This paper seeks to provide further insight as to why local Ghanaian firms may not be pursuing regional growth as a strategy, as publicly available data would suggest. The study uses Resource Based Theory and Institutional Theory to identify a range of factors that may be influencing, at a firm level, the decision whether or not to pursue a regional growth strategy. The study draws upon a sample of 65 Top Tier Local Ghanaian Companies. A key finding of this study is that a large number of local companies were providing services or products to the regional market. Evidence suggest that although local firms were at the early stage of internationalization, due to various factors identified in the study, these firms had chosen not to formally commit resources in pursuing regional growth as the traditional ―Stage Theory‖ of Internationalization would suggest. The result of the study highlights certain risk to managers and owners choosing not to actively pursue a regional growth strategy. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

Branding dates back to centuries ago when traders were trying to distinguish their products from others in order to promise a higher quality to their consumers. Today, brands are considered as intangible resources that can have a significant contribution to the firm performance. Based on the Resource-Based Theory (RBT), valuable, rare, inimitable, and non-substitutable brands are strategic resources that create superior value and play a key role in achieving a sustainable competitive advantage over rivals. In the process of developing and maintaining strong brands, brand managers constantly need to make multiple decisions. Whether to add, delete or retail brands are among the routine decisions that brand managers face in managing their brand portfolios. Brand managers need to regularly assess their brand portfolios in order to make sure they are not selling redundant brands. Through brand portfolio assessment, brand managers can recognize weak brands and delete the unprofitable brands from the portfolio in order to free up resources and reinvest them in their stronger and more successful brands to gain competitive advantage in the market. This admonition is in line with the RBT of competitive advantage. This dissertation builds upon and extends previous literature on RBT in the context of brand deletion to achieve three main objectives. The first objective is to find the answer to why companies decide to delete brands from their portfolios. Thus, the focus of the first objective is to identify the organizational (i.e., firm, managerial, and brand) factors that drive the brand deletion strategy in a company. The second goal is to find the answer to the when question through identifying the environmental (i.e., market) factors associated with brand deletion decision making in a company. Finally, the third objective is to go deeper and investigate the different types of brand deletion strategy (i.e., merge, sell, milk, and kill). In other words, the third objective seeks to find the answer to the how question. Deleting brands from the portfolio of a company, being the most sensitive issue in strategic brand portfolio management, is yet understudied in the brand portfolio management literature. This study adds to the literature of strategic brand portfolio management by a) applying the Resource-based Theory (RBT) in the context of brand deletion decision making and b) empirically testing the relationships among the drivers of brand deletion strategies. The findings of this dissertation provide a better understanding on how each of these factors are associated with the brand deletion decision making process in companies. The current dissertation provides practitioners with several managerial insights as well. First, the study identifies and empirically tests several organizational-level factors that drive brand deletion decisions in companies. This will help brand managers be familiar with factors that they need to consider when evaluating their poor-performing brands. Breaking these factors into internal (brand and firm) and external (market) drivers provides practitioners with a better understanding of the brand deletion decision making process. In addition, the findings of this study help managers realize their own role (in terms of their attitude toward deletion and their commitment to the brand) in the brand deletion process. Finally, the identification and discussion of the four types of brand deletion strategy help companies have a clearer picture of how they can remove brands from their portfolios.

No description available.

