The knowledge of enterprise strategic management helps me to illustrate the basic idea of cultivating enterprise core competitiveness with examples.

On the Cultivation and Promotion of Enterprise's Core Competitiveness

With the gradual improvement of market economy, the competitiveness of enterprises has entered a new historical stage. It has become a major issue for enterprises to improve their competitiveness and build their core competitiveness. To enhance the competitiveness of enterprises in an all-round way, we must carry out institutional innovation and technological innovation, shape corporate culture and improve the quality of employees. Only in this way can enterprises be in an invincible position.

Keywords: core competitiveness; Enterprise; market

According to statistics, the average life expectancy of Chinese enterprises is 8 years, that of private enterprises is 3.5 years, and that of fortune 500 enterprises is about 40 years. Why are China enterprises so short-lived? Lack of core competitiveness is one of the main reasons. Cultivating and strengthening core competitiveness is the only rule for enterprises to live a long life. Summing up the secrets of longevity of world-famous "Shouxing" enterprises, almost all of them "stay young forever" in the market because of their strong core competitiveness.

First, the macro background of cultivating the core competitiveness of enterprises

1990, in the Harvard Business Review, Palahad and Hammer officially published the article "The Core Competitiveness of Enterprises". After comparing the development path of 10 between GTE company in the United States and NEC company in Japan, this paper clearly points out that the secret of NEC company's long-term competitive advantage lies in its foresight in cultivating the core competitiveness of the organization. Subsequently, core competitiveness has become a hot topic in European and American business and management circles. Why did the core competitiveness cause such a big response as soon as it was put forward? As far as the development status of enterprises in China is concerned, the core competitiveness has attracted attention mainly for the following reasons:

1. Changes in the market environment. First of all, great achievements have been made in the economic reform for more than 20 years, the national economic strength has been significantly enhanced, and the pattern of supply and demand in the domestic market has undergone fundamental changes. At comparable prices, the GDP in 2000 was more than six times that of 1980, the total GDP in 2005 exceeded 18.2 trillion yuan, and the GDP increased by 10.7% in the first three quarters of 2006. The market has changed from a shortage economy to a surplus economy, and the seller's market has become a buyer's market. Therefore, enterprises are facing an oversupply market. Secondly, the disappearance of domestic competitive advantage requires enterprises to implement the core competitiveness strategy. Under the influence of economic globalization, with the government protection barriers being broken down one by one, China's past competitive advantages such as local protection, cheap resources and labor are gradually disappearing, and the contradiction of low overall management level of enterprises in China is becoming more and more prominent. Facing the competitive pressure of foreign enterprises, how can China enterprises improve their competitiveness and occupy a place in international competition? Facing the severe and complicated competitive environment, China enterprises should not only pay attention to the opportunities and challenges brought about by changes in the external environment, but also look inward, discover and accumulate their own unique resource advantages, and form unique and extraordinary competitiveness different from other enterprises, that is, implement the core competitiveness strategy of enterprises.

