Describing Competitive Intelligence Status in Afshan Shir Shomal Co.

Transcription

1 International Research Journal of Management Sciences. Vol., 3 (1), 14-18, 2015 Available online at ISSN x 2015 Describing Competitive Intelligence Status in Afshan Shir Shomal Co. Abdolghader Moazzenzade *, Mersad Bagheri, Seyyed Reza Moosavizade, Zeinolabedin Rahmani, Jamshid Salar Payame Noor University (Sari-Mazandaran) * Corresponding Author: Abdolghader Moazzenzade ABSTRACT: The aim of conducting the current research is surveying the competitive status and its dimensions in Afshan Shir Shomal Co. The research method is descriptive-survey with random sampling and based on Morgan table 76 individuals participated in the research. Questionnaire was used for gathering data. Also t-test and Friedman test were used for ranking each of the research variables. Results confirmed competitive and all its dimensions in Afshan Shir Shomal Co. Also prioritizing different dimensions of competitive showed that ranking in this company in order of preference is 1- Structural-organizational, 2- Market, 3- Social-strategic, and technological. In the context of competitive, suggestions were offered for Afshan Shir Shomal Co. Keywords: Intelligence, Company, Organization, Technology. INTRODUCTION The current era could be defined by its two main characteristics which are great acceleration in changes and increased uncertainty. As a result of these environmental features, managing todays organizations has become very complicated and yesterday solutions are not necessarily useful today. According to Toffler, in nowadays conditions nothing is more dangerous than being attached to yesterdays prosperities. Charles Handy also says that: Todays managers deal with organizations that have no resemblance to the past. Thus prosperity and success in these conditions requires change of activities and organizational duties and management and leadership of the organization. Through improving competitive and using pivotal functionalities, companies and industries reach prosperity and success and competitive is the main core of competitive strategy and improving competitive advantage. Anyway, nowadays organizations consider competitive as a duty and modern order and at the current world this type of and its use is an undeniable reality. Necessity of existence of competitive in reduction of environmental uncertainty and risk in decision making is an obvious matter. The main aim of analyzing the competitive information is better understanding of an industry and its rivals; in a way to make better decisions and to develop a competitive strategy and to reach more effective results and to place the organization and company at higher levels against its rivals. Neglecting changes and/or even awareness and lack of rapid response put the organizations at the risk of decline and fall and may even lead to their elimination. Thus organizations are like open systems constantly exchanging input and output data with the environment. Nowadays authorities of the market should be good listeners and be aware of the changes news, be able to respond quickly to what they hear and also they should be able to predict technology and market changes (Khalili et al., 2010); and to make efforts to build the future based on this prediction. In order to reach this aim organizations not only should be aware of the potential condition of the business and share this awareness, but also should detect the future and impending changes in the market and find out the potential needs of customers. Alert and prospector organization detects and interprets the weak environmental signals and it is able to detect the unexpressed needs of customers and this is achievable through expanding the revelation culture in the organization. Managers complete trust on their usual and shallow thoughts about the business environment, customers, and consumers means lack of market recognition. Thus one of the most important needs of managers is screening information to reach updated, true and reliable information. Based on the information achieved from competitive, managers want to decide to be successful at the competition arena and more importantly to stay successful. Authorities of the market not only should be good listeners and be aware of the changes news but also should have the power to rapidly respond to what they hear and also to predict the technology and market changes. Without the required 14

