BBA 4009

COMPETITIVE ANALYSIS

MARCH 2014

CONTENT

Page

Chapter 4： 4.1 Response Rate 3-15

Page 1 of 31
RESEARCH FINDING 4.2 Descriptive Demographic Data

4.3 Descriptive Analysis

4.4 Reliability Analysis

4.5 Correlation Matrix

4.6 Regression Analysis

Chapter 5: 5.1 Introduction 16-27

CONCLUSION AND 5.2 Discussion of Findings

RECOMMENDATION 5.3 Limitation of Study

5.4 Recommendations

5.5 Conclusion

Reference 28

Coursework 29-31

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4.1 Response Rate

The laminated random sampling technique was used and a total of 100 samples size

were selected out of 100 populations. 100 questionnaires were received that is

representing 90% of response rate. The sample size was reasonable and beyond the

target that we set early and exceed our expectation. This is to allow further analysis

that was surpass the demand.

4.2 Descriptive Demographic Profile

The demographic profile is in Table 4.1. The distribution of respondents includes 65%

male and 35% female. The age of respondents was from below 30 years 35%, 45%

between 30 to 40 years, 20% between 40 to 50 years. While for years of experience

30% out of the 50 respondents that we carried out for questionnaire have less than 5

years of experience, 30% between 6 to 10 years, 28% between 11 to 15 years, and 12%

have more than 16 years of experience.

For the level of education, 45% stand for those who have SPM/MCE/Others, 30% of

the respondents have STPM/HSE/DIPLOMA, 18% of the respondents have degree,

and only 7% of them have held a Master’s Degree. In term of marital status, 42% of

them are single, 38% of the respondents are married and only 20% of them are

widowed.

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Demographic Items Frequency Percentage (%)

Gender:

Male 65 65

Female 35 35

Age:

<30 35 35

31-40 45 45

41-50 20 20

Length of Service:

<5 30 30

6-10 30 30

10-15 28 28

>16 12 12

Education:

SPM/MCE 45 45

STPM/HSE/DIPLOMA 30 30

Degree 18 18

Master’s Degree 7 7

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Status:

Single 42 42

Married 38 38

Widowed 20 20

Table 4.1

Demographic Profile

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4.3 Descriptive Analysis

Design of minimum, maximum, mean and standard deviation of each item can be

refer rend to the table 4.2 below. Based on the table, it reveals that the minimum value

for the directive leadership style is 1 and maximum is 5. In term of mean and standard

deviation of the directive leadership style are 2.57, 4.13, 1.144 and 1.336 respectively.

For supportive leadership style, the minimum mean will be 3.34 and the highest are

4.44. For standard deviation is 0.991 and 1.386 respectively.

For minimum value for participative leadership style will be 1 and the maximum is 5,

in addition to that the mean and standard deviation of the variable is between 3.67 to

4.44 and 3.67 and 1.040 and 1.264 respectively.

The achievement oriented leadership style, the mean and standard deviation of the

variable is between 3.49 to 4.13 and 1.021 to 1.165.

For motivation achievement based on individual perception the minimum values of

variable range from 1 to 2 and the maximum variable is 5. Mean and standard

deviation of the variable is between 2.53 to 4.59 and 0.906 to 1.335.

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Variable/construct Mean Std. Deviation

Directive 3.58 1.145

1. He has the final word in the office matters 3.73 1.336

2. He emphasizes that all rules and regulations 2.57 1.144

3. He give clear explanations of what is expected 3.65 1.224

of other

4. He give subordinates explicit instructions for 4.13 1.246

how to do their work.

5. He show interest in subordinates’ personal 3.82 1.306

concerns

Supportive 3.83 1.190

1. He often mingle with the staff. 3.73 1.386

2. He often spent time as necessary to hear 4.44 0.991

complaint from staff

3. Providing guidance without pressure is the 3.62 1.259

key to being a good leader

4. As a rule, leaders should allow subordinates 3.34 1.072

to appraise their own work.

5. Leaders should give subordinates complete 4.01 1.240

freedom to solve problems on their own

Participative 4.08 1.110

1. He is very responsive and easy to be invited 3.67 1.264

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to discuss.

