟﻠﺨﺪﻣﺎﺕ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺗﺤﺘﻴ‬ ٍ‫ﻨﻴﺔ‬ُ‫ﻭﺑ‬ ٍ‫ﻭﻣﺴﺘﻮﺩﻉ‬ ‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬ ‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫ﻣﻦ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﻠﻮﺟﺴﺘﻴ‬ (Intellectual) ‫ﺍﻟﻔﻜﺮﻳﺔ‬ ‫ﺍﻟﻤﻤﻠﻮﻛﺔ‬ ‫ﻭﺍﻟﻤﻌﺮﻓﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻟﻌﻼﻣﺎﺕ‬ ‫ﻣﺜﻞ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻔﻜﺮﻳ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﱠ‬‫ﺇﻥ‬ ‫ﻭﻗﻮﺍﻋﺪ‬ ‫ﻭﺍﻟﺸﺮﺍﻛﺎﺕ‬ ‫ﻭﺍﻟﻨﺸﺮ‬ ‫ﺍﻟﺘﺄﻟﻴﻒ‬ ‫ﻭﺣﻘﻮﻕ‬ ‫ﺍﻻﺧﺘﺮﺍﻋﺎﺕ‬ ‫ﻭﺑﺮﺍﺀﺓ‬ ‫ﻟﻨﻤﻮﺫﺝ‬ ‫ﻣﺘﺰﺍﻳﺪﺓ‬ ‫ﺔ‬‫ﱠ‬‫ﺃﻫﻤﻴ‬ ‫ﺫﺍﺕ‬ ٌ‫ﻧﺎﺕ‬‫ﱢ‬‫ﻣﻜﻮ‬ ‫ﺟﻤﻴﻌﻬﺎ‬ ،‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺑﻴﺎﻧﺎﺕ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻔﻜﺮﻳ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺗﻄﻮﻳﺮ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﺷﻚ‬ ‫ﻻ‬ .‫ﺎﻝ‬‫ﱠ‬‫ﻭﻓﻌ‬ ‫ﻗﻮﻱ‬ ‫ﺗﺠﺎﺭﻱ‬ ‫ﻋﻤﻞ‬ ً‫ﺔ‬‫ﻗﻴﻤ‬ ‫ﱢﺮ‬‫ﻓ‬‫ﺗﻮ‬ ‫ﻗﺪ‬ ‫ﻓﺈﻧﻬﺎ‬ ٍ‫ﺑﻨﺠﺎﺡ‬ ‫ﺇﻳﺠﺎﺩﻫﺎ‬ ‫ﺗﻢ‬ ‫ﻣﺘﻰ‬ ْ‫ﻟﻜﻦ‬ ،‫ﺻﻌﺐ‬ ٌ‫ﺃﻣﺮ‬ (Nike) ‫ﻧﺎﻳﻚ‬ ‫ﻣﺜﻞ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻻﺳﺘﻬﻼﻛﻴ‬ ‫ﺍﻟﺴﻠﻊ‬ ‫ﻣﻨﺸﺂﺕ‬ ‫ﺗﻌﺘﻤﺪ‬ .‫ﻛﺒﺮﻯ‬ ‫ﺇﻟﻰ‬ ‫ﱟ‬‫ﺭﺋﻴﺴﻲ‬ ‫ﻛﻤﻮﺭﺩ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻟﻌﻼﻣﺔ‬ ‫ﻋﻠﻰ‬ (Sony) ‫ﻭﺳﻮﻧﻲ‬ ‫ﻭﺳﺎپ‬ (Microso ) ‫ﻣﺎﻳﻜﺮﻭﺳﻮﻓﺖ‬ ‫ﺷﺮﻛﺘﺎ‬ ‫ﻭﺗﻌﺘﻤﺪ‬ .‫ﺑﻌﻴﺪ‬ ‫ﱟ‬‫ﺪ‬َ‫ﺣ‬ ‫ﺗﻢ‬ ‫ﺑﺮﺍﻣﺞ‬ ‫ﻣﻦ‬ ‫ﺑﻬﺎ‬ ‫ﻞ‬ ِ‫ﺼ‬‫ﱠ‬‫ﺘ‬‫ﻳ‬ ‫ﻭﻣﺎ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻔﻜﺮﻳ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﻠﻜﻴ‬ ‫ﻋﻠﻰ‬ (SAP) ،(Qualcomm) ‫ﻛﻮﺍﻟﻜﻮﻡ‬ ‫ﺷﺮﻛﺔ‬ ‫ﺃﻣﺎ‬ .‫ﻃﻮﻳﻠﺔ‬ ‫ﺳﻨﻴﻦ‬ ‫ﻋﺒﺮ‬ ‫ﺗﻄﻮﻳﺮﻫﺎ‬ ‫ﺍﻟﻨﻄﺎﻕ‬ ‫ﺫﺍﺕ‬ ‫ﺎﻟﺔ‬‫ﱠ‬‫ﻘ‬‫ﺍﻟﻨ‬ ‫ﻟﻠﻬﻮﺍﺗﻒ‬ َ‫ﺭﻗﺎﺋﻖ‬ ‫ﻟﺘﺼﻤﻴﻢ‬ ٌ‫ﺔ‬‫ﺷﺮﻛ‬ ‫ﻭﻫﻲ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻋﻤﻠﻬﺎ‬ ‫ﻧﻤﻮﺫﺝ‬ ْ‫ﺖ‬َ‫ﻨ‬َ‫ﺑ‬ ‫ﻓﻘﺪ‬ ،‫ﻭﺗﻮﺭﻳﺪﻫﺎ‬ ‫ﺍﻟﻌﺮﻳﺾ‬ ‫ﻋﻠﻰ‬ ‫ﱡ‬‫ﺭ‬ُ‫ﺪ‬َ‫ﺗ‬ ‫ﺃﺻﺒﺤﺖ‬ ‫ﺍﺧﺘﺮﺍﻉ‬ ‫ﺑﺮﺍﺀﺓ‬ ‫ﺑﻮﺻﻔﻬﺎ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﻣﺤﻤﻴ‬ ‫ﺗﺼﺎﻣﻴﻢ‬ .‫ﺗﺮﺧﻴﺺ‬ ‫ﻛﺄﺟﻮﺭ‬ ً‫ﺔ‬‫ﻃﺎﺋﻠ‬ ‫ﻣﺒﺎﻟﻎ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ (Human) ‫ﺍﻟﺒﺸﺮﻳﺔ‬ ٌ‫ﻋﻨﺼﺮ‬ ‫ﺍﻟﻨﺎﺱ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﱠ‬‫ﺇﻻ‬ ،‫ﺔ‬‫ﱠ‬‫ﺑﺸﺮﻳ‬ ‫ﻣﻮﺍﺭﺩ‬ ‫ﱠﺐ‬‫ﻠ‬‫ﺗﺘﻄ‬ ‫ﺍﻟﻤﺼﺎﻟﺢ‬ ‫ﺟﻤﻴﻊ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﻦ‬ ٍ‫ﻨﺔ‬‫ﱠ‬‫ﻣﻌﻴ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻓﻲ‬ ‫ﱟ‬‫ﺧﺎﺹ‬ ٍ‫ﻮ‬‫ﻧﺤ‬ ‫ﻋﻠﻰ‬ ‫ﻳﺒﺮﺯ‬ ‫ﻓﻲ‬ ‫ﺎ‬ً‫ﺣﺎﺳﻤ‬ ‫ﺍ‬ً‫ﻋﻨﺼﺮ‬ ‫ﱢﻞ‬‫ﻜ‬‫ﺗﺸ‬ ، ً‫ﻣﺜﻼ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﺒﺸﺮﻳ‬ ‫ﻓﺎﻟﻤﻮﺍﺭﺩ‬ . ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺗﻌﺘﻤﺪ‬ .‫ﺍﻟﻤﻌﺮﻓﺔ‬ ‫ﺍﻟﻜﺜﻴﻔﺔ‬ ‫ﻭﺍﻟﺼﻨﺎﻋﺎﺕ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻹﺑﺪﺍﻋﻴ‬ ‫ﺍﻟﺼﻨﺎﻋﺎﺕ‬ ‫ﻋﻠﻰ‬ ‫ﺑﻜﺜﺎﻓﺔ‬ ‫ﺍﻷﺩﻭﻳﺔ‬ ‫ﻟﺼﻨﺎﻋﺔ‬ (Novar s) ‫ﻧﻮﻓﺎﺭﺗﻴﺲ‬ ‫ﺷﺮﻛﺔ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻋﻤﻠﻬﺎ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﻧﺮﻯ‬ ‫ﻭﻫﻜﺬﺍ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺒﺸﺮﻳ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﻣﻦ‬ ٍ‫ﺮ‬‫ﻛﺒﻴ‬ ٍ‫ﻭﻓﺮﻳﻖ‬ ‫ﺳﻴﻦ‬‫ﱢ‬‫ﺍﻟﻤﺘﻤﺮ‬ ‫ﺍﻟﻌﻠﻤﺎﺀ‬ ‫ﻣﻦ‬ ‫ﺟﻴﺶ‬ ‫ﻋﻠﻰ‬ ‫ﻳﻌﺘﻤﺪ‬ .‫ﺮﺓ‬َ‫ﻬ‬َ‫ﺍﻟﻤ‬ ‫ﺍﻟﻤﺒﻴﻌﺎﺕ‬ ‫ﺭﺟﺎﻝ‬ (Financial) ‫ﺍﻟﻤﺎﻟﻴﺔ‬ ‫ﻭ/ﺃﻭ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺎﻟﻴ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﻋﻠﻰ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺑﻌﺾ‬ ‫ﱢﺰ‬‫ﻛ‬‫ﺗﺮ‬ ‫ﺧﻴﺎﺭﺍﺕ‬ ‫ﺍﻥ‬ّ‫ﺰ‬‫ﺧ‬ ‫ﺃﻭ‬ ‫ﺍﻻﺋﺘﻤﺎﻥ‬ ‫ﻭﺧﻄﻮﻁ‬ ‫ﺍﻟﻨﻘﺪ‬ ‫ﻣﺜﻞ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺎﻟﻴ‬ ‫ﺍﻟﻀﻤﺎﻧﺎﺕ‬ ‫ﺷﺮﻛﺔ‬ ‫ﱢﺮ‬‫ﻓ‬‫ﺗﻮ‬ .‫ﺭﺋﻴﺴﻴﻴﻦ‬ ‫ﱠﻔﻴﻦ‬‫ﻇ‬‫ﻣﻮ‬ ‫ﺍﺳﺘﻘﻄﺎﺏ‬ ‫ﺃﺟﻞ‬ ‫ﻣﻦ‬ ‫ﺍﻷﺳﻬﻢ‬ ‫ﺷﺮﺍﺀ‬ ‫ﻋﻨﺼﺮ‬ ‫ﺓ‬‫ﱠ‬‫ﻗﻮ‬ ‫ﻋﻠﻰ‬ ً‫ﻣﺜﺎﻻ‬ ‫ﺇﺭﻳﻜﺴﻮﻥ‬ ‫ﺍﻻﺗﺼﺎﻻﺕ‬ ‫ﺃﺟﻬﺰﺓ‬ ‫ﺻﻨﺎﻋﺔ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ ‫ﺗﻠﺠﺄ‬ ‫ﻓﻘﺪ‬ . ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺿﻤﻦ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﺎﻟﻴ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺍ‬ً‫ﺟﺰﺀ‬ ‫ﺗﺴﺘﺨﺪﻡ‬ ‫ﺛﻢ‬ ‫ﺍﻟﻤﺎﻝ‬ ‫ﺭﺃﺱ‬ ‫ﻭﺃﺳﻮﺍﻕ‬ ‫ﺍﻟﺒﻨﻮﻙ‬ ‫ﻣﻦ‬ ‫ﺍﻻﻗﺘﺮﺍﺽ‬ ‫ﺇﻟﻰ‬ ،‫ﺍﺕ‬‫ﱠ‬‫ﺍﻟﻤﻌﺪ‬ ‫ﻣﺸﺘﺮﻱ‬ ‫ﻟﻌﻤﻼﺋﻬﺎ‬ ٍ‫ﺗﻤﻮﻳﻞ‬ ‫ﻟﺘﻮﻓﻴﺮ‬ ‫ﺍﻟﻘﺮﻭﺽ‬ ‫ﺣﺼﻴﻠﺔ‬ ‫ﻣﻦ‬ .‫ﻟﻤﻨﺎﻓﺴﻴﻬﺎ‬ ‫ﺍﻟﻠﺠﻮﺀ‬ ‫ﻣﻦ‬ ً‫ﻻ‬‫ﺑﺪ‬ ‫ﺇﻟﻴﻬﺎ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻟﺠﻮﺀ‬ ‫ﺗﻀﻤﻦ‬ ‫ﻓﺈﻧﻬﺎ‬ ‫ﻭﺑﻬﺬﺍ‬ ‫اﻟﻤﻘﱰﺣﺔ‬ ‫اﻟﻘﻴﻢ‬ ‫َّﺒﻬــﺎ‬‫ﻠ‬‫ﺗﺘﻄ‬ ‫اﻟﺘﻲ‬ ُ‫ـــﺔ‬َّ‫ﻴ‬‫اﻟﺮﺋﻴﺴ‬ ‫اﻟﻤــﻮارد‬ ‫ﻣـﺎ‬ ‫اﻟﻌﻤــﻼء؟‬ ‫ﺑﻌﻼﻗــﺎت‬ ‫اﻟﺘﻮزﻳــﻊ؟‬ ‫ــﻮات‬َ‫ﻨ‬ َ‫ﺑﻘ‬ ‫ﺑﻤﻨﺸﺄﺗﻨﺎ؟‬ ‫ـﺔ‬ َّ‫اﻟﺨﺎﺻ‬ ‫اﻹﻳﺮادات؟‬ ‫ﺑﻤﺼــﺎدر‬
  • 42.
    ٧ ‫ﻟﻠﻤﻨﺸﺄة‬ ‫ﻳﻨﺒﻐﻲ‬ ‫اﻟﺘﻲ‬‫اﻷﺷﻴﺎء‬ َّ‫أﻫﻢ‬ ُ‫ﺔ‬َّ‫اﻟﺮﺋﻴﺴﻴ‬ ُ‫اﻷﻧﺸﻄﺔ‬ ‫د‬ِّ‫ﺪ‬َ‫ﺤ‬ُ‫ﺗ‬ .‫ﺑﻬﺎ‬ ِّ‫اﻟﺨﺎص‬ ِّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ ‫ﻹﻧﺠﺎح‬ ‫ﺑﻬﺎ‬ ُ‫اﻟﻘﻴﺎم‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻷﻧﺸﻄﺔ‬ ‫ﻣﻦ‬ ‫ﺍ‬ً‫ﺩ‬‫ﻋﺪ‬ ‫ﺐ‬‫ﱠ‬‫ﻠ‬‫ﻳﺘﻄ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﻦ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﱠ‬‫ﻛﻞ‬ ‫ﱠ‬‫ﺇﻥ‬ ‫ﻟﺘﻀﻤﻦ‬ ‫ﺑﻬﺎ‬ ‫ﺍﻟﻘﻴﺎﻡ‬ ‫ﻣﻦ‬ ‫ﻟﻠﻤﻨﺸﺄﺓ‬ ‫ﱠ‬‫ﺪ‬ُ‫ﺑ‬ ‫ﻻ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﺃﻫﻢ‬ ‫ﻓﻲ‬ ‫ﺍﻷﻧﺸﻄﺔ‬ ‫ﻫﺬﻩ‬ ‫ﻞ‬‫ﱠ‬‫ﺜ‬‫ﻭﺗﺘﻤ‬ ‫ﻣﻨﻬﺎ‬ ‫ﺑﺪ‬ ‫ﻻ‬ ‫ﺍﻷﻧﺸﻄﺔ‬ ‫ﻫﺬﻩ‬ ‫ﱠ‬‫ﻓﺈﻥ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﻣﻊ‬ ‫ﺍﻟﺤﺎﻝ‬ ‫ﻫﻲ‬ ‫ﻭﻛﻤﺎ‬ .‫ﻋﻤﻠﻬﺎ‬ ‫ﻓﻲ‬ ‫ﻧﺠﺎﺣﻬﺎ‬ ‫ﻭﻛﺴﺐ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻟﺤﻔﺎﻅ‬ ‫ﺍﻷﺳﻮﺍﻕ‬ ‫ﺧﻮﻝ‬ُ‫ﻭﻟﺪ‬ ‫ﻣﻘﺘﺮﺣﺔ‬ ‫ﻗﻴﻢ‬ ‫ﻟﺘﻘﺪﻳﻢ‬ ‫ﻓﺸﺮﻛﺔ‬ .‫ﻟﻠﻤﻨﺸﺄﺓ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻨﻤﻮﺫﺝ‬ ‫ﻟﻨﻮﻉ‬ ‫ﺎ‬ً‫ﺗﺒﻌ‬ ُ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ُ‫ﺔ‬‫ﺍﻷﻧﺸﻄ‬ ‫ﺗﺨﺘﻠﻒ‬ ‫ﻛﻤﺎ‬ .‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ .‫ﺍﻟﺒﺮﺍﻣﺞ‬ ‫ﺗﻄﻮﻳﺮ‬ ُ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﻬﺎ‬ُ‫ﺘ‬‫ﺃﻧﺸﻄ‬ ‫ﺗﺸﻤﻞ‬ ، ً‫ﻣﺜﻼ‬ (Microso ) ‫ﻣﺎﻳﻜﺮﻭﺳﻮﻓﺖ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺍﻟﺒﺮﻣﺠﻴ‬ Key Activities ‫اﻟﺮﺋﻴﺴﻴﺔ‬ ‫اﻷﻧﺸﻄﺔ‬ KA ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻷﻧﺸﻄﺔ‬ ‫ﱠ‬‫ﻓﺈﻥ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﺸﺨﺼﻴ‬ ‫ﺍﻟﺤﻮﺍﺳﻴﺐ‬ ‫ﻟﺘﺼﻨﻴﻊ‬ (Dell) ‫ﺩﻳﻞ‬ ‫ﻟﺸﺮﻛﺔ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ‬ ‫ﺃﻣﺎ‬ ‫ﻟﻼﺳﺘﺸﺎﺭﺕ‬ ‫ﻣﺎﻛﻨﺰﻱ‬ ‫ﻟﺸﺮﻛﺔ‬ ُ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ُ‫ﺔ‬‫ﺍﻷﻧﺸﻄ‬ ‫ﻭﺗﺸﻤﻞ‬ .‫ﺍﻟﺘﻮﺭﻳﺪ‬ ‫ﺳﻠﺴﻠﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺗﺸﻤﻞ‬ .‫ﺍﻟﻤﺸﻜﻼﺕ‬ ‫ﱠ‬‫ﺣﻞ‬ (McKinsey)
  • 43.
