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Kerry VS Lu Department of flowers- the leaders and the challengers Game
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Kerry VS Lu Department of flowers: the leaders and the challenger’s Game
The strategic choice of a leader
Shopping match the battlefield. If the generals on the battlefield did not want the soldiers is not a good soldier, then and so on, can be said that in the fierce battle in the business do not want to become a leader in the enterprise is reputation as a good corporate.
A leader in the industry can do anything, have kept their promises about the development of the industry, but also exclusive trade pricing, resource allocation, standard-setting as well as high profits and many other power; industry leader in profitability in the second and third can be ten percentage points higher than the number, while the industry second oldest, youngest is low profits, in the leader’s hard to survive under high pressure.
In today’s surplus over the economic and competitive conditions, the industry far more than thousands of companies, but the leader is only a mere one or two. The so-called strategic decision success or failure, in order to become the industry leader in one of the best, in addition to their own resources to weigh weigh conditions, have to their own conditions, according to industry development and make the right strategic choice!
From Singapore, Kuok Group Kerry Oils amp;amp; Grains (hereinafter referred to Kerry department) has been able to China’s achievements in integrated small package edible oil’s dominant leadership position, taken from its pre-empt the ‘footprint strategy’. Early in the 20th century, the late ‘80s, when Chinese consumers want to eat the oil had to grip the oil bottle to go fight in bulk oil vegetable market when the Kuok Group, to advance the strategic vision optimistic about China’s huge small-package edible oil market outlook and development potential, in 1989, invested heavily in the South China Sea was established in Shenzhen Chiwan Oil Industry (CCT) Co., Ltd., China in 1990 to create a category of
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