Abstract: Collaborative commerce is a business strategy based on information and knowledge sharing between business partners who have the same business interests in the value chain. In view of the problems existing in the current enterprise knowledge management system, this paper analyzes the supporting function of collaborative commerce system to enterprise knowledge management system, puts forward the construction principles of enterprise knowledge management system based on collaborative commerce, and probes into the means of system realization.
Keywords: collaborative business knowledge management knowledge management system
IBM Company of the United States once put forward the famous "3C" theory in e-commerce, and the third "C"-cooperation, that is, people from different regions can work together by using network conditions. In the modern business environment, the changeable customer demand and the intensification of market competition force enterprises to strengthen cooperation, from mass production mode to mass customization mode with customers as the center and paying attention to customers' real needs. Cooperation between enterprises requires mutual understanding and sharing of relevant knowledge. Because the knowledge management system is limited in a single organization of an enterprise and lacks effective docking with the outside world, it cannot meet the dynamic, cross-organizational, cross-regional and cross-border knowledge sharing needs in the collaborative business environment.
The development of enterprise e-commerce has mainly gone through the basic stage, functional stage, integration stage and collaborative stage. In the basic stage, product information is published with the help of a simple website; In the functional stage, the basic e-commerce functions are realized by establishing a relatively perfect online trading system and logistics system; In the integration stage, all the elements of e-commerce are effectively integrated to greatly improve the operational efficiency of e-commerce; In the collaborative stage, enterprises should further improve the integration of various application systems, realize the reorganization and optimization of business processes, and cooperate well with suppliers, customers and partners through comprehensive knowledge management. Therefore, collaborative commerce not only represents the mainstream direction of e-commerce development, but also greatly promotes the development of enterprise knowledge management.
Enterprise knowledge management system and its problems
Simply put, knowledge management is knowledge-centered management, which refers to the process of continuously managing all kinds of knowledge to meet the existing and future innovation needs, identify and utilize existing and future knowledge assets, and open up new opportunities. Knowledge-based enterprises can quickly respond to external demand, use internal resources wisely and predict the development direction and changes of external markets. Knowledge management is to use collective wisdom to improve adaptability and innovation ability. To achieve this, we need to fundamentally change the development direction and leadership style of enterprises in order to obtain potential huge benefits.
KMS (Knowledge Management System) is a supporting platform for implementing knowledge management, which can be divided into narrow sense and broad sense. In a narrow sense, KMS refers to a software system that supports enterprises to effectively manage all aspects of knowledge chain. It is a tool for enterprise management knowledge and a platform for enterprises to precipitate and process knowledge. Broadly speaking, it can be regarded as a technical subsystem of KMS. KMS in a broad sense is a "social-technical" system, which considers the support for knowledge management from all aspects and levels of the whole enterprise. It is an organic system composed of knowledge management subject, object (knowledge), knowledge process, software tools (KMS in a narrow sense) and enterprise internal environment (organizational structure, enterprise culture, human resources and incentive mechanism, etc.). ).
At present, there are several main problems in enterprise knowledge management system: the rapid expansion of knowledge. The knowledge handled by most enterprises is in a state of rapid expansion, which is almost a geometric growth rate, making it difficult for enterprise managers to digest and be at a loss; The problem of "knowledge island". Because enterprises use different network systems and application systems, the independence of the systems makes it more difficult for enterprises to carry out overall knowledge management, lacking interconnected transmission channels and becoming knowledge islands; The "hidden" problem of knowledge. For enterprises, the knowledge that can be actually stored in the knowledge base by using some form of coding, such as science and technology, patent inventions and other knowledge that can form documents, only accounts for about 10%, while the other 90% are unstructured "tacit" knowledge that is difficult to obtain in the form of coding, which requires direct communication between employees. Individualization of knowledge. Board of directors, enterprise managers, employees and partners are all providers and demanders of knowledge in enterprises, but their knowledge angles and emphases are different. It is required to meet the individual needs of different types of people in terms of knowledge content, frequency, structure, security, acquisition and integration, which will be difficult to adapt to the current knowledge management system.