    ٣٧ :‫ﺍﻟﺘﺎﻟﻲ‬ ‫ﺍﻟﻨﺤﻮ‬ ‫ﻋﻠﻰ‬‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻷﻧﺸﻄﺔ‬ ‫ﺗﺼﻨﻴﻒ‬ ‫ﻳﻤﻜﻦ‬ (Produc on) ‫ﺍﻹﻧﺘﺎﺝ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺑﻜﻤﻴ‬ ‫ﻣﺎ‬ ٍ‫ﻣﻨﺘﺞ‬ ‫ﻭﺗﻮﺭﻳﺪ‬ ‫ﻭﺻﻨﻊ‬ ‫ﺑﺘﺼﻤﻴﻢ‬ ‫ﺍﻟﻨﺸﺎﻁ‬ ‫ﻫﺬﺍ‬ ‫ﱠﻖ‬‫ﻠ‬‫ﻳﺘﻌ‬ ‫ﻋﻠﻰ‬ ‫ﱡ‬‫ﺍﻹﻧﺘﺎﺟﻲ‬ ‫ﺍﻟﻨﺸﺎﻁ‬ ‫ﻳﻬﻴﻤﻦ‬ .‫ﺍﻟﺠﻮﺩﺓ‬ ‫ﻓﺎﺋﻘﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﺑﻨﻮﻋﻴ‬ ‫ﻭ/ﺃﻭ‬ ‫ﻛﺒﻴﺮﺓ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺼﻨﺎﻋﻴ‬ ‫ﺮﻛﺎﺕ‬ ّ‫ﻟﻠﺸ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ (Problem solving) ‫ﺍﻟﻤﺸﻜﻼﺕ‬ ‫ﱡ‬‫ﺣﻞ‬ ٍ‫ﻟﻤﺸﻜﻼﺕ‬ ٍ‫ﺟﺪﻳﺪﺓ‬ ٍ‫ﺣﻠﻮﻝ‬ ‫ﺇﻟﻰ‬ ‫ﻞ‬ ‫ﱡ‬‫ﺑﺎﻟﺘﻮﺻ‬ ‫ﺸﺎﻁ‬ّ‫ﻨ‬‫ﺍﻟ‬ ‫ﻫﺬﺍ‬ ‫ﱠﻖ‬‫ﻠ‬‫ﻳﺘﻌ‬ ‫ﺍﻟﻤﺸﻜﻼﺕ‬ ‫ﱢ‬‫ﺣﻞ‬ ‫ﻧﺸﺎﻁ‬ ‫ﻭﻳﺴﻮﺩ‬ .‫ﺓ‬َ‫ﺪ‬ِ‫ﺣ‬ ‫ﻋﻠﻰ‬ ًّ‫ﻛﻼ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺗﻮﺍﺟﻪ‬ ‫ﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﺗﻘﺪﻳﻢ‬ ‫ﻭﻣﻨﺸﺂﺕ‬ ‫ﺍﻟﻤﺴﺘﺸﻔﻴﺎﺕ‬ ‫ﻣﺜﻞ‬ ٍ‫ﻣﻨﺸﺂﺕ‬ ‫ﻓﻲ‬ ً‫ﺓ‬‫ﻋﺎﺩ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﱠﺐ‬‫ﻠ‬‫ﺗﺘﻄ‬ .‫ﺫﻟﻚ‬ ‫ﺷﺎﺑﻪ‬ ‫ﻭﻣﺎ‬ ‫ﻭﺍﻻﺳﺘﺸﺎﺭﺍﺕ‬ ‫ﻭﺍﻟﺘﺪﺭﻳﺐ‬ ،‫ﺍﻟﻤﻌﺮﻓﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻣﺜﻞ‬ ً‫ﺔ‬‫ﺃﻧﺸﻄ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻫﺬﻩ‬ ‫ﻟﻤﺜﻞ‬ .‫ﺍﻟﻤﺴﺘﻤﺮ‬ (Pla orm/network) ‫ﺍﻟﺸﺒﻜﺔ‬ /‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﻤﻨﺼ‬ ‫ﻋﻠﻰ‬ ‫ﺑﺎﻟﺸﺒﻜﺔ‬ ‫ﺃﻭ‬ ‫ﺔ‬ ‫ﱠ‬‫ﺑﺎﻟﻤﻨﺼ‬ ‫ﺍﻟﻤﺮﺗﺒﻄﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻷﻧﺸﻄﺔ‬ ‫ﻦ‬ِ‫ﻤ‬ْ‫ﻴ‬َ‫ﻬ‬ُ‫ﺗ‬ . ّ‫ﺭﺋﻴﺴﻲ‬ ٍ‫ﻛﻤﻮﺭﺩ‬ ‫ﺃﻭ‬ ٍ‫ﺔ‬ ‫ﱠ‬‫ﻛﻤﻨﺼ‬ ‫ﻤﺔ‬‫ﱠ‬‫ﺍﻟﻤﺼﻤ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻭﺣﺘﻰ‬ ،‫ﺎﺕ‬‫ﱠ‬‫ﻭﺍﻟﺒﺮﻣﺠﻴ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﻮﺍﻓﻘﻴ‬ ‫ﺎﺕ‬ ‫ﱠ‬‫ﻭﺍﻟﻤﻨﺼ‬ ،‫ﺒﻜﺎﺕ‬ ّ‫ﺍﻟﺸ‬ ‫ﺗﻌﻤﻞ‬ ‫ﻭﻗﺪ‬ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﱠﺐ‬‫ﻠ‬‫ﻳﺘﻄ‬ .‫ﺎﺕ‬ ‫ﱠ‬‫ﻛﻤﻨﺼ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻟﻌﻼﻣﺎﺕ‬ ،‫ﺘﻬﺎ‬ ‫ﱠ‬‫ﻣﻨﺼ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻟﺤﻔﺎﻅ‬ ‫ﱠ‬‫ﺍﻟﻤﺴﺘﻤﺮ‬ ‫ﺍﻟﺘﻄﻮﻳﺮ‬ (eBay) ‫ﺑﺎﻱ‬ ‫ﺇﻱ‬ ‫ﻟﺸﺮﻛﺔ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺃﻣﺎ‬ .(eBay.com) ‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻮﻗﻌﻬﺎ‬ ‫ﻭﻫﻲ‬ ‫ﺔ‬ ‫ﱠ‬‫ﺑﻤﻨﺼ‬ ً‫ﺔ‬‫ﻣﺮﺗﺒﻄ‬ ٍ‫ﻧﺸﺎﻃﺎﺕ‬ ‫ﱠﺐ‬‫ﻠ‬‫ﻓﻴﺘﻄ‬ ،(visa) ‫ﻓﻴﺰﺍ‬ ‫ﻟﺸﺮﻛﺔ‬ ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺑﻴﻨﻤﺎ‬ ،‫ﻭﺍﻟﺒﻨﻮﻙ‬ ‫ﻭﺍﻟﻌﻤﻼﺀ‬ ‫ﺎﺭ‬ّ‫ﻟﻠﺘﺠ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻻﺋﺘﻤﺎﻧﻴ‬ ‫ﻓﻴﺰﺍ‬ ‫ﺑﻄﺎﻗﺎﺕ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻋﻤﻠﻴ‬ ‫ﺍﻟﺼﻠﺔ‬ َ‫ﺓ‬‫ﺇﺩﺍﺭ‬‫ﻣﺎﻳﻜﺮﻭﺳﻮﻓﺖ‬ ‫ﻟﺸﺮﻛﺔ‬ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﱠﺐ‬‫ﻠ‬‫ﻳﺘﻄ‬ -(Windows) ‫ﻭﻳﻨﺪﻭﺯ‬ ‫ﺑﻬﺎ‬ ‫ﺍﻟﺨﺎﺹ‬ ‫ﺍﻟﺘﺸﻐﻴﻞ‬ ‫ﻧﻈﺎﻡ‬ ‫ﺔ‬ ‫ﱠ‬‫ﻣﻨﺼ‬ ‫ﺑﻴﻦ‬ .‫ﺍﻷﺧﺮﻯ‬ ‫ﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻭﺑﺮﻣﺠﻴ‬ ‫اﻟﻤﻘﱰﺣﺔ‬ ‫اﻟﻘﻴﻢ‬ ‫َّﺒﻬﺎ‬‫ﻠ‬‫ﺗﺘﻄ‬ ‫اﻟﺘﻲ‬ ُ‫ﺔ‬َّ‫ﻴ‬‫اﻟﺮﺋﻴﺴ‬ ُ‫اﻷﻧﺸﻄﺔ‬ ‫ﻣﺎ‬ ‫اﻟﻌﻤﻼء؟‬ ‫ﺑﻌﻼﻗﺎت‬ ‫اﻟﺘﻮزﻳﻊ؟‬ ‫ﻮات‬َ‫ﻨ‬ َ‫ﺑﻘ‬ ‫ﺑﻤﻨﺸﺄﺗﻨﺎ؟‬ ‫ﺔ‬ َّ‫اﻟﺨﺎﺻ‬ ‫اﻹﻳﺮادات؟‬ ‫ﺑﻤﺼﺎدر‬
  • 44.
    ٨ ‫دﻳﻦ‬ِّ‫اﻟﻤﻮر‬ ‫ﺷﺒﻜﺔ‬ ‫ﺔ‬َّ‫اﻟﺮﺋﻴﺴﻴ‬‫ﺮاﻛﺎت‬ ّ‫ﺑﺎﻟﺸ‬ ُّ‫اﻟﺨﺎص‬ ‫اﻟﺒﻨﺎء‬ ُ‫ﺣﺠﺮ‬ ‫د‬ِّ‫ﺪ‬َ‫ﺤ‬ُ‫ﻳ‬ .‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ ‫ﻧﺠﺎح‬ ‫ﻋﻠﻰ‬ ‫ﺗﺴﺎﻋﺪ‬ ‫اﻟﺘﻲ‬ ‫ﺮﻛﺎء‬ ّ‫واﻟﺸ‬ ‫ﺮﺍﻛﺎﺕ‬ ّ‫ﺍﻟﺸ‬ ‫ﺃﺻﺒﺤﺖ‬ ‫ﻭﻗﺪ‬ .‫ﻛﺜﻴﺮﺓ‬ ‫ﻷﺳﺒﺎﺏ‬ ‫ﺃﺧﺮﻯ‬ ٍ‫ﺃﻃﺮﺍﻑ‬ ‫ﻣﻊ‬ ٍ‫ﺮﺍﻛﺎﺕ‬َ‫ﺷ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﺗﻘﻴﻢ‬ ‫ﺗﺤﺎﻟﻔﺎﺕ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﺗﺪﺧﻞ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﻦ‬ ٍ‫ﺮ‬‫ﻛﺜﻴ‬ ‫ﻓﻲ‬ ٍ‫ﺯﺍﻭﻳﺔ‬ َ‫ﺣﺠﺮ‬ ‫ﺎ‬ً‫ﺳﻌﻴ‬ ‫ﺃﻭ‬ ‫ﺮ‬ِ‫ﺎﻃ‬َ‫ﺨ‬َ‫ﺍﻟﻤ‬ ‫ﻣﻦ‬ ‫ﱢ‬‫ﺪ‬َ‫ﻭﻟﻠﺤ‬ ‫ﺑﻬﺎ‬ ‫ﺔ‬ ‫ﱠ‬‫ﺍﻟﺨﺎﺻ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺃﺩﺍﺀ‬ ‫ﺗﺤﺴﻴﻦ‬ ‫ﺑﻬﺪﻑ‬ .‫ﺟﺪﻳﺪﺓ‬ َ‫ﺩ‬‫ﻣﻮﺍﺭ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺤﺼﻮﻝ‬ ‫ﻭﺭﺍﺀ‬ :‫ﺮﺍﻛﺎﺕ‬ ّ‫ﺍﻟﺸ‬ ‫ﻣﻦ‬ ‫ﻣﺨﺘﻠﻔﺔ‬ ‫ﺃﻧﻮﺍﻉ‬ ‫ﺃﺭﺑﻌﺔ‬ ‫ﺑﻴﻦ‬ ‫ﺍﻟﺘﻤﻴﻴﺰ‬ ‫ﻧﺴﺘﻄﻴﻊ‬ .‫ﺑﻴﻨﻬﺎ‬ َ‫ُﺲ‬‫ﻓ‬‫ﻨﺎ‬َ‫ﺗ‬ ‫ﻻ‬ ‫ﻣﻨﺸﺂﺕ‬ ‫ﺑﻴﻦ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴ‬ ‫ﺗﺤﺎﻟﻔﺎﺕ‬ .١ Key Partners ‫ﺔ‬َّ‫اﻟﺮﺋﻴﺴﻴ‬ ‫اﻟﺸﺮاﻛﺎت‬ KP .‫ﻣﺘﻨﺎﻓﺴﺔ‬ ‫ﻣﻨﺸﺂﺕ‬ ‫ﺑﻴﻦ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴ‬ ‫ﺷﺮﺍﻛﺎﺕ‬ :‫ﺗﻌﺎﻭﻥ‬ .٢ .‫ﺟﺪﻳﺪﺓ‬ ‫ﻣﺸﺘﺮﻛﺔ‬ ‫ﻣﺸﺎﺭﻳﻊ‬ ‫ﺗﺄﺳﻴﺲ‬ ‫ﺇﻟﻰ‬ ‫ﺗﺴﻌﻰ‬ ‫ﻣﻨﺸﺂﺕ‬ .٣ .‫ﻋﻠﻴﻬﺎ‬ ‫ﻌﺘﻤﺪ‬ُ‫ﻳ‬ ‫ﺇﻣﺪﺍﺩﺍﺕ‬ ‫ﻟﻀﻤﺎﻥ‬ ‫ﺩﻳﻦ‬‫ﱢ‬‫ﻭﻣﻮﺭ‬ ‫ﻣﺸﺘﺮﻳﻦ‬ ‫ﺑﻴﻦ‬ ‫ﺗﻌﺎﻭﻥ‬ .٤
  • 45.
