Graduation date: 1989

No description available.

by Li Chee Kwong, Wong Chi Cheong Raymond. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 40-41). / ABSTRACT --- p.iii / TABLE OF CONTENTS --- p.iv / LIST OF FIGURES --- p.vi / LIST OF TABLES --- p.vii / ACKNOWLEDGMENTS --- p.viii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / The Cordless Phone Market --- p.1 / The Answering Machine Market --- p.2 / The Cordless Phone with Digital Answering Machine Opportunity --- p.2 / National Semiconductor Corporation --- p.3 / Statement of Objectives --- p.4 / Literature Review --- p.5 / Chapter II. --- METHODOLOGY --- p.8 / Research Design and Data Collection --- p.8 / Limitations --- p.10 / Chapter III. --- FINDINGS --- p.11 / Market Potential --- p.11 / Customer Profile --- p.15 / Technology Trend and Semiconductor Opportunities --- p.16 / Compression Technology --- p.18 / High Integration --- p.18 / Low Voltage Operation --- p.19 / Non-Volatile Storage --- p.19 / Multi-Channel Capability --- p.19 / "Caller ID, Speaker Phone, Voice Recognition" --- p.20 / National Against the Competition --- p.21 / DSP Group --- p.21 / Texas Instruments --- p.22 / Zilog --- p.22 / Toshiba --- p.23 / National --- p.23 / Threats --- p.24 / Chapter IV. --- RECOMMENDATIONS AND MARKETING PLAN --- p.25 / Recommendations --- p.25 / Marketing Plan --- p.25 / Target Market --- p.25 / Marketing Objective --- p.25 / Value Proposition --- p.26 / Marketing Strategy --- p.26 / Product Strategy --- p.26 / Pricing Strategy --- p.28 / Distribution Strategy --- p.29 / Promotional Strategy --- p.30 / Financial Analysis --- p.31 / Risk and Exit Criteria --- p.33 / Conclusion --- p.34 / APPENDIX I: EXPERIENCE SURVEY --- p.35 / APPENDIX II: ROAD MAP --- p.36 / APPENDIX III: FINANCIAL ANALYSIS --- p.37 / BIBLIOGRAPHY --- p.40

Da Gama Textiles, based in the Eastern Cape has seen its sales of Jacquard products being affected in recent years by cheaper imported products. A study was required to enable its senior management to develop a branding strategy for its Jacquard products. In addition, senior managers required information about how to take advantage of the 2010 World Cup. Data collection was conducted in July to September 2009, using two population groups. The first one was bed and breakfast managers in KwaZulu-Natal, with the second one being top ten Jacquard customers by volume in South Africa. Results showed that awareness levels for Da Gama’s Jacquard products are low, although more than half of respondents would be willing to receive literature from Da Gama in the future relating to Jacquard products. Among the top ten customers, loyalty levels were found to be high, however customers were not satisfied with Da Gama’s price levels and felt that designs and delivery lead times could be improved. A suggested branding strategy was drafted, targeting both population groups. A strategy to build brand awareness and brand loyalty levels was suggested for bed and breakfast managers, while a strategy to improve brand loyalty levels was suggested for the top ten customers. / Business Administration / M. Tech. (Business Administration)

by Tung Yee Shing. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1999. / Includes bibliographical references (leaf 53). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF ILLUSTRATIONS --- p.v / LISTOF TABLES --- p.vi / Chapter CHAPTER I --- INTRODUCTION --- p.1 / Chapter CHAPTER II --- OBJECTIVES AND SCOPE --- p.2 / Chapter CHAPTER III --- SMARTONE TELECOMMUNICATIONS HOLDINGS LIMITED --- p.4 / History --- p.4 / Benefits from the Initial Public Offering --- p.5 / The Three Brands --- p.5 / The Three Focuses --- p.6 / Diversification --- p.9 / Recent Performance --- p.10 / Chapter CHAPTER IV --- THE ENVIRONMENTAL CHANGES --- p.12 / Government Regulations --- p.12 / Technology --- p.14 / Economic Factors --- p.15 / Social Factors --- p.18 / Chapter CHAPTER V --- THE INDIVIDUAL DEPTH INTERVIEWS --- p.19 / Interviewees' Profile --- p.19 / Perception on Network Quality --- p.20 / Usefulness of Mobile Phone --- p.21 / Usefulness of Value-added Services --- p.22 / Handset Selection --- p.23 / Introduction of the Personal Communications System (PCS) --- p.24 / Effect of Mobile Number Portability --- p.25 / The Student Segment --- p.26 / Chapter CHAPTER VI --- THE SURVEY --- p.28 / Sampling Frame --- p.28 / The Final Sample --- p.28 / Research Findings --- p.29 / Current Usage --- p.29 / Attitude --- p.31 / Information Sources --- p.33 / Chapter CHAPTER VII --- THE DISCRIMINANT ANALYSIS --- p.34 / Chapter CHAPTER VIII --- CONCLUSIONS AND RECOMMENDATIONS --- p.37 / The Environment --- p.37 / The customers --- p.37 / Need Recognition --- p.38 / Information Search --- p.39 / Evaluation of Alternatives --- p.39 / Purchase Decision --- p.40 / Postpur chase Behavior --- p.40 / SmarTone's Strategies --- p.41 / Corporate Level Strategy --- p.41 / Recommendations --- p.44 / APPENDIX --- p.48 / BIBLIOGRAPHY --- p.53

University of Macau / Faculty of Social Sciences and Humanities / Department of Communication

