论文部分内容阅读
本文以一家印度的能源服务公司为案例,展示了整合型竞争力模式的效率与实用性。该模式可用作企业自评与改进的工具,促使企业以战略性、可测量、可比较的方式成长和持续发展。该公司在竞争激烈的能源服务领域,通过四项战略获得了竞争优势,三年间业务增长了300%。这四项战略包括:1)以愿景为导向,利用公司在印度的核心竞争力,及其国外合作方的核心竞争力;2)强化营销与客户需求管理过程;3)强化技术与运营过程;4)重视开发员工创造力。这是一个包含了89个分要素的通用竞争力模式。该模式是企业管理层实施自评和改进的有益工具,管理咨询人员和学者也可将其用作开展战略管理领域服务的基础。为了进一步论证,文中简要引用了尼泊尔工商联合会(FNCCI)运用此模式的案例。
Taking an Indian energy service company as an example, this article shows the efficiency and practicability of the integrated competitive model. The model serves as a tool for self-evaluation and improvement of the business, enabling businesses to grow and sustainably grow in a strategic, measurable, and comparable way. The company gained competitive advantage through four strategies in the highly competitive energy service segment, with a 300% increase in business over three years. These four strategies include: 1) a vision-driven use of the company’s core competencies in India and its core competencies with foreign partners; 2) an enhanced marketing and customer requirements management process; 3) an enhanced technology and operations process; 4) Emphasis on developing employee creativity. This is a generic competitive model that contains 89 sub-elements. The model is a useful tool for self-assessment and improvement by business management and can be used by management consultants and academics as a basis for service delivery in the area of strategic management. In order to further demonstrate, the article briefly quoted the case of FNCCI using this model.