(12345简单品牌运营法连载22)两个基本点之品牌推广
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 18.05pt; LINE-HEIGHT: 150%; mso-char-indent-count: 1.5"><B style="mso-bidi-font-weight: normal"><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">二、竞争战略类型与战略选择</SPAN></B><B style="mso-bidi-font-weight: normal"><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" /><o:p></o:p></SPAN></B></P><P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 24pt; LINE-HEIGHT: 150%"><SPAN style="FONT-SIZE: 12pt; COLOR: black; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-bidi-font-weight: bold; mso-ascii-font-family: ''; mso-hansi-font-family: ''">在高速运转、充满着机遇和风险的竞争社会中，企业只有充分发挥自身的竞争优势，不断地运用适合市场变化的谋略，才能真正把握自己的命运。在谋略中最关键的是企业的战略，战略是指“为创造胜利条件实行全盘性行动的计划和策略”，是从企业“可持续发展”出发的综合性观点。全面地分析影响一般性竞争战略选择的关键因素，结合企业自身的实力，才能制定出适应市场需求的竞争战略。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 24pt; LINE-HEIGHT: 150%"><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">我们知道，我们在选择战略的时候，不是凭空的去选择，战略选择的过程是一个科学的过程，是根据企业外部的机会威胁、企业内部的优势劣势，然后做出合理的战略选择。当然我们这里的战略指的是营销战略，是在对一个产品推广的战略。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 24pt; LINE-HEIGHT: 150%"><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">竞争战略的中心问题是企业在其产业中的相对地位，地位决定了企业的盈利能力是高于还是低于产业中的平均水平。一个地位选择得当的企业即使在产业结构不利、产业的平均盈利能力水平不高的情况下，也可以获取较高的收益率。企业在产业的相对地位取决于企业拥有的持久的竞争优势，在同一目标市场上竞争的企业，因营销目标、资源和实力不同，各自有不同的竞争地位。一个企业以拥有的竞争优势选择进入市场的战略，即市场竞争性定位；依据企业的资源和实力及机会，参与竞争，决定企业在市场上的竞争地位。下面我们对各种战略类型进行一下简单的分析。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 24pt; LINE-HEIGHT: 150%"><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">1</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">、基本的竞争定位战略</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> <BR></SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''"> 一个企业与竞争企业相比可能有许多长处与弱点，而决定企业进入市场的基本竞争优势为低成本或别具一格。因此美国</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><A href="http://www.koojob.com/zlxzinfo78.asp"><SPAN class=infolink><SPAN lang=EN-US style="COLOR: #333333; FONT-FAMILY: 宋体; TEXT-DECORATION: none; mso-ascii-font-family: ''; mso-hansi-font-family: ''; text-underline: none"><SPAN lang=EN-US>市场营销</SPAN></SPAN></SPAN></A></SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">学家</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">Michael Proter</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">认为基本的竞争性定位战略为：</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> <BR></SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''"> （</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">1</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">）总成本领先（</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">Overall cost leadership</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">）战略。企业努力减少生产及分销成本，使价格低于竞争者的产品价格，以提高市场占有率。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> <BR></SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''"> （</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">2</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">）差异性（</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">Differentiation</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">）战略。企业努力发展差异性大的产品线和营销项目，使企业的产品及其营销服务等别具一格，成为同行业中的领先者。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> <BR></SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''"> （</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">3</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">）聚焦（</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">Focus</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">）战略。企业集中力量于某几个细分市场，而不是将力量均匀地投入整个市场。聚焦战略可分为成本聚焦和差异性聚焦战略。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> <BR></SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''"> </SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> </SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">总成本领先和差异性战略一般是在广泛的产业部门范围内谋求竞争优势，而聚焦战略则着眼于在狭窄的范围内取得优势，</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> </SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">从企业长期经营目标出发，企业要发挥持久的竞争优势，必须在竞争性定位上进行选择，如果企业专一执行某种战略，其竞争优势的追求与发挥越显著。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> <BR><SPAN style="mso-spacerun: yes"> </SPAN><SPAN style="mso-spacerun: yes"> </SPAN>2</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">、按不同竞争地位划分的竞争者类型</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%"><o:p></o:p></SPAN></P>
