Competitiveness is an important matter receiving increasing attention by the tourism industry. There is an intense focus on destination competitiveness and it became evident that smaller tourism products are mostly excluded. The main aim of this study was therefore to develop a competitiveness model for tourism products. Five research objectives were derived from the main aim of the research. The first objective was to analyse various research methodologies and structures. Secondly, positioning and travel decision-making and the role thereof in competitiveness were analysed. The third objective was to analyse the key components of competitiveness. Fourthly, to interpret the results from the empirical research enabling the identification of key components of the competitiveness model for tourism products_ The fifth objective was to draw conclusions and lastly recommendations were made. In order to achieve this goal, a literature study was firstly necessary to identify key components of competitiveness in general and to develop the questionnaire. The key words included competitiveness, competitiveness model, tourism industry, competitor and competitor analysis. After the literature study, the empirical research was done by means of a questionnaire_ After pilot testing the questionnaire, the research was conducted amongst tourists visiting Klein Kariba Holiday Resort. With the application of this process 372 useable questionnaires were received. The results of the questionnaires were statistically processed and utilised in designing the competitiveness model. The study indicated that even with smaller tourism products, effective positioning is critical in order to be competitive. Through travel decision-making the most important variables or attributes of positioning are identified and are therefore crucial to understand as these variables or attributes lead to purchase behaviour and have a direct influence on competitiveness. The study also indicated that competitiveness refers to those forces, indicators and success factors that contribute to each tourism product's own uniqueness, allowing the identification of the relative strengths and weaknesses. A valuable contribution was therefore made in determining the relationships between the variables in the model, which directly indicates the importance of certain aspects in increasing competitiveness. Based on the literature and empirical study a competitiveness model for tourism products was developed which can aid managers and product owners in making tourism products more competitive. / Thesis (Ph.D. (Tourism))--North-West University, Potchefstroom Campus, 2009.

Competitiveness is an important matter receiving increasing attention by the tourism industry. There is an intense focus on destination competitiveness and it became evident that smaller tourism products are mostly excluded. The main aim of this study was therefore to develop a competitiveness model for tourism products. Five research objectives were derived from the main aim of the research. The first objective was to analyse various research methodologies and structures. Secondly, positioning and travel decision-making and the role thereof in competitiveness were analysed. The third objective was to analyse the key components of competitiveness. Fourthly, to interpret the results from the empirical research enabling the identification of key components of the competitiveness model for tourism products_ The fifth objective was to draw conclusions and lastly recommendations were made. In order to achieve this goal, a literature study was firstly necessary to identify key components of competitiveness in general and to develop the questionnaire. The key words included competitiveness, competitiveness model, tourism industry, competitor and competitor analysis. After the literature study, the empirical research was done by means of a questionnaire_ After pilot testing the questionnaire, the research was conducted amongst tourists visiting Klein Kariba Holiday Resort. With the application of this process 372 useable questionnaires were received. The results of the questionnaires were statistically processed and utilised in designing the competitiveness model. The study indicated that even with smaller tourism products, effective positioning is critical in order to be competitive. Through travel decision-making the most important variables or attributes of positioning are identified and are therefore crucial to understand as these variables or attributes lead to purchase behaviour and have a direct influence on competitiveness. The study also indicated that competitiveness refers to those forces, indicators and success factors that contribute to each tourism product's own uniqueness, allowing the identification of the relative strengths and weaknesses. A valuable contribution was therefore made in determining the relationships between the variables in the model, which directly indicates the importance of certain aspects in increasing competitiveness. Based on the literature and empirical study a competitiveness model for tourism products was developed which can aid managers and product owners in making tourism products more competitive. / Thesis (Ph.D. (Tourism))--North-West University, Potchefstroom Campus, 2009.

With the growth of economics in Taiwan these years, people have more and more need for better quality of life. The number of motor vehicles has gown up rapidly because of men¡¦s requirement of individualization,convenience and privacy about motor vehicles. However, numbers of problems such as traffic jams, shortage of parking space¡K etc. have arisen from for the huge number of motor vehicles in Taiwan. According to the official statistics of registered motor vehicles in Taiwan, there seems to be a severe shortage of parking space in Taiwan. For the limited space and sequent parking problems, the government of Taiwan had built up several parking lots and legislate to ask private enterprises to solve together. Machinery parking equipment was once rapidly-increased and to be a main way to solve the parking problems for its improvement on the limit of space. Hence, the providers of machinery parking equipments had come up one after another. The need for machinery parking equipments was also increased rapidly at that time. Because of the bull economics, increasing motor vehicles and building trades, more and more machinery parking equipment providers had set up in the 1990s. The number of machinery parking equipment providers had come to its tiptop to be 253 in 1993. However, the number began to collapse for the hypercompetition between all the members and the bear economics in Taiwan. Lots of existing firms then were driven out for price competition launched by inferior firms. By June 2002, the number of machinery parking equipment providers was collapsed to be 50.