2. The inevitable choice for the long-term development of enterprises. (1) After long-term development, China enterprises have formed a large number of well-known domestic brand enterprises, which have the conditions and capabilities to adopt the core competitiveness strategy. From the perspective of strategic competition, China enterprises have mastered the main competitive strategies, such as quantity, quality, price and service. , and has basically formed the internal dynamic mechanism and strategic design of enterprise growth, and has its own characteristics and considerable level in internal management and corporate culture construction, and has achieved great competitive advantages. The problem now is how to adapt to the high-level strategic competition in the future, and how to cultivate, develop and improve the growth ability of enterprises on a large scale and at a deep level. Core competitiveness is the strategic choice to achieve the above goals. (2) Great development of state-owned economy. The structural layout of the state-owned economy has been optimized, and state-owned capital continues to gather in key industries and large backbone enterprises. The strategic reorganization of state-owned enterprises has achieved results. Through merger, association and reorganization, a number of large enterprise groups with strategic significance have been established in petroleum, petrochemical, electric power, telecommunications, aviation, metallurgy, military industry and other industries. The construction of modern enterprise system in large and medium-sized state-owned enterprises has been steadily advanced. Therefore, the competitive strength of state-owned enterprises has been significantly enhanced. At the same time, state-owned and private enterprises are no longer developing independently, but in a situation of complementary advantages, coordinated development and competitive development. (3) Great development of private economy. The private economy has gone through 26 years, and has experienced the development process from small to large, from weak to strong, and advancing with the times. In the past 26 years, private economy, as a new thing after the reform and opening up, has made great progress. At present, the output value of small and medium-sized enterprises accounts for more than 60% of GDP, employees account for 70% of urban employees, and investment accounts for more than 50% of the total social investment, making them a new force in national taxation and foreign investment. Some people describe the "family history" of private enterprises like this: "The first generation of bosses relied on courage, the second generation relied on ways, the third generation relied on tickets, and the fourth generation relied on brains." "Relying on brains" means that private enterprises must improve their quality, attach importance to science and technology, and attach importance to talents. 3. Challenges faced by enterprises. The first is the challenge of economic internationalization. China joined the WTO on 200 1, forming an all-round, wide-ranging and multi-level opening-up pattern. With the end of the five-year transition period, enterprises are faced with opportunities and challenges to further participate in international competition. How to follow international practices and rules, allocate resources and operating capital internationally, and challenge the international market is what enterprises must face. The second is the challenge of the new economy. China's economic growth mode is facing the transformation from extensive to intensive, from traditional economic model to knowledge economy and information economy. Because China enterprises started late and have low technology content, how to deal with this transformation also puts forward higher requirements for enterprises.

Therefore, with the change of economic competitive environment and the improvement of market conditions, enterprises are facing competition in products, technology, brand, culture, management, market and talents. How to gain a foothold in the market and gain a competitive advantage has become the most concerned issue for enterprises. Therefore, the construction of core competitiveness is put forward.

Second, the core competitiveness of enterprises and their characteristics

1. Put forward the core competitiveness. 65438-0990 In the article "The Core Competitiveness of Enterprises", Palahad and Hammer made a comparative study on the development models of GTE Company in the United States and NEC Company in Japan. 1980, GTE's sales were $9.98 billion and its net cash flow was $ 173 billion, while NEC's sales were only $3.8 billion. However, by 1988, NEC's sales reached $2 189 billion, much higher than GTE's $0164.6 billion. Through analysis and research, this paper finds that the secret of NEC's long-term competitive advantage lies in its foresight in cultivating the core competitiveness of the organization. Palahad and Hammer believe that the core competitiveness of an enterprise is a harmonious combination of a set of advanced technologies, and "advanced technology" is not only the science and technology itself mastered by the enterprise, but also the enterprise management ability, the penetration and appeal of the enterprise culture. It is a capacity structure that combines the above three in a certain way, mainly manifested in the technological innovation ability, reaction ability, manufacturing ability, marketing ability, joint service ability and organizational management ability of the enterprise. An enterprise is like a big tree, with its trunk and branches as its core products. Small branches are business units; Leaves, flowers and fruits are the final products; Providing tending, nutrition and stable roots is the core competitiveness.

2. The characteristics of enterprise's core competitiveness. As the "engine" to gain enterprise advantages, core competitiveness must have its own characteristics: (1) value. Core competence should be conducive to the improvement of enterprise efficiency, so that enterprises are superior to competitors in creating value and reducing costs. Core competitiveness can realize the core value that users value. The core competitiveness of an enterprise can provide users with more use value than other enterprises, meet users' needs better and more comprehensively, and make enterprises have higher labor efficiency and lower product cost than competitors, thus achieving higher and longer-term economic benefits and maximizing enterprise value. (2) Heterogeneity (difficult or impossible to imitate). The core competitiveness of an enterprise should be unique, that is, it is not owned by other enterprises (at least temporarily), and it cannot be copied and replaced, which is the key factor for the success of an enterprise. The heterogeneity of core competitiveness determines the heterogeneity and efficiency difference between enterprises. (3) Extensibility or superposition. Core competitiveness has a strong "spillover effect", and enterprises can extend a series of new products and services from core competitiveness. That is to say, it