    ٣٩ ‫ﺍﻟﺪﺧﻮﻝ‬ ‫ﺧﻠﻒ‬ ‫ﺗﻜﻤﻦ‬َ‫ﺩﻭﺍﻓﻊ‬ ‫ﺛﻼﺛﺔ‬ ‫ﺑﻴﻦ‬ َ‫ﺰ‬‫ﱢ‬‫ﻤﻴ‬ُ‫ﻧ‬ ‫ﺃﻥ‬ ‫ﺍﻟﻤﻔﻴﺪ‬ ‫ﻣﻦ‬ ‫ﱠﻪ‬‫ﻠ‬‫ﻟﻌ‬ :‫ﺷﺮﺍﻛﺎﺕ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺤﺠﻢ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻳ‬‫ﻭﺍﻗﺘﺼﺎﺩ‬ ‫ﺍﻟﺘﺤﺴﻴﻦ‬ (Op miza on and economy of scale) ‘‘‫ﺩ‬‫ﱢ‬‫ﺭ‬َ‫ﺍﻟﻤﻮ‬ -‫’’ﺍﻟﻤﺸﺘﺮﻱ‬ ‫ﻋﻼﻗﺔ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺸﺮﺍﻛﺔ‬ ‫ﺃﺷﻜﺎﻝ‬ ‫ﺃﺑﺴﻂ‬ ‫ﱠ‬‫ﺇﻥ‬ .‫ﻭﺍﻷﻧﺸﻄﺔ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺗﺨﺼﻴﺺ‬ ‫ﺗﺤﺴﻴﻦ‬ ‫ﻋﻠﻰ‬ ‫ﺗﻌﻤﻞ‬ ‫ﺑﺤﻴﺚ‬ ٌ‫ﺔ‬َ‫ﻤ‬‫ﱠ‬‫ﺼﻤ‬ُ‫ﻣ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ َ‫ﺟﻤﻴﻊ‬ ُ‫ﺓ‬‫ﺍﻟﻤﻨﺸﺄ‬ ‫ﱠﻚ‬‫ﻠ‬‫ﺗﺘﻤ‬ ‫ﺃﻥ‬ ‫ﺷﻲﺀ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺤﻜﻤﺔ‬ ‫ﻣﻦ‬ ‫ﻟﻴﺲ‬ ‫ﺍﻟﺘﺤﺴﻴﻦ‬ ‫ﺷﺮﺍﻛﺎﺕ‬ ‫ﻘﺎﻡ‬ُ‫ﺗ‬ .‫ﺑﻤﻔﺮﺩﻫﺎ‬ ‫ﺍﻷﻧﺸﻄﺔ‬ ‫ﺑﺠﻤﻴﻊ‬ ‫ﺗﻘﻮﻡ‬ ‫ﺃﻭ‬ ‫ﻭﻫﻲ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﺗﺨﻔﻴﺾ‬ ‫ﺃﺟﻞ‬ ‫ﻣﻦ‬ ‫ﻋﺎﺩﺓ‬ ‫ﺍﻟﺤﺠﻢ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻭﺍﻗﺘﺼﺎﺩﻳ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﺸﺎﺭﻛﺔ‬ ‫ﺃﻭ‬ ‫ﺔ‬‫ﱠ‬‫ﺧﺎﺭﺟﻴ‬ َ‫ﻣﺼﺎﺩﺭ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ‬ ‫ﻋﻠﻰ‬ ‫ﺗﻨﻄﻮﻱ‬ ‫ﻣﺎ‬ ‫ﺎ‬ً‫ﻏﺎﻟﺒ‬ .‫ﻭﺗﺠﻬﻴﺰﺍﺗﻬﺎ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺤﺘﻴ‬ ‫ﺍﻟﺒﻨﻴﺔ‬ ‫ﻣﺮﺍﻓﻖ‬ ‫ﱡﻦ‬‫ﻘ‬‫ﺍﻟﺘﻴ‬ ‫ﻭﻋﺪﻡ‬ ‫ﺍﻟﻤﺨﺎﻃﺮ‬ ‫ﻣﻦ‬ ‫ﱡ‬‫ﺪ‬ َ‫ﺍﻟﺤ‬ (Reduc on of risk and uncertainty) ‫ﺔ‬‫ﱠ‬‫ﺗﻨﺎﻓﺴﻴ‬ ‫ﺑﻴﺌﺔ‬ ‫ﻓﻲ‬ ‫ﺨﺎﻃﺮ‬َ‫ﺍﻟﻤ‬ ‫ﻣﻦ‬ ‫ﱢ‬‫ﺪ‬َ‫ﺍﻟﺤ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺸﺮﺍﻛﺎﺕ‬ ‫ﺗﺴﺎﻋﺪ‬ ‫ﻗﺪ‬ ٌ‫ﻣﻨﺸﺂﺕ‬ ‫ﱢﻞ‬‫ﻜ‬‫ﺗﺸ‬ ‫ﺃﻥ‬ ‫ﺍﻟﻤﺄﻟﻮﻑ‬ ‫ﻏﻴﺮ‬ ‫ﻣﻦ‬ ‫ﻟﻴﺲ‬ .‫ﻦ‬‫ﱡ‬‫ﻘ‬‫ﺍﻟﺘﻴ‬ ‫ﺑﻌﺪﻡ‬ ‫ﻒ‬ ِ‫ﺼ‬‫ﱠ‬‫ﺘ‬‫ﺗ‬ ‫ﺍﻟﻤﺠﺎﻻﺕ‬ ‫ﻣﻦ‬ ٍ‫ﻣﺠﺎﻝ‬ ‫ﻓﻲ‬ ‫ﺎ‬ًّ‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴ‬ ‫ﺎ‬ً‫ﻔ‬‫ﺗﺤﺎﻟ‬ ‫ﺑﻴﻨﻬﺎ‬ ‫ﻣﺎ‬ ‫ﻓﻲ‬ ٌ‫ﺔ‬‫ﻣﺘﻨﺎﻓﺴ‬ ‫ﺍﻟﻘﺮﺹ‬ ‫ﺇﻟﻰ‬ ‫ﻟﻨﻨﻈﺮ‬ .‫ﺁﺧﺮ‬ ٍ‫ﻣﺠﺎﻝ‬ ‫ﻓﻲ‬ ٍ‫ﺗﻨﺎﻓﺲ‬ ‫ﺣﺎﻟﺔ‬ ‫ﻓﻲ‬ ‫ﺗﺒﻘﻰ‬ ‫ﺑﻴﻨﻤﺎ‬ ‫ﺍﻟﻘﺮﺹ‬ ‫ﻫﺬﺍ‬ ‫ﺗﻄﻮﻳﺮ‬ ‫ﻋﻠﻰ‬ َ‫ﻥ‬َ‫ﺎﻭ‬َ‫ﻌ‬َ‫ﺗ‬ .(Blue-ray) ‫ﺭﺍﻱ‬ ‫ﺑﻠﻮ‬ ‫ﺍﻟﻀﻮﺋﻲ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺍﻹﻟﻜﺘﺮﻭﻧﻴ‬ ‫ﺗﺼﻨﻴﻊ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺮﺍﺋﺪﺓ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻌﺎﻟﻤﻴ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻣﻦ‬ ٌ‫ﺔ‬‫ﻣﺠﻤﻮﻋ‬ ‫ﺗﻌﺎﻭﻧﺖ‬ .‫ﺍﻟﺘﺨﺰﻳﻦ‬ ‫ﻭﻭﺳﺎﺋﻂ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺸﺨﺼﻴ‬ ‫ﻭﺍﻟﺤﻮﺍﺳﻴﺐ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻻﺳﺘﻬﻼﻛﻴ‬ ‫ﻓﻲ‬ ‫ﻭﻃﺮﺣﻬﺎ‬ ‫ﺭﺍﻱ‬ ‫ﺑﻠﻮ‬ ‫ﺗﻘﻨﻴﺔ‬ ‫ﺇﻧﺘﺎﺝ‬ ‫ﻓﻲ‬ ‫ﺎ‬ً‫ﻣﻌ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻫﺬﻩ‬ ‫ﻋﻠﻰ‬ ‫ﺑﻴﻨﻬﺎ‬ ‫ﻓﻴﻤﺎ‬ ‫ﺗﺘﻨﺎﻓﺲ‬ ‫ﻣﻨﻔﺮﺩﺓ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻫﺬﻩ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﱠ‬‫ﻻ‬‫ﺇ‬ ،‫ﺍﻷﺳﻮﺍﻕ‬ .‫ﺍﻷﺳﻮﺍﻕ‬ ‫ﻓﻲ‬ ‫ﻣﻨﺘﺠﺎﺗﻬﺎ‬ ‫ﺗﺼﺮﻳﻒ‬ ‫ﻣﻌﻴﻨﺔ‬ ‫ﻭﺃﻧﺸﻄﺔ‬ ‫ﻣﻮﺍﺭﺩ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺤﺼﻮﻝ‬ (Acquisi on of par cular resources and ac vi es) ‫ﺟﻤﻴﻊ‬ ُ‫ﺬ‬‫ﱢ‬‫ﻔ‬‫ﺗﻨ‬ ‫ﺃﻭ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺟﻤﻴﻊ‬ ‫ﺗﻤﺘﻠﻚ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻫﻲ‬ ‫ﻗﻠﻴﻠﺔ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻓﻲ‬ ‫ﻣﺒﻴﻦ‬ ‫ﻫﻮ‬ ‫ﻛﻤﺎ‬ ‫ﺍﻷﻧﺸﻄﺔ‬ ‫ﺑﺎﻻﻋﺘﻤﺎﺩ‬ ‫ﻗﺪﺭﺍﺗﻬﺎ‬ ‫ﻣﻦ‬ ُ‫ﻊ‬‫ﱢ‬‫ﺗﻮﺳ‬ ‫ﻓﺈﻧﻬﺎ‬ ،‫ﺫﻟﻚ‬ ‫ﻣﻦ‬ ً‫ﺑﺪﻻ‬ .‫ﺎﻫﺎ‬‫ﱠ‬‫ﻨ‬‫ﺗﺘﺒ‬ ‫ﺑﺄﻧﺸﻄﺔ‬ ‫ﻟﻠﻘﻴﺎﻡ‬ ‫ﺃﻭ‬ ‫ﻨﺔ‬‫ﱠ‬‫ﻣﻌﻴ‬ َ‫ﺩ‬‫ﺑﻤﻮﺍﺭ‬ ‫ﻟﺘﺰﻭﻳﺪﻫﺎ‬ ‫ﺃﺧﺮﻯ‬ ٍ‫ﻣﻨﺸﺂﺕ‬ ‫ﻋﻠﻰ‬ ‫ﺇﻟﻰ‬ ‫ﺑﺎﻟﺤﺎﺟﺔ‬ ً‫ﺔ‬‫ﻣﺪﻓﻮﻋ‬ ‫ﺍﻟﺸﺮﺍﻛﺎﺕ‬ ‫ﻫﺬﻩ‬ ُ‫ﻣﺜﻞ‬ ‫ﺗﻜﻮﻥ‬ ‫ﻗﺪ‬ .‫ﺓ‬َ‫ﺩ‬‫ﱠ‬‫ﻣﺤﺪ‬ ‫ﺑﺎﻟﺤﺎﺟﺔ‬ ‫ﺃﻭ‬ ‫ﺍﻣﺘﻴﺎﺯﺍﺕ‬ ‫ﺃﻭ‬ ‫ﺗﺮﺍﺧﻴﺺ‬ ‫ﺃﻭ‬ ‫ﺟﺪﻳﺪﺓ‬ ‫ﻣﻌﺮﻓﺔ‬ ‫ﺍﻛﺘﺴﺎﺏ‬ ‫ﺍﻟﻬﻮﺍﺗﻒ‬ ‫ﻟﺘﺼﻨﻴﻊ‬ ٌ‫ﺓ‬‫ﻣﻨﺸﺄ‬ ‫ﺗﻤﻨﺢ‬ ‫ﻓﻘﺪ‬ .‫ﻋﻤﻼﺀ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻮﺻﻮﻝ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻬﻮﺍﺗﻒ‬ ‫ﻷﺟﻬﺰﺓ‬ ٍ‫ﺗﺸﻐﻴﻞ‬ ‫ﻧﻈﺎﻡ‬ ‫ﻻﺳﺘﻐﻼﻝ‬ ‫ﺎ‬ ً‫ﺗﺮﺧﻴﺼ‬ ، ً‫ﻣﺜﻼ‬ ،‫ﺎﻟﺔ‬‫ﱠ‬‫ﻘ‬‫ﺍﻟﻨ‬ .‫ﺑﻬﺎ‬ ‫ﺎ‬ ًّ‫ﺧﺎﺻ‬ ‫ﺗﺸﻐﻴﻞ‬ ‫ﻧﻈﺎﻡ‬ ‫ﺑﻨﻔﺴﻬﺎ‬ ‫ﺭ‬‫ﱢ‬‫ﻄﻮ‬ُ‫ﺗ‬ ‫ﺃﻥ‬ ‫ﻣﻦ‬ ً‫ﻻ‬‫ﺑﺪ‬ ‫ﺗﻨﺘﺠﻬﺎ‬ ‫ﺍﻟﺘﻲ‬ ‫ﱟ‬‫ﻣﺴﺘﻘﻞ‬ ‫ﻭﺳﻴﻂ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺘﺄﻣﻴﻦ‬ ‫ﻣﻨﺸﺂﺕ‬ ‫ﻣﻦ‬ ٌ‫ﺓ‬‫ﻣﻨﺸﺄ‬ ‫ﺗﻌﺘﻤﺪ‬ ‫ﻗﺪ‬ ‫ﻛﻤﺎ‬ ‫ﻳﻜﻮﻥ‬ ‫ﻣﺒﻴﻌﺎﺕ‬ ‫ﻓﺮﻳﻖ‬ ‫ﺗﻮﻇﻴﻒ‬ ‫ﻣﻦ‬ ً‫ﺑﺪﻻ‬ ٍ‫ﺗﺄﻣﻴﻦ‬ ‫ﺑﻮﺍﻟﺺ‬ ‫ﻟﺘﺴﻮﻳﻖ‬ .‫ﺍﻟﻮﻇﻴﻔﻲ‬ ‫ﻛﺎﺩﺭﻫﺎ‬ ‫ﻣﻦ‬ ‫ﺍ‬ً‫ﺟﺰﺀ‬ ‫ﻮن؟‬ُّ‫ﻴ‬‫اﻟﺮﺋﻴﺴ‬ ‫دوﻧﺎ‬ِّ‫ر‬‫ﻣﻮ‬ ‫ﻦ‬ َ‫ﻣ‬ ‫ﻮن؟‬ُّ‫ﻴ‬‫اﻟﺮﺋﻴﺴ‬ ‫ﺷﺮﻛﺎؤﻧﺎ‬ ‫ﻦ‬ َ‫ﻣ‬ ‫ﺷﺮﻛﺎﺋﻨﺎ؟‬ ‫ﻣﻦ‬ ‫ﻋﻠﻴﻬﺎ‬ ‫ﻧﺤﺼﻞ‬ ‫اﻟﺘﻲ‬ ُ‫ﺔ‬َّ‫ﻴ‬‫اﻟﺮﺋﻴﺴ‬ ‫اﻟﻤﻮارد‬ ‫ﻣﺎ‬ ‫اﻟﺸﺮﻛﺎء؟‬ ‫ﻳﻤﺎرﺳﻬﺎ‬ ‫اﻟﺘﻲ‬ ُ‫ﺔ‬َّ‫ﻴ‬‫اﻟﺮﺋﻴﺴ‬ ‫اﻷﻧﺸﻄﺔ‬ ‫ﻣﺎ‬
  • 46.
    ٩ C$ ‫ﻧﻤﻮذج‬ ‫ﺗﺸﻐﻴﻞ‬ ‫ﻋﻦ‬‫اﻟﻨﺎﺟﻤﺔ‬ ‫اﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﺟﻤﻴﻊ‬ ‫اﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻫﻴﻜﻞ‬ ِّ‫ﻳﺒﲔ‬ . ّ‫اﻟﺘﺠﺎري‬ ‫ﻟﻠﻌﻤﻞ‬ٍ َّ‫ﻣﻌﲔ‬ ٍ‫ﻦ‬‫ﱠ‬‫ﻣﻌﻴ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺑﻤﻮﺟﺐ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﺃﺛﻨﺎﺀ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻨﺎﺷﺌﺔ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﱠ‬‫ﺃﻫﻢ‬ ‫ﻫﺬﺍ‬ ‫ﺍﻟﺒﻨﺎﺀ‬ ُ‫ﺣﺠﺮ‬ ‫ﻳﺼﻒ‬ َ‫ﻭﺗﻮﻟﻴﺪ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻋﻼﻗﺎﺕ‬ ‫ﻋﻠﻰ‬ َ‫ﻭﺍﻟﺤﻔﺎﻅ‬ ،‫ﻬﺎ‬َ‫ﻭﺗﻘﺪﻳﻤ‬ ٍ‫ﻗﻴﻤﺔ‬ ‫ﺧﻠﻖ‬ ‫ﱠ‬‫ﺇﻥ‬ . ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻟﻠﻌﻤﻞ‬ ‫ﺇﻟﻰ‬ ‫ﺑﺴﻬﻮﻟﺔ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻫﺬﻩ‬ ‫ﺣﺴﺎﺏ‬ ‫ﻳﻤﻜﻦ‬ .‫ﺗﻜﺎﻟﻴﻒ‬ ‫ﺗﺴﺘﺘﺒﻊ‬ ٌ‫ﺔ‬‫ﺃﻧﺸﻄ‬ ‫ﺟﻤﻴﻌﻬﺎ‬ ٍ‫ﺇﻳﺮﺍﺩﺍﺕ‬ ‫ﱠ‬‫ﻟﻜﻦ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺮﺍﻛﺎﺕ‬ ّ‫ﻭﺍﻟﺸ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﻭﺍﻷﻧﺸﻄﺔ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺗﺤﺪﻳﺪ‬ ‫ﺑﻌﺪ‬ ‫ﻣﺎ‬ ‫ﱟ‬‫ﺪ‬َ‫ﺣ‬ ْ‫ﺖ‬َ‫ﻨ‬َ‫ﺑ‬ ‫ﻟﻘﺪ‬ ،‫ﺍﻟﻤﺜﺎﻝ‬ ‫ﺳﺒﻴﻞ‬ ‫ﻓﻌﻠﻰ‬ .‫ﻏﻴﺮﻫﺎ‬ ‫ﻣﻦ‬ ً‫ﺔ‬‫ﺗﻜﻠﻔ‬ ‫ﺃﻛﺜﺮ‬ ‫ﺗﻜﻮﻥ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺑﻌﺾ‬ ‫ﺃﺳﺎﺱ‬ ‫ﻋﻠﻰ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ٍ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ («no frills» airlines) ‫ﻴﺮﺍﻥ‬ّ‫ﺍﻟﻄ‬ ‫ﺧﻄﻮﻁ‬ ‫ﺷﺮﻛﺎﺕ‬ ‫ﺑﻌﺾ‬ .‫ﻓﻘﻂ‬ ‫ﺃﺳﺎﺳﻴﺔ‬ ‫ﺧﺪﻣﺎﺕ‬ ‫ﺗﻘﺪﻳﻢ‬ ‫ﻋﺒﺮ‬ ‫ﻣﻨﺨﻔﻀﺔ‬ ‫ﺗﻜﺎﻟﻴﻒ‬ ‫ﻫﻴﺎﻛﻞ‬ Cost Structure ‫اﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻫﻴﻜﻞ‬
  • 47.
