DETERMINATION OF THE KEY VARIABLES FOR FUTURE ANTICIPATION IN TURKISH APPAREL INDUSTRY

Turkish apparel industry has a significant impact on Turkish economy. But recently, there are rapid and challenging changes for the industry because of the abolishment of quotas and liberalization of trade. It is very important for the companies and for the industry to anticipate the future so that the future plans and strategies can be arranged to compete with the challenges and to gain success. Anticipation of future is extremely difficult as future involves unknowns and uncertainties in it. But, it can be forecasted to a greater extent by following a systematic forecasting process. In this context, considering the significance and the situation of the apparel industry, a PhD study is established for future anticipation of Turkish apparel industry in European market using scenario analysis.  In this paper, the results of the initial step of the scenario analysis which was consisted of delimitation of the system and the structural analysis were given. The driving factors and the variables were classified into categories; MICMAC method was applied to discover the stability degree of the industry and of key variables. The results were then analyzed and reviewed within the predetermined group of variables.  Key 

___

  • 1. Jarke M., Bui X.T., Carrol J.M., 1998, “Scenario Management: An Interdisciplinary Approach”, Requirements Engineering, 3, pp: 155-173.
  • 2. Aligica P.D., 2005, “Scenarios and the growth of knowledge: Notes on epistemic element in scenario building”, Technological Forecasting and Social Change, 72, pp: 815-824.
  • 3. Morgan R.E., Hunt S.D., 2002, “Determining marketing strategy-A cybernetic systems approach to scenario planning”, European Journal of Marketing, 36,
  • 4, pp: 450-478. 4. Mietzner D., Reger G., 2005, “Advantages and disadvantages of scenario approaches for strategic foresight”, International Journal of Technology Intelligence and Planning, 1(2), pp: 220-239.
  • 5. Bradfield R., Wright G., Burt G., Cairns G., Van der Heijden K., 2005, “The origins and evolution of scenario techniques in long range business planning”, Futures, 37, pp: 795-812.
  • 6. Abdolmohammadi M.J., Shanteau J., 1992, “Personal Characteristics of expert auditors”, Organizational Behavior and Human Decision Processes, 58, pp: 158-172.
  • 7. Shanteau J., Weiss D.J., Thomas R.P., Pounds J.C., 2002, “Performance based assessment of expertise: How to decide if someone is an expert or not”, European Journal of Operational Research, 136, pp: 253-263.
  • 8. Godet M, Roubelat R., 1996, “Creating the future : The use and misuse of scenarios”, Long Range Planning, 29(2), pp: 164-171.
  • 9. Huss W.R., Honton E.J., 1987, Scenario planning: What styles should you use, Long Range Planning, 20(4), pp: 21-29.
  • 10. Saricam C., 2011, “Development of Strategies for Turkish Apparel Industry Based on Scenarios”, Unpublished PhD Dissertation, Istanbul Technical University, Institute of Science and Technology.
  • 11. Godet M., 1994, “From Anticipation to Action: A handbook of strategic prospective”, UNESCO Publishing.
  • 12. Perreault W.D., McCharthy E.J., 2002, “Basic Marketing: A Managerial Approach”, 14th ed., McGraw-Hill, Boston.