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企业的核心竞争力，对于不同企业，以及不同企业的不同发展阶段，是不同的。通常来说，企业的核心竞争力，是指对企业的竞争优势形成最有力的核心要素。1、企业的核心竞争力，一般表现为规模优势、技术优势、经营模式优势、市场占有优势或品牌优势。制造业企业，最常见的核心竞争力是品牌优势和规模优势；互联网企业，最常见的是经营模式优势。经营模式也被称作商业模式、盈利模式等等。2、对于企业来说，不同发展阶段的核心竞争力也是不同的。可能在开始发展阶段，核心优势只是商业模式或者技术优势；到了一定的发展阶段，会转为规模优势、品牌优势、价格优势或者产业链优势。核心竞争力体现在：资源——自身拥有并用以提供竞争力基础的资产，包括内部资源和外部资源。技能——变现为技术能力和支撑能力。技术能力是一组具有技术特性并依附于技术型人才的技能。支撑能力是指培育、建立、积累、配置和保护的能力。管理——规范化管理也是基础竞争力的管理。人力资源——人力资源的竞争直接关系到企业的核心竞争力，尤其是在21世纪，人才最重要，企业必须重视人才、培养人才、留住人才。
企业的核心竞争力：首先是产品，好的产品、有特色的产品；第二是经营理念，也就是企业文化；第三是企业的运营模式和盈利能力；第四是品牌
回答 您好！我是职场达人捏沙成石！二十多年职场工作经验，很高兴为您解答！！！！ 企业的核心竞争力都包括把握全局、审时度势的判断力，大胆突破、敢于竞争的创新力，博采众长、开拓进取的文化力，保证质量、诚实守信的亲和力！ 企业的核心竞争力就是企业的决策力，它包括把握全局、审时度势的判断力，大胆突破、敢于竞争的创新力，博采众长、开拓进取的文化力，保证质量、诚实守信的亲和力。 核心竞争力是群体或团队中根深蒂固的、互相弥补的一系列技能和知识的组合，借助该能力，能够按世界一流水平实施—到多项核心梳程。企业核心竞争力就是企业长期形成的，蕴涵于企业内质中的，企业独具的，支撑企业过去，现在和未来竞争优势，并使企业在竞争环境中能够长时间取得主动的核心能力。 提问 企业核心竞争力是什么 回答 1、高水平的人力资本。 2、领先业内的核心技术。 3、不竭的创新动力。 4、突出的管理能力。 5、稳固的营销网络。 更多8条
企业的核心竞争力，对于不同企业，以及不同企业的不同发展阶段，是不同的。通常来说，企业的核心竞争力，是指对企业的竞争优势形成最有力的核心要素。企业的核心竞争力，一般表现为规模优势、技术优势、经营模式优势、市场占有优势或品牌优势。制造业企业，最常见的核心竞争力是品牌优势和规模优势；互联网企业，最常见的是经营模式优势。经营模式也被称作商业模式、盈利模式等等。对于企业来说，不同发展阶段的核心竞争力也是不同的。可能在开始发展阶段，核心优势只是商业模式或者技术优势；到了一定的发展阶段，会转为规模优势、品牌优势、价格优势或者产业链优势。
格力变频空调具有以下特点：① 启动电流小，转速逐渐加快，启动电流是常规空调的1/7;② 没有忽冷忽热的毛病，因为格力变频空调是随着温度接近设定温度而逐渐降低转速，逐步达到设定温度并保持与冷量损失相平衡的低频运转，使室内温度保持稳定;③ 噪声比常规空调低，因为格力变频空调采用的是双转子压缩机，大大降低了回旋不平衡度，使室外机的振动非常小，约为常规空调的1/2;④ 制冷、制热的速度比常规空调快1～2倍。格力变频空调采用电子膨胀节流技术，微处理器可以根据设置在膨胀阀进出口、压缩机吸气管等多处的温度传感器收集的信息来控制阀门的开启度，以达到快速制冷、制热的目的。
1、好空调、格力造！2、精品空调、格力创造！3、完美变频、就是格力！4、格力掌握核心科技！5、格力，让世界爱上中国造。格力空调亮点1、性价比：格力变频空调沿用了格力先进的直流变频技术，价格是格力品牌性价比最高的。2、舒适：采用最低频率仅为1Hz，控温准确，使用舒适。3、节能：正弦波温度曲线变化，节能省电，帮助节省电费开支。扩展资料格力实验室格力实验拥有120余台（套）各类高、精、尖的实验检测设备， 包括平衡环境型房间量热计、噪声振动实验室、淋雨安全实验室、电磁兼容实验室以及其他电气安全测试仪器设备、商用空调综合实验室、高落差焓值法量热计、可独立或联合测试的焓值法量热计、可独立测试的焓值法量热计、高低温环境实验室、材料实验室、包装运输实验室。格力实验室一贯奉行以科学为动力，以管理为基础，以公正为核心的原则，坚持向委托方提供公正、科学、准确的检测结果和优良的服务的质量方针，以坚持公正地位，不断完善质量体系和更新检测手段，努力提高检测技术水平和服务质量，开拓新业务领域，争创国际一流实验室为质量目标，为向广大客户提供国际一流的服务而不懈努力。
广告语：中国风，格力造！格力空调成立于1991年的珠海格力电器股份有限公司是一家销售家电企业。拥有格力等品牌，主营家用空调、手机、中央空调等产品。格力电器旗下的“格力”空调，是中国空调业唯一的“世界名牌”产品，业务遍及全球100多个国家和地区。家用空调年产能超过6000万台(套)，商用空调年产能550万台(套)。扩展资料格力空调核心竞争力：1、新型高效离心机：填补国际制冷行业空白，入选国家科技部“十一五”科技支撑计划重大项目。格力新型高效离心机组能效比(COP)高达18，较国家一级能效水平节能40%以上，该产品使用在大型公共建筑中，可降低能耗30%～50%。2、多联中央空调EVI超低温数码多联中央空调，被国家建设部、中国制冷学会、中国制冷工业学会等权威机构鉴定为“国际领先”的产品。3、“智能化霜”技术格力“智能化霜”技术：第十届中国专利奖优秀奖，行业内唯一获得中国专利奖优秀奖的技术。格力电器“智能化霜”技术解决了众多世界级难题，大大提高了空调的舒适性，使制热效果比传统空调提高了30%，经统计，截至2010年5月，仅智能化霜一项技术，格力电器已经累计节电30亿度，约合人民币18亿元，相当于一个大型发电厂一年的发电量，取得巨大的经济和社会效益。参考资料来源：格力官网-首页
格力变频空调的优点可以省电，并且噪音小，功能多！主要一，变频空调低频起动、不会对电网冲击。二，高效节能制冷快。三，低频恒温稳定。