marketing power

The specific elements of marketing ability are: the ability to deeply understand and accurately grasp the owner's intention, that is, the ability to understand the tender; The reputation and brand of the enterprise; The ability to serve. An important part of service ability is how to turn intangible services into tangible goods to communicate with owners and convey value-added information to owners.

When the owner signs a new construction contract, it is impossible to select tangible construction products in advance, and it is also impossible to detect the quality of the project in advance. Therefore, the reputation and brand of an enterprise often become a crucial standard, and the owner makes decisions by comparing the past performance of the enterprise with the reputation in the industry. For enterprises providing engineering consulting services, reputation means technical ability and the ability to control risks by relying on technology. For example, the PMC consortium responsible for the $4 billion South China Sea oil project has a maximum liability of only $20 million for exceeding the agreed budget. Therefore, the purpose of the owner's choice of PMC is to control risks for the owner by relying on its technical ability and experience. For construction enterprises, reputation means the ability to understand the architect's or design intention, the ability to ensure the quality of the project and the ability to perform the contract.

A deep understanding of the tender comes from knowing the owner better than competitors, understanding the owner's pursuit and ideas, and even actively discovering the owner, forming a partnership with the owner, guiding the owner's needs, cultivating the owner's personalized needs, providing irreplaceable services from competitors, and forming their own advantages.

(b) project management capability

Project management ability includes the ability to combine social resources, technological innovation and risk control. Innovation ability is the ability to combine various social resources, which is realized by integrating existing resources. Technological innovation generally does not refer to technological progress, but refers to combining existing products or technologies to produce new products and new functions. Enterprises are not necessarily required to have their own patented products and proprietary technologies, but more importantly, they are required to have the ability to integrate all kinds of knowledge, information, technology, products and talents.

Construction enterprises have different requirements for different types of projects and technological innovation capabilities, which does not necessarily mean that enterprises have their own core construction technologies. For example, in housing construction engineering, the premise of construction technology innovation is mainly manifested in the novelty of scheme design. If there are no special requirements for the structure, then the construction technology it needs is basically non-specific, or the construction technology is basically universal. Innovation should pay more attention to the improvement of construction technology to reduce costs, improve building quality and enhance competitiveness. Therefore, enterprises engaged in housing construction master the core technology of development, which may be more reflected in some large-scale landmark buildings. The innovation of architect's design scheme will have special requirements for the structure, so the enterprises that provide general contracting or construction services are required to have corresponding technological innovation capabilities. For new structures, design is always the first step before the improvement of construction technology and equipment, so only by combining design and construction methods can the core technology of construction be realized. The design innovation of structural system is the driving force of architectural technology innovation. For many professional companies supporting construction projects, such as glass curtain wall and intelligence, they need strong technical innovation ability from the research and development of product system to the improvement of engineering design and production process, and then to the construction and installation process.

For engineering consulting enterprises, technological innovation ability is the main core competitiveness, even including the ability to formulate standards and norms. For example, PKPM structural design software developed by China Institute of Building Research has become the main product in similar markets, which is related to its being the main compiling unit of structural design codes in China. With the commanding heights of technology, enterprises can have the initiative and control power to occupy the market and become a powerful guarantee to finally defeat competitors.

In the international market, the risk control ability of enterprises is very important, which often affects the survival of enterprises. Including contract management ability, engineering claim ability, enterprise credit ability and so on. The international project contracting market requires enterprises to provide performance bond and risk offset to resolve market risks. At present, the joint general contracting method widely used in some large-scale projects is one of the core technological advantages of joint ventures and the other is to spread the risks of enterprises.

