Made available in DSpace on 2016-03-15T19:25:41Z (GMT). No. of bitstreams: 1 Ricardo de Abreu Barbosa.pdf: 1308703 bytes, checksum: b46940cc592ab2b1c37c8963f1cd5438 (MD5) Previous issue date: 2011-09-08 / Fundo Mackenzie de Pesquisa / This dissertation investigated the sources of competitive advantage of Brazilian firms manufacturing molds and dies which, despite the performance in the context of market oligopsony, had highlighted the creation and appropriation of value based on the development of resources and capabilities within their firms. It was proceeded a review of the concepts of competitive advantage, economic value, the resource-based view and market oligopsony. The method employed was a qualitative, exploratory and descriptive approach, which involved the preparation of semi-structured indepth interviews, transcription and content analysis technique according to Bardin (1977). As a previous step to doing research, it was interviewed four top executives of the major automobile companies established in the country aimed at understanding the competitiveness of the automotive market and its effects on the segment of molds and dies, as well as an indication of the prominent national firms considered segment toolmaker. Further, we interviewed the leaders of the six companies indicated by automobile in order to draw them to focus on the perception that they were addressed, the resources responsible for the differentiation and management of such resources in order to work in a market oligopsony typical supply chain of the automotive industry. As a result, it was observed that the leading companies were those that aligned its resources to the competitive goals of the automotive sector, guided by the quest to reduce costs and time in developing projects for new vehicles. The resources identified as determinants of competitive advantage of these companies were: (a) the technological infrastructure, (b) the team of professionals and (c) the direct action of the owners. Capabilities were cited as resulting from: (a) knowledge in the process of forming (for printing), (a) the ability to setup and upgrade the technological infrastructure, and (c) the management of key people in the organization. The involvement of oligopsony market was not important for differentiation in value creation, but to the appropriation of value created by these companies, which spawned the development of new capabilities: (a) ability to exploit the benefits of seasonal demand, (b) emphasis on the economic and financial management, and (c) policy of reinvesting company's financial results. It was discussed the paradigm of comparison for determining the extent of the competitive advantage of these companies, in view of the internationalization of competition in the segment, and it was identified that the appropriation of value is a function of value creation, as a condition for sustainable enterprises that are in a position of competitive advantage. / Esta dissertação investigou as fontes de vantagem competitiva de firmas brasileiras de fabricação de moldes e estampos que, não obstante a atuação em contexto de mercado de oligopsônio, apresentaram destaque na criação e apropriação de valor com base no desenvolvimento de recursos e capacidades no interior de suas firmas. Procedeu-se a revisão dos conceitos de vantagem competitiva, de valor econômico, da visão baseada em recursos e do mercado de oligopsônio. O método empregado seguiu uma abordagem qualitativa, exploratória e descritiva, o que envolveu a preparação de roteiro semi-estruturado, realização de entrevistas em profundidade, transcrição e análise do conteúdo segundo a técnica de Bardin (1977). Como etapa precedente à realização da pesquisa, foram entrevistados quatro altos executivos das principais empresas automobilísticas instaladas no país visando a compreensão da competitividade no mercado automobilístico e dos seus efeitos sobre o segmento de moldes e estampos, bem como a indicação das firmas nacionais consideradas destacadas no segmento ferramenteiro. Na sequência, foram entrevistados os dirigentes das seis empresas indicadas pelas automobilísticas, visando extrair-lhes a percepção sobre o destaque que lhes foi endereçado, os recursos responsáveis pela diferenciação e a gestão de tais recursos, tendo em vista a atuação num mercado de oligopsônio, típico da cadeia de fornecimento da indústria automobilística. Como resultado, observou-se que as empresas destacadas eram aquelas que alinhavam seus recursos aos objetivos competitivos do setor automobilístico, guiados pela busca de redução de custos e de tempo no desenvolvimento de projetos de novos veículos. Os recursos apontados como determinantes da vantagem competitiva dessas empresas foram: (a) a estrutura tecnológica, (b) a equipe de profissionais e (c) a atuação direta dos proprietários. Como capacidades decorrentes foram citadas: (a) o conhecimento em processo de conformação (no caso de estampos), (a) a habilidade para configuração e atualização da estrutura tecnológica e, (c) a gestão das pessoas chaves na organização. A atuação em mercado de oligopsônio não se mostrou relevante para a diferenciação na geração de valor, mas para a apropriação do valor criado por essas empresas, o que desencadeou o desenvolvimento de novas capacidades: (a) habilidade para exploração de vantagens decorrentes da sazonalidade da demanda, (b) ênfase sobre a gestão econômicofinanceira e, (c) política de reinvestimento dos resultados financeiros da empresa. Discutiu-se o paradigma de comparação para determinação do alcance da vantagem competitiva dessas empresas, tendo em vista a internacionalização da competição do segmento, e identificou-se que a apropriação de valor é uma função da criação de valor, como condição para sustentabilidade das empresas que se encontram na posição de vantagem competitiva.

