Chor See-Yu, Li Chuan-Bei. / Thesis (M.B.A.)--Chinese University of Hong Kong, 2000. / Includes bibliographical references (leaves 55-56). / EXECUTIVE SUMMARY --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF TABLES --- p.vi / Chapter / Chapter I. --- GENERAL INTRODUCTION OF WALT DISNEY CO --- p.1 / Theme Park and Resort --- p.1 / Creative Content --- p.2 / Filmed Entertainment --- p.2 / Television --- p.2 / Walt Disney Feature Animation --- p.3 / Walt Disney Theatrical Productions --- p.3 / Disney Consumer Products --- p.3 / Broadcasting --- p.4 / Problems Identified in the Company --- p.5 / Chapter II. --- INTERNAL ENVIRONMENT ANALYSIS --- p.7 / Organizational --- p.7 / Financial --- p.8 / Marketing --- p.9 / R&D --- p.9 / Conclusion of Internal Analysis --- p.10 / Chapter III. --- COMPETITIVE ANALYSIS OF LOCATION --- p.12 / Tourists --- p.13 / Number of Tourists --- p.13 / Purchasing Power of Tourists --- p.13 / Local Residents --- p.14 / Number of Local Residents --- p.14 / Earning of Local Residents --- p.14 / Political and Social Atmosphere --- p.14 / Political Atmosphere and Stability --- p.14 / Social Ethic Standard and Educational Level --- p.15 / Government Policy --- p.15 / Culture and Ethical Factor --- p.16 / Economic Factors --- p.16 / Cost of Doing Business --- p.16 / Resources For Development --- p.17 / Suitable Place For the Construction of the Park --- p.17 / Infrastructure --- p.17 / Overall Attractiveness of the City --- p.18 / Other Factors --- p.19 / Potential For Development of Other Segments --- p.19 / Climate and Weather --- p.19 / Summary of Analysis and Conclusion --- p.20 / Chapter IV. --- EXTERNAL ENVIRONMENT ANALYSIS --- p.22 / Five Forces Model --- p.22 / Suppliers --- p.22 / Buyers --- p.23 / Competitors --- p.24 / Substitutes --- p.24 / New Entrants --- p.25 / Political Environment --- p.25 / Economical Environment --- p.26 / Social Environment --- p.26 / Technological Environment --- p.27 / Conclusion of External Analysis --- p.27 / Chapter V. --- SWOT ANALYSIS --- p.28 / Strength --- p.28 / Weakness --- p.29 / Opportunities --- p.29 / Threats --- p.29 / Conclusion of SWOT Analysis --- p.30 / Chapter VI. --- PAST EXPERIENCE OF DISNEYLAND PARIS --- p.31 / Painful Experience of Disneyland Paris --- p.31 / Problems Found in Disneyland Paris --- p.32 / Over-optimistic Prediction and Ill Pricing Strategy --- p.32 / Poor Financial Arrangement --- p.32 / Culture Difference and Anti-America Emotion --- p.33 / Over-capacity and High Operating Cost --- p.34 / Financial Performance of Disneyland Paris --- p.34 / Measures to Solve Financial Problems of Disneyland Paris --- p.35 / Chapter VII. --- LESSONS LEARNT FOR HONG KONG DISNEYLAND --- p.38 / Right Pricing Strategy Is Essential For the Theme Park --- p.38 / Highly Leveraged Financial Situations Are Vulnerable --- p.39 / Culture Factors Are Too Critical to be Ignored --- p.39 / Measures Should be Taken to Avoid Over-capacity --- p.40 / Recommendations to Disney on Hong Kong Disneyland --- p.41 / Chapter VIII. --- THE PROGRESS ALREADY IN HONG KONG --- p.43 / General Information of Hong Kong Disneyland --- p.43 / Investment Summary --- p.44 / Project Costs --- p.44 / Financial Arrangement of Theme Park and Facilities --- p.44 / Financial Arrangement of Development of Penny's Bay --- p.45 / Land Lease of the Theme Park --- p.46 / The Reaction of Public Community --- p.46 / The Reaction of Stock Market --- p.47 / Chapter IX. --- CONCERNS IN THE FUTURE --- p.49 / Chapter X. --- CONSULSION AND RECOMMENDATIONS --- p.50 / APPENDIX --- p.53 / BIBLIOGRAPHY --- p.55

Issue exploration is used as a preliminary phase in strategic decision making. It performs the function of allowing strategic decision makers to encounter new information, learn from it, and use it to help them sort the strategic problems from the non-strategic problems. The function of issue exploration effort is to focus strategic resources on the strategic problems and to avoid solving the non-strategic ones. In statistics, solving the wrong problem is considered as making an Error of the Third Kind. For strategic decision makers, solving non-strategic problems can also be considered as making an Error of the Third Kind. An "Organizational Disposition For Change Framework" was developed to research the exploration behavior of thirty strategic decision-making management initiative:s for information technology development in Fairfax County, Virginia. The results supported the hypothesis that strategic decision-making initiatives that included exploration behavior significantly outperform those initiatives that did not. / Ph. D.