    ٤١ ‫ﺃﺩﻧﻰ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬‫ﺧﻔﺾ‬ ‫ﻳﺠﺮﻱ‬ ‫ﺃﻥ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺒﺪﻳﻬﻴ‬ ‫ﺍﻷﻣﻮﺭ‬ ‫ﻣﻦ‬ ‫ﻟﻌﻠﻪ‬ ‫ﺃﻥ‬ ‫ﻏﻴﺮ‬ .‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﻦ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﱢ‬‫ﻛﻞ‬ ‫ﻓﻲ‬ ‫ﻣﻤﻜﻦ‬ ‫ﱟ‬‫ﺪ‬َ‫ﺣ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻟﺒﻌﺾ‬ ‫ﺔ‬‫ﱠ‬‫ﺃﻫﻤﻴ‬ ‫ﺃﻛﺜﺮ‬ ‫ﺍﻟﻤﻨﺨﻔﻀﺔ‬ ‫ﺍﻟﺘﻜﻠﻔﺔ‬ ‫ﻫﻴﺎﻛﻞ‬ ‫ﺍﻟﻤﻔﻴﺪ‬ ‫ﻣﻦ‬ ‫ﻳﻜﻮﻥ‬ ‫ﻗﺪ‬ ‫ﻓﺈﻧﻪ‬ ،‫ﻟﺬﻟﻚ‬ .‫ﺃﺧﺮﻯ‬ ‫ﻟﻨﻤﺎﺫﺝ‬ ‫ﻣﻨﻬﺎ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺗﻜﺎﻟﻴﻒ‬ ‫ﻫﻴﺎﻛﻞ‬ ‫ﻣﻦ‬ ‫ﻋﺮﻳﻀﺘﻴﻦ‬ ‫ﻓﺌﺘﻴﻦ‬ ‫ﺑﻴﻦ‬ ‫ﺍﻟﺘﻤﻴﻴﺰ‬ ‫ﻣﻦ‬ ٌ‫ﻛﺜﻴﺮ‬ ‫)ﻳﻘﻊ‬ ‫ﺑﺎﻟﻘﻴﻤﺔ‬ ‫ﻭﺍﻟﻤﺪﻓﻮﻋﺔ‬ ‫ﺑﺎﻟﻜﻠﻔﺔ‬ ‫ﺍﻟﻤﺪﻓﻮﻋﺔ‬ :‫ﺍﻟﺘﺠﺎﺭﻱ‬ :(‫ﺍﻟﻨﻘﻴﻀﻴﻦ‬ ‫ﻫﺬﻳﻦ‬ ‫ﺑﻴﻦ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ (Cost-driven) ‫ﺑﺎﻟﻜﻠﻔﺔ‬ ‫ﻣﺪﻓﻮﻉ‬ ‫ﺗﻘﻠﻴﻞ‬ ‫ﻋﻠﻰ‬ ‫ﺑﺎﻟﻜﻠﻔﺔ‬ ‫ﺍﻟﻤﺪﻓﻮﻉ‬ ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﱢﺰ‬‫ﻛ‬‫ﻳﺮ‬ ‫ﺗﺤﻘﻴﻖ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻨﻬﺞ‬ ‫ﻫﺬﺍ‬ ‫ﻳﻬﺪﻑ‬ .‫ﺎ‬ً‫ﻨ‬‫ﻣﻤﻜ‬ ‫ﺫﻟﻚ‬ ‫ﻛﺎﻥ‬ ‫ﺣﻴﺜﻤﺎ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﺑﺎﺳﺘﺨﺪﺍﻡ‬ ‫ﻋﻠﻴﻪ‬ ‫ﻭﺍﻟﺤﻔﺎﻅ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻫﻴﻜﻞ‬ ‫ﻣﻦ‬ ٍ‫ﻣﻤﻜﻦ‬ ‫ﱟ‬‫ﺪ‬َ‫ﺣ‬ ‫ﺃﺩﻧﻰ‬ ‫ﻊ‬‫ﱡ‬‫ﻭﺍﻟﺘﻮﺳ‬ ‫ﺍﻷﺗﻤﺘﺔ‬ ‫ﻣﻦ‬ ‫ﺃﻗﺼﻰ‬ ‫ﱟ‬‫ﺪ‬َ‫ﻭﺣ‬ ،‫ﱟ‬‫ﻥ‬َ‫ﺪ‬َ‫ﺘ‬ُ‫ﻣ‬ ٍ‫ﺮ‬‫ﺳﻌ‬ ‫ﺫﺍﺕ‬ ‫ﻣﻘﺘﺮﺣﺔ‬ ‫ﻗﻴﻢ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺠﻮﻳ‬ ‫ﺍﻟﺨﻄﻮﻁ‬ ‫ﺷﺮﻛﺎﺕ‬ ‫ﻞ‬‫ﱢ‬‫ﺜ‬‫ﺗﻤ‬ .‫ﺔ‬‫ﱠ‬‫ﺧﺎﺭﺟﻴ‬ ‫ﻣﺼﺎﺩﺭ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻠﺠﻮﺀ‬ ‫ﻓﻲ‬ ‫ﻭﺇﻳﺰﻱ‬ (South West) ‫ﻭﻳﺴﺖ‬ ‫ﺳﺎﻭﺙ‬ ‫ﻣﺜﻞ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﺍﻟﻤﻨﺨﻔﻀﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ (Ryanair) ‫ﺇﻳﺮ‬ ‫ﻭﺭﻳﺎﻥ‬ (Easyjet) ‫ﺟﻴﺖ‬ .‫ﺑﺎﻟﻜﻠﻔﺔ‬ ‫ﺍﻟﻤﺪﻓﻮﻋﺔ‬ ‫ﺍﻷﻧﻮﺍﻉ‬ ‫ﻣﻦ‬ (Value-driven) ‫ﺑﺎﻟﻘﻴﻤﺔ‬ ‫ﻣﺪﻓﻮﻉ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺘﻔﻜﻴﺮ‬ ‫ﻋﻨﺪ‬ ‫ﺍﻟﻜﻠﻔﺔ‬ ‫ﻟﺘﺄﺛﻴﺮ‬ ‫ﺃﻗﻞ‬ ‫ﺎ‬ً‫ﺍﻫﺘﻤﺎﻣ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﺑﻌﺾ‬ ‫ﺗﻌﻄﻲ‬ ‫ﻫﺬﺍ‬ .‫ﻗﻴﻤﺔ‬ ‫ﺧﻠﻖ‬ ‫ﻋﻠﻰ‬ ‫ﱢﺰ‬‫ﻛ‬‫ﻭﺗﺮ‬ ،‫ﻦ‬‫ﱠ‬‫ﻣﻌﻴ‬ ‫ﱟ‬‫ﺗﺠﺎﺭﻱ‬ ‫ﻋﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﺗﺼﻤﻴﻢ‬ ‫ﻣﻘﺘﺮﺣﺔ‬ ‫ﺑﻘﻴﻢ‬ ‫ﺑﺎﻟﻘﻴﻤﺔ‬ ‫ﺍﻟﻤﺪﻓﻮﻋﺔ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺰ‬‫ﱠ‬‫ﻭﺗﺘﻤﻴ‬ ‫ﺍﻟﻔﺌﺔ‬ ‫ﻫﺬﻩ‬ ‫ﺿﻤﻦ‬ ‫ﻭﻳﻘﻊ‬ .‫ﺍﻟﺠﻮﺩﺓ‬ ‫ﻓﺎﺋﻘﺔ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺷﺨﺼﻴ‬ ٍ‫ﻭﺑﺨﺪﻣﺔ‬ ‫ﻣﻤﺘﺎﺯﺓ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺤﺼﺮﻳ‬ ‫ﻭﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﺍﻟﻔﺨﻤﺔ‬ ‫ﺍﻟﻤﺮﺍﻓﻖ‬ ‫ﺫﺍﺕ‬ ‫ﺍﻟﻔﺎﺧﺮﺓ‬ ‫ﺍﻟﻔﻨﺎﺩﻕ‬ :‫ﻳﻠﻲ‬ ‫ﺑﻤﺎ‬ ‫ﺍﻟﻜﻠﻔﺔ‬ ‫ﻫﻴﺎﻛﻞ‬ ‫ﺰ‬‫ﱠ‬‫ﺗﺘﻤﻴ‬ (Fixed costs) ‫ﺛﺎﺑﺘﺔ‬ ‫ﺗﻜﺎﻟﻴﻒ‬ ‫ﺣﺠﻢ‬ ‫ﻋﻦ‬ ‫ﺍﻟﻨﻈﺮ‬ ‫ﱢ‬‫ﺑﻐﺾ‬ ‫ﻫﻲ‬ ‫ﻛﻤﺎ‬ ‫ﺗﺒﻘﻰ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻫﻲ‬ ‫ﺍﻟﺮﻭﺍﺗﺐ‬ ‫ﺫﻟﻚ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻷﻣﺜﻠﺔ‬ ‫ﻣﻦ‬ .‫ﺠﺔ‬َ‫ﺘ‬‫ﺍﻟﻤﻨ‬ ‫ﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺒﻀﺎﺋﻊ‬ ‫ﻗﻄﺎﻋﺎﺕ‬ ‫ﺑﻌﺾ‬ ‫ﻊ‬‫ﱠ‬‫ﺘ‬‫ﺗﺘﻤ‬ .‫ﻭﺗﺠﻬﻴﺰﺍﺗﻪ‬ ‫ﺍﻟﺘﺼﻨﻴﻊ‬ ‫ﻭﻣﺮﺍﻓﻖ‬ ‫ﻭﺍﻷﺟﻮﺭ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻣﻦ‬ ‫ﻋﺎﻟﻴﺔ‬ ‫ﺑﻨﺴﺒﺔ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﺼﻨﺎﻋﻴ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻣﺜﻞ‬ ،‫ﺍﻷﻋﻤﺎﻝ‬ .‫ﺍﻟﺜﺎﺑﺘﺔ‬ (Variable costs) ‫ﺮﺓ‬‫ﱢ‬‫ﻣﺘﻐﻴ‬ ‫ﺗﻜﺎﻟﻴﻒ‬ ‫ﺍﻟﺨﺪﻣﺎﺕ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺒﻀﺎﺋﻊ‬ ‫ﺣﺠﻢ‬ ‫ﻣﻊ‬ ٍ‫ﺑﺘﻨﺎﺳﺐ‬ ُ‫ﺮ‬‫ﱠ‬‫ﺗﺘﻐﻴ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻫﻲ‬ ‫ﺍﻟﻤﻬﺮﺟﺎﻧﺎﺕ‬ ‫ﻣﺜﻞ‬ ،‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻗﻄﺎﻋﺎﺕ‬ ‫ﺑﻌﺾ‬ ‫ﻊ‬‫ﱠ‬‫ﺘ‬‫ﺗﺘﻤ‬ .‫ﺠﺔ‬َ‫ﺘ‬‫ﺍﻟﻤﻨ‬ .‫ﺮﺓ‬‫ﱢ‬‫ﺍﻟﻤﺘﻐﻴ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻣﻦ‬ ‫ﻋﺎﻟﻴﺔ‬ ‫ﺑﻨﺴﺒﺔ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﻤﻮﺳﻴﻘﻴ‬ (Economies of scale) ‫ﺍﻟﺤﺠﻢ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻳ‬‫ﺍﻗﺘﺼﺎﺩ‬ .‫ﺍﻹﻧﺘﺎﺝ‬ ‫ﻓﻲ‬ ‫ﻌﻬﺎ‬‫ﱡ‬‫ﺗﻮﺳ‬ ‫ﻋﻨﺪ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﺑﻬﺎ‬ ‫ﻊ‬‫ﱠ‬‫ﺘ‬‫ﺗﺘﻤ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻤﻴﺰﺍﺕ‬ ‫ﻫﻲ‬ ‫ﻋﻨﺪ‬ ‫ﻴﺔ‬‫ﱢ‬‫ﻧ‬‫ﺍﻟﻤﺘﺪ‬ ‫ﺍﻷﺳﻌﺎﺭ‬ ‫ﻣﻦ‬ ‫ﺗﺴﺘﻔﻴﺪ‬ ، ً‫ﻣﺜﻼ‬ ،‫ﺍﻟﻜﺒﺮﻯ‬ ‫ﻓﺎﻟﻤﻨﺸﺂﺕ‬ ‫ﺟﺎﻧﺐ‬ ‫ﺇﻟﻰ‬ ،‫ﺍﻟﻌﺎﻣﻞ‬ ‫ﻫﺬﺍ‬ ‫ﻱ‬‫ﱢ‬‫ﺩ‬‫ﻳﺆ‬ .‫ﺑﺎﻟﺠﻤﻠﺔ‬ ‫ﻛﺒﻴﺮﺓ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻛﻤﻴ‬ ‫ﺷﺮﺍﺀ‬ ‫ﺍﻟﻮﺍﺣﺪﺓ‬ ‫ﺍﻟﻮﺣﺪﺓ‬ ‫ﺇﻧﺘﺎﺝ‬ ‫ﺗﻜﻠﻔﺔ‬ ‫ﻝ‬‫ﱠ‬‫ﻣﻌﺪ‬ ‫ﺍﻧﺨﻔﺎﺽ‬ ‫ﺇﻟﻰ‬ ،‫ﺃﺧﺮﻯ‬ ‫ﻋﻮﺍﻣﻞ‬ .‫ﺍﻹﻧﺘﺎﺝ‬ ‫ﺣﺠﻢ‬ ‫ﺍﺭﺗﻔﻊ‬ ‫ﱠﻤﺎ‬‫ﻠ‬‫ﻛ‬ (Economies of scope) ‫ﺍﻟﻨﻄﺎﻕ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻳ‬‫ﺍﻗﺘﺼﺎﺩ‬ ‫ﻧﻄﺎﻕ‬ ‫ﻣﻦ‬ ‫ﻊ‬‫ﱢ‬‫ﺗﻮﺳ‬ ‫ﻋﻨﺪﻣﺎ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﺑﻬﺎ‬ ‫ﻊ‬‫ﱠ‬‫ﺘ‬‫ﺗﺘﻤ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻤﻴﺰﺍﺕ‬ ‫ﻫﻲ‬ ‫ﺍﻟﺘﺴﻮﻳﻖ‬ ‫ﺃﻧﺸﻄﺔ‬ ‫ﻧﺮﻯ‬ ، ً‫ﻣﺜﻼ‬ ،‫ﺍﻟﻜﺒﺮﻯ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻓﻔﻲ‬ .‫ﻋﻤﻠﻴﺎﺗﻬﺎ‬ ‫ﻣﻦ‬ ‫ﻛﺜﻴﺮﺓ‬ ‫ًﺎ‬‫ﻓ‬‫ﺃﺻﻨﺎ‬ ‫ﻭﺗﺪﻋﻢ‬ ‫ﺗﺨﺪﻡ‬ ‫ﺍﻟﺘﻮﺯﻳﻊ‬ ‫ﻮﺍﺕ‬َ‫ﻨ‬َ‫ﻗ‬‫ﻭ‬ ‫ﻧﻔﺴﻬﺎ‬ .‫ﺍﻟﻤﻨﺘﺠﺎﺕ‬ ِّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ ‫ﻓﻲ‬ ‫اﻟﻜﺎﻣﻨﺔ‬ ‫اﻟﺘﻜﺎﻟﻴﻒ‬ ‫أﻫﻢ‬ ‫ﻣﺎ‬ ‫ﻛﻠﻔﺔ؟‬ ‫اﻷﻋﻠﻰ‬ ُ‫ﺔ‬َّ‫ﻴ‬‫اﻟﺮﺋﻴﺴ‬ ‫اﻟﻤﻮارد‬ ‫ﻣﺎ‬ ‫ﺑﻨﺎ؟‬ ِّ‫اﻟﺨﺎص‬ ‫ﻛﻠﻔﺔ؟‬ ‫اﻷﻛﱶ‬ ‫ﺔ‬َّ‫ﻴ‬‫اﻟﺮﺋﻴﺴ‬ ‫اﻷﻧﺸﻄﺔ‬ ‫وﻣﺎ‬
  • 48.
