最后的重点可以是成本领先战略或差异化战略目标向窄,关注市场。在工作在创建乐购应该集中成本领先战略的内部效率,将帮助他们抵御外部压力。乐购认为特易购需要频繁与政府/行业监管和供应商的交互环境。根据这项工作,全面成本领先和差异化战略都是要在广阔的市场,乐购也可以选择限制对特定市场领域或他们的产品可以选择提供一个小系列的产品广阔的市场,因此追求的战略焦点或利基(波特,1980)。换句话说,乐购遵循成本领先或差异化战略在一个特定的市场或与特定的产品。一些组织面临的危险是,他们试图做所有三个,成为被称为夹在中间。在特易购不分配的情况下,他们有一个清晰的商业战略明确的细分市场。
加拿大卡莫森学院论文代写：技术使世界发展迅速
The final strategy of focus can be either a cost leadership or differentiation strategy aimed toward a narrow, focused market. In work at a cost leadership strategy Tesco should focuses for creation of internal efficiencies that will help them withstand external pressures. Tesco has to think that Tesco have to have frequent interactions with the governmental/regulatory and supplier sectors of the environment. In accordance to this work, while both overall cost leadership and differentiation strategies are intend by at the broad market, Tesco may also choose to restrict their product to specific market areas or may choose to offer a smaller line of products to the broad market, thus pursuing a strategy of focus or niche (Porter, 1980). In other words, Tesco follow a strategy of cost leadership or differentiation either in a specific market or with specific products.The danger some organization face is that they try to do all three and become what is known as stuck in the middle. In case of Tesco it is not allot, as they do have a clear business strategy with a clearly defined market segment.