Researchers have shown that strategies focused on building long-term competitive advantage tend to be more profitable for businesses. Further, companies have traditionally put their focus on strategies and on marketing tangible attributes of products and services such as quality, price and so on to differentiate from the competitors (Mascarenhas et al, 2006). Nonetheless, researchers have studied that consumers do not put any more emphasis in those characteristics when purchasing product or services underlining the needs to put the consumer as central aspect of a firm’s strategy (Morrison & Crane, 2007). In addition, it has been found that focusing on customer experience and use of correct brand management techniques and marketing initiative nowadays drives the company to have a competitive advantage and long-term economic sustainability. All being said it is true both generically speaking and in the specific context of kitchen appliances. In fact, market research suggests that in the kitchen appliances industry companies have begun to compete along new dimensions, whereby putting the consumers and their experiences as a central aspect of the business has become increasingly important for actors who wish to stay and be competitive in the business. However, in the existing literature, there is not accordance on how to define customer experience and scholars identified that it depends on the context, which makes it difficult and confusing when marketing experts and firms want to identify the key aspects to improve the experience of their customers. On top, it has been found that brand identities are more or less relevant depending on the context, country culture and such, where the brand market its product and services. In according to what said, the purpose of this study is to explore and identify the most important dimensions and touchpoints in the specific kitchen appliances context that has more impact on the customer experience, with the aim to better define customer experience in the kitchen appliances context that could give indication to companies operating in the market how to address to some extent those problematics. The research adopted an exploratory qualitative study design. Interviews were used to gather primary empirical data that together with secondary empirical data and insight from the literature review had allowed the researchers to explore and address the research questions and state conclusions that however cannot be considered conclusive according to the nature of the study. In addition, the research reveals that consumer experience is a broad topic that accounts for and depends of many different aspects all interconnected one to another. In addition, it has been found that the aspects around brands, consumer experience and its touchpoints vary not only in relation to the context in study, but as well according to different stakeholders that deal with them. In addition, in the consumer journey, critical aspects reside in both tangible attributes of products and services and intangible attributes that together become critical and in the specific context shape how people think about the brand, and consequently their experiences. Finally, a possible definition of customer experience according to what found was given

Some durable goods industry leaders lack strategies needed to successfully reduce voluntary employee turnover, which is detrimental to organizational performance and decreases an organization's competitive advantage. The purpose of this qualitative single case study was to explore the strategies durable goods industry leaders used to reduce employee turnover in their organizations. The population consisted of 4 durable goods industry leaders in the southeastern region of the United States who had at least 3 years of managerial experience in reducing employee turnover. The conceptual framework was the transformational leadership theory of Bass. Methodological triangulation was used to increase the validity and reliability of the interpretation of the data and was accomplished by using multiple methods to gather data. Data were collected by conducting semistructured face-to-face interviews and analyzing organizational documentation. Three themes emerged from inductive coding of phrases, word frequency searches, and theme analysis: employee compensation, open and responsive communication, and training and career development opportunities. Employee compensation was the driving force to retain some employees. A comprehensive compensation and benefits package and the ability to provide intangible benefits are proven strategies to reduce turnover. By understanding what strategies reduce turnover and how to implement them, durable goods industry leaders could create positive social change through effective strategies to reduce voluntary employee turnover, decrease the unemployment rate, sustain organizational profitability, and contribute to the wealth of employees and the local economy.

