The competitive advantage of velvet beans as an economic agricultural commodity. In the past 40 years, although food insecurity, poverty and environmental degradation persist, worldwide farmers have made considerable progress in increasing per capita food production whilst better understanding natural-resource management. Literature indicates that — in the decades to come — food demand will both grow and change for three reasons, namely increased numbers of people, increased income (people will have more purchasing power), and increased urbanisation (people will be more likely to adopt new diets containing animal protein and cereal). The world population is expected to increase to 8,9 billion by 2050, with 84% in the developing countries. Food insecurity and malnutrition are expected to persist despite progress on average per capita consumption of food. As a complex system, and despite challenges, agriculture must produce simultaneously unprecedented abundance of food and unparalleled social concerns. As a business, agriculture requires high capital investments in land, facilities and production inputs; most often producing commodities of generally low unit value with thin profit margins, thereby forcing producers to strive for efficiency in all aspects of production. Therefore, it is of utmost importance that farmers should understand sustainable agriculture; where a more sustainable food-production system seeks to make the best use of nature’s goods and services whilst not being harmful to the environment. Sustainable agriculture should maximise the productivity of the land; should focus on locally adapted resource-conserving technologies which assist whole system redesign and large-scale adoption; and should aim to minimise the use of harmful non-renewable and fossil-fuel derived inputs. Fertilisers have not replaced the function of organic matter and other management practices; but soil erosion and toxic waste rather did increase disproportionately along with increased agricultural production. This has led to a progressive decline in crop and land productivity as a result of soil degradation, water contamination, increasing problems of weed infestation, pests and diseases. Often the apparent absence of sustainable productive agricultural systems within the scope of commercial farmers is not because of the lack in technology or low yield potential of traditional varieties, but rather on account of the limited knowledge or lack of awareness on the part of farmers about sustainable production practices which function in harmony with their farming environment. As one of the keys to success the velvet bean — which can grow almost everywhere — is an example of the introduction of a simple regenerative component into a farming system, as well as boosting the capacity of a farmer for local adaptation of the technology. Integrating the natural processes of nutrient cycling, nitrogen fixation and introducing natural enemies of pests into food production processes can contribute to minimising environmental damage and/or health of the farmer and the consumer. Using the knowledge and skills of farmers helps to improve their self-reliance and to solve a common management problem, such as social- and human-capital management. The velvet bean is seen as an answer to the agricultural problem of low nutrient supply to the staple crop of maize. The bean creates ground cover, regenerates, fertilises the soil, controls weeds and adds organic matter and nutrients. In arid South Africa the crop is one of the strongest defences of the farmer against the harmful effects of El Niño — with the bean protecting the soil, holding water and fertilising the land with its leaves. With the velvet bean farmers can grow their own organic and inexpensive fertilisers. Commercial fertilisers are becoming more and more expensive and their benefit is decreasing because of a degrading soil resource base. Furthermore, the rise in production costs makes total reliance on inorganic fertilisers more uneconomical for most growers in the agricultural sector; making it imperative for researchers to come up with options which increase the efficient use of fertiliser, and also to identify other nutrient sources — such as legumes — that are not capital intensive. The velvet-bean technique is known to researchers and farmers worldwide for a considerable amount of time, but not in our country. As the technique becomes better known to South African farmers, it can be considered in a broader sense as a modern way to add nitrogen to the soil; benefitting, amongst others, the subsequent crop. The velvet-bean approach has a window of opportunity which can lead to higher yields in crop production, decline in labour costs, crop diversification, as well as agro-processing — all resulting in improved food security for South Africa. Adopting the velvet bean into a production system can benefit a farmer, by achieving maize yields of 3 t/ha–4 t/ha (similar to yields normally obtained with recommended levels of fertilisation at 130 kg N/ha) without applied nitrogen fertiliser or input for weeding. Velvet beans, as an intercrop, can provide more than 100 kg N/ha to the following crop. However, literature shows a declining trend over time for all systems, which suggests that additional external inputs (probably P and K fertiliser) are required to achieve full sustainability. The adoption of the velvet bean in the South African maize industry would result in import savings of about 158 million tons of urea or about R591 billion/year. Information presented in this mini-dissertation is considered to be the current state of knowledge on establishing, managing, and utilising the velvet bean as a legume in South Africa’s commodity market; with the belief that it will expand the use of the bean, and will enhance the benefits from its use. / MBA, North-West University, Potchefstroom Campus, 2015

