There are no disadvantages at all, it is just the development direction, strategy and implementation of the enterprise. Measures for how small and medium-sized enterprises can obtain sustained competitive advantage: (for reference only)
It is very important to solve and take measures to solve the problems existing in the development of small and medium-sized enterprises. According to the characteristics of small and medium-sized enterprises, the main obstacles before a small enterprise develops into a large enterprise are strategic issues, management transformation issues and the lack of core competitiveness. Then, the measures for small and medium-sized enterprises to solve these problems and obtain sustainable competitive advantages are:
1. Integrate corporate resources
For an enterprise, there are always internal and external problems Whether various abundant resources can be integrated well, used rationally and effectively, and give full play to their advantages and functions will play a key role in the survival and development of an enterprise. Because specific resources and capabilities are the source of competitive advantage, an important reason for successful companies is to be good at integrating their internal and external resources.
Integration is productivity. An enterprise is a collection of resources, and competition among enterprises revolves around the competition and utilization of resources. In a certain sense, running a business is the integration of various resources. Therefore, an enterprise's market position depends not only on the quantity and quality of its resources, but also on its efficiency in utilizing resources. The former is a necessary condition for the production and operation of an enterprise, but it is not directly proportional to the market position of the enterprise. Otherwise, there will not be the phenomenon of using less to win more and the weak to defeat the strong. The latter is the key to maintaining the enterprise's lasting competitive advantage. The real reason why the weak defeats the strong is also a concentrated expression of the management efficiency of entrepreneurs. Therefore, in the fierce market competition, being good at integrating internal and external resources is the only way for enterprises to win the competition and accelerate development. It is a key measure with low investment and quick results. The purpose of integrating resources is to make existing and potential resources cooperate and coordinate with each other to achieve overall optimization.
2. Enterprise Innovation
In the era of knowledge economy, the development and competitive advantage of enterprises depend more on their innovation capabilities. The competitive advantage of an enterprise will mainly depend on its technical and management advantages. Therefore, the competition among enterprises is the competition of enterprises' innovation ability, that is, the competition of innovation ability is ultimately the competition of enterprises in the production, possession and effective use of knowledge. Only through unremitting innovation can enterprises transform existing and available knowledge resources into real productivity and real competitive advantages. At the same time, new knowledge resources are continuously produced, which further promotes enterprise innovation.
In the era of knowledge economy, enterprise production and operation will gradually realize network, informatization and internationalization, and the speed of information dissemination and exchange will be accelerated. Enterprises are required to continuously innovate to make their products competitive and form the advantages of their own products. In short, innovation is the source of its vitality, the inevitable choice for its survival and development in the fierce market competition, and the foundation of its existence.
3. Establish a learning organization
A learning organization refers to cultivating the learning atmosphere and culture of the entire organization and promoting collective learning so that every employee in the organization can continue to learn. And give full play to the creative abilities of employees, and continuously improve management, technology and services, so that the organization can gain sustained competitive advantages. In today's era of knowledge economy, employees have become the most valuable assets of small and medium-sized enterprises. Due to the rapid depreciation and innovation of knowledge, employees' ability to continuously learn and update professional knowledge will determine the competitive strength of a small and medium-sized enterprise.
The American "Fortune" magazine pointed out: "The most successful companies in the future will be those based on learning organizations." Learning organizations are the future development trend of enterprises. Only when an enterprise is a learning organization can it ensure a steady stream of innovations, have the ability to respond quickly to the market, and fully utilize human capital and knowledge capital. Therefore, small and medium-sized enterprises need to establish learning organizations to cope with the fierce market competition.
4. Cultivate the core competitiveness of enterprises
Core competitiveness is also called core competence or core expertise. It is uniquely owned by an enterprise, brings special effects to consumers, and enables the enterprise to compete in a certain area. An internal capability resource that has a long-term competitive advantage in the market and obtains stable excess profits.
In today's world, in an increasingly fierce market competition, what do companies rely on to win market recognition and remain invincible in the competition? That is, enterprises must form core competitiveness. In the past, companies always simply talked about market strategy, product strategy, technology strategy, etc. These functional strategies were external and explicit strategies of the company and could only gain temporary advantages at most. Only a strategy that integrates the cultivation of core competitiveness with corporate strategy is the fundamental strategy that makes a company invincible.
