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Strategic Planning For Traditional Industries To Fight For The Internet

2013/12/4 19:22:00 11

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Traditional Industries Internet Strategy Planning Facebook Taobao Apple

the arrival of the mobile Internet era, traditional enterprises need to set up a brand new strategic idea at the right moment, so as to catch development opportunities and adapt to the new wave of development. 
 first, the advantages of traditional enterprises are mostly concentrated in the aspect of "scale" and "diversification", /p >
 in the era of industrial economy, successful enterprises often need to cross two critical inflection points. We call them the turning point of "scale" and the turning point of diversification. 
 before a href= "http://www.91se91.com/news/index_c.asp" > Enterprise < /a > arrives at the first turning point of "scale", its products are often located in a particular market. For example, in the early days of the automobile industry, automobiles were always regarded as extravagant consumer goods and belonged to upper class consumers. In most electronic digital products industry, their early development often belonged to a few young fashion cutting-edge groups. With the increasing popularity of products, the gradual expansion of customer scale, the marginal cost of products continues to decline, the industry began to gradually close to the inflection point of scale. This means that all participants must adapt to large-scale business models and have the ability to provide products that are large enough and low enough, or they will be eliminated. At the turning point of this change, the core elements of enterprise management often lie in the scale of production, cost control, production efficiency and turnover cycle. 
 in business history, < a href= "http://www.91se91.com/news/index_f.asp" > Ford automobile < /a > through large-scale production of T cars to dominate the US automobile market, Lenovo computers occupy low-cost China's PC market by low-cost pricing, all belong to the typical case of enterprises crossing the regulatory turning point. 
 before the enterprises reach the second turning point of diversification, their products tend to be in a highly standardized mass market stage. However, with more and more competitors having mastered the large-scale production organization method, serious product homogenization will trigger fierce price war, and the whole industry will inevitably go to the unprofitable predicament. Under such characteristics, it is necessary for enterprises to realize differential appreciation, which means that the industry is already approaching the turning point of diversification. At the turning point of this change, the core elements of enterprise management often lie in market segmentation, new value proposition, brand innovation, channel expansion, product category expansion, compatible large-scale production and diversified flexible production capacity. In the history of business, Galanz's series expansion of microwave oven, the diversification of P & G washing products, the value-added development of telecom operators, the segmentation of customer brands and the differentiation of tariff system all belong to the strategic adjustment to deal with the turning point of diversification. 
 Second, mobile Internet needs enterprise "strategic orbit" transfer /p >
 < < a href= > http://fz.sjfzxm.com/ > > iPhone < /a > as the symbol, we can clearly see that the business logic of the industrial economy and the business logic of the new economy actually run on two completely different tracks. 
 in the era of industrial economy, the basic scarce condition of the logic function of enterprises is the means of production and currency, thus forming the "turning point of scale" turning through the core of mass production, and the turning point of "diversification" with the core of customer segmentation and product appreciation. 
 in the new economic era, with the rapid increase of bandwidth and storage capacity, the marginal cost of transmission and storage is close to zero under the new economic conditions. In this era, the basic scarce condition of the enterprise logic function has become the customer's time and attention. 
 this means that the traditional enterprises striding into the new economic era from the industrial economic era must face the client side to experience the integration of sticky value and application content, and provide value for a strategic track switch. 
 Third, the strategic transformation of traditional enterprises needs to cross the new orbit turning point /p >
 the new economic and business mode represented by Facebook, < a href= "http://cailiao.sjfzxm.com/" > Taobao < /a > and apple is precisely in the background of changing the business environment that takes user time and attention as the scarce condition. It firmly grasps the value of the customer end experience adhesion value and the application content end in the commercial value chain, and provides the value through the effective interaction of the two kinds of values, thus forming the rolling magnification of the business value of the enterprise. {page_break} 
 in the early stage of traditional enterprise facing the strategic transformation of mobile Internet, large-scale user attention is the most important. Therefore, the rapid formation of user traffic scale through services, games, communities and other unique applications is the key point of crossing the "inflection point" of "high degree of customer adhesion". 
The real challenge of this p crossing process is that enterprises must maintain and extend customer adhesion time and frequency of use through continuous innovation, such as issuing new games, releasing new application functions, etc., or turning the application into the indispensable habits of customers (such as striving for users' blogs, customary SNS log reading, etc.). Enterprises not only need to scale the number of households, but also need to make users behave in a long-term way, so that they can win a place in the time share of customers and form the foundation for subsequent development. 
 when an enterprise can successfully pass through the inflection point of "customer high adhesion", due to the high relevance of the elements of the new economic value chain, the business mode of the enterprise at this time must be based on the overall understanding and application of the value chain. 
 in other words, successful strategic or business models at this stage often have significant platform characteristics supporting the synergy of all elements of the value chain. We refer to the turning point that this stage needs to pass through as the turning point of "platform". 
 for example, in the process of 3G development in Japan, after NTT DoCoMo and KDDI have achieved a certain customer scale, they integrate mobile Internet capabilities with the computing and storage capabilities of related industries, and widely embedded into user authentication and payment behaviors, so as to enlarge the supporting role of mobile Internet for social business activities, thus realizing the enlargement of their own commercial value. 
 again, in the course of Taobao's development, through the free strategy to win enough buyers and sellers, through further transaction support services, value-added services of sellers, internal and external supply chain management information services of buyers and sellers, etc., it turned itself into an "operation system" of a huge trading empire, and realized its own value through organizing, supervising and supporting mass transactions in the market, which is also a typical embodiment of platform strategy. 
 the brilliant business mode in the new economic era is often similar to the business mode of attracting large stars, that is, taking oneself as a basic platform to fully embed our core competence into the key link of customer behavior or industrial value chain, and realize its value silently in the process of value exchange. This is exactly the essence of passing through the turning point of "platform". 
 Fourth, the path of strategic transformation of traditional enterprises in mobile Internet is not smooth. 
 the transformation and development of traditional enterprises is not easy. The most difficult part is that in the process of transformation, traditional enterprises need to run on two different commercial tracks of the industrial economy and the new economy. No enterprise can easily manage the balance of the two tracks. 
On the one hand, traditional enterprises must maintain and enhance their existing traditional advantages, including expansion from economically developed areas to underdeveloped areas, expansion from urban to rural areas, expansion from core groups to younger or older people, extension from permanent population to non resident population, from large share of occupied market to expansion of scattered share, and expansion from single business to diversified businesses. These tactics will prove to be effective in a long time, and will help traditional enterprises go further and further away in the industrial economic orbit for a long time. 
 on the other hand, along with the rapid growth of the mobile Internet and new media, along with the deep promotion of strategic transformation, traditional enterprises will step deeper into the new economic track. In this orbit, facing many challenges which are completely different from the traditional industrial economic orbit, traditional enterprises need to open their own growth journey, strive to master how to achieve long-term deep adhesion to customers at the application level, how to convert the adhesion into real gold and silver income, and how to further build up the ubiquitous support platform for business value chain and customer behavior, and constantly re understand and define themselves in a wider range of industries.