Personal understanding: competition, find the niche that suits you.
Competition is pressure and crisis, urging you to move forward.
To succeed in defeating a king, a win-win situation requires mind and professional ethics.
In addition to the timing of entering the market, the most important thing is speed, not waiting for others; Xiaoboda needs a clear understanding of itself and its opponents.
Bigger and stronger, the real money is the market with the highest market share. Only the one ranked first is remembered.
Know yourself, except try to choose the one that suits you.
Chapter 8: Wisdom and Strategy of
Decisive Competition The 21st century is an era full of competition, and the biggest weapon for the survival of enterprises is competition. In this contest, the management of competitive methods, competitive strategies, and competitive methods will become the key factor for enterprises to decide victory or defeat.
81. The dog mastiff effect: Let the enterprise survive the competition, the dilemma is to create a strong school.
Submitted by:
Comment: When the young Tibetan dogs grow teeth and can bite, the owner put them in a closed environment without food and water, let these puppies bite each other, and the last one is alive This dog is called a mastiff. It is said that only ten dogs can produce a mastiff.
We live in an era of change. Challenges and opportunities coexist, and competition is its most distinctive feature. Competition is a stimulus, an incentive, but also means new choices and new opportunities. Compete for productivity and compete for combat power. Only by actively meeting the challenges of competition can we become strong.
Donald Kendall, executive director of Bisko, believes that meeting a strong and savvy competitor in business is a "good thing" that cannot be bought with money. In his view, competition is the real power to rekindle the fighting spirit and maintain success. "There are a lot of people who are secretive and have no ambition to compete. Finally, they finally die in vain. I only feel sad for this kind of people. Since I started business, I have always been grateful to business competitors. Some of these people are stronger than me Some are worse than me; but no matter what they do or not, they make me run more tired, but they also run faster. Down-to-earth competition is the most sufficient to protect the survival of an enterprise. "
82. The principle of zero-sum game: Achieving a win-win situation in competition and cooperation
Presenter:
Comment: "Zero-sum game" refers to a game where the player has wins and loses, and one side wins is the other side loses. The total score is always zero. The reason why the "zero-sum game principle" has received wide attention is mainly because people can find a situation similar to the "zero-sum game" in all aspects of society. The glory of the winner often hides the loser. Bitter and bitter.
In the 20th century, mankind experienced two world wars, rapid economic growth, technological progress, global integration, and increasing environmental pollution. The concept of "zero-sum game" is gradually being replaced by the concept of "win-win". People began to realize that "profits" do not necessarily have to be based on "damages". Through effective cooperation, happy endings are possible.
However, from "zero-sum game" to "win-win", all parties must have the spirit and courage to cooperate sincerely. Don't be clever in cooperation, don't always want to take advantage of others' small profits, and abide by the rules of the game, otherwise "win-win" It is impossible for the situation to emerge, and it is the collaborators who ultimately suffer.
83. Kuaiyu rule: speed determines the success or failure of competition
author: John Chambers, Cisco president of the United States
Comment: Chambers when it comes to the law of the new economy, the modern competition is "not a big fish eat, but fast Eat slowly. "This is the fast fish rule.
In today's fierce competition in the market economy, almost all service-oriented business enterprises are exhausting all their means to seize the market and expand sales. In fact, the market has a fleeting opportunity, and speed becomes one of the key factors for winning. At this time, the success or failure of the market cannot be based on "big fish" or "small fish", but depends on "fast" and "Slow", the result of "fast fish eat slow fish".
For example: Canada ’s resolution to set the maple leaf flag as the national flag was passed on the third day of parliament. The Japanese maple leaf flag and toys produced in Japan appeared on the Canadian market, and sales were extremely hot, but Canadian manufacturers missed the opportunity.
In fact, the fast fish rule is not only reflected in market competition, but still shows importance in the internal management of the enterprise, that is, to improve work efficiency. The same thing, the first person does it in one hour, and the second person does it in half an hour, then the latter is the "fast fish", he can do more in the effective working hours, he is the winner By. On the whole, if every employee of our company has a sense of urgency of "quick fish", abandoning the slightest slackness and shirking attitudes and behaviors, with more responsibilities and less excuses, we can finally achieve impressive results , Our business will achieve rapid development and greater success.
