spring 2011 group 7 core competence
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Spring 2011 Group 7 Core CompetenceTRANSCRIPT
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The Core Competence of the Corporation
by C.K. Prahalad and Gary HamelHarvard Business Review
May-June 1990
Article Review Presented by:Sushil PallemoniTiffany RamonFredy Chandra
I Lin ChungLiu Yanan
Shuang Yao
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Case Study: NEC vs GTE
In 1980
GTE was major IT company with Sales of $9.98 Billion
NEC was a smaller company with Sales of $3.8 Billion
In 1988
GTE’s sales were $16.46 Billion and its international position eroded
NEC’s sales were $21.89 Billion. Became a world leader in Semiconductors and Top-tier company in Telecommunication products and Computers
NEC conceived itself in terms of Core Competencies while GTE did not.
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Case Study: NEC vs GTENEC ( In 1970s) GTE
Articulated a Strategic Intent to exploit the convergence of
Computing and Communications (“C&C”)
No Strategic Intent or Architecture appeared to exist at GTE
Constituted a “C&C” Committee of Top Managers for to oversee
development of core products and core competencies.
Even though senior executives discussed the implications of the growing IT industry there was no
commonly accepted view.
Shifted enormous resources to strengthen its position in components and central
processors.
Seniors line managers continued to act as if they were managing independent business units
Formed Strategic Alliances (over 100) for building competencies at
low cost
Decentralization made it difficult to focus on core competencies
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Core CompetenceCore competence is a mix of skills, knowledge and technologies that enables a company to provide particular benefit to customers.
Examples: Sony – benefit is pocketability
core competence is miniaturization
Federal Express – benefit is on time delivery
core competence is logistics management
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To qualify as a core competence it must meet
following three tests:Customer Value: A Core competence must enable an organization to provide a fundamental customer benefit (It provides consumer benefits)
Competitor Differentiation: A Core competence must be unique and superior to competitors. (It is not easy for competitors to imitate )
Extendibility: A core competence must be a source of creating an array of services and products in the future. (It can be leveraged widely to many products and markets. )
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Core Competence : Tree Model
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Business1
1 2 3
End products
Core
competences
43 21
Core product2
Core product1
Business4
1 2 3
Business2
1 2 3
Business3
1 2 3
Competencies: The Roots of Competitiveness
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Core ProductsServe as a link between competencies and end products.
They enable value creation of end products.
Examples
Black & Decker – Small Electric Motors
Canon – Laser printer subsystems
NEC – Semiconductors
Honda – Gasoline powered engines
Core products are used to launch a variety of end products. Honda uses its engines in automobiles, motorcycles, lawnmowers and generators.
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Why are core competencies important?
They are the skill sets your organization possesses that set it apart from its peers.
They are what make your organization unique.
They are sources of competitive advantage.
They are the building blocks to future opportunities and earned income ventures.
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How Not to Think of Competence
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Competence is not built by companies viewing themselves
as bundles of businesses making products
Focusing solely on a competitor’s cost and quality of products
Outspending rivals on research and development
SBU’s sharing costs or common components
Ignoring the skills in the organization, or how to use them for future benefit
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Cultivating Core Competence
“In the core competencies underlying them, disparate businesses become coherent.”
Examples: Canon, Honda, Casio, NEC
Unrelated businesses in terms of customers, distribution channels, and merchandising strategy
Leaders in various industries due to core competencies
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Building Core Competencies
More ambitious than vertical integration:
Distribution/Customers
Supply Chain/End Product
Takes inventory of skills and apply forward in non-traditional ways, rather than looking at vertically
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Identifying Core Competencies
Three tests to identify core competencies:
1) Provides potential access to a wide variety of markets
2) Makes a significant contribution to the perceived customer benefits of the end product
3) Should be difficult for competitors to imitate
Few companies are likely to build world leadership in more than five or six fundamental competencies.
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How to Lose Core Competencies
Companies judge competitiveness primarily in terms of price/performance of end product
Cutting internal investment
Outsourcing
No clear goals for competence building
Forgoing opportunities to establish competencies that are evolving in existing businesses
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Lessons to learnCosts of losing core competence can be only partly calculated in advance.
