价值创新远离竞争(Value innovation, away from competition).doc

价值创新远离竞争(Value innovation, away from competition).doc

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价值创新远离竞争(Value innovation, away from competition)

价值创新远离竞争(Value innovation, away from competition) Competition has been the core of corporate strategy for the past 20 years. I do not know many enterprise managers realize that with their own competitive strategy often passively into errors, get lost, for example, managers often spend a lot of time and energy to understand the rival companies engaged in what work, and then imitate the competition, and strive to better imitate. As a result, the enterprise every day just respond negatively to the competitors, rather than try to carry out innovation activities, creating opportunities for development, but can not understand the changes of market and customer demand in the emerging. In 80s, the competition between the American International Business Machines Corp (IBM) and Compaq (Compaq) in the PC market was a strong indication of the shortcomings of the competitive driven enterprise strategy. In 1983, Compaq launched 15% cheaper, more technically compatible machines than IBM PCs, and quickly won large numbers of buyers. Since then, IBM and Compaq launched a fierce competition. Both sides try their best to add complex features and features so as to overwhelm each other. However, both sides ignore the emerging low-end PC market. The market needs cheap, easy to use personal computers, not the latest technology. IBM and Compaq continue to introduce new PCs that are too expensive and too expensive, and have failed to meet the needs of the emerging market in time. In 80s, after IBM withdrew from competition, Compaq quickly followed suit. On the contrary, a large number of enterprises that can continue to develop are adopting value innovation strategy. These companies create new consumer value for existing customers and create new markets. The core of its strategic thinking is the customer, not the competitor. The United States Golf Club factory (Cal-laway Golf Kellaway) in 1991 to launch the Big Bertha is an example of a golf club. At that time, the market competition is ext

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