Thinking about the basic management strategy of th

2022-08-16
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Thinking about the basic strategy of enterprise management

Michael Porter, in his book competitive strategy, regards total cost leadership, innovation and goal concentration as "three basic strategies that provide opportunities for success". The three basic strategies of total cost leadership, innovation and target agglomeration are very correct and important, and have also played a great guiding role for the majority of enterprises in China. Nevertheless, I still think that the formulation of the three basic strategies remains to be discussed. The main problems are:

first, is it a little absolute to put forward the three basic strategies

is it only the total cost leadership that provides opportunities for success? Can't quality lead? Can't we take the lead in function? Can't brand leadership? Can't the service lead? To drive the shaft change of photoelectric encoder, leading quality cannot provide a chance for success. Why are so many enterprises rushing to engage in international quality system certification? If leading functions cannot provide opportunities for success, why do so many enterprises continue to develop functions? If the leading brand cannot provide Jinan new era Gold Testing Instrument Co., Ltd. with the opportunity to study all kinds of materials, why do so many No. 1 enterprises implement the brand strategy? If service leadership can not provide opportunities for success, why do so many enterprises have played the service card? To strive for the total cost leadership is nothing more than to strive for price advantage and to fight a price war. Although price war is necessary, it is not the only one, because customers are not only concerned about product price, but also product value

can only innovation provide opportunities for success? Can't you imitate? If imitation cannot provide a chance of success, why do so many enterprises require sufficient capacity and ensure rapid warming? Industries have introduced foreign advanced products, advanced technology, advanced management and advanced equipment? Imitation is also a kind of wisdom. Being good at imitation is the successful experience of many advanced enterprises in China, and even many advanced enterprises in Japan started by imitation. Innovation is innovation, while imitation is learning. Innovation is important, and learning is also important. The two cannot be neglected

can only target concentration provide opportunities for success? Can't diversification? If diversification cannot provide opportunities for success, why are so many enterprises still taking the road of diversification? Aren't many multinational companies developed by diversification? Specialization and diversification have their own advantages and disadvantages; Each has its own conditions and limits. It is certain that one party is right, but it cannot deny the other party

second, whether there are some limitations in proposing the three basic strategies

total cost leadership, innovation, and goal concentration are only necessary conditions for success, not sufficient conditions for success. In order to succeed, enterprises should not only pay attention to these three basic aspects, but also pay attention to other basic aspects, including alliance, information, expansion, publicity, integrity, public relations and so on. If alliance does not provide opportunities for success, why do so many enterprises establish strategic alliances? If information does not provide opportunities for success, why do so many enterprises implement informatization strategies? If expansion does not provide opportunities for success, why do so many enterprises implement the "going out" strategy? If publicity does not provide opportunities for success, why do so many enterprises advertise? If integrity does not provide opportunities for success, why do so many enterprises play the card of integrity? If public relations does not provide opportunities for success, why do so many enterprises attach importance to public relations

things in the world are complex and determined by many factors. Competition is also determined by many factors, not by three factors such as total cost. Things in the world are constantly changing, and the competition pattern is also changing. Therefore, in order to win in the competition, enterprises need various basic strategies, and also need to constantly innovate basic strategies. If we only regard the total cost leadership, innovation and target agglomeration as the basic strategy, it is easy to restrict the extensive research of enterprises on the basic strategy and the continuous innovation of enterprises on the basic strategy

third, is it a little general to propose the three basic strategies?

there are strong and weak armies in the world. Can the basic strategies of a strong army and a weak army be exactly the same? There are also strong and weak enterprises in the world. Can the basic strategies of strong enterprises and weak and small enterprises be the same? Our country is a developing country, and our enterprises are developing enterprises. Can there be no difference between the basic strategies of developing enterprises and transnational corporations? I'm afraid it's a little general to talk about basic strategies while ignoring the differences between enterprises

can Chinese enterprises implement the basic strategy of total cost leadership when participating in international market competition? I'm afraid many enterprises can't implement this basic strategy, because they know that they can't lead the total cost with all their efforts in a certain period of time, otherwise they won't try every means to do supporting processing for foreign enterprises, nor will they try every means to do joint ventures with foreign investors. Can Chinese enterprises implement the basic strategy of innovation when they participate in international market competition? I'm afraid not, because they know that it is very difficult to achieve international innovation, and there is no need to innovate at all. Chinese enterprises should give full play to their late development advantages and organically combine innovation and imitation, which is the realistic way of development. Can Chinese enterprises implement the basic strategy of target agglomeration when they participate in international market competition? I'm afraid not. Many large foreign enterprises have a wide range of business categories, so we should appropriately gather goals in order to give full play to our advantages. Many enterprises in China began to produce only oneortwo products. Why can they only adhere to one goal and not gradually expand the goal with the improvement of strength

in short, there is no problem with the three basic strategies themselves. The problem lies in this formulation and whether the basic competitive strategies should be limited to three. I believe that the basic competitive strategy should be diversified, keep pace with the times, and be flexible. It should not be limited to three, and it is easy to slip into dogmatism if it is limited to three

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