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SWOT 分析是很虚的。",[376,426,427],{},"当然，作为“后来人”也要失去一些的东西，例如市场先机的丢失。当产品在成长期时，由于选购者相对来说比较赶时髦，从消费学的角度说，他的消费者剩余比较高，愿意花比较高的价钱去买新东西。“后来人”失去了这个机会，也就失去了初期的高利润。当到了成长期的后期或成熟期的时候，企业所能获得的就是平均利润，不会有暴利的进账。如果你营销做得好，产品做得好，消费者认同你的话，相对来说会有一点点超额利润，但已经是很少的了。",[376,429,430],{},"早期产品可能会有百分之几十的超额利润，但到了成熟期，这一超额利润就萎缩到百分之几了。",[376,432,433,434,436],{},"充当“后来人”有得有失，但根据我们企业自身的情况，在 5 到 10 年甚至更长一段时间我们都会采用这个策略。因为",[379,435,411],{},"是小企业，没有足够的抗风险能力，我们的经营就得稳健。我们通常不会很早地进入一个产品大类，尤其是在高科技行业。高科技一方面意味着有比较好的机会，同时又伴随着比较高的风险，我们把它称之为高科技的误区。比如说芯片，你在这个芯片上所能产生的产品方向是无穷无尽的。如果你只是根据一些简单的分析，别人还没有做的东西，你就盲目的去做，企业就要承担很大的风险。",[384,438,440],{"id":439},"问如何把握市场的进入机会","问：如何把握市场的进入机会？",[376,442,443,448],{},[379,444,445,447],{},[379,446,381],{},"："," 我们会在产品的成长期与成熟期之间进入一个市场。我们大部分的产品都是在这样一个时期进入的，电话机有点特殊，是在产品的成熟期进入的，那是因为我们觉得该市场潜力非常巨大。我们不会在一个产品成长期的初期进入一个市场，因为我们看不清楚它是否真的有市场，所有的产品在成长初期都具有相同的趋势。在这种情况下，我们没有能力去判断他是否真正有市场，我们等到产品已有良好的上升态势时才介入进去。",[376,450,451,452,455,456,459,460,462],{},"我们会分析市场与产品的几个方面：一个是市场的潜力有多大，其中包括对该产品的获利能力的分析。二是要考虑市场现存的竞争者和潜在竞争者都会是谁，做一个详细的实力比较，如果认为在这个市场依然能够站得住，那就可以进去了。这里面最重要的是比较分析，而不是简单地说对手强还是弱，一定要结合企业自身情况进行比较。我们在进入 VCD 行业时已有很多国际大",[398,453,104],{"href":454},"\u002Fpinpai","，如索尼、乐声、",[379,457,458],{},"三星","，而且还有很多国内家电的大",[398,461,104],{"href":454},"包括海尔、长虹、联想、TCL、康佳等。它们都很强大，但我们在比较分析后找到了自己的优势，就像毛主席讲的“集中优势兵力打歼灭战”（2）。",[376,464,465],{},"“虽然其他企业看起来牌子很大，但是他们在这一方面投入的兵力其实是没有我们强，因为他们不可能把原来的市场扔掉，不可能把所有的资源扔进来。所以我们就有机会。\"",[376,467,468,469,471,472,475],{},"但是对于移动电话，我们做了细致分析后决定不进去。其实这个市场更大，现在每年国内的销售量就有 3 千多万台了，然而我们企业的现有实力还不够。这个产品的核心技术基本上掌握在世界上 5、6 家大企业中，自己要具备这样的开发技术是不太现实的。竞争对手又特别强大，前 3 名企业占领了百分之七十几的市场份额，国内",[398,470,104],{"href":454},"只能苦苦挣扎在生存线上。从经济学的角度来看，我认为它的",[398,473,83],{"href":474},"\u002Fjihuichengben","太高了。我们宁愿把同样的人力物力投入到我们更擅长的地方。",[376,477,478],{},"此外，是否要进入一个市场与你所拥有的资源也有很大关系，能进入市场的前提是你有足够的可用资源，要有这种精力和资源进入新市场，上述的分析才有意义。如果你已经吃饱了，就算有再好的东西搁在那，你也吃不动。",[376,480,481],{},"(2) 《集中优势兵力各个歼灭敌人》是毛泽东同志于 1946 年 9 月 16 日为中共中央军事委员会起草的对党内指示，对解放战争的胜利起到了重要指导作用。",[384,483,485],{"id":484},"问后来人如何才能居上","问：“后来人”如何才能居上？",[376,487,390,488,490,491,494,495,498],{},[379,489,381],{},"：**你想一夜之间就跑到前面去是不可能的。**这一过程中最关键的是产品质量和消费者是否购买。**首先你要做出好的产品，消费者才可能买；其次还要消费者知道你的产品好，并且要产生信赖。我看到过这样的资料，因为广告而决定他们购买行为的消费者只占百分之二十几，百分之七十的人是根据已购买者的使用结果和推荐。