    ‫ﺔ‬َّ‫اﻟﺘﺠﺎرﻳ‬ ‫اﻷﻋﻤﺎل‬ ‫ﻟﻨﻤﺎذج‬‫ﺴﻌﺔ‬ِّ‫ﺘ‬‫اﻟ‬ ‫اﻟﺒﻨﺎء‬ ‫ﺣﺠﺎرة‬ ‫ﻞ‬ِّ‫ﺜ‬‫ﺗﻤ‬ ‫ﻴﻬﺎ‬ ِّ‫ﻧﺴﻤ‬ ٍ‫ﺔ‬َّ‫وﻋﻤﻠﻴ‬ ٍ‫ﺔ‬َّ‫ﻗﻮﻳ‬ ٍ‫ﻷداة‬ ‫اﻷﺳﺎس‬ .‘‘ ّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ ‫’’ﻣﺨﻄﻂ‬ ‫ﺍﻟﺒﻨﺎﺀ‬ ‫ﺑﺤﺠﺎﺭﺓ‬ ً‫ﺔ‬‫ﺤ‬‫ﱠ‬‫ﻣﻮﺷ‬ –‫ﺎﻡ‬‫ﱠ‬‫ﺍﻟﺮﺳ‬ ‫ﻟﻮﺣﺔ‬ ‫ﺍﻟﻤﺨﻄﻂ‬ ‫ﻫﺬﺍ‬ ‫ﺸﺒﻪ‬ُ‫ﻳ‬ ٍ‫ﺃﻋﻤﺎﻝ‬ ‫ﻟﻨﻤﺎﺫﺝ‬ ‫ﺻﻮﺭ‬ ‫ﺑﺮﺳﻢ‬ ‫ﻟﻚ‬ ‫ﻳﺴﻤﺢ‬ ‫ﻣﺎ‬ ‫ﻭﻫﻮ‬ –‫ﺴﻌﺔ‬‫ﱢ‬‫ﺘ‬‫ﺍﻟ‬ .‫ﺎ‬ًّ‫ﺣﺎﻟﻴ‬ ٍ‫ﻗﺎﺋﻤﺔ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﺃﻭ‬ ٍ‫ﺟﺪﻳﺪﺓ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ٍ‫ﻮ‬‫ﻧﺤ‬ ‫ﺃﻓﻀﻞ‬ ‫ﻋﻠﻰ‬ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﺨﻄﻂ‬ ‫ﻳﻌﻤﻞ‬ ٌ‫ﻣﺠﻤﻮﻋﺎﺕ‬ ‫ﺗﺴﺘﻄﻴﻊ‬ ‫ﺑﺤﻴﺚ‬ ٍ‫ﻭﺍﺳﻊ‬ ٍ‫ﺳﻄﺢ‬ ‫ﻋﻠﻰ‬ ‫ﻄﺒﻊ‬ُ‫ﻳ‬ ‫ﻋﻨﺪﻣﺎ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻋﻨﺎﺻﺮ‬ ‫ﻭﻣﻨﺎﻗﺸﺔ‬ ‫ﻋﻠﻴﻪ‬ ‫ﺍﻟﺮﺳﻢ‬ ‫ﺑﺪﺀ‬ ‫ﺍﻟﻨﺎﺱ‬ ‫ﻣﻦ‬ ٍ‫ﻻﺻﻘﺔ‬ ٍ‫ﺃﻭﺭﺍﻕ‬ ‫ﺑﺎﺳﺘﺨﺪﺍﻡ‬ ‫ﻋﻠﻴﻪ‬ ‫ﻣﻼﺣﻈﺎﺗﻬﻢ‬ ‫ﺑﻠﺼﻖ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﻟﻠﺘﺪﺭﻳﺐ‬ ٌ‫ﺔ‬‫ﱠ‬‫ﻋﻤﻠﻴ‬ ٌ‫ﺓ‬‫ﺃﺩﺍ‬ ‫ﻪ‬‫ﱠ‬‫ﻧ‬‫ﺇ‬ .‫ﺍﻟﺨﻂ‬ ِ‫ﻋﺮﻳﻀﺔ‬ ٍ‫ﻡ‬‫ﺃﻗﻼ‬ ‫ﺃﻭ‬ (Post-it®) .‫ﻭﺍﻟﺘﺤﻠﻴﻞ‬ ‫ﻭﺍﻹﺑﺪﺍﻉ‬ ‫ﻭﺍﻟﻨﻘﺎﺵ‬ ‫ﺍﻟﻔﻬﻢ‬ ‫ﻋﻠﻰ‬ ‫ﺗﺴﺎﻋﺪ‬ ّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ ‫ﻣﺨﻄﻂ‬ VP CR CH CSKP KA KR R$C$
  • 49.
  • 50.
    ٤٤ ّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬‫ﻣﺨﻄﻂ‬ ‫ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﻫﻴﻜﻞ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻟﺸﺮﺍﻛﺎﺕ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺍﻟﻘﻨﻮﺍﺕ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺋﻴﺴﻴ‬ ‫ﺍﻷﻧﺸﻄﺔ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺷﺮﺍﺋﺢ‬ Customer Segments Customer Rela onships ChannelsKey Resources Cost Structure Revenue Streams Value Proposi on Key Ac vi es Key Partners ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‬ ‫ﻣﺼﺎﺩﺭ‬
  • 51.
  • 52.
  • 53.
    ٤٧ .‫ﭘﻮﺩ‬ ‫ﺁﻱ‬ َ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬‫ﻬﺎ‬َ‫ﺘ‬‫ﻋﻼﻣ‬ ‫ﺃﭘﻞ‬ ‫ﺃﻃﻠﻘﺖ‬ ٢٠٠١ ‫ﻋﺎﻡ‬ ‫ﻓﻲ‬ ‫ﺟﻨﺐ‬ ‫ﺇﻟﻰ‬ ‫ﺎ‬ً‫ﺟﻨﺒ‬ ‫ﺍﻟﺠﻬﺎﺯ‬ ‫ﻳﻌﻤﻞ‬ .‫ﻣﺤﻤﻮﻝ‬ ‫ﻭﺳﺎﺋﻂ‬ ُ‫ﻞ‬‫ﱢ‬‫ﻐ‬ َ‫ﺸ‬ُ‫ﻣ‬ ‫ﻭﻫﻮ‬ ‫ﻧﻘﻞ‬ ‫ﻣﻦ‬ ‫ﻣﻴﻦ‬ِ‫ﺍﻟﻤﺴﺘﺨﺪ‬ ‫ﱢﻦ‬‫ﻜ‬‫ﺗﻤ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺗﻴﻮﻧﺰ‬ ‫ﺁﻱ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺑﺮﻣﺠﻴ‬ ‫ﻣﻊ‬ ‫ﺟﻬﺎﺯ‬ ‫ﺇﻟﻰ‬ ‫ﭘﻮﺩ‬ ‫ﺍﻵﻱ‬ ‫ﺟﻬﺎﺯ‬ ‫ﻣﻦ‬ ‫ﺍﻷﺧﺮﻯ‬ ‫ﻭﺍﻟﻤﺤﺘﻮﻳﺎﺕ‬ ‫ﺍﻟﻤﻮﺳﻴﻘﻰ‬ ‫ﺃﭘﻞ‬ ‫ﻣﺘﺠﺮ‬ ‫ﺇﻟﻰ‬ ‫ﺍ‬ً‫ﻣﺒﺎﺷﺮ‬ ‫ﺎ‬ً‫ﺭﺍﺑﻄ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺍﻟﺒﺮﻣﺠﻴ‬ ‫ﻫﺬﻩ‬ ‫ﱢﺮ‬‫ﻓ‬‫ﻭﺗﻮ‬ .‫ﺍﻟﺤﺎﺳﻮﺏ‬ ‫ﺍﻟﻤﺤﺘﻮﻯ‬ ‫ﺷﺮﺍﺀ‬ ‫ﺍﻟﻤﺴﺘﺨﺪﻣﻮﻥ‬ ‫ﻳﺴﺘﻄﻴﻊ‬ ‫ﺑﺤﻴﺚ‬ ‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﻋﻠﻰ‬ .‫ﻭﺗﺤﻤﻴﻠﻪ‬ ‫ﻓﻴﻪ‬ ‫ﻳﺮﻏﺒﻮﻥ‬ ‫ﺍﻟﺬﻱ‬ ‫ﻭﺍﻟﻤﺨﺰﻥ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻭﺍﻟﺒﺮﻣﺠﻴ‬ ‫ﺍﻟﺠﻬﺎﺯ‬ ‫ﻣﻦ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﻘﻮﻳ‬ ‫ﺍﻟﺘﻮﻟﻴﻔﺔ‬ ‫ﻫﺬﻩ‬ ‫ﺕ‬‫ﱠ‬‫ﺩ‬‫ﺃ‬ ‫ﻟﺸﺮﻛﺔ‬ ‫ﺄﺕ‬‫ﱠ‬‫ﻭﻫﻴ‬ ،‫ﺍﻟﻤﻮﺳﻴﻘﻰ‬ ‫ﺻﻨﺎﻋﺔ‬ ‫ﺗﻌﻄﻴﻞ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﻋﻠﻰ‬ ‫ﺷﺮﻛﺔ‬ ‫ﺗﻜﻦ‬ ‫ﻟﻢ‬ ‫ﺫﻟﻚ‬ ‫ﻭﻣﻊ‬ .‫ﻮﻕ‬ ّ‫ﺍﻟﺴ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺼﺪﺍﺭﺓ‬ ‫ﻣﺮﻛﺰ‬ ‫ﺃﭘﻞ‬ ً‫ﻣﺤﻤﻮﻻ‬ ‫ﻭﺳﺎﺋﻂ‬ َ‫ﻞ‬‫ﱢ‬‫ﻐ‬ َ‫ﺸ‬ُ‫ﻣ‬ ‫ﺗﻄﺮﺡ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻷﻭﻟﻰ‬ ‫ﺮﻛﺔ‬ ّ‫ﺍﻟﺸ‬ ‫ﻫﻲ‬ ‫ﺃﭘﻞ‬ ‫ﻣﻠﺘﻲ‬ ‫ﺩﺍﻳﻤﻮﻧﺪ‬ ‫ﺷﺮﻛﺔ‬ ‫ﻣﺜﻞ‬ ‫ﻣﻨﺎﻓﺴﻮﻥ‬ ‫ﻫﻨﺎﻙ‬ ‫ﻛﺎﻥ‬ .‫ﺍﻷﺳﻮﺍﻕ‬ ‫ﻓﻲ‬ (Rio) ‫ﺭﻳﻮ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺑﻌﻼﻣﺘﻬﺎ‬ (Diamond Mul media) ‫ﻣﻴﺪﻳﺎ‬ ‫ﺳﺒﻘﺘﻬﺎ‬ ‫ﺃﻥ‬ ‫ﺇﻟﻰ‬ ‫ﻛﺬﻟﻚ‬ ‫ﻭﺍ‬ّ‫ﻭﺍﺳﺘﻤﺮ‬ ‫ﻧﺎﺟﺤﻴﻦ‬ ‫ﺍﻟﻮﺳﺎﺋﻂ‬ ‫ﻼﺕ‬‫ﱢ‬‫ﻐ‬‫ﻟﻤﺸ‬ .‫ﺃﭘﻞ‬ ‫ﺷﺮﻛﺔ‬ ‫ﻭﺗﺠﺎﻭﺯﺗﻬﺎ‬ ‫ﺗﻴﻮﻧﺰ‬ ‫آي‬ /‫أﭘﻞ‬ ‫ﺷﺮﻛﺔ‬ ‫ﭘﻮد‬ ‫ﻵي‬ ِّ‫اﻟﺘﺠﺎري‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ :‫ﻣﺜﺎل‬ ‫ﺩﺧﻠﺖ‬ ‫ﻷﻧﻬﺎ‬ ‫ﺫﻟﻚ‬ ‫ﺖ‬َ‫ﻘ‬‫ﱠ‬‫ﻘ‬‫ﺣ‬ ‫ﻟﻘﺪ‬ ‫ﺍﻟﻬﻴﻤﻨﺔ؟‬ ‫ﻫﺬﻩ‬ ‫ﺃﭘﻞ‬ ‫ﺖ‬َ‫ﻘ‬‫ﱠ‬‫ﻘ‬‫ﺣ‬ ‫ﻛﻴﻒ‬ ،‫ﻧﺎﺣﻴﺔ‬ ‫ﻣﻦ‬ ،‫ﻓﻬﻲ‬ .‫ﺃﻓﻀﻞ‬ ‫ﱟ‬‫ﺗﺠﺎﺭﻱ‬ ٍ‫ﻋﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻣﻊ‬ ٍ‫ﺗﻨﺎﻓﺲ‬ ‫ﻓﻲ‬ ‫ﺩﻣﺠﺖ‬ ‫ﻋﻨﺪﻣﺎ‬ ً‫ﺔ‬‫ﻣﺘﻮﺍﺻﻠ‬ ً‫ﺔ‬‫ﱠ‬‫ﻣﻮﺳﻴﻘﻴ‬ ً‫ﺔ‬‫ﺗﺠﺮﺑ‬ ‫ﻟﻤﺴﺘﺨﺪﻣﻴﻬﺎ‬ ‫ﺖ‬َ‫ﻣ‬‫ﱠ‬‫ﻗﺪ‬ ‫ﺗﻴﻮﻧﺰ‬ ‫ﺁﻱ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﺑﺒﺮﻣﺠﻴ‬ ‫ﺰ‬‫ﱢ‬‫ﺍﻟﻤﺘﻤﻴ‬ ‫ﺍﻟﺘﺼﻤﻴﻢ‬ ‫ﺫﻱ‬ ‫ﭘﻮﺩ‬ ‫ﺁﻱ‬ ‫ﺟﻬﺎﺯ‬ ‫ﻟﻠﺸﺮﻛﺔ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻤﺔ‬ ‫ﻛﺎﻧﺖ‬ .‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﻋﻠﻰ‬ ‫ﺗﻴﻮﻧﺰ‬ ‫ﺁﻱ‬ ‫ﻭﻣﺘﺠﺮ‬ ‫ﺍﻟﺮﻗﻤﻴﺔ‬ ‫ﺍﻟﻤﻮﺳﻴﻘﻰ‬ ‫ﻋﻦ‬ ‫ﺑﺴﻬﻮﻟﺔ‬ ‫ﺍﻟﺒﺤﺚ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺗﻤﻜﻴﻦ‬ ‫ﻫﻲ‬ ‫ﺟﻌﻞ‬ ‫ﺳﺒﻴﻞ‬ ‫ﻭﻓﻲ‬ ،‫ﺃﺧﺮﻯ‬ ‫ﻧﺎﺣﻴﺔ‬ ‫ﻣﻦ‬ .‫ﺑﻬﺎ‬ ‫ﻭﺍﻻﺳﺘﻤﺘﺎﻉ‬ ‫ﻫﺎ‬َ‫ﻭﺷﺮﺍﺀ‬ ‫ﺒﺮﻡ‬ُ‫ﺗ‬ ‫ﺃﻥ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ ‫ﻋﻠﻰ‬ ‫ﻛﺎﻥ‬ ،‫ﺍﻟﺘﺤﻘﻴﻖ‬ َ‫ﺔ‬‫ﻣﻤﻜﻨ‬ ‫ﻫﺬﻩ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﻣﻜﺘﺒﺔ‬ ‫ﺃﻛﺒﺮ‬ ‫ﻹﻧﺸﺎﺀ‬ ‫ﺍﻹﺳﻄﻮﺍﻧﺎﺕ‬ ‫ﺷﺮﻛﺎﺕ‬ ‫ﻛﺒﺮﻯ‬ ‫ﻣﻊ‬ ٍ‫ﺎﺕ‬‫ﱠ‬‫ﺍﺗﻔﺎﻗﻴ‬ .‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﺷﺒﻜﺔ‬ ‫ﻋﻠﻰ‬ ‫ﻟﻠﻤﻮﺳﻴﻘﻰ‬ ٍ‫ﺔ‬‫ﱢ‬‫ﻋﺎﻟﻤﻴ‬ ‫ﺍﻟﻤﺮﺗﺒﻄﺔ‬ ‫ﺇﻳﺮﺍﺩﺍﺗﻬﺎ‬ ‫ﻣﻌﻈﻢ‬ ‫ﻋﻠﻰ‬ ‫ﺃﭘﻞ‬ ‫ﺗﺤﺼﻞ‬ ‫ﺍﻟﺠﺪﻳﺪ؟‬ ‫ﺍﻟﺸﻲﺀ‬ ‫ﻣﺎ‬ ‫ﺗﺴﺘﺨﺪﻡ‬ ‫ﺍﻟﺬﻱ‬ ‫ﺍﻟﻮﻗﺖ‬ ‫ﻓﻲ‬ ،‫ﭘﻮﺩ‬ ‫ﺍﻵﻱ‬ ‫ﺃﺟﻬﺰﺓ‬ ‫ﺑﻴﻊ‬ ‫ﻣﻦ‬ ‫ﺑﺎﻟﻤﻮﺳﻴﻘﻰ‬ (Online Store) ‫ﺍﻹﻧﺘﺮﻧﺖ‬ ‫ﺷﺒﻜﺔ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻤﺘﺠﺮ‬ ‫ﻣﻊ‬ ‫ﺍﻟﺘﻜﺎﻣﻞ‬ ‫ﻓﻴﻬﺎ‬ .‫ﺍﻟﻤﻨﺎﻓﺴﻴﻦ‬ ‫ﻣﻦ‬ ‫ﻧﻔﺴﻬﺎ‬ ‫ﻟﺤﻤﺎﻳﺔ‬
  • 54.
