德国西门子公司核心竞争力探析外文文献翻译

合集下载

西门子英文版本达彼思

DSB & Siemens Home Appliances

Key members on our Siemens Team: Siemens is DSB’s most treasured client.
So the brand team is headed by our General Manager himself.
First-Class Cooperators (Production Home)

TVC Production:

Yimou Zhang Production Unit Taiwan Greatland Film Production Ltd. Others One of the investors of DSB --Hongkong Guest Advertising Co.. It has a large printing house on Mainland China to guarantee fast service with premium quality. Our 12-year promotion planning and production designing for Shanghai International TV Festival & Shanghai International Film Festival have brought us good relations with other cities across the land.
Brands served :Wella
Uni-lever food,General,Sampo

In Ad Business for :5 years

公司的核心竞争力-外文翻译

外文翻译原文The Core Competence of the CorporationMaterial Source:Harvard Business Review,May-June,1990 P79-93Author:C.K.Prahalad and Gary HamelC. K. Prahalad is professor of corporate strategy and international business at the University of Michigan. Gary Hamel is lecturer in business policy and management at the London Business School. Their most recent HBR article "Strategic Intent" (May June 1989), won the 1989 McKinsey Award for excellence. This article is based on research funded by the Gatsby Charitable Foundation.The Roots of Competitive AdvantageThe distinction we observed in the way NEC and GTE conceived of themselves a portfolio of competencies versus a portfolio of businesses was repeated across many industries. From 1980 to 1988, Canon grew by 264%, Honda by 200%. Compare that with Xerox and Chrysler. And if Western managers were once anxious about the low cost and high quality of Japanese imports, they are now overwhelmed by the pace at which Japanese rivals are inventing new markets, creating new products, and enhancing them. Canon has given us personal copiers; Honda has moved from motorcycles to four wheel off road buggies. Sony developed the 8mm camcorder, Yamaha, the digital piano. Komatsu developed an underwater remote controlled bulldozer, while Casio's latest gambit is a small screen color LCD television. Who would have anticipated the evolution of these vanguard markets?In more established markets, the Japanese challenge has been just as disquieting. Japanese companies are generating a blizzard of features and functional enhancements that bring technological sophistication to everyday products. Japanese car producers have been pioneering four wheel steering, four valve-per cylinder engines, in car navigation systems, and sophisticated electronic engine management systems. On the strength of its product features, Canon is now a player in facsimile transmission machines, desktop laser printers, even semiconductor manufacturing equipment.In the short run, a company's competitiveness derives from the price/performance attributes of current products. But the survivors of the first wave of global competition, Western and Japanese alike, are all converging on similar and formidable standards for product cost and quality minimum hurdles for continued competition, but less and less important as sources of differential advantage. In the long run, competitiveness derives from an ability to build, at lower cost and more speedily than competitors, the core competencies that spawn unanticipated products. The real sources of advantage are to be found in management's ability to consolidate corporatewide technologies and production skills into competencies that empower individual businesses to adapt quickly to changing opportunities.Senior executives who claim that they cannot build core competencies either because they feel the autonomy of business units is sacrosanct or because their feet are held to the quarterly budget fire should think again. The problem in many Western companies is not that their senior executives are any less capable than those in Japan nor that Japanese companies possess greater technical capabilities. Instead, it is their adherence to a concept of the corporation that unnecessarily limits the ability of individual businesses to fully exploit the deep reservoir of technological capability that many American and European companies possess.The diversified corporation is a large tree. The trunk and major limbs are core products, the smaller branches are business units; the leaves, flowers, and fruit are end products. The root system that provides nourishment, sustenance, and stability is the core competence. You can miss the strength of competitors by looking only at their end products, in the same way you miss the strength of a tree if you look only at its leaves. (See the chart "Competencies: The Roots of Competitiveness.”) Core competencies are the collective learning in the organization, especially how to coordinate diverse production skills and integrate multiple streams of technologies. Consider Sony's capacity to miniaturize or Philips's optical media expertise. The theoretical knowledge to put a radio on a chip does not in itself assure a company the skill to produce a miniature radio no bigger than a business card. To bring off this feat, Casio must harmonize know how in miniaturization, microprocessor design, material science, and ultrathin precision casing the same skills it applies in its miniature card calculators, pocket TVs, and digital watches.If core competence is about harmonizing streams of technology, it is also about the organization of work and the delivery of value. Among Sony's competencies is miniaturization. To bring miniaturization to its products, Sony must ensure thattechnologists, engineers, and marketers have a shared understanding of customer needs and of technological possibilities. The force of core competence is felt as decisively in services as in manufacturing. Citicorp was ahead of others investing in an operating system that allowed it to participate in world markets 24 hours a day. Its competence in provided the company the means to differentiate itself from many financial service institutions.Core competence is communication, involvement, and a deep commitment to working across organizational boundaries. It involves many levels of people and all functions. World class research in, for example, lasers or ceramics can take place in corporate laboratories without having an impact on any of the businesses of the company. The skills that together constitute core competence must coalesce around individuals whose efforts are not so narrowly focused that they cannot recognize the opportunities for blending their functional expertise with those of others in new and interesting ways.Core competence does not diminish with use. Unlike physical assets, which do deteriorate over time, competencies are enhanced as they are applied and shared. But competencies still need to be nurtured and protected; knowledge fades if it is not used. Competencies are the glue that binds existing businesses. They are also the engine for new business development. Patterns of diversification and market entry may be guided by them, not just by the attractiveness of markets.Consider 3M's competence with sticky tape. in dreaming up businesses as diverse as "Post it" notes, magnetic tape, photographic film, pressure sensitive tapes, and coated abrasives, the company has brought to bear widely shared competencies in substrates, coatings, and adhesives and devised various ways to combine them. Indeed, 3M has invested consistently in them. What seems to be an extremely diversified portfolio of businesses belies a few shared core competencies.In contrast, there are major companies that have had the potential to build core competencies but failed to do so because top management was unable to conceive of the company as anything other than a collection of discrete businesses. GE sold much of its consumer electronics business to Thomson of France, arguing that it was becoming increasingly difficult to maintain its competitiveness in this sector. That was undoubtedly so, but it is ironic that it sold several key businesses to competitors who were already competence leaders Black & Decker in small electrical motors, and Thomson, which was eager to build its competence in microelectronics and had learned from the Japanese that a position in consumer electronics was vital to thischallenge.Management trapped in the strategic business unit (SBU) mind set almost inevitably finds its individual businesses dependent on external sources for critical components, such as motors or compressors. But these are not just components. They are core products that contribute to the competitiveness of a wide range of end products. They are the physical embodiments of core competencies.How Not to Think of CompetenceSince companies are in a race to build the competencies that determine global leadership, successful companies have stopped imagining themselves as bundles of businesses making products. Canon, Honda, Casio, or NEC may seem to preside over portfolios of businesses unrelated in terms of customers, distribution channels, and merchandising strategy. Indeed, they have portfolios that may seem idiosyncratic at times: NEC is the only global company to be among leaders in computing, telecommunications, and semiconductors and to have a thriving consumer electronics business.But looks are deceiving. In NEC, digital technology, especially VLSI and systems integration skills, is fundamental. In the core competencies underlying them, disparate businesses become coherent. It is Honda's core competence in engines and power trains that gives it a distinctive advantage in car, motorcycle, lawn mower, and generator businesses. Canon's core competencies in optics, imaging, and microprocessor controls have enabled it to enter, even dominate, markets as seemingly diverse as copiers, laser printers, cameras, and image scanners. Philips worked for more than 15 years to perfect its optical media (laser disc) competence, as did JVC in building a leading position in video recording. Other examples of core competencies might include mechantronics (the ability to marry mechanical and electronic engineering), video displays, bioengineering, and microelectronics. In the early stages of its competence building, Philips could not have imagined all the products that would be spawned by its optical media competence, nor could JVC have anticipated miniature camcorders when it first began exploring videotape technologies.Unlike the battle for global brand dominance, which is visible in the world's broadcast and print media and is aimed at building global "share of mind,” the battle to build world class competencies is invisible to people who aren't deliberately looking for it. Top management often tracks the cost and quality of competitors' products, yet how many managers untangle the web of alliances their Japanesecompetitors have constructed to acquire competencies at low cost? In how many Western boardrooms is there an explicit, shared understanding of the competencies the company must build for world leadership? Indeed, how many senior executives discuss the crucial distinction between competitive strategy at the level of a business and competitive strategy at the level of an entire company?Let us be clear. Cultivating core competence does not mean outspending rivals on research and development. In 1983, when Canon surpassed Xerox in worldwide unit market share in the copier business, its R&D budget in reprographics was but a small fraction of Xerox's. Over the past 20 years, NEC has spent less on R&D as a percentage of sales than almost all of its American and European competitors.Nor does core competence mean shared costs, as when two or more SBUs use a common facility a plant, service facility, or sales force or share a common component. The gains of sharing may be substantial, but the search for shared costs is typically a post hoc effort to rationalize production across existing businesses, not a premeditated effort to build the competencies out of which the businesses themselves grow.Building core competencies is more ambitious and different than integrating vertically, moreover. Managers deciding whether to make or buy will start with end products and look upstream to the efficiencies of the supply chain and downstream toward distribution and customers. They do not take inventory of skills and look forward to applying them in nontraditional ways. (Of course, decisions about competencies do provide a logic for vertical integration. Canon is not particularly integrated in its copier business, except in those aspects of the vertical chain that Support the competencies it regards as critical.)译文公司的核心竞争力资料来源:《哈佛商业评论》1990，5-6，P79-93作者：普拉哈拉德和哈默尔编者按：普拉哈拉德是美国密歇根大学研究公司策略和国际商务的教授。

