Since the birth of the enterprise, how to develop the enterprise better and stronger is undoubtedly the top priority of entrepreneurs and all walks of life. Because enterprises are the lifeblood of the economic development in the modern world, and their competitiveness is the key to their survival, the research on enterprise competitiveness has become a hot field in academic circles, and countless scholars have given their own unique insights and analysis from the financial, material and human resources of enterprises. Of course, in today's enterprise development, the important role of enterprise culture in enterprise competitiveness has attracted the attention of enterprise management. This paper aims to analyze the mechanism and influence of corporate culture on corporate competitiveness.

Corporate culture; Enterprise competitiveness; Mechanism of action

I. Overview of Corporate Culture and Competitiveness

(A) Overview of corporate culture

1. The concept of corporate culture

Scholars generally believe that the presentation and initial understanding of corporate culture originated from the American research on why the Japanese economy could create miracles in a short time after World War II, and China gradually realized the importance of corporate culture after the reform and opening up. Of course, enterprise management ability is also a kind of enterprise culture. According to the classification of industry standards, corporate culture is only one aspect of the huge concept of culture. It is a value concept recognized and generally accepted by enterprise leaders and employees, the core idea of forming ways and means to deal with various complex things in enterprises, and a group organization culture. Corporate culture embodies the mental outlook and development direction of the enterprise, and is based on the management culture of the enterprise.

2. The characteristics of corporate culture

Corporate culture is an indispensable factor in the process of sustainable and healthy development of enterprises, and its characteristics are also remarkable. This paper divides the characteristics of corporate culture into three aspects from the inside out. On the one hand, corporate culture is oriented and cohesive. Once an enterprise forms its own unique corporate culture, the values formed by this unique corporate culture will subtly affect the employees of the enterprise, making its values gradually close to the overall values of the enterprise, thus integrating the values of the enterprise, unifying the top-down ideals, beliefs and goals of the enterprise and striving for the same goal. This is the core and deepest feature of corporate culture. Secondly, corporate culture is stimulating and normative. Excellent corporate culture is the best spiritual motivation for employees, which can greatly improve the enthusiasm of employees and thus improve the efficiency of enterprises. Moreover, compared with various rules and regulations, the ethical norms and values recognized by enterprises from top to bottom contained in corporate culture can enhance employees' self-discipline ability, better regulate employees' behaviors and avoid unnecessary losses to enterprises. Third, corporate culture is innovative and communicative. Corporate culture is the spiritual wealth created by enterprise participants, which can inspire and influence employees and improve their innovation ability for enterprise products. Corporate culture is also a valuable spiritual advertisement, which can shape a good corporate image and enhance the visibility and reputation of enterprises in consumers and industries. Therefore, corporate culture is divided into three levels. The first level is the enterprise spirit culture characterized by orientation and cohesion. The second layer is the enterprise system culture characterized by encouragement and standardization; The third layer is the enterprise material culture characterized by innovation and communication.

(B) Overview of enterprise competitiveness

1. The concept of enterprise competitiveness reflects the overall comprehensive ability of an enterprise, and it is the ability of an enterprise to continuously provide products and services to the market, gain profits and develop itself more effectively than other enterprises. Generally speaking, the competitiveness of enterprises is the comprehensive ability that enterprises must compete with other similar enterprises in order to achieve sustainable development, obtain limited resources from limited markets and sell their own products.

2. Characteristics of enterprise competitiveness

The competitiveness of enterprises can be divided into three levels from deep level to shallow level. The first layer is the deep layer, that is, the core concept, including the ideology of each enterprise, the unique values formed by each enterprise and the unique corporate culture of each enterprise. The second level is the middle level, that is, the organizational structure, including organizational model, hierarchical structure, internal control, operating mechanism and so on. The third layer is shallow, that is, enterprise products, including the ability of enterprises to obtain the required production resources, the ability to develop innovative new products to meet market demand, and the ability to control the output, quality and price of original products. It can be seen that the deepest contest between enterprises is the contest of different cultures between enterprises. Corporate culture is the key to enhance the competitiveness of enterprises.

