Leverage leverage to achieve a Small is Big.docVIP

 PAGE \* MERGEFORMAT 12 Leverage leverage to achieve a Small is Big In an increasingly competitive market environment, the relatively weak operational capacity of small and medium enterprises, have been very lucky to survive, Small is Big seems to only be a dream. Small and medium enterprises scarcity of resources, seriously hindered them to market development and penetration ability of the challenges faced by small and medium enterprises, large enterprises can launch a price war, intensive promotional activities, development of new products, reposition existing product, etc. , easy to buy small and medium enterprises to death. Does this mean that SMEs can only be a passive defense? Does that mean that small and medium enterprises to stick to ‘small’ be able to survive? Does that mean that SMEs will never grow up? Niche market strategy, following the strategy, positioning strategy for SME development strategy seems to prove this point, have been told how to find a small and medium enterprises has been neglected by big business market niche, how to avoid attacks on big business. The face of abundant resources, the strength of large enterprises, should not be an effective strategy can allow SMEs to David and Goliath, Small is Big? A classic case of Small is Big - success does not come from market segments Since the first flight in 1971, the United States Southwest Airlines has grown from a jet with only three small companies grow into the nation’s most competitive carriers. However, the company started business, it faced the situation can be said to be extremely serious. The airline industry is capital-intensive industries in the world, this kind of environment makes the challenger is difficult to accomplish something. Southwest Airlines competitors American Airlines, Continental Airlines has a huge number of clusters, the number to reach hundreds of aircraft, from the various types of small aircraft to large Boeing 747 everything, in addition, the major airl