Qualitative Research Process

Qualitative research is gathered using depth interviews and focus groups. Face-to-face interviews and focus groups can provide important insights into the services, the market and the customers. However, getting clear results from qualitative research can be difficult. During a focus group, people may be positive just to be polite, while others may dominate the discussion. The company would also be working with only a small sample of the target market as typical groups are usually between four and eight people. Qualitative research could also be conducted by one-on-one interviews. Recording the process is especially useful for accuracy and for reminding the researcher what respondents said as well as how they looked in the interview. Non-verbal

Records of advertising campaigns within the marketing department can be compared with the invoices held in the sales department with the aim of analysing their effectiveness and getting ideas for future campaigns. Past sales history can also be used to identify trends and forecast future figures. Customer records also provide helpful information, such as purchasing trends. For forecasting, it can help to assess key trends to anticipate how the market may change. Internal sources of data should always be the preferred study for any investigation because they are usually the cheapest, quickest, and most convenient source of information available. Internal data will also be exclusive to Lufthansa Technik Malta, and rival companies do not have access to

The independent variable would be competitive advantage while the dependent variable would be organisational performance.

Organisational performance may be calculated on the basis of sales growth and return on investment. There are three main relationship patterns between competitive advantage and organisational performance. These patterns are exclusive advantage leading to higher performance, exclusive advantage without better performance, and superior performance without exclusive advantage.

Competencies distinguish Lufthansa Technik Malta and generate exclusive advantage. In order to have a sustainable competitive advantage, a competency must be extraordinary, essential, and difficult or costly to duplicate. Easy or direct alternate for the competency should not exist. The most important strategic assets are the skilled expertise and knowledge that the company gathers over time. Quick simulation is difficult because they require replication of time usage in learning. When assessing the importance of current or potential competencies, managers have a clear concern in determining the level on which these competencies will direct to stable unique