Support of Collaborative Commerce System to Enterprise Knowledge Management System
Gartner Group Company put forward the concept of collaborative commerce in 1999. When expounding its basic idea, it is pointed out that collaborative commerce is a business strategy to encourage partners with the same commercial interests in the value chain. It is mainly realized by sharing information at all stages of the business cycle, and its goal is to meet the growing needs of customers while enhancing their profitability. All members of the value interest gain profits by combining their own core competitive advantages to create new products or services, and the value of these new products and services will be far greater than the simple collection of various components.
The meaning of collaborative commerce is very broad, including business dealings between internal departments and between enterprises and external enterprises such as suppliers, partners, distributors, service providers and customers. No matter what form of collaboration, it can be regarded as a part of collaborative commerce. Collaborative commerce can be divided into four major areas: design collaborative commerce, marketing/sales collaborative commerce, purchase collaborative commerce and planning/forecasting collaborative commerce. Therefore, collaborative commerce is not only the internal and external electronization and process integration of manufacturers in the sales chain and supply chain, but also includes activities at different levels such as design and planning.
In order to provide effective support for enterprise knowledge management system, collaborative business system must solve the following three problems: how to find the right matching object according to the characteristics of different information sources and knowledge sources, and transfer the right knowledge to the right demanders at the right time to realize the order of information flow and knowledge flow; How to make employees quickly and effectively find the knowledge they need from various knowledge resources according to the needs of their business activities; How to integrate customers and partners into the enterprise's network resources, provide information and knowledge internally and externally in the simplest way, and realize various forms of information exchange and knowledge exchange between employees and between enterprises and partners for business purposes.
According to the above analysis, the support of collaborative commerce system to enterprise knowledge management system requires that all application software and data of enterprises should be integrated on a unified information management platform and provided to users with a unified user interface, so that enterprises can quickly establish knowledge platforms for business-to-business and business-to-internal employees, so that enterprises can stand on a higher level of "knowledge integration" than "system integration" and "application integration" and provide directions and ideas for the construction of enterprise knowledge management systems. If the formula of "information → intelligence → knowledge → wisdom" is used to represent the source of enterprise strength, then collaborative business system opens up a new stage for enterprise knowledge accumulation and innovation, and provides a strong development momentum. Construction principle of enterprise knowledge management system based on collaborative commerce
Knowledge management and collaborative commerce provide the basic direction for enterprises to establish their own core advantages. If an enterprise wants to improve its innovation ability, the focus of its management should shift to the optimal allocation of knowledge resources. The essence of collaborative commerce-integrating knowledge and opening the door is exactly what knowledge management needs. In addition, the chain management idea of collaborative commerce also provides a useful idea for the optimal allocation of knowledge. The process of product from birth to sales can be regarded as the process of knowledge transfer and cooperation, which means continuous knowledge creation. The process of knowledge transfer and collaboration can be combined with the process of product transfer to form a more complete chain-collaborative business chain. Based on collaborative business chain, an enterprise knowledge management system of collaborative business can be established.
The enterprise knowledge management system based on collaborative commerce should be based on the following collaborative knowledge management requirements: knowledge acquisition mainly obtains the knowledge needed by the members of collaborative commerce chain from inside and outside the collaborative commerce chain; Emphasize the enjoyment and dissemination of knowledge. Because of the business complementarity among chain members, the sharing and dissemination of knowledge is conducive to improving the efficiency of knowledge application, knowledge innovation and the overall competitive advantage of the whole collaborative business chain; In the aspect of knowledge application, it emphasizes the coordination of knowledge level among members of collaborative commerce, including the coordination of knowledge absorption ability and utilization ability, so as to ensure that the final product can be guaranteed in knowledge and realize the coordination and optimization of its functions; The basic activities supporting knowledge management based on collaborative commerce include partnership management among members of strategic collaborative commerce chain, alliance culture management supporting knowledge exchange and sharing among members of collaborative commerce chain, knowledge base management based on Internet technology, knowledge education and training system management among members, etc.
According to the above analysis, the system should be able to integrate information and knowledge in different regions by using advanced Internet/Intranet/Extranet technology. The functional architecture of the system should include knowledge document management, customer relationship management, asset management, project management, human resource management, financial management, workflow management and other management modules. In terms of technology, we should focus on: seamless integration with existing business processes; Role-based content organization; Personalized information and knowledge transfer for end users.
