Implicit in our earlier discussion

Implicit in our earlier discussion of core competencies is the idea that valuable skills are developed first at home and then transferred to foreign operations. Thus, Wal-Mart developed its retailing skills in the United States before transferring them to foreign locations. However, for more mature multinationals that have already established a network of subsidiary operations in foreign markets, the development of valuable skills can just as well occur in foreign subsidiaries.22 Skills can be created anywhere within a multinational’s global network of operations, wherever people have the opportunity and incentive to try new ways of doing things. The creation of skills that help to lower the costs of production, or to enhance perceived value and support higher product pricing, is not the monopoly of the corporate center. Leveraging the skills created with

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隐含在我们先前讨论的核心竞争力是宝贵的技能都是在国内首先开发，然后转移到海外业务的想法。因此，沃尔玛将他们转移到外国地点之前开发其在美国的零售技能。然而，对于已经建立了子公司，在国外市场的更成熟跨国公司来说，发展的宝贵的技能可以一样好发生在外国的子公司。 22 技能可以在一家跨国公司全球网络的操作内, 任意位置创建无论人们有机会和激励去尝试新的做事方式。技能，以帮助降低生产成本或提高感知的价值和支持较高的产品价格，创造不是垄断的企业中心。利用技能与创建

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隐含在核心竞争力我们前面讨论的想法Mà宝贵的技能首先开发在家中，然后转移到国外工作。在美国这样，沃尔玛开发技能没有零售之前转添加到国外的位置。绥nhiên，对于比较成熟的Mà跨国公司已经建立在国外市场的子公司运营网络，宝贵的技术发展也一样好，可以创造任何地方仲全球性跨国公司的业务，只要人们有网络发生在国外subsidiaries.22技巧机会和激励来尝试新的做事方式。技能创造Mà有助于降低生产成本，或提高支持更高的感知价值和产品定价，是不是企业中心的垄断。凭借与创建技能