文献出处:Cardinal L. The research of enterprise core competitiveness and diversification [J]. Global Strategy Journal, 2015, 5(3): 176-185.原文The research of enterprise core competitiveness and diversificationCardinal LAbstractDiversification trend is the enterprise under the condition of economic globalization and market competition heats up the inevitable result of the evolution of business logic, enterprise development are also the two situations: resource sharing to realize the economic benefits of superposition effect; scattered resources management efficiency decline, the market share fell. Therefore, how to correctly handle the connection between the enterprise core competitiveness and diversification strategy, has become an important task to the firm growth.Keywords: Diversification; The core competitiveness1 Enterprise diversification strategyRelative to the specialization strategy, diversification strategy can effectively disperse management risk, help enterprise market development, looking for cultivating new benefit growth point, and effectively enhance the ability of enterprises to guard against and resist market risk. Since the 90s, many enterprises choose the expanding development, holding a number of industries, in order to achieve the scale of cross-cutting growth. After a lot of enterprises in the loss of local industry advantage, fall into the predicament of the shortage of resources. The reasons for this phenomenon lies in: first, the enterprise market share and resource utilization in the degree of diversification improve preliminary growth, once beyond the peak value of the enterprise bear ability will decrease trend; Second, restricted by the quality and ability of the managers, the degree of diversification improve cannot guarantee enterprise operation management the difficulty increase at the same time, to realize the growth of market resilience; Third, enterprises in the lack of scale advantages, cross-industry market dominance, the market share and resource utilization cannot be achieved significant growth. Diversified, therefore, as a important way of enterprisegrowth, industry diversification should focus on the overall effect of optimization, the indicators to avoid is affected by the "short board effect", only guarantee the market share and resilience and other indicators and growth is proportional to form industrial diversification type, diversification strategy is likely to obtain positive effect.2 The relationship between core competitiveness and diversification strategyDiversification strategy on the basis of the correlation of cross-industry products or services, differentiated degree of homogeneity, contains related and unrelated diversification in two forms. Some scholars tend to unrelated diversification strategy as enterprise to defeat the root causes of diversification. And, in fact, with the development of enterprise main business and rely on fulcrum of the changes in the core competitiveness, relevance as a relative concept may appear bigger difference, and it is lack for the researchers and the industry has been widely accepted by the correlation of quantitative research methods. Therefore, this article thought that diversification strategy of correlation is not as to distinguish the criteria or prediction strategy of success, the key is whether the diversified competition strategy based on enterprise core competence.2.1 The basic connotation of core competenceCore competence (Core competence), refers to the enterprise internal set of technical ability, is to make one or more of the business in the field of industry and achieve a higher level, or the lack of obvious advantages. Usually, core competence includes the following five: the staff overall quality; Technology research and development, innovation ability; Management capacity; Brand creation, using ability.2.2 The main performanceScope definition of diversification strategy in the business field is the key factor for enterprise decision-making, enterprise should establish the core competitiveness of strategic development. Comprehensive experience to determine the core competitiveness of enterprises growth, nurture it, to protect and improve; The core competitiveness of the best value for business applications as first choice of diversification strategy; Rely on the enterprise growth and the expansion of the scale, the area, make the core competitiveness and diversified form mutual promotion,function relationship between the virtuous cycle of growth.3 Diversification strategy based on core competence3.1 Cultivate enterprise's core competitivenessAs already noted, the core competitiveness is the enterprise in the competition in the market for a long time to realize the source of dominant advantage. As compared to a tree for the corporate image, the core product is the backbone, each business unit is a branch of the tree, and provide nutrients for the growth of the dominant, the function of sustaining life, consolidate the tree root is the core competitiveness. The image of the development view of tree this paper expounds the important role of enterprise core competitiveness. Therefore, cultivating enterprise core competitiveness and realize the diversified competitive advantage, is the top issue facing the enterprise diversification strategy. First, strengthen cultivating core competence. Diversification should be clear this fact, regardless of the enterprise takes the development course, should strengthen enterprise core competitiveness is the first objective of the enterprise vision. Enterprise only rely on stable and quite competitive advantage of core business, safeguard enterprise economic efficiency and the stability of financial resources, is likely to gain a foothold in new industries, so as to further develop the market, implementation of new profit growth. Second, determine the diversification development strategy. Generally speaking, the enterprise generally by the core products, related diversification gradually expands to the diversified business. Some of the current our country industry competition has become