The competitive analysis model : A new approach to strategic development for small businesses

Abstract

The economic contribution that small firms make is being increasingly recognised. Consequently robust strategic benchmarks for small firms must be extremely valuable not just for the firms themselves but also for the wider economic community. The Competitive Analysis Model (CAM) is a new approach to the strategic benchmarking of small firms. Currently this model comprises 893 firms on which are held 320 separate data items. These data items are used to provide individual firm reports so that participating firms can benchmark their performance in terms of measures such as: growth rates, internal performance measures, external performance measures and strategic priorities. The benchmarks are provided in two major manners: sectoral comparisons so that a firm can benchmark its performance with others of a similar size in the same industry sub‐sector and cross‐sectional comparisons so that a firm can benchmark its performance with others of similar size irrespective of the industry in which they operate. This article describes the operation of CAM and illustrates its operations through a typical CAM report.

Citation

McNamee, P., Greenan, K. and McFerran, B. (1999), "The competitive analysis model : A new approach to strategic development for small businesses", Benchmarking: An International Journal, Vol. 6 No. 2, pp. 125-148. https://doi.org/10.1108/14635779910269740