1. Corporate culture promotes enterprises to improve their core competitiveness. According to recent research, enterprise competitiveness means that in a competitive market, an enterprise can continuously provide products or services to the market (consumers, including productive consumers) more effectively than other enterprises, and obtain the comprehensive quality of profitability and self-development ability (the view of domestic competitiveness research expert Jin Bei). After long-term research, the internationally renowned RAND Company found that the competitiveness of enterprises can be divided into three levels: the first level is the product level, including the ability of product production and quality control, service, cost control, marketing and research and development; The second level is the system level, including the structural platform composed of various management elements, the internal and external environment of enterprises, the relationship between resources, the operating mechanism of enterprises, the scale of enterprises, brands, the property rights system of enterprises, etc. The third level is the core level, including corporate culture with corporate philosophy and corporate values as the core, corporate image consistent inside and outside, corporate innovation ability, differentiated and personalized corporate characteristics, sound finance, excellent vision and long-term global development goals. The first level is the superficial competitiveness; The second level is the competitiveness of the support platform; The third level is core competitiveness. From this conclusion, we can see that corporate culture plays an important role in enhancing the competitiveness of enterprises. The content of corporate culture is simple and clear, and the values are widely recognized by the members of the organization. Under the guidance of these values, the main members of the enterprise will have a sense of mission, and employees will have a strong sense of identity with the enterprise, its leaders and corporate image. This is the basis for corporate culture to become the internal driving force of enterprise development. The role of corporate culture in enhancing the competitiveness of enterprises is reflected in its four functions: 1. 1 cohesion function. Corporate culture is the adhesive of enterprises, which can closely link and unite employees and make their purposes clear and coordinated. The foundation of enterprise employee cohesion is the fundamental goal of the enterprise. If the fundamental goal of the enterprise is chosen correctly, the interests of the enterprise and the interests of the vast majority of employees can be unified, which is a win-win goal for both the collective and the individual. The role of enterprise culture in enterprise development. On this basis, enterprises can form a strong cohesion. Otherwise, the formation of enterprise cohesion can only be an illusion. Taking Huawei's corporate culture as an example, the key to Huawei's cohesion lies in the hypothetical system of Huawei's culture, that is, the hypothetical system behind Huawei's core values. For example, "knowledge is capital" and "intellectual capital is the leading factor of enterprise value creation". Another example is learning Lei Feng's cultural hypothesis: the core essence of Lei Feng's spirit is dedication, doing one's job well is dedication, and doing one's job well in a down-to-earth manner is Lei Feng's spirit. Huawei's value evaluation and value distribution system ensure that this kind of effort is reasonably rewarded. It is this cultural hypothesis system that makes all Huawei people agree with the company's goals, combine their life pursuit with the company's goals, and help employees understand the company's policies; Adjust the mutual interests between people, individuals and teams, and individuals and companies. Thereby forming the traction and constraint of culture on Huawei people's behavior. 1.2 boot function. Orientation includes value orientation and behavior orientation. Enterprise values and enterprise spirit can provide enterprises with long-term significance and a wider range of correct direction, and provide basis for enterprises to formulate basic competitive strategies and policies in market competition. Corporate culture innovation, especially concept innovation, is very important for the sustainable development of enterprises. Wuxi Little Swan Co., Ltd. maintained the first market share in the industry for 10 from 1989 to 199. The internal reason is the continuous innovation ability of the enterprise. The group put forward and implemented the model of "thought is more important than capital", and thought that thought is the source of productivity and profit; With the change and development of the market, enterprises have established and effectively implemented the "doomsday view" that attaches importance to the crisis, the "people-oriented view" and the "market and competition" view that aims at consumer recognition. Among the many elements that constitute corporate culture, values are the core and foundation that determine the characteristics of corporate culture, and enterprises must pay enough attention to it to make it innovate and keep pace with the times. 