1、本科毕业论文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
2、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
3、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。核心竞争力不仅仅是整合各种技术，同时它还象征着对工作进行组织和提供价值。索尼公司的核心竞争力之一是微型化，它为了使
4、产品实现微型化，索尼必须保证技术专家以及工程师和市场营销人员对客户需求达成共识，并了解技术上的可能性。核心竞争力的作用不仅在制造业中表现明显，同时在服务业中也表现出来了。花旗集团CITICORP最早投资了一套运营系统，这套系统使它能够一天24小时介入全球的市场，由此带来的核心竞争力使花旗出类拔萃，把很多金融服务公司远远甩在了身后。核心竞争力是沟通、参与，也是对跨越组织界限协同工作的深刻承诺。它涉及所有职能部门以及许多不同级别的员工，世界级的研究项目，比如激光或者陶瓷的研发工作，都能够在公司的实验室中开展，却不会对公司的任何业务部门产生影响。可见组合在一起构成公司核心竞争力的各种技能，肯定是集中
5、在思维开阔的人身上。如果目光短浅人们就不会意识到他们有机会把别人的专长以新奇的方式与自己的专长结合在一起。核心竞争力并不会随着使用的增多而减少。随着时间的流逝有形资产会减损，但是核心竞争力却会随着应用和共享的增多而增强。因为知识不用就会消失，所以，核心竞争力当然也是需要培养和保护。核心竞争力是粘合剂，它能把现有业务维系在一起，同时它们也是新业务开发的动力。多元化经营和进军新市场或许也要以它们为依据，而不仅仅是看市场的吸引力。以3M公司的黏性胶带业务为例，在规划多元化业务报事贴、磁带、照相胶卷、压敏胶带和砂带的过程中，该公司运用了在基底、涂层以及黏合剂等产品中广泛共享的技术能力，并设计了各种方法
6、来组合它们。事实上，在技术的投资上，3M公司从来没有停止过，即使它的业务组合看起来极其分散，但是复杂表象的背后却是少数几个共享的核心竞争力。相比较之下，有些大公司虽然具有打造核心竞争力的潜能然而却并没有成功。因为高层管理者只是把公司简单的看做互相没有联系的的业务集合。美国的通用电气公司GE把很大一部分电子消费品业务卖给了法国的汤姆森公司THOMSON，声称美国通用电气公司在该领域中保持竞争优势已经日益艰难。事实上也的确如此，然而，费解的是，美国通用电气公司为这几项关键业务相看的买主竟然是几家在核心竞争力方面早已成了领袖的竞争对手例如生产小型电机的百得公司BLACKTHELEAVESFLOWER
7、S,ANDFRUITAREENDPRODUCTSTHEROOTSYSTEMTHATPROVIDESNOUEISHMENT,SUSTENANCE,ANDSTABILITYISTHECORECOMPETENCEYOUCANMISSTHESTRENGTHOFCOMPETITORSBYLOOKINGONLYATTHEIRENDPRODUCTS,INTHESAMEWAYYOUMISSTHESTRENGTHOFATREEIFYOULOOKONLYATITSLEAVESSEETHECHART”COMPETENCIESTHEROOTOFCOMPETITIVENESS”CORECOMPETENCIESARETH
8、ECOLLECTIVELEARNINGINTHEORGANIZANTION,ESPECIALLYHOWTOCOORDINATEDIVERSEPRODUCTIONSKILLSANDINTEGRATEMULTIPLESTREAMSOFTECHNOLOGIESCONSIDERSONYSCAPACITYTOMINIATURIZEORPHILIPSSOPTICALMEDIAEXPERTISETHETHEORETICANKNOWLEDGETOPUTSKILLTOPRODUCEAMINIATURERADIONOBIGGERTHANABUSINESSCARDTOBRINGOFFTHISFEAT,CASIOMU
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10、ETNCIESISMINIATURIZATION,TOBRINGMINIATURIZATIONTOITSPRODUCTS,SONYMUSTENSURETHATTECHNOLOGISTS,ENGINEERS,ANDMARKETERSHAVEASHAREDUNDERSTANDINGOFCUSTOMERNEEDSANDOFTECHNOLOGICALPOSSIBILITIESTHEFORCEOFCORECOMPETENCEISFELTASDECISIVELYINSERVICESASINMANUFACTURINGCITYCORPWASAHEADOFOTHERSINUESTINGINANOPERATING
