Research Topics: Thesis Background Of The Study

Thesis Background of the Study Sample

Background of the Study     Confusing Intranet with Internet is natural — the technology, like the spelling, is nearly identical. Both require the same network protocol (TCP/IP) and both use email and World Wide Web standards. (Christensen, 1996) The Intranet is essentially a private Internet operating on your company’s internal network. Intranets exploit the incredibly popular and low-cost Internet tools to gain strategic advantage over competitors, cut costs, and improve operational effectiveness. An Intranet typically has three features lacking on the Internet, speed, security, and control. The said technology has a broader bandwidth than the latter. Likewise, the system is more secured since it has a private internal network (LAN/WAN), protected from Internet users by a firewall. In addition, it could also be more manageable compared to the Internet since the enterprise network management to ensure reliability. Furthermore, the Intranet can be viewed as an information utility for the enterprise. (Christiansen, 1996) It doesn’t matter whether one uses a Mac, Windows or a UNIX workstation – it is plugged in to the Intranet and find what you need, from documents to email to data to audio and video. Corporate and department information is accessed via the standards of the Internet: e-mail, WWW, file transfer, and other Internet services. The information utility concept has broad appeal. It enables everyone to be a ‘knowledge worker’ by providing real-time information access to all published documents and data in the corporation. The rapid and near-universal adoption of Internet standards is producing an avalanche of new products and refurbished, web-enabled applications from all major applications vendors. Physically, an Intranet is formed by linking the various pieces of information and communications technologies that an organization owns or uses; interconnected in such a fashion that all the resources of the organization are readily available to anyone who needs them, wherever and whenever they are needed. (Gareiss, 1996) These resources that are linked together are not merely the physical devices such as computers or fax machines. The data that is stored in or accessed through the physical devices are resources too; as are the software applications that can operate on and manipulate those data resources.   An Intranet encourages the members of the organization to make better and more informed decisions. (Gareiss, 1996) An Intranet encourages and supports more effective use of people by people and should support faster and more efficient decision making processes. To repeat the point: An Intranet weaves together three essential components; tangible resources such as computers, intangible resources in the form of data and, most important of all, the experience and knowledge of people within the organization.   Moreover, an Intranet achieves its purposes by providing a small number of common but very generalized software tools of great power and flexibility, rather than a large range of discrete specialized power tools that cannot work effectively with each other. Intranets are therefore mechanisms for harmonization and integration. (Gareiss, 1996) The key issues here are experience and knowledge. A well designed Intranet should make it possible for an organization to gain better access to its primary resource: the knowledge and experience of the individuals who work within it. A well-designed Intranet should be an enabling technology. A well designed and properly implemented Intranet is a creative and empowering tool for the entire organization that permits any individual to bring the entire resources of the organization to bear on any specific task they undertake and to bring their own resources and expertise to bear upon the general purposes of the organization with greater effect. The study would be assessing the intranet system of Mosscare Housing LTD (MC). It was chosen as the case study for the project due to its easy accessibility of information and largely traditional structure. There are several definitions of Intranet, but they all generally refer to network activities where protocol replaces physical items such as paper and pen. Mosscare Housing LTD is a not-for-profit organization, and is responsible for over 2,500 properties and sheltered accommodation schemes in the Greater Manchester area. It provides accommodation services for the community by developing new properties, renovating existing ones, and managing the tenancies.   Credit:ivythesis.typepad.com

Thesis Background of the Study Sample

Background of the Study Confusing Intranet with Internet is natural — the technology, like the spelling, is nearly identi...

