核心竞争力的研究(英文版).docx

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1、更多企业学院：中小企业管理管控全能版183套讲座+89700份资料6总经理、高层管理管控19套讲座+16388份资料6中层管理管控学院316套讲座+6020份资料胭学智娱易经b46套讲座6人力资源学院56套讲座+27123份资料各阶段m工培训学院77套讲座+324份资料E员工管理管控企业学院67套讲座+8720份资料工厂生产管理管控学院52套讲座+13920份资料财务管理管控学院53套讲座+17915份资料销售经理学院56套讲座+14350份资料Suchadefinitionexcludesmanyskillsorpropertiesoftencitedbyorganizationsascor

2、e.petences.Patents,brands,products,andtechnologiesdonotqualify;neitherdobroadmanagementcapabilitiessuchasstrategicplanning,flexibility,andteamwork;nordohigh-levelcorporatethemeslikequality,productivity,andcustomersatisfaction.Core.petencessodefinedcanbegroupedintotwocategories:Insight/foresight.pete

3、nces.Theseenablea.panytodiscoverorlearnfactsorpatternsthatcreatefirst-moveradvantages.Suchinsightsmightderivefrom: Technicalorscientificknowledgethatproducesastringofinventions,aswithCanonsopticsknowledgeandminiaturizationability Proprietarydata,suchasthebehavioralandcredit-scoringknowledgeusedbyCit

4、ibanktobuildtheUnitedStatesleadingcredit-cardbusinessinthe1980s Informationderivedfromhavingthelargestshareofleading-edgetransactionsinthedealflow,suchasisnowbeingexploitedbyEnroninthegasbusiness Purecreativeflairininventingsuccessfulproducts,suchasisdisplayedbytheWaltDisneyCompanysanimatedfilmbusin

5、essandby3M Superioranalysisandinference,asevidencedbytheoutstandingfinancialreturnsrealizedbyBerkshireHathawayandtheFidelityMagellanFundunderPeter1.ynchusingthesamedataavailabletootherstockanalysts.Whatdistinguishesthiskindof.petenceisthatvalueultimatelyderivesfromtheinsightitself.A.panymayhavetogot

6、ogreatlengthstoexploitit,butotherscoulddosojustaseffectivelyiftheyhadaccesstoit.Frontlineexecution.petencesariseincaseswherethequalityofanendproductorservicecanvaryappreciablyaccordingtotheactivitiesoffrontlinepersonnel.Theycanbedefinedasauniqueabilitytodeliverproductsandservicesthatareconsistentlyn

7、earlyequalinqualitytowhatthebestcraftsmanwouldhaveproducedunderidealcircumstances.(Obviously,thereisnoopportunityforafrontlineexecution.petencestrategywhenalmostanyonecanattainsuchquality,sincethereisnoscopefordifferentiation.)In.merciallinesinsurance,forexample,anindividualunderwriterdecideswhether

8、the.panywillacceptapolicy,andpricesthatpolicyinlinewithhis/herpersonalassessmentoftherisk.Althoughtheunderwriterreferstoguidelines,he/shealsoenjoysgreatpersonallatitude.Studieshaveshownthatwhenthebest(ratherthananaverage)underwriterhandlesabookofpolicies,theinsurersreturnonequityonthatbookcanrisebym

9、orethan15percent.Inretailing,Nordstromsabilitytosatisfycustomersisanexampleofafrontline.petence.Itsstoresachieveanunsurpassedlevelofservicethankstotheactionsanddecisionsofhundredsofmembersofitssalesforce.Thesesalespeopleareembeddedinacorporateculturethatprovidessocialization,incentives,andasupportiv

10、eenvironmentfortheNordstromwayofdoingbusiness.Insight/foresightandfrontlineexecution.petencescancoexistinthesame.pany,buteachwillrequireitsownmanagerialfocus.McDonalds,forinstance,usesitsfrontlineexecution.petencetoengineerthefooddeliverysystematindividualrestaurantsanditsinsight/foresighttoidentify

11、winningsitesforitsoutlets.Evaluatingcore.petencesSuccessfulcore.petencesarerarerthanmanyimagine.Most.paniesthatclaima.petence-ledstrategyaredeludingthemselves.Sohowcananexecutiveinseriouspursuitofsuchastrategydeterminewhetheritislikelytoproveworthwhile?Thefirststepistodefinethe.petenceaspreciselyasp

12、ossible,asdescribedabove.Withdefinitioninhand,theexecutiveshouldaskfourkeyquestions:1. Areourskillstrulysuperior?Itisobvious,butusuallyoverlooked,thatany.petence-ledstrategyrequiresthata.panybethebest(orattheveryleast,nearlythebest)atitschosen.petence.Many.panieswronglyassumetheycanbasetheirstrategy

13、on.petencemerelybecauseaparticularskillisimportanttotheirbusinessorattractivetotheircustomers.Ifacore.petenceistoformthebasisofitsstrategy,a.panymustbedemonstrablybetteratitthanallormostofitsactualandpotential.petitors.Insteadof.missioningresearch,.paniestendtoinfertheirsuperiorityfromgeneralusagean

14、dattitudesurveysThemostdirectcheckissimplytoask,Wouldindependenttestsshowthatwearebetteratthisskillthanleading.petitorsintechnicaltermsorcustomeropinion(orboth)?,andthen.missionresearchtofindout.Surprisingly,thisisrarelydone.Companiestendinsteadtoinfertheirsuperiorityfrommoregeneralusageandattitudes

15、urveys.Frontlineexecution.petencesofferoutputbenchmarksthatcanhelpa.panyascertainitsrelativecapability.Inbanking.NorthCarolina-basedWachoviaBankhaslongbeenrecognizedforitscreditskills.Thissuperioritycanbeempiricallytestedbyexaminingitshistoryofcreditwrite-offsand.paringitwiththeexperiencesofsimilarb

16、anks.From1980to1995,Wachoviaforfeited0.6percentofloanstocreditlosses.paredwithover1.1percentattheaverageregionalbank,whichtranslatesintoa6to8pointadvantageinreturnonequityforWachovia.Similarly,publiclyavailabledatashowthatthebestpropertyandcasualtyinsurance.panieshaveanunderwritinglossratiothatisnearlytenpointsbelowtheindustryaverage.Thedifferenceaccountsforanim