Core competitiveness of enterprises is unique, can bring economic benefits, corporate sustainabilityThe core competence of competitive advantage, once owned enterprise core competitive ability, can make the enterprise form long-term advantage, promote the development of the Since the 1990s, western strategic theorists are very concerned that core competitiveness of enterprises, the core competitiveness of enterprises is the driving force, is growing enterprise obtains a sustainable competitive A small and medium-sized enterprise core To analyze the current situationSince the reform and opening up, China's small and medium-sized enterprise development of small and medium-sized enterprises in economic development, and played an important role, the survival and development of small and medium-sized enterprises more and more attention, and its status and known by The future belongs to the era of small and medium-sized enterprises, vigor of small and medium-sized enterprises will continue to play its flexible, salesConvenient and flexible liquidity advantages in the fierce competition in the market economy in his place, and to inject new vitality into the economic In the development of small and medium-sized enterprises has its own advantages, but also faced a series of small and medium-sized enterprises, the current problems facing an outstanding problem is lack of competitiveness, especially the lack of core competitiveness, embodied in the following aspects:1 enterprise strategic consciousness, strategic intent is not clearSustained competitive advantage to play with the development strategy of enterprise strategic intention that match the future direction of the enterprise, business development plan, the From now on, the small and medium-sized enterprises widespread light strategy, tactics, and on the decision thinking formulary With no clear strategic intent, caused many small and medium-sized enterprise management, business field direction, lost the blindness of management and speculative, optional 2 limited resources scattered into the diversified trapMany small and medium-sized enterprise diversification is enterprise profit growth for expansion, and dispersive risk Many small and medium-sized enterprises in the main business still does not have strong competitive situation, diversification, due to the implementation of blind in multiple domain of business resources, scattered in the specific areas of business enterprise resources, especially the impact strength of the core areas that need resources or main business field of competitiveness, damage to cultivating the core competitiveness of enterprises, and some even lost the original 3) research and development and innovation ability is poor investmentAssess, small and medium-sized enterprises in China r&d funds for the proportion of sales revenue, and average less than 4% international businesses generally think of funds for research, sales of more than 5%, the enterprise has competitiveness, Just enough to maintain 2%, Less than 1% of the enterprise is hard to