British Hospitality Industry Background of the Study

Background of the Study Senior representatives from Europe’s leading hotels have concluded that one of the biggest challenges currently facing the hospitality industry comes from recruiting and retaining skilled employees if the sector is to avoid a serious skills shortage in the next few. Recruitment, retention and career development are among the most serious issues facing the hotel business (Andersen, 2000). Moreover, staff turnover in the hotel industry rise over the past few years and suggested that the appeal of a career within the hotel industry is declining for many young individuals as it competes with opportunities in newer, fast-moving industries (Andersen, 2000).             Changes in how workers obtain qualifications are evolving and, perhaps, is raising skill requirements (Bowers & Swaim, 1994, 82). The shift in the mix of qualifying skills toward those learned in school or formal company programs suggests that demands shifted toward more general and cognitive skills. More educated workers are much more likely to hold jobs requiring qualifications than are less educated workers. In large part, this result merely reflects the importance of educational credentials for professions and other occupations requiring college degrees. But the link between schooling and job qualifications is more pervasive. Workers with a high school diploma or college are more likely than less educated workers to learn qualifying skills through enterprise-based training after leaving school (Bowers & Swaim, 1994, 82). As skills in workplace are significant to any industries, the British Hospitality Association (BHA) identifies business-related variables that drive changes in skills requirements (Rowley et al, 2003, 10). It falls into four main categories–changes in the customer base, increased competition, concern with sustainability, and change in production processes.               Furthermore, the BHA sets skills requirement to employees. The vocational skills requires expertise in food production and preparation, stock management, and cost control; the generic skills cover the managerial skills, particularly small business management, communication, problem-solving, selling skills, literacy and foreign language competence; and the competence deriving from attitude to work such as enthusiasm, commitment, and the will to learn (Gill et al, 2003, 11).             Indeed, the UK hospitality industry is facing a growing shortage of qualified and long-term staff at all levels. People are a vital component to any service industry and the hospitality business, like others, must recognise and respond to factors which impact on the recruitment and retention of staff. Technology and the changing needs of customers have altered the business as well as the skills that are required to work within the sector. The successful hoteliers of the future are going to be those who recognise the importance of personal development, training and education as well as financial compensation to acquire skilled professionals who will add long-term value to their business. Credit:ivythesis.typepad.com

British Hospitality Industry Background of the Study

Background of the Study Senior representatives from Europe’s leading hotels have concluded that one of the biggest challenges currently ...

CHAPTER 1 INTRODUCTION :Shopping Paradise”—Are Mainland China Tourists Satisfied with the Shopping Service Quality?

