STRATEGY OF DEVELOPMENT ON CORE COMPETENCIES IN IMPROVING COMPETITIVENESS OF COCOA IN MAMUJU REGENCY, WEST SULAWESI PROVINCE.

Author:Pono, Maat
Position::Report
 
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INTRODUCTION

In effort to increase national competitiveness, then the industrial development must be conducted with synergy between planning at the national/central and regional levels. This is done by 2 (two) approaches, namely a top down and bottom up. Top-down approach the industrial development is planned with due regard to the priorities identified nationally and followed by regional participation. This is commonly known as development based on design (by design). Bottom-up approach is done by determination of core competencies as area excellence. The use of core competencies in region industrial development is relevant for the purpose of increasing regional competitiveness and ultimately increases national competitiveness. This can happen given that the approach of core competencies are trying to exploit the resources and region capabilities uniquely, that are not in other region, and therefore, will provide benefits in terms of empowerment of economic actors in the region by exploring the potential of competitive resource (core competencies) that are tangibles. Thus, the region core competency, it is expected that the district/city have high competitiveness, as capital in the global competition. In addition, the region core competence will encourage cooperation inter-region due to the need for other areas of core competence, both similar and that have relevance because entered in the value chain. This will encourage the growth of the value-chain policies across borders and expand the economies of scale (Somekh and Lewin, 2005).

Recently, the problems faced by the region includes the concept of core competence (with its benefits) are not yet fully implemented correctly in the planning of the regional economy. A district/city is often only mimic what is seen and successfully implemented in other areas without considering the internal capabilities and opportunities faced by the region. As a result, many projects that are replicating, failed when implemented in the field (Langoday, 2011). Prahalad and Hamel (1990) defines core competencies as a set of integrated capabilities of a series of resources and its supporting as a result of the accumulation process of learning, which will benefit the competitive success of a business. Three prerequisites are proposed by Prahalad and Hamel (1990) should be applied to identify core competencies within the company must: (1) provide potential access to various markets; (2) make a significant...

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