美国杨百翰大学论文代写：成本领先战略
美国杨百翰大学论文代写：成本领先战略
这一战略的重点是成为行业内或市场中的领导者。通过成为一个行业中成本最低的生产商之一，企业可以实施一项战略，帮助他们成为一个行业中成本最低的生产者之一，如果他们能够降低价格，这将有助于阻止市场份额的相对增长。通过调整成本领先战略，企业可以非常有信心，他们能够实现，甚至保持在一个行业或部门的竞争优势。这在实现成本领先战略是成功的公司都能够追求成本领先战略有很大的风险，因为他们的成本降低可能不是唯一的，其他竞争对手可能会提供他们的成本削减策略，以不同的方式（Amabile，1996）。这就是为什么公司找到各种方法来降低成本和其他费用。只有那些有能力获得足够资源的公司才能生产出有价值的、有很大市场份额的大生产量的企业，这一战略才是可行的。能够适应重点战略的企业也可以享受低成本的优势，这也带来了较高的盈利水平。
成本领先的例子
成本领先的主要例子之一是戴尔的商业战略。戴尔已经能够初步 能够保持库存水平相对较低，只有建立计算机在其供应链计划运用成本领先战略实现的市场份额。这导致运行费用低，因此戴尔可以比其竞争对手以较低的成本制造电脑（chakravorti，2004）。然而，这一战略附带了一些固有的后果。戴尔的声誉作为一个低成本的领导让客户怀疑质量低，这也使得该公司将自己和它的产品很难制造的产品。公司很难转向差异化或集中化战略。
美国杨百翰大学论文代写：成本领先战略
This strategy focuses on being a leader within an industry or within a market. By becoming one of the lowest-cost producers within an industry, firms can implement a strategy which can help them to become one of the lowest cost producers within an industry if they are able to cut down their prices and this will help in blocking down the relative increase in market share. By adapting a cost leadership strategy, firms can be highly confident that they are able to achieved and even maintain a competitive advantage within an industry or sector. Companies which have been successful in achieving a cost leadership strategy do have a great risk in being able to pursue a cost leadership strategy because for them cost reduction may not be unique and other competitors may offer them cost reduction strategies in a different manner (Amabile, 1996). That’s why companies find various ways to reduce cost and other expenses. This strategy is only viable for firms who possess the ability in having access to adequate resources and are able to produce large production volumes which are valuable and have a great market share. Businesses which are able to adapt a focus strategy can also enjoy advantages which could be low costs and this also results in having a high level of profitability.
Cost leadership-examples
One of the prime examples of Cost leadership is Dell’s business strategy. Dell had been able to initially achieve a market share by being able to keep a relatively low level of inventories and only built computers by applying cost leadership strategies in its supply chain programs. It resulted in low operating expenses and thus Dell was able to manufacture computers at a relatively low cost than its competitors (Chakravorti, 2004). However, this strategy had some inherent consequences attached to it. Dell’s reputation as a low cost leader made customers skeptical of making products with low quality and this also made it difficult for the company to rebrand itself and its products. It was difficult for the company to shift towards a differentiation or focus strategy.
