What should we do to enhance the competitiveness of enterprises?

1. Find out the core competence of the enterprise.

Core competencies can be summed up in a simple, clear way: it's a proposition that everyone in the organization can uphold. Core competencies work best when the leadership team of an organization consistently communicates the concept of core competencies to employees with great enthusiasm, and when managers report to CEOs on a continuous basis to emphasize core competencies.

Core competencies are not just about establishing a brand or creating a catchy brand slogan. It's about much more than brand influence and brand equity. We should say that the criteria for measuring whether an enterprise has clear core competencies are:

Whether people outside the company can easily summarize what makes the company unique?

2. Establish the right organizational structure.

Overemphasizing the day-to-day work of running can reduce the focus on how organizations are organized. Many senior executives from different industries are well versed in the concept of "continuous improvement", the Toyota production system, and Lean Six Sigma management. However, few people think about how to establish the right organizational structure to ensure the effective implementation of these ideas and systems.

To be competitive in terms of organization, companies should first clearly define their operating model. It refers to the method by which an enterprise organizes and aggregates its capabilities to ensure the smooth execution of its business strategy. Under the premise that people, processes, technology and organization are aligned, the design and development of operating models is based on the identification of external and internal priorities, including regulatory trends, long-term chain costs, as well as changes in skill sets and technical capabilities.

An operating model can help companies get the most out of their capabilities and align them with their core competencies.

3. Excellence in execution: from strategy to action.

Superior execution can further streamline and standardize corporate structures and help reduce waste. Any company that outperforms its competitors in terms of execution ability has five characteristics. First, these companies have a clear grasp of customer value and what customers are willing to pay for.

They strive to increase asset productivity, using return on invested capital (ROIC) to guide their value creation. They emphasize process excellence and continuous improvement of technology and process rules. They are able to build an enduring capacity to ensure that best practices are rolled out to all parts of the business.

They employ rigorous performance management to ensure that business strategies, business objectives, metrics, and business plans are aligned.

4. Balance structural adjustment and excellent execution.

If identifying and articulating core competencies is a key differentiator for achieving operational excellence, finding the right balance between restructuring and execution excellence is also a challenge. We should be aware that the balance between structural adjustment and implementation excellence is not a one-way street, but a two-way street. Take a case in point:

A major beverage producer began to restructure itself by acquiring a portion of its bottling machines, opening up many new options in terms of execution decisions.

There is no competition in the performance of the enterprise has:

1. The product has no advantages and differences, and when competing with other products in the market, the competitiveness is not strong, and there are many alternative products.

2. There is no core brand, or even its own stable customer base.

3. The response to the market is always a few steps slower than others, although we know what customers need, but the time to provide products or services is very long, and we can't respond quickly.

4. There is not enough internal unity, and it is common for employees to be lazy and have internal friction in the enterprise.

To improve the core competitiveness of enterprises, we must improve the product strength, brand influence and organizational operation efficiency of enterprises.

First: improve product strength. Product power refers to the competitiveness of products in the market and the performance of the core competitiveness of enterprises.

Strong product strength is the core competence within the enterprise, which may include low-cost production capacity, technological innovation ability, product design ability, and chain management ability. To improve product strength, we need to focus on cultivating one or more capabilities to form a competitive advantage.

Second: build a strong brand influence. There are four steps to building a strong brand, which are:

Brand connotation planning, brand marketing communication, brand relationship maintenance and brand upgrading. Building a strong brand is not an overnight effort, and it requires companies to continue to invest in order to obtain the premium price of the brand.

Third: improve the operational capacity of the organization. The efficiency of organizational operations, especially the execution of goals, is the key factor for enterprises to achieve excellence, and to build organizational operational efficiency, it is necessary to shape an excellent corporate culture, a clear organizational structure, a reasonable corporate governance structure, a motivating remuneration mechanism, and a good team building and management.

I think the first thing is to keep thinking ahead, cut, not to stick to the rules, to eat the old book, to dare to try some new things, dare to combine some of their own advantages to do directional efforts.

Third, inject corporate culture into the enterprise. The competitiveness of the enterprise comes from all aspects, and the corporate culture as a spiritual force is a way to motivate employees, this corporate culture is the soul of the enterprise, is a spiritual encouragement, strengthen the cohesion of the team and enhance the core competitiveness of the enterprise.

First of all, it is necessary to make the enterprise excellent, and plan some development directions for their own enterprises, and only by continuously improving can they improve the competitiveness of their enterprises.

The highest professional competitiveness, then first of all, in their overall system and enterprise management should be particularly advanced, and then the company should pay attention to the cultivation of talents, so as to increase competitiveness and make the enterprise more and more powerful.

As an enterprise wants to improve its competitiveness, then it should first pay attention to the output of talents, then pay attention to the company's operation and innovation, which are very important.

The first thing to do well is to do a good job of your own business, of course, the most important thing is to improve a certain aspect of the business, so that you have characteristics, so as to improve your ability.

Good planning, and then one is that the execution must be strong! Execution is better than anything else. High standards are required to treat everyone. Be a good example and take the lead. Let every employee have a sense of corporate responsibility and treat everything as a master.

1.Suitable talents, that is, to choose the right employees for the enterprise. Suitable talent is the enterprise employees regardless of wisdom, talent or professional ability, only.

To be able to take on the work of authority, and to meet his motivation to pursue work, to be able to work happily with people under the operation of the team, to establish the right concept is the best.

2.Retain and stimulate talents. Rely on incentive-driven compensation strategies and buffet-style benefits policies to attract top talent

There will be a significant gap between the knowledge and management of employees and other employees who maintain the core competitiveness of the enterprise; Pay on the basis of individual ability, skills, performance rather than position; The company gives employees a certain number of welfare points, and employees can freely choose their favorite benefits from a menu of various welfare items provided by the company according to their own situation.

3.The use of talents, that is, the allocation of human resources. Enterprises should pay attention to the potential ability of employees while attaching importance to practical ability, create an organizational atmosphere that grows together with employees, provide career development planning for employees, provide space for outstanding talents to display their talents and achieve self-transcendence, and create a relaxed entrepreneurial and working environment for outstanding entrepreneurs and employee teams to make it an inexhaustible driving force for enterprise development.

In addition, at present, the talent needed by oil enterprises is more diversified than in the past, in this case, we should pay attention to the allocation of human resources in the labor market, strengthen the internal competition of enterprises, break the system of annual merit, change the original "step-by-step, internal promotion" rules, the implementation of open recruitment to the society, can go up and down, can go out and can enter, enhance the mobility of human resources.

I have taken a training course on business before, in which Mr. Zhao Yong has put forward such a point of view, I think it is very reasonable, I can give you a reference, he believes that the operator of the enterprise should have a certain amount of resources on the basis of different purchase value elements to increase, reduce, remove, expand, find a point of differentiation, and then continue to make efforts on the point, so as to effectively improve the competitiveness of the enterprise, I hope to have some inspiration for you.