worse, and the level of industrial development is generally low, often difficult to achieve in the related fields of the new cultivating core competitiveness. Enterprise should pursue scale growth on core business, on the diversification according to the correlation of successive development.3.2 Industry selection and business matchingApplication of diversification strategy, in addition to the factors should be considered the core competitiveness of enterprises, also should be aimed at the core competence factors of a number of factors into consideration to choose, such as areas of management, organization structure, enterprise culture, etc. One of the most criticalis a choice, in the field of industrial diversification should be based on the existing resources and enterprise capacity, on the basis of most avoid blindly follow suit, thickness on industry profit for enterprises to enter the market orientation. Business strategy matching problem it is also the important considerations for the direction of diversification, should focus on current and future competitive advantage of the factor analysis of the potential. First of all, the matching relationship is between the businesses. Whether business unit is consistent with the company's strategic vision; new business and strategic match is between the business units. Second is the ratio of enterprise products and services of value chain. Business unit value chain in the formulation and technique can effectively transferred to the other business; The opportunity to serve common use and develop brand products; Looking for business units on the ratio of the value chain value-added resources, competitive power promotion opportunities. Coordination of enterprise resource allocation between the main business and new business order, for the enterprise expansion, stripped of strategic decision-making and implementation to provide powerful guarantee.3.3 Diversification strategy implementation timingNumerous successful cases prove that diversification strategy is the key to the success of the enterprise core competitive ability, the new industry development prospects and the correlation between industries. Diversified business strategy implementation requires enterprise development to a certain height to be implemented; especially enterprises should achieve corresponding degree scale, the competitive advantage. Displays in the main business of the dominant market share, and keep larger competitive advantage in the industry field. Abundant capital; Industry competition is extremely intense, enterprise is faced with the bottleneck of development and so on. Specifically, these on the investigation of performance in the following three points: first, the core competitiveness. As already noted the formation of core competitiveness in the industry leading position within the territory, is the basic premise for enterprises to implement diversification strategy, and is an important method of guarantee profits, and financial support. Enterprise into a diversified business, new industry faces new competition within the industry exclude is difficultto avoid, only relying on business capital, brand support, is likely to get the opportunity to develop. Second is the potential ability. Here refers to the enterprise of the potential development prospects of new industries involved. Enterprise can use Michael Porter (Michael Porter) an analysis of five models from vertical and horizontal sides on the vertical value chain of suppliers, the bargaining power of the buyer were analyzed, and the lateral external market new entrants, substitutes, and the competitiveness of existing in the internal market competitor analysis, provide analysis model for the enterprise. Again, the correlation. Enterprise diversification many take transverse development strategy, produce synergies. This would require the correlation between main and new related industry, in order to reduce the barriers to entry, saving the cost of the marginal cost of market entry and integration, the maximum of enterprise brand strength and technology advantage into full play.3.4 Enterprise strategy implementation of resource integrationThe companies in the diversified expansion forays of common cause are the irrational competition. Correctly deal with the issue of resource sharing, risk aversion and diversified enterprise diversification are important problems that should be considered, in short, is to realize maximize the corporate business unit in the integration of new industry, which produces effect. To understand the concrete from the following several aspects: first, management integration effect. Unity between old and new products, the business management decision-making criteria, less on the basis of meet the requirement of industry management methods and means of change. Second, marketing integration effect. Implementation of old and new business complementary role on market development expand brand awareness, are opening up markets, expand the profit space. Third is the production of integrated effect. In the production technology, equipment, raw materials and spare parts purchasing application to maintain unity, form the scope economy; reduce the unit cost of production. Fourth is the technology integration effect. In the old and new products as far as possible on the core technology of application to realize sharing, cut down the cost of R&D (research and development) and technical input costs, realize coordinated production technology, reduce the enterprise's financial burden.4 ConclusionsTo sum up, the timing and the concrete implementation of the diversification strategy, is to the success of the expansionary enterprise development strategy. It has been proved that rational decision making and implementation of the enterprise is the key for the success of this strategy. Believe in the future enterprise will take the more rational knowledge, the more powerful strength to meet the challenges of globalization.译文企业核心竞争力与多元化经营问题研究Cardinal L摘要多元化经营趋势是企业在经济全球化及市场竞争白热化的情况下经营逻辑演进的必然结果，企业发展也由此出现两种情况：资源共享实现经济效益叠加效果；资源分散致使管理效率下降、市场份额下跌。