競爭優(yōu)勢理論作為發(fā)展戰(zhàn)略【外文翻譯】

1、<p><b>　　外文翻譯</b></p><p><b>　　原文</b></p><p>　　The competitive advantage theory as a growth strategy</p><p>　　Material Source:［EB/OL］. http://ideas.repec

2、.org/a/aio/rteyej/v1y2008i11p47-52.html, 2008.11.05 Author:Ec. Ecaterina Nicoleta Ciurez</p><p>　　Abstract: To do well in any business you must develop a long-term strategy. Making consisten

3、t decisions in all aspects of a firm's operations is difficult without a well-defined and clearly integrated strategy. By far the most widely pursued corporate directional strategies are those designed to achieve gro

4、wth in sales, assets, profits or some combination. Companies that do business in expanding industries must grow to survive. Continuing growth means increasing sales and a chance to take advant</p><p>　　Keywo

5、rds: competitive advantage, growth strategy, growth resources, core competencies, explicit knowledge, tacit knowledge</p><p>　　Michael Porter in his book The Competitive Advantage of Nations, has developed a

6、 model that allows to analyze why some nations are more competitive than others and also why some industries within nations are more competitive than others.</p><p>　　This model of determining factors of nat

7、ional advantage has become known as Porters Diamond. It suggests that the national home base of an organization plays an important role in shaping the extent to which it is likely to achieve advantage on a global scale.

8、This home base provides basic factors, which support or hinder organizations from building advantages in global competition.</p><p>　　Porter's Five Forces Analysis is a tool for analyzing the attractiven

9、ess of an industry. It has 5 components -customer, competitor, suppliers, barriers to entry, threat of substitutes. The tool allows you to consider each of these areas and to determine whether this is going to be profita

10、ble or not for companies in that industry. Porter identifies many elements that can be considered in each of these areas. These factors can be scored, the higher the score the better the industry. A simple way t</p>

11、;<p>　　1 Threat of New Entrants</p><p>　　New entrants to an industry typically bring to it new capacity, a desire to gain market share, and substantial resources. They are, therefore, threats to an es

12、tablished corporation. The threat of entry depends on the presence of entry barriers and the reaction that can be expected from existing competitors.</p><p>　　An entry barrier is an obstruction that makes it

13、 difficult for a company to enter an industry. Some of the possible barriers of entry are:</p><p>　　? Economies of scale: scale economies in the production and sales of some products give to the manufacturin

14、g company a significant cost advantage over any new rival.</p><p>　　? Product differentiation: some big corporations create high entry barriers through their high level of advertising and promotion.</p>

15、;<p>　　? Capital requirements: the need to invest huge financial resources in manufacturing facilities creates a significant barrier to entry to any competitor.</p><p>　　? Switching costs: for example

16、 for a new software which training costs are very high.</p><p>　　? Access to distribution channels: small entrepreneur often have difficulty in obtaining supermarket shelf space for their goods because large

17、 retailers charge for space and give priority to the firms who can pay for the advertising needed to generate high customer demand.</p><p>　　? Cost disadvantages independent of size: once a new product earns

18、 sufficient market share to be accepted as the standard for that type of product, the maker has a key advantage.</p><p>　　? Government policy: governments can limit entry into an industry through licensing r

19、equirements by restricting access to raw materials such as oil-drilling protected areas.</p><p>　　2 Rivalry Among Existing Firms</p><p>　　In most industries, corporations are mutually dependent.

