Thesis (MBA)--University of Stellenbosch, 2009.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: Brands are getting more and more valuable. In this age of cross-border mergers and acquisitions. the value of brands is a key detenninant of a company value and stock market capitalization. For the consumer a brand also plays a significant role. It is seen as a sign of quality, helping them make their purchasing decisions. Yet brand loyalty and established customer relationships can no longer be taken for granted or assumed to last forever in an environment of increased competition. Brand loyalty is vitally dependent on how the relationship between the brand and the consumer is nurtured and specifically developed: A strong brand brings with it the opportunity to raise the proftle of a product and the company that sells it, setting them apart from rivals in the marketplace. A strong brand even allows companies to command a price premium for their products. In this way the value of a brand or brand equity becomes a company's most important asset. But the questions are: How much is the brand actually worth? And how can a brand's value be boosted? The term brand equity originated as a business-financial concept, and consists in "[the] net present value of all future net surpluses over his cash input that the owner of a brand can earn". Such financially oriented measurement of brand equity is a suitable approach for expressing it as a monetary value as required for purposes of financial statements, licensing agreements or acquisition decisions. There is a wide variety of brand valuation models available to detennine a monetary value on brand equity, but in some cases these models are controversial. and the value of their resu1ts as an objective statement may be limited. The consumer oriented perspective on brand equity sets itself apart from the financial approach by focusing on the judgments made by consumers, with a view to improving the effectiveness and efficiency of marketing measures and also brand management on a longterm basis. This behavioural approach endeavours to reach a qualitative explanation of the factors driving brand equity and to determine psychological constructs of brand strength by means of operational measurement. The underlying study project illustrates some of the most common brand valuation models, shows their respective advantages and disadvantages and explores the different approaches to brand equity. Methods to increase brand equity by putting it in the focus ofa Value Based Brand Management explain its drivers and individual brand processes. This approach to a successful brand management is fmally compared with the current brand management process of the FMCG brand NNEA. Recommendations on how this international brand could be managed more efficiently with respect to brand equity conclude this study project. / AFRIKAANSE OPSOMMING: Handelsmerke raak al hoe meer waardevol. In hierdie eeu van oorgrens-samesmeltings en oornames, is die waarde van 'n handelsmerk 'n sleutelfaktor om 'n maatskappy se waarde en aandelebeurs-kapitalisering te bepaal. Handelsmerke speel ook 'n belangrike rol in die lewe van verbruikers. Dit word beskou as 'n simbool van kwaliteit, 'n hulpmiddel om aankopebesluite te vergemaklik. Nietemin kan lojaliteit teenoor 'n handelsmerk en gevestigede klienteverhoudings nie as vanselfsprekend aanvaar word, of aanvaar word dat dit vir altyd sal aanhou, in 'n omgewing waar kompetisie toeneem nie. Lojaliteit teenoor 'n handelsmerk is in essensie afhanklik van hoe die verhouding tussen die handelsmerk en die verbruiker opgepas en spesifiek ontwikkel word: 'n gevestigde handelsmerk skep die geleentheid om die profiel van 'n produk, asook die relevante maatskappy se profiel, te verhoog - en derhalwe hulle te onderskei van mededingers in die mark. 'n Sterk handelsmerk bring selfs mee dat 'n prys-premie vir produkte gehef kan word. Op die manier word die handelsmerkwaarde of handelsmerk-ekwiteit 'n maatskappy se grootste bate. Maar die vraag is: hoeveel is 'n handelsmerk eintlik werd? Asook, hoe kan 'n handelsmerk se waarde vermeerder word? Die term handelsmerk-ekwiteit het sy oorsprong as 'n besigheidfinansiele konsep en is gewortel in "[die] netto huidige waarde van aIle toekomstige netto surplusse oor die kapitale-insette wat die eienaar van die handelsmerk kan verdien". Bogenoemde finansieel - georienteerde maatstaf van handelsmerk-ekwiteit, is 'n geskikte benadering om dit in monetere waarde uit te druk, soos benodig vir finansiele state, lisensiering-ooreenkomste of oorname besluite. Daar is 'n wye verskeidenheid handelsmerk waardasie modelle beskikbaar om die monetere waarde van handelsmerk-ekwiteit te bepaal, maar in sommige gevalle is die modelle kontroversieel, wat daartoe lei dat die waarde van hulle resultate, as 'n objektiewe waarneming, beperk kan wees. Die verbruiker- georienteerde benadering tot handelsmerk-ekwiteit onderskei homself van die finansiele benadering deur te fokus op die besluite wat gemaak word deur verbruikers, met die oog daarop om bemarkingsmaatstawwe, asook die bestuur van 'n handelsmerk, meer effektief en doeltreffend te maak op 'n langtermyn basis. Hierdie gedragswetenskaplike benadering poog om 'n kwalitatiewe verklaring te gee vir die faktore wat handelsmerkekwiteit dryf en om 'n psigologiese struktuur te gee aan die impak wat 'n handelsmerk het via 'n operasionele maatstaf. Die onderliggende projek iIIustreer die mees aanvaarde waardasie-modelle, asook hulle onderskeie voordele en nadele en ondersoek die verskillende benaderings tot handelsmerkekwiteit. Metodes om handelsmerk-ekwiteit te vermeerder deur dit te benader aan die hand van Waarde-gebaseerde Handelsmerk Bestuur (Value Based Brand Management) gee insig ten opsigte van sy drywers en individuele handelsmerkprosesse. Hierdie benadering tot suksesvolle handelsmerkbestuur word ten slotte vergelyk met die huidige handelsmerkbestuur-prosesse wat deur die FMCG handelsmerk NIVEA gevolg word. Aanbevelings aangaande meer effektiewe bestuur van hierdie internasionale handelsmerk aan die hand van handelsmerk-ekwiteit, sluit hierdie projek af.