论文部分内容阅读
市场领导者,即在相关的产品市场中占有最大的市场份额,并且在价格升降、新产品导入、分销渠道和促销强度上,对其它企业起着领导作用者。无疑是市场强者。在这个注重定位的时代,市场领导者通常会拥有一个或多个“第一”,取得定位优势。因为在“信息超负荷传递”的今天,人们对“第一”印象深刻,对以后的排序会印象模糊,如很多人知道世界第一高峰是珠穆朗玛峰,而第二、第三乃至更后的高峰就鲜有人知了。后继者(市场挑战者、市场跟随者、市场补缺者)要战胜市场主导者或者与之瓜分市场这块“蛋糕”,必然会受到市场主导者的有力反击。后继者当中,亦有强弱大小之分,其中市场挑战者是位居第二、第三乃至稍后一些名次的有实力的企业,市场跟随者紧随其后,众多的市场补缺者则为专业化的小企业,在“缝隙”中求生存,是弱者中的弱者。 然而,企业在市场中的地位并不是一成不变的,强与弱是相对的。在战争史上,发生过很多以弱胜强的战例,商战中亦不例外。根据蓝契斯特法则,只有当一个企业的市场占有率达到73.88％时,竞
The market leader has the largest market share in the related product market and plays a leading role for other companies in terms of price rises, new product introductions, distribution channels, and promotional strength. Undoubtedly the market leader. In this era of focused positioning, market leaders often have one or more “firsts” to gain a positioning advantage. Because in today’s “overloading of information overload”, people are deeply impressed by the “first”, and the rankings will be blurred. For example, many people know that the highest peak in the world is Mount Everest and the second, third and even later The peak is rarely known. Successors (market challengers, market followers, and market fillouts) must overcome the market leader or share the market with this “cake”, which is bound to be strongly countered by market leaders. Among the successors, there are strengths and weaknesses, among which market challengers are powerful companies ranked second, third and even later. Market followers are closely followed by numerous market fillers. Specialized small businesses seeking survival in the “gap” are weak in the weak. However, the status of companies in the market is not static, and strength and weakness are relative. In the history of war, there have been many cases of weak and strong wars, and business warfare is no exception. According to the Blue Chester rule, only when a company’s market share reaches 73.88%