我國物業(yè)管理企業(yè)競爭力分析論文(參考版)
2025-01-21 11:01本頁面
【正文】 其前提是：公司能夠以更高的效率、更好的效果為某一狹窄的戰(zhàn)略對象服務(wù)，從而超過在更廣闊范圍內(nèi)競爭對手，可知該戰(zhàn)略具有贏得超過行業(yè)平均水平收益的潛力。如果別具一格戰(zhàn)略可以實(shí)現(xiàn)，它就成為在行業(yè)中贏得超常收益的可行戰(zhàn)略，因?yàn)樗芙⑵饘Ω段宸N競爭作用力的防御地位，利用客戶對品牌的忠誠而處于競爭優(yōu)勢。你就主動，你就是勝利者。要做到成本領(lǐng)先，就必須在管理方面對成本嚴(yán)格控制，盡可能將降低費(fèi)用的指標(biāo)落實(shí)在人頭上，處于低成本地位的公司可以獲得高于產(chǎn)業(yè)平均水平的利潤。流行的戰(zhàn)略是降價，既打到對方，也損害自己，形成負(fù)效應(yīng)，進(jìn)入惡性循環(huán)。波特教授的競爭戰(zhàn)略理論，企業(yè)的利潤將取決于：同行業(yè)之間的競爭，行業(yè)與替代行業(yè)的競爭，供應(yīng)方與客戶的討價還價以及潛在競爭者共同作用的結(jié)果。如何在競爭中求發(fā)展，是每個企業(yè)都在思考的課題。這種偏見如果得不到克服，企業(yè)就得不到全面、協(xié)調(diào)、可持續(xù)發(fā)展，反過來也影響競爭戰(zhàn)略的制定與實(shí)施。這些都是企業(yè)發(fā)展中的整體性、長期性、基本性問題，不認(rèn)真謀劃是絕對不行的。 別認(rèn)為企業(yè)發(fā)展不需要謀略。 發(fā)展戰(zhàn)略與競爭戰(zhàn)略的要素也不一樣。 因?yàn)榘l(fā)展戰(zhàn)略與競爭戰(zhàn)略的性質(zhì)不一樣，所以發(fā)展戰(zhàn)略與競爭戰(zhàn)略的根據(jù)也不一樣。競爭戰(zhàn)略著眼于怎樣競爭，而發(fā)展戰(zhàn)略著眼于怎樣發(fā)展。在競爭中發(fā)展，在發(fā)展中競爭，這是先進(jìn)企業(yè)的成功之道。部隊(duì)沒有只打仗不訓(xùn)練的，也沒有只訓(xùn)練不打仗的。如果企業(yè)素質(zhì)太低，無論怎樣競爭也難以取勝。競爭靠競爭力，競爭力靠發(fā)展。這還像體育一樣，不僅需要謀劃比賽，而且需要謀劃發(fā)展。 企業(yè)不僅需要競爭戰(zhàn)略，也需要發(fā)展戰(zhàn)略。 謀略的本質(zhì)特征有四個：一個是整體性、一個是長期性、一個是基本性，一個是計(jì)謀性。謀略是大計(jì)謀，是對整體性、長期性、基本性問題的計(jì)謀。不要把競爭戰(zhàn)略等同于企業(yè)戰(zhàn)略，競爭戰(zhàn)略只是企業(yè)戰(zhàn)略的一部分。s petitiveness ? strategic theory, corporate profits will depend on: the petition among the same trade, industry and alternative industry petition, supplyside of the bargain with customers and potential petitors, the result of the mon. Competitive Strategy is an enterprise value in the same petition on the offensive or defensive behavior. Popular strategy is to price, we reach the other side, and it also undermines their own to form a negative effect, to enter a vicious circle. Competitive Strategy for the right: 1, the overall cost leadership strategy 2, differences in strategy, also known as a unique strategy 3, also known as decentralization strategy focused strategy, objectives, gathering strategy, specific strategy The first strategy is the greatest efforts to reduce costs, lower modity prices through the cost to maintain the petitive edge. To achieve cost leadership, it is necessary in the management of strict cost control, as far as possible the implementation of cost reduction targets in the human head, the status of the pany in a lowcost access to higher than industry average profits. To pete with rivals, due to your lowcost rivals have not profitable, you can also profit. You take the initiative, you are the winner. The second strategy is to provide unique products or services, or functions, or the new style, or more beautiful. Can be achieved if the unique strategy, it bees extraordinary gain in the industry earnings of a viable strategy, because it set up to deal with the five petitive forces of the defense position, the use of customer and brand loyalty in a petitive advantage. Finally, a particular strategy is the main customer base, a product of a series of subsection or a certain regional markets. Provided that: the pany can be more efficient, more effective strategy for a narrow target services to more than in a broader range of petitors, we can see that the strategy to win more than the industry average ine potential.英文文獻(xiàn)翻譯企業(yè)戰(zhàn)略是一個戰(zhàn)略體系。s success. Although the development of strategies associated with the petitive strategy, there are similarities, but that is the nature of two different strategies. Competitive strategy focus on how petition and development strategies focus on how to develop. Competitive strategy of focusing on how to win, and development strategies focus on how to create the conditions for the win. Because the development strategy and the nature of petitive strategy are not the same, so the development of strategy and petitive strategy are not the same basis. Engage in petitive strategy focuses on the relationship between the market and petitive analysis, and development strategy focused on engaging in the development of the basis for the development of conflicts, development conditions and opportunities for development analysis. Development strategy and petitive strategy are not the same elements. Competitive strategy of th
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