23 July
Optimal Market Standing
Market domination produces tremendous internal resistance against any innovation.
A major decision underlying marketing objectives is market standing. One common approach is to say, “We want to be the leader.” The other one is to say, “We don’t care what share of the market we have as long as sales go up.” Both sound plausible, but both are wrong. It does not do much good for a company’s sales to go up if it loses market share, that is, if the market expands much faster than the company’s sales do. A company with a small share of the market will eventually become marginal in the marketplace, and thereby exceedingly vulnerable. There is also a maximum market standing above which it may be unwise to go—even if there were no antitrust laws. Market domination tends to lull the leader to sleep; monopolists flounder on their own complacency rather than on public opposition. Market domination produces tremendous internal resistance against any innovation and thus makes adaptation to change dangerously difficult. There is also well-founded resistance in the marketplace to dependence on one dominant supplier. No one likes to be at the mercy of the monopoly supplier.
The market standing to aim at is not the maximum but the optimum. This requires careful analysis of customers, of products or services, of market segments, and of distribution channels. It requires a market strategy, and it requires a decision of high risk.
7月23日
最优市场地位
市场支配地位会在组织内部形成对任何创新的巨大阻力。
营销目标背后的一项重大决策，是企业应当追求怎样的市场地位。一种常见说法是：“我们要成为领导者。”另一种说法是：“只要销售额增长，我们并不在乎拥有多少市场份额。”这两种说法听起来都很合理，但其实都是错误的。如果一家公司的销售额虽然上升，市场份额却在下降，也就是说市场增长速度远快于公司销售额，那么销售增长并没有多大意义。市场份额很小的公司，最终会在市场上变得边缘化，因此也会变得极其脆弱。市场地位同样存在一个上限，即使没有反垄断法，超过这个上限也可能并不明智。市场支配地位往往会让领导者放松警惕；垄断者通常不是因为公众反对而陷入困境，而是因为自身的自满。市场支配地位会在组织内部形成对任何创新的巨大阻力，从而使适应变化变得危险地困难。市场也有充分理由抵制对单一主导供应商的依赖。没有人愿意任由垄断供应商摆布。
企业应当追求的不是最大的市场地位，而是最优的市场地位。这需要认真分析客户、产品或服务、细分市场以及分销渠道，也需要制定市场战略，并作出一项高风险的决策。
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