The competitive analysis mode.l A new approach to strategic development for small businesses, страница 7

7.  This is not strictly true. The questionnaire asks about the characteristics, aspirations and attitudes of the owner-manager. This is not reported to the firm as it cannot be changed, but it is used by the development agency to help target particular types of entrepreneurs.

8.  This report will form the basis of a second article.

9.  The report is summarized because a typical full report is around 50 pages long.

10.  CAM firm’s only.

Table I.The analogy between human performance and firm performance

Table II.The performance measures used by CAM and the principal outside interest groups

Table III.The actual performance measures for Glangras Foods

Table IV.Glangras Foods’ sales volume growth relative to the median in each league

Table V.Glangras Foods’ sales volume growth relative league position

Table VI.The relative performance measures for Glangras Foods

Table VII.The internal performance factors used by CAM

Table VIII.The external factors used by CAM

Table IX.The strategy factors used by CAM firms

Table X.Glangras Foods’ league positions

Table XI.Internal benchmarks for Glangras Foods

Table XII.The relative internal benchmarks for Glangras Foods

Table XIII.External benchmarks for Glangras Foods

Table XIV.The relative external benchmarks for Glangras Foods

Table XV.Business strategy priorities benchmarks for Glangras Foods

Table XVI.The relative strategic priorities for Glangras Foods

Table XVII.Benchmarks specific to the convenience foods sub-sector

Figure 1.The unit of analysis

Figure 2.The relative performance of Glangras Foods in league A: convenience food firms

Figure 3.The relative performance of Glangras Foods in league B: food firms

Figure 4.The relative performance of Glangras Foods in league C: all firms

Figure 5.The major determinants of performance in the CAM model

Figure 6.Average annual turnover growth (%)

Figure 7.The relative internal benchmarks of Glangras Foods in league A: convenience food firms

Figure 8.The relative internal benchmarks of Glangras Foods in league B: food firms

Figure 9.The relative internal benchmarks of Glangras Foods in league C: all firms

Figure 10.The relative external benchmarks of Glangras Foods in league A: convenience food firms

Figure 11.The relative external benchmarks of Glangras Foods in league B: food firms

Figure 12.The relative external benchmarks of Glangras Foods in league C: all firms

Figure 13.The relative strategic priorities for Glangras Foods in league A: convenience food firms

Figure 14.The relative strategic priorities for Glangras Foods in league B: food firms

Figure 15.The relative strategic priorities for Glangras Foods in league C: all firms

Figure 16.The nature of the product for Glangras Foods

References

Cromie, S, Stephenson, B, Monteith, D (1996), "The management of family firms: an empirical investigation", International Small Business Journal, Vol. 13 No.4, pp.11-34.

[Manual request] [Infotrieve]

Hammeresh, R.G., Anderson, J.J., Harris, J.E (1978), "Strategies for low market share businesses", Harvard Business Review, pp.95-102.

[Manual request] [Infotrieve]

Hendry, C, Jones, A., Arthur, M., Pettigrew, A. (1991), "Human resource development in small to medium enterprises", Research Paper No. 88, Warwick Business School, University of Warwick., .

[Manual request] [Infotrieve]

Peel, M.J, Wilson, N (1996), "Working capital and financial management practices in the small firm sector", International Small Business Journal, Vol. 14 No.2, pp.52-66.