外文翻译公司的核心竞争力.docx

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1、中文4890字本科毕业论文（设计）外文翻译外文题目TheCoreComPetenCeOftheCOnX）ration外文出处HarVardBUSineSSReVieWMay-June1990外文作者普拉哈拉德原文：TheCoreCompetenceoftheCorporationThemostpowerfulwaytoprevailinglobalcompetitionisstillinvisibletomanycompanies.Duringthe1980s,topexecutiveswerejudgedontheirabilitytorestructure,declutter,anddel

2、ayertheircorporations.Inthe1990s,theyllbejudgedontheirabilitytoidentify,cultivate,andexploitthecorecompetenciesthatmakegrowthpossibleindeed,theyllhavetorethinktheconceptofthecorporationitself.ConsiderthelasttenyearsofGTEandNEC.Intheearly1980s,GTEwaswellpositionedtobecomeamajorplayerintheevolvinginfo

3、rmationtechnologyindustry.Itwasactiveintelecommunications.Itsoperationsspannedavarietyofbusinessesincludingtelephones,switchingandtransmissionsystems,digitalPABX,semiconductors,packetswitching,satellites,defensesystems,andlightingproducts.AndGTEsEntertainmentProductsGroup,whichproducedSylvaniacolorT

4、Vs,hadapositioninrelateddisplaytechnologies.In1980,GTE,ssaleswere$9.98billion,andnetcashflowwas$1.73billion.NEC,incontrast,wasmuchsmaller,at$3.8billioninsales.Ithadacomparabletechnologicalbaseandcomputerbusinesses,butithadnoexperienceasanoperatingtelecommunicationscompany.YetlookatthepositionsofGTEa

5、ndNECin1988.GTE,s1988saleswere$16.46billion,andNEC,ssaleswereconsiderablyhigherat$21.89billion.GTEhas,ineffect,becomeatelephoneoperatingcompanywithapositionindefenseandlightingproducts.GTE,sotherbusinessesaresmallinglobalterms.GTEhasdivestedSylvaniaTVandTelenet,putswitching,transmission,anddigitalPA

6、BXintojointventures,andcloseddownsemiconductors.Asaresult,theinternationalpositionofGTEhaseroded.NonU.S.revenueasapercentoftotalrevenuedroppedfrom20%to15%between1980and1988.NEChasemergedastheworldleaderinsemiconductorsandasafirsttierplayerintelecommunicationsproductsandcomputers.Ithasconsolidatedits

7、positioninmainframecomputers.Ithasmovedbeyondpublicswitchingandtransmissiontoincludesuchlifestyleproductsasmobiletelephones,facsimilemachines,andlaptopcomputersbridgingthegapbetweentelecommunicationsandofficeautomation.NECistheonlycompanyintheworldtobeinthetopfiveinrevenueintelecommunications,semico

8、nductors,andmainframes.Whydidthesetwocompanies,startingwithcomparablebusinessportfolios,performsodifferently?LargelybecauseNECconceivedofitselfintermsofcorecompetencies,andGTEdidnot.RethinkingtheCorporationOnce,thediversifiedcorporationcouldsimplypointitsbusinessunitsatparticularendproductmarketsand

9、admonishthemtobecomeworldleaders.Butwithmarketboundarieschangingevermorequickly,targetsareelusiveandcaptureisatbesttemporary.Afewcompanieshaveproventhemselvesadeptatinventingnewmarkets,quicklyenteringemergingmarkets,anddramaticallyshiftingpatternsofcustomerchoiceinestablishedmarkets.Thesearetheonest

10、oemulate.Thecriticaltaskformanagementistocreateanorganizationcapableofinfusingproductswithirresistiblefunctionalityor,betteryet,creatingproductsthatcustomersneedbuthavenotyetevenimagined)Thisisadeceptivelydifficulttask.Ultimately,itrequiresradicalchangeinthemanagementofmajorcompanies.Itmeans,firstof

11、all,thattopmanagementsofWesterncompaniesmustassumeresponsibilityforcompetitivedecline.Everyoneknowsabouthighinterestrates,Japaneseprotectionism,outdatedantitrustlaws,obstreperousunions,andimpatientinvestors.Whatishardertosee,orhardertoacknowledge,ishowlittleaddedmomentumcompaniesactuallygetfrompolit

12、icalormacroeconomicnrelief.BoththetheoryandpracticeofWesternmanagementhavecreatedadragonourforwardmotion.Itistheprinciplesofmanagementthatareinneedofreform.NECversusGTE,again,isinstructiveandonlyoneofmanysuchcomparativecasesweanalyzedtounderstandthechangingbasisforgloballeadership.Earlyinthe1970s,NE

13、Carticulatedastrategicintenttoexploittheconvergenceofcomputingandcommunications,whatitcalledHC&CSuccess,topmanagementreckoned,wouldhingeonacquiringcompetencies,particularlyinsemiconductors.Managementadoptedanappropriatestrategicarchitecture/summarizedbyC&C,andthencommunicateditsintenttothewholeorgan

14、izationandtheoutsideworldduringthemid1970s.NECconstitutedaC&CCommittee*1oftopmanagerstooverseethedevelopmentofcoreproductsandcorecompetencies.NECputinplacecoordinationgroupsandcommitteesthatcutacrosstheinterestsofindividualbusinesses.Consistentwithitsstrategicarchitecture,NECshiftedenormousresources

15、tostrengthenitspositionincomponentsandcentralprocessors.Byusingcollaborativearrangementstomultiplyinternalresources,NECwasabletoaccumulateabroadarrayofcorecompetencies.NECcarefullyidentifiedthreeinterrelatedstreamsoftechnologicalandmarketevolution.Topmanagementdeterminedthatcomputingwouldevolvefroml

16、argemainframestodistributedprocessing,componentsfromsimpleICstoVLSI,andcommunicationsfrommechanicalcrossbarexchangetocomplexdigitalsystemswenowcallISDN.Asthingsevolvedfurther,NECreasoned,thecomputing,communications,andcomponentsbusinesseswouldsooverlapthatitwouldbeveryhardtodistinguishamongthem,andthattherewouldbeenormousopportunitiesforanycompanythathadbuiltthecompetenciesneededtoserveallthreemarkets.NECtopmanagementdeterminedthatsemiconductorswoul