定位理论明确指出,不是企业想做什么就做什么,关键看对手允许你做什么。2008年前后,我们把轿车作为优先发展业务,为其准备了100亿元,已投资30亿元建立轿车工厂。2009年,在里斯公司的协助下,我们重新确立聚焦SUV品类的战略。如此巨大的战略转型,决策之难可以想象:一要抵得住诱惑,二要压得住膨胀,三得顶得住压力,四得经得起质疑。 Positioning theory clearly points out that not what companies want to do what is the key to see what the opponent allows you to do. Before and after 2008, we took the sedan as a priority development business, prepared 10 billion yuan for it, and invested 3 billion yuan to establish a car factory. In 2009, with Reese’s assistance, we re-established our strategy of focusing on the SUV category. With such a huge strategic transformation, the difficulties of decision-making can not be imagined: one should resist the temptation, the other should be able to withstand the expansion, and three can withstand the pressures that can be justified.