1, Value: Core competitiveness has strategic value, which can bring long-term key benefits to customers, create long-term competitive initiative for enterprises, and create super-value profits for enterprises that exceed the average profit level of the same industry.
2. Uniqueness: also known as uniqueness, that is, the core competitiveness of an enterprise is owned by the enterprise alone. Almost no two enterprises in the same industry have exactly the same or similar core competitiveness.
3. Extensibility: strongly support enterprises to develop more dynamic new businesses. This ability is an adaptive ability and an ability to adapt to market changes.
4. It is difficult to imitate and irreplaceable: because the core competitiveness of an enterprise is the ability to integrate internal resources, skills and knowledge, competitors are often difficult to imitate and replace. Otherwise, its uniqueness will naturally be lost and its competitive advantage will be lost accordingly. For example: Sony's product innovation ability, especially miniaturization; Panasonic's ability to coordinate quality and value; Haier's advertising sales and after-sales service capabilities; Cologne's ability to manufacture and sell defect-free products, etc.
5. Long-term: The cultivation and construction of core competitiveness depends on the long-term accumulated experience, lessons, knowledge and ideas of enterprises, which requires a long process and can never be achieved overnight.
Basic introduction to the core competitiveness of enterprises;
McKinsey & Company believes that the so-called core competence refers to the combination of a series of complementary skills and knowledge within an organization, which has the ability to make one or more businesses reach the first-class level in the field of competition. The ability of insight and foresight mainly comes from scientific and technological knowledge, unique data, product creativity and excellent analytical reasoning ability. Front-line execution ability arises from the situation that the quality of final products or services will change due to the quality of front-line employees. The core competitiveness of an enterprise is the overall resource of the enterprise, involving the technology, talents, management, culture and cohesion of the enterprise, and it is the common behavior of all departments and employees of the enterprise.