What are the advantages and capabilities of enterprises? Leading strategy needs strong technical development ability, while following strategy pays more attention to production and sales ability. Enterprises should choose according to their own advantages and abilities.
Risk and benefit elements? Enterprises that adopt the leading strategy have developed a brand-new market, and may obtain excess profits in the process of pre-monopoly. However, due to the uncertainty of consumers' psychological expectations and market growth rate, they are facing great risks brought by high investment. The technical risk and market risk of following the strategy are much smaller, but in the face of the competition of many enterprises, the benefits of surviving in the cracks are much smaller. The decision-makers of enterprises should weigh the risks and benefits. ?
Leading persistent elements? The ultimate goal of an enterprise is profit, and profit depends on lasting leadership. The main factors that affect technology leadership are the replicability of technology and the subsequent development speed. The lower the reproducibility of technology, the faster the development speed of technological improvement and continuous innovation of this enterprise and the longer the lead time. Leading enterprises can use patents and standards to set up barriers to protect their leading position. Enterprises considering the follow-up strategy should weigh whether it is worthwhile to pay the basic cost and competitive pressure for imitation.
External conditions? The external environment of an enterprise can be divided into macro environment, industrial environment and specific competitive environment. Previous studies rarely mentioned the influence of external environment on the choice of strategic model. Practice has proved that it is very difficult for different industries to choose the dominant strategy and follow the strategic profit, which needs specific analysis. ?
For example, in the dairy industry, there are not many technical barriers and patents, and the competition between enterprises is mostly in advertising and popularity, so new companies are more suitable to adopt technology-following strategies. Mengniu was just a little-known dairy factory when it started. The managers were all dug from Yili, so it offended Yili and was suppressed by Yili everywhere. In order to reduce contradictions and unnecessary troubles, not to grab Yili's milk source, but also to protect himself, Mengniu boss Niu Gensheng quickly formulated three "no matter what" policies: first, where large enterprises such as Yili have milk stations, Mengniu does not build milk stations; Second, Mengniu does not accept milk from non-dairy stations; Third, Mengniu will not do anything that is inconsistent with Yili's acquisition standards and prices. In this way, Mengniu and Perseverance were separated and conflicts were avoided. ? Mengniu did not compete with Yili, but wisely chose to follow Yili and become famous, playing the slogan of "striving to be the second brand in Inner Mongolia" and buying a large number of outdoor billboards highly valued by Hohhot people. Overnight, people in Inner Mongolia remembered that Mengniu was the second brand in Inner Mongolia. Yili, a follower of Mengniu, became the second among the top five. When Mengniu grew to a certain extent, it revised its follow-up strategy in time, kept pace with Yili and finally won the final victory.