一是对行业既有成熟企业的态度：合作or竞争？ 与现有企业特别是行业头部企业合作，能让初创企业获得资源和供应链支持，从而更快进入规模更大、更成熟的市场。但另一方面，大型企业的诸多流程 可能会导致合作进程严重延误，甚至在利益分配中处于弱势——毕竟在合作关系中，成熟企业们往往拥有更强的议价能力，尤其是当它们能"借鉴"初创企 业的核心创意时。 另一种选择同样有利有弊。与成熟企业们直接对抗，意味着初创企业能更自由地打造自己设想的价值链，服务被成熟企业们忽视的客户，并将能提升客户 价值、替代现有成功产品的创新推向市场。但这同时也意味着要与财力雄厚、基础稳固的对手正面交锋。 二是创新与投资的重心：保护核心技术、筑起护城河（控制力）or快速打开市场、直接攻略客户（执行力）？ 创业之路从不缺热情与创意，却常困于方向的迷茫，核心症结始终是"如何找到产品与市场的契合点（PMF），并选对商业化路径"。 创业战略罗盘 创业者可能会因面临太多选择而感到不知所措——尽管有些路径明显不切实际，有些则无法形成连贯的逻辑。战略罗盘的四大象限能让这一过程变得可 控：帮助初创企业快速找到可行的市场化战略，并理清支撑各项选择的核心假设。 要梳理潜在战 ...

Core Viewpoint - The article emphasizes the importance of finding the Product-Market Fit (PMF) and selecting the right commercialization path for startups, introducing the "Entrepreneurial Strategy Compass" framework to guide strategic choices and avoid pitfalls of blind trial and error [3]. Group 1: Entrepreneurial Strategy Compass - The Entrepreneurial Strategy Compass consists of four quadrants that help startups identify viable market strategies and clarify the core assumptions supporting each choice [4]. - Startups must consider two key competitive trade-offs: the attitude towards established industry players (cooperation vs. competition) and the focus on innovation and investment (control vs. execution) [5][6]. Group 2: Knowledge Property Strategy - In this quadrant, startups choose to collaborate with established firms while retaining control over their products or technologies, focusing on creating value for the partners' customers [9]. - Companies adopting this strategy prioritize intellectual property protection and invest in R&D to build a strong competitive moat [10]. Group 3: Architecture Strategy - Entrepreneurs who successfully implement an architecture strategy often have high public visibility, requiring them to compete and control key value chain nodes [12]. - This strategy is exemplified by companies like Facebook and Google, which redefined existing markets through innovative combinations of customer engagement, technology, and identity [12]. Group 4: Value Chain Strategy - Startups focusing on the value chain strategy invest in commercial viability and competitiveness by integrating into existing value chains rather than disrupting them [13]. - These companies aim to meet the specific needs of stakeholders within the value chain, positioning themselves as preferred partners for established firms [13]. Group 5: Disruption Strategy - The disruption strategy involves directly competing with established firms, emphasizing rapid commercialization and market share expansion [14]. - Companies like Netflix exemplify this approach by targeting underserved market segments and leveraging new technologies to redefine existing business models [15]. Group 6: Decision-Making Process - Entrepreneurs should fill out strategic options across all four quadrants before making decisions, allowing them to identify potential obstacles and align resources effectively [18]. - When multiple paths appear viable, entrepreneurs should return to their core mission and ensure alignment with their team's passion, which is crucial for attracting investors and partners [19].