by Lum Wai-mun. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 46-47). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / LIST OF FIGURES --- p.vi / LIST OF TABLES --- p.vii / LIST OF APPENDIX --- p.viii / ACKNOWLEDGMENTS --- p.ix / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Background --- p.1 / Objective of Study --- p.2 / Methodology --- p.3 / Chapter II. --- STRATEGIC PLANNING --- p.6 / What is strategic planning --- p.6 / Benefits of Adopting Strategic Planning --- p.6 / Chapter III --- STRATEGIC PLANNING IN THE CITY UNIVERSITY OF HONG KONG --- p.8 / Threats and Opportunities in the External Environment --- p.8 / Strength of City University of Hong Kong --- p.10 / Weaknesses of City University of Hong Kong --- p.12 / Mission --- p.13 / Strategies --- p.15 / Chapter IV --- CAREER COUNSELLING SERVICE OF THE CITY UNIVERSITY OF HONG KONG --- p.16 / Background --- p.16 / Its role in Supporting the Corporate Strategies --- p.17 / Chapter V --- STRATEGIC PLANNING FOR THE CAREER COUNSELLING SERVICE --- p.21 / SWOT Analysis --- p.21 / Student Needs Analysis --- p.28 / Chapter VI --- RECOMMENDATIONS FOR CAREER COUNSELLING SERVICE / Strategies --- p.34 / Shared Value --- p.36 / Style --- p.37 / Staff and Skills --- p.37 / Structure --- p.37 / System --- p.38 / Chapter VII --- CONCLUSION AND RECOMMENDATIONS FOR FURTHER STUDIES --- p.40 / APPENDIX --- p.42 / BIBLIOGRAPHY --- p.46

by Ma Pui Yin, Flora. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaf 62). / Chapter I. --- INTRODUCTION / The Company Background --- p.1 / The Appeal of PRC --- p.3 / Scope and Objectives --- p.5 / Structure of the Paper --- p.5 / Chapter II. --- METHODOLOGY / Michael Porter's Model --- p.7 / Evaluation of Porter's Model --- p.8 / Lessons from Case Studies --- p.14 / Chapter III. --- INDUSTRY ANALYSIS / Intensity of Rivalry Among Existing Competitors --- p.15 / Threat of New Entrants --- p.21 / Threat of Substitutes --- p.32 / Bargaining Power of Buyers --- p.33 / Bargaining Power of Suppliers --- p.35 / Summary --- p.35 / Chapter IV. --- COMPETITIVE STRATEGY / Entry Strategy --- p.38 / Portfolio Strategy --- p.41 / Targeting Strategy --- p.44 / Alliance Strategy --- p.46 / Chapter V. --- CONCLUSION --- p.49 / APPENDIX --- p.53 / REFERENCES --- p.62

by Tsui Hok Kan, Brian. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaf 53). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF TABLES --- p.v / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Background --- p.1 / Cable & Wireless : A Strategic Perspective --- p.2 / Research Objective --- p.4 / Methodology --- p.8 / Chapter II. --- CABLE & WIRELESS HISTORY --- p.11 / Chapter III. --- RELATIONS BETWEEN ORGANIZATIONAL CHARACTERISTICS AND INDIVIDUAL SUBSIDIARIES --- p.14 / Matrix Classification of Cable & Wireless Group's Subsidiaries --- p.14 / Case Studies : Cross-national Related Strategy --- p.15 / Cable & Wireless Business Networks --- p.16 / Cable & Wireless Mobile --- p.16 / Case Studies : Cross-national Unrelated Strategy --- p.17 / Omnes --- p.18 / Cable & Wireless (Marine) Ltd --- p.19 / PHS International Ltd --- p.20 / Case Studies : National Related Strategy --- p.21 / Hongkong Telecom ´ب --- p.21 / OPTUS --- p.23 / Case Studies : National Unrelated Strategy --- p.24 / Sembawang Cable Depot Pte Ltd --- p.24 / S.B. Submarine Systems Co. Ltd --- p.25 / Chapter IV. --- DISCUSSION --- p.27 / General Organization of Cable & Wireless Activities --- p.27 / General Observations on Relations Between Organizational Characteristics and Strategies --- p.29 / Business Diversification and Geographic Diversification --- p.30 / Concluding Remarks --- p.31 / Chapter APPENDIX 1 - --- QUESTIONNAIRE FOR HONGKONG TELECOM --- p.34 / Chapter APPENDIX 2 - --- SUMMARY OF SURVEY RESULTS --- p.40 / BIBLIOGRAPHY --- p.53 / Books / Periodicals / Annual Reports / Interviews