The thrust of this research is the "MARKET-ORIENTATION OF TANZANIAN BANKING INSTITUTIONS: A CASE STUDY OF CRDB BANK". Being the first of its kind within the context of the study, it is largely an exploratory study on the marketorientation (MO) with twin purposes of: (a) examining the extent of MO in CRDB Bank as perceived by employees and (b) exploring the development and implementation of MO culture in the bank, with a special focus on the facilitating and hindering factors. Emanating from these purposes are four main objectives of the research that underpinned the research namely (1) to explore the existing marketing philosophies in the bank, (2) to measure the employees perceived level of MO and its constituent dimensions, including the development of the MO scale that is suitable to a banking institution, (3) to explore whether the perception of the level of MO differs according to the following attributes (a) hierarchical levels of the organisation (top, middle and lower management and between head office and branches offices of the bank), (b) employee-specific(personal) attributes(c) size of branches ( large, medium and small), (d) location of branches ( between those in competitive areas and in least competitive areas) and (e) profitability performance ( between above-median and below-median performing branches), and (4) to explore the facilitating and hindering factors for the development and implementation of MO in CRDB Bank and Tanzanian financial sector in general. The main methodology used in this research is a case study. This enabled us to use method triangulation, whereby both qualitative and quantitative methods were used. Principally, we applied the following research tools/techniques in data gathering: interviews, documentary analysis, survey questionnaire and personal observation. The field research involved two phases. The first was a pilot study that entailed conducting discovery-oriented interviews with 9 bankers in six banks. The second phase was conducting the substantive research in CRDB Bank. The findings of the study are fascinating and may have far- reaching implications both in terms of theory and practice. From a themantic dimension, we successfully reconceptualised MO, by developing a scale for measuring the extended MO. We clarified this as the Simultaneous Market orientation, SMO, which composes five key dimensions: external customer-orientation, competitor-orientation, interfunctional orientation, internal 111 customer-orientation and profit-orientation. The scale was tested and validated for its psychometric properties. In other words, the SMO scale was found, reliable and valid, implying that the five components fully represented the SMO. External customerorientation and profit-orientation were ranked as first and second most important dimension of SMO in the bank. Competitor-orientation, interfunctional co-ordination and internal customer-orientation were ranked third, fourth and fifth, respectively. From the practice perspective, our findings indicates that marketing-orientation and salesorientation are the dominant marketing philosophies, while production-orientation and societal marketing-orientation are the less marketing philosophies. This in practice indicates a co-existence of different marketing philosophies in the organisation contrary to the main stream literature exhortations. Also, the research revealed an integration perspective of employees on SMO culture. Essentially, this has established the importance of internal customer-orientation in influencing or leading to employees' participation, morale, training, job satisfaction and retention as a critical determinants of successful SMO implementation. Furthermore, we have identified the main facilitative and hindering factors for the development and implementation of MO in the specific context of CRDB bank and the Tanzanian financial sector in general. These antecedent factors have a profound effect on MO implementation. In general, our findings have set a solid base and raised issues that are likely to chart the future direction of MO situation not only in Tanzania, but also in other African countries that are undergoing market-driven transformation of their economies. The main public policy implication of this study is that there is a need to strengthen the macroenvironment and to mount public education in order to foster MO behaviour and practice. Similarly, at the management level, there is a need for effective and adequate management leadership and support for adoption and implementation of MO culture and the need for sustained or continuous changes given the emergent internal and external environment. The essential role of informed "change agents" in fostering MO could not be discounted.

