What should companies compete? How to compete? This is the key issue that the company can survive and develop in the market competition. Especially in today's business environment and market characteristics are undergoing a new economic background, the enterprise is only surpassing traditional competition, reshaping the new idea of competition, in order to adapt to new changes and continue to develop healthily.
First, don't pay attention to the product, but to compete for "business opportunities"
Why can business becomes a focus of competition? This is because competition is closely related to the scarcity of resources. The resources necessary for people earlier to economic activities are mainly land, labor and funds, and later discover technologies, information, time, etc. are also very important and scarce resources. Especially "time", because it is not returned, it is very precious. However, "business opportunities" is more precious than general time. Because, a favorable chance is very scarce and rare, and it is also very harsh.
We have some concerns about the changes in existing products, which poured the market share of full competition products, but often neglected or realized that "business opportunities" that changed product fate or at all. Therefore, once the market has a new turn, it often makes it impossible, leading to its huge cost. For example, IBM has leveled personal computer business opportunities, and Swiss watch manufacturers have also read the profit opportunities of electronic watch, which makes them almost suffering from the disaster. These examples have paid greatly due to the loss of business opportunities, as well as the opposite side, enterprises should pay important attention to competitive business opportunities.
To take advantage of the business opportunity, you must first recognize business opportunities. This requires understanding the relevant conditions that the business opportunities and the regular changes of the business opportunities. Generally speaking, business opportunities are often closely related to the following changes or turns:
1. Consumption demand changes. From the perspective of marketing, the company's profit opportunities are transferred by consumer demand, so the changes in consumer demand will inevitably hit business opportunities. For example, today "green consumption", "feeling", etc., will provide a great business opportunity for new industrial development.
2. Industrial development transformation. The growth of the industry is often developed in the process of changing the structure and game rules of the old industry, creating new business and creating new game rules. Every "dilapidated" will transform the industry, and it is inevitably hidden and accompanied by a very large business opportunities. For example, the current circulation industry, due to the intervention of electronic network technology, is a transformation of electronic commerce, which will change the traditional business model, providing greatly waiting for exploration and establishing new business trading models. Developed market space.
3. Technical change. Today, technology update has a new month. Although business opportunities in different levels of technical changes, the revolution of the leading technology or the revolution of the pilot technology will give birth to new industries and will bring more business opportunities. For example, digital technology will change people's survival and lifestyle, and fuzzy technology will change people's quality of life, which are full of business opportunities.
4. Policy changes. Since policy changes can cause domestic or international operating environment to varying degrees of different levels, there will be a lot of favorable market opportunities. Today, my country is producing many new or very large changes in policy, such as the policy of technology entrepreneurship, policy of development education, policies for the development of the western region, etc., can be said that business opportunities are unlimited, especially my country is about to join WTO This will not only change the domestic business environment, but also bring new opportunities to our enterprises into the international market.
Second, don't die, to create "value"
It is well known that all business activities of enterprises are carried out around how to meet customer or consumer needs. As the world famous marketing, the "customer is the value maximization" by the "customer is value". Therefore, the so-called demand for customers is to provide customers with maximum, maximum, best value. Since the company is to serve customers, and customers have chosen what they meet their needs, then the things provided by the company should have "more value advantages" for customers. Things, that is, more practical uses for customers or consumers, better use of features, and greater interests. It can be said that the core problem in market competition is: "What kind of value is provided for customers?" That is, the competition between enterprises is fundamentally, and it is a consensus between enterprises to create value for customers. See who can provide customers with their satisfaction. We say that the advantage of this advantage, you can create more and better value is the real biggest advantage!
We have many companies focusing on the context of the competition is the specific "product" and "price", so we will engage in "Commodity Wars" and "Price Wars". The problem is that in these "Wars", what kind of value is consumed?
In fact, as long as I stand on the position of consumers and "prices", the problem will be very clear: specific products, prices, etc., but also a certain expression of "value" required for consumers. The key to the "value" of competition is to truly start from consumers, consider the interests of customers expect, so it is possible to create valuable things for customers.
1. Change the uneconomic point of the value chain. Value chain can be used as an effective management method for creating more customer value. The value creation of each company is all basic activities such as intake, production, delivery, distribution, service, and other aggregates of some auxiliary activities. If there is no economic point in the value chain, it will lose competitiveness. If the cost in the value chain is lower than competitors or performances, it can get competitive advantage.
2. Increase the overall value of customers. Customers' value demand is a whole, mainly to all benefits that customers expect from a given product and services. To maximize value, you can increase its value by four elements, namely: products, services, personnel and images. The customer needs to obtain certain values, it is necessary to pay a certain amount of cost, mainly with currency cost, time cost, physical cost, mental cost, etc. This can be expressed in a simple formula: customer value = (product service person image) - (currency time physical strength spirit). As long as the customer's value minus the difference between the customer's cost, the greater the "profit" (or interest) enjoyed by the customer. So, such a business company has created more value for the customer, the stronger the competitiveness.