Implementation of Enterprise Knowledge Management System Based on Collaborative Commerce
Enterprise knowledge management system based on collaborative commerce is a set of enterprise management software system based on Internet/Intranet/Extranet network technology under the background of economic globalization. The system connects the product design, analysis, procurement, manufacturing, sales, market, on-site service and customers of an enterprise into a global knowledge network, so that people who take on different roles and use different tools in the process of product commercialization and are distributed in geographical locations or supply networks can cooperate to complete product development, manufacturing and product life cycle management. Under the guidance of the principles of knowledge sharing, confidentiality, coordination and openness, the system implementation should mainly adopt the following means:
(A) the establishment of a knowledge base based on collaborative business chain
From the source of knowledge, the knowledge base of collaborative business chain should include two categories: in-chain knowledge and out-of-chain knowledge. Among them, in-chain knowledge is the main part of knowledge base, which consists of some contents in the internal knowledge base of suppliers, middlemen, manufacturers and distributors. The selection of this part of the content should be based on the principle of confidentiality-openness-* * * enjoyment, and the knowledge related to the core competitiveness of the enterprise should be retained. Therefore, in knowledge identification, it is necessary to formulate knowledge classification standards according to the specific conditions of members themselves, classify and classify knowledge, and control the scope of knowledge by the confidentiality level of knowledge. External knowledge mainly refers to supplementing some market-related knowledge and other public knowledge from the Internet.
From the perspective of knowledge types, the knowledge base of collaborative business chain consists of explicit knowledge and tacit knowledge. Explicit knowledge is its main content, while tacit knowledge is not easy to document, but because it involves the core competence of members of collaborative business chain, communication should be realized through BBS forum, discussion forum and video conference.
In order to facilitate the use of knowledge base, it is necessary to design corresponding knowledge map and give full play to the navigation function of knowledge map in the application of enterprise knowledge management system.
(2) implement the system step by step
The enterprise knowledge management system based on collaborative commerce can be implemented in three steps: taking knowledge management as the core, including the implementation of human resource management, customer relationship management and project management; Take workflow management as the core, integrate the contents of project management and financial management, and realize management assembly line; Taking the overall application of the system as the core, we should integrate all systems within the enterprise and realize effective performance management.
In the development and application of the system, a knowledge supervisor should be set up to be responsible for knowledge management, organize the collection and analysis of all kinds of knowledge in the business chain, and supervise the utilization efficiency of knowledge; Formulate corresponding incentive policies to encourage employees to exchange knowledge, enjoy and innovate; Integrate customers and partners into internal business operations and knowledge management.
(c) Realize the integrated application of the functions of knowledge management system and collaborative business management system.
In order to facilitate the switching, searching and sharing of knowledge in different business and knowledge fields, the system should integrate classified management functions such as document management, BBS and discussion group, workflow management, website management, human resource management, project management, financial management, logistics management and customer management through hyperlinks, and realize the application of enterprise knowledge management system and collaborative business management system in one platform. Realize full knowledge sharing on a unified management platform, so that employees, partners and customers can be linked together through collaborative business systems, and achieve full and effective collaborative work at the knowledge management level.
References:
1. Zhu Liwei, et al. Research on collaborative commerce of enterprise e-commerce [J]. Research on Group Economy in 2006
2. Li, et al. Collaborative business solutions supporting knowledge management [J]. Management Information System, 200 1
The Core Competitiveness of China Enterprises
The core competitiveness of enterprises is the source and foundation for enterprises to obtain sustainable competitive advantage. The most effective and crucial point for China enterprises to remain invincible in the tide of economic globalization is to enhance their core competitiveness. This paper introduces several aspects of building core competitiveness. It also reveals the important role of strategic positioning in enhancing the core competitiveness of enterprises. And pointed out that China enterprises have some congenital deficiencies in strategic positioning.