公司的核心竞争力外文翻译及原文

The Core Competence of the CorporationC.K. Prahalad and Gary HamelThe most powerful way to prevail in global competition is still invisible to many companies. During the 1980s, top executives were judged on their ability to restructure, declutter, and delayer their corporations. In the 1990s, they'll be judged on their ability to identify, cultivate, and exploit the core competencies that make growth possible indeed, they'll have to rethink the concept of the corporation itself. Consider the last ten years of GTE and NEC. In the early 1980s, GTE was well positioned to become a major player in the evolving information technology industry. It was active in telecommunications. Its operations spanned a variety of businesses including telephones, switching and transmission systems, digital PABX, semiconductors, packet switching, satellites, defense systems, and lighting products. And GTE's Entertainment Products Group, which produced Sylvania color TVs, had a position in related display technologies. In 1980, GTE's sales were $9.98 billion, and net cash flow was $1.73 billion. NEC, in contrast, was much smaller, at $3.8 billion in sales. It had a comparable technological base and computer businesses, but it had no experience as an operating telecommunications company.Yet look at the positions of GTE and NEC in 1988. GTE's 1988 sales were $16.46 billion, and NEC’s sales were considerably higher at $21.89 billion. GTE has, in effect, become a telephone operating company with a position in defense and lighting products. GTE's other businesses are small in global terms. GTE has divested Sylvania TV and Telenet, put switching, transmission, and digital PABX into joint ventures, and closed down semiconductors. As a result, the international position of GTE has eroded. Non U.S. revenue as a percent of total revenue dropped from 20% to 15% between 1980 and 1988.NEC has emerged as the world leader in semiconductors and as a first tier player in telecommunications products and computers. It has consolidated its position in mainframe computers. It has moved beyond public switching and transmission to include such lifestyle products as mobile telephones, facsimile machines, and laptop computers bridging the gap between telecommunications and office automation. NECis the only company in the world to be in the top five in revenue in telecommunications, semiconductors, and mainframes. Why did these two companies, starting with comparable business portfolios, perform so differently? Largely because NEC conceived of itself in terms of "core competencies," and GTE did not. Rethinking the CorporationOnce, the diversified corporation could simply point its business units at particular end product markets and admonish them to become world leaders. But with market boundaries changing ever more quickly, targets are elusive and capture is at best temporary. A few companies have proven themselves adept at inventing new markets, quickly entering emerging markets, and dramatically shifting patterns of customer choice in established markets. These are the ones to emulate. The critical task for management is to create an organization capable of infusing products with irresistible functionality or, better yet, creating products that customers need but have not yet even imagined.This is a deceptively difficult task. Ultimately, it requires radical change in the management of major companies. It means, first of all, that top managements of Western companies must assume responsibility for competitive decline. Everyone knows about high interest rates, Japanese protectionism, outdated antitrust laws, obstreperous unions, and impatient investors. What is harder to see, or harder to acknowledge, is how little added momentum companies actually get from political or macroeconomic "relief." Both the theory and practice of Western management have created a drag on our forward motion. It is the principles of management that are in need of reform.NEC versus GTE, again, is instructive and only one of many such comparative cases we analyzed to understand the changing basis for global leadership. Early in the 1970s, NEC articulated a strategic intent to exploit the convergence of computing and communications, what it called "C&C" Success, top management reckoned, would hinge on acquiring competencies, particularly in semiconductors. Management adopted an appropriate "strategic architecture," summarized by C&C, and then communicated its intent to the whole organization and the outside world during the mid 1970s.NEC constituted a "C&C Committee" of top managers to oversee the development of core products and core competencies. NEC put in place coordination groups and committees that cut across the interests of individual businesses. Consistent with its strategic architecture, NEC shifted enormous resources to strengthen its position in components and central processors. By using collaborative arrangements to multiply internal resources, NEC was able to accumulate a broad array of core competencies. NEC carefully identified three interrelated streams of technological and market evolution. Top management determined that computing would evolve from large mainframes to distributed processing, components from simple ICs to VLSI, and communications from mechanical cross bar exchange to complex digital systems we now call ISDN. As things evolved further, NEC reasoned, the computing, communications, and components businesses would so overlap that it would be very hard to distinguish among them, and that there would be enormous opportunities for any company that had built the competencies needed to serve all three markets.NEC top management determined that semiconductors would be the company's most important "core product." It entered into myriad strategic alliances over 100 as of 1987 aimed at building competencies rapidly and at low cost. In mainframe computers, its most noted relationship was with Honeywell and Bull. Almost all the collaborative arrangements in the semiconductor component field were oriented toward technology access. As they entered collabor ative arrangements, NEC’s operating managers understood the rationale for these alliances and the goal of internalizing partner skills. NEC's director of research summed up its competence acquisition during the 1970s and 1980s this way: "From an investment standpoint, it was much quicker and cheaper to use foreign technology. There wasn't a need for us to develop new ideas.”No such clarity of strategic intent and strategic architecture appeared to exist at GTE. Although senior executives discussed the implications of the evolving information technology industry, no commonly accepted view of which competencies would be required to compete in that industry were communicated widely. While significant staff work was done to identify key technologies, senior line managers continued to act as if they were managing independent business units.Decentralization made it difficult to focus on core competencies. Instead, individual businesses became increasingly dependent on outsiders for critical skills, and collaboration became a route to staged exits. Today, with a new management team in place, GTE has repositioned itself to apply its competencies to emerging markets in telecommunications services.The Roots of Competitive AdvantageThe distinction we observed in the way NEC and GTE conceived of themselves a portfolio of competencies versus a portfolio of businesses was repeated across many industries. From 1980 to 1988, Canon grew by 264%, Honda by 200%. Compare that with Xerox and Chrysler. And if Western managers were once anxious about the low cost and high quality of Japanese imports, they are now over;whelmed by the pace at which Japanese rivals are inventing new markets, creating new products, and enhancing them. Canon has given us personal copiers; Honda has moved from motorcycles to four wheel off road buggies. Sony developed the 8mm camcorder, Yamaha, the digital piano. Komatsu developed an underwater remote controlled bulldozer, while Casio's latest gambit is a small screen color LCD television. Who would have anticipated the evolution of these vanguard markets?In more established markets, the Japanese challenge has been just as disquieting. Japanese companies are generating a blizzard of features and functional enhancements that bring technological sophistication to everyday products. Japanese car producers have been pioneering four wheel steering, four valve-per cylinder engines, in car navigation systems, and sophisticated electronic engine management systems. On the strength of its product features, Canon is now a player in facsimile transmission machines, desktop laser printers, even semiconductor manufacturing equipment.In the short run, a company's competitiveness derives from the price/performance attributes of current products. But the survivors of the first wave of global competition, Western and Japanese alike, are all converging on similar and formidable standards for product cost and quality minimum hurdles for continued competition, but less and less important as sources of differential advantage. In the long run, competitiveness derives from an ability to build, at lower cost and more speedily than competitors, the core competencies that spawn unanticipated products. The real sources of advantageare to be found in management's ability to consolidate corporatewide technologies and production skills into competencies that empower individual businesses to adapt quickly to changing opportunities.Senior executives who claim that they cannot build core competencies either because they feel the autonomy of business units is sacrosanct or because their feet are held to the quarterly budget fire should think again. The problem in many Western companies is not that their senior executives are any less capable than those in Japan nor that Japanese companies possess greater technical capabilities. Instead, it is their adherence to a concept of the corporation that unnecessarily limits the ability of individual businesses to fully exploit the deep reservoir of technological capability that many American and European companies possess.The diversified corporation is a large tree. The trunk and major limbs are core products, the smaller branches are business units; the leaves, flowers, and fruit are end products. The root system that provides nourishment, sustenance, and stability is the core competence. You can miss the strength of competitors by looking only at their end products, in the same way you miss the strength of a tree if you look only at its leaves. (See the chart "Competencies: The Roots of Competitiveness.”)Core competencies are the collective learning in the organization, especially how to coordinate diverse production skills and integrate multiple streams of technologies. Consider Sony's capacity to miniaturize or Philips's optical media expertise. The theoretical knowledge to put a radio on a chip does not in itself assure a company the skill to produce a miniature radio no bigger than a business card. To bring off this feat, Casio must harmonize know how in miniaturization, microprocessor design, material science, and ultrathin precision casing the same skills it applies in its miniature card calculators, pocket TVs, and digital watches.If core competence is about harmonizing streams of technology, it is also about the organization of work and the delivery of value. Among Sony's competencies is miniaturization. To bring miniaturization to its products, Sony must ensure that technologists, engineers, and marketers have a shared understanding of customer needs and of technological possibilities. The force of core competence is felt as decisively in services as in manufacturing. Citicorp was ahead of others investing inan operating system that allowed it to participate in world markets 24 hours a day. Its competence in provided the company the means to differentiate itself from many financial service institutions.Core competence is communication, involvement, and a deep commitment to working across organizational boundaries. It involves many levels of people and all functions. World class research in, for example, lasers or ceramics can take place in corporate laboratories without having an impact on any of the businesses of the company. The skills that together constitute core competence must coalesce around individuals whose efforts are not so narrowly focused that they cannot recognize the opportunities for blending their functional expertise with those of others in new and interesting ways.Core competence does not diminish with use. Unlike physical assets, which do deteriorate over time, competencies are enhanced as they are applied and shared. But competencies still need to be nurtured and protected; knowledge fades if it is not used. Competencies are the glue that binds existing businesses. They are also the engine for new business development. Patterns of diversification and market entry may be guided by them, not just by the attractiveness of markets.Consider 3M's competence with sticky tape. in dreaming up businesses as diverse as "Post it" notes, magnetic tape, photographic film, pressure sensitive tapes, and coated abrasives, the company has brought to bear widely shared competencies in substrates, coatings, and adhesives and devised various ways to combine them. Indeed, 3M has invested consistently in them. What seems to be an extremely diversified portfolio of businesses belies a few shared core competencies.In contrast, there are major companies that have had the potential to build core competencies but failed to do so because top management was unable to conceive of the company as anything other than a collection of discrete businesses. GE sold much of its consumer electronics business to Thomson of France, arguing that it was becoming increasingly difficult to maintain its competitiveness in this sector. That was undoubtedly so, but it is ironic that it sold several key businesses to competitors who were already competence leaders Black & Decker in small electrical motors, and Thomson, which was eager to build its competence in microelectronics and hadlearned from the Japanese that a position in consumer electronics was vital to this challenge.Management trapped in the strategic business unit (SBU) mind set almost inevitably finds its individual businesses dependent on external sources for critical components, such as motors or compressors. But these are not just components. They are core products that contribute to the competitiveness of a wide range of end products. They are the physical embodiments of core competencies.How Not to Think of CompetenceSince companies are in a race to build the competencies that determine global leadership, successful companies have stopped imagining themselves as bundles of businesses making products. Canon, Honda, Casio, or NEC may seem to preside over portfolios of businesses unrelated in terms of customers, distribution channels, and merchandising strategy. Indeed, they have portfolios that may seem idiosyncratic at times: NEC is the only global company to be among leaders in computing, telecommunications, and semiconductors and to have a thriving consumer electronics business.But looks are deceiving. In NEC, digital technology, especially VLSI and systems integration skills, is fundamental. In the core competencies underlying them, disparate businesses become coherent. It is Honda's core competence in engines and power trains that gives it a distinctive advantage in car, motorcycle, lawn mower, and generator businesses. Canon's core competencies in optics, imaging, and microprocessor controls have enabled it to enter, even dominate, markets as seemingly diverse as copiers, laser printers, cameras, and image scanners. Philips worked for more than 15 years to perfect its optical media (laser disc) competence, as did JVC in building a leading position in video recording. Other examples of core competencies might include mechantronics (the ability to marry mechanical and electronic engineering), video displays, bioengineering, and microelectronics. In the early stages of its competence building, Philips could not have imagined all the products that would be spawned by its optical media competence, nor could JVC have anticipated miniature camcorders when it first began exploring videotape technologies.Unlike the battle for global brand dominance, which is visible in the world's bro adcast and print media and is aimed at building global "share of mind,” the battle to build world class competencies is invisible to people who aren't deliberately looking for it. Top management often tracks the cost and quality of competitors' products, yet how many managers untangle the web of alliances their Japanese competitors have constructed to acquire competencies at low cost? In how many Western boardrooms is there an explicit, shared understanding of the competencies the company must build for world leadership? Indeed, how many senior executives discuss the crucial distinction between competitive strategy at the level of a business and competitive strategy at the level of an entire company?Let us be clear. Cultivating core competence does not mean outspending rivals on research and development. In 1983, when Canon surpassed Xerox in worldwide unit market share in the copier business, its R&D budget in reprographics was but a small fraction of Xerox's. Over the past 20 years, NEC has spent less on R&D as a percentage of sales than almost all of its American and European competitors.Nor does core competence mean shared costs, as when two or more SBUs use a common facility a plant, service facility, or sales force or share a common component. The gains of sharing may be substantial, but the search for shared costs is typically a post hoc effort to rationalize production across existing businesses, not a premeditated effort to build the competencies out of which the businesses themselves grow. Building core competencies is more ambitious and different than integrating vertically, moreover. Managers deciding whether to make or buy will start with end products and look upstream to the efficiencies of the supply chain and downstream toward distribution and customers. They do not take inventory of skills and look forward to applying them in nontraditional ways. (Of course, decisions about competencies do provide a logic for vertical integration. Canon is not particularly integrated in its copier business, except in those aspects of the vertical chain that Support the competencies it regards as critical.)Identifying Core Competencies And Losing ThemAt least three tests can be applied to identify core competencies in a company. First, a core competence provides potential access to a wide variety of markets.Competence in display systems, for example, enables a company to participate in such diverse businesses as calculators, miniature TV sets, monitors for laptop computers, and automotive dashboards which is why Casio's entry into the handheld TV market was predictable. Second, a core competence should make a significant contribution to the perceived customer benefits of the end product. Clearly, Honda's engine expertise fills this bill.Finally, a core competence should be difficult for competitors to imitate. And it will be difficult if it is a complex harmonization of individual technologies and production skills. A rival might acquire some of the technologies that comprise the core competence, but it will find it more difficult to duplicate the more or less comprehensive pattern of internal coordination and learning. JVC’s decision in the early 1960s to pursue the development of a videotape competence passed the three tests outlined here. RCA’s decis ion in the late 1970s to develop a stylus based video turntable system did not.Few companies are likely to build world leadership in more than five or six fundamental competencies. A company that compiles a list of 20 to 30 capabilities has probably not produced a list of core competencies. Still, it is probably a good discipline to generate a list of this sort and to see aggregate capabilities as building blocks. This tends to prompt the search for licensing deals and alliances through which the company may acquire, at low cost, the missing pieces.Most Western companies hardly think about competitiveness in these terms at all. It is time to take a tough minded look at the risks they are running. Companies that judge competitiveness, their own and their competitors', primarily in terms of the price/performance of end products are courting the erosion of core competencies – or making too little effort to enhance them. The embedded skills that give rise to the next generation of competitive products cannot be "rented in" by outsourcing and OEM-supply relationships. In our view, too many companies have unwittingly surrendered core competencies when they cut internal investment in what they mistakenly thought were just "cost centers" in favor of outside suppliers.Consider Chrysler. Unlike Honda, it has tended to view engines and power trains as simply one more component. Chrysler is becoming increasingly dependent onMitsubishi and Hyundai: between 1985 and 1987, the number of outsourced engines went from 252,000 to 382,000. It is difficult to imagine Honda yielding manufacturing responsibility, much less design, of so critical a part of a car's function to an outside company which is why Honda has made such an enormous commitment to Formula One auto racing. Honda has been able to pool its engine related technologies; it has parlayed these into a corporate wide competency from which it develops world beating products, despite R&D budgets smaller than those of GM and Toyota.Of course, it is perfectly possible for a company to have a competitive product line up but be a laggard in developing core competencies at least for a while. If a company wanted to enter the copier business today, it would find a dozen Japanese companies more than willing to supply copiers on the basis of an OEM private label. But when fundamental technologies changed or if its supplier decided to enter the market directly and become a competitor, that company's product line, along with all of its investments in marketing and distribution, could be vulnerable. Outsourcing can provide a shortcut to a more competitive product, but it typically contributes little to building the people embodied skills that are needed to sustain product leadership.Nor is it possible for a company to have an intelligent alliance or sourcing strategy if it has not made a choice about where it will build competence leadership. Clearly, Japanese companies have benefited from alliances. They've used them to learn from Western partners who were not fully committed to preserving core competencies of their own. As we've argued in these pages before, learning within an alliance takes a positive commitment of resources- travel, a pool of dedicated people, test bed facilities, time to internalize and test what has been learned. A company may not make this effort if it doesn't have clear goals for competence building.Another way of losing is forgoing opportunities to establish competencies that are evolving in existing businesses. In the 1970s and 1980s, many American and European companies like GE, Motorola, GTE, Thom, and GEC chose to exit the color television business, which they regarded as mature. If by "mature" they meant that they had run out of new product ideas at precisely the moment global rivals had targeted the TV business for entry, then yes, the industry was mature. But it certainlywasn't mature in the sense that all opportunities to enhance and apply video based competencies had been exhausted.In ridding themselves of their television businesses, these companies failed to distinguish between divesting the business and destroying their video media based competencies. They not only got out of the TV business but they also closed the door on a whole stream of future opportunities reliant on video based competencies. The television industry, considered by many U.S. companies in the 1970s to be unattractive, is today the focus of a fierce public policy debate about the inability of U.S. corporations to benefit from the $20 billion a year opportunity that HDTV will represent in the mid to late 1990s. Ironically, the U.S. government is being asked to fund a massive research project in effect, to compensate U.S. companies for their failure to preserve critical core competencies when they had the chance.In contrast, one can see a company like Sony reducing its emphasis on VCRs (where it has not been very successful and where Korean companies now threaten), without reducing its commitment to video related competencies. Sony's Betamax led to a debacle. But it emerged with its videotape recording competencies intact and is currently challenging Matsushita in the 8mm camcorder market.There are two clear lessons here. First, the costs of losing a core competence can be only partly calculated in advance. The baby may be thrown out with the bath water in divestment decisions. Second, since core competencies are built through a process of continuous improvement and enhancement that may span a decade or longer, a company that has failed to invest in core competence building will find it very difficult to, enter an emerging market, unless, of course, it will be content simply to serve as a distribution channel.American semiconductor companies like Motorola learned this painful lesson when they elected to forgo direct participation in the 256k generation of DRAM chips. Having skipped this round, Motorola, like most of its American competitors, needed a large infusion of technical help from Japanese partners to rejoin the battle in the 1 megabyte generation. When it comes to core competencies, it is difficult to get off the train, walk to the next station, and then reboard.From Core Competencies to Core Products.The tangible link between identified core competencies and end products is what we call the core products- the physical embodiments of one or more core competencies. Honda's engines, for example, are core products, linchpins between design and development skills that ultimately lead to a proliferation of end products. Core products are the components or subassemblies that actually contribute to the value of the end products. Thinking in terms of core products forces a company to distinguish between the brand share it achieves in end product markets (for example, 40% of the U.S. refrigerator market) and the manufacturing share it achieves in any particular core product (for example, 5% of the world share of compressor output). Canon is reputed to have an 84% world manufacturing share in desktop laser printer "engines," even though its brand share in the laser printer business is minuscule. Similarly, Matsushita has a world manufacturing share of about 45% in key VCR components, far in excess of its brandshare (Panasonic, JVC, and others) of 20%. And Matsushita has a commanding core product share in compressors worldwide, estimated at 40%, even though its brand share in both the air conditioning and refrigerator businesses is quite small.It is essential to make this distinction between core competencies, core products, and end products because global competition is played out by different rules and for different stakes at each level. To build or defend leadership over the long term, a corporation will probably be a winner at each level. At the level of core competence, the goal is to build world leadership in the design and development of a particular class of product functionality be it compact data storage and retrieval, as with Philips's optical media competence, or compactness and ease of use, as with Sony's micromotors and microprocessor controls.To sustain leadership in their chosen core competence areas, these companies seek to maximize their world manufacturing share in core products. The manufacture of core products for a wide variety of external (and internal) customers yields the revenue and market feedback that, at least partly, determines the pace at which core competencies can be enhanced and extended. This thinking was behind JVC's decision in the mid 1970s to establish VCR supply relationships with leading national consumer electronics companies in Europe and the United States. In supplying。

企业核心竞争力的文献综述

企业核心竞争力的文献综述一、本文概述随着全球化经济的发展和市场竞争的加剧，企业核心竞争力已成为决定企业成功与否的关键因素。

本文旨在通过文献综述的方式，全面梳理和分析企业核心竞争力的相关理论、研究成果及其实践应用，以期为企业提升核心竞争力提供理论支持和实践指导。

本文将首先对企业核心竞争力的概念进行界定，明确其内涵和外延。

接着，从多个维度出发，探讨企业核心竞争力的来源、构成要素及其形成机制。

在此基础上，本文将重点分析企业核心竞争力的评价体系和测量方法，为企业进行核心竞争力评估提供科学依据。

本文将结合国内外典型案例，探讨企业核心竞争力的培育、提升和持续发展的路径与策略，为企业制定核心竞争力提升方案提供借鉴和参考。

通过本文的综述，我们期望能够为企业管理者和研究者提供一个全面、系统的企业核心竞争力理论框架和实践指南，助力企业在激烈的市场竞争中脱颖而出，实现可持续发展。

二、企业核心竞争力的理论框架企业核心竞争力的概念自提出以来，就受到了理论界和实务界的广泛关注。

对于其核心理论框架的探讨，涉及到了多个学科领域，包括战略管理、创新管理、组织行为学等。

这些理论框架试图从不同角度解析企业核心竞争力的来源、构成、发展及其对企业持续竞争优势的影响。

核心竞争力来源的理论框架主要关注企业如何形成和维持其核心竞争力。

其中，资源基础观（Resource-Based View, RBV）认为，企业拥有的独特、稀缺、不可模仿和不可替代的资源是形成核心竞争力的关键。

知识基础观（Knowledge-Based View, KBV）则强调知识、尤其是隐性知识在构建核心竞争力中的作用。

动态能力理论（Dynamic Capabilities Theory）则进一步指出，企业在面对环境变化时，通过整合、构建和重构内外部资源的能力，是形成和维持核心竞争力的关键。

核心竞争力构成的理论框架主要探讨核心竞争力的具体构成要素。

这些要素通常包括技术能力、管理能力、市场营销能力、企业文化等。

国内外企业核心竞争力理论研究探析

国内外企业核心竞争力理论研究探析1990年,美国著名学者C.K.Prahalad与英国著名学者Gary Hamel最先提出了核心竞争力的概念。

从此,核心竞争力的相关理论便受到了理论界与企业界的高度关注。

本文通过对国内外企业核心竞争力理论研究探析,希望能提高企业对核心竞争力的认识和理解。

标签：企业核心竞争力理论研究一、国外企业核心竞争力理论研究1.技术学派的企业核心竞争力观点1990年,美国著名学者普拉哈拉德(C.K.Prahalad,1990)和英国著名学者哈梅尔(Gary Hamel,1990)合著了The Core Competence of the Corporation。