(C) service innovation capability

Service innovation ability includes institutional arrangement, corporate culture and flexible workflow as close as possible to the market. Hardware environment is easy to be imitated, while "software" such as enterprise system arrangement and enterprise culture is difficult to be simply copied, so it becomes an inseparable part of enterprise competitiveness.

The institutional arrangement is embodied in the fact that the internal operation rules of the enterprise must conform to the market demand and the strategic development of the enterprise. Its core is the property right system, and its most prominent role is the capitalization of human resources. Talent, as a configurable resource, directly constitutes the competitiveness of enterprises. We should give full play to the role of academicians, architects, structural masters, experienced managers, project managers and consulting engineers in design institutes and construction enterprises. Institutional innovation expresses strategic choice, management concept, organizational system, management mode and understanding of human value. Corporate culture is the embodiment of human values, which can be called "cultural marketing" to some extent, bringing value to users and being recognized by users. The thought, organization, methods and means of enterprise internal management can be integrated into enterprise culture. Culture is a kind of ability, which is manifested as an innovative atmosphere in engineering consulting enterprises. In a pure construction enterprise with low cost as its competitive advantage, there should be a closely controlled fine production culture. Internally, it can stimulate the creative thinking and continuous innovation ability of enterprise members. Externally, it is the team spirit of the enterprise and the cooperative relationship between enterprise members, which is fully reflected in the service innovation ability to maximize the interests of owners.

Service innovation ability also means ensuring rapid transformation to develop new markets through flexible workflow. The innovation of workflow means the reorganization or upgrading of enterprise service ability. For example, Hong Kong Baohuadexiang Company opened up the maintenance market of roads, railways, power grids and communication networks in Australia and New Zealand at 1996. In 200 1 year, the turnover of maintenance service market alone reached HK$ 5 billion (while the turnover of new projects in Hong Kong market exceeded HK$ 7 billion), and the profit rate of maintenance projects was higher than that of new projects.

With the change of market demand, the service model should also have a process of optimization and upgrading. The original high-end product market may now become an intermediate product market, so although it is still the original service model and even shows growth, its competitiveness has actually dropped to a medium level. The most obvious feature is that the output value is rising, but the profit rate is falling, and even the total profit is falling. Many enterprises are confused by the increase in turnover brought by economic growth (sometimes because the original competitors have adopted a new service model and made some room in the original market), but they have not seen their position in the project management service chain move backward, which means the decline of core competitiveness. Therefore, simply competing for market share leads to confusion between the causes and results of competition. In fact, the growth of turnover itself is not important for competition, what is important is to have a competitive advantage.

How does the construction unit adapt to the market?

Improve the competitiveness of enterprises

It is the lifeline of the development of construction enterprises to occupy the construction market and increase market share. With the increasingly fierce competition in the construction market, for sustainable development, decision makers of construction enterprises should stand at the forefront of the market, assess the situation, think ahead of the market direction of enterprises in the next few years, study the development trend of the construction market and the market positioning of enterprises, actively promote management innovation, adjust the economic growth mode, enhance the core competitiveness of enterprises, and implement strategic transformation as soon as possible. This is the inevitable orientation and proper meaning for construction enterprises to adapt to the market and improve their competitiveness.

□ Beijing Urban Construction Yatai Construction Engineering Co., Ltd.