Technological innovation is the power of the enterprise research and development ability, to small and medium-sized enterprises in China, the serious shortage of r&d input hindered enterprise technology improvement and innovation, severely weakened the enterprise sustainable competitive capacity of enterprises, the further 4 organizational structure, management BackwardWith the development of knowledge economy, the information management play a more and more important role in time, the information, the communication of information, to traditional organizational structure adjustment, organization structure should be flexible to flat, the development While the majority of small and medium-sized enterprises at present in our country executes or traditional linear organization structure, due to the lagging organization structure adjustment, and the domestic large enterprises and foreign enterprises, management of small and medium-sized enterprises, especially behind the enterprise's strategic management, cost and quality management, human resources management, sales management, , it is hard to adapt to the fierce market Enterprise organization structure unreasonable, operation mechanism is not alive, the radical I Cultivate core competitiveness of small and medium-sized enterprisesEnterprise core competitive ability is enterprise, can create economic benefits and difficult to competitors mimic the unique ability of the enterprise, it is necessary to establish and maintain the advantage conditions, is the enterprise from the technology products, from management to the comprehensive quality of small and medium-sized enterprises core Cultivate the core competitive force of important realistic 1 our economy has from the economic surplus to economic shortageIn short, although economic times of small and medium-sized enterprises in the production of products, product technical content is low, but due to the low product demand, small and medium-sized enterprises producing products can still sell in the market and has certain In the market economy is increasingly perfect today, products, and the buyer's market for products glut has gradually formed, and with the progress of science and technology, the Chinese small and medium-sized enterprises in market competition in the original advantage is gradually disappear, cultivate their own unique advantages of small and medium-sized enterprises is the key to enhance its 2 both domestic and international market competition becomes increasingly fierceAfter joining the wto, foreign goods can proceed in China, which makes the consumer market is very small and medium-sized At the same time, domestic market competition will be more In recent years, China's small and medium-sized enterprises can rapid development, largely thanks to the government and tariff barriers to