[Keywords:] strategic positioning of core competitiveness
After China's entry into the WTO, a question has attracted much attention: How can China enterprises compete with foreign enterprises and gain a place in the competition? Fundamentally speaking, whether an enterprise can be in an invincible position in the international market competition depends on its competitiveness. The so-called enterprise competitiveness essentially refers to the ability of enterprises to allocate and use various production factors. The competitiveness of enterprises is manifested in many aspects, such as the ability to obtain resources, master some important technologies, create low costs, open up markets, build marketing networks and so on. However, for specific enterprises, not every kind of competitiveness is equally important, but only one or two links in R&D, such as design, manufacturing, marketing and service. , can enable enterprises to maintain long-term competitive advantage, obtain stable excess profits, obviously superior to competitors and not easy to be imitated by competitors, can continuously improve customer value and enable enterprises to obtain sustainable development competitiveness, which is the most critical competitiveness of enterprises, that is, the core competitiveness of enterprises, also known as core competence. It is generally believed that the core competitiveness of an enterprise has the following characteristics: first, in terms of customer value, it can make a key contribution to the value that customers value-the core interests of customers; Second, in terms of differentiation advantages, it can show its uniqueness in the competition, and this unique competitor is difficult to imitate or has to pay a huge cost (including time cost); Thirdly, in terms of expansibility, it can continuously develop new products and services to meet customer needs, which has vigorous and lasting development vitality.
Core competitiveness is the source for enterprises to create competitive advantages. Almost all world-renowned enterprises have unique expertise in product development, technological innovation, management mode, marketing, brand image and customer service, thus forming core competitiveness and gaining absolute advantages in the competition.
It is through their core competitive advantages that world-renowned enterprises have seized most of the profits of the industry. Some data show that:
During the six years from 65438 to 0995 to 2000, the turnover of the world's top 500 enterprises grew at an average annual rate of 5.4%, while the average annual growth rate of world GDP was 4.4%, which was higher than the world economic growth rate 1 percentage point. According to the latest ranking data of Fortune magazine, in 2000, the total business volume of Fortune 500 companies increased to $654.38+04.065 billion, the total profit increased to $667.2 billion and the total assets increased to $458.076 billion. It increased by 10.8%, 20.4% and 4. 1% respectively over the previous year. 1999 The turnover rate (profit/turnover) of the world's top 500 enterprises was 4.36%, and the return on assets (profit/assets) was 1.26%. In 2000, these two indicators were 4.74% and 65,438 0.46% respectively, which was significantly higher than the previous year. Due to the substantial increase in turnover, the threshold for entering the top 500 has been raised. In 2000, the turnover of the last person in the top 500 companies was $9.723 billion, which increased to $65.438+0.0306 billion in 200 1 year, an increase of nearly $600 million over the previous year.
Enterprises in China are far from the top 500 enterprises in the world in terms of scale and strength. Only by comparing China 1 1 enterprises with the world's top 500 enterprises, the gap is very obvious. China 1 1 Company's per capita turnover and profit are USD 4,465,438+USD 0,000 and USD 0,265,438+USD 0,000 respectively. The average per capita of the top 500 enterprises in the world is $298,000 and $65,438 +0.4 1.000 respectively.
China's death means that enterprises directly enter the international market competition. Compared with large foreign multinational companies, Chinese enterprises are not equal in scale and are in a weak position in the competition. According to the data, 1998, the average asset size of the top 500 enterprises in China is only less than 1% of that of the top 500 enterprises in the world. In 2000, the sales of 5 16 key enterprises in China were about $41200 million, which was only equivalent to the sales of ExxonMobil and Wal-Mart, the top two in the world 500. 5 16 The average total assets and sales revenue of key enterprises are equivalent to 1% and 2% of the average of the world's top 500 enterprises in that year. Although the scale of Chinese enterprises has grown rapidly in recent years, the gap is still very large.
In the era of knowledge economy, the core competence of enterprises has become the source of commercial competitive advantage. Building a reasonable core competitiveness of enterprises has become the cornerstone of enterprise development. Many successful foreign enterprises have long regarded the core competitiveness of enterprises as the premise of strategic decision-making in the course of operation. At present, more and more domestic enterprises also attach importance to this trend, actively enhance their core competitiveness, make long-term plans, and reflect their competitive advantages. Only in this way can enterprises be in an invincible position in the fierce market competition.
