国有工艺品外贸公司的核心竞争能力研究
摘要
随着社会主义市场机制的建立，我国的经济体制正在经历着由传统的计划经济向社会主义市场经济的转变。对外贸易作为我国经济的一个组成部分，其自身的改革也在不断深入，最显著的变化就是外贸经营权的扩大和垄断的逐步打破，外贸行业在我国已由垄断性行业过渡到一般性竞争行业。以中国工艺品的出口为例，自1988年以来，国家逐步放开了此类产品出口的经营权和管制政策，1999年抽纱产品出口许可证的废止，标志着中国手工艺品完全进入了自由竞争的时期。在这种情况下，各类企业纷纷涌入工艺品的出口大军之中，工贸公司、私人/半私人外贸公司纷纷开始出口此类产品，而国有外贸公司不再享有以往的优惠政策，出口规模不断萎缩，利润也在大幅度滑坡，亏损面不断加大，国有工艺品外贸公司作为外贸出口主力军的地位已经动摇，经营陷入了前所未有的困境之中。
之所以造成这种困难局面的原因有很多，例如：行政干预过多，外贸企业未能真正形成自主经营；观念陈旧，组织形式和内部机制落后；业务范围狭窄，缺乏自有品牌，经营手段单一等等，但大多数以北京市首饰进出口公司为代表的国有工艺品外贸企业没有自己的核心专长，缺乏核心竞争能力，只局限于扮演出口中间商的简单角色，不能不说是其中的重要原因之一。
因此，引进20世纪90年代的最新战略管理理论——“核心竞争能力”理论，并与国有外贸企业的具体情况相结合，通过介绍跨国公司建立核心竞争能力的先进经验，来探讨国有工艺品外贸公司如何建立自己的核心竞争能力，以此来参与激烈的竞争并获得竞争优势，会对国有外贸企业摆脱困境，走上良性发展的道路大有裨益。
“核心竞争能力”理论是由普拉哈拉德（C. K. Prahalad）和汉默（G. Hamel）二位教授在1990年提出的。他们认为企业的长期竞争优势来源于以比竞争对手更低的成本和更快的速度建立核心竞争能力的能力，核心竞争能力象根一样支撑着企业这棵大树，其市场延展性、用户价值性和独特性等三个特征使之成为企业获得持续竞争优势的根本所在。核心竞争能力理论是西方近十年来最先进的战略管理理论，它继承和发展了几代战略管理理论的精华，更加注重企业内在资源和能力的研究，明确指出企业的核心能力是其实施战略的基础，是其获得长期竞争优势的源泉，这一理论对于企业如何利用自身的资源进行发展具有很强的指导意义。
由于时间和篇幅有限，本文没有全面阐述核心竞争能力的有关理论，而是选择了其中的一些对我国国有工艺品外贸公司有较大现实意义的理论作为重点进行讨论，并在此理论基础上调查、搜集了三家中、外企业的情况，分别进行分析研究，运用分析、综合、比较、归纳和演绎的方法加以论证和总结，使本文具有一定的现实意义。
首先，本文通过介绍北京市首饰进出口公司产品、供货商、市场、经营方式、客户构成等情况，总结了以其为代表的国有工艺品外贸公司目前的经营状况：因循传统的“收购——出口”的模式，缺乏自主产品，销售渠道往往依赖于国外的进口商，竞争手段单一，尚未摆脱单纯价格竞争的局面。
作为对照，本文例举了美国耐克公司的成功案例。该公司通过培育、运用核心竞争能力，成长为全球著名的跨国企业。笔者分析了它在产品设计和市场营销方面的核心竞争能力及其所创造的长期竞争优势。本文还例举了青岛金王集团扭亏为盈，健康发展的实例。这家本国企业的成功经验进一步说明了独有专长是核
心竞争能力的基础和核心。相比之下，造成国有工艺品外贸企业竞争能力下降、经营陷入困境的根本性原因则是其没有建立核心竞争能力。
然后，本文分析了北京首饰在资源获取、产品设计、营销渠道、专业人才、与供货商关系等方面所具有的一定优势，但由于这些优势缺乏独创性，尚未构成真正的核心竞争能力，造成了国有工艺品外贸公司竞争能力相对减弱，原有的竞争优势逐步丧失。
因此，国有工艺品外贸公司应在价值链分析的基础上，集中优势资源于关键领域，构建企业的核心竞争能力。耐克公司在这方面的成功经验是运用价值链理论将生产外包，集中资源专攻附加值最高的设计和行销，形成以其为核心竞争能力的战略。以北京首饰为代表的国有工艺品外贸公司可借鉴耐克公司的宝贵经验，通过价值链分析确定产品开发和市场营销为战略环节，充分利用企业外部的资源基础，将内部优势资源集中于关键领域，建立以“产品设计、市场营销”为特色的核心竞争能力，而国有工艺品外贸公司成功建立和实施核心竞争能力的重要前提是产权改革、建立现代企业制度。
通过以上的分析和说明，本文最终可以得出以下结论：
1．核心竞争能力是企业长期优势的根本所在，而独有专长则是核心竞争能力的首要核心。
2．国有工艺品外贸公司的现有资源优势尚未达到核心竞争能力的标准，但在价值链分析的基础上可以将这些优势资源集中于关键领域，着力建立以“产品设计、市场营销”为基础的企业真正的核心竞争能力。
3．加快我国国有工艺品外贸公司现代企业制度的建立以及产权制度的改革，为培育、实施核心竞争能力战略提供必要的前提条件。
总之，国有工艺品外贸公司在现代企业制度下，充分利用自身的优势资源
As China is establishing the socialist market mechanism, its original economic system is undergoing a transformation from traditional planning into socialist market-orientation. Being a part of the economy, foreign trade industry also deepens the reform with the outstanding features of transferring the import-export rights to the expanded levels and breaking the monopoly, thus changing foreign trade into an ordinary competitive industry. Take the export of Chinese handicrafts as an example: since 1988, Chinese government has continuously relaxed the restrictive policies and the cancellation of export license of artex products in 1999 marked the entrance of