Social progress is a step backward, so in this rapidly developing and increasingly competitive society, paint companies how to embark on a road of Evergreen? Editor's Note: the enterprise development has its ups and downs, Rosin enterprises in the development process with Evergreen, the core competitiveness of enterprises, and how to distinguish levels of enterprises from the risk of being eliminated?
As China's economy from a planned to a market economy, the original relatively closed and fixed market environment, now in open degree, but as China's economic development has entered the global game of the battlefield, enterprise management environment increasingly uncertain, domestic enterprises are facing more than ever before. However, the majority of domestic enterprises is a lack of competitiveness, development depends primarily on low labour costs, products and services to imitated, innovation, customers are relatively homogeneous, demand simple. If you want to get rid of cheap products manufacturer's fate, from China to created by leaps and bounds, from big to strong, entrepreneurs need to look at the enterprise is equipped with a real capacity to respond to the changing environment.
Enterprise resilience to build competitive advantage
Enterprise's competitive advantage comes from two aspects: on the one hand, the structure positioning advantage comes from the external resource advantages, this may include some policy preference or subject to Government protection and so on. China now resources monopolies, such as telecommunications, energy, finance, etc., in the performance has a good performance (at least from income or market share to judgment), it's all because of the advantages with this position. However, this position is available in case of non-dominant, nor will it be available through learning successfully copied. "Today's honey may be tomorrow's poison", if the game rules changed, such as China joins the WTO, many industry will gradually ease of control, then this advantage will no longer exist, and lack of internal core competitiveness of enterprises will be eliminated. On the other hand, the competitive advantages from the enterprise's internal, i.e. through the company's internal work processes, institutions, culture and leadership, and so on of the organic combination to form organizations of comprehensive learning ability, this is the enterprise needs to seriously practicing internal strength, only such advantage is the sustainable competitive advantage. But this internal integrated coordination is the core competitiveness.
Moreover, in an era of increasingly rapid changes, do one of the established strategy planning becomes more difficult, companies must constantly adapt to unexpected changes in the outside world, at any time adjust themselves, even in a strategy to expand in the near time, the need for new transition, the formation of a new strategic concept. Contemporary business had to regularly transform those based on competitive advantages of strategic positioning. Enterprises need to seize the opportunity to make full use of existing strategic advantage to get the value, on the other hand you need to have a forward-looking, seeing potential opportunities and possibilities, and accordingly these possibilities into strategic consideration of context to strategic positioning adjustments.
From strategy development to implementation, giving back to the new strategy, a loop, all within the enterprise. All of these actions and decisions of success, both internal to the enterprise — the ability of the organization. The property features enterprise itself, like an organism's DNA, we often talk about strategy, innovation, execution, business transformation, focus on the issues that are deeply rooted in the nature of the enterprise. If you are using DNA concept definition, the main organization types include seven: passive aggressive, when stopping into type, excessive swelling and excessive management-and ear-, Army Regulation-and resilience. Where the adjustment type Enterprise resilience is the most promising business type, and resilience is built on a healthy organizational DNA.
Enterprises face the market is accelerating the speed of change, and constantly changes under strategic factors to adjust their position within the Organization to establish sustained on external environmental adaptability, this inner capacity enables enterprises to obtain a unique competitive advantage. We put this in to maintain vision strategic objective of adapting continuous, intermittent's variety called "resilience (resilience)," this is excellent enterprises continue to maintain a competitive advantage and advance the cause of the inherent tendency. Such as General Electric, Procter and Gamble, Coca Cola, IBM and other companies are constantly adapting to all kinds of unexpected changes in the outside world, at any time adjust themselves, eventually developing into today's outstanding enterprises.
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