The competitive advantage of an enterprise comes from two aspects: on one hand, the advantage of structural positioning, that is, the advantage from external resources, which may include some policy preferential treatment or protection by the government. China's current resource monopoly enterprises, such as telecommunications, energy, finance, etc., have a good performance in performance, all because of this positioning advantage.
However, such positioning advantages are unavoidable and cannot be successfully replicated through learning. Suzhou decoration network editors comprehensive analysis. "Today's honey may be tomorrow's poison." If the rules of the game change, for example, after China's accession to the WTO, the regulation of many industries will gradually relax, then this advantage will cease to exist, and enterprises lacking internal core competitiveness will cease to exist. Will be eliminated.
On the other hand, the competitive advantage comes from within the enterprise, that is, through the organic combination of the company's internal workflow, system, culture and leadership, to form the comprehensive learning ability of the organization, which is the internal strength that the enterprise needs to cultivate seriously. The advantage is the sustainable competitive advantage. And the comprehensive coordination ability within this enterprise is the core competitiveness.
Moreover, in an era of ever-changing changes, it is more difficult to implement a given strategic plan. Enterprises must constantly adapt to various unpredictable external changes, adjust themselves at any time, and even need to proceed in a short-term strategy. The new transformation forms a new strategic thinking. Contemporary companies have to constantly shift the strategic positioning based on competitive advantage. On the one hand, enterprises need to seize opportunities to make full use of existing strategic advantages to gain value, on the other hand, they need to be forward-looking, see potential opportunities and possibilities, and accordingly incorporate these possibilities into the scope of the strategy. Take into consideration and prepare for the adjustment of strategic positioning.
The industry generally believes that in 2011, the focus of the furniture industry will be the upgrading of the furniture industry, structural adjustment, strategic shift, and in response to national initiatives to promote energy conservation and emission reduction. With the “low-carbon economy†becoming the most concerned term, “supporting the popularization of low-pollution products, promoting technological innovation, energy conservation and emission reduction, and enhancing the international competitiveness of the industry†will serve as a Chinese furniture center for this and future periods. task. On this basis, how to construct a competitive advantage by constructing its own brand will be an urgent problem to be solved in front of furniture entrepreneurs.
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