adjust the macro- But after the wto entry, tariffs and canceling gradually, foreign products with high quality and low price to win the domestic consumer, it is undoubtedly to small and medium-sized enterprises more Facing economic globalization and the entry of wto, the core competitiveness of the small and medium-sized enterprises will sooner or later in the fierce competition in the 3 for sustainable development of the enterpriseThe small and medium-sized enterprises in China, many enterprises can why some people, develop, and some of the enterprise is just a flash in the Investigate its reason, the key lies in whether the enterprise with long-term competitive In certain period of small and medium-sized enterprises to gain a competitive advantage is not difficult, difficult is long-term competitive Economic globalization, due to the product life cycle is shortened, competition is critical to the success of the enterprise owns continuously develops new products and market competition ability of The long-term competitive advantages of enterprises from the core competitiveness of superior Only the cultivation of small and medium-sized enterprises core competitiveness, to drive the development of enterprise, the enterprise limited manpower, 核心竞争力是企业独具的、能为企业带来经济效益的、支撑企业可持续性 竞争优势的核心能力,企业一旦拥有核心竞争能力,就会使企业形成长期优势,推动企业的长久发展。20世纪90年代以来,西方战略理论家们就十分关注企业核心竞争力,认为核心竞争力是企业成长的驱动力,是企业获取持续竞争优势的基础。一我国中小企业核心竞争力现状分析改革开放以来，我国中小企业得到了不断的发展，中小企业在经济发展中发挥了重要的作用，中小企业的生存和发展越来越受到人们的关注，它的地位也越来越为人们所认识。未来时代是属于中小企业的时代，充满活力的中小企业必将继续发挥其经营灵活自如、销售快捷 方便、资金周转灵活等优势，在竞争激烈的市场经济中取得自己的立足之地，并为经济发展注入新的活力。中小企业在发展中有自身的优势，但也面临一系列问题，当前中小企业面临的一个突出问题就是缺乏竞争力，特别是普遍缺乏核心竞争力，具体表现在以下几个方面：企业战略意识淡薄，战略意图不明确持续竞争优势的发挥需要与发展战略相匹配企业战略意图表明了企业未来的前进方向、自己的业务定位、计划发展的能力。从目前来看，中小企业普遍存在着重战术、轻战略，依赖经验决策的思维定式。由于没有明确的战略意图，导致了许多中小企业经营方向迷失，经营领域模糊，经营的盲目性、投机性、随意性特点突出。有限的资源分散，跌入多元化陷阱多元化经营被很多中小企业认为是企业寻求规模扩张、利润增长、分散风险的策略。目前很多中小企业在主营业务尚不具备较强的竞争力的状况下，盲目实施多元化经营，由于资源分散在多个业务领域，分散了企业在具体业务领域的资源实力，尤其是影响了需要资源保证的核心领域或主营业务领域的竞争力，损害了对核心竞争力的培养，一些企业甚至丧失了原有的优势。研究发展投入不足，创新能力差椐调查，我国中小企业研发经费占销售收入的比例平均水平不到4%，而国际企业界普遍认为，研发经费占销售额的5%以上，企业才有竞争力；占2%仅够维持；不足1%的企业则难以生存。技术创新的动力在于企业的研发能力，对我国中小企业而言，研发投入的严重不足阻碍了企业进行技术改进和创新，严重削弱了企业的持续竞争能力，制约了企业的进一步发展壮大。组织结构调整滞后，管理混乱随着知识经济的发展，信息在管理中发挥了越来越重要的作用，为了及时的传递信息，沟通信息，必须对传统的组织结构进行调整，组织结构应向扁平化、柔性化方向发展。而目前我国大多数中小企业实行的还是传统的直线型组织结构，由于组织结构调整滞后，与国内大型企业及国外企业相比，我国中小企业的管理落后，尤其是企业的战略管理、成本理、质量管理、人力资源管理、销管理等方面，很难适应激烈的市场竞争。企业组织结构不合理，经营机制不活，是影响企业竞争力的带有根本性的深层次原因。二 培育中小企业核心竞争力的必要性企业核心竞争力是企业所拥有的,能够创造经济效益并难以被竞争对手模仿的独特能力,它是企业建立和保持优势的必要条件，是企业从技术到产品，从管理到战略综合素质的核心体现培育中小企业的核心竞争力具有重要的现实意义。我国经济已从短缺经济走向过剩经济在短缺经济时代，尽管中小企业生产的产品技术含量低,产品档次低,但由于产品供不应求,中小企业生产的产品仍然能销售出去并在市场中具有一定的优势。在市场经济体制日益完善的今天，产品往往供过于求,产品的买方市场已逐步形成,而且随着科学技术的进步，我国中小企业在市场竞争中的原有优势正在逐步消失,培育自己的独特优势是中小企业增强其竞争力的关键。国内外市场竞争日趋激烈加入wto后，国外的商品可以长驱直入我国的消费市场,这使得中小企业受到很大的冲击。同时，国内市场的竞争将更加激烈。近几年来，我国的中小企业之所以能较快发展，很大程度上得益于关税壁垒的调节和政府的宏观调控能力。而入世后，关税降低以至逐步取消，外国产品将以质优价廉赢得国内的消费者，这无疑是给中小企业更多的挑战面对经济全球化和加入wto的挑战，没有核心竞争力的中小企业迟早会在激烈的市场竞争中被淘汰。企业可持续发展的需要在我国众多的中小企业中，为什么有些企业能长盛不衰,发展壮大,而有些企业只是昙花一现?究其原因，关键在于企业是否拥有长期的竞争优势中小企业在某个特定时期取得竞争优势并不是很难，难的是长期保持竞争优势经济全球化时代，由于产品寿命周期的日渐缩短，竞争成功的关键在于企业是否拥有不断开发新产品和开拓市场的特殊竞争能力。企业的长期竞争优势来源于优于竞争对手的核心竞争力只有培育中小企业的核心竞争力,才能带动企业各方面的发展，把企业有限的人力、 希望采纳 谢谢
