helen mba _2 - Nelson Mandela Metropolitan University

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The South African intermodal industry offers no competitive edge tocustomers. Innovation is necessary 82% 0% 18%The South African intermodal industry offers no competitive edge tocustomers. Service quality is necessary 91,0% 0% 9,0%From Table 4.9 the following observations can be made:• All respondents agreed that their organisation preferred to deal with reputabletransporters, while 91 % agreed that quality was very important. Theimportance of service quality was again stressed by a 91 % agreement withthe last statement in the table, showing that service quality was needed in theSouth African intermodal industry.• Almost 82 % of respondents thought that innovation in the intermodal industrywas needed.• The highest level of uncertainty (36 %) was associated with organisations’preference for not using the government-owned intermodal transporter. Justover 45 % disagreed with the statement. It is interesting that 64 % ofrespondents agreed with the statement that “government-owned intermodaltransporters cannot create competitive advantage because of inefficiencies”,while 55 % thought there was a problem with these transporters’ image.• A fairly close distribution between “agree and disagree” was evident in thecase of shipping lines being the decision- maker about which transporter touse.• Fifty five percent of respondents indicated that their clients requested aspecific intermodal transporter, while 63 % indicated that they themselves hadno preference of intermodal transporter. The distribution between “ agree anddisagree” was evenly distributed with only a 9 % uncertainty that clients did not116
equest a specific transporter.• Almost 64 % of respondents were of the opinion that price was thedetermining factor regarding which intermodal transporter to use. The fact thatonly 27 % disagreed with the statement is a clear indication that price isimportant.• Fifty five percent of respondents were of the opinion that their organisation hada preferred intermodal transporter, while 36 % disagreed and 9 % percentwere uncertain. It is interesting that 64 % of respondents agreed earlier toexactly the same statement with different wording, and now only 55 % agreed.The related and supporting industries are important to achieve a competitiveadvantage in the intermodal industry. Related industries include the shipping lines,agents of the shipping lines, and the clearing and forwarding agents. Supportingindustries of the intermodal industry are the port and container depots. Table 4.10provides a summary of statements regarding related and supporting industries.Table 4.10: Related and supporting industries promoting competitive advantageRelated and supporting industriesAgreeUncertainDisagreeRelated industries provide inputs are important to innovation for the S.A.intermodal industry 100% 0% 0%Supporting industries provide inputs that are important to innovation forS.A. intermodal industry 82% 0% 18%The presence of a related industry provides a source of new entrantswhich bring a new approach to competition in the intermodal industry 100% 0% 0%Open gates and deregulation of the intermodal industry emphasisedservice levels in the intermodal industry 100% 0% 0%Open gates and deregulation of the intermodal industry emphasised clientfocus in the intermodal industry 100% 0% 0%Deregulation of supporting industries will increase the quality of serviceoffered by the intermodal transporter and the port 73% 18% 9,0Supporting industries that are internationally competitive promotes thecompetitive advantage of the intermodal industry 55% 0% 45%117
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THE IDENTIFICATION OF FACTORS THAT
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ACKNOWLEDGEMENTSI hereby wish to ex
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protection, human resource developm
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2.3.4 Competitive rivalry 372.4 SOU
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4.3.3.1 Section one : Demographics
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Figure 2.1 Porter’s diamond 13Fig
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LIST OF ANNEXURESPAGEAnnexure A Cov
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Mandela Metropolitan Municipality (
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activities at comparable cost but i
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core competences of establishing de
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Firms in every industry have some u
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• A survey was carried out in the
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surprise that the freight transport
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Source: Hill (2002: 159)According t
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attractiveness of a country as a pl
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generalised factor would be a pool
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The second determinant of Porter’
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This is because firms compete globa
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(c)Anticipatory buyer needsA countr
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the service or product buyer needs.
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arely a complete substitute, even i
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firm’s strategy, structure and ri
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Porter (1990:117) says domestic riv
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means of identifying the forces whi
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ased economies, and their trade pol
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transport, it is frequently economi
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for the purpose of this study.Figur
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According to Strickland and Thompso
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cost advantage. Successful cost lea
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2.5.4 Shifting input costs or avail
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eduction is regarded as essential t
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Organisations that move fastest dow
Page 66 and 67: and Strebel and Porter has, however
Page 68 and 69: options available to organisations.
Page 70 and 71: 2.7.1.2 The hybrid strategy - route
Page 72 and 73: Source : Slack et al (2001 :116)The
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Page 76 and 77: difficult if the organisation compe
Page 78 and 79: For an efficient multimodal system,
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Page 82 and 83: to another while in transit from or
Page 84 and 85: also road movements, were performed
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Page 88 and 89: distributed to everyone involved or
Page 90 and 91: subject to the same terms and condi
Page 92 and 93: TEU's handled at the Port of Port E
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Page 96 and 97: encourage foreign direct investment
Page 98 and 99: 2002.The estimated volume of contai
Page 100 and 101: CHAPTER FOURTHE EMPIRICAL STUDY AND
Page 102 and 103: 4.2.2 Types of researchSekaran (200
Page 104 and 105: In evaluating the questions asked,
Page 106 and 107: Leedy (1997:191) states that a comm
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Page 110 and 111: monetary value to the intermodal tr
Page 112 and 113: The size of customers, proximity of
Page 114 and 115: Section two dealt with the factors
Page 118 and 119: From Table 4.10, the following inte
Page 120 and 121: • Ninety one percent of the respo
Page 122 and 123: • One hundred percent support was
Page 124 and 125: Investment cost in the intermodal i
Page 126 and 127: espondents shows that favourable tr
Page 128 and 129: • Eighty two percent of responden
Page 130 and 131: 5.3 CONCLUSIONS AND RECOMMENDATIONS
Page 132 and 133: solutions.• The shipping lines ne
Page 134 and 135: the intermodal industry, have led t
Page 136 and 137: understand and to deliver enhanced
Page 138 and 139: prices or a better service from an
Page 140 and 141: adequate skills, especially in fund
Page 142 and 143: transporter should have in creating
Page 144 and 145: One of the goals of the National Tr
Page 146 and 147: • Excellent quality service for e
Page 148 and 149: CIMEC. 2000. Annual report 1999/200
Page 150 and 151: Hellriegel, D., Jackson, S.E., Sloc
Page 152 and 153: Mattheus, B. 2002. Nelson Mandela M
Page 154 and 155: Strickland, A. & Thompson, A. 1999.
Page 156 and 157: 19 May 2003For Attention:………
Page 158 and 159: Structured interview on the competi
Page 160 and 161: Section 2: Factors promoting compet
Page 162 and 163: Section 3 : Competitive advantagePl
Page 164 and 165: Section 5: Advantages and challenge
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