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: Business continuity planning can be defined as the process of developing advance arrangements and procedures that enable an organisation to respond to an event in such a manner that critical business functions will continue with the least interruption or essential change. This study project guides one through an investigation of a business continuity planning project in Media24, a large multi-national corporate based in South Africa. As with most South African companies, Media24 has not done sufficient planning in this regard till now. This study project will describe the methodology followed during this project as well as extracts from interviews conducted with numerous individuals at various management levels in this company. This study project can assist any medium to large South African enterprise who is considering a business continuity planning project. It endeavours to motivate and convince the reader of the unquestionable grounds for business continuity planning in any organisation. / AFRIKAANSE OPSOMMING: Gebeurlikheidsbeplanning kan gedefinieer word as die proses om gevorderde reëlings en prosesse in plek te stel om 'n organisasie te bemagtig om te kan reageer op 'n voorval op so 'n manier dat die kritieke besigheidsfunksies kan voortgaan met die kleinste moontlik steuring of onderbreking van hierdie funksies. Hierdie studieprojek lei mens deur die ondersoek van 'n gebeurlikheidsbeplanning-projek wat aangepak was deur Media24, 'n multinasionale firma gebaseer in Suid-Afrika. Soos met meeste Suid-Afrikaanse besighede, het Media24 nog nooit 'n voldoende inisiatief aangepak tot nou nie. Hierdie projek sal die metodologie beskryf wat gevolg is sowel as ekstrakte van vele onderhoude wat gehou is met individue uit verskillende bestuursvlakke in hierdie organisasie. Die doel van hierdie projek is om enige medium tot groot Suid-Afrikaanse organisasie te ondersteun wat gebeurlikheidsbeplanning oorweeg. Dit poog om die leser te motiveer en te oortuig van die onbetwisbare argument vir gebeurlikheidsbeplanning in enige organisasie.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: Today's economy demands that organisations' continually change the way they do business. The agility and efficiency with which organisations can implement change are vital in ensuring their continued competitiveness. Unfortunately, people's fear of the unknown results in a natural propensity to resist change. This presents significant challenges that management must overcome in order to implement desired changes to improve organisational efficiencies and overall stakeholder value. This study investigates the importance of employee commitment in implementing workplace change through a review of related literature and the analyses of primary data collected. The data was collected by means of a questionnaire that was sent to all employees within Media24 IT. The findings indicate a strong relationship between commitment and change. Especially one type of commitment displays significant importance with respect to workplace change, i.e. commitment that deals with an employee's emotional attachment to, identification with and involvement in the organisation. Additionally, certain drivers of commitment are investigated and conclusions presented. However, it is recommended that further research might be necessary. This is mainly due to the fact that the primary data collected could be seen as merely a reflection of the situation within a single organisation at a certain period in time. / AFRIKAANSE OPSOMMING: Vandag se ekonomie vereis dat organisasies vooortdurend die wyse waarop hulle besigheid doen, moet verander. Die tempo en doeltreffendheid waarmee organisasies verandering kan implementeer, is van deurslaggewende belang vir hul voortgesette kompeterendheid. Ongelukkig veroorsaak mense se vrees vir die onbekende 'n natuurlike geneigdheid om verandering teen te staan. Dit bied aan bestuur aansienlike uitdagings wanneer gewenste veranderings om organisatoriese doeltreffendheid en belanghebberwaarde te verbeter, geimplemenleer moet word. Hierdie werkstuk ondersoek die belangrikheid van werknemers se toegewydheid ten opsigte van die implementering van verandering by die werkplek deur middel van 'n literatuurstudie en die analise van primere data wat ingesamel is. Die data is deur middel van 'n vraelys wat aan al Media24 IT se personeellede gestuur is, ingesamel. Die bevindings dui 'n sterk verwantskap tussen toegewydheid en verandering aan. Veral een tipe toegewydheid wat handel oor 'n werknemer se emosionele verbintenis tot die organisasie, asook identifikasie met en betrokkenheid by die organisasie, toon 'n sterk invloed op verandering in die werkplek. Addisioneel word sekere drywers van toegewydheid ondersoek en afleidings gemaak. Daar word egter aanbeveel dat verdere navorsing moontlik nodig mag wees. Dit is hoofsaaklik weens die feit dat die primere data wat ingesamel is, gesien kan word as 'n blote weerspieeling van die situasie binne 'n enkele organisasie op 'n gegewe tydstip.

