Cent Market Share Research Articles

A Conjoint Analysis of Consumer Preferences for Chilli Products in Thailand: A Case Study on Chilli Sauce

Chili is a spice typically grown globally, including in Thailand, for either domestic consumption or commercial purposes. If considered in terms of economic perspectives, growing chili can help farmers earn some income as well as becoming a prosperous business for retailers. Moreover, chili is a major ingredient for the processed food and medicine industries, with profits gained by exporting it overseas. Thailand has a 5.44 per cent market share of chili worldwide with its chili products exported overseas, namely, green and red chili, dried chili and ground chili, as well as chili dips for chicken, chili paste and curry paste. These exports are expected to keep increasing to those who favor Thai food in foreign countries (Senadee, Pomrit, & Chaiyaporn, 2018). In Thailand, growing and cultivating chili ranks fifth in the world, as the plant is grown in a total land area of 575,787.5 Rai (FAO, 2016), which yields 332,888 tons of fresh chili. Northeastern Thailand is an area where most chili is grown, accounting for about 37 per cent. There, a total land area of 128,932 Rai yields 117,150 tons of fresh chili (DOAE, 2019) . Keywords: Chilli sauce, Conjoint analysis, Consumer preferences, Customer satisfaction, New product development

Financial Performance Analysis of Power Grid Corporation of India Limited (PGCIL) During the Post-Liberalization Era: A Study

India is the third largest producer of electricity in the world after China and USA. In India more than 20 companies engaged in power generation out of these NTPC Ltd. holds 15 per cent of market share. Due to lack of proper transmission network previously, distribution of energy resources were extremely unbalanced. To minimize the uneven distribution of electricity, on October 23, 1989 with the mandate to operate Regional, National power grids and to facilitate transfer of power within and across the regions with reliability, security and economy, PGCIL was established. The present study seeks to measure the overall financial performance of PGCIL for the period 2004-05 to 2018-19. The issue has been tackled using relevant ratios relating to financial performance and various statistical tools and technique at appropriate places. The outcome of the study revealed that PGCIL reached the top in respect of financial performance in the year 2018-19.

“Monica and Friends”: the challenge to internationalize

Subject area International business or International marketing. Study level/applicability The case is recommended for undergraduate and graduate courses in the fields of international business and international marketing. The aim is to show students the problems that a family business in the animation industry faces while growing and internationalizing. Specifically, the case discusses the entry mode selection and market selection challenges faced by an emerging market company in the comic book and animation industry to operate overseas and compete with entertainment giants such as Disney and DC Comics. The case enables the instructor to discuss international market selection theories and evaluate entry modes. For graduate students, the international market selection can be further developed by using more robust concepts such as psychic and cultural distance. Case overview This case examines the trajectory of a pioneering company in the comic book and animation industries, and in the licensing of trademarks in Brazil. Mauricio de Sousa Productions was founded in 1959 and is considered to be one of the most successful cultural producers in the country. According to a leading Brazilian public opinion research agency, 97 per cent of Brazilian children and 96 per cent of their parents are familiar with the Monica and Friends characters. As one of the main players in the publishing market, with 86 per cent of market share, Mauricio de Sousa Productions has a product portfolio that goes beyond Monica and Friends comic strips: the company’s show on the Cartoon Network ranks third in audience viewing in the country and the company has produced animated movies, books, shows and games. However, despite its experience in publishing comic books in several countries, Mauricio de Sousa Productions (MSP)’s worldwide operations have not been as profitable and sustainable as expected. Aiming at expanding its global presence, MSP’s top management decided in 2014 to review the company’s internationalization strategy and operations to enhance the firm’s performance. Expected learning outcomes The case highlights the key factors facing firms when expanding from an emerging markets. Students are expected to discuss and evaluate options, thus developing their knowledge and decision processes related to family-owned business challenges and opportunities, international market selection theories and international market entry mode. Developing strategies to face challenges as those presented by competitors such as Disney should bring opportunities to students to think outside models and weigh risks. Finally, the case gives students opportunity to base their decision processes and evaluations on logistics problems as well as psychic and cultural distances. It also compels the students to appreciate the various challenges involved in exploiting international market with animation content and intellectual properties as a service. Supplementary materials Company presentation to use in the discussion introduction can be found in: www.monicaandfriends.com/content/video.php Subject code CSS 5: International business.

