如今,市场竞争愈演愈烈,可以采取如下以弱抗强的发展战略:一、集中型战略企业在人力有限,资金有限,技术有限的情况下,与其分散力量蜻蜓点水,不如集中自身力量认认真真地搞好一两个细分市场的经营。希望在这一两个细分市场中,不断提高市场占有率,取得竞争优势,逐渐扩充自己的实力,以求将来的发展。比如,广州从化县一个家具厂。在1985年创建时,资金短缺,设备简陋,技术也比较落后。该厂通过市场调查,了解到广州家具市场中,高档家具资源充足,竞争异常激烈。而低档利小的什木口字凳、纱柜等一般木器家具却被人忽视。于是该厂全力以赴地生产日字凳、纱柜等产品,专门攻占一般家具市场。果然,该厂生产的木器家具一进入市场,很快就销售一空。二、差别化战略 Nowadays, with increasingly fierce market competition, we can adopt the following weak and strong development strategies: First, in a situation where limited manpower, limited funds, and limited technology are available, a concentrated strategic enterprise can concentrate its own strength and conscientiously engage in it instead of dispersing its strength. Well, one or two market segments operate. We hope that in these two market segments, we will continue to increase market share, gain competitive advantage, and gradually expand our own strengths in the hope of future development. For example, a furniture factory in Conghua County, Guangzhou. When it was founded in 1985, funds were short, equipment was poor, and technology was relatively backward. Through a market survey, the plant learned that the high-grade furniture resources in the furniture market in Guangzhou are abundant and the competition is fierce. Low-grade and low-grade wood furniture such as wooden benches and screen cabinets have been neglected. So the factory went all out to produce Japanese-style stools, screen cabinets and other products, specifically to capture the general furniture market. Sure enough, the wood furniture produced by the factory entered the market and sold out quickly. Second, the differentiation strategy