2. He easily understood. 4.13 1.105

3. When things go wrong and he need to create a 4.33 1.046

strategy to keep a project or process running on

schedule, he call a meeting to get his employee's

advice.

4. To get information out, He send it by email, 3.84 1.040

memos, or voice mail; very rarely is a meeting

called. His employees are then expected to act

upon the information.

5. He want to create an environment where the 4.44 1.096

employees take ownership of the project. I allow

them to participate in the decision making

process.

Achievement Oriented 3.87 1.103

1. He determines the duties of staff. 3.91 1.113

2. He describes the conditions and tasks, and 3.49 1.021

clearly what is expected.

3. He explain the level of performance that is 3.82 1.165

expected of subordinates.

4. He give vague explanations of what is 4.13 1.107

expected of subordinates on the job.

5. He consistently set challenging goals for 4.01 1.110

subordinates to attain.

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Motivation Level 3.45 1.178

1. 1. I feel annoyed when thinking about the 4.59 0.906

things I would like to do new work.

2. I am ambitious in my career. 2.88 1.233

3. I am energized when people 4.39 0.947

count on me for ideas.

4. When involved in group projects, my team 3.01 1.211

members’ problems are my problems.

5. I find pleasure in recognizing and celebrating 2.90 1.125

the accomplishments of others.

6. As a practice, I ask people challenging 3.01 1.211

questions when we are working on projects

together.

7. I take delight in complimenting people I work 4.11 1.190

with when progress is made.

8. I find it easy to be the cheerleader for others, 3.82 1.179

when times are good and when times are bad.

9. Team accomplishment is more important to 3.21 1.327

me than my own personal accomplishments.

10. When involved in group projects, I am 2.53 1.335

inclined to let my ideas be known.

Table 4.2: Descriptive Statistics of Variables (n=50)

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 4.4 Reliability Analysis

According to Hinton (2004), recommended four cut-off points for steadiness, which

includes outstanding reliability (0.90 and above), high reliability (0.70 – 0.90),

moderate reliability (0.50 – 0.70), and low reliability (0.50 and below).

0.00 0.50 Low Reliability

0.50 0.70 Moderate Reliability

0.70 0.90 High Reliability

0.90 1.00 Outstanding Reliability

Based on table 4.3, there are five constructs; directive, supportive, participative,

achievement-oriented, and motivation level shown Cronbach’s Alpha values of

0.865, 0.914, 0.970, 0.974 and 0.883 respectively. None of constructs confirm low

reliability. The high Cronbach’s Alpa values for all establish contain that they are

inwardly uniform. That means all element of each establishes are measuring the

identical content creation. In the nutshell, the higher the Cronbach’s Alpha value of a

construct, the higher the reliability is of measuring the same construct.

Constructs Sample Size(n) No. of Items Cronbach’s Alpha Type

(a)

Directive 100 5 0.865 High Reliability

Supportive 100 5 0.914 Outstanding Reliability

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Participative 100 5 0.970 Outstanding Reliability

Achievement 100 5 0.974 Outstanding Reliability

Level of 100 10 0.883 Outstanding Reliability

Staff

Motivation

Table 4.3: Reliability Test

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4.5 Correlation Matrix

Correlation analysis was used to conclude and decide relationships between two

variables measured. Toward this end, Pearson correlation test was used to diagnose

whether leadership styles and motivation level are relevant to each other. Table 4.4

presents the correlation matrix results.

Table 4.4 shows the relation of independent variables with motivation level. For

finding the relation, significant level, *p< 0.05 and **p< 0.01were chosen.

The value of correlation coefficient, r for directive leadership style is 0.356 with p<

0.05 which show a moderate relationship with the level of staff motivation.

It is found that the value of correlation coefficient, r for supportive leadership style is

0.369 with p< 0.01, show a strong relationship with the level of staff motivation.

Participative leadership style carry correlation coefficient value, r of 0.35 2 with p<

0.05 which show a moderate relationship with the level of staff motivation.

For achievement oriented leadership style, the coefficient value,r is 0.430 with p<

0.01 which show a strong relationship with the level of staff motivation.

** Correlation is significant at the 0.01 level (1-tailed).

* Correlation is significant at the 0.05 level (1-tailed).

