helen mba _2 - Nelson Mandela Metropolitan University

• Eighty two percent of respondents agreed that skills development of the labourforce would provide a competitive advantage, while 18 % were uncertain. Thismay include driver training and computer classes for administrative staff.• Eighty two percent of participants were of the opinion that promotion ofservices would contribute to a competitive advantage, while 18 % wereuncertain. Marketing personnel can promote new and current services as wellas build on good client–service provider relationships.• Ninety one percent of participants were of the opinion that new investmentswould most definitely contribute to competitive advantage in the intermodalindustry. Only 9 % were uncertain. Respondents indicated that the investmentsrequired were in the areas of information technology, new trucks and 12-metertrailers.4.9 SUMMARYThe aim of this chapter was to set out the planning, the execution and the results of theempirical component of the study. The empirical study was designed in an attempt topersuade respondents to provide information that would assist the researcher inanswering the sub-problems, and to compile a strategic base to address the mainproblem.The questionnaire used in structured interviews was based on the theory discussed inChapters two and three. Major topics covered included demographics andgeographics of respondents, performance factors, demand conditions, relating andsupporting industries, strategy, structure and rivalry, competitive environment, and theadvantages and challenges of the intermodal industry. Results and interpretations foreach question were tabled, and statements analysed. Conclusions andrecommendations based on the findings are presented in Chapter five.128