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    TIẾN SĨ Strategicmarket plan of bac giang, vietnam

    Nhu Ely Nhu Ely Đang Ngoại tuyến (1771 tài liệu)
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  6. Strategicmarket plan of bac giang, vietnam

    LUẬN ÁN TIẾN SĨ ( In Partial Fulfilment of the Requirements for the Degree Doctor in Business Administration)
    NĂM 2013



    TABLE OF CONTENTS
    Page
    ACKNOWLEDGMENT . iii
    DEED OF DECLARATION . iv
    TABLE OF CONTENTS . v
    LIST OF TABLES . viii
    LIST OF FIGURES x
    LIST OF ABBREVIATIONS xi
    APPROVAL SHEET xii
    ABSTRACT . xiii
    CHAPTER I 1
    INTRODUCTION 1
    1. Background of the Study . 1
    2. Statement of the Problem 2
    3. Objectives of the Study 3
    4. Hypotheses of the Study . 4
    5. Significance of the Study 4
    6. Scope and Limitations of the Study . 5
    7. Definition of Terms 5

    CHAPTER II 8
    REVIEW OF RELATED LITERATURE
    . 8
    1. Related Literatures .12
    2. Related Studies 42
    A RESEARCH PAPER PRESENTED TO THE FACULTY OF THE GRADUATE SCHOOL SOUTHERN LUZON
    STATE UNIVERSITY IN COLLABORATION WITH THAI NGUYEN UNIVERSITY

    CHAPTER III 52
    RESEARCH METHODOLOGY
    52
    1. Locale of the Study 52
    2. Research Design 52
    3. Population, Sample and Sampling Technique .53
    4. Research Instrument .53
    5. Data Gathering Procedure 54
    6. Statistical Treatment .54

    CHAPTER IV 57
    RESULTS AND DISCUSSION.
    57
    1. The Respondents' Profile 57
    2. Respondents’ Perception on the competitiveness of Bac Giang Province .61
    3. Factors affecting to Bac Giang Competitiveness .71

    CHAPTER V .85
    SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
    85
    1. Summary of Findings 85
    2. Conclusions .87
    3. Recommendations .88
    REFERENCES 95

    INTRODUCTION
    Background of the Study

    In the recent decades, strategic market planning had been used as a strategy for
    enhancing competitiveness that led to achieving growth in the economies of some successful
    cities worldwide. Some scholars have judged this approach as an essential tool for the growth
    of urban economies in the global context (Ashworth 1994; Ashworth & Voogd 1990; Gold
    1994; Jessop 1998; Kotler et al. 1999; Kotler, Haider & Rein 1993; Kotler et al. 2002; Levine
    1998; Luo & Zhao 2003; Wells & Alvin 2000). They have been generalizing and
    conceptualizing this phenomenon in an effort to build a model of place planning based on
    principles of marketing. Kotler (ibid.) named this approach Strategic Market Planning (SMP)
    which consists of the process of developing strategies so that a place can reach its growth
    objectives through identifying and meeting its target market demand. A place’s target market
    might be businesses, visitors, residents, investors, donors and international financing
    institutions.
    Place marketing is said to be both a consequence of, as well as a necessity for, increased
    competition among places for the development of resources. The concept of city marketing has
    gained increasing attention as a means of enhancing the competitiveness of cities (Paddison
    1993 cited in Short & Kim 1998). In the effort to respond to the demands of competition and to
    attract the desired target groups, place administrators have recognized in marketing theory and
    practice a valuable ally (Kavaratzis 2005, p. 329). Some scholars pointed out that competition
    among places is not new. Cities have always existed within a market context of one sort or
    another, and they compete among one another for resources, activities, residents and services
    (Ashworth & Voogd 1990, p. 2). Many examples of marketing solutions, mainly promotional
    measures, which cities used in much earlier time are provided in Ward (1998). However, these
    BacK early place marketing activities were intuitive and random (Kavaratzis 2005; Ward, 1998),
    whereas a more focused, integrated and strategic implementation of place marketing has been
    evident in recent decades (Kotler et al. 2002). The reason given for this change is increased
    competition among places as a response to fundamental changes in markets, investment and
    technology as a result of a common globalization trend in which people, capital, and companies
    have become more footloose (Kotler et al. 2002; Short & Kim 1998).
    The competition is among developing places and/or among post-industrial cities which
    has resulted in more aggressive and complex forms of competition. As a consequence of the
    increasingly wide-ranging and aggressive competition, a place marketing strategy for retaining
    and attracting investment has become essential.

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