英语6级作文模板文献出处:Cardinal L. The rearch of enterpri core competitiveness and diversification [J]. Global Strategy Journal, 2015, 5(3): 176-185.
原文原文
The rearch of enterpri core competitiveness and diversification
Cardinal L
Abstract
好一点的英语培训Diversification trend is the enterpri under the condition of economic globalization and market competition heats up the inevitable result of the evolution of business logic, enterpri development are also the two situations: resource sharing to realize the economic benefits of superposition effect; scattered resources management efficiency decline, the market share fell. Therefore, how to correctly handle the connection between the enterpri core competitiveness and diversification strategy, has become an important task to the firm growth.
Keywords: Diversification; The core competitiveness
1 Enterpri diversification strategy
摘要是什么意思
Relative to the specialization strategy, diversification strategy can effectively disper management risk, help enterpri market development, looking for cultivating new benefit growth point, and effectively enhance the ability of enterpris to guard against and resist market risk. Since the 90s, many enterpris choo the expanding development, holding a number of industries, in order to achieve the scale of cross-cutting growth. After a lot of enterpris in the loss of local industry advantage, fall into the predicament of the shortage of resources. The reasons for this phenomenon lies in: first, the enterpri market share and resource utilization in the degree of diversification improve preliminary growth, once beyond the peak value of the enterpri bear ability will decrea trend; Second, restricted by the quality and ability of the managers, the degree of diversification improve cannot guarantee enterpri operation management the difficulty increa at the same time, to realize the growth of market resilience; Third, enterpris in the lack of scale advantages, cross-industry market dominance, the market share and resource utilization cannot be achieved significant growth. Diversified, therefore, as a important way of enterpri
bec商务英语培训
growth, industry diversification should focus on the overall effect of optimization, the indicators to avoid is affected by the "short board effect", only guarantee the market
share and resilience and other indicators and growth is proportional to form industrial
agrariandiversification type, diversification strategy is likely to obtain positive effect.拂晓的意思
2 The relationship between core competitiveness and diversification strategy
Diversification strategy on the basis of the correlation of cross-industry products
or rvices, differentiated degree of homogeneity, contains related and unrelated diversification in two forms. Some scholars tend to unrelated diversification strategy as enterpri to defeat the root caus of diversification. And, in fact, with the development of enterpri main business and rely on fulcrum of the changes in the core competitiveness, relevance as a relative concept may appear bigger difference, and it is lack for the rearchers and the industry has been widely accepted by the correlation of quantitative rearch methods. Therefore, this article thought that diversification strategy of correlation is not as to distinguish the criteria or prediction strategy of success, the key is whether the diversified competition strategy bad on enterpri core competence.
2.1 The basic connotation of core competence
Core competence (Core competence), refers to the enterpri internal t of technical ability, is to make one or more of the business in the field of industry and achieve a higher level, or the lack of ob
vious advantages. Usually, core competence includes the following five: the staff overall quality; Technology rearch and development, innovation ability; Management capacity; Brand creation, using ability.
2.2 The main performance
Scope definition of diversification strategy in the business field is the key factor
for enterpri decision-making, enterpri should establish the core competitiveness of
strategic development. Comprehensive experience to determine the core competitiveness of enterpris growth, nurture it, to protect and improve; The core competitiveness of the best value for business applications as first choice of diversification strategy; Rely on the enterpri growth and the expansion of the scale, the area, make the core competitiveness and diversified form mutual promotion,
function relationship between the virtuous cycle of growth.
3 Diversification strategy bad on core competence
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3.1 Cultivate enterpri's core competitiveness
As already noted, the core competitiveness is the enterpri in the competition in the market for a long time to realize the source of dominant advantage. As compared to a tree for the corporate image, the core product is the backbone, each business unit is a branch of the tree, and provide nutrients for the growth of the dominant, the
function of sustaining life, consolidate the tree root is the core competitiveness. The image of the development view of tree this paper expounds the important role of enterpri core competitiveness. Therefore, cultivating enterpri core competitiveness and realize the diversified competitive advantage, is the top issue facing the enterpri diversification strategy. First, strengthen cultivating core competence. Diversification should be clear this fact, regardless of the enterpri takes the development cour, should strengthen enterpri core competitiveness is the first objective of the enterpri vision. Enterpri only rely on stable and quite competitive advantage of core business, safeguard enterpri economic efficiency and the stability of financial resources, is likely to gain a foothold in new industries, so as to further develop the market, implementation of new profit growth. Second, determine the diversification development strategy. Generally speaking, the enterpri generally by the core products, related diversification gradually expands to the diversified business. Some of the current our country industry competition has become wor, and the level of industrial d
evelopment is generally low, often difficult to achieve in the related fields of the new cultivating core competitiveness. Enterpri should pursue scale growth on core business, on the diversification according to the correlation of successive development.