84. Matthew effect: only the first, no second
Presenter:
Comment from the story in "New Testament. Matthew" : Before a king travels, give each of the three servants a silver coin and command: "You Go to do business and see me again when I come back. "When the king came back, the first servant said," Master, you have given me a piece of silver. I have earned 10 pieces. "So, the king rewarded him with 10 seats Chengyi. The second servant reported: "You gave me a silver coin, and I have earned 5 coins." So, the king rewarded him with 5 cities. The third servant reported: "Master, you have given me a silver coin. I have always wrapped it in my handkerchief. I am afraid that I will lose it and never get it out." So the king ordered to reward the first servant with a silver coin A servant said, "Everything that is small, even his possessions, must be taken away. If there is more, he must be given to him, so that he can benefit more." This is the motto of the Matthew effect. The phenomenon of poor people getting richer is called the "Matthew effect". It reflects a common phenomenon in today's society, that is, winners take all.
In terms of business development, the Matthew Effect tells us that if we want to maintain an advantage in a certain area, we must quickly expand in this area. When you become a leader in a certain field, even if the return on investment is the same, you can more easily obtain greater returns than weaker peers. If you do n’t have the strength to grow quickly in a certain field, you must keep looking for new development areas to ensure a better return.
85. Niche Law (Geusian Principle): Seeking Different Competition and Realizing Dislocation Management
Submitted by: Russian ecologist Geusi
Comments: Geusi did an experiment: put a small double-core paramecium and a An organism called Paramecium caudatum was placed in two bacterial media of the same concentration. A few days later, the middle-aged man discovered that the population growth of these two organisms showed an S-shaped curve. Then, he put these two creatures into the same environment and cultivated them, and controlled a certain amount of food. After 16 days, only the binuclear paramecium lived freely in the medium, but the paramecium disappeared without a trace. In his cultivation, he did not find that one kind of insect attacked another kind of insect, nor did he see any harmful substances secreted by the two kinds of insects. He only found that the two small nuclear paramecium grew faster when competing with the paramecium paramecium , The paramecium was driven out of the medium, so the middle-aged man did the opposite experiment. He put the paramecium and another bag-shaped paramecium in the same environment for cultivation. As a result, both Can survive and reach a stable balance level. Although these two kinds of insects also compete for the same food, the paramecium pouches occupy the part of the food that is not competed by the paramecium. People call him such a discovery, also called "niche phenomenon".
If the "niche" is further explained, it is that in nature, species with close kinship and the same living habits or lifestyles will not appear in the same place. If they appear in the same area, nature will separate them with space, such as tigers on the mountains, fish swimming in the water, monkeys jumping on the trees, birds flying in the sky; if they appear in the same place, they must Use different foods to survive, such as tigers eating meat, sheeps eating grass, and frogs eating insects; if they need the same food, their feeding time must be staggered from each other, such as lions come out for food during the day, tigers are evening When they come out to seek food, wolves come out to seek food late at night ... No two species have the same niche in the animal world. Some species have close or similar kinships, which partially overlaps the niche. At this time, severe competition will occur. One mountain cannot accommodate two tigers. If the strong enters the ecological field of the weak, the situation of "dragon trapped in the shallows will be affected by shrimps, and the tiger will be fooled by dogs". If the weak enters the ecological field of the strong, big fish will eat small fish and small fish will eat. The status of shrimp. Therefore, the strong can only be strong in their own niche, and the weak can only live freely in their own niche.
The niche phenomenon is a general principle that is universal for all life phenomena, and is also applicable to human beings, because human beings have all kinds of attributes that living things have.
Everyone must find an niche that suits them , that is, determine their position based on their hobbies, specialties, experience, industry trends, and social resources. When summing up the experience of success and failure, people often like to look for reasons from funds, products, and markets. Few bosses look for reasons from the perspective of niche. "Niche" here. It includes two aspects, one is the ecological environment in which one lives, and the other is the ecological environment that one needs. The so-called "niche environment" refers to the natural environment and social environment. The natural environment is climate, food, soil and terrain; the social environment is culture, concepts, morals, and policies. The ecological environment affects a person's character, which has a direct impact on a person's entrepreneurship. At the same time, the "niche law" also plays a great role in our research on corporate development strategies and competitive strategies today.