20、 A competitive move by one firm can be expected to have a noticeable effect on its competitors and thus may cause retaliation or counter efforts. According to Porter, intense rivalry is related to the presence of several

21、 factors, including:</p><p>　　? Number of competitors – when the competitors are few and roughly equal in size, they watch each other carefully to make sure that any move by another firm is matched by an equ

22、al countermove.</p><p>　　? Rate of industry growth – any the only path to growth is to take sales away from a competitor.</p><p>　　? Product or service characteristics - many people choose a pro

23、duct based on location, variety of selection and pricing.</p><p>　　? Amount of fixed costs – special offers for customers.</p><p>　　? Capacity – if the only way a manufacturer can increase capac

24、ity is in a large increment by building a new plant, it will run that new plan at full capacity to keep unit costs as low as possible -thus producing so much that the selling price falls through industry.</p><

25、;p>　　? Height of exit barriers – exit barriers keep a company from leaving an industry ; the brewing industry, for example, has a low percentage of companies that voluntarily leave the industry because breweries are s

26、pecialized assets with few uses except for making beer.</p><p>　　? Diversity of rivals - rivals that are very different ideas of how to compete are likely to cross paths often and unknowingly challenge each

27、other’s position. This happens often in the retail clothing industry when a number of retailers open outlets in the same location, thus taking sales away from each other.</p><p>　　3 Threat of Substitute Prod

28、ucts or Services</p><p>　　Substitute products are those products that appear to be different but can satisfy the same need as another product (for example, Nutrasweet is a substitute for sugar).</p>&

29、lt;p>　　According to Porter, “substitutes limit the potential returns of an industry by placing a ceiling on the prices firms in the industry can profitably charge.” To the extent that switching costs are low, substitu

30、tes may have a strong effect on an industry. Tea can be considered a substitute for coffee. If the price of coffee goes up high enough, coffee drinkers will slowly begin switching for tea. The price of tea thus puts a pr

31、ice ceiling on the price of coffee. Identifying possible substitute pr</p><p>　　4 Bargaining Power of Buyers</p><p>　　Buyers affect an industry through their ability to force down prices, bargai

32、n for higher quality or more services, and play competitors against each other. A buyer or a group of buyers is powerful if some of the following factors hold true:</p><p>　　? A buyer purchases a large propo

33、rtion of the seller’s product or service (for example, oil filters purchased by a major auto maker)</p><p>　　? A buyer has the potential to integrate backward by producing the product itself (for example a n

34、ewspaper chain could make its own paper)</p><p>　　? Alternative suppliers are plentiful because the product is standard or undifferentiated (for example, motorists can choose among many gas stations)</p&g

35、t;<p>　　? Changing suppliers costs very little (for example, office supplies are easy to find)</p><p>　　? The purchased product represents a high percentage of a buyer’s costs, thus providing an incen

36、tive to shop around for a lower price (for example, gasoline purchased for resale by convenience stores makes up half their total costs)</p><p>　　? A buyer earns low profits and is thus very sensitive to cos

37、ts and service differences (for example, grocery stores have very small margins)</p><p>　　? The purchased product is unimportant to the final quality or price of a buyer’s products or services and thus can b

38、e easily substituted without affecting the final product adversely (for example, electric wire bought for use in lamps)</p><p>　　5 Bargaining Power of Suppliers</p><p>　　Suppliers can affect an

39、industry through their ability to raise prices or reduce the quality of purchased goods and services. A supplier or supplier group is powerful if some of the following factors apply:</p><p>　　? The supplier

40、industry is dominated by a few companies, but it sells to</p><p><b>　　many</b></p><p>　　? Its product or service is unique and/or it has built up switching costs</p><p>

41、　　? Substitutes are not readily available</p><p>　　? Suppliers are able to integrate forward and compete directly with their</p><p>　　present customers</p><p>　　? A purchasing indus

42、try buys only a small portion of the supplier group’s</p><p>　　goods and services and is thus unimportant to the supplier</p><p>　　6 Relative Power of Other Stakeholders</p><p>　　A

43、sixth force should be added to porter’s list to include a variety of stakeholder groups from the task environment. Some of these groups are governments (if not explicitly included elsewhere), local communities, creditors

44、 (if not included with suppliers), trade associations, special interests groups, unions (if not included with suppliers), shareholders, and complementors.</p><p>　　A complementor is a company or an industry