    ‫אא‬ ‫א‬ ‫א‬ ‫اﻟﻤﻨﻄﻖ‬ ‫אא‬‫א‬ ‫א‬ ‫اﻟﻌﺎﻃﻔﺔ‬
  • 55.
  • 56.
    ٥٠ ‫ﻳﺎﺕ‬‫ﱢ‬‫ﺗﺤﺪ‬ ‫ﺎ‬ً‫ﻏﺎﻟﺒ‬ ‫ﺍﻟﻌﺎﻡ‬‫ﺍﻟﻘﻄﺎﻉ‬ ‫ﻳﻮﺍﺟﻪ‬ ‫ﻓﻲ‬ ‫ﺒﻌﺔ‬‫ﱠ‬‫ﺘ‬‫ﺍﻟﻤ‬ ‫ﺍﻟﻤﺒﺎﺩﺉ‬ ‫ﻟﺘﻄﺒﻴﻖ‬ ‫ﺍﺳﺘﺨﺪﻣﺖ‬ ‫ﻟﻘﺪ‬ .‫ﺍﻟﺨﺎﺹ‬ ‫ﺍﻟﻘﻄﺎﻉ‬ ‫ﻟﻤﺴﺎﻋﺪﺓ‬ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻣﺨﻄﻂ‬ ‫ﻣﻨﺸﺄﺓ‬ ‫ﻧﻔﺴﻬﺎ‬ ‫ﻟﺘﻌﺘﺒﺮ‬ ‫ﺍﻟﺪﺍﺋﺮﺓ‬ ‫إﻧﺸﺎء‬ ،‫ﺧﺪﻣﺔ‬ ‫ﻟﺘﻘﺪﻳﻢ‬ ‫ﺳﺔ‬‫ﱠ‬‫ﻣﻜﺮ‬ ‫ﺔ‬َّ‫ﺗﺠﺎرﻳ‬ ‫أﻋﻤﺎل‬ ‫ﻧﻤﺎذج‬ ‫ﻧﻤﺎذج‬ ،‫ﻣﺘﻄﺎﺑﻘﺔ‬ ‫وﻧﻤﺎذج‬ ‫اﻟﻮاﻗﻊ‬ ‫ﺗﺼﻒ‬ .‫ﻣﺄﻣﻮل‬ ‫ﻫﻮ‬ ‫ﻣﺎ‬ ‫ﺗﺼﻒ‬ ‫ﻛﺎﻣﻠﺔ‬ ‫ﺟﺪﻳﺪﺓ‬ ‫ﻣﺤﺎﺩﺛﺔ‬ ‫ﺄﺕ‬ َ‫ﺃﻧﺸ‬ ‫ﻟﻘﺪ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﺗﻮﺻﻴﻒ‬ ‫ﺣﻮﻝ‬ .‫ﻣﻨﻬﺎ‬ ‫ﺍﻟﺠﺪﻳﺪ‬ ِ‫ﺭ‬‫ﻭﺍﺑﺘﻜﺎ‬ ‫ﻛﻨﺪﺍ‬ -‫ﻻﺗﺸﺎﺑﻴﻞ‬ ‫ﻣﺎﻳﻚ‬ ‫ﺣﻮﻝ‬ ‫ﺻﻐﺮﻯ‬ ٍ‫ﻣﻨﺸﺂﺕ‬ ‫ﻣﻊ‬ ُ‫ﺃﺗﺸﺎﻭﺭ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﺍﻟﻨﻤﻮﺫﺝ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ‬ ‫ﺍﻟﺬﻱ‬ (freemium) ّ‫ﺎﻧﻲ‬ّ‫ﺍﻟﻤﺠ‬ ‫ﺷﺒﻪ‬ ‫ﺔ‬‫ﱠ‬‫ﺃﺳﺎﺳﻴ‬ ٍ‫ﻣﻨﺘﺠﺎﺕ‬ ‫ﺗﻘﺪﻳﻢ‬ ‫ﻋﻠﻰ‬ ‫ﻳﻨﻄﻮﻱ‬ ‫ﺃﺑﺴﻂ‬ ‫ﻣﻊ‬ ُ‫ﻳﺘﻨﺎﻗﺾ‬ ‫ﻣﺎ‬ ‫ﻭﻫﻮ‬ ،‫ﺎ‬ً‫ﻧ‬‫ﻣﺠﺎ‬ ،‫ﺃﻧﻲ‬ ‫ﱠ‬‫ﺇﻻ‬ . ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﺎﺕ‬ّ‫ﺑﺪﻫﻴ‬ ،‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻣﺨﻄﻂ‬ ‫ﺑﻔﻀﻞ‬ ‫أﺷﺮح‬ ‫أن‬ ‫أﺳﺘﻄﻴﻊ‬ ‫ﻛﻴﻒ‬ ٍ‫ﺑﺴﻬﻮﻟﺔ‬ ‫اﻟﻨﻤﻮذج‬ ‫ﻫﺬا‬ ‫أن‬ ‫وﺟﻬﺔ‬ ‫ﻣﻦ‬ ٌّ‫ﻣﻨﻄﻘﻲ‬ .‫ﺔ‬َّ‫ﻣﺎﻟﻴ‬ ٍ‫ﺮ‬‫ﻧﻈ‬ ‫ﺍﻟﺪﺍﻧﻤﺎﺭﻙ‬ ،‫ﻓﺮﻭﺑﻴﺮﻍ‬ ‫ﭘﻴﺘﺮ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﺃﺻﺤﺎﺏ‬ ُ‫ﺳﺎﻋﺪ‬ُ‫ﺃ‬ ‫ﻣﻦ‬ ‫ﻭﺧﺮﻭﺟﻬﻢ‬ ‫ﻻﻧﺘﻘﺎﻟﻬﻢ‬ ‫ﺍﻟﺘﺨﻄﻴﻂ‬ ‫ﻓﻲ‬ ‫ﺫﻟﻚ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻨﺠﺎﺡ‬ ‫ﻳﻌﺘﻤﺪ‬ .‫ﻣﻨﺸﺂﺗﻬﻢ‬ ‫ﻫﺎ‬ّ‫ﻭﻧﻤﻮ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﺔ‬‫ﱠ‬‫ﺣﻴﻮﻳ‬ ‫ﺿﻤﺎﻥ‬ ‫ﻋﻠﻰ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺠﻮﻫﺮﻳ‬ ‫ﺍﻟﻨﻘﻄﺔ‬ .‫ﺍﻟﻄﻮﻳﻞ‬ ‫ﺍﻟﻤﺪﻯ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺟﻮﺩ‬ ‫ﻫﻲ‬ ‫ﺍﻟﻬﺪﻑ‬ ‫ﻫﺬﺍ‬ ‫ﻟﺘﺤﻘﻴﻖ‬ .‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻻﺑﺘﻜﺎﺭ‬ ٍ‫ﺑﺮﻧﺎﻣﺞ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﻌﺮﻓﺔ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﺨﻄﻂ‬ ‫ﻳﺴﺎﻋﺪﻧﺎ‬ .‫ﻭﺗﺠﺪﻳﺪﻫﺎ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺃﻋﻤﺎﻟﻬﻢ‬ ‫ﺍﻟﻤﺘﺤﺪﺓ‬ ‫ﺍﻟﻮﻻﻳﺎﺕ‬ ،‫ﻧﻴﻮﻣﺎﻥ‬ .‫ﻙ‬ ‫ﻧﻴﻜﻮﻻﺱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻣﺨﻄﻂ‬ ُ‫ﺃﺳﺘﺨﺪﻡ‬ ‫ﻟﻤﺴﺎﻋﺪﺓ‬ ‫ﺍﻟﺒﺮﺍﺯﻳﻞ‬ ‫ﻓﻲ‬ ّ‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺜﻘﺎﻓﻴ‬ ‫ﺍﻟﻤﻮﺍﺩ‬ ‫ﻭﻣﻨﺘﺠﻲ‬ ‫ﺍﻟﻔﻨﺎﻧﻴﻦ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻞ‬‫ﱡ‬‫ﺗﺨﻴ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻷﻟﻌﺎﺏ‬ ‫ﻤﻲ‬‫ﱢ‬‫ﻭﻣﺼﻤ‬ .‫ﺔ‬‫ﱠ‬‫ﻭﺍﻻﺑﺘﻜﺎﺭﻳ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺜﻘﺎﻓﻴ‬ ‫ﻟﻤﻨﺘﺠﺎﺗﻬﻢ‬ ‫ﻣﺒﺘﻜﺮﺓ‬ ‫ﺑﺮﻧﺎﻣﺞ‬ ‫ﻓﻲ‬ ‫ﺍﻷﺳﻠﻮﺏ‬ ‫ﻫﺬﺍ‬ ُ‫ﻖ‬‫ﱢ‬‫َﺒ‬‫ﻃ‬ُ‫ﺃ‬ ‫ﻛﻤﺎ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﺎﺟﺴﺘﻴﺮ‬ ‫ﺩﺭﺟﺔ‬ ‫ﻓﻲ‬ ‫ﺟﻲ‬ ‫ﺃﻑ‬ ‫ﻣﻌﻬﺪ‬ ‫ﻓﻲ‬ ‫ﱢ‬‫ﺍﻟﺜﻘﺎﻓﻲ‬ ‫ﻟﻺﻧﺘﺎﺝ‬ ‫ﺍﻷﻟﻌﺎﺏ‬ ‫ﻣﺨﺘﺒﺮ‬ ‫ﻭﻓﻲ‬ ،‫ﺍﻟﻌﺎﻟﻲ‬ (FGV) ‫ﻓﻲ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﺣﺎﺿﻨﺔ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﺒﺘﻜﺮﺓ‬ ‫ﺭﻳﻮ‬ ‫ﺟﺎﻣﻌﺔ‬ ‫ﻓﻲ‬ (COPPE) ‫ﻛﻮﭘﻴﻪ‬ ‫ﻣﻌﻬﺪ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻻﺗﺤﺎﺩﻳ‬ ‫ﺟﺎﻧﻴﺮﻭ‬ ‫ﺩﻱ‬ ‫ﺍﻟﺒﺮﺍﺯﻳﻞ‬ ،‫ﺇﻳﺒﺎﻟﻴﺘﻮ‬ ‫ﺩﻱ‬ ‫ﻛﻠﻮﺩﻳﻮ‬ ‫ﻣﻦ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻓﻲ‬ ‫ﺍ‬ً‫ﺪ‬‫ﱢ‬‫ﺟﻴ‬ ‫ﱢﺮ‬‫ﻜ‬‫ﺗﻔ‬ ‫ﻋﻨﺪﻣﺎ‬ ‫ﺃﻥ‬ ُ‫ﺗﺠﺪ‬ ،‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ .‫ﺍﻷﺭﺑﺎﺡ‬ ُ‫ﻲ‬ْ‫ﻨ‬َ‫ﺟ‬ ‫ﻫﻮ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻬﺪﻑ‬ ‫ﺎﻝ‬‫ﱠ‬‫ﻓﻌ‬ ‫ﺍﻟﻤﺨﻄﻂ‬ ‫ﺃﻥ‬ ‫ﻭﺟﺪﺕ‬ ‫ﺃﻧﻲ‬ ‫ﻏﻴﺮ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﺑﺤﻴ‬ ‫ﻏﻴﺮ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻗﻄﺎﻉ‬ ‫ﻓﻲ‬ ‫ﺍ‬ًّ‫ﺟﺪ‬ ‫ﻓﻲ‬ ٍ‫ﺑﻨﺠﺎﺡ‬ ‫ﺍﺳﺘﺨﺪﻣﻨﺎﻩ‬ ‫ﻓﻘﺪ‬ .‫ﺎ‬ ً‫ﺃﻳﻀ‬ ‫ـﻞ‬‫ـ‬‫ـ‬‫ـ‬‫ﻴ‬‫ﺗﺸﻜ‬ ‫+ﺗﺠﻤﻴﻊ‬ ‫ﻣﺮﺣﻠﺔ‬ ‫ﻓﻲ‬ ّ‫ﺍﻟﻘﻴﺎﺩﻱ‬ ‫ﺍﻟﻔﺮﻳﻖ‬ ‫ﺃﻋﻀﺎﺀ‬ .‫ﺟﺪﻳﺪ‬ ‫ﺭﺑﺤﻲ‬ ‫ﻏﻴﺮ‬ ‫ﺑﺮﻧﺎﻣﺞ‬ ‫ﺗﺄﺳﻴﺲ‬ ‫ﺍﻟﻜﻔﺎﻳﺔ‬ ‫ﻓﻴﻪ‬ ‫ﺑﻤﺎ‬ ‫ﺎ‬ً‫ﻧ‬ِ‫ﺮ‬َ‫ﻣ‬ ‫ﺍﻟﻤﺨﻄﻂ‬ ‫ﻛﺎﻥ‬ ‫ﻫﺬﺍ‬ ‫ﺃﻫﺪﺍﻑ‬ ‫ﺃﺧﺬ‬ ‫ﻣﻦ‬ ‫ﺎ‬‫ﱠ‬‫ﻨ‬‫ﱠ‬‫ﻜ‬‫ﺗﻤ‬ ‫ﺑﺤﻴﺚ‬ ‫ﻓﻲ‬ ‫ﱢ‬‫ﺍﻟﺮﻳﺎﺩﻱ‬ ‫ﱢ‬‫ﺍﻻﺟﺘﻤﺎﻋﻲ‬ ‫ﺍﻟﻤﺸﺮﻭﻉ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﻭﺗﻮﺿﻴﺢ‬ ‫ﺍﻻﻋﺘﺒﺎﺭ‬ ‫ﻳﻤﻜﻦ‬ ‫ﻭﻛﻴﻒ‬ ‫ﻟﻠﻤﺸﺮﻭﻉ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺤﻘﻴﻘﻴ‬ .‫ﺎ‬ً‫ﻣﺴﺘﺪﺍﻣ‬ ‫ﺎ‬ً‫ﻣﺸﺮﻭﻋ‬ ‫ﻪ‬ُ‫ﻠ‬‫ﺟﻌ‬ ‫ﺍﻟﻤﺘﺤﺪﺓ‬ ‫ﺍﻟﻮﻻﻳﺎﺕ‬ ،‫ﺩﻭﻧﺎﻟﺪﺳﻮﻥ‬ ‫ﻛﻴﻔﻴﻦ‬ ‫ﺃﺳﻠﻮﺏ‬ ‫ﻋﺮﻓﺖ‬ ‫ﻛﻨﺖ‬ ‫ﻟﻮ‬ ُ‫ﻴﺖ‬‫ﱠ‬‫ﻨ‬‫ﺗﻤ‬ ‫ﻟﻘﺪ‬ ‫ﻳﻤﻜﻦ‬ ‫ﻛﺎﻥ‬ ‫ﺇﺫ‬ !‫ﺳﻨﻮﺍﺕ‬ ‫ﻗﺒﻞ‬ ‫ﺍﻟﻤﺨﻄﻂ‬ ٍ‫ﻣﺸﺮﻭﻉ‬ ‫ﻓﻲ‬ ‫ﺍ‬ًّ‫ﺟﺪ‬ ‫ﺍ‬ً‫ﻣﻔﻴﺪ‬ ‫ﻳﻜﻮﻥ‬ ‫ﺃﻥ‬ ‫ﻓﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺮﻗﻤﻴ‬ ‫ﻟﻠﻄﺒﺎﻋﺔ‬ ٍ‫ﺪ‬‫ﱠ‬‫ﻘ‬‫ﻭﻣﻌ‬ ٍ‫ﺻﻌﺐ‬ ‫ﺍﻟﻨﺸﺮ‬ ‫ﻣﻴﺪﺍﻥ‬ ‫ﻓﻲ‬‫اﻟﻌﺎﻣﻠﲔ‬‫ﻟﺠﻤﻴﻊ‬ َ‫ﻈﻬﺮ‬ُ‫ﻟﻴ‬ ‫اﻟﻄﺮﻳﻘﺔ‬‫ﺑﻬﺬه‬‫اﻟﻤﺸﺮوع‬ َ‫اﻟﺸﺎﻣﻠﺔ‬ َ‫اﻟﺼﻮرة‬‫ﺔ‬َّ‫اﻟﺒﺼﺮﻳ‬ ‫ﻫﻢ‬َ‫وأدوار‬،‫ﻟﻠﻤﺸﺮوع‬ ُ‫ﻳﻌﺘﻤﺪ‬‫وﻛﻴﻒ‬،‫ﻓﻴﻪ‬(‫)اﻟﻤﻬﻤﺔ‬ .‫ﺑﻌﺾ‬‫ﻋﻠﻰ‬‫ﻬﻢ‬ ُ‫ﺑﻌﻀ‬ ‫ﻣﻦ‬ ٍ‫ﺳﺎﻋﺎﺕ‬ ‫ﺍﺧﺘﺼﺎﺭ‬ ‫ﺍﻟﻤﻤﻜﻦ‬ ‫ﻣﻦ‬ ‫ﻛﺎﻥ‬ .‫ﺍﻟﻔﻬﻢ‬ ‫ﻭﺳﻮﺀ‬ ‫ﻝ‬َ‫ﺪ‬َ‫ﻭﺍﻟﺠ‬ ‫ﺍﻟﺸﺮﺡ‬ ‫ﻫﻮﻟﻨﺪﺍ‬ ،‫ﺳﻮﻝ‬ ‫ﺟﻴﻞ‬ ‫ﻛـــﻴﻒ‬ ‫ﺗﺴﺘﺨﺪم‬ ‫اﻟﻤﺨﻄﻂ؟‬
  • 57.