According to the Geusian principle, a species has only one niche, but it does not exclude the invasion of other species. For example, one mountain cannot tolerate two tigers. It does not mean that the tigers in mountain A cannot go to mountain B. Tigers can go wherever they are hungry. There is a life-and-death struggle, this phenomenon is called market competition in the business community. When an enterprise's product first enters a specific market, it often has no competitors, forming an original niche or a pre-competitive niche or a virtual niche. However, as long as the market is open and balanced, other competitors will soon enter the market in large numbers, forming a partial overlap of the niche. If the market capacity is extremely large, everyone can still be together for a while, but as the market share relatively shrinks, competition will become increasingly fierce. No matter the size of the enterprise, the company must train like a lion and an antelope to run fast, otherwise you will be eaten.
In the animal kingdom, between fierce animals, in order to avoid unnecessary casualties caused by competition for food, their time to find food is staggered, as is market competition. If two companies compete for the same market at the same time, it will definitely cause "Both defeats and both injuries", the result of this "two losses and injuries", is unwilling to accept any enterprise. Although market competition exists objectively, the competition strategy must always follow such a principle: whenever possible, it is necessary to avoid the constraints of competitors, avoid unnecessary competition between the two sides, seek common development with competitors, and achieve sincere cooperation, but Can double the efficiency of both parties. There is a famous saying in the American business community: " If you can't beat your opponents, join them ." Modern competition is no longer "you live", but a higher level of competition and cooperation, modern enterprises are no longer seeking "single "Win", but "win-win" and "multi-win".
On the other hand, all parties to the competition are willing to use resources that have not yet been competed by competitors to transfer to niche that does not overlap with their species, or try to survive and develop in the niche with little overlap. The main way to stagger the niche is to use your own advantages to form your own characteristics and form your own characteristics, so that your own niche does not overlap with your peers and get the most profit in the market.
Nature provides each person or group of people with a special environment that suits their growth-niche, and each niche has certain advantages, that is to say, to find their own niche, which is also philosophically explored The highest goal-know yourself. Knowing oneself is the first condition for achieving oneself.
A small and medium-sized enterprise that has no ability to compete with big companies, you don't want to play the role of a tiger, but willing to be a monkey, the advantage of monkeys is flexibility. For small and medium-sized enterprises such as Wenzhou and Ningbo, their business thinking is "the boat is not small enough to compete with the big ships to catch small fish in the sea, but to catch big fish in small rivers." Compared with large enterprises, small and medium-sized enterprises have the characteristics of quick response and strong adaptability. As the famous American management scientist Drucker said: "The success of small enterprises depends on their priority in a small ecological field. Status. "
For an entrepreneur, if he chooses the" niche ", he will succeed in everything he does, and if he deviates from the" niche ", he will easily fail. Throughout the thousands of success and failure cases of enterprises, although the reasons are not the same, but one thing is very clear, that is, the "niche" gains and losses restrict the results, the same capital (including human capital and monetary capital ), Why you can succeed here, but you ca n’t succeed in the other place; the same platform, why some people can succeed, some people ca n’t succeed; the same person, why can you succeed in the early stage and not succeed in the later stage. These are the "niche" at work.
It can be said that even if a cat that eats a mouse becomes a tiger, it can only eat a wolf and a dog at best, and never eat a lion to swallow an elephant. This is the "niche phenomenon."