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Constructs Directive Supportive Participative Achievement Motivation

(**) (**) (**) (*)

Directive 1 0.691 0.717 0.799 0.356

0.000 0.000 0.000 0.012

(**) (**) (**)

Supportive 1 0.877 0.676 0.369

0.000 0.000 0.009

(**) (*)

Participative 1 0.736 0.352

0.000 0.012

(**)

Achievement 1 0.430

0.022

Motivation 1

Table 4.4: Correlation between leadership styles and the level of staff motivation

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4.6 Regression Analysis

In this study, multiple regression analysis was applied. Each variable from factor

scores were used in the analysis. Table 4.5 shows the results of multiple regression

analysis of the research. The findings showed that leadership styles were not

significant and negatively correlate with level of motivation of staff. The R2 = 0.184

indicates that 18.40% of the variance in variable level of motivation of the staff

(dependent variable) can be explained by leadership styles.

Beta coefficient, the achievement oriented has the highest B, β =0.225, followed by

supportive leadership style β = 0.111, directive β =0.024 and the lowest is

participative leadership style is β = - 0.003.That means, one unit increase in directive

leadership style will lead to 0.024 increase in the level of motivation, for supportive

leadership style one unit increase will lead to 0.0111 increase in the level of

motivation, one unit increase in participative will lead to -0.003 change in the level of

motivation of staff, and one unit increase in achievement oriented will lead to 0.225

increase to the level of motivation of staff. The findings explain that the components

of the leadership styles do not explain the level of motivation of the staff.

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Instruction:

R2 =0.184

Adjusted R2 =0.103 F= 2.499 *p < 0.05

Dependent Variable : Level of staff Motivation

Unstandardised Standardise

Coefficients d

Coefficient

Model B Std. Error Beta t Sig.

(Constant) 2.268 0.446 5.430 0.000

Total Score Directive 0.024 0.186 0.031 0.144 0.984

Total Score Supportive 0.101 0.177 0.161 0.691 0.585

Total Score Participative -0.003 0.191 -0.055 -0.020 1.082

Total Score Achievement 0.225 0.170 0.312 1.456 0.210

Table 4.5: Multiple Regression Analysis (n=50)

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5.0 Introduction

This chapter target to discuss the outcome shown in the previous chapters by setting

against them with those finding principles and earlier investigation in the common

field. Moreover, the investigation’s confines and recommendations for the future

research and practice are shown in this chapter.

5.1 Discussion of Finding

The objectives of this investigation were to determine the relationship between

leadership style and motivation level. It is a study of Apple Incorporation. The

outcome of this investigation gives that the leadership styles are supported to the level

of staff motivation. The independents variables had correlation with the level of the

staff motivation that is illustrated in Table 4.2 in the preceding chapter.

Based on the analysis of the research, (Sample: the leadership styles of the manager of

the Apple Incorporation) is significant with the leadership style which has been

practiced by Chief Executive Officer of Apple Incorporation in the District of Johor

Bahru, Johor, James Liow 1992). Analysis from the research found that the most

dominant leadership is achievement oriented followed by supportive, directive,

participative and achievement oriented.

In discussing the results, the researchers prefer to discuss each hypothesis separately

in order to get an accurate and complete perceptive of the relationship between

leadership style and motivation level.

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The results revealed that the respondents perceived the all four leadership styles of the

manager have relation with their level of motivation towards their jobs. Furthermore,

the results revealed that there is significant relationship between leadership style and

motivation level.

What is remarkable here is that this findings correlates strongly with the arguments

that say that relationship between leadership style and motivation level can be both

influential and no influential with staff’s motivation and his or her leadership styles

depends on his or her choice of the style that suits the situation or the company.

For example, the researchers of University Malaya claimed that the leadership styles

of leader had relationship with staff’s motivation but depending on their jobs

according to the job description and the organizational chart that informs employees

what, when and how tasks should be done.

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5.2 Limitation of Study

One of the limitations in research includes lack of adequate information on a

particular subject. Research equipments are very hard or expensive to acquire leading

to formulation mere assumptions. Another hindrance is poor or inaccessibility to the

region of study.

Some of the limitations of doing a research include access of information, availability

of enough resources and time management. The availability of experts in editing and

guidance may also be minimal where support from friends or organisation may not be

enough.