Chinese handicrafts into the stage of free competition. Under such circumstances, various kinds of enterprises, including manufacturers, private & semi-private trading companies, started to engage in the export of handicrafts. Meanwhile, as the state-owned handicrafts import/export corporations (SOHIEC) no longer enjoy the favourite policies, "their scales and profits shrink dramatically, drawing them into desperate positions. SOHIEC's leading position in export has been completely shaken.
There are many reasons for the difficulties: too many administrative decrees hindering the independent management; outdated thought lagging the organization structure and managing mechanism;- narrow business scope resulting in the simplism of operating measures and absence of self-dependent brands. However, lack of special knowledge and core competencies is one of the most important factors causing the present situation of SOHIEC, which is typically demonstrated by Beijing Jewellery I/E Corporation.
Therefore, recommending the latest strategic management theory ?"core competence", introducing into the companies the successful experience of multinational enterprises and combining with the particular conditions of SOHIEC will be very helpful for SOHIEC to probe the possibilities of cultivating and implementing core competencies, by which SOHIEC may extricate the difficult position and grow healthily.
The concept of "core competence" was put forward by Prof. C. K. Prahalad and Prof. G. Hamel in 1990. They deemed that "in the long run, competitiveness derives from an ability to build, at lower cost and more speedily than competitors, the core competencies"; "the diversified corporation is a large tree, .... the root system that provides nourishment, sustenance and stability is the core competence.". Core competence's potential access to wide variety of markets, significant contribution to the perceived customer benefits of the end product and difficulties for competitors to imitate make it the origin of sustained competitive advantages. As the most advanced strategic management theory in the last 10 years, "core competence" inherits and develops the essence of former theories, pays much more attention to the internal resources of the enterprises and explicitly point out core competencies is the base of strategy implementation and long-term competitive advantages. It makes a significant contribution to the enterprises developing on the basis of internal
resources.
Owing to the limitation of time and space, the thesis centres on the theories that are practically significant to SOHIEC. Furthermore, it discusses 3 cases of Chinese/foreign enterprises through analyzing, summarizing, comparing, inducing and deducing.