This dissertation contains two essays focusing on how Self and Competitor Expertise influence valuation both during and post-auction. The first essay, "Competitor Expertise: Influences on bidding behavior and post-auction values in ascending auctions," considers how a bidder's perception of competitors' expertise types and levels influences valuation both during (bid level), after (WTP/WTA), and over time (∆WTP/∆WTA). Generally, I find that despite normative predictions regarding bidding behavior in a competitive auction environment, bidders tend to bid higher and maintain higher post-auction valuations when competing against experts in the product domain, although not amateurs or experts in other domains (e.g., auction bidding strategies). Post-auction valuation patterns further depended on Auction Outcome. The second essay, "Assessed Self-Expertise: Influences on Bidding Behavior and Post-Auction Values Against Competitors of Varying Expertise Levels," extends our investigation to consider how a bidder's perception of their own expertise type and level also influences valuation both during and post-auction. Broadly, I find additional support that bidders post higher valuations both during and post-auction when competing against Experts vs. Amateurs, but that this behavior is primarily driven by bidders who assess themselves as Experts and further depends on Auction Outcome. / Doctor of Philosophy / This dissertation contains two essays that consider the influence of how one's own type and level of expertise (Self-Expertise) as well as one's perception of their competitors' expertise (Competitor Expertise) influence bidding behavior and post-auction product valuation. In the first essay, "Competitor Expertise: Influences on bidding behavior and post-auction values in ascending auctions," the issue of how bidders perceive Competitor Expertise levels is considered. Generally, bidders tend to bid higher and maintain higher post-auction valuations when competing against experts with expertise in the product category. Post-auction valuations and their durability further depend on whether bidders win or lose the auction. In the second essay, "Assessed Self-Expertise: Influences on Bidding Behavior and Post-Auction Values Against Competitors of Varying Expertise Levels," the issue of how one's self-assessment of their own type and level of expertise is further considered. Broadly, bidders tend to post higher valuations when they assess themselves as experts in the product category. Interestingly, this effect is largely driven by experts competing against other experts, although this also further depends on whether bidders won or lost.

Previous studies have shown that information regarding competitors has great value for organizations, especially in terms of strategy, making strategic decisions, strategic plans, development of resources, innovation and change, etc. However, most studies tend to investigate competitive intelligence rather than competitor intelligence. Competitor intelligence may be an important factor for organizations to include in their strategy building but too few focus on its impact on such process. Therefore this paper modified one of the strategy tools which are utilized in the strategy building process of organization by including competitor intelligence, with the aim at having a better understanding how competitor intelligence has impact or contribution to the process of strategy building. The modified model shows that with the presence of competitor intelligence, the reliability and feasibility of strategic options are improved to achieve a competitive strategy, which facilitates to enhance competitive advantage and sustainability of the organization.

Disparagement as the facts of unfair competition This master's thesis titled "Disparagement as the facts of unfair competition" deals with various aspects of the legal regulation of this unfair competition practice which is regulated by Act No. 89/2012 Coll., The Civil Code. The thesis also deals with the development of legal regulation in Czech territory, introduces the topic into the European context and compares some partial aspects with the Dutch law. Disparagement is understood to mean an act by which a competitor states or spreads false statement about the situation, performance or product of another competitor, where such a statement can cause harm to that competitor. Disparagement is also an act by which a competitor states and spreads true statement about the situation, performance or product of another competitor, where such a statement is capable of causing harm to that competitor. The aim of this work was a detailed analysis of disparagement as the facts of unfair competition including the assessment of its pros and cons, the presentation of the expert's opinions on its individual aspects and a summary of the possibilities of protection against derogatory practices focusing on the special private law protection provided by the Civil Code in the sections dealing with unfair competition. In this...