The limitations of the study are those characteristics of design or methodology that

impacted or influenced the application or interpretation of the results of your study.

They are the constraints on generalizability and utility of findings that are the result of

the ways in which you chose to design the study and/or the method used to establish

internal and external validity.

Another limitation related to building the evidence about “survival of consciousness”

is sitters and their families don’t necessarily know everyone “in spirit”. Not knowing

all of your extended family members limits your ability to verify statements

communicated by the Medium. When information related to a discarnate is not

verified, this result could be related to the sitter’s limitations but it may also be related

to the Medium. These challenges however highlight the limitations of spirit

communication and in general further highlights the complexity of studying the “A

study of Apple Incorporation”.

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Limitations in research methods vary depending on the type of method used and how

it was conducted. They include language barriers; you might want to do a research on

something that is in a language which you do not understand and the production of a

translator is not available. You might also be short of the research materials and

others are not immediately available among others.

Limitations are influences that the researcher cannot control. They are the

shortcomings, conditions or influences that cannot be controlled by the researcher that

place restrictions on your methodology and conclusions. Any limitations that might

influence the results should be mentioned.

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5.3 Suggestions for Future Research

From this research, the researcher recommends a several means that could be taken to

improve staff’s motivation by concentrating on leadership styles:

According to Marketing minds (2012), Apple Inc. uses the Apple brand to compete

across several highly competitive markets, including the personal computer industry

with its Macintosh line of computers/laptops and related software, the consumer

electronics industry with products such as the iPod, digital music distribution through

iTunes Music Store, the smart phone market with the Apple iPhone, magazine, book,

games and applications publishing via the AppsStore for iPhone and the iPad tablet

computing device, and movie and TV content distribution with Apple TV. The

company is also establishing a very strong marketing presence relative to the rival

(Google) in the advertising market, via its business Apps and iAd network. Steve Jobs,

the co-Founder of Apple, described the company as being a "mobile devices

company", largest in the world as their revenues are bigger than Nokia, Samsung, or

Sony's mobile devices business.

The story started two months ago when Google released its first smart phone. This

new smart phone made by a Taiwanese company called HTC and the phone called

Nexus One. After three weeks Apple Company said, is going to sue the manufacturer

of smart phones HTC. On March 2 Apple filed complaint against HTC. The company

which has been releasing iPhone since 2007 believes that HTC illegally used 20

patents of Apple. These patents are related to user interface, architecture and hardware

of iPhone. Apple Company filed a lawsuit in U.S. District Court in Delaware and an

objection presented to the International Trade Commission in U.S.A too.

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In response to these accusations made by Apple Company against HTC company. The

HTC denied Apple’s allegations and declared to fight the suit. In other response, HTC

said it has been making phones for a far longer time than Apple, including a touch

screen device called the XDA that predates the iPhone by about 5 years.

Implications

The implications here appear to be that HTC’s technological primary somehow goes

against Apple’s claims that the company violated 20 of its patents. And while it’s

certainly possible that that might be the case, it’s hard to accept that argument without

a list of patents to back it up.

Patents

Here some of the patents that Apple Company accusing HTC Company used them for

its new Nexus phone manufactured for Google. They are Multi-touch Screen,

Multifinger gestures, device integration, and multitasking accelerometer patents.

What is Android?

Android is a software installed in the mobile devices that includes an operating

system, middleware and key applications. The Android SDK provides the tools and

APIs necessary to begin developing applications on the Android platform using the

Java programming language.

Terminology

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Today in the market consumer have a lot of options for every product, whether it be

an IT product or Home PCs or consumer durables or a FMCG product. This study

may be helpful for company to know about the factors affecting the consumer

behavior and patterns of theconsumer. It may also be helpful to know the specific

requirement of customer so that thecustomer can be easily satisfied. Moreover, this

study helps to know the buying habits and patterns of customer. The study will help

the company to understand the relationship that a consumer have with their Apple

product. It will help to ascertain the reason which makes theundisputed leader in

almost every segment in which they operate.

All Apple Professional Development facilitators are educators themselves. That gives

them a unique view: they know what’s important in the classroom, so they can ensure

that you learn about your Apple products and how they can best serve you and your

students. We have created workshops in the following categories:

These curriculum-focused workshops help teachers apply their skills with Apple

products to specific areas and disciplines to produce effective personal learning for

their students.