3. The relationship between corporate culture and corporate competitiveness

Enterprise culture is the cornerstone of enterprise competitiveness and the most basic and core component. Once an excellent corporate culture is formed, it will form a powerful spiritual force to promote the development of enterprise competitiveness and make the enterprise generate show strong vitality. Enterprises must build their own excellent corporate culture in order to improve their competitiveness. The three levels of enterprise culture, namely, enterprise spirit culture, enterprise system culture and enterprise material culture, will directly affect the three levels of enterprise competitiveness, namely, core concept level, organizational structure level and product level, so as to promote the development of enterprise competitiveness in all directions, at all levels and in depth, thus laying a solid foundation for the sustainable operation of enterprises, enabling enterprises to have stronger ability to obtain resources and sell products, and to be superior and stronger.

Second, the corporate culture of enterprise competitiveness mechanism

The function mechanism of enterprise culture on enterprise competitiveness refers to the aspects from which enterprise culture acts on enterprise culture and its function process. From the above analysis, we can see that corporate culture will have an effect on the competitiveness of enterprises from three levels. Let's discuss the mechanism of corporate culture on the competitiveness of enterprises from these three levels.

(A) the mechanism of corporate culture on the core concept of corporate competitiveness

1. Affect the strategic orientation of entrepreneurs

The business direction and development model of an enterprise have been the big things that entrepreneurs have been considering from the beginning. As the core of enterprise operation, the level of entrepreneurs directly affects the development of enterprises. Every entrepreneur has a unique set of decision-making methods and ideas, which are the basis for entrepreneurs to make strategic positioning of enterprises, and affect the operation mode and organizational structure mode of enterprises, and finally form the management direction and development mode of enterprises. The decision-making methods and ideas of entrepreneurs come from the values formed in the process of dealing with many things. Corporate culture, as the spiritual guidance of the overall development of an enterprise, contains core values that are compatible with the enterprise goals, which will inevitably affect the values of entrepreneurs, the formation of their decision-making methods and ideas, and ultimately the strategic orientation of entrepreneurs.

2. Affect the value orientation of employees

If an enterprise is a "machine", then employees are the "parts" of this machine. Without any "parts", the operation of this "machine" will be affected. If an enterprise wants employees to work hard for the enterprise, thus creating greater economic benefits, the effect of only paying employees wages and benefits is not significant. We must pay attention to irrational factors such as employees' psychological state and value orientation. The enterprise spirit culture characterized by orientation and cohesion plays a vital role in the value orientation of employees. It can guide and influence employees' values, make employees' values adapt to the overall enterprise spirit and culture, and increase employees' sense of security and belonging. Finally, the value orientation of enterprise employees conforms to enterprise goals, which can stimulate employees' work enthusiasm, fully improve the work efficiency of the whole enterprise, and then create more enterprise wealth.

(B) the organizational structure and mechanism of corporate culture on corporate competitiveness

1. Affect the internal control of enterprises

Enterprise internal control is an important part of enterprise organizational structure, and the effectiveness of enterprise internal control directly determines the stability of daily operation mechanism. Generally speaking, enterprises always improve the effectiveness of internal control by revising the internal control system, improving the operation process and implementing severe punishment measures. However, the "Sanlu tainted milk powder" incident in recent years has sounded the alarm for us, and corporate culture is an indispensable factor to improve the effectiveness of internal control. No matter how carefully the internal control system is designed, it is ultimately implemented by the personnel of the enterprise. The management of people must pay attention to the principle of people-oriented and the unity of material and spirit. Enterprise institutional culture will inject human vitality into the establishment of internal control, and combine the norms of internal control, system and moral norms to form a good, people-oriented internal control environment. This healthy and friendly internal control environment can make employees have good self-control, enhance self-discipline, greatly reduce the difficulty of internal control, and make internal control efficient and orderly.

