企业核心竞争力

Japanese partners to rejoin the battle in the 1 megabyte generation. When it comes to core competencies, it is difficult to get off the train, walk to the next station, and then reboard. 他们放弃 DRAM 芯片 256 k 代直接参与选举时，美国半导体公司 （如摩托罗拉学到这个惨痛的教训。 有跳过本轮摩托罗拉，其美国的竞争对手最喜欢所需技术帮助从 1 mb 代重新投入战斗的日本伙伴的大的输液。 以核心能力时很难下车、 步行往下的站，然后 reboard。 From Core Competencies to Core Products. 从核心产品的核心竞争力。

The tangible link between identified core competencies and end products is what we call the core products- the physical embodiments of one or more core competencies. Honda's engines, for example, are core products, linchpins between design and development skills that ultimately lead to a proliferation of end products. Core products are the components or subassemblies that actually contribute to the value of the end products. Thinking in terms of core products forces a company to distinguish between the brand share it achieves in end product markets (for example, 40% of the U.S. refrigerator market) and the manufacturing share it achieves in any particular core product (for example, 5% of the world share of compressor output). 确定的核心能力与最终产品之间的有形联系是我们所说的核心产品-物理的体现形式的一个或多个的核心能力。 本田的引擎设计和开发的技能，最终导致的最终产品的扩散之间的重要支柱的核心产品，例如。 核心产品是组件或确实有助于最终产品的价值的子组件。 核心产品部队的角度思考区分它实现的最终产品市场 （为例的美国冰箱市场的 40%） 的品牌共享和制造份额的公司达到在任何特定的核心产品 （为例的世界共享的压缩机输出的 5%）。

Canon is reputed to have an 84% world manufacturing share in desktop laser printer "engines," even though its brand share in the laser printer business is minuscule. Similarly, Matsushita has a world manufacturing share of about 45% in key VCR components, far in excess of its brandshare (Panasonic, JVC, and others) of 20%. And Matsushita has a commanding core product share in compressors worldwide, estimated at 40%, even though its brand share in both the air conditioning and refrigerator businesses is quite small. 佳能是被誉为有一个共享桌面激光打印机"引擎，"中的 84%世界制造，尽管其在激光打印机业务的品牌占有率是微不足道的。 同样地，松下在关键 VCR 组件大大超过其 brandshare (松下、 合营公司，和其他人） 的 20%的约 45%的世界制造份额。 松下已在全球范围内，估计在 40%的压缩机共享的指挥核心产品，即使在空调和冰箱企业及其品牌共享是很小。

It is essential to make this distinction between core competencies, core products, and end products because global competition is played out by different rules and for different stakes at each level. To build or defend leadership over the long term, a corporation will probably be a winner at each level. At the level of core competence, the goal is to build world leadership in the design and development of a particular class of product functionality be it compact data storage and retrieval, as with Philips's optical media competence, or compactness and ease of use, as with Sony's micromotors and microprocessor controls. 至关重要的是，使这种核心能力、 核心产品和最终产品之间的区别，因为全球竞争发挥不同的规则和不同赌注的每个级别。 若要生成，或长期维护领导公司可能会在每个级别的冠军。 在核心能力的各，目标是建立世界领导在设计和发展的某一类产品的功能是它压缩数据存储和检索，飞利浦的光学媒体能力或压实度和易用性、 与索尼公司的微电机和微处理器控件一样。

To sustain leadership in their chosen core competence areas, these companies seek to maximize their world manufacturing share in core products. The manufacture of core products for a wide variety of external (and internal) customers yields the revenue and market feedback that, at least partly, determines the pace at which core competencies can be enhanced and extended. This