The uKhahlamba Drakensberg Park World Heritage Site has significant value including the natural and cultural value such as the production of water, the wilderness and eco-cultural tourism. Situated in the Province of KwaZulu-Natal, in South Africa, this 242 813 ha Park is a national and international asset. There are marketing activities carried out by Ezemvelo KwaZulu-Natal Wildlife (EKZNW); however they are not park specific. Ezemvelo KwaZulu- Natal Wildlife has a number of parks under their management and uKhahlamba Drakensberg Park World Heritage Site is one of these parks. The main aim of this study was to evaluate EKZNW’s current eco-cultural tourism marketing strategy for the uKhahlamba Drakensberg Park World Heritage Site. This was done by achieving the following objectives:- 1. determine the ideal generic marketing strategy for a Protected Area specifically a World Heritage Site; 2. establish the current status of Ezemvelo KwaZulu-Natal Wildlife marketing strategy for the uKhahlamba Drakensberg Park World Heritage Site; 3. conduct a comparative analysis between the ideal strategy and Ezemvelo KwaZulu-Natal Wildlife’s actual strategy for uKhahlamba Drakensberg Park World Heritage Site; 4. based on the comparative analysis, recommend marketing interventions to improve the eco-cultural tourism marketing strategy for uKhahlamba Drakensberg Park World Heritage Site. To fulfil these objectives the research methods used were qualitative in nature because of the type of investigation. Methods used to collect information included a literature review, structured and semi-structured face-to-face interviews, discussions, conducting a SWOT analysis and secondary data analysis. The SWOT analysis was formulated from the interviews but not as a workshop and it was part of the analysis. The results of the study show that the respondents have concerns regarding the marketing of the Site. Currently there is no written eco-cultural marketing strategy for uKhahlamba Drakensberg Park World Heritage Site. However marketing activities limited as they are, are being performed on an ad hoc basis. The Ezemvelo KwaZulu-Natal Wildlife marketing department is too small (three staff) to handle the marketing of all Ezemvelo KwaZulu-Natal Wildlife parks, resulting in uKhahlamba Drakensberg Park World Heritage Site not getting the marketing attention it deserves as an international icon. Scarce resources coupled with internal conflicts, lack of marketing skills, insufficient gathering of marketing information and no external or industry marketing alliances has resulted in minimum marketing exposure for the uKhahlamba Drakensberg Park World Heritage Site. The study concluded that marketing integration and collaboration with all relevant stakeholders is needed. Marketing objectives for the uKhahlamba Drakensberg Park World Heritage Site must be developed. Better profiling of current and potential visitors to maximise revenues is a priority for better future marketing decisions. The brand identity has to be maximised through collaboration with stakeholders and staff. This will lead to sustainable marketing of the Site which takes into consideration biodiversity conservation. This ensures that conservation objectives are not compromised. / Thesis (M.Env.Dev)-University of KwaZulu-Natal, Pietermaritzburg, 2011.

Da Gama Textiles, based in the Eastern Cape has seen its sales of Jacquard products being affected in recent years by cheaper imported products. A study was required to enable its senior management to develop a branding strategy for its Jacquard products. In addition, senior managers required information about how to take advantage of the 2010 World Cup. Data collection was conducted in July to September 2009, using two population groups. The first one was bed and breakfast managers in KwaZulu-Natal, with the second one being top ten Jacquard customers by volume in South Africa. Results showed that awareness levels for Da Gama’s Jacquard products are low, although more than half of respondents would be willing to receive literature from Da Gama in the future relating to Jacquard products. Among the top ten customers, loyalty levels were found to be high, however customers were not satisfied with Da Gama’s price levels and felt that designs and delivery lead times could be improved. A suggested branding strategy was drafted, targeting both population groups. A strategy to build brand awareness and brand loyalty levels was suggested for bed and breakfast managers, while a strategy to improve brand loyalty levels was suggested for the top ten customers. / Business Administration / M. Tech. (Business Administration)

by Tse Ching-Yee. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves 63-64). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / CHAPTER / Chapter 1. --- INTRODUCTION --- p.1 / Chapter 2. --- THE MARKET ENVIRONMENT OF CHINA --- p.3 / Chapter 3. --- COMPANY BACKGROUND --- p.9 / Chapter 4. --- METHODOLOGY --- p.10 / Chapter 5. --- ANALYSIS OF PRE-1996 STRATEGY --- p.11 / Chapter 5.1 --- Marketing --- p.11 / Chapter 5.2 --- Organization --- p.20 / Chapter 5.3 --- Logistics and Production --- p.22 / Chapter 5.4 --- Finance --- p.23 / Chapter 6. --- ANALYSIS OF THE 1996 STRATEGIC PLAN --- p.25 / Chapter 6.1 --- The New Strategic Direction --- p.25 / Chapter 6.2 --- Organization and Management --- p.27 / Chapter 6.3 --- Marketing --- p.31 / Chapter 6.4 --- Logistics and Production --- p.35 / Chapter 7. --- IDENTIFICATION OF MAJOR CHALLENGES OF STRATEGIC CHANGE --- p.37 / Chapter 7.1 --- Potential Resistance to Change --- p.37 / Chapter 7.2 --- Marketing --- p.39 / Chapter 7.3 --- Personnel --- p.41 / Chapter 8. --- RECOMMENDATIONS --- p.42 / Chapter 8.1 --- Reduce Potential Resistance --- p.45 / Chapter 8.2 --- Planning and Control --- p.46 / Chapter 8.3 --- Sales Forces Management --- p.48 / Chapter 8.4 --- Managing the Resources --- p.52 / Chapter 9. --- CONCLUSION --- p.55 / APPENDIX --- p.56 / BIBLIOGRAPHY --- p.63

published_or_final_version / Business Administration / Master / Master of Business Administration