8 July
Identifying Core Competencies
Core competencies meld customer value with a special ability of the producer.
Leadership rests on being able to do something others cannot do at all or find difficult to do even poorly. It rests on core competencies that meld market or customer value with a special ability of the producer or supplier. Some examples: the ability of the Japanese to miniaturize electronic components, which is based on their three-hundred-year-old artistic tradition of putting landscape paintings on a tiny lacquered box; or the almost unique ability GM has had for eighty years to make successful acquisitions.
But how does one identify both the core competencies one has already and those the business needs to take and maintain a leadership position? How does one find out whether one's core competence is improving or weakening? Or whether it is still the right core competence and what changes it might need? The first step is to keep careful track of one's own and one's competitors' performance, looking especially for unexpected successes and for unexpected poor performance in areas where one should have done well. The successes demonstrate what the market values and will pay for. They indicate where the business enjoys a leadership advantage. The nonsuccesses should be viewed as the first indication that the market is changing or that the company's competencies are weakening.
7月8日
识别核心能力
核心能力，是客户价值与企业独特能力的结合。
领导地位建立在这样一种能力之上：能够做到别人根本做不到，或者即使别人能够做，也做得很差。
这种领导力来源于核心能力——一种将市场或客户价值，与生产者或供应商独特能力结合起来的能力。
例如，日本企业能够将电子元器件高度微型化，这一能力源于他们数百年来在微小漆器上绘制山水画的艺术传统；又如，通用汽车八十年来几乎无人能及的成功并购能力。
那么，企业如何识别自己已经拥有的核心能力，以及未来保持领导地位所需要的新核心能力？又如何判断现有核心能力是在增强还是减弱？它是否仍然是正确的核心能力？是否需要调整？
第一步，就是持续跟踪自己和竞争对手的经营表现，尤其关注那些意外成功，以及那些本应表现良好却意外失利的领域。
成功告诉我们市场真正重视什么、愿意为什么付费，也说明企业在哪些方面拥有领先优势。
而失败，则应被视为市场正在发生变化，或者企业核心能力正在削弱的第一个信号。
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