What factors does the competition barrier include?

Question 1: What are the competitive barriers of regional marketing? Survival characteristics of product competition strategy. The most important prerequisite for a product to gain a competitive advantage in the market competition is to formulate a correct product competition strategy and use it correctly. Whether formulating or applying product competition strategy, the first task is to ask the commander of the enterprise to understand the survival characteristics of product competition strategy. Product competition strategy is an action strategy adopted by enterprises in order to make their products gain competitive advantage in market competition. The characteristics of product competition strategy are functional, which refers to the functional characteristics of product competition strategy, such as overall situation, long-term, orientation, innovation and risk. Survival characteristics refer to the survival characteristics of product competition strategy, including periodicity, distribution and transfer. In the practice of market competition, the latter is actually more practical and deserves entrepreneurs' high attention. The repetitive strategy of product competition strategy has a process of formulation, implementation and end. That is to say, the product competition strategy has the characteristics of starting with goal formulation and ending with goal realization. When a goal is achieved, we should pursue new goals and formulate and implement new strategies. The periodicity of product competition strategy is reflected in the implementation process of product competition strategy. A complete product competition strategy implementation process includes five consecutive basic stages-product launch stage, market expansion stage, market monopoly stage, market contraction stage and exit stage. The market monopoly stage can be divided into three different periods: defensive monopoly, peak monopoly and harvest monopoly. When a product that can meet a certain demand of the market is put into the market, driven by the desire of market satisfaction and the desire of enterprise development, it will inevitably expand the market, and the success of market expansion means monopoly. At the same time, due to the limitation of market capacity, especially the influence of market demand change, technological innovation and value transfer, the product life cycle has changed from growth period and maturity period to recession period, so the product competition strategy has entered the contraction stage and retreat stage. Of course, in the actual market competition, no enterprise will wait until a product competition strategy is fully implemented before formulating a new strategy. In fact, at the end of market expansion or the beginning of market monopoly, a new product competition strategy has already begun. The market competition of products is such a cycle, which develops round after round. The distribution of product competition strategy means that attention and resources need to be properly allocated to relevant key elements in the implementation of product competition strategy. After a product is put on the market, besides marketing, we should pay great attention to two key factors, namely, after-sales service, market reaction, price change and the dynamics of competitors. One is the maintenance technology based on the increasing quality demand, and the other is the revolutionary technology based on the new demand. Maintenance technology is a technology to improve product quality, such as soap dissolution technology, decontamination technology, black and white TV definition technology, audio technology, switching technology and so on. Transformation technology is a technology to change the industrial structure. According to Maslow's hierarchy of needs theory, when a product has not met a certain market demand, new advanced demand will not appear. For example, when black-and-white TV is still a luxury for high-income families, people only pay attention to the performance and quality of the products. At this time, maintenance technology is important, because only by using maintenance technology to continuously improve the quality, reputation, reputation and customer satisfaction of their products can market expansion and monopoly have the basic premise. However, when a product meets a certain market demand, it will produce new advanced demand. For example, when black-and-white TV has become more popular among high-income families and middle-income families, the demand for color TV will appear, which will promote technological innovation and lead to the transfer of market value. If an enterprise still only pays attention to the maintenance technology of its own products, but ignores or even rejects the new revolutionary technology, then the story of disk drive is a lesson from the past. The transfer of product competitive strategy means that product competitive strategy has the characteristics of shifting from one focus to another, from one stage to another, and from one strategy to another. Taking TV products as an example, when an enterprise enters the home appliance industry and introduces the first TV product to the market, the focus at this time is not how to beat others, but to explore market experience, understand market reaction and improve product quality; Once the time is ripe, we will enter the expansion stage. On the basis of making full use of maintenance technology to continuously improve product quality, we will focus on marketing, channel construction, logistics distribution and after-sales service. If the market share is in the forefront, we can implement a monopoly strategy, on the one hand, through ...

Question 2: What are the main factors that constitute barriers to entry? What entry barriers are the unfavorable factors faced by new entrants and incumbent enterprises in the process of competition, that is, they only refer to the (extra) production costs that new entrants have to bear but incumbent enterprises do not have to bear.

According to strategist Mike Porter, the barriers to new entrants in an industry often come from six aspects:

1. economies of scale: these fields require new entrants to enter the market in the form of mass production, otherwise they will have to face the reality of cost disadvantage.

