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SWOT 分析是很虚的。",[494,543,544],{},"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。",[494,546,547],{},"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。",[494,549,550,551,553],{},"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",[497,552,528],{},"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。",[502,555,557],{"id":556},"问如何把握市场的进入机会","问：如何把握市场的进入机会？",[494,559,560,562],{},[497,561,499],{},"：** 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名企业占领了百分之七十几的市场份额，国内",[515,584,105],{"href":568},"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",[515,587,84],{"href":588},"\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。",[494,591,592],{},"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。",[494,594,595],{},"(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。",[502,597,599],{"id":598},"问后来人如何才能居上","问：“后来人”如何才能居上？",[494,601,602,604,605,608,609,612],{},[497,603,499],{},"：**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",[515,606,146],{"href":607},"\u002Fnaixin","，也就是我经常说的“",[515,610,11],{"href":611},"\u002Fpingchangxin","”。",[494,614,615,616,618],{},"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",[497,617,528],{},"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。",[494,620,621],{},"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",[494,623,624],{},"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 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