Thesis (MBA)--Stellenbosch University, 2005. / The following work gives an overview about the current situation of online-PR and develops a best-practice guide for corporate communication on the internet. The scope of online-PR as covered in this research project encompasses PR tools shaped through the technology of the internet - from communication applications to applications for the distribution and sharing of information - which are used in the communication between an organization and its stakeholders. After giving an introduction into the objectives and methods of PR, the differences between traditional and online-PR are described. This first chapter is followed by an introduction into the online communication ecosphere where the different kinds of communication and information distribution platforms on the internet are described. The third chapter analyses devices, software applications and standards relevant to online-PR. Following this summary a best-practice guide is developed to help PR practitioners in optimizing online-PR efforts using the described tools (e.g. email newsletter, weblogs). The empirical part of the work consists of a survey in which PR practitioners were asked to disclose their current knowledge and application of online-PR and to give their opinion about future trends in online-PR. The results of the observations were analysed and a comparison was drawn between the best-practices and their practical application. This work closes with a summary of the results, a conclusion and a view into the future. There were two main findings identified in the theoretical analysis as well as through the empirical observations: First the PR environment is becoming increasingly complex and faster through the emergence of internet technology and the only way for PR practitioners to keep up with this development lies in the utilization of sophisticated and internet-based means of communication. The second finding was that internet innovations are reshaping the traditional media environment and the way news is created and thereby making online-PR essential in reaching and influencing company's stakeholders effectively and efficiently.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: Picture the scene: It's Monday morning and the main article in Business Day is headlined ·Company X Board is under investigation for not diclosing the truth about its financial wellbeing". In recent times life has been very messy and difficult for many boards, but many of them are in a better position to direct their organisation and to add real shareholder value. A sequence of events triggered board changes in organisations. Many boards have realised over the last few years that the rules for direction-giving have changed. The need for accountability is high, the status quo needs to be challenged and sound strategic thinking is critical in their decision-making. Boards need to establish a performance culture with the correct people, equipped with the necessary competencies and capabilities. Leading shareholders demanded board appraisals to evaluate the continuous underperformance of board structures and processes. Some of the questions asked are, if the board is effective as a group to meet the organisation's purpose and if they can monitor the external and internal environment effectively. It is also asked whether the skills and competencies of individual members are sufficient to enable them to fulfill their risk assessment and decision-making director roles sufficiently. Board members must understand their roles to evaluate their personal development and board needs. Boards must ensure a process for appropriate development plans for their individual directorial duties. They need to define which essential strategic decisions are made during the various administrative and information sharing meetings. The annual cycles of boards are important, as is the need to check that all accountabilities are on track. This feedback does not merely concern financial matters. It is important to evaluate strategic decisions to ensure that they are carefully measured against the targets set at the beginning of the year. Many boards have adopted a triple bottom line approach, measuring their financial performance, physical environment and social responsibility reports against agreed targets. These targets need to be incorporated in a board scorecard which will graphically depict the board's value-adding activities. These scorecards will give any board an indication of its effectiveness. Boards have accepted evaluation processes and have gone through a steep learning curve in developing and implementing them. There are numerous approaches to evaluate board performance. Each board must decide whether it is better to do a peer level evaluation, outside evaluation or follow the bottom-up approach. Formal board evaluations have given boards more credibility and have helped to identify gaps in the development of board members. Boards must be developed to become more competent at direction-giving, ultimately in order to contribute to the effectiveness of the organisation. Boards must continue to drive the