45、whose product works well with another industry’s or a firm’s product and without which the product would lose much of its value.</p><p>　　Michael Porter proposes two “generic” competitive strategies for outp

46、erforming other corporations in a particular industry: lower cost and differentiation. These strategies are called generic because they can be pursued by any type of size of business firm, even by non-profit organization

47、s.</p><p>　　- Lower cost strategy is the ability of a company or a business unit to</p><p>　　design, produce and market a comparable product more efficiently than its competitors</p><

48、p>　　- Differentiation strategy is the ability to provide unique and superior value to the buyer in terms of product quality, special features or after-sales service. </p><p>　　Cost leadership is a low-cos

49、t competitive strategy that aims at the broad mass market and requires “aggressive construction of efficient scale facilities, vigorous pursuit of cost reductions from experience, tight cost and overhead control, avoidan

50、ce of marginal customer accounts and cost minimization in areas like R&D, service, sales force, advertising, etc.” Because of its lower costs, the cost leader is able to charge a lower price for its products than its

51、 competitors and still make a satisf</p><p>　　Differentiation is aimed at the broad mass market and involves the creation of a product or service that is perceived throughout its industry as unique. The comp

52、any or business unit may then charge a premium for its product. This specialty can be associated with design or brand image, technology, features, dealer network or customer service. Differentiation is a viable strategy

53、for earning above-average returns in a specific business because the resulting brand loyalty lowers customers’ sensitiv</p><p>　　Porter further purposes that a firm’s competitive advantage in an industry is

54、determined by its competitive scope, that is, the breadth of the company’s or business unit’s target market.</p><p>　　Before using one of the two generic competitive strategies (lower cost or differentiation

55、), the firm or unit must choose the range of product varieties it will produce, the distribution channels it will employ, the types of buyers it will serve, the geographic areas in which it will sell and the array of rel

56、ated industries in which it will also compete. This should reflect an understanding of the firm’s unique resources.</p><p>　　Evaluate the importance of the resources to ascertain if they are internal strateg

57、ic factors – those particular strength and weaknesses that will help determine the future of the company. To the extent that a resource (such as a firm’s financial situation) is significantly different from the firm’s ow

58、n past, its key competitors, or the industry average, the resource is likely to be a strategic factor and should be considered in strategic decisions. A resource is an asset, competency, process, sk</p><p>　

59、　Just because a firm is able to use its resources and capabilities to develop a competitive advantage does not mean it will be able to sustain it. Two characteristics determine the sustainability of a firm’s distinctive

60、competencies: durability and imitability.</p><p>　　Durability is the rate at which a firm’s underlying resources and capabilities (core competencies) depreciate or become obsolete. New technology can make a

61、company’s core competency obsolete or irrelevant.</p><p>　　Imitability is the rate at which a firm’s underlying resources and capabilities (core competencies) can be duplicated by others. To the extent that

62、a firm’s distinctive competency gives it competitive advantage in the market place, competitors will do what they can to learn and imitate that set of skills and capabilities. Competitors’ efforts may range from reverse

63、engineering (taking apart） a competitor’s product in order to find out how it works, to hiring employees from the competitor, to out</p><p>　　- Transparency is the speed with which other firms can understand

64、 the relationship of resources and capabilities supporting a successful firm’s strategy.</p><p>　　- Transferability is the ability of competitors to gather the resources and capabilities necessary to support

65、 a competitive challenge.</p><p>　　- Replicability is the ability of competitors to use duplicated resources and capabilities to imitate the other firm’s success.</p><p>　　It is relatively easy

66、to learn and imitate another company’s core competency or capability if it comes from explicit knowledge, that is, knowledge that can be easily articulated and communicated.This is the type of knowledge that competitive

67、intelligence activities can quickly identify and communicate. Tacit knowledge, in contrast, is knowledge that is not easily communicate because it is deeply rooted in employees experience or in a corporation’s culture. T

