The company's strategy aims to maximize the competitive advantage of the enterprise, especially the competitive advantage of the functional areas closely related to the success of the enterprise:

Selectivity and programmatic: Enterprises do not need to be ahead in various functional areas, but gain decisive advantages in a certain core function, which can enhance other functional areas.

Take homemade or purchase as an example: For example, when labor costs rise, the decision to subcontract assembly business of enterprises will affect the cost structure and ability to cope with demand fluctuations.

Improve cost-effectiveness: It can be achieved by reducing costs more efficiently than competitors, making business optimization choices, sharing business key functions, etc.

Customers are the basis of all strategies and companies should give priority to customer interests. Customer strategy includes:

Reasonable division of customer groups: it can be divided according to consumption purpose and customer coverage, or segmented the customer market.

Changes in consumer portfolio: Market forces will change the distribution of consumer portfolios, and companies need to reconfigure resources according to time conditions.

Strategists need to examine the key strategic elements of competitors, including R&D capabilities, resource status, etc., and also need to consider their strategic ideas from the other party’s perspective. A company's competitor strategy can be differentiated by:

Brand image differentiation: When product functions and distribution models are converging, brand image may be the only source of differentiation, but it requires long-term monitoring.

Differentiation of profit and cost structure: obtain profits from new product sales and additional services, reasonably allocate fixed costs and variable costs, and low-price strategies can expand market share.

Lightweight boxing tactics: SMEs can adopt variable incentive programs that erode their earnings when competing with market giants.

Hito Kane Mono: When a balance between people, money and things can achieve streamlined enterprise management, "people" should be configured based on the existing "things" and then "things" and "wealth" should be configured as needed.

Identify current and potential competitors, understand their past activities and future action plans.

Analyze the global and national market share allocation, the market distribution of major competitors, the division of market share of each segment, and the advantages of competitive entities at all levels of competition.

Determine the core competitiveness of enterprises in specific industries, judge whether each competitive entity has core competitiveness and where it is reflected, and whether other competitive entities can form or improve their own core competitiveness.

Clarify the company's current and future product positioning, market direction, advantages and shortcomings, and the source of future operating performance.

Strategic operating units need to understand the three basic elements of the 3C strategic triangle and make strategic decisions. For large enterprises, three key issues can be used to test when defining business units. If business units cannot compete effectively, they should be repositioned to meet customer needs and respond to competitor threats.

Strategic operating units should be integrated into the spirit of business freedom in the triangular alliance. When designing strategies, they should explain the total market capacity, include decisive functions, and understand the key aspects of competitors to win by using various factors.

Kenichi Omaemae believes that strategy is the decisive force that enables the company to meet market needs, and a successful market strategy is a strategy that allows the company to do better than its competitors in meeting customer needs.