3.2 Industry lection and business matching
Application of diversification strategy, in addition to the factors should be considered the core competitiveness of enterpris, also should be aimed at the core competence factors of a number of factors into consideration to choo, such as areas of management, organization structure, enterpri culture, etc. One of the most critical
blasphemeis a choice, in the field of industrial diversification should be bad on the existing resources and enterpri capacity, on the basis of most avoid blindly follow suit,
thickness on industry profit for enterpris to enter the market orientation. Business
strategy matching problem it is also the important considerations for the direction of
diversification, should focus on current and future competitive advantage of the factor
analysis of the potential. First of all, the matching relationship is between the
business. Whether business unit is consistent with the company's strategic vision; new business and strategic match is between the business units. Second is the ratio of enterpri products and rvices of value chain. Business unit value chain in the formulation and technique can effectively transferred to the other business; The opportunity to rve common u and develop brand products; Looking for business units on the ratio of the value chain value-added resources, competitive power promotion opportunities. Coordination of enterpri resource allocation between the main business and new business order, for the enterpri expansion, stripped of strategic decision-making and implementation to provide powerful guarantee.
潮汕话翻译3.3 Diversification strategy implementation timing
Numerous successful cas prove that diversification strategy is the key to the
success of the enterpri core competitive ability, the new industry development prospects and the correlation between industries. Diversified business strategy implementation requires enterpri development to a certain height to be implemented; especially enterpris should achieve corresponding degree scale, the competitive advantage. Displays in the main business of the dominant market share, and keep larger competitive advantage in the industry field. Abundant capita
l; Industry competition is extremely inten, enterpri is faced with the bottleneck of development and so on. Specifically, the on the investigation of performance in the
following three points: first, the core competitiveness. As already noted the formation of core competitiveness in the industry leading position within the territory, is the basic premi for enterpris to implement diversification strategy, and is an important method of guarantee profits, and financial support. Enterpri into a diversified business, new industry faces new competition within the industry exclude is difficult
to avoid, only relying on business capital, brand support, is likely to get the opportunity to develop. Second is the potential ability. Here refers to the enterpri of
w e
the potential development prospects of new industries involved. Enterpri can u
Michael Porter (Michael Porter) an analysis of five models from vertical and
horizontal sides on the vertical value chain of suppliers, the bargaining power of the
buyer were analyzed, and the lateral external market new entrants, substitutes, and the
competitiveness of existing in the internal market competitor analysis, provide analysis model for the enterpri. Again, the correlation. Enterpri diversification many take transver development strategy, produce synergies. This would require the correlation between main and new related industry, in order to reduce the barriers to entry, saving the cost of the marginal cost of market entry and integration, the maximum of enterpri brand strength and technology advantage into full play.
3.4 Enterpri strategy implementation of resource integration
The companies in the diversified expansion forays of common cau are the
irrational competition. Correctly deal with the issue of resource sharing, risk aversion
and diversified enterpri diversification are important problems that should be
considered, in short, is to realize maximize the corporate business unit in the
integration of new industry, which produces effect. To understand the concrete from the following veral aspects: first, management integration effect. Unity between old and new products, the business management decision-making criteria, less on the basis of meet the requirement of industry management methods and means of change. Second, marketing integration effect. Implem
entation of old and new business complementary role on market development expand brand awareness, are opening up markets, expand the profit space. Third is the production of integrated effect. In the production technology, equipment, raw materials and spare parts purchasing
application to maintain unity, form the scope economy; reduce the unit cost of production. Fourth is the technology integration effect. In the old and new products as far as possible on the core technology of application to realize sharing, cut down the cost of R&D (rearch and development) and technical input costs, realize coordinated production technology, reduce the enterpri's financial burden.