organisation ahead, while keeping it under control. Board members must realise that their ultimate tests are business effectiveness, in that they must add shareholder value to the balance sheet, and business efficiency, referring to the improvement realised on the profit and loss accounts. / AFRIKAANSE OPSOMMING: Stel jouself voor : Dit is Maandagoggend en die hoofartikel in Business Day is as volg: "Daar is 'n ondersoek gelas na Maatskappy X se kredietwaardigheid rakende hulle finansiele welstand." Direksies oor die laaste paar jare was in 'n warboel. Ons vind tans dat organisasies beter gelei word en dat welvaart geskep word vir alle aandeelhouers. Heelwat faktore het aanleiding gegee dat direksies verander het. Die reels om leiding te gee het verander: direksies moet meer aanspreeklikheid neem, die status quo word meer bevraagteken en goeddeurdagte strategiese denke is almal bydraende faktore. Direksies moet streef om 'n prestasie-kuItuur te vestig met lede wat oor die nodige vaardighede en vermoens beskik. Aandeelhouers dring aan dat direksies se prestasie beoordeel moet word. Tipiese vrae wat gevra word is: is die direksie effektief as 'n groep om die organisasie se primere doel na te streef en kan hulle die interne en eksterne faktore effektief monitor? Individuele direksielede moet oor die nodige bevoegdhede beskik om voldoende risk-analise en direksie-besluitnemings uit te voer. Direksielede moet hulle onderskeie ontwikkelingsrolle verstaan. Dit moet duidelik gedefinieer word watter kritiese strategiese besluite word by watter vergaderings geneem. Jaarlikse siklusse vir direksies is belangrik, dit stel hulle in staat om te evalueer of al die strategiese besluite wat geneem is, uitgevoer is teenoor die ooreengekome doelwitte. Direksies evalueer meestal hulle finansiele prestasie, fisiese omgewing en sosiale verantwoordelikheid teenoor ooreengekome doelwitte. Hierdie doelwitte word meestal ingesluit in die organisasie se telkaart. Die doel van die telkaart is om vir direksies 'n aanduiding te gee of hulle effektief is of nie. Baie direksies het een of ander vorm van evaluasie geimplimenteer. Daar is verskeie benaderings om direksie-prestasie te evalueer. Elke direksie moet self besluit watter benadering is die mees geskikte - eksterne evaluering of "peer to peer" evaluering. Formele evaluering gee meer kredietwaardigheid aan die proses en help ook met die identifisering van ontwikkelingsmoontlikhede. Direksies moet fokus op ontwikkeling sodat hulle meer bevoeg kan raak om beter leiding te gee in die organisasie. Direksies moet onthou dat die bepalende toets is besigheideffektiwiteit, waar aandeelhouer-waardetoevoeging gemeet word en of daar verbeterde besigheidsdoeltreffendheid op die wins en verliesrekening is.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: In undertaking this research on strategy at work, several key issues emerged and shaped its course. Firstly, it was essential to understand what strategy is about. Since the humble beginnings of strategic management in the world of business, there has been confusion about its definition and basic elements. The number of definitions, of varying usefulness, is almost as infinite as the number of authors in this field. This study therefore attempts to pinpoint the commonly agreed upon underlying elements of strategy. Secondly, the use of strategy and the benefits accruing to the corporate world were of interest. An investigation into the use of strategy and its effect on performance was carried out by means of a survey among German companies in the machine and plant manufacturing industry. Finally, data gathered were analysed to prove the existence of a relationship between the use of strategy and corporate performance. This task was done by means of non-empirical as well as empirical study. The non-empirical study was undertaken as a literature review, and set out to investigate the basic principles of strategy in order to establish a common definition regarding the elements of strategy. On the other hand, the empirical study took place in the form of a survey, collecting primary data on the matter. From the literature review it was concluded that strategy can be defined by means of five elements, namely plan, ploy, pattern, perspective and position. While the first three elements are related more to the 'how' of strategy, by asking in which form they can be seen, the latter two tell more about the 'what' of strategy, by clarifying the content. In addition to the elements of strategy, it was established that, for the purpose of this study, corporate performance can be described by using four indicators, namely growth, market share, return on equity and innovation. In the subsequent survey, companies were requested to respond to a questionnaire regarding these five elements, as well as the four indicators of their performance. Close analysis showed that companies did indeed utilise one or more elements of strategy. It is noteworthy that only two companies reported that they did not make use of strategy at all. More significant is the finding that there is a small positive relationship between the use of elements of strategy and performance. In summing up, it can be said that companies indeed utilise elements of strategy. Furthermore, it can be concluded that companies using more elements of strategy may do better than companies using fewer elements, since there is a small positive relationship between the number of elements used and performance. / AFRIKAANSE OPSOMMING: In hierdie navorsingsprojek oor Strategy at Work (Strategie in Werking) het verskeie sleutelaangeleenthede, wat die verloop daarvan gevorm het, opgeduik. Eerstens was dit noodsaaklik om begrip te hê waaroor strategie handel. Sedert die nederige ontstaan van strategiese bestuur in die sakewêreld, heers daar verwarring oor sy basiese elemente en 'n definisie daarvoor. Die aantal definisies - van afwisselende nuttigheid - is bykans so ontelbaar soos die hoeveelheid skrywers in hierdie veld. Derhalwe probeer hierdie studie die algemeen erkende en onderliggende elemente van strategie haarfyn aanwys. Tweedens was die aanwending van strategie en die voordele wat gevolglik vir die korporatiewe wêreld aangroei van belang. 