CHAPTER 1  INTRODUCTION   1.1  Background 1.1.1  Tourism Development in Hong Kong Hong Kong, known as a “Shopping Paradise”, has attracted thousands of travellers from all over the world. It is one of the major economic pillars for Hong Kong. As China Government allows citizens to visit Hong Kong under the Individual Visit Scheme (IVS), Hong Kong has become one of the favourite tourism destinations of Mainland Chinese tourists (Hong Kong Economic Times, 2006). This situation has created tremendous business opportunities to the tourism industry. According to the Hong Kong Tourism Board (2006), Mainland China visitors reached 53.8% by the end of 2006 (Appendix I). Mainland Chinese tourists now play a significant role in the tourism industry in Hong Kong.    Figure 1.1   Comparison of Actual Number of Visitors (Extract from Appendix I)     1.1.2  Service Quality with Mainland China Tourists Tourists have long been considering Hong Kong as one of the shopping paradises. Shopping in Hong Kong while they travel has become one of the important activities. Since the culture, consumer behaviour, and expenditure patterns of Mainland Chinese might be different from those from other countries, it is critical for the retail shops to provide tailor-made service in order to attract them to buy the products and services. It would be the primary concern of the Hong Kong tourism industry. Therefore, service quality plays an important role in increasing Hong Kong s’ tourism industry and attracting the largest inbound tourist market – Mainland Chinese. Previous observations indicated that customer satisfaction will lead to changes of decision-makers in the tourism industry (Zhang & Chow, 2004). It is necessary to analyse if this group of tourists are satisfied with the service quality experience in Hong Kong, and make recommendations to the retail shops on how to modify or improve their service quality in order to attract them.     1.2  Problem Statement There are many retail shops in Hong Kong. There are no limitations or restrictions on which one can or cannot serve tourists. In fact, tourists have no limitation whatsoever in choosing which shop to buy from. Some service providers might be especially trained to deal with different nationalities of tourists, while some others do not focus in serving tourists. They all face the same situation, that is, any Mainland China tourist can walk in and select whatever they want as long as the tourist is satisfied with the product, price, quality of the product and the service. Therefore service quality in this research will apply to all retail shop service providers in Hong Kong whether their target customers are tourists or not. Although there have been a few studies exploring service quality in Hong Kong s’ many service sectors, such as tour guide (Zhang & Chow, 2004), travel agents (Lam & Zhang, 1999), and the hotel industry (Qu &Sit, 2007), little attention has been paid to shopping service. As shopping has become one of the most important motivations for Mainland Chinese to travel Hong Kong, it is therefore critical to examine tourists’ satisfaction with shopping service and enrich the knowledge in this field.       1.3  Research Objectives The aim of this research is to examine whether Mainland China tourists are satisfied with their shopping experience, and whether they are satisfied with the service quality in the retail shop of Hong Kong. The research is expected to achieve the following objectives.  1)      To identify the critical success factors for retail service providers in servicing Mainland China tourists; 2)      To examine Mainland China tourists satisfaction with the service quality in the retail shop; 3)      To identify methods for the retail shop to build customer satisfaction for Mainland China tourists; 4)      To provide implications to decision-makers in the retail shop on how to enhance service quality to attract Mainland China tourists.       1.4     Significance of the Study This study conducts a comprehensive approach in examining Chinese tourists’ satisfaction with shopping service quality in Hong Kong. The findings of this study will provide both academic and empirical contributions. Academically, the findings of this study will enrich and extend the concept that customer satisfaction may push decision-makers in the retail shop to change its service quality. Empirically, this study serves as a valuable source of information on how the Hong Kong retail shop may change its service quality to cater the culture and consumer behaviour of the Mainland China tourists. With regard to the student, this research will enhance his knowledge in service quality and tourism, which will prepare him for better career prospects in the future.                                              APPENDIX I   COMPARISON OF TOTAL INBOUND VISITORS FROM CHINA AND ALL OTHER COUNTRIES TO HONG KONG   Source     A Statistical Review of Tourism, 1984-2006, Hong Kong Tourism Board   Year Visitors arriving from China Annual growth % Total visitors arriving from all other countries Annual growth % Share of China visitors % 1984 214,854 - 3,303,719 - 6.1 1985 308,978 43.8 3,656,717 10.0 7.8 1986 363,479 17.6 4,052,641 10.0 7.0 1987 484,592 33.3 4,917,044 17.5 9.0 1988 683,604 41.1 6,167,221 5.4 10.0 1989 730,408 6.8 5,984,501 -3.0 10.9 1990 754,376 3.3 6,580,850 10.0 10.3 1991 835,062 16.0 6,795,413 3.3 10.9 1992 1,149,002 31.3 8,010,524 17.9 12.5 1993 1,732,978 50.8 8,937,500 11.6 17.2 1994 1,943,678 12.2 9,331,156 4.4 17.2 1995 2,243,245 15.4 10,199,994 9.3 18.0 1996 2,311,184 3.0 10,662,580 4.5 17.8 1997 2,297,128 0.6 8,976,249 -15.8 20.4 1998 2,597,442 12.9 7,562,204 -15.8 25.6 1999 3,083,859 18.7 8,244,413 9.0 27.2 2000 3,785,845 22.8 9,273,632 12.5 29.0 2001 4,448,583 17.5 9,276,749 0.0 32.4 2002 6,825,200 53.4 9,741,182 5.0 41.2 2003 8,467,200 24.1 7,069,639 -27.4 54.5 2004 12,245,862 44.6 9,564,768 35.3 56.1 2005 12,541,400 2.4 10,818,017 13.1 53.7 2006 13,590,000 8.4 11,660,000 7.8 53.8 Compound growth/annum   20.7%   5.9%                     Credit:ivythesis.typepad.com

CHAPTER 1 INTRODUCTION :Shopping Paradise”—Are Mainland China Tourists Satisfied with the Shopping Service Quality?

CHAPTER 1 INTRODUCTION 1.1 Background 1.1.1 Tourism Development in Hong Kong Hong Kong, known as a “Shopping Paradis...

