helen mba _2 - Nelson Mandela Metropolitan University

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espondents shows that favourable trade conditions will attract even moreforeign direct investments.4.8 RESULTS ON THE ADVANTAGES AND CHALLENGES OF THEINTERMODAL INDUSTRYThe results of section five of the interview are indicated in Table 4.14. A briefdiscussion of the data is provided after the table. The semi deregulation of theintermodal industry in South Africa took place only in 2000, and there are thus manychallenges and opportunities facing this industry. These challenges and opportunitiesare summarised in Table 4.14.Table 4.14: The organisations’ opinions on the advantages and challenges of theintermodal industry in the NMMMAdvantages and challenges of the intermodal industryAgreeUncertainDisagreeGood client–service provider relationships will contribute most to acompetitive advantage 100% 0% 0%A value-for-money service will contribute most to a competitive advantage100% 0% 0%A customer-driven approach will contribute most to a competitiveadvantage 100% 0% 0%Capacity availability will contribute most to a competitive advantage82% 0% 18%126
Improving information technology and systems will contribute most to acompetitive advantage 82% 18% 0%Skills development of the labour force will contribute most to acompetitive advantage 82% 18% 0%Promotion of services will contribute most to a competitive advantage82% 18% 0%New investment into the intermodal industry will contribute most to acompetitive advantage 91% 9% 0%From Table 4.14, the following interesting observations on the advantages andchallenges of the intermodal industry in the NMMM were made:• There was no uncertainty amongst respondents that good client–serviceprovider relationships; a value-for-money service; and a customer-drivenapproach were important. Participants indicated that higher prices could bepaid, but only if the service quality is high. There has to be a balance betweenthe price charged and the quality of service offered. This provides anindication that marketing personnel are necessary to build these relationships.• Eighty two percent of respondents indicated that capacity availability wouldcontribute to competitive advantage, while 18 % disagreed. Capacityavailability, however, is not always possible, because most of the time clientsneed deliveries to be made by eight o clock in the morning. No transporter candeliver 100 containers at a certain time when there are only 50 trucksavailable. The problem can be resolved with planning as well as good client–customer relationships.• Eighty two percent of respondents were of the opinion that improvedinformation technology and systems were important to create a competitiveadvantage. Clients need to have up-to-the-minute information on the status oftheir container deliveries. They need to know if a delivery has taken place, ifthe container is still in the port, or whether it has been delayed or otherproblems have come up.127
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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
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and Strebel and Porter has, however
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options available to organisations.
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2.7.1.2 The hybrid strategy - route
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Source : Slack et al (2001 :116)The
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• Marketing-based approaches: Her
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Page 84 and 85: also road movements, were performed
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Page 88 and 89: distributed to everyone involved or
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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
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Page 102 and 103: 4.2.2 Types of researchSekaran (200
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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 116 and 117: The South African intermodal indust
Page 118 and 119: From Table 4.10, the following inte
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Page 122 and 123: • One hundred percent support was
Page 124 and 125: Investment cost in the intermodal i
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
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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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