Chen Xiuyan, Deputy General Manager

In recent years, Beijing Urban Construction Yatai Construction Engineering Co., Ltd. insists on running an enterprise in good faith, based in Beijing and facing the whole country, actively explores domestic and foreign markets, pays attention to accelerating the adjustment of industrial structure and organizational structure, optimizes the rational allocation of internal resources, and strives to build a corporate brand. The company's production and operation have maintained a good momentum. The company has successively undertaken or participated in the construction of more than 70 key projects, including the new terminal of Capital Airport, Jianwai SOHO, Yintai Center, Chengdu government office building, Olympic Village, steel structure of the main beach volleyball stadium, BMX stadium of Laoshan Olympic Games, Jinghui Garden Hotel, etc., covering 0/4 provinces and cities nationwide. And has undertaken a number of important international engineering projects abroad. Among them, 6 projects won the national "Luban Award" and the national silver award for high-quality projects, and 60 projects were rated as "Great Wall Cup" projects and Beijing high-quality projects. The main economic and technical indicators such as the area of the company's resumption of work, construction output value and per capita income have increased year by year, and it has won many honors, such as National May 1 Labor Award, Consumer Satisfaction Construction Enterprise, National Excellent Quality Brand Culture Award, China Excellent Enterprise, and Advanced Unit of Spiritual Civilization Construction in the Capital.

First, adapt to the market, speed up the adjustment of market strategy, and increase the pace of "going out". After the Olympic Games, Beijing's construction market will shrink, and with the development of national economy, the pace of construction of small and medium-sized cities is accelerating, and the potential of foreign markets is growing. In order to meet the needs of the market, Yatai Company has accelerated the pace of "going out" in recent years. The company has successively undertaken off-site projects such as Jinshen expressway, Jilin Speed Skating Hall, Liu Fen expressway and Hohhot high-pressure natural gas pipeline, as well as international projects such as Gabon National Conference, Economic and Trade Office of China Embassy in Guyana and China Embassy in Niger. At the same time, it also registered five branches in Chengdu, Chongqing, Hengshui, Zhejiang and Dongguan, creating a good situation of "going north, going south, expanding eastward, going west and going abroad", laying a solid foundation for the company to further occupy other cities and international markets and promote the sustainable development of enterprises.

In the future, on the basis of stabilizing the Beijing market, the company will further increase the pace of "going out", conduct all-round marketing, and further undertake follow-up tasks. After 2008, the proportion of construction tasks of the company in other cities and abroad will be greatly improved. By 20 10, the company will develop and occupy the construction market, and strive to form a "three-thirds system" pattern, that is, Beijing market accounts for 1/3, foreign market accounts for 1/3, and foreign market accounts for 1/3.

Second, strengthen the main business, enhance the corporate brand and shape the corporate image. For construction enterprises, if they want to seek sustainable long-term development, they must have their own strong corporate brand and superior technical characteristics. In the current fierce market competition, it is difficult for enterprises to develop without brands. Technology is the core of enterprise's core competitiveness, and enterprises can only be competitive if they constantly carry out technological innovation. Yatai Company has been developing in the field of building construction for more than 0/0 years, and has seven national first-class qualifications and international engineering contracting qualifications, including housing construction engineering, general contracting of municipal public works and architectural decoration, professional contracting of steel structure and lifting equipment installation engineering, cultural relics protection and garden ancient buildings. It has the construction ability to undertake industrial and civil buildings, advanced decoration, waterproof engineering, municipal roads, highways, steel structures and antique buildings. In the construction production, we not only accumulated rich construction production experience, but also studied and practiced a series of new construction production technologies, trained and reserved a large number of technical management talents, and built the brand of the enterprise, which became an important premise and foundation for the sustainable and healthy development of the enterprise in the future.

In the future, the company will further enhance the enterprise qualification, learn advanced construction management experience, give full play to the advantages of the company's technical talents, strive to do and manage all the projects in hand, strengthen the leading position of the company's main business in the industry, and further enhance the company's core competitiveness. Enhance corporate brand through technological leadership, vigorously promote scientific and technological innovation, and meet the needs of enterprises to undertake high-end projects.

