差异化战略

• Take the ping ' an insurance company of china for example , the marketing strategy of the ping ' an insurance company should be otherness strategy . the ping ' an insurance company lacks the product of the third level , and the service of insurance in rural areas is one of the third - level products
  以平安保险公司为例来说，平安保险公司的营销战略应是差异化战略，平安公司缺少第三层面的产品，农村保险服务是可供选择的第三层面产品之一。
• The unhomogeneity about enterprise resourses and customer demands is a base of the differential strategy . in a degree , an enterprise can get the monopoly power by the differential strategy so that it can cultivate the core competition and the persistable development of the enterprise
  企业资源与顾客需求的异质性是差异化战略存在的基础。差异化的本质在于企业可以获得一定程度的垄断力量，从而达到培育企业核心竞争力和持续发展的战略目标。
• This paper analyzes on the structures of market competition of chinese mobile communication industry in the different stages , discusses on the competition behaviors by using the game theory , and advances some countermeasures and suggestions on implementing the differentiation strategy by chinese mobile communication industry
  分析了中国移动通信业不同阶段的市场竞争结构,运用博弈论对其竞争行为进行了讨论,提出了中国移动通信企业实施差异化战略的对策和建议。
• Author handle a case of health - care food brand to annotate this theory and practice , and completely expatiate that how to establish the difference brand and so on , complete a whole process of difference brand stratagem to help chinese enterprise to establish their brand
  笔者运用自己具体从事的一个保健品品牌创建实例对品牌差异化战略的理论做了诠释，进行了全面剖析，完成了一个实施品牌差异化获得竞争优势的全过程，可以为众多企业实施品牌差异化战略时作参考。
• By concrete contrast between newspapers in such aspects as managing cost control , report contents , report mode , reader group , the difference in advertisement orientation , trademark creation and so on , the author puts forward suggestions on how the three major finance and economics newspapers including china business , 21cn business herald , the economic observer execute their cost advantage strategy , the differentiation strategy , and the quality strategy
  通过具体对比各报在管理成本控制，报道内容、报道方式、读者群和广告定位的差异性，以及品牌打造等方面的优缺点，分析了《中国经营报》 、 《 21世纪经济报道》 、 《经济观察报》各自是如何实施成本领先战略、差异化战略和品牌战略的。
• The paper conducts a systematic analysis of the product - diversified , technique - diversified and brand - diversified strategies presently applied in chinese enterprises and i dentifies , t hrough t he c omparison and a nalysis a mong t hem , that none o f t he t hree i s suitable for the current chinese market conditions and that the service - diversified strategy is the very one most ideal to the development of chinese enterprises
  本文从波特的三种基本战略入手，通过大量事例比较，得出差异化战略是最适合企业发展战略的结论。接着，笔者分析了目前中国企业主要采取的产品差异化战略、技术差异化战略和品牌差异化战略。从分析比较中看出，最适合中国企业发展的战略是服务差异化战略。
• At first reviewing the history of strategy management ; on the basis of analyzing the external environment and industry competition situation of this enterprise and analyzing its advantages and disadvantages . internal abilities , the paper points out the suitable development strategy for this enterprise - - the single - crop farming strategy concentrating its attention on piston ' s research and development producing and selling ; it should take advantage of established market network and good reputation on brand and select the style of initiative attack market leader strategy as its basic strategy ; meanwhile , it suggests that the enterprise should cultivate its own new core competence in the field of the piston ' s researching & designing rely on japanese and german technique ; according to the specific product ' s marketing status , it should acquire and maintain competitive advantages by adopting the low cost strategy and differentia strategy on the different products ; quicken the product configuration adjustment , enlarge the productivity of diesel oil piston ; it should establish strategy cooperation partnership with those strong domestic and foreign main engine manufacture enterprises . finally , the paper gives suggestions on organization structure system innovation , human resource management and exploitation , market management , quality management , information construction in the course of the enterprise strategy being implemented
  首先回顾了战略管理理论的发展演变历程；然后通过对该公司的宏观环境、行业竞争态势以及企业的优劣势、内部能力等方面的分析，在此基础上提出了适合该企业发展的战略? ?专注于活塞产品的研制、开发、生产、销售的单一经营战略；充分发挥企业现有的在营销、品牌方面的优势，选择积极进攻类型的市场领先者战略作为其基础战略；并且提出了依托来自日本和德国的先进技术，培育企业在活塞产品设计、开发方面的新的核心竞争力的思路；根据产品市场的具体状况在不同的产品线上分别采取成本领先及差异化战略获取和保持竞争优势；加快产品结构调整，扩张柴油机活塞的生产能力；与实力强大的国内外主机企业建立战略协作伙伴关系；最后对企业战略实施中的组织机构、制度创新、人力资源管理与开发、市场营销管理、质量管理、信息化建设等重要问题提出了自己的见解和建议。
• But another excellent enterprise in this industry - zhejiang nice group company , in just 10 years , developed into an industry overload with year output of 500 million rmb from i local state - run small factory an performed a miracle in this industry . in fact , this owes to a lot of reasons . this essay holds the opinion that the main reason leading to success is that the company tries to be the first to adopt variety strategy and cost - first strategy , which makes the soap and washing powder industry become the leading role of this industry and sets up the powerful competitive superiority
  但行业内另有一家优秀企业- -浙江纳爱斯集团公司，在短短十年间即从一个地方国营小厂发展到年产值50亿元的行业霸主，创造了业内一个奇迹，这其实有很多原因，本文认为，其成功的主要原因是该公司在行业内抢先采用差异化战略和成本领先战略，从而使肥皂、洗衣粉均成为行业第一，进而树立起强大的竞争优势。
• From the origin of price - war , this paper firstly illustrates that the nature of price - war is the extrinsic performance of cost advantage , and is no different with distinct strategy or aim - focused strategy . furthermore , this paper points out there are two basic goals of price - war . one is to catch larger share of the market ; the other is to hoist the centralization level of given line
  本文首先从价格战的历史入手；明晰了价格战的本质是成本领先战略的外在体现，其本身与企业的差异化战略和目标集聚战略并无高低优劣之分；再分析了价格战的两种基本战略目的,即提高企业的市场份额和行业的集中度；进一步分析了价格战的利弊。
• To overcome the difficulties and realize growth , badtc has taken some growth strategies . for example , it moved from midtown to suburb , purchased advanced equipments and eliminated out - of - date fixtures , adopted diversified products strategy in marketing , established and optimized modern enterprise system , regulated internal organization structure , cultivated core competency
  在此基础上，为实现企业的稳定和发展，提出企业的发展战略，即利用土地级差收入搬出市区，运用新技术新设备提高科技水平，采用产品差异化战略占领市场，建立和完善现代企业制度，调整组织构架加强人力资源管理，培育和强化核心竞争力。