What is the core competitiveness? The concept of core competence is 1990 C.K.Prahalad, a professor at University of Michigan Business School, and Gary, a professor at London Business School. Gary hamel first put forward this concept in his book "The Core Competitiveness of Enterprises". Their definition of core competitiveness is "knowledge and skills integrated within the organization, especially about how to coordinate multiple production skills and integrate different technologies". From the relationship with products or services, core competitiveness is actually the knowledge and skills hidden in the company's core products or services, or the collection of knowledge and skills.
In the view of C.K.Prahalad and Hamel, core competitiveness should first help companies to enter different markets, and it should be the basis for companies to expand their business capabilities. Secondly, the core competitiveness contributes greatly to creating the customer value of the company's final products and services, and its contribution lies in realizing the most concerned, core and fundamental interests of customers, not just some ordinary and short-term interests. Finally, the company's core competitiveness should be difficult to be copied and imitated by competitors. As Zhang Ruimin, president of Haier Group, said: "Innovation (ability) is Haier's real core competitiveness, because it is not easy or impossible to be imitated by competitors."
Core competitiveness is the ability of enterprises (talents, countries or individuals participating in competition) to gain long-term competitive advantage. It is a unique technology or ability that can stand the test of time, has extensibility and is difficult for competitors to imitate.
Core competitiveness, also known as "core (competitive) ability" and "core competitive advantage", refers to the collection of abilities that an organization has to cope with changes and fierce external competition and overcome competitors.
Core competitiveness is the most basic competitiveness among enterprises, which can make the whole enterprise maintain a long-term and stable competitive advantage and obtain stable excess profits. It is the organizational ability of the enterprise itself to organically integrate skill assets and operating mechanism, and it is the result of the enterprise's implementation of internal management strategy and external trading strategy.
The core competitiveness of modern enterprises is the combination of some key resources or capabilities of enterprises with knowledge and innovation as the basic core, and it is a dynamic balance system that can enable enterprises, industries and countries to maintain realistic or potential competitive advantages in a certain period of time.
How to understand the core competitiveness? Ten Contents of Core 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. The 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 the 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 and implementation. Without efficiency and benefit, the implementation of enterprise organization will not be efficient and effective. If the way of doing things in the enterprise organization is inefficient, it will also be inefficient and effective in the execution of the enterprise organization, which directly means that the enterprise has no execution. (5) Cultural competitiveness. Cultural competitiveness is an integration force composed of * * the same values, * * the same way of thinking and * * the same way of behavior, which directly coordinates the implementation 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 these twenty-five rules have become the same values, the same way of thinking and the same code of conduct of Mengniu people. Therefore, the decision-making power and execution power of enterprises must be directly subject to it. * * * with the same values, the same way of thinking and the same way of doing things are not unified, decadent and backward, making frequent mistakes in decision-making and inefficient work. (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.
How to improve the company's core competitiveness This book not only analyzes and expounds the core competitiveness of enterprises from the perspectives of strategic breakthrough, reshaping organization and value marketing; Moreover, the author of each chapter is either a senior consultant of a world-class consulting company, a famous management professor of a famous business school or a senior manager of a first-class company. Compared with previous works on the core competitiveness of enterprises, this book also has the following three remarkable characteristics, which make it unique and form its own "core competitiveness". First of all, from the content point of view, this book not only illustrates how to "create value for customers" with a large number of successful examples; And from many cases of failed companies to explain "why good companies will decline" and why positive actions have no effect. There are not only traditional thoughts, but also some new viewpoints, and put forward "industrial intimacy: seven key design principles"; Moreover, it breaks through the traditional way of thinking and puts forward some new ideas and concepts to "get rid of the limitation of vision and the static evaluation of strategic framework". Finally, from the readability point of view, many chapters of this book use various charts to express the author's views and ideas. For example, the use of charts such as "Famelle Value Curve", "Company Strategic Triangle" and "Detection of Business Portfolio Growth Potential" can make readers understand the author's intention at a glance. At the same time, many authors also use the form of columns to explain Microsoft's victory over Netscape and other cases. This paper gives a detailed introduction and analysis. In a word, this book is for those who are uneasy about the status quo, and for those who are concerned about the core competitiveness of enterprises.