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13、TIONALEXPERTISEWITHTHOSEOFOTHERSINNEWANDINTERESTINGWAYSCORECOMPETENCEDOSENOTDIMINISHWITHUSEUNLIKEPHYSICALAREENHANCEDASTHEYAREAPPLIEDANDSHAERDBUTCOMPETENCIESSTILLNEEDTOBENURTUREDANDPROTECTEDKNOWLEDGEFADESIFITISNOTUSEDCOMPETENCIESARETHEENGINEFORNEWBUSINESSDEVELOPMENTPATTERNSOFDIVERSIFICATIONANDMARKETE
14、NTRYMAYBEGUIDEDBYTHEM,NOTJUSTBYTHEATTACTIVENESSOFMARKETSCONSIDER3MSCOMPETENCEWITHSTICKYTAPEINDREANINGUPBUSINESSESASDIVERSEAS”POSTIT”NOTES,MAGNERICTAPE,PHOTOGRAPHICFILM,PRESSURESENSITIVETAPES,ANDCOATEDABRASIVES,THECOMPANYHASBROUGHTTOBEARWIDELYSHAREDCOMPETENCIESINSUBSTRATES,COATINGS,ANDADHESIVESANDDEV
15、ISEDVARIOUSWAYSTOCOMBINETHEMINDEED,3MHASINVESTEDCONSISTENTLYINTHEMWHATSEEMSTOANBEEXTREMELYEXTREMELYDIVERSIFIEDPORTFOLIOOFBUSINESSESBELIESAFEWSHAREDCORECOMPEENCIESINCONTRAST,THEREAREMAJORCOMPANIESTHATHAVEHADTHEPOTENTIALTOBUILDCORECOMPETENCIESBUTFAILEDTODOSOBECAUSETOPMANAGEMENTWASUNABLETOCONCEIVEOFTHE
16、COMPANYASANYTHINGOTHERTHANACOLLECTIONOFDISCRETEBUSINESSGESOLDMUCHOFITSCONSUMERELECTRONICSBUSINESSTOTHOMSONOFFRANCE,ARGUINGTHATITWASBECOMINGINCREASINGLYDIFFICULTTOMAINTAINITSCOMPETITIVENESSINTHISSECTORTHATWASUNDOUHBTEDLYSO,BUTITISIRONICTHATITSOLDSEVERALKEYBUSINESSESTOCOMPETITORSWHOWEREALREADYCOMPETEN
17、CELEADERSBLACKDECKERINSMALLELECTRICALMOTORS,ANDTHOMSON,WHICHWASEAGERTOBUILDITSCOMPETENCEINMICROELECTRONICSANDHADLEARNEDFROMTHEJAPANESETHATAPOSITIONINCONSUMERELECTRONICSWASVITALTOTHISCHALLENGEMANAGEMENTTRAPPEDINTHESTRATEGICBUSINESSUNITSBUMINDSETALMOSTINEVITABLYFINDSITSINDIVIDUALBUSINESSESDEPENDENTONE
18、XTERNAISOURCESFORCRITICAICOMPONENTS,SUCHASMOTORSORCOMPRESSORSBUTTHESEARENOTJUSTCOMPONENTSTHEYARECOREPRODUCTSTHATCONTRIBUTETOTHECOMPETITIVENESSOFAWIDERANGEOFENDPRODUCTSTHEYARETHEPHYSICALEMBODIMENTSOFCORECOMPETENCIESSINCECOMPANIESAREINARACETOBUILDTHECOMPETENCIESTHATDETEMINEGLOBALLEADERSHIP,SUCESSFULCO
19、MPANIESHAVESTOPPEDIMAGNINGTHEMSELVESASBUNDLESOFBUSINESSESMAKINGPRODUCTSCANON,HONDA,CASIL,ORNECMAYSEEMTOPRESIDEOVERPORTFOLIOSOFBUSINESSESUNRELATEDINTERMSOFCUSTOMERS,DISTRIBUTIONCHANNELS,ANDMERCHANDISINGSTRATEGYINDEED,THEYHAVEPORTFOLIONSTHATMAYSEEMIDIOSYNCRATICATTIMESNEGISTHEONLYGLOBALCOMPANYTOBEAMONG
