How to Beat Strong Competitors

First of all, let me explain that this topic is a bit of a title party. Because I don't think that a strong competitor can be defeated, this is a small probability. According to Sun Tzu's Art of War, to be invincible is to be able to defeat the enemy; to be able to be invincible is to be able to defeat the enemy, but not to be able to defeat the enemy. Therefore, we cannot pursue small probability events, we cannot pursue the certainty of defeating others, all we can pursue is how to make ourselves invincible.

Or furthermore, we don't need to beat our competitors. There are many kinds of competitions in life, some competitions like boxing are about knocking down your opponent, and some competitions like badminton are just about winning a few more balls, but the goal is to be fit and healthy.

So the focus of today's article is to discuss how to compete with a stronger opponent as an underdog. There is also the question of how to be a "worker beater" in society and how to leap up one or two rungs of the ladder through your own efforts.

The following is a summary of my thoughts over the years, and four points.

I. Find the weaknesses in the strengths of the strong

In 2012, after a failed venture, I began to review and summarize the entrepreneurial methodology. I remember reading dozens of books at the time, and one of the more impressive ones was "Business Warfare" recommended by Zhou Hongyi. Strategies for the Weak Side in Business Warfare.

The core of the laggard is to find the weakness in the strength of the strong, attack that weakness, and concentrate superior forces in the narrowest possible space to fight a war of annihilation.
A better strategy is to find an undisputed area that is unnoticed by the stronger players, and spread the battle lines in that area.
The weaker side is suited to guerrilla warfare, finding a small position to occupy and always being prepared to fight or run.

Then I read another book called "Judo Strategy", which made a similar point. It's about avoiding turning a competition with a strong fighter into a boxing match, which is won by tonnage, and a judo match has a lot of opportunities. The way a judo strategist thinks about things is to look for potential weaknesses where others see strengths, and to look for potential opportunities where others see threats.

So behind any strength, there must be a weakness, and this is the core principle we need to grasp.

2. strive to form a generation gap with the strong in technology

After mankind entered the industrial age, there have been many wars in which the weak have prevailed over the strong, thanks to the generational differences brought about by technology. The use of guns and cannons against spears and swords is often invincible.

Like Pizarro of Spain in 1532, who with more than 100 men destroyed the Inca empire of millions. Or Clive of England in the 18th century, who conquered India with less than 5,000 men and a population of hundreds of millions. There were many other examples of the colonial era where the few won the many.

In the late Qing dynasty, Zeng Guofan was beaten to death by the Taiping Army before he was equipped with western guns and cannons, and other Qing armies were also defeated. In the late Qing Dynasty, Zeng Guofan was beaten by the Taiping Army before he was equipped with guns and cannons, and other Qing armies were defeated. The Mongolian cavalry, led by Singhalin, was annihilated by Zhang Zongyu's cavalry unit, which was later annihilated by Li Hongzhang's troops, who were equipped with western guns and motorized motorboats, on the Shandong Peninsula.

Known as the Three Great Talents of the Late Qing Dynasty, Zeng Guofan, Li Hongzhang, and Zuo Zongtang used their new ideas to help keep the Qing Dynasty alive for 60 years. They were the elite of Chinese society at the time, and were the first to realize the benefits of technological progress and to actively push for the initiation of the foreign affairs movement.

3. Striving for Differentiation in Production Relations

In recent years, technology companies have overtaken traditional companies in the same industry in many areas. A core key point in this is in the production relationship, which is the relationship between people, the relationship between people and company owners, and the distribution of benefits in an enterprise.

Today, for example, companies all over China are learning from the success of Huawei and Alibaba. But all kinds of management models are easy to learn, and dividing money like Ren Zhengfei and Jack Ma is definitely the hardest to learn.

There is a saying that when money is gathered, the people are scattered, and when money is scattered, the people are gathered. If you don't take the money you shouldn't take, it's relatively easy to do, but if you have to share the money with yourself, it's like having a thousand arrows piercing your heart. Liu Bang was the model for the people to gather and disperse their money, while Xiang Yu was the model for the people to gather and disperse their money. In the end, Xiang Yu's people either defected to Liu Bang, such as Han Xin, or were bribed by Liu Bang to be spies, such as Xiang Bo, Xiang Yu's uncle.

So if you want the company to prosper, the boss should not love money and be willing to allocate it. You can't say, "After the company gets better, we must let everyone live a good life," but rather, "Divide the money first," and have a distribution mechanism at the beginning.

4. to enter a new field, with different rules to do things

Similarly in society, if you are a "worker" and want to move up the social ladder, you must take up some new fields, because new tracks mean new opportunities. As the underprivileged in society, we should always think in terms of what the older people don't understand, and what even money can't do.

I often joke with my friends around me that the post-50s and post-60s in Wuhan are flipping the house price to 30,000 a square meter. We, the Post-80s and Post-60s, should find a way to raise the price of bitcoin to 30,000 USD per piece, so that they can take over our business.

It's like wearing a watch, no matter what kind of green or blue balloon you buy, you can't beat Patek Philippe, but today we can wear the world's most powerful electronic watch, the Apple Watch, and you'll be the most handsome guy in this new race.

Finally, I would like to use a quote from my idol, the late columnist of the Hong Kong Economic Journal, Cho Yan-chiu, in his book. If you feel that the rules are unfair to you and you have been wronged, you should find a flaw to break these rules and find a way out.

Well, the above 4 points to sum up, is my personal thinking, welcome the opportunity to come to me together to exchange ideas. In the end, I wish you the best of yourself.

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