1.3 excitation function. Motivation is a kind of spiritual strength and state. The internal cultural atmosphere and value orientation formed by corporate culture can play the role of spiritual encouragement, mobilize and stimulate employees' enthusiasm, initiative and creativity, induce people's potential wisdom, give play to employees' ability, and improve the self-management ability and self-management ability of all departments and employees. For example, General Electric Company of the United States has set high task targets for employees, but in terms of performance appraisal, it is not only based on whether the targets are achieved, but also compared with the indicators of the same period last year. If the indicators are not completed, the reasons why the indicators are not completed will be fully considered, whether it is environmental factors or personal problems. If it is a personal problem, analyze whether the employees have made great progress than before, and encourage the setbacks encountered in the process of employees' growth in the form of positive rewards. Unlike some enterprises, employees are punished when they make mistakes, which effectively protects their innovative spirit. Therefore, GE's high index is not only an assessment standard, but also an incentive means. 1.4 is a constraint function. Enterprise culture and enterprise spirit have established the correct direction for enterprises, and often play a "soft constraint" role on those behaviors that are not conducive to the long-term development of enterprises, providing enterprises with "immunity" function. Constraint function can improve employees' consciousness, enthusiasm, initiative and self-discipline, make employees clear the meaning and methods of work, and improve their sense of responsibility and mission. For example, at the beginning of the establishment of 1995 LG Electronics (Huizhou) Co., Ltd., there was no ready-made model for the internal workflow and the mutual cooperation of various departments, which led to a large number of problems in the production and operation process. All departments of the company only formulate rules and regulations according to their own business scope, and all auxiliary departments lack the initiative consciousness of production support, and employees lack complete concepts such as business philosophy, production and quality management. In view of this situation, the company launched the SUPERA activity of "pre-production stability". This activity has made outstanding contributions to the improvement of company management level, production efficiency and product quality. Since then, with the theme of quality improvement, "96 My Suggestions" and all-round quality improvement activities aimed at diagnosing and dealing with various problems affecting quality in the production process at that time have been carried out. The company also began to use a new slogan-"Quality depends on you, on me and on everyone". After more than a year of quality innovation activities, the quality of the company's products has been greatly improved, and in June+February of the same year, it won the silver award in the final of SUPERA'97TEAM of LG Electronics Headquarters in South Korea. The role of 1.5 in shaping the image. Excellent corporate culture shows the public the successful management style, good operating conditions and noble spirit of the enterprise, thus shaping a good overall image, establishing a reputation and expanding its influence, which is a huge intangible asset of the enterprise. 2. Corporate culture promotes the sustainable development of enterprises. As we all know, material resources will be exhausted one day, but corporate culture is endless. The world-famous longevity companies all have a common feature, that is, they all have a set of persistent core values and their own unique corporate culture. The essence of corporate culture is embodied in its core values. The key to the sustainability of enterprise growth is that its core values of pursuing long-term stability should be confirmed by successors, who should have the ability of self-criticism, so that the core values can be inherited and continued under the premise of adapting to the changes of technology and social environment. In recent years, the goal of the second venture advocated by many enterprises is actually sustainable growth. The main characteristics of the second venture are to dilute the personal color of entrepreneurs, strengthen professional management, turn personality charm and personal motivation into atmosphere, and form a joint force to promote and guide the correct development of enterprises. Although enterprises can grow without a good corporate culture, it is difficult for enterprises to achieve sustainable growth without a good corporate culture. Without culture, there is no soul, and there is no bright light to guide the long-term development of enterprises, so it is impossible to obtain the power to drive enterprises forward. Culture does not solve the problem of profitability of enterprises, but only the problem of unsustainable growth of enterprises. In this sense, whether China enterprises can grow into world-class enterprises and long-lived enterprises is closely related to the success or failure of corporate culture construction. If an enterprise does not have a good corporate culture, it will lose the motivation of sustainable development and eventually walk into the