68、acit knowledge is more valuable and mo</p><p>　　Porters Diamond has been used in various ways. Organizations may use the model to identify the extent to which they can build on home based advantages to creat

69、e competitive advantage in relation to others on a global front. On national level,governments can (and should) consider the policies that they should follow to establish national advantages, which enable industries in t

70、heir country to develop a strong competitive position globally.</p><p><b>　　譯文</b></p><p>　　競爭優(yōu)勢理論作為發(fā)展戰(zhàn)略</p><p>　　資料來源:［EB/OL］.http://ideas.repec.org/a/aio/rteyej/v1y200

71、8i11p47-52.html, 2008.11.05 作者:愛卡特麗娜 妮可 丘雷茲</p><p>　　摘要：任何企業(yè)要想做好都必須制定一個長期戰(zhàn)略。如果沒有一個明確清晰的綜合戰(zhàn)略，在一個公司運營的各個方面作出一致的決定是很困難的。到目前為止，企業(yè)追求的最廣泛的戰(zhàn)略方向是實現(xiàn)銷售，資產，利潤增長或其一些組合。公司在拓展業(yè)務時必須成長才能生存。持續(xù)增長意

72、味著增加銷售，并有機會利用經驗曲線的優(yōu)勢，降低所售的產品的單位成本，從而增加利潤。如果一家公司的產業(yè)發(fā)展迅速，而競爭對手又在搞價格戰(zhàn)以試圖增加市場份額，那么這種降低成本的策略就顯得極為重要。尚未達到“臨界質量”的企業(yè)（即，得到了大規(guī)模生產所必需的資金）將面臨巨大的損失，除非他們能夠找到并填補可以通過特殊的產品或服務功能抵消較高價格的微薄但有利可圖的利基市場。</p><p>　　關鍵詞：競爭優(yōu)勢；發(fā)展戰(zhàn)略；成長資

73、源；核心競爭力；顯性知識；隱性知識</p><p>　　邁克爾 波特在他的著作《國家競爭優(yōu)勢》中已經開發(fā)了可以用來分析為何一些國家比其他國家更具競爭力和也是為什么各國內部的一些行業(yè)比其他的更具競爭力的一個模型。</p><p>　　這種對國家優(yōu)勢的決定因素模型已被稱為波特的鉆石理論。它表明，一個國家的基地組織在形成程度中起著重要作用，它有可能實現(xiàn)在全球的規(guī)模優(yōu)勢。這個國家基地提供的基本因素

74、支持或妨礙建立具有全球競爭優(yōu)勢的組織。</p><p>　　波特的五力分析是分析產業(yè)吸引力的一個工具 。它有5個組成部分-顧客、競爭者、供應商、入口屏障、替代品的威脅。這個工具允許您考慮上述各個領域以及確定該公司在這個行業(yè)中是否可以收益。波特認為許多因素可以被考慮在上述的每個領域中。這些因素可以被計分，比分越高則該行業(yè)越好。用一個簡單方式來計算出每個因素的分值： 1 ： 微弱; 4 ： 強。</p>

75、<p>　　1 潛在進入者的威脅</p><p>　　新的進入者通常給這行業(yè)帶來了新的能力，想要開拓市場并獲得大量的資源。他們就應為如此，而會威脅到一個以建立的公司。進入者的威脅取決于進入壁壘的存在和反應,這可以從現(xiàn)有的競爭者身上預料。一個進入壁壘是一種阻塞，這種阻塞使得一個公司難以進入一個行業(yè)。對入境時可能存在的障礙有：</p><p>　　規(guī)模經濟：規(guī)模經濟的生產和部分產品

76、銷售使制造公司在面對任何新的競爭對手時有著顯著的成本優(yōu)勢。</p><p>　　產品差異：一些大公司通過其高層次的廣告和宣傳來建立高門檻。</p><p>　　資本要求：需投資于生產設施的巨大財政資源造成進入任何競爭對手的一個重大障礙</p><p>　　轉換成本：例如運用一個新的軟件的培訓費用十分昂貴</p><p>　　分銷渠道：小型企業(yè)