<P class=MsoNormal style="MARGIN: 0cm 0cm 0pt; TEXT-INDENT: 24pt; LINE-HEIGHT: 150%"><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">企业依据上述的竞争性定位战略，决定了在市场上的竞争地位，据此可把处在不同地位的竞争者划分如下：</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> <BR></SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''"> </SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> </SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">（</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">1</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">）广义的分类：可分为主导者与跟随者；</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> <BR></SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''"> </SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> </SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">（</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">2</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">）狭义的分类：可分为主导者、挑战者、跟随者、利基者。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> <BR></SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''"> 一般常采取狭义的分类方法划分竞争者类型，其中挑战者对主导者有进攻意图，而跟随者及利基者对主导者无进攻意图。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> <BR></SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''"> 市场主导者（</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">Market Leader</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">），</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> </SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">是指在相关产品的市场上占有率最高的企业。如：彩电行业的长虹、冰箱行业的海尔、洗衣机行业的小天鹅。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> <BR></SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''"> 市场挑战者（</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">Market</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''"> </SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> Challenger </SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">）和市场跟随者（</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">MarketFollower</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">），是指那些在市场上处于次要地位的企业。如彩电行业的熊猫、康佳、海尔；冰箱行业的美菱等。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> <BR></SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''"> 市场利基者（</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">Market Nickers</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">），是指在被大企业忽略的市场上通过专业化经营来获取最大限度利益的企业。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> <BR><SPAN style="mso-spacerun: yes"> </SPAN>3</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">、不同竞争类型可选择的竞争战略</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> <BR></SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''"> 由于竞争者在产业中所处的地位不同决定了所选择的竞争战略的差异。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> <BR></SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''"> </SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> </SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">（</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">1</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">）市场主导者的营销目标与竞争战略。</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> </SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">市场主导者为了保持市场第一地位，以市场规模扩大，市场份额增加及市场份额维持为营销目标，可选择包围型竞争战略或防御型竞争战略。为了扩大原有的战果以达到市场规模扩大和份额增加目标采取包围型战略。主导者利用特有的资金技术、顾客基础、企业形象、领导能力等方面的优势，创造新产品、开发产品的新用途，增加产品使用频率、扩大顾客数量，并开拓相关市场。包围或进攻暂处于劣势或次要地位的产品市场，如小天鹅集团在洗衣机行业处于领先地位后进攻家庭厨具。以市场份额维持为目的，可采用防御战略。以企业的规模经济、低成本及拥有的实力等筑起市场屏障，以防止入侵者的攻入。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> <BR></SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''"> 显然，包围型竞争战略是动态的积极的战略，但容易引起行业垄断，不利于行业的动态平衡。而防御型竞争战略是相对静态的保守的战略，如果掌握不好，易受后崛起的竞争者的强大攻击。因此，主导者宜适时适机采用不同的战略，既保持一定的竞争层次又能保持整个行业协调发展。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> <BR></SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''"> （</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">2</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">）市场挑战者的营销目标与竞争战略。</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> </SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">市场挑战者为了争取市场第一地位，不断地向主导者发起进攻，因此，进攻型战略是市场挑战者采取的最常用的战略。或者以低成本，或者以别具一格的产品，或者是专攻被主导者忽略的市场向主导者进攻。为了达到进攻的目的，又取得预定的收益，视企业的规模与实力及技术水平等，挑战者可适时适机采用正面对决，侧翼攻击，后方攻击三种主要形式。如海尔集团采用侧翼攻击的战略，推出新产品，弥补市场空隙，向彩电市场、洗衣机市场的主导者挑战。</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> <BR></SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''"> （</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">3</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">）市场跟随者与市场利基者的目标与竞争战略。</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> </SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">为了取得市场的收益率，避免与市场主导者发生激烈的竞争，与主导者保持</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">“</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">自觉共处</SPAN><SPAN lang=EN-US style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: ">”</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''">状态，市场跟随者与市场利基者一般采取适应或跟随竞争战略、专业化经营战略。可选择的跟随战略一般有紧密跟随、有距离跟随、可选择跟随等方式。适应战略一般有与第一位结成同盟、向第二位进攻、或与更低位置的公司组成集团等方式。可选择的专业化经营战略有产品专业化、市场专业化等方式。</SPAN><SPAN style="FONT-SIZE: 12pt; LINE-HEIGHT: 150%; FONT-FAMILY: "> <SPAN lang=EN-US><o:p></o:p></SPAN></SPAN></P><SPAN style="FONT-SIZE: 12pt; FONT-FAMILY: 宋体; mso-ascii-font-family: ''; mso-hansi-font-family: ''; mso-font-kerning: 1.0pt; mso-bidi-font-family: ''; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA">需要指出的是一个公司的不同产品在行业内所处的位置是不一样的，一个产品在不同的市场细分区域内所处的行业位置也是不一样的。所以我们要善于分析各种情况，在不同的市场上选择最合适的战略。</SPAN>
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