2 flexibility for the organizations to confront environmental changes and also without minds with required complexities to solve problems in the organization, indeed organizational prosperity and effectiveness will be destructed and the organization will be eliminated from the competition. Many companies in a wide range of industries owe more than one third of their sales and interests to products produced during 5 years ago (Momeni et al., 2010). Based on this according to Peter Dracker perfect managers should spend most of their time for outside the organization and not inside the organization. Most organizations lack enough ability to detect, interpret and act in ambiguous situations but weak and ambiguous signals make new behaviors or new opportunities to appear in the business environment. Organizations without this capability are exposed by rivals who simply see these signs and use them. Competitive is a process of showing and clarifying the competitive environment. In other words, competitive is a systematic and ethical program for gathering, analyzing and managing information that could affect plans-decisions and operations of the company. Competitive is not just market researches or market surveys but rather the process of recognizing the competition and reaching the reasons for increasing competitive advantage through collecting information about rivals, thinking about information and using them in short-term and long-term strategic planning of the company. Based on this it could be said that regarding the increasing speed of changes in the business environment, market globalization, diversity of customers needs and technology advancement especially in this field (Malekzadeh et al., 2010) accurate, updated and clarified information should be gathered from inside and outside environment and analyzed in order to decrease the risk of wrong decision making; based on the importance of subject of and competition which are the base for competitive advantage in the organization, surveying the competitive status of Afshan Shir Shomal Co. is highly important in order for the company to better understand the rivals and the challenging competitive environment and to rely on specific tools and techniques and choose an appropriate strategy and be one step ahead of the rivals. Thus by reducing the environmental uncertainties and clarifying the competitive environment and providing an appropriate base for the company managers, this power and ability will be given to the company to compete with its rivals and meet diverse needs of the customers. Thus this research tries to answer this question that how is the competitive status of Afshan Shir Shomal Co. in the four fields of research conceptual model. METHODOLOGY The research method is descriptive-survey. The population includes managers and deputies at organizational levels (high, intermediate, and operational) and experts with 5 years or more experience in Afshan Shir Shomal Co. and the number of individuals is 95; by the use of random sampling and regarding Morgan table 76 individuals participated in the research. At the research implementation stage, after providing introductory explanations about the measuring tools and aim of conducting the research, examinees were fully informed about the method of answering the tests. Regarding the ethical considerations, after receiving examinees testimonials and providing required information, they were assured that the received information would only be used in this research and that information would be protected from all forms of abuse. A questionnaire was used for collecting data. This questionnaire has to be completed based on a 5- point Likert scale which could measure competitive and subscales of structural-organizational, market, social-strategic, and technological. Questionnaire validity was confirmed by professors and experts; also Cronbach s Alpha method was used for surveying its reliability. To this aim 20 questionnaires were distributed and after collecting them by the use of SPSS software the total reliability of the questionnaire and also the reliability each of the questions through Cronbach s Alpha were calculated; the total Alpha amount was 95% which indicated a desirable reliability for the measuring tools. For data analysis, one-sample Kolmogorov-Smirnoff test was used for surveying normal distribution and t-test and Friedman test for ranking each of the research variables. In all analyses the significance level was considered to be p Research conceptual model is as follows (Figure 1). 15

3 Market Structural-Organizational Social-Strategic Competitive Technological Figure. 1 Research conceptual model. RESULTS Kolmogorov-Smirnoff test indicated that data distribution is normal (p 0.05). In order to survey the competitive status of company, t-test was used. As it is observable in table1, regarding the significance level which is below 0.05 it could be said that competitive status in the organization is confirmed. Table 1. T-test results. Competitive Status of subscales of competitive was surveyed. Analyses showed that structural-organizational status at the organization is confirmed (table 2, p 0.05). Table 2. T-test Results. Structural-Organizational Also t-test results confirmed the technological (table 3, p 0.05). Table 3. T- Test results. Technological

