企业核心竞争力-：the-core-competence-of-the-corporation.pptVIP

Global Competition at Each Level Core Competencies Core Products End products Build or defend leadership over a long time Build world leadership in the design and development of a particular class of product functionality Seek to maximize world manufacturing share in core products Move downstream to build brand share Structure: The Tyranny of the SBU 1 Developing Strategic Architecture 2 Two Concepts of the Corporation: Competitiveness of today’s products Interfirm competition to build competencies Portfolio of businesses related in product-market terms Portfolio of competencies core products, and business the SBU ”owns” all resources other than cash SBU is a potential reservoir of core competencies Resource is allocated business by business top management allocates capital and talent Optimizing corporate returns through capital allocation trade-offs among businesses Clarify strategic architecture and building competencies to secure the future The reconceptualization of SBU What are the costs of this distortion? In many companies, the SBU prism means that only one plane of the global competitive battle is visible to top managers. 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 competence are not recognized. Result: ◆Individual SBU wil