A review of strategic thinking literature indicates that research has tended to focus on experiences contributing to strategic thinking, the strategic thinking perspectives that executives are likely to follow based on the environments in which they have developed their strategic competencies, and examining executives’ cognitive maps within the context of strategic management (O’ Shannassy 2003; Kutschera, and Ryan, 2009; Meyer, 2007). As an expansion of these principles and foundations of strategic thinking, this research was a study of the extent to which strategic thinking perspectives are utilised during macro environmental turbulence. According to Cravens et al. (2009: 31) volatility, reinvention, and fundamental changes in markets present unprecedented challenges to researchers and executives. “Unfortunately, too often traditional conceptual models and theories fail to provide adequate insight for coping with this new and rapidly changing business environment. Traditional market perspectives and conceptual logic may even blind researchers and strategic decision makers to the real threats present in the changing competitive landscape and new market space, and to opportunities for added value which can be uncovered and exploited” Cravens et al. (2009: 31). Hyperinflation in Zimbabwe was a major problem from 2003 to April 2009, when the country suspended its own currency and for the next five years the country continued to struggle with various macro environmental challenges. It is this backdrop that makes this research intriguing, where the soundness of any organisation is said to be crucially linked to the soundness of the macro environment, including macroeconomic policies as well as internal governance, market discipline; regulation and supervision (Louw and Venter, 2010). The research was a case study of BancABC Zimbabwe and focused on the period 2009 to 2013. BancABC Zimbabwe is a subsidiary of ABC Holdings Limited which is listed on the Botswana and Zimbabwe stock exchanges (BancABC, 2012). The aim of the study as the first key activity was to explore and describe how the BancABC executives responded to the critical macro environmental incidents identified, at a management or executive team perspective, and secondly, whether the rational reasoning or generative reasoning perspective was dominant during the period of turbulence. The goal is to gain insights of the strategic thinking process followed by executives during a period of macro-environmental turbulence. Literature defines strategic thinking concept as the cognitive process undertaken by executives in relation to problem solving in the business context. Two main perspectives are discussed: Strategic thinking as a science (rational thinking) is the prescriptive, structured nature of strategic thinking; arguments are that it is a less complex perspective for executives to adopt. Strategic thinking as an art (generative thinking) is the perspective that allows the strategist to think outside the box and be more creative about solving strategic problems. The discussion presents how the two perspectives can be used to complement each other and provide a more robust strategic thinking framework. The multi-perspective approach to strategic thinking recommends the right balance between analysis, intuition and creativity can be used to create new frameworks and innovative solutions. The ability to balance these strategic thinking perspectives enables executives to solve strategic problems (Linkov, 1999). The research findings highlighted the effect of time and availability of information on the strategic thinking perspective adopted by executives during times of uncertainty. It was noted that when time and information were available, executives appeared to use the rational strategic thinking perspective, while if there was limited time and information to solve problems the generative thinking perspective was dominantly used. Further the importance of integrative strategic thinking which facilitates the use of both intuition and analysis when solving strategic problems in a turbulent macro environment was also highlighted. The research thesis adopted the structure of a case study, relying on the critical incident technique to create the context of the study; and can be used to explore and discuss strategic thinking for teaching purposes. The results of the study can be recognised as a contribution towards the development of strategic thinking particularly in times of turbulence. It can also form the basis for future studies in the context of strategic thinking.

