Core Competence[核心竞争力]
(Hamel Prahalad)

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自内而外战略。 Hamel和Prahalad的Core Competence[核心竞争力]解析。

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Core Competence[核心竞争力]Hamel和Prahalad的核心竞争力(Core Competence)模型是一个著名的企业战略模型,其战略流程的出发点是企业的核心力量。


自内而外的企业战略(Inside-out Corporate Strategy)

传统的自外而内(Outside-in)战略(例如Five Forces[五力模式]),总是将市场、竞争对手、消费者置于战略设计流程的出发点上。 核心竞争力理论恰好与其相反,认为从长远来看,企业的竞争优势取决于企业能否以低成本、并以超过对手的速度构建核心竞争力。 核心竞争力能够造就料想不到的产品。 竞争优势的真正源泉是企业围绕其竞争力整合、巩固工艺技术和生产技能的能力,据此,小企业能够快速调整适应变化了的商业环境。 核心竞争力是具体的、固有的、整合的或应用型的知识、技能和态度的各种不同组合。


Hamel和Prahalad在他们的《企业核心竞争力》(The Core Competence of the Corporation,1990)一文中,驳斥了传统的组合战略。 根据他们的观点,把战略事业单元(SBU)放在首位,是一个明显的时代错误。 Hamel和Prahalad认为,应该围绕共享的竞争核心来构建企业。 比较: Horizontal Integration[横向整合]


SBU的设置必须要有助于强化发展企业的核心竞争力。 企业的中心部门如财务不应该作为一个独立层面,它要能够为企业的战略体系链接、竞争力构建增加价值。
 

识别核心竞争力的三个测试

  1. 为企业提供通向广阔的多样化市场的潜在通道。
  2. 使企业能够从生产顾客所需产品中获得巨大回报。
  3. 竞争者难以复制。

构建核心竞争力

核心竞争力的构建是通过一系列持续提高和强化来实现的(比较: Kaizen[改善]), 它应该成为企业的战略核心。 从战略层面来讲, 它的目标就是帮助企业在设计、发展某一独特的产品功能上实现全球领导地位。
 

企业高管在SBU的帮助下,一旦识别出所有的核心竞争力,就必须要求企业的项目、人员都必须紧紧围绕这些竞争核心。 企业的审计人员的职责就是要清楚围绕企业竞争核心的人员配置、数量以及质量。 肩负企业核心竞争力的人员应该被经常组织到一起,分享交流思想、经验。


核心僵化?

必须注意不能使企业的核心竞争力发展成为僵化的核心。 对于企业来说,学习培养一个竞争核心难,遗忘一个竞争核心同样困难。 企业不遗余力地构建了一项核心竞争力,有时候却又可能忽略了新的市场环境和需求, 在这种情况下,企业则面临着固步自封的危险。。。


参考文章: C.K. Prahalad, Gary Hamel - The CC of the Corporation -

参考书: Michael Goold, Andrew Campbell - Corporate-Level Strategy -

参考书: C.K. Prahalad, Gary Hamel - Competing for the Future [中译本《竞争大未来》,台湾智库股份有限公司,1995;北京昆仑出版社,1998]-


核心竞争力论坛
  People are our Greatest Asset
How practical are Prahalad and Hamel (1990) when they suggest that the general managerial epithet, people are our greatest asset is a tired clich?...
     
 
  Is There Any Difference Between a Competence and a Competency?
Is there any difference between an organizational / strategic competence and a competency? In other words are competences the same as competencies?...
     
 
  Competences versus Core Competences versus Resources
What is the relationship between competences, core competences and resources?
I'm a bit confused right now......
     
 
  How Does a Core Competence add Value?
What can core competences do and how to they add value to and within the organisation? Please share your thoughts and references / ideas. Thank you!...
     
 
  Financial Valuation of a Core Competence
How can a firm determine the financial valuation of individual CCs? How can we measure the value of a core competence?...
     
 
  Defining New Services / Capabilities
How can we come up with ideas to develop new services, based on current internal strength of existing services and capabilities?
What techniques can be used? Please share your thoughts, thank you for your ideas......
     
 
  Core Competency versus Corporate Competency?
Is there any difference between core competency and corporate competency?
If yes, then please explain....
     
 
  Core Competences and Porter's 5 Forces
Core competencies are like one pole of a magnet, opposite poles always attract each other. The other pole is customer's expectation's or the gap filling.
How you use your CC's with ref to Porter's Five Forces is also important....
     
 
  Leadership & Core Competence
Resources that might be easily available will not enable a business to achieve a competitive advantage over rivals. If a core competence yields a long term advantage to the company, it is said to be a sustainable competitive advantage.
Good lead...
     
 
  Core Competency Should be Challenged
A Core Competency should be difficult for competitors to imitate. But I would like to add that it should also be challenged from time to time by the competitors. Otherwise it will fail to deliver desired results. History says innovation is important ...
     