Bank lending and bank relationships in China: guanxi or commercial?

PurposeChina as a main emerging and transition economy has since 2006 opened up its banking market to foreign competition. Thus far, the penetration of foreign banks has been only moderate with around 2 per cent market share of the total banking market, despite the widely held view that foreign banks operate at a higher level of efficiency and that Chinese state-owned banks (SOBs) operate at a lower level of efficiency. The purpose of this paper is to explore the relationship between bank ownership and the lending behaviour and relationship banking that stems from the Chinese tradition of “guanxi”.Design/methodology/approachBased on three bank types the authors construct a model of the choice of bank type and show how that model can be estimated using a multinomial logit. The authors assume that firms choose a bank type as a function of firm characteristics (Berger et al., 2008; Ongena and Sendeniz-Yüncü, 2011), deal terms (Machauer and Weber, 2000; Ziane, 2003), and industry classification (Uchida et al., 2008; Ongena and Sendeniz-Yüncü, 2011).FindingsThis paper finds the existence of a close banking relationship of a “guanxi” type between SOBs and state-owned enterprises (SOEs). This is shown up in the form of better deal terms for the SOE. In the case of foreign banks the authors find that a foreign bank-foreign owned enterprise relationship exists but this is based on risk quality and no advantages in deal terms, which suggest a more commercial-based relationship. The empirical findings are that transparent and high-quality firms are likely to engage with foreign banks, while state-owned firms are more likely to engage with SOBs.Originality/valueIn China, few studies have addressed the potentially important role of bank ownership on lending behaviour (e.g. Firth et al., 2008; Berger et al., 2009). The authors extend the analysis by distinguishing not only between foreign and domestic banks, but also between SOBs and other domestic banks. This research seeks to enhance the understanding of bank ownership, lending behaviour and relationship banking.

Eastern Housing Limited—Marketing Strategies of Real Estate Company in Bangladesh

This is an analysis for the management case of Eastern Housing Limited (EHL), Bangladesh. The premise of the case is that EHL having enjoyed market leadership of nearly 40 years has now started facing heat in the real estate market of Bangladesh. EHL has lost its leading position to East West Property Development Pvt. Ltd (EWPDL) which commands 30 per cent market share in the year 2015, whereas EHL holds approximately 20 per cent market share, inclusive of sales across different offerings in the real estate market. The reported compound annual growth rate (CAGR) of EHL (12.77 per cent) in the year 2015, however is much better than the industry (real estate renting and business services) CAGR of 4.4 per cent. But the upcoming years are going to be tough for EHL as competition is likely to intensify. The immediate focus of EHL is how to increase the market share though in long-run EHL wants to sustain and consolidate its position in the market. The analysis starts with situation analysis and ends with recommending future course of action for short-term vis-a-vis long-term perspectives.

Newspaper Consumption in the Mobile Age

This article combines data from the British National Readership Survey, the Audit Bureau of Circulations, and comScore to calculate how much audience attention newspapers’ print, personal computer (PC), and mobile platforms attract. The results show that, of the time spent with 11 UK national newspaper brands by their British audiences, 88.5 per cent still comes via their print editions, 7.49 per cent via mobiles, and just 4 per cent via PCs. The study reveals that the “share of consumption” of UK national newspaper brands (when measured by time spent) is less evenly distributed than commonly understood, conforming better to a logarithmic pattern than a linear one, and that a single brand—The Mail—has close to a 30 per cent market share. Such data should inform debates on, and the regulation of, media plurality. For publishers, this research calls into question the transition from print to online, showing how “dead-tree” editions are their most important platform. However, the circulation of print editions is in steep decline and newspapers’ fortunes are falling almost as steeply. Unless the qualities that make newsprint so much more engaging than online journalism can be harnessed to propel a reading resurgence, newspapers’ decline will continue, with important social, cultural, and political consequences.