The core competitiveness of enterprises includes many levels, which can be summarized as follows:
1. Enterprise technology development capability. Technology development refers to the use of existing knowledge obtained from research and practical experience or technology introduced from outside to produce new products and devices, and to establish new processes and systems for substantial improvement. At present, some large foreign enterprises or companies, such as IBM, Panasonic, Siemens, Microsoft and so on. , have set up specialized technology development institutions, seize the opportunity in the fierce competition, form their own manpower accumulation, make it difficult for others to imitate and surpass, and ensure the competitive advantage of enterprises.
2. The strategic decision-making ability of the enterprise. The strategic decision of an enterprise determines the allocation of its core resources. In the period of relatively stable industrial development, it is necessary to maintain the consistency between enterprise core competence and accumulation, accurately predict the dynamic changes of the industry, and adjust enterprise core competence in time. After the enterprise makes a decision, it should consider the strategic issues of the enterprise from the perspective of the cultivation, growth and accumulation of the core competence of the enterprise.
3. The core marketing ability of the enterprise. It involves the management and control of enterprise marketing networks and channels. Use scientific marketing plan, cultivate excellent marketing team, cooperate with marketing points at all levels, make effective use of advertising effect, and externalize the technological advantages of enterprises into market competitive advantages.
4. The ability to organize and coordinate enterprise production factors and carry out effective production. Facing the ever-changing market, if enterprises want to have advantages, they must always maintain coordination, unity and efficiency in all aspects of production, operation and management. It involves organizational structure, strategic objectives, information transmission, incentive mechanism and corporate culture. According to the requirements of different stages in production, effectively organize resources to make them work normally in their respective posts.
5. Market adaptability. The objective environment is time-varying, and enterprise decision-makers must have keen perception ability to keep business strategy adapted to the changes of external environment. In case of unexpected events, such as the invention of a certain technology and the adjustment of government policies, enterprises must quickly and accurately come up with a set of contingency measures and methods to minimize the possible impact on themselves.
Specifically, to create competitive advantages and build the core competitiveness of enterprises, we must do the following work well:
1. Cultivate the core competitiveness of enterprises
Constructing the core competitiveness of enterprises is to transform the potential core competitiveness into the real core competitiveness. As the most fundamental energy in an enterprise's ability, core competitiveness is the most powerful and main driving force for its growth and the source of its competitive advantage. Therefore, to develop core competitiveness, we must first make clear our strategic intentions. The core competitiveness embodies the strategic intention of the enterprise. On the basis of comprehensive and in-depth analysis of the future development trend of the market, the enterprise determines the strategic objectives of the enterprise by formulating specific development strategy forms, and clarifies the technical connotation of the core competence of the enterprise and how to realize the core competence as a core product. Secondly, establish a reasonable strategic structure. According to the established strategic intention, enterprises coordinate the work of managers and optimize the allocation of various resources of enterprises. Establish corresponding cooperative organizations, balance the distribution of internal resources, and absorb the available resources outside the enterprise more effectively. Third, implement the strategy. According to the established strategic intention and strategic structure, enterprises organize the development of core competitiveness and control the development in real time. In 1970s, Nec Company realized that the combination of computer and communication was the future development direction of communication industry. Specify the C & ampc strategy and adjust the strategic structure. The enterprise decision-making level is specially set up.
C & ampC Committee, which supervises the development of core competitiveness and core products. As a result, Nec has occupied a leading position in this field.
2. Maintain and consolidate the core competitiveness of enterprises.
Core competence is established through long-term development and growth, and the loss of core competence will bring immeasurable losses to enterprises. If GM and Motorola quit the color TV industry from 1970 to 1980 and lose their core competitiveness, they will inevitably lose their advantages in image technology. Obviously, enterprises must maintain and consolidate their core competitiveness through sustained and stable support to ensure the healthy growth of their core competitiveness.
(1) Implement enterprise strategic management. It is a basic strategic task for enterprises to maintain long-term sufficiency through the focus and continuous investment in this industry. From the time point of view, cultivating core competitiveness is not a day's work, and it must be continuously refined and sublimated before it can be formed. At first, Giant Group chose the correct strategic model and took building the core competitiveness of software technology as its fundamental strategy, so it achieved unprecedented success. Later, enterprises poured into real estate and health care industry, which dispersed the company's resources and weakened its core competitiveness, eventually leading to the collapse of the "giant".