The operations efficiency, service quality and resources productivity, are the core aspects of the call centres competitive advantage in massive market competition. Thus, subjective evaluation is the leniency, perception and bias in performance evaluation which impact the efficiency of the operations and leads to frustrated customers. The study aims to determine the subjective performance evaluation in call centres to get a more objective measurement. It can be achieved by identifying factors affecting resources performance evaluation through the development of a conceptual model to reduce or eliminate the effect of subjective factors contained in the performance evaluation. The research approach is based on quantitative methodology through cross-sectional self-reports for 224 participants’ work in eight outsource call centres located in Egypt. The research aims to determine the subjective evaluation factors biases the true performance. It is followed by a machine learning practical application using neural networks for auto-detection the subjective context in the recorded calls to be considered through the evaluation process. The key findings of the study are nine subjective factors out of fifteen that have a direct influence on subjective performance evaluation. The actual performance is the performance evaluation after eliminating the subjective performance. Two different methods have concluded the actual performance. The first method excludes the subjective factors from the resulting evaluation to determine the actual performance. The second method is a prediction model defining subjectivity percent as a call centre baseline for future performance evaluation. Furthermore, the study highlights the potential subjective variables and the degree of influence for each variable. The theoretical contribution is determining the subjective factor and proposing the model to measure and predict the subjectivity in the call centre. The study recommended a restatement for the resource-based theory considering the subjective evaluation effect on performance evaluation. The practical application contribution is based on automating the detection and prediction of subjectivity using a machine learning approach through cascaded Convolutional Neural Networks, which achieved 75% accuracy in classifying the subjectivity for two study constructs: agents and customer behaviour.

No description available.

No description available.

Cette thèse s'intéresse aux Services d'Accompagnement à l'Export proposés par les acteurs de l'accompagnement. Les pouvoirs publics s'interrogent sur l'efficacité de ces aides. La littérature fait état de résultats contradictoires sur cette question, notamment à cause de l'absence d'une mesure valide de l'accompagnement à l'export qui rend difficile la comparaison des résultats. Cette difficulté est exacerbée par la diversité des entreprises accompagnées. En effet, les aides ont été pensées pour les entreprises à internationalisation par étapes. Pourtant, il apparaît que les Exportatrices Précoces, type d'entreprise à internationalisation précoce le plus répandu mais aussi le plus fragile, utilisent les mêmes aides. Dès lors, deux questions se posent ; d'une part, la manière de mesurer l'accompagnement à l'export reçu par l'entreprise et, d'autre part, la question de l'efficacité des Services d'Accompagnement à l'Export pour les Exportatrices Précoces. Pour répondre à la première question, une démarche de construction d'une échelle de mesure de l'accompagnement à l'export est mise en œuvre en s'appuyant sur le paradigme de Churchill (1979). Une étude exploratoire est menée auprès de treize acteurs de l'accompagnement à l'export et cinq entreprises accompagnées afin de faire émerger des items de mesure. Ensuite, 288 questionnaires d'entreprises accompagnées à l'export sont récoltés et utilisés pour tester les qualités psychométriques de l'échelle. Cette démarche aboutit à une échelle de mesure multidimensionnelle composée de neuf items et distinguant accompagnement informationnel, opérationnel et financier. Cet outil permet de mesurer plus précisément les Services d'Accompagnement à l'Export utilisés par l'entreprise. Pour répondre à la seconde question, la théorie des ressources est mobilisée afin d'identifier les ressources stratégiques des Exportatrices Précoces et l'influence que les différents types d'accompagnement à l'export peuvent avoir sur elles. Ces relations aboutissent à un modèle conceptuel testé par la méthode des équations structurelles à partir de 196 questionnaires d'entreprises accompagnées à l'export. Il en ressort que les Services d'Accompagnement à l'Export sont moins efficaces pour les Exportatrices Précoces, notamment en ce qui concerne l'accompagnement financier qui n'a aucune influence sur leur performance internationale. Les résultats soulignent ainsi la nécessité d'élaborer de nouveaux services pour accompagner efficacement les Exportatrices Précoces. Plusieurs propositions sont faites en ce sens. / This thesis focuses on Export Support Services offered by the public and semi-public actors. Public authorities are questioning the effectiveness of these services. The literature reports conflicting results on this issue, especially because of the lack of a valid measure of export support which makes it difficult to compare results. This difficulty is exacerbated by the diversity of firms supported. Indeed, the services was thought to firm with internationalization by stages. Yet it appears that Early Exporters, the most common but also the most fragile type of International New Ventures, use the same services. Therefore, two questions arise; first, how to measure the export support received by the firm and, secondly, the question of the effectiveness of the Export Support Services for Early Exporters. To answer the first question, a process of construction of a scale measurement of Export Support based on the Churchill paradigm (1979) is implemented. An exploratory study was conducted with thirteen support export actors and five companies to make measurement items. Then 288 questionnaires of supported firms are harvested and used to test the psychometric properties of the scale. This approach results in a multidimensional measurement scale with nine items and distinguishing informational, operational and financial Export Support. This tool can measure more accurately Export Support Services used by the firm. To answer the second question, the theory of resources is mobilized to identify the strategic resources of Early Exporters and influence that different types of Export Support can have on them. These relationships lead to a conceptual model tested by the method of structural equation from 196 questionnaires of supported companies. It shows that the Export Support Services are less effective for Early Exporters, especially with regard to the financial support that has no influence on their international performance. The results thus highlight the need to develop new services to effectively support Early Exporters. Several proposals are made in this direction.