在该文中,他们第一次提出了核心竞争力的概念。

他们是技术观的代表人物,他们从技术和产品的角度研究了企业核心竞争力。

他们强调企业核心竞争力存在于企业的核心产品之中,这些核心产品之中包含着生产所必须的核心技术。

随着企业核心技术的发展,企业的核心产品也就得到了创新和发展。

在这个过程中,企业就逐渐积累产生了自己的核心竞争力。

他们提出的有关企业核心竞争力的概念主要包括了以下四层含义:(1)企业核心竞争力是一种不断创新的能力,这种创新能力包括:产品的创新能力、独特技术的创新能力、营销手段的创新能力。

(2)企业核心竞争力是企业通过对这些能力进行长期的综合应用,逐渐培养出来的具有市场竞争优势的综合能力。

这种能力很难被竞争者在短时期内进行复制,必须经过长期地、有意识地打造。

(3)企业核心竞争力是相对稳定的,并不是完全不变的。

从短期的角度讲,拥有核心竞争力的企业会保持与竞争对手的相对优势;从长期的角度讲,核心竞争力需要不断地更新,随着产品、技术、营销等不断创新发展,核心竞争力也要与时俱进,才能使企业始终保持自己的竞争优势。

(4)企业的核心竞争力不是企业在某一方面的能力,而是企业拥有的各种技能的有机组合,是相对于竞争对手具有明显优势的综合能力。

关于品牌价值的外文文献原文以及翻译译文

关于品牌价值的外文文献原文以及翻译译文INTERNATIONAL FACTORINGON THE BRAND STRATEGY AND COUNTERMEASURESRESEARCHBy T.BettinaWith economic development and people's living standards, increasing the wealth of material and products, business competition from products and services, competition, to a higher stage of the competition between brands. Brand is both a business products and services unique to the mark, to some extent also is a standard and commitment. It is a business permit to enter the market and consumers a bridge between the enterprises are relying on market positioning.Brand strategy and practice of systematic research, only started in the late 1980s. In 1988, Philip. Morris and Nestle's acquisition of two well-known, so that the brand value of the assets of the market to be officially confirmed, marking the modern era of the brand. Chinese enterprises in the theory and practice of brand strategy in recent years has made considerable progress and development, but the West still a big gap compared with developed countries. Promoting the brand strategy will help enterprises establish an advanced view of the market, and strengthen the awareness of the market.First, the concept of brand strategy-related analysis(A) the definition of brand and constituteThe most basic brand is defined as one intended to be used to identify (or group) vendor in terms of quality products and services names, terms, mark, symbol or design, or their combination, and intended to be used to distinguish one (or a group) and its vendor Competitors. Brands include brand names, trademarks and brand logo. Brand, in essence, represents the seller to the buyer on the delivery of the product features, benefits and services, consistent commitment to the brand is the best guarantee of quality.The brand is divided into 6 levels of meaning: attributes, interests, values, culture, personality, the user. Therefore, the most durable brand is the meaning of their values, cultures and personalities, including visual, emotional, the idea that they constitute the essence of the brand.(B) the definition of brand strategy with the aim of Brand Strategy, as its name implies, is the corporate brand to create, use and maintenance of the core, in its analysis of conditions and the external environment on the basis of the development of the overall business plan of action. From the practical point of view, is the choice of brand strategy, packaging, training, promotion and protection of a particular brand, reputation make it step by step and give full play to the effects of brand-name brands and companies to promote their own development and growth.The main purpose of the brand strategy is to create high visibility, high credibility, and a larger market share enormous economic benefits.First, high visibility. High-profile corporate products and services to smooth the sale an important factor in business and a great intangible asset.Secondly, the high degree of credibility. A high degree of credibility is a business and all employees and even years of hard struggle of several generations, well-formed operation of the enterprises and products in the market a good impression on the minds of consumers. To the consumer, the high degree of credibility means that the quality of high-tech content and a good level of service; cooperation of enterprises and banks, financing, a higher degree of redibility means that reliable and trustworthy. In a market economy, only about reputation, business can be the main market recognition can be long-term development.Thirdly, a larger market share. Market share from the market coverage and market share both to consider.Corporate brand through the implementation of the strategy, to increase brand awareness, reputation, business products and services to increase market share, which is good business to ensure effective.Fourth, the huge economic benefits. The success of the brand strategy can make the product more of the sales market, but also in the market than similar products of a higher sale price. As a result, brand-name products and good services to achieve significant sales and higher profits for companies bring in huge commercial profits.We can see that the brand strategy is to expand the direct purpose of the enterprise products and services in the market, so as to increase market share and achieved great economic benefits. In the long run, the brand strategy is to achieve the brand and grow the business and sustainable development.Second, China's enterprises of the importance of brand strategySince the reform and opening up, China's economy has experienced sustained growth for decades. With the economy expanding and opening up, China's domestic market has been in the international market has become an important component of China's enterprises to participate in international competition means great changes have taken place. World-renowned enterprise in an increasingly competitive and complex Chinese market, the implementation of brand strategy, brand China is facing severe challenges in international competition. In particular after the accession to the WTO, China will be in the majority of enterprises with foreign competitors in a powerful position face-to-face contest, a growing number of famous foreign brands will enter into our life. In the face of this unprecedented impact on the brand, China is only the implementation of brand strategy, create brand and corporate brand products in order to enter the international market and international market competition with foreign brand rivals. On the other hand, with progress in science and technology, consumer demand and continuous improvement in the level and pay attention to brand, the pursuit of brand and increase brand-name consumer phenomenon is increasingly clear, the implementation of corporate brand strategy is not only conducive to the expansion of market share, but also more Large economic benefits. China's domestic enterprises to take part in market competition, and only the implementation of brand strategy in order to enhance the competitiveness of enterprises in the competition.(A) business development must be to promote the growth of the brand strategyAs China's market economy reform, in particular China's accession to the WTO. China's all over the original system of small businesses, the impact of a market economy, gradually formed a number of cross-regional business and the well-known brands. In the competition, non-brand-name slowly out of the market, an industry often controlled by a few big brands, market competition into a major competition between brands. With the world-class international brands to enter China, domestic brands will lose the advantages of the original, faced with severe competition. In this case, the number of domestic famous brands have "Yi Zhi", or the acquisition by multinational companies, or joint ventures with foreign brands, domestic brands positions are nibbled away. The right to choose and implement the brand strategy to improve our products and services in the domestic market, step by step into the world, with the developed countries of the world famous enterprises match, China's entrepreneurs is incumbent upon the sacred mission.Number of national brand value of the industry (1,000,000 U.S. dollars)Coca-Cola Beverage 83845 U.S. 12 U.S. Microsoft software 56,654U.S. 3 IBM computer 437814 General Electric of the United States diversified 33,5205 Ford Motor of the United States 331976 Disney entertainment of the United States 32,2757 INTEL U.S. computer 300218 McDonald's 26,231 U.S. Food9 AT & T of the United States Telecom 2418110 Marlboro 21,048 U.S. tobacco11 NOKIA Finland Telecom 20694Mercedes-Benz car 12 Germany 1778113, Switzerland Nestle Beverage 17595Hewlett-Packard computer 17132 U.S. 1415, Guillermo personal belongings of the United States 15,89416 KODAK image of the United States 1483017 ERISSION Swedish telecommunications 14,76618 SONY Japanese electronics 1423119 U.S. financial services 12,550 American Stock Exchange20 TOKYO Japan Automobile 12,310Table 2-1 World brand value of the top 20 list (Source: )You Shangbiao, it is not hard to see that the size of the value of the brand also reflects the brand owner (or group of transnational corporations) in the global enterprise or industry position and competitiveness.China's major cities has been a strong consumer brand awareness of the consumer, small and medium-sized cities and rural markets have gradually enhance brand awareness. Young people to pursue well-known consumer brands to achieve self-worth, has become a fashion, but they are small in the consumption of foreign brands such as Nestle, McDonald's grow up so as to pursue the development of foreign brands for fashion, which can not have Sighted people for the national brand of domestic concerns. In the Chinese market, foreign brands through joint ventures, wholly or in a variety of ways, such as mergers and acquisitions, to create a successful local brands. In contrast, China's opening up, in addition to an earlier, compared with full competition in the industry, such as household appliances, cosmetics, food and beverage industries better than brand development, the protection of national policy and restrictions on the industry, the real strength of the brand little. If you do not go on this way to strengthen the focus on brand protection, brand promotion of growth in these areas would not be able to enterprises and foreign enterprises to compete, can not be developed.(B) market in China has become the brand competitionWith the reform and opening up of China's socialist market economy and building the prosperous development of China's market situation has changed dramatically, showing the following trends: from a single-system to the needs of the diverse needs of change; by the identical to the individual needs of demand Change; by the type of poverty, food and clothing needs-to-well-off, rich-changing needs. Require a change in demand for a corresponding change in supply, which led to the need to intensify competition among enterprises and changes in the way, in such circumstances, China has gradually formed the pattern of brand competition.First of all, competition among enterprises has been content to seek resources, the advantage into a commodity to seek technical advantages, strengths and talent brand, and technology, human resources advantages will ultimately have to be reflected in the brand. As a result, the economy entered a "relative surplus" of the times, the importance of resources has declined to seek brand has become a large enterprise to achieve long-term development of the most urgent task.This was followed by gradual means of competition on price-based competition means, in order to shift the main means of non-price competition. In the past, China's market price war among enterprises is the main means of competition, but consumer demand as by the type of food and clothing to the well-off-the-well-off change in the quality of goods at low cost is no longer subject to mainstream consumers, they are more important Is the brand, quality, service and so on non-price factors. Although the price reduction strategy in a certain period of time so that competitors at a disadvantage, but it will benefit their own business down, resulting in a lose-lose outcome. And rely on high quality, innovative products and superior service set up by the brand advantage, the enterprise market will rise, increasing economic efficiency, sustainable development of the enterprise.Finally, the structure of the competition has been limited to domestic competition among enterprises, to between domestic and foreign enterprises to compete more. Since China opened the door, a number of powerful multinational corporations in developed countries to enter the Chinese market on a large scale, with localenterprises in China's heated market competition, our international market competition, in an increasingly competitive market. As a result, Chinese enterprises should use the favorable conditions for local enterprises, and strive to create a national brand, with foreign brands and fight to safeguard national industries. Only after a firm footing in order to get out, to participate in the international market competition, international operations.关于当代品牌战略与对策的思考发展概况前景作者：T.贝蒂娜随着经济的发展和人们生活水平的提高，物质产品的日益丰富，企业经营的竞争已由产品的生产和服务的竞争，转向更高阶段的品牌之间的竞争。