(2) Strengthen the construction of organizational management system. Objectively, with the passage of time, the core competence of an enterprise may evolve into general competence. This requires enterprises to arrange a full-time management team to be fully responsible and strengthen communication between departments. Organize all kinds of scattered human and technical resources and work together to form an overall advantage. Hold regular evaluation meetings of enterprise core competitiveness to maintain the balance of enterprise core competitiveness.
(3) Cultivation of information system. In the whole production and operation process, enterprises constantly receive all kinds of information from inside and outside the enterprise. As an important strategic resource, the development and utilization of information has become a key symbol of enterprise competitiveness. It is the basic condition for enterprises to obtain more and earlier information and to transmit and process information accurately and quickly within the organization.
(4) Learning and accumulation of knowledge and skills. In order to make the core competitiveness of enterprises never weaken, the personal knowledge and skills, overall quality and knowledge and skills structure of enterprise employees are particularly important. Training employees' skills through various channels and accumulating technical and management experience of enterprises is one of the advantages that enterprises can rely on in market competition. Such as Changchun FAW and Beijing Kai Guanchang. , can successfully carry out technical transformation with less investment, one of the most important points is to pay attention to improving the knowledge and skills of employees.
3. The core competitiveness of re-innovation
(1) Improve the R&D capability of enterprises. If enterprises want to survive, they must constantly develop new products. This requires enterprises to continuously enhance their research and development capabilities to meet the changing needs of customers. Strengthening R&D ability is the driving force to promote and develop the core competitiveness of enterprises. Of course, enterprise R&D must be based on core competitiveness and carried out on the premise of enjoying resources.
(2) Find new growth points and cultivate core competitiveness. On the basis of its own core competitiveness, find new growth points. And cultivate the growing point into the core competitiveness of the enterprise. Through enterprise management, technology, marketing personnel and market segmentation, find out the leading competitive advantages of the products of this enterprise, and decompose and summarize the technologies and skills that constitute the above advantages. After definition and testing, it is determined to be the growth point of core competitiveness. Borrow the scientific and technological advantages of scientific research institutions and universities, establish a marriage relationship between research and development, introduce relevant technical talents, and cultivate this growth point into the core competitiveness of enterprises.
(3) Shaping excellent corporate culture and values. Taking values as the core and stimulating employees' sense of responsibility and creativity is a basic management work to improve the collective efficiency of enterprises. Enterprise software is to cultivate and strengthen enterprise culture. Whether an enterprise can develop continuously, it is very important to consolidate and innovate its core competitiveness, employee values and business philosophy. Acer, an electronics giant in Taiwan Province Province, owes its success to the establishment of a set of humanized management based on human nature, which is honest and pragmatic, customer-oriented and contributes wisdom.
Michael Porter, an American strategist, pointed out that a clear strategic positioning is the fundamental premise to enhance the core competitiveness of enterprises. Enterprise strategic positioning includes industrial strategic positioning, market strategic positioning, business strategic positioning, alliance strategic positioning, scale strategic positioning and so on. The author believes that these strategic positioning are based on the development strategic positioning. The so-called development strategic positioning refers to the expectation of the development prospect when the enterprise is founded. For example, when Microsoft was founded, Bill Gates' development strategy was that everyone had a personal computer, and everyone's computer used Microsoft's operating system. It is this that has created Microsoft's dominance. However, most domestic enterprises hope to profit from the irregularities in the domestic market. There is no long-term development strategy at all. They can only rely on their only competitive price, leading to vicious competition among enterprises. In this case, the government should come forward to regulate market behavior. Establish strategic development direction for enterprises from industrial policies, laws and regulations.
[References]
China Education and Scientific Research Computer Network, Huaxia Forum "Strengthening the Core Competitiveness of Enterprises and Developing Large Enterprises with International Competitiveness"
Zhou, associate professor of Jiangsu Institute of Administration. Strategic orientation: the magic weapon to enhance the core competitiveness of enterprises
Michael Porter: Competitive Advantage, Huaxia Publishing House, 1997.
Michael Porter: Competitive Strategy, Huaxia Publishing House, 1997.