The core problem of enterprise competitive strategy is how to determineCustomer needs、competitorProduct and theEnterprise productsThe relationship between the three is to establish the specific position of the enterprise's products in the market and maintain this position.
According to the competitive strategy theory of Professor Michael Porter, the profit of an enterprise will depend on: the competition between the same industry, the competition between the industry and the alternative industry, the bargaining between suppliers and customers, and the joint effect of potential competitors.
Since the late 1990s, famous strategists in the United StatesMichael PorterProposed atCost leadership strategy、Differentiation strategyandCentralized strategyThree kinds ofBasic competitive strategyUnder the guidance, almost all enterprises have adoptedprice war, functional warfareAdvertising war, promotion war, service war, category war to build their owncompetitive edgeTo defeat the competition.However, good wishes have not been translated into a good reality. Excessive attacks on competitors have not made them better. Instead, the business families in the field are faced with ordinary low profits or losses. Everyone is trapped in the dilemma of price war, function war, advertising war, promotion war, service war and category war. The more you want to defeat competitors, the worse you become,Finally, a pattern of double defeats and multiple defeats appeared.If we use the image analogy, the competitive strategy is a "bloody" battle.
In view of the defects of the competitive strategy theory, Professor W. Qian Jin, a Korean strategist, andU.S.AStrategistLenny MobonneProfessor proposed the blue ocean in 2005Strategic concept。"Blue Ocean" is relative“Crimson Sea”For.The traditional extremely competitive market is the "Red Sea", while the "Blue Sea" is an unknownMarket space, there is no competitive field.Enterprises canValue innovationIt will gain new market areas, faster growth and higher profits.
The second level of competition is the competition between products or services with similar characteristics, which is calledProduct categoryCompetition.When defining competitors, enterprises should focus on competitors at this level.
The third level of competition is product generic competition.The generic competition is oriented to a longer time span and focuses on the classification of alternative products to meet the sameCustomer needsCompetition between products or services.
For example,soft drinkAndOrange JuiceCompete on "thirst quenching",Fast FoodCompetition with the "convenience" of dinner, etc.
Budget competition
The fourth level of competition is more extensiveMarketing MasterPhilip KotlerThe proposed "confrontation" is budget competition.The competition at this level takes into account the competition for the same consumer in the marketWallet shareAll products and services of.
For example, a consumer with 5000 yuanDiscretionary incomeThis money can be used for vacations, buying rings, and investing infinancial marketOr do other things.
3. The centralization strategy is also called goal centralization strategy, goal centralization strategyFocus strategy （focus）。
The first strategy is to try our bestcost reduction, through low cost reductioncommodity priceAnd maintain the competitive advantage.In order to achieve cost leadership, we must strictly control costs in management, and try our best to implement the cost reduction indicators on the head of people. Companies in a low-cost position can obtain profits higher than the industry average.When competing with your competitors, you can still make profits when your competitors have no profit because your costs are low.You take the initiative, and you are the winner.
The second strategy is that the products or services provided by the company are unique, or have many functions, or have new styles, or are more beautiful.If the unique strategy can be realized, it will become a feasible strategy to win extraordinary profits in the industry, because it can establish a defensive position against the five competitive forces, and take advantage of customer loyalty to the brand to gain a competitive advantage.
The last strategy is to focus on a specific customer groupProduct lineA segment or a regional market.The premise is that the company can serve a narrow strategic target with higher efficiency and better effect, thus surpassing its competitors in a broader range. It can be seen that this strategy has the potential to win more than the average income of the industry.
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Introduction to key points
At first glance, Michael Porter's competitive strategy theory is complex, but in fact, its context is clear. The main points of his theory are:Five force model, three majorgeneralityStrategyValue chain, diamond systemIndustrial cluster。
Five force model
Decide on enterprisesProfitabilityThe first factor of“Industry attraction”。When drawing up competitive strategies, enterprises must have a deep understanding of the competition rules that determine the attractiveness of the industry.The law of competition can use five kinds of competitivenessmake a concrete analysisThese five competitiveness include: the threat of new entrants, customers' bargaining powersuccedaneumOr servicessupplierAnd existing competitors.
These five competitiveness can determine the profitability of the industry. They will affect the price, cost and necessary investment of products, and also determineindustrial structure。If an enterprise wants to have long-term profitability, it must first understand its industrial structure and shape an industrial structure that is beneficial to the enterprise.