Third, accelerate the development of professional branches and improve the ability of enterprises to connect with the market. With the development of the construction market, if construction enterprises want to survive and develop in the fierce market competition, they must take a diversified road and extend to the industrial market sector with high correlation and good performance. In recent years, Yatai Company has made great efforts to strengthen the construction of specialized branches, and specialized branches of decoration, concrete, steel structure, ancient buildings, water and electricity, material leasing, machinery leasing and other companies have initially formed a certain scale.

In the future, the company will further strengthen professional branches, so that each branch will become a strong player in its field, thus improving the docking ability of enterprises in different levels of markets. The company will comprehensively promote the marketing work of professional branches, further improve the marketing network system of professional branches, undertake more large-scale professional engineering projects, and gradually expand the construction scale; Pay close attention to the basic management of professional branches, constantly standardize and improve the construction technology and standards, comprehensively improve the production or construction capacity of professional branches, and improve the profitability of professional branches. At the same time, combined with the actual situation of each unit, we will study policies, explore the institutional innovation of professional branches, and reform the form of separation of main and auxiliary branches for qualified professional branches to promote the rapid development of professional branches.

Fourth, change the mode of economic growth and improve the ability of enterprises to occupy the market and resist risks. Engineering contracting department is a management organization model for Yatai Company to adapt to market demand, integrate enterprise resources and make full use of social resources, so that enterprises can expand the market, avoid risks and realize large-scale operation. In the future, the company will focus on making the project contracting department bigger and stronger, and work closely around corporate brand building; Give full play to the advantages of enterprise qualifications, make full use of social resources and funds, expand the scale of project contracting, improve the organization and management ability to control large-scale projects, accelerate the pace of design and construction integration, and gradually develop from construction general contracting to project general contracting to promote the large-scale operation of the company.

The establishment of a "virtual project company" is also a model for the company to change its economic growth mode and improve its market share and anti-risk ability. In the future, the company will further implement the "virtual project company system", encourage the operators or backbones of the project company to become shareholders, clarify their responsibilities, rights and interests, and allow them to pay dividends according to the operating performance of the project company and their respective shareholding ratios, so as to fully mobilize the enthusiasm of the core backbones of the project company and make the project company form a development model of "self-financing, self-development and self-financing" as soon as possible in production and operation, and grow rapidly. When the conditions are ripe, it will be registered as a legal entity to handle market matters independently. Based on the market, the company will further innovate the business model, organically combine production and operation with asset management, actively explore the capital operation of BT and BOT projects, occupy the high-end project market, drive construction with investment, and seek greater development of the company.

Five, strengthen the bidding management, enhance the marketing ability of enterprises. In recent years, the company has increased its investment in marketing and strengthened the market awareness and quality awareness of all employees. Adhere to the market development-oriented, collect information extensively, increase the bidding for key projects, Olympic projects and public construction projects, continuously expand market share, further occupy and expand the Beijing market, and extend to other markets. In order to better participate in the fierce market competition, the company invested special funds to update and supplement 23 computers, color laser printers and system networks with good performance, which changed the monotonous mode of enterprise qualification documents, qualification documents, tenders and technical tenders in the past. Using powerful computer graphics, scanning, color jet printing, slide show, dynamic demonstration and other advanced means to input and output information, greatly improved the overall sense of the tender, and received good market results. At the same time, more advanced highway budget software and civil engineering budget software are adopted to ensure the timeliness, accuracy and scientificity of economic quotation.

It is an important measure for the company to strengthen marketing to cultivate the marketing team and establish the concept of "big marketing" for all employees. Through recommendation, internal employment, open recruitment, etc., the company selects comrades with strong organizational discipline, decent ideological style, certain public relations and handling ability, loyal to enterprise development, and willing to join the company's marketing work to enrich the marketing team and maintain a stable marketing team. At the same time, give full play to the role of the project management department as the bridgehead of the marketing frontier, stimulate the enthusiasm and enthusiasm of the project management department to actively participate in marketing by improving the internal reward mechanism of the company, and undertake further follow-up tasks on the premise of doing a good job in project implementation and ensuring contract performance.