The_Core_Competence_of_the_Corporation(9)

At least three tests can be applied to identify core competencies in a company. First, a core competence provides potential access to a wide variety of markets. Competence in display systems, for example, enables a company to participate in such diverse businesses as calculators, miniature TV sets, monitors for laptop computers, and automotive dashboards which is why Casio's entry into the handheld TV market was predictable. Second, a core competence should make a significant contribution to the perceived customer benefits of the end product. Clearly, Honda's engine expertise fills this bill. 至少三个测试可用于确定在一家公司的核心能力。首先，核心竞争力提供范围广泛的市场潜在访问。显示系统的能力，例如使一参与该等计算器、微型电视机、显示器的便携式计算机和汽车仪表板的各种业务的公司，这就是为什么手持电视市场卡西欧的进入是可以预测。第二，核心竞争力应作出重大贡献，感知的客户带来的好处的最终产品。显然，本田发动机专业知识填充此条例草案。

Finally, a core competence should be difficult for competitors to imitate. And it will be difficult if it is a complex harmonization of individual technologies and production skills. A rival might acquire some of the technologies that comprise the core competence, but it will find it more difficult to duplicate the more or less comprehensive pattern of internal coordination and learning. JVC’s decision in the early 1960s to pursue the development of a videotape competence passed the three tests outlined here. RCA’s decision in the late 1970s to develop a stylus based video turntable system did not. 最后，核心竞争力应很难模仿的竞争对手。如果它是一个复杂的协调，个别的技术和生产技能很难。一个竞争对手可能会获得一些包括在核心的技术，但它会发现更难以复制的内部协调和学习更多或更少的综合模式。合营公司的决定，在六十年代初期追求录像带能力的发展在这里通过所概述的三项测试。在七十年代末开发基于手写笔视频转台系统的 RCA 的决定是没有的。

Few companies are likely to build world leadership in more than five or six fundamental competencies. A company that compiles a list of 20 to 30 capabilities has probably not produced a list of core competencies. Still, it is probably a good discipline to generate a list of this sort and to see aggregate capabilities as building blocks. This tends to prompt the search for licensing deals and alliances through which the company may acquire, at low cost, the missing pieces. 几家公司有可能建立在超过五或六个基本能力的世界领先地位。一家公司，编译 20 至 30 功能的列表可能不产生了核心能力的列表。仍然，可能是一个良好的纪律，生成这类的列表，并看到作为构造块的聚合功能。这往往提示许可证交易和联盟通过该公司可能获得，以低成本丢失的件搜索。

Most Western companies hardly think about competitiveness in these terms at all. It is time to take a tough minded look at the risks they are running. Companies that judge competitiveness, their own and their competitors', primarily in terms of the price/performance of end products are courting the erosion of core competencies – or making too little effort to enhance them. The embedded skills that give rise to the next generation of competitive products cannot be "rented in" by outsourcing and OEM-supply relationships. In our view, too many companies have unwittingly surrendered core competencies when they cut internal investment in what they mistakenly thought were just "cost centers" in favor of outside suppliers. 大部分西方公司很难想想竞争力在本条款中在所有。现在是时候采取强硬态度的看看他们正在运行的风险。判断的竞争力，他们自己的公司和其对手的最终产品的价格/性能的主要的条款是求爱的核心