制鞋：高齡獨(dú)立設(shè)計師vs. 鞋業(yè)巨頭斯圖爾特?韋茨曼

????挑戰(zhàn)：在消費(fèi)者捂緊錢包的時候搶占市場份額

????制勝之道：64歲的女式鞋設(shè)計師貝弗莉?費(fèi)爾德曼以設(shè)計時髦的豹紋平底鞋而聞名，這種鞋在諾思通（Nordstrom），洛德與泰勒（Lord & Taylor）等商店中售價約200美元。費(fèi)爾德曼的收入呈穩(wěn)步增長態(tài)勢——2009年的收入為8oo萬美元，今年預(yù)計收入950萬美元。于1979年開始創(chuàng)業(yè)的費(fèi)爾德曼實行多樣化經(jīng)營，很早的時候就進(jìn)入了海外市場。所以，在美國市場因經(jīng)濟(jì)衰退而放緩之際，亞洲市場卻大放異彩。費(fèi)爾德曼的辦公室設(shè)在康涅狄格州的諾瓦克市。為了吸引美國顧客，公司每年在美國居家購物網(wǎng)（HSN）上進(jìn)行3次推廣活動。為了壓縮支出，她聯(lián)合零售伙伴推出了合作廣告。她說，女性顧客很忠誠，因為她一直確保她生產(chǎn)的鞋不傷腳。“我設(shè)計鞋時都是按照自己的尺寸來制作。我會親自穿在腳上試一試。”

信息外包：離職行業(yè)老手 vs.老東家印孚瑟斯公司

????挑戰(zhàn)：先發(fā)制人，挑戰(zhàn)外包領(lǐng)域的龍頭老大

????制勝之道：作為外包巨頭印孚瑟斯公司（Infosys）的資深員工，iGATE Patni公司CEO、47歲的哈尼仕?默菲知道，許多銀行和保險公司之所以不敢將其后臺工作外包出去，是擔(dān)心馬虎的處理有損它們的聲譽(yù)。他覺得這是一個機(jī)會。于是，他在今年初組建了這家位于加州弗里蒙特的公司。他并沒有按照處理抵押貸款和保險申請的工作小時收費(fèi)，而是按照所取得的成果（比如批準(zhǔn)一筆貸款）向潛在客戶收取固定的費(fèi)用。此外，他也沒有要求每位客戶必須提供最低工作量，而是給予客戶根據(jù)其需求隨時使用該公司服務(wù)的自由。結(jié)果是：iGATE Patni公司的銷售額達(dá)9億美元，并實現(xiàn)了盈利，公司客戶包括加拿大皇家銀行（Royal Bank of Canada）和通用金融公司（GE Finance）。

在線營銷：自主創(chuàng)業(yè)藍(lán)泉媒體（Blue Fountain Media）vs. 廣告大佬狄杰斯公司(Digitas)

????挑戰(zhàn)：一位自由職業(yè)者能否將自己的生意做大做強(qiáng)，從而搶奪財富500強(qiáng)客戶？

????制勝之道：加布里埃爾?紹黎安發(fā)現(xiàn)，他曾經(jīng)供職的公司老板們都不愿意與客戶分享自己的想法，這樣的公司文化讓他感到非常沮喪。于是，這位38歲的網(wǎng)站設(shè)計師、在線商務(wù)咨詢師于2003年在紐約市的公寓里，以自由職業(yè)者的身份開始創(chuàng)業(yè)。他的公司通過口碑推薦的方式得到了迅速的成長，如今已有150名員工。紹黎安預(yù)計，公司2011年的銷售額將從去年的800萬美元增長至1,600萬美元。公司迅速成長的秘訣之一是：一流的人才。全美橄欖球聯(lián)盟（NFL）和寶潔公司（Procter & Gamble）等客戶給他的員工支付的平均付費(fèi)標(biāo)準(zhǔn)為每小時125到150美元。那么，他是如何讓這支隊伍開心地工作呢？為了確保最好的人才不跳槽，他向每位工作滿一年的員工贈送股權(quán)，并給予他們參與公司重大決策的權(quán)利。

????譯者：任文科

Beverly Feldman vs. Stuart Weitzman

??? The challenge: Grab market share when shoppers are holding back.

??? What they did: Known for snazzy leopard-print ballet flats that sell for about $200 at stores like Nordstrom and Lord & Taylor, women's shoe designer Beverly Feldman, 64, has steadily grown revenue, from $8 million in 2009 to a projected $9.5 million this year. Feldman, who founded her business in 1979, diversified into overseas markets early. So when the U.S. slowed during the recession, sales in Asia kicked in. To attract U.S. customers, Feldman, whose office is in Norwalk, Conn., makes three appearances a year on HSN. To keep spending down, she teams up with retail partners on cooperative advertising. Women stay loyal, she says, because she makes sure her shoes don't hurt: "When I design a pair of shoes, I make them in my size and wear them."

iGATE Patni vs. Infosys

????The challenge: To take on -- and beat to the punch -- the big kahuna in outsourcing.

????What they did: As a veteran of outsourcing giant InfoSys, iGATE Patni CEO Phaneesh Murthy, 47, knew that many banks and insurance companies were afraid to hand off their back-office work in case sloppy handling damaged their reputation. Thus, he saw an opportunity for his Fremont, Calif., company, formed earlier this year. Rather than charge by the hour to process mortgage and insurance applications, for example, he offered prospects flat fees based on achieving results -- such as approval of a loan. And instead of requiring a minimum amount of work from each client, he offered the freedom to use his services on demand. The result: iGATE Patni brings in $900 million in sales, he says, profitably serving clients like Royal Bank of Canada and GE Finance.

Blue Fountain Media vs. Digitas

????The challenge: Can a freelancer grow his agency enough to grab Fortune 500 clients?

????What they did: Frustrated by working in corporate gigs where it was hard to get his bosses to share his ideas with clients, web designer and online business consultant Gabriel Shaoolian, 38, started a freelance business from his New York City apartment in 2003. It grew quickly through word-of-mouth referrals, and today he employs 150 people at the company, where he expects sales to rise to $16 million in 2011, from $8 million last year. One secret: bigtime talent. Clients such as the NFL and Procter & Gamble pay rates averaging $125 to $150 an hour for his employees. How does he keep the troops happy? To ensure that his best people don't jump ship, he gives everyone equity after one year of employment -- along with a vote in key company decisions.