    ٥١ ‫ﺑﺎﺕ‬‫ﱠ‬‫ﺮ‬َ‫ﻘ‬‫ﺍﻟﻤ‬ ‫ﺻﺪﻳﻘﺎﺗﻲ‬ ‫ﺇﺣﺪﻯ‬‫ﻛﺎﻧﺖ‬ ‫ﺃﺳﻠﻮﺏ‬ ُ‫ﺍﺳﺘﺨﺪﻣﺖ‬ .‫ﻋﻤﻞ‬ ‫ﻋﻦ‬ ‫ﺗﺒﺤﺚ‬ ‫ﻟﺘﻘﺪﻳﺮ‬ ‫ﱢ‬‫ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻣﺨﻄﻂ‬ .‫ﺑﻬﺎ‬ ‫ﺍﻟﺨﺎﺹ‬ ‫ﱢ‬‫ﺍﻟﺸﺨﺼﻲ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻧﻤﻮﺫﺝ‬ ٍ‫ﺑﻘﺪﺭﺍﺕ‬ ُ‫ﻊ‬‫ﱠ‬‫ﺘ‬‫ﺗﺘﻤ‬ ‫ﺃﻧﻬﺎ‬ ،‫ﺫﻟﻚ‬ ‫ﺑﻔﻌﻞ‬ ،‫ﻦ‬‫ﱠ‬‫ﺗﺒﻴ‬ ‫ﺑﻤﺴﺘﻮﻯ‬ ‫ﻣﻘﺘﺮﺣﺔ‬ ‫ﻢ‬َ‫ﻭﺑﻘﻴ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺃﺳﺎﺳﻴ‬ ‫ﺣﺸﺪ‬ ‫ﻓﻲ‬ ‫ﺃﺧﻔﻘﺖ‬ ‫ﺃﻧﻬﺎ‬ ‫ﱠ‬‫ﺇﻻ‬ ،ٍ‫ﺯ‬‫ﺑﺎﺭ‬ ‫ﺗﻄﻮﻳﺮ‬ ‫ﻭﻓﻲ‬ ‫ﻴﻦ‬ّ‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴ‬ ‫ﺷﺮﻛﺎﺋﻬﺎ‬ ‫ﻯ‬‫ﱠ‬‫ﺩ‬‫ﺃ‬ .‫ﻋﻤﻼﺋﻬﺎ‬ ‫ﻣﻊ‬ ٍ‫ﻧﺎﺟﺤﺔ‬ ٍ‫ﻋﻼﻗﺎﺕ‬ ‫ﻓﺘﺢ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﺒﺤﺚ‬ ‫ﻓﻲ‬ ‫ﺃﺳﻠﻮﺑﻬﺎ‬ ُ‫ﺗﻌﺪﻳﻞ‬ .‫ﺃﻣﺎﻣﻬﺎ‬ ٍ‫ﺟﺪﻳﺪﺓ‬ ٍ‫ﺁﻓﺎﻕ‬ ‫ﺍﻟﻤﻜﺴﻴﻚ‬ ،‫ﺑﺎﻧﺪﺯﺍ‬ ‫ﺩﺍﻧﻴﺎﻝ‬ ‫ﺍﻟﺴﻨﺔ‬ ‫ﻓﻲ‬ ‫ﺎ‬ًّ‫ﺟﺎﻣﻌﻴ‬ ‫ﺎ‬ً‫ﻃﺎﻟﺒ‬ ٦٠ ْ‫ﺭ‬‫ﱠ‬‫ﺗﺼﻮ‬ ‫ﺭﻳﺎﺩﺓ‬ ‫ﻋﻦ‬ ‫ﺎ‬ً‫ﺌ‬‫ﺷﻴ‬ ‫ﻳﻌﺮﻓﻮﻥ‬ ‫ﻻ‬ ‫ﺍﻷﻭﻟﻰ‬ ‫ﻣﺨﻄﻂ‬ ‫ﺃﺳﻠﻮﺏ‬ ‫ﺑﻔﻀﻞ‬ ،‫ﻟﻜﻦ‬ .‫ﺍﻷﻋﻤﺎﻝ‬ ،‫ﺃﺻﺒﺤﻮﺍ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻗﺎﺩﺭﻳﻦ‬ ٍ‫ﻡ‬‫ﺃﻳﺎ‬ ‫ﺧﻤﺴﺔ‬ ‫ﻣﻦ‬ ‫ﱠ‬‫ﺃﻗﻞ‬ ‫ﺧﻼﻝ‬ ‫ﻋﻦ‬ ‫ﻟﻠﺤﻴﺎﺓ‬ ٍ‫ﻗﺎﺑﻠﺔ‬ ٍ‫ﻓﻜﺮﺓ‬ ‫ﺗﻜﻮﻳﻦ‬ ‫ﻋﻠﻰ‬ ‫ﻟﻘﺪ‬ .‫ﺍﻟﻮﺿﻮﺡ‬ ‫ﻭﺑﻤﻨﺘﻬﻰ‬ ‫ﺔ‬‫ﱠ‬‫ﺗﺎﻣ‬ ‫ﻗﻨﺎﻋﺔ‬ ‫ﺟﻤﻴﻊ‬ ‫ﻟﺸﻤﻮﻝ‬ ٍ‫ﻛﺄﺩﺍﺓ‬ ‫ﺍﺳﺘﺨﺪﻣﻮﻩ‬ .‫ﺟﺪﻳﺪ‬ ٍ‫ﻣﺸﺮﻭﻉ‬ ‫ﺑﺒﺪﺀ‬ ِ‫ﱢﻘﺔ‬‫ﻠ‬‫ﺍﻟﻤﺘﻌ‬ ‫ﺍﻷﺑﻌﺎﺩ‬ ‫ﻓﺮﻧﺴﺎ‬ ،‫ﺑﻴﺮﺗﻮﻟﻴﻪ‬ ‫ﻏﻴﻠﻬﻢ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﻮﺫﺝ‬ َ‫ﻣﺨﻄﻂ‬ ُ‫ﺃﺳﺘﺨﺪﻡ‬ ‫ﻓﻲ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﺍﺩ‬‫ﱠ‬‫ﺭﻭ‬ ‫ﻟﺘﻌﻠﻴﻢ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ٍ‫ﻭﺍﺳﻌﺔ‬ ٍ‫ﺳﻠﺴﻠﺔ‬ ‫ﻋﺒﺮ‬ ‫ﺍﻷﻭﻟﻰ‬ ‫ﺍﻟﻤﺮﺣﻠﺔ‬ ‫ﺑﻜﺜﻴﺮ‬ َ‫ﺃﻓﻀﻞ‬ ٍ‫ﻛﻄﺮﻳﻘﺔ‬ ‫ﺍﻟﻤﺠﺎﻻﺕ‬ ‫ﻣﻦ‬ ‫ـﺔ‬َّ‫ـﺎرﻳ‬‫ـ‬‫ﺠ‬‫ـ‬‫ﺘ‬‫اﻟ‬ ‫ـﻢ‬‫ـ‬‫ﻬ‬‫ـﺎﻟ‬‫ـ‬‫ﻤ‬‫أﻋ‬ ‫ﻹﺩﺍﺭﺓ‬ ‫ﺇﻟﻴﻬﺎ‬ ‫ﺳﻴﺤﺘﺎﺟﻮﻥ‬ ٍ‫ﻋﻤﻠﻴﺎﺕ‬ ‫ﺇﻟﻰ‬ ‫ﻧﺤﻮ‬ ‫ﻋﻠﻰ‬ ‫ﺗﺮﻛﻴﺰﻫﻢ‬ ‫ﻭﻟﻀﻤﺎﻥ‬ ،‫ﺃﻋﻤﺎﻟﻬﻢ‬ ‫ﺗﺠﻌﻞ‬ ‫ﺑﻄﺮﻳﻘﺔ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻼﺋﻢ‬ .‫ﻣﻤﻜﻨﺔ‬ ‫ﺩﺭﺟﺔ‬ ‫ﺑﺄﻋﻠﻰ‬ ‫ﺎ‬ً‫ﻣﺮﺑﺤ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﺍﻟﻤﺘﺤﺪﺓ‬ ‫ﺍﻟﻮﻻﻳﺎﺕ‬ ،‫ﺩﺍﻥ‬ ‫ﺑﻮﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻤﺨﻄﻂ‬ ‫ﺃﺳﻠﻮﺏ‬ ُ‫ﺍﺳﺘﺨﺪﻣﺖ‬ ‫ﻟﻘﺪ‬ ‫ـﻢ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ﻴ‬‫ـ‬‫ﻤ‬‫ﻟﺘﺼ‬ ٍ‫ﺲ‬‫ﱢ‬‫ﻣﺆﺳ‬ ٍ‫ﺷﺮﻳﻚ‬ ٍ‫ـﺔ‬‫ـ‬َّ‫ﺗﺠﺎرﻳ‬ٍ ‫ـﺎل‬‫ـ‬‫ـ‬‫ﻤ‬‫أﻋ‬ ‫ـﺔ‬‫ـ‬ َّ‫ﺧﻄ‬ ‫ﻤﺘﻬﺎ‬‫ﱠ‬‫ﻧﻈ‬ ‫ﺍﻟﻮﻃﻨﻲ‬ ‫ﺍﻟﻤﺴﺘﻮﻯ‬ ‫ﻋﻠﻰ‬ ٍ‫ﻟﻤﺴﺎﺑﻘﺔ‬ ‫ﻓﻲ‬ ‫ﺗﺎﻳﻤﺰ‬ ‫ﺇﻳﻜﻮﻧﻮﻣﻴﻚ‬ ‫ﺫﻱ‬ ‫ﺻﺤﻴﻔﺔ‬ .(The Economic Times, India) ‫ﺍﻟﻬﻨﺪ‬ ‫ﺍﻟﺘﻔﻜﻴﺮ‬ ‫ﻣﻦ‬ ‫ﺍﻷﺳﻠﻮﺏ‬ ‫ﻫﺬﺍ‬ ‫ﻨﻲ‬َ‫ﻨ‬‫ﱠ‬‫ﻜ‬‫ﻣ‬ ‫ﻭﻗﺪ‬ ‫ﺑﺪﺀ‬ ‫ﻣﺮﺣﻠﺔ‬ ‫ﻧﻮﺍﺣﻲ‬ ‫ﺟﻤﻴﻊ‬ ‫ﻓﻲ‬ ‫ﱢ‬‫ﺍﻟﺸﻤﻮﻟﻲ‬ ‫ﻛﻮﻥ‬ ‫ﻟﻀﻤﺎﻥ‬ ‫ﺔ‬‫ﱠ‬‫ﺧﻄ‬ ‫ﺇﻋﺪﺍﺩ‬ ‫ﻭﻣﻦ‬ ‫ﺍﻟﻌﻤﻞ‬ .‫ﻟﻠﺘﻤﻮﻳﻞ‬ ‫ﺎ‬ً‫ﺍﺑ‬‫ﱠ‬‫ﻭﺟﺬ‬ ‫ﺎ‬ً‫ﻣﺪﺭﻭﺳ‬ ‫ﺍﻟﻤﺎﻝ‬ ‫ﺭﺃﺱ‬ ‫ﺍﻟﻬﻨﺪ‬ ،‫ﺳﻴﻨﻎ‬ ‫ﺑﺮﺍﻓﻴﻦ‬ ‫ﺧﺪﻣﺔ‬ ‫ﺗﺼﻤﻴﻢ‬ ُ‫ﺓ‬‫ﺇﻋﺎﺩ‬ ‫ﺎ‬‫ﱠ‬‫ﻨ‬‫ﻣ‬ َ‫ﺐ‬ِ‫ُﻠ‬‫ﻃ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﺇﺣﺪﻯ‬ ‫ﻟﺪﻯ‬ ‫ﺍﻟﻠﻐﺎﺕ‬ ُ‫ﺃﺳﻠﻮﺏ‬ ‫ﻛﺎﻥ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺤﻜﻮﻣﻴ‬ ‫ﻏﻴﺮ‬ ‫اﻟﻌﻤﻞ‬ ‫ﻧﻤﻮذج‬ ‫ﻣﺨﻄﻂ‬ ٍ‫ﻧﺤﻮ‬ ‫ﻋﻠﻰ‬ ‫ا‬ً‫ﻣﻔﻴﺪ‬ ِّ‫اﻟﺘﺠﺎري‬ ‫ﺑﲔ‬ ‫ﻼت‬ ِّ‫اﻟﺼ‬ ‫ﻟﺒﻴﺎن‬ ٍّ‫ﺧﺎص‬ ِّ‫اﻟﻴﻮﻣﻲ‬‫اﻟﻌﻤﻞ‬‫ﺒﺎت‬َّ‫ﻠ‬‫ﻣﺘﻄ‬ ‫ﻨﻈﺮ‬ُ‫ﻳ‬ ‫ﻛﺎن‬ ٍ‫وﺧﺪﻣﺔ‬ ‫ﻟﻠﻨﺎس‬ ‫ﺧﺪﻣﺔ‬ ‫أﻧﻬﺎ‬ ‫ﻋﻠﻰ‬ ‫إﻟﻴﻬﺎ‬ ٌ‫ﻋﺎﻟﻴﺔ‬ ٌ‫ﺔ‬َّ‫ﺼﻴ‬ ُّ‫ﺗﺨﺼ‬ ‫ﻟﻚ‬ ‫ﺗﺨﻄﺮ‬ ‫ﺗﺎﻟﻴﺔ‬ ً‫ﺓ‬‫ﻓﻜﺮ‬ ‫ﱠ‬‫ﺇﻻ‬ ‫ﻭﻟﻴﺴﺖ‬ .‫ﺎﺗﻬﻢ‬ّ‫ﺃﻭﻟﻮﻳ‬ ‫ﻋﻦ‬ ‫ﺍﻟﺒﻌﺪ‬ ‫ﱠ‬‫ﻛﻞ‬ ً‫ﺓ‬‫ﻭﺑﻌﻴﺪ‬ ‫ﺇﺳﺒﺎﻧﻴﺎ‬ – ‫ﻓﺎﻟﺮﻱ‬ ‫ﺑﺎﻭﻟﻮ‬ ‫ﺗﺄﺳﻴﺲ‬ ‫ﻓﻲ‬ ‫ﺎ‬ً‫ﻣﺪﺭﺑ‬ ‫ﺑﺼﻔﺘﻲ‬ ٍ‫ﻋﻤﻞ‬ َ‫ﻕ‬َ‫ﻓﺮ‬ ُ‫ﺳﺎﻋﺪ‬ُ‫ﺃ‬ ،‫ﺍﻷﻋﻤﺎﻝ‬ ٍ‫ﺟﺪﻳﺪﺓ‬ ٍ‫ﻣﻨﺘﺠﺎﺕ‬ ‫ﺇﻳﺠﺎﺩ‬ ‫ﻋﻠﻰ‬ .‫ﻷﻋﻤﺎﻟﻬﻢ‬ ‫ﺍﻟﺘﺨﻄﻴﻂ‬ ‫ﻭﻋﻠﻰ‬ ‫ﻧﻤﻮذج‬ ‫ﻣﺨﻄﻂ‬ ‫أﺳﻠﻮب‬ ‫ي‬ِّ‫د‬‫ﻳﺆ‬ ‫ﺎ‬ ً‫راﺋﻌ‬ ً‫ﻋﻤﻼ‬ ِ‫ﺔ‬َّ‫اﻟﺘﺠﺎرﻳ‬ ‫اﻷﻋﻤﺎل‬ ‫ﺗﺬﻛﲑ‬ ‫ﻋﻠﻰ‬ ‫ﻣﺴﺎﻋﺪﺗﻲ‬ ‫ﻓﻲ‬ ‫ﺑﻄﺮﻳﻘﺔ‬ ‫ﻟﻠﺘﻔﻜﲑ‬ ‫اﻟﻌﻤﻞ‬ ‫ﻓﺮق‬ ،‫أﻋﻤﺎﻟﻬﻢ‬ ‫ﺣﻮل‬ ‫ﺔ‬َّ‫ﺷﻤﻮﻟﻴ‬ َّ‫أﻻ‬ ‫ﻋﻠﻰ‬ ‫ﻳﺴﺎﻋﺪﻫﻢ‬ ‫أﻧﻪ‬ ‫ﻛﻤﺎ‬ .‫اﻟﺘﻔﺎﺻﻴﻞ‬ ‫ﻓﻲ‬ ‫ﻘﻮا‬َ‫ﻠ‬‫ﻌ‬َ‫ﻳ‬ ‫ﻣﺸﺮﻭﻋﻬﻢ‬ ‫ﻧﺠﺎﺡ‬ ‫ﻓﻲ‬ ُ‫ﺴﻬﻢ‬ُ‫ﻳ‬ ‫ﻭﻫﺬﺍ‬ .‫ﺍﻟﺠﺪﻳﺪ‬ ‫ﺃﻟﻤﺎﻧﻴﺎ‬ ،‫ﺷﻮﻟﺮ‬ ‫ﻛﺮﻳﺴﺘﻴﺎﻥ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻣﺨﻄﻂ‬ ُ‫ﺃﺳﻠﻮﺏ‬ ‫ﻟﻲ‬ ‫ﺳﻤﺢ‬ ٍ‫ﻟﻐﺔ‬ ‫ﺑﺘﻜﻮﻳﻦ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ .