For most small and medium-sized hardware companies, they do not have the technology, capital, marketing capabilities, and production capacity to compete with large enterprises. Most of them are market vacancies. They should carefully serve a small part of the market on the basis of market segmentation, not competing with large enterprises, and occupying favorable market positions through specialized operations. In the modern market economy, “limited commodities, unlimited markets†can be used to describe that the effective supply of goods is always infinite relative to the effective demand for goods. The key to how to achieve effective supply of goods lies in constantly searching for “blind spots†in the market and gaps in the market. Based on this thinking, Japan’s famous economic parent, Ichiro Ichiro, put forward the “market gap strategy†theory through the management diagnosis practice of hundreds of companies. He believes that in the modern market, there will always be a blind spot in the market. The production and operation activities of small and medium-sized hardware enterprises are centered around “looking for market gapsâ€, and new product development is the core of implementing the market gap strategy. In the early days of developing the market economy, China has proposed a strategy to fill in the gaps in market demand. Generally speaking, a business project with low investment and high profit is often selected by many companies. Due to the limitations of scale, capital and technical strength, small and medium-sized hardware companies are inevitably inferior in competing with their peers. When determining the direction of operation, they must work hard to avoid the hot projects that the big companies in the industry are concerned about and choose to ignore them. Small “gap†products with certain economic benefits will give full play to their advantages of flexibility and adaptability, and fill in the gaps to fill the gap in market demand. Recognize your own disadvantages and bypass the road. First of all, small and medium-sized hardware companies do not have the ability to compete with large enterprises for product development and technological innovation. The most striking feature of the contemporary market economy is that enterprises must cater to changes in market demand. Innovating and innovating are the only means for companies to survive. Large enterprises have strong financial strength and talented people. Their product development capabilities and technological innovation capabilities are stronger than small and medium-sized hardware companies. If small and medium-sized hardware companies do not evade the light in the product market, they will avoid weakness and weaken, but they will be scarred if they attack positively. In order to survive and develop in the market competition, small and medium-sized hardware companies must learn to seek opportunities in the gaps and do a good job in filling the market. They should carefully serve a small part of the market and concentrate on a specific target. Market, or strictly target a market, or focus on operating a product and service to create product and service advantages. Secondly, small and medium-sized hardware companies cannot compete face-to-face with large enterprises. Marketing products are a very important link from the enterprise to the consumer. Large companies tend to be rich and can take a variety of marketing tools to show their products to consumers. So that consumers can understand, understand, and finally accept its products and services. Small and medium-sized hardware companies are often unable to launch a series of marketing mix due to the serious limitations of their own strength factors. Under limited conditions, small and medium-sized hardware companies often reflect the strategic characteristics of the target market-based product strategy as the core and other marketing strategies. Large companies usually launch comprehensive marketing campaigns in various aspects to attract consumers' attention with a certain feature marketing. If the target market of small and medium-sized hardware companies completely coincides with or largely coincides with the target market of large enterprises, then small and medium-sized hardware companies may not be able to fight big companies in marketing. Even if they win, it may be more than paid. Less. Thirdly, the biggest disadvantage of small and medium-sized hardware companies is that talented and inferior talents are the key resources for enterprise competition. Large companies often rely on their strengths and brand advantages to recruit a large number of professional talents. It is difficult for small and medium-sized hardware companies to recruit directly related scientific and technological talents. Talent advantage. Small and medium-sized hardware companies can avoid competition with big companies. Talents are not limited. They are refined and specialized. They focus on practical ability, psychological quality and good working attitude, and establish a multi-level talent structure that is in line with their own management, marketing and technology development. Improve the flexible employment mechanism, implement a reasonable distribution system, and more importantly, push the use of talents and capabilities to the best point. Based on the above analysis, if small and medium-sized hardware companies want to survive in the competition, they must avoid the reality and avoid the reality. Avoid large-scale, do not pursue a comprehensive rollout, but should adopt a gap strategy to be stronger rather than bigger. How to find the "gap" in the market? 