Thesis

An empirical investigation of the competitive business strategies employed in the Scottish textiles and clothing industry

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Awarding institution
  • University of Strathclyde
Date of award
  • 1994
Thesis identifier
  • T7889
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Department, School or Faculty
Abstract
  • The concept of business strategy suggests that the match achieved between distinctive competences and competitive environment determines business performance. The purpose of this investigation was to examine this concept of business strategy in the context of the Scottish textiles and clothing industry. At the business level, strategy focuses on how to compete in a particular industry, or product/market segment. Consequently the objective of the study was the examination of the competitive business strategies employed by firms in the Scottish textiles and clothing industry. Three main components of business strategy were investigated in the study: (a) The forces of competition within the industry and their respective influence on the competitive performance of individual firms; (b) The distinctive competences which would contribute to the achievement of competitive advantage for the individual firms; (c) The economic performance of the firms surveyed in order to determine their level of business performance. Field work for the research embraced the main sectors of the Scottish textiles and clothing industry, namely, weaving, spinning knitwear manufacture, dyeing and finishing, carpet manufacture and clothing manufacture. The results of the study revealed that there was a lack of formal business strategy practised within the industry and that the level of economic performance was attributable largely to the particular sector in which the firms operated. Certain competences were however identified as being ones which, if matched with the most influential competition force, resulted in superior business performance. Business success, therefore, depends on the types and amounts of competences possessed and the strategy used to relate these competences to the competitive environment.
Advisor / supervisor
  • Young, Stephen
Resource Type
DOI

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