企业核心竞争力和核心能力外文文献翻译编辑

文献信息：文献标题：Core Competence Development while Carrying out Organizational Changes（组织变革中核心能力的培养）文献作者及出处：Shvetsova O A. Core Competence Development while Carrying out Organizational Changes[J]. International Journal of Economics and Management Engineering, 2019, 13(2): 85-92.字数统计：英文2648单词，15858字符；中文4494汉字外文文献：Core Competence Development while Carrying outOrganizational ChangesAbstract—The paper contains the different issues of competence management in industrial companies. The theoretical bases of human resources management and practical issues of innovative enterprises' competitiveness are considered. The research is focused on the modern industrial enterprise changes management problems; it focuses on the effective personnel management of industrial enterprises on the basis of competence approach. The influence of organizational changes on the competence development is discussed. The need for development of the new technologies is mentioned, proposal is based on competence-based approach in personnel management including in the conditions of carrying out organizational changes; methods of acquisition and development of missing key professional competences are discussed; importance of key competencies in forming competitive advantage of the organization is mentioned.Keywords—Competence model, development of industrial company, organizational changes, competitiveness, core competencies.I.INTRODUCTIONProcesses of globalization set for modern accounting entities a task of keypositions forming. The most important objectives of global industrial companies are increasing their own resources for creation an effective competitive source in global environment. In particular, personnel policy of the company is the instrument of preserving personnel capacity of the organization, and it shall be reviewed from a line item of competence-based approach. New competitive advantages are based on core competencies and help global industrial companies to improve their economic relations; they also form the information society and integrate industrial companies into world economic space.Some scientists make a hypothesis that core competence force, which was developed and enhanced to competitive level, became characteristic feature of the personality inside the competence-based approach. Other researchers consider that the concept "competence and competence" began to be used since 1958. According to Argyris and Schun, interest in research problem of competences usually matches crisis stages of economy and education development.The simplified scheme of historical development of competence management, and the concept "core competence" within the competence-based approach, can be divided into the following stages:•1950-1970–first stage. In case of human resources assessment the entities traditionally use the term "professional and important qualities", the emphasis is placed on qualities, which are separately taken and most critical for this specific type of activity (most often mental and physiological characteristics) ;•1970-1990–second stage. The need for assessment of intellectual personnel is recognized. The workers, who are engaged in mental work, head amplifies. The emphasis is placed on knowledge assessment, including skills and capabilities, practical experience, the term "qualification element" is used;•Starting from 1990–third stage. The task of assessment procedure began to be based on bigger prognostic profiles of positions; specialties become wider. The term "competence" is becoming the most extensive concept allowing describing readiness of the person for productive work.The employee competence is shown in integration degree in a corporate cultureof the organization, unites in itself any characteristics of the employee. It is the significant for production process. Competences can possess various extents of manifestation (from basic level to the expert's level). A certain set of competences characterizes both an official line item and personal level of employee. The structure of the competences is necessary for accomplishment of the same function; it can differ depending on specific entity.II.LITERATURE SURVEYpetence-Based ApproachAuthor considers that competence-based approach can be discussed as 1) the set of individual characteristics of the employee which are directly connected with execution of functional obligations, and 2) more universal personality characteristics and behavioral models. The logical competency structure allows considering knowledge and experience of the employee in various sections of professional activity. The logical competencies can be seized in the course of acquisition of life experience. In this case the qualification is not just the only necessary thing for the solution what kind of specific production objectives can be implemented on a workplace.It is possible to select the most significant characteristics of competence:•Establishment of close interrelation between competence and professional activity;•Competence possesses the structure consisting from the interconnected and constantly developing elements: skills, knowledge, abilities, etc.;•Competence is not congenital and it is purchased and accumulates with experience;•Competence is the concept connected with professional activity of the person.We try to investigate all definitions of competencies, estimate core competence' model and analyze the linkage between organizational competencies and competitiveness.The dependence between a core organizational competency and its key personnel competences is not linear, so, the core competency of the company cannot bedetermined by the simple amount of employee competences, it depends on their configuration and properties of mutually strengthening (availability of synergy effect) .According to this research, we prepare the solution, that employee's competences can provide the synergy nature of core organizational competency only in case of their complementarity. In this case, if company wants to improve its competitive level it should follow some management directions:1)observe existing competencies;2)provide compliance;3)manage core competencies.Two last management functions of the organization are regulated:A)by activation of informal confidential interaction, that is implemented extremely seldom owing to "closeness" of informal structure for third-party invasion;B)by traditional training (programming of this action, assessment of effectiveness, ensuring compliance of tasks. In this case employee's developments are directed by organizational dynamics).In industrial companies the task of a complementarity of competences finds strategic importance owing to variability of a contour and structure of project structure. Such organization shall provide training process in the permanent mode.It is important to introduce the concept of American researchers. They consider a personnel competence as set of six components. These components are:1.Conceptual aspec–perception and judgment of theoretical bases of professional activity;2.Tool aspect–ownership of basic labor skills;3.Integrative aspect–possession of a capability to put the theory into practice in case of the solution of professional problems;4.Contextual aspect–perception of canons of a corporate culture, in which professional activity is performed;5.The adaptive aspect–possession of skills of change anticipation in external and internal environment and readiness to react to them;municative aspect–possession of oral and written skills of interpersonal communication.This research determinates that core competency is offered as capabilities to develop the available organizational resources on the basis of the effective personnel training system. Such system can follow to creating competitive advantage.B.Hamel and Prahalad TheorySignificant contribution to the competitive strategy development was introduced by Professor of London Business School G. Hamel and Professor of School of Business Prahalad. In 1994 they published their joint book «Competing for the Future», in which they argued that, instead of treating the company as a set of enterprises, managers should begin to perceive it as a combination of key, basic competence, i.e., skills, abilities and technologies that provide benefits to consumers. According to Hamel and Prahalad, the prospects of the enterprise are recognized not today, but in future markets and is referred to intellectual leadership. These markets, according to the researchers' opinion, have not yet formed, but now they should represent themselves and strive for their creation. That's why, skills, abilities and techniques may not be localized in a particular division or department.The most important conditions for intellectual leadership are skillful application of the "basic functionality of the product" and "core competence" model". The first concept state that in order to predict the future control managers should not think about services, they should start thinking about their functionality and to ask the question "What kind of value or benefits are delivered to customers with existing products and services?" Asked this question, managers will be able to discover a lot of new opportunities for their companies. Moreover, these new features can be created on the basis of available competencies.Hamel and Prahalad tried to give the explanation of the essence of "core competencies". They consider that it is necessary to establish contact within three groups of employees. Firstly, they believe that the contribution of young professionals can make a bet on the future: "We must encourage represent Generation X-workers to exchange ideas with the gray-haired members of the executive committee." Secondly,they suggest that using people who are on the periphery of the organization ("back space specialists") can provide the ability for strategic innovation increases, because every mile is proportional to the distance from the central office. Using the periphery area (subsidiaries or remote locations), most likely, it is possible to find people who are more open and processes and inappropriate orthodox principles of the company. Such people have the greatest creative potential in spite of limited minimal resources. Finally, Hamel and Prahalad give advice to bring into the competence creation process new organization, since that, new employees "are not imbued with the prevailing dogma in the industry."C.Influence of Organizational Variability on Object of ManagementThe American scientist Levin provided 3 stages of process of changes:1."Thawing of a glacier"–change of habitual way of organization functioning, which supports the existing behavior and installations. This process reflects changes for people with potential hazard and; therefore, for achievement of natural state of balance it is necessary to motivate the people involving them in reorganization;2."Process of change"–emergence of the accompanying reactions with use of new information;3."Building-up of a glacier"–entering of change in a stabilization phase, approbation of new responses for those who are involved in transformations.Standardly, any carried-out changes cause active resistance of both organizational levels: personnel and organization. The analysis of literature shows that the reasons of resistance to organizational changes are generally researched in the context of various theories of organizational development.Organizational resistance has three versions:•resistance to delegation of obligations and responsibility;•inertness and not dynamism because of difficult organizational systems;•resistance to changes which are imposed by experts from outside.One of types of an organizational change is development of personnel capacity in the organization. Any organizational change significantly influences personnel development. Personnel development implies the structured employee developmentoriented to goal achievement of the organization through expansion and deepening of the available professional competence. Training in new professional skills can also increase the interest and organizational opportunities of the company, managers can use more fully the potential of workers.III.MANAGEMENT CORE COMPETENCIES IN INDUSTRIAL COMPANIESA.The Impact of Changes in Organizational Behavior of Industrial CompaniesFor the purpose of steady competitive advantage achievement and development, strategies of project companies are implemented the following directions of organizational changes:1.in interaction with the external environment:•integration with large industrial complexes (entry into structure of large holdings and corporations);•disintegration on small firms in various directions of project works;2.in interaction with the internal environment:•implementation of the "working" quality management system, providing analysis of key business processes;•implementation of a management system competences, creation of the self-training organization.In case of choosing the development strategy for competitive advantages, the project company needs to use instruments of project-oriented management.It is possible to offer the following determination of the project-oriented organization: the organization is investigated as a factor of steady competitive advantage; it has fixed involvement into the project activities and it is connected with the solution of uncommon tasks because of uncertainty and variability of the external environment.B.Core Competence ModelModern researchers distinguish following classification in considering the professional competence:1)Simple (basic) competence –it is seen in certain types of activity, formed on the basis of knowledge, skills, abilities, easily fixed;2)The core competence –it is extremely difficult to account for it, it is storage of measurement, it can appear in all activities, it reflects the attitude of the individual person and meets the global environment.The process of organizational competence formation is an integral part of building a competitive strategy, so it is a basic step in the formation of core competence model. The main objective in the step of forming the organizational competence is definition of key organizational competence which forms the main competitive advantages (Porter's Model). In practice managers find a lot of problems using competence management in innovative companies. These problems are: -The level of existing complexity of specialist involvement in other project is rising. Usually the holder of the key competences does not want to share his core skills with other specialist;-The indispensability of a highly qualified specialist and, therefore, control the complexity of competence is failed;-A degree of lack of personnel interest is high, because it is long period to transfer knowledge in the project and format the key competencies.The most acute problem faced with innovative organization performs complex design. One of the features of innovative companies is excessive requirements to the competence profile of key employees. This is due, no doubt, to the uniqueness of the products (and/or services), which are produced in the group projects. It is known fact that the "smart" company has a greater extent than the other players in the market. It depends on the professionalism of its key personnel and the effectiveness of their core (and hidden) competencies. It is possible (with some modifications) to use the special indicator to share the total costs in wage fund with the cost of the project or service, and it can be a criteria of a relationship.The problem to determine organizational competencies as a source benefits is a compound of core competencies with individual. With this statement we can agree, because, for example, resource-institutional theory creates competitive advantage ofthe organization increasing using core competencies, which improve the level of values. Thus, the key competence is a special category of organizational competence. It helps innovative organizations to create and maintain a sustainable strategic competitive advantage. The main property of the key competence is to establish the usefulness of the product which is produced. If managers want to treat the core competence, they should provide a set of skills which must meet four criteria:1.Producing value for internal and external users (customers). The customer for the innovative organization is the chief referee, who determines what a key competence is considered.2.Skills must be unique and individual. There are differences between forced and distinctive competencies. A key competence is organizational value, so, to the opinion of managers and key specialists of the company, the resources for its development should be found. For example, the innovative organization can dramatically improve the quality of customer service; make it above its average level in the industry with making its core competence.3.Core competencies should ensure a competitive advantage during the long period. In defining key competencies process managers need to move away from the outer parameters of the product and consider how you can use the competence to produce innovation in this product.4.Key competence should be long-term and unique.IV.CONCLUSIONAt the present stage of economic and engineering business development, the level of environment competitiveness of innovative organizations is regularly re-determined by its ability to accumulate knowledge, experience and skills. The talent to maintain an acceptable social climate and to develop organizational and information culture is important. The both concepts of the knowledge development and competencies creation, in general, allow the human resource to be widespread, both in innovation and in traditional sectors of the economy.Thus, modern conditions of domestic economy development are the importantfactors in the success of innovative organizational competitiveness. It is ability to identify and develop own core competencies. Innovative organization should seek and provide a high level of competitiveness, using the ability to synthesize the strategies and personnel skills, individual (personal) and collective (organizational) competencies. To do this successfully, firstly, it is necessary to evaluate existing competencies in the organization and, secondly, to develop profiles of key competencies (some standards, benchmarks can be provided) and, thirdly, to develop an effective system of personnel training within learning organization model for the accumulation of existing competencies and the acquisition of the missing ones.中文译文：组织变革中核心能力的培养摘要—本文论述了工业企业能力管理的不同问题，分析了人力资源管理的理论基础和创新型企业竞争力的现实问题。

企业品牌战略研究外文文献及中文翻译

附件1：外文译文企业品牌战略研究在经济全球化的今天,如何适应国际化潮流,建立强势品牌，提高竞争能力，已经成为国内企业面临的迫切问题。

本文在分析我国企业营销品牌战略发展状况的基础上，从品牌战略的内涵与其功能意义入手,探讨了品牌战略在企业营销中的作用.企业需要综合运用多种竞争手段提高品意，搞好品牌定位,塑造良好品牌形象。

一、日系品牌全线崩溃2006年11月22日上午,NEC宣布将推出2G及2.5G手机市场,这意味着继夏普、松下、东芝、三菱、三洋之后又一家日本手机厂商退出中国市场，日系手机除京瓷外几乎全部退出中国2G手机市场的争夺。

如果我们总结今天的中国家电市场与十年前有什么不同的话，我想，最大的不同就是,日系企业在中国的繁荣已经渐行渐远。

对于日系手机败退，乃至日系家电走到中国市场的低谷，主要原因有以下几点:一是企业制度呆板,决策困难，反应速度慢，与另市场现实格格不入,难以适应快速变化的中国市场；二是市场营销能力弱，产品规划能力不强，很难根椐自己对市场的判断与预测推出迎合消费需求的产品，一直处于跟风的被动局面，无法满足中国市场的需要;三是未能把握住产业转型最佳时机，是日系家电企业失去市场主导地位的重要原因。

日系企业在中国市场上走到边缘是否引起我们民族企业的深思？欲走国际化路线的企业又是否从“日系企业”的背后吸取教训？二、我国企业实施品牌战略的现状分析处第一,众多昔日名牌“昙花一现”。

中外企业在市场上的品牌大战,使刚刚成长起来的民族品牌受到极大的冲击。

上世纪80年代稍有知名度的品牌,不是被抢注商标，就是被收购、挤垮,即使残留下来的也是惨淡经营，真正发展起来的极为有限。

这里典型的案例,上世纪80年代至90年代初期，曾在空调界创下奇迹的华宝空调，在1998年被科龙收购,其后的品牌形象就一再下滑。

第二，品牌战略已日渐引起国内企业重视，政府的扶持。

自上世纪80年代改革以来，我国社会主义经济建设取得了令人瞩目的成就,从计划经济时代走向市场经济时代的中国企业，品牌经营无从无到有。

GHamel《公司的核心竞争力》(中英对照)

普拉哈拉德公司的核心竞争力1990年普拉哈拉德(Ｃ.K.Pｒahalａd)和哈默尔（G．Ｈａmel）在哈佛商业评论上发表《企业核心竞争力》（TheCｏｒeＣompetenｃeｏfthｅCorporation)ﻫ很多公司仍在苦苦寻找在全球竞争中克敌制胜的最有效方式。

20世纪8０年代,人们评价某个高管有没有才能,主要看这个人能否重组公司、拨乱反正和精简层级。

然而,进入2０世纪９0年代后,人们评价高管时，将看他们有没有能力识别、培育和利用公司的核心竞争力(corecｏｍpeｔeｎce,也称核心能力）,为公司的成长找到新的途径。

看来，高管们该重新思考一下公司这个概念本身了。

ﻫ让我们首先以美国的GTE*和日本的ＮEC＊*两家公司为例,探讨十年来它们各自的发展轨迹。

20世纪8０年代初期,信息技术已初显欣欣向荣的景象，ＧＴE凭借自己的地位，极有希望成为该行业的主力军。

这家公司在电信业非常活跃，其业务横跨多个领域，包括电话、交换与传输系统、数字化专用自动小交换机(PAＢX）、半导体、分组交换、卫星、国防系统以及照明产品等等。

此外，GTＥ旗下的娱乐产品集团(ＥnteｒｔaｉnmentPｒodｕｃtsGroup）,也就是喜万年(Sylｖania)彩电的制造者，在相关的显示器技术领域也占有一席之地。

1９80年,ＧTＥ的销售额为99．8亿美元,净现金流17.3亿美元。

与之相比，NEＣ当时还只是一个小字辈,销售收入仅为38亿美元。

尽管拥有与GTE不相上下的技术基础和计算机业务,但ＮEC在电信领域尚无任何经验。

ﻫ然而,到了19８8年,NEC却后来者居上,销售额达到218.9亿美元，远远高于GＴE公司的164.６亿美元。

这时,ＧTE实际上已经沦为一家以经营电话业务为主的公司,尽管它在国防和照明产品方面仍占有一席之地。

这家公司的其他业务从全球的角度看已经变得很小。

在过去的几年中，GT Ｅ公司已经把喜万年电视机和Ｔelenet业务剥离了出去,把交换机、传输设备和数字ＰＡBX等产品转交给合资公司生产，而半导体业务则已关张大吉。

Siemens. 原文与参考译文

SiemensOver the decades, the name of Siemens has become synonymous with progress. Since 1847, when Werner Siemens and Johann Georg Halske founded the Siemens & Halske Telegraph Construction Company in Berlin, the history of Siemens has been closely linked with the development of electrical engineering. While still a fledgling firm, Siemens & Halske spearheaded the evolution of telegraphy with the first pointer telegraph and the construction of an extensive telegraph network. In 1866 Werner Siemens invented the dynamo machine, laying the cornerstone of power engineering.New ideas are an old tradition at Siemens. The company that grew out of the original Siemens & Halske is today a highly innovative leader in the world electrical and electronics market. Composed of Siemens AG and any array of domestic and foreign subsidiaries, the contemporary Siemens organization continues to set milestones on the road of progress.Siemens maintains its own production facilities in 35 countries and operates a world-wide sales network. With more than 300000 employees, it is one of the largest companies in the world electrical/electronics industry, having recorded annual sales of EUROxxxx in the 2009/10 fiscal year. Reliable and farsighted management is united with the youthful dynamism and zest for innovation that typify the company.参考译文：数十年来，西门子这个名字已经俨然成为“进步”的代名词。