2. Evaluation mechanism affecting enterprises

Corporate culture has a great influence on the assessment, evaluation and encouragement in corporate work. According to the above discussion, the individuals who participate in the enterprise are a combination of rationality and sensibility, so we can't separate the participants in the enterprise. It can be seen that material rewards and intangible rewards are equally important, but at present, enterprises mainly focus on material rewards and have a little insufficient understanding of the importance of intangible rewards. Intangible return refers to the essential needs of personal spirit and emotion, that is, the needs brought by corporate culture. Enterprises should provide employees with due respect and non-material rewards for being able to communicate with superiors freely, and also provide non-material rewards for employees' trust, recognition and promotion opportunities. As the saying goes, there is no doubt about employing people. Corporate culture can combine material rewards with non-material rewards, making the evaluation mechanism of enterprises more perfect and more fair.

(C) the mechanism of corporate culture on the product layer of enterprise competitiveness

1. Affect the ability of enterprises to control the production and quality of products.

The production of enterprise products is a means for enterprises to obtain profits. In order to make the enterprise develop better, we must work hard on the enterprise products, and the products produced must constantly meet the market demand. From this point of view, the production and quality control of products will be a powerful weapon for enterprises to occupy market share. If enterprises do this well, they will certainly improve their viability. Corporate culture can stimulate the innovation of enterprises and improve their innovation ability from the perspective of the whole enterprise. This will greatly improve the performance of products and reduce costs on the basis of ensuring quality. Finally, improve the competitiveness of enterprise products in the market and create conditions for enterprise development.

2. Affect the external service and marketing of enterprises.

On the premise of meeting the market demand, the products of enterprises must also be recognized by the society and consumers, so as to complete the final sales and obtain profits. Corporate culture can be spread to consumers from top to bottom through enterprises, and gradually improve the recognition of consumers; And can create a good corporate image in front of society and consumers, and improve the credibility of enterprises. These can be called new marketing methods of enterprises. Incorporating corporate culture into corporate service and marketing can not only reduce the cost of corporate marketing and publicity, but also achieve several times the publicity effect of traditional mode, which can be described as killing two birds with one stone.

Third, corporate culture to enhance the competitiveness of enterprises

Enterprise competitiveness is the ability of enterprises to obtain limited resources and sell products in a competitive market to achieve better development of enterprises. Corporate culture can improve the competitiveness of enterprises in two ways: one is to increase the value creation of enterprises, that is, to obtain resources more effectively; The second is to promote the realization of the created value, that is, to obtain better profits. Thereby ultimately improving the competitiveness of enterprises.

(A) corporate culture and enterprise value creation

The products produced by enterprises can finally be sold for profit because the products contain value. If the enterprise can improve the value contained in the product under the condition that the product cost is the same as the industry average cost; Or the product cost is lower than the industry average cost, but the value contained in the product remains unchanged, then the enterprise has completed the value creation. It is bound to gain stronger enterprise competitiveness. Corporate culture can increase the value creation of enterprises by reducing transaction costs and management costs.

1. Reduce the transaction cost of enterprises

If an enterprise wants to survive, it must constantly trade with its stakeholders. Then all kinds of expenses arising from the transaction are transaction expenses, including negotiation and supervision expenses in the process of signing the contract, expenses arising from performance, losses caused by uncertain risks, etc. Corporate culture can grasp the activities of enterprises as a whole from three levels: core values, system establishment and products, thus shaping a good external image of enterprises and gaining the trust of relevant parties. This can not only reduce unnecessary negotiation and supervision costs, but also reduce the related losses caused by uncertain risks because of the existence of mutual trust mechanism. This undoubtedly greatly reduces the transaction cost, greatly creates enterprise value and improves the competitiveness of enterprises.

2. Reduce enterprise management costs.

The management cost of enterprises is also an important factor restricting the improvement of their competitiveness. Enterprise management is mainly aimed at the management of enterprise participants, which is the top priority of management. Man is a combination of sensibility and rationality, and the guidance and standardization of corporate culture can provide feasible behavior norms for enterprise participants and reduce the risk and difficulty of management; The cohesion of enterprise culture can make the values of enterprise participants tend to be consistent and reduce unnecessary differences. These functions of corporate culture eventually lead to the reduction of management difficulty and management cost, and improve the competitiveness of enterprises.

