Enterprises should make full use of their resources, technology, strategic flexibility and network relationships to respond quickly to such changes, form a first-mover advantage, and thus share the excess profits brought about by such changes. At the same time, as resources and information become increasingly mobile, the advantages of enterprises can be easily imitated by competitors. Enterprises can use their first-mover advantage to formulate rules and set up obstacles for competitors.
For an enterprise, building its dynamic competitiveness can be carried out from the following three aspects.
(1) Resource reorganization.
The essence of resources is the ability of an enterprise to achieve its own goals. External opportunities cannot represent the competitiveness of an enterprise. Therefore, in order to obtain and maintain long-term competitive advantages in the future, enterprises need to constantly look for new resources or new ways to use existing resources.
Resource reorganization is a new way for enterprises to use existing resources in a new way, to restructure the asset structure of enterprises and to complete enterprise transformation. It is a gradual change and one of the sources of dynamic capabilities of enterprises. The function of resources is a function of the way they are used. More precisely, when the same resources are combined in different ways or with other resource elements of different types, the services or services that can be provided are different. The integration method of management organizations is the source of various differences in enterprise capabilities. Enterprises can also integrate external resources through strategic alliances, virtual companies, suppliers and buyers, technical cooperation and other means.
Knowledge is a special resource of enterprises, so the reorganization of resources also depends on the flow of enterprise knowledge. The cost of change is very high, so enterprises should have the ability to restructure and transform faster than their competitors to reduce costs and form their own dynamic competitiveness.
(2) Learning management.
Learning is the foundation for enterprises to gain dynamic competitiveness. For enterprises, the essence of learning is to complete tasks faster and better and identify new product opportunities through imitation and experimentation. The learning process of enterprises is constrained by past activities, because the learning process is often a process of experimentation, feedback and evaluation. If the learning ability of enterprises is weakened, the effect of learning will deviate from the goals of the enterprise and will be detrimental to the development of the enterprise. The process of enterprise learning is inherently social and integrated. The learning process is not only carried out through imitation and individual competition, but also through the cooperative effect of individuals understanding complex problems. Therefore, enterprise learning requires common coding and coordinated exploration procedures to help enterprises discover unreasonable habits and avoid strategic blind spots.