For small and medium-sized enterprises, they are far inferior to large enterprises in manpower, material resources and financial resources. However, small and medium-sized enterprises have many advantages of their own: flexibility and adaptability; Simple organization and high working efficiency; Be brave in innovation, enterprising and so on. However, this advantage of small and medium-sized enterprises is potential and possible, while its disadvantages are realistic and inevitable. In today's fierce market competition. Are small and medium-sized enterprises necessarily lacking in competitiveness? How can small and medium-sized enterprises avoid their own disadvantages, foster strengths and avoid weaknesses, and make use of their possible advantages?
? There are not many soldiers, but there is no Wujin, which is enough to combine forces, anticipate the enemy, and take others for yourself. ?
focus? The fundamental principle of military strategy is the survival of small and medium-sized enterprises.
This passage from Sun Tzu's The Art of War (March) means that the more troops there are, the better. As long as we don't rush blindly, we can concentrate our efforts, identify the enemy's situation, unite with the inside and make good use of talents. ? There are more soldiers than benefits? , reflecting the elite ideology of Sun Tzu's Art of War. Although large enterprises have more manpower, material resources and financial resources, they will also have too many redundant staff because of their huge institutions, which will affect their efficiency. If the organization of small and medium-sized enterprises can be kept streamlined, talents can be fully utilized and their efficiency is high, so they will also have the basis to compete with large enterprises.
Cohen, an amphibious figure in American military, once pointed out: The environment in which an enterprise is located is like a war, and the resources of any enterprise organization, whether profit or non-profit, are limited. This constitutes the basic similarity between enterprise strategy and military strategy? Resource allocation, that is, how to give priority to allocating resources to decisive opportunities? . Due to the constraints of limited resources, it is impossible for an organization to be stronger than its competitors in any direction and in any field. Only by concentrating on one or two key points can it form a force that is significantly different from its competitors. As "Hundred Wars" said:? Where soldiers are scattered, the potential is weak, and when they are gathered, the potential is strong. It is also natural for military strategists. ?
when talking about applying the principle of military centralization to enterprises, Cohen also said: The goal of an enterprise is to allocate these limited resources to a strong point, at which the enterprise can gain an advantage over its competitors in meeting customer needs. ? Small and medium-sized enterprises adopt the positioning strategy of professional market, such as only manufacturing high-quality products or components to serve specific customers. Compared with large enterprises that only focus on major mass production, small and medium-sized enterprises that adopt the principle of centralization take care of customers better and naturally have greater competitiveness. Especially in the market with intense competition and zero-sum situation, it is of greater significance to study the competitive strategy of small and medium-sized enterprises according to the principle of concentration. Because, if an enterprise does not have a competitive strategy, or has a so-called competitive strategy, it cannot reflect the operational principle of concentrating on the use of limited resources. Instead, it disperses its resources, so it is difficult for enterprises to create a stronger competitive advantage than their competitors in determining the direction and key areas, thus losing their target market.
from the above analysis, the centralized strategy of an enterprise can be understood as a strategy adopted by an enterprise to focus on serving a specific group of users. The goal of this strategy is to provide the most effective and best service for a specific market segment or a few. In this way, enterprises not only have the advantage of realizing differentiation strategy, but also can better meet special needs and gain a favorable position in competition at a lower cost.
the strategic principle of centralization is of special significance for giving full play to the competitive advantages of small and medium-sized enterprises. If small and medium-sized enterprises can't concentrate on using their own resources, it is impossible to establish their own competitive advantage. Small and medium-sized enterprises, especially small enterprises, should only have one business field, one product-market, otherwise they will disperse resources. In a product-market, they should also focus on a certain price, such as the highest price or the lowest price, to avoid competition with large enterprises in terms of price strength. Sun Tzu's Art of War says:? Avoid it when you are strong? . In the market competition, we should also avoid the strong points and advantages of competitors. Especially when competitors have scale advantages or exclusive resources in patents, proprietary technologies, trademarks, distribution channels, etc., and they are the key factors for the success of a certain business field, they should all? Avoid it when you are strong? Save your own strength and avoid a decisive battle with your opponent's market. In other words: when competitors build barriers, they should know? If you can't help it, the army won't hit it? . Even in the upcoming product-market operation, the necessary means of competition should be based on only one or two items, and resources should be concentrated to cultivate them to make them the personality that distinguishes competitors. We can't cover everything, which will inevitably disperse our limited resources, which is not conducive to the full use and play of the competitive advantages of small and medium-sized enterprises.
because large enterprises often have several target markets, forming many products-market management projects, in fact, large enterprises are not large at a specific decision point and a certain sub-market, and the resources allocated by large enterprises to each sub-market are almost the same as those of small and medium-sized enterprises. Therefore, in the market competition, big enterprises are not terrible. The terrible thing is that small and medium-sized enterprises can't concentrate their resources themselves.
in western developed countries, many small and medium-sized enterprises have long proved this by relying on the success of centralized strategy. Some strategic scholars in the west have done a lot of investigation and research, and found that small and medium-sized enterprises, which are both high-yield and successful, have the following characteristics in competitive strategy without exception: 1. Pay attention to the subdivided small market and pursue differential advantages; 2. Outstanding entrepreneurs are under unified command and leadership; 3. Pay attention to actual income; 4. Effectively concentrate the use of research and development funds.
We should despise big enterprises strategically, attach importance to big enterprises ideologically, establish a tenacious concept of never giving up, and pursue enterprise personality thoroughly. As long as we concentrate enterprise resources on necessary points at the right time, concentrate our efforts on breakthroughs and take bold risks, we will have the possibility of success.
? The success of an enterprise depends on its effective position in a small ecological field. ?
niche-the principle of choosing the business field of small and medium-sized enterprises and the shortcut of using their own advantages.
The above passage is from Peter, a famous American management scholar. Drucker's Management: Task, Responsibility and Practice. ? Niche? The concept of "innovation and entrepreneurship" was formally put forward by him in his book. In order to give full play to and make use of the advantages of small and medium-sized enterprises, and avoid confrontation with large enterprises in the fierce market competition, they are squeezed out or swallowed up, so as to gain the relative advantages of operating resources. The principle of choosing the business field of small and medium-sized enterprises should be seeking? Niche? .
In fact, choosing a niche business field is to monopolize a certain small field in the market, so as to avoid competition and challenges, give play to one's unique expertise in the fringe of large enterprises, strive to become a leader in some special products and technologies, gradually accumulate business resources, provide preconditions for the further development of small and medium-sized enterprises, and create some favorable opportunities.
according to Peter? According to Drucker's theory, niche can be divided into six categories according to its formation mechanism: natural niche, blank niche, complementary niche, specialized niche, latent niche and service niche.
1. In order to obtain excess profits and pursue economies of scale, natural niche enterprises generally adopt mass production methods. This naturally leaves a lot of marginal slits for small and medium-sized enterprises that are difficult for large enterprises to get involved in. The business areas of these marginal slit zones are called? Natural niche? . Most of the common natural niche products have the following characteristics: ① the market scale is small, which is of little value to large enterprises; ② Large enterprises are generally considered as products with high reputation risk; ③ Products with multi-variety and small batch production mode; (4) small batch of special products.