企业品牌战略研究的论文外文文献及中文翻译

Brand Strategy ResearchResource: Kapferer, J.H Strategic Brand Management[J]. KoganPage, LondonEconomic globalization, how to adapt to international trends, establhave become pressingstrong b rand and enhance our competitiveness,Based on the analysis of the development ofissues facing e nterprises.corporate marketing brand strategy, based on the content of brand strato discuss the brand strategy in enterprisesignificance,an its functionalmarketing role. Enterprise needs to use a variety of means of competi to increase brand awareness, improve brand positioning, an create a g brand image.First, Japanese brands across the board defeatNovember 22, 2006 morning, N EC announced that it w ould withdrawfrom 2G and 2.5G mobile phone market, w hich means that, followingSanyo, a Japanese m obile phoneSharp, P anasonic, Toshiba, M itsubishi,manufacturers later withdraw from the Chinese market, J apanese m obilephone has almost all except Kyocera 2G mobile phone market in China ou of contention.If we sum up the Chinese household appliance market, t oday anydifferent from ten years ago, I think the biggest difference is that companies in China, Japanese home appliance m arket downturn, thesystem, d ecision-making following main reasons: First, rigid enterprisethe reaction was slow, incompatible with the reality of the difficult,to adapt t o the rapidly changing ChineseChinese market, i t i s difficultmarket; 2 is weak in marketing, product planning capacity is not stro to judge according to their marker launch t o meet consumeris d ifficultdemand and forecast products, follow the trend h as been in a passive can not satisfy market demand; Third, f ailure to grasp the situation,industry best time to transition is the Japanese home appliance compa lose an important reason for market dominance .Japanese companies come to the edge in the Chinese market is causin companies tothink deeply about our nation? To take the international r“Japanese Company” to the lessons learnedand whether the enterprise ofbehind?Second, the brand strategy implementation i n China the Current Situation”Many old famous “flash in the panChinese and foreign enterprisesin the Chinese market the brand war;century, ajust grow up to be a great impact onnational brands. The last80’s brand, not being registered by trademark, i s to belittle-knownacquired, squeeze, even if the residue is hard going down really devel very limited. Here a typical case, t he last century 80s to early 90s, h eworked in air conditioning sector hit wonders of the Warburg in 1998,acquired Kelon, the subsequent decline in brand image is repeated.Brand strategy has been an increasing emphasis on domestic enterpris caused the government to support.Since t he 80s of last century reform and opening up, China’s socialist economic construction has made remarkable achievements. F rom aplanned economy to market economy era Chinese companies, brand management has grown out of nothing.Information, local governments at all levels of emphasis on brand-na organization promoting the efforts, policies m easures have greatlycities enhanced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and otheron the Chinese famous enterprises incentives to 100 million, on Dali million Y uan, on brand-name companies have been cities for the100000yuan reward-200000yuan..Consumer40th InternationalJanuary 8th 2009 year t o January11th,theElectronics Show(CES) in Las Vegas Venetian h otel o pening. N ational enterprises in the CES, we achieve superior results.It is understood that this year there are 4000 people registered to parin thein China CES, including manufacturers, media and spectators,exhibition hall, there are 327 exhibitors.Haier is the world’s most“TWICE” named for the authoritative consumer electronics industry mediaChinese consumer electronics brand.3.The status of foreign brands in most sectors is still difficult toHowever, we should also s ee the face of numerous products o n the market, allows consumers blurted out genuinely few domestic brands. Wit the opening up further, to a number of big companies have to squeeze i the Chinese market, Chinese market, a time filled w ith “Sony”,brands,“Coca-Cola”, “Rejoice”, “Benz” and various o ther i nternationalmany of these names foreign brands violently hitting the national braled by Haier brand, “Konka” ,China .Although the appliance industry,“Changhong” , “TCL” and other domestic brands have developed well, but with the “Sony” , “Panasonic”“Samsung” and other brands, they are still“Lenovo” , “Founder” ,there competitive disadvantage; in the IT industry,’s competitiveness has improved significantly, “Great Wall” and the brandbut with Europe and the United States, Japan and other countries compain Consumer Goods market,to, brand awareness is still insufficient;companies have“P&G”, “Oliver” , “Henkel” , and other i nternationalformed the three pillars.Third, the brand strategy implementation in China Problems and Errors Currently, Chinese brands have a huge international marker opportunibrands h as been inevitable,but there are a lsoand space f or i nternationalbrand building is not unsatisfactory.Our Enterprise Brand Building ProblemsFactors from the point of micro-enterprises themselves: there is a l technology d evelopment, b rand competitiveness is not strong; b randlack of innovation and development capacity; small-scale personality,production and management, brand development lack of overall planningBrand awareness i soperations,abilityof weak exports and internationalnot strong; brand positioning is not clear, there is a large range o such as blindness. Speaking from the macro social f actors: socialsupport t he mechanisms need to be improved, p olicies and regulationspolicy, export-orientedneed to further strengthen the country’s industrialrole i n the promotion andsectors play differentpolicies for differentlimitation, the financial environment for business investment capacit market expansion ability and the important influence. The establishmen market system in China has for many years, d espite a significanthas not really adapt to thethere s tillimprovement but stillnot perfect,market economy, consumer psychology has not yet fully mature.2. The current situation of global economic integration, the error brand strategy implementation(1) Ignore the brand investment, profit-orientedBackground of economic globalization,competition isinternationalincreasingly reflected in the brand’s competition, the overwhelmingcompanies withmajority o f the modern world famous multinationalparticular emphasis on the use of brand strategy, brand such a full ra output through the form of multinational corporations gradually occupa of the international market, it is no exaggeration to say that now, thhas achieved global strategic objectives of transnational corporations weapon, is an important means to achieve capital expansion.Rome was not built in a day cold. B rand never be in the short t erminvented to be a long process of accumulation. Many enterprisesdo notclearly recognize this point, attempt to create a brand in a short t ignored the long-term planning and strategy.(2) Brand strategy is a systematicThe implementation of brand strategy is a systematic, enterprise str and the overall development of an important component of competitive strategy.The implementation of brand strategy is t o rely o n their overallquality and overall image enhancement, the need for scientificbut quit a few brand management idea and superb operational skills,poor performance a nd immediateplanner i n this regard w as particularlyimpact brand development, practical work in the emergence of many suc errors: If that job is to create a brand to take a good name to the improve product awareness, or what the product packaging; good brandvisual signs o nly; A dvertising is t he only way todrawing a satisfactorycultivate well-known brands, in addition to advertising in the mediaenterpriseproduct once formed, w ell-knownthe o ther n o attention; scalebrands on the naturally established; well-known brand is equivalent toimprove the product p rice. Some companiesprice, to be unrealisticallyeven go further in the brand Wrong Operation not hesitate to give upown brand business, with foreign companies, b rands, or to sell its ownsuch as our present more than 20 million “threebrand low-cost transfer,capital” enterprises, there 90% of the joint venture using the foreign b clean silver toothpaste factory in Ghuangzhou to 2 million yuan chea transfer to joint ventures and other brands, is one such outstanding of the terrible consequences of today has become increasinglyown brand, p roduct and intellectualdomestic enterprisesapparent-lostproperty rights, national industrial competitiveness lie!(3) Product is the enterprise competitive advantage in the market ca quickly imitated by competitors, beyond, the brand is insurmountable, and lasting competitive advantage c omes from innovation, in order to“status quo”“change” should beexpression of the core c ompetitiveness.TheBrand is t he c oncentratedbe out ofmarket is constantly changing face of any brand at any time to danger. Too much emphasis on the existing achievements, do not attach importance to innovation,leading to a lot o f brand-name “dismount”themajor reason. Coca-Cola’s former c hief marketing o fficer Sergio Z yman,the company logo products andservices are different “The brand is onlyweapon to open up the market,from competitors,is the most effectiveexcellent brand can make your product s tand out .” Products p hysical properties,quantity, price, q uality, service is very easy to imitatealso includes an competitors,Er brands, a long with the product i tself,attached product t o cultural background, e motional, consumer cognitionYong Yuan Li in the competition invisible things, so that e nterprisesundefeated. Consumer awareness deciding the fate of the brand has a di impact on consumer awareness. Brand is the difference between the markconsumer spending to enterprise important symbols isthe benchmark forbrand as the core has become a corporate restructuring and reallocati resources an important mechanism.Fourth, national enterprises in brand internationalization process o to brand positioning“quality first, winning byBacked by science and technology, establish a’s fashion elements, the outstanding quality” business philosophy, the brandindividualProduct quality is the cornerstone of creating brand. Competitivenes their products performance i n the competition for the brand, a nd brand competition while relying on the inherent quality of products. Growth the brand through a brand is the quality of a brand in the market dow also in most of a problem because of the quality. Therefore, it can b quality is the brand of life depends.In addition, enterprises should learn from successful experiences abEnterprises shouldto enhance their design a nd development capability.dare to challenge the new technology revolution to create their own br and increase m arket competitiveness; we must work hard in thetransformation.trend i n the world changes, the value o fPersonalizationhas been directly customer experience and the value of differentiationdetermined to achieve the final p roduct sales, personal s ervices are indispensable!2. To strengthen marketing, improve brand awareness, brand strategywill b e organically integrated in their overall strategy to promote theoverall development strategyThe implementation of brand marketing i s an important p art o f the strategy. By choosing the right marketing approach can be effectively to brand a household name brand, expand market share. Brand strategy not an isolated task, but the overall development strategy and busine closely related. A successful brand names more than just a brand its thing, related to business management of all major strategic decision, major strategic decisions were consciously carried out around the bra expand.3. Follow the laws of the brand design, brand image, brand and accurbrand performance a nd outstanding value emotionalmarket positioning,communicationBrand competition is not all-round competition; each brand has its market position. The basic method is not positioning to create a nov unique issues, but to manipulate what already exists in the heart, th of potential customers to buy soon tapped desire to make it into consshould take the market as guide, t echnology a s a impulse. E nterprisesmeans to adapt to changes in its requirements, such as the establishme information feedback system to collect information about changes in consumer, and constantly develop new products, provide consumers with personalized service, and meet the consumers to make their own in a go position in the competition.The world has entered the 21st century brand international competition,language into millions o fbranding has become a new internationalhouseholds. To establish the brand products in the market position esta a corporate image, is effective competition in the market means busin Brand is the core product; brand marketing is to defy the other. Ente management system must be adopted, t echnological innovation, and constantly improve the quality of products and services. At the same to increase the international competitiveness of the strategic brand r’s internationaland planning, and the comprehensive to enhance the brand competitiveness. Most Chinese enterprises in the growth stage now, br strength is weak, it is undoubted fact, however, based on industry, mwhile avoiding d isadvantages,choose the bestresources,and enterprisebrand strategy is a wise choice. Such as is now more prevalent and hreverse merger;well-known b rand o utside the company’s co-production,use the link strategy to redefine the brand image; with two or more b collaborate effectively formed alliances to improve their social accepbrand marketingof such brand. I n short choose the right brand strategy,creativety and attention to service; in order to achieve a sensationa and a strong brand impact, can the brand maintain vigor, forest stand world brand.11。

翻译

公司智能制造总体架构在西门子公司德国和中国咨询团队的协助下，逐步搭建完成，其核心是在设计端实现智能研发，在制造端建设智能制造样板间，将目前的生产车间转变为一个智能环境，通过构建智能化生产系统、网络化分布设施，建立基于云平台的、面向客户定制化的多品种、小批量的智能化生产模式。The overall structure of the company's intelligent manufacturing system was gradually completed with the assistance of Siemens ag Germany and China consulting team.The core of this is to realize intelligent research and development at the design side.In manufacturing the intelligent manufacturing sample room.Turn the current production workshop into a smart environment.By constructing intelligent pd distribution facilities, a multi-variety and small-batch intelligent production mode based on cloud platform is established

针对一个公司的真正的核心竞争力外文翻译（可编辑）

针对一个公司的真正的核心竞争力外文翻译外文翻译Targeting a Company's Real Core CompetenciesMaterial Source: Journal of Business Strategy, 1993 volume13 issue 6 Author: Amy V. Snyder and H. William Ebeling, Jr.The twin concepts of core competence and business processes figure prominently in most discussions of corporate strategy. The core competence concept helps top managers answer the fundamental question "What should we do?" and the business processes perspective addresses the question "How should we do it?"Both concepts are indispensable in guiding firms to achieve enduring competitive advantage and superior profitability, and both are founded on a simple notion: that the firm is a system of activities, not a portfolio of individual products or services. Some activities are performed so much better than the competition and are so critical to end products or services that they can be described as core competencies. When a series of activities are organized into a system that works better than the sum of its parts, this business process can also create competitive advantage, even if component activities by themselves do not.While business process reengineers have achieved significantsuccess in decreasing costs while simultaneously improving service levels, relatively few firms claim to have correctly identified and fully exploited their core competencies or key activities. Throughout this article, we will use the terms core competency and key activity interchangeably. Business process reengineers have developed an analytically rigorous discipline that can be systematically applied and plainly communicated to others. For the core competency concept to achieve this same success, it must be linked to the underlying business economics that drive competitive advantage, and it must be applied in the same systematic manner as the business process concept.In the mid-1970s, corporate planners began to question whether the product-centered business unit was the most appropriate unit of strategic analysis. In work undertaken for a global chemical company in 1977, Braxton Associates redefined the unit of analysis from product-centered business units to activities and developed insights about how competitive advantage is created in the long run.In the course of our work with the chemical company, we demonstrated that gaining a strong relative share in key value-added activities is more relevant to competitive position than gaining share of the related product market. In the 1970s, we used the slicing knife schematic to demonstrate that assessing competitive advantage from a product perspective can lead to erroneous conclusions. The insight thatunderlies the activity perspective is that a firm can not be viewed only as a collection of individual products or services this merely describes the revenue-generating side of the firm. Equally important, the firm is a system of activities that must be organized and managed to imize the value of its offerings while minimizing their cost that is, to create competitive advantage.The slicing knife example makes an important point, but a key question remains. Once it is determined that a firm enjoys a comparatively strong activity position, the next logical question is "So what?" Achieving strong activity position is critical to competitiveness only when the particular activity adds significant value to the end product or service.In the 1980s, Michael Porter documented the concept of the value chain and used it to show how a series of activities could be viewed as a system designed to create competitive advantagePorter's work was instrumental in popularizing the activity perspective and the importance of activity linkages However, the popular version of Porter's value chain does not consider the value-added concept in sufficient depth. This is unfortunate,because the value-added structure determines which activities are critical to success and which are not.It is usually a mistake to invest heavily in activities that represent only a small fraction of the overall value of a firm's productsor services. The company that produced the page you are now reading would be better off with a competency in printing and page setup than in packaging, even though the printed journal was delivered in a protective package, because packaging does not represent a significant fraction of the overall value of the delivered journal.FOUR IMPERATIVES OF CORE COMPETENCIESThe GE and Honda examples demonstrate the importance of organizing around "real" core competencies or activities and the implications of failing to do so. Once senior management develops the strategic intent to identify, nurture, and organize around activities that can be made unique and enduring, a few rules must be followed to transform this commitment into competitive success.Rule 1: Avoid laundry listsIf senior management settles on more than a handful of key activities or core competencies, it is probably over-reaching and certainly ignoring the intent of the word core. Many successful companies have targeted either one or two key activities Identifying key activities is one of the most important contributions senior management can make. In our view, proposed core competencies should: Contribute significantly to the ultimate value of the end product or service.Represent a unique capability that provides enduring competitiveadvantage Have the potential to support multiple end products or services Rule 2: Achieve senior management consensus on core competencies What business are you really in?Evaluating potential core competencies using the previously described screening approach is a necessary but insufficient step in building a competency driven organization. If competencies are to be nurtured and shared widely throughout the firm, senior management must reach consensus on which these are and act on the results of their selection process In working to build senior management consensus on key activities, we have achieved good results using the following approaches among others:Activity-based benchmarking.Employee and asset distribution."What if" scenario development.Activity-based benchmarking is a technique that can steer debate away from subjective opinions and toward hard facts. For example, if the vice president of operations claims that order processing and fulfillment is a core competency, he could develop a persuasive argument by demonstrating an enduring competitive advantage in order processing speed, cost, and customer satisfaction.A compelling argument can also be built by answering some simple questions about an organization's internal configuration, for example:"What do your employees do? Where are your assets?" If 80% of a company's employees are on the plant floor, the marketing vice-president must argue persuasively to convince his colleagues that marketing and sales is really a key activity. After all, people embody the collective learning so extolled today, and learning becomes a formidable competitive weapon when it is built up and shared among a large number of employees "What if" approaches are also useful in working with a group to select core competencies. A senior management deadlock can often be broken by working out the implications of selecting a single core competency as a guide for future actions.In a deadlocked situation, one might ask "What actions are implied by the adoption of core competency 'X'? What products and markets are most attractive given this core competency? What will the company look like five years from now if competency 'X' guides our actions?"These same questions should be answered for each proposed core competency. While this approach may seem simplistic, it can be combined with other, more analytical approaches to help the group reach consensus on a core competency or two that makes the most sense for the corporation.Rule 3: Leverage core competencies inside the organizationOnce senior management identifies and agrees on the firm's core competencies, it must work zealously to ensure that competencies are continually strengthened, shared widely throughout the corporation, andmanaged in a way that best preserves the competitive advantages they create. The importance of this mandate cannot be stressed enough-if senior management fails to organize around key activities, they will disappear.Recall the slicing knife example: while the electric motor manufacturing activity enjoys a strong relative activity share, motor costs will not necessarily be lower than that of the competition. Only if this company organizes and conducts its operations so as to capture the collective learning taking place in the motor manufacturing activity will it drive costs down as cumulative experience increases.Actions that may be necessary to best exploit identified competencies run the spectrum from physically reconfiguring disparate manufacturing processes to simply communicating more effectively. Consider the case of a leading international manufacturer of electrical products. Division A developed expertise in the design and manufacture of surface-mounted printed circuit boards and used this skill to reduce the costs of its products. Division B had an outmoded, expensive production process, in part because it was several generations behind in printed circuit-board design. Division B could have benefitted from Division A's surface-mount expertise and in return could have driven down costs for both divisions by increasing overall volume. Instead, Division A jealously guarded its capabilities, and Division B continued to struggle.This behavior cannot be tolerated if key corporate skills are to be exploited to their fullest potential. New approaches to project coordination and interdepartmental communication can help to break down the barriers. Today, corporate planners are applauding "adaptive organizations," which retain some vestiges of the old hierarchy and maybe a few traditional departments [But rely on] a pattern of constantly changing teams, task forces, partnerships, and other informal structures.The goal of the adaptive organization is to ensure that the best core competencies, whether embodied in technologies, processes, or employees, are linked to the most promising market opportunities so that learning is imized and travels quickly throughout the corporation.Rule 4: Share core competencies outside the corporation as well Sometimes sharing and nurturing core competencies within a corporation is not enough. As markets evolve, new activities may be required. Moreover, in today's global marketplace, even giant corporations blanch at the cost of launching new products and entering new markets. With product lifecycles shrinking and R&D costs skyrocketing, some companies find it easier to embrace their competitors rather than fight them.Collins and Doorley have studied multinational alliance behavior and observe that "The corporation of the future will need to take a more dynamic view of its business. There is often insufficient time to switchfrom one mode of operation to another as markets evolve [through their product lifecycles]. From the very start of a new business, companies must find ways of building competence in each area of competitive advantage even if they are not well placed to do so on their own."Thinking about alliances from the perspective of key activities that can be shared adds clarity to a complex and difficult partner identification process. As senior executives have begun to focus on imizing the value of the core competencies they identify, alliance activity has increased substantially.REDEFINING CORE COMPETENCIESIdentifying core competencies and inspiring the organization to nurture and organize around them is one of the most important contributions senior management can make. The reverse is also true: selecting the wrong competency or too many core competencies is one of the worst conceivable management errors.It is our experience that an effort like this should be undertaken every three to five years, as part of a periodic review of corporate strategy. However, when an industry undergoes a fundamental change in its value-added structure, a reassessment is critical. Often management cannot respond fast enough and heavy losses result Western Union could not make the transition into the information age because it failed to recognize the growing importance of the transmission infrastructure; iteventually fell into bankruptcy. However, when the core check printing business of Deluxe Check Printers became threatened by electronic funds transfer EFT, Deluxe correctly perceived that it had to cultivate new skills to preserve its historical performance. Senior management redefined its core competency from printing checks to facilitating financial transactions and built a successful EFT and data processing business.In redefining its business, Deluxe recognized that its role in check clearing and processing and its financial institution marketing expertise might offer more enduring value to its customers than printing checks. Deluxe combined these enduring skills with acquired skills in computer automation, and it moved successfully in a new direction.Companies with a widely shared understanding of their unique and enduring capabilities and the evolving value-added structure of their industries will rise above the competition, just as Deluxe and Honda did. By whatever name activities, core competencies, or value-chain elements, firms that define their competitive advantage based on structural superiority in the discrete activities they perform are more often than not long-term winners; these companies turn their core competencies into competitive weapons, not competitive traps.译文针对一个公司的真正的核心竞争力资料来源: Journal of Business Strategy(商业策略期刊),1993 volume13 issue 6作者:Amy V. Snyder and H. William Ebeling, Jr.核心竞争力和业务流程的这两个双胞胎概念在多数关于公司策略的讨论中被突出地计算。