Made available in DSpace on 2015-12-03T18:33:16Z (GMT). No. of bitstreams: 1 Clodoir_Gabriel_Vieira.pdf: 1123012 bytes, checksum: 7c74f0cab08816d281791b7b8daa018e (MD5) Previous issue date: 2015-08-18 / This research, based on qualitative analysis, proposes to investigate the relationship between the shareholder management and value creation, seeking to collaborate with the Business Administration studies. Therefore, the Harisson et al. (2010) model considered, raising a discussion around the influence of management for value creation. The specific goals of this work are: (a) expanding the proposed model by Harisson et al. (2010), evaluating its applicability in the Brazilian scenario, focusing on the supplier stakeholder management; (b) analysing a real case, which is recognized as a successful one, towards the relationship of company and stakeholders; (c) Demonstrating how an Information Technology (IT) company focused on supplier can apply the model of Harison et al. (2010) model, looking to increase its competitive advantage by managing the stakeholders; (d) raising propositions about the theme for future development by other researchers. This investigation was made by studying the case focused on the supplier stakeholder, i.e., that one interested in optimizing its clients' business as a way to guarantee the relationship continuity for supplying products. The perspectives of members from the company used for this research, such as the President, Finance Director, Sales Director, and supplier, considered along this work. From these interviews, relevant data created for using in this research / Esse estudo, de natureza qualitativa, se prop??s a investigar como se d?? a rela????o entre a gest??o de stakeholders e a cria????o de valor, buscando contribuir para os estudos do campo da Administra????o. Para isso, foi considerado o modelo de Harrison et al. (2010), que prop??e uma discuss??o se a gest??o do stakeholder gera valor. Os objetivos espec??ficos deste estudo s??o: (a) aprofundar o modelo proposto por Harrison et al. (2010), avaliando sua aplicabilidade ?? realidade brasileira, com ??nfase na gest??o do stakeholder fornecedor; (b) analisar um caso real, na rela????o empresa e stakeholders; (c) investigar como uma empresa do setor tecnologia da informa????o com foco no fornecedor pode aplicar o modelo de Harrison et al. (2010), para aumentar sua vantagem competitiva por meio da gest??o de stakeholders; (d) levantar proposi????es sobre o tema, que possam ser testadas por outros pesquisadores. A investiga????o foi realizada por meio de um estudo de caso com ??nfase no stakeholder fornecedor, ou seja, aquele que se interessa pela otimiza????o1 dos neg??cios de seus clientes como forma de garantir a continuidade do fornecimento de seus pr??prios produtos. Participaram desse estudo stakeholders integrantes da empresa, quais sejam: diretor presidente; diretor financeiro; diretor de vendas; e fornecedor. Estas entrevistas geraram dados para a elabora????o do presente estudo

