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泰国F&S公司内部核心竞争力mba论文构建

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本文是一篇mba论文,mba专业的范围比较广,所学课程也较多,涵盖了经济学、管理学的很多课程,因此,工商管理是一门基础宽的学科,个人可以就此根据自己的爱好选择专业方向。比如企业管理、市场营销、人力资源、财务管理 会计 企业投资等。(以上内容来自百度百科)今天为大家推荐一篇mba论文,供大家参考。   Chapter One Introduction   This chapter will introduce the research background, purpose and significance of theresearch. Furthermore, it also includes the domestic and foreign literature reviews onsimilar topics, as well as the research contents and methodology.   1.1 Research Background, Purpose, and Significances Thailand’s leather industry has grown steadily over the past 20 years, setting itselfamong the major players in this sector. However, fierce competition from high-endmanufacturers based in Europe and low-cost manufacturers in China, Indonesia and Vietnam,has lately been putting pressure on leather exports from Thailand.Most recently, Thai leather products are no longer able to compete purely on price aslabor costs have risen. Consequently, this industry is under pressure to develop a long-term,viable production and marketing strategy to ensure its exports remain competitive in theworld market.The leather industry produces a variety of products including bag, luggage, briefcase,and other small leather goods items. The primary raw materials are leather, artificial leathertextiles, and others. Some manufacture produces leather goods under their brand names.Some are sub-contractors, and the others are small-sized makers producing low-gradeproducts.The leather business industry of the country has 2,750 enterprises that provide a lot ofwork to roughly around 300,000 workers. Ninety percent of the leather industry sectorcomprises of small businesses. Moreover, Thailand ranked at number six regarding in theworldwide export leather product. The bag is the most common Thai leather product. Roughfifty of the total percentage of this item made of original leather. As per researchers, Thaileather bags are high in demand.Approximately 1,100 factories registered with the Department of Industrial Works inthe year 2005. These were mainly into manufacturing footwear and other leather items. And,it surveyed that more than 90 percent of these factories were small and medium-sizedbusinesses. These SMEs employed more than 150,000 workers. ...........   1.2 Literature Review The core competence concept, evolved from the resource-based view and sometimescalled by different names such as organizational competencies, distinctive capabilities ordynamic capabilities, has been widely studied by researchers (Selznick 1957; Andrews, 1971;Barney 1986; Dierickx and Cool 1989; Itami and Numagami, 1992; Teece et al, 1997 )especially since the publication of Prahalad and Hamel’s (1990) well-known article, “TheCore Competence of the Corporation.” Although studied widely by the researchers, thereisn’t an agreement among them in a standard definition of core competence since it is anumbrella term which covers resources and capabilities. However, it is possible to find somekey determiners in the literature that researchers emphasize in describing the corecompetencies. For instance, Money defines core competence as a capability that is central toa firm’s value-generating activities instead of only ownership of a resource (2007). Pitt andClarke define core competence as assets and skills that are knowledge-based, distinctive,firm-specific and difficult to imitate and they added that they can be formed by using thetangible and intangible value generating assets and resources (1999).Hamel and Prahalad, suggests the term core competence and defined it as “ the collectivelearning in the organization, especially how to coordinate diverse production skills andintegrate multiple streams of technologies” (Hamel and Prahalad, 1994: 1999). Thesecollective learning or coordination skills behind the firm’s product lines are the source of itscompetitive advantage and enable the firm to introduce a new array of products and services.By focusing on their core competencies, firms get a competitive advantage since they dothose things at which they are the best (Srivastava, 2005). .........   Chapter Two Theoretical Framework   The theoretical framework that is used in the research will be elaborated in this chapter,including the definition of competence and the core competency model as well as the Porter’sFive Forces model, Resource-Based View model, and Value chain analysis.   2.1 The Definition of Competence This definition of competency avoids “the narrow perspective of competenciesembedded in most interpretations of human capital, which has led to growing dissatisfaction,primarily because so much of what people need to do to succeed in work and life goesbeyond this interpretation” (Schuller and Desjardins, 2007).The difference between competency and skill is an economy that demands flexibilityfrom its workers, not much. The concept of ‘skill’ has changed from the “technicalknowledge and skills required of a particular job or occupation to one that includes an arrayof general and personal capacities and attitudes” (Chappell et al., 2003). Many terms are nowused to describe the ability to read, write, undertake basic arithmetic, and communicateeffectively: examples are “core skills,” “foundation skills,” “key competencies,” and“transferable skills.” For the purpose of this paper, the terms ‘skill’ and ‘competency’ willbe used interchangeably. The important note, however, that the cur(论文代写就找123yC.Com原创论文网,QQ:5622.3941)rent construction of ‘skill’in much of the literature is “a distinctly ‘Anglo’ concept – individualistic, defined byemployers, and not contested by or embedded in other social forces” (Hampson and Junor,2009). .........   