The evaluation methods of enterprise competitiveness are divided into single index evaluation method and comprehensive index system evaluation method. Single-index evaluation method is a method for single-index comparison, which directly compares the reporting period value of a single index of an enterprise with the reference period value, or draws corresponding conclusions by comparing the actual value of the same index of two different enterprises in the same period. The evaluation method of comprehensive index system is to synthesize multiple indexes by multi-index comprehensive evaluation method to form a comprehensive index, and then draw corresponding conclusions according to the value of the comprehensive index. There are many methods to evaluate the competitiveness of enterprises. According to incomplete statistics, so far, there are at least 20 methods to evaluate the competitiveness of enterprises, and the representative ones are as follows:
2. 1 factor analysis method
This method uses the factor analysis method of "from the outside to the inside" to evaluate the competitiveness of enterprises, that is, starting with the most superficial and easily perceived attributes, and gradually deepening to more internal attributes and factors. Generally speaking, the more internal factors, the more profound and lasting the impact on the competitiveness of enterprises, but the logical causality of their functions may be very complicated; The influence of more superficial factors on the competitiveness of enterprises is direct and short-lived, but the logical causality is also simple. The most superficial and easily perceived attribute or factor can be expressed as a display index of enterprise competitiveness, which can directly reflect the market position of an enterprise, such as the market share of products or services and its growth rate, the profitability of an enterprise, the scale of an enterprise, etc. This index directly indicates the result of enterprise competition and can be regarded as the current situation of enterprise competitiveness, so it most intuitively reflects the strength of current enterprise competitiveness. However, such indicators do not explain the reasons for the competitiveness of enterprises, so they do not actually reveal the factors that determine the competitiveness of enterprises. In order to reveal and evaluate the factors that determine the competitiveness of enterprises, it is necessary to further evaluate the decisive attributes or factors that affect the competitiveness indicators, and there are deeper and more internal factors behind these attributes and factors. Moreover, in the process of these factors, the relationship environment in which the enterprise is located will have direct or indirect influence to varying degrees. In this way, the index system for evaluating the competitiveness of enterprises will be a very complex set of statistical values, and some factors that determine and affect competitiveness may be difficult to measure. The basic requirement of factor analysis method is to decompose and reveal all kinds of internal factors that determine and affect the competitiveness of enterprises as much as possible.
How to do product competitiveness analysis?
At present, most enterprises are still producing worthless products. If we don't analyze the competitiveness and only expect to improve the competitiveness of products by traditional methods such as reducing prices or improving quality, we are likely to be at a disadvantage in the market competition. Furthermore, as far as product innovation is concerned, many products with moderate price and excellent quality have not achieved the expected income after being put on the market, which is a manifestation of the lack of competitiveness of products. Therefore, it is a top priority for every enterprise to analyze product competitiveness and cultivate product advantages according to customer needs.
Products are ultimately customer-oriented and enjoyed by customers, and their competitiveness is directly evaluated by customers. Therefore, when evaluating the factors of product competitiveness, it is necessary to satisfy customers' desires and needs, formulate the influencing factors of product competitiveness from customers' perspective, and correctly analyze the size of product competitiveness. Customer demand $ demand model examines the competitiveness of subdivided projects from the customer's point of view. It uses the framework of customer desire and demand to analyze the competitive position of the company in the market segment by evaluating the gap between its own products and competitors. $APPEALS model is analyzed from eight factors: price, guarantee, performance, packaging, usability, usability, life cycle cost and social acceptance. In order to intuitively reflect the difference of product competitiveness, we can present it through "radar chart", as shown in Figure 4- 13.
Figure 4- 13 product competitiveness analysis. This factor reflects the price that customers want to pay for satisfactory product delivery. When using this standard to require suppliers, we should consider the purchase price acceptable to customers from two aspects: reality and feeling. It will include the following data evaluation: technology, low-cost manufacturing, raw materials, labor costs, fixed costs, experience, degree of automation, simplicity, productivity and so on.
Los Angeles. This factor usually reflects the guarantee of reliability, safety and quality. When using this standard to ask suppliers, we should consider how customers evaluate the whole product in a predictable environment [Zhang 2]. This can include guarantees, certificates, redundancy and strength.
LP. This element describes the expected functions and characteristics of this delivery. When using this standard to require suppliers, we should consider the product performance related to functions and characteristics from both practical and sensory aspects. How is the product running? Does the product have all necessary and ideal features? Can it provide higher performance? From the customer's point of view, such as speed, power, capacity, power, size and so on.
