helen mba _2 - Nelson Mandela Metropolitan University

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Section 2: Factors promoting competitive advantagePlease indicate your agreement with each of the statements below, bychoosing the most appropriate option for each statementPerformance factorsAgreeUncertainDisagree2.1 Quality, i.e. doing things right, promotes competitive advantage2.2 Speed, i.e. on-time delivery, promotes competitive advantage2.3 Flexibility, i.e. being able to change the service operation insome way promotes competitive advantage2.4 Cost, i.e. offering market-related prices, promotes competitiveadvantage2.5 Dependability, i.e. keeping delivery promises made to yourcustomers, promotes competitive advantageDemand conditionsAgreeUncertainDisagree2.6 Clients in your organisation do not request a specificintermodal transporter2.7 Your organisation has no preference of intermodal transporter2.8 Price is a determining factor2.9 Service is a determining factor2.10 Organisations, in general, prefer to deal with a reputableintermodal transporter with the necessary general insurance,image and resources2.11 Government owned intermodal transporters can’t create acompetitive advantage because of inefficiencies2.12 Government owned intermodal transporters can’t create acompetitive advantage because of image2.13 The shipping line is normally the decision-maker in decidingwhich intermodal transporter to use2.15 Organisations, in general, prefer not to use the governmentownedintermodal transporter2.16 The South African intermodal industry offers no competitiveedge to customers. Innovation is necessary.2.17 The South African intermodal industry offers no competitiveedge to customers. Service quality is necessary.160
Related and supporting industriesAgreeUncertainDisagree2.18 Related (shipping lines) industries provide inputs that areimportant to innovation for the South African intermodal industry2.19 Supporting (port) industries provide inputs that are important toinnovation for the South African intermodal industry2.20 The presence of a related industry (i.e. shipping lines) providesa source of new entrants which bring a new approach tocompetition in the intermodal industry2.21 Open gates and deregulation of the intermodal industryemphasized service levels on the intermodal transporter2.22 Open gates and deregulation of the intermodal industryemphasized client focus on the intermodal transporter2.23 Deregulation of supporting industries (port) will increase thequality of service offered by the intermodal transporter2.24 Deregulation of supporting industries (port) will increase thequality of service offered by the port2.25 Supporting industries (i.e. Portnet) that are internationallycompetitive promotes the competitive advantage of theintermodal industryStrategy, structure and rivalryAgreeUncertainDisagree2.26 Vigorous domestic rivalry forces organisations to look for waysto improve efficiency2.27 Creating and sustaining competitive advantage requires ongoinginvestments to upgrade skills2.28 Creating and sustaining competitive advantage requires ongoinginvestments for better understanding of the industry2.29 Creating and sustaining competitive advantage requires ongoinginvestments to exchange ideas across functions161
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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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For an efficient multimodal system,
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good for all. It is anti-congestion
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to another while in transit from or
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also road movements, were performed
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insurance rates for all parties.•
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distributed to everyone involved or
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subject to the same terms and condi
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TEU's handled at the Port of Port E
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as many other long term transport a
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encourage foreign direct investment
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2002.The estimated volume of contai
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CHAPTER FOURTHE EMPIRICAL STUDY AND
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4.2.2 Types of researchSekaran (200
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In evaluating the questions asked,
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Leedy (1997:191) states that a comm
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The researcher was of the opinion t
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
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 162 and 163: Section 3 : Competitive advantagePl
Page 164 and 165: Section 5: Advantages and challenge
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