economies of scale

Product differentiation

capital requirements

switching cost

Distribution channel

Scale-independent cost advantages

government policy

ever retaliated against entrants

Have resource advantages

Master the industrial capital operation process

Industrial development is slow

There are many competitors or they are equally powerful

Industry growth is slow

High fixed costs or high inventory costs

Lack of differentiation or switching costs

Production increased significantly

Diverse competitors

high strategic interests

exit barrier

price war

advertising war

Nengzi, the price/performance ratio excludes the original product.

Highly profitable product

Customers are an important resource for an enterprise

Customers purchase products from the industry that represent a significant portion of their cost or purchase amount

The company's products are not differentiated

Low customer switching costs

Low customer profits

Customers adopt backward integration

The product has no significant impact on the customer’s existing products

Customers fully understand the product

High degree of supplier concentration

Suppliers do not have to compete with substitutes

Industry is not the supplier’s main customer

Supplier products are important inputs from customers

Supplier product differentiation or establishing its switching costs

Suppliers exhibit forward integration

Improve production equipment and achieve economies of scale

Control production costs, such as R&D/labor costs, etc.

Spend less on sales and service

Barriers to entry that create economies of scale

Always make more profits than your competitors

Less threatened when encountering substitutes

If you encounter a customer with strong price negotiation ability, you can only lower the price to the second lowest, and the company will still make a profit.

Due to multi-faceted cost control, companies have more flexibility to make changes when facing suppliers

Corresponding to the five forces in turn

disuse

be imitated

Ignore other

Eliminate the cost of differentiation

Design brand image

Technical features

Appearance features

customer service

Distribution network

Product differentiation erects barriers to entry to ward off potential entrants

Differentiation allows customers to prefer the product and avoid competing with other companies

Differentiation makes customers loyal to the product and gives them an advantage over other companies when faced with substitutes.

Differentiation makes products unique and reduces customer price sensitivity

Differentiated products have deliverable profits, and companies don’t care about suppliers lowering prices.

Differentiation meets low price, no cost advantage

Customers’ desire for differentiated needs declines

imitation of being

In selected specific areas, enterprises can show higher efficiency, receive higher benefits, and compete with opponents within a wider range of the industry.

Focus on the lowest total cost

Focus on product differentiation

Focused Goals Product Differentiation Lowest Total Cost

cost

Differentiation

The influence of important companies in the industry

Narrowing the gap with the overall market

Intruded by more refined and focused targets

method

effect

Types of assumptions

Hypothetical blind spots

operating mode

roulette competitive strategy

central competence

Growth ability

Quick response ability

Resilience

persistence ability

attack possible

Attack ability

Attack power

Weak place

taboo places

revenge effect

oral written

Information editing

Information classification

Information sorting

information report

test

Seize the market

Demonstration

express an opinion

appease

avoid overcapacity

Let others develop in harmony with themselves in a certain field

In order to improve the status of the enterprise itself

Misinterpret others in order to improve yourself

make a comforting gesture

Refers to competitors operating in another area of ​​influence

Defense corporate counterattack against sponsor profile

Restricting the unbridled expansion of large enterprises

warning demonstration

express behavior and purpose

Discuss the cost and difficulty of new products to paralyze opponents

Make a commitment and represent the determination to develop within the industry

Companies intentionally or unintentionally imitate past behavior

Gather competitors’ past actions and signals

Determine competitor reactions based on collected information

Improve the ability to judge market signals

Many companies

Industrial development is slow

Corporate goals vary widely

Lack of continuity of trust

Market fragmentation

Industrial structure

Improve your current situation even if your competitors don't cooperate.

Improvements that can only be achieved if most businesses take action

It will only be effective if competitors do not take improvements

Predicting revenge

Factors affecting the aftermath of revenge

prevent competition from occurring

slight punishment

Take the heat out of the cauldron

three types

effect

Commitment conditions

Strong committed capital backing

Resolve conflicts among competitors and end vicious competition

Find a balance point as soon as possible to reduce the losses of all parties

The balance point is easy to find

Promote the emergence of a balance point