by Lee Chi-Ho. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaf 85). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.ii / "LIST OF FIGURES, TABLES & APPENDIX" --- p.vi / Chapter PART I --- INTRODUCTION / Chapter 1. --- INTRODUCTION / Chapter 1.1 --- COMPANY BACKGROUND --- p.1 / Chapter 1.2 --- PROJECT OBJECTIVES --- p.3 / Chapter 1.3 --- SIGNIFICANCE OF THE STUDY --- p.4 / Chapter 1.4 --- SCOPE OF THE PROJECT --- p.4 / Chapter 1.5 --- ANALYTICAL FRAMEWORK --- p.5 / Chapter 1.6 --- RESEARCH METHOD --- p.6 / Chapter 1.61 --- Data Sources --- p.6 / Chapter 1.62 --- Research Limitations --- p.7 / Chapter PART II --- PROFILE REPORTS / Chapter 2. --- SERVICE PROFILE / Chapter 2.1 --- SERVICE SCOPE --- p.8 / Chapter 2.11 --- Retail Establishment --- p.8 / Chapter 2.12 --- Market Entry --- p.9 / Chapter 2.13 --- "Advertising, Promotional & Editorial Campaign" --- p.10 / Chapter 2.2 --- PRICING OF SERVICES --- p.12 / Chapter 2.21 --- Project-based Fee vs. Retainer Fee --- p.12 / Chapter 2.22 --- Ad-hoc Projects/Events --- p.13 / Chapter 2.23 --- Advertising & Media Placement --- p.13 / Chapter 2.3 --- MARKETING EXPENSES --- p.13 / Chapter 2.4 --- PROFIT POTENTIAL --- p.14 / Chapter 2.5 --- SERVICE STRENGTHS & WEAKNESSES --- p.15 / Chapter 3. --- MARKET PROFILE / Chapter 3.1 --- MARKET CHARACTERISTICS OF THE CONSULTING INDUSTRY --- p.16 / Chapter 3.11 --- The Consulting Industry --- p.16 / Chapter 3.12 --- The Marketing Consulting Business --- p.17 / Chapter 3.13 --- Implications to Small-scaled Marketing Consulting Firm --- p.18 / Chapter 3.2 --- MARKET TRENDS IN HONG KONG: THE NEED FOR MARKETING CONSULTING --- p.19 / Chapter 3.3 --- MARKET'S SPENDING HABITS --- p.20 / Chapter 3.4 --- MARKET OPPORTUNITIES AND THREATS --- p.20 / Chapter 3.41 --- Dependence on the Retail Environment --- p.20 / Chapter 3.42 --- Business Opportunities at the Higher-ended Consumer Brand Market --- p.21 / Chapter 4. --- COMPETITIVE PROFILE / Chapter 4.1 --- TMM'S RELATIVE STANDING --- p.23 / Chapter 4.2 --- TMM VS. ADVERTISING AGENCY --- p.24 / Chapter 4.21 --- Difference in Pricing Structure --- p.24 / Chapter 4.22 --- Competitive Strengths of TMM Over Advertising Agency --- p.25 / Chapter 4.3 --- THE THREAT OF SUBSTITUTION --- p.26 / Chapter 5. --- CLIENT PROFILE / Chapter 5.1 --- CLIENT PROFILE --- p.27 / Chapter 5.11 --- Hua Guang Hang --- p.27 / Chapter 5.12 --- Maas Corporation --- p.28 / Chapter 5.13 --- Maxly Limited --- p.29 / Chapter 5.2 --- SURVEY ON KEY CLIENTS --- p.30 / Chapter 5.3 --- RESEARCH OUTCOMES & ANALYSIS --- p.31 / Chapter 5.31 --- Reasons for Using TMM's Services --- p.31 / Chapter 5.32 --- The Evaluation of TMM's Performance --- p.32 / Chapter 5.33 --- Projects in which Clients are Highly Satisfied With --- p.33 / Chapter 6. --- COMPANY PROFILE / Chapter 6.1 --- ORGANIZATIONAL STRUCTURE --- p.36 / Chapter 6.2 --- MISSION STATEMENT --- p.36 / Chapter 6.3 --- ORGANIZATIONAL STRENGTHS --- p.37 / Chapter 6.4 --- FACTORS THAT HINDER THE ORGANIZATION FROM INCREASING POSITION IN THE MARKET --- p.38 / Chapter PART III --- KEY STRATEGIC ELEMENTS / Chapter 7. --- KEY STRATEGIC ISSUES --- p.40 / Chapter 8. --- TARGET MARKET IDENTIFICATION --- p.42 / Chapter 9. --- MARKETING OBJECTIVES / PROFIT FORECAST --- p.44 / Chapter 10. --- IMPERATIVES IN SETTING MARKETING STRATEGIES / Chapter 10.1 --- THE NEED FOR SERVICE MISSION --- p.46 / Chapter 10.2 --- THE NEED FOR QUANTIFIABLE MEASURES --- p.47 / Chapter PART IV --- STRATEGIES & TACTICS / Chapter 11. --- SERVICE OBJECTIVE & STRATEGY / Chapter 11.1 --- CONSOLIDATION OF CURRENT SERVICE OFFERINGS --- p.49 / Chapter 11.11 --- Strengthen the Financial Aspect of Retail Project --- p.49 / Chapter 11.12 --- Strengthen Relationship with Retail Renters --- p.50 / Chapter 11.13 --- Strengthen Connections with Various Distribution Modes that Foreign Brand Owner Could Consider --- p.51 / Chapter 11.2 --- CLIENT /ORGANIZATIONAL INVOLVEMENT