Dissertation :A Study on Critical Success Factors of Tao Heung Holdings Limited

Chapter 1 Introduction               In today’s business arena, the value and importance of customers is not something that should be set aside by companies especially in restaurant businesses. Marketing plans and strategies would be incomplete without paying much consideration to the customers. Customers will and should always be a part of the agenda in any marketing plan of any company. With this regard, this chapter presents the objectives, overview of the company (i.e. Tao Heung Holdings Limited), statements of the problem, the significance of the research and scope and limitations.   Company Overview[1] Tao Heung Holdings Limited is one of the leading Chinese Restaurant Group in Hong Kong. The group operated 42 Chinese restaurants in Hong Kong under different brands serving a selection of Chinese cuisine developed for various consumers as of 8 June 2007. As for their brands, Tao Heung Holdings Limited includes Tao Heung, Tao Heung Seafood Hotpot Restaurant, Cheers Restaurant, Hak Ka Hut, Tao Heung Super 88, Chao Inn, Shanghai Inn, Harbour Seafood Restaurant and Chung’s Cuisine. The group is actually one of the long-lived restaurant business group operating in Hong Kong.  Thus their directors believed that they are a pioneer in the Chinese restaurant industry in implementing the “5-S” management system throughout the entire operational process, starting from sourcing and processing of food ingredients, maintaining hygiene standards, staff training and daily management of each of their restaurants. From the history of their operation, the group also received numerous awards and accreditations.   Objectives             While the overview gives information regarding the company, the research also needs to have its own objectives that must be followed for the completion of the study as well as the integration of the information that will be gathered based on the research questions. At the end of the study, there is the need to ensure that each of the objectives is met in order to guarantee that the study has managed to gain the information that can garner for the formulation of the conclusion.             As such, the objective of the study will be thus: <li class="MsoNormal" style="text-align: justify; line-height: 200%"> To be able to assess the current status of Tao Heung Limited as perceived by their consumers.</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> To identify the Critical Success Factors (CSFs) needed by Tao Heung to become successful.</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> To investigate and clarify the effect of CSFs to Tao Heung as compared to their rival company, Maxims Group.</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Finally, this study aims to integrate all these information together and be able to assess their interrelationship and their relevance of their information.</li>               By integrating these information and coming up with a conclusions that will help with the information-exchange and thus may be the basis of other studies. Moreover, it may also be the bases of information that may be beneficial for other restaurants in Hong Kong, especially with regards to the factors that the organisation may be find useful for its success. While this may not be the regular procedures that other organisations may take, it nevertheless may give other organisations a chance to build the foundation from which they may be able to push their organisation into a jumpstart, thus another objective of this study is to be able to provide true and useful information that may be used for other practical reasons and can be used for other reason as well as the improvement of the organisation or Hong Kong economy in the study itself.   Research Questions             The previously given discussion shows the general direction and aim of the study, as well as the purpose, however there is also the need for the researcher to elaborate some questions that will be enable to study to go into a certain direction, especially with regards to the nature of the problem being researched. The research questions will then serve as the guide for the researcher for the information that should be gathered from the sources as well as the methods in which they will be extracted from the sources.             As such, the following will be the research questions: <li class="MsoNormal" style="text-align: justify; line-height: 200%"> What is the status of CSFs of Tao Heung as perceived by their customers?</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Do CSFs directly affect the condition of Tao Heung?</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Is there any significant difference between the perceptions of respondents regarding CSFs of Tao Heung and Maxims?</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> With respect to the CSFs of Tao Hueng and Maxims, which restaurant meets the expectations of their customers?</li>   Significance of the Study This work will be a significant to restaurant and other businesses in Hong Kong. The researcher believes that the CSFs will curb business problems and will benefit the restaurant industry and Hong Kong businesses as well. Also, this study may provide insightful recommendations on the subject of environmental issues that may become useful contribution in the field of Hong Kong economic progress. Finally, this study may provide authentications on existing theories on consumer spending or at least provide generalizations that may also contribute in the academe field (e.g., students and researchers).   Scope and Limitations This research will only discuss issues involving the impact of CSFs to the business performance and profitability of Tao Heung Holdings Limited. However, related literature and studies cited for this study came from sources of information so as to draw details about CSFs, customers’ satisfaction and business development. The outcome of this study will be limited only to the data gathered information from books, journals and to the survey results gathered by the researcher. As this study is specific to Hong Kong, a similar study on other underdeveloped countries is further suggested. Projected time period for the implementation of this study will be at least three to five months, or if possible, even shorter than three months, as long as all the objectives of the study have been met.             