Company that has failed to invest in core competence building will find difficulty entering into emerging market
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Core Competencies End Products =
Core Products
Forces a company to distinguish between brand share achieved in end product market
Yields revenue and market feedback that helps determine pace at which core competencies can be enhanced/extended
Allows company to shape the evolution of applications and end markets
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Relative Goal of Core Products
Build world leadership in design and development of a particular class of product functionality
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The tyranny of the SBU
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Three Global Leadership Planes
Core CompetenceSpecific factor that a business sees as being central to the way it (e.g. Apple Innovation)
Core ProductsCompany's products which are most directly related to their core competencies (e.g. Mac)
End productsFinal product ( e.g. Programs integrated w/ Mac )
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Two concepts of the Corporation
SBU Core CompetenceBasis for
competition Competitiveness of today's products
Interfirm competition to build competencies
Corporate StructurePortfolio of business related in
product-market termsPortfolio of competencies, core
products, and business
Status of the Business Unit
Autonomy is sacrosanct; the SBU ''owns" all resources other
than cashSBU is a potential reservoir of
core competencies
Resource Allocation
Discrete business are the unit of analysis; capital is allocated
business by business
Businesses and competencies are the unit of analysis: top
management allocates capital and talent
Value Added of Top Management
Optimzing corporate return through capital allocation
trade-offs among businesses
Enunciating strategic architecture and buildiong
competencies to secure the future
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SBU’s Problem
Only pursuing in putting competitive products on the shelf today.
Underinvestment in Developing Core Competencies
Each SBU didn’t feel responsible for building core competenciesOverlook various divisions' products for coordinating opportunities
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SBU’s Problem (cont.)
Imprisoned ResourcesUnwilling to share competent people with other SBUFailed to identify people with critical competence
Bounded InnovationUnrecognized Core Competencies
Will only pursue innovation that is close at hand
Failed to widen the domain of innovation
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Core Competencies
BenefitsOutpace rivals in:New business development
Improving product features
Price/Performance ratio
Building company image, customer loyalty, & access to distribution channels.
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Developing Strategic Architecture
•“road map of the future” -identifies which core competencies to build fromtheir constituent technologies.
•For example:NEC’s C&C can reduce investment needed by-learning from alliances-focus on internal development efforts
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Core CompetenceIt’s impossible
---for a company to make a partnership intelligently without a clear understanding of its core competencies.
What needs to be known?
-what a strategic architecture should look like?
-How long could we preserve our competitiveness in this business if no core competence?
-How important is this core competence to perceived customer benefits?
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Strategic ArchitectureProvides a logic for
---- product and market diversification.
Makes resource allocation priorities transparent to the entire organization.
Top management
-provides a model for allocation decisions
Lower level managers
-understand the logic of allocation priorities and disciplines.
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Strategic Architecture
Yields a definition of
---the company and the markets .
For example: Honda, 3M, Vickers, NEC, and Canon.
Honda
A strategic architecture forces to link technical and production across SBUs.
Is a tool for communicating
Reveals the broad direction
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VickersA division of Trinova, and a Toledo-based corporation
A premier supplier of hydraulics components
Eg. Valves, pumps, actuators and filtration devices
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Evolution of technology
Innovating technologies related to power and motion control
Trying to satisfy emerging customer demands
New competencies have to make a bridge between technology and customers need.
Two additional competenciesElectric-power
Electronic control
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Vickers’ Strategic Architecture
A map of relationship between customer functionality requirements, potential technologies and core competencies.
Basis of making decisions about product priorities, acquisitions, alliances, and recruitment
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Vickers Map of Competencies
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Reallocated corporate resources
Avoid conflict between SBU managers
Redeploying to Exploit Competencies
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Identify the core competencies
SBU managers have the right to raid other SBUs
Reallocated corporate resources
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Short-term inequalities will balance out over the long-term
Positive contribution should be made visible
Employees do not belong to any particular business
Reduction conflicts between SBU managers
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Questions1. What is a “core competence” of a corporation?
Why do core competencies not diminish in an organization?
2. What do the authors mean by “the tyranny of the SBU”? In what ways do the two concepts of the corporation, SBU, and core competencies differ? Explain.
3. What would be your (individual) core competence? How would you relate that to your future development and personal goals in life?