Invisible champion companies generally have very clear goals, such as: "Our goal is to be number one in the world and always occupy this position", "We want to be the best member in the world in this field, not only to occupy the highest market share, but also to do the best in technology and service", "We want to be the market leader, not to think, and secondly not to do it", "The rules of the market are up to us.
Second: pay attention to paranoia.
If you have a huge ambition, then a very important step is how to choose and position your target market, which is a very important part of the strategy. Let's take a look at the typical saying of the invisible champion company: "We are experts in this industry", "We focus on our own competitiveness and focus on refocusing", "We want to be the masters of small markets, and we want to make great achievements in small markets, not be the phoenix tail in big markets." Many ambitious entrepreneurs want to diversify once they are slightly bigger, but they will never!
For example, Winterhalter Company, which specializes in producing dishwashers, defined itself as "making dishwashers for restaurants and hotels" about 65,438+00 years ago and never diversified. Later, they developed other products along this product line, such as water purifiers and other services, and promoted products and services to the whole world.
Third: Seize customers by yourself.
However, too narrow market positioning will also bring a problem. After all, customers are very limited. How many restaurants and hotels can there be in a country and a place? How to make up for this defect? They began to expand globally, implementing global management and sales.
Every step of their expansion is to establish their own subsidiaries, not through distributors, because distributors may run away at any time, and subsidiaries can firmly grasp the customer relationship in their own hands. They combine their unique achievements in products and know-how with global marketing. They serve the global target market through subsidiaries and will not hand over the customer relationship to a third party. I think in the long run, it is risky for most China companies to realize international trade through importers or middlemen from other countries. A word of advice: Never insert a third party between you and your customers.
Fourth: Close to excellent customers.
The invisible champion company is very close to their most important customers.
Grohmann is the world's largest manufacturer of microelectronic product assembly equipment, and it firmly locks its top 30 customers in the world, and these top customers are often the partners of stealth champion companies to improve quality and innovation. If you want to be a leader in the global market, then your customers must also be the top in the world. If you let some mediocre enterprises that only need cheap and low-quality goods become your customers, you will never become a climate.
Fifth: "non-technical" innovation!
Siemens has the highest number of patents per capita among all large companies in the world, with about 10 patents per 100 employees. The top stealth champion company has about 30 ~ 35 patents per 100 employees, which is 3 ~ 5 times the level of large companies! However, product innovation is not the only innovation of the invisible champion company. Another important factor is process innovation, which is actually service innovation.
There is a company called Wurth, which makes screws and has the highest sales volume in the world. It has a small invention: screws and screwdrivers are widely used in the construction industry, but it takes time to find the right size. Their innovation is to put small labels of the same color on screws and screwdrivers of the same size. These are not high-tech things at all, but they are of great value to customers. Innovation is not "one move, eat all over the sky", but continuous improvement.
Sixth: adjacent to the strongest.
This is a very interesting discovery. Invisible champion companies are often in the same area, even in the same city. Competition in the same city is actually a world-class competition, and the strongest competitors are all together. The strongest opponent can make you a world leader.
Take the automobile industry in Germany as an example. Mercedes-Benz, BMW and Audi are close, know each other well and have been urging each other to keep moving forward. Invisible champions constantly create their own strategic and competitive advantages in product quality and service. They always keep close contact with their strongest rivals. Sometimes in order to maintain the vitality of their own enterprises, they will take the initiative to defend their position in the industry at all costs.
Seventh: "hands-on"
We often hear the cliche of management scientists: we'd better hand over a lot of business to others and only complete the core part ourselves. Invisible champions believe that excellent quality requires them to have special attainments and special depth in product processing and manufacturing. So, they did everything they could.
For example, about 80% of Chupa Chups' machines are produced by ourselves. Why do candy companies make their own machines? They believe that even if you position yourself as a manufacturer of end consumer products, you can take another step or two along your own value chain. Although you paid the price, it can bring you unique value in the value of the final product, which others can't imitate! This has left us with a deeper enlightenment: all original things must be completed by our own internal strength. If you buy your resources from the market, you can also buy them. If you really want to be a unique leader, many things must be discovered from the inside. Invisible champion companies do not believe in strategic alliances and are not keen on outsourcing. They believe that the real competitive advantage lies in something that only they can do.
Invisible champions believe that the real competitive advantage lies in something that only they can do.