企业核心竞争力 The Core Competence of the Corporation.pptVIP

NEC VS. GTE (1980) A case: NEC VS. GTE NEC VS. GTE (1988) NEC: Why? Strategic intent and strategic architecture of “CC” (Computer Communication) Constituted a “CC Committee” Identified three interrelated streams of technology and market evolution Cared about “core product” and built strategic alliances Structure: (1) The Roots of Competitive Advantage NEC: GTE: (2) The Characters of Core Competences (3) How Not to Think of Competence Structure: Identify core competencies ——three tests Losing core competencies Two Lessons The costs of losing a core competence can be only partly calculated in advance. A company has failed to invest in core competence building will find it very difficult to enter an emerging market. From Core Competencies to Core Products Global Competition at Each Level Structure: The reconceptualization of SBU 1.Underinvestment in Developing Core  Competencies and Core Products Reasons: ◆No single business may feel responsible for maintaining a viable responsibility. ◆No one can justify the investment required to build world leadership in some core competence. ◆Corporate management may not impose a more comprehensive view to each SBU. Result: ◆ SBU managers tend to underinvest. 2.Imprisoned Resources Reason: ◆People who embody the unique competence are seen as the sole property of the business they grow up. SBU managers are unwilling to lend their competence carriers. Result: ◆The people can’t get assigned to the most exciting opportunities, and their skills begin to atrophy. 3.Bounded Innovation Reason: ◆Core co