(B) corporate culture and the realization of corporate value

1. Create a good value realization channel

Enterprises are the product of deep social division of labor, and each industry has enterprises with different business scope and scale. Each enterprise can be regarded as a different individual, a part of the whole value chain, and only responsible for a part of the business in the value chain. For an enterprise, it is necessary to take care of the upper and lower value chains. How to survive better in the value chain, many experts and scholars have their own unique analysis angle, and corporate culture is also indispensable here. Corporate culture can establish a good corporate image in all walks of life and improve the credibility of enterprises in the industry. This makes individuals in the value chain hope to win-win cooperation with enterprises, thus creating and maintaining the value realization channels of enterprises and ensuring the realization of enterprise value. This has greatly enhanced the competitiveness of enterprises.

2. Enhance consumer recognition.

A good enterprise must learn to understand the needs of consumers, learn to communicate with consumers and even develop goods together. In these respects, corporate culture will bring unexpected effects to enterprises. Case: Xiaomi Technology Co., Ltd. (hereinafter referred to as Xiaomi) was established in April 20 10. By the end of 20 14, the enterprise's valuation reached 45 billion dollars. The slogan of Xiaomi enterprise is "born for fever", which is also its corporate culture slogan. Xiaomi pioneered the Internet model to develop the mobile phone operating system, and consumers participated in the development and improvement of the model. In the latest statistics, Xiaomi has surpassed Samsung in the mobile phone market in China. In this respect, Xiaomi is undoubtedly a very successful domestic enterprise. Xiaomi's success has created a corporate legend, and its success is inseparable from Xiaomi's corporate culture charm. The cooperative development between Xiaomi and consumers accurately grasps the needs of consumers, that is, consumers not only want to enjoy technology, but also want to participate in product development, which greatly enhances the recognition of consumers. Xiaomi put forward his own corporate culture slogan, created an economic model of mobile phone fans, and turned consumers into enthusiasts. This is undoubtedly a good way to firmly grasp the customer base. Grasping consumers means grasping the future of the enterprise. Consumers are a combination of rationality and sensibility, and corporate culture is the best stage to attract consumers, provide communication with consumers and finally gain their recognition. The recognition of consumers and the guarantee of value realization channels will undoubtedly promote the realization of enterprise value, and finally give enterprises strong competitiveness and lay a solid foundation for their better and stronger development.

Four, the use of corporate culture to enhance the competitiveness of enterprises should pay attention to the problems and suggestions

(A) pay attention to corporate culture awareness

Corporate culture is very important to improve the competitiveness of enterprises. Enterprise management must attach importance to the construction of enterprise culture and cannot exclude culture from the enterprise. Corporate culture is recognized and accepted by enterprise managers and employees, not a top-down system norm formulated by managers. As the saying goes, when in Rome, do as the Romans do, and it also applies here. The construction of enterprise culture must conform to the cultural environment where the enterprise entity is located. Of course, corporate culture is not static. We should look at our own corporate culture from a development perspective, update the content of corporate culture in time, and let corporate culture serve enterprises better.

(2) Suggestions

1. Give full play to the exemplary role of management.

In the final analysis, the development direction, development mode and how to build an enterprise are all in the hands of the management of the enterprise. Management should pay full attention to the great role of corporate culture and form the unique cultural charm of the enterprise. In the process of enterprise culture construction, we should pay attention to the unity of enterprise overall culture and detail culture to avoid contradictions in some cases. Management should actively respond to the management regulations of corporate culture, set an example for employees to learn corporate culture inside the enterprise, and be a propagandist of corporate culture outside the enterprise.

2. Strengthen the training and education of employees.

Corporate culture has good inheritance characteristics, so a training and education system suitable for corporate culture should be established within the enterprise. Not only the new employees of the enterprise, but also the employees with relatively old qualifications are trained in the corresponding corporate culture. In the process of training and education, we should carry forward and innovate the corporate culture with employees to make the corporate culture full of vitality and vitality. Only in this way can we continuously and fully enhance the competitiveness of enterprises and create favorable conditions for their sustainable development.

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