At first, the paper sums up the present operation of SOHIEC by introducing Beijing Jewellery's products, suppliers, customers, market and operating methods. The general situation is following the traditional "buy-sell (export)" mode, lacking the independence of products, relying on the foreign importers excessively, not extricating the simplistic measure of price competition at all.
Then, it analyses the successful growth of Nike, inc., which is reached through cultivating and utilizing the core competencies on design and marketing. The case of Kingking Group in Qingdao illustrates that special knowledge and technologies are key to core competencies
之所以造成这种困难局面的原因有很多，例如：行政干预过多，外贸企业未能真正形成自主经营；观念陈旧，组织形式和内部机制落后；业务范围狭窄，缺乏自有品牌，经营手段单一等等，但大多数以北京市首饰进出口公司为代表的国有工艺品外贸企业没有自己的核心专长，缺乏核心竞争能力，只局限于扮演出口中间商的简单角色，不能不说是其中的重要原因之一。
因此，引进20世纪90年代的最新战略管理理论——“核心竞争能力”理论，并与国有外贸企业的具体情况相结合，通过介绍跨国公司建立核心竞争能力的先进经验，来探讨国有工艺品外贸公司如何建立自己的核心竞争能力，以此来参与激烈的竞争并获得竞争优势，会对国有外贸企业摆脱困境，走上良性发展的道路大有裨益。
“核心竞争能力”理论是由普拉哈拉德（C. K. Prahalad）和汉默（G. Hamel）二位教授在1990年提出的。他们认为企业的长期竞争优势来源于以比竞争对手更低的成本和更快的速度建立核心竞争能力的能力，核心竞争能力象根一样支撑着企业这棵大树，其市场延展性、用户价值性和独特性等三个特征使之成为企业获得持续竞争优势的根本所在。核心竞争能力理论是西方近十年来最先进的战略管理理论，它继承和发展了几代战略管理理论的精华，更加注重企业内在资源和能力的研究，明确指出企业的核心能力是其实施战略的基础，是其获得长期竞争优势的源泉，这一理论对于企业如何利用自身的资源进行发展具有很强的指导意义。
由于时间和篇幅有限，本文没有全面阐述核心竞争能力的有关理论，而是选择了其中的一些对我国国有工艺品外贸公司有较大现实意义的理论作为重点进行讨论，并在此理论基础上调查、搜集了三家中、外企业的情况，分别进行分析研究，运用分析、综合、比较、归纳和演绎的方法加以论证和总结，使本文具有一定的现实意义。
首先，本文通过介绍北京市首饰进出口公司产品、供货商、市场、经营方式、客户构成等情况，总结了以其为代表的国有工艺品外贸公司目前的经营状况：因循传统的“收购——出口”的模式，缺乏自主产品，销售渠道往往依赖于国外的进口商，竞争手段单一，尚未摆脱单纯价格竞争的局面。
作为对照，本文例举了美国耐克公司的成功案例。该公司通过培育、运用核心竞争能力，成长为全球著名的跨国企业。笔者分析了它在产品设计和市场营销方面的核心竞争能力及其所创造的长期竞争优势。本文还例举了青岛金王集团扭亏为盈，健康发展的实例。这家本国企业的成功经验进一步说明了独有专长是核
心竞争能力的基础和核心。相比之下，造成国有工艺品外贸企业竞争能力下降、经营陷入困境的根本性原因则是其没有建立核心竞争能力。
然后，本文分析了北京首饰在资源获取、产品设计、营销渠道、专业人才、与供货商关系等方面所具有的一定优势，但由于这些优势缺乏独创性，尚未构成真正的核心竞争能力，造成了国有工艺品外贸公司竞争能力相对减弱，原有的竞争优势逐步丧失。
因此，国有工艺品外贸公司应在价值链分析的基础上，集中优势资源于关键领域，构建企业的核心竞争能力。耐克公司在这方面的成功经验是运用价值链理论将生产外包，集中资源专攻附加值最高的设计和行销，形成以其为核心竞争能力的战略。以北京首饰为代表的国有工艺品外贸公司可借鉴耐克公司的宝贵经验，通过价值链分析确定产品开发和市场营销为战略环节，充分利用企业外部的资源基础，将内部优势资源集中于关键领域，建立以“产品设计、市场营销”为特色的核心竞争能力，而国有工艺品外贸公司成功建立和实施核心竞争能力的重要前提是产权改革、建立现代企业制度。
通过以上的分析和说明，本文最终可以得出以下结论：
1．核心竞争能力是企业长期优势的根本所在，而独有专长则是核心竞争能力的首要核心。
2．国有工艺品外贸公司的现有资源优势尚未达到核心竞争能力的标准，但在价值链分析的基础上可以将这些优势资源集中于关键领域，着力建立以“产品设计、市场营销”为基础的企业真正的核心竞争能力。
3．加快我国国有工艺品外贸公司现代企业制度的建立以及产权制度的改革，为培育、实施核心竞争能力战略提供必要的前提条件。
总之，国有工艺品外贸公司在现代企业制度下，充分利用自身的优势资源
As China is establishing the socialist market mechanism, its original economic system is undergoing a transformation from traditional planning into socialist market-orientation. Being a part of the economy, foreign trade industry also deepens the reform with the outstanding features of transferring the import-export rights to the expanded levels and breaking the monopoly, thus changing foreign trade into an ordinary competitive industry. Take the export of Chinese handicrafts as an example: since 1988, Chinese government has continuously relaxed the restrictive policies and the cancellation of export license of artex products in 1999 marked the entrance of Chinese handicrafts into the stage of free competition. Under such circumstances, various kinds of enterprises, including manufacturers, private & semi-private trading companies, started to engage in the export of handicrafts. Meanwhile, as the state-owned handicrafts import/export corporations (SOHIEC) no longer enjoy the favourite policies, "their scales and profits shrink dramatically, drawing them into desperate positions. SOHIEC's leading position in export has been completely shaken.