4 Other analyses also confirmed the market (table 4, p 0.05). Table 4. T-test results. Market Also t-test confirmed dimension of social-strategic (table 6, p 0.05). Table 5. T-test results. Social-strategic Friedman test was used for prioritizing dimensions of competitive. Test result showed that regarding the fact that calculated significance level is equal to p 0.05, thus it could be said that there is a difference between dimensions. Table 7 shows that structural-organizational with mean 2.82 and dimensional of technological with mean 2.13 has the highest and lowest ranks, respectively, Mean Rank Table 6. Friedman test results. Ranks 2.13 Technological 2.82 Structural-Organizational 2.59 Market 2.47 Social-strategic N 76 Chi-Square Df 3 Asymp. Sig..006 a. Friedman Test Test Statistics a Regarding the information in ranking table each of the dimensions with highest and lowest rank are: 1- Structural-organizational, 2- Market, 3- Social-strategic, 4- Technological. DISCUSSION AND CONCLUSION The aim of conducting the current research was surveying the competitive status and its dimensions in Afshan Shir Shomal Co. Results confirmed the competitive and all of its dimensions in Afshan Shir Shomal Co. Also prioritizing different dimensions of competitive showed that ranking in this company in order of preference was 1- Structural-organizational, 2- Market, 3- Social-strategic, and 4- Technological. The current research results are consistent with findings of Moshabaki & Zangueinezhad (2008), Wright (2006) Miraei et al (2010), Parhizgar and Javid (2009), Marjani et al (2010), and Chung et al (2007). For example, Moshabaki and Zangueinezhad (2007) showed that four types of : structural-organizational, social-strategic, technological and market had a positive correlation 17

5 with each other and their interaction is effective on sustainable competitive of the company (organization) for reaching competitive advantage. This research showed that three types of : social-strategic, technological and market through structural-organizational has a more persistent and efficient effect on reaching competitive advantage. Nowadays companies will be successful at competitive environment that have a deep perception and evaluation from their field of activity and provide more competitive advantages for themselves. By the help of increased competitive and organizational organizations could outreach their rivals and gain a special position at the competition arena. Researchers have concluded that in the current era only focusing on events and surveying the past information are not helpful, but rather careful examination of the environment and obtaining information from the emerging events that sustain the life and survival of the organization. Thus increased degree of clarifies the perception of organization about the environmental changes and the future and increases the organization s potential to analyze the emerging processes. Successful organizations in this field decrease their attention to the past, survey the rivals product price, financial reports, rivals sale strategies and that are easily accessible and they are not significant in making vital decisions and they pay attention to the future and warnings related to the opportunities and threats of the environment. Organizational and competitive bring in the successful business future for the organizations (Marjani et al., 2010). Regarding the use of market in Afshan Shir Shomal company it is suggested that company should provide fair conditions of contracts with providers and make on-time orders to attract the providers, choose individuals that have enough expertise and skill in determining the market share and use modern techniques for surveying the market and doing marketing researches, and should intelligently gather the required information in the mentioned fields and analyze them; and should also create a feedback system for customers and make sure to have a continuous relationship with customers in order to earn reputation among buyers. REFERENCE Chung F, Sung LH, A study on the relationship between capital and business performance in the Engineering consulting industry: A path analysis. Journal of civil engineering and management. 4(4): Khalili M, Choupani H, Hayat AA, Organizational, necessity, infrastructures and outcomes, First congress of organizational and business. 54: 2-7. Malekzadeh GHR, Organizational, a powerful tool in knowledge-based company management. Journal of parks and growth centers. 22: Marjani AB, Vafaeinia M, Attar Y, Surveying the effect and role of organizational on competitive.,first congress of organizational and business. 21: 2-9. Mirabi VR, Safarzadeh H, Motamedi F, Surveying the effect of commercial on creating competitive advantage for organizations, First congress of organizational and business. 3(2): Momeni A, Fathian M, Akhavan P, Detecting effective factors on competitive, First congress of organizational and business. 41: Moshabaki A, Zangueinezhad A, Designing a competitive model based on structural-organizational. Journal of cultural researches. 49: Parhizgar MM, Javid S, Surveying the effect of competitive on customer satisfaction in service organizations. Journal of Market engineering development. 24: Wright S, Calof JL, The Quest for competitive, Business and Marketing Intelligence. European Journal of Marketing. 40: