According to the survey of Multilevel Marketing (MLM) organizations report in the year 2009 conducted by Fair Trade Commission Executive Yuan, there were 4,442,000 people participated in the MLMs in Taiwan. Based on the data published by the Ministry of Interior, the population of Taiwan in the year of 2009 was 23,119,000; therefore, on average the participation rate in Multilevel Marketing Organizations in Taiwan is about 19.21%. Due to current economic uncertainty, Multilevel Marketing Organizations are especially attractive to people of all backgrounds. This is mainly because MLMs have low start-up costs, and require only basic entry level know-how to start. Although the participation rate of MLMs in Taiwan is 19.21%, the actual active number of IBOs (independent business owners) who run direct selling business is far less than the number shown on the statistics. This research is a qualitative study using the Behavioral Events Interview method to explore the managerial competency model of leaders in Multilevel Marketing organizations which further defines and includes managerial competencies clusters, managerial competencies, and managerial competencies indicators. There are six major managerial competencies clusters and sixteen sub-competencies included in this managerial competency model. The six managerial competencies clusters are ¡§Goal and Action cluster,¡¨ ¡§Cognitive cluster,¡¨ ¡§Organization Development cluster,¡¨ ¡§Leadership cluster,¡¨ ¡§Knowledge & Skill cluster,¡¨ and ¡§Personal Traits cluster.¡¨ As for the sub-competencies, they are ¡§Achievement,¡¨ ¡§Initiative,¡¨ ¡§Action,¡¨ ¡§Analytical Thinking,¡¨ ¡§Conceptual Thinking,¡¨ ¡§Information Seeking,¡¨ ¡§Organization Awareness,¡¨ ¡§Organization Development,¡¨ ¡§Developing Others,¡¨ ¡§Team and Cooperation,¡¨ ¡§Team Leadership,¡¨ ¡§Confidence,¡¨ ¡§Communication,¡¨ ¡§ Knowledge and Skill,¡¨ ¡§Dissemination of Knowledge,¡¨ and ¡§Personal Traits.¡¨ Among these, what distinguishes the managerial competency model of the leaders in MLMs from the general managerial competency model is the ¡§Organization Development cluster.¡¨ This cluster includes four competencies, which are ¡§Organization Awareness,¡¨ ¡§Organization Development,¡¨ ¡§Developing Others,¡¨ and ¡§Team and Cooperation.¡¨ In addition ¡§Action¡¨ and ¡§Dissemination of Knowledge¡¨ are also the core competencies/characteristics that leaders in MLMs possess. This managerial competencies model for leaders in Multilevel Marketing organizations can benefit three types of people. For IBOs who just join the MLMs, this model can be an educational reference for developing their managerial competencies. For leaders in MLMs, this model can be a checklist for their work performance. For people who are from the Multilevel Marketing organizations, this model can be a source for annual training programs or a reference for publications in MLM organizations.

According to the survey of Fair Trade Commission Executive Yuan, some people participate two or more than MLM organization. Excluding the number of participants, there were 4,570,000 people in the year of 2010 compared to 4,442,000 people in the year of 2008 which increased 128,000. Based on the data published by the Ministry of Interior, the population of Taiwan in the year of 2010 was 23,162,000; therefore, on average the participation rate in Multilevel Marketing Organizations in Taiwan is about 19.73% compared to the year of 2009 is about 19.21% which increased 0.52%. Then, MLM system has been many years, therefore, it to be considered that MLM system can provide service and selling successfully and effectively to consumers, and it helps salesmen or distributors can get profit. This research questionnaire is based on¡uThe Study of Managerial Competencies of Leaders in Multilevel Marketing Organizations¡vand through statistics analysis to find out the new managerial competencies. After research result, there are six major managerial competencies aspects and fifteen items included this managerial competency model. The six managerial competencies aspects are ¡§Goal and Action aspect,¡¨ ¡§Cognitive aspects,¡¨ ¡§Organization Development aspect,¡¨ ¡§Leadership aspect,¡¨ ¡§Knowledge & Skill aspect,¡¨ and ¡§Personal Traits aspect.¡¨ As for the sub-competencies items, they are ¡§Action,¡¨ ¡§Goal Setting,¡¨ ¡§Conceptual Thinking,¡¨ ¡§Information Seeking,¡¨ ¡§Team and Cooperation,¡¨ ¡§Organization Development,¡¨ ¡§Organization Communication,¡¨ ¡§Organization Awareness,¡¨ ¡§Team Leadership,¡¨ ¡§ Knowledge and Skill,¡¨ ¡§Dissemination of Knowledge,¡¨ ¡§Industries Knowledge,¡¨ and ¡§Personal Traits.¡¨ Through the statistics analysis, it can find out what kinds of the managerial competencies that the leaders should have. And the leaders can lead team members who come from other industries.