There are many reasons for the difficulties: too many administrative decrees hindering the independent management; outdated thought lagging the organization structure and managing mechanism;- narrow business scope resulting in the simplism of operating measures and absence of self-dependent brands. However, lack of special knowledge and core competencies is one of the most important factors causing the present situation of SOHIEC, which is typically demonstrated by Beijing Jewellery I/E Corporation.
Therefore, recommending the latest strategic management theory ?"core competence", introducing into the companies the successful experience of multinational enterprises and combining with the particular conditions of SOHIEC will be very helpful for SOHIEC to probe the possibilities of cultivating and implementing core competencies, by which SOHIEC may extricate the difficult position and grow healthily.
The concept of "core competence" was put forward by Prof. C. K. Prahalad and Prof. G. Hamel in 1990. They deemed that "in the long run, competitiveness derives from an ability to build, at lower cost and more speedily than competitors, the core competencies"; "the diversified corporation is a large tree, .... the root system that provides nourishment, sustenance and stability is the core competence.". Core competence's potential access to wide variety of markets, significant contribution to the perceived customer benefits of the end product and difficulties for competitors to imitate make it the origin of sustained competitive advantages. As the most advanced strategic management theory in the last 10 years, "core competence" inherits and develops the essence of former theories, pays much more attention to the internal resources of the enterprises and explicitly point out core competencies is the base of strategy implementation and long-term competitive advantages. It makes a significant contribution to the enterprises developing on the basis of internal
resources.
Owing to the limitation of time and space, the thesis centres on the theories that are practically significant to SOHIEC. Furthermore, it discusses 3 cases of Chinese/foreign enterprises through analyzing, summarizing, comparing, inducing and deducing.
At first, the paper sums up the present operation of SOHIEC by introducing Beijing Jewellery's products, suppliers, customers, market and operating methods. The general situation is following the traditional "buy-sell (export)" mode, lacking the independence of products, relying on the foreign importers excessively, not extricating the simplistic measure of price competition at all.
Then, it analyses the successful growth of Nike, inc., which is reached through cultivating and utilizing the core competencies on design and marketing. The case of Kingking Group in Qingdao illustrates that special knowledge and technologies are key to core competencies
引文
1．Andrews K. R., The Concept of Corporate Strategy, Burr Ridge, IL: Dow Jones Irwin, 1971.