In Angola, 96.7% of established small businesses fail. Thus, the purpose of this multiple case study was to explore strategies retail grocery store owners in Angola use to succeed beyond 5 years. The population of the study consisted of 5 retail grocery storeowners who sustained their businesses longer than 5 years in Angola. The conceptual framework for this study was the resource-based view. Face-to-face, semistructured interviews and company documentation review were used to collect data. Yin's 5-phase cycle, which includes (a) compiling, (b) disassembling, (c) reassembling, (d) interpreting, and (e) concluding, was used to find patterns, themes, and categories from the data. Member checking and methodological triangulation were used to ensure credibility. Through thematic analysis, 5 themes emerged: control and monitoring, dedication of the owner, quality staff, regular offer and quality products, and social capital. These themes reflect a common set of strategies that retail grocery storeowners in Angola use to succeed beyond 5 years. The implications for positive social change include the potential to improve the performance of small businesses and reduce business failure rates and unemployment in Angola. Additionally, by sustaining their profitability, small businesses offer a basis for increasing tax revenues, contributing to economic growth of the local economy, and improving people's living standards.

In the United States, 41% of small retail businesses fail to succeed for longer than 5 years. The purpose of this multiple case study was to explore strategies small retail business owners used to remain sustainable for more than 5 years. The conceptual framework that grounded this study was Schumpeter's innovation theory. The sample size of this research included 4 successful retail business owners located in the southeastern region of the United States who have successfully started and managed their business activities for more than 5 years. Data were collected using semistructured face-to-face interviews with successful owners of small retail businesses and reviews of the organizations' internal documents. Data were coded, categorized, and labeled using coding techniques, and then validated using member checking. Data analysis processes included a thematic analysis method to identify emerging themes. The results of data analysis revealed 3 significant themes: passion and determination for doing business, market development and customer satisfaction, and business model innovation. The results indicated that the use of innovation theory enabled small retail business owners to develop innovative strategies to sustain the business for more than 5 years. The results also showed that innovation increases sales and profits for the longer term. The implications of this study for positive social change include the potential to create new jobs, enhance tax revenues and growth for governments, and improve social environments from revenue generated by employment.

The Malaysian property development industry contends with economic challenges arising from increased competition and property glut in the market. The situation is further worsen by the onslaught of world disasters for example tsunamis, earthquakes, bird flu pandemic and terrorist attacks, thus weakening the spending power of property buyers and investors. This exploratory research therefore investigated the importance of Emotional Intelligence (EQ) in enhancing customer service for sustainable competitive advantage. Guided by an analytical framework, it reviewed the key issues in the context of customer service within the Malaysian property development industry, the existing challenges faced by Malaysian property development companies, emotional intelligence (EQ) and training and development.The identified research gaps permitted the crafting of three Research Propositions. The combined outputs from the literature review, analysis of the research data and conclusions provided useful insights on the research problem. The case study methodology, supplemented by two other categories of exploratory research, namely experience surveys and one-on-one interviews, were the research techniques used to test the research propositions.The participants involved in the experience survey and one-on-one interviews included Heads of Department from the case-study company, Frontline employees, existing clients and vendors supplying goods and services to the case-study company. The procedure of data analysis consisted of examining, categorising, tabulating and recombining the evidence to address the research problem and the related research questions.The testing, by this research, yielded useful insights on the research problem.First, in order for Malaysian property developers to gain a sustainable competitive advantage, there is a need for fresh emphasis and commitment towards customer service, placing special focus on the development of employees in the area of emotional intelligence (EQ) through the reinforcement of emotional competencies. Despite efforts to enhance customer service through training programmes, the lack of effectiveness needs to be addressed and new measures should be undertaken.Second, the need for Malaysian property development companies to understand the importance of building a service culture and to begin by formulating and implementing a service strategy and it is here that leadership plays a critical role in ensuring the success of every customer service programme throughout the entire organisation. This suggests that new approaches to creating a service culture are necessary, benchmarking with best practices of service leaders around the world, even from different industries. Third, the need for the customer service training model to be reviewed and revamped. It calls for new emphasis on the development of emotional intelligence (EQ) competencies, to ensure training effectiveness and the achievement of customer service excellence through human capital.Finally, the research findings permitted the construct of a policy framework for securing sustainable competitive advantage. The research yielded useful insights for theory and model building. In respect of enhancing customer service to achieve sustainable competitive advantage in the Malaysian property development market, the research findings suggested a Service Culture Development Model that will ensure that customer service excellence can be maintained and delivered consistently, leading to a sustainable competitive advantage in the marketplace. In respect of enhancing customer service through the development of EQ competencies in every employee and throughout the organisation, the research findings suggested a new Customer Service Training Model, where EQ competencies development programme becomes the pre-requisite foundational programme for all employees, prior to the training of customer service skill-sets. In order to create a service culture throughout the entire organisation, a customer service-oriented organisation will ensure that all employees, including top management personnel, participate in the EQ development programme.Follow-up research to test a model, based on this framework should further contribute to new theory development in emotional intelligence impacting customer service in the Malaysian property development industry.