A good company is not an enterprise that can make hundreds of millions or billions of dollars a year, but an enterprise that will last forever . The test of the success of a species in nature is to see whether the species can be delayed, and the test of the success of a company is to see whether the company can survive and can survive for a long time. Doing a business is not a 100-meter sprint, but a marathon. The standard for measuring the success of an enterprise is not strong, but survival. Survival is the best enterprise.To deviate from your own niche and become a strong company, you have to collapse. Good companies in the world are all enduring. Such as General Electric Company of the United States (120), Coca-Cola Company (115), Gillette Safety Razor Company (100), French Remy Martin Brandy Wine Company (241), etc. And these centuries-old companies often choose their own niche. These companies are both strong and fit. The combination of the strong and the fit is to give full play to your "niche". In the animal kingdom, tigers are strong, but because of people ’s development, tigers are reduced in chronic hunger, and rats are regarded as weak. Although people die every day, they are still everywhere, because the rat ’s niche has not been fundamental Variations, it can avoid the rat poison and people's sticks to survive. Therefore, anyone who adapts to the laws created by nature can survive, otherwise they will perish.
There are many reasons for the success of an enterprise. "Niche" should be one of the main reasons, because it requires the harmonious development of man and nature, man and society.
86. Monkey-Elephant Rule: Small wins over big, weak wins over
Proposed by: Boston Consulting Group. Henderson (Bruce Henderson)
comment: Elephants can trample on monkeys, but monkeys can also harass elephants, causing elephants to frustrate. The larger the elephant, the greater the chance of winning. Elephant-a large company; monkey-a small company with flexible actions. For any company to succeed, the most important thing is to compete in the market; to compete, it must have market analysis and a complete set of strategies.
Harrell Corporation, with its wholesale rights to the "Formulation 409" cleaning spray that was bought out in 1967, has occupied 5% of the US detergent market and almost 50% of the cleaning spray market. Later, Procter & Gamble, the king of household products, became jealous. It launched a cleaning spray called "novelty". Harrell's business encountered major problems-obviously, it is not a P & G competitor.
In accordance with P & G's customary practices, it was solemn and serious in creating, naming, packaging, test marketing, and promoting the "novelty" product. Launched an offensive of large amounts of capital investment nationwide. As a result, the test sales team in Denver reported: "It's unprecedented, and it has won a lot." Therefore, P & G was confident in a happy atmosphere.
Harar was frightened: the information he received indicated that he was about to be kicked out of the market for cleaning spray; he was going to collapse: he had to calm down and set up a strategy of confrontation.
Harar decided to take three steps: 1. Disturb the opponent's sight; 2. Strike the confidence of the opponent's supervisor; 3. Limit the sales volume of the opponent's products in the market. Because of the poor sales volume, it is difficult to offset the large amount of funds that have been invested. Out of this "novelty" product project.
First, when Procter & Gamble tested in Denver, Harrell withdrew his own "recipe 409" from Denver. At that time, there were two forms to choose from: the first one was to remove all of the products from the shelves; the second one was to stop advertising and promotion in Denver first, then stop supplying, and gradually make the store out of stock. The above two forms of withdrawal are actually two options for Harar's first "strategy". Harar chose the second one, because if the first one is chosen, it is easy for the enemy to notice. Harar succeeded. P & G executives believe that "Harrell is no longer in the market."
Then carry out the second step. When Procter & Gamble's "novelty" went public on a large area and was preparing to launch a nationwide "sweeping offensive", Harrell dumped "Formula 409" at 50% of the original price. P & G, which was already floating, was caught off guard.
At the same time, the third step was carried out. Harrell used advertisements to advertise: "the discount period is limited!" As a result, the average cleaning spray consumer almost purchased the "Formula 409" cleaning that can be used for more than half a year in a short period of time. Spray liquid. -That is to say, P & G's "novelty" is even better, even if it also follows the price reduction, but consumers will not need to buy such products within six months!
Under the blow of confidence, the products were severely unsaleable on the market. Procter & Gamble began to think that "novelty" was a "wrong product". In the debate, it had to cancel the "novelty" production and sales plan.
Harar won very dangerously. -This is true for small companies. But its elf monkey knows the psychology of big companies: self-confidence, spends a lot of development and sales costs, and does not pay close attention to the movements of small companies. It succeeded in avoiding the footsteps of this elephant, Procter & Gamble, and then quickly attacked the elephant ’s confidence, and ate up all the vegetation on the market. The elephant saw no food. Although he traveled a long distance, Can leave here!
