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- Analysis of competitive strategy choices Kelon behind _3146
Combat poison with poison to kill Raiders of the price war! - Analysis of competitive strategy Kelon behind the decision


Most of the leading enterprises to adopt low-cost competitive strategy) has a clear understanding of, the full use of advantages of Kelon capacity to launch the brand and high added value (Kelon manufacturing), low price (1000 yuan / Taiwan so) Kang Baien air conditioning to respond to needs, through large-scale air-conditioning sales to capture the new low-end consumer demand in the market (because of the benefits of a price war is the biggest market expansion, mainly due to lack of purchasing power to stimulate the majority of potential customers into real customers), while Kelon air-conditioning in the high-end protection of the relatively high profit margins (although there is a price war,[link widoczny dla zalogowanych], but for those with enough purchasing power in the high-end consumers, the price of their purchase decision and the correlation is not large) to ensure Kelon Operating earnings in the overall stability, and will not suffer significant losses due to price wars. Of course, the emergence of air conditioning Kang Baien also illustrates another point of fact, by the cost of implementation of a controlled low-cost leader in competitive strategy. After all, the costs of manufacturers,[link widoczny dla zalogowanych], including procurement costs, labor costs, manufacturing equipment depreciation and other items, only in the large-scale production and large-scale sales of the premise, be possible to reduce the procurement and manufacturing costs respectively, which in turn must seek to force it to go low competitive strategy of cost leadership path. The only difference is that the cost estimates in advance to deal with and control the timeliness of price competition, which is implementing the strategy of cost reduction only naturally occurring, but the point in time can not be precisely controlled. Case Revelation In fact, the analysis of this case, the majority of enterprises (especially consumer goods manufacturers face in terms of price war) is not difficult to have some perception. Enterprises in response to the immediate industry-wide price competition, if the lack of strategic decision makers looking for the market to judge the ability or lack of preparation, not a strategic choice by the past, the natural barrier formed by the words of a price war (for example, if an enterprise has a price war in 2003 a clear ability to predict, it started around 2000, technology innovation differentiation strategy transformation, by 2003, far beyond its technical advantages the industry, and completely by the obvious technical differences to deal with price competition, and still get high profits This is the origin of barrier price war.), if price competition began, they have to use competition policy to respond to market changes in a price war. Here, the need to emphasize that the strategy in response to the competitive aspects of the timeliness of the lack of sufficient tension, after all, is the company's future strategic considerations of competition and development, rather than now. In addition, this case is also perfectly captures the competitiveness of a typical modern industrial enterprise management strategy model - more competition! What is more competitive? More competitive is the business class in the face of their own products or services by competitors attack , threatened or hurt, you can not protect their own products only from the commercial interests of class point of view, to a passive fight, but should be manufactured or sold in the same category with rival products or services to attack competitors, so that competitors, the resources and energy conservation into their own war on the product category, not on their own products or services of the original class to form a real threat and injury,[link widoczny dla zalogowanych], business and even through this two-line competition,[link widoczny dla zalogowanych], while more than two lines, called multi- point of competition. Obviously, the case introduced in Kelon Kang Baien air its main purpose is, by 1000 yuan / air-conditioning units about cheap brands, vendors (after all, for those big companies, the huge administrative costs, cost of sales and brand image are often forced to raise prices in the sword when it had to weigh the consequences, and those of small firms may be fishing in troubled waters by a price war.), then Further, Kelon's production capacity through the huge price advantage will Kangbai En pulled up to the cost of small firms can not stand the level below,[link widoczny dla zalogowanych], thus the inflow of these people or do not wash out the small manufacturers air conditioning industry, which to some extent, but also Kelon air-conditioning to protect the inherent high-end brand market profit margins. Of course, the more competitive strategy is not applicable to all enterprises, and only the strength of the enterprise integrated resources have to act in this competitive strategy, otherwise the strength is not enough to take this strategy if the enterprise is likely to fall into neither effective against opponents, anti- killed by rival position. To this end, the enterprise more competitive in the choice of strategy, to be careful of. Port 51 *

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[link widoczny dla zalogowanych]

[link widoczny dla zalogowanych]

[link widoczny dla zalogowanych]