Three general strategies
The second central issue of competitive strategy is:relative position。Competitive positionIt will determine whether the profitability of the enterprise is higher or lower than the average level of the industry.Even in industries with poor industrial structure and poor average profitability, enterprises with better competitive positions can still obtain higherReturn on investment。
Every enterprise has many advantages or disadvantages, and any advantage or disadvantage will be opposite toCost advantageAnd relative differentiation.Cost advantage and differentiation are the result that enterprises are better at applying the five kinds of competitiveness than competitors.Combining these two basic competitive advantages with the corresponding activities of the enterprise, we can derive three general strategies that can enable the enterprise to obtain a better competitive position: total cost leadership strategy, differentiation strategy and specialization strategy.
“total costLeading strategy "requires enterprises to establish efficient and large-scaleProduction facilities, go all out to reduce costs and be strictControl costs、Administrative expensesAnd R&D, service, marketing, advertising, etcCost。In order to achieve these goals, enterprises need to pay high attention to costs in management to ensure that the total cost is lower than that of competitors.
"Differentiation strategy" is to integrate the products orService differentiationAnd set up something unique in the whole industry.There are many ways to realize the differentiation strategy, such as designing the brand image, maintaining the uniqueness of technology, performance characteristics, customer service, business network and other aspects.The most ideal situation is that the company has the characteristics of differentiation in several aspects.But this strategy and improvementmarket shareThe goal of the company cannot be balanced. The activities of establishing the company's differentiation strategy are always accompanied by high costs. Sometimes, even if customers across the industry understand the company's unique advantages, not all customers will be willing or able to pay the high prices required by the company.
The "specialization strategy" is to focus on a particular customer group, a segment of a product line or a regional market.Both low-cost and differentiation strategies aim to achieve their goals in the whole industry. The premise of the specialization strategy is that the company's business specialization can serve a narrow strategic target with higher efficiency and better results, thus surpassing its competitors in a wider range.The company has either achieved differentiation by meeting the needs of special objects, or achieved low cost when serving this object, or both.Such a company can make its profit potential exceed the average level of the industry.
Competitive advantage is the core of all strategies. To obtain competitive advantage, an enterprise must make a choice and decide which category it hopes to gain advantage in.The idea of a comprehensive attack has no strategic characteristics, and will also lead to sub standard performance, which means that the enterprise has no competitive advantage.
Value chain
The competitive advantage comes from the internalproduct design, production, marketing, sales, transportation, support and other independent activities.These activities contribute to the relative cost position of enterprises, and also form the basis for differentiation.Therefore, when analyzing the source of competitive advantage, it is necessary to have a systematic method to examine all activities within the enterprise and the relationship between them.
The value chain is a set of basic tools for analyzing the source of advantages.It can integrate various activities of the enterprise intoValue transmissionTo understand the cost characteristics of the enterprise and the existing and potential sources of differentiation.The various activities of the enterprise are both independent and linked.
According to the source of competitive advantage, enterprises shouldorganization structureAnd the value chain, the link within the value chain, and its relationship withsupplierorMarketing channelsA set of appropriate coordination forms should be formulated based on the chain relationship between enterprises, and the organizational structure designed according to the needs of the value chain will help to form the ability of enterprises to create and maintain competitive advantages.
The company's value chain can be further connected with the value chain of upstream suppliers and downstream buyers, forming an industrial value chain.
Diamond system
The state plays an important role in the success of enterprise competition.Therefore, Porter extended his research to national competitiveness.In response to this theme, Porter proposed the "diamond system" (also known asRhombic theory）Analysis schema for.He believes that the speed at which domestic enterprises may create competitive advantages may be strengthened, including:
●production factors: means that a country willBasic conditions(such as natural resources, educationInfrastructure）The ability to transform into special advantages.Such as high professional skills and applied technology.For example,NetherlandsIts flower industry is very developed. It is not because it is located in the tropics that it has the leading flower industry, but because it has highly specialized research institutions in flower cultivation, packaging and transportation.
● Demand status: it refers to the demand quantity andMaturity。For example, because of the narrow land and dense population, Japanese household appliances are developing in a small and portable way.
● Enterprise strategy, structure and competitors: this is the last factor affecting competitive advantage.The organization mode of the enterprisemanagement styleThe way of competition depends on the local environment and history.If an enterprise is located to encourage innovation, there are policies and rules to stimulate the enterprise to train technology, improve ability andInvestment in fixed assetsIf we work hard in the direction of, the enterprise will be competitive.In addition, if there are strong local competitors, it will also stimulate enterprises to constantly improve.
