Michał Pietrzak

A Case Study of Strategic Group Map Application Used as a Tool for Knowledge Management

The primary objective of this paper is to demonstrate the use of the strategic group map as a tool for knowledge management. If knowledge is understood as the ability to process information into decisions and actions, the strategic group map can be seen as a tool for knowledge management at a strategic level. It enables sector information to be processed into knowledge and, as a consequence, into decisions and actions regarding competitive and growth strategy. This article is based on the industry of the most popular pigment in the world - titanium dioxide. This sector is characterized by a large number of unpredictable changes, which makes it a valuable example in the presentation of the tool that facilitates the strategic knowledge management. The materials used in this article are secondary data and come from a variety of sources, which were the basis for the creation of a strategic group map that made it possible to identify marginal groups, mobility barriers, and, as a result, anticipated strategic changes in the sector.

Geographical delineation of sugar market basing on Eliznga-Hogarty method

The aim of the paper was to define the geographical scope of the sugar market using the Elzinga−Hogarty method. For practical use of this method the authors made three assumptions: 1) sugar market was studied integrally, independently from type of sugar, its origin and kind of customer, 2) the European Union market treated en bloc was the starting point for the analysis, 3) LOFI and LIFO tests were established at the level of 90% (“strong” market). The authors used secondary data on sugar production, consumption, imports and exports on country and the EU level gathered for 2013 by the International Sugar Organization. Sugar market was defined by “adding” to each other subsequent national markets characterised by the highest trade exchange.The markets were added until the requirements for LOFI and LIFO tests were met at the level of 90%. The results of the research allow the authors to define the sugar market as a global market which consists of the EU area and 30 other countries in the world. Such market has production of 114 million tonnes, consumption of 110 million tonnes and small share of import and export at the level of 10.7 million tonnes and 11.4 million tonnes, respectively. The geographical definition of the sugar market determined in the paper is much broader than the ones used by the European Union and the Polish Office of Competition and Consumer Protection. The controversy about the geographical scope of the sugar market suggests the need for further research in the area.

MARKET DELIMITATION ON THE EXAMPLE OF THE SUGAR SECTOR

This paper is aimed at: (1) discussion of the geographical market delimitation, considering the decision-making methods used by antitrust authorities; and (2) verification of the geographical range of the sugar market using the Elzinga-Hogarty test. This market is defined as domestic market in the decisions of the European Commission and Polish antitrust authorities. The comprehensive research (covering ca. 80 countries of the world supplying ca. 98% of the global sugar supply) showed that – in the light of the Elzinga-Hogarty method – most of the countries fail to meet the criteria of the LOFI/LIFO tests, which means that the geographical range of the sugar market is usually transnational. The findings comply – in the gen- eral dimension – with the mainstream of the criticism of the European antitrust authorities for too narrow definition of the markets and, in the detailed dimension – with the opinion of the representatives of the industry and scientists dealing with the sugar sector concerning the transnational range of the sugar market. This controversy points to the need for further research and discussions on the geographical market delimitation. Moreover, the issue should be covered with reference to other agri-food markets – using both the methodology developed with antitrust proceedings in mind, as well as the concepts stemming from strategic management.