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各位同学好

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上一节我们分析了

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通用竞争战略中的

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成本领先和差异化战略

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这一节我们来探讨

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其它三个通用战略

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首先是聚焦战略

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又称为集中战略

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是指企业把战略重心

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放在一个特定的目标市场上

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为特定的地区

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或特定的用户群体

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提供特殊的产品或服务

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细分目标市场的维度非常多

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譬如年龄是常用的细分指标

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娃哈哈的爽歪歪

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是专门针对儿童的一款

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酸奶饮料

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而脑白金

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则主要是针对中老年人的保健品

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再比如以收入为细分指标

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宝马汽车针对的是中高端收入的群体

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而安徽的奇瑞汽车

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则是针对低收入群体

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宗教也是一个重要的细分指标

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北京有针对穆斯林教徒的清真餐厅

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针对佛门弟子的素食餐厅等等

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另外

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还可以根据地区特点

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性别

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特定需求等指标来进行市场细分

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当企业选择了自己聚焦的目标市场后

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可以实施成本领先战略

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也可以实施差异化战略

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譬如

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来自瑞典的宜家集团

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是全球最大的家具家居用品企业

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它采取的就是聚焦成本领先战略

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首先

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它的目标顾客群

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主要是同时追求低价

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和时尚的年轻人

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为了降低成本

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宜家在研发设计方面

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采取价格引导产品设计

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也就是先定价再研发

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在设计阶段就考虑产品选材

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工艺

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储运等方面的低成本需求

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所以

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宜家的很多家具都是模块化的

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这样可以便于运输和储藏

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年轻人在宜家买了家具之后

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一般都要自己把家具搬送回家

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到家之后得自己亲手来安装这些家具

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所有这些措施都是为了降低成本

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下面再给大家举一个

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聚焦差异化的案例

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特斯拉汽车公司

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这是它的创始人马斯克

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特斯拉成立于2003年

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第一款车在2008年面世

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那么哪些人是特斯拉的主要客户呢

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我们说特斯拉的客户榜单

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就是一张富豪榜单

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包括皮特

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布鲁尼

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施瓦辛格等等

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所以特斯拉聚焦于高端人士

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但是我们知道豪车品牌很多

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包括宾利呀

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劳斯莱斯啊

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布加迪呀

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兰博基尼呀等等

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那么特斯拉的与众不同点又在哪里呢

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对了

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特斯拉走的是新能源路线

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强调环保和创新

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首先

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特斯拉拥有自己新颖的电池连接技术

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特斯拉采用的是

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松下的18650型锂电池

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这种电池安全性相对较好

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能量大

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重量轻

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价格也不高

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特斯拉的工程师

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将18650型锂电池

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按照一定的正负极关系

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进行排列

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以并联的方式进行连接

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并设有保险装置

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实现了

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将数千节电池组合在一起的壮举

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从这张图中大家可以看到

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无数个锂电池可以连接成电池砖

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无数个电池砖再连接成电池片

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最后集成总电池

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第二

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特斯拉的电池控制技术非常好

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18650型锂电池

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在高温状态下的稳定性

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相比其它锂电池要差一些

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因此在安全性上

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需要更加强大的管理体系

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来进行有效地支撑

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特斯拉在每一节18650电池两端

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均设有保险丝

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每个电池片

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和每个电池砖也都有保险装置

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第三

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特斯拉在北美推出了快速换电技术

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40分钟就可以充满80%的电

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足以支撑到下一个超级充电站

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而更换电池组只需要90秒

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比普通燃油汽车加油的时间都少了一半

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第四

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特斯拉推崇开放式创新

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在2014年

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公司为了促进电动汽车技术的发展

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宣布将免费公开其所有专利

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所以

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通过自己一系列的技术创新

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特斯拉拥有了一批收入高

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爱环保的成功人士

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这是典型的聚焦差异化战略

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第五种战略

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是整合低成本

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差异化战略

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在波特原有的竞争战略思维中

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企业很难同时做到

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兼顾差异化和成本领先

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他认为

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如果企业同时追求这两种效果

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会陷入到“夹层陷阱”

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Stuck in the middle

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这个问题

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但是

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现在越来越多的

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来自新兴市场的企业

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在追求差异化的同时

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努力地降低成本

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实现最佳性价比组合

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我们来看一段小米的广告

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我们的名字

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叫年轻

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在追逐梦想的路上

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我们不断向前

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去探索

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去改变

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去拼搏

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我们的时代来了

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好

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大家都知道小米手机

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它自己的宣传口号是“为发烧而生”

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即它的忠实顾客

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是一批对数码很爱折腾

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很爱玩

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对互联网的热度

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粘度都很高的发烧友

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所以小米手机无论在设计上

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零部件采购上还是定价上

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都努力的做到极致

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这样的结果是

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谁都可以买小米手机

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因为它的性价比很高

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设计很时尚

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雷军曾经说过

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今天中国企业有机会把产品品质做好

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也有机会把东西做便宜

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这样真正地造福老百姓

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让老百姓有获得感

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有幸福感

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他在2018年发布会上曾经说过

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小米的硬件综合净利润率

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永远不会超过5%

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如果有超出的部分

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将超出部分会全部返还给用户

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并且这一战略在未来十年

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甚至二十年都不会动摇

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为此

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雷军甚至在自己的微博上

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公开了小米手机的成本结构

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这样

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小米手机

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在努力打造自己的

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差异化形象的同时

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尽量降低自己的成本

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保持价格领先

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从小米的案例中我们可以看到

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如果企业要追求整体低成本

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和差异化战略

193
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一般会借助柔性制造系统

194
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全面质量管理

195
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IT信息网络等力量

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在尽量满足顾客需求的同时

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把握好成本控制

198
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对他们来说

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效率是维持低成本的源泉

200
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而差异化是创造独特价值的来源

201
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好

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这一节给大家介绍了聚焦成本领先

203
00:11:19,134 --> 00:11:20,723
聚焦差异化

204
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整体低成本

205
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加差异化三种竞争战略

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谢谢大家