Three core principles of judo strategy: small and big in commercial warfare

The special circumstances of these three years have put many enterprises in trouble, and the competition between enterprises is becoming more and more fierce.

In the face of brutal business competition, many large companies do have advantages over small companies. Large companies have high reputation, rich resources and abundant funds, while small companies lack contacts, experience and funds, and even find it difficult to survive. What can they compete with? Does this mean that small companies can only be defeated? Is there a strategy that can make small companies at a disadvantage break through the tight encirclement and grow in the market?

David You Fei has done a lot of research on how small companies beat big companies through small companies. He found that there is a one-to-one correspondence between the competition principle and the business rules in judo. It doesn't matter if the company is small, as long as you have the right methods and master some skills, you can also occupy a place in the market and overtake big companies without confronting them head-on.

The judo strategy in commercial warfare is to avoid one's own sharp edge, give up a competitive thinking mode, and then skillfully use one's own strength to defeat the opponent in the competition.

So how do small companies beat big companies with judo strategy in business competition? Then we should understand the three core principles of judo strategy: moving principle, balance principle and lever principle.

The principle of mobility is that small and medium-sized companies change their positions with their own flexibility and speed in business competition, do not take the initiative to attract the attention of large companies, let alone confront them, and delay the time of engagement to win development opportunities.

Small companies should pay attention to three tips when applying the mobile principle, namely: puppy strategy, clear competition space and full pursuit of rapid development.

What is "puppy strategy"? It means that small companies, when their own strength is relatively weak, should learn from dogs, keep a low profile, don't flaunt themselves everywhere, and don't let big companies discover your existence, so as to win time and expand their own strength.

Small companies first use the "puppy strategy" to gain a foothold, and then they must find ways to compete with their competitors. This is the second skill we will discuss next: defining the field of competition.

By competition, I don't mean to let small companies directly compete with large enterprises, but to re-divide the areas of competition and guide competitors to unfamiliar sites. In other words, it is to avoid areas that big companies are good at and attack areas that they are not good at.

Of course, small companies can also re-establish the market according to their own advantages, formulate their own rules, change passivity into initiative, and thus have more development opportunities.

Small companies use the first two skills to gain time and space for themselves. On this basis, small companies need to develop rapidly, which is the third skill we will talk about next: to fully pursue rapid development.

In the cruel business competition, opponents generally don't give you too much time to grow and develop slowly. So small companies must give full play to their strengths and quickly occupy the market with lightning speed.

Small companies should also be cautious and focused in the process of development to avoid unnecessary losses caused by excessive expansion.

Although the principle of mobility helps small companies to delay competition with powerful companies, competition is definitely inevitable. At this time, the balance principle of judo strategy comes into play.

The principle of balance is not to stand still and simply defend, but to find out the opponent's routine while maintaining his own balance and take the opportunity to break his balance and give him a fatal blow.

If a small company wants to seize the opportunity in the business war, it needs to master these three key points: seize your opponent, avoid tit-for-tat, and push and pull checks and balances.

Let's talk about the first key point: catch the opponent.

With the development getting better and better, small companies will inevitably attract some attention. At this time, small companies should seize the initiative and decide how to participate in the competition, for example, through cooperation, joint venture, equity participation or providing products or services to competitors of large companies.

Let's talk about the second point: avoid tit for tat. This refers to avoiding confrontation and preserving strength when encountering strong competitors. After all, it's hard to get a good result by throwing eggs at stones. Therefore, in the face of powerful attacks, small companies should first keep a balance, then carefully study the information of competitors, learn valuable ideas from each other, and further consolidate their position.

Of course, the first two key points can help small enterprises reduce the impact of competitors, but if small companies want to take a step forward, they need to achieve the third key point: push-pull checks and balances.

Push and pull checks and balances, that is, learn to cooperate and make progress by retreating. In the face of fierce attacks from opponents, small companies should first make concessions to preserve their strength, find their own advantages, control the situation, let their opponents unconsciously follow their own rhythm, and break their initial balance.

Small companies can flexibly use the principle of mobility and balance to win the initiative when facing powerful opponents. Of course, if small companies want to win the final victory, they still need to use the leverage principle to bless.

The so-called leverage principle is to use leverage to find a fulcrum, maximize your own advantages, and make it difficult for the other party to fight back. This is actually the meaning of leveraging strength.

So what pressure points can small companies use in the competition with big companies, and then use these points to exert their strength?

First of all, small companies can use their competitors' assets as a pressure point. In fact, assets that are too conspicuous will also bring burdens to large companies. Huge investment will form a restraining force and become an obstacle to enterprise transformation. Then, studying these obstacles will help you find the lever you need. That's what it means to say "the ship is in trouble to turn around"

Secondly, small companies can also use competitors' partners to make efforts. Usually, the development of large companies can not be separated from the support of partners. The relationship between large companies and their partners is mostly closely related to interests. If small companies want to beat big companies, they can start with their competitors' partners and find out their weaknesses, thus limiting the further development of competitors.

Finally, small companies take advantage of their competitors. As the saying goes, "the enemy of my enemy is my friend". Small companies can win over competitors' enemies, provide value-added services for their products, and create leverage through sales channels, making it more difficult for competitors to fight back.

Through these three principles of judo strategy, small companies can better beat competitors of any size. Of course, in the face of different situations, these principles can be flexibly combined and used to give full play to their maximum value.

Judo Strategy tells us that no matter how powerful the opponent is, as long as the method is proper, we can defeat the strong with the weak.