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McCormick+Schmitz Handbook for value chain research on - PACA

McCormick+Schmitz Handbook for value chain research on - PACA

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Such differences emerge clearly if you ask your resp<strong>on</strong>dent to use a five-point-scale <str<strong>on</strong>g>for</str<strong>on</strong>g><br />

each of the above criteria. Give him or her a blank copy of Table 11.1 and ask them to<br />

place your country (regi<strong>on</strong>) and the other relevant countries (regi<strong>on</strong>s) in the relevant<br />

boxes. This table and the related figures use actual findings from the footwear industries<br />

in China, India, Brazil and Italy, but the same techniques can be used in the garment<br />

industry.<br />

The resulting in<str<strong>on</strong>g>for</str<strong>on</strong>g>mati<strong>on</strong> can then be entered into a star diagram (see Figures 11.1 and<br />

11.2) in which each arm represents <strong>on</strong>e of our criteria. (Note that you can reduce or<br />

increase the number of criteria.) Linking up the scores then gives you a radar chart of<br />

each regi<strong>on</strong>. The combinati<strong>on</strong>s in which these charts can be used and compared are<br />

many. For example, you can compare how US versus European buyers assess your<br />

regi<strong>on</strong>, using in each case the average score of the respective group of buyers. The key<br />

step, however, lies usually in putting the radar chart of your regi<strong>on</strong> <strong>on</strong> that of the directly<br />

competing regi<strong>on</strong>. It reveals at a glance – to you and your audience – the respective<br />

strengths and weaknesses.<br />

Figure 11.1, <str<strong>on</strong>g>for</str<strong>on</strong>g> example, compares the per<str<strong>on</strong>g>for</str<strong>on</strong>g>mance of India and China showing that<br />

India’s main deficiency lies in quality and punctuality. Or take Figure 11.2 which shows<br />

that Brazilian producers out-compete Italian producers in terms of price (no surprise) and<br />

punctuality (small surprise), that they can match Italy in terms of product quality (big<br />

surprise) but are far behind in terms of innovative design (no surprise). These examples<br />

are taken from Schmitz and Knorringa’s (2000) paper ‘Learning from Global Buyers’.<br />

An early versi<strong>on</strong> of this paper, including the questi<strong>on</strong>naire, can be downloaded from<br />

www.ids.ac.uk/ids/global/valchn.html. The paper also stresses the limitati<strong>on</strong>s of using<br />

buyers as a source of comparative in<str<strong>on</strong>g>for</str<strong>on</strong>g>mati<strong>on</strong> <strong>on</strong> producers.<br />

The use of this simple and effective technique has been simplified further – with regard to<br />

data processing – by recent versi<strong>on</strong>s of the software programme Excel. Go to Insert →<br />

Chart → Radar.<br />

70

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