《公司的核心竞争力》TheCoreCompetenceoftheCorporation中文

普拉哈拉德公司的核心竞争力1990年普拉哈拉德（C。

K.Prahalad）和哈默尔（G。

Hamel）在哈佛商业评论上发表《企业核心竞争力》(TheCoreCompetenceoftheCorporation）很多公司仍在苦苦寻找在全球竞争中克敌制胜的最有效方式。

20世纪80年代,人们评价某个高管有没有才能,主要看这个人能否重组公司、拨乱反正和精简层级.然而，进入20世纪90年代后,人们评价高管时，将看他们有没有能力识别、培育和利用公司的核心竞争力(corecompetence，也称核心能力)，为公司的成长找到新的途径。

看来，高管们该重新思考一下公司这个概念本身了.让我们首先以美国的GTE＊和日本的NEC＊＊两家公司为例，探讨十年来它们各自的发展轨迹.20世纪80年代初期,信息技术已初显欣欣向荣的景象，GTE凭借自己的地位，极有希望成为该行业的主力军。

这家公司在电信业非常活跃,其业务横跨多个领域，包括电话、交换与传输系统、数字化专用自动小交换机（PABX)、半导体、分组交换、卫星、国防系统以及照明产品等等.此外,GTE旗下的娱乐产品集团（EntertainmentProductsGroup），也就是喜万年（Sylvania)彩电的制造者，在相关的显示器技术领域也占有一席之地.1980年，GTE 的销售额为99．8亿美元，净现金流17．3亿美元。

与之相比，NEC当时还只是一个小字辈,销售收入仅为38亿美元。

尽管拥有与GTE不相上下的技术基础和计算机业务，但NEC 在电信领域尚无任何经验。

然而，到了1988年，NEC却后来者居上,销售额达到218．9亿美元，远远高于GTE公司的164．6亿美元。

这时，GTE实际上已经沦为一家以经营电话业务为主的公司，尽管它在国防和照明产品方面仍占有一席之地.这家公司的其他业务从全球的角度看已经变得很小.在过去的几年中，GTE公司已经把喜万年电视机和Telenet业务剥离了出去，把交换机、传输设备和数字PABX等产品转交给合资公司生产,而半导体业务则已关张大吉.在这个过程中,GTE公司的国际地位一路下滑.1980到1988年间GTE在美国以外地区的销售收入从过去占总收入的20％降到了15％.相比之下，NEC却一跃成为世界半导体工业的领导者,并且在电信产品和计算机领域也跻身一流企业.它巩固了自己在大型计算机方面的领先地位，还跨出了公用交换和传输领域，把触角伸到了手机、传真机和手提电脑等所谓的生活时尚产品(1ifestyleproducts)领域,在电信和办公自动化之间架起了桥梁.NEC成为惟一一家在电信、半导体、大型计算机三个领域的全球销售收入均名列前五位的公司.为什么这两家在起步时业务组合基本相近的公司，在几年后的表现却如此悬殊？主要是因为NEC能够从“核心竞争力"的角度考虑企业问题，而GTEZ却没有。

【9A文】物流外文文献及翻译

文献出处:MahpulaA.TheResearchofRegionalLogisticsCompetitiveness[J].JournalofTranspor tGeographR,2015,15(2):30-34.原文TheResearchofRegionalLogisticsCompetitivenessMahpulaAAbstractAtpresent,thedevelopmentoflogisticsisthelogisticsdemandrapidincrease,theeRpanding marketcapacitR,acceleratestheconstructionoflogisticsinfrastructure,third-partRlogistic sfastgrowththetendencR,thewholelogisticsindustrRisdevelopinginthedirectionoftheinf ormation,globalizationandspecialization.Atthesametime,withtherapidincreaseoflogisti csdemand,thedevelopmentoftheregionallogisticsmorerapidlR.Regionallogisticsisanim portantpartofregionaleconomR,theeRistenceanddevelopmentofregionallogisticsisthepr emiseofeRistenceanddevelopmentofregionaleconomR,noregionaleconomRtherewould benoregionallogistics.Regionallogisticsandregionaleconomicdevelopmentlevel,isclose lRrelatedtothescaleandthelevelofthedifferentregionaleconomicshape,sizeandindustrR, determinesthelevelofregionallogistics,thescaleandstructureform.Regionaleconomicinte grationcanmaketheareaandregionallogisticsinclinetoreasonable,adapttoreasonablelaRo utofindustrialstructure,toreducelogisticscost,promotethedevelopmentofregionallogistic s.Ontheotherhand,theregionaleconomicdevelopmentisinseparablefromthedevelopment ofregionallogisticsandregionallogisticstoprovidesupportandguaranteeforthedevelopme ntofregionaleconomR,thedevelopmentoftheregionallogisticswilldriveandpromotethefu rtherdevelopmentofregionaleconomR.Therefore,thedevelopmentoftheregionallogistics hasbecometoimprovetheregionalinvestmentenvironmentandindustrRdevelopmentenvir onment,eRpandingthescopeoftheregionalinfluence,thekeRtoenhancingregionalcompeti tiveness.KeRwords:Regionallogistics;Regionallogisticscompetitiveness;EvaluationindeR1Introduction TherapiddevelopmentofworldeconomRandtheprogressofmodernscienceandtechnolog R,thelogisticsindustrRasanemergingserviceindustrR,isdevelopingrapidlRintheglobalsc ope.InternationallR,logisticsindustrRisconsideredtobetheeconomicdevelopmentofthear terRandbasicindustrR,itsdevelopmentdegreebecometomeasureacountrR'smodernizatio ndegreeandcomprehensivenationalstrength,oneoftheimportantmarksisknownasthe"thir dprofitsource"oftheenterprise,itsroleismoreandmorebig,becamethecurrentaftertheITind ustrR,financialindustrR'shottestemergingindustrRanewgrowthpointofnationaleconom R,andcausedwidespreadsocialattention.Regionallogisticsisanimportantcomponentofre gionaleconomR,istheimportantforceintheformationanddevelopmentofregionaleconomR,itistoimprovetheefficiencRandeconomicbenefitinthefieldofregionalcirculation,impro vethecompetitiveabilitRofregionalmarket,etc.,plaRsapositiveroleinactive.Behindthera piddevelopmentofmodernlogistics,however,therearestillmanRproblems;includinglogis ticscompetitivenesslevelislowerthantheleveloflogisticsdevelopmentisparticularlRprom inent.ChoosinglogisticscompetitivenessdevelopmentlevelevaluationindeR,sincethereis nouniformstandard,canonlRusefreightorfreightturnoverscaletomeasurelogistics.Imple mentationofgoodstransportistheprocessoflogisticsspatialdisplacementatthecenterofthel ink,withthetwoindicatorstomeasurelogisticsscalehascertainscientific,butitcan'treflectth eoutlineoftheregionallogistics.Estimatesoflogisticsdemand,tRpicallRbasedonGDPandt otalretailsalesofsocialconsumergoodssuchasindeRofnationaleconomicaccounting.This isjustasimplemeasureofthemacrolevel,theproportionofdifferentresearchersusedifferent, rangingfromteenstotwentRpercent,therearelargedifferencebetweentheresultsandgivest heoreticalanalRsisgreaterdifficulties.Atthesametime,thelogisticsindustrR'seconomicsta tisticaldatashortage,thereisnocomprehensivelogisticsdemandstatistics,whichmadeusqu alitativeunderstandingofthelevelofunderstandingoflogistics.2LiteraturereviewAbouttheCoreCompetencetheorR,CoreCompetence(CoreCompetence)oftheoriginalint entionistheCoreskillsorCoreskills,thisconceptisin1990bRtheAmericanstrategicmanage menteRpertsmade(C.K.Prahalad)andBritain'sstrategicmanagementeRpertshamer(c.am el),referstotheenterpriseorganizationofaccumulatingknowledge,especiallRabouthowto coordinatedifferentproductionskillsandintegrateavarietRoftechnicalknowledge,andont hebasisofadvantageoverothercompetitorsuniqueabilitR,namelRCoreCompetenceisbuil tonthebasisofenterpriseCoreresources,istheenterpriseintelligence,technologR,products, management,cultureandotherelementsinthereflectionofcomprehensiveadvantageinthe market.AtpresenttherearethreetRpicalacademicargument:theabilitRtheorRrepresentedb RRossbRandChristie'sschool;SchoolrepresentedbRporter'stheorRofmarketstructure;Re presentedbRWernerPhilandPenrose'stheorRofresourceschool.Corecompetitivenessisva lue,theabilitRtointegrated,uniqueness,eRtensibilitRandinherentcharacteristics. RelatedtheorR,thestudRofregionallogistics,thelogisticsresearchofEuropeandtheUnited States,Japanandotherdevelopedcountries,focusontheenterpriselevel,iscommittedtoprov idingenterpriseoptimizationstrategR.AndregionallogisticssRstemandcompetitivenessre search,involved.Accordingtoliteraturereview,theregionalinternationallogisticsfieldofre searchmainlRincludesthefollowingaspects:(1)fromtheperspectiveofmultinationalcomp anRresearchthegloballogisticsresourcesconfigurationandcoordinationproblems.Specifi cincludelogisticsinfrastructure,marketcompetitionmechanismandtheproblemoflogistic ssupplRchainoperation.SuchresearchquantificationtechnologRsuchasusingtheoperatio nalresearchtools,morefortheglobalnetworkofsupplRchainfacilitRlocationpositioning,andcoordinatethefactorRmoresupport,strategicdistributionsRstemdesignproblem.Thisis aneRtensionofthelogisticsenterpriseleveloptimizationstudR,thecommonlRusedmethod sincludemathematicalanalRticalmethod,sRstemsimulationmethodandheuristicmethods ,etc.IfonlRonemethodandgraphicalmethodsolvingtheproblemofthelaRoutofthesite;Mi Redintegerprogrammingsolvetheproblemofsiteselectionoflogisticscenterandlogisticspl anning,etc.(2)fromtheperspectiveofurbaneconomRandtheenvironment,theresearchofur bantrafficnetworkSettings.ForeRampleTanjguchietalfromthecitRlevel,usingadRnamict rafficsimulationmodel,quantitativeresearcheconomicgrowth,thetransportdemand,aswe llastherelatedroadcongestionandenvironmentalpollution.(3)fromthepointofviewoftheci tRgovernment,studRitsroleinmacrologisticsdevelopmentandutilitR.ForeRampleMeirJ. RandSenblatt,studiedtheglobalsupplRchainmanagementininfrastructurefinancing,trans portationandregionaltradingrules,corporatetaRlawofthegovernmentsubsidies,andother effectsofthemainfactorsofglobalproductionanddistributionnetwork,etc.3IntroductiontothetheorRofregionallogisticsrelated3.1Thedefinitionofregionallogistics AcademicdefinitionofregionallogisticshasnotRetunified,amoreacceptedviewisthatregi onallogisticsisthegeographicalenvironmentinacertainarea,withlargeandmedium-sizedci tiesasthecenter,basedontheregionalscaleandscopeeconomR,combinedwitheffectivelogi sticsservicescope,areainsideandoutsideofallkindsofgoodsfromthesuppliertoaccepttoeff ectiveentitRflow;Isthetransport,storage,loadingandunloading,handling,distribution,pac kaging,circulationprocessing,informationprocessing,suchasintegratedlogisticsactivitie s,toserviceinthecompositesRstemofregionaleconomicdevelopment.Itrequirestheintegra tion,theintegrationoflogisticsmanagement,namelRtomeetuserneedsforthepurpose,tothe goods,servicesandrelatedinformationfromthesuppliertoaccepttotheefficientflowofplan ning,eRecution,andcontrolactivities,istheorganicunitRofcash-flow,informationflowand cashflow.3.2Relationshipofregionallogisticssubject,objectandcarrier Regionallogisticshasthecharacteristicsofmulti-levelandmulti-dimensionalstructure,itsb asicelementsincludelogisticsmainbodR,objectandlogisticscarrier,andthestructureoftheb asicelementsandtheircompletesRstem,eachelementshowdifferentfeatures,thusformingt hefunctionoftheregionallogistics.RegionallogisticsmainbodRisdirectlRinvolvedinorsp ecializedisengagedintheeconomicorganizationofregionallogisticsactivitR,includingthe ownerofthegoodsFlow,thethirdpartRlogisticsenterprise,storageandtransportationenterprise,etc.Logisticsi sthesupplRchainlogisticschannels,thestartingpointandendpointofconnectioninthewhole courseoftheregionallogisticsactivitRplaRsadominantanddecisiverole.Elementsoftheint egratedlogisticssubjectistheessentialcharacteristicofmodernlogistics.Therefore,theelementsoflogisticsasoneofthemainbodR,logisticshasadecisiveroleinthedevelopmentoflogis ticsindustrR.SimilaraccumulationandregionaleconomRindustrR,regionallogisticsalsoe mphasizesthelogisticsmainbodRaccumulation,logisticsmainbodRinspaceisbeneficialto promotethelogisticsactivitiesoflarge-scale,intensive,bodRdevelopment,itisalsoaregion allogisticspark,logisticscenter,theobjectivebasisoftheformationofdistributioncenters,an dregionallogisticspark,logisticscenteranddistributioncenterdeterminesthespatialstructu reoftheregionallogisticssRstem.3.3Regionallogisticsandregionaleconomicrelations RegionallogisticsisanimportantpartofregionaleconomR,theeRistenceanddevelopmento fregionallogisticsisthepremiseofeRistenceanddevelopmentofregionaleconomR,noregio naleconomRtherewouldbenoregionallogistics.Regionallogisticsandregionaleconomicd evelopmentlevel,iscloselRrelatedtothescaleandthelevelofthedifferentregionaleconomic shape,sizeandindustrR,determinesthelevelofregionallogistics,thescaleandstructureform .LogisticsisalwaRsaccompaniedbRbusinessflow,themoreadvancedtheregionaleconom R,manufacturingandtradingmoreactive,thelogisticsindustrRasaserviceindustrRwillhav eagoodcustomerbaseandmarketinfrastructure,thegreaterthechanceoflarge-scaledevelop ment.Ontheotherhand,theregionaleconomicdevelopmentisinseparablefromthedevelop mentofregionallogisticsandregionallogisticstoprovidesupportandguaranteeforthedevel opmentofregionaleconomR,thedevelopmentoftheregionallogisticswilldriveandpromot ethefurtherdevelopmentofregionaleconomR.Thus,regionallogisticsandregionaleconom RistheunitRofinterdependence.RegionaleconomRisthepremiseandfoundationofregiona llogisticsdevelopment,isthedominantforceintheregionallogisticsdevelopment;Regional logisticsisanimportantpartofregionaleconomR,istheregionaleconomicsupportsRstem,a ndservetheregionaleconomR.RegionallogisticsdevelopmentgoalandstrategRmustobeR andservetheregionaleconomicdevelopmentgoalsandstrategies.4Regionallogisticscompetitiveness Regionallogisticscompetitivenessreferstoacertainspacerange(generaladministrativeare aastheborder,acrossregions),thelogisticsindustrRaredifferentfromotherareasoftheassign mentofresourceswasmadeintheadvantage,thelogisticsenterprises,governmentpolicRsup portandindustrialinnovationabilitR,eventuallRembodiedthroughregionalinternalbenign competitionwillbemorethanallkindsofresources,theabilitRtoeffectivelRintegratetoform acomplementarRandintegratedabilitRsRstem,reflecttheregionalcomparisonofcompetiti vepowerinthelogisticsactivitR,reflectthesizeoftheregionallogisticsserviceabilitRandthe logisticsindustrRdevelopmentlevelofhighandlow.Thecompetitivenessoftheregionallogi sticsismainlRcomposedofsiRbasicelementsconstitute:socialandeconomicdevelopmentl evel,scaleoflogisticsdemandandsupplRconditionoflogistics,thelogisticsdevelopmentofl ogisticsindustrRintheenterpriseinformationdevelopmentlevel,developmentlevel,themacroenvironment.4.1Thesocialandeconomicdevelopmentlevel Comprehensivesocialandeconomicdevelopmentlevelreflectstheregionallogisticscompe titivenesslevelofsocialeconomicbasis,istheguaranteeofdevelopmentofregionallogistics competitiveness,toprovidesupportforthesustainabledevelopmentofregionallogistics,fro mtheothersidealsoreflectsthecompetitivenessofregionallogisticsdevelopmentpotentiala ndpower.4.2Thelogisticsdemandscale LogisticsdemandscaleismainlRreferstothelogisticsservicesinthefieldsuchasproduction, consumptionandcirculationquantitRandscale,tosomeeRtent,restrictedbRlocalresourcec onditions,itreflectsaregion,thedemandforlogisticsservicelevelandsize:thesizeofthelogis ticsdemand,determinesthesizeofthelogisticsmarketcapacitR,isthepremiseofeRistencean ddevelopmentofregionallogisticsindustrRandthefoundation.4.3LogisticssupplRcondition ThesupplRconditionoflogisticsreferstothelogisticsinfrastructureprovidedforthedevelop mentofthelogisticsindustrR,allkindsoflogisticstechnologRandequipment,isengagedinth elogisticsservicesenterprisesandthecorrespondingprofessionalssuchasthenumberandsiz eoftrafficcapacitRandregionalsituation,thecomprehensivereflectionofregionallogisticss upplRcapacitRandservicelevel,reflectstheeffectonthedevelopmentofthelogisticsindustr Rtopromoteandsatisfaction,isthemainfactoroftheformationanddevelopmentofregionall ogisticscompetition.4.4Logisticsenterprisedevelopmentlevel Logisticsenterprisecomprehensivedevelopmentlevelreflectstheregionallogisticsmainbo dR'sabilitRtoprovidelogisticsservicesandmeetcustomerdemand,embodiesthesubjectofl ogisticsoperationlevel,mainlRincludingtheenterprisecompetitionabilitR,profitabilitRan dperformancelevel,reflectacertainperiodoflogisticsenterprisesintheareaoftheoveralllev elofdevelopment,isthekeRfactorfortheformationofregionallogisticscompetitiveness. 4.5Informationdevelopmentlevel MainlRreferstotheregionalinformationdevelopmentlevelofinformationdegreeandthelev elofinformationtechnologR.Logisticsisbasedoninformationflow,logisticshasbecomemo reandmorerelRonthewholeprocessofaccesstoinformation.ManRlogisticsenterpriseshav eestablishedtheirowninformationmanagementsRstemasacrucialtothedevelopmentofitsc orecompetitiveness,thedevelopmentlevelofinformationistheoneimportantfactorforthef ormationofregionallogisticscompetitivenesslevel.4.6Logisticsmacroenvironment MacroenvironmentreferstothelogisticsindustrRdevelopmentoflogisticsindustrRdevelo pmentplanning,landusepolicR,taRpolicR,marketaccesspolicR,talenttraining,suchasthesoftenvironment,affectingthedevelopmentoflogisticsindustrRreflectstheeRternalenviro nmentforthedevelopmentofthelogisticsindustrRtoprovidefavorableconditionsandtheen vironmentsupport.译文区域物流竞争力研究作者MahpulaA摘要当前，物流的发展正呈现出物流需求快速上升、市场容量不断扩大、物流基础设施建设加速、第三方物流快速成长的趋势，整个物流产业正朝着信息化、全球化和专业化的方向发展。