The competitive advantage of velvet beans as an economic agricultural commodity. In the past 40 years, although food insecurity, poverty and environmental degradation persist, worldwide farmers have made considerable progress in increasing per capita food production whilst better understanding natural-resource management. Literature indicates that — in the decades to come — food demand will both grow and change for three reasons, namely increased numbers of people, increased income (people will have more purchasing power), and increased urbanisation (people will be more likely to adopt new diets containing animal protein and cereal). The world population is expected to increase to 8,9 billion by 2050, with 84% in the developing countries. Food insecurity and malnutrition are expected to persist despite progress on average per capita consumption of food. As a complex system, and despite challenges, agriculture must produce simultaneously unprecedented abundance of food and unparalleled social concerns. As a business, agriculture requires high capital investments in land, facilities and production inputs; most often producing commodities of generally low unit value with thin profit margins, thereby forcing producers to strive for efficiency in all aspects of production. Therefore, it is of utmost importance that farmers should understand sustainable agriculture; where a more sustainable food-production system seeks to make the best use of nature’s goods and services whilst not being harmful to the environment. Sustainable agriculture should maximise the productivity of the land; should focus on locally adapted resource-conserving technologies which assist whole system redesign and large-scale adoption; and should aim to minimise the use of harmful non-renewable and fossil-fuel derived inputs. Fertilisers have not replaced the function of organic matter and other management practices; but soil erosion and toxic waste rather did increase disproportionately along with increased agricultural production. This has led to a progressive decline in crop and land productivity as a result of soil degradation, water contamination, increasing problems of weed infestation, pests and diseases. Often the apparent absence of sustainable productive agricultural systems within the scope of commercial farmers is not because of the lack in technology or low yield potential of traditional varieties, but rather on account of the limited knowledge or lack of awareness on the part of farmers about sustainable production practices which function in harmony with their farming environment. As one of the keys to success the velvet bean — which can grow almost everywhere — is an example of the introduction of a simple regenerative component into a farming system, as well as boosting the capacity of a farmer for local adaptation of the technology. Integrating the natural processes of nutrient cycling, nitrogen fixation and introducing natural enemies of pests into food production processes can contribute to minimising environmental damage and/or health of the farmer and the consumer. Using the knowledge and skills of farmers helps to improve their self-reliance and to solve a common management problem, such as social- and human-capital management. The velvet bean is seen as an answer to the agricultural problem of low nutrient supply to the staple crop of maize. The bean creates ground cover, regenerates, fertilises the soil, controls weeds and adds organic matter and nutrients. In arid South Africa the crop is one of the strongest defences of the farmer against the harmful effects of El Niño — with the bean protecting the soil, holding water and fertilising the land with its leaves. With the velvet bean farmers can grow their own organic and inexpensive fertilisers. Commercial fertilisers are becoming more and more expensive and their benefit is decreasing because of a degrading soil resource base. Furthermore, the rise in production costs makes total reliance on inorganic fertilisers more uneconomical for most growers in the agricultural sector; making it imperative for researchers to come up with options which increase the efficient use of fertiliser, and also to identify other nutrient sources — such as legumes — that are not capital intensive. The velvet-bean technique is known to researchers and farmers worldwide for a considerable amount of time, but not in our country. As the technique becomes better known to South African farmers, it can be considered in a broader sense as a modern way to add nitrogen to the soil; benefitting, amongst others, the subsequent crop. The velvet-bean approach has a window of opportunity which can lead to higher yields in crop production, decline in labour costs, crop diversification, as well as agro-processing — all resulting in improved food security for South Africa. Adopting the velvet bean into a production system can benefit a farmer, by achieving maize yields of 3 t/ha–4 t/ha (similar to yields normally obtained with recommended levels of fertilisation at 130 kg N/ha) without applied nitrogen fertiliser or input for weeding. Velvet beans, as an intercrop, can provide more than 100 kg N/ha to the following crop. However, literature shows a declining trend over time for all systems, which suggests that additional external inputs (probably P and K fertiliser) are required to achieve full sustainability. The adoption of the velvet bean in the South African maize industry would result in import savings of about 158 million tons of urea or about R591 billion/year. Information presented in this mini-dissertation is considered to be the current state of knowledge on establishing, managing, and utilising the velvet bean as a legume in South Africa’s commodity market; with the belief that it will expand the use of the bean, and will enhance the benefits from its use. / MBA, North-West University, Potchefstroom Campus, 2015