1. Pay attention to the small scale in the market and the small production value for large enterprises. There are many gaps in the market market. Small and medium-sized hardware enterprises are positioned in such a market and can be developed to adapt to a small market or professional market. A group of specific products for specific consumers, and such specialized products are technically high, so as to avoid vicious competition with lower levels of enterprises and positive competition with large companies, and expand their own living space. In the market segment, large companies are reluctant to enter because they believe that they lack sufficient market profits to support the market development costs of the phase. For example, the fishery radio market, military full-band receiver market and related products located by Shanghai Mido Communication Equipment Co., Ltd. are based on the above principles to select the market positioning and product positioning. First of all, through market research, they know that the market for these two products is not big. For large companies, the scale is small, the cost is high, and they are not very interested. Secondly, the markets of these two products are special and special. In the equipment market, there are certain market barriers; once again, products have certain technological content, and it is difficult for ordinary enterprises to participate in competition. Therefore, the company is the leader in this field. 2. Concentrate on strength and strive to form a comparative advantage in some small areas If small and medium-sized hardware companies choose a large and comprehensive market strategy, they may be able to take care of their energy and lose sight of it, thus defeating the whole line. If small and medium-sized hardware companies choose a small target market and concentrate on it, they can also create competitive advantages. In the modern and fierce market competition, it is not only capital, time, technology, scale, but also competitive advantage. In the development of wireless short-wave equipment, a high-tech small and medium-sized hardware company in Shanghai has concentrated its research and development capabilities in the field of short-wave receivers. As a whole, the research level lags behind other large domestic companies, but research and development of short-wave receiving In the field of machine, the power comparison is not worse than other large domestic companies, so as to obtain the comparative advantage of the product development, it can be seen that the implementation of comparative advantage strategy is an effective business strategy for small and medium-sized hardware companies to survive. 3. Pay attention to the product market that belongs to many varieties and suitable for small-volume production methods. Large-scale enterprises often form an internal scale economy in the market competition. By reducing the production cost and obtaining scale benefits through mass production of single varieties. However, today's market demand is increasingly diversified and personalized. Single-variety and high-volume production methods cannot adapt to the diversification of market demand. At this time, multi-variety, small and medium-sized hardware mass production methods have become a necessary form to meet market demand. Because of its small size and inherent flexibility, small and medium-sized hardware companies can adapt to changes in market demand, adjust production and management strategies in a timely manner, and once they look at production projects, they can make decisive decisions and quickly develop with the help of technical personnel and professional strength inside and outside the enterprise. Detailed production plans, pay close attention to organizing production, and bring products to market in the fastest time. 4. Implement market segmentation strategy and expand professional market The more subdivided the market is, the less likely it is that a large company will control the market, and the more opportunities for small and medium-sized hardware companies to compete. Small and medium-sized hardware companies should concentrate their limited resources and capabilities on a certain market segment, be good at a certain product or product line, and strive to be the leader in this type of market segment, so that existing products or product lines are in a certain In a segment of the market, the market share is gradually increased, thus forming its own operating characteristics. Many small and medium-sized hardware companies in Germany have grown up in accordance with this principle. They specialize in the production of hundreds of highly specialized products such as fresh fish processing machinery, paper cutter control gauges, tropical fish feed, and temperate plant seeds. The expansion continues to make production bigger, until the product is pushed to the international market, becoming an export "little giant." 5. Establishing the cluster organization form of small and medium-sized hardware enterprises according to the professional division of labor The continuous deepening of China's industrial division of labor also makes small and medium-sized hardware enterprises no longer subject to economies of scale. Most industries can pass the “regional economies of scale†and “parts and scalesâ€. The economy replaces the scale economy within the enterprise, which makes the division of labor within the enterprise externalized and becomes a social division of labor. This form is very conducive to the formation of cluster cooperation relationship between small and medium-sized hardware enterprises, replacing the internal scale economy of large enterprises with external economies of scale, sharing and exchanging resources with each other under the premise of lower transaction costs, so that the strength of small and medium-sized hardware enterprises can be improved. Economies of scale and competitiveness have been strengthened.
One Piece Toilet,Toilet Bowl,Water Closet
Shower Enclosure Toilet Co., Ltd. , http://www.long-lion.net