1. Differentiated specialization ability can strengthen enterprise differentiation and create multiple competitive advantages. For example, differentiated companies can increase their income by higher product pricing and seizing new markets; Cooperation with external experts can increase profits and make the company withdraw from unprofitable markets; Managing fewer assets internally can help companies reallocate resources and invest in more strategic businesses. In order to achieve differentiation, enterprises need to strengthen their attention and professional knowledge, improve their ability to control their core businesses, and to some extent, they can produce strong risk suppression. However, it is very important for the company to define its position in the whole industry, invest only in truly differentiated businesses, and seek to establish appropriate complementary and cooperative relations while promoting these business innovations.
2. Quick response
Quick response is the second advantage of specialized enterprises. All along, enterprises have been operating under a well-designed business model based on opportunity prediction and threat hypothesis, forcing customers to accept the company's value proposition. These enterprises are full of fixed processes, which not only prolongs the time needed to start new business, but also greatly restricts the ability of effective cooperation. In contrast, specialized enterprises can quickly perceive and respond to unexpected changes in the market environment and customer needs by modularizing business, eliminating non-critical business components and using existing external experts.
3. High efficiency
The efficiency of specialized enterprises is also much higher than that of enterprises adopting traditional business models. Traditional enterprises are committed to integration, willing to invest in fixed assets, pursuing independent development of core competence, and hoping to create scale advantages in all business fields. Specialized enterprises concentrate their main resources on strategic business modules. Specialized enterprises are different from traditional enterprises. They can flexibly adapt to the cost structure and business processes, reduce risks, and conduct business with higher productivity, cost control, capital efficiency and financial predictability.
Specialized enterprises not only add value to employees, customers and shareholders, but also create value for themselves: meeting customer requirements makes enterprises gain customer loyalty; Meet the requirements of employees to keep the enterprise in the leading position and reduce the turnover rate of employees; Realizing shareholder value enables enterprises to win the trust of shareholders and gain more financing options.
Specialized enterprises that use service sales.
1. BP, a well-known oil exploration and transportation company, realized that in order to gain greater flexibility and efficiency, the company needed to improve the performance of global organizations and optimize business design. The company's first step is to determine its strategic business capabilities, including marketing, production, oilfield assets and a strong gas station network. Based on these advantages, BP began to take internal and external specialization measures. BP began to migrate to specialized enterprises on 1998. At that time, the company strived to reduce greenhouse gas emissions to below 90% of the level of 1990 before 20 10. BP has set up an electronic market where quotas can be bought and sold at market prices. It uses price mechanism and local information to inform the price changes of commodities in short supply, instead of centralized management of quota emissions or relying on planners' speculation. Therefore, the cross-enterprise coordination of BP has become more efficient. For example, departments that reduce emissions in advance can sell the remaining quotas to backward departments.
The internal specialization of BP has achieved remarkable results: BP achieved the emission reduction target 200 1 year ago, nine years ahead of schedule. While focusing on strategic business, BP asked its partners to support its non-core business, and established a joint venture with Mobil on 1996 to improve its undifferentiated fuel and lubricant business. BP also centralized the original internal communication services of business departments and signed contracts with external experts to manage application development and hosting. BP outsourced its human resources, finance and accounting functions.