Background: For manufacturing suppliers, careful handling of business relationships with dealers is an essential function required for business success. End consumers rely on dealers for product information, advice and after sales support; all of which being factors capable of enhancing their perceived value of the product. The importance of the dealers for the end consumers implies that it is in the interest of suppliers to manage their relationship with the dealers in a satisfactory manner in order of gaining their support and commitment. In the case of suppliers in the Swedish market for outdoor power equipment, managing this relationship with servicing dealers is of great importance to their business success and viability. Successful management of such relationships requires coordination and cooperation. Thus, it is in the interest of suppliers to understand how long-term cooperation with dealers can be enhanced. Purpose: Our research focuses on identifying determinants that enhance sustainable cooperation between manufacturers and servicing dealers in the Swedish outdoor power equipment market. Method: A survey was conducted among servicing dealerships in Sweden testing eight hypotheses developed through an adaption of Morgan and Hunts’ (1994) Commitment-trust theory together with an extensive literature review. The results were ana-lysed and tested with correlation analysis. Conclusions: Trust and commitment were found to be determinants in fostering sustainable cooperation between dealers and manufacturers in the Swedish market for outdoor power equipment. Furthermore, four important antecedents for dealer commitment were identified; supplier commitment, support, termination costs and participation. Whereas, communication was found to be an important precursor for trust.

Home repairs and maintenance are a necessary responsibility of any person who maintains a home. This responsibility can usually be met in one of two ways: first, someone can be hired to do the maintenance, or the person can do it himself. However, home repairs are costly and at times prohibitive to the average person who maintains a home. Then, too, there have been times in the past, especially during the war years, when it was next to impossible to secure the services of trained mechanics for home maintenance. During such time, and out of such necessity, many people began to make their own repairs and other improvements and, as a result, a gradual "do-it-yourself" movement has invaded all sections of the country. With the changing of times, with money a little more plentiful and manpower back in civilian life, do people who maintain their homes continue to make their own home repairs?

<p><strong>Background</strong></p><p>This thesis is conducted for Husqvarna AB with the aim to map the Laotian market for them in terms of market potential for forestry power equipment. In order to provide decision material for further action I was asked to give a description of the Laotian forestry sector; research potential harvesting volumes; analyze the competitive situation; describe the general business conditions in Laos; and provide some insight as to how Husqvarna can enter the Laotian market.</p><p><strong></strong></p><p><strong>Method</strong></p><p>The method I have used for collection of information is two-fold. The empirical data has mostly been derived via interviews with forestry officials and companies involved in forestry. The theoretical review and collection of secondary data has been performed by research of books, journals, reports, newspapers and online sources. The research methodology can accordingly be labelled "the actor approach" which methodology is based on understanding social entireties. An important element in this approach is a process referred to as the hermeneutic circle - a process in which new knowledge is continuously incorporated into the understanding and used as base for further research. An important part of the method is my personal experience of Laos, from which I consider myself being able to base some conclusions.</p><p><strong></strong></p><p><strong>Theoretical Review</strong></p><p>Foreign market entry can generally be made in four modes: Exporting, licensing, joint ventures, or sole ventures. Foreign market entry strategies may involve adapting the marketing strategy. It may also necessitate product adaption.</p><p> </p><p>Market entry in developing countries will most likely mean being exposed to unfamiliar environments. The general business conditions might be very different from the home market and constitute higher levels of trade barriers and sociocultural distance may be difficult to deal with.</p><p><strong></strong></p><p><strong>Case Study, Conclusions and Reflections</strong></p><p>The highlights from these two chapters include:</p><ul type="disc"><li>Laos offers foreign investors to use any of the four market entry modes.</li><li>Doing business in Laos receives a low international rating, especially in terms of labor restrictions. It also has rather high trade barriers.</li><li>Laos is developing its commercial tree plantation sector and estimates suggest that the harvesting volumes will be increasing rapidly in the coming 10-15 years.</li><li>Importing and selling forestry power equipment is restricted. Laos does not yet have any authorized dealer for chainsaws. This provides for interesting opportunities.</li><li>The market is flooded with cheap, illegally imported, Chinese chainsaws, but it is questionable whether this actually constitutes any competition to Husqvarna, being a high quality brand. The Chinese chainsaws might however soon increase in terms of quality and be more competitive.</li><li>Obtaining an import and sales license for outdoor power products may be a rather lengthy procedure but once in place would mean being the first authorized dealer - which might be advantageous.</li></ul><p> </p><p><strong>Recommendation</strong></p><p>Due to Laos making efforts to increase the commercial tree plantation area, the harvesting volumes will increase rapidly the coming years. The sales potential for forestry equipment will hence increase in the years to come.</p><p> </p><p>My recommendation to Husqvarna, if they have resources, is therefore to locate a dealer and enter the Laotian market. Plantations are however still mostly in the development phase. It is therefore doubtful that early entry is profitable enough to be motivated if there are other markets with higher potential that Husqvarna wants to enter.</p><p> </p>