This thesis provides a critical analysis of Dubai’s approach to economic development planning over the period covered by its first three formalized plans that is 1996 to 2010. Dubai experienced a period of very rapid economic growth in the ten years before the 2008 global financial crisis, despite being a small economy with little oil; oil revenues only accounted for 2% of GDP in 2011. This dissertation analyzes and evaluates how the nature of Dubai’s strategic planning changed over the period 1996 to 2010 and the factors underpinning those changes. The thesis also offers an assessment of the potential for Dubai to develop and maintain a sustainable competitive advantage in the future. To help evaluate Dubai’s first three formalized economic development plans, this thesis identifies and discusses a number of theoretical frameworks and concepts to identify key concepts and relationships between ideas and practice in the field of economic development planning. In particular, a comparison is drawn between corporate strategic planning and economic development planning approaches and their relevance to the Dubai context. Given the blurred boundaries between the state and commerce, both approaches have potential relevance, at least in part, to Dubai. Dubai’s economic development plans are set against the historical, political, economic, social and cultural and context of the Emirate. The plans are analyzed using computer-based text analytics and summarized in mindmap form. This allows the major themes of the plans to be compared and progression between the plans to be identified. The plans are analyzed from a number of perspectives including the role of government, the expected contribution of the private sector and the role of higher education and research in promoting development. However, the main area of analysis is the extent to which the plans successfully identify development paths which will result in sustainable competitive advantage for Dubai. The thesis also reports on the results of semi-structured interviews with prominent experts. The interviews provide an important source of evidence and opinions on the successes and shortcomings of Dubai’s planning and plans and the actions which need to be taken if Dubai is to achieve its long-term aim of becoming and innovation an innovation driven knowledge-based economy.

<p>Background: Firms are today competing for educated and qualified people within the IT-industry, due to the high business activity. Firms require new employees to have both a formal education and relevant work expe-riences. Newspaper articles state that IT-companies have difficulties finding qualified employees and that they also see this shortage of competencies as the most prominent hinder to economic growth. To handle this shortage are an increased amount of companies starting structured training activities for their new employees, which by general terms is called trainee programs. Purpose: The purpose of this study is to do an explorative study of compa-nies in the Swedish IT-industry, to see if and why a trainee program could be a source of competitive advantage. Method: A qualitative approach has been applied when collecting data. Four small case studies were made by interviewing top managers and col-lecting company related information. The companies had diverse sizes and different experiences from trainee programs. The data was analyzed with the Resource-based view as a guiding theory applying the VRIN framework. Conclusion: By doing the studies three value adding aspects was found. They were staffing/recruitment, marketing and, organizational learning and development. Within the resource-based views boundaries were: recruitment and staffing found to be a source of at best tem-porary competitive advantage, the same conclusion applies for trai-nee program as a marketing tool. Organizational learning and de-velopment could be seen as a source of competitive advantage due to the complex impact a trainee program has to an organization. To summarize the above mentioned; trainee program could be a source of sustainable competitive advantage. Three obstacles for implementing trainee programs were found; feeling of being to small, short-term thinking and the lack of time.</p>

This article has as objective, to show and analyzing how the customer satisfaction in function of the Kano Model is used to take a competitive advantage within the car industry. Some results show that the impact of the customer satisfaction surveys account for 8 to 10% of the turnover of the major European car companies. In fact, in the 5 past years, the profitability of the leaders in customer satisfaction have surpassed the laggards. Leaders had a cumulative total return of + 22.5%, the SP 500 experienced a decline of -1.3% during the same period, latecomers lost - 46.3%. Therefore, these figures demonstrate how it’s important to set up a good strategic customer listening in order to take advantage on competition.