LP. This element describes the expected visual characteristics, such as design quality, characteristics and appearance. As far as software is concerned, it describes the functional packages delivered or provided. When using this standard to require suppliers, we should consider customers' opinions on appearance and design, and the contribution of these attributes to delivery expectations.
Le. This element describes the ease of delivery. When using this standard to require suppliers, customers' opinions on product comfort, learning, documentation, support, humanized display, sensory interface, interface and intuition should be considered.
Los Angeles. This element represents the consumer's buying experience: easier and more effective. When using this standard to require suppliers, we should consider the customer's experience in the whole purchase process, including pre-sales technical support, purchase channel/supplier selection, delivery time, customer customization ability and so on.
LL. This factor represents the use cost of the whole product life cycle owned by users. When evaluating suppliers with this factor, we should consider installation cost, training, service, supply, energy efficiency, depreciation of value and so on.
LS. This element describes other factors that affect the purchase decision. When using this factor to demand suppliers, we should consider how oral comments, third-party evaluation, consultant evaluation, image, government or industry standards, rules and regulations, social suggestions, legal relations, product obligations and so on have promoted the purchase decision.
The $ appends method involves many things. Firstly, we need to collect the specific dimensions that users are most concerned about through user surveys, and determine the weight of each dimension according to these survey data; Secondly, at this stage, we need to analyze the scores of the products of our company and competitors in various dimensions, and then draw the corresponding radar chart for differentiation analysis. Finally, according to the company's strategic objectives and product creativity, we should focus on which core functions and requirements, how to reduce our own weaknesses, enhance our own advantages to reflect differentiation, and how to conduct competitive positioning.
What does the analysis of product competitiveness include?
1 product competitiveness analysis cost advantage cost advantage means that the company's products rely on low cost to obtain higher profitability than other enterprises in the same industry. In many industries, cost advantage is the key factor to determine competitive advantage. Enterprises generally achieve cost advantages through economies of scale, proprietary technology, preferential raw materials and low labor. The scale benefit determined by capital concentration is the basic factor that determines the company's production cost. When the enterprise reaches a certain capital investment or production capacity, according to the theory of scale economy, the production cost and management cost of the enterprise will be effectively reduced. The evaluation of the company's technical level can be divided into two categories: hardware and software. Mechanical equipment, single machine or complete sets of equipment and other technical hardware parts; Software parts, such as production technology, industrial property rights, patented equipment manufacturing technology and management technology, what kind of production capacity and scale, and the ability of enterprises to expand reproduction. In addition, if enterprises have more technicians, it is possible to produce products with high quality, low price and marketable products. Raw materials and labor costs should consider the company's raw material sources and the region where the company's production enterprises are located. The cost advantage is obtained, and the enterprise is in a favorable position in the fierce competition, which means that the enterprise is still profitable in the case of competitors' losses, and the risk of losses is small; At the same time, the advantage of low cost also makes other enterprises that want to take advantage of price competition have scruples and become a restraining force of price competition. Technological advantage The technological advantage of an enterprise refers to its stronger technical strength and ability to develop new products than other competitors in the same industry. This ability is mainly reflected in the technical level of production and the technical content of products. In modern economy, the research and development ability of new products is the key to determine the success or failure of enterprise competition. Therefore, any enterprise will generally determine a certain proportion of R&D expenses in sales, which often determines the new product development ability of the enterprise. Product innovation includes developing new core technologies and developing a new generation of products; Develop new technologies and reduce existing production costs; Divide products according to market segments. Technological innovation includes not only product technology, but also innovative talents, because technical resources themselves include talent resources. Now most listed companies pay more and more attention to the introduction of talents. In the fierce market competition, whoever seizes the commanding heights of intellectual capital first will be a shoo-in. The main body of technological innovation is high-level innovative talents with high intelligence and creativity. Implementing innovative talent strategy is the only way for listed companies to win competition, and listed companies with technological advantages often have greater development potential. Quality advantage Quality advantage means that the company's products win the market with higher quality than similar products of other companies, thus gaining competitive advantage. Due to differences in technical ability and management, the quality of the same product varies from company to company. When consumers choose to buy, although there are many factors that will affect their purchasing tendency, the quality of products is always an important factor that affects their purchasing tendency. Quality is the guarantee of product reputation, and good quality products will bring trust to consumers. Strict management and continuous improvement of the company's product quality are effective ways to enhance the company's product competitiveness. Listed companies with product quality advantages often occupy a leading position in this industry. 