基于国家竞争优势理论的产业政策观

在迈克尔·波特教授国家竞争优势理论的基础之上,本文为国家制定产业政策提供合理性说明及一般性指导原则,以求为国家制定产业政策提供参考.     

基本竞争优势模型的构建与应用

本文基于竞争优势模型分解、整合发展趋势与营销管理、战略管理等管理思想日益融合的态势及波特竞争优势三角框架^①，创新性地构建、阐释了一个基本竞争优势模型，强调了其时代竞争意义，预测了其发展趋势并做出了战略应用性的分析。     

产业集群竞争优势理论分析

产业集群是现代经济中一类重要的产业间新的组织形式,其强劲的竞争优势成为了国家或地区竞争力的重要来源.学术界对产业集群竞争优势展开了多视角的研究,本文综述和归纳了众多的产业集群竞争优势理论,认为各种理论对产业集群的竞争优势主要是从集群产业集聚、集群组织与生产方式、集群创新三个方面进行分析的.     

整合营销 木桶理论与相对竞争优势

[一] 整合营销与木桶理论 整合营销强调企业的每一个市场行为都必须围绕一个核心,体现品牌定位的统一性;认为只有在统一的前提下,才能将各个市场行为如同一个个的闪光点连成一片,达成企业的良性循环.     

浅谈竞争优势理论与中国外贸发展的对策

本文介绍竞争优势理论的主要内容,指出我国应采用竞争优势理论代替比较优势理论来指导贸易战略的制定,同时分析竞争优势与我国的适用情况,并提出相应的政策建议。     

企业的竞争优势来源及其战略选择

本文在综合产业分析理论与核心能力理论的基础上,提出了一个分析企业竞争优势来源的动态架构,即“产业景气-战略群组-核心能力”这样一个一般分析范式。同时刻画了企业所处的“竞争优势空间”,分析了在位企业和潜在进入者如何根据这一范式制定有效的竞争战略。     

国际产业集群及其竞争优势

经济全球化的今天,市场竞争已从企业发展战略向产业集群战略演化。产业集群通过专业化分工和群体协同效应显现出的竞争优势,日益受到广泛关注,成为企业、产业、区域参与国际竞争的重要力量和组织形式。     

专利竞争优势的理论探源

目前，专利问题不再仅仅是留给律师和工程师们的技术性工作，更应成为高层经理们制定战略时考虑的关键内容，但专利战略管理的理论研究还不够深入。本文认为垄断与创新，这个专利系统不得不面临的悖论难题却使专利竞争优势具有多种租金性质和存在一定的时空范围，也造就了专利竞争的立体性、多维性和复杂性。这不仅突出了开展专利战略管理研究的必要性和重要性。也为专利的差异化战略设计提供巨大空间和丰富的理论源泉。     

基于产业竞争优势理论的伦敦文化创意产业竞争优势研究

在全球经济增长缓慢背景下,创意经济表现出巨大活力。世界已进入创意经济的时代,伦敦作为创意之都,其文化创意产业发展模式的研究对其他国家地区的文化创意产业发展具有借鉴作用。从产业竞争优势理论出发,通过归纳影响伦敦文化创意产业因素,对伦敦文化创意产业的竞争优势进行分析。     

化比较优势为竞争优势实施强纺织战略

织业是劳动密集型行业，是 我国具有比较优势的传统支柱产业之一。化纤、棉纱、棉布、纺毛纱、呢绒、丝和丝织品、服装等主要产品产量和生产能力均居世界首位。对整个纺织业而言，纺织品的出口是发展的动力，而纺织业的进步则是纺织品出口和全行业发展的基础和依托。随着全球经济的发展和各国经济结构的变化和调整，纺织工业日益趋向资本技术密集型。发达国家的资金比较优势和发展中国家劳动力比较优势，不断改变世界纺织生产和贸易的格局。市场趋向运用高新技术和市场网络主导着高附加值领域发展以及综合经济实力竞争方面转换。纺织工业…     

企业价值网络竞争优势研究

本文提出的企业价值网络概念是对各种新兴运作模式的提炼与深化。企业价值网络具备网络经济、规模经济、风险对抗、粘滞效应和速度效应五种基本竞争优势效应。企业构筑价值网络的主要职责是：明确网络的客户价值定位，制定网络战略；根据网络战略吸收网络成员，建立通畅的信息沟通模式和有效的协调机制；合理分配网络利益，增强网络成员之间的信任，及时调整网络成员。     

