The competition among modern enterprises is the competition of core competitiveness. Faced with increasingly fierce domestic and international competition, enterprises lacking core competitiveness will either perish on their own or be integrated and merged by others. If enterprises want to survive and develop in the world economic integration environment where strong enterprises are everywhere, the top priority is to seize the opportunity of economic structural adjustment in the dynamic competitive environment, formulate effective business strategies, and cultivate and develop the core competitiveness of enterprises. To cultivate the core competitiveness of enterprises, we should focus on the following issues:
First, to cultivate core competitiveness, enterprises should integrate all available internal and external resources. The stock of resources (asset and productive factors unique to enterprises) is the basis for cultivating core competitiveness. Enterprises can obtain necessary competitive factors such as technology, brand, and talent through external integration methods such as alliances and mergers. Through internal reorganization, the externally acquired factors can be effectively integrated with the original competitive factors of the enterprise, so as to achieve a thorough understanding, complement each other’s advantages, and form core competitiveness. When enterprises implement external integration, they should pay special attention to the combination and reorganization with the original competitive factors within the enterprise so as to give play to potential competitive advantages. The process of resource integration is the process of learning and improvement of enterprises. The core competitiveness comes from the accumulation of knowledge, skills and learning. It is worth noting that resources and core competitiveness cannot be confused. Before the arrival of the dynamic competition period, enterprises have resources, especially scarce resources, and they have competitive advantages. However, in the dynamic competition period, the mobility of resources is greatly enhanced. Only the competitive ability cultivated by enterprises through the accumulation of learning is not easy to be acquired by other enterprises, forming the core competitiveness of enterprises.
Secondly, enterprises should be good at concentrating resources to engage in specialized operations in a certain field, and in this process gradually form their own uniqueness in many aspects such as management, technology, products, sales, and services. Be good at understanding yourself, finding and recognizing your potential, and analyzing the differences between this ability and other enterprises. In discovering and developing the differences between yourself and other enterprises in the above-mentioned aspects, you may gradually form your own unique technology, methods, and methods that can improve consumers’ special utility, and these differences often constitute the elements of the core competitiveness of enterprises. Diversified operations and specialized operations of enterprises are a pair of contradictions. Some people believe that enterprises can only become stronger if they become bigger, and thus pursue the scale and diversification of enterprises one-sidedly. In fact, many cases have proved that large and empty enterprises without core competitiveness are often hopeless. Enterprises should spend effort to cultivate core businesses, make them refined and strong, have core competitiveness, seize favorable expansion opportunities, and then expand outward. From strong to big is the correct way for enterprise development. Only when enterprises have core competitiveness can they expand outward, from core products to ordinary products, from specialization to diversification, and from one market to multiple markets.
Third, enterprises should be good at finding opportunities from competitors and market gaps, establish their own comparative advantages, and build potential core capabilities to support such advantages. The so-called finding opportunities from competitors means to analyze competitors, learn from their strengths, discover their weaknesses, and develop their own comparative advantages; finding opportunities from market gaps means to find ways and methods to provide special benefits to consumers through analysis of changes in consumer demand. Compared with foreign multinational companies, Chinese enterprises have a natural advantage in understanding the Chinese market. The problem is how to master modern business concepts, conduct market analysis and select business strategies, and implement strategic management based on building the core competitiveness of enterprises in a dynamic competitive environment.
Fourth, core competitiveness is not only the core technology and technological innovation capabilities of enterprises. To cultivate core competitiveness, enterprises should be good at summarizing the advantages of management, production, marketing, service, and especially corporate culture. Some internationally renowned companies, such as Dell Computer Corporation in the United States, do not have core technologies, but with their unique business advantages in marketing and services, they still have strong core competitiveness and have become the leader in the global computer industry. Core competitiveness grows in the good soil of the enterprise, that is, the enterprise has characteristics in management, is very experienced in production such as technology and quality control, has good performance in market operation, etc., it is easy to improve core competitiveness. Whether you can cultivate your own core competitiveness depends on whether the enterprise has a good foundation in production, operation and management. Improving the company’s operating mechanism and strengthening enterprise management are the foundation of enterprise development. On this basis, enterprises should strive to cultivate their own core competitiveness and continuously expand the space for sustainable development.
Fifth, the core competitiveness of enterprises is not eternal. In a dynamic competitive environment, the environment is constantly developing and competitors are changing. The interactive situation requires enterprises to continuously analyze the competitive environment and adjust their business strategies according to changes in the market environment and competitors, and adjust the enterprise’s resource planning and business plans in a timely manner. Enterprises should be good at learning and summarizing the experience accumulated in the changes and continuously improve their core competitiveness. Learning organizations are an effective way to improve the core competitiveness of enterprises. In a dynamic competitive environment, an active learning organization has the ability to self-adjust the ecological balance of the enterprise. It can not only imitate and learn the competitive advantages of competitors, but also quickly integrate, establish and reconstruct its own internal and external resources and skills according to environmental changes to form new competitive advantages. Continuous learning and innovation, improving the dynamic adaptability of enterprises, focusing on the full use of existing knowledge and capabilities and the cultivation of new knowledge and capabilities are necessary conditions for enterprises to cultivate sustainable competitive advantages in dynamic competition. Dynamic adaptability is the foundation of success for contemporary enterprises, and innovation is the essence of core competitiveness. Core competitiveness needs to be continuously developed in an interactive competitive environment.