Background This thesis is conducted for Husqvarna AB with the aim to map the Laotian market for them in terms of market potential for forestry power equipment. In order to provide decision material for further action I was asked to give a description of the Laotian forestry sector; research potential harvesting volumes; analyze the competitive situation; describe the general business conditions in Laos; and provide some insight as to how Husqvarna can enter the Laotian market. Method The method I have used for collection of information is two-fold. The empirical data has mostly been derived via interviews with forestry officials and companies involved in forestry. The theoretical review and collection of secondary data has been performed by research of books, journals, reports, newspapers and online sources. The research methodology can accordingly be labelled "the actor approach" which methodology is based on understanding social entireties. An important element in this approach is a process referred to as the hermeneutic circle - a process in which new knowledge is continuously incorporated into the understanding and used as base for further research. An important part of the method is my personal experience of Laos, from which I consider myself being able to base some conclusions. Theoretical Review Foreign market entry can generally be made in four modes: Exporting, licensing, joint ventures, or sole ventures. Foreign market entry strategies may involve adapting the marketing strategy. It may also necessitate product adaption.   Market entry in developing countries will most likely mean being exposed to unfamiliar environments. The general business conditions might be very different from the home market and constitute higher levels of trade barriers and sociocultural distance may be difficult to deal with. Case Study, Conclusions and Reflections The highlights from these two chapters include: <ul type="disc">Laos offers foreign investors to use any of the four market entry modes. Doing business in Laos receives a low international rating, especially in terms of labor restrictions. It also has rather high trade barriers. Laos is developing its commercial tree plantation sector and estimates suggest that the harvesting volumes will be increasing rapidly in the coming 10-15 years. Importing and selling forestry power equipment is restricted. Laos does not yet have any authorized dealer for chainsaws. This provides for interesting opportunities. The market is flooded with cheap, illegally imported, Chinese chainsaws, but it is questionable whether this actually constitutes any competition to Husqvarna, being a high quality brand. The Chinese chainsaws might however soon increase in terms of quality and be more competitive. Obtaining an import and sales license for outdoor power products may be a rather lengthy procedure but once in place would mean being the first authorized dealer - which might be advantageous.   Recommendation Due to Laos making efforts to increase the commercial tree plantation area, the harvesting volumes will increase rapidly the coming years. The sales potential for forestry equipment will hence increase in the years to come.   My recommendation to Husqvarna, if they have resources, is therefore to locate a dealer and enter the Laotian market. Plantations are however still mostly in the development phase. It is therefore doubtful that early entry is profitable enough to be motivated if there are other markets with higher potential that Husqvarna wants to enter.

Enforcing EoL recovery strategies is critical to shifting the paradigm from a linear to a circular economy that enables future growth. This study identifies relevant evaluation indicators for End of-life recovery strategies in the Outdoor Power Equipment industry, as well as the drivers and barriers to implementation of End-of-life recovery strategies. Furthermore, it contributes to the United Nations Sustainable Development Goals 8 and 12 and serves as a starting point for increasing product circularity in the Outdoor Power Equipment industry through End-of-life recovery strategies. For this purpose, a structured literature review and an exploratory case study was conducted in collaboration with the market leader, Husqvarna Group. The results showed the relevant evaluation indicators selected by the case company, addressing the three sustainability dimensions. From an organizational perspective, this study emphasizes the role of different factors acting as drivers and barriers to EoL recovery strategy implementation for industry to drive a successful implementation. / Att genomdriva cirkulära produktstrategier är avgörande för omställningen till cirkulär ekonomi, vilket möjliggör framtida ekonomisk tillväxt. Den här studien identifierar relevanta utvärderingsindikatorer för cirkulära produktstrategier inom tillverkningsindustrin, samt drivkrafter och barriärer för genomförande av dessa. Studien bidrar till Förenade Nationerna Globala Mål för Hållbar Utveckling 8 och 12 och fungerar som en utgångspunkt för att öka livslängden för produkter och komponenter inom industrin. För detta genomfördes en explorativ fallstudie genom en strukturerad litteraturgenomgång, workshops och intervjuer i samarbete med marknadsledaren Husqvarna Group. Resultaten visade att relevanta utvärderings indikatorer är klimatpåverkan, kundnöjdhet och intäktspotential, som tar upp de tre hållbarhetsdimensionerna. Från ett organisatoriskt perspektiv betonar denna studie barriärer mellan affärsutveckling och organisation, vilket hotar framgångsrik implementering. För att driva en framgångsrik implementering, är anpassat resultatmål, utbildning och ökad teknisk kapacitet sätt att övervinna den nuvarande verkligheten.