abyss of failure. Many small enterprises in China do not pay attention to corporate culture construction. In the short term, due to some reasons, their business conditions may be better. However, this situation will not last long, and these enterprises cannot stand the test of time. Without the guidance of corporate culture, the enterprise is like losing its soul, falling apart and finally being eliminated in the competition. In the 1980s, there were several well-known electrical enterprises in Shaanxi Province, such as Yellow River Electric Appliance Factory. The yellow river color TV set produced by this factory once sold well, but due to backward management, it did not form its own excellent corporate culture and did not pay attention to innovation, and eventually disappeared in the fierce competition. 3. Good corporate culture is the magic weapon for enterprises to attract and retain talents. In today's society, the arrival of the era of knowledge economy makes talents the key to the survival and development of enterprises. It is very important for enterprises to obtain a large number of outstanding talents and keep them, because these are all human capital that can promote enterprises to realize value-added. The competition for these talents has become an important aspect of current international competition. After China's entry into WTO, multinational companies have been optimistic about the development potential of China market. While local enterprises in China and multinational enterprises compete for resources and markets, more and more local talents in China have also become the targets of domestic and foreign enterprises. This makes the competition for talents intensified. However, in this talent competition, "the most important thing is not money, but corporate culture." If monetary reward is the only criterion, it will only cause employees to have no sense of belonging, change jobs frequently, and enterprises will not dare to invest in training employees. In the long run, it will form a vicious circle, which will have a negative impact on talent growth and enterprise development. According to a global human resources statistics, 89% of the resignees in multinational companies said that they did not submit their resignations because their salaries were too low. Let's take a look at the example of Procter & Gamble: In Procter & Gamble, the company will help every employee plan for the next two, five or even twenty years. The attraction of this people-oriented corporate culture to talents can be imagined. Procter & Gamble has attracted a large number of outstanding talents. This corporate culture gives employees a strong sense of belonging and self-realization. The charm of excellent corporate culture is very great, which will make employees love the collective very much, and sometimes it will reach unimaginable levels. Here is a case of Haier: 1. There is a story circulating in Haier: a girl works in Haier No.1 washing machine factory. She/KLOC-joined Haier Group at the age of 0/9. The girl's name is Wang Junsheng. She has been baptized by Haier culture for three years. Three years later, she fell ill and was diagnosed with leukemia. Just as she was about to die, she made one last wish to her relatives: she wanted to take a last look at Haier, where she worked. Just after her death, her family stopped her hearse at the gate of Haier 15 minutes. What does this mean? Only one thing, the charm of Haier culture makes Haier people love this group so much. Two years ago, there was a story circulating in Haier: a college student who went to work in Haier left Haier for a short time and became the department manager of a very famous large enterprise group in Shenzhen. But not long after, he wrote a letter to President Zhang Ruimin. His letter said that I work in this company in Shenzhen, and my income is very high. But I always feel that I am missing something. What do I want to miss carefully? What is lacking is culture, team spirit and transparent interpersonal relationship. This is Haier. Through Haier's case 1, we can see that the excellent corporate culture makes employees have a strong sense of belonging, so that this female worker has to take a look at Haier where she works before she dies. This shows that the charm of corporate culture is very great, and its power is really beyond imagination. The college student in case 2 only worked in Haier for a short time, and finally found the true charm of Haier culture through comparison. Although he works as a department manager in a large enterprise and earns a lot of money, he is still obsessed with Haier culture. In Haier's cultural atmosphere, the employee turnover rate is very low, which is all because of Haier's excellent corporate culture. For knowledge workers, matter is no longer very important. They are not all economic men. According to Ma Si Knorr's hierarchy of needs theory, people's needs are hierarchical, from low to high. They are physiological needs, safety needs, respect needs, social needs and self-realization needs. Material demand is the lowest demand. When the material is satisfied, there will be high-level demand. At this time, material interests have little attraction to him. Therefore, as an enterprise, it is not easy to recruit and retain talents simply by high salary and high treatment. Because they can't meet their high-level needs with high salaries. Only corporate culture can strongly attract them and give them a strong sense of belonging. Corporate culture really plays a key role in enterprise talent competition. The competition between enterprises and talents is really reflected in the competition of different corporate cultures. All kinds of talents choose companies suitable for their own development through understanding the corporate culture of the company. Many talents choose to enter a company because they like its corporate culture. 