由於科技的進步與國際化的趨勢，企業正面臨著充滿競爭、多變與相互結盟的經營環境，組織必須跳脫出過去沈重而僵化的運作體制，在組織結構與經營模式上加注更多的彈性與應變能力，資訊科技對於大量資料的處理、儲存、傳遞功能使得現代企業日益重視此項工具所能帶給組織的高附加價值。 　　本研究主要是探討資訊科技與組織競爭優勢的因果關係，研究的目的在於了解「資訊科技應如何與組織所擁有的核心能力相配合，以創造組織的競爭優勢。」，並在此目的下深入探討以下三個問題：資訊科技與核心能力之間的配合型態所代表的涵義以及企業界實際的作法為何？資訊科技與核心能力的最適搭配是否會因組織的特性而有所差異？核心能力與資訊科技之間的配合型態對競爭優勢的影響為何？ 　　本研究屬於探索個案研究，主要是藉由實地訪談國內電腦化績效卓越的公司，配合國內外相關文獻，以探討資訊科技的功能特性與組織核心能力的各種搭配型態，並進一步討論在不同的組織價值目標引領下，資訊科技與組織核心能力的最適配合型態與競爭優勢的因果關係。 　　經由理論與實務的印証，本研究發現透過資訊科技的收集、處理累積與分享傳遞的功能，能大幅降低企業流程的溝通協調成本，組織藉由知識與經驗的累積而能發揮「社會記憶」的功能，並經由不斷地對顧客進行深入的了解與探尋使組織比競爭者更有能力去滿足客戶的需求，如此組織便能以更具效率的運作程序及更高的顧客化程度來達成其所欲追求的競爭優勢。

會計師因為社會所賦予的責任，是投資大眾對資本市場的信心所在，扮演著監督企業是否誠實表達其經營狀況的公正第三者。但是隨著企業經營國際化的程度越深，跨國營運模式更加成熟之際，會計師除了必須具備在地的專業之外，尚須具備全球經營環境、產業及稅務法規等相關知識，以提供符合客戶國際化需求的服務。同時由於各界對會計師業的管理與獨立性的要求也愈來愈嚴格，在獨立性與追求成長的雙重挑戰下，對投資大眾負有社會責任的會計師業，如何透過其品牌價值之建立，獲取大眾信任；並透過品牌的差異化，在同業競爭中同中求異，脫穎而出，拉大差異，以追求成長。 個案A會計師事務所運用國際聯盟組織的全球專家資源及區域性人才運作的整合，透過「整合行銷溝通」與「知識分享」的方式，包含提出產業別及各領域的研究報告、在媒體發表相關論點文章、於學校開闢產學合作課程、舉辦研討會等方式，不但塑造出其產業專家的形象，同時也引進全球最新的議題與觀念，建立在專業知識領域上的議題領先性（Thought leadership）形象，透過議題領先性的建立，塑造其具備在地化與全球化的專家智識品牌價值，建立其專業服務差異化的優勢，拉大競爭差距，並進而追求成長。 本研究嘗試探討個案事務所在議題領先性的做法及其績效管理，以提供專業服務業在差異化優勢的建立及其績效管理上之參考依據，並對專業服務業在議題領先性之建立上提出建議。A會計師事務所藉由其全球組織聯盟之全球性品牌基礎為發展，透過知識分享擴及組織外部，包括顧客端及相關社群、社會大眾端，並運用整合性行銷之手法來達到議題領先性之塑造與品牌聲譽的差異性，藉以強化A會計師事務所之競爭優勢。 關鍵字：競爭優勢、績效管理、平衡計分卡、知識管理 / Accountants are relied on by the investing public to act as neutral third parties in their role as monitors of whether corporate reporting faithfully reflects actual operating conditions. However, with the increasing internationalization of corporate operations and the spread of cross-border business models, accountants are required to possess, in addition to local professional knowledge, knowledge relating to international operations, industries and regulations, in order to provide services that meet the needs of their globalizing clients. At the same time, standards for accounting management and independence requirements have grown increasingly strict. Given the dual challenges of remaining independent and pursuing growth, how do accounting firms, with their responsibility to the investing public, build brand value and acquire the public’s trust, and how do they distinguish themselves through brand differentiation, stand out from their competitors and achieve growth? In the case referred to in this thesis as Accounting Firm A, the firm leveraged the resources of its global alliance, global experts and regional integration of talent, and used “integrated marketing and communication” and “knowledge sharing” (including presentation of studies in different industries and fields, publishing articles on relevant topics, providing courses to the academic community jointly with industries, holding seminars, etc.), to introduce the latest issues, create its image as industry experts, and establish a reputation for professional thought leadership. This, in turn, created brand value based on local and