所以我们需要很有",[398,492,145],{"href":493},"\u002Fnaixin","，也就是我经常说的“",[398,496,10],{"href":497},"\u002Fpingchangxin","”。",[376,500,501,502,504],{},"我们后启动，却能领先市场，原因是我们在该行业中某些方面比竞争对手强大，我们在品质管理体系、内部管理体系、员工机制、营销能力，都找到长处的时候才会进去。例如，我们非常重视品质质量管理。现在",[379,503,411],{},"的品质管理顾问是一家中国台湾公司。我们用 ISO 体系做最基本的质量保证，推行全面品质控制体系。我们 AV（视听）厂每年投入的培训是很多的，仅仅顾问费就达数百万。",[376,506,507],{},"归根结底，要成为成功的“后来人”，企业要具备的是综合素质。麦肯锡公司 (Mckinsey&Company，Inc.)提出的“7S”理论（strategy、system、staff、 structure、skills、style、superordinate goals）中，就没有说哪一个是最",[376,509,510],{},"重要的，我很反对所谓的核心竞争力的概念。管理是个系统，要做到平衡，哪一样都不能少。我们把经营管理形容为一个木桶，一个木桶装有 7 块木板，哪块都不能短，但是哪块长了是没有意义的，这个木桶能装多少水取决于最短的那块木板。企业要进步、要持续发展，就要做到各方面都同步发展，这是最经济的。",[384,512,514],{"id":513},"问敢为人后是否不利于创新",[379,515,516],{},"问：“敢为人后”是否不利于创新？",[376,518,390,519,521],{},[379,520,381],{},"：**创新不是盲目的，不是为新而新，其实很多人都没有真正地理解创新的意思。只要是别人没有的东西我有了，这叫创新？我认为不是。别人好的东西你应该去学，你学会了就是不容易。其实我们在产品创新上花的力气是很大的，我们通过不断创新来保证产品的领先。",[376,523,524],{},"但是我认为成功的企业都是相似的。国外的企业已经有了上百年的经营经验，其实基本上在企业经营管理的各个方面，我们都能够找到很好的借鉴地方。其实应该把创新分成几个方面去看，比如在企业的理念上，我认为其实很难存在创新机会；在管理制度上，也很难的有创新机会。别人上百年的经营历史和所经历的风风雨雨，其实你能够花很大的精力去学，能够学明白就是一项财富。西方国家众多的企业经营经验都不一样，你找到一个合适自己的这其实本身就是一个创新。",[376,526,527,528,530],{},"创新的精神是应该永远存在的，但是作为一个企业，你并没有太多的机会去尝试，我觉得我们在相当长的时间里都会采用借鉴的办法，到你的企业规模足够大，你的实力足够强，有很强的抗风险能力的时候，你是可以做一些改变，但是你必须要有这个能力承受这种风险，任何一种改变的风险都是巨大的。我们并没有说是赞成或反对创新那么简单，我们讲的是",[398,529,10],{"href":497},"。",[384,532,534],{"id":533},"问敢为人后是否会影响企业的发展速度","问：“敢为人后”是否会影响企业的发展速度？",[376,536,537,541,542,544,545,547],{},[379,538,539,447],{},[379,540,381],{},"“敢为人后”并不是放之四海而皆准，我们也有失败的时候。但是每当我们进入一个市场，我们是有“",[398,543,10],{"href":497},"”的，所谓",[398,546,10],{"href":497},"就是要看到机会，但同时也一定要看到风险，要清楚企业是否能够承受其中的风险。所以，对于我们来说，失败了也就是一个产品、计划的失败而已，对我们并没有产生根本的影响。我们并没有像赌博一样，全部一下子投进去，一旦失败，整个企业就陷入困境了。你可能会认为我们很保守，但我觉得在中国盲目的追求发展速度和企业规模并不明智。在发达的西方国家，因为国家已经投入了很多钱建立了整套完善的外部经济环境体系，包括法律、银行、教育、文化、基础设施等。在这种环境里，企业的外部成本是很低的，企业到了一定的规模时总成本并不高。",[376,549,550],{},"中国的整个外部经济环境体系还没有建立起来，外部成本很高，企业做得越大，总成本就会越高得厉害。所以在中国，大企业并没有竞争力，小企业在竞争中反而有优势。我们追求的是足够的最小发展速度，这里面的前提是“足够”，没有这个足够的发展速度，企业就没有办法发展下去。",{"title":552,"searchDepth":12,"depth":12,"links":553},"",[],null,"段永平详解敢为天下后战略：后来者如何通过综合素质、品质管理和平常心实现后来居上。","md",{},true,"\u002Fdao\u002Fspeeches\u002Fduanyongping-2001nian-shijiejinglirenwenzhai-zhuanfang",{"title":206,"description":555},"2001年《世界经理人文摘》专访｜大道总纲","dao\u002Fspeeches\u002Fduanyongping-2001nian-shijiejinglirenwenzhai-zhuanfang","fIPUYj7s-YEn8v1VvI8iIon4TqlXA9VNALNlB3Z-nXg","dao",1778608453878]