2.2 Core Competence Analysis An industry is an arbitrary boundary within which firms compete with each other toproduce related or similar products. An industry structure is determined by five major forces.These forces together determine the potential profit of the firm as well as of the industry.Therefore, knowledge of these forces is crucial to understand the competitive environmentthat the company is operating within (Lansley et al., 1994).The five forces’ framework developed by Michael Porter (1980) has been dominatingthe strategy paradigm since then. In the model shown in figure 2-1, five industry forces are:(1) “Threat of New Entrants”; (2) “Threat of substitution”; (3) “Bargaining Power of Buyers”;(4) “Bargaining power of suppliers”; and (5) “Rivalry among existing firms”. Basically, thefirm should find and develop a position in their industry that they can best defend themselvesagainst competitive forces or influence them in their favour, from which determines whetherthe firm can achieve competitive advantage or disadvantage. Porter (1985) also noted thatthe fundamental basis of outperforming competitors and achieving superior profits in thelong run is referred to as sustainable competitive advantage. ..........   Chapter Three External Environment Analysis of F&S Shoes .......30 3.1 The Shoes Leather Industry Environment in Thailand............. 30 3.2 External Environment Analysis ........... 41 3.3 Current External Competency Problems in F&S Shoes ........... 50 Chapter Four The Existing Practices of F&S Shoes on Core Competency Analysis...54 4.1 Company’s Current Situation Analysis......... 54 4.2 Internal Environment Analysis............ 59 4.3 Current Internal Competency Problems in F&S Shoes ............ 65 4.3.1 Less Attention on Branding.... 65 4.3.2 Lack of Skill Labor ...... 66 4.3.3 Managerial Ability........ 67 Chapter Five Constructions of Core Competency ........70 5.1 Constructions of Branding ......... 70 5.1.1 Create Brand Value....... 70 5.1.2 Build Brand Identity..... 72 5.2 Constructions of Human Resource...... 74 5.3 Constructions of Management ............. 76 5.2.1 Improve Professionalized ....... 76 5.2.2 Differentiation Concept.......... 77 5.4 Cultivation of Competitive Advantages ........ 79   Chapter Five Constructions of Core Competency   This chapter is the possible suggestion for the core competency of F&S shoes companywhich is “efficient continuing develop and maintenance of value chain”. This can considerexecuting temporary competitive advantage into sustainability phase by control imitabilityand substitutability as RVB model. Several aspects that will be covered are all the wholevalue chain including marketing, branding, and human resource to help improve their corecompetencies more efficiency.   5.1 Constructions of Branding The implementation of a marketing program for a new market segment is a long processin which employees continuously face resistance and different opinions. Whereas it isfavorable to acknowledge feedback, it sometimes requires persistence to push initiativesand enforce their implementation. If you initiate something, it might take a long time untilit is implemented. However, persistence will pay off in the end. During the process ofimplementing and developing a marketing program, many ideas disappear as quickly as theyhave come to mind. Promising ideas have to be defended and persistently brought forwardand concretized.To create a powerful brand is very important for an SME, and many former researchersformulated their theories based on doing large studies with many small and medium-sizedenterprises and summarized certain steps for entrepreneurs to follow to build strong brands.代写论文QQ:56223941
.......   Conclusions   The thesis was to examine the importance of strategic management and strategicanalysis, the concepts of sustained competitive advantage, and to present the mostfundamental strategic analysis tools used in business strategy, given the context of theconstruction industry where there is an identified-lack of strategy r【论文论文就找123yC.cOm原创论文网,QQ:562.239.41】esearch and analysis.Competitive advantage in the construction industry can be gained or lost based on how wella construction firm is aware and able to apply different important strategic analytical toolssuch as Porter’s Diamond Model, Value Chain, and theories of Core Competencies.The analysis should be considered a valuable approach for enhancing competitivenessand innovation in the company’s operation and management aspects. In addressing theproblems defined in research questions, the findings represented the unacknowledgedimportance of strategic management and analysis in the construction industry. The thesisalso suggested that strategic analysis intelligence should be facilitated and subjected to moreattention that key decision-makers of the company can exploit to positively impactcompany’s strategic management in building, implementing and evaluating a businessstrategy to enhance its competitiveness and innovations.The thesis used both secondary sources including published books and online materialsand primary sources with a semi-structured interview with company key decision-makersin light of theoretical and empirical case study analysis. .......... References (abbreviated)代写论文QQ:56223941

关键词:泰国 核心竞争力 公司内部 论文 amp mba

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