核心竞争力的研究(英文版).docx

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Suchadefinitionexcludesmanyskillsorpropertiesoftencitedbyorganizationsascore.petences.Patents,brands,products,andtechnologiesdonotqualify;neitherdobroadmanagementcapabilitiessuchasstrategicplanning,flexibility,andteamwork;nordohigh-levelcorporatethemeslikequality,productivity,andcustomersatisfaction.Core.petencessodefinedcanbegroupedintotwocategories:Insight/foresight.petences.Theseenablea.panytodiscoverorlearnfactsorpatternsthatcreatefirst-moveradvantages.Suchinsightsmightderivefrom: Technicalorscientificknowledgethatproducesastringofinventions,aswithCanon'sopticsknowledgeandminiaturizationability Proprietarydata,suchasthebehavioralandcredit-scoringknowledgeusedbyCitibanktobuildtheUnitedStates'leadingcredit-cardbusinessinthe1980s Informationderivedfromhavingthelargestshareofleading-edgetransactionsinthedealflow,suchasisnowbeingexploitedbyEnroninthegasbusiness Purecreativeflairininventingsuccessfulproducts,suchasisdisplayedbytheWaltDisneyCompany'sanimatedfilmbusinessandby3M Superioranalysisandinference,asevidencedbytheoutstandingfinancialreturnsrealizedbyBerkshireHathawayandtheFidelityMagellanFundunderPeter1.ynchusingthesamedataavailabletootherstockanalysts.Whatdistinguishesthiskindof.petenceisthatvalueultimatelyderivesfromtheinsightitself.A.panymayhavetogotogreatlengthstoexploitit,butotherscoulddosojustaseffectivelyiftheyhadaccesstoit.Frontlineexecution.petencesariseincaseswherethequalityofanendproductorservicecanvaryappreciablyaccordingtotheactivitiesoffrontlinepersonnel.Theycanbedefinedasauniqueabilitytodeliverproductsandservicesthatareconsistentlynearlyequalinqualitytowhatthebestcraftsmanwouldhaveproducedunderidealcircumstances.(Obviously,thereisnoopportunityforafrontlineexecution.petencestrategywhenalmostanyonecanattainsuchquality,sincethereisnoscopefordifferentiation.)In.merciallinesinsurance,forexample,anindividualunderwriterdecideswhetherthe.panywillacceptapolicy,andpricesthatpolicyinlinewithhis/herpersonalassessmentoftherisk.Althoughtheunderwriterreferstoguidelines,he/shealsoenjoysgreatpersonallatitude.Studieshaveshownthatwhenthe"best"(ratherthananaverage)underwriterhandlesabookofpolicies,theinsurer'sreturnonequityonthatbookcanrisebymorethan15percent.Inretailing,Nordstrom'sabilitytosatisfycustomersisanexampleofafrontline.petence.Itsstoresachieveanunsurpassedlevelofservicethankstotheactionsanddecisionsofhundredsofmembersofitssalesforce.Thesesalespeopleareembeddedinacorporateculturethatprovidessocialization,incentives,andasupportiveenvironmentfortheNordstromwayofdoingbusiness.Insight/foresightandfrontlineexecution.petencescancoexistinthesame.pany,buteachwillrequireitsownmanagerialfocus.McDonald's,forinstance,usesitsfrontlineexecution.petencetoengineerthefooddeliverysystematindividualrestaurantsanditsinsight/foresighttoidentifywinningsitesforitsoutlets.Evaluatingcore.petencesSuccessfulcore.petencesarerarerthanmanyimagine.Most.paniesthatclaima.petence-ledstrategyaredeludingthemselves.Sohowcananexecutiveinseriouspursuitofsuchastrategydeterminewhetheritislikelytoproveworthwhile?Thefirststepistodefinethe.petenceaspreciselyaspossible,asdescribedabove.Withdefinitioninhand,theexecutiveshouldaskfourkeyquestions:1. Areourskillstrulysuperior?Itisobvious,butusuallyoverlooked,thatany.petence-ledstrategyrequiresthata.panybethebest(orattheveryleast,nearlythebest)atitschosen.petence.Many.panieswronglyassumetheycanbasetheirstrategyon.petencemerelybecauseaparticularskillisimportanttotheirbusinessorattractivetotheircustomers.Ifacore.petenceistoformthebasisofitsstrategy,a.panymustbedemonstrablybetteratitthanallormostofitsactualandpotential.petitors.Insteadof.missioningresearch,.paniestendtoinfertheirsuperiorityfromgeneralusageandattitudesurveysThemostdirectcheckissimplytoask,'Wouldindependenttestsshowthatwearebetteratthisskillthanleading.petitorsintechnicaltermsorcustomeropinion(orboth)?,"andthen.missionresearchtofindout.Surprisingly,thisisrarelydone.Companiestendinsteadtoinfertheirsuperiorityfrommoregeneralusageandattitudesurveys.Frontlineexecution.petencesofferoutputbenchmarksthatcanhelpa.panyascertainitsrelativecapability.Inbanking.NorthCarolina-basedWachoviaBankhaslongbeenrecognizedforitscreditskills.Thissuperioritycanbeempiricallytestedbyexaminingitshistoryofcreditwrite-offsand.paringitwiththeexperiencesofsimilarbanks.From1980to1995,Wachoviaforfeited0.6percentofloanstocreditlosses.paredwithover1.1percentattheaverageregionalbank,whichtranslatesintoa6to8pointadvantageinreturnonequityforWachovia.Similarly,publiclyavailabledatashowthatthebestpropertyandcasualtyinsurance.panieshaveanunderwritinglossratiothatisnearlytenpointsbelowtheindustryaverage.Thedifferenceaccountsforanim