核心竞争力的研究英文版

组织创新
包括组织结构、管理制度、企业文化等方面的创新，能够提高企业的运营效率和适应市场变化的能力。
03
核心竞争力评价方法
SWOT分析法
优势（Strengths ）
识别组织内部的优势和长处，包括有利的竞争态势、较强的产品研发能力、良好的销售渠道等。
劣势（ Weaknesses）
识别组织内部的劣势和不足，包括落后的技术、较差的品牌形象、缺乏战略眼光等。
实施战略规划
通过组织架构调整、资源整合、流程再造等手段，实施战略规划，以提升企业的核心竞争力。
组织与流程优化
1 2 3
组织结构调整
根据企业战略目标和业务发展需要，对组织结构进行调整和优化，以提高企业的管理效率和执行力。
流程优化
对企业的业务流程进行全面梳理和优化，消除流程中的瓶颈和冗余环节，提高企业的运营效率和客户满意度。
《核心竞争力的研究英文版》
2023-10-29
contents
目录
• 核心竞争力概述 • 核心竞争力的构成要素 • 核心竞争力评价方法 • 核心竞争力提升策略 • 核心竞争力案例分析 • 总结与展望
01
核心竞争力概述
定义与特点
定义
核心竞争力是指企业在市场竞争中，通过资源整合、技术创新、组织协调等手段，形成的具有独特性、难以复制和可持续性的竞争优势。
03
知识产权保护
加强知识产权保护意识，积极申请专利和保护企业商业秘密，以维护企业的合法权益和市场竞争力。
05
核心竞争力案例分析
企业A核心竞争力提升案例
总结词
通过技术创新提升核心竞争力
具体做法
加大技术研发的投入，整合内外部资源，推动技术创新，提高产品质

企业的核心竞争力【外文翻译】

外文翻译译文标题：企业的核心竞争力资料来源:哈佛商业评论(1990) 作者：普拉哈拉德、哈默尔从短期来看，一个公司的竞争优势来自于现有产品的性价比特性，但是在第一轮全球竞争中存活下来的企业，无论是西方公司还是日本公司，现在都已趋向于采用相似的严格的产品成本和质量标准。

达到这些标准实际上已经成为继续留在竞争队伍中的最低要求，它们对于形成差异化优势的重要性已越来越小。

从长期来看，竞争优势将取决于企业能否以比对手更低的成本和更快的速度构建核心竞争力，这些核心竞争力将为公司产出意想不到的产品。

管理层有能力把整个公司的技术和生产技能整合成核心竞争力，使各项业务能够及时把握不断变化的机遇，这才是优势的真正所在。

有些高层经理声称他们无法打造核心竞争力，因为业务单元的自主性是不可侵犯的，或者因为他们被紧张的季度预算束缚住了手脚。

这些人应该反省。

在很多西方企业中，问题并不是领导层在能力上落后于日本同行，或者企业的技术能力比日本公司差一大截，而是这些企业的管理层抱着一个陈旧的公司概念。

这个陈旧的概念，限制了业务部门的能力，使它们无法充分利用很多欧美公司所拥有的技术能力宝藏。

可以将多元化公司必做一棵大树，树干和几个主要树杈是核心产品，比较小的树枝比作是业务单元，叶、花与果实则属于最终产品，为大树提供养分和起支撑固定作用的根系就是公司的核心竞争力。

如果你只通过看最终产品来评价竞争对手的实力，那么你就会判断失误，就好比你只看树叶来判断树的强壮程度一样。

核心竞争力是组织内的集体学习能力，特别是如何协调各种生产技能并且把多种技术整合在一起的能力。

索尼的微型化能力和飞利浦的光介质专长就是两种核心竞争力。

理论上，虽然可以把收音机组装在一个芯片上，但是这种理论知识并不能保证公司有能力生产出如名片般大小的微型收音机。

为了把想象变为现实，卡西欧必须把公司在微型化、微处理器设计、材料科学和超薄精密封装等一些方面的技术专长融为一体，这些也正是它在微型名片式计算器、袖珍电视机以及数字手表中所采用的技术。

企业核心竞争力构成要素及作用机理探析

企业核心竞争力构成要素及作用机理探析作者：杨建斌来源：《价值工程》2010年第17期摘要:企业竞争力构成要素及作用机理研究,对提高企业核心竞争力具有重要意义。

本文立足系统论从一个全新的视角来分析企业核心竞争力的构成及其作用机理,并为核心竞争力的研究提供了一个较合适的研究思路和框架。

Abstract: The research on elements of enterprise competitiveness and working mechanism is of great significance to improve the core competitiveness of enterprises. Based on system theory and from a new perspective, this paper analyzes the composition of core competitiveness of enterprises and mechanism, and provides a more appropriate framework for thinking for the study on the composition of core competitiveness ofenterprises.关键词:企业;系统论;核心竞争力;作用机理Key words: enterprise; system theory; core competitiveness; mechanism中图分类号:F27文献标识码:A文章编号:1006-4311(2010)17-0048-011研究背景核心竞争力是由美国经济学家普拉哈拉德和哈默1990年在《哈佛商业评论》中首先提出。

《评论》中认为:“就短期而言,公司产品的质量和性能决定了公司的竞争力,但长期而言,起决定作用的是造就和增强公司的核心竞争力。

12-商务英语翻译

Business File: The Magic of the Merger 1)1998 was undoubtedly the year of the merger. 2) More companies than ever before joined together in deals that totaled $2.25 trillion and created the world's largest ever bank and the world's biggest oil company. 3) Faced with plummeting oil prices, oil giants Exxon and Mobil sought to achieve economies of scale through a $250bn merger. 4) There are several factors behind the increase in mergers and acquisitions. 5) Firstly, the accelerated rate of globalization has left companies desperately seeking overseas acquisition in order to remain competitive. 6) Deutsche bank bought its way into the US with its takeover of Bankers Trust, whilst Siemens hopes that its acquisition of Matra, the French defence group, will allow it to gain access to France's railway business, which is dominated by Alstom, the Anglo-French consortium.

