从核心竞争力看企业多元化战略的陷阱

华中科技大学硕士学位论文从核心竞争力看企业多元化战略的陷阱姓名：章军申请学位级别：硕士专业：工商管理指导教师：王韬20061014I——1+12IIAbstractThecorecompetenceisthatcanbringtherelativesuperiorityfortheenterpriseinthecompetition,andcanhelptheenterprisetoachievethestrategictarget.ThisarticlefirstlyputforwardmanyoutstandingChineseandforeignenterprisefortheexampleandelaboratesthefactofthefailureofthemultiplexstrategyandthevictoryofthespecializedstrategy.Thenitputforwardtheconceptofthecorecompetenceandtwobasicmodels–thedevelopmentandcultivationmodelofthecorecompetence,andthegainingmodelofthecorecompetence,andproposestheimportantviewpoint:formostenterprisesthatchoosemultiplexstrategy,thecauseoffailureisthelackofthecorecompetence.Secondly,thearticlehasanalyzedthedefeatrootofmultiplexstrategyfromthekeyaspectofthecorecompetence,andsimultaneouslyhasrefutedthewrongstartingpointandknewofchoosingthemultiplexstrategy:theenterprisescarryingoutthemultiplexstrategyhavenotrealizedtheresourcessharing,butleadtopersons,wealth,thingsdispersing,havenotdodgedtheriskbutleadtotheprincipalworkandthesideoccupationsimultaneouslyfallingintothemire,andhavenotrealizedtheeffectof1+12,butonthecontraryleadtothemanagementdifficultyandtheefficiencynottoincrease,buttofall.Thenthisarticleputforwardthat,forgreatcompanies,animpulsetoblindlychoosethemultiplexstrategycausestheireconomicdecline,whilesmallbusinessesshouldadapttothechangingenvironment,andconcentrateonaparticularfieldtobecomeinvisiblechampion.Thisarticlealsocriticizesthewrongviewpointthatthespecializedstrategywillbetantamounttoapathtogotoblack,andproposestheimportantpoint:specializationstrategydoesnotexcludetherestructuringandtheoriginalfieldofinnovation,andcitesandanalyzestheUnitedStatesofSouthwestAirlines,theSun'sCircus,andtheChineseTVindustry,torevealthewrongunderstandingthatmanyenterprisescarryoutthemultiplexstrategybecausetheyfaceupthedilemmathatthemainbusinessisunderfiercecompetitionandtheextremelymeagerprofits.FinallythisarticleelaborateswhythespecializedstrategyIIIwithconcentratingandfocusingisadvantageoustocultivatingofthecorecompetencefortheenterprises,whichmakesmostenterprisesgettingtheinvinciblepositioninthecompetitionandprovidesthemodelandthereferencefortheenterprisewhentheycarriesoutthemultiplexandthespecializedstrategy.Keywords:MultiplexStrategySpecializedStrategyCoreCompetence_____11.1TCL2TCL500TCL15001000TCLTCLTCL31.21962200219501986336147412320054199920031.356500782.1PCPC5002001——IT9122IBM2002IT2002400050002002200030002002IT20026140.520035800.9200440403200220032004769154462005PCIBMPCPCPC——20051.3948%34.332006.4.21——10——19881992200172%2005TCL115.997.792006TCL1.392TCL20052006TCL200516.0876922006.7.121991199712023150010012200520054120063311071052.2%7%20.0526.5%2.1695:A8A62002ST:3CCommunicationConsumerElectronicsComputer3C3C3C13200361424.6620041052.632005-65805.052005.2.4200610020035002.216020059114500——IBMIBM12002IBM70%330%IBM20.522004128IBMIBMPCIBM14THINK5IBM12.56.56IBM5000IT1993199311949719921993326IBMIBM1IBM29IBM10IBMMCINortelSGINovell3200619981702003100056200520061520719——33195019862003500165005GEBerkshireHathaway3MDior(Christian)WolseleyBerkshireHathaway4GE933000.8%5008100%30099.67%50021171+121+12TCL3.1199018GE3M200331193.217311734203.332PESTSWOT21GE1234224.119932002IBMIBMIBM5002318(nichemarket)2006ITIBM23IBM……——244.2IBMIBMSAPIT25IBMSAPITIT4.31997·50060%90%26··1008GEGE20054.427IBMCEO—IBM—(ROLM)198520064.5·“2+2=5”·(R.MossKanter)28199629——5151:1234567891080%100%/305.1520GDP·30%19601985·1992··3190%103005.2YKK80911200281132(UsAirways911(UnitedAirlines12918102002560199927041997200031002001100199219965200290……58——3352525.3345353——35100——————5.436W.··20021995200040%60%1002——CRT20022384246210314TCL1.41.337200651512006264248.60216102.5148146.1018.22TCL275420.84209118.1566302.6924.07275832.67231731.0244101.6515.99269832.10225250.4644581.6416.52149205.43133687.5115517.9210.4038100200100002005200611749320023320054939402004MBA41[1]AhnSanghoon.CompetitionInnovationandProductivityGrowth.AReviewofTheoryandEvidence,2002,(2).[2]Ansoff,H.Igor.CorporateStrategy:AnAnalyticApproachtoBusinessPolicyforGrowthandExpansion.NewYork:McGraw,1965.[3]ArthurW.B.Increasing.ReturnandtheNewWorldofBusiness.HarvardBusinessReview,1996,(74):100-109.[4]Auerbach,Paul.Competition:TheEconomicsofIndustrialChang.Cambridge:BasilBlackwell,1998.[5]Grossman,G.MandE.Holman.InnovationandGrowth.MA:theMITPress,1995.[6]Hamel,GaryandC.KPrahalad.CompetitionfortheFuture.Boston:HarvardBusinessSchoolPress,1994.[7]Hamel,Gary.StrategyInnovationandtheQuestforValue.ITSloanManagementReview,1998,(39):8-10.[8]Hargadon,Andrew.HowBreakthroughsHappen.Boston:HarvardBusinessSchoolPress,2003.[9]Hindle,T.FieldGuidetoStrategy.Boston:theEconomistBooks,1994,(11).[10]Katz,D.TheMotivationalBasisofOrganizationalBehavior.BehavioralScience,1964,(9):131-143.[11]Mintzberg.TheRiseandFallofStrategicPlanning.NewYork:FreePress,1994.[12]Roemer,Paul.IncreasingReturnsandLong-RunGrowth.JournalofPoliticalEconomy,1986,(10).[13]White,HarrisonC.WhereDoMarketsComeFromAmerican.JournalofSociology,1981,(87):517-547.[14]