global expertise, and allowed the firm to build competitive advantage in differentiated professional services, thereby enlarging its competitive lead and achieving growth. This thesis explores the methods that the subject firm used in building thought leadership and in its performance management, and provides evidence and suggestions for professional service providers on the establishment of advantage through service differentiation and performance management. It finds that Accounting Firm A, based on the development of its global brand and global alliance, utilized integrated marketing to establish thought leadership and brand differentiation. The firm further strengthened its competitive advantage by extending knowledge sharing to those outside the organization, including customers, relevant communities and the general public. Knowledge itself does not create value. The value of knowledge is fully realized only through management, communication and sharing, and the power of information technology.

裕隆企業集團創辦人嚴慶齡先生與夫人吳舜文女士，本著工業報國的理念，於1953年創立裕隆汽車製造公司，發展代表「火車頭」的汽車工業，希望「為中國人裝上自己的輪子」。1987年，裕隆集團由董事長吳舜文女士帶領，自創台灣第一個國人自行設計車身的汽車品牌－Feeling101(飛羚101)，然而並未妥善規劃的品牌策略，最終宣告失敗。 2003年起，裕隆集團董事長嚴凱泰憑藉著多年來與日本日產汽車(NISSAN)技術合作累積的組裝與研發能力、代理與經銷中華汽車的通路與營運管理能力，輔以2005年政府獎勵國內廠商自創品牌的契機、充分利用台灣的IT產業優異的能力，以及策略聯盟等資源的累積之下，於2007年成立納智捷汽車股份有限公司(以下簡稱納智捷)，推出自有汽車品牌LUXGEN，以SUV與MPV的車款切入車市，並同時以海外市場為目標，佈局全球通路。 裕隆集團不將角色侷限於汽車製造商，而是以企業思維在汽車產業鏈上耕耘，透過子公司建置、併購以及技術合作等模式，擴充其核心資源與能力。 LUXGEN將汽車定位為「移動價值鏈」。有別於傳統休旅車以家庭溫馨為宣傳主軸，納智捷以科技、生活、樂趣等創新定位，重新詮釋SUV與MPV休旅車，並結合集團內的造車技術，以及台灣國際知名的IT技術，創造出納智捷獨特的品牌價值。 裕隆集團歷經近五十個年頭，透過資產與能力的累積，企業策略逐漸由整合式策略邁向多角化的策略，其中，汽車本業的垂直與水平整合更為顯著。在垂直面上，裕隆集團已將汽車業價值鏈，從上游製造整車、中游行銷、下游行銷通路，甚至到汽車產業的週邊服務拓展完備；而在水平整合部分，早期由兩大汽車中心廠－裕隆汽車與中華汽車，擔綱製造與整車的核心，近年來轉以合資或技術合作方式，代理裕隆日產、東風裕隆等至集團名下，達成企業的多品牌策略。 LUXGEN透過以科技智慧的差異化定位，以品牌商身分向前整合通路，透過LU特有的汽車生活館，以體驗行銷的模式與消費者建構品牌意象與品牌價值。在可控制的通路管理制度下，間接節省企業營運成本，維護品牌形象。 本研究也發現，納智捷在進入國內外市場係透過海內外的策略聯盟、技術合作廠商與合資合作廠商等，來建立產品的功能與效益；部分的技術專利也透過技術合作取得。也就是說，策略聯盟與合作夥伴，支撐與豐沛了LUXGEN自創品牌的資源與效益。 2011年11月，LUXGEN高層管理幹部出訪俄羅斯約莫兩週，計畫將以CKD的方式拓展歐亞市場；2011年12月，LUXGEN又於台北國際世貿車展發表了最新的轎車產品－Neora，以「Cross over」的思惟，欲切入競爭最激烈的轎車市場。LUXGEN的知名度與外銷市場規模，已透過創立初期積極參與的國際車展加速：於國內的銷售量迄今已晉升為國內第七名。 LUXGEN是裕隆集團第二次自創品牌，由董事長嚴凱泰承接創辦人的使命。本研究在於剖析裕隆集團自創品牌的歷史因素與動機，以及如何運用競爭優勢，以各項企業策略的角度支撐自有品牌LUXGEN。 / With the spirit of “contribution to the country by developing industry.” , Mr. Tjing-Ling Yen, founder of Yulon Group, was accompanied by his wife, Mrs. Vivian Wu Yen, established Yulon Motor Co. in 1953. The company engaged in the production of automobiles, and led relevant companies to boost Taiwan's auto-related industry which was a capital and technology intensive one. In 1987, Yulon Group, led by the chairman of Mrs. Vivian Wu Yen, created the car brand－Feeling101, which was the first self-designed body of car in Taiwan. However, not well-planned brand strategy failed ultimately. Since 2003, Mr. Kenneth K.T. Yen , chairman of Yulon Group ,with long term