Core Competence in Practice: Difference between revisions
From MediaWiki
Jump to navigationJump to search
No edit summary |
No edit summary |
||
| Line 14: | Line 14: | ||
Core competence can lock you in to your own conception of the world. Marks and Spencer have high core competences but textile market became more fashion conscious | Core competence can lock you in to your own conception of the world. Marks and Spencer have high core competences but textile market became more fashion conscious | ||
See [[Resource Based View]],[[Competitive Advantage]], [[Core Competency in Practice]] | See [[Resource Based View]],[[Competitive Advantage]], [[Core Competency in Practice]], [[Core Competence]] | ||
[[Category:Strategy]] | [[Category:Strategy]] | ||
Latest revision as of 17:10, 4 February 2011
Honda entered the Automobile Market
- Canon beat Xerox
- Komatsu beat Caterpillar
They went beyond business an usual using Strategic Intent to win in their market. The gap between reosuces and ambition is Strategic Stretch they won because they were concerned about leveraging resources than achieving Strategic Fit in their industry
Example Xerox Canon Medium/large co's Small co's Centralized copying distributed copying high volume value for money own network dealers lease sale
Core competence can lock you in to your own conception of the world. Marks and Spencer have high core competences but textile market became more fashion conscious
See Resource Based View,Competitive Advantage, Core Competency in Practice, Core Competence