'n Ondersoek na die aanwending van stategie en dié se uitwerking op prestasie is uitgevoer deur middel van 'n opname onder Duitse maatskappye in die masjien- en aanlegvervaardigingsnywerheid. Ten slotte is versamelde gegewens geanaliseer om die bestaan van 'n verband tussen die aanwending van strategie en korporatiewe prestasie te bewys. Hierdie taak is deur middel van nie-empiriese sowel as empiriese studie uitgevoer. Die nie-empiriese studie is as 'n literêre oorsig uitgevoer en het 'n ondersoek na die basiese beginsels van strategie behels - met die skep van 'n algemene definisie betreffende die elemente van strategie as oogmerk. Daarenteen het die empiriese studie die vorm aangeneem van 'n opname waartydens vername gegewens oor die aangeleentheid versamel is. Uit die literêre oorsig is die gevolgtrekking gemaak dat strategie deur middel van vyf elemente, naamlik plan, metode, patroon, perspektief en posisie, gedefinieer kan word. Waar eersvermelde drie elemente meer verband hou met die "hoe" van strategie deur te vra in watter vorm dit gesien kan word, gaan dit by die oorblywende twee meer oor die "wat" van strategie deur die inhoud te verhelder. Benewens die elemente van strategie is daar vasgestel dat vir die doel van hierdie studie korporatiewe prestasie beskryf kan word deur die aanwending van vier aanwysers, naamlik groei, markaandeel, rendement van ekwiteit en innovasie. In die daaropvolgende opname is maatskappye versoek om te reageer op 'n vraelys oor hierdie vyf elemente, asook die vier aanwysers rakende hulle prestasie. Noukeurige analise het getoon dat maatskappye inderdaad een of meer elemente van strategie aangewend het. Dit is meldenswaardig dat net twee maatskappye aangedui het dat hulle geensins van strategie gebruik gemaak het nie. En meer betekenisvol is die bevinding dat daar 'n geringe, positiewe verwantskap is tussen die aanwending van elemente van strategie en prestasie. Opsommenderwys kan aangevoer word dat maatskappye inderdaad elemente van stategie aanwend. Vervolgens kan die afleiding gemaak word dat maatskappye, wat meer elemente van strategie toepas, nog beter vaar as maatskappye wat minder elemente aanwend aangesien daar 'n klein, positiewe verband tussen die aantal elemente wat aangewend word en prestasie bestaan.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: Micro and small manufacturing enterprises are linked to the reduction of poverty, unemployment, economic revamping and diversification of economic activities that add value. Previously, government policies totally excluded MSEs, in favour of large industries, which for now, in most countries have not been able to meet economic objectives. Realising the contribution advanced by MSEs, countries have come up with attempts to have well-established small industry sectors. Governments in different countries have started to develop strategies and modalities to develop, strengthen, and sustain the sector. In general terms the MSE manufacturing sector is characterised by a number of constraints, for example lack of capital, lowly educated entrepreneurs, non-availability of skills, and technological know-how. As such countries are faced with a daunting task of addressing these constraints to promote the MSE sector. The Botswana government, like other countries, has had policies and initiatives since 1982 to support the sector. This is due to the fact that the country embraces the fact that the sector can be a solution to the growing unemployment and economic diversification, which are the country's long-term objectives. Developing MSEs requires having a more proactive strategy and an enabling environment for the prosperity of the sector despite a number of hurdles associated with their development. All countries have institutions to support their MSEs by advancing financial and non-financial initiatives, embedded in MSE pOlicies or the general industrial policy_ What is important is that any initiative undertaken should be collaborated with the rest of the existing economic system to have a holistic institutional discipline, with the aim of achieving the desired economic objectives. Countries continuously re-shape and re-design their strategies to suit the changing economic environment. It is clear that there is no one and for all strategy universally available to address constraints associated with the MSE manufacturing sector for different countries. Individual countries have got to design their strategies in accordance with their existing economic environment, expected benefits from the sector, and objectives. It is therefore not surprising that the government of Botswana, after several attempts to solely support the MSE manufacturing