According to Porter (1990), there are certain characteristics of a country that allow its industries to create and sustain competitive advantage, or prevent them from doing so. The objective of this study was to identify and compare the sources of competitive advantage or disadvantage for the Uruguayan and New Zealand beef industries. To accomplish these objectives, Porter’s Diamond Framework was selected as the theoretical framework to assess the competitive advantage of nations. Two case studies “the Beef Industry in Uruguay” and “the Beef Industry in New Zealand” were carried out. The information was obtained from secondary sources and open-ended interviews to key informants in both countries. Uruguay and New Zealand possess observable similarities, such as size, population, similar farmland area, and an economy based on agriculture with low levels of subsidies and trade regulations. In addition, the industries in both countries target the international market. Considering beef production, these countries produce beef based on pastures; hence, they have similar seasonal fluctuations in slaughter and in the product offered into the market. These similarities make these countries interesting to compare. On the other hand, Uruguay and New Zealand have differences. They are in different stages of economic development, and have cultural, sociological and educational differences. The beef industry is the most important economic activity in Uruguay, as can be illustrated by the resources allocated in this sector and in the volume and value of exported beef. In New Zealand, the beef industry is less important; however, it constitutes an excellent complementary activity for sheep and dairy productions. Both beef industries also have differences in their levels of productivity, stock compositions, stock categories, age of slaughtered animals, sanitary status, and locations in relation to markets. This suggests different sources of competitive advantage. The results show that the Uruguayan beef industry has a weaker diamond than its New Zealand counterpart does. However, the industry in Uruguay has been increasing the use of resources in comparison to other pastoral activities such as dairy and sheep. In contrast, the New Zealand beef industry, despite having a stronger diamond than the Uruguayan beef industry, has a secondary role behind the sheep and dairy industry. There are two clear limitations for the Uruguayan beef industry. First, the performance of the primary sector is poor. Second, the Uruguayan exported beef receives a lower price than the New Zealand product, and has difficulties for gaining access to certain markets. These two characteristics were identified as the most dissimilar for both industries. The selected research design and theoretical framework were adequate to accomplish the objectives. Although most of Porter’s findings were not supported in this study, using the framework allowed the development of an exhaustive analysis of the possible factors affecting the sources of competitive advantage in both industries. Comparing diamonds in different countries has not been done before; therefore, this research provides empirical evidence of the advantages and disadvantages of using this framework for international comparisons. Finally, the information presented in this research did not intend to suggest possible strategies or policies to increase the competitiveness of both industries. However, the results are likely to provide useful information for further studies in these industries.

This thesis deals with the Kosovar agricultural economy and the introduction of new approaches. Kosova is an economy in transition with high unemployment, young population and structural problems. The privatization process promises a better future and economic growth. However, hard work and new approaches are needed. Privatization does not mean immediate growth. Hereby, clusters are considered as an appropriate approach to develop rural areas. Especially the wine sector in Kosova could be an example for cluster development as it is a promising sector. Wine has a long history in Kosova although wine consumption is not widespread. This sector is a rare example where exports are higher than imports. Climate conditions cheep working force and as stated the background make this sector attractive. Foreign agencies and investors are very interested in this sector. This thesis will show the main problems and main opportunities of this sector. It will describe the structural changes and current developments. Cluster creation is not a government function. Further, it is not a tailor-made solution. In fact, clustering involves many roles. Each participant has certain duties but the whole process needs coordination. The monitoring and supervision of the whole process, the identification of needs and permanent exchange of the participants are organized in a cluster. At the end, a win-win situation is created even if competition is raised to a high level. Competition and the functioning of free markets guarantee the success of the sector and as a results regional development. One cluster helps to create another. Starting one process means that many others could follow. By reading this thesis, the reader should recognize potentials and understand the local circumstances. This is the aim of the study. / Faton Deva "Shkodra" 14, Prishtina 10000 Kosova mob: +377(0)44122883 e-mail:faton99d@gmail.com

The Master's thesis focuses on the analysis of the current situation of company Pro-staff Ltd., which is used for the creation of a business plan for the company development The business model will focus on broadening the supply of animation services and the organization of socio-cultural and sports events on the Austrian market. In the first part, the main aim and objectives as well as methodology of work are presented , while the second part contains the theoretical basis for the third part. Third part contains analysis and the last consits of the author's own suggestions. The proposals focus on making entry strategy, which also includes a financial plan and recommendations for the company that should be followed in the future and what should be avoided.