by Cheung Po-wah. / Abstract also in Chinese / Bibliography: leaf 140 / Thesis (M.B.A.)--Chinese University of Hong Kong, 1982

Kwan Yin-Ping. / Thesis (M.B.A.)--Chinese University of Hong Kong. / Bibliography: leaves 96-97.

by Leung Kwok-Yiu. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves 55-57). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF ILLUSTRATION --- p.vi / LIST OF TABLES --- p.vii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / What is a Cordless Telephone ？ --- p.1 / Cordless Telephone in Local Industry --- p.2 / Manufacturers Pushed Towards Digital With Little Success --- p.3 / Study on Latest Scenario --- p.4 / Chapter II. --- RESEARCH METHOD --- p.5 / Data Collection --- p.5 / Analysis --- p.6 / The Subject Company --- p.7 / Chapter III. --- EXECUTIVE SUMMARY OF THE FEASIBILITY PLAN --- p.9 / Chapter IV. --- BUSINESS CONCEPT --- p.11 / Chapter V. --- PROPOSED PRODUCT --- p.13 / Target Users --- p.13 / User Centred Features --- p.14 / Communication Range --- p.16 / Secure Communication --- p.17 / Less Interference --- p.17 / Chapter VI. --- MARKET SIZE --- p.19 / Chapter VII. --- COMPETITIVE ANALYSIS --- p.22 / Legal and Regulatory Environment --- p.23 / Social-Cultural Environment --- p.23 / Technological Environment --- p.24 / Competitors --- p.26 / Strength and Weakness --- p.28 / Chapter VIII. --- PRODUCT DEVELOPMENT AND MANUFACTURING STRATEGIES … --- p.30 / Technology Licensing --- p.30 / Capability Building --- p.33 / Regulatory Requirements --- p.34 / Patent Issues --- p.34 / Manufacturing Strategy --- p.35 / Chapter IX. --- MARKETING STRATEGIES --- p.37 / Product Strategy --- p.37 / Pricing Strategy --- p.37 / Distribution Strategy --- p.39 / Promotion Strategy --- p.40 / Chapter X. --- FINANCIAL PROJECTIONS --- p.42 / Development Expenses --- p.42 / Material Costs --- p.43 / Gross Margin --- p.44 / Breakeven Quantity --- p.44 / Chapter XI. --- RISKS AND CONTINGENCY --- p.46 / Market Risk --- p.46 / Technical Risk --- p.46 / Other Risks --- p.47 / Contingency and Exit --- p.48 / Chapter XII. --- CONCLUSION --- p.49 / APPENDIXES / Chapter A. --- DIFFERENT TYPES OF CORDLESS TELEPHONES --- p.50 / CT0 --- p.50 / CT1 --- p.50 / CT2 --- p.51 / DCT --- p.51 / DSSS --- p.52 / DECT --- p.52 / PHS --- p.52 / Chapter B. --- VOICE QUALITY IN DIGITAL CORDLESS --- p.53 / Echo Problem --- p.53 / BIBLIOGRAPHY --- p.55 / Books --- p.55 / Reports and Periodicals --- p.56 / Internet Websites --- p.56 / Interviews --- p.57

Thesis (Ph. D.)--Johns Hopkins University, 1992. / Includes bibliographical references (leaves 440-463).

Thesis (Ph. D.)--University of Chicago, Dept. of Political Science, December 2002. / Includes bibliographical references. Also available on the Internet.

A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Master of Management in Strategic Marketing Management, Johannesburg, 2016 / The South African Automotive industry contributes 7% of the country’s GDP. It is part of the global automotive industry as most of the local original equipment manufacturers (OEMs) are linked to or owned by global manufacturers. The South African automotive component suppliers are also part of this international automotive market by virtue of supplying components to these automotive OEMs. The purpose of the study is to investigate the influence of costs, quality and on-time delivery on South African automotive component suppliers’ customer relationship. Qualitative research (semi-structured interviews) was used to conduct the research. In this study, the findings indicate that costs, quality and on-time delivery have an influence on South African automotive component suppliers’ customer relationship. The study concludes by highlighting the importance of competitive priorities such as costs, quality and on-time delivery in mediating relationship between South African automotive component suppliers and their customers or original equipment manufacturers / GR2018

Thesis (LL. M.)--University of Toronto, 2005. / Includes bibliographical references (leaves 49-52).

Thesis (Ph. D.)--Stanford University, 1996. / Includes bibliographical references (leaves 185-201).

Diss.--University of Wisconsin. / Bibliography: p. 271-275.

Continuous improvement has long been considered a key business strategy to the success of any business that needs to be competitive and survive in a world that is continually evolving, particularly with the increased focus on meeting cost and quality targets that are set by a far more knowledgeable customer. Unfortunately, many organisations invest countless hours of their key personnel's time on training without creating a clear vision and consolidated strategic plan as to how continuous improvement will be driven in the business. Marginal elements of success are obtained, but the harnessing of these skills, as well as the true synergy that could be realized, are watered down due to the silos in which many of the activities are performed. Within the context of this dissertation, a conceptual approach to the strategic implementation of continuous improvement tools within the organization will be sought in order to enhance all facets of the business and not only the traditional arenas of the manufacturing disciplines. Murray and Roberts Foundries Group is embarking on the integration of current and new continuous improvement tools that form part of its continued improvement drive. This research was conducted with other organisations and will help shed light on Murray and Roberts Foundries Group’s way forward in the implementation of these tools to ensure long-term sustainable success. The intent of this dissertation is therefore to offer a comprehensive set of recommendations for Murray and Roberts Foundries Group’s top management in terms of its strategic implementation and the successful application of Lean manufacturing tools and techniques. In addition, areas and directions for further research are identified.