Financial Statement Analysis of Ashok Leyland Limited, India

<p><em>The Indian auto industry is one of the largest in the world. The industry accounts for 7.1 per cent of the country's Gross Domestic Product (GDP). As of Financial Year 2014-2015, around 31 per cent of small cars sold globally were manufactured in India. The Two Wheelers segment with 81 per cent market share is the leader of the Indian Automobile market owing to a growing middle class and a young population.</em></p><p><em> </em><em> Moreover, the growing interest of the companies in exploring the rural markets further aided the growth of the sector. India is also a prominent auto exporter and has strong export growth expectations for the near future. In April-January 2016, exports of Commercial Vehicles registered a growth of 18.36 per cent over April-January 2015. In addition, several initiatives by the Government of India and the major automobile players in the Indian market were expected to make India a leader in the Two Wheeler (2W) and Four Wheeler (4W) market in the world by 2020.</em></p><p><em> </em><em>India’s second largest commercial vehicle maker Ashok Leyland has shown a declining trend in the total sales during August 2016 by 6 per cent due to lower growth in Medium and Heavy Vehicle segment. The company sold ten thousand eight hundred and ninety-seven (10,897) vehicles in the month gone by, compared with 11,544 units sold in the same month last year. Medium & Heavy commercial vehicle sales during the month declined 8 percent to 8201 units while light commercial vehicle sales grew by 2 percent to 2696 units on yearly basis. The contribution of Ashok Leyland in the growth of the automobile industry is very high. Hence an attempt is made to analyse the financial statement of <strong>Ashok Leyland.</strong></em></p><em><strong></strong></em>

Riding the waves of change: story of Brunes Ltd

Subject area Strategic management, HR Management, Change management, Marketing. Study level/applicability Potential audience. This case will serve to undergraduate students, master level students, in the subjects, entrepreneurship, managing change, marketing, H&R management, strategic management. Case overview The Brunes Company was founded in 1994 by Gerond Cela and his brother, with the goal to provide quality products for bathrooms in the then-emerging Albanian market. During the next few years, it had grown into one of the biggest wholesale and retail chains in Albania, with huge portfolio of goods for home refurbishing. The beginnings were very humble. Armed only with the high school diploma in textile trading, born and raised in an ex-communist country without developed entrepreneurship culture, Gerond set off to Italy, a popular destination for young Albanians who were looking for an opportunity to escape the pitfalls of the post-communist transitional economy. Gerond recognized the huge gap in the market for imported tiles in his home country, so he began importing quality Italian tiles in 1994. Initially, he was doing the wholesale from his truck, due to the lack of retail stores. He focused on increasing customer satisfaction and built the company name as trustful provider of quality goods. This strategy brought him less profit, but his long-term goal was to build the company name and to establish it as a trustful provider of quality goods. In 1999, he bought 18,000 m2 (for 50.000 euro) land on the highway Tirana-Durres, 7 km from the city centre, which proved to be extremely worthwhile in the long run because the price of the land had skyrocketed up to ten times during the next decade, due to the economic development of Albania. In 2004, Gerond and his brother epitomized their business idea. They entered the market of home furniture. In 2009, the company expanded further in country towns like Lezha, Saranda and Fier. After two decades of establishing his company as a market leader with approximately 30 per cent of market share, Brunes Company is at the crossroads. On one hand, it is pressured by very stiff competition in the form of their main competitor Delta Home, which succeeded in taking 10-15 per cent of the marketing just in one year. On the other hand, the company has been stagnating for some period without a concrete plan to overcome this problem, as well as without a clear strategy for the future directions of the expansion. To diversify the company’s portfolio, Gerond built a factory for tiling accessories which will cost 8 million Euros and employs about 30 workers. Expected learning outcomes Specific objectives of the case are as follows: to portray individuals who became successful primary through their leadership abilities, and to examine how their experiences and values contributed to the success of their business; illustrate the impact on operations of an increasingly competitive environment and how this environment affects the need for a change in strategy; identify the challenges of selling luxury goods in a competitive retail environment; to assist students to critically think about diversification strategy; to gain an understanding how to adapt to change; to discuss for issues that must be changed (culture, people, technology, values and philosophy of leadership, marketing, business model), to grow. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy

An Outlook of Customers towards BSNL Services – A Study with reference to Marketing Mix Elements

Bharat Sanchar Nigam Limited (BSNL) is the largest provider of fixed telephony, broadband services, etc in India with more than 60 per cent market share and is the fifth largest mobile telephony provider. BSNL coverage is spread throughout India except for the metropolitan cities of Mumbai and New Delhi, which are managed by Mahanagar Telephone Nigam Limited. Due to liberalization, privatization and globalization policy of the government, telecom sector saw the entry of many private players. In order to face the tough competition, BSNL adopted many innovative strategies and improved its customer services. The study has been carried out with the intention of studying the opinion of the customers towards the BSNL services taking the marketing mix elements into account. The study focuses on both landline and cellular phone services. The primary data has been gathered from 320 respondents residing at Madurai through a well structured and pre-tested questionnaire. Out of 320 respondents, 160 are landline users and another 160 are cellular phone users. The secondary data has been gathered from books, journals, magazines and websites. Mean, standard deviation, percentage analysis, t test, Kruskal Wallis tests have been used to analyze the primary data. On the basis of findings of the study, suggestions are offered to improve the services of BSNL.