Chapter 2 Review of Related Literature This chapter will be discussing the findings of related research to this study. It will provide a discussion on the significance of this study to the existing literature. Moreover, this chapter will discuss several issues regarding customer satisfaction programs, critical success factors (CSFs) and business competitive advantage based on the existing literatures.   Customer Satisfaction Program in Restaurant Businesses             To be able to start a Customer Satisfaction Program, particularly in restaurant business, it is necessary for the restaurant to identify the type or types of customer they cater to based on the relationship it has with its customers. Aside from this, Critical Success Factors (CSFs) as considered by customers should be carefully assessed. The customers’ Customer-company relationship is based on a continuum wherein both “always-a-share” and “lost-for-good” relationships occupy the two extremes of the continuum. In an “always-a-share” relationship, transactions are arms-length and discreet. Customers are valuable and at the same time, replaceable. On the other hand, in a “lost-for-good” relationship, the probability that the customer will purchase again from the same company is extremely low when the customer decides to terminate the use of a product due to product defects or problems (Jacobs, Latham, & Lee, 1998).             The disconfirmation paradigm has been the dominant model used in explaining the customer’s satisfaction or dissatisfaction. There are actually 3 possible reactions that may come from the customer. Two of them are positive reactions while the other one is a negative one. A customer shows a positive reaction either when the product is able to perform as what he/she has expected (zero positive index) or the product is able to exceed its expected performance (positive disconfirmation index). On the other hand, a negative reaction (negative disconfirmation index) is expected when the product performs below the expectation of the customer (Jacobs et al., 1998). Customer satisfaction refers to the consumer’s positive subjective evaluation of the outcomes and experiences associated with using or consuming the product or service. Satisfaction occurs when the product has been able to meet or exceed the conceived expectations that the customer has (Padilla, 1996). Furthermore, customer satisfaction may also be considered as the measure of the high degree of quality of the product (Jacobs et al., 1998).    Consumer satisfaction may be considered as the measure of quality of a particular product (Jacobs et al., 1998). However, it should not be limited to the traditional concept of quality. In its traditional concept, manufacturers view quality as inherent in the product or service. Once a product or service has been delivered or sold, its quality is believed to have been established (Crosby, Devito, and Pearson, 2003). However, Crosby, Devito, and Pearson (2003) argued that a product’s quality still has some other dimensions that are under the manufacturer’s control. These dimensions may still be modified and enhanced even after delivery. Customer Satisfaction Program is important for any businesses to have in order to have an assessment of its customers’ satisfaction or dissatisfaction and classify which Critical Success Factors (CSFs) are crucial for business success. However, in designing a Customer Satisfaction Program, it is important that the restaurant business designs its program based on its own needs, and more importantly based on the needs of their customers. Hence, it is important that a customized program that suits both the needs of the restaurant business and the customers is designed. Moreover, CSP should “focus on measuring customer perceptions of how well the restaurant business delivers on the critical success factors and dimensions of the business as defined by the customer. The findings of restaurant business performance should be analyzed both with all customers and by key segments of the customer population” (Guidestar Communications, 1999).             Like what has been mentioned, the main concern of a restaurant business is to be able to maintain its long-term sustainability, enhance profit earnings or, simply, its survival. But aside from survival, being able to satisfy the customers has other beneficial implications that come with it. It is possible that the customer is not only able to keep its customers; it is also able to get more customers.             In order to be able to understand quality’s different dimensions, Legault and Sparks (1993) gave a flow chart that identifies the stages in the pre and postproduction process of a product and its important elements. These stages are as follows: design, production, sale, delivery, after the sale, safety, and perceived quality.   Critical Success Factors (CSFs)             Actually, customer satisfaction program reflects to the Critical Success Factors (CSFs) of a certain business (Chung, KH 1987).  Since the early times, anthropologists and theorists had already identified and recognized the significant role of CSFs in managing business organizations (Chung, KH 1987). According to Thierauf, RJ (2001), the interest for this business concept had been documented in a number of related literature and studies (e.g. Chung, KH 1987 and Lester, DH 1998). Eventually, theories, hypotheses and correlations have been developed in support of the principle behind the organizational CSFs. The interests of organizations on CSFs have been roused due to the constant evolution of their priorities, which currently emphasize on customer satisfaction and development of the employees (Lester, DH 1998). Up until now, organizational CSFs is being established to a number of restaurants and other business groups so as to achieve various advantages, including increased profitability, quality management and workforce development.             