Rinkos konkurencinio žemėlapio sudarymas Lietuvos alaus pramonės pavyzdžiu
LTPramonės šakoje nuolat vyksta konkurencija, pokyčiai. Vienos firmos įgyja konkurencini pranašumą prieš kitas, keičiasi šakos lyderiai ir autsaideriai, kinta firmos pozicija pramonės šakoje. Straipsnyje išaiškintos alaus daryklų užimamos konkurencinės pozicijos pramonės šakoje, sudarytas šakos konkurencinis žemėlapis; tiriama Lietuvos alaus daryklų rinkos pozicijų dinamika alaus rinkoje 1987-2002 m. laikotarpiu.
ENThe article presents the method of establishing competitive map of industry. This method is applied in Lithuanian beer industry. All the calculations were made in the period of 1987-2002. The innovation of this analysis is that no one before in Lithuania has made similar calculations and survey and has not established a competitive map of the market. Authors set and solve the main tasks: 1. to evaluate competitive position of breweries in industry; 2. to establish competitive market map in industry. For solving these tasks, there were made calculations of the market share and the ratio of growth of market share, and all breweries were divided to sixteen competitive positions in the market. The main conclusions are: 1. There are three leaders in the market, but only "Švyturys" competitive position is getting better, "Kalnapilis" and "Utenos alus" have worse competitive positions. 2: "Gubernija" and "Vilniaus Tauras" have made a big step forward by winning strong and getting better position. 3. "Ragutis" has declined from strong position to weak. But recently its position is getting better. 4. "Mažeikių lokys", "Rinkuškiai", "Kauno alus", "Daiga", "Biržų alus" and "Senas malūnas" are the outsiders of the market. Even if their positions got better, they would not be real competitors for the leaders and firms that have strong competitive position. 5. If there are a lot of competitors in the market it is not enough to profile them estimating clear competitive situation in the market. In this way, larger competitive groups need to be analysed. There are strategic groups in the market which include competitors having similar competitive strategies or similar capacities.The analysis of strategic groups expands and supplements the model of five competitive forces because it enables to analyse competitiveness in separate parts of the market,, not in the whole market. This analysis also enables to identify so called „strategic space“ - strategic possibilities to widen business in free or small but expanding market segments. 6. Strategic groups have different attractiveness in profitability, competitive intensity, and favorable market tendencies. The main principal in strategic group is the barrier of mobility. It stops intervention of other firms into the group and prevents threats of the members of the group to each other. 7. Change of market conditions makes different influence on strategic groups. Sometimes the tendency of the market changes are due to one or more strategic groups, so competitors of this group go to another group. Market changes can increase or decrease group entry barriers and thus cause conditions for competitive actions inside the group. 8. Profitability of each group is different because of competitive position of these groups in the market. 9. Entry to group barriers are different in each group so firms which want to enter the group, search for alternative ways. l0.Firms in strategic groups have different threats from suppliers and customers and from firms which produce substitute products in other industries. 11. Increasing number of strategic groups increases competition inside the industry because firms are forced to compete not only inside industry but also between industries. Still firms inside group are stronger competitors than from different groups, which are far from each other in a competitive map - they are not direct competitors.
