The elements of competitive advantage can only show their advantages if they are competitive, and the focus of enterprise competition lies in macro significance rather than pure product competition. Then let's follow me to look at the relevant knowledge of competitive advantage elements, hoping to help everyone.
Elements of competitive advantage 1 (1) Core technical capabilities
Core technological capability is an important factor that constitutes the core competitiveness of enterprises, including R&D capability, product and process innovation capability. At present, although the academic circles hold different opinions on the elements of core competitiveness, it is generally believed that technical elements are an indispensable and important part. Once the core technology is mastered by enterprises and applied in practice, it will be transformed into great competitiveness and become the source of long-term profits for enterprises. Huang Wenfeng (2003) points out that the core technical competence is one of the key factors for China enterprises to gain competitive advantage through empirical research on the core technical competence of domestic large and medium-sized enterprises.
(B) Enterprise management capabilities
Management is the coordination and integration of various factors. Good management is the premise to ensure the smooth operation of enterprises and the implementation of various activities, which is conducive to the integration of resources, the improvement of efficiency and the benign development of enterprises. The stronger the management ability, the higher the efficiency of optimizing the combination and the stronger the competitiveness of the enterprise. Therefore, management ability is an important element of enterprise's core competitiveness. Management ability involves strategic management, organizational structure and system, human resource management, marketing management, organization and coordination and many other aspects.
(C) corporate culture
Core competitiveness depends on technology and management, and technology and management depend on corporate culture. Corporate culture is a value system shared by employees, which makes the enterprise unique and difficult to imitate. Its promotion of core competitiveness is mainly reflected in: first, building enterprise core values and guiding competitiveness; The second is to cultivate enterprise spirit and encourage competitiveness; The third is to shape the good image of enterprises and optimize their competitiveness; The fourth is to strengthen business philosophy and control competitiveness. It can be said that only when an enterprise has its own unique corporate culture can it truly gradually form its core competitiveness. Some famous enterprises in China, such as Haier, Huawei and FAW, have created their own distinctive corporate culture, which plays a decisive role in strengthening the centripetal force and cohesion within enterprises, promoting the continuous innovation of enterprise technology and management, attracting a large number of outstanding talents and providing inexhaustible motive force for enterprise development.
As the three elements of core competitiveness, technical ability, management ability and corporate culture are interdependent and interactive. Technical ability is the core element of enterprise development, but its application and innovation need good management to support it. To continue to innovate and improve technology and management ability, we must rely on the support of corporate culture, which is gradually formed and continuously strengthened in the long-term operation of the former two. Through interaction, the three elements promote the continuous development of the core competitiveness of enterprises to a higher level.
The characteristics of enterprise core competitiveness mainly include: first, heterogeneity. That is, the core competitiveness must be unique to the enterprise, which is essentially different from the competitors. Second, it is difficult to copy. The core competitiveness not only includes the unique technical characteristics of an enterprise, but also has something to do with its unique organizational management and corporate culture. Its content is difficult to express intuitively through words and language, which determines that it is difficult to copy the core competitiveness. The third is invisibility. Core competitiveness is not a specific product or service, but a structural and intangible strategic resource. The fourth is long-term persistence. Once the core competitiveness of an enterprise is formed, it will play a long-term role and will not be lost in a short time.
The contribution of enterprise's core competitiveness is mainly reflected in the following aspects: first, core competitiveness is conducive to greatly improving enterprise efficiency, helping enterprises create excess profits and bringing high-value benefits to customers. Second, the core competitiveness has considerable dominance and driving force, which can help enterprises to introduce innovation results more easily and derive new products and services. Third, the core competitiveness is the key to the sustainable development of enterprises. If the enterprise lacks core competitiveness, it is easy to be imitated or replaced by competitors, and its vitality is not strong. Fourth, core competitiveness is an important basis for contemporary enterprises to participate in international competition. In the international competition of strong players, enterprises can only occupy the markets of other countries by relying on their own core competitiveness.
Elements of competitive advantage 2 1, technology development capability.
Technology development refers to the use of existing knowledge obtained from research and practical experience or technology introduced from outside to produce new products and devices, and to establish new processes and systems for substantial improvement. At present, some large enterprises or companies at home and abroad, such as IBM, Panasonic, Siemens, Microsoft, Haier, Binzhou Piston and other companies, have set up specialized technology development institutions to seize the opportunity in the fierce competition, form their own manpower accumulation, make it difficult for others to imitate and surpass, and ensure the competitive advantage of enterprises.
2. Strategic decision-making ability.
The strategic decision of an enterprise determines the allocation of its core resources. Enterprises should maintain the consistency of enterprise core competence and accumulation in the period of relatively stable industrial development, accurately predict the dynamic changes of the industry, and adjust enterprise core competence in time. After the enterprise makes a decision, it should consider the strategic issues of the enterprise from the perspective of the cultivation, growth and accumulation of the core competence of the enterprise.
3. Core marketing ability.
It involves the management and control of enterprise marketing networks and channels. Enterprises should use scientific marketing plans, cultivate excellent marketing teams, cooperate with marketing points at all levels, make effective use of advertising effects, and externalize technological advantages into market competitive advantages.
4. Organize and coordinate the production factors of enterprises,
Ability to carry out effective production. Facing the ever-changing market, if an enterprise wants to have advantages, it must always maintain coordination, unity and efficiency in production, operation and management. It involves organizational structure, strategic objectives, information transmission, incentive mechanism and corporate culture. Enterprises should effectively organize resources according to the requirements of different stages of production and make them operate normally in their respective posts.
5. Market adaptability.
The objective environment is time-varying, and enterprise decision-makers must have keen perception ability to keep business strategy adapted to the changes of external environment. In case of unexpected events, such as the invention of a certain technology and the adjustment of government policies, enterprises must quickly and accurately come up with a set of contingency measures and methods to minimize the possible impact on themselves.