<p>This thesis is conducted for Monitor Industriutveckling AB. The company grows fast and is ready to consider the expansion of its business abroad. The details how to pro-ceed with the expansion are yet to be set. The purpose of this work is to examine dif-ferent options to aid the company management select the most meaningful way to proceed.</p><p>The analytical framework used consists of three well-known business theories. There are the New Capabilities analysis, the PEST analysis and finally the five forces model. Robert Grant’s New Capabilities analysis shows that especially the strategic alliances capability could be an interesting new capability and a way to grow for Monitor. The PEST-analysis proves that Finland can offer good opportunities for Monitor’s type of company because the country itself is very IT-oriented and political and economical as well as social forces can support Monitor’s business. Finland can also be a gateway to eastern-European countries. Finally we have Michael Porter’s five forces model. Monitor has lots of potential customers in Finland. There is a substantial amount of small and medium-sized companies in the manufacturing industry. Taxes and legisla-tion will not be a problem when entering Finland, as they are similar compared to Sweden. There are no big cultural differences between Finland and Sweden. These countries even share the same language, Swedish, which is a quite unique advantage.</p><p>I have collected the empirical data of this thesis mostly by personal interviews. Here I show that Monitor’s current customers in Finland would prefer to see their supplier present in the same country. They would also appreciate Finnish-speaking personnel and support. I have also interviewed business specialists. According to them, Monitor would easily adapt to the Finnish business culture and make its product successful. The right attitude in Finnish business environment would just boost Monitor’s suc-cess. The strength of the Monitor product is its user-friendliness. The weakness and at the same time its opportunity is that the company grows very fast. When a company grows it must be ready to make big decisions and choose where to go and at the same time be there to support each and every present customer.</p><p>The conclusion is that Monitor has good possibilities to become a successful company in Finland. From a marketing point of view, Monitor should invest in marketing ac-tions and make itself known and seen among its target group. The recommended way to enter Finland would be to find a good distributor for Monitor’s product. This entry method would be the one with the smallest risk and it is also probably the quickest way to proceed. I recommend Monitor to choose a distributor that can complete its product-palette with Monitor.</p>

Abstract   Introduction The way banks compete has changed dramatically during recent years, mostly because of international trends such as advances in information technology, globalisation and deregulations. This has made competition harsher meaning that survival and success requires knowledge about the competitors and understanding about the way they act and react. Within marketing there is a need to identify suitable strategies to acquire knowledge about competitor’s marketing and methods to how to react to it.   Purpose The purpose of our research study is to analyse how companies in the bank industry are aware and react to their competitor’s marketing activities.   Method We have conducted a qualitative study and used a mix of the inductive and deductive research approaches. We chose to do semi-structured case studies, gathering descriptive data from large Swedish banks with offices located in Jönköping. The banks that were included were Handelsbanken, Nordea, SEB, and Swedbank.   Conclusions Our analysis concludes that staying aware of competitors marketing is important for companies to be able to react and counter on a promotion attack. We found that there are certain methods that can be used to stay alert: competitor marketing analysis, customer focus and probing. We also concluded that standardisation, differentiation and presence are required to react to competitors marketing.

This thesis is conducted for Monitor Industriutveckling AB. The company grows fast and is ready to consider the expansion of its business abroad. The details how to pro-ceed with the expansion are yet to be set. The purpose of this work is to examine dif-ferent options to aid the company management select the most meaningful way to proceed. The analytical framework used consists of three well-known business theories. There are the New Capabilities analysis, the PEST analysis and finally the five forces model. Robert Grant’s New Capabilities analysis shows that especially the strategic alliances capability could be an interesting new capability and a way to grow for Monitor. The PEST-analysis proves that Finland can offer good opportunities for Monitor’s type of company because the country itself is very IT-oriented and political and economical as well as social forces can support Monitor’s business. Finland can also be a gateway to eastern-European countries. Finally we have Michael Porter’s five forces model. Monitor has lots of potential customers in Finland. There is a substantial amount of small and medium-sized companies in the manufacturing industry. Taxes and legisla-tion will not be a problem when entering Finland, as they are similar compared to Sweden. There are no big cultural differences between Finland and Sweden. These countries even share the same language, Swedish, which is a quite unique advantage. I have collected the empirical data of this thesis mostly by personal interviews. Here I show that Monitor’s current customers in Finland would prefer to see their supplier present in the same country. They would also appreciate Finnish-speaking personnel and support. I have also interviewed business specialists. According to them, Monitor would easily adapt to the Finnish business culture and make its product successful. The right attitude in Finnish business environment would just boost Monitor’s suc-cess. The strength of the Monitor product is its user-friendliness. The weakness and at the same time its opportunity is that the company grows very fast. When a company grows it must be ready to make big decisions and choose where to go and at the same time be there to support each and every present customer. The conclusion is that Monitor has good possibilities to become a successful company in Finland. From a marketing point of view, Monitor should invest in marketing ac-tions and make itself known and seen among its target group. The recommended way to enter Finland would be to find a good distributor for Monitor’s product. This entry method would be the one with the smallest risk and it is also probably the quickest way to proceed. I recommend Monitor to choose a distributor that can complete its product-palette with Monitor.