IN SERVICE DESIGN --- p.52 / Chapter 11.3 --- DEVELOP NEW SERVICES OFFERINGS AND RELEVANT SKILLS --- p.52 / Chapter 12. --- PRICING OBJECTIVE & STRATEGY / Chapter 12.1 --- MAINTAINING EXISTING PRICING POLICY --- p.54 / Chapter 12.2 --- ESTABLISHING PRICING POLICY FOR NEW CLIENTS --- p.55 / Chapter 12.3 --- PRICING STRUCTURE BASED ON CLIENT VALUE --- p.55 / Chapter 13. --- COMMUNICATIONS OBJECTIVE & STRATEGY / Chapter 13.1 --- COMMUNICATIONS 一 A HOLISTIC VIEW --- p.56 / Chapter 13.2 --- COMMUNICATIONS WITHIN TMM --- p.56 / Chapter 13.21 --- "Documented Policies, Procedures, and Strategic Frameworks" --- p.56 / Chapter 13.22 --- Computerized Marketing Information System --- p.58 / Chapter 13.23 --- More Employee Participation --- p.59 / Chapter 13.3 --- COMMUNICATIONS WITH CURRENT CLIENTS --- p.59 / Chapter 13.4 --- COMMUNICATIONS WITH PROSPECTIVE CLIENTS --- p.60 / Chapter 13.41 --- Get Articles Published --- p.60 / Chapter 13.42 --- Reaching New Target Segments --- p.61 / Chapter 13.5 --- COMMUNICATIONS WITH ASSOCIATED CONSULTANTS AND COOPERATING PARTIES --- p.62 / Chapter 14. --- SALES OBJECTIVE & STRATEGY / Chapter 14.1 --- RESPONSIBILITY OF SELLING IN THE COMPANY --- p.63 / Chapter 14.2 --- CHIEF MOTIVATOR OF SALES --- p.63 / Chapter 15. --- CHANNEL OBJECTIVE & STRATEGY --- p.65 / Chapter 16. --- TACTICAL ACTION PLAN --- p.66 / Chapter 17. --- CONTROL & BUDGET / Chapter 17.1 --- CONTROL & MONITORING OF THE MARKETING SYSTEM --- p.68 / Chapter 17.2 --- PRELIMINARY BUDGET --- p.69 / Chapter PART V --- APPENDIX & BIBLIOGRAPHY / APPENDIX --- p.71 / BIBLIOGRAPHY --- p.85

by Cho Yiu-sun. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leaves 98-101). / ABSTRACT --- p.ii / TABLE OF CONTENT --- p.vi / LIST OF EXHIBIT --- p.ix / Chapter / Chapter 1. --- INTRODUCTION AND METHODOLOGY / Introduction --- p.1 / Purpose and Planning Horizon --- p.2 / Names --- p.3 / Methodology --- p.3 / Sources of Information --- p.4 / Strategic Planning Model --- p.5 / Strategic Objectives and Plans --- p.11 / Chapter 2. --- HISTORY AND MISSION / History --- p.14 / Historic Strategies --- p.15 / The Mission --- p.17 / Chapter 3. --- PRODUCT SYSTEM AND INDUSTRY / Define Industry --- p.21 / Position of MEL in Industry --- p.22 / Product Systems --- p.25 / Research and Development --- p.33 / Chapter 4. --- ORGANISATION / Mintzburg Model --- p.35 / Sales office and Workshop --- p.37 / Organisation Chart --- p.38 / Chapter 5. --- MARKETS AND MACROENVIRONMENT / Review of Performance --- p.39 / Analysis --- p.43 / Market Potential --- p.44 / Macroenvironment --- p.45 / Chapter 6. --- COMPETITIVE ENVIRONMENT / Major Players --- p.52 / Analysis by Porter Format --- p.55 / Chapter 7. --- "STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS" / Strengths --- p.64 / Weaknesses --- p.66 / Opportunities --- p.68 / Threats --- p.72 / Chapter 8. --- STRATEGIC OBJECTIVES AND PLANS / Strategic Objectives --- p.74 / Strategic Plans --- p.77 / Chapter 9. --- CONCLUSION / General --- p.92 / Environment --- p.83 / Strategies --- p.84 / Necessity to change --- p.96 / BIBLIOGRAPHY --- p.88 / Appendix / Chapter 1. --- HISTORY OF MEDIA-GO ENGINEERING LIMITED --- p.A1/1 / Chapter 2. --- MAJOR TECHNICAL DEVELOPMENTS --- p.A2/1 / Chapter 3. --- THREAT OF PROPRIETARY PRODUCTS AND PICTURETEL --- p.A3/1 / Chapter 4. --- WORKSHOP AT CHAKUOLING --- p.A4/1 / Chapter 5. --- PROJECTS LIST AND EXPENSES ANALYSIS --- p.A5/1

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