【正文】 the lack of capital investment, thus weakening the lowcost playing card capital. The scope of the whole industry differentiation is a necessary condition to give up on lowcost efforts. The use of singleminded strategy, in a more limited scope to establish a differentiated or lowcost advantage, but also have the same problem. Around which the pany is almost bound to be lowprofit, it must make a fundamental strategic decision to move closer to the three generic strategies. Once the pany around in a situation, get out of this unpleasant state often take time and sustained efforts over a period。 and three strategies have been adopted, which is bound to fail, because they require the conditions are inconsistent.Competitive advantage theory of parative advantage theory and the difference is: the latter focus on macroeconomic policy (government budget deficit, monetary policy, market liberalization or privatization), or labor, natural resources, capital and other factors of production。 The former is rooted in the main highlight the location of the business environment petitive, that labor, capital and natural resources and prosperity can not decide, because these resources are not difficult to obtain, from the business petitiveness of local resources to produce more valuable goods and services, productivity, productivity improvement is inseparable from the national and regional petitive environment. He built the diamond system model, from the factors of production conditions, demand conditions, the context of strategy and petition, related industries and supporting industries such as to explore the four aspects of the petitiveness of the source of change and its effects on the significance of the government and enterprises.The Competitive Advantage of Nations is the essence of the meaning of a country39。s productivity? products have a petitive advantage not only to have the price advantage, but there are other advantages, such as brand, quality, monopoly power, which all the benefits of a petitive advantage as? Therefore, the parative advantage only a petitive advantage, petitive advantage is a country exports necessary and sufficient condition. Therefore, we give the definition of petitive advantage for foreign trade, a country of many countries to continue, a large number of export and trade interests of the ability of a large number of advantages here? contains two meanings: First, a country39。s export product mix optimization。 Second, a country39。s exports products to expand market share.First of all, the petitive advantage of the use of nonequilibrium theory of dynamic analysis, it is not fully petitive market for the theoretical premise, breaking the traditional theory of parative advantage theory of perfect petition market, the premise and the interests of the limitations of parative statics, thus more in line with reality. Second, the theory of petitive advantage not only of traditional parative advantage theory, the theory also includes a number of other connotations. Is to create petitive advantage and have not born。 