Under theoretical perspective, theorists had illustrated the significant role of the leaders and employees on the development of successful CSFs. Thus, the leadership skills of the management and the insights of the employees have equal weight in terms of CSFs dynamics (Thierauf, RJ 2001). While various benefits of the organizational CSFs have been evident in the business field, there were also studies who have concluded that the application of irrelevant CSFs can also lead to failure (Chung, KH 1987). This finding then emphasizes on the importance of the process for implementing change within an organization. This process does not stop from the evaluation of CSFs; thus, CSFs management is necessary so as to conduct regular business assessment for constant development.             As essential CSFs become deeply established in the organization, change becomes a challenge that it will require a major investment of time and resources (Lester, DH 1998). Many challenges are to be faced in order for the organizational transition to successfully take place. This then calls for open-mindedness among the members, clear description of what is being attained by the organization coupled with effective and skilled leaders.   Business Competitive Advantage In regards to the management of change in every business industry, the company’s competitive advantage should be considered. The competitive business environment within particularistic industries intensifies the need of business organisations to diversify the operation systems of the company recognising the importance of the conglomeration of assets, skills, and capabilities of the available resources that the company has in order to be successful. All these will be realised through the intervention of the corporate parent organisation to increase the value of its subsidiary businesses in the international market environment (Jayne & Dipboye, 2004).  In this light, owners of big business organisations operating in a competitive business environment should be in constant look out with its competitors and the overall status and events in the industry. Taking advantage of the opportunities and intensifying the strengths while minimising the risks and weaknesses of a business firm greatly helps in predicting the success in business enterprise (Goshal, 1997). Most companies find it impossible to create any kind of sustainable competitive advantage based on product alone. It is common knowledge that every one of the successful companies sought and found a precise understanding of how it could create a customer-centred competitive advantage. Hessan and Whitely (1996) emphasised the idea to take advantage of the competitive situation not just by being better in how that product gets sold, serviced, and marketed at the customer interface. It requires that companies create breakthroughs in how they interact with customers, and design a way of interacting that makes an indelible impression on customers, one that so utterly distinguishes them from others that it becomes a brand in itself. Firms respond to conditions in their marketplaces by modifying their competencies such as internal capabilities and linkages with suppliers and associates and the ways in which they position themselves in relation to their competitors specifically their strategic direction (Beyers & Lindahl, 1999). Each of these components is intricately related and ultimately contributes to firm competitive advantage. The goal is to deliver maximum value for the least possible total cost.  Examination on the business strategies and plans in order to answer to the demands of clients and customers through efficient delivery of such needs will not only increase the profit of an organisation but will likewise gain the trust and competence of the clients and customers. Moreover, efficient management of delivery options in a particular company and looking into the problems encountered in operating the business may enhance the likelihood of a business corporation to attain its goals as enterprising organisation (Porter, 1990). Similarly, one of the core characteristics of a successful organisation is focus. Since the business environments are fast becoming more and more complex added to the fact that it changes rapidly and dynamically, businesses need to concentrate on a few key elements that are most important to their organisations survival. Thus, it is not surprising the critical success factors keep the organisations from straying too far with external issues not relevant to their company’s success. As stated by Thierauf, (2001), critical success factors (CSFs) in business, are the limited number of areas in which results, if they are satisfactory can ensure that successful competitive advantage for the company. Basically, determining these factors is an old concept in business because there were great leaders throughout history who have identified and addressed key factors to achieve their successes. Actually, there is no one definition of CSF but it is considered that these are the areas which the company needs to concentrate on to flourish. Therefore, the activities should be carefully monitored and guided by the management. With regards to this development, Chung (1987) stated that critical success factors are managerial factors that create a competitive edge for a company in its respective industry. There is no specific process in identifying and executing critical success factors in strategic management planning. This is the reason why Thierauf (2001) asserts that different companies which have similar structure can conduct its market entry forming different strategies which lead to the development of various critical factors. As the primary means for an organisation to achieve its strategy, critical success factors must take into account the differences in the environment and organisation that exists. Apparently, Porter’s Five Forces Model highlights the interplay between the suppliers, buyers, new entrants, substitutes, and industry competitors in order for a business entity to gain competitive advantage. When it comes to suppliers, an organisation that offers products as well as services also depends on suppliers that deliver the company’s raw materials. This condition leads to the buyer-supplier relationships within different industries. Such relationship is directly influence by the changes in the