4. Excellent corporate culture must be built in the era of knowledge economy. Now let's look at the following questions: 1) Why do many "star" enterprises in China quickly become the role of "meteor" corporate culture in enterprise development? 2) Why is it difficult for middle and high-level enterprises to reach a * * * understanding and there are communication barriers? 3) Why do employees feel confused and hesitant in the process of organizational change and process reengineering, and it is difficult to follow up, which leads to poor reform effect. 4) Why are corporate culture concepts and behaviors seriously deviated (cultural collapse), and why are the institutional costs of Chinese enterprises high (natural defects of psychological contracts). 5) Why are enterprises distracted by decentralization and profit sharing? The above problems are all caused by the failure of enterprises to build excellent corporate culture. In the past, many star enterprises became meteor enterprises because they didn't pay enough attention to corporate culture and didn't create their own excellent corporate culture. In a few short years, they may have good benefits, but in the end they will be at a disadvantage in the fierce competition, which will eventually lead to a flash in the pan. In the era of knowledge economy, if employees are managed by corporate culture, their work enthusiasm will be greatly improved. In an enterprise with excellent corporate culture, it is not difficult for the top and middle grass-roots to reach an understanding of * * *, and the communication between the upper and lower levels is very smooth. Because corporate culture is a set of value system recognized by employees, employees participate in the construction process, which has a universal and strong guiding and binding effect on employees and will not cause employees to feel confused, hesitant and unwilling to follow up. In addition, there will be no cultural collapse. Due to the cohesion of corporate culture, there will be no distraction in the enterprise. Zhang Ruimin, a famous entrepreneur in China, told reporters on the eve of the '99 Fortune Forum: "Haier's past success is the success of ideas and ways of thinking. The soul of enterprise development is corporate culture, and the core content of corporate culture should be values. " As for Zhang Ruimin's personal role in Haier, he believes that "the first is the designer, how to adapt the organizational structure to the development of the enterprise; The second is a priest, who constantly preaches, makes employees accept corporate culture, and combines the embodiment of employees' own values with the realization of corporate goals. "In fact, the expansion of Haier is mainly a kind of cultural expansion-buying a company, sending a general manager, an accountant and a set of Haier culture. Haier relies on its own Haier culture to manage its employees. When it expanded, it brought the acquired enterprises back to life by inculcating Haier culture. 1998 Haier, who uses intangible assets such as corporate culture to revitalize tangible assets, has a very famous saying called "eat Huck fish", which is recorded in the case base of Harvard Business School in the United States. Zhang Ruimin boarded the platform of Harvard University in March 1998, becoming the first China person to board the platform of Harvard University. The case he was carrying was eating Huck fish. What do you mean by eating cod? As we all know, there are several ways to merge enterprises: enterprises with relatively strong assets merge small enterprises, which is called eat small fish the Big Fish; The merger of enterprises with strong technical strength and enterprises with weak technical strength is called "fast fish eat slow fish"; In addition, a few years ago, there was an alliance between enterprises, that is, a strong alliance, which was called shark eating shark. What does Haier mean by eating Huck fish? That is to say, for an enterprise, if the equipment and funds are available, but the management mode is not, then this "fish" can be said to be a "fish" that is temporarily shocked but not dead, not rotten or smelly, and can be eaten. The way to activate fish is to activate it with culture and intangible assets. Haier successfully used intangible assets to revitalize tangible assets within the scope of rapid expansion of 17. People say that the United States is hegemonism, and what it wants most is to annex others. I didn't expect Haier to swallow others with culture, ideas and management mode instead of money. This is enough to see the importance of corporate culture. It is very important for an enterprise to build its own corporate culture. In the era of knowledge economy, enterprises must build excellent corporate culture if they want to develop in the long run.