Clockwork planet opening song

 

Artist: Fripside
Title: Clockwork Planet
Type: opening song
Release Date: May 3, 2017
Label: Funimation

Kono hoshi no kodou ga

setsunaku hibiiteru

Kasuka ni todoku sono koe wa

bokura wo ashita e michibiku
Kokoro ga mawaridasu 

kimi to no clockwork planet's days

Ikutsu mo yoru wo koe

meguru toki kizandeta
Sekai wa yagate itsuka

Kowareteshimau ki ga shita
Hitotsu no omoi dake ga

boku wo ugokashiteita
Soshite kimi to tsunagariau

taisetsusa wo shitta

Samenai yume idaite

aruiteru bokutachi ni
Tsukitsukerareta riaru
Mimi wo sumaseba kikoeru

yami ni hisomu kanashimi to uso

You rock my heart sono shunkan

kono hoshi ga kagayaku
Ima mo kimi wo tsukiugokasu 

kokoro ni kakushita sono negai ga
Kono hoshi ni umareta

bokura wo matteiru
Meguriyuku unmei no gia wo

futari no kizuna ga terashita
Koko kara hajimaru yo

kimi to no clockwork planet's way

Miageta kono sora ni

ano toki wo omoidasu
Guuzen to hitsuzen

onaji koto da to kanjita
Kono me ni utsuru keshiki

nanigenai sonoiro wo
Zutto zutto mamoritai to

naze ka tsuyoku omotta

Kokoro no katasumi ni 

yomigaeru ano kioku
Tsukurareta kono sekai
Itsu no hi ka 

kono ryoute de 

shinjitsu dake tsukamitoru tame

Clockwork planet hashiridasu 

tomaranai kakugo de
Kanjiru mama no shoudou wo 

tsuranuku koto 

yakusoku shita kara
Kono hoshi ni kanjita

sono ai uketomete
Kasuka ni todoku sono koe wa

 ashita ni kibou wo tsunageru
Omoi ga rensa suru 

kimi to kokoro tsunaide

Kono hoshi no kodou ga

setsunaku hibiiteru
Kasuka ni todoku sono koe wa 

bokura wo ashita e michibiku kara
You rock my heart sono shunkan 

kono hoshi ga kagayaku
Ima mo kimi wo tsukiugokasu 

kokoro ni kakushita negai ga
Clockwork planet hashiridasu 

tomaranai kakugo de
Kanjiru mama no shoudou wo

suranuku koto yakusoku shita kara
Kono hoshi ni umareta

bokura wo matteiru
Meguriyuku unmei no gia wo 

futari no kizuna ga terashita
Omoi ga rensa suru 

koko kara hajimaru
Kokoro ga mawaridasu

kimi to no clockwork planet's days

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LITERATURE REVIEW AND HYPOTHESIS DEVELOPMENT

 

LITERATURE REVIEW AND HYPOTHESIS DEVELOPMENT 

Competitive Strategy and Managerial Use of the MAS Information There are various definitions of competitive strategy provided by previous researchers. Porter (1980) stated that competitive strategy is “a combination of the ends (goals) for which the firm is striving and the means (policies) by which it is seeking to get there”. Competitive strategy reflects “the policies, rules and methods firms employ to establish a profitable and sustainable position against the competitors in the industry” (Zhao and He 2008). Schaffer (1987) stated that competitive strategy determines “the coherence and internal consistency of the company in its environment and gives the firm its identity, its power to mobilize its strengths, and its likelihood of success in the marketplace”. The present study conceptualises competitive strategy as a combination of policies, rules and methods employed by a company to establish a profitable and sustainable position against the competitors in the industry (Porter 1980, Zhao and He 2008). Further, the present study emphasises how hotels obtain competitive advantage rather than market segmentation. Accordingly, there are two competitive strategies that will be used in the present study: cost leadership and differentiation strategies. In a highly competitive market like the Indonesian hotel industry, it is important to know how managers may use MAS information to differentiate their products and services from those of their competitors and provide a quick response to customer needs and preferences in the rapidly changing environment. Previous studies showed that companies with a differentiation-focused strategy tend to use MAS information more intensively because they need to provide a quick response to market changes (Abernethy and Guthrie 1994, Simons 1987). Another study by Naranjo-Gil and Hartmann (2007) revealed that MAS information is positively related to strategic change for organizations which are moving towards prospector (differentiation) strategy. This result is in line