The international competition of enterprise core competitiveness
1、熊彼特， 《经济发展理论》， 1934年 2、杨小凯 ， “为什么工业革命不在西班牙发生”， 《南方周末》， 2003年4月24日 3、严勇、庄建， “国外核心竞争力理论综述”， 《社会科学》， 2000年第4期 4、徐希燕， “企业竞争力的新诠释”， 《经济管理》， 2003年第5期 5、周叔莲、王伟光， “中国企业如何提高核心竞争力”， 《经济管理》， 2002年第21期 6、李海舰、聂辉华，“企业竞争优势来源及其战略选择”，《中国工业经济》， 2002 年第9期 7、张金昌，“竞争力评价基础”，见 《中国社会科学院重大课题报告》（2002年） 8、林本初 冯莹， “有关竞争力问题的理论综述”， 《经济学动态》，2002年12月3日 9、 The competitive advantage , Porter, ME 1990 ,Harvard Business Review , N 10、刘世锦、杨建龙， “核心竞争力：企业重组中的一个新概念”，《中国工业经济》， 1999年第2期 11、吴士刚，“企业核心竞争力理论及其对我国的启示”，《山西财经大学学报》，2001年12月 ，第23卷增刊 12、胡列曲，“国家竞争力与90年代以来美国提高国家竞争力的主要经验”，《世界经济》，2002年第1期 13、朱应皋、吴美华，“国家竞争优势理论及其政策价值分析”，《南京经济学院学报》，1999年第2期 14、胡列曲，“国家竞争力理论的评价与探讨”，《云南财贸学院学报》经济管理版，2002年3月第1期 15、道格拉斯诺斯，《经济史中的结构与变迁》，上海三联书店，1994 16、道格拉斯诺斯、罗伯特托马斯，《西方世界的兴起》，北京：华夏出版社，1989 17、王永长，“核心竞争力：企业理论的新发展” ，《上海经济研究》，1999年第6期
[1]王菲现代企业人力资源管理与开发。云南大学出版社，（1）[2]李宝山管理经济学中国人民大学出版社，（1）
Core competitiveness of enterprises is unique, can bring economic benefits, corporate sustainabilityThe core competence of competitive advantage, once owned enterprise core competitive ability, can make the enterprise form long-term advantage, promote the development of the Since the 1990s, western strategic theorists are very concerned that core competitiveness of enterprises, the core competitiveness of enterprises is the driving force, is growing enterprise obtains a sustainable competitive A small and medium-sized enterprise core To analyze the current situationSince the reform and opening up, China's small and medium-sized enterprise development of small and medium-sized enterprises in economic development, and played an important role, the survival and development of small and medium-sized enterprises more and more attention, and its status and known by The future belongs to the era of small and medium-sized enterprises, vigor of small and medium-sized enterprises will continue to play its flexible, salesConvenient and flexible liquidity advantages in the fierce competition in the market economy in his place, and to inject new vitality into the economic In the development of small and medium-sized enterprises has its own advantages, but also faced a series of small and medium-sized enterprises, the current problems facing an outstanding problem is lack of competitiveness, especially the lack of core competitiveness, embodied in the following aspects:1 enterprise strategic consciousness, strategic intent is not clearSustained competitive advantage to play with the development strategy of