2 Market share analysis of products The market share of a company's products plays an important role in measuring the competitiveness of the company's products, and it is usually investigated from two aspects. First, the geographical distribution of the company's product sales market. From this perspective, the company's sales market can be divided into regional type, national type and world type. The geographical scope of the sales market can roughly estimate the operating ability and strength of a company. The second is the market share of the company's products in similar products. Market share is a more accurate estimate of the company's strength and management ability. Market share refers to the proportion of a company's product sales to the total market sales of such products. The higher the market share, the stronger the company's operating ability and competitiveness, and the better and more stable the company's sales and profit level. The company's market share is the source of profit. The company's market share with good benefits and long-term existence is bound to be long-term stable and showing an increasing trend. Constantly pioneering and enterprising, tapping the potential of the existing market and constantly marching into new markets are the main means to expand market share and improve market share. 3 brand strategic brand is a kind of general name and trademark, which can be used to distinguish a seller or a group of sellers' goods or services from competitors' products. A brand is not only a product symbol, but also a comprehensive embodiment of product quality, performance and reliability to meet the utility of consumers. Brand competition is the deepening and extension of product competition. When industrial development enters a mature stage, industrial competition is fully developed, and brand becomes an increasingly important factor in the competitiveness of products and enterprises. Brands have many functions of opening up the market that many products do not have: first, brands have the function of creating markets; Second, the brand has the function of joint market; Third, the brand has the function of consolidating the market. Taking brand as a pioneer and brand as a sharp weapon, it is an effective measure for many well-known large enterprises at home and abroad to constantly break through market barriers and achieve the goal of rapid development. Most listed companies with good benefits have their own brands and famous brand strategies. Brand strategy can not only improve the competitiveness of products, but also use brands for mergers and acquisitions.
Analysis of personal core competitiveness
Analysis of personal core competitiveness
Analysis of personal core competitiveness, most people don't know what is personal core competitiveness, which is very important for competition, so do you know what is personal core competitiveness analysis? Come and have a look with me.
Analysis of personal core competitiveness 1
What does personal core competitiveness include? 1
1, learning ability: mainly refers to a person's ability to continue learning after leaving school and entering the society, including how to arrange learning time, what learning methods to adopt and what learning content to choose. , especially the ability to apply what you have learned;
2. Practical ability: that is, practical ability, operational ability and officer ability, that is, the ability to complete certain tasks and achieve planned goals, that is, the real kung fu and real skill as the saying goes;
3. Innovative ability: the ability to discover, propose, study and solve new problems;
4. Goal motivation: it is the correct ideal and belief that a person chooses, and the specific and clear goal. This is the power source of learning ability, practical ability and innovation ability.
What does personal core competitiveness include II.
First, the concept of core competitiveness
The concept of core competitiveness was first put forward by American scholars C.K.Prahalad and Hamel.
Core competitiveness, also known as "core competitiveness" and "core competitive advantage", is the knowledge accumulated within the organization, the knowledge of coordinating different production skills and organically combining various technologies, and the ability collection of the organization to cope with changes and fierce external competition and defeat competitors.
Core competitiveness should help companies enter different markets, and it should be the basis for companies to expand their business capabilities.
The core competitiveness of an enterprise should be unique, time-tested, malleable and difficult to be copied and imitated by competitors.
The core competitiveness of modern enterprises is the combination of some key resources or capabilities of enterprises with knowledge and innovation as the basic core, and it is a dynamic balance system that enables enterprises to maintain realistic or potential competitive advantages and obtain stable excess profits in a certain period of time.
Core competitiveness is a resource that can bring comparative competitive advantage to enterprises, and it is a way of resource allocation and integration.
With the motivation of core competitiveness, it is possible for enterprises to enhance the value of products and services in a certain period of time, so as to stand out in the fierce market competition.
Second, the thinking dimension of building core competitiveness
Generally speaking, the core competitiveness of enterprises has higher barriers to entry for competitors. The greater the proportion of intelligent components in the core competitiveness structure, the more long-term competitive advantage enterprises can gain by virtue of their core competitiveness.
The construction of enterprise core competitiveness can be considered from the following eight aspects:
1, standardized management
The standardized management of enterprises is also the management of basic competitiveness. Many enterprises have poor basic management and chaotic management, which makes their costs remain high and they are not competitive in the market.
2. Analysis of resource competition
Through the analysis of resource competition, it is clear what valuable resources an enterprise can use to build its core competitiveness, and if so, how to use them.