Digitala redskap är nu för tiden en vanlig strategi inom marknadskommunikation och destinationsutveckling. Trots detta är litteratur i ämnet begränsad. Därför har denna studie strävat mot en fördjupad förståelse för Göteborg & Co:s digitala redskap Evenemangskalendern. Det är en digital förteckning där turister kan hitta de aktuella evenemang som erbjuds i Göteborg. Frågorna som har tagits fram rör relevanta styrmedel förkalendern och Göteborg & Co:s syn på användningen av kalendern som ett redskap förmarknadskommunikation. Med bakgrund i destinationsmarknadsföring har en induktiv fallstudie tagit form medintervjuer, observationer och dokumentanalys. Studien är begränsad till fyra kvalitativa intervjuer, fyra observationsobjekt och sex dokument. Alla med fokus på Göteborg & Co:s egna material och anställda. Resultatet från dessa källor har sedan i en diskussion kopplats samman med teori inom destinationsutveckling, marknadskommunikation och organisationsteori. Studien visar att Evenemangskalendern inte är inbegripen i den gedigna marknadskommunikations-analys som resten av goteborg.com undergår. Kalendern har inga fasta processer gällande omvärldsbevakning eller besöksstatistik. Detta kan bero på att det operativa arbetet utförs på annan fysisk plats än det strategiska arbetet. Det ligger även en begränsning i hur Göteborg & Co definierar en turist. / Digital devices are nowadays a common strategy in marketing communication and destination development. Despite this, we find the literature on the subject limited. Therefore, this study has strived towards an immersed understanding of Göteborg & Co:s digital device Evenemangskalendern (Event Calendar). It is a digital listing where tourists can find the current events offered in Gothenburg. The questions produced revolves around relevant control documents for the calendar and Göteborg & Co:s view at the use of the calendar as a device for marketing communication. With a background in destination marketing, an inductive case study has taken form with interviews, observations and document analysis. The study is limited to four qualitative interviews, four observation objects and six documents. All with focus on Göteborg & Co:s own material and employees. The result from these sources has in a discussion been merged with theory within destination development, marketing communication, and organization theory. The study shows that the Event Calendar is not included in the solid marketing communication analysis that the rest of goteborg.com go through. The calendar has no fixed processes regarding benchmarking or visitor statistics. This could be due to the fact that the operative work is being executed at another physical place than the strategic work. There is also a limitation in how Göteborg & Co defines a tourist.

