Hazırgiyim sektöründe rekabet stratejileri

Abstract

Rekabet hemen hemen her alanda zihinleri meşgul eden bir konudur. Özellikle iş dünyasında rekabetin üstünde hassasiyetle durulması şarttır. Yoğun rekabet kurallarına uymayan ve piyasaya ayak uyduramayan firmalar piyasadan silinmeye mahkumdurlar. Bu yüzden firmalar yaşamlarım sürdürebilmek için rekabet stratejileri geliştirmişlerdir. Bu stratejilerin başlıcaları Maliyet Liderliği, Farklılaştırma ve Odaklaştırma stratejileridir. Hazır giyim sektöründe de firmalar piyasada birbirlerine üstünlük sağlayabilmek amacıyla bu üç stratejiden birini seçerek uygulamaya çalışırlar. Genelde birden çok stratejiyi bir arada yürütmek olumsuz sonuç verir. Ve firma stratejilerden hiç birinde tam başarıya ulaşamaz. Maliyet Liderleri Stratejisinde firma maliyetler üzerine sistamatik bir şekilde eğilerek maliyet unsurlarını kontrol etme ve piyasada bunun en iyi başaran firma olmaya çalışır. Faklıkştırma stratejisinde ise firma alıcı için değerinin bulunduğu bir alanda farklılaşmaya çalışır. Bu iki stratejinin bir çeşit türevi olan odaklaşma stratejisinde ise firma pazara geniş bir biçimde değil, pazarın içinden seçtiği özellikli bir dilim bazında bitap ederek istek ve ihtiyaçlarım karşılamaya çakşır. Firmalar ekonomik yaşamları boyunca dizayn, üretim, halkla ilişkiler, dağıtım, mamul destekleme, reklam gibi bir çok faaliyet yürütür ve bunları yaparkende dikey bütünleşme, kapasite kullanım oranı, ölçek ekonomisi, deneyim ve öğrenme, planlama ve bütün bu faaliyetlerin birbirleriyle olan etkileşimleri gibi bir çok konu ile karşı karşıya kalırlar. Bütün bu sayılan unsurlar firmanın nihai başarısında etkide bulunur ve birinin eksikliği ya da yetersizliği firmayı tehlikeye sokabilir. İşte bu yüzden bütün bu unsurların oluşturduğu sözkonusu kümeye "basan zinciri" adı verilmekte ve rekabet stratejileri bu çerçevede incelenmektedir. Avrupa Birliği ile gerçekleştirilmesi beklenen Gümrük Birliği sonucunda Türk hazır giyim firmaları belki aşina oldukları pazarlarda yeni kurallar ile mücadele II edeceklerdir. Bu bakımdan hem firma yöneticileri ve çalışanları hem de devlet, üzerine düşen görevleri yerine getirmeli ve önlerine çıkan bu fırsatı en iyi şekilde değerlendirmelidir. Bu gerçekleşebilirse Türk hazırgiyim sektörü son yıllardaki çıkışını sürdürebilecek ve bu alanda Dünya' da söz sahibi bir ülke olacaktır.

Competition is one of the most important subjects in our darly life. Especially in the business area if the firms can not be aware of the threats that competition brings, it will be impossible for them to survive, in the market. In order to survive these firms try to have competitive advantage against other firms. The way to obtain this competitive advantage is to follow one of the three competitive strategies which are; 1. cost leadership strategy 2. differentiation strategy 3. focusing strategy Briefly, firms want to minimize their costs in the costleadership strategy. So firms search for the soureces of cost minimization. Obtaining cost leadership will bring the advantage of controlling the price and to interfere it when necessary. But to be the costleader of the sector that firm must really be the leader of its sector, not just an ordinary one that is trying to improve its cost position. In the second straregy which is known as "differentiation strategy" the firm tries to find an area that is valuable for its buyers, and IV differentiates in this area. But differentiation is ussually costly, so the firm generally makes a choice at a point and prefer one of these ways. In the last strategy which is known as "focusing strategy", firms focus on a certain segment of the market and tries to satisfy the needs and wants of this segment. Firm that try to implement these strategies together usually can not be successful in any of them. This position is called as "stuck in the middle" Firms make many activities such as product design, production, marketing, distribution, advertising and etc. besides certain subjects like, vertical integration, capacity, scale economics, learning and spillovers, planning and linkages. All of these factors are very important for the success of the firm. The group of all these factors and activities are called as "the value chain" and this study is prepeared buy using the "value chain" method. The activities and the factors that are described above are not independent from eachother. All these activities and factors are tied with eachother by "linkages" These linkages describe the relationship between the performance of one activity and the cost behavior and performance of another. Linkages are very important factors for the firm becouse of their coordination features. Some of the activities and factors have equal impartance and the concept is the same for both strategies while some do not mean much for every strategy. There are two roles for the firms which implement cost leadership strategy. These are; 1- Firms have to find out cost factors, the interaction between them and keep these under control. 2- To build up better value chains against competitors and improve the value chain continiously. Differentiation is another strategy to obtain competitive advantage. Differentiation can be product based as well as another point that could be valuable for the buyers. Firms that follow differentiation strategy need more qualified raw materials, skilled man power and etc. In returm this strategy brings brand loyalty, increase in sales and decrease in seasonal residuals. VI Firms that differentiate must be also careful with the cost factor. In order to do this they have to ; 1- Use all the sources of differentiation that would not create much cost, 2- Keep the cost drivers under control, 3- Decrease the cost of the activities that are not important for the buyers. 4- Invest on the areas that are valuable for buyers. Finally in the focusing strategy the managers have to be widely informed about the needs and wants of the buyers. Those firms must satisfy these needs and wants better than firms implementing other strategies. The segment which is chosen to be focused on must be charming enough to overcome the costs of the valve chain. Firms that are focused must follow the last technolgy in the market. Textile and Clothing sector is one of the most important sector in the Turkish economy. There are about 30.000 firms that are operating in textile and clothing in Turkey and these firms are scattered in a few regions. Today there is no exact statistical information about these firms capacities, labor force and etc. Vll This sector has big problems such as expensive raw materials, high cost of energy and increasing labor cost. Many Turkish textile and clothing firms are in close relation with European Union. And after the integration with European Union these firms will have to compete with different rules in the same area. Becouse of these reasons both Turkish firms and the government have to make the necessary adaptations for this new period. This study is examined in details under the light of the term "value chain". Managers that want their firms to survive in the market and obtain competitive advantage should therefore examine this subject and move accordingly.