英语翻译Risks associated with the differentiation strategy inclu
英语翻译
Risks associated with the differentiation strategy include (1) a customer group's decision that the differences between the differentiated product and the cost leader's good or service are no longer worth a premium price,(2) the inability of a differentiated product to create the type of value for which customers are willing to pay a premium price,(3) the ability of competitors to provide customers with products that have features similar to those associated with the differentiated product,but at a lower cost,and (4) the threat of counterfeiting,whereby firms produce a cheap "knockoff" of a differentiated good or service.
Through the cost leadership and the differentiated focus strategies,firms serve the needs of a narrow competitive segment (e.g.,a buyer group,product segment,or geographic area).This strategy is successful when firms have the core competencies required to provide value to a narrow competitive segment that exceeds the value available from firms serving customers on an industry-wide basis.
The competitive risks of focus strategies include (1) a competitor’s,tor's ability to use its core competencies to "out focus" the focuser by serving an even more narrowly defined competitive segment,(2) decisions by industry-wide competitors to focus on a customer group's specialized needs,and (3) a reduction in differences of the needs between customers in a narrow competitive segment and the industry-wide market.
Firms using the integrated cost leadership/differentiation strategy strive to provide customers with relatively low-cost products that have some valued differentiated features.Flexibility is required for the firm to learn how to use primary and support activities in ways that allow them to produce somewhat differentiated products at relatively low costs.The primary risk of this strategy is that a firm might produce products that do not offer sufficient value in terms of either low cost or differentiation.When this occurs,the company is "stuck in the middle." Firms stuck in the middle compete at a disadvantage and are unable to earn more than average returns.
Risks associated with the differentiation strategy include (1) a customer group's decision that the differences between the differentiated product and the cost leader's good or service are no longer worth a premium price,(2) the inability of a differentiated product to create the type of value for which customers are willing to pay a premium price,(3) the ability of competitors to provide customers with products that have features similar to those associated with the differentiated product,but at a lower cost,and (4) the threat of counterfeiting,whereby firms produce a cheap "knockoff" of a differentiated good or service.
Through the cost leadership and the differentiated focus strategies,firms serve the needs of a narrow competitive segment (e.g.,a buyer group,product segment,or geographic area).This strategy is successful when firms have the core competencies required to provide value to a narrow competitive segment that exceeds the value available from firms serving customers on an industry-wide basis.
The competitive risks of focus strategies include (1) a competitor’s,tor's ability to use its core competencies to "out focus" the focuser by serving an even more narrowly defined competitive segment,(2) decisions by industry-wide competitors to focus on a customer group's specialized needs,and (3) a reduction in differences of the needs between customers in a narrow competitive segment and the industry-wide market.
Firms using the integrated cost leadership/differentiation strategy strive to provide customers with relatively low-cost products that have some valued differentiated features.Flexibility is required for the firm to learn how to use primary and support activities in ways that allow them to produce somewhat differentiated products at relatively low costs.The primary risk of this strategy is that a firm might produce products that do not offer sufficient value in terms of either low cost or differentiation.When this occurs,the company is "stuck in the middle." Firms stuck in the middle compete at a disadvantage and are unable to earn more than average returns.
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相关的风险的差异化战略包括：（ 1 ）用户组的决定,即区别不同的产品和成本领先的产品或服务已不再值得一溢价的价格,（ 2 ）无法区别产品创造的类型价值顾客愿意支付的溢价的价格,（ 3 ）竞争对手的能力,为客户提供产品,功能类似与区别的产品,但以较低的成本,以及（ 4 ）假冒的威胁,即企业生产廉价的“翻版”的区别商品或服务.
通过成本领先战略和差异化的战略重点,企业的需要,一个狭窄的竞争力部分（例如,买方组,产品细分市场,或地理区域） .这一战略是成功企业所需的核心能力,提供的价值1狭隘的竞争力,超过部分的价值可从公司的客户提供服务的一个广泛的产业基础.
竞争风险的战略重点包括：（ 1 ）竞争对手的,Tor的能力,利用其核心能力“的重点”的focuser的服务更狭义上的竞争力的部分,（ 2 ）决定全行业的竞争将重点放在客户群的特殊需求,以及（ 3 ）减少了分歧,需要与客户在一个狭窄的竞争性部分和全行业的市场.
公司利用综合成本领先/差异化战略努力为客户提供成本相对较低的产品,有一些价值有区别的特征.柔韧性有要求的公司,以了解如何使用小学和支持活动的方式,让他们有所不同的产品生产成本较低.主要危险是,这一战略的坚定可能产生的产品没有提供足够的价值而言,可以低成本或分化.发生这种情况时,该公司是“卡在中间.”公司坚持在中东的竞争处于不利地位,无法获得超过平均水平的收益.
通过成本领先战略和差异化的战略重点,企业的需要,一个狭窄的竞争力部分（例如,买方组,产品细分市场,或地理区域） .这一战略是成功企业所需的核心能力,提供的价值1狭隘的竞争力,超过部分的价值可从公司的客户提供服务的一个广泛的产业基础.
竞争风险的战略重点包括：（ 1 ）竞争对手的,Tor的能力,利用其核心能力“的重点”的focuser的服务更狭义上的竞争力的部分,（ 2 ）决定全行业的竞争将重点放在客户群的特殊需求,以及（ 3 ）减少了分歧,需要与客户在一个狭窄的竞争性部分和全行业的市场.
公司利用综合成本领先/差异化战略努力为客户提供成本相对较低的产品,有一些价值有区别的特征.柔韧性有要求的公司,以了解如何使用小学和支持活动的方式,让他们有所不同的产品生产成本较低.主要危险是,这一战略的坚定可能产生的产品没有提供足够的价值而言,可以低成本或分化.发生这种情况时,该公司是“卡在中间.”公司坚持在中东的竞争处于不利地位,无法获得超过平均水平的收益.
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