First of all, we regard the entire tent as the core competitiveness of the enterprise. The larger the space under the tent, the stronger the competitiveness of the enterprise, as shown in Figure 1. The central pillar of the core competitiveness tent represents the core part of the enterprise's core competitiveness. It can elevate the enterprise's competitiveness to a higher level. The image is that no matter how long the other pillars are, if the center If the pillars are shorter than they are, the top of the tent will appear flat or even collapse. According to the point of view defined by Prahalad and Hamer, the proposers of core competitiveness, "core competitiveness is a unique technology and skill." This concept emphasizes the view that technology is the basis of core competitiveness. Technical capabilities (including ramp; D capabilities, product and process innovation capabilities, etc.) are the core capabilities that are the root of competitive advantage. Through their dispersion, energy is continuously extended to the final product, thereby continuously providing consumers with innovative products. So that consumers' needs are met.

For example, Canon has used its core capabilities in optical lenses, imaging technology and microprocessor control technology to successfully enter the market of copiers, laser printers, cameras, imaging scanners, fax machines, etc. 20 Market areas for multiple products. With the evolution of industry and technology, core capabilities can evolve into many novel final products and create unexpected new markets. It is the source of corporate competitive advantage. A tent can be set up with just a piece of canvas and a few poles, but when the external environment changes drastically, such as violent storms, the tent can easily be damaged or even swept away, so the tent must be reinforced.

The core competitiveness of an enterprise is a business-specific knowledge system that is unique to an enterprise. Therefore, the technical elements that constitute the core competitiveness of an enterprise must be organically integrated with the enterprise's operation and management system within the enterprise to bring into full play. The "reinforcement" effect of corporate culture and management is integrated with the organizational culture of the company. Only in this way can the unique core competitiveness of the enterprise be formed. "Three points of technology, seven points of management" shows the importance of management in an enterprise. Without management, an enterprise's people, finances, and materials cannot be effectively coordinated and controlled, and it will be difficult to play its due role; corporate culture reflects the The cohesion of all employees is a unique value standard established by the employee group in the process of business operation. It is a spiritual belief that makes employees proud and can inspire employees to exert their best abilities for the enterprise.