1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。

文献信息：文献标题：Eternal enterprise management innovation of youth--Germany SIEMENS core competitiveness（创新管理永葆企业青春----德国西门子公司核心竞争力探析）国外作者：Susan Daker文献出处：The Wall Street journal, 2008, 57(7): 41-43字数统计：英文7200单词，42252字符；中文14328汉字外文文献：Eternal enterprise management innovation of youth--Germany SIEMENS core competitiveness Abstract Siemens is picked to unceasing development, an international reputation, and constantly promote enterprise's core competitive ability, the system innovation of technology management, the innovative organization management, perfect management innovation talent management mechanism, these are the enterprise knowledge capital operation and content of the growing ability. This paper analyzes how to innovate the management of the construction of the core competitive power.Key words core competitiveness; innovation; managementGermany SIEMENS (SIEMENS) Co., LTD is one of Europe's biggest electronics company, is one of the world's top ten electronic companies, is the world's fourth appliances manufacturers. Siemens company is the production of electronic and communication products, energy and industrial equipment, transportation and medical equipment integrated group company, business across Europe, the americas, Asia, Africa and Australia over 190 countries in the world, and with 39 factories, theproduction of household appliance and communication products, are entitled to an international reputation. Siemens company in the long journey across two centuries, adhering to the founder Werner von Siemens "year 20,000 invention and innovation" the secret of success in the system innovation of technology management, the innovative organization management, perfect management innovation talent management mechanism, continuously improve enterprise core competitiveness of enterprise knowledge capital, content and operation ability is growing. Siemens practice again symbolise both: innovation is the life of enterprise, it can make enterprise of youth.In 2004, Siemens company in the world "fortune 500 companies ranked first 21, annual operating income for 805.01 billion dollars.A, Siemens brilliant innovation processSiemens, founded in 1847, starting from the middle of the 19th century, along with the glorious throughout the 20th century, to cross the vigour into the 21st century. Siemens is the Siemens - Hal verkhoyansk telegraph manufacturing company, is billed as the "father of Siemens" Werner von Siemens and his partner John George Hal, only 10 people of small business.Werner von Siemens era is undertaking development of Siemens company glorious period. Siemens company because of Werner von Siemens inventions rapid success. Soon, Siemens embarked on the international development of company, 1850 in Britain, Russia, 1855 in 1858 respectively in Austria, setting up an overseas branch. In 1890, Werner von Siemens retirement, Siemens company employees, including more than 5,500 reach half working abroad. In 1892, Werner von Siemens in Berlin, died at the age of 76. He left countless human inventions, left, left a great legacy of successful experience. Due to his outstanding contribution to humanity, is regarded as a European electrical world shining stars.Werner von Siemens died after, successively by three of his sons as corporate leaders. In 1897, the family enterprise restructuring is a joint-stock company, renamed "Siemens and Hal verkhoyansk joint-stock company". During the first world war,Siemens company lost almost all of the overseas assets, Werner von Siemens three sons Carl f reed richie, Siemens will rebuild the company successfully. Carl f reed richie changed direction of management, the company will be focused on electrical engineering company business, at the same time, cover all areas of electrical engineering ", "from the" of the enterprise of "field to withdraw. To 1939, Siemens company sales first breakthrough 10 million mark, and become the world's largest electrical company. During the second world war, the company was forced to increase production war supplies. At the end of the war, the company's most factories are destroyed, company lost about 80% of the asset. In the war, Germany Siemens industrial town - two of the western Ireland root and Munich began rebuilding. Siemens has blessed by Carl reed, Siemens three brothers Ritchie the descendants of _ _ _, they are doctorate of technical experts and business management expert, adhere to develop new technology and innovation development. After world war ii, Siemens company with "the krupp" concern jointly established the federal republic of Germany's first nuclear physics research institute to develop nuclear technology. In 1953, Siemens has super purity silicon technology to develop the electronic technology and caused a revolution of electrical technology. Company sales increase year by year, 1951, mark for 10 million to 50 million in 1962 to mark. In 1966, renamed as Siemens LTD. In the early 1970s, Siemens has successfully developed telephone signal transmission system for communication, contributed to the modern business. In 1989, Siemens company adopts modern structure reorganization, formed the core business group, 17, in order to better adapt to the development of new field in the company. In 1990, Siemens company bought the computer corporation, become rich in the development of the personal computer market of Europe's biggest manufacturers.In 1982, Siemens company started in modern China, in Beijing representative office, then opened in guangzhou, Shanghai, shenyang and added three local office. Two years later, Siemens company and Beijing international technology cooperation center was established cooperative technology exchange training center in Beijing. In 1986, Siemens will be the world's most advanced numerical control system wasintroduced into China, with ordinary machine tools for leading products of Chinese manufacturers of sight. In October 1994, Siemens company established in China holdings, Siemens (China) Co., LTD. Was established in Beijing, as the subsidiary of Siemens company operating companies provide sales, marketing, human resources, information communication, e-commerce, procurement, finance, law and strategic planning services. Siemens company, including all the business branches of information and communications, automation and control, power, transportation, medical, and lighting and household appliances in China have set, including infrastructure construction and automation control is the core of Siemens company in China. After ten years of unremitting efforts, Siemens in China development is rapid, long-term total investment more than 5 billion euros, throughout the has more than 40 branches and representative offices, 26, 2001, Siemens in China's total sales more than 35 million euros. China has become a global and Siemens company in the asia-pacific region one of the pillars of the main business development.Second, the innovation of management to promote their core competence Winfrey harald and Gary hammel in classical "the core competitiveness of the company a first proposed" core competitiveness, said: "the company is just like a tree, the trunk and several main branches are the core products, a slender twigs is business units, leaf, flower and fruit belong to the final product to provide nutrients and trees. The role of supporting the root is fixed the core competitiveness of the company. Siemens is the innovation management "for trees provide nutrients and supporting the roots of the fixed effect". Innovative management has three kinds of interconnected different meanings: one is the management innovation, Two of the management innovation is, Three is innovative management. Siemens innovation management refers to the activities of "innovation", including technological innovation management, the innovative product management, management of innovative talents. Innovation is the further understanding of the development, innovation, development and sublimation aims to explore knowledge, promoting development, the premise is must have the correct thought method, scientific and realistic attitude, change newcourage. Theoretically, innovation, a social demand, market demand is the tension, Second is the development of science and technology enterprise itself thrust. The market demand is the main source of innovation of Siemens company. As human civilization and progress of society, consumer demand more advanced, more diversified. According to the change of market demand, an attitude is passivism that followed, an attitude is actively advance appropriately. Siemens company adopts advance appropriately in the market need, investigation and development needs, on the basis of the forecast on innovation talents and technological innovation, product innovation to produce new consumption habits, and consumer culture and adapt to the new marketing policy and market purchasing power, create new market demand, and formed a "market demand forecasting and technology innovation and product innovation and new consumption patterns and new market demand and market flexibility and new innovation idea" virtuous circle. Innovation is based on the objective need, existing production elements and existing conditions, technical combination produced a new leap, improve the production efficiency, innovative products for the enterprise value, enter the market more convenience for the final product for the customer, the perceived value for contribution, innovation achievements to imitate, competitors and promote enterprise's core competitiveness. Siemens in continuous innovation, and keep the enterprise in the cycle of vigor, though years and young.1, Siemens heritage of innovationIn 1997, Siemens company publishes a book, the company called autobiography properties of the Siemens - 150 years, the splendid FengEr printed on a prologue, including such words: "in 1997, Siemens turned her first chapter in the history of 150 pages, it is a special moments in the history of celebration. Throughout the world, in the similar scale industry company, can enjoy so long and successful history of only a few a few home." Maintain and develop the Siemens by Werner von Siemens create technical invention and innovation, Siemens become human history and the era of electrical and electronic era coming photoelectric era.Werner von Siemens life is brilliant, due to his outstanding contribution tohumanity, is regarded as a European electrical world shining stars. Werner von Siemens, 1816 was born in hannover, as farmers to his parents for the university, living, 18 Werner von Siemens into Berlin artillery school. During study period, Werner von Siemens namely began his invention. Admission to the next year, Werner von Siemens developed by his silver plated metal, the same factory technology, by the German first plating department. He also invented XinBan printing, and made the first XinBan printer. After graduation from school, Werner von Siemens in Prussian army in scientific research, and continue to Berlin university. 1845, after graduation from the university of Siemens invented the telegraph, automatic concentres pointer, and soon was successfully trial-produced a powerful explosion cotton gunpowder. In 1846, he created the first Malay gum wire, solve the problem of insulation wire. The next year, he laid the wires from Berlin to grouse, underground line. October 1847, has become the second officer of the Prussian Werner von Siemens and mechanic John George Hal, created in Berlin, Siemens, Hal telegraph manufacturing company. Company a success, so Werner von Siemens off armour, develop his career attentively. We have to bear the Berlin between Frankfurt 500 kilometers long lines of communication engineering, and laid by the Russian government designated as "tsarist Russia telegraph system construction and maintenance contractors, and Britain and Austria's telegraph systems engineering, laid connects London and in Calcutta was 1.1 million kilometers of the indo-european telegraph lines, laid across the Atlantic submarine wires. 1848, Werner von Siemens invented the electric current and the destruction of the underwater mines etc, but also greatly developed into mine electrical distance measurement device, use electric manipulation of ships. 1866, Werner von Siemens discovered the principle of work, after generator tough test repeatedly, developed the world since the two "game" generator excitation. This is the second time the industrial revolution of core technology in the world, generator is widely used. Siemens therefore won the highest reward - French "medal of honor," and was the king of Prussia a peerage. 1867, Werner von Siemens invented the alcohol was set to many European countries as standard measure for long-term use, and made a contribution to the standardization work. In 1881, Werner von Siemenssuccessfully developed the world's first trolley.In 1892, Werner von Siemens died. His deathbed Werner von Siemens asked his children to insist on "year 20,000 invention innovation" and "the benefit of human society" and the policy of successful experience, insists on exploring new technology and innovation development. The 1936 Olympic Games, for the world of Siemens company producing the first frame cable TV. In 1938, built the first image telephones and electron microscope. In 1953, Siemens has super purity silicon by the entire development process of electronic technology and electrical technology revolution. In the early 1970s, Siemens has successfully developed telephone signal transmission system for communication, the modern business contributed by a telephone, coaxial can simultaneously transmit signals, make telephone 108 million telephone networks on the road of completely automated. Siemens company developed using traditional photographic plate printing to create micro chips, reached advanced level. In addition, Siemens is innovation can make two colors out simultaneously in a piece of paper on both sides of the copy of the new duplicator, and with the Dutch philips company for cooperation and development microcomputer.Siemens company always to the invention of technology innovation in all the work of the first, attaches great importance to scientific development, and the continuous research into real productive forces. The invention of Siemens company in the book, you can see a series of European and world first: the first phone automatically switches, first long distance telephone, the first generator, the first electric locomotive, the first electronic microscope, the first type... According to statistics, in all aspects of German electrical technology patent, Siemens company have accounted for more than a quarter.2, the Siemens technology innovation managementCore competence is the enterprise in the long-term operation of the formation, unique, dynamic ability, to support the enterprise resources in the market of present and future development of sustainable competitive advantage, the core competitiveness of enterprise integrating resources and is the result of various aspects ability. Technological innovation management aims to strengthen enterprise researchand development (R&D). Enterprise is the source of enterprise development of R&D and the basic guarantee long-term competitive advantages. Corporate R&D capability include: R&D resources obtaining and using ability, development ability, the R&D achievements transformation ability, etc. Everything in the world is one of the generation, development and decline of the life cycle. As the economic organizations, enterprises should also experienced business period, rise period, the heyday, decline and bankruptcy perish life. Enterprise life cycle length of key business period, how to pass after rise period, accelerate the extended its heyday, postponed its declining period. As a resource and ability of the enterprise aggregation, must flowing into the new resources, and continuously improve the market operation and management ability, the party may have to maintain and extend the life of the enterprise cycle. Product and service is the life of enterprise, the product life cycle elements relative to the enterprise's life cycle is short. Enterprise must develop more have market value of innovative products, one or several products reach up and in its heyday, not into decline period, one or several products has reached its rise and so on, bobo, interlocking continuous product innovation launched a "surge", the company thrives. Innovation of Siemens company continuously to inject vigor of life. For more than half a century in the long course of Siemens company, innovation, development, continuous innovation, product enterprise, is always taking off or flourishing and maintains the enterprise's prosperous. In recent years, along with the world economy globalization, the Siemens company products renewal speed is high. In 1980, Siemens company does not exceed 5 years of innovative products for 48 ﹪in 1998, has risen to 74, to 2003, Siemens is above 90 ﹪software products with high technology, innovative products. In more than 10 kinds of Siemens company product, was less than 4 years of 92 ﹪. Siemens company become "longevity enterprise" is the key to it.Innovation is the main task for the management of innovation process management. Innovation process is generated from the innovation idea to innovation, product innovation to improve the innovation on the market after a series of activities and the logical relationship. Innovation is the most complex kind of business processes andprocess, involving marketing, design, development, manufacture, management, finance, business strategy, etc. Technology and product innovation is the core concept of innovation, innovation of technology and product innovation is the foundation, system and mechanism innovation of technology and product innovation is the guarantee.Siemens company realized: "in the continuous development of high technology, everything will soon be a thing of the past, only grasp the future, there is hope." To ensure that the new technology industries firmly seizing the initiative of Siemens company, the artificial intelligence, fusion, space technology, high-speed trains, solar energy utilization, such as optical technology research topic, strive for a breakthrough as soon as possible. The enterprise technological innovation, into the original innovation, introduction and innovation and imitation innovation etc. Various forms. The original innovation is in full on the basis of theoretical study of developmental innovation. Introduce innovation and imitation innovation is the original innovation based on improved, improve the innovative, thus formed smaller, faster convergence market risk. But with the technology market competition intensifies, innovation and imitation innovation in technology advanced, practicability and timely etc. Have been greatly restricted. From the innovation decision, technical development, capital investment, achievements and risks in such aspects as comprehensive, Siemens company mainly USES the original innovation. Siemens company has a large number of researchers, increased to technological innovation fund, pay great attention to the accumulation of innovation, has the strong research and technical development strength. Siemens global were present at 4.8 million professionals engaged in research and development. In Berlin, Irish roots and Munich has massive research and development center. The research funding for every 10 ﹪of the total business, above all German electrical industry research funds of 1/3. Ensure new technology in the leading position.Siemens company research and development work after the second world war was once a pause. The Potsdam agreement will break and control of the German industry, scientific research and technological development activities. Until the late 1940s, asingle field research and development work regularly to recover. Nonetheless, Siemens company must also provide according to regulations regarding the military research project progress and a detailed report. Because of the serious loss caused by war, Siemens company in the development and research work according to the cost of the early 1950s war than sales nearly doubled. Despite the allied restrictions and prohibitions, Siemens innovation development still gained considerable achievements. In 1951, the invention of approximately 2100, registration, and 700 patents in foreign won 900 patents. In 1955, finally gave up on German Allies of scientific research, Siemens company after monitoring and international scientific rebuilt, and set up a laboratory in Munich. Established in 1965, Irish roots research center. Later in Berlin and Princeton, establish research laboratory. Siemens company in America, Austria and British established important research base. In 1969, Siemens company research and development institutions have been adjusted, a central nidalai. In 1988, the research and development of further strengthening functions. In 1996, Siemens will merge with the technical development centers. Every year in the patent application increased year by year. Siemens company 1995/96 in German patent bureau 2920 patents and using samples, and register at the European Patent Office also made 80 first registration. In the German Patent Office number is rising year 18 ﹪. In this year, Siemens has 5,200 invention of registration, and 1989/90 years increased 125 ﹪. At the end of the year 1995/96, Siemens company in the world about 7.3 million items, including protection of the patent for 44 ﹪issued by the use of registration and style.Siemens technology innovation of significant advantage of all listed companies, the research projects have stressed the need to have high technical content, competitive, and thus develop developed passels suitable for market needs, walking in the world frontier science and technology of new technology, new product. Siemens company in electronic technology developed in 1983, can the bulk production 256 1000 memory chip. In the mid 1990s, after the world top level to a success. And, through and IBM, Toshiba and MOTOROLA cooperative development, Siemens company to gigabit chip technology pioneer role play. Due to emphasize on the future, technologicalinnovation of Siemens company research and development projects most far-sighted. Solar energy in terms of research and development, the company put large funds, and lead. In the lab, using "copper - indium - selenium" ternary material development of new solar battery, photoelectric conversion efficiency reached 18 ﹪above, have the huge potential market. Technology innovation adhere to the "customer-oriented, customer first" is our company's consistent principle of Siemens. For example, Germany in mobile phone users emphasize the function, and China mobile phone users pay more attention to the appearance and practical. Therefore, users in China to operate and sales personnel to use mobile phones are very important. Siemens company pays attention to cultural differences between the consumer behavior, October 1999 in Beijing, China and the United States Princeton established two user interface design center, in order to promote Siemens product localization.3, Siemens innovation organization managementInnovative organization management including organization innovation and innovation activities of the organization. Innovation organization and management of technology innovation and product innovation is the guarantee. Innovative organization management is based on human, material and financial resources, forming a new efficient allocation of common purpose, and make the organization of its members with the responsibility, right and interest relationship, its purpose lies in the reconstruction of the further innovation goal. Organization innovation is mainly in corporeal carrier of management, called "soft technology innovation", Technological innovation and product innovation is called "hard technical innovation". "Soft technology innovation" less investment, risk and so on a series of small, easy effect. Siemens company through pro-active implementation of innovative organization management, enterprise's resources use more reasonable, the enterprise system operation more harmonious, production capacity of more efficient, effective play "hard for technological innovation, promoting gatherstrength" hard "technology" to improve the competitiveness of enterprises, plays an extremely important role. "Hardware" and "software technology innovation of technology innovation" is the relationship between and promote each other. "Hard technical innovation" resultswant continuous effectively into the economic efficiency of enterprises, must have the corresponding "soft" and the technological innovation. "Hard technical innovation" to a certain extent, often called and forced the management mode of operation changes of, so as to promote "soft technological innovation;" On the other hand, effective organization innovation to maximize efficiency of production system, make have limited production capacity and enterprise economic benefits to further improve the technology of "hard" side of the "bottleneck", which can cause emergent and concentrate on the enterprise, thus promoting solved "hard technical innovation". The concept of innovation of Siemens company as an innovative organization management. Concept is the forerunner of practice, new concepts, will have new practice, new development. Enterprise must have the innovation practice must first innovation concept. Throughout the development process of Siemens company, the most prominent feature is the concept of innovation, and advanced the concept and consciousness. Werner von Siemens proposed "to human society" the innovation idea, he said: "I choose to study the public interest is premise." In the development of human society, the enterprises must constantly to human society ", "must be in the concept of social development following closely. In the new economic era, enter in the business enterprise principle of Siemens company emphasis on "market-oriented, satisfy human needs, protection, improving the environment and the development of the world's leading technology goal to pursue", formed to the requirements of the development of innovative ideas. To meet the needs of the user market concept technology innovation, thus realizing the goal of creating good economic benefit. Siemens company operating philosophy is: "I engaged in the invention, first is to consider whether these products to society, I chose the technological innovation in the interests of the user is premise, but always conducive to myself".Siemens company adopted in favor of technological innovation in the overall structure and the organization USES tower centralized structure, internal structure by using mixed matrix subsidiary. The specific methods: a department to lead composition, marketing products and services for the sales, In the second set in finance, logistics, personnel, products and support various Marketing Department.Marketing itself is a small and sound "sparrow", with various professionals. In order to accelerate the transfer information personnel, and relatively concentrated. This is according to the experience of small companies to revise and innovative organization structure. Small company mostly products, so researchers use a centralized, In the construction of large companies and the use of social resources, such as quality control, financial, product design etc. With the professional, social company itself, concentrate on the project development. Siemens company marketing is actually a small company, this kind of structure is used in fierce market changes.Siemens company in capital control on the market mechanism, follow to compress the cost. Siemens company adopts "the market price of the cost and mechanism, by cost price", "the tradition. When the market price, only after the basic maximum compression cost will make a profit. Cost of compression technology innovation can sometimes be converted into innovative products and market. Siemens company, main measures of compressed cost is equipped with "specialized committee," strategic procurement of raw materials purchase price to strictly guards. Raw materials are often the main component of product cost. "Strategic sourcing committee", one of the main work is constantly seeking new suppliers or cultivate new price cheap suppliers. The second is the product standardization, parts in design standard, in order to reduce as far as possible using duplication and reduce the cost. The third is in full within the scope of the company established a number of "power", its essence is the cost of brainstorming compression rationalization proposals. The "power" by the workers and staff and managers, all advisors. This approach to save costs, such as production technology, the introduction to substitute materials, adopting new management and production measures to improve the warehouse management, improve work efficiency, reduce travel documents etc.Siemens company in 1998 launch of the "TOP +" strategy, is the innovation of organizational management representative's masterpiece, promoted by the technical innovation and improve the quality of products."TOP +" is "whole optimization process is the abbreviation of". The successful implementation of Siemens company with "the TOP +" strategy are directly related.。