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1、BusinessStrategyReview,2002,Volume13Issue1,pp20-30JudoStrategy:10TechniquesforBeatingaStrongerOpponentDavidBYoffieandMaryKwakimproveitschancesofultimatesuccess.(Infact,PeterTheideaofjudoeconomics,buildingonDruckerhaslabelledthisprocess“entrepreneurialjudo”.)analogieswiththesportofjudo,hasbeenaround
2、foratleast20years.ButtakingWehavetakenthisthinkingonunequalcompetitionfurther.theseideasfurthertojudostrategymeansthataframeworkofstrategicprinciplesFirst,ratherthanfocusonasingleinsight,suchasthecanbedevelopedtohelpcompaniesputimportanceofnichepicking,weprovideanoverarchingframeworkthattiestogethe
3、rawealthofstrongeropponentsonthemat.strategicideas.WhydosomecompaniessucceedindefeatingstrongerSecond,weoffernumerousexamplesofhowrivals,whileothersfail?Thisisaquestionthatallcompanieshaveputtheseideastowork,basedonourambitiousbusinesseseventuallyface.Whetheryou’reinterviewswithexecutivesatabroadra
4、ngeofastart-uptakingonindustrygiantsoragiantmovingcompanies–botholdandneweconomy,largeandintomarketsdominatedbypowerfulincumbents,thesmall.(Unlessotherwisenoted,allquotationsarebasicproblemremainsthesame:howdoyoucompetedrawnfromtheseinterviews.)withopponentswhohavesize,strength,andhistoryontheirsid
5、e?Moreover,thejudostrategyapproachseemsparticularlytimelytoday.Inthego-goyearsoftheTheanswerliesinasimplebutpowerfullesson:Internetboom,tiltingwithgiantswasalltherage.successfulchallengersusewhatwecall“judo”strategyButinthevastmajorityofcases,itwastheupstarts,topreventopponentsfrombringingtheirfull
6、strengthnottheincumbents,whofoundthemselvesfacingintoplay.Judostrategistsavoidformsofcompetition,defeat.Doesthismeanthatcompetingwithgiantsissuchashead-to-headstruggles,thatnaturallyfavouradoomedenterprise?No,butitsurelymeansthatwould-thelargeandthestrong.Instead,theyrelyonspeed,bechallengersmustfi
7、ndsmarterwaystocompete.agility,andcreativethinkingincraftingstrategiesthatmakeitdifficultforpowerfulrivalstocompete.Whatisjudostrategy?JudostrategyisanapproachtocompetitionthatThisisnot,ofcourse,anentirelyn
