What is the core competitiveness? Reprint the following information for your reference.
The core competitiveness of an enterprise is originally embodied in its specific capabilities. And this ability itself can be regarded as the aggregation of various abilities, so it can be completely decomposed. The core competitiveness of enterprises can be roughly divided into ten contents from its specific form analysis. Let's call it the top ten competitiveness.
(1) decision competitiveness. This kind of competitiveness is the ability of enterprises to identify development traps and market opportunities and make timely and effective responses to environmental changes. Without this kind of competitiveness, the core competitiveness will become a rotting corpse. Decision-making competitiveness and enterprise decision-making power are the same relationship. Enterprises with frequent decision-making mistakes are definitely not competitive in decision-making. Enterprises without decision-making competitiveness are enterprises with weak decision-making power.
(2) Organizational competitiveness. Enterprise market competition is ultimately achieved through enterprise organization. Only by ensuring that the business work that must be completed to achieve the organizational goals of enterprises is done and the standards are known can the advantages of decision-making competitiveness be guaranteed. Moreover, the decision-making power and execution power of enterprises must also be based on it. Without a strong organization to clearly and properly define the relationship between the members of the enterprise organization and ensure the activities of decision-making power and execution, and without suitable people to undertake and complete, where does the decision-making power and execution of the enterprise come from?
(3) the competitiveness of employees. All major and minor issues of enterprise organization must be borne by someone. Only when the ability of employees is strong enough, their willingness to do a good job is high enough, and they have patience and sacrifice spirit, can everything be guaranteed. Otherwise, without resources, the decision-making power and execution power of enterprises will become empty talk. Activities to ensure the decision-making power and execution of enterprises should be efficient and effective, that is, to ensure that the main body of activities-employees have the ability, willingness, patience and sacrifice to adapt to it.
(4) Process competitiveness. Process is the sum total of individual ways of doing things in various organizations and work roles of enterprises. It directly restricts the efficiency and benefit of enterprise organization. Without efficiency and benefit, the operation of enterprise organization will not be efficient and effective. If the way of doing things is inefficient, then the operation of the enterprise organization is inefficient and effective, which directly means that the enterprise has no execution.
(5) Cultural competitiveness. Cultural competitiveness is an integration force composed of common values, common ways of thinking and common ways of doing things, which directly plays a coordinating role in the operation of enterprise organizations and integrates their internal and external resources. The reason why the twenty-five rules of Mengniu can become the core competitiveness of Mengniu lies in that they have all become the common values, common ways of thinking and common codes of conduct of Mengniu people. Therefore, the decision-making power and execution power of enterprises must be directly subject to it. Common values, common ways of thinking and common ways of doing things are not unified, decadent and backward, and it is inevitable that decisions will be frequent and work efficiency will be low.
(6) Brand competitiveness. Brand needs to be based on quality, but quality alone cannot constitute a brand. In the eyes of the public, this reflects a strong corporate culture. Therefore, it also directly constitutes the ability of enterprises to integrate internal and external resources. Without brand competitiveness, both inside and outside the enterprise organization do not agree with the way and result of doing things, then the enterprise can not have any competitiveness, let alone core competitiveness. Once a brand is formed, it is directly a resource. Therefore, it is an important content of enterprise support.
(7) Channel competitiveness. An enterprise must have enough customers to accept its products and services if it wants to make money, make profits and develop. If there is no extensive and effective channel to communicate the relationship between enterprises and customers, enterprises and customers are isolated and will inevitably be defeated. Therefore, channel is a kind of resource directly, and channel competitiveness directly constitutes a content supported by enterprises. (8) Price competitiveness. Cheap is one of the eight values pursued by customers, and there are no customers who don't pay attention to price. When the quality and brand influence are equal, the price advantage is competitiveness. Without price advantage, it will eventually be eliminated by consumers. Therefore, this kind of competitiveness directly constitutes a content supported by enterprises.
(9) Partner competitiveness. With the development of human society, the days when Dont Ask For Help dominated everything have become the past. In order to provide customers with comprehensive value-added services and value satisfaction, it is necessary to establish a broad strategic alliance. If an enterprise loses the support of its partners, it will not be able to meet the requirements of customer value concentration and will be at a disadvantage in the cruel market competition. Therefore, its enhancement is directly related to the improvement of enterprise support and execution.
(10) Innovation competitiveness. It's the only way to compete in the market. If you want a move, you must have continuous innovation. Whoever can constantly create this trick first will be in an invincible position in this market competition. Therefore, it is not only an important content of enterprise support, but also an important content of enterprise implementation.
These ten competitiveness, as a whole, are reflected in the core competitiveness of enterprises. Judging from the ability to integrate enterprise resources, the lack or reduction of competitiveness in these ten aspects will directly lead to the decline of this ability, that is, the decline of core competitiveness of enterprises. But these ten kinds of competitiveness are relatively independent. Any enterprise, with any kind of competitiveness, also occupies a commanding height of market competition. Fighting needs to attack one mountain after another, and the core competitiveness of enterprises can also be built one by one. It has created the top ten competitiveness and the core competitiveness of the enterprise.
The core competitiveness was first put forward by two professors, C.K.Prahalad and gary hamel, and the domestic mainstream economic management education also paid attention to this concept to varying degrees. Generally speaking, the core competitiveness is the difference between the competitive advantage and core competence of an enterprise or an individual relative to its competitors.
There are four criteria to identify the core competitiveness of enterprises:
1. Value. This ability can first realize the value valued by customers, for example, it can significantly reduce costs, improve product quality, improve service efficiency and increase customer utility, thus bringing competitive advantages to enterprises.