2. Product differentiation: Consumers' recognition of the original brands in the market will force new entrants to spend huge sums of money to overcome the adverse effects of consumer brand loyalty. Although China is a country with underdeveloped brand culture, its brand loyalty is not obvious. For a new entrant, this piece may be completely blank, except for those foreign brands that already have considerable influence in China.

3. Capital demand: When entering an industry that needs a lot of capital, it will cause considerable obstacles to new entrants, especially in the fields of advertising and R&D, which requires new entrants to have enough courage. At the same time, the financial strength will also have a great impact on customer trust and channel confidence. From the perspective of channel confidence, if enterprises do not have enough advertising investment or financial strength as the backing, it will be difficult to establish channels.

4. Cost disadvantage independent of scale: In Porter's theory, the concept of experience curve is used to describe this part, which refers to the cost advantage that new entrants do not have through the experience accumulation and labor learning curve of the original enterprise. At the same time, the factors that constitute the cost disadvantage independent of scale include patent rights, subsidies and the initial price increase of equipment due to inflation or exchange rate changes.

5. Access to distribution channels: In addition to producing products, new entrants must also establish channels leading to consumers. In this respect, new entrants often have certain disadvantages, for example, they often find it difficult to gain the trust of dealers and have to pay more expensive prices; The shelves entering the supermarket must be discounted and promoted. To be allowed.

6.*** Policy: In many countries, * * * often constitutes the biggest obstacle to certain industries, and the free flow of resources is restricted by issuing licenses and controlling raw materials. In terms of automobiles, China's state control is more obvious, and its domestic policy has always been discriminatory against its private capital, on the contrary, it is more lenient towards foreign investment.

Question 3: What are the common barriers to entry for potential competitors? This is actually the entry barrier (industrial barrier) in industrial competition. Generally speaking, there are: lack of sufficient capital, inability to achieve economies of scale, lack of patents and licenses, lack of venues, insufficient supply of raw materials, difficulty in finding suitable distributors, and difficulty in establishing market reputation for products.

Question 4: How can perfume enterprises eliminate competition barriers? Personally, I think this topic is very big. Suppose that the competition between perfume companies is determined by the whole market, such as what kind of flavors and fragrances are popular in the market, or which company sells well, other companies will imitate them and sell them at lower prices, leading to vicious competition. I think it is just right that every flavor and fragrance should apply for a patent, thus establishing a competitive threshold. On the other hand, if you don't apply for a patent and don't pay attention to the formula of flavors and fragrances or the confidentiality of production, if anyone can make and sell a flavor product, there will be no competition barriers. Do I get it? It's purely personal. Welcome to ask again. Thank you.

Question 5: What are the market entry barriers in the business plan? Entry barrier is an important factor affecting the market structure, which refers to the extent to which existing enterprises in the industry have certain advantages over potential enterprises and new enterprises that have just entered the industry. In other words, it refers to all kinds of unfavorable factors that may be encountered when potential entrants and new enterprises compete with existing enterprises. Barriers to entry can protect the existing enterprises in the industry, and it is also the first difficulty that potential entrants must overcome to become real entrants.

Question 6: The reason of market barriers: To a certain extent, the level of market barriers (i.e. the barrier to market entry or exit) is not only restricted by its internal enterprises, but also influenced by potential external entrants. Typical barriers to market entry include patent rights, commercial licensing agreements and exclusive natural resources. For example, patented drugs enable the patentee to select a manufacturer and sell it in a specific market within a certain period of time (usually up to 7 years). Economies of scale generated when enterprises produce and expand to a large enough extent in a certain field will also become obstacles to market entry. If new market entrants figure out that they need huge sales to compete with the original enterprises in the market, it will be a great blow to their ambitions. It is for this reason that there are always few ordinary people entering the automobile market. * * * It is also possible to set up market entry barriers. For example, the laws and regulations of the financial sector are aimed at controlling opportunists and lawbreakers, but inevitably, all business activities (including legal business activities) will be restricted. Enterprises established in a certain field or market will often try their best to raise the barriers to market entry when they find newcomers trying to enter. For example, they can achieve their goals by lowering prices, forcing new entrants' products to lose competitiveness; And because of the protection of market barriers, the original price of its products has been higher than the level of free competition market, so it is not a very helpless choice for some enterprises in the market to reduce prices. The existence of monopoly will form an insurmountable barrier to entry. Because if there is no entry barrier (or very low), then other enterprises will flock to the monopoly market and share the monopoly profits.