Quick-service restaurant owners who fail to apply effective business strategies could risk business closure within the first 5 years of operations. The purpose of this multiple case study was to explore effective strategies that independent quick-service restaurant owners used to sustain business longer than the first 5 years. Resource-based theory was the conceptual framework for this study. Data were collected via semistructured interviews with 6 owners of independent quick-service restaurants in the southern region of the United States who sustained their businesses longer than the first 5 years, and from the review of business documents pertaining to sustainability. Data were also collected using business artifacts such as job descriptions, menus, websites, social media platforms, and business licenses, and analyzed using methodological triangulation. Member checking was used to help ensure reliability and validity of the interpretations. Six key themes emerged from the data: organization value, customer required excellence, financial perspective, human assets, physical operating materials, and technological prowess. The 6 themes aligned with the 5 types of internal resources established in the conceptual framework. The implications of this study for positive social change include the potential to support the welfare of the local citizens and owners of quick-service restaurants across the United States by providing strategies necessary to increase business survival rates, improve job sustainability, and encourage job creation.

Some U.S. small and medium enterprises (SMEs) participate in trade missions but return with no results. Accordingly, some researchers question the effectiveness of these export promotion programs. The purpose of this qualitative descriptive study was to explore the experiences of SME representatives who had attended a trade mission to South Africa. The research question explored the strategies that SME leaders required to successfully export their goods and services after a trade mission using the conceptual framework of resource-based theory. Snowball sampling was used to recruit and gather interview data from 22 SMEs. Thematic analysis of interview data and document sources, inductively and deductively coded, identified themes of strategic planning processes, country briefings, reasons for being in the country, resources, barriers, positive outcomes, and export commitments. Associated with these themes, 5 stages of the trade mission process and a model of the dynamic relationships in a trade mission emerged, which include recommendations of how to effect change in the process. The results from this study are expected to inform new interventions for export promotion programs for SME exporters. This study promotes social change by preparing SMEs to export, thus building more sustainable U.S. businesses. Applying these findings can support the development of SMEs to export and become long-term exporters benefiting the businesses, employees, and their communities through improved wages and increased tax revenues.

<p>The purpose of this thesis is to find out when Research and Development (R&D) becomes a suitable attribute for a production company to outsource. In an environment where innovations are following up quickly up and uncertainty about the type of innovation and customer is a fact, external sourcing can bring a competitive advantage. The empirical evidence shows that when R&D is outsourced the total cost does not increase at a due cause of outsourcing in this given study.</p><p>Although a lot of theory explains outsourcing as a cost increasing factor, the internal experience and frequent relation between the technical production company Beta and its R&D vendor company Alfa can decrease costs considerably due to lower communication and governance costs. This was not explicitly expressed in related theory and is therefore a contribution to the academia as well as for managers who seek to find an answer to the question of when to outsource and when not to outsource.</p>