2. scarcity. This ability is definitely scarce, and only a few enterprises have it.
3. Irreplaceability. Competitors cannot be replaced by other capabilities and play an irreplaceable role in creating value for customers.
4. It's hard to imitate. The core competitiveness must also be unique to the enterprise and difficult for competitors to imitate, that is, it is difficult to transfer or copy, unlike materials and machinery and equipment, which can be bought in the market. This ability, which is difficult to imitate, can bring more than average profits to enterprises.
In the May-June issue of HBR in 1990, the article "Enterprise Core Competitiveness" published by C.K.Prahalad and Hamel clearly put forward the concept of "core competitiveness" for the first time. They believe that core competitiveness is the collective knowledge in enterprises, especially the knowledge about how to coordinate different production skills and integrate multiple technologies ... It is a high commitment of communication, tolerance and crossing organizational boundaries.
Since then, people have expanded, understood and defined this concept in many aspects. Mever and Utterback believe that the core competitiveness of an enterprise refers to its R&D ability, manufacturing ability and marketing ability, and is the ability to bring products to market on the basis of product family innovation. Learnard-Barton believes that the core competitiveness of an enterprise is a knowledge system that makes the enterprise different and gives it a competitive advantage.
Mr. Ogden, chief representative of Mckinsey&Company in China, said: "The so-called core competitiveness is the idea that a company can become the most successful company through several key technologies or several knowledge fields even if it has no overall competitive advantage."
Many domestic publications also have different opinions on core competitiveness. Generally speaking, "heterogeneity in form" can be summarized as: core competitiveness is the most basic competitiveness of enterprise competitiveness, which can make the whole enterprise maintain a long-term and stable competitive advantage and obtain stable excess profits. It is the self-organizing ability of enterprises to organically integrate skill assets and operating mechanism, and it is the result of enterprises implementing internal management strategy and external trading strategy.
What is the core competitiveness of an enterprise? The core competitiveness of an enterprise is the decision-making power of the enterprise, including the judgment of grasping the overall situation and sizing up the situation, the innovative power of bold breakthrough and daring to compete, the cultural power of learning from others and pioneering, and the affinity of ensuring quality, honesty and trustworthiness.
The elements of obtaining core competitiveness;
1 resources
Resources are assets owned or available by enterprises, which are used to provide the basis of competitiveness, including internal resources and external resources. Internal resources of enterprises are the premise of competitiveness. For a program-controlled switch manufacturer, internal resources include competent staff, advanced R&D facilities and investment, sufficient funds, modern equipment and effective information system. It is also very important to obtain resources from outside through enterprise alliances, joint ventures, internal licenses and subcontracts to enhance the core competitiveness of enterprises (Seppanen, 2002). Enterprises can borrow external resources at any stage of the value chain. Because the design, development and processing of program-controlled switches involve a wide range of fields, no manufacturer can provide all the necessary resources by itself, so outsourcing and cooperation are necessary.
2. Skills
Ability refers to the effective allocation, utilization, promotion and management of resources in the process of cultivating and enhancing their competitiveness.
3. Economy and core competitiveness
Technical and organizational change skills. Ability can be divided into technical ability and support ability. Technical ability is a set of skills with technical characteristics attached to technical talents. Users' participation in new product development can enable manufacturers to understand and master the market demand before the new product is put into production, and avoid making changes after the product is put into the market, which can save a lot of time and money. Although the overall design of SPC exchange system has been completed in the initial stage of innovation, as a customized product, it must be modified and improved according to the special requirements of specific users before integration and installation. In addition, installation, debugging, debugging and maintenance are all carried out in the user's office. Therefore, it is very important to keep close contact between users and manufacturers.
What is the core competitiveness? What are the elements of building a team's core competitiveness? Core competitiveness is not a simple superposition of people, money and things within an enterprise, but an ability that enables an enterprise to maintain and gain a competitive advantage in the market and is not easy to be imitated by others. Hammer, an American strategist, thinks: "Enterprise is a collection of knowledge. Enterprises acquire new knowledge through the process of accumulation and integrate it into the formal and informal behavior norms of enterprises, thus becoming the leading force for enterprises to accumulate in the future, that is, core competitiveness. " The competition between enterprises will eventually be reflected in the core competitiveness. Specifically, core competitiveness includes the following elements: 1) R&D capability. That is, enterprises have the ability to systematically create activities to increase the total amount of knowledge and use this knowledge to create new knowledge. R&D includes three levels: basic research, applied research and technology development. 2) continuous innovation ability. That is, enterprises can re-integrate talents and capital on the original basis according to the changes in the market environment, conduct research and development of new products and effectively organize production, constantly create and adapt to the market, and realize the established goals of enterprises. The so-called innovation includes technological innovation, product innovation and management innovation. 3) The ability to organize and coordinate the effective production of various production factors. This ability is not limited to the technical level, it involves the organizational structure, strategic objectives, operating mechanism, culture and other aspects of the enterprise, which is highlighted in the strong team spirit and strong cohesion, the overall and overall coordination of the organization, and the effective allocation of resources. The objective environment is changing all the time, so enterprise decision makers must have a keen sense of the change of the objective environment, and their business strategy must change with the change of the objective environment, that is, with time, place, opponent and object. I hope it helps you.
What are the core competitiveness and non-core competitiveness of Suning? Are you competitive now?
Personally, I think Suning and Gome are only companies that adapt to market development under special circumstances. I really don't see any difference between my competitiveness and the "image" or competitiveness of companies in the industry.