77、家往往難以取得他們的商品超市的貨架空間，因為大型零售商賣貨架時把可以支付高額的廣告宣傳費用的公司作為優(yōu)先考慮的公司</p><p>　　成本劣勢的大小獨立：一旦新產品獲得足夠的市場份額并且該產品類型的標準被接受，制造商就擁有一個重要優(yōu)勢</p><p>　　政府的政策：政府可以通過發(fā)牌限制原材料的規(guī)定來限制進入一個行業(yè)，如石油鉆井原料。</p><p>　　2 現(xiàn)有

78、企業(yè)之間的競爭</p><p>　　在大多數行業(yè)，企業(yè)是相互依存的。一個企業(yè)的競爭移動可以預想到對其競爭對手會有明顯的影響，從而可能導致報復。根據波特的理論，激烈的競爭關系到一下幾個因素，包括：</p><p>　　競爭者數目-當競爭對手少且實力大致相等時，他們彼此仔細觀察以確保另一個企業(yè)的任何移動是符合一個平等的措施</p><p>　　行業(yè)增長速度 - 對經濟增

79、長的唯一途徑就是采取遠離從競爭對手的銷售</p><p>　　產品或服務的特點 - 許多人選擇一個產品是以其產地，品種的選擇和定價</p><p>　　固定成本的數量 - 為客戶提供特別優(yōu)惠</p><p>　　生產力-如果一個制造商提高生產能力的唯一方法是建設一個新的大產量的工廠，它將運行一個滿負荷生產的新計劃以盡可能降低單位成本-因此而生產過多而導致該行業(yè)的銷售

80、價格下降</p><p>　　高退出壁壘-退出壁壘迫使一個公司退出該行業(yè)；釀造業(yè)，例如，有一小部分的公司自愿離開這個行業(yè)，因為啤酒廠除了制造啤酒很少使用專用性資產</p><p>　　多變的對手 -對手有非常不同競爭方法就像在交叉路口往往不知不覺地挑戰(zhàn)對方的立場。這種情況往往出現(xiàn)在服裝零售行業(yè)，當一些零售商在同一地點公開發(fā)售，因此銷售應當遠離對方。</p><p>

81、　　3 替代產品或服務的威脅</p><p>　　替代產品是指那些產品看似不同，但與其他產品一樣能滿足同樣需求（例如，甜味劑是糖的替代品）。</p><p>　　根據波特所述，“替代品通過設置在同行業(yè)中企業(yè)的價格上限來限制一個行業(yè)的潛在回報從而盈利?！痹谀撤N程度上，若轉換成本低，替代品可能對一個行業(yè)造成很大的影響。茶可以被認為是咖啡的替代品。如果咖啡價格上漲到足夠高時，喝咖啡會開始慢慢轉變

82、成喝茶。茶葉的價格因此設置了咖啡價格的上限價格。辨別可能的替代產品或服務有時是很困難的任務。這意味著尋找到產品或服務可以獲得相同的功能，即使他們有不同的外觀和可能似乎易于替代的。</p><p>　　4 買方的討價還價能力</p><p>　　買家通過其迫使價格下降的能力來影響行業(yè)，討價還價以得到更高質量或更多的服務，以及互相扮演競爭者的角色。如果秉承下列因素是，則說明一個或一群的買家是有

83、能力：</p><p>　　買家購買賣方大部分比例的產品或服務（例如，機油濾清器被一個主要的汽車制造商購買）</p><p>　　買家有可能通過生產產品的本身來整合產品（例如報紙鏈可以做出自己的報紙）</p><p>　　替代供應商很充裕的，因為產品是標準的或分化（例如，司機可以選擇在許多加油站加油）</p><p>　　改變供應商的成本很小