technical and R & D cooperation with NISSAN ,and been agency of Mitsubishi for years, has accumulated capabilities in car assembly, distribution , and operational management. Supported by government policy for encouraging companies who build its own brand in 2005, Yulon launched his own car brand LUXGEN, and found LUXGEN automobile Co., Ltd. (hereinafter referred to as LUXGEN) in 2007, entering the automobile market with SUV and MPV cars focused on overseas markets and global distribution channels by taking full advantages of Taiwan`s excellent IT technology and alliance strategy. Yulon Group not only positioned itself in an automobile manufacturer, but also put a lot of efforts on the value chain of the automotive industry by setting up subsidiaries, acquisitions, and technical cooperation etc. to expand its core competences and capabilities. LUXGEN define the car as a “mobile value chain.” Unlike traditional sport utility vehicles (SUVs) for the promotion of family-groups , LUXGEN interpret the automobile features as technologic, life, fun , and innovative etc. creating a unique brand equity and customer value. LUXGEN is the second own brand, by the founder, Mr. Kenneth K.T. Yen undertake the mission. This study is to clarify the historical factors and motivations of building own brand of Yulon Group, and analyze how Yulon use competitive advantages, its` own resources, group`s equities, and corporate strategy to support its own brand LUXGEN.

<p>Term: Spring term 2007</p><p>Study objects: Reitan Servicehandel AB, Vi-butikerna, ICA Sverige AB</p><p>Purpose: The purpose of this study is to analyse how procurement is used as a strategy to achieve better competitive strength, within the retail food industry.</p><p>Theoretical: The theoretical chapter illustrates different procurement organisations, multiple and single sourcing, brand equity, consumer behaviour and involvement, Efficient Consumer Response including supply chain and category management and finally Demand Chain Management.</p><p>Method: For the case studies, three food retail companies have been interviewed: Reitan Servicehandel AB, Vi-butikerna and ICA AB. To illustrate how consumer behaviour influences retail food market, several secondary consumer research studies have been analysed.</p><p>Conclusions: The results indicate that the procurement organisation can achieve a better competitive strength by a centralised organisation, which make it possible to improve conditions of terms when ordering higher purchase volumes. The sourcing strategies can improve a company’s power within the supply chain. All companies within the study had a very good knowledge about consumer behaviour. Information technology is a very important tool to achieve enhanced efficiency within the organisation. It also indicates that the procurement organisation by its knowledge in sales and marketing can improve a company’s competitive strength.</p>