Competitive Advantage Through Product Performance Innovation in a Competitive Market

Superior product performance does not necessarily ensure commercial success. In many industries, companies seek competitive advantage primarily through product innovation. Competition in such markets is based on claims of technological superiority. However, unless a company can clearly establish the superiority of its products in its customers' minds, a differentiation strategy based on relative product performance is likely to be ineffective. This is particularly true in markets characterized by numerous product introductions from many competitors.
Product innovation success declines as the intensity of market competition increases. This may be caused by customers' inability to differentiate products on the basis of functional performance. John H. Friar tests this hypothesis by examining an industry, medical diagnostic ultrasound equipment, that is characterized by frequent product introductions from numerous companies.
Technical experts from the competing manufacturers believe there are differences in the image quality of their equipment and strongly agree on the factors that distinguish better performance. In most cases, however, customers could not distinguish product performance. Ironically, in a market where everyone is competing by improving product performance, product performance innovation alone may not be enough to create meaningful differentiation.
To succeed in such an environment, companies must compete on two levels. Continued emphasis on product innovation is necessary to keep pace with the competition. However, because product innovation alone is not sufficient to provide market differentiation, companies must shift their competitive thrust to other dimensions.     

Positioning of Financial Services for Competitive Advantage

The financial services sector is becoming increasingly competitive. Deregulation allows formerly nonoverlapping financial institutions to compete. To survive and succeed, financial institutions must develop strong positions. A position summarizes the distinctive competence that a company seeks to convey to the marketplace to establish its competitive advantage. In this article, Christopher Easingwood and Vijay Mahajan describe a number of positioning attempts in the financial services sector. They are guided by two central objectives.
The first is to show how the special characteristics of services give rise to eight different positioning possibilities for financial services organizations. These positions present a range of potential options from which the manager may choose. For instance, an "extra service" position is one option, a "performance" position is another.
The second objective is to demonstrate the use of the positioning framework, with examples taken from the insurance sector to provide illustrations rather than a complete picture of insurance positioning.
The article concludes with a number of recommendations. For instance, financial institutions should avoid overcrowded positions and occupy underexploited positions. If accepted, these recommendations should help the financial services executive develop a competitive positioning strategy.     

环境政策工具与企业竞争优势

在提倡可持续发展的今天，对环境问题的关注也越来越多。其中关于环境和竞争力的研究，学术界多从环境标准的高低来分析两者之间的关系。本文从制度意义上讨论不同环境政策工具对企业环境技术创新的激励程度，导致在开放经济下影响两个处于不同环境管理体制下的企业之间的竞争优势(先动优势)。同时指出可能存在一些因素限制这些环境政策工具的有效性，使得对企业的技术创新激励不能充分实现，影响建立起真正的竞争优势。     

Sources of Durable Competitive Advantage in New Products

In this article, Michael Lawless and Robert Fisher propose a conceptual framework for analyzing durable sources of competitive advantage for new products. They assess various components of new product introduction strategies in terms of their degrees of competitive "imitability" (i.e., the ease with which competitors can imitate). The less imitable the component, the more durable the profits it generates. The authors identify seven strategic components based on bodies of research in strategy and promotion, distribution and firm characteristics. By selectively managing these components, an innovating firm can affect a new product's imitability and the duration of returns. Using a "resource mobility" perspective, the authors develop propositions that should lead to a more systematic focus on long-term profits in new product introductions.     

企业核心竞争力与管理优势浅析

企业核心竞争力是指企业所拥有的独特能力和优势。企业竞争能力体现在资本、人才、管理、技术、产品、成本、营销网络等方面的优势，其中，管理优势是核心优势，企业的竞争力归根到底是企业的管理优势。企业拥有的核心竞争力是其他各种优势得以发挥作用的联结点，是其可持续发展的根本。企业核心竞争力的培育在于管理素质，企业核心竞争力的关键在于管理好关键员工，企业核心竞争力的保持离不开战略管理。     

因果模糊与持续竞争优势的形成

因果模糊是持续竞争优势的来源。本文从企业资源和企业能力的角度。通过阐释企业持续竞争优势与因果模糊之间的关系，认为正是由于独特性资源、核心竞争力、默认知识、决策过程和企业社会资本所具有的因果模糊，使成功的企业难以被模仿。进而构筑了牢固的隔离机制，使企业的竞争优势得以保持。