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Competitive Strategy
Competitive Strategy
Five Episodes of Competition Strategy

 

Based on a hundred odd enterprise consulatation practices in a timeframe of more than 10 years, combined with the Oriental wisdom of "Moral Sutra" and Confucian thought, using the overall perspective and systematic view of Sun Tzu's Art of Law, integrated with some excellent western theories such as Michael Porter's competitive strategy theory, Drucker's management theory, Trout and Rhys's positioning theory , Taylor's scientific management principle, KMIND's expert team has created a set of KMIND's Competitive Strategy Systems. Among them,the "Five Episodes of Competition Strategy", divides the whole process of competition strategy formulation and implementation into five parts,ie drawing a mind map, exploring competitive opportunities, formulating competitive strategies, constructing strategic components and streering competition directions.

君智竞争战略
Draw the mind map
In the era of great competition,there exists product explosion, competitive explosion and information explosion. For each consumer demand,there are countless brands to satisfy. The business of enterprises mainly come from competitors. So in the competition strategy, the first question of the enterprise is: "Who is my competitor?" By scanning the customer's mind, the competition strategy paints a mental map of the customer's perception of the product category and the brand, defines the core competitor, and begins to explore its own opportunities in the external environment.
Exploring competitive opportunities

The competitive opportunity is a reason why customers choose you over competitors. The ultimate goal of competitive opportunity is for "brand" to represent a "category" or some kind of "characteristic" in the consumer mind. There are five starting points for exploring competitive opportunities: preemptive dominance, dominance features, focus, next-generation products, and pioneering new categories.

Four principles for establishing competitive opportunities:

(1) to resonate with consumers with the help of common sense;

(2) to meet industry trends and market consumer demand;

(3) to conform to the advantages of the enterprise itself;

(4) To be able to defend against competition, take the initiative,and attack the weakness of the competitors which is difficult to improve.

Formulating competition strategy

Formulating competition strategy: developing competitive strategy is to set up the runway for the opponent in advance by prejudging the behavior of the opponent, so as to enjoy the best position in competition and ensure that the competitive pattern can be managed in the future, so as to establish the core elements of competition.

There are the following key points:

(1) judgment of enemy in advance so as to predetermine the opponent's action, and block them in advance.

(2) To seek assistance from the environment, creating favorable environment for ourselves, and reverse environment for enemies, including environment involing common sense, geographic and population environment, and so on.

(3) Besiege your enemy but leave them a chance to survice, forcing your oppornent into the low-potential marke. Avoid elongated battle fronts,and guaranttee the success of the main market; The high potential market has a real future; luring opponents to operate in the low potential market.

Constructing strategic components

Strategy components are operational activities designed and launched for competitive opportunities. After the brand's competitive strategy is clear, enterprises need to formulate and implement a series of corresponding operational actions.Through the operation components,potential customers feel and experience,and ultimately form a word of mouth, through which to strengthen their perception of the brand so as to build a brand in the customer's mental end, so that the brand becomes their priority choice.

First, around cognition differences, customer experience can be enhanced from the 7 cognitive aspects of product, price, channel, market, promotion, dissemination,and customer,and key components can be identified and enterprise resources can be redeployed. Secondly, guide the formation of consistent word of mouth, strengthen the perception of difference.When consumers choose products and services, they usually ask or refer to the opinions of others,and previous concumer population become opinion leader in the eyes of potential customer group, because they have real consumer experience,and their opinions are more authentic, and they have a strong influence on the potential customers.

Manipulate the competitive pattern.
Competitive opportunities are relatively static and will not change easily, but the competition strategy is dynamic, adjustable according to the new actions of competitors and change in competition situation, finally leading to the realization of the strategy. Manipulating the competitive pattern helps pursue the opponent and expand the results.
Competitive Strategy System

Based on more than 10 years of enterprise practice, integrating the Oriental wisdom and Western theoretical tools, using the overall perspective and systematic view of"Sun Tzu's Art of Law," KMIND created the original competitive strategy system,achieving growth for nine industry leaders within three years.In 2019,KMIND formally upgraded the system to become the Competition Strategy 2.0 System,with five guarantees to ensure the precise formulation of the strategy, efficient implementation and amplification of the results.