3. Analysis of competitors
The analysis of competitors can let enterprises know their own strengths and weaknesses, and enterprises should pay attention to collecting competitors' information and market information at ordinary times to keep abreast of competitors' dynamics.
4. Market competition analysis
Enterprises' understanding of the market directly affects their strategic decisions. If you are not sure about the market, it will bring great crisis to the enterprise. If the understanding of the market is wrong, the company's strategy will also be biased, and competitors may take the opportunity to occupy the market.
5. Undifferentiated competition
The so-called indifference competition means that enterprises do not attach importance to other aspects and only emphasize one thing, that is, price, that is, price war. Many domestic enterprises often adopt this kind of competition. Homogeneous competition will lead to the inability to establish a competitive advantage.
6. Differentiated competition
Differentiated competition is the opposite of indiscriminate competition, which means that enterprises do not rely on price wars, but find another way to win by surprise.
7. Benchmarking competition
The so-called benchmarking competition is to find out where you are worse than your competitors, set a benchmark when you surpass your competitors, and set a new benchmark every time you skip a benchmark, so as to urge yourself to make continuous progress.
8, human resources competition
The competition of human resources is directly related to the core competitiveness of enterprises, and talents are the most important. Enterprises must attach importance to talents, cultivate talents and retain talents.
Analysis of individual core competitiveness II
The theory of individual core competitiveness is the product of the combination of enterprise core competitiveness theory and educational success theory. The purpose of building personal core competitiveness is to enhance personal competitive advantage, so that others can't replace it and become the first in a certain field.
The four ability structures of personal core competitiveness are: talent, learning, innovation and self-control.
Creativity with talent is talent.
Learning ability is the state and process of transforming knowledge resources into knowledge capital in order to obtain and maintain sustainable competitive advantage.
Creativity refers to the ability to ask and solve problems creatively.
Self-control refers to the ability to control one's emotions completely consciously and flexibly, and to better adjust and control one's thoughts and behaviors.
Strategies mainly include:
Find the right position in life:
Six life orientation strategies, such as value orientation, combination of interest and talent, market segmentation and differentiation (personalization, independence and thinking to the end).
Increase immanence
Increase internal methods: learn self-control, improve learning ability and innovate constantly.
Extended external storage
The ways to expand external savings are: confirming personal resources, effectively managing lists, carrying business cards with you, and mastering the five principles of interpersonal communication: keeping in touch with people; Establish the image of keeping promises; Increase the value of being used; Willing to share with others; Learn to care about others and seize every opportunity to help others.
Analysis of Personal Core Competitiveness III
1. What is an individual's core competitiveness?
Core competitiveness is an irreplaceable ability, that is, in competition, others can't compete with you and can't replace you, only you can do it.
Let's look at an iceberg model first:
The part above the iceberg: knowledge/skills, Python/ English /office three-piece /PS/adobe software all belong to this category, which has little influence, low learning difficulty and low portability.
Below the iceberg/near the water surface: what is capacity? For example: innovation ability/learning ability/analysis ability, social ability/negotiation ability/teamwork ability, leadership ability/management ability/overall planning ability, these are all called abilities. These abilities are not limited by majors and industries, and have great influence and high mobility; Learning requires experience to gain experience, so it is more difficult.
The part below the iceberg/deep in the water: the bottom ability, including: talent/values/personality traits/motivation, etc.
There are natural parts in the bottom ability, such as talent and personality, which have a great influence on a person, but it is indeed more difficult to learn from others' talent and personality than to ascend to heaven.
Values are influenced by family education, school education and social education, especially family education. Values/outlook on life/world view directly affect a person's vision, thus affecting the height, breadth and even long-term degree of his choice.
Motivation is a person's self-driving force. Knowing what his motivation is and his mission in life will enable him to accomplish any task well.
These three parts: knowledge/skills can be easily replaced by many people; What about ability? It is a little more difficult, but it can also be replaced; The most difficult thing to replace is the underlying ability, such as talents, which is a core competitiveness that is very difficult to replace.
Second, how to find your own core competitiveness?
1, how to discover your talents? -find out what you are good at?
Mind mapping is my original, and stealing maps will be investigated!
2. How to find your "initial heart"? -Find out what you want to do?
Mind mapping is my original, and stealing maps will be investigated!
Third, how to cultivate their core competitiveness?
1, practice deliberately
2. Internalize knowledge into ability
Knowledge-want to apply the problem (what kind of problem can this knowledge solve, imagine the application scenario, and draw inferences,
Knowledge looking for models-problems (what methodology is suitable for solving such problems, mobilizing knowledge to find models,