This is the second volume of a dissertation dealing with industrial marketing change processes. The empirical part of the dissertation describes a set of marketing organization changes in Pharmacia Biotech. In 1959 Pharmacia AB launched a completely new separation product for biochemical separation and entered a period of steady growth and development in a completely new business area. By the second half of the 1980s, Pharmacia Biotech AB, subsidiary of the multinational pharmaceutical corporation Pharmacia, had become one of the world's major suppliers of biotech products and services. In 1986, following a sustained period of sharp sales increases and growth, Pharmacia Biotech acquired its main competitor LKB-Produkter AB. The merger process of the two companies triggered off a number of important marketing organization changes. One of these concerned the physical distribution and the stocks of biotech supplies. A centrally coordinated project was also started for restructuring the company's after sales service operations. These two projects overlapped with two other change processes with significant effects on Pharmacia Biotech's marketing organization. In one of the biggest business deals ever concluded in Sweden, the whole Pharmacia corporation was integrated into a large conglomerate, the Procordia Group. During the same period, the company entered a phase of internationalization in which the former country based net of marketing subsidiaries was rearranged and adapted to a new international situation. Regions and sub-regions were formed, and heavy emphasis was put on reorganizing the market organizations in Europe. These reorganization processes are the focus of a historical study of Pharmacia Biotech AB covering the period 1959-1995, including a prologue starting in the 1930s. The story is the empirical part of a study of industrial marketing change processes. It complements a separate analysis volume entitled "Concurrence, Transition and Evolution - Perspectives of Industrial Marketing Change Processes". / Utgör del av författarens diss.

Purpose: The paper seeks to provide insights into the application of internet communication technologies with social media in tourism industry from the perspectives of destination marketing organizations (DMOs), evaluating their effectiveness for tourism destination marketing management. The specific purpose is to uncover the important role online marketing with practice of social media to build the destination brands and engage the audience to reach potential visitors. Design/methodology/approach: Qualitative case-study method generates understanding of approach on digital innovation in DMOs’ marketing. In-depth interview allows exploration of how online marketing strategies with practice of social media used in destination branding processes and engagement of the audience. Findings: DMOs need to realize the role online marketing and social media activities in marketing tourism destination and engage the audience to reach the potential visitors. Social media as one of internet communication options is an area of growth in the online marketing communication  DMOs need to emphasize the wide participation in online marketing and social media activities to achieve benefits. DMOs have to be in the place where the visitors are. Integrating online marketing and social media activities with traditional marketing is an essential marketing strategy for today’s DMOs. Practical implications: Understanding the role of online marketing and social media in building destination brands and creating audience’s engagement may contribute to the success of marketing strategies and correspondingly to the destination’s ability to increase the competitiveness. Research limitations/implications: This study offers the contributions to the need of creating online marketing strategies and leveraging social media activities. However, it probably suffers from the fact that it has been conducted in a specific DMO. Therefore it would be evaluated in comparison with the results of other DMOs to generalize the patterns. Originality/value: The study contributes to debates on the use of social media in destination marketing, the value of the study lies in a new approach to the role of online marketing and social media focusing on building destination brands

The tourism industry is one of the most thriving industries in the world and nature-based tourism is one of the most expanding sectors in the European tourism industry. However, destinations today have global substitutes which means a destination can easily be exchanged for another destination. Thus, destination market organizations have become a critical component in the tourism industry. While there is a growing interest for nature-based destinations due to international tourism and a growing awareness of environmental issues there is still a need to create a differentiation from the global competition. By setting up strategic plans and continuously market a destination, destination marketing organizations (DMOs) can attract tourist from distant markets. Therefore, the purpose with this report is to examine strategies that DMOs use when it comes to attract tourists to nature-based destinations. With the aim to fulfill the purpose of this study one research question of descriptive and exploratory kind were stated: “What strategies are DMOs using to attract tourists to nature-based destinations?”.   A theoretical framework was conducted by reviewing scholarly journals which generated potential answers for the stated research question. Furthermore, the frame of reference provided the study with a theoretical foundation which was applied during the data collection as well as the data analysis. Methodologically, this study had a qualitative approach and was therefore collecting data through semi-structured and in-depth interviews with employees of different DMOs. The findings and conclusions show that the practical work done by a nature-based DMOs in a high degree follows existing previous research. Where the importance of having a clear market position, being able to segment an audience, as well as promote an appropriate message is of high concern for a DMO. Hence, it helps them to attract tourist to a nature-based destination.