enterprise strategic intention that match the future direction of the enterprise, business development plan, the From now on, the small and medium-sized enterprises widespread light strategy, tactics, and on the decision thinking formulary With no clear strategic intent, caused many small and medium-sized enterprise management, business field direction, lost the blindness of management and speculative, optional 2 limited resources scattered into the diversified trapMany small and medium-sized enterprise diversification is enterprise profit growth for expansion, and dispersive risk Many small and medium-sized enterprises in the main business still does not have strong competitive situation, diversification, due to the implementation of blind in multiple domain of business resources, scattered in the specific areas of business enterprise resources, especially the impact strength of the core areas that need resources or main business field of competitiveness, damage to cultivating the core competitiveness of enterprises, and some even lost the original 3) research and development and innovation ability is poor investmentAssess, small and medium-sized enterprises in China r&d funds for the proportion of sales revenue, and average less than 4% international businesses generally think of funds for research, sales of more than 5%, the enterprise has competitiveness, Just enough to maintain 2%, Less than 1% of the enterprise is hard to Technological innovation is the power of the enterprise research and development ability, to small and medium-sized enterprises in China, the serious shortage of r&d input hindered enterprise technology improvement and innovation, severely weakened the enterprise sustainable competitive capacity of enterprises, the further 4 organizational structure, management BackwardWith the development of knowledge economy, the information management play a more and more important role in time, the information, the communication of information, to traditional organizational structure adjustment, organization structure should be flexible to flat, the development While the majority of small and medium-sized enterprises at present in our country executes or traditional linear organization structure, due to the lagging organization structure adjustment, and the domestic large enterprises and foreign enterprises, management of small and medium-sized enterprises, especially behind the enterprise's strategic management, cost and quality management, human resources management, sales management, , it is hard to adapt to the fierce market Enterprise organization structure unreasonable, operation mechanism is not alive, the radical I Cultivate core competitiveness of small and medium-sized enterprisesEnterprise core competitive ability is enterprise, can create economic benefits and difficult to