Competitive model proposal for the Azerbaijan wine industry: talent-based organizational model

It is mandatory for Azerbaijani wine industry enterprises to produce information internally. In other words, it should be aimed to increase efficiency by redesigning business processes in the context of increasing quality, service and speed in creating customer value. All processes should be rationalized (production, management, marketing, growth, etc.) and cumulative efficiency should be increased faster than competitors. Therefore, it will be possible to save cost and time through such actions. In order to produce experiential knowledge, businesses in the sector must provide the necessary mental preparation or training to ensure positive changes in processes, based on the assumption that employees are experts because they have detailed knowledge of how things are done and therefore they are the best people to improve business processes. For example, employees can use effective teamwork, brainstorming, problem identification and creating cause-effect diagrams, project management, statistical analysis tools, etc. They need to be trained on the subject. When they are trained on the mentioned subjects, employees will be able to put forward ideas about where and how change and development should be made and be able to implement them. In other words, questioning and developing existing ways and methods of doing business and finding alternatives will lead to radical changes. This change and development will not be a one-time event and will be transformed into a corporate culture to ensure continuity.

b) Integrating Resources and Addressing Opportunities

It is important for Azerbaijani wine industry businesses to engage in entrepreneurial activity and turn to opportunities by integrating their financial, human, financial and organizational resources in achieving sustainable competitive advantage. Resources are the values that sector businesses have to carry out business activities and business processes (Naktiyok, 2004). The resources of sector businesses form the basis for future product/market positioning and achieving the company's goals.

Resource use should be directed towards practices that enable sector businesses to effectively identify and use the opportunities in the environment for their existing resources for new products and processes. Integrating resources and managing them for opportunities will enable sector businesses to focus on market areas with rare, valuable and inimitable products/services that are different from their competitors (Fahy, 2000).

c) Constructing Distinctive Abilities

In new competitive conditions, Azerbaijani wine industry enterprises' ability to gain sustainable competitive advantage depends on structuring their distinctive talents within the framework of a talent-based management (Lado, 1992). The production of experiential knowledge as a distinctive ability in creating customer value and the ability to benefit from opportunities by integrating resources require the structuring of capabilities by sector businesses. In this context, it is possible to present and evaluate the customer value produced by the sector enterprises to the customers.

By structuring distinctive capabilities, sector businesses must first segment the markets they want to enter and select their target markets, and then deploy in those markets. It is deemed appropriate for Azerbaijani wine industry enterprises to carry out their activities towards market cells consisting of small customer groups with special needs, which provide significant market opportunities. Because developing their ability to create superior customer value through their experience and increasing their efficiency by integrating their resources, thus achieving sustainable competitive advantage by differentiating from their competitors, depends on their customer- centeredness. Narrower and more specific market cells will allow sector businesses to know their customers better, meet customer needs and ensure customer satisfaction. On the other hand, encountering fewer competitors in these market cells will help sector businesses to position themselves strategically and differentiate themselves through branding. This is important for sustainable competitive advantage in the sector.

Conclusion

Environmental uncertainty and complexity surrounding businesses deeply affect the business environment and businesses themselves. Businesses want to continue their existence by changing and transforming their structures and processes in this environment. The search for sustainable competitive advantage by businesses continues. Because it is no longer possible to compete with old paradigms and gain competitive advantage over competitors. In short, competition conditions have changed and renewed.

In order to create sustainable competitive advantage, today's businesses need to take the initiative to produce value for customers, use their resources and talents efficiently, acquire and retain customers with innovative and creative approaches, identify threats and identify opportunities and address them. In this regard, it is important for businesses to analyze environmental variables, especially challenges, very well. In addition, business dynamics, which are the source of environmental changes, should also be examined in detail.

Moreover, for sustainable competitive advantage, it would be more meaningful to focus on future competition, not only today's competition. Concentrating on the future requires looking at it from a different perspective, not by being a prophet, but in order to choose between global and local dynamics based on knowledge, analysis and synthesis.

Therefore, in order for businesses to see their future, it is important for businesses to restructure all their processes on creating customer value as the main factor affecting competition in new competitive conditions and to carry out activities in this direction. This automatically requires being different and unique and enables businesses to use their resources and talents more efficiently.

