What Is Strategic Orientation?

Strategic positioning is an aggressive market quasi-positioning. If you plan to open the market, you need a core positioning, which is the center of the overall situation. This is the strategic positioning. Take him as the core of the market. Strategic positioning is first and foremost a "top-down" process, which requires senior management to have relevant capabilities and literacy.

Strategic Positioning

Strategic positioning is an aggressive market quasi-positioning. If you plan to open the market, you need a core positioning, which is

1. Quite a few business decision makers don't understand strategy

It is mainly reflected in the following two aspects:

First: I believe that strategy can no longer be eaten, and it is a "false and unrealistic" thing, because the current market changes are too frequent, too much, and too large, and the strategy will only bind hands or feet, or think that the strategy is only used to promote enterprises "Fried works".

Second: Think strategy is important, but replace it with a lot of target items, or think that strategy is an ideal, vision and ambition.

For example: "My strategy is to become the leader of similar enterprises in the industry in how many years", "My strategy is to become the number of strong companies in the world", or "Serve the society and serve consumers" and so on. The reason for this phenomenon is, in the final analysis, that our company does not know the important role of strategy and does not know that strategy is false or true. In fact, strategy comes from practice, it reflects the company's

There is widespread misunderstanding of strategic positioning.

One is scale and efficiency. Taking the development goals and operating indicators of an enterprise as a strategic direction, not only confuses the goals and means in theory, but also often drags the enterprise to the brink of collapse in practice.

Take benchmarking companies as a catch-up target and popularize best practices. Where is the benchmark for industry leaders?

The second is marketing positioning. Trout pioneered the market communication positioning, strived to be unique in the minds of prospective customers, and established unique and effective operating activities. Kotler proposed marketing positioning to occupy a unique and valuable position in the minds of consumers.

Obviously, marketing positioning focuses on market segmentation and target market selection, which solves the problem of corporate product communication and marketing, and belongs to the level of marketing strategy.

The third is competitive tactics. Porter believes that the essence of positioning is to choose different operating activities from competitors. Based on different product categories, customer needs, and contact channels, companies can establish corresponding positioning points.

Porter still explained the issue of corporate competition strategy, insisting that the "common strategy" consisting of cost leadership, differentiation, and business focus could be used as a representative activity for strategic positioning.

In short, the above misunderstandings not only did not clarify the conceptual connotation of strategic positioning, and were confused with marketing positioning, competition strategies, etc .; they also never rose to the height of the industry, and could not explain the directional problems of industrial entry and exit, expansion, or contraction. ^[2]