competitors mimic the unique ability of the enterprise, it is necessary to establish and maintain the advantage conditions, is the enterprise from the technology products, from management to the comprehensive quality of small and medium-sized enterprises core Cultivate the core competitive force of important realistic 1 our economy has from the economic surplus to economic shortageIn short, although economic times of small and medium-sized enterprises in the production of products, product technical content is low, but due to the low product demand, small and medium-sized enterprises producing products can still sell in the market and has certain In the market economy is increasingly perfect today, products, and the buyer's market for products glut has gradually formed, and with the progress of science and technology, the Chinese small and medium-sized enterprises in market competition in the original advantage is gradually disappear, cultivate their own unique advantages of small and medium-sized enterprises is the key to enhance its 2 both domestic and international market competition becomes increasingly fierceAfter joining the wto, foreign goods can proceed in China, which makes the consumer market is very small and medium-sized At the same time, domestic market competition will be more In recent years, China's small and medium-sized enterprises can rapid development, largely thanks to the government and tariff barriers to adjust the macro- But after the wto entry, tariffs and canceling gradually, foreign products with high quality and low price to win the domestic consumer, it is undoubtedly to small and medium-sized enterprises more Facing economic globalization and the entry of wto, the core competitiveness of the small and medium-sized enterprises will sooner or later in the fierce competition in the 3 for sustainable development of the enterpriseThe small and medium-sized enterprises in China, many enterprises can why some people, develop, and some of the enterprise is just a flash in the Investigate its reason, the key lies in whether the enterprise with long-term competitive In certain period of small and medium-sized enterprises to gain a competitive advantage is not difficult, difficult is long-term competitive Economic globalization, due to the product life cycle is shortened, competition is critical to the success of the enterprise owns continuously develops new products and market competition ability of The long-term competitive advantages of enterprises from the core competitiveness of superior Only the cultivation of small and medium-sized enterprises core competitiveness, to drive the development of enterprise, the enterprise limited manpower,核心竞争力是企业独具的、能为企业带来经济效益的、支撑企业可持续性 竞争优势的核心能力,企业一旦拥有核心竞争能力,就会使企业形成长期优势,推动企业的长久发展。20世纪90年代以来,西方战略理论家们就十分关注企业核心竞争力,认为核心竞争力是企业成长的驱动力,是企业获取持续竞争优势的基础。