●Related industriesAnd supporting industry performance: if an industry wants to reach its peak, it must have world-class suppliers and benefit from the competition of enterprises in related industries. These manufacturers and suppliers form an industrial "community" that can promote innovation.For example, Italy hasGold and silver jewelryYee, because of the ItalianMachinery industryIt has occupied 60% of the global jewelry production machinery market and is recycled in ItalyValuable metalsOur machinery also leads the world.
The diamond system is a dynamic system. Each factor within it will pull and push each other to affect the performance of other factors. At the same time, government policies, cultural factors and leadership charm will have a great impact on each factorinfluence factorWill shape the country's competitive advantage.
Industrial cluster
Regional competitiveness has a great impact on the competitiveness of enterprisesIndustrialized countryIt is found that industrial cluster is a common phenomenon in the process of industrializationEconomiesIn China, various industrial clusters can be clearly seen.Industrial cluster refers to a group of enterprises, specialized suppliers, service providers, financial institutions, manufacturers of related industries and other related institutions that have competition and cooperation relationships in a specific region, are geographically concentrated, and have interactive relationships.The depth and complexity of different industrial clusters are different.
Many industrial clusters also includedistribution channel, customers, auxiliary product manufacturers, specialized infrastructure suppliers, etc., government and other institutions providing specialized training, information, research and development, standard formulation, etc., as well as peersGuildAnd other relatedCivil society。Therefore, the industrial cluster goes beyond the scope of general industries and forms a symbiotic body in which multiple industries are integrated and many types of institutions are connected within a specific geographical scope, which constitutes the competitive advantage of this regional feature.The development of industrial clusters has become an investigation of an economy, or one of its regions and regionsDevelopment levelImportant indicators.
The concept of industrial cluster provides a new perspective for thinking, analyzing national and regional economic development and formulating corresponding policies.No matter how industrial clusters affect economic growthRole positioning, and even the construction of the relationship between enterprises and government, enterprises and other institutions, all provide a new way of thinking.
Industrial clusters excavate the competitive advantages of specific regions from the whole.Industrial clusters break through the boundary between enterprises and a single industry, focusing on the interaction of enterprises, relevant institutions, governments, non-governmental organizations, etc. with competitive and cooperative relationships in a specific region.This enables them to systematically think about economic and socialCoordinated development, to investigate the industrial clusters that may constitute a competitive advantage in a specific region, and consider theCompetition and cooperation, not limited to considering some individual industries and smallGeospatialInterests.
Industrial clusters require the government to rethink its role.The view of industrial clusters is closer to the essence of competition, which requires the government to focus on removing obstacles that hinder the growth of productivity, and emphasize promoting the efficiency and innovation of cluster industries through competition, so as to promote the continuous expansion of the market and prosperity of regional and local economies.
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In different industries and environments, each enterprise's competitive strategy is different.
The competitive strategic objectives of large enterprises are:
1. Control the operation cost (purchase, logistics, sales, operation and other costs to improveGross profit）Many large enterprises are not profitable, not because the market and products are bad, but because the enterprisesoperating costs It is too high, especially for large enterprises, because they have sufficient funds.A good enterprise should be a strong person, not a tall fat person.
2. Be observant and analyze the market to ensure that the main industry is worth long-term operation and investment. If the main industry is aDeclining industries, or may berevolutionary characterLarge enterprises should find out as soon as possible and develop and copy the product in time.If the industry and the market itself are declining for various reasons, then try to explore new markets.