84、（例如，辦公用品很容易找到）</p><p>　　購買的產品代表了一個買家的成本的比例高，從而刺激周圍的商店降低價格（例如，由便利店轉售的汽油使總成本的降低一半）</p><p>　　買家賺取低利潤，因而對成本和服務的差異非常敏感（例如，雜貨店都有非常小的差距）</p><p>　　購買的產品對于一個買家產品或服務的最終質量或價格是不重要的，因此不會不利地影響最終產

85、品而可以很容易地被取代（例如，電線買來是用于燈具中的）。</p><p>　　5 供應商的討價還價能力</p><p>　　供應商可以通過提高價格或降低購買商品和服務質量的能力來影響行業(yè)。供應商或供應商集團是強大的，如果有下列一些因素適用：</p><p>　　供應商行業(yè)是由少數企業(yè)主導的，但它銷售的卻很多</p><p>　　其產品或服務是

86、獨一無二的和/或已建成的轉換成本</p><p><b>　　沒有現(xiàn)成的替代品</b></p><p>　　供應商能夠向前整合以及直接自己目前的客戶競爭</p><p>　　一個采購行業(yè)只買了小部分供應商集團和服務，而這對供應商來說是不重要的。</p><p>　　6 其他利益相關者的相對能力</p>&l

87、t;p>　　第六個力量應該加入到波特的清單中，包括從任務環(huán)境中的各種利益相關的團體。其中一些團體是國家政府（如果沒有在別處列明），當地團體，債權人（如果不包括與供應商），行業(yè)協(xié)會，特殊利益的團體，聯(lián)盟（如果不包括與供應商），股東和互補者。</p><p>　　互補者是一個公司或一個行業(yè)的產品可與其他行業(yè)的產品合作良好，或沒有一家公司的產品的話該產品將失去其很大價值。</p><p>

88、　　邁克爾波特提出了為了在某一特定行業(yè)優(yōu)于其他公司的兩個“通用”的競爭策略：更低的成本和差異化。這些戰(zhàn)略被稱為通用是因為他們可以被任何類型任何規(guī)模的商業(yè)企業(yè)采用，即使是非盈利組織。</p><p>　　降低成本策略是一個公司或經營單位有能力去設計，生產以及比競爭對更有效地將可比產品打入市場</p><p>　　差異化戰(zhàn)略是在產品質量，特色或售后服務方面給買家提供特殊和獨特的功能或售后服務。

89、</p><p>　　成本領先戰(zhàn)略是一種低成本的競爭策略針對廣大的市場以及要求“高效規(guī)模設施積極建設，積極地從經驗，嚴格的成本控制和管理費用方面追求降低產品的成本，避免邊際客戶的賬戶和成本最小化，比如在研發(fā)，服務，銷售隊伍，廣告等領域。”由于其較低的成本，成本領先者有能力設定比其競爭對手的產品更低較低的價格，但是還能夠獲得令人滿意的利潤。擁有一個低成本優(yōu)勢也帶給一個公司或經營單位與競爭對手競爭的防御手段。其較低的

90、成本，使其能夠在激烈競爭時代繼續(xù)賺取利潤。其高市場占有率意味著它相對于其供應商將具有很高的議價能力（因為它購買量很大）。其低廉的價格也將作為一個進入市場的障礙，因為一些新進入者將能夠迎合領先者的成本優(yōu)勢。因此，成本領先者可能獲得的高于平均投資水平的回報。</p><p>　　差異化戰(zhàn)略針對的是廣大的市場，以及涉及的產品或服務的創(chuàng)作被認為在整個產業(yè)是獨特的。公司或商業(yè)單位可能再會收取其產品溢價。該特產可與設計或品牌