It's not just a cup of “tea”: building consumer brand relationship

Subject area Marketing management, brand management, brand loyalty, brand consumer behavior. Study level/applicability MBA program or the Executive Education program. Case overview Anubhav Jain, Marketing Head of Digamber Industries, is concerned about the national launch of Surya Gold tea. The brand had been doing well in Jabalpur (Madhya Pradesh, India) with almost 20 per cent market share. However, market reports suggested that retailers primarily pushed the brand and consumers had little loyalty for Surya Gold. Owing to lower repeat purchases, Jain had to spend large amount of money on consumer acquisition. For the national launch, a large base of loyal consumers was critical for business growth. He understood brand loyalty but found it a difficult proposition to relate from consumers' perspective. Market consultants were hired to conduct a qualitative research based on Susan Fournier's work on consumer-brand relationships. The case gives an account of conversations with professed lovers of tea to understand consumer behavior toward tea, including why people drink tea, how they choose their brands and what makes them re-buy or change brands. The case makes certain propositions around brand loyalty, which Jain had to decode to understand tea consumers in India, how brand loyalty develops and changes over time, and hence, how should he plan his marketing strategy. The case attempts to help students critique traditional definitions of brand loyalty, understand and evaluate the concept from consumers' perspective and highlight its importance in marketing strategy planning by explaining evolution, various types and intensity of brand loyalty. Expected learning outcomes The broad objective of the case is to strengthen participants' understanding of brand loyalty concept and also appreciate the importance and role of brands in consumer's life. The case can be used for MBA or executive education in brand management or consumer behavior courses. The specific objectives of this case are to help students appreciate the variations in brand loyalty across consumers and critically assess the traditional definition of loyalty, highlight the connection between the consumer personality and the brand attributes, help them understand how the concept of brand loyalty and brand relationship affects consumers' attitude and behavior, help students understand as to why brand loyalty develops and how it can be maintained and expose students to qualitative unstructured data and give them an experience of using it for managerial use. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes enclosed.

Enhancing competitiveness through MNC-local firms co-opetitive relationships

Subject area The case study reflects issues and challenges in the fields of strategy, management, competitive intelligence and new organizational designs. Study level/applicability The case study is recommended for MBA and postgraduate courses in strategy, management, competitive intelligence and new organizational designs. The case can also be used in executive development programs focusing on business strategy and innovation. Case overview It is 2009. LK Company has newly been established as lighting products manufacturer. Based in Thailand, the firm commences its business operations with an aggressive pricing strategy (low-cost products). At the time of the establishment and launch of operation activities, the market leader [an international multinational company (MNC)] has above 35 per cent market share, leaving LK with an initial 2 per cent market share. While the share of LK grew from 2 to 10 per cent in the past five years, competition in the industry nevertheless remains harsh. Companies are confronted with pressures to invest in the development of new energy-saving lamps, and in this context, LK's company executive board needs to make a strategic decision on which way to follow to sustain the business: shall this be with or without foreign MNCs. Expected learning outcomes Students will be able to better understand; analyze and assess the importance of resource management in highly competitive environments, as well as the importance of designing alternative growth strategies by identifying and assessing changes in the market/environment. They are introduced to characteristics of co-opetition strategies, advantages and disadvantages of co-opetitive business structures and impact of the choice of business partners over time. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Accelerated Role of Foreign Banks in India: Way Forward

