Pazar tabanlı stratejik işbirlikleri ve Denizli tekstil işletmelerinde bir uygulama
Market-based strütegic alliances and a practice in textile firms of Denizli
Yazar: ÖMER KÜRŞAD TÜFEKCİ
Danışman: Y.DOÇ.DR. ADNAN ERTAN
Süleyman Demirel Üniversitesi / Sosyal Bilimler Enstitüsü / İşletme Ana Bilim Dalı
Derece: Yüksek Lisans, 2004
Konu: İşletme = Business Administration

Özet:
Yeni dusunce bicimleri, rekabet an1aYI~1 ve tekno1ojik gelismeler sonucuyasanan degisim, artan bek1enti1erve kuresel pazarm baskisi i1e ivme kazanmaktadir.Stratejik isbirlikleri gunumuzde yogunlasan rekabet, kisalan urun hayat egrisi, artanyatmm ma1iyetleri ve tekno1ojik gelismeler nedeniy1e isletmeler icin cazip strateji1erhaline gelmektedir. Stratejik isbirlikleri, isletmenin kendisine ait deger yaratmazinciri uzerinde yogunlasmasmi ve uzmanlasmanm gucunden yararlanmastmsaglamaktadir. Bunun yamnda agm icinde yer alan isletmeler, daha faz1a esnek1ikkazanmaktadir. Bu baglamda isbirlikleri; yeni pazarlara girmek, yeni beceri1er,tekno1oji1erya da urunler e1de etmek, be1irli maliyet1eri ve kaynak1an paylasmak icindogru bir strateji olarak gorulmektedir.lsletmelerin kaynak1anm/yetenek1erini fizikse1 (somut), fizikse1 olmayan(soyut) ve insan kaynak1an biciminde degerlendirmek mumkundur. Bu kaynak1anbirlestirip ustun yetenek1er gelistirme surecinde rakip1erinden daha hizh ve dogrukarar verebi1en isletmelerin rekabet avantaji kazanacak1an aciktir. Ancak bugunisletmelerin farkhhk yaratmadaki basansi icin sadece kendi kaynak1an ya dayetenek1eri yeterli olmamakta, kuresel aglar icindeki konum1an ve bu aglannkaynak1anndan ve/veya yetenek1erden yararlanabi1me beceri1eri de onemkazanmaktadir. Oyle ki, stratejik isbirliklerinin performansi, ortak1ann karsihkhcikarlanm gozetmelerine ve amaclanm birlikte gerceklestirebilme duzeyine baghdir.Pazar tabanh isbirlikleri, isletmelerin pazardaki kosullan etki1emek ve bukosullan kendisi icin avantaj olusturacak sekilde bicimlendirerek olusturduguekonomik firsatlardan yararlanmak amaciyla uyguladiklan bir strateji olarak ifadeedilmektedir. Bu strateji isletmeler tarafmdan, rekabet tisttin1tigu saglama vesurdurme gudusuyle uygulanmaktadir. Pazar tabanh stratejik isbirlikleri ise tekno1ojitabanh stratejik isbirliklerinin aksine uretim, sans, dagitim kanah ve musterihizmet1eri gibi asagt yonlu deger zinciri faa1iyet1erini icermektedir.Isletmeler, kiiresel rekabet ortammda ayakta ka1abi1mek ve surdurulebilirrekabetci ustunluk saglayabilmek icin, dunya pazarmdaki firsatlardan yararlanmak vemevcut/potansiye1 tehdit1ere karst kendi1erini korumak zorundadirlar. Bu neden1eisletmelerin kuresel bir pazarlama stratejisi gelistirmeleri gerekmektedir. Bustratejinin teme1 dinamik1eri ise; teme1 yetenek1ere yogunlasma, pazarlamastrateji1eri gelistirme, isbirligi yaparak rekabet strateji1erinin butunlestirilmesidir.

Abstract:
As a result of new thought manners, competition intelligence andtechnological development, the living change gains acceleration with increasingexpectations and the constraint of global markets. Nowadays strategic alliancesbecome attractive strategies for firms because of increasing competiton, shorteningproduct life cycle, increasing investment costs and technological developments.Strategic alliances, provides firms to increase on its own value creative chain andtake advantage of the power of specialization. Besides, the firms in the networks,gains more flexibility. Hence, the alliances seems to be suitable strategy for enteringnew markets, gaining new skills, technologies or products, sharing defmite costs andresources.It's possible to evaluate the resources and competence to the tangibleresources, intangible resources and human resources. It's obvious for theadministration which decides more rapidly and more correctly than their rivals withjoining these resources in the process of superior competence development to gain intaking advantage of competition. But today for the success of firms' differentationformation not only their own resources or competences are enough, but also theirposition in the global networks and their skills in taking advantage of the networks'resources and/or competences gets more importance. Thus, the performance ofstrategic alliancesdepend on partner's mutual self-interest guarding and realize thelevel of their aims together.Market-based alliances is stated as a strategy applied for effecting the finn'sconditions in markets and with shaping the opportunities in using economicopportunities as taking advantage for themselves. This strategy is applied forproviding and sustaining the competition superiority by the firms. On the contrary totechnology-based strategic alliances, market-based strategic alliances consists ofproduction, sales, distrubition channel and after-sales as value chain activities.The firms for standing in global competiton and providing sustainablecompetitive superiority is obliged to taking advantage of the opportunity in worldmarkets and protecting themselves against potential threats. For this reason, it'snecessary for the firms to develop a global marketing strategy. The basic dynamicsof these strategies are focusing core competence, the development of marketingstrategy, the making up of competiton strategy by alliances.