 
  Core Competences Change due to ICT
(In what way) Did core competences change after the ICT evolution?...
     
 
  Examples of Core Competences
Here are few examples of Core Competencies you frequently see in literature on CCs:
Apple: user-friendly design of electronic consumer devices
Intel: innovative design and manufacturing of computer processors
Honda: building very effic...
     
 
  CC as an Organisational Trait(s)
Try to define your organisation's Core Competency and you find yourself with the same problem as trying to identify your son's talent! He may be a good runner, but, not good enough.
Many companies do a lot of activities exceedingly well and stil...
     
 
  Outside- in vs. Inside-out
I think the debate on the wisdom of an "outside- in" vs. "inside-out" approache is misplaced. CC is clearly the latter but unless you match your CC with market opportunities, CC will not yield desired results....
     
 
  The Virtual Company and Core Competences
It's interesting to consider a Virtual Business when you are thinking about Core Competences:
1. The Virtual Company focuses as much as possible / entirely on its own Core C...
     
 
  Integrating the Core Competence
Having identified the core competence of the organisation, the real challenge - particularly in knowledge intensive organisations - lies ahead in integrating it with the competences of its people so as to enhance the overall organisational capability...
     
 
  Utilizing a Core Competence
Once an organization has defined its Core Competence, finding or creating new markets to leverage the CC becomes a crucial task. Who can give some advise or suggest a generic method how such markets can be discovered? Please share your experiences....
     
 
  Is CC REALLY Different from FF?
The trouble with this article and concept is that it begins by suggesting that CC is opposite to Porter's FF approach in that it places CC at the start as opposed to FF which places market, competition and customer first. Then you read down to the "T...
     
 
  Why Protect Core Comp
Why a firm has to ensure it's CC hard to imitate? the whole market should be aware about a firm CC and the firm should use it in thier marketing activities for branding its culture, it's like using the ISO (I think!!)....
     
 

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最佳实践 - 核心竞争力 高级帐户
  Identifying a Core Competence
How can a firm identify its CC?...
     
 
  Imitation of Core Competence
How can a firm ensure that its core competence(s) are hard to imitate?...
     
 

Expert Tips (ENG) - Core Competence 高级帐户
 

Developing Core Competencies

In order to develop core competencies, a company should:
- Isolate its key abilities and develop and improve them into organization-wide strengt...
Usage (application)Strategy
 
 
 

Uses (Advantages) of Core Competencies

Core competencies are capturing the collective learning in an organization and can be used to:
- Design and develop competitive positions and str...
Usage (application)Strategy
 
 
 

Customer Centricity: Success Factors for Customer Intimacy

Customer / Consumer Centricity (CC) is a frequently used concept used by companies to achieve competitive advantages. It is often believed that CC can...
Usage (application)Value Disciplines, Customer Strategy, Customer Intimacy, Customer-oriented, CRM
 
 
 

A Corporate Theory: Long-term Handhold and Guidance in Turbulent Times?

According to Professor Todd Zenger, companies should focus less on competitive advantage (this isn't what really interests stock markets). Instead cor...
Usage (application)Inside-out Corporate Strategy, Corporate Visioning
 
 
 

Qualities of Core Competences

According to Gallon, Stillman and Coates, core competencies are 'aggregates of capabilities, where synergy is created that has sustainable value and b...
Usage (application)What is a Core Competence and What isn't?
 
 
 

The Key Role of the Strategy Competence in Creating Sustainable Competitive Advantage

Most organizational performance theories assume that there are certain best practices, or best ways that are needed to outperform your rivals.
...
Usage (application)Business Strategy, Corporate Strategy, Competitive Advantage, Strategy Education
 
 
 

How to Change a Firm's Core Business?

Chris Zook recommends 7 steps:
1. Define the core.
2. Assess the core's full potential and the durability of its key differentatiation. Usage (application)A 7-Step Process
 
 

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比较:   Resource-Based View[企业资源观]  |  Blue Ocean Strategy[蓝海战略]  |  Outsourcing[外包]  |  Delta Model[金三角模型]  |  Vertical Integration[垂直整合]  |  Porter  |  Strategic Types[战略类型]  |  Parenting Advantage[母合优势]  |  Trajectories of Industry Change[产业变革轨迹]  |  Forget Borrow Learn[遗忘借用学习法]  |  Parenting Styles[母合类型]  |  Experience Curve[经验曲线]  |  BCG Matrix[BCG矩阵]  |  Growth Phases[成长阶段]  |  Distinctive Capabilities[特殊能力]  |  Organizational Configurations[组织构型]  |  Centralization and Decentralization[中心化与去中心化]  |  Management Buy-out[管理者收购]  |  Acquisition Integration Approaches[收购整合法]  |  Co-Creation[共同创造]  |  Strategic Intent[战略意图]


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