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influences on the firm. Some examples of trends changes in the wider environment are given considers how the introduction of European Union might impact upon firms trading in Europe. The introduction of a single currency is clearly going to affect most busies. The problem facing a particular firm is to try to work out more how it will affect their operations and strategy. The check list should be applied to your firm's circumstance. One way of translating these broader issues into more precise. Distinguish of how it might impact upon a particular firm is to use Five-forces model as a "filter" between the broader macroeconomic and the particular circumstances facing the firm. Thus these raised by the article in the illustration could be applied to each of five forces in turn. For example: - How will a single currency affect the way firms compete in our existing markets? - Will it make entry into the market more or less easy? How will monetary union affect our customers' buying behavior? Will it increase or decrease their power? Competitor analysis between market & industry The market or "industry" environment is obviously key to the identification of opportunities and constraints facing the firm. However, f accurate competitive positioning, a more detailed and specific analysis of the "rivalry" category of the fiveforces analysis needs to be carried out by means of an accurate profile of each of the firm's main competitors. It is important to understand your competitors for the following reasons: a. To try to predict their future strategies. b. To assess accurately their probable reactions to your strategic moves. c. To estimate their ability to match you in the quest for competitive advantage. Competitor analysis is more important in some industry structures than in others. In terms of five-force analysis, the stronger the "rivalry" force, the more important it is to understand your rivals, since only then can you combat them successfully. In very fragmented industries, like hairdressing, for example, competitor analysis may not be crucial to success. Firms are typically small, the product or service may well be undifferentiated, and the key to success may be not a distinctive competitive strategy, but the provision of a valued service at an acceptable price to a number of locally semi- 58
captive clients. Or the product may be a commodity (e.g. concrete), and price at the required quality is the only thing that matters in the buying transaction. In a concentrated industry, however, competitor analysis is important, since the competitive battle is essentially between a small number of relatively large companies, normally with differentiated products, and often with strong brand names. In such cases, relative market share becomes crucially important in order to be able to keep down costs by taking advantage of the experience curve, of scale economies, and of scope economies. Competitor analysis is concerned with the following five basic attributes of the competitor: a. Its comparative market strength. b. Its resources and core competences. c. Its current and possible future strategy. d. Its culture, and hence the assumptions it makes about itself and the industry. e. Its objectives and goals, both at corporate level and at business-unit level. Competitor analysis must carry out on a segment-by-segment basis. In this way, the specific competences necessary to achieve competitive advantage in each segment are compared firm by firm. The current strategy of competitors is discernible partly from what each company has to say, but more importantly from what it does. To assess either factor, a positive effort will need to be made at competitor data collection, in excess of the information that will easily come the company's way through a conscientious reading of the press. Effective competitor analysis requires the creation of a file on each competitor, which must be maintained in up-to-date condition by an enthusiastic executive who can act as "champion" for the specific task. In the absence as such conditions, the file is likely to become outdated after a few months. The competitor's intended - or at least declared - strategy can usually be discovered from the chairman's message to shareholders in annual reports, and by interviews in the press given by senior executives. The competitor's realized strategy, however, is the more important, and this can only be discovered by tracking the competitor's actions over a period of time and by scanning it for consistency of purpose. Such direct observation can be supplemented by deliberately seeking out comments 59
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KHAZAR UNIVERSITY Ministry of Educa
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CHAPTER 5. Analysis of research fin
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Strategy evaluation can be a comple
Page 7 and 8: There are ways of dealing with thes
Page 9 and 10: Chapter 4 includes structure analys
Page 11 and 12: By careful study of these definitio
Page 13 and 14: 1-1-2. Recognizing of the Subject i
Page 15 and 16: Chapter 2. 1-2- Background of the r
Page 17 and 18: 1-2-3. Objective and its role The f
Page 19 and 20: esist the shift. So there should be
Page 21 and 22: f- Production factors. Socio-econom
Page 23 and 24: a- Computer changes. b- Changes in
Page 25 and 26: approaches like common management,
Page 27 and 28: We should pick patterns which can p
Page 29 and 30: Part two Recognizing and analyzing
Page 31 and 32: c. Researcher evaluates the informa
Page 33 and 34: The formal approach to predict a te
Page 35 and 36: Potential competitors: We can predi
Page 37 and 38: In these stages the manager should
Page 39 and 40: In trying to assess the influences
Page 41 and 42: Fashion favors the structure of the
Page 43 and 44: To enable the top managers to maint
Page 45 and 46: configuration, the innovative organ
Page 47 and 48: organizations, usually hardly any a
Page 49 and 50: There are a number of factors which
Page 51 and 52: have strong relationships with thei
Page 53 and 54: industry. This enables us to identi
Page 55 and 56: ones by operating proactively upon
Page 57: standards are established. Competit
Page 61 and 62: competitors? e. In what areas might
Page 63 and 64: coordinate the separate activities?
Page 65 and 66: "professional" organizations like a
Page 67 and 68: processes is either specialization
Page 69 and 70: contingency approach is probably Mi
Page 71 and 72: structural changes are introduced.
Page 73 and 74: of environmental dynamism and task
Page 75 and 76: pace of new product introductions i
Page 77 and 78: coordination across the separated f
Page 79 and 80: messy, complex and stressful. Routi
Page 81 and 82: understand and relatively straightf
Page 83 and 84: The statement needs to be concise,
Page 85 and 86: Looked at in this light, it is clea
Page 87 and 88: strategy indicate that the organiza
Page 89 and 90: these types of questions are affirm
Page 91 and 92: Lindsay and Rue hypothesized that s
Page 93 and 94: Determining which objectives are mo
Page 95 and 96: stated objectives. In his thought-p
Page 97 and 98: provide timely information; on occa
Page 99 and 100: Too many organizations discard alte
Page 101 and 102: In a recent article, Shimell emphas
Page 103 and 104: Even the most technically perfect s
Page 105 and 106: Part Three Practical application Ch
Page 107 and 108: agriculture, development of farmer
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subbranches: plant-growing, plant g
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Additional products are used for fe
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According to this feature, to count
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Meanwhile, to get macroeconomic res
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Plan indicators, statistical counti
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Macroeconomic indicators in the agr
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esults of economic activity of Azer
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Absheron Gazakh Zagatala Lankaran K
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Then purchase (consumer) prices of
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Absheron Ganja-Gazakh Sheki-Zagatal
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Net profit remain at producer’s (
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N v is new generated value, I c is
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It is naturally that in that last t
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Economic researches give opportunit
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The determined legal base serve imp
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information relations between scien
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enumerated in accordance with the d
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At the result of generalization of
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CONCLUSION This chapter presents a
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Bibliography 1. ALDRICH, H.E., Orga
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33. RUMELT, R.P. Strategy, Structur
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