sector, financially and non- financially for more than twenty years, now acknowledges that it has to collaborate with the private and parastatal organisations to have an effective and efficient support system in place. The government has previously experienced a number of setbacks when solely promoting the sector. In most cases the country's manufacturing MSEs had very short life spans. This resulted in loss of jobs and far much less than expected contribution to the overall economy. The study also highlights strategies that the government of Botswana can consider to avoid having an exodus of MSEs that are not sustainable. / AFRIKAANSE OPSOMMING: Mikro en klein ondernemings (MKOs) in die vervaardigingsektor word deesdae in verband gebring met die vermindering van armoede, werkloosheid, ekonomiese vernuwing en die diversifikasie van ekonomiese aktiwiteite wat waarde toevoeg. In die verlede het regeringsbeleid MKOs heeltemal uitgesluit ten gunste van groot ondernemings wat tot nou toe nog nie in staat was om in die meeste lande ekonomiese doelwitte te bereik nie. Lande het egter mettertyd besef watter bydrae MKOs kan lewer en het pogings aangewend om gesonde kleinsakesektore te vestig. Regerings in verskillende lande het begin om strategiee en modaliteite te ontwikkel om hierdie sektor te ontwikkel, te versterk en in stand te hou. Die MKO-vervaardigingsektor word oor die algemeen gekenmerk deur 'n aantal beperkinge, byvoorbeeld gebrek aan kapitaal, swak opgeleide entrepreneurs, gebrek aan vaardighede en tegnologiese kennis. Hierdie lande staar die taak in die gesig om aandag aan hierdie beperkinge te skenk ten einde die MKO-sektor te bevorder. Die regering van Botswana, soos ook in ander lande, het sedert 1982 beleid en inisiatiewe ontwikkel om hierdie sektor te bevorder. Dit kan toegeskryf word aan die feit dat hierdie land erken dat die MKO-sektor die oplossing kan bied vir groeiende werkloosheid en ekonomiese diversifikasie wat deel uitmaak van die land se langtermyndoelwitte. 'n Meer proaktiewe strategie en 'n bemagtigende omgewing is nodig om MKOs te ontwikkel vir die welvaart van die sektor, ten spyte van 'n aantal struikelblokke wat met hul ontwikkeling verband hou. Die meeste lande het instellings om hul MKO's te ondersteun deur die aanmoediging van finansiele en nie-finansiele inisiatiewe, vasgelê in MKO-beleid of die algemene nywerheidsbeleid. Wat van belang is, is dat enige inisiatief wat onderneem word, in samewerking met die res van die ekonomiese sektor gedoen word ten einde 'n holisties-institusionele dissipline te ontwikkel sodat die verlangde ekonomiese doelwitte bereik kan word. Lande pas gedurig hul strategiee aan en herontwerp dit om by die veranderende ekonomiese omgewing aan te pas. Dit is duidelik dat daar nie 'n universele strategie bestaan om die beperkinge aan te pak wat met die MKO-vervaardigingsektor in verskillende lande verband hou nie. Individuele lande moet hul strategiee ontwerp ooreenkomstig hul bestaande ekonomiese omgewing, die verwagte voordele van die sektor, en hul doelstellings. Dit is dus nie verrassend dat die regering van Botswana, na verskeie pogings oor 'n tydperk van meer as twintig jaar om op hul eie die MKO-vervaardigingsektor finansieel en niefinansieel te ondersteun, nou erken dat hulle met privaat en semistaatsorganisasies moet saamwerk om 'n doeltreffende en doelmatige ondersteuningstelsel daar te stel. Die regering het voorheen 'n paar terugslae beleef toe hulle die sektor op hul eie wou ondersteun. In die meeste gevalle was die lewensduur van die land se MKOs in die vervaardigingsektor van korte duur. Dit het gelei tot werksverlies en geen of min bydrae tot die algehele ekonomie. Hierdie studie beklemtoon ook die strategiee wat die regering van Botswana kan oorweeg ten einde 'n uittog van MKOs wat nie volhoubaar is nie, te verhoed.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: This research report, "Feasibility study of a customer relationship management system in a traditional German mid size trading company", presents both a theoretical and practical overview of customer relationship management. The research methodologies used are described in the introductory chapter. The theoretical part of the report covers relevant customer relationship management theory, and defines and explains the principles of customer relationship management, including the objectives and the strategic intention ofthis approach. Furthermore, the building blocks of customer relationship management systems are explained in detail. In the latter part of the section on theory, managerial aspects like effectiveness, efficiency and the measurability of success with customer relationship systems are discussed. The theory part of this research project concludes with a chapter on the success factors of customer relationship management, describing important aspects of the integration of such a system. The practical part of this research project was conducted in co-operation with the chemical company Lehmann & Voss & Co in Hamburg, Germany. The company was able to provide a division that is interested in the management approach to customer relationship management. They were interested in establishing whether this management approach could be used to their advantage in business. The cooperation with this particular division is regarded as a pilotproject for customer relationship management by the company management. The practical part of this research report