the products have a parative advantage does not necessarily have a petitive advantage, but the products have a petitive advantage will have a parative advantage and other advantages, such as brands, such as monopoly power, is a dynamic parative advantage On the. Moreover, the further from the needs and demands of the structure of a country39。s petitive edge on the role and impact, emphasizing a country39。s domestic demand for the role of petitive advantage. Finally, the petitive advantage theory with particular emphasis on innovation and petition in a country39。s economic role in the development of the domestic petition is the driving force for innovation, elements of the situation is the basis of innovation, market demand is a source of innovation, technological innovation is an important aspect of innovation, training industries have a petitive advantage is the key to innovation, and enhance a country39。s international petitiveness is the purpose of innovation, only innovation and petition in order to maintain the international petitiveness of a country39。s vitality[15].附錄B競爭優(yōu)勢是競爭性市場中企業(yè)績效的核心，然而經過幾十年蓬勃的擴張和繁榮，很多企業(yè)在追求瘋狂的增長和多元化經營的過程中，將競爭優(yōu)勢拋于腦后。今天，競爭優(yōu)勢的重要性前所未有。全世界的企業(yè)都面臨增長的減緩和來自國內和全球的競爭，而競爭者們已不能在似乎不斷增大的餡餅足夠分享的前提下經營了。競爭優(yōu)勢歸根結底產生于企業(yè)為客戶所能創(chuàng)造的價值：或者在提供同等效益時采取相對的低價格；或者其不同尋常的效益用于補償溢價而有余。本書采用一種我稱之為價值鏈的方法，將客戶、供應商和企業(yè)分解為既分離又相關的行為群體，價值便源于此。價值鏈是貫穿本書，反復出現(xiàn)的一個主題，與之相伴的還有競爭優(yōu)勢的各種具體來源以及它們與客戶價值的關系。在與五種競爭力量的抗爭中，蘊涵著三類成功型戰(zhàn)略思想，這三種思路是：(1)總成本領先戰(zhàn)略；(2)差異化戰(zhàn)略；(3)專一化戰(zhàn)略。這些戰(zhàn)略類型的目標是使企業(yè)的經營在產業(yè)競爭中高人一籌：在一些產業(yè)中，這意味著企業(yè)可取得較高的收益；而在另外一些產業(yè)中，一種戰(zhàn)略的成功可能只是企業(yè)在絕對意義上能獲取些微收益的必要條件?！? (1)總成本領先戰(zhàn)略 　　成本領先要求堅決地建立起高效規(guī)模的生產設施，在經驗的基礎上全力以赴降低成本，抓緊成本與管理費用的控制，以及最大限度地減小研究開發(fā)、服務、推銷、廣告等方面的成本費用。為了達到這些目標，就要在管理方面對成本給予高度的重視。盡管質量、服務以及其它方面也不容忽視，但貫穿于整個戰(zhàn)略之中的是使成本低于競爭對手。該公司成本較低，意味著當別的公司在競爭過程中已失去利潤時，這個公司依然可以獲得利潤。 　　贏得總成本最低的有利地位通常要求具備較高的相對市場份額或其它優(yōu)勢，諸如與原材料供應方面的良好聯(lián)系等，或許也可能要求產品的設計要便于制造生產，易于保持一個較寬的相關產品線以分散固定成本，以及為建立起批量而對所有主要顧客群進行服務。 總成本領先地位非常吸引人。一旦公司贏得了這樣的地位，所獲得的較高的邊際利潤又可以重新對新設備、現(xiàn)代設施進行投資以維護成本上的領先地位，而這種再投資往往是保持低成本狀態(tài)的先決條件。 　　(2)差別化戰(zhàn)略 　　差別化戰(zhàn)略是將產品或公司提供的服務差別化，樹立起一些全產業(yè)范圍中具有獨特性的東西。實現(xiàn)差別化戰(zhàn)略可以有許多方式：設計名牌形象、技術上的獨特、性能特點、顧客服務、商業(yè)網絡及其它方面的獨特性。最理想的情況是公司在幾個方面都有其差別化特點。例如履帶拖拉機公司不僅以其商業(yè)網絡和優(yōu)良的零配件供應服務著稱，而且以其優(yōu)質耐用的產品質量享有盛譽。 　　如果差別化戰(zhàn)略成功地實施了，它就成為在一個產業(yè)中贏得高水平收益的積極戰(zhàn)略，因為它建立起防御陣地對付五種競爭力量，雖然其防御的形式與成本領先有所不同。波特認為，推行差別化戰(zhàn)略有時會與爭取占有更大的市場份額的活動相矛盾。推行差別化戰(zhàn)略往往要求公司對于這一戰(zhàn)略的排它性有思想準備。這一戰(zhàn)略與提高市場份額兩者不可兼顧。在建立公司的差別化戰(zhàn)略的活動中總是伴隨著很高的成本代價，有時即便全產業(yè)范圍的顧客都了解公司的獨特優(yōu)點，也并不是所有顧客都將愿意或有能力支付公司要求的高價格。 　　(3)專一化戰(zhàn)略 　　專一化戰(zhàn)略是主攻某個特殊的顧客群、某產品線的一個細分區(qū)段或某一地區(qū)市場。正如差別化戰(zhàn)略一樣，專一化戰(zhàn)略可以具有許多形式。雖然低成本與差別化戰(zhàn)略都是要在全產業(yè)圍內實現(xiàn)其目標，專一化戰(zhàn)略的整體卻是圍繞著很好地為某一特殊目標服務這一中心建立的，它所開發(fā)推行的每一項職能化方針都要考慮這一中心思想。這一戰(zhàn)略依靠的前提思想是：公司業(yè)務的專一化能夠以高的效率、更好的效果為某一狹窄的戰(zhàn)略對象服務，從而超過在較廣闊范圍內競爭的對手們。波特認為這樣做的結果，是公司或者通過滿足特殊對象的需要而實現(xiàn)了差別化，或者在為這一對象服務時實現(xiàn)了低成本，或者二者兼得。這樣的公司可以使其贏利的潛力超過產業(yè)的普遍水平。這些優(yōu)勢保護公司抵御各種競爭力量的威脅。 但專一化戰(zhàn)略常常意味著限制了可以獲取的整體市場份額。專一化戰(zhàn)略必然地包含著利潤率與銷售額之間互以對方為代價的關系。 這三種戰(zhàn)略是每一個公司必須明確的，因為徘徊其間的公司處于極其糟糕的戰(zhàn)略地位。這樣的公司缺少市場占有率，缺少資本投資，從而削弱了“打低成本牌”的資本。全產業(yè)范圍的差別化的必要條件是放棄對低成