helen mba _2 - Nelson Mandela Metropolitan University

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• 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
CHAPTER FIVECONCLUSIONS AND RECOMMENDATIONS5.1 INTRODUCTIONIn the previous chapter the findings of the empirical study were discussed. The aim ofthis last chapter is to integrate the findings of the literature study with those of theempirical survey, in an effort to identify the factors that contribute to a competitiveadvantage in the intermodal industry in the NMMM. Based on the foregoing, arecommended strategy focused on gaining competitive advantage in the intermodalindustry, was formulated.5.2 SYNOPSIS OF THE STUDYChapter one set the scene for the research by providing a background to, andreasons for, the study. The model of national competitive advantage, discussed inChapter two, resolved the first sub-problem, namely: “What does the literature revealabout the strategic bases of competitive advantage that can be applied to theintermodal transport industry in the Nelson Mandela Metropolitan Municipality?”Chapter three reported on the intermodal industry in general, with a specific focus onthe intermodal industry in the NMMM. Chapter four provided an overview of themethodology followed in the empirical study, together with the findings resulting fromthe investigation into the competitive advantage of the intermodal transport industry inthe NMMM. Information for Chapter four was obtained from the clients involved in theintermodal industry. This assisted in resolving sub-problem two. An integration of theliterature from Chapters two and three and the results from Chapter four addressedthe main problem, namely: “Which factors contribute to a competitive advantage in theintermodal industry in the Nelson Mandela Metropolitan Municipality?”129
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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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difficult if the organisation compe
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Page 136 and 137: understand and to deliver enhanced
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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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