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,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,小组,成,成员,：,李文,军,军,余,余水,生,生,杨,杨,新,新才,张腾,达,达,邢,邢方,舟,舟,杨,杨,星,星耀,TheCoreCompetenceof,theCorporation,C.k.PrahaldandHamel,TheCoreCompetenceoftheCorporation,Byc.k.PrahaladandGaryHamel,Howtojudgetopexecutives,Duringthe1980s,1.restructuretheircorporations(重,组,组公,司,司),2.decluttertheircorporations,（,（,拨,拨乱,反,反正,）,）,3.delayer theircorporations（精简,机,机构）,In the 1990s,1.Identify the corecompetencies,（,（识别核,心,心竞争力,）,）,2.Cultivatethecorecompetencies（培,育,育核心竞,争,争力）,3.Exploitthe corecompetencies（利,用,用核心,竞,竞争力,）,）,SomethingChanged,In1980,GTEs sales were$9.98billion,and netcash flowwas$1.73 billion.,In1988,GETs sales were$16.46 billion.,In 1980,NECs saleswere$3.8billion.,In 1988,NECs saleswere$21.89billion.,Why?,Largely becauseNECconceivedof itselfin terms of“core competencies,”,”andGTEdid not.,Rethinkingthecorporation,The diversifiedcorporation isa very difficult job.,The critical task for management isto createan organization capableof infusing productswithirresistible functionality or,better yet,creating products that customers need buthavenotyet even imagined.,It requires radicalchange inthe managementof major companies.,The changing basis for globalleadership,NECstopmanagementreckoned,would hinge onacquiringcorecompetencies.,Decentralization made itdifficultfor GTE tofocus oncorecompetencies.,The Rootsof CompetitiveAdvantage,B10090329,余水生,In the short run,acompanyscompetitivenessderives from the price/performanceattributes ofcurrent products.But thesurvivorsof the first wave of global competition,Westernand Japanese alike,are all converging on similarand formidablestandardsfor product cost andquality minimum hurdlesfor continued competition,butlessandlessimportantas sourcesof differential advantage.Inthelongrun,competitivenessderives from an abilityto build,at lower cost and more speedily than competitors,the core competencies that spawn unanticipated products.Therealsources of advantage areto be found inmanagements ability toconsolidate corporatewidetechnologies and production skillsintocompetencies that empower individual businesses to adapt quicklyto changing opportunities.,Corecompetencies are thecollective learningin the organization,especially how tocoordinatediverse productionskills andintegratemultiplestreams oftechnologies.,If core competence is about harmonizingstreams oftechnology,itis also aboutthe organization ofworkand the delivery ofvalue.,Corecompetenceis communication,involvement,anda deep commitment to workingacross organizational boundaries.It involvesmanylevels ofpeople and allfunctions.Andcorecompetence does notdiminishwithuse.,Managementtrappedinthestrategicbusinessunit(SBU)mindsetalmostinevitablyfindsitsindividualbusinessesdependentonexternalsourcesforcriticalcomponents,suchasmotorsorcompressors.Butthesearenotjustcomponents.Theyarecoreproductsthatcontributetothecompetitivenessofawiderangeofendproducts.Theyarethephysicalembodimentsofcorecompetencies.,B10090319,杨,杨新,才,才,HowNottoThinkofCompetence,IdentifyingCoreCompetencies,LosingCoreCompetencies,HowNottoThinkofCompetence,In the core competenciesunderlyingthem,disparate businesses becomecoherent,Cultivating core competence does not mean outspending rivalson research and development,Nor does core competencemeanshared costs,as when twoor more SBUsuse acommon facility aplant,servicefacility,or salesforce,orshare a commoncomponent,Building core competencies ismoreambitiousand different than integratingvertically,moreover,Identifying Core Competencies,F,irst,a core competence provides potential accessto awidevariety ofmarkets.,S,econd,a core competenceshould make a significantcontribution to theperceivedcustomerbenefits of theendproduct.,F,inally,acorecompetenceshould bedifficultforcompetitors toimitate.,LosingCoreCompetencies,OEM,FromCore Competencies to Core Products.,B10090325,张腾达,Thetangiblelink between identifiedcore competencies and end productsis whatwe callthecoreproducts-the physicalembodimentsof one or more corecompetencies.,Coreproducts are the componentsorsubassemblies that actuallycontribute to the valueof the end products.,Hondasengines,forexample,are core products,linchpins between design and development skillsthat ultimatelylead toa proliferationofendproducts.,Thinkinginterms ofcore products forces acompanyto distinguish between the brandshare it achieves in end product markets(for example,40%of the U.S.refrigeratormarket)andthemanufacturing shareitachievesinanyparticular coreproduct(forexample,5%oftheworld shareof compressor output).,Itisessentialtomakethisdistinctionbetweencorecompetencies,coreproducts,andendproductsbecauseglobalcompetitionisplayedoutbydifferentrulesandfordifferentstakesateachlevel.,The manufactureof core products for a wide variety ofexternal(and internal)customer
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