‫ﺍﻟﺰﻣﻼﺀ‬ ‫ﻣﻊ‬ ٍ‫ﻋﻤﻞ‬ ِ‫ﺭ‬‫ﻭﺇﻃﺎ‬ ٍ‫ﻛﺔ‬َ‫ﻣﺸﺘﺮ‬ َ‫ﺍﻷﺳﻠﻮﺏ‬ ‫ﻫﺬﺍ‬ ُ‫ﺍﺳﺘﺨﺪﻣﺖ‬ ‫ﻨﻲ‬‫ﱠ‬‫ﻧ‬‫ﺃ‬ ‫ﻛﻤﺎ‬ ‫ﻟﺘﻨﻤﻴﺔ‬ ٍ‫ﺟﺪﻳﺪﺓ‬ ٍ‫ﺁﻓﺎﻕ‬ ‫ﻻﺳﺘﻜﺸﺎﻑ‬ ‫ﻣﻨﺎﻓﺴﻴﻨﺎ‬ ‫ﻟﺠﻮﺀ‬ ‫ﻭﻟﺘﻘﺪﻳﺮ‬ ،‫ﺃﻋﻤﺎﻟﻨﺎ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺗﺠﺎﺭﻳ‬ ٍ‫ﺃﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻻﺳﺘﺨﺪﺍﻡ‬ ‫ﱠﻔﻴﻨﺎ‬‫ﻇ‬‫ﻣﻮ‬ ‫ﺑﻴﻦ‬ ‫ﻭﻟﻠﺘﻮﺍﺻﻞ‬ ،ٍ‫ﺟﺪﻳﺪﺓ‬ ‫ﻣﻨﺎ‬‫ﱡ‬‫ﺗﻘﺪ‬ ‫ﺗﺴﺮﻳﻊ‬ ‫ﺔ‬‫ﱢ‬‫ﻛﻴﻔﻴ‬ ‫ﺣﻮﻝ‬ ‫ﻭﻣﻌﻬﻢ‬ ٍ‫ﺟﺪﻳﺪﺓ‬ ٍ‫ﺃﺳﻮﺍﻕ‬ ‫ﻭﻓﺘﺢ‬ ّ‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ‬ ‫ﻷﻋﻤﺎﻟﻨﺎ‬ ٍ‫ﺟﺪﻳﺪﺓ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻭﺍﺑﺘﻜﺎﺭ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻟﻤﺘﺤﺪﺓ‬ ‫ﺍﻟﻮﻻﻳﺎﺕ‬ ،‫ﻓﺎﺭﻳﺶ‬ ‫ﻣﺎﻙ‬ ‫ﺑﺮﻭﺱ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﺎﺫﺝ‬ ‫ﻣﺨﻄﻂ‬ ‫ﺃﺳﻠﻮﺏ‬ ‫ﺳﺎﻋﺪ‬ ‫ﺴﺎﺕ‬‫ﱠ‬‫ﻣﺆﺳ‬ ‫ﻣﻦ‬ َ‫ﺍﻟﻌﺪﻳﺪ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﻋﻠﻰ‬ ‫ﻫﻮﻟﻨﺪﺍ‬ ‫ﻓﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺼﺤﻴ‬ ‫ﺍﻟﺮﻋﺎﻳﺔ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺣﻜﻮﻣﻴ‬ ٍ‫ﻣﻨﺸﺂﺕ‬ ‫ﻣﻦ‬ ‫ﻝ‬‫ﱡ‬‫ﺍﻟﺘﺤﻮ‬ ٍ‫ﻣﻨﺸﺂﺕ‬ ‫ﺇﻟﻰ‬ ‫ﺑﺎﻟﻤﻮﺍﺯﻧﺔ‬ ٍ‫ﻣﺤﻜﻮﻣﺔ‬ .‫ﺍﻟﻤﻀﺎﻓﺔ‬ ‫ﺍﻟﻘﻴﻤﺔ‬ ‫ﻋﻠﻰ‬ ‫ﱢﺰ‬‫ﻛ‬‫ﺗﺮ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺭﻳﺎﺩﻳ‬ ‫ﻫﻮﻟﻨﺪﺍ‬ ،‫ﻣﻴﻜﺮﺯ‬ ‫ﺭﺍﻱ‬ ‫ﻫﻮﺏ‬ ‫ﺍﻟﻤﺨﻄﻂ‬ َ‫ﺃﺳﻠﻮﺏ‬ ُ‫ﺍﺳﺘﺨﺪﻣﺖ‬ ‫ﻟﻘﺪ‬ ‫ﺇﺣﺪﻯ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﺪﻳﺮﻳﻦ‬ ‫ﻛﺒﺎﺭ‬ ‫ﻣﻊ‬ ‫ﻓﻲ‬ ‫ﻟﻤﺴﺎﻋﺪﺗﻬﻢ‬ ِ‫ﺔ‬‫ﱠ‬‫ﻣ‬‫ﺍﻟﻌﺎ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ـﺎدة‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ﻋ‬‫إ‬ ‫ـﺔ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ـ‬‫ﻠ‬‫ﻫﻴﻜ‬ ‫ﺃﺛﺮ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻤﻨﺸﺄﺓ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻘﻴﻤﺔ‬ ِ‫ﺳﻠﺴﻠﺔ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻘﻮﺍﻧﻴﻦ‬ ‫ﻓﻲ‬ ٍ‫ﺗﻐﻴﻴﺮﺍﺕ‬ ‫ﺇﺣﺪﺍﺙ‬ ‫ﺍﻟﻨﺠﺎﺡ‬ ُ‫ﻋﻨﺼﺮ‬ ‫ﻛﺎﻥ‬ .‫ﺍﻟﻘﻄﺎﻉ‬ ‫ﻋﻤﻞ‬ ‫ﻢ‬‫ﱢ‬‫ﺗﻨﻈ‬ ‫ﺍﻟﻤﻘﺘﺮﺣﺔ‬ ‫ﺍﻟﻘﻴﻢ‬ ‫ﻣﻌﺮﻓﺔ‬ ‫ﻫﻮ‬ ‫ﺍﻷﺳﺎﺳﻲ‬ ‫ﻭﻣﻦ‬ ‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺇﻟﻰ‬ ‫ﺗﻘﺪﻳﻤﻬﺎ‬ ‫ﻳﻤﻜﻦ‬ ‫ﺍﻟﺘﻲ‬ .‫ﺔ‬ّ‫ﺩﺍﺧﻠﻴ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻋﻤﻠﻴ‬ ‫ﺇﻟﻰ‬ ‫ﺗﺮﺟﻤﺘﻬﺎ‬ ‫ﺛﻢ‬ ‫ﺍﻟﺒﺮﺍﺯﻳﻞ‬ ،‫ﺟﻴﺴﺎﺱ‬ ‫ﻟﻴﺎﻧﺪﺭﻭ‬ ً‫ﺔ‬‫ﻻﺻﻘ‬ ً‫ﺔ‬‫٠٠٠٫٥١ﺭﻗﻌ‬ ‫ﺍﺳﺘﺨﺪﻣﺖ‬ ‫ﺍﻟﻮﺭﻕ‬ ‫ﻣﻦ‬ ‫ﱟ‬‫ﻃﻮﻟﻲ‬ ٍ‫ﺮ‬‫ﻣﺘ‬ ‫ﻣﺎﺋﺔ‬ ‫ﻣﻦ‬ ‫ﻭﺃﻛﺜﺮ‬ ‫ﱟ‬‫ﺗﻨﻈﻴﻤﻲ‬ ٍ‫ﻫﻴﻜﻞ‬ ‫ﻟﺘﺼﻤﻴﻢ‬ ‫ﺍﻟﻠﻮﻥ‬ ‫ﱢ‬‫ﻲ‬‫ﱢ‬‫ﻨ‬ُ‫ﺍﻟﺒ‬ .‫ﺔ‬ّ‫ﻋﺎﻟﻤﻴ‬ ٍ‫ﺔ‬ّ‫ﺻﻨﺎﻋﻴ‬ ٍ‫ﻣﻨﺸﺄﺓ‬ ‫ﻓﻲ‬ ‫ﱟ‬‫ﻣﺴﺘﻘﺒﻠﻲ‬ ‫ﻫﻮ‬ ‫ﺟﻤﻴﻌﻬﺎ‬ ‫ﺍﻷﻧﺸﻄﺔ‬ ‫ﻣﻔﺘﺎﺡ‬ ‫ﻭﻛﺎﻥ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻣﺨﻄﻂ‬ ‫ﺃﺳﻠﻮﺏ‬ ‫ﺑﻬﺬﺍ‬ ‫ﺎ‬ً‫ﺗﻤﺎﻣ‬ ‫ﺍﻗﺘﻨﻌﻨﺎ‬ ‫ﻭﻗﺪ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺗﻄﺒﻴﻘﻪ‬ ‫ﺳﻬﻮﻟﺔ‬ ‫ﺇﻟﻰ‬ ‫ﺍ‬ً‫ﻧﻈﺮ‬ ‫ﺍﻷﺳﻠﻮﺏ‬ ‫ﻳﻨﻄﻮﻱ‬ ‫ﻭﻟﻤﺎ‬ ،‫ﺑﺴﺎﻃﺘﻪ‬ ‫ﻭﺇﻟﻰ‬ ‫ﺎ‬ًّ‫ﻋﻤﻠﻴ‬ .‫ﺔ‬‫ﱠ‬‫ﻣﻨﻄﻘﻴ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﺳﺒﺒﻴ‬ ٍ‫ﻋﻼﻗﺎﺕ‬ ‫ﻣﻦ‬ ‫ﻋﻠﻴﻪ‬ ‫ﺍﻟﺒﺮﺍﺯﻳﻞ‬ ،‫ﺇﻳﺠﺮ‬ ‫ﺩﺍﻧﻴﺎﻝ‬ ‫ﻹﺟﺮﺍﺀ‬ ‫ﺍﻟﻤﺨﻄﻂ‬ ‫ﺃﺳﻠﻮﺏ‬ ُ‫ﺍﺳﺘﺨﺪﻣﺖ‬ ٍّ‫واﻗﻌﻲ‬ ٍ‫ﻓﺤﺺ‬ ،(Mupps) ‫ﻣﺎﭘﺲ‬ ‫ﺍﻟﺠﺪﻳﺪ‬ ‫ﻟﻤﺸﺮﻭﻋﻲ‬ ‫ﺇﻋﺪﺍﺩ‬ ‫ﻟﻠﻔﻨﺎﻧﻴﻦ‬ ‫ﻳﺘﻴﺢ‬ ٌ‫ﻣﻮﻗﻊ‬ ‫ﻭﻫﻮ‬ ‫ﻷﺟﻬﺰﺓ‬ ‫ﺑﻬﻢ‬ ٍ‫ﺔ‬ ‫ﱠ‬‫ﺧﺎﺻ‬ ٍ‫ﺔ‬‫ﱠ‬‫ﻣﻮﺳﻴﻘﻴ‬ ٍ‫ﺗﻄﺒﻴﻘﺎﺕ‬ ‫ﻭﺍﻷﻧﺪﺭﻭﻳﺪ‬ (iphone) ‫ﻓﻮﻥ‬ ‫ﺍﻵﻱ‬ ‫ﱠ‬‫ﺃﻥ‬ ‫ﺗﻌﻠﻢ‬ ‫ﻫﻞ‬ .‫ﺩﻗﺎﺋﻖ‬ ‫ﺧﻼﻝ‬ (Android) ‫ﺑﺘﺤﻘﻴﻖ‬ ‫ﺎ‬ً‫ﻘ‬‫ﻭﺍﺛ‬ ‫ﺟﻌﻠﻨﻲ‬ ‫ﺍﻟﻤﺨﻄﻂ‬ ‫ﺃﺳﻠﻮﺏ‬ .‫ﺍﻧﻄﻠﻘﺖ‬ ‫ﻫﻜﺬﺍ‬ ‫ﺍﻟﻨﺠﺎﺡ؟‬ ‫ﻫﻮﻟﻨﺪﺍ‬ ،‫ﺑﻠﻮﻡ‬ ‫ﻥ‬ِ‫ﻭ‬‫ﺇﺭ‬ ‫ﻧﻤﻮﺫﺝ‬ ‫ﻣﺨﻄﻂ‬ ‫ﺃﺳﻠﻮﺏ‬ ‫ﺃﻥ‬ ‫ﻦ‬‫ﱠ‬‫ﺗﺒﻴ‬ ‫ﻟﻘﺪ‬ ‫ﺍ‬ًّ‫ﺟﺪ‬ ٌ‫ﺓ‬‫ﻣﻔﻴﺪ‬ ٌ‫ﺓ‬‫ﺃﺩﺍ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺘﺠﺎﺭﻳ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻟﻤﺸﺎﺭﻳﻊ‬ ٍ‫ﻭﺣﻠﻮﻝ‬ ٍ‫ﺭ‬‫ﺃﻓﻜﺎ‬ ‫ﻟﺘﻮﻟﻴﺪ‬ ‫ﻣﻌﻈﻢ‬ ‫ﺇﻥ‬ .‫ﺔ‬‫ﱠ‬‫ﺍﻹﻟﻜﺘﺮﻭﻧﻴ‬ ‫ﺍﻟﺘﺠﺎﺭﺓ‬ ‫ﺍﻟﺼﻐﻴﺮﺓ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﻣﻦ‬ ‫ﻫﻢ‬ ‫ﻋﻤﻼﺋﻲ‬ ‫ﺳﺎﻋﺪﻫﻢ‬ ‫ﻭﻗﺪ‬ ،‫ﺍﻟﺤﺠﻢ‬ ‫ﻄﺔ‬‫ﱢ‬‫ﻭﺍﻟﻤﺘﻮﺳ‬ ‫ﺗﻮﺿﻴﺢ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻤﺨﻄﻂ‬ ‫ﺃﺳﻠﻮﺏ‬ ‫ﻢ‬‫ﱡ‬‫ﻭﺗﻔﻬ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺍﻟﺤﺎﻟﻴ‬ ‫ﻋﻤﻠﻬﻢ‬ ‫ﻧﻤﺎذج‬ ‫ﻣﻨﺸﺂﺗﻬﻢ‬ ‫ﻓﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻹﻟﻜﺘﺮﻭﻧﻴ‬ ‫ﺍﻟﺘﺠﺎﺭﺓ‬ ‫ﺗﺄﺛﻴﺮﺍﺕ‬ .‫ﻋﻠﻴﻬﺎ‬ ‫ﻭﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﻫﻮﻟﻨﺪﺍ‬ ،‫ﻛﺎﺳﺘﺮﻳﻜﻮﻡ‬ ‫ﻣﺎﺭﻙ‬ ‫ﻟﻤﺴﺎﻋﺪﺓ‬ ‫ﺍﻟﻤﺨﻄﻂ‬ ‫ﺃﺳﻠﻮﺏ‬ ُ‫ﺍﺳﺘﺨﺪﻣﺖ‬ ‫ﻛﺒﺎﺭ‬ ‫ﺗﺠﻤﻴﻊ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻤﻨﺸﺂﺕ‬ ‫ﺇﺣﺪﻯ‬ ‫ﺍﻟﻤﺸﺘﺮﻛﺔ‬ ‫ﺍﻷﻫﺪﺍﻑ‬ ‫ﻟﺘﺤﺪﻳﺪ‬ ‫ﱠﻔﻴﻬﺎ‬‫ﻇ‬‫ﻣﻮ‬ ‫ﻣﺖ‬ِ‫ﺨﺪ‬ُ‫ﺘ‬‫ﺍﺳ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺔ‬‫ﱠ‬‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻭﺍﻷﻭﻟﻮﻳ‬ ‫ﻫﺬﺍ‬ ‫ﺿﻤﻦ‬ ‫ﻭﻗﺪ‬ .‫ﺍﻟﺘﺨﻄﻴﻂ‬ ‫ﺔ‬ّ‫ﻋﻤﻠﻴ‬ ‫ﻓﻲ‬ ‫ﺎ‬ً‫ﻘ‬‫ﻭﻓ‬ ‫ﺍﻟﻤﻨﺘﻘﺎﺓ‬ ‫ﺍﻟﻤﺒﺎﺩﺭﺍﺕ‬ ‫ﺗﺴﻴﻴﺮ‬ ‫ﺍﻷﺳﻠﻮﺏ‬ .‫ﺍﻟﺠﺪﻳﺪﺓ‬ ِ‫ﺔ‬‫ﱠ‬‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴ‬ ‫ﺎﺕ‬‫ﱠ‬‫ﻟﻸﻭﻟﻮﻳ‬ ‫ﺑﻮﻟﻴﻔﻴﺎ‬ ،‫ﻓﺎﻧﻐﺎﻧﻴﻞ‬ ‫ﻣﺎﺭﺗﻦ‬