This article has as objective, to show and analyzing how the customer satisfaction in function of the Kano Model is used to take a competitive advantage within the car industry. Some results show that the impact of the customer satisfaction surveys account for 8 to 10% of the turnover of the major European car companies. In fact, in the 5 past years, the profitability of the leaders in customer satisfaction have surpassed the laggards. Leaders had a cumulative total return of + 22.5%, the SP 500 experienced a decline of -1.3% during the same period, latecomers lost - 46.3%. Therefore, these figures demonstrate how it’s important to set up a good strategic customer listening in order to take advantage on competition.

Lack of visibility of the assets in a product supply chain compromises attempts to optimise supply chain management. Increasing the visibility of these assets presents a relatively unexplored frontier in operations and supply where organisations can create competitive advantage through the opportunities asset visibility offer. This research aims at investigating the key capabilities of asset visibility specifically those associated with returnable transport assets that travel across supply chains carrying material and products e.g. cages, boxes, trays, trolleys and pallet bins. In addition, how these capabilities may influence supply chain visibility and firm performance in a way that might lead to sustainable competitive advantage is examined. To achieve these objectives, the research develops a two-stage model that is theoretically grounded in the extended resource-based view. Philosophically, the research adopts a critical realist approach using abductive logic. Methodologically, a sequential exploratory strategy for data collection is implemented. A qualitative, indepth site-based case study supported by field expert interviews was conducted as a pilot study. The pilot study findings refined the initial conceptual model derived from literature and informed the next stage of the research. The quantitative phase focused on refining the factors constituting asset visibility capabilities and then testing the relationship between these capabilities and supply chain visibility, performance and sustainable competitive advantage. Key findings are that asset visibility capabilities are shaped through three key capabilities: (1) an asset management capability formed by both core technological aspects related to tracking and tracing technology, and non-technological ones focusing on logistic-related capability; (2) a complementary technological capability comprising of IT infrastructure for supply chain integration; and (3) a complementary nontechnological capability represented through three sub-capabilities: (a) supply chain process integration; (b) focal firm-3PL relational orientation; and (c) internal firm integration. The research findings prove a positive relationship between asset visibility capabilities and supply chain visibility. In addition, a positive relationship between these capabilities and sustainable competitive advantage through the mediated effect of supply chain visibility and firm performance, is confirmed.

Significant levels of interest and organisational spending on information and communication technologies (ICT's) have triggered debate as to whether these investments are worthwhile. While there has been some acknowledgement that investments result in positive returns, little is known about how ICT's may lead to competitive advantage. This thesis starts to inform this gap, by investigating how ICT's are combined with other organisational resources in the context of an exemplar organisation. The resource based view (RBV) is used as a framework to guide this study. The RBV is an appropriate lens to guide this research due to its focus on resources and capabilities as sources of advantage. This research employs an interpretive case study design based in an organisation with a long history of innovation and success with regard to ICT's. A grounded integrated model of advantage is presented based on two distinct groupings of integrated capabilities: lifecycle and embedded foundational capabilities. The integrated model of advantage, along with key actions outlined to support such capabilities, provides researchers and practitioners with a new way of understanding ICT based advantages. In essence, this research demonstrates how the total ownership of ICT's, within the case studied, presents a potential advantage. The advantage is realised through the combination of capabilities and the inclusive approach to ICT development employed in the case organisation. The research finds support from propositions of the RBV, in that the model demonstrates sources of advantage are based on organisational capabilities which are valuable, firm specific, and socially complex. As such, the integration of capabilities evident in the integrated model of advantage is a likely source of sustained competitive advantage. This means advantages gained from the integration of capabilities are not easily imitated or competed away. Furthermore, advantages have an even greater potential to be a source of sustained advantage than any single resource or capability. The research has important implications for theory and practice. While many individual sources of advantage have been empirically examined, this research provides one of the first in-depth case studies which identify integrated capabilities. Understanding such sources of advantage will help practitioners better understand and protect key organisational capabilities to sustain or extend competitive advantages.

