A dynamic competitive analysis model for global mining firms

Abstract

Owing to the impact of globalisation, mining firms face significant uncertainty and turbulence emanating from their global competitive landscape. A new breed of ”dominant global firms” is emerging in a world of shrinking opportunity, where a few large firms will determine the future of the industry. Despite these realities, mining firms have in the past not been very astute in identifying and interpreting global competitive influences. Reliance on tangible assets alone will in future no longer ensure a sustainable competitive advantage. In such turbulent circumstances, competitive analysis, as part of a comprehensive competitive intelligence system, could result in competitive learning, which could enhance the ability of firms to attain a sustainable competitive advantage.

Empirical research in this study confirms that competitive analysis as conducted by mining firms is deficient, and in many instances, caught up in an ”old world” approach. Such analyses tend to be too reactive for the dynamic and turbulent environment, as well as being too quantitatively oriented and are based primarily on the information that is most easily available. Accordingly, a rethink of competitive analysis is necessary, away from a narrow reactive approach focused on the quantifiable financial and operational realities of the competitive force being analysed, to include the conceptual DACSOMEF methodology, with its quantitative and qualitative dimensions. Determining the future intent of a competitive force should, furthermore, form the overall focus of competitive analysis, resulting in effective competitive learning.

The study also established that analysis findings and recommendations should be applied in a competitive theatre, in order to overcome the possible discontinuity between competitive analysis and strategic decision making. In addition, the analytical process should be based upon a supportive learning culture and the intimate involvement of key decision makers. Without such an approach competitive analysis will remain a static ”old world” process.

Alternatively, the implementation of the analytical model could prove an invaluable input into the strategic management process of global mining firms in their quest to achieve new levels of competitive advantage, in an increasingly dynamic and turbulent competitive environment.