Question 7: What are the competitive factors of existing competitors? Entry barriers (barriers) Exit barriers (barriers) Exit barriers have high profits, high risks, low risks and low risks. From the perspective of industry profits, industries with high barriers to entry and low barriers to exit should be better targets. Because the higher the entry threshold of the industry, the higher the return on investment and the more attractive the industry; The higher the exit barrier, the greater the risk of industry competition.

Question 8: What are the three main reasons why there are barriers to entry in monopoly markets? Barriers to entry mainly come from three aspects:

1, legal barriers: public franchise, licensing and patent system.

2, economies of scale: natural monopoly, there are two kinds of waste, one is the most suitable.

3. Other barriers: resource barriers, cost barriers and production process advantages.

Entry barrier is an important factor affecting the market structure, which refers to the extent to which existing enterprises in the industry have certain advantages over potential enterprises and new enterprises that have just entered the industry. In other words, it refers to all kinds of unfavorable factors that may be encountered when potential entrants and new enterprises compete with existing enterprises. Barriers to entry can protect the existing enterprises in the industry, and it is also the first difficulty that potential entrants must overcome to become real entrants. Other reasons:

1 customer loyalty

2 Capital investment

3 switching costs

4 necessary funds and funeral expenses

5 product differences

6 Absolute cost

7 policies and laws

8. Strategic prevention behaviors of existing enterprises, etc.

Question 9: What competitive barriers and combined values can intellectual property bring to the innovation and development of enterprises? A patent portfolio takes advantage of the correlation and difference between patents to form a relatively complete patent body with a larger protection scope and stronger competitive advantage, and its overall value is greater than the sum of the values of individual patents. In practice, the patent strategy adopted by large enterprises often has the characteristics of "scale" and "aggression". Strong economic strength enables these enterprises to build a huge patent portfolio through independent research and development or purchasing patents. For example, in 20 14, IBM obtained 7534 patents in the United States, and the number of patents granted far exceeded that of Samsung (4952), which ranked second. Since 1990, IBM has adopted a competitive strategy based on patent portfolio, and the annual income from patent licensing or litigation exceeds $654.38+0 billion. Qualcomm and Apple, which adopt similar patent strategies with IBM, have high-value patent portfolios, which not only represent the innovative strength of enterprises, but also enhance their market competitiveness. In addition, these enterprises have also built "patent barriers", which make new entrants have to bear high patent costs.

In contrast, the patent strategy of small and medium-sized enterprises often has the characteristics of "low cost" and "conservative". From the short-term development goals of enterprises, patents are dispensable value-added assets, many of which are beneficial and few are perfect. Due to multiple factors such as economic pressure, some enterprises often give up some peripheral technologies and only submit patent applications for the core technologies on which enterprises depend. In addition, most small and medium-sized enterprises have no energy to carry out large-scale patent authorization and deal with patent litigation. After investigating a number of small and medium-sized scientific and technological enterprises, the author found that most of their short-term goals stay at the level of "how to protect the core technology from being copied", but many factors such as rapid technological upgrading will challenge the legal effect of core patents. If the enterprise lacks the ability to cope, it is likely to be surpassed by competitors.

With the continuous deepening of the application of "internet plus" and "Big Data", all walks of life are facing a new round of reshuffle brought by technological changes. China's innovation environment is constantly improving, but the competitive environment will be more intense. If enterprises don't understand the patent strategy, they may lose their core competitiveness. Patents have become an important data resource for enterprises to improve their innovation ability and competitive advantage. Fragmented patent portfolio can not effectively support the long-term development of enterprises, and creating valuable patent portfolio is the way out for the long-term development of enterprises. The patent combination of the same branch overcomes the regionality of a single patent, and the alternative patent combination overcomes the timeliness of a single patent protection period. The characteristics of scale, diversity and correlation also make the patent portfolio more like a "super patent" with a wider scope of protection, which not only makes it have more room for development, but also increases the cost and difficulty for competitors to avoid design.

Question 10: What are the industrial barriers of the Internet?

Industry barrier refers to the "unfamiliar difficulties" that cross-industry operators will encounter when they lose good business and open bad business. The level of barriers is determined by comprehensive factors such as market competition, social development and legal system improvement. Industry barrier is an obstacle to prevent or restrict entry into a certain industry. It is an effective means and an important method to protect the market and eliminate competition. The stronger the industry barriers, the more market obstacles, the more difficult it is for enterprises to join, the higher the degree of market monopoly and the relatively loose competition; The weaker the industry barriers, the fewer the market obstacles, the easier it is for enterprises to join, the lower the degree of market monopoly and the relatively fierce competition.