This thesis examines the influence of market, learning, and entrepreneurial orientation as sources of competitive advantage in fast-growth SMEs. It is taken that these three factors synergistically comprise an organization's business orientation, enhancing marketing capabilities and firm performance. In Australia, these firms tend to be emerging enterprises, usually less than 10 years of age, and comprise approximately 10% of all SMEs, contributing substantially to national revenue. Two studies (Study 1 and Study 2) were incorporated, utilizing a sequential explanatory design, which is characterized by undertaking quantitative data collection and analysis (path modelling), prior to conducting qualitative research (case studies/causal network modelling). Study 1 reveals that business orientations are significant antecedents to marketing capabilities. Accordingly, firms leverage advantages associated with a business orientation to strengthen their marketing capabilities. While superior marketing capabilities are important drivers of performance, these capabilities also mediate relationships between business orientation and performance. Without such capabilities, it appears that firm market, entrepreneurial and learning orientations provide little value to attainment of desired performance objectives. Fast growth SMEs invest in maintaining sound relationships with distributors and developing superior products/services for positional advantages. However, only product/service development capabilities contribute significantly to firm performance. Although Relationship Capabilities are related positively with Shared Vision (learning orientation) and Proactiveness (entrepreneurial orientation), this marketing capability dimension displays nonsignificant relationshi ps with performance measures. This finding suggests that even though FGF employees might have sound relationships with distributors/retailers, Relationship Capabilities are not a direct contributor to subjective measures of firm profitability, ROI, ROE, customer satisfaction, new product success, and overall marketing effectiveness, confirming that positional advantage does not necessarily lead to enhanced firm performance. In addition, marketing research, marketing management, marketing communications, and pricing are nonsignificant contributors within the context of the present hypothesized model. Study 2 extends the hypothesized model originating from Study 1. Based on an inductive analysis of case studies, qualitative findings reveal four significant qualities specific to these organizations: Leadership/CEO characteristics, human resource practices, organizational culture, and organizational climate. These characteristics can be regarded as intangible resources associated with fast-growth firms. These attributes appear to be significant antecedents to business orientation, marketing capabilities, customer value, and firm performance. Customer value features prominently. This model is also nonrecursive: firm performance sends a signal to potential employees and customers, impacting human resource related issues such as staff motivation, rewards, and recruitment. Successful firms tend to attract highly talented employees because potential staff want to be associated with winning enterprises. Information generated and disseminated from the renewal process adds new knowledge to superior organizational r esources, making the process nonrecursive. Perhaps, more importantly, Study 2 reveals that fast-growth companies seem to have an uncanny ability to remain ahead, preventing competitors from surreptitiously entering their markets. It might sound as a cliché, however, but these organizations appear to possess a commitment to customer centricity for at least some period of time, retaining customers by developing new products which continue to serve current customers as they change what they value.

<p>Nowadays, the European airline market is characterized by two major different airline business models; the full service airlines and the low cost airlines. Secondary, appeared for the first time in 1985 in form of the Irish low cost carrier Ryanair. In recent days, the European low cost market stands out through its growth potential and high competitiveness. Therefore, startup companies aiming to join the wave of success as well as insolvency of newly established airlines are part of the daily occurrence. The challenge, that established low cost airlines are faced with, is to create competitive advantages against new entrants and direct competitors under the circumstances of environmental changes. In addition to the described problem a model was developed in order to picture the situation. This paper aims to provide an answer to the specific question: How do low cost airlines use relationship marketing in order to enhance, maintain and attract new customers? The second step is to figure out how those tools affect the airlines generic strategy. The purpose of this study is to find out how low cost airlines in Europe deal with tools of relationship marketing and what are the effects those tools have on generic strategies. This thesis is based on a case study within the European low cost airlines market, with a special focus on three airlines: Ryanair, EasyJet and Air Berlin. These questions are addressed using information obtained in interviews with respondents from the airlines that were recently conducted in Brussels and Bremen by personal interviews and additionally by telephone interviews and email contact. The results show that relationship marketing tools are used in a different extent by the airlines. The authors could not find evidence that using relationship marketing tools is the single solution to compete more successfully than without. It is further argued by the authors that RM is just one aspect strengthening the generic strategy in order to gain sustainable competitive advantage.</p>