by Cheung, Wing Hang, Sakaguchi, Hitoshi. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 86-87). / ABSTRACT --- p.ii / TABLE OF CONTENT --- p.iii / LIST OF FIGURES --- p.vi / LIST OF TABLES --- p.vii / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Chapter I.I. --- Why do we study H-share companies? --- p.1 / Chapter I.II. --- Why do PRC state-owned enterprises need to raise capital overseas? --- p.3 / Chapter I.II.I. --- Capacity of PRC equity market --- p.3 / Chapter I.II.II. --- Foreign Currency --- p.3 / Chapter I.II.III. --- Accumulate experience for future SOEs reform --- p.4 / Chapter I.II.IV. --- Promotion --- p.4 / Chapter I.III. --- Why do most SOEs prefer listing in Hong Kong to listing in other places? --- p.5 / Chapter I.III.I --- IPO P/E ratio in overseas market --- p.5 / Chapter I.III.II. --- Cost of listing: IPO & annual operation cost --- p.6 / Chapter I.III.III. --- Understanding of the overseas market by SOEs management --- p.6 / Chapter I.IV. --- Background of SOEs reform --- p.6 / Chapter I.IV.I. --- First stage (1979 to 1983) --- p.6 / Chapter I.IV.II. --- Second stage (1984 to 1988) --- p.7 / Chapter I.IV.III. --- Third stage (1989 to before 15th Communist Party Congress) --- p.7 / Chapter I.V. --- Profile and Development of H-share companies --- p.8 / Chapter I.VI. --- PRC SOES equity shareholding structure --- p.10 / Chapter II. --- METHODOLOGIES --- p.11 / Chapter II.I. --- Agency cost problems --- p.13 / Chapter II.II. --- Government control --- p.15 / Chapter II.III. --- Asymmetric Information --- p.15 / Chapter II.IV. --- Industry --- p.16 / Chapter II.V. --- Strategy --- p.17 / Chapter III. --- CASE STUDY: YIZHENG CHEMICAL FIBRE COMPANY LTD --- p.18 / Chapter III.I. --- Background --- p.18 / Chapter III.II. --- Agency Cost --- p.21 / Chapter III.II.I. --- Management Structure --- p.21 / Chapter III.II.II. --- Remuneration --- p.24 / Chapter III.II.III. --- Management Ownership --- p.26 / Chapter III.III. --- Government Control --- p.27 / Chapter III.III.I --- Product and raw material prices --- p.27 / Chapter III.III.II. --- Taxation --- p.27 / Chapter III.III.III. --- Import custom --- p.27 / Chapter III.III.IV. --- Product mix --- p.28 / Chapter III.III.V. --- Mergers & Acquisition under Government Policies --- p.28 / Chapter III.III.VI. --- Government intervention on capital raising decisions --- p.29 / Chapter III.IV. --- Asymmetric Information --- p.31 / Chapter III.IV.I. --- Analyst coverage --- p.37 / Chapter III.IV.II. --- Investment of Institutional Investors --- p.31 / Chapter III.IV.III. --- Incorrect forecast on product prices and profit margin --- p.31 / Chapter III.IV.IV. --- Acquisition of Foshan Chemical Fibre Complex --- p.31 / Chapter III.V. --- Industry Analysis --- p.31 / Chapter III.V.I. --- Background of the industry: 21 --- p.31 / Chapter III.V.II. --- Porter Five's Forces Analysis - Polyester industry in the PRC --- p.31 / Chapter III.VI. --- Strategy --- p.31 / Chapter IV. --- CASE STUDY: HARBIN POWER EQUIPMENT COMPANY LIMITED --- p.31 / Chapter IV.I. --- Background --- p.31 / Chapter IV.II. --- Agency Cost --- p.31 / Chapter IV.II.I --- Management Structure --- p.3] / Chapter IV.II.II. --- Remuneration --- p.31 / Chapter IV.II.III. --- Management Ownership --- p.53 / Chapter IV.III. --- Government Regulation --- p.53 / Chapter IV.III.I. --- Product and Raw Material Price --- p.53 / Chapter IV.III.II. --- Taxation --- p.54 / Chapter IV.III.III. --- Monetary Policy --- p.54 / Chapter IV.IV. --- Asymmetric Information --- p.56 / Chapter IV.IV.I. --- Analyst Coverage --- p.56 / Chapter IV.IV.II. --- Investment of Institutional Investors --- p.56 / Chapter IV.IV.III. --- Information disclosure --- p.57 / Chapter IV.V. --- Industry --- p.57 / Chapter IV.V.I. --- Industry Growth --- p.57 / Chapter IV.V.II. --- Porter Five's Forces Analysis ´ؤ Power Equipment Industry in the PRC --- p.58 / Chapter IV.VI. --- Strategy --- p.63 / Chapter V. --- DISCUSSION AND CONCLUSION --- p.66 / Chapter V.I. --- Agency Cost --- p.66 / Chapter V.II. --- Government Control --- p.66 / Chapter V.III. --- Asymmetric Information --- p.67 / Chapter V.IV. --- Industry --- p.68 / Chapter V.V. --- Strategy --- p.68 / Chapter V.VI. --- Explanations for the first year price performance of Yizheng and HPEC --- p.68 / Chapter V.VII. --- Conclusion --- p.72 / Appendix I - List of Capital Raising of H-shares companies (up to 3 1st December 1997) --- p.74 / Appendix II ´ؤ Results of companies selection methodology --- p.82 / Appendix III - History of Yizheng Chemical --- p.85 / BIBLIOGRAPHY --- p.86