Stand high to see further. I think the key to dealing with plagiarism from large companies is that you stand higher and see further than big companies. If you only focus on picking up money from the downstream of big companies, although you may pick up some in the short term, sooner or later the money will be taken away by the big companies. At this time, don't blame them for plagiarism. In fact, you are "blocking" their way. I once visited an entrepreneur in Silicon Valley. His company was still in its early stage and the team only had three people at first. The entrepreneur told me his project was being tried out east in Philadelphia. This aroused great curiosity in me, why try it in Philadelphia? Wouldn’t it be more convenient to be near Silicon Valley? His answer surprised me. He said it was to prevent others from plagiarizing. When there were only 3 people, I started to think about whether it was plagiarized. This approach inspired me very much. He thinks it's especially easy to spot around Silicon Valley, and his concern isn't plagiarism from big companies, but plagiarism from other startups. Or to some extent, he is not worried about plagiarism by big companies at all. Because big companies are not fast enough, small companies are more efficient and easier to plagiarize. "How do startups deal with plagiarism from large companies?" is actually a false proposition to some extent. The world itself is full of plagiarism. Jobs copied Xerox's graphical interface, which was later copied by Bill Gates. But isn’t that the openness of the Internet? If big companies stop copying you, can you guarantee that other startups won’t copy you? The issue of "plagiarism" is like a fight between children. If someone punches you, won't you fight back? I think the final analysis is that startups don’t stand high enough, their fists aren’t strong enough, and they don’t know how to protect themselves. The choice of entrepreneurial direction is very important. For entrepreneurs, how to deal with plagiarism from large companies should be clearly thought out before deciding to start a business. Before an experienced entrepreneur decides to start a business, he will definitely do a SWOT analysis (corporate strategic analysis) to think about how to deal with competition from potential rivals, including competition from large companies. Generally, large companies have advantages in resources and brand, while startups have advantages in decision-making speed and efficient execution capabilities. If startups can give full play to their advantages and make up for the disadvantages of resources and brand, then startups have a chance to defeat large companies. This point of view sounds good, but it is difficult to actually implement it, because the absolute advantages of large companies in terms of resources and brands make it difficult for startups to compete with them through their own advantages. At this time, it is very important to choose the direction of entrepreneurship, so that large companies are not willing to plagiarize, or it is difficult for their resources and brand advantages to be used. How to make big companies unwilling to plagiarize? It's very simple, choose a smaller target market, because the size of the target market determines how strong the competitors you will face will be. For the Internet industry, if your target users are hundreds of millions, even if large companies don't notice it at first, they will one day discover it and become your competitors. On the contrary, if your target users are only a few million, the other party will often feel that the market is too small and not worth investing in. There are many startup companies that choose to make some gadgets to serve specific customers, and the profits are also very good. But these profitable companies look down on it, so they are unwilling to get involved. Of course, most startups want to make products that have a large number of target customers. At this time, you should choose products that make it difficult for large companies to leverage their advantages in resources and branding. Some mobile applications fall into this category. For most mobile applications, making an app only requires a team of 5-6 people. Large companies cannot speed up development simply by increasing personnel investment. Sometimes too many technical personnel are invested, which may slow down product development due to high internal communication costs. In addition, some mobile applications spread through word-of-mouth and may accumulate millions of active users within a few weeks. Even if large companies have a lot of marketing expenses, they are "not able to spend it." From this example, we can see that the advantages of large companies in terms of resources and brands have different "lethality" for different products. Accumulating one's own advantages is the key. 1. Accumulating advantages at the beginning of starting a business. Entrepreneurs should do more thinking and planning when building products, and put in place all the resources that can be prepared and laid out in the early stage. For example, product production cycle, promotion plan, multiple sets of countermeasures based on market response, etc. Some products can also apply for patents, product copyrights, etc. as early as possible. You can also do some in-depth local demand research in advance to truly understand what users need.
