The "Specialization" Profit Of Western Enterprises

In fact, western enterprises' profit sources are specialized profits, such as Microsoft, IKEA, Disney and so on.

Around the strong products of origin impression, cultural advantage, brand, marketing, human resources, incentives, legal services, knowledge patents, equipment, alliances, management and operation to carry out an integrated configuration.

Around the derivative chain of brand, marketing system, alliance, merger and acquisition, operation and industry to combine.

Around the industry, market and customers to foster strong capabilities and mechanisms to support, unlimited and deepest barriers to operation and barriers to achieve the implementation of monopoly profits and customer lifetime profits.

Continue to maintain their own advantages, timely drive the market pformation, and control the construction of the industrial chain and the strengthening of its own hegemony.

In the past, we deified the west, and always believed that the West was a natural success - the correct governance, strategy, organization, human resources, product development and operation.

All right leads to success.

In fact, these are only necessary conditions, not sufficient conditions.

And this view is only a posteriori. We only see the factors of success, but why do these factors lead to success?

The first step is to continuously form a highly directive system by means of "strategic business plan - comprehensive budget strengthening" cycle, which means where to target, to achieve high goals, and to plan the realization of the system, that is, the closed loop capability.

This closed loop capability will waste a lot of opportunities, lose freedom and possibility, and make strategy lack flexibility.

The second step is to make unlimited trial and error in products and services.

Apple launches so many wrong products, once a product is successful, it is a bright spot.

The third step: quickly sort out the pattern behind success.

The factors that lead to success are the analysis of factors and sensitivity analysis of factor investment.

The fourth step is to mobilize resources to invest in small areas and verify this model.

The fifth step: enlarge the mode and make some corrections.

The sixth step is to mobilize resources to the maximum extent, mobilize and configure all the resources of the company, enlarge and copy the mode, compress the mode and develop the progress process, and immediately perform the butterfly effect magnification management. Once this resource focus is successful, it will be further enlarged.

Zoom in and lock up.

Like a highly coordinated athlete, multiple muscle groups combine instantaneous and even speed of light to make the same direction.

The same direction and coaxial operation, so that the explosive force can not reach the height of manpower.

It is not like the lack of exercise and the inconsistency of sports orientation between muscles, resulting in the dispersion of internal friction and sports power.

In fact, the high coordination produced by the static strategy in the west is

The essence of this closed environment is the rapid mobilization, integration and exertion of resources in the closed environment. The huge resource catching effect, the opportunity magnifying ability, the opportunity industrialization and even the industrial belt generated by the unimpeded and no rejection capability of integration have been neglected in the past.

Therefore, whether GE or IBM, there are rules behind the success of these companies. They are all professionally specialized. Once the western enterprises have formed this capability, they will earn professional profits, and it will be easier to dig deep pockets. WAL-MART is a vivid example (see "WAL-MART's seven tier advantage").

Everyone will say that the company will have that idea when they reach that point. In fact, the strategy of WAL-MART is Sam.

Mr. Walton made it before he died, but his professional manager made it more and more sophisticated.

It can be seen that in addition to the Western adoption of the analytical strategy and the difference in the Eastern construction strategy, the most essential feature of western strategy is the formation of strategic orientation capability or strategic coordination capability through the large closed cycle, and the ability of strategic focus and strategic resource matching and matching. It is these strategic capabilities that have contributed to the profit source of Western specialization.