20、LEADERSINCOMPUTING,TELECOMMUNICATIONS,ANDSEMICONDUCTORSANDTOHAVETHRVINGCOMSUMERELECTRONICSBUSINESSBUTLOOKAREDECEIVINGINNEC,DIGITALTECHNOLOGY,ESPECIALLYVLSIANDSYSTEMSINTEGRATIONSKILLS,ISFUNDAMENTALINTHECORECOMPETENCIESUNDERLYINGTHEM,DISPARATEBUSINESSESBECOMECOHERENTITISHONDASCORECOMPETENCEINENGINESAN
21、DPOWERTRAINSTHATGIVESITADISTINCTIVEADVANTAGEINCAR,MOTORCYCLE,LAWNMOWER,ANDGENERATORBUSINESSESCANONSCORECOMPETENCIESINOPTICS,IMAGING,ANDMICROPROCESSORSCONTROLSHAVEENABLEDITTOENTER,EVENDOMINATE,MARKETSASSEEMINGLYDIVERSEASCOPIERS,LASERPRINTERS,CAMERAS,ANDIMAGESCANNERSPHILIPSWORKEDFORMORETHAN15YEARSTOPE
22、RFECTITSOPTICALMEDIALASERDISCCOMPETENCE,ASDIDJVCINBUILDINGALEADINGPOSITIONINVODEORECORDINGOTHEREXAMPLESOFCORECOMPETENCIESMIGHTINCLUDEMECHANTRONICSMIGHTINCLUDEMECHANTEONICSTHEABILITYTOMARRYMECHANLCALANDELECTRONICENGINEERING,VIDEODISPLAYS,BIOENGINEERING,ANDMICROELECTRONICSINTHEEARLYSTAGESOFITSCOMPETEN
23、CEBUILDING,PHILIPSCOULDNOTHAVEIMAGINEDALLTHEPRODUCTSTHATWOULDBESPAWNEDBYITSOPTICALMEDIACOMPETENCE,NORCOULDJVCHAVEANTICIPATEDMINIATURECAMCORDERSWHENITFIRSTBEGANEXPLORINGVIDEOTAPETECHNOLOGIESUNLIKETHEBATTLEFORGLOBALBRANDDOMINANCE,WHICHISVISIBLEINTHEWORLDSBROADCASTANDPRINTMEDIAANDISAIMEDATBUILDINGGLOBA
24、I”SHAREOFMIND”,THEBATTLETOBUILDWORLDCLASSCOMPETENCIESISINVISIBLETOPEOPLEWHOARENTDELIBERATELYLOOKINGFORITTOPMANAGEMENTOFTENTRACKSTHECOSTANDQUALITYOFCOMPETITORSPRODUCTS,YETHOWMANYMANAGERSUNTANGLETHEWEBOFALLIANCESTHEIRJAPANESECOMPETITEORSHAVECONSTRUCTEDTOACQUIRECOMPETENCIESATLOWCOSTINHOWMANYWESTERNBOAR
25、DROOMSISTHEREANEXPLICIT,SHAREDUNDERSTANDINGOFTHECOMPETENCIESTHECOMPANYMUSTBUILDFORWORLDLEADERSHIPINDEED,HOWMANGSENIOREXECUTIVESDISCUSSTHECRUCIALDISTINCTIONBETWEENCOMPETITIVESTRATEGYATTHELEVELOFBUSINESSANDCOMPETITIVESTEATEGYATTHELEVELOFANENTIRECOMPANYLETUSBECLEARCULTIVATINGCORECOMPETENCEDOESNOTMEANOU