In new competitive conditions, being unique and different requires new competition models. The new competition models in question are 'Working Together, which proposes cooperation between businesses to create the future, and the Resource-Based View approach, which suggests that the most discussed source of competitive advantage in recent years is business resources and capabilities. Until now, management theories have generally been considered as business-oriented (internal) and environmentally-oriented (external). The Resource-Based Competition model combines the internal analysis of the business with the external analysis of the industry and the competitive environment.

The Resource-Based View has two assumptions about businesses: unique and inimitable. According to these assumptions, in order to achieve sustainable competitive advantage, businesses must be unique and inimitable and produce customer value. The basic elements of the Resource-Based View are the resources that businesses have, their basic capabilities and their strategies. This approach argues that businesses that can utilize their resources and core competencies will achieve sustainable competitive advantage.

In this study, in order to ensure sustainable competitive advantage by using the resources and talents of Azerbaijani wine industry enterprises effectively and efficiently, we structure the recent developments in the strategic management literature regarding distinctive capabilities within the framework of talent-based management and develop a unique Capability-Based Organizational Model for Azerbaijani wine industry enterprise. An attempt was made to propose a road map for businesses.

Discussing the change in strategies of today's businesses is determined by the high level of willingness and flexibility in market changes. In this respect, businesses' ability to externalize their independent or standard capabilities and develop their existing and potential capabilities within the orbit of internal cooperation in developing their distinctive capabilities plays a very important role not only in terms of concentrating on global competition, but also in achieving permanent competitive advantage. In this respect, it is important for businesses to have an opportunity-seeking attitude in the face of environmental changes. These businesses need to analyze the changes in market structures well and implement diversification strategies accordingly. Again, following technologies closely and focusing on global competition with a talent-based management strategy can enable them to stay one step ahead of environmental changes.

This situation does not change for Azerbaijani wine industry enterprises. The sector's businesses are experiencing various problems and the recent improvement in the sector is still insufficient in terms of competition. If the sector is to be oriented towards global competition or to be accepted, developed and progressed in the world, it is inevitable for it to carry out a different and important work. In this context, the 'Capability-Based Organizational Model' for Azerbaijani wine industry enterprises is about evaluating various aspects of the organizational strategies of enterprises. The model in question involves (1) the development of distinctive capabilities based on strategic human resources, trust and empowerment, (2) the externalization of standard capabilities through market-based relationships with indirect employees and/or secondary suppliers, and (3) complementary relationships through the collaboration of relationships within the business with the value chain. It involves a similar internalization of abilities. In this model, it is based on how Azerbaijani wine industry enterprises can apply strategies in this direction to structure their dominant positions. However, Azerbaijani wine industry enterprises are able to organize their production networks by developing cooperative links and complex market mix, focusing on core activities on service-intensive functions, controlling complementary activities according to network relationships, and structuring the interaction between local and global dynamics to organize network activities. In addition, it seems possible for sector businesses to change their competitive dynamics and develop sustainable competitive advantage.

Azerbaijani wine industry enterprises that can redefine their boundaries and develop their external connections by applying the Capability-Based Organizational Model proposal can expand their activities and impact for new groups of employees and entrepreneurs. Thus, Azerbaijani wine industry businesses can create new and great opportunities and offer these groups opportunities to participate in global economies. This perspective, which sheds light on the dominant organizational logic of powerful actors who influence or share the behavior of others, also includes foreign competitors, suppliers and employees in global economies. Therefore, it is very important for Azerbaijani wine industry businesses to understand the interaction between global and local dynamics very well.

On the other hand, it is inevitable for the sector enterprises to use and develop its distinctive talents and competencies for global competitive success. It seems difficult for wine industry businesses to achieve global competitive advantage with the understanding of cost superiority. In other words, it requires sector businesses to carry out their global norms-oriented activities in a way that meets product preferences and customer expectations, and moreover, to engage in serious and disciplined work. In this direction, cooperation with both universities and expert organizations in this field can provide great support in the development of the sector.

Finally, in order to gain a strategic advantage and maintain this advantage, Azerbaijani wine industry businesses must evaluate their resources and talents and use them for the determined purposes. Identifying talents can be achieved by effectively evaluating the information obtained as a result of internal analysis. Because talents are not very obvious elements within the business, and not all of the strong resources that emerge are basic talents. Sector businesses should implement new strategies by creating new strategies based on the talent information they have obtained or by developing talents suitable for the strategy they have determined. In order for this to happen, business owners and managers need to analyze their individual abilities and make good use of the resources they have.

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