 

Tailor-made solutions

KMIND pioneered the Five Episodes of the Competition Strategy, dividing strategy formulation and implementation into 5 key steps, with the strategy development process covering more than 210 professional links. Through 4 strategic inspection standards,the enterprise competition strategy is thus precisely formulated .

After locking in competitive opportunities, strategic landing solutions are tailor-made to ensure that landing action adapts to the overall strategy, the operation management system, and the team style. Deployment of the performance rhythms of different product categories, and different brands is made in advance.

Strategic thinking unanimously
Strategy landing rquires settlement of thinking first. KMIND's Competitive Strategy System 2.0 is phased with front thinking on the same frequency,through stratified introduction of competitive strategic thinking according to the landing stage. This helps enterprises from top management to the frontline staff to switch from an external perspective of customers,to be upgraded to a strategic way of thinking, which can activate internal creativity.
Break the organizational barrier
Guided by strategic directions,KMIND's expert team collaborates with enterprises,to clarify key actions of strategic landing,and centering around them,to break down the core priorities of each department, to eradicate organizational barriers,and to create a linkage among departments,so that investments can be put together, and the waste of resources can be stopped.
Regular inspection of achievements
During the key stage of strategic landing, regular systematic replay and reviw of the landing action can ensure that operational actions are centered around strategic results, in line with the strategic track, with procedured landing and examined results.
Dynamic upgrade of strategies

External environment is subject to rapid change and must be adjusted timely and upgraded constantly according to the latest competitive situation, through flexible use of hundreds of landing operation tools,enlargement of highlighted actions,and reduction of invalid input,so as to maintain and amplify advantages dynamically.

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Competitive Strategy
Competitive Strategy.
Five Episodes of Competition Strategy

Based on a hundred odd enterprise consulatation practices in a timeframe of more than 10 years, combined with the Oriental wisdom of "Moral Sutra" and Confucian thought, using the overall perspective and systematic view of Sun Tzu's Art of Law, integrated with some excellent western theories such as Michael Porter's competitive strategy theory, Drucker's management theory, Trout and Rhys's positioning theory , Taylor's scientific management principle, KMIND's expert team has created a set of KMIND's Competitive Strategy Systems. Among them,the "Five Episodes of Competition Strategy", divides the whole process of competition strategy formulation and implementation into five parts,ie drawing a mind map, exploring competitive opportunities, formulating competitive strategies, constructing strategic components and streering competition directions.

君智竞争战略
Draw the mind map
In the era of great competition,there exists product explosion, competitive explosion and information explosion. For each consumer demand,there are countless brands to satisfy. The business of enterprises mainly come from competitors. So in the competition strategy, the first question of the enterprise is: "Who is my competitor?" By scanning the customer's mind, the competition strategy paints a mental map of the customer's perception of the product category and the brand, defines the core competitor, and begins to explore its own opportunities in the external environment.
Exploring competitive opportunities

The competitive opportunity is a reason why customers choose you over competitors. The ultimate goal of competitive opportunity is for "brand" to represent a "category" or some kind of "characteristic" in the consumer mind. There are five starting points for exploring competitive opportunities: preemptive dominance, dominance features, focus, next-generation products, and pioneering new categories.

Four principles for establishing competitive opportunities:

(1) to resonate with consumers with the help of common sense;

(2) to meet industry trends and market consumer demand;

(3) to conform to the advantages of the enterprise itself;

(4) To be able to defend against competition, take the initiative,and attack the weakness of the competitors which is difficult to improve.

