市场竞争奥妙无穷,充满了哲学辩证的意味。比如说企业要在竞争中取胜,无疑应该有“敢为天下先”的精神,要勇于变革,不断创新,才能把握主动。但有时也要有“敢为天下后”的精神和策略。因为最终得市场者,不一定是先者,“先”与“后”只表明竞争起步时间的早与晚,而不是竞争结果的胜与败。事实上,很多企业正是依靠“敢为天下后”的精神取得了成功。80年代末,家用电子游戏机市场十分看好,一夜间中国冒出数百个生产厂家,此时再上肯定是后来者。而当时在一家小厂任厂长的段永平(现任广东步步高电子工业有限公司总经理)却以独到的眼光和“敢为天下后”的精神,毅然上了这一项目。“小霸王”就这样诞生了,由于迅速实施了质量、营销和售后服务三项工程,终于使“小霸王”脱颖而出,创出了自己的品牌。“步步高”学生电脑、“步步高”电话机、“步步高”VCD实际上都是步人后尘的产品,但样样都后来居上,成为同类产品的佼佼者,这其实都是“敢为天下后”的结果。日本松下电器公司从不热衷于扮演技术先驱者的角色,而是采取“后发制人”的策略。它建有20多个拥有最新技术的研究室,专门分析竞争对手的新产品,发现不足之处,然后再研究如何加以改进,设法使自己的产品更好更完善,并迅速投产,往往在别人的新产品还没有占领市场时,它的更新产品已投放市场,且性能更好,价格更低。50 Market competition is endless, full of philosophical dialectical meaning. For example, if a company wants to win the competition, it should undoubtedly have the spirit of “dare to be the first in the world,” and it must be courageous to innovate and innovate in order to take the initiative. But sometimes there is also the spirit and tactics of “dare for the world.” Because the ultimate marketer is not necessarily the first, “first” and “after” only indicate the early and late start of the competition, rather than the outcome of the competition. In fact, many companies have succeeded in relying on the spirit of “dare for the world.” At the end of the 1980s, the home video game market was very promising. One night when hundreds of manufacturers emerged in China, it was definitely a latecomer. At the time, Duan Yongping (currently the general manager of Guangdong Bubugao Electronics Industry Co., Ltd.), who was the director of a small factory, resolutely went to the project with his unique vision and the spirit of “being the world.” “Xiaobawang” was born like this, because of the rapid implementation of quality, marketing and after-sales service three projects, and finally make “Xiaowangwang” stand out and create its own brand. “Backgammon” student computer, “backgammon” phone,“backgammon” VCD are actually products of the footsteps of people, but everything comes from behind, become the leader of similar products, this is actually “Dare to be the world after” results. Matsushita Electric Co., Ltd. has never been keen on playing the role of a technological pioneer. Instead, it is adopting a strategy of “postfire”. It has more than 20 research laboratories with the latest technology to analyze competitors’ new products and find deficiencies. Then they study how to improve them, try to make their products better and more complete, and put into production quickly, often in others. When the new product has not occupied the market, its updated product has been put on the market, and the performance is better and the price is lower. 50