Docstoc

Strong strong

Document Sample
Strong strong Powered By Docstoc
					Strong strong
Strong strong
?
Big and strong is the relationship? Have the two separated, arguing that the strategic
choice, the strong priority to large; also link to view the two large is a necessary
condition for strong, no major no strength.
?
In fact, with the dynamic point of view, "big" and
"strong" at least the dialectical relationship can be broken down
into the following seven kinds of situations:
The first, strong it certainly large - highly competitive, cost-effective, so that big
business is inevitable, do not be accidental.
?
"Strong" means that the market has core competence, a good
profit model, such enterprises must be advancing with the times, thousands of
enterprises in the marathon, the "weak", the company kept
falling behind, "strongly "The company kept beyond, there is no
reason not to do.
?
The late 40s of last century, the Swedish company Tetra Pak food packaging trying to
launch a new technology - supported by high-temperature instantaneous sterilization
aseptic paper packaging, resulting in fresh milk to extend the period from 67 days to
six months and to set off the "second revolution in technology of
preserving milk" (pasteurization is "Preservation of milk the
first revolution"), then swept the world of the global 3 / 4 of the market! A
small country of a former small business, with its core competence and unique profit
model, step by step toward the global, a vivid interpretation of the "strong
it certainly big" business logic.
?
This also can be seen, innovation and strategic significance for a company.
?
As the "strong it certainly big" is a logical trend, so if from the
process analysis, the so-called "strong" business, there are both
"strong + big" portfolio, also has "strong potential of
+ small + large "combination. For the latter combination of how to
"strong + big" transition, there are two choices: "a
strong and great speed," or "strong and slow large."
?
Second, strong and fast large - highly competitive, but deliberate efforts to reduce
profits in order to market the rapid expansion of the brand's rapidly
increasing concentration, referred to as "profit-for-market."
?
Suppose a situation, you are the first production of color TV business, you obviously
have dominated the market for many years than black and white TV
"strong" out of many, but you have no price advantage, because
you have large amortization in the product R & D costs or to pay high
patent fees. At this time, you will face the "priority to the
market" or "priority underwriting profit" choice - the
smaller the profits you want, relatively speaking, it is easy to enlarge the market, the
more likely size of the business rapidly expanding ... ... eyes to see, you made a great
sacrifice; but in the long view, economies of scale so that the total profit you may not
suffer.
?
Of course, the most critical issue is also not just profit, but you grab before the rise in
other competitive team mate, preconceptions, a firmly guarded their own market
"territory", it may become your future "profit
source" so you get a new product under a potential planting, allowing the
brand more concentrated.
?
Third, strong and slow large - highly competitive, but relies on the capture high
profits, the market expanded slowly.
Choose this strategy, enterprises, return on capital is quite high, so every penny really
dropped on the floor can hit a hole!
?
It may be partly applicable to the development of enterprises of scarce resources such
as oil companies, coal companies, rare earth enterprises.
However, if a business dinner with technology, the consequences of excessive reliance
on this strategy, you may still indulge in "the first three pots
wine" when the alternative technologies had risen, and quickly destroyed
your original technology advantage The result is equal to its leading edge miss rapidly
growing opportunities.
?
Even the resource-based enterprises, and sometimes suffer a similar fate - although
the world oil scarcity is not exclusive; when you valuable commodity of time, if there
is competition to the "big strong and fast" road, then the next
one well, You may be able to attract the buyers of the.
?
Fourth, strong but not large - in some narrow areas of the market, some production
out of competitive products, but its total market capacity is limited, there was a
"war without rival, City only to feed their families," such a
strange situation ... ... business, if cross-comparison, it is not large; but in their narrow
market, it has top of the.
?
Some "hidden champions" to live in such a position. For
example, Hangzhou home to the world's largest boat manufacturing
companies, with 2004 Athens Olympic Games through its products are used, but in