3. Then analyze the market and industry according to various principles, and establish its own competitive strategy.
The competitive strategy of SMEs lies in:
1. Provide products that customers need more;
2. Control costs (operation, production, procurement, logistics, operation);
The competitive strategy is based on the overallmanagement strategyUnder the guidance of, it is a regular system of activities to create strategic advantages over competitors.Competitive strategy is an important part of an enterprise's overall business strategy, and strategic advantage is the core of competitive strategy.Both W · K · Holr's competitive strategy advantage from "price and quality" and M · E · Poter's strategy of maintaining and improving the enterprise's competitive strategy advantage in the industry with "the guiding principle of all low costs, product differentiation, and focused advantage" are defined in the scope of enterprise industry and product market,To consider that enterprises compete by creating strategic advantages different from their competitors.However, todayeconomic globalizationThe overall environment and trend of the enterprise, if an enterprise wants to win in the same stage competition with many domestic and foreign competitors, the successful strategic advantages of the enterprise in the past will be difficult to be competent. Instead, more emphasis will be placed on companies, customers and competitors that form a competitive strategyThree subjectsThe "strategic triangle" of roleslogical relationshipFrom an angle of view, to create a uniquepersistenceNew strategic advantages.However, the success of this new strategic advantage to a large extent depends on whether the company can maintain a dynamic coordination better than that of competitors between the changes in customer demand and the company.According to this, enterprises can create strategic advantages from the following aspects:
First, in the enterprise'smanagement ideaOn the other hand, it must be improved from meeting customer needs to providing value to customers.The greatest wealth of an enterprise is itsLoyal customersTherefore, the essence of an enterprise is to provide value to customers.This is the business philosophy of today's enterprisesMajor changesCompared with the business philosophy of meeting customers' needs, it is far from enough to just meet customers' needs and provide customers with the best service. Enterprises should consider how to match their advantages with the established goals, customers' needs and needs, that is, to provide customers with excellent value, which is the source of creating strategic advantages.
Second, we should take advantage of resources as the core to design the pattern of creating competitive strategic advantages for enterprises.Resource competition theory believes that enterprises compete for customers with their own resources and their competitors, and resources are the most critical strategic factor.However, the newCompetitive conditionsThe competitive advantage of the next enterprise is not directly proportional to its possession of resources, but depends on the possession of superior resources, which determine the new winner.For example, the United States is not largeSouthwest AirlinesBe proud of its active, affordable and funny service, and win the Northwest Airlines andUnited AirlinesAnd other major airlines.For passengersFeatured servicesIs one kind ofSpecial assetsThe special assets owned by an enterprise relative to its competitors are advantageous resources.It can be tangible, such as prime locations, advanced production lines, etc;It can also be intangible, such asKnow howSpecial skills, advancedmanagement style, intellectual propertytrade secret, famous brand trademark, good public image, etc.Therefore, enterprisesTheOur business has changed from being based on products to being based on superior resources.This is the basis for creating strategic advantages.
Third, let customers understand and understand the strategic advantages of the company, so as to attract customers' attention and lock them in.The company should not only objectively publicize its competitive strategic advantages, but also pay attention to the creative features of the publicity media, so that customers can perceive this advantage and generate attention.Entering the information age, with the rapid increase of Internet use, "attention isMonetary unit”To attract customers' attention is the key to creating strategic advantages.
Fourth, constantly improve resources and maintain strategic advantages.Improving resources means doing better what you have already done, and constantly improving the quality of resources.Therefore, enterprises should continue to invest to upgrade their advantageous resources, and take effective strategies to maximize the effectiveness of advantageous resources to maintain strategic advantages.This is the essence of creating strategic advantages.
Strategic advantage creation pattern with advantageous resources as the core
Many once excellent enterprises have experienced the failure of competition.There are many reasons for the failure of enterprises, but one of the most important reasons is that most of these enterprises only focus on the creation of a single strategic advantage, and they are weak. Of course, it is difficult to defeat the attack of integrating strategic advantages.The strategic advantage creation pattern with advantageous resources as the core is a design of integrating strategic advantages.This pattern takes the advantageous resources of the enterprise as the core element, and thenCorporate missionTwo key points in the field of competitionStrategic elementsConsolidate into oneOrganic entirety, forming the golden triangle of strategic advantages, facingCompetitive environmentThe timely conversion of strategic advantages can surpass competitors.
(1) Define the mission of the enterprise
What is the mission of the enterprise?This is the first thing that must be clear in the design of strategic advantage pattern.For example: downwind air conditionerPurification equipmentLimited companies from the fiercemarket competition The reason for its existence is to meet the user's demand for“Purified air”Instead ofAir conditioning equipmentThis product.Because pure air will be a permanent need of users, and it is users who buy air conditioning equipmentvalue orientation 。To meet this value orientation of users,Research and development"Green Wind" series of air conditioning purification equipment has made the company get considerable development.Therefore, the reason for the existence of an enterprise can be defined as its mission.What kind of organization does the enterprise hope to become in the future?What kind of value should the enterprise provide for its customers?What strategic advantages can provide customers with better value than competitors?wait.Defining the mission of an enterprise and determining its meaning is the guiding ideology and policy for designing the pattern of creating strategic advantages. Only by clarifying the definition and connotation of the above corporate mission can we standardize the creation of strategic advantages and ensure the effective play of strategic advantages.
