And attributes the third level under the market share

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and attributes (the ‗third‘ level) under the ‗market share‘ factor ........ 131 Table 5-16 Details of scores of the best and worst five competitive attributes under the ‗market share‘ factor ........................................................... 132 Table 5- 17 Reasons for customer/owner‘s decision to purchase from Company A ......................................................................................... 133 Table 5-18 A comparison of customer/owner satisfaction in different regions ............................................................................................................. 134
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xiv Table 5- 19 Summary of scores of competitiveness criteria (the ‗second‘ level) and attributes (the ‗third‘ level) under the ‗social responsibility‘ factor ............................................................................................................. 137 Table 5-20 Details of scores of the best and worst five competitive attributes under the ‗social responsibility‘ factor ................................................ 138 Table 5-21 Summary of scores of competitiveness criteria (the ‗second‘ level) and attributes (the ‗third‘ level) under the ‗regional competitiveness‘ factor ................................................................................................... 140 Table 5-22 Details of scores of the best and worst competitive attributes under the ‗regional competitiveness‘ factor ........................................ 141 Table 5-23 Summary of the results of the re-interview .............................. 144 Table 5- 24 Summary survey results of ―management competency ............ 146 Table 5-25 Summary survey result of organizational competency ............. 148 Table 5-26 Summary survey results of technological competency ............ 148 Table 5-27 Summary of survey results of financial competency ................ 150 Table 5-28 Summary of the survey results of market share ........................ 151 Table 5-29 Summary of the survey results of social responsibility ............ 151 Table 5-30 Summary of the survey results of regional competition ........... 152
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1 CHAPTER 1. INTRODUCTION 1.1 OVERVIEW Real estate, or property development, is considered as one of the pillar industries in the Chinese economy. As a result of the opening up of the economy as well as the ―m acro- control‖ policy of the Central Chinese Government to moderate the frenetic pace of growth of the economy, the real estate industry has faced fierce competition and ongoing change. It is essential, therefore, for the decision makers in real estate firms to determine what strategies to adopt to best leverage their competitive advantages in this highly competitive market environment. As Flanagan et al. (2007) indicated, although the study of corporate competitiveness has been extensively conducted of industry and various methods have been established to measure the competitiveness of firms in this sector, there is a paucity of research into the competitiveness of other sectors of the economy such as construction and real estate development. With the limitations and deficiencies of the current research in mind, this study established a competitive evaluation index system. This was done through literature searches, evaluation of model cases and consultation with experts combined with Delphi surveys to measure the competitiveness of real estate developers in China. The purpose of this study was to formulate a corporate competitiveness analytical system for the real estate sector. Through this analytical system, real estate devel opment firms can evaluate their ―state of health‖ from a number of different competitive perspectives. Using this structured evaluation approach, threats to the business and existing problems within it can be
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