How to improve the core competitiveness of the team? Build an excellent team and improve execution.
Improve competitiveness, so that enterprises can find a better way to operate, strengthen their competitive position in the market, or create new business opportunities, but also provide the funds needed for growth. At present, the competition in the market is ultimately the competition for talents. A successful enterprise has five strengths: 1, and competitiveness (the ability to gain profits in market competition). 2. Execution (the ability to do things correctly). 3. Growth ability (ability to continue to make profits). 4, vitality (the pursuit of ideal internal strength). 5. Learning ability (the ability to absorb knowledge and skills). Excellent team is the core of improving competitiveness, so we in Jiangsu Yinhe have always adopted the method of internal training and external recruitment to form an excellent team with strong execution, loyalty, innovation and learning.
Second, casting brands to improve product competitiveness.
In the market economy, people trust and pursue brands because brands can give consumers perfect promises, which include not only perfect quality, but also value-added services. With a brand, we can gain a foothold in the market and win the world, and the competitiveness and added value of our products can be fully displayed.
Third, pay attention to detail management and improve profitability.
Details determine success or failure, which has become a strong voice in modern enterprise management. Today's flour industry is a low-profit era, but the flour industry we are engaged in is not only a good thing, but also a low-profit systematic project. Therefore, it is particularly important to pay attention to the detailed management of enterprises. Do every ordinary job you do well, be serious, practical, in-depth and thorough, cultivate and establish the spirit of pursuing Excellence, establish a scientific attitude of seeking truth and being pragmatic, and strive for perfection and meticulous work style and good living habits. Practice has proved that the cost control of flour industry is the key to improve efficiency.
Fourth, scientific operation, seize business opportunities and obtain operational benefits.
I personally think that 70% of the profits of the flour industry come from grasping the market opportunities. How to grasp it is mainly based on four words, namely, "static, accurate, ruthless and clever". Quiet means looking at the overall situation, thinking calmly, sizing up the situation and grasping the trend. Be accurate, assess the situation, carefully analyze, wait calmly and seize the opportunity. Tough: Take the initiative when encountering business opportunities. Clever: flexible use, clever business opportunities.
5. Optimize and integrate internal and external resources to maximize the value chain.
Tap the potential and advantages of human, financial, material and resources within the enterprise, make use of all favorable factors inside and outside, skillfully use policies, integrate internal and external resources, maximize the value chain of enterprise resources, improve the core competitiveness of enterprises, and enhance the overall profitability of enterprises.
Six, with a lasting core concept of corporate culture, can the foundation last forever.
The essence of corporate culture is innovation, which can make enterprises develop continuously and expand their scale, so the development of corporate culture is particularly important. With the help of corporate culture, a scientific and effective incentive mechanism and a platform for employees to realize value are formed, so that employees' ideas and behaviors can be integrated into the vision and goals of the enterprise, thus promoting the healthy, orderly and rapid development of the enterprise.
How to improve Lenovo's core competitiveness depends on its own products. At present, Lenovo notebooks are all assembly machines, without their own spare parts and scientific research products.
How to improve the core competitiveness of the workplace The composition of the core competitiveness of the workplace mainly includes three aspects: first, accurate career orientation, second, comprehensive ability and resources, and third, super execution. The core competitiveness created by integrating these three elements aims to enhance the competitive advantage of individuals, make others irreplaceable, and realize career development. Once you have a strong core competitiveness, when faced with the risk of layoffs and various career crises, you will have the capital to actively choose or "choose a good tree to live", and your career will not have a major survival crisis because of changes in career opportunities.
Accurate career orientation
Li Xue, 32 years old, majoring in advertising planning in a famous university, worked as an advertising company employee for 8 years.
In the eyes of my colleagues, my education, qualifications and ability are outstanding. I am not only good at planning cases, but also proficient in financial knowledge. My boss often asks me to help with some important public relations activities. I thought the long-vacant position of department manager belonged to me, but the boss sent airborne troops. The reason given to me is the lack of clear career orientation. In the boss's view, she thinks I can do planning, finance and big public relations projects. So in his opinion, I am not the best candidate for the position of planning manager. I am puzzled by this result. Is it the boss's lack of core competitiveness in his eyes?