(2) Correctly select the competitive field
In the late 1970s, Japanese enterprises successfully infiltratedworld marketExcept for the fact thatJapanese cultureIn addition to the above characteristics, they have skillfully selected competitive fields that can give full play to their strategic advantages.Therefore, the correct selection of competitive fields or projects is an important basis for creating a strategic advantage pattern.This is mainly considered from the following aspects:
(1) EnterpriseBusiness fieldIntrospection.It is mainly through the analysis of the current business field of the enterprise or the investigation of the new business field to be entered, to clarify what the enterprise is engaged in?Who is the customer?What products are offered?MarketplaceGeographical region？Major competitors and various constraints?wait.Then, what is the appropriate business scope?Do you want to continue to maintain the existing business area?Is the new business field suitable for the effective play of its strategic advantages?wait.
(2) Enterprisecompetitive position Evaluation of.That is to classify various key strategic factors of the company and compare them with competitors;Find out the strategic factors of success and failure in the competitive field to correctly evaluate the existing competitive position of the company.Specific SWOT matrix can be usedStructure diagramFrance, SPACEstrategic roleVariable combinationgraphic methodQualitative and quantitativeScientific evaluation。
(3) Select favorable competitive fields or projects.The comparison of competitive position is only a measure of the competitive strength between the company and its competitors. More importantly, the company's advantageous competitive position should match the selected business field, that is, it should be able to establish a clear strategic advantage in the selected business field or project, so that it can win in the competition.It has created strategic advantages in the advantageous competitive field, and in turn, strategic advantages have strengthened the advantageous competitive position, and entered abenign circleTo ensure the sustainability of strategic advantages.
(3) Reasonably allocate and coordinate superior resources
Limited tangibleIntangible resourcesRational allocation and coordination of superior resources in is the core content of creating strategic advantages.
First, yesEnterprise resourcesAnd determine the advantageous resources.Usually, operators are proud of having many resources.However, in reality, not every resource of an enterprise is valuable. Some resources can create strategic advantages for the enterprise, while others cannot.Therefore, we must proceed from a strategic point of view, take advantage of competitors and market needs as the standard, andCompetitive factorsComprehensive trade off and objective evaluation.The company will classify and test which resources are most valuable, which resources can be used for a long time, and which resources are owned exclusively to determine the advantageous resources.Maybe every resource of the enterprise does not have high value, but it can become a superior resource through effective coordination and cultivation.
Secondly, the maintenance of advantageous resources.In the rapidly changing market competition, enterprises should not only have advantageous resources, but more importantly, how to maintain advantageous resources.However, advantageous resources are often difficult to sustain, but it is entirely possible for enterprises to do better than in the past as long as they are aggressive and unremitting, concentrate their investment, and constantly improve the quality and quantity of advantageous resources.There are two ways to maintain superior resources: one is to maintain superior resources by continuously investing and updating them and improving their level.For example, Sharp TV andradioTechnology is its superior resource;In order to maintain its own advantageous resources, implement reverse integration, research and develop special semiconductorsElectronic calculator；By the early 1990sLiquid crystal displayCamera;Over the past 30 years, every time we improve the level of advantageous resources, we have significantly enhanced our strategic advantages.The second is to maximize the use of superior resources to maintain superior resources.Give play to the penetration and radiation ability of advantageous resources and expand the competitive field.For example,ChanghongThe brand is deeply favored by consumers. Changhong Company extends this intangible resource advantage from the color TV industry to the communication industry, air conditioning industry, etc., so that the superior resources can achieve the maximum utility in the market, and has always been in the leading position in the industry competition.
Finally, effective allocation and coordination of superior resources.In reality, every enterprise generally has its own advantageous resources. Why do some enterprises prosper and some enterprises run short?Here is an advantage for oneselfresource managementThe art of rational distribution and coordination.In general, the following allocation and coordination modes can be considered.
(1) Concentrate superior resources.Concentrate superior resources in a competitive field that matches it, and formulate specializedIndustrial development strategyBy constantly investing, cultivating, maintaining and improving these superior resources, we can create strategic advantages and make the company invincible.legend group、Founder of Peking UniversityThe reason why such enterprises can succeed in the market competition is that they assess the situation, understand their own competitive fields, and concentrate their advantages on specialized industrial development strategies.contrary,Giant Group Take advantage of yourselfresource allocation For the development of non related fields, blindly expand the front and move towards extinction.
