In recent years, in order to cope with increasing market competition, many packaging companies blindly expanded their market, expanded their production scale, and pursued product output value. The result is that the output value is fast, but the efficiency is growing slowly, and it is not able to compete in the competition. In the long run, the competitive advantage of packaging companies should depend on cultivating and building a product that uses faster speeds and efficiency, lower costs, and provides customers with products that are superior to competitors and are not easily imitated by competitors. This is the consensus of business management experts and scholars in the world today. This ability is called the core competitiveness of the company.
Enterprise Core Competency Analysis The core competitiveness of a company is not obtained through the purchase and sale of the corresponding factor market, but rather is the result of the company’s accumulated learning in a relatively long special historical process. It is the “management heritage†of the company. It has the following characteristics: First, it must be scarce. As a basic and key resource for obtaining and maintaining competitive advantages, it must have unique value. It is an enterprise-specific asset that is difficult for a competitor to obtain, that is, the company's reputation. Second, it cannot be copied. Although explicit knowledge with information features is easily copied, based on tacit knowledge (knowledge with methodological features), the original assets that make up the company's core competence cannot be copied, such as the wisdom of a company's employees. spirit. Third, it cannot be replaced. The resources that make up the company's core competencies cannot be replaced by other resources. For example, organizational capabilities, relationships with customers, etc. cannot be replaced with other resources or capabilities. Fourth, it has scalability. This has a positive effect on the competitiveness of a range of products or services of a company, and it can also help companies expand related markets and make them a comprehensive large-scale enterprise.
The core competitiveness should be the ability of the company to maintain its heterogeneity. From the viewpoint of the resources school, it should be reflected in the intangible assets and organizational capabilities of the company. Intangible assets include corporate culture, brands, technologies and patents. They play a pivotal role in maintaining competitive advantage and creating corporate value. Organizational capabilities are the organization and actions of assets, personnel, raw materials, and equipment in the input-output process. mode. It can enable companies to convert these elements into products or services with higher productivity or higher quality output under the same conditions as competitors' inputs.
The cultivation and construction of the core competitiveness of enterprises At present, the competition among packaging companies has become increasingly intense. Some large-scale packaging companies have relatively abundant advantages in packaging assets, government monopolies, industries, and local protection. From the appearance, they seem to have strong strength. In fact, the body is not all strong, and some lack the development stamina and core competitiveness. After joining the WTO, with the participation of foreign companies, the rise of private enterprises and the consummation of the consumer market, this competitive advantage will gradually be lost. Therefore, it is imperative to build the core competitiveness of large and medium-sized packaging companies. Building a company's core competitiveness is based on its own talents and core business experience to create "good tricks" and create "keeping home skills". It involves almost every aspect of business management, but it should focus on the following eight focus points.
Strategic emphasis. The key factor in the future competition of enterprises is often not the power resources owned by the competing parties, but the ways in which they use their respective strengths or resources, that is, what strategies they adopt. Therefore, in the process of building the core competitiveness of enterprises, we must give sufficient attention to the strategy, which is the prerequisite for enterprises to cultivate their core competitiveness. To this end, in formulating a corporate development strategy, we must pay attention to three points: First, senior management must attach great importance to and directly intervene. They should establish a unified purpose and long-term planning for the enterprise and make the enterprise form a consistent consensus and conscious action. The second is to establish a holistic view. The core competitiveness is the overall competitiveness of organic integration from different competitiveness elements. This requires the top management of the company to go beyond the limitations of the departmental interests, consider issues from the perspective of the overall strategy of the company, base on the long-term, increase investment, prioritize the allocation of necessary resources, and create an internal environment in which the company builds core competitiveness. The third is to have a time perspective. The construction of the core competitiveness of an enterprise depends more on the accumulation of knowledge and experience than on a major leap from a major invention. It is difficult to "compact" or "assault" the construction of core competitiveness. It takes years or even longer. time. Therefore, enterprises must start time competition, and those companies that can complete this work at the earliest or in the shortest time will undoubtedly gain a favorable market position.