Extant literature identified the value of innovative firm behavior for organizational success for manufacturers and service providers (Christensen, 1998; Damanpour, 1991; de Brentani, 1993; Easingwood, 1986; Schumpeter, 1939; Senge, 1994). Increasing complexity of consumer markets, information technologies and an economic environment that forces organizations to rethink their business strategies are especially characteristic for service providers, making the development of new services an essential, but also risky task. A series of organizational conditions, such as a formalized new products/service development process, managerial support for innovation and a culture that encourages innovation were identified as critical for the successful development of innovations. Little research, however, has been done to understand the role of partners for the development of new service, and in particular to evaluate which aspects of new service development benefit the most from partner involvement. To understand the link between organizational settings for innovation and inter-organizational relationships in the new service development process, this study incorporates three areas of research: innovation, supply chain management and inter-organizational relationships. This study was framed within tourism destinations, especially destination marketing organizations (DMOs). They are responsible to market and develop a destination and, due to their role as information intermediaries, their need to collaborate with destination businesses to deliver a seamless tourism experience. This study consists of two major phases. First, a national study among the population of American DMOs was conducted to identify the extent of innovation, the drivers of partner integration in new service development as well as their impact on new services. Second, the value of organizational innovation settings on partnership integration was identified. Study results provide insight into the current status of innovation development and partner integration in the new service development process. The results also indicate that the nature of DMOs was changing from pure marketing organizations to management organizations that actively participate in destination development through innovation. In this study innovation was measured by three core elements: orientation towards demand, strategic and corporate fit as well as newness. DMOs do collaborate with partners to develop new tourism products and services. Partner integration was driven by top management support, as well as a strategic and long-term perspective towards partnerships. Furthermore, partner integration was found to have a positive effect on the strategic and corporate fit as well as market orientation. Lastly, DMOs that organize for the development of new services were found to achieve a more positive effect on innovation. This study concluded that organizations strategically need to engage in inter-organizational relationships with the goal to incorporate partners in the new service development process. Furthermore, organizational strategies towards innovation are critical as they enable the organization to achieve better results. Partnerships, thus, are critical for innovation, whereby innovation can be programmed given that it is supported through organizational settings. / Business Administration

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Submitted by Paulo Junior (paulo.jr@fgv.br) on 2010-05-26T19:01:08Z No. of bitstreams: 1 Inger Marie Nyvoll Antonsen.pdf: 1432222 bytes, checksum: eced5b393c7c1c2836cb62923738b5c6 (MD5) / Approved for entry into archive by Paulo Junior(paulo.jr@fgv.br) on 2010-05-26T19:01:31Z (GMT) No. of bitstreams: 1 Inger Marie Nyvoll Antonsen.pdf: 1432222 bytes, checksum: eced5b393c7c1c2836cb62923738b5c6 (MD5) / Made available in DSpace on 2010-05-27T17:02:09Z (GMT). No. of bitstreams: 1 Inger Marie Nyvoll Antonsen.pdf: 1432222 bytes, checksum: eced5b393c7c1c2836cb62923738b5c6 (MD5) Previous issue date: 2010-02-09 / A destination is a place that attracts visitors for a temporary stay to participate in tourism related activities or non- activities. Globalization, the increased number of travelers and the increased buying power have increased the competition between the destinations and the destinations have become more substitutable. It has been agreed that destinations can be branded as well as products and to be competitive it is getting common to brand destinations. Destination Marketing Organizations (DMOs) are responsible for the marketing of an identifiable destination. The purpose of this study is to present an exploratory study of how a destination marketing organization creates and builds a strong destination brand and how the stakeholders have been involved in the process. The study is done with a qualitative case study approach. The case study was chosen as the research method to make a detailed and intensive analysis of the research objective, in this case the destination brand of Brazil and its stakeholders.