一我国中小企业核心竞争力现状分析改革开放以来，我国中小企业得到了不断的发展，中小企业在经济发展中发挥了重要的作用，中小企业的生存和发展越来越受到人们的关注，它的地位也越来越为人们所认识。未来时代是属于中小企业的时代，充满活力的中小企业必将继续发挥其经营灵活自如、销售快捷 方便、资金周转灵活等优势，在竞争激烈的市场经济中取得自己的立足之地，并为经济发展注入新的活力。中小企业在发展中有自身的优势，但也面临一系列问题，当前中小企业面临的一个突出问题就是缺乏竞争力，特别是普遍缺乏核心竞争力，具体表现在以下几个方面：企业战略意识淡薄，战略意图不明确持续竞争优势的发挥需要与发展战略相匹配企业战略意图表明了企业未来的前进方向、自己的业务定位、计划发展的能力。从目前来看，中小企业普遍存在着重战术、轻战略，依赖经验决策的思维定式。由于没有明确的战略意图，导致了许多中小企业经营方向迷失，经营领域模糊，经营的盲目性、投机性、随意性特点突出。有限的资源分散，跌入多元化陷阱多元化经营被很多中小企业认为是企业寻求规模扩张、利润增长、分散风险的策略。目前很多中小企业在主营业务尚不具备较强的竞争力的状况下，盲目实施多元化经营，由于资源分散在多个业务领域，分散了企业在具体业务领域的资源实力，尤其是影响了需要资源保证的核心领域或主营业务领域的竞争力，损害了对核心竞争力的培养，一些企业甚至丧失了原有的优势。研究发展投入不足，创新能力差椐调查，我国中小企业研发经费占销售收入的比例平均水平不到4%，而国际企业界普遍认为，研发经费占销售额的5%以上，企业才有竞争力；占2%仅够维持；不足1%的企业则难以生存。技术创新的动力在于企业的研发能力，对我国中小企业而言，研发投入的严重不足阻碍了企业进行技术改进和创新，严重削弱了企业的持续竞争能力，制约了企业的进一步发展壮大。组织结构调整滞后，管理混乱随着知识经济的发展，信息在管理中发挥了越来越重要的作用，为了及时的传递信息，沟通信息，必须对传统的组织结构进行调整，组织结构应向扁平化、柔性化方向发展。而目前我国大多数中小企业实行的还是传统的直线型组织结构，由于组织结构调整滞后，与国内大型企业及国外企业相比，我国中小企业的管理落后，尤其是企业的战略管理、成本理、质量管理、人力资源管理、销管理等方面，很难适应激烈的市场竞争。企业组织结构不合理，经营机制不活，是影响企业竞争力的带有根本性的深层次原因。二 培育中小企业核心竞争力的必要性企业核心竞争力是企业所拥有的,能够创造经济效益并难以被竞争对手模仿的独特能力,它是企业建立和保持优势的必要条件，是企业从技术到产品，从管理到战略综合素质的核心体现培育中小企业的核心竞争力具有重要的现实意义。我国经济已从短缺经济走向过剩经济在短缺经济时代，尽管中小企业生产的产品技术含量低,产品档次低,但由于产品供不应求,中小企业生产的产品仍然能销售出去并在市场中具有一定的优势。在市场经济体制日益完善的今天，产品往往供过于求,产品的买方市场已逐步形成,而且随着科学技术的进步，我国中小企业在市场竞争中的原有优势正在逐步消失,培育自己的独特优势是中小企业增强其竞争力的关键。国内外市场竞争日趋激烈加入wto后，国外的商品可以长驱直入我国的消费市场,这使得中小企业受到很大的冲击。同时，国内市场的竞争将更加激烈。近几年来，我国的中小企业之所以能较快发展，很大程度上得益于关税壁垒的调节和政府的宏观调控能力。而入世后，关税降低以至逐步取消，外国产品将以质优价廉赢得国内的消费者，这无疑是给中小企业更多的挑战面对经济全球化和加入wto的挑战，没有核心竞争力的中小企业迟早会在激烈的市场竞争中被淘汰。企业可持续发展的需要在我国众多的中小企业中，为什么有些企业能长盛不衰,发展壮大,而有些企业只是昙花一现?究其原因，关键在于企业是否拥有长期的竞争优势中小企业在某个特定时期取得竞争优势并不是很难，难的是长期保持竞争优势经济全球化时代，由于产品寿命周期的日渐缩短，竞争成功的关键在于企业是否拥有不断开发新产品和开拓市场的特殊竞争能力。企业的长期竞争优势来源于优于竞争对手的核心竞争力只有培育中小企业的核心竞争力,才能带动企业各方面的发展，把企业有限的人力
企业的核心竞争力，对于不同企业，以及不同企业的不同发展阶段，是不同的。通常来说，企业的核心竞争力，是指对企业的竞争优势形成最有力的核心要素。1、企业的核心竞争力，一般表现为规模优势、技术优势、经营模式优势、市场占有优势或品牌优势。制造业企业，最常见的核心竞争力是品牌优势和规模优势；互联网企业，最常见的是经营模式优势。经营模式也被称作商业模式、盈利模式等等。2、对于企业来说，不同发展阶段的核心竞争力也是不同的。可能在开始发展阶段，核心优势只是商业模式或者技术优势；到了一定的发展阶段，会转为规模优势、品牌优势、价格优势或者产业链优势。核心竞争力体现在：资源——自身拥有并用以提供竞争力基础的资产，包括内部资源和外部资源。技能——变现为技术能力和支撑能力。技术能力是一组具有技术特性并依附于技术型人才的技能。支撑能力是指培育、建立、积累、配置和保护的能力。管理——规范化管理也是基础竞争力的管理。人力资源——人力资源的竞争直接关系到企业的核心竞争力，尤其是在21世纪，人才最重要，企业必须重视人才、培养人才、留住人才。
回答 您好！我是职场达人捏沙成石！二十多年职场工作经验，很高兴为您解答！！！！ 企业的核心竞争力都包括把握全局、审时度势的判断力，大胆突破、敢于竞争的创新力，博采众长、开拓进取的文化力，保证质量、诚实守信的亲和力！ 企业的核心竞争力就是企业的决策力，它包括把握全局、审时度势的判断力，大胆突破、敢于竞争的创新力，博采众长、开拓进取的文化力，保证质量、诚实守信的亲和力。 核心竞争力是群体或团队中根深蒂固的、互相弥补的一系列技能和知识的组合，借助该能力，能够按世界一流水平实施—到多项核心梳程。企业核心竞争力就是企业长期形成的，蕴涵于企业内质中的，企业独具的，支撑企业过去，现在和未来竞争优势，并使企业在竞争环境中能够长时间取得主动的核心能力。 提问 企业核心竞争力是什么 回答 1、高水平的人力资本。 2、领先业内的核心技术。 3、不竭的创新动力。 4、突出的管理能力。 5、稳固的营销网络。 更多8条
他们的品牌就是他们的核心竞争力，现如今他们不管是从技术上还是从产品质量上都是具有口碑的，也产生了一定的品牌效应，这一点从央视为他们宣传，还有新濠大理石瓷砖的合作伙伴都是万达、中交这样的集团就可以看出来。
我觉得首先是中国烟草总公司，在就是国家电网，然后就是三大运营商，还有就是中国邮政集团公司，再就是国有商业银行，还有就是中石油，再就是中国建筑集团有限公司，然后就是中国铁路总公司，在是国家电力投资集团有限公司，还有就是中国航天科技集团公司。