Focused on technology skills, these foundational workshops help teachers become

confident and comfortable integrating Apple products into their teaching strategies.

These workshops for school leaders and Education decision-makers focus on issues

important to success such as visioning and planning.

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Our research investigated the role of social norms in an extended theory of planned

behavior (TPB) in the explanation of prostate/colorectal cancer screening (CS)

intention and the prediction of CS uptake among men.

Apple is well known for giving its customers things that they need, but didn't know

they needed, until the product shipped. In that spirit, Apple is in a unique position to

make further gains with that philosophy, especially as other companies pull back,

reduce R&D, or get out of some markets completely.

I written before about how Apple's financial position gives it a unique competitive

advantage over the competition. That discussion pointed to how Apple can pay cash

for components, get to the front of supplier delivery schedules, then through volume,

drive prices down, putting extreme price pressure on the competition while they

develop the next generation with R&D dollars.

Even as Apple does this, they are mindful of their brand. Selling cheap products

doesn't sit well with Apple, and they definitely don't want to undercut or cannibalize

other product lines.

So if one asks the question about what Apple can deliver in a time when customers

are watching every penny, it's silly to envision a cheaper, stripped down version of a

product that's already doing well. Instead, as Apple ponders how to deliver new

products to cost conscious customers, the company tends to think about holes in the

market that can be exploited with their technology -- but which don't undercut current

products.

There are other considerations as well. For example, the iPod touch doesn't have a

camera or an FM radio. Other than the CPU, it doesn't radiate and can therefore be

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used in corporate or government environments that would otherwise forbid a device

that could be a security concern. Our fantasies often neglect to consider such things.

Because people expect to use their iPhone anywhere, that device has a different set of

design constraints.

Availability of multi-modal logistics services has been introduced and occupational safety and

health management system elaborated. The DTPB can provide a useful framework for evaluating

interventions to increase logisticians motivations to safety performance. The overriding aim

of this study was to design and pilot test a questionnaire for subsequent use in a large-scale survey.

This study describes the early stages of a research: questionnaire development and a pilot study. The

main results of this pilot study that the questionnaire proved to be reliable, and the

analysis, although preliminary, provided strong support for the predictive power of the

DTPB. The evaluation led to minor changes in the questionnaire. Currently, the relevant

literature surrounding the DTPB reveals a lack of research that utilizes empirically

validated theories in the field of logistics safety. There is therefore a need to consider

more practical issues that emerge when applying the theory. As is often the case with the DTPB

questionnaire, the participants thought the questionnaire was rather long. This is

important, given that lengthy questionnaires can impact on data quality through

reduced completion rates due to factors such as lowered participant motivation. The

length of the questionnaire could be accommodated thereby encouraging participation.

Another comment levied at the DTPB questionnaire is that it appears rather repetitive. Indeed,

responses received in the present context included we’ve answered that already. Alternatively, it

may be better to group the outcomes and behavioural belief statements and address the

issue of similarity.

Although the key purpose of this study was to develop and pilot a questionnaire and not to

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generalize its findings, it is of interest to note that the occupational doctors advice has

significant relationship to safety performance. One possible reason is that

occupational safety and health information is not easily available thereby increasing the

reliance of the workers on the occupational doctors advice. This finding together with the

significant influence of peer culture within the DTPB framework would seem to strengthen

the view that increasing exposure of logisticians to occupational safety and health may

encourage more positive subjective norms and implies that contact with occupational doctors may

encourage the logisticians to work safely.

Deeper interpretation suggests that peers causal attributions regarding safety

performance in their workplace may exert a comparatively strong influence over

logisticians󲀙 safety. It also adds weight to the suggestion that occupational safety and

health training should form part of the logistics company󲀙s annual training plan and,

as such, supports the view that occupational safety and health intervention programmes are

required.

he findings from questionnaire pilot test seem to corroborate previous research by suggesting

that subjective norms is a key issue to be addressed in any occupational safety and

programme, as is the case of the logistics sector. The result is in line with the results

reported by Hamilton and White, Paris and Van den Broucke and Fogarty and Shaw

who found subjective norms to be important in affecting adoption of a system. As such, it

would seem that efforts should be made to enhance knowledge and in particular to highlight

the benefits of safety performance for both the employer and the employee. Although

these findings serve to highlight what might form the basis of an intervention, there is

a need to replicate the findings in a larger sample as the small number of sample may

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restrict the generalizability of the findings. Secondly, the safety performance construct

is self-reported. Asymmetry of information at the workplace may influence the respondent󲀙s

accurate information on safety performance.

