公司的核心竞争力普拉哈拉德TheCoreCompetenceof.pptxVIP

;The Core Competence of the Corporation;How to judge top executives;Something Changed;Why ?;Rethinking the corporation;The diversified corporation is a very difficult job. ;The changing basis for global leadership ;The Roots of Competitive Advantage;;;;;; 杨新才;How Not to Think of Competence;Identifying Core Competencies ;;From Core Competencies to Core Products.;The tangible link between identified core competencies and end products is what we call the core products- the physical embodiments of one or more core competencies. Core products are the components or subassemblies that actually contribute to the value of the end products.;Hondas engines, for example, are core products, linchpins between design and development skills that ultimately lead to a proliferation of end products. Thinking in terms of core products forces a company to distinguish between the brand share it achieves in end product markets (for example, 40% of the U.S. refrigerator market) and the manufacturing share it achieves in any particular core product (for example, 5% of the world share of compressor output).;It is essential to make this distinction between core competencies, core products, and end products because global competition is played out by different rules and for different stakes at each level. The manufacture of core products for a wide variety of external (and internal) customers yields the revenue and market feedback that, at least partly, determines the pace at which core competencies can be enhanced and extended.;diversified corporations have a portfolio of products and a portfolio of businesses. ;We have described the three different planes on which battles for global leadership are waged core competence, core products, and end products. We have described the three different planes on which battles for global leadership are waged core competence, core products, and end products. ;Determining whether one is winning or losing end product battles is m