So how to comprehensively cultivate the core competitiveness of an enterprise? We can start from the following aspects: improve the core competitiveness awareness of business leaders; master core technologies; concentrate resources for differentiated operation and management; and build well-known brands. Only if an enterprise is good at cultivating its core competitiveness can it remain unbeaten in the future market and have a sustainable competitive advantage. 3. Choose a competitive strategy suitable for the development of small and medium-sized enterprises
In order to gain a foothold in the market and give full play to their advantages, small and medium-sized enterprises must adopt a set of effective business countermeasures and reasonable competition strategies. Therefore, the focus of small and medium-sized enterprises should be strategically selected from the following aspects.
1. Give full play to expertise strategy
Under the condition that their own strength is not very strong, small and medium-sized enterprises must strive to find their own advantages and try their best to enable the enterprise to have unique technology and production skills. Use the legal system of intellectual property rights to protect the proprietary knowledge and technology that your company already has, and form a "expertise survival area" that is conducive to the growth of small and medium-sized enterprises.
In the process of production and operation, small and medium-sized enterprises can obtain novel, advanced and practical scientific and technological inventions through technological development and process innovation, or design new structures, new specifications and new styles. product. These can be used as a means for small and medium-sized enterprises to develop new segmented markets, meet new social needs, reduce product production costs, and expand product differentiation, thereby gaining the initiative in competition with unique advantages. However, in the fierce market competition, large enterprises have stronger scientific research capabilities, commercialization capabilities and market control capabilities than small and medium-sized enterprises. When using the "expertise" strategy, small and medium-sized enterprises should focus on using property rights protection weapons and maintaining the exclusive rights and monopoly rights of the acquired know-how products through legal means to avoid being expelled and excluded by other enterprises, especially large enterprises, and win A relatively stable development environment. When implementing expertise strategies, small and medium-sized enterprises should also pay attention to competition from similar companies. Because not only a few small and medium-sized enterprises can acquire the ability to acquire expertise, but many small and medium-sized enterprises can also acquire expertise advantages by purchasing patents and other methods. Therefore, any small and medium-sized enterprises that want to adopt this strategy must choose and protect their areas of expertise and try to form a monopoly in a certain market.
2. Market concentration strategy
Market concentration strategy means that enterprises seek to concentrate limited resources on the most favorable market to form a specialized and refined competitive advantage in a limited market. Since small and medium-sized enterprises must make large investments to keep up with the rapid growth of the market, and finding additional resources to develop new technologies and capabilities is a very difficult task for strategic decision-makers, their competitive strength is at a low level during rapid growth. Weak companies may consider choosing a market concentration strategy in order to consolidate their market position despite a lack of investment. When small and medium-sized enterprises adopt a market concentration strategy, they must strengthen product and market selection, narrow their product range, reduce the number of customer groups they serve, and exit markets with relatively small profits in order to more effectively compete in more profitable markets. improve its competitive position by reallocating resources in markets with profitable capabilities.
3. Service strategy to meet needs
Due to the large number of small and medium-sized enterprises and their wide market distribution, their business activities can touch all levels of market competition. It can develop service areas to expand its business scope. It can develop a full range of service packages for some large enterprises due to insufficient services after the sale of new products, and provide products and services for the services of large enterprises. On the other hand, small and medium-sized enterprises can also carve out relatively safe business areas in an undifferentiated market by providing special pre-sales, sales and after-sales services based on their own characteristics. For example, small and medium-sized enterprises can package and deliver products during product sales, and be responsible for the installation, debugging, troubleshooting, and maintenance of products after sales. Establishing a service network requires a lot of investment in manpower, material resources, and capital. For large enterprises, it is difficult to cover all of these service activities.
Therefore, small and medium-sized enterprises can use their own advantages to establish service networks with comparative advantages in market areas that are difficult to reach by large enterprise service networks, and carve out a niche for themselves. Address these issues.