with Chenhall’s (2003) results that broad scope of MAS can solve the inability of narrow scope MAS to deal with flexibility, decentralization and innovation. It means that for hotel managers applying competitive strategy, they will require broad scope of MAS information that can help them to decide and conduct relevant actions in facing high competition. In this case, hotel managers may need information related to their customers such as what special package to offer their customers so they can create a different and more interesting way to attract customers. This customer-related information can be obtained from MAS. Therefore, MAS information is influential for maintaining hotel competitive strategy.  Previous study by Bordean et al. (2010) argued that Porter’s typology can be used to explain the current strategies applied by hotels. For instance, some researchers suggested that hotel performance may not be guaranteed in the long-term only by applying a cost leadership strategy (Kandampully and Suhartanto 2000, Lee et. al 2003). Hotels need to have their added value to attract customers and differentiate themselves from competitors; this means hotels need to innovate. Kandampully and Suhartanto (2000) suggested that hotel image and customer satisfaction influence customer loyalty, which eventually may improve hotel performance. Another study by Lee et al. (2003), showed that technology-supported service may influence customer loyalty because the hotel has ability to satisfy customer needs for such service. It can be concluded that by applying a competitive strategy, a hotel has an opportunity to differentiate itself from its competitors to attract customers. Hotel managers may need information related to their competitors so that they can devise a special, different package that will attract customers in a different and more interesting way. This information may be obtained from MAS. Therefore, it is arguable that managers will improve their use of MAS information if they apply a competitive strategy.  The earlier discussion suggests that differentiation strategy is required in order to survive in the highly competitive market. For example, a hotel may prefer to apply an advanced system such as a web-based checkin for its customers. By using their passwordprotected online accounts, customers can check into their hotel rooms prior to arrival. By gaining the appropriate information related to customer, managers may have a better chance to provide best customer service, leading to the success of their hotels. Therefore, it is arguable that the more a hotel employs a differentiation strategy, the more its managers will use MAS information to help them make more accurate decisions. This discussion leads to the formulation of Hypothesis 1.  H1: There is a positive association between competitive strategy and managerial use of the MAS information. 

Managerial Use of the MAS Information and Customer-Related Performance Information related to customers can be obtained from MAS information (Chenhall and Morris 1986). Proper MAS information  such as data about customer needs or customer satisfaction  can yield significant feedback to the hotel managers. By increasing the use of customer-related MAS information, managers can find appropriate ways to handle customer complaints; in turn, this will encourage customer retention, eliminate negative wordof-mouth comments, and improve customer performance (Fornell 1992, Ngai et al. 2007). If the customers are satisfied with the company’s services, they will return. Therefore, it can be concluded that the managerial use of MAS information may have a significant effect on a company’s customer performance. In the manufacturing industry, the study by Mia and Clarke (1999) found a significant relationship between managerial use of MAS information and business unit performance. This study was extended by Faisal (2006) in the Indonesian manufacturing industry by adding strategy and perceived environmental uncertainty (PEU). He found that managers’ use of MAS information became a mediating variable between intensity of market competition and business unit performance, including market share, thus confirming the results of Mia and Clarke’s (1999) study.

Although market share may indicate customer performance, adding more customer-related performance indicators will be beneficial to support the argument that managerial use of MAS information may affect customer performance.  McManus (2013) revealed that a hotel would focus more on customer-related performance in the highly competitive market. It is understandable as hotels facing high competition are required to keep their eyes on their customers. They have a greater pressure to focus on their customers and create customer value. In order to understand their customers, hotel managers requires information such as their customers’ long-term worth or their share of the highly competitive market. This information can be obtained from MAS. The significance need of  customerfocused information in highly intensive competitive market is also in line with another findings of Guilding and McManus (2002). Hence, the use of MAS information can improve the ability of hotel managers to handle their customers.   In the Australian hotel industry, Mia and Patiar (2001) found that hotel managers, both general and departmental, are likely to use MAS information relating to price, customer satisfaction and profitability more than sales promotion effectiveness and referrals information, especially for long term decision making. Although this study used only a small sample (35 hotel managers) from one region, the results indicate that hotel managers in both senior and middle levels need similar decisionmaking MAS information. This includes customer satisfaction. In a more recent study, Patiar and Mia (2008) found a positive relationship between the combined effect of market competition and managerial use of MAS information on non-financial performance such as customer satisfaction, extent of repeat business, success of staff development plans, and level of staff morale. However, these studies did not specifically analyse the effects of the managerial use of MAS information on customer retention or market share. Moreover, caution is necessary before generalising Mia and Patiar’s (2008) results to the Indonesian hotel industry.

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