With a history of more than 200 years, Glaxo Pharmaceutical is the second largest pharmaceutical factory in the world, with more than 70 companies and branches around the world, and its products are distributed in more than 150 countries and regions, and most of them rank among the best in the local drug market.

The secret of Glaxo's success from a traditional, aging company to a multinational company that continues to grow and sells its products to the international market lies in a risk-taking, strategic business strategy.

The United States is the world's largest market for Western medicine. A number of pharmaceutical companies that are more than 100 years old, or have strong power, have divided the US drug market almost into it, and it is not easy to enter the market again.

However, with its unique way of operating, Glaxo Pharmaceutical Company has not only gained a firm foothold in a short period of time, but also occupied almost all of the gastrointestinal medicine market in the United States with "Good Stomach De" (a drug for the treatment of digestive ulcers). At present, the turnover of "Good Stomach" in the United States has increased sharply, accounting for 1/3 of the global turnover.

Glaxo's entry into the U.S. market began in 1979. At that time, it acquired a small pharmaceutical company in the United States to gain a thorough understanding of the local market. In order to make the company an authentic American company and fully integrated with the American culture, it first gave the head of the American side of the pharmaceutical company full power, thus making decisions fast and operating flexibly.

After Glaxo gained a foothold in the United States, it quickly expanded the market. In 1981, Glaxo USA cooperated with one of the top 10 local pharmaceutical companies in Switzerland, Roast, to sell its drugs using Roor's business agency and marketing network.

At that time, the practice of many manufacturers was to lend their drug trademark rights to other factories and sell them by them, signing contracts for 10 years or several years to share profits. However, the Glaxo factory adopts a vertical combination of business status, from raw material production, research and development, finished product manufacturing to delivery and marketing, and does not contract sales to dealers, so as to ensure the quality of products and timely feedback information. In this way, its "good stomach" drug has become the "star drug" of the United States.

"If you don't enter the tiger's den, you can get the tiger." When the British Glaxo pharmaceutical company entered the US market, it adopted the trick of "merging" the factory, which was like installing a detector on the US market. In this way, every breath and breath of the U.S. drug market has been grasped by Glaxo pharmaceutical companies, providing an accurate intelligence basis for their products to occupy the U.S. market.

The British "Glaxo" focused on conducting market forecasting surveys, thus grasping the secrets of the US market, and then gradually seized the top spot in one fell swoop. Its "anti-customer-oriented" strategy should leave us with useful inspiration.

Judging from the above examples, the most important thing for "anti-customer" is to be able to grasp the key factors, replace the negative with the positive, and turn the passive into the active, so as to reverse all the unfavorable situations and then gain the power to control the overall situation.

In the market competition, if you want to "focus on anti-customers", you must "take advantage of the gap to intervene", grasp the shortcomings of the opponent, and use your own strengths and weaknesses to make the market of others available for your own use.

In the art of war, there is the so-called winning more with less, attacking the many with the outnumbered, and defeating the strong with the weak. In the business war, it is not uncommon to exchange sheep for cattle, to allocate thousands of catties in four or two, and for small fish to eat big fish. The key to success lies in whether the passive can be turned into the active, as long as you can take the initiative, focus on the anti-customer, and seize the opportunity, victory will be at your fingertips.