begins with general information about the company. Corporate culture, as well as the different aspects of the business, is described. This is followed by information about the division involved in this research project. Business processes, customer base and business performance are covered. In addition, a requirement profile for the division's customer relationship management has been created. This requirement profile is followed by a discussion of the systemic environment in which the company operates. Finally, a conclusion with recommendations for the company situation concerning customer relationship management has been established. / AFRIKAANSE OPSOMMING: Hierdie navorsing verslag met die titel "Feasibility study of a customer relationship management system in a traditional German mid size trading company" dek die teoretiese en praktiese deel ten opsigte van kliëntverhoudingsbestuur. Die navorsingsmetodiek word beskryf in die hoofstuk "Research Methodology". Die teoretiese deel dek die teorie van kliëntverhoudingsbestuur ten opsigte van alle belangrike aspekte van hierdie spesifieke bestuursbenadering. Dit verduidelik die definisie en die beginsels van kliëntverhoudingsbestuur insluitend die objektiewe en strategiese doel van die benadering. Verder meer, word die boublokke van 'n kliëntverhoudingsbestuurstelsel breedvoerig bespreek. In die laasgenoemde deel word die teoretiese bestuursaspekte, soos byvoorbeeld effektiewiteit, doeltreffenheid, en vergelyking van sukses met die kliëntverhoudingsbestuurstelsel bespreek. Die teoretiese deel van hierdie navorsingsprojek eindig met 'n hoofstuk oor die suksesfaktore van kliëntverhoudingsbestuur. Dit is 'n beskrywing van kritiese belangrike aspekte van die integrasie van so 'n stelsel. Die praktiese deel van hierdie navorsingsprojek is vasgestel in samewerking met die chemiese firma Lehmann & Voss & Co in Hamburg, Duitsland. Die firma was in staat om 'n afdeling wat belang het in bestuurs- en kliëntebenadering, beskikbaar te stel. Die belangrikheid is om die vraag te beantwoord of hierdie bestuursbenadering tot voordeel van die firma gebruik kan word. Die samewerking met hierdie besondere afdeling word beskou as 'n proef-projek vir kliëntverhoudingsbestuur . Die praktiese deel begin met algemene inligting ten opsigte van die firma. Korporatiewe kulture, sowel as verskeie aspekte van die besigheid, word beskryf. Die algemene inligting omtrent die firma word gevolg met inligting omtrent die betrokke afdeling wat saamwerk. Besigheidsprosedures, kliëntbasisse en besigheidsprosedure is gedek. Verder meer, is ook 'n studie uitgevoer om 'n behoefteprofiel op te stel vir kliëntverhoudingsbestuur in die spesifieke afdeling van die firma. Die profiel word opgevolg met 'n bespreking van die sistimatiese omgewing waarin die firm bedryf word. Ten slotte is 'n konklusie bereik met voorstelle vir die firma se spesifieke situasie ten opsigte van kliënteverhoudings.

Thesis (MBA)--Stellenbosch University, 2005. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: A critical success factor for investment in high capital intensive business is to ensure that there is an integrated physical asset management plan in place that is integrated with the business strategy. The three fundamental aspects in modern physical asset management are to have a balanced performance measurement framework, self assessment system and benchmark review process in place to integrate, control and continuously improve the return on asset investment. There is a general lack of "hands-on" structured integration and performance management in the physical asset management environment. The result is ineffective assets with high life cycle costs that will have a negative effect on the business return on investment. A literature study was done on the most resent physical asset management models and business performance measurement systems to identify if the necessary methods and business systems exist to effectively manage the physical asset management function. A self assessment review and benchmark was done on Ticor South Africa and Kumba Resources centres to identify the gap in performance and what the main criteria is for improvement. The process was also used to identify the barriers that exist to effectively implement and integrate physical asset management with a link into business strategy. Achieving success in any strategy implementation requires a team effort among all stakeholders. A shared understanding and collaboration of all the role players is required. Very often physical asset management is not seen as core business, but as a cost centre that cannot be done without. This leads to sub optimisation and increased asset life cycle cost. It also promotes the tendency to make short-term financial decisions that do not have any longterm sustainability. A further downside to it is that if the function is seen as a service department it will only be reactive to business strategy and does not form part of the business strategy. This leads to a very reactive situation where the actions are driven by fixing what is wrong just to stay in business. A uniform performance measurement framework must be implemented across all business functions to align the entire organisation with the business goals. All functions have an effect on overall business performance, but they seldom have conflicting goals. Physical asset managers are sometimes not properly prepared and skilled to ensure that an