Storytelling kan ses som ett effektivt marknadsföringsverktyg inom destinationsutveckling. Storytelling, särskilt presenterat i filmformat, har aktualiserats de senaste åren och förekommer som en högt rankad trend och strategi på DestinationsNEXT Future 2021 study, den mest omfattande rapporten i världen inom destinations- och turismbranschen. Det förekommer dock ett gap mellan trenden och användningen av storytelling i filmformat bland Destination Marketing Organisations (DMO). Det saknas ett tydligt ramverk för hur storytelling kan struktureras och det vanligast förekommande är att DMO:s producerar så kallade kollage-videos, utan innehåll av storytelling. Ett sätt att strukturera kraftfulla berättelser i DMO:s kommunikationsfilmer skulle istället kunna vara att använda storytellingramverket The Hero’s Journey. Syftet med denna studie är således att skapa en ökad förståelse för Destination Marketing Organisations (DMO) användning av storytelling i kommunikationsfilmer. Vidare ämnar studien undersöka vilka utmaningar som kan påverka DMO:s arbete med detta. Den teoretiska utgångspunkten för studien innefattar DMO:s komplexa roll, deras olika syften och förväntade effekter med storytelling samt ramverket The Hero’s Journey. Materialinsamling har bestått av sex semistrukturerade intervjuer med svenska regionala DMO:s samt en dekonstruktion av utvalda kommunikationsfilmer från vardera DMO. Studiens viktigaste resultat visar på hur DMO:ernas komplexa roll möjliggör eller hindrar dem från att genomföra bra kommunikationsfilmer innehållandes storytelling. Den geografiska komplexiteten, samarbeten mellan regioner, tids- och resursbrist, samt svårigheter med representation är de största faktorer som påverkar arbetet. Vidare visade resultatet hur DMO:s använder storytelling i olika syften, vilka är av både kognitiv, affektiv och konativ karaktär och visar på att olika effekter önskas nås genom deras storytelling och därmed påverkar innehållet. En kartläggning har genomförts för att undersöka hur DMO:ernas storytelling följer det valda ramverket, The Hero’s Journey. Det framkommer hur endast två av filmerna tydligt kan sägas följa en berättelsestruktur enligt detta ramverk, men där flera steg kunde urskiljas i alla filmer. Stegen var dock olika tydliga och tyder på att ramverket inte efterföljs i någon större utsträckning. Då DMO:erna själva inte uttryckte hur de följde ett specifikt ramverk vid skapandet av filmerna, tyder identifieringen av stegen på hur detta ramverk har potential att användas ännu mer och på så vis göra det möjligt för DMO:s att skapa filmer med mer storytelling. / Storytelling can be seen as an effective marketing tool in destination development. Storytelling, especially presented in film, has become relevant in recent years and appears as a highly ranked trend and strategy in the DestinationsNEXT Future 2021 study, the most comprehensive report in the world in the destination and tourism industry. However, there is a gap between the trend and the use of storytelling in film among Destination Marketing Organizations (DMO). There is no clear framework for how storytelling can be structured and most commonly DMO:s produce so-called collage videos, without content of storytelling. One way to structure powerful stories in DMO:s communication films, could instead be to use the storytelling framework The Hero's Journey. The purpose of this study is thus to create an increased understanding of Destination Marketing Organizations' (DMO) use of storytelling in communication films. Furthermore, the study intends to investigate what challenges may affect DMO's work with this. The theoretical starting point for the study includes DMO's complex role, their different purposes and expected effects with storytelling and the framework The Hero's Journey. To collect empirical data, six semi-structured interviews with Swedish regional DMO:s and a deconstruction of selected communication films from each DMO has been conducted. The main results of this study shows how the DMO's complex role enables or prevents them from creating good communication films containing storytelling. The geographical complexity, collaborations between regions, lack of time and resources, and difficulties with representation are the biggest factors that affect their work. Furthermore, the results showed how DMO:s use storytelling for different purposes, which are of both cognitive, affective and conative nature and show that different effects are desired to be achieved through their storytelling and thus affect the content. An investigation has been carried out to see how DMO's storytelling follows the chosen framework, The Hero's Journey. Only two of the films can clearly be said to follow a narrative structure according to this framework, but several steps could be distinguished in all films. However, the steps were clear to different degrees and indicate that the framework is not followed to any greater extent. Although the DMO:s did not mention following a framework when creating their films, the identified steps shows how the framework has potential to be used further and enable for DMO:s to create films with even more storytelling. The following essay is written in swedish.