A person's career development is like a big tree. Too many lateral branches are likely to hinder the growth of the trunk of the tree, thus making the tree lose enough energy for upward growth. The same is true of career. If there are too many interests, knowledge and certificates, it will weaken the original core competitiveness and easily lead to the ambiguity of personal career goals. In the eyes of others, it is easy to feel that "I want to do everything, but I have no characteristics, or I can't do anything well." In fact, Li Xue's biggest mistake lies in her lack of clear career orientation and goals. She believes that those who can do more work have no guidance in the eyes of leaders and lack core competitiveness. Through the communication with experts, Li Xue further discovered her great potential of being good at communicating with people. Career planning experts also found in the interview that Li Xue has strong communication and expression skills, good affinity and quick thinking. She also said that she likes to communicate with people. Through value clarification, she found that although Li Xue was born as an advertising planner, she never liked it, so she turned to finance and marketing. Investigate your inner career aspirations and finally decide the marketing direction of being a key customer. Half a year has passed, and Li Xue, who has established the direction, has been transferred from the planning department to the marketing department to maintain the company's major customer channels. At present, she has been promoted to marketing manager, and she said that the next target is the marketing director.
Excellent comprehensive ability
Generally speaking, the comprehensive ability of professionals includes language expression ability, information processing ability, problem solving ability, interpersonal skills, organization and management ability, leadership ability, public speaking ability and so on. There is also the problem of resources, that is, the total amount of knowledge and information that individuals have mastered, the educational level they have achieved, and the personal passbook, that is, the social interpersonal relationship that individuals have. The richer the resources, the stronger the ability and the greater the individual's core competitiveness.
Miss Zhang, 29 years old, majoring in human resources in a well-known university, is the HRD of a joint venture, and has worked for 5 years.
I worked in this company for five years after I graduated from school, starting as a clerk assistant. Last year, because my previous HR left, I was promoted to HR manager from three applicants. When it comes to excellent comprehensive ability and resources, I think it seems easy, but it is not easy to truly show them incisively and vividly. The leaders and colleagues evaluated my promotion because I have good affinity, strong communication skills, smooth handling and resourcefulness. I can handle the relationship between superiors and subordinates, better grasp the interpersonal relationship of the company and give full play to my role. My former human resources manager was actually very professional in all aspects of human resources. Even though the PPT file of the weekly newspaper is quite standard, his interpersonal relationship in the company is poor. More than 90% people in the same department always dislike him. Whenever there is a meeting, his suggestions or opinions are almost never adopted, even if it is beneficial to the company, it will seriously affect the normal work of the company. Finally, the boss had to let him report and leave.
As we all know, HR is mainly engaged in dealing with people, so the comprehensive ability and resources of HR are undoubtedly a very important part of its work ability. Strong affinity is like a big magnet, which can attract excellent talents to the company. Honest and trustworthy communication is like warm tea in winter, which can retain real talents. Quick response and flexibility, just like CPU processor, can solve many disputes and contradictions within the company. For an excellent HR, excellent comprehensive ability and resources are indispensable. Colleagues around you seem ordinary, but real human resources are often established from within the company, so good interpersonal relationships are also essential. As we all know, recruitment, training, assessment and other HR work can not be separated from the support and cooperation of other departments of the company, and all kinds of resources are needed, which requires excellent HR to have good organizational and coordination skills, especially cross-departmental communication skills, otherwise it will not only affect the work efficiency, but also affect the position of HR in other departments. A person's success in the workplace is often related to his business value, and the reference standard of business value is comprehensive ability, resources and talents besides academic ability and experience. Christine's ability to replace the former HR manager is inseparable from her high commercial value, so she can stand out in the enterprise and become a rapidly promoted workplace elite.
Super executive power
As the saying goes, "words must be done, and actions must be fruitful." Make yourself a master of time management, act immediately when you think about it, don't miss the opportunity, don't waste too much time, put in a lot of effective actions in the shortest time, finish the work well, take the initiative to share the work of your colleagues, solve the problems that plague your boss in time, and create the greatest wealth for the company. By creating irreplaceable abilities, I believe that your personal core competitiveness will continue to improve.
