Single-minded mode means that enterprises concentrate their resources on products or services with their own competitive advantages. Sun Tzu's "The Art of War in Nine Places" said: "The reason for being a soldier is to observe the enemy's situation, unite with the soldiers, and kill the generals thousands of miles away." For enterprises, it means to concentrate their efforts, choose the right breakthrough and win the market. However, at present, many small and medium-sized enterprises in China have not got rid of the pattern of "small but comprehensive" and attacked in many ways, resulting in no core advantages. Small and medium-sized enterprises are small in scale and limited in resources, so it is difficult to spread risks. Diversification is a trap for SMEs, not a pie. Re-dividing the limited resources that are not very rich in themselves will definitely make us unable to attend to one thing and lose sight of another. And professional management, improve the degree of specialization, pay more attention to a certain customer group, and conduct a more in-depth study on the demand characteristics and purchase methods of this customer group, so as to better serve it. At the same time, due to the single products and services, the organizational structure of enterprises is simpler, management is more convenient, resources are more concentrated, and it is more conducive to improving technology, thus improving the quality of products or services.
In today's increasingly fierce market competition, many small and medium-sized enterprises have adopted this model. The American National Canning Company has achieved success through a single-minded model. The company sold some unrelated businesses and only produced canned food. Professional management has improved their technology, product quality and market share. During the period of 10, their assets increased from18 billion to10 billion. Many small and medium-sized enterprises in China, such as Hangzhou Universal Joint Factory, have adopted this business model to get rid of difficulties and achieve success.
Of course, the single-minded model also has inevitable defects. Because the exclusive model relies too much on a certain customer group brought by a certain product or technology, the survival of these enterprises will be seriously threatened if the market fluctuates violently due to factors such as falling demand and large-scale entry of competitors. Therefore, enterprises must carefully choose the target market when adopting this model. Once the target market is selected to produce a certain product or service, the resources of the enterprise can no longer be used in other aspects. Therefore, the choice of target market is a directional problem for enterprises, and it is the key and primary problem for the success or failure of enterprises. Small and medium-sized enterprises should systematically analyze the characteristics of customer demand, their own capabilities and resources, market competition intensity and competitors' situation, select the target market that is easy to establish their own competitive advantages, and conduct centralized management.
(2) Characteristic mode
Characteristic mode refers to the characteristic products or services that enterprises launch according to their own characteristics and meet the needs of customers. The characteristic mode focuses on uniqueness, that is, differentiation, originality, thinking of things that people have never thought of and doing. Small and medium-sized enterprises are just followers in the industry and cannot have the strength to challenge the industry leader. However, customers are often familiar with the top brands in an industry at most. Without special methods and measures, it is difficult for SMEs to attract and retain customers. However, customers are the source of profits for enterprises, and enterprises must find ways to make customers buy their own products or services. The characteristic mode is to emphasize the first. Uniqueness is uniqueness, and uniqueness in customers' minds is the first. If this first can meet their requirements well, it will form higher customer loyalty and attract new customers to join. For example, the 7-up company in the United States cleverly advertised itself as "non-cola", avoiding direct confrontation with Coca-Cola and Pepsi-Cola, and its sales increased greatly, becoming the third largest soft drink in the world.
However, the characteristic model also has risks. The characteristic model first requires that the market is large enough. Some products or services are really special, but if there is no market support, enterprises will lose the foundation of survival. For example, the activity of "looking for enterprise peers" initiated by an enterprise in a city has a surprising result and little impact, because there are too few "peers". Therefore, when implementing the characteristic mode, we can't blindly pursue uniqueness, which is only a means to achieve enterprise goals, not an end. At the same time, we should consider the comparison between input and output. Some products or services are not worthy of special management. For example, daily necessities with little value, such as salt and matches, do not need to be specially made, because for these products or services, customers value convenience more than specificity. If enterprises still work hard on special characters, it will not be worth the loss. Features mean complexity and increased costs. When these costs cannot be offset by the newly increased customer value, the characteristics lose their original meaning.
(C) Alliance model
It is often difficult for small and medium-sized enterprises to compete with competitors alone, and it is difficult to meet customer requirements in time and well. Therefore, alliance has become one of the best ways for SMEs to survive and develop. Alliance mode refers to the vertical or horizontal alliance between small and medium-sized enterprises and related enterprises in order to better meet customer needs and strengthen their own strength. There are vertical alliances, that is, alliances with suppliers and sellers, and horizontal alliances, that is, alliances with competitors. Small and medium-sized enterprises may form alliances with large companies and become satellite enterprises of large companies, providing them with raw materials and semi-finished products, selling products or services, or providing relevant information. Small and medium-sized enterprises are more likely to form alliances with enterprises of similar scale for joint procurement, joint production and joint sales. Modern small and medium-sized enterprises have enough motivation to adopt the alliance business model. First of all, the alliance can obtain the synergistic effect of "1 1 > 2". After the enterprise alliance, although the total resources have not increased, the original resources can play a dual or even multiple role within the alliance enterprises because of the sharing of resources and complementary advantages. As long as the alliance enterprise is selected, the management is effective, and the synergy benefit is far greater than the synergy cost. Secondly, a stabilizing effect can be obtained. The most headache for modern enterprises is to face the complex and changeable environment. A product or service that sells well today may be overstocked tomorrow. The environment faced by small and medium-sized enterprises is mainly stakeholders, that is, customers, competitors, suppliers, vendors, local governments and so on. When enterprises form horizontal or vertical alliances, the environmental variables will be greatly reduced and the stability will be greatly improved, thus enhancing the enterprise's ability to resist risks. Third, it is possible to obtain a monopoly effect. Not only large enterprise alliances can form monopoly effect, but also the monopoly effect of small and medium-sized enterprise alliances is very prominent. Because most small and medium-sized enterprises are local enterprises, the small and medium-sized enterprise alliance of a certain industry in a certain region will still form a certain degree of monopoly, and this monopoly may also be supported by the government, because the tax revenue of these enterprises is the main source of local fiscal revenue. In this way, small and medium-sized enterprises will take the initiative to form a stable interest relationship with related enterprises and obtain high monopoly profits.
Due to the huge benefits of the alliance, small and medium-sized enterprises are forming an alliance boom. But alliances are not a panacea. There are also many companies that have faded out of the market because of the discomfort of the alliance. Therefore, the implementation of the alliance model must also be careful not to step into the minefield. First of all, the alliance cannot violate the laws of the market. Alliance is not a match, it is conditional and basic, that is, the superior resources owned by the other party are not owned by me, so there is a demand for alliance. Furthermore, the alliance can only be joint procurement, joint production and joint sales, not price alliance. Price alliance is very fragile and has no foundation. The bankruptcy of China's home appliance industry in price alliance several times is a good proof. Second, don't focus on small and medium-sized enterprises. Grasping refers to relying too much on an enterprise, reducing bargaining power and increasing business risks. Therefore, small and medium-sized enterprises must strengthen their bargaining power in the alliance. At the same time, although the market economy is based on credit, at present, China's market economy system is not perfect, the credit system has not been established, and there are still a lot of enterprises' dishonesty, so the alliance agreement may not be well implemented, and enterprises must be fully aware of and prepared for this.