2．Ansoff, H. I., Corporate Strategy, New York: McGraw-Hill Book Company, 1965.
3．Chandler, A. D., Strategy and Structure, Cambridge, MA: MIT Press, 1962.
4．Coombs, R., "Core Competencies and the Strategic Management of R&D", R&D Management, 1996, 26(4).
5．David, Fred R., Strategic Management, 6th Edition, Upper Saddle River, NJ: Prentice Hall, Inc., 1997.
6．Kesler, M., D. Klostad and W. E. Clark, "Third Generation R&D: the Key to Leveraging Core Competence", The Columbia Journal of World Business, Fall 1993.
7．Klein, J., D. Gee and H. Jones, "Analysing Clusters of Skills in R&D -- Core Competencies, Metaphors, Visualization and the Role of IT", R&D Management, 1998, 28(1).
8．Leonard-Barton, D., "Core Capability and Core Rigidities: A Paradox in Managing New Product Development", Strategic Management Jounal, 1992, 13.
9．Mintzburg H., "Crafting Strategy", Harvard Business Review, July-August, 1987.
10．Patel, P. And K. Pavitt, "The Technological Competencies of the World's Largest Firms: Complex and Path-Dependent, but Not Much Variety", Research Policy, 1997, 26.
11．Prahalad, C. K., "The Role of Core Competence in the Corporation", Research Technology Management, November-December, 1993.
12．Prahalad, C. K. and Gary Hamel, "The Core Competence of the Corporation", Harvard Business Review, May-June, 1990.
13．Porter, Michael E., Competitive Strategy: Techniques for Analyzing Industries and Competitors, New York: Free Press, 1980.
14．Robbins, Stephen P. and Mary Coultar, Management, 5th Edition, Upper Saddle River, NJ: Prentice Hall, Inc., 1996.
15．Sanchez, R., A. Heene and H. Thomas, Competence-based Competition, John Wiley & Sons Ltd., 1994.
16．王绍熙主编，《中国对外经济贸易理论与政策》，中国对外经济贸易出版社，1997年6月。
17．迈克尔·波特著，陈小悦译，《竞争优势》，华夏出版社，1997年1月。
18．苏亚民主编，《现代营销学》，对外经济贸易大学出版社、首都经济贸易大学出版社，1997年5月。
19．陈坤、李平，《管理能力：中国企业培育核心竞争力的关键因素》，《中国软科学》，2001年第5期。
20．金占明著，《战略管理》，清华大学出版社，2000年。
21．郭斌著，《基于核心能力的企业组合创新理论与实证研究》，浙江大学，1998。
22．高鸿业主编，《西方经济学》（上册：微观部分），中国经济出版社，1996年1月。
23．鲁开垠、汪大海等著，《核心竞争力——企业永续制胜之道》，经济日报出版社，2001年1月。
24．魏江著，《企业技术能力：增长过程、机理与模式》，浙江大学，1997年。
2．Ansoff, H. I., Corporate Strategy, New York: McGraw-Hill Book Company, 1965.
3．Chandler, A. D., Strategy and Structure, Cambridge, MA: MIT Press, 1962.
4．Coombs, R., "Core Competencies and the Strategic Management of R&D", R&D Management, 1996, 26(4).
5．David, Fred R., Strategic Management, 6th Edition, Upper Saddle River, NJ: Prentice Hall, Inc., 1997.
6．Kesler, M., D. Klostad and W. E. Clark, "Third Generation R&D: the Key to Leveraging Core Competence", The Columbia Journal of World Business, Fall 1993.
7．Klein, J., D. Gee and H. Jones, "Analysing Clusters of Skills in R&D -- Core Competencies, Metaphors, Visualization and the Role of IT", R&D Management, 1998, 28(1).
8．Leonard-Barton, D., "Core Capability and Core Rigidities: A Paradox in Managing New Product Development", Strategic Management Jounal, 1992, 13.
9．Mintzburg H., "Crafting Strategy", Harvard Business Review, July-August, 1987.
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