supply and demand variables based on the existing needs of the consumer population. The influence of the supplier is defined by its ability to dictate price and influence availability of materials and their ability to (a) increase prices without suffering from a decrease in volume, (b) reduce the quantity supplied, (c) organise in a formal or informal manner, (d) compete in an environment with relatively few substitutes, (e) provide a product/material that is a critical part of the end product or service, (f) impose switching costs on their customers when they depart, and (g) integrate downstream by purchasing or controlling the distribution channels (Porter, 1998). The power of buyers describes the impact customers have on an industry. When buyer power is strong, the relationship to the producing industry becomes closer to market conditions wherein the buyer has the most influence in determining the price. As such the bargaining power of buyers increases when they have the ability to (a) make agreements with other companies providing similar products and services, (b) purchase a product that represents a significant fraction of the expenses incurred by the company, (c) purchase of a product that is undifferentiated, (d) incur low changes in costs when they change vendors, (e) be price sensitive by bearing in mind the options available, and (f) integration to purchase the goods of the suppliers (Porter, 1998). Meanwhile, the possibility of new companies entering the industry influences the pace of the competition. Thus, the key is to evaluate the methods of entry and exit for a new player to the industry. Although any company should be able to enter and exit the sector, each industry presents different levels of difficulty influenced by economics. These unique characteristics of the each industry are referred to as barriers to entry which may come from different aspects of the business ranging from supplies to technology. They seek to reduce the rate of entry of new entrants which leads to maintenance of a level of profits for the existing players (Porter, 1998).  “Substitute products” as those that are available in other industries that meet an identical or similar need for the end user. As more substitutes become available and affordable, the demand becomes more elastic since customers have more alternatives. The treat of substitutes often impacts price-based competition since substitute products may limit the ability of firms within an industry to raise prices and improve margins. Other concerns in assessing the threat of substitutes include the presence of new technologies that can contribute to competition though more diverse and economical substitute products and services. A segment is unattractive when there are actual or potential substitutes for a product (Porter, 1998). Lastly, companies particularly in restaurant business strive to secure a competitive advantage over their rivals. The intensity of rivalry varies within each industry and these differences can be important in the development of strategy. Industries that are “concentrated,” versus “fragmented,” often display the highest level of rivalry. In pursuing an advantage over its rivals, a firm can choose from several competitive moves: (a) changing prices, (b) improving product differentiation, (c) creatively using channels of distribution, and (d) exploiting relationships with suppliers (Porter, 1998). Figure 1. Porter’s Five Forces Model   Understanding the dynamics of the competitors in the industry helps assess the potential opportunities of every business venture by differentiating the similar products or services offered by the company against other business organisations. As such, it is necessary to realistically assess potential levels of profitability, opportunity and risk based on five key factors within an industry so as to determine the long-term profitability of a market or market segment.       Chapter 3 Methodology This chapter will be dedicated to the description of the methods and procedures done in order to obtain the data, how they will be analyzed, interpreted, and how the conclusion will be met. This section is to justify the means in which the study was obtained and will help in giving it purpose and strength as it will then be truthful and analytical. All these will help in the processing of the data and the formulation of conclusions.             Specifically, this research will cover the following: the research design and method, the respondents or subjects to be studied (which will include the sampling method), the data collection instrument, and the data analysis. These will be presented below.   Research Design             The research design chosen both qualitative and quantitative research, which uses explanatory methods in describing the variables wherein the data, situations, or other facts collected will be explained or correlated with other data. It is especially useful when conducting a study wherein the data are immeasurable, such as feelings, beliefs, thoughts, and others (Mays & Pope, 2000). Furthermore, the study will be descriptive as it will focus on the conditions set and the nature that surrounds the data and does not focus on the correlation with other collected facts.   The Respondents             The researcher, in choosing subjects or respondents for the topic at hand, is usually thought of to have the power over who the respondents of the study will be. Such a task would have been easier, except a researcher cannot simply choose out of whim; the subjects must be selected carefully with the intention of having subjects who each posses characteristics that, when put together, will represent a community. It is not only themselves whom these subjects will represent, but the bigger whole or the whole population. The characteristics which the researcher has chosen them for will determine which part of the community they belong and what part of the community they are representing. Thus, the choosing of the subjects must be based on their characteristics.             In this study, it is necessary to collect information from Tao Heung Restaurants and Maxims Group clients.   