rowing business, where it big up very slim chance - Fill the count full, how much per
year worldwide The new boat?
?
Such enterprises are to big, you need to renovate my profit model, the
"profit point" extended "profit surface",
for example, to do with rowing-related tourism projects, cultural projects, meeting
project, marine projects.
?
Fifth, is not strong anti-big - in competitive, low profit, in exchange for size.
?
This is the most public criticism of China for a class of business. They do a
considerable scale, and some market share even in the world is also one of the best,
but their "profit point" only entrenched in low-end products and
low prices to win - this is precisely the reason for them to get the scale of , while
filling the technological development of successors weakness, and even long-term
struggle in loss online.
?
But, no doubt, in the technical conditions, financial strength, management experience
in multinational companies generally lag behind the case of China's new
enterprises, especially private enterprises, most of them impossible to go
"big strong and fast" route, "is not strong
anti-big" often they go "strong" process can not
bypass the "prelude to the music", "taxi
runway" - not Zouwan this section, "Music is"
difficult to stage; not completed the process of sliding "Sky"
impossible to achieve.
?
Sixth, big strong is easy - there are scale, cost-effective, so easy to gain competitive
advantage.
?
Why did Mao Zedong put forward the "encircling the cities?"
Because the opponents are too strong, its too weak it! If your strong enough, which is
also used around the Shan Gougou guerilla planes, tanks and ground head-on it.
?
"Is not strong anti-big" Why China's helplessness
many businesses choose? The opponents also because multinational corporations are
too powerful reason. Yao Da attack strong opponents weaknesses. Most likely to
break through the market place of course is the lowest profit area. If we are extremely
well-placed in the low-end product size, then the follow-up resources to mobilize the
strength of the increased transfer maneuvers flash space to expand, and this has to end
products and high-end products in the attack, the "base." This is
in the market economy are moving in the "encircling the cities"
route.
?
For example, in the ice cream field, long-entrenched foreign brands in the past
high-end market and mid-market, domestic brands only in the low-end market,
"stir thin thick" ... ... But this "trouble"
after ten years, foreign brands which today dare underestimate the domestic brands?
In the current Chinese market, ice cream sales champion, runner-up are the domestic
brands, domestic brands have come to the high market penetration, foreign brands
have turned to run low-end market.
?
The seventh, big but not strong - a large-scale, low efficiency and low
competitiveness.
?
This is actually two cases, one is in the finish the "weak
anti-big" after the course, never been able to skip the "big
strong is easy," the Dragon. In other cases, the finish the "strong
it certainly large," the way, you can not continue to innovate subsequent
fatigue, began to decline. Regardless of which path to achieve a
"big", are a valuable asset. In the "small and not
strong" and "big but not strong" among the
obviously "big but not strong," have produced a revolutionary
transformation, it owes only the "finishing touch" of the effort
was.
?
How to "Finishing Point" then? This had to take
"The Art of War," the general strategy: concentrating a superior
force a breakthrough point, the "strong points" to
"strong side." If the enterprise competition is the
"five fingers of the fingers", then "bigger"
means         that     you      have      "five       fingers"      and
"strong" means you "fingers" are weak -
this time, the full competition is dangerous, but you If the
"fingers" close together to form "an iron
finger," the odds on the great. This "breaking point",
can be developed, could be material, can be a channel can be people, may be the
service ... ... The first key point and stronger, and go stronger second key point, and so
on, until points are strong, and this time, a comprehensive powerful enterprise was
born.
?
In summary, the "strong" and "large"
dialectical relationship between the seven that is a dynamic association between the
two, "strong" is not perfect, "big" is not
perfect, "strong" is an ideal combination, to achieve its path,
sometimes "the first strong and then big," sometimes
"after the first big strong", when there is "strong side
of the big" - but no one "powerful" can not be
"the end of "mighty long history, homeopathy prosper,
contrarian will die, for the enterprise, only commas, not periods, strong non-cap, large
no boundaries!

				
DOCUMENT INFO
Shared By:
Categories:
Stats:
views:10
posted:8/27/2010
language:English
pages:5