航空运输企业核心竞争力各组成要素及其价值作用的分析研究_百度.

Market competition in the market continue to promote resource allocation at the same time, also make competitors through restructuring, allocation and integration of internal resources to the market resource allocation has reasonable share and effective advantage. Air transport of fierce competition in the market in a certain social positive effect at the same time, also to the air transport enterprises and puts forward the most serious challenge.

Face the competitive pressure of the market, a number of aviation transportation enterprises begin to adjust business strategy. For example, in the flight application, product promotion, the introduction of large models, develop new markets and other aspects, hoping that through the adjustment of strategy to attract and stabilize tourist market. In fact, these strategy adjustment or redistribution of resources around the aviation transportation enterprises should possess and the core competitive power to begin.

Competitiveness is aviation transportation enterprises in market competition for resources allocation of basic survival skills, and aviation transportation enterprises operating on the basis of ability. The competitiveness of a variety of factors, but not every kind of factors are able to become competitive advantage. Advantage competitiveness depends on the air transport enterprises in market competition the effectiveness and aviation transportation enterprises can in the competition from competitors and enables companies to enter benign development of multiple function embodiment. In a certain sense, competitiveness and competitive advantage is the relative market development and competition changes in specific period reflected a kind of advantage or ability, along with changes in external factors and internal factors of the interference, even if the competitive advantage will be the environment changes in only a kind of ability to survive, for aviation transportation enterprise's long-term strategic development, these abilities can only play a role in a short period of time, are not enough to maintain air transport enterprises sustainable development strategy. How to maintain

the sustainable development of aviation transportation enterprises, in order to determine the dominant position in the market competition? Construction of core competitiveness is aviation transportation enterprises in production and operation management process to face an important task. Core competitiveness is more concerned about the long-term development of enterprises, competition in the market in essence different from competitors and the market resources of motive power.

One, the concept of core competence and character

Core competence is the enterprise organization capital and social capital of the collection, organization capital refers to the organization to assume the task of the coordination of the assets, and social capital refers to the resources available to people used to obtain the income that part of the value of social structure, it acts through the people of mutual relations between the change of organizational capital; " reflects the coordination and organization of production technology, social capital has shown the importance of social environment ", which can be embodied in the organizational structure, the latter can reflect enterprise culture.

For air transport enterprises core competitiveness, aviation transportation enterprises core competitiveness should be based on the value chain of the industry as the basis, is one of the internal core resource ( technical ability, organization coordinated ability, market ability of meeting an emergency and innovation etc recombination and assigned to maintaining and enhancing continuous profits as the goal, to external resources coordination and with each associated party to meet the interest distributive complete operating system, and through the effective operation of the system to their own unique competitive advantage in stability and expansion of the market gains to achieve air transport for the long-term development strategy.

Two, to build the core competence in the action in practice