How to make your company develop steadily with the top ten competitiveness
For any company to develop sustainably and steadily, it must cultivate its own core competitiveness.
The core competitiveness of an enterprise is originally reflected in specific capabilities.The core competitiveness of an enterprise can be roughly decomposed into ten contents based on the analysis of its specific manifestations, which are called the top ten competitiveness.
(1) Decision-making competitiveness.
This kind of competitiveness is the ability of an enterprise to identify development traps and market opportunities, and to respond to environmental changes in a timely and effective manner. Without this competitiveness, the core competitiveness will become a carrion. Decision-making competitiveness and corporate decision-making power are in the same relationship.
(2) Organizational competitiveness.
Enterprise market competition must ultimately be implemented through enterprise organizations. Only when it is ensured that the accomplishment of the organizational goals of the enterprise is completed, people do everything, and know the standards for doing well, can the advantages formed by the decision-making competitiveness not fail. Moreover, the decision-making power and execution power of enterprises are also based on it.
(3) Employee competitiveness.
Someone must take care of the big and small affairs of the enterprise organization. Only when employees are sufficiently capable, willing to do a good job, and have patience and sacrifice, can they do everything.
(4) Process competitiveness.
The process is the sum of the individual ways of doing things in the various organizations and roles of the company. It directly restricts the efficiency and effectiveness of the operation of the enterprise organization.
(5) Cultural competitiveness.
Cultural competitiveness is an integration force composed of common values, common ways of thinking and common ways of doing things. It directly plays the role of coordinating the operation of the enterprise organization and integrating its internal and external resources.
(6) Brand competitiveness.
Brands need to be based on quality, but quality alone cannot constitute a brand. It is a reflection of the strong corporate culture in the minds of the public. Therefore, it also directly constitutes an ability of an enterprise to integrate internal and external resources.
(7) Channel competitiveness.
If an enterprise wants to make money, profit, and develop, it must have enough customers to accept its products and services.
(8) Price competitiveness.
Cheap is one of the eight values that customers seek, and there are no customers who don’t care about price. When quality and brand influence are equal, the price advantage is competitiveness.
(9) Competitiveness of partners.
With the development of human society today, the days when everything does not ask for help and do everything in the world have become a thing of the past. To provide customers with the most value-added services and value satisfaction, we will also establish a strategic alliance.
(10) Innovative competitiveness of filter elements.
We must have continuous innovation first. Who can continue to create this trick first, who can be invincible in this market competition. Therefore, it is not only an important content of enterprise support, but also an important content of enterprise execution.
These ten major competitiveness, as a whole, are embodied as the core competitiveness of the enterprise. Analyzing from the perspective of the ability to integrate corporate resources, the lack or reduction of any one of these ten aspects of competitiveness will directly lead to the decline of this ability, that is, the decline of the core competitiveness of the enterprise.
Post time: Oct-11-2020