3. Establish a differential value system. "Differentiation" is the basic strategy of enterprise competition. It is to pursue "people have no me, people have some", "the customer value of competitors. As long as companies can create unique differences, it has an irreplaceable competitive advantage.
4. Constructing a platform for innovative value. Enterprises should make greater success and sustainable advantages in the competition for customers, they should pay attention to the four platforms that build innovative value: product platform - mainly referred to physical significance, delivery platform - mainly Logistics, capital flow and delivery to customers, service platform - mainly refer to various support, customer service, quality assurance, and various support for distributors and retailer training, information, including product information, transactions Information, market information, consumption information, etc. In modern market competition, competition around these four platforms is increasingly important and intense, and is the best entry point for corporate innovation.
Third, don't just do just size and scope, but it is "Spirit"
Today's market reality and operating environment have some fundamental changes. In general, we are in a large number of market products and services, long life, less information content, simple disposable competition, personalized, short life, large life, and The transformation of global competitive environments with customers maintain communication. During such a transition process, a richer customer value connotation, a wide range of product ranges, shorter product cycles, and the ability to deal with any batch order are becoming a new market competition or business. In the face of these new business environment and market requirements, based on a large number of production methods, it is clear that it is impossible to adapt. New reality requires companies to become "Spirit" in marketing, production, organization, and management, so that companies have become a new "Spirit" business entity to achieve the transition to "Spirit Management". The great success of the US GE has experienced Welch's strategic concept: in a huge corporate body, install the soul and speed of the small company.
Enterprises turned to "Spirit" operations, in fact, the overall response to the business challenges of rapid changes, continuously subdivision, high quality, high-performance customers to customize their products and services. A company should adapt to the competition, and must have a fantory feature in the following levels to form a new business entity.
1. At the marketing level, Singjie Management has the characteristics of customer value centered, enriched customer value, producing personalized products and services. The US NCR has developed very quickly. Its most valuable products provide individuals with individuals to treat customers. This capability has repeatedly proved that these companies have increased by 15%, and their "large number of personalized" products are information. Handling the variable combination of hardware and hardware and a series of expertise, including information collection, interpretation, and movement in local and global.
2. At the production level, Sprinkle management means having the ability to manufacture products and services in accordance with customer orders, arbitrarily batch. This requires production of smaller size and lower cost by improving production equipment, workflows and management. Toshiba has realized all more than 20 portable computers at a very small new technology, each with a variety of options for customers: 20 or even 10.
3. At the organization level, Sprinkle business requirement can integrate various resources related to the internal and external and production and operation processes, through interactive cooperation with suppliers and customers, create and play the competitive advantage of resource leverage.
4. At the management level, Sprinkle the management idea of emphasis on command and control, and convert to leadership, incentives, support and trust. The most basic management objectives of Sojie Enterprise must be: (1) Make sure the human resources team is composed of an employee team with knowledge, skills, and innovation, (2) Provide the resources they need to deal with changes Market opportunities and individual customers' requirements; (3) "Barrier Wall" of the Tissue Tissue. Because these "walls" may limit the resource allocation of the company, and the allocation of control and priority is also limited.
Fourth, don't play his competition, but be good at "cooperation"
In the context of economic globalization and informatization, the traditional landscape of the company's isolated business is being broken, and the company has no longer benefit from a single bulk production or scale operation. Enterprises and companies, enterprises, customers, enterprises and suppliers, enterprises and other related groups have become increasingly close, entering the production of collaboration from isolation production, from product type to relation, from independent development to interconnection Large transition period. In other words, the competition of the company is entering the age of cooperative competition in interest sharing.
The reason why Walma can become the world's largest retail enterprise, the key is that it has hosted the "cooperative competition", and read "three wins". It is willing to give the Langle jeans producer to supply management and store the jeans it produced into all stores in Walma. Of course, this requires a sales section of the stores, mastering the goods, sales, and style of jeans in all shops. The result is that the number of Langler jeans sold by Walma has increased three times, and consumers have more, more satisfactory choices, and Walma has also sold more items. Walma has always adhered to such mutually beneficial cooperation, achieving consumers win, Walma Win, suppliers win. Many successful business interactions, mainly, can mainly summarize the following types:
1. Supply chain. This is mainly connected to the company and suppliers. Due to more costs in the value-added chain of enterprises, the dynamic interconnection of the supply chain is critical. Motorola has facilitated the incompetent changes in the product market, which has developed a predictive plan for the supplier sharing, requiring suppliers to maintain product cataloging horizontally between the highest and lowest levels. Motorola puts its own information system and supplies expected demand information; Turn it to the supplier together. In fact: Motorola's purchaser has decreased by about 30%; suppliers do not need to be equipped with staff to analyze Motorola's plans, and increase the speed of stock turnover, improve the effectiveness of the system; the product plan is more detailed, supplied to the supply of components Similar parts Commercial reduces costs; suppliers of various Motorola facilities, which are better configured. Resource.
