What is a Core Competitive Advantage and how to build a 20

1. Decision-making competitiveness.

This core competitiveness of enterprises is the ability of enterprises to identify development traps and market opportunities, and to respond to environmental changes in a timely and effective manner. In the analysis of the core competitiveness of enterprises, the decision-making competitiveness and the decision-making power of enterprises are the same relationship. Enterprises that make frequent mistakes in decision-making will certainly not have the competitiveness of decision-making.

Enterprises that do not have decision-making competitiveness are weak in decision-making.

2. Organizational competitiveness.

Enterprise market competition must ultimately be implemented through enterprise organizations. In the core competitiveness of the enterprise, only when the business work that must be completed to ensure the realization of the organizational goals of the enterprise, when there are people to do everything, and know the standard of doing a good job, can we ensure that the advantages formed by the decision-making competitiveness do not fall short.

3. Process competitiveness.

In the core competitiveness of an enterprise, the process is the sum of the various institutions and job roles of the enterprise organization. It directly restricts the efficiency and effectiveness of the operation of the enterprise organization. If there is no efficiency and effectiveness in the way of doing things in various institutions and job roles of enterprise organizations, the operation of enterprise organizations will not be efficient and effective.

If the way an enterprise organization does things is not efficient, it is also the operation of the enterprise organization is not efficient and effective, which directly means that the enterprise has no execution.

4. Cultural competitiveness.

Cultural competitiveness is an integrated force composed of common values, common ways of thinking and common ways of doing things, which directly plays a role in coordinating the operation of enterprise organizations and integrating their internal and external resources.

5. Innovation and competitiveness.

One move first, eat all over the world, this is the only way in the market competition. In the core competitiveness of enterprises, there must be continuous innovation in order to make a move. Whoever can continue to create this trick first, who will be invincible in this market competition.

Therefore, it is not only an important part of enterprise support, but also an important part of enterprise execution.

6. Employee competitiveness.

The size of the enterprise organization must be undertaken by someone, and the employee is the bearer of the company's affairs, but the higher the ability of the employee, the more effective the work can be ensured, and the economic benefits of the enterprise can be better guaranteed.

7. Brand competitiveness.

In the core competitiveness of an enterprise, the brand needs to be based on quality, but only quality cannot constitute a brand. It is the refraction of a strong corporate culture in the minds of the public. Therefore, it also directly constitutes an ability of enterprises to integrate internal and external resources.

Without brand competitiveness, both internal and external enterprises do not agree with the way of doing things and the results of the enterprise, and the enterprise will not have any competitiveness, let alone core competitiveness. Once a brand is formed, it is directly a resource. Therefore, it is an important part of the support of enterprises.

8. Channel competitiveness.

If an enterprise wants to make money, make profits, and develop, it must have a sufficient number of customers to accept its products and services. If there is no broad and effective channel to communicate the relationship between the enterprise and the customer, the enterprise will be isolated from the customer, and it will inevitably fail miserably. Therefore, the channel is directly a resource, and the channel competitiveness directly constitutes a content of the enterprise's support.

What are core competencies? My thoughts on this question are:

The core competitiveness must be its own advantages, it must be the head of the subdivided field, it must be meaningful, and it must be happy [呲tooth][呲tooth] is very similar to the concept of the intersection of the three circles (success factor).

So how to build core competitiveness? What are the specific next steps?

My thoughts