Data Collection Instrument             In order to obtain the desired data, the researcher has chosen to use the primary research data, which is to collect firsthand the data to be used for the outcome of the research. In able to do this, the researcher must have a data collection instrument to be presented to the respondents. Thus, the researchers have chosen obtaining data through the questionnaire. The questionnaire is administered by writing questions on a page and distributing it to the respondents, expecting them to return the paper with their answers on it. This is easier than other methods of data-collection (e.g., interview, observation, etc.) as particular details may be hard to talk about during interviews and cannot be drawn out from observation.             The advantage of using the questionnaires method is that the respondents have time to think of their answers, thus allowing smaller rate of errors. Also, concerning delicate matters, the respondents may feel more at ease when answering questionnaires as they are not required to speak with someone else in order to give information. The disadvantage of the questionnaire method is when the respondents are unable to read or write; then the questionnaire will be rendered useless by the respondents as they may need interpreters for the questionnaires. Thus, in case such that unlikely event may happen, then the researcher will have no choice but to quickly switch to the interview method, wherein the researcher will be allowed to interact with the respondent and ask the questions based on the prepared questionnaire.   3.4 Instruments to be Used To determine the perception of the respondents about the status of Critical Success Factors (CSFs) to both Tao Heung and Maxims, the researcher prepared a survey-questionnaire. The respondents graded each statement in the survey-questionnaire using a Likert scale with a five-response scale wherein respondents were given five response choices (Creswell, JW 1994). The equivalent weights for the answers were: Range                                      Interpretation             4.50 – 5.00                              Strongly Agree 3.50 – 4.49                              Agree 2.50 – 3.49                              Neutral 1.50 – 2.49                              Disagree            0.00 – 1.49                              Strongly Disagree   The decision was made to use a questionnaire for the data collection for this project due to the sensitivity of the information being obtained.  It is important for the respondents to be open and honest in their responses. The use of the questionnaire provides the project owner with the ability to test the views and attitudes of the respondents. The questionnaire was designed to allow the collection of specific information about the participants to conduct statistical analysis, e.g. age, gender, occupation and monthly income.   Data Analysis             In order to correctly interpret the data in such a way that its result will reflect what the study originally intends to show then the researcher must employ the correct and accurate way of data analysis.             Moreover, simple statistics can be done and applied, and it will be easier to determine the status of the perception of the respondents regarding Critical Success Factors of Tao Heung and Maxims.   Summary of Action As stated in this chapter, the researcher undergoes stages. In the research design, the researcher collected secondary data and formulated and developed the questionnaire. In this stage, these instruments were subjected to approval and validation. During the data collection, the researcher collated and summarized the data obtained from the journals, questionnaire and survey. The researcher analyzed these data and from these, findings and recommendations were presented.   References: Beyers, WB & Lindahl, DP (1999). “The Creation of Competitive Advantage by Producer Service Establishments”, Economic Geography, 75(1), 1.   Chung, KH (1987). Management: Critical success factors, Allyn & Bacon, Boston, MA.   Creswell, JW (1994). Research design. Qualitative and quantitative approaches, Sage, Thousand Oaks, CA.   Crosby, LB Devito, R, and Pearson, MJ (2003). Manage your customers’ perception of quality. Review of Business, 24, (1), 18+.   Ghoshal, S (1987). “Global Strategy: An Organising Framework”, Strategic Management Journal, 8, 425-40.   Guidestar Communications (1999). How to develop a successful baseline, customer satisfaction survey. Retrieved 10 October 2008 from <http://www.guidestarco.com/customer-satisfaction-questionnaires-howto.ht>   Hessan D & Whiteley R (1996). “Customer Centered Growth: Five Proven Strategies for Building Competitive Advantage. Cambridge, MA: Perseus Books.   Jacobs, FA., Latham C, & Lee, C (1998). The relationship of customer satisfaction to strategic decisions. Journal of Managerial Issues, 10, (2), 165+.   Jayne, MEA & Dipboye, RL (2004). “Leveraging Diversity to Improve Business Performance: Research Findings and recommendations for organisations”, Human Resources Management, 43(4), 409-424.     Legault, Richard D. and Sparks, Richard E. (1993). A definition of quality for total customer satisfaction: The bridge between manufacturer and customer. SAM Advanced Management Journal, 58, (1), 16.   Lester, DH (1998). Critical Success Factors for New Product Development. Research Technology Management, Vol.41, No.1.   Mays, N. & Pope, C. (2000), Qualitative Research in Health Care. BMJ Bookshop. Retrieved 10 October 2008, from <http://www.bmjpg.com/qrhc/chapter1.html>   Padilla, Rodrigo. (1996). Review of literature on consumer satisfaction in modern marketing. Concordia University. Retrieved: 10 October 2008 from <http://www.pages.infinit.net/rodrigo/satisfaction.html>.   Porter, M (1998). Competitive Strategy: Techniques for Analysing Industries and Competitors. Free Press.   Porter, ME (1990). The Competitive Advantage of Nations, New York: Free Press.   Thierauf, RJ (2001). Effective business intelligence systems, Quorum Books, Westport, CT.   [1] The information are from http://www.taoheung.com.hk/eng/main/index.jsp Credit:ivythesis.typepad.com

Dissertation :A Study on Critical Success Factors of Tao Heung Holdings Limited

Chapter 1 Introduction In today’s business arena, the value and importance of customers is not something that should ...