Formulating competition strategy

Formulating competition strategy: developing competitive strategy is to set up the runway for the opponent in advance by prejudging the behavior of the opponent, so as to enjoy the best position in competition and ensure that the competitive pattern can be managed in the future, so as to establish the core elements of competition.

There are the following key points:

(1) judgment of enemy in advance so as to predetermine the opponent's action, and block them in advance.

(2) To seek assistance from the environment, creating favorable environment for ourselves, and reverse environment for enemies, including environment involing common sense, geographic and population environment, and so on.

(3) Besiege your enemy but leave them a chance to survice, forcing your oppornent into the low-potential marke. Avoid elongated battle fronts,and guaranttee the success of the main market; The high potential market has a real future; luring opponents to operate in the low potential market.

Constructing strategic components

Strategy components are operational activities designed and launched for competitive opportunities. After the brand's competitive strategy is clear, enterprises need to formulate and implement a series of corresponding operational actions.Through the operation components,potential customers feel and experience,and ultimately form a word of mouth, through which to strengthen their perception of the brand so as to build a brand in the customer's mental end, so that the brand becomes their priority choice.

First, around cognition differences, customer experience can be enhanced from the 7 cognitive aspects of product, price, channel, market, promotion, dissemination,and customer,and key components can be identified and enterprise resources can be redeployed. Secondly, guide the formation of consistent word of mouth, strengthen the perception of difference.When consumers choose products and services, they usually ask or refer to the opinions of others,and previous concumer population become opinion leader in the eyes of potential customer group, because they have real consumer experience,and their opinions are more authentic, and they have a strong influence on the potential customers.

Manipulate the competitive pattern.
Competitive opportunities are relatively static and will not change easily, but the competition strategy is dynamic, adjustable according to the new actions of competitors and change in competition situation, finally leading to the realization of the strategy. Manipulating the competitive pattern helps pursue the opponent and expand the results.
Competitive Strategy System

Based on more than 10 years of enterprise practice, integrating the Oriental wisdom and Western theoretical tools, using the overall perspective and systematic view of"Sun Tzu's Art of Law," KMIND created the original competitive strategy system,achieving growth for nine industry leaders within three years.In 2019,KMIND formally upgraded the system to become the Competition Strategy 2.0 System,with five guarantees to ensure the precise formulation of the strategy, efficient implementation and amplification of the results.

 

Tailor-made solutions

KMIND pioneered the Five Episodes of the Competition Strategy, dividing strategy formulation and implementation into 5 key steps, with the strategy development process covering more than 210 professional links. Through 4 strategic inspection standards,the enterprise competition strategy is thus precisely formulated .

After locking in competitive opportunities, strategic landing solutions are tailor-made to ensure that landing action adapts to the overall strategy, the operation management system, and the team style. Deployment of the performance rhythms of different product categories, and different brands is made in advance.

Strategic thinking unanimously
Strategy landing rquires settlement of thinking first. KMIND's Competitive Strategy System 2.0 is phased with front thinking on the same frequency,through stratified introduction of competitive strategic thinking according to the landing stage. This helps enterprises from top management to the frontline staff to switch from an external perspective of customers,to be upgraded to a strategic way of thinking, which can activate internal creativity.
Break the organizational barrier
Guided by strategic directions,KMIND's expert team collaborates with enterprises,to clarify key actions of strategic landing,and centering around them,to break down the core priorities of each department, to eradicate organizational barriers,and to create a linkage among departments,so that investments can be put together, and the waste of resources can be stopped.
Regular inspection of achievements
During the key stage of strategic landing, regular systematic replay and reviw of the landing action can ensure that operational actions are centered around strategic results, in line with the strategic track, with procedured landing and examined results.
Dynamic upgrade of strategies

External environment is subject to rapid change and must be adjusted timely and upgraded constantly according to the latest competitive situation, through flexible use of hundreds of landing operation tools,enlargement of highlighted actions,and reduction of invalid input,so as to maintain and amplify advantages dynamically.