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5.3 Conclusion

To sum it up, the study has revealed the following findings:

In general, the study has managed to add to the existing body of knowledge in

furthering our understanding to the relationship between leadership style and

motivation level of Apple Inc. The research also able to act as reference to the future

research, sincere recommendations and suggestions given to ensure that the company

can improve and in line with Apple Incorporation’s motto “"Byte into an Apple",

“Simplicity is the Ultimate Sophistication, Soon there will be 2 kinds of people.

Those who use computers, and those who use Apples." (Early 1980s), The Computer

for the rest of us, The Power to Be Your Best, Think different.", Switch, Get a Mac,

designed by Apple in California.

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Reference

1. http://www.ask.com/question/what-are-limitations-in-research

2. http://medium7.com/?page_id=98

3. http://www.studymode.com/subjects/scope-of-apple-company-page1.html

4. http://www.scribd.com/doc/54122481/2/Scope-of-Study

5.http://www.macobserver.com/tmo/article/what_do_apple_customers_need_in_this_

economy

6. http://www.ncbi.nlm.nih.gov/pubmed/20063938

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COURSEWORK

NAME :

NRIC :

No H/P :

1. Please describe the role of analysis in strategy formulation.

Despite the criticism of rational, analytical approaches to strategy formulation by

Henry Mintzberg and others, the approach of this book is to emphasize analytic

approaches to strategy formulation. This is not because I wish to downplay the role of

intuition, creativity and spontaneity—these qualities are essential ingredients

ofsuccessful strategies. Nevertheless, whether strategy formulation is formal or

informal, whether strategies are deliberate or emergent, systematic analysis is a vital

input into the strategy process. Without analysis, strategic decisions are susceptible to

power battles, individual whims, fads and wishful thinking. Concepts, theories, and

analytic tools are complements not substitutes for experience, commitment and

creativity. Their role is to provide frameworks for organizing discussion, processing

information and opinions and assisting consensus.

This is not to endorse current approaches to strategy analysis. Strategic management

is still a young field and the existing toolbox of concepts and techniques remains

woefully inadequate. Our challenge is to do better. If existing analytical techniques do

not adequately address the problems of strategy making and strategyimplementation

under conditions of uncertainty, technological change and complexity, we need to

augment and extend our analytical toolkit In the course ofthe book you will encounter

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concepts such as real options, tacit knowledge, hypercompetition, complementarity,

and complexity that will help you addressmore effectively the challenges that firms

are facing in today's turbulent business environment. We must also recognize the

nature of strategy analysis.

Unlike many of the analytical techniques in accounting, finance, market research, or

production management, strategy analysis does not generate solutions to problems. It

does not yield rules, algorithms, or formulae that tell us the optimal strategy to adopt.

The strategic questions that companies face (like those that we face in our own careers

and lives) are simply too complex to be programmed.

The purpose of strategy analysis is not to provide answers but to help us understand

the issues. Most of the analytic techniques introduced in this book are frameworks

that allow us to identify, classify and understand the principal factors relevant to

strategic decisions. Such frameworks are invaluable in allowing us to come to terms

with the complexities of strategy decisions. In some instances, the most useful

contribution may be in assisting us to make a start on the problem. By guiding us to

the questions we need to answer and by providing a framework for organizing the

information gathered, strategy analysis places us in a superior position to a manager

who relies exclusively on experience and intuition.

Finally, analytic frameworks and techniques can improve our flexibility as managers.

The analysis in this book is general in its applicability; it is not specific to particular

industries, companies, or situations. Hence, it can help increase our confidence and

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effectiveness in understanding and responding to new situations and new

circumstances. By encouraging depth of understanding in fundamental issues

concerning competitive advantage, customer needs, organizational capabilities, and

the basis of competition, the concepts, frameworks and techniques in this book will

encourage rather than constrain innovation and flexibility.

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