91、形象，技術，功能，經銷商網絡和客戶服務向聯(lián)系。差異化戰(zhàn)略是一個在特定的行業(yè)得到高于平均水平的回報的可行戰(zhàn)略，因為由此產生的品牌忠誠度會降低客戶對價格的敏感度。增加的成本通?？梢赞D嫁到消費者身上。買家的忠誠度也可作為進入壁壘-新的企業(yè)必須開發(fā)自己獨特的能力從而以某種方式來他們的產品差異化，使其在競爭中獲得成功。研究表明一個差異化戰(zhàn)略比低成本戰(zhàn)略更可能產生更高的利潤，因為差異化創(chuàng)造一個更好的進入壁壘。不管怎么樣，一個低成本的戰(zhàn)略是更有可能使

92、市場份額增加。</p><p>　　波特更遠的目標是一個公司在一個行業(yè)的競爭優(yōu)勢取決于其競爭范圍，即該公司或業(yè)務單位的目標市場的廣度。</p><p>　　在使用兩個通用的競爭策略的其中之一之前（低成本或差異化），公司或單位必須選擇將生產產品品種范圍、將采用的銷售渠道、將服務的顧客類型、將要銷售的地理區(qū)域以及也將與之競爭的一系列的相關產業(yè)。這應該反映了對該公司獨特的資源的了解。</p

93、><p>　　評估資源的重要性以確定他們是否是內部的戰(zhàn)略因素-這些特別的力量和弱點，這將有助于確定公司的未來。在某種程度上，一個資源（如公司的財務狀況）是明顯不同于公司自己的過去，它的主要競爭對手，或者行業(yè)平均水平，該資源很可能是一個戰(zhàn)略因素，應考慮在戰(zhàn)略決策中。資源是一家公司控制的一種資產，能力，過程，技能或知識。資源是一種力量，如果它提供了一個具有競爭優(yōu)勢的公司。就是說該公司相對于現(xiàn)有的或潛在的競爭對手的能力是否

94、有潛力做到特別的增長。資源是一個弱點，如果該公司并不善于或沒有能力這樣做然而其競爭對手有這樣的能力。</p><p>　　僅僅因為一個公司能夠利用其資源和能力來發(fā)展一項競爭優(yōu)勢，但這并不意味著可以維持它。兩個特點決定了一個企業(yè)的獨特競爭力的可持續(xù)性、耐用性和可模仿性：</p><p>　　耐用性是指一個公司的基礎資源和能力（核心能力）貶值或過時的速度。新技術可以使公司的核心競爭力過時或不相

95、關。</p><p>　　可模仿性是指一個公司的基本資源和能力（核心能力）可以被別人模仿的速度。在某種程度上，一個公司的獨特的能力使得它在市場上具有競爭優(yōu)勢，競爭對手將盡他們的可能來學習和模仿一系列的技能和能力。競爭對手的努力的范圍可以從逆向拆開競爭對手的產品，以了解它是如何運作的，從競爭對手中雇用員工，到徹底侵占其專利權。一個核心能力可以很容易地在其范圍內模仿，它是透明的，可轉讓的和可復制的。</p>

96、;<p>　　透明度是指其他企業(yè)可以理解的資源和能力支持一個成功的企業(yè)的戰(zhàn)略關系的速度。</p><p>　　可轉讓性是競爭對手收集必要的資源和能力來支持一個有競爭力的挑戰(zhàn)的能力。</p><p>　　可復制性是競爭對手使用復制的資源和能力來模仿其他公司的成就的能力。</p><p>　　這是比較容易學習和模仿另一家公司的核心競爭力或者能力，如果它是來

97、自顯性的知識的，很容易被闡述和傳播。這種類型的知識能夠使競爭情報活動被快速識別。相反，不容易被傳播的隱性知識，這些知識是資深員工的經驗或者是公司的文化根源。隱性知識更有價值，它比顯性知識更有可能導致持續(xù)的競爭優(yōu)勢，因為隱性知識很難被競爭者所模仿。</p><p>　　波特的鉆石模型被運用于各種途徑。各組織可能利用該模型來識別那些以家庭為基礎的優(yōu)勢的范圍來創(chuàng)造在全球范圍內，比其他人更具競爭優(yōu)勢。在國家級別上，政府可