effective and efficient physical asset management function is being maintained. Training and learning should be a major focus to ensure optimum use of employee potential in meeting the functional goals. Ignored leadership is a recipe for poor performance and frustration. The degree to which a company's business functions and processes are aligned with customers' needs makes a significant impact on the bottom line. The key objectives for the physical asset management strategy should be drafted with customer "needs and wants" in mind. The objective must be to maximise long-term profitability of plant and equipment through utilisation of the allocated resources. The opportunities and improvement methods that are possible in the physical asset management environment are endless and the potential that exists can be missed by the likelihood of failure to implement it effectively. The lack of managerial support is in many cases the only cause of failure to link physical asset management with business strategy. Secondly, the weakness of some of the solutions offered and the lack of embedding the solutions that are generated also contribute to the failure of linking physical asset management with business strategy. "The secret of managing success is choosing the right direction despite the uncertainties and conjlicting stakeholder expectations, and taking the whole organisation with you." - John Woodhouse. / AFRIKAANSE OPSOMMING: 'n Kritiese faktor vir die suksesvolle belegging in kapitaal intensiewe besighede is om te verseker dat 'n geïntegreerde fisiese batebestuurplan in plek is wat met die besigheidstrategie integreer. Die drie fundamentele aspekte in moderne fisiese batebestuur is om 'n gebalanseerde prestasieraamwerk vir bestuur, self-evalueringstelsel en doelwit-bestuursproses in plek te hê, om dit te integreer, te beheer en deurlopend opbrengste op bate-belegging te verbeter. Daar is 'n algemene gebrek aan vaardighede om die gestruktureerde integrasie en prestasiebestuur in die fisiese batebestuursomgewing te verseker. Die resultaat is oneffektiewe bates met baie hoë lewensikluskoste wat die besigheid se opbrengs op kapitaal negatief sal beinvloed. 'n Literatuurstudie is gedoen om die nuutste fisiese batebestuurmodelle en prestasiebestuurstelsels te identifiseer en te analiseer. Die doel was om vas te stel of die nodige metodes en besigheidraamwerke bestaan waarmee die fisiese batebestuur funksie bestuur kan word. 'n Self-evaluering analise en doelwitmeting is gedoen op Ticor South Africa en Kumba Resources-sentra met die doel om die gapings in prestasie te identifiseer en kriteria vir verbetering te bepaal. In die proses is die hindernisse wat in die pad van effektiewe implementering en integrering van fisiese batebestuur met besigheidstrategie staan, geïdentifiseer. Spanwerk word benodig vir die suksesvolle implementering van besigheidstrategie. 'n Gedeelde verstandhouding en samewerking deur alle belanghebbendes word benodig. Fisiese batebestuur word gereeld uitgesonder as een van die nie-kern besigheidsfunksies en dat dit slegs 'n kostesentrum is waarmee nie weggedoen kan word nie. Dit lei tot die suboptimisering van die bate se lewensiklus-koste. Dit skep ook die tendens om slegs korttermyn finansiële besluite te neem, wat geen langtermyn volhoubaarheid het nie. 'n Verdere gevolg is dat die funksie slegs beskou kan word as 'n dienste-funksie en dat dit baie reaktief raak teenoor strategie verandering. Die funksie word ook nie deel van die besigheidstrategie nie. Dit lei tot 'n baie reaktiewe situasie waarin aksies en inisiatiewe slegs gedryf word deur die noodsaaklikste bates te herstel net om in besigheid te bly. 'n Uniforme prestasie-bestuursraamwerk moet geïmplementeer word regoor al die besigheidsfunksies om die totale organisasie se besigheidsdoelwitte in ooreenstemming te bring. Al die besigheidfunksies het 'n effek op oorhoofse besigheidprestasie, maar daar is baie selde doelwitte wat totaal in konflik met mekaar is. Fisiese batebestuurders is soms nie ten volle voorbereid of bevoeg om te verseker dat 'n effektiewe fisiese batebestuursfunksie onderhou word nie. Opleiding en mentorskap moet 'n fokuspunt wees om te verseker dat werknemerpotensiaal benut word in die bereiking van funksionele doelwitte. Leierskap wat agterweë bly is 'n resep vir lae prestasie en frustrasie. Die graad waartoe 'n besigheidfunksie en proses ooreenstem met sy kliente se behoeftes sal 'n beduidende impak op die netto prestasie van die besigheid hê. Die kern doelwitte van die fisiese batebestuurstrategie moet opgestel word deur die behoeftes van die kliente in ag te neem. Langtermyn winsgewendheid van aanlegtoerusting moet die doelwit wees tydens die allokasie van hulpbronne. Die geleenthede en verbeteringsmetodes beskikbaar in die fisiese batebestuuromgewing het oneindige potensiaal wat verlore kan gaan as nagelaat word om die funksie effektief te implementeer. Gebrek aan ondersteuning deur bestuur is in baie gevalle die rede hoekom die fisiese batebestuurfunksie nie geïntegreer is met die besigheidstrategie nie. Die swakpunte van sommige van die oplossings wat aangebied word en die onvermoë om oplossings te implementeer, dra by tot die mislukking om fisiese batebestuur met besigheidstrategie te verbind. "The secret of managing success is choosing the right direction despite the uncertainties and conflicting stakeholder expectations, and taking the whole organisation with you. " - John Woodhouse.