Analysis:

1990, the famous American management scholars Prahad and Hamel put forward the concept of core competitiveness. They believe that with the development and change of the world, competition intensifies, product life cycle shortens, and global economic integration strengthens, the success of enterprises is no longer attributed to short-term or accidental product development or brainwave market strategy, but to the external performance of their core competitiveness. According to their definition, core competence is a unique skill or technology that enables companies to bring special benefits to customers.

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. Sony's core competence is "miniaturization", and its core benefit to customers is portability; FedEx's core competence is extremely high-level logistics management, and its core interest to customers is immediate delivery.

Secondly, the core competitiveness must 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.

Finally, the core competitiveness is malleable and can be applied to many different tasks at the same time, so that enterprises can meet the needs of customers in a wider range. For example, Canon has successfully entered more than 20 product fields such as photocopiers, laser printers, cameras, scanners and fax machines by using its core competitiveness in optical lens imaging technology and micro-processing technology. Honda's core expertise is engine design and manufacturing, supporting the manufacture of automobiles, motorcycles, lawn mowers and formula racing cars.

Core competitiveness can be manifested not only in technology, but also in production, operation, marketing and finance. For example, Apple's product design innovation ability, which pioneered the use of mouse to operate computers, and its visual design of Macintosh computers greatly promoted the development of personal and home computer markets; Excellent brand management and promotion capabilities of Procter & Gamble and Pepsi; Toyota's lean production capacity, etc. It is because of this unique ability that the company has achieved success.

Exploring the reasons for the company's continuous success is a main line of western management and strategy, and it has always been at the academic forefront of management and strategy. Because of this, some famous enterprises, famous scientists and Nobel Prize winners have emerged in the West. In recent years, business circles in China have also set off a learning upsurge on this issue, and made great progress in theory and practice. In order to help you understand and learn this knowledge, we have specially collected this set of materials for your study and reference.