Organizational structure innovation. A reasonable organizational structure will provide enterprises with an improved market response and survival and development capabilities, and establish an effective operating platform, which is the basis and carrier for companies to cultivate their core competitiveness. Continuously strengthening and improving the construction of modern enterprise systems has become a basic work to improve the core competitiveness of China's large and medium-sized packaging companies. However, changes in the environment and organizational structure innovation are interactive activities, there is no unified model, a fixed, universally applicable, and “best†organizational structure model. Different companies and the same enterprise should be based on the then Specific corporate development strategies to change the appropriate organizational structure. This is the essence of organizational innovation. At present, the focus of institutional reforms for large and medium-sized packaging companies is to overcome the "big business" disease, shorten the management chain, reduce or weaken the intermediate management level, and form a flat structure, not necessarily a strict hierarchical concept, or abandon the cumbersome hierarchical system. . The auxiliary production and living logistic service departments can be gradually abandoned, and they can use a variety of forms of cooperation, and they can be partially separated and componentized. Form the structure of “a decision-making command center + several management executives or marketing managers + a large number of professional marketersâ€. (To be continued)
Enterprise Core Competency Analysis The core competitiveness of a company is not obtained through the purchase and sale of the corresponding factor market, but rather is the result of the company’s accumulated learning in a relatively long special historical process. It is the “management heritage†of the company. It has the following characteristics: First, it must be scarce. As a basic and key resource for obtaining and maintaining competitive advantages, it must have unique value. It is an enterprise-specific asset that is difficult for a competitor to obtain, that is, the company's reputation. Second, it cannot be copied. Although explicit knowledge with information features is easily copied, based on tacit knowledge (knowledge with methodological features), the original assets that make up the company's core competence cannot be copied, such as the wisdom of a company's employees. spirit. Third, it cannot be replaced. The resources that make up the company's core competencies cannot be replaced by other resources. For example, organizational capabilities, relationships with customers, etc. cannot be replaced with other resources or capabilities. Fourth, it has scalability. This has a positive effect on the competitiveness of a range of products or services of a company, and it can also help companies expand related markets and make them a comprehensive large-scale enterprise.
The core competitiveness should be the ability of the company to maintain its heterogeneity. From the viewpoint of the resources school, it should be reflected in the intangible assets and organizational capabilities of the company. Intangible assets include corporate culture, brands, technologies and patents. They play a pivotal role in maintaining competitive advantage and creating corporate value. Organizational capabilities are the organization and actions of assets, personnel, raw materials, and equipment in the input-output process. mode. It can enable companies to convert these elements into products or services with higher productivity or higher quality output under the same conditions as competitors' inputs.
The cultivation and construction of the core competitiveness of enterprises At present, the competition among packaging companies has become increasingly intense. Some large-scale packaging companies have relatively abundant advantages in packaging assets, government monopolies, industries, and local protection. From the appearance, they seem to have strong strength. In fact, the body is not all strong, and some lack the development stamina and core competitiveness. After joining the WTO, with the participation of foreign companies, the rise of private enterprises and the consummation of the consumer market, this competitive advantage will gradually be lost. Therefore, it is imperative to build the core competitiveness of large and medium-sized packaging companies. Building a company's core competitiveness is based on its own talents and core business experience to create "good tricks" and create "keeping home skills". It involves almost every aspect of business management, but it should focus on the following eight focus points.
Strategic emphasis. The key factor in the future competition of enterprises is often not the power resources owned by the competing parties, but the ways in which they use their respective strengths or resources, that is, what strategies they adopt. Therefore, in the process of building the core competitiveness of enterprises, we must give sufficient attention to the strategy, which is the prerequisite for enterprises to cultivate their core competitiveness. To this end, in formulating a corporate development strategy, we must pay attention to three points: First, senior management must attach great importance to and directly intervene. They should establish a unified purpose and long-term planning for the enterprise and make the enterprise form a consistent consensus and conscious action. The second is to establish a holistic view. The core competitiveness is the overall competitiveness of organic integration from different competitiveness elements. This requires the top management of the company to go beyond the limitations of the departmental interests, consider issues from the perspective of the overall strategy of the company, base on the long-term, increase investment, prioritize the allocation of necessary resources, and create an internal environment in which the company builds core competitiveness. The third is to have a time perspective. The construction of the core competitiveness of an enterprise depends more on the accumulation of knowledge and experience than on a major leap from a major invention. It is difficult to "compact" or "assault" the construction of core competitiveness. It takes years or even longer. time. Therefore, enterprises must start time competition, and those companies that can complete this work at the earliest or in the shortest time will undoubtedly gain a favorable market position.
Organizational structure innovation. A reasonable organizational structure will provide enterprises with an improved market response and survival and development capabilities, and establish an effective operating platform, which is the basis and carrier for companies to cultivate their core competitiveness. Continuously strengthening and improving the construction of modern enterprise systems has become a basic work to improve the core competitiveness of China's large and medium-sized packaging companies. However, changes in the environment and organizational structure innovation are interactive activities, there is no unified model, a fixed, universally applicable, and “best†organizational structure model. Different companies and the same enterprise should be based on the then Specific corporate development strategies to change the appropriate organizational structure. This is the essence of organizational innovation. At present, the focus of institutional reforms for large and medium-sized packaging companies is to overcome the "big business" disease, shorten the management chain, reduce or weaken the intermediate management level, and form a flat structure, not necessarily a strict hierarchical concept, or abandon the cumbersome hierarchical system. . The auxiliary production and living logistic service departments can be gradually abandoned, and they can use a variety of forms of cooperation, and they can be partially separated and componentized. Form the structure of “a decision-making command center + several management executives or marketing managers + a large number of professional marketersâ€. (To be continued)
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