Banking sector in India is well diversified. Banking sector in India, as a group is categorized as Scheduled Commercial Banks (SCBs). It comprises Public Sector Banks (PSBs) having 70 per cent market share of banking business, New generation Private Sector Banks (NPSBs)- 17 per cent, Old generation Private Sector Banks (OPSBs)- 5 percent, Foreign Banks (FBs) – 6 per cent and others 2 per cent. With financial inclusion on robust expansion mode, banks are set to play greater role in supporting reviving Indian economy. The key challenges in the banking industry revolve around (a) improvement in the asset quality, (b) dipping margins, (c) underused technology led delivery channels, (d) non-optimization of Financial Inclusion infrastructure (e) lack of product innovation (f) changing dynamics of regulatory and government guidelines (g) augmentation of capital to meet Basel –III norms (h) HR -Succession planning, nurturing leadership, Retention and talent management and so on. Recognizing the increased role of FBs in India, RBI released the “Road map for presence of foreign banks in India” in 2005 laying out a two track and gradualist approach aimed at increasing the efficiency and stability of the banking sector. One track was the consolidation of the domestic banking system, both in private and public sectors, and the second track was the gradual development of presence of foreign banks in a synchronized manner. It was followed by RBI issued a discussion paper released in Jan 2011 on the status of FBs and final guidelines were issued in November 2013. This paper brings to fore the role of FBs, performance track record, their business model, collaborative capabilities and projects their future role in the new RBI dispensation. The enhanced role of FBs foreseen by RBI in future due to their immense technological capabilities, capital and knowledge of international best practices earns them a ‘near national status’. The recent guidance of RBI to strengthen the role of FBs is in right direction. Hence, the current move to strengthen their presence in India through mergers/acquisitions, WOS and near National status is a right step that is well poised to develop the core values of Indian banking system.

Mobilink—Pricing under Competition

Mobilink management needs to come up with a response to the entry of Telenor in the Pakistani cellular phone market. Contrary to Mobilink’s expectations and hopes, Telenor entered the market with a lower, and much simpler, pricing strategy. Mobilink being the dominant player (63 per cent market share) needs to think through its options. As a large player, responding too aggressively to this lower price (by a multinational with deep pockets) could lead to a long-term price war in which Mobilink stands to lose the most. On the other hand, a weak response might send the wrong signals not only to Telenor but also to other entrants in the wing. The managers have a variety of pricing options to choose from. Each of them entails different costs based on expected customer response.

The Indian Film Market

Media economics investigations of the international flow of media such as films reveal the importance of domestic consumer spending on films. Television penetration is seen as a threat to this. In this article, the effect of television penetration on the annual number of theatrical admissions, the annual number of films produced and the number of screens was examined using time series data from the introduction of television until the year 2005. This was examined in the context of the five major film producing countries: US, UK, France, Germany and Japan. Statistically, India fits the international pattern of a significant negative effect of television penetration on aggregate and per capita theatrical film admissions. Further, television penetration had a negative but non-significant effect on the number of films produced and on the number of screens. Descriptive data show that India’s persistent aggregate admissions appear to be more an artifact of the population size rather than a higher frequency in visits to the theatres. Since 74 per cent of Indian film industry revenues come from theatrical admissions, these results may interest policy makers in view of the fact that India is the only country in the world other than the US where domestic films have approximately 93 per cent market share.

Are Competitive Rating Agencies Efficient?

Two very large companies, Moody's and Standard & Poor's, dominate the credit-rating industry. These two companies own around 80 per cent of the market. No other significant major competitors exist, though there are companies that rate local securities in places like China and India. In India, bulk of the ratings done by the two leading rating agencies—CRISIL (S&P majority stakeholder) and ICRA (Moody as the major stakeholder) have more than 80 per cent market share. Is this industry efficient? In this article, we present a simple theoretical model of competitive rating agencies. We establish that competition among rating agencies need not be efficient. We also show that despite price war, a more efficient rating agency will not necessarily drive out the inefficient one.

Dragon wine: developments in the Chinese wine industry

PurposeThe purpose of this paper is to provide an evolutionary view of the emerging wine industry in China.Design/methodology/approachResearch on industry evolution provides a background for the historical evolution of the Chinese wine industry. Case studies are used to illustrate the different strategies of the leading wine producers in China, and to identify the major concerns and challenges in the Chinese wine industry. Growth potentials and ongoing trends are supported with statistics from authoritative databases and Chinese wine industry associations.FindingsThe Chinese wine market is characterized by an increasing concentration where the top four domestic producers dominate with 50 per cent market share. The lack of a wine culture makes brand marketing crucial to business success. Limited international efforts have been made by Chinese wine producers, although one winery has embarked on capturing 50 per cent of the global ice‐wine industry.Research limitations/implicationsThe paper provides a historical overview of the Chinese wine industry and its current situation, which could not elude generalization and simplification. Enormous regional diversity in China compels differentiated regional studies in terms of production, consumer behaviors and marketing strategies.Practical implicationsThe historical evolution of the Chinese wine industry reveals different settings for wine business in China. The dominance of domestic wine companies and ignorance of foreign wine brands among the general public imply a tough setting for foreign wine makers and distributors to enter the market.Originality/valueThe paper provides some insight into the historical and ongoing development of the Chinese wine market.