Since the resources available to start-up companies are not abundant in the early stage, they must be fully prepared to avoid detours in subsequent product development and promotion work. At the same time, it is also at this stage that startups will not be distracted by product operation and maintenance and market response. They will spend the most time focusing on product creation, so they should make good use of this stage to open up relationships with large companies. The gap forms some kind of barrier or advantage, so that their plagiarism can never keep up with your changes. 2. Confidence is more important than gold. Having a product copied by a large company should be a recognition of the product and the market itself. Start-up companies should redouble their efforts to move forward towards their current goals. When you beat big companies, maybe that's when the company succeeds. The organizational structure of large companies is complex, and decision-makers need to consider the overall situation of the company. Therefore, the product managers or project managers who compete with you may not have more resources than you, and they do not have the same sense of ownership of the company and products as you do. Their development process may be more standardized and rigorous, but it will also be more time-consuming. Every decision they make and every modification they make takes more time to realize. Entrepreneurial companies, on the other hand, can be small, fast, smart, and stable, accurate, and ruthless. Therefore, entrepreneurs should not be decadent when faced with plagiarism. Confidence is more important than gold. 3. Core competitiveness is the key. In the early stages of starting a business, entrepreneurs should define the company’s core competitiveness. Core competitiveness should never be an idea or material resource. These are too easy to be copied. It is best not to be something relation. Core competitiveness can be a group of young people with ideals who are willing to risk their lives, the belief in pursuing the ultimate user experience, the creativity of constantly innovating, or a core technology that is extremely high-end and cannot be copied in the short term. Entrepreneurs should firmly grasp these core competencies that should be defined when starting a business, constantly strengthen themselves, manage the company in a flavorful way, create exquisite and distinctive products, and provide more personalized functions and functions for customers. services and capture some core customers. 4. It is not a bad idea to seek cooperation. When entrepreneurs find that the behavior of large companies has really "disrupted" the market and made them passive, it is not a bad idea to seek cooperation. Cooperation here is a broad term. Entrepreneurs can try to find another large company to see if they are interested in acquiring their products, or use the platform of a large company to promote more effectively, or they can negotiate with opponents to position their products differently. In addition, entrepreneurs can also plagiarize some good ideas from large companies. If the market is large enough, the existence of cooperation and harmonious win-win situation is not an outcome that entrepreneurs cannot accept. The shopping mall is like a battlefield, but it does not necessarily have to be a life-or-death fight. Large companies also have their own interests. It is also a good way or even a strategy to make more use of some of the resources of large companies to actively seek cooperation. The success of Twitter and Facebook certainly supports the idea that good ideas are sometimes more important than technology. And once a good product of a startup company gets a certain market response, it will be difficult to escape the fate of being copied by large companies in the same industry. At this time, how startups deal with plagiarism from large companies has become a topic of keen concern. Having products that allow users to choose is the way to go. Shopping malls are indeed like battlefields. When the same product or service competes for users in a specific market, it may indeed be "bloody". But no matter how well-intentioned you are, it cannot change the fact that users are God and have the final right to choose. That is to say, the final decider of victory or defeat in this kind of war is God, not you and me. So the most important mentality in shopping mall wars is: Do we have products or services that users are ultimately willing to choose? The market seems fair and open, but the market can also be divided and monopolized by people. In this case, large companies have more say than startups. The so-called fear of product or model leakage and being excluded from the market by large companies using their strength is not the real reason for plagiarism itself, but rather being squeezed out of the market. Once any product or model is put into use, there is only a certain degree of technical confidentiality, and it is difficult not to be "plagiarized." Therefore, we should not be afraid of plagiarism, but the focus should be on preventing products or services from being excluded from the market. Since startups know their innovative products better and can analyze market models first, they have the opportunity to occupy the market first. If the quality and price of products or services can also be rationalized and evolved, then even if there is malicious competition, it can be protected through legal means. But if it is just a good idea but does not have the strength to realize it, and it is realized by a large company with its strength, it is not a bad thing, because in essence, you have also made an outstanding contribution when the big company has achieved value in that direction. This is also a positive contribution to society.
Since you are powerless, there is no need to pursue plagiarism. On the contrary, it may be a good choice to integrate into a large company and realize it together. In addition, you must believe that there are many good ideas in the world. If you can think of them, others can also think of them. Even patents have a time limit. This is the principle of human progress. Value should not be taken for personal gain.