2. Strategic network type. This is mainly to form a strategic network through the establishment of a value chain with suppliers, dealers, and end users. The famous Jeans Manufacturer Levi Strauss's competition from the Langle Company mentioned above is a typical example. Levi's major retailers are Sils. It takes electronic data exchange (EDI) every night, gets the sales of jeans size and model from Sriz and other retail points, and then to its fiber web supplier Milken's corresponding quantity of the second day Fiber weaving; Milken, to order the corresponding fibers to the fiber supplier DuPont; the next morning, you can provide consumers with the desired size and model of jeans. Companies such as Rangler and Walma also constitute their own strategic networks. In this way, the competition between Levi and Langers is not a competition between a single company, but the competition between strategic networks, and the winner is a company with better network!
3. Collaborative joint venture. This is mainly manifested to generate a specific collaborative relationship with the opportunity, information and technologies, the cost, capital, the opportunity, information and technology, the cost, capital, the access market, the enterprise, information and technology, etc. The joint venture organizes the highest value for customers and shareholders in market competition.
4. Virtual tissue type. Virtual organization is a relatively new form of business organization that uses information technology to dynamically connect various resources, capabilities and ideas, and is an organic corporate network organization. Virtual organizations can flexibly integrate our own advantageous resources with other enterprises or market subjects, create the best benefits at the lowest cost, the fastest speed.
5. Don't pay attention to the carrier, but to cultivate "capabilities"
The competitiveness of the company is to be carrier products, prices, technology, personnel, etc., but why many companies enter new technical fields in the same period, or have a variety of investment resources, or have similar or identical products, Competitiveness is still big in the court!
Objectively speaking, no matter what kind of business, once entering the market, you must compete according to the common game rules, and the essence of competition is direct "capacity" in the market. In other words, the essence of competition is not what you have or much, the key is to see if you have a "capabilities" that uses these resources.
From the inner composition of the company, it can achieve effective configuration of resources, mainly depends on the two systems: "System" and "Capability System".
The institutional system mainly refers to organizational regulations, rules, regulations, and other formation structures based on corporate property rights or property rights. Based on a certain institutional system, companies can enjoy and use a series of rights to ensure that the resources needed for corporate activities can be administered and applied. The capacity system is mainly systematic capabilities of transformation, innovation, integration, etc., which are based on corporate intelligence capital. Enterprises can generate an "additional or zoom" effect configured for existing resources, which can cause efficient or optimal configuration of the resources of the company.
From the practice of the essence of the enterprise organization and the successful successful enterprise of the competition, we can see that there are three types of capabilities worthy of good cultivation in the process of competing.
1. Basic ability. This means that every business should have basic ability. Mainly include: transformation capability - can transform certain resources into products that meet user needs, innovation capabilities - can adapt to market and environmental changes to new; integrated capabilities - can make full use of various resources to produce better Larger benefits.
2. Special ability. Special ability is unique or distinctive capabilities of enterprises, which are mainly composed of core competence (additional resources such as resources, strategic operations).
From a competitive perspective, the core competencies are killers who have won in the market competition. The core capacity includes three features: First, creativity, that is, it can create important specific values for the market and users. The second is different, which shows the unique ability of the company's "people who have me, people have my excellent", which is the unique competitive advantage of the company to avoid product homogeneration or by opponents, but should develop unique competitive advantage. . Although a specialty has become more popular in the industry, a company has been developed differently, and will become a core expertise of its unique competitive advantage. This is the case, for example, British Airlines strives to provide a cockpit service than a general level. The third is extension, which reflects the technical capabilities of the company's sustainable development. The core capacity must be able to derive a series of new products or services, which is the basis for the sustainable development of the company.
3. Competitive future ability. What extent can a company develop in the future market, and how much wealth can be created and obtained in a changing market, the key has also depends on its future ability.
Enterprises must compete in the future, and they must compete in three stages: (1) Competitive industry vision and concept lead. This is a competition in the scale and form of future business opportunities. It is what brand new interests that make customers brought, or what brand new approach makes customers get more competition in existing interests. (2) Competition shorten the development path. This is the competition that is first truly to realize the new industrial concept as a real-world market, how is it actively enabled future industrial structure to develop competition in the direction of their own direction. This way, not only allows yourself to react quickly, but also make competitors more costs. (3) Competitive market status and share. On the basis of the first two competition, we must first occupy the key market, maximize efficiency and productivity, and control the interactive relationship between competitiveness.
Emphasizing that enterprises should have the ability to compete, so that we have further met why some companies have invested in some future competitive spaces and specific technical fields before some new industrial structure or final product market. It is a competition that has been awarded first! These companies pay attention to the first practice of cultivating their own new competitiveness.
