What Is a Competitive Strategy?

Competitive strategy is also known as C strategy. RGMrime (1979) proposed one of the three basic strategies of plant succession. Competitive plant species are adapted to low-level agitation and low-crowding environmental conditions. From the point of view of succession development, the period during which competitive strategists dominated the species is an intermediate stage of development after the successor stage of the pioneer community. In this phase, the main resources are used for competition. At the end of this phase, the species of the competition strategist gradually declines and is replaced by the crowded tolerance strategist.

Competitive Strategy

Competitive strategy, also known as business strategy or business strategy, its central content is to find

The research of contemporary international competition strategy theory shows that the competitive advantages of corporate organizations, especially large companies and large groups with diversified businesses, have formed the micro-foundation of the economic development of a country or region. In order to gain an international competitive advantage, the western management academia has always put the theory of corporate competition strategy at the forefront of academic research and corporate practice, which has greatly promoted the development and innovation of the theory of corporate competition strategy. Potential. Professor Mintzberg of the School of Management, McGill University, Canada, has divided contemporary strategic doctrines including competitive strategy into 10 different schools. These 10 schools have their own characteristics, including

General researchers believe that Porter's main contribution is the competitive volume model and general competition strategy. For the study of the competitiveness model, strategic management scientists have studied it before the 1980s. The contribution of the Porter model lies in its innovative compatibility with industrial organization economics and corporate competition strategy.

Porter believes that "when the forces that affect industry competition and the underlying causes they generate are determined, the priority for companies is to identify themselves relative to

Looking at the competitive strategies of the former school of research, such as frontier research and potter, the most subtle part lies in the concept of differentiation. Daishinkenichi's set of four types of "board styles" commonly used by Japanese companies, all of which aim at the pursuit of differentiation: the first style strengthens the differences in the business functions of the company, and the text can make sense; the second style uses opponents Weakness is nothing more than trying to reveal its own advantages, so that users have a sense of difference in buying the best product; the third type constantly asks why it is designed to inspire thinking in designing differentiated products, and the intention is clear; The fourth type seeks the maximum benefit for users, or it is inseparable from differentiation.

Corporate strategy is a strategic system. In this strategic system, there are competition strategies, development strategies, and other strategies. Don't equate competitive strategy with corporate strategy. Competitive strategy is only a part of corporate strategy.

The original meaning of strategy is the strategy of war, and the extended meaning is strategy. A strategy is a big strategy, it is a strategy for holistic, long-term, and basic issues. Competitive strategy is the strategy of competition, development strategy is the strategy of development, and what strategy is the strategy of what.

There are four essential characteristics of strategy: one is holistic, one is long-term, one is basic, and one is strategic. Competitive strategy is the strategy for the integrity, long-term, and basic issues in competition, and development strategy is the strategy for the integrity, long-term, and basic issues in development.

Enterprises need not only competitive strategies, but also development strategies. It's like the army, not only needs to plan for war, but also plans to build. It is also like sports, not only planning games, but also planning training.

Enterprises cannot just compete and not develop. Competition depends on competitiveness, and competitiveness depends on development. If the quality of the troops is too low, it will be difficult to win no matter how they fight. If the quality of the enterprise is too low, it will be difficult to win no matter how competitive it is.

Enterprises cannot compete with development or compete with competition. There are no troops that only fight without training, nor are they trained without war. The same goes for businesses. Develop in competition, compete in development, this is the way to success for advanced enterprises.

Although development strategies are related to competition strategies and have common ground, they are, after all, two strategies of different nature. Competitive strategies focus on how to compete, while development strategies focus on how to develop. The competitive strategy focuses on how to win the war, and the development strategy focuses on how to create conditions for winning the war.

Because the nature of development strategy and competition strategy is different, the basis of development strategy and competition strategy is also different. The competition strategy focuses on the analysis of the market and the competitive relationship, while the development strategy focuses on the analysis of the development foundation, development contradictions, development conditions, and development opportunities.

The elements of development strategy and competition strategy are different. The elements of the competition strategy are the content of the competition, the competitors, the competition strategy, the means of competition, etc., while the elements of the development strategy are the direction of development, steps, priorities, measures, etc.

Don't think that corporate development requires planning. The development direction must not be biased, the development steps must not be disordered, the development focus must not be wrong, and the development measures must not be soft. These are all holistic, long-term, and basic issues in the development of an enterprise. It is absolutely impossible to plan carefully.

Many companies attach great importance to competition strategies and despise development strategies, which is a prejudice. If this prejudice is not overcome, enterprises will not be able to achieve comprehensive, coordinated and sustainable development, which in turn will affect the formulation and implementation of competitive strategies.

Many companies don't pay enough attention to development strategy, which is related to the influence of Michael Porter. Although Michael Porter's competitive strategy is very clear, it cannot replace other corporate strategies. After reading "Competitive Strategy", I think that companies only have competitive strategies, which is similar to the blind.

Our country is a developing country and our business is a developing business. Developing companies must strengthen both research on competitive strategies and research on development strategies. Even if we strengthen our research on competitive strategies, we must seek truth from facts and be good at innovation. We cannot completely copy the Western set.