Sorted: the revival of Pitney Bowes

With 80 per cent market share, Pitney Bowes had little incentive to reinvent itself. Yet, over the last decade the American company has undergone a carefully calibrated transformation. Stuart Crainer provides the inside story on the evolution of the mail giant.

Tesco.com: Defining the online shopping experience for the UK consumer

This is the story of how Tesco.com, advised by EHS Brann, came to dominate the UK's online grocery shopping market, with a 65 per cent market share, at a profit, becoming in the process a worldwide phenomenon. It records the areas of challenge (recruitment, conversion, retention, loyalty, reactivation, modelling, distribution, measuring), the ways in which each challenge was met and the results in each area, against target and/or control. Tesco.com has not yet achieved its objective of overtaking Amazon to become the UK's number one online shopping site, but it has no competitor in sight for the number two spot, and claims to be closing the gap on the leader as well as outperforming it on profitability. In Vol. 2, No. 4 (April–June 2001) of Interactive Marketing a Best Practice paper by Peter Sleight took a broad look at the online grocery business through the medium of Tesco.com. This case study (which won the bronze medal at the IDM Business Performance Awards for 2003) looks with a narrower focus at the recent performance of Tesco's phenomenally successful online business.

Supermarkets in China: the case of Shanghai

Supermarkets have established a visible presence in Shanghai with some 1,000 stores and an estimated 5 per cent of market share. Local chains dominate the sector but well-known international retailers are very active. Studies indicate that a large proportion of consumers regularly shop in supermarkets but they use them 'selectively', mostly for packaged and processed foods, and continue to purchase fresh food in traditional outlets. The author uses a variety of data types and a number of research methods to analyse supermarkets' penetration into Shanghai. A background discussion of the food retail system in Shanghai highlights the traditional formats, the local and foreign supermarket chains, and the independent supermarkets. The data from a consumer shopping behaviour study is then used to assess supermarkets' penetration. Supermarkets' fast penetration into Shanghai is surprising given the findings of earlier studies, which identified the existence of serious limitations on the format's penetration into less developed countries (LDCs). Consequently, the focus in the second part of the paper is on explaining the reasons for the success of supermarkets. The impact of the factors identified in the earlier studies as constraining supermarkets' advance were evaluated and it was found that in Shanghai three of these factors (consumers, traditional retailers and government) did not cause serious problems for supermarkets. Only the supply-side conditions negatively affected their operations. The Shanghai example highlights the need to update our thinking regarding the LDCs' food retail modernization process in a number of directions. First local supermarket chains, not foreign ones, drive the process. Second, supply-side factors, not the demand-side ones that were emphasized in earlier studies, pose the major difficulties. Third, this analysis affirms the importance of the 'selective' adoption phenomenon where LDC consumers who regularly shop in supermarkets continue to purchase fresh food in traditional outlets. The implications of this analysis for food retail modernization theory and for practice are discussed and the prospects for further development of the supermarket sector in Shanghai are assessed.

The projected inbound market trends of 12 tourist destinations in South-East Asia and the Pacific, 1997-2001

The purpose of this paper was to project international tourist arrivals in 12 major tourist destinations in South-East Asia and the Pacific to the year 2001. The SAS forecast autoregressive time series trend model was applied and 25 years (1970-94) of historical data was used to project international tourist flows in these destinations. The five years' projection (1997-2001) showed that tourist arrivals in the 12 destinations will increase from 69.9 million in 1997 to 104.6 million in the year 2001, with an overall growth rate of 49.6 per cent and an average annual growth rate of 10.6 per cent. The tremendons growth of international tourism in the region has been very much associated with intra-regional travel in the past. In the projected regional market share, intra-regional travel will still maintain its dominant position, increasing from 61 per cent of market share in 1997 to 63.5 per cent in 2001, followed by Europe, America, and Oceania. By the year 2001, Singapore, Hong Kong, Thailand, China, and South Korea will be the top five tourist destinations in the region.