Discussion on the strategy of cultivating core com

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Strategic discussion on cultivating core competitiveness of soft packaging enterprises (Part I)

with China's entry into WTO, more and more foreign soft packaging enterprises have entered China, which has intensified the competition in the already competitive domestic soft packaging market. This is a challenge for China's soft packaging enterprises that the revised version of the national standard for electric vehicle charging interface has passed the review, Because it means that the soft packaging enterprises have to face the global competitors directly. In terms of soft packaging enterprises, the market competition is mainly reflected in the performance and price competition of enterprises' products in the short term. In the long term, the essence is the competition of enterprises' core competitiveness. Cultivating and promoting the core competitiveness of soft packaging enterprises is the fundamental way to make soft packaging enterprises in an invincible position in the competition. For this reason, soft packaging enterprises should re-examine their own development goals, adjust their future development strategies, and strive to cultivate their core competitiveness

how should China's soft packaging enterprises cultivate and enhance their core competitiveness? From the perspective of investment and management strategy, the author believes that soft packaging enterprises should be based on the professional development strategy, strive to create their own characteristics, establish core expertise, and build the core competitiveness of enterprises

I. connotation of core competence

the term "core competence" was first put forward by American scholars C. K. Prahalad and grayhamel in the article "core competence of the company" published on the Harvard Business Review in 1990. It is also called core competence or core expertise. It refers to the unique core competence of the enterprise that supports the sustainable competitive advantage of the enterprise. It can be expressed in more detail as follows: the core competitiveness of enterprises is formed for a long time, contained in the internal quality of enterprises, and unique to enterprises; Support the past, present and future competitive advantages of the enterprise, and enable the enterprise to obtain the active core competence in the long-term competitive environment. It has many characteristics, one of which is the concentration of resources, that is, the basic idea of cultivating and promoting core competitiveness is to concentrate the resources of enterprises in a few key areas in order to establish their own advantages in these areas. In fact, this is the essence of the specialization development strategy

for soft packaging enterprises, there are two types of development paths for general enterprises: one is the specialized development path, and finally the jaw splint is installed; the other is the diversified development path. The former refers to the continuous development of enterprises by engaging in the production and operation business in a certain field that meets their own resource conditions and capabilities; the latter refers to the continuous expansion of enterprises by engaging in the production and operation business in multiple product or industry fields

as a matter of fact, almost all the large companies with competitive advantages in the world today are professional companies. They focus on one industry and strive to dominate the core fields. After taking over the post of president, Welch, the famous president of Ge, began a series of major reforms to ge. One of them is business restructuring, that is, reducing diversified fields, returning to specialization, striving for the best in the fields to be done, and establishing a worldwide competitive advantage. Today, more than ten years later, GE has taken on a new look and has re entered the top 10 of the world's top 500. Pepsi Cola, which is engaged in diversification, has to sell its fast-food business and embark on the path of professional development again in the face of the aggressive offensive of Coca Cola, which is engaged in professional development. According to the statistics of Fortune magazine, among the world's top 500 enterprises, 140 enterprises account for more than 95% of the total sales of single products, accounting for 28% of the total sales of the top 500 enterprises. 194 enterprises account for 70%-95% of the total sales of leading products, accounting for 38.8%. 146 enterprises account for 70% of the total sales of related products, accounting for 29.2%. However, unrelated diversified enterprises are rare, This shows that the world's top 500 enterprises are generally based on their main business, creating their own characteristics and developing their core expertise

in other words, once an enterprise's main business is not prominent, does not pay attention to concentrating resources to build its own characteristic fields, but invests a large number of resources in unrelated unfamiliar fields and takes the road of diversified development, it is easy to lead to the dispersion of resources, the increase of operation span and cost, the increase of industrial selection errors, and even fall into the passive position of attacking people's strengths with one's own weaknesses, ignoring one's weaknesses and losing the other, and fall into a dilemma. Among the world's top 500, many enterprises were once in crisis because of their diversification strategies, such as Chrysler, Sears, whirlpool and so on

II. Strategic choices for soft packaging enterprises to cultivate their core competitiveness

for soft packaging enterprises, whether they adopt a professional development strategy or a diversified development strategy, they are only two different choices for soft packaging enterprises in their investment and management strategies. Although domestic soft packaging enterprises have developed to a certain extent, there are widespread phenomena of low core competitiveness and lack of motivation for sustainable development, such as low market share of products of high-tech soft packaging enterprises, low management competitiveness of soft packaging enterprises, weak technological development ability of enterprises, insufficient investment, and low degree of organization of soft packaging enterprises

based on this, we should adopt a professional development strategy and strive to create our own characteristic advantages. Compared with the diversification strategy, the specialized development strategy has more advantages in soft packaging enterprises

I. technology R & D and innovation

specialization strategy can bring the advantage of continuous technological innovation, and "technology", especially some unique core key technologies, is a powerful driving force for the rapid growth and sustainable development of soft packaging enterprises, and also a direct reflection of the core competitiveness of soft packaging enterprises, "said Luhao. For soft packaging enterprises, their technologies can be divided into two types: "hard technology" and "soft technology". "Hard technology" mainly refers to tangible assets such as machines, products and equipment of soft packaging enterprises; "Soft technology" mainly refers to the technical methods, process flow, rules, know-how and other intangible assets of soft packaging enterprises. With the advent of the era of knowledge economy and the particularity of the soft package market, the status of "soft technology" is becoming more and more important. In short, a soft packaging enterprise should have at least one or several key skills and technologies, which is the dominant part of the core competitiveness system of the enterprise, the absolute advantage of the soft packaging enterprise to surpass its competitors, and the important pillar of its invincible position in the market. In addition, the core technology also needs to be constantly innovated with the needs of the market and the changes of the situation. Under the background that the economy is becoming more and more complete and some are - 40 ~ + 80 ℃ spherical, the market faced by soft packaging enterprises is no longer limited to a region or a country, but a globalized market. Today's core technology is not equal to tomorrow's core technology. Therefore, only by keeping pace with the times on the original basis, continuous development, and continuous technological innovation, can we ensure that the enterprise's technology is at the forefront of the market and in an invincible position

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