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27、HAREDCOSTS,ASWHENTWOORMORESBUSUSEACOMMONFACILITYAPLANT,SERVICEFACILITY,ORSALESFORCEORSHAREACOMMONCOMPONENTTHEGAINSOFSHARINGMAYBESUBSTANTIAL,BUTTHESEARCHFORSHAREDCOSTSISTYPICALLYAPOSTHOCEFFOCTTORANTIONALIZEPRODUCTIONACROSSEXISTINGBUSINESSES,NOTOFWHICHTHEBUSINESSESTHEMSELVESGROWBUILDINGCORECOMPETENCIE
28、SISMOREAMBITIOUSANDDIFFERENTTHANINTEGRATINGVERTICALLY,MOREOVERMANAGERSDECIDINGWHETHERTOMAKEORBUYWILLSTARTWITHENDPRODUCTSANDLOOKUPSTEAMTOTHEEFFICIENCIESOFTHESUPPLYCHAINANDDOWNSTREAMTOWARDDISTEIBUTIONANDCUSTOMERSTHEYDONOTTAKEINVENTORYOFSKILLSANDLOOKFORWARDTOAPPLYINGTHEMINNONTRADITIONALWAYSOFCOURSE,DEC
29、ISIONSABOUTCOMPETENCIESDOPROVIDEALOGICFORVERTICALINTEGRATIONCANONISNOTPARTCULARLYINTEGRATEDINITSCOPIERBUSINESS,EXCEPTINTHOSEASPECTSOFTHEVERTICALCHAINTHATSUPPORTTHECOMPETENCIESITREDARDSASCRITICALATLEASTTHREETESTSCANBEAPPLIEDTOIDENTIFYCORECOMPETENCIESINACOMPANYFIRST,ACORECOMPETENCEPROVIDESPOTENTIALACC
30、ESSTOAWIDEVARIETYOFMARKETSCOMPETENCEINDISPLAYSYSTEMSFOREXAMPLE,ENABLESACOMPANYTOPARTICIPATEINSUCHDIVERSEBUSINESSDSASCALCULATORAS,MINIATURETVSETS,MONITORSFORLAPTOPCOMPUTERS,ANDAUTMOTIVEDASHBOARDSWHICHISWHYCASIOSENTRYINTOTHEHANDHELDTVMARKETWASPREDICTABLESECNOD,ACORECOMPETENCESHOULDMAKEASIGNIFICANTCONT
31、RIBUTIONTOTHEPERCEIVEDCUSTOMERBENEFITSOFTHEENDPRODUCTCLEARLY,HONDASENGINEEXPERTISEFILLSTHISBILLFINALLY,ACORECOMPETENCESHOULDBEDIFFICULTFORCOMPETITORSTOIMITATEANDITWILLBEDIFFICULTIFITISACOMPLEXHARMONIZATIONOFINDIVIDUALTECHNOLOGIESANDPRODUCTIONSKILLSARIVALMIGHTACQUIRESOMEOFTHETRCHNOLOGIESTHATCOMPRISET
32、HECORECOMPETENCE,BUTITWILLFINDITMOREDIFFICULTTODUPLICATETHEMOREORLESSCOMPREHENSIVEPATTERNOFINTERNALCOODINATIONANDLEADINGJAVSDECISIONINTHEEARLY1960STOPURSUETHEDEVELOPMENTOFAVIDEOTAPECOMPENTENCEPASSEDTHETHREETESTSOUTLINEDHERERCASDECISIONINTHELATE1970STODEVELOPASTYLUSBASEDVIDEOTURNTABLESYSTERMDIDNOTFEW
33、COMPANIESARELIKELYTOBUILDWORLDLEADRSHIPINMORETHANFIVEORSIXFUNDAMENTALCOMPETENCIESACOMPANYTHATCOMPILESALISTOF20TO30CAPABILITIESHASPROBABLYNOTPRODUCEDALISTOFCORECOMPETENCIESSTILL,ITISPROBABLYAGOODDISCIPLINETOGENERATEALISTOFTHISSORTANDTOSEEAGGREGATECAPABILITIESASBUILDINGBLOCKSTHISTENDSTOPROMPTTHESERCHF
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