(2) Transfer superior resources.When the company's existing superior resources cannot get the maximum utility, it is necessary to seek a wise redistribution.The transfer of advantageous resources to the matching cause is to create strategic advantages through the external transfer of advantageous resources.In addition, the company's experience, methods and skills are the company's intangible resource advantages;However, most of these superior resources are kept in the minds of managers and often cannot be fully utilized;Therefore, the transformation of management personnel between departments in the company, or even with other enterprises, can transfer these intangible advantage resources to departments in the company and other enterprises to maximize the effectiveness. This is to create strategic advantages through the internal transfer of advantage resources.
(3) Sharing advantagesResource enterprisesCTMSintegrated system 、Remote working、Virtual company, e-commerce and other advanced business models have created a strong competitive strategic advantage for enterprises, which lies in the decisive role played by the sharing of knowledge, information and other advantageous resources.Science and technology are the primary productive forcesIt will become the core advantage resource of enterprises in the future, which will be fully shared within the company, and will create explosive strategic advantages.
Three element evaluation model of strategic advantage creation
The creation of an outstanding strategic advantage usually starts with innovative ideas, that is, creativity. In addition, the enterprise has made unremitting investment to establish, maintain and improve advantageous resources all the year round. At the same time, it has to withstand the test of competing with competitors for customers to see the effect of strategic advantage. This is a long and complex process.In the face of uncertain future, what are the effects of the strategic advantages created?This undoubtedly increases the creation of strategic advantagesimpact assessmentWith traditionalEvaluation technologyEvaluation does not provide satisfactory answers.The future is indeed uncertain, but the enterpriseCustomer serviceThe mission of providing value to customers will not change. Whether the strategic advantages created are valuable or not, only the customer's evaluation is the most persuasive.Therefore, based on the customer's point of view,Customer focusAt the same time, in line with the above basic concept of creating strategic advantages, the three main factors of values, attraction and lasting power can be used to establish a three-way (VAL) evaluation thinking model of creating strategic advantages.
Values
Successful enterprises in today's market competition believe thatenterprise operation It is the process of providing value to customers."What a customer wants to buy is decisive if he thinks it has' value '.".Therefore, the value that can be provided to customers is created by measuring strategic advantagesPrimary standards。The evaluation of value can be considered from the following aspects: (1) there are superior resources matching specific customer needs;(2) Provided toCustomer valueThe concrete connotation of;(3) Higher value than competitors offer to customers.
Attraction
In the market competition, customers decide the fate of enterprises.Therefore, in order to achieve the purpose of enterprise management, it is necessary to create customers.The strategic advantages created to create customers are attractive only if they are perceived, accepted, favored and locked in by customers.Attraction is the core standard for evaluating the creation of strategic advantages.The evaluation of attractiveness can be considered from the following aspects:
First, there is reliable evidence reflecting strategic advantages.Specific testability: (1) substitutability, that is, the strategic advantage that will not be replaced by competitors in a certain period of time;(2) Uniqueness, that is, unique assets, which cannot be imitated by competitors;(3) Value ratio refers to the comparison with the value provided by competitors for customers.
Second, the way to deliver value to customers.For example, to state the company's mission to customers in a certain form;Objective publicity of strategic advantages, such asMedia selection, advertising creativity, positioning and forms of expression.
Third, Gu Er's perception of the company's strategic advantages.If the customer does not notice a certain strategic advantage of the company, there is no attraction at all, and there is no way to lock the customer.
Lasting Power
Enterprises have certain advantageous resources and opportunities to create strategic advantages. It is not difficult to surpass competitors, but strategic advantages need to be durable to surpass competitors for a long time.Persistence is the key criterion for evaluating strategic advantages.The evaluation of durability can be considered from the following aspects:
(1) An enterprise should stay one step ahead of its competitors in the competition.It is mainly assessed by examining the competitive situation with competitors.
(2) Speed and level of improvement of superior resources.Mainly investigate the investment andROIEtc;
(3) Examine the company's competitive position over competitors.
(4) Highlight key strategic advantages, and make customersPermanent memory。For example, customers put“Haier”It is associated with quality and image.
(5) Create new strategic advantages.The innovation of strategic advantages is the soul of persistence. Constantly creating new strategic advantages provides new value for customers, thus maintaining the youthful vitality of strategic advantages.
In today's fast paced market competition environment, strategic advantages are becoming more and more important. Enterprises without strategic advantages will face the risk of being eliminated by market competition.Therefore, only by creating a strategic advantage and a strategic advantage centered on advantageous resources can we surpass our competitors and keep the enterprise thriving.
