“先发制人”往往能抢占先机,但跟随超越的威力也不可小觑。所谓跟随超越,通俗地讲就是偷袭、仿造或改进别的企业推出的新产品的一种策略。在客观的现实市场上,当代企业产品之间的竞争,重要的不是谁的产品先人产出、先人入市,而是看入市后谁的产品质量最优、功能最多、价格最低。所以,从这一点来看,只要自己的产品能从质量、功能、价格等方面超人,也照样能胜人,他人“阵地”也照样能夺取。1964年,夏普公司面对美国电子技术发展迅速的现实,引进美 “Preemptive ” often can seize the initiative, but the power to follow beyond can not be underestimated. The so-called follow-beyond, in layman’s terms is a tactic of attack, imitation or improvement of new products introduced by other companies. In the objective and realistic market, the competition among the contemporary enterprise products is not the product of the antecedents of their ancestors. Instead, the forerunner enters the market but looks for the best product with the most functions and the lowest price after entering the market. So, from this point of view, as long as their products from the quality, function, price, etc. Superman, still can win, others “position ” can still seize. In 1964, Sharp faced the rapid development of electronic technology in the United States and introduced the United States