论文部分内容阅读
在我做企划人的近十年生涯中,陪过不少只能打游击战的小企业成功,也陪过不少小企业失败。失败的原因很多,其中有一条就是“打得下,守不住”。小型游击企业比较灵活,往往能搞些小发明钻市场的空子一举成功。此时最应清醒的是:一时成功不是永远的成功。如果你创造的新产品市场潜力大,马上就会有实力比你更强的企业投入生产,他们以雄厚的资源为后盾,以排山倒海之势对市场展开全面攻击,以更大的推广费用与你争夺市场,这正如一个身强力壮者和一个病夫进行角斗,最后的胜败是不言而喻的。小型游击企业资源有限,应尽量回避与强大对手进行正面较劲,直接冲突。有英雄气概固然令人叫好,但在商海里英雄的谋略更值得喝彩。不能仅凭勇胜,而要以智取胜。
In my career as a planner for the past ten years, I have accompanied many small businesses that can only fight guerrilla warfare and succeeded in escaping many small businesses. There are many reasons for the failure. One of them is “Fighting down, unable to keep up.” Small-scale guerrilla companies are more flexible, and they are often able to engage in the success of the small invention drilling market. What should be sobering at this time is that success is not always successful. If you create a market for new products with great potential, you will immediately have stronger companies that are stronger than you to put into production. They are backed by strong resources and will launch a full-scale attack on the market in an up-and-down trend, with greater promotion costs and you. To compete for the market, it is like a strong player and a sick man fighting, and the final victory or defeat is self-evident. Small-scale guerrilla companies have limited resources and should avoid direct confrontation with powerful opponents and direct conflicts. Although there is a heroic spirit is appalling, but the strategy of heroes in Shanghai is more worthy of applause. You cannot win with wisdom alone, but you must win with wisdom.