Yang Juan, a 26-year-old marketing major in a university, works as a sales supervisor in a clothing company. He worked 1 year.
When I graduated from college, I entered the present enterprise through my family connections. Because I am a newcomer, I lack work experience and experience, but I have one characteristic. I will go all out to finish any work assigned to me by my supervisor, no matter how difficult it is.
I remember that not long after I joined the company, the department always asked me to cooperate with my colleagues in the purchasing department to go to Yiwu to buy accessories and decorations for the models. After getting the work order, I drove to Yiwu with my colleagues in the purchasing department without much thought. Because I know that the purpose of arranging my collaborative procurement is to ensure a good style, I frequently run around major commercial squares after I arrived in Yiwu. Despite a busy day, leg pain, backache, hunger and drowsiness, three procurement tasks were still unfinished until 9 pm due to the tedious procurement work and price problems. Colleagues are going to drive back that night. Before I left, they asked me to go back to Shanghai together, but I didn't expect all the purchases to be completed, so I decided to stay one more day temporarily and call the department head to tell him my decision. The department always agrees. The next day, after nearly a day of running around, I successfully completed the procurement task and caught up with the company's exhibition layout as scheduled. Through this incident, the department has always praised me for my strong execution and the potential of excellent employees. Now a year has passed, and I have changed from a salesman to a sales supervisor. Not only that, but my salary has also increased several times. Colleagues said that it usually takes three years to go from salesman to supervisor, and I did it in one year. This rapid promotion is the first time in the company's history.
"If a person can go all out in any job, once he is allowed to engage in his favorite career, his multiplier effect will be immeasurable," said Yan Ling, a top employability expert. From Yang Juan's calm expression, we can easily see that it is different from ordinary people. What is executive power? Yang Juan's story is the best proof. If there are more excellent employees like Yang Juan in the enterprise, they can work hard after receiving the task and communicate with their superiors the difficulties they face and the resources they need to match and support. I believe the enterprise will be a different scene.
Core competitiveness is a sharp weapon for professionals to survive and an important basis for reflecting personal business value. No matter which company you work for or whether you are well-known, as a professional expert, you must be clear about your future development direction and career goals, constantly accumulate and improve your comprehensive ability, strengthen the cultivation of execution, and become an irreplaceable outstanding elite in a certain field.
Are employment competitiveness and employment core competitiveness the same? Only with the core can we be competitive in employment, and we are not afraid of the decline of competitiveness.
What is the strategic theory of core competitiveness? The theoretical basis of the concept of core competence "core competence" was first put forward by C.K.Prahalad and Hammer of the United States in the famous article "Core Competence of the Company" published in Harvard Business Review 1990. They think that core competence refers to the learning ability accumulated in the organization, especially how to coordinate different production skills and integrate them more.
How to improve the core competitiveness of pharmacies 25 So how should pharmacies survive? What competition can achieve long-term development?
Join large chain pharmacies: it is an inevitable choice for small pharmacies to enter large chain pharmacies through overall sales or franchising.
Small pharmacies live in groups: set up a small pharmacy alliance to form a small scale. Imitate the operation mode of some chain pharmacies and form the advantages of information flow, logistics and capital flow.
Establish your own core competitiveness: improve the level of competition, form specialized commercial service projects in market positioning, service targets, business direction, business scope and key categories, and form independent core competitiveness. Mainly in the service, product quality and selection and positioning to form a differentiated competitive advantage.
"Going to the countryside" for development: For some township drug retail markets, opening large pharmacies is not competitive because of its small market, high operating costs. At this time, small pharmacies have the opportunity to survive and develop.
In a word, the rapid development of chain pharmacies is both a challenge and an opportunity for the marketing staff of pharmaceutical enterprises and chain pharmacies, and every marketing staff must pay full attention to it and study it in depth.
Characteristic management of survival
Clinics have specialist clinics, and chain pharmacies can also operate with characteristics. The business characteristics that can be considered are as follows:
1. Specialized pharmacies: specialized pharmacies for various serious diseases.
2. Chinese medicine pharmacy.
3. Specialized pharmacy for imported western medicines
4. Pharmacy with strong medical service ability.