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Corporate failure: an empirical approach.January 1990 (has links)
by Lau Chun Man, Yeung Kwok Ching. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1990. / Bibliography: leaves [86-91] / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF TABLES --- p.v / ACKNOWLEDGMENTS --- p.vi / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- BACKGROUND --- p.6 / The Origin Of Failure Prediction --- p.6 / Classical Works --- p.7 / Approaches In Quantitative Prediction Model --- p.8 / Approaches In Qualitative Prediction Model --- p.10 / Purpose Of The Researches --- p.12 / Practical Applications Of The Models --- p.13 / Problems In Prediction Models --- p.14 / Chapter III. --- PREVIOUS RESEARCH FINDINGS --- p.15 / Studies Of Different Researchers --- p.15 / Researches In Different Countries --- p.26 / Chapter IV. --- METHODOLOGY --- p.32 / Multiple Discriminant Analysis (MDA) --- p.32 / Sample Selection --- p.34 / Prediction Variables Selected --- p.39 / Validation Of The Model --- p.39 / Chapter V. --- PRESENTATION AND ANALYSIS OF THE RESULTS --- p.42 / Interpretation Of Computer Results On 1-Year Statement Prior Bankruptcy --- p.42 / Relative Importance Of The 11 Predictive Variables --- p.44 / Explanation Of Financial Distress In Terms Of The 3-Variables Function --- p.47 / Classification And Validation --- p.49 / Comparison Between The Discriminant Functions Generated From 1to 3 Year Statements Prior Bankruptcy --- p.51 / Chapter VI. --- LIMITATIONS AND RECOMMENDATIONS --- p.62 / Limitations --- p.62 / Recommendations --- p.66 / Chapter VII. --- CONCLUSION --- p.69 / APPENDIX / BIBLIOGRAPHY
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Managing for value: a case study on the corporate strategy of HSBC beyond 1997.January 2000 (has links)
by Choy Chung Shing. / Thesis (M.B.A.)--Chinese University of Hong Kong, 2000. / Includes bibliographical references (leaves 47-48). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.ii / HSBC - A BRIEF HISTORY --- p.1 / HSBC IN ASIAN FINANCIAL CRISIS --- p.4 / Asian On Fire --- p.5 / Impact of Asian Financial Crisis on HSBC --- p.8 / Re-engineering --- p.9 / First Action ´ؤ Re-branding --- p.9 / Second Action -Primary listing on NYSE --- p.10 / Third Action -Acquisition --- p.11 / STILL More Arrows in the Quiver ?? --- p.13 / MANAGING FOR VALUE --- p.14 / Corporate Strategy --- p.16 / Brandname Management Strategy --- p.17 / Expansion Strategy --- p.19 / CHALLENGES ON HOMETOWNS --- p.21 / Hongkong --- p.22 / Expansion Opportunities --- p.25 / Japan --- p.25 / Britain and Europe --- p.28 / Britain --- p.28 / Continental Europe --- p.29 / Beyond the hometowns --- p.32 / North America --- p.33 / Execution of Expansion Strategy --- p.34 / SURVIVING THE ASIAN FINANCIAL CRISIS --- p.37 / Aggressive Players --- p.37 / Retreating Players --- p.39 / MORE FRONTIER --- p.40 / The Internet --- p.40 / LESS THAN SURPRISE --- p.44 / Final word --- p.45 / BIBLOGRAPHY --- p.47
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A study of strategies for successful enterprise resource planning implementation in a merger and acqusition environmentThomas, Maricelle Casquejo 01 January 2007 (has links)
This project will be focusing on the business problem of integrating information systems within a M & A organization, in this case to a SAP platform. SAP is the platform the parent company uses to run its corporate business functions.
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Reinforce customer satisfaction through enterprise resource planning and supply chain management integrationChen, Yu-Hsiang 01 January 2007 (has links)
The purpose of this project is to try and establish a blueprint for integrating Enterprise Resource Planning (ERP) and Supply Chain Management (SCM). ERP and SCM have become popular in many industries because they help companies improve their Information Systems (IS) which helps support their operational goals. New technology is being used in resource planning and e-commerce and a stable supply chain helps corporations integrate many basic applications. This helps facilitate smooth supplier-customer interactions while minimizing transaction costs. This project is trying to provide a way in which to implement ERP systems properly into SCM. It should result in improved business performance and client satisfaction.
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Developing a business plan for Media Benefits Corporation: First Entertainment Credit Union's credit union service organizationCuevas, Anthony Christopher 01 January 2006 (has links)
This project develops and analyzes a business plan for Media Benefits Corporation, a subsidiary of First Entertainment Credit Union. The business plan will address the recent trend to move certain services back to the credit union and make recommendations as to how Media Benefits Corporation should continue to exist. Issues concerning liability will also be addressed in the plan.
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Advanced analytics strategy formulationSteyn, H. J. 12 1900 (has links)
Thesis (MCom)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: Despite the high potential impact of advanced analytics on the performance of businesses around
the world, its uptake and application in an integrated and strategically aligned manner has been
limited. This problem is more pronounced with specific reference to optimization. Optimization
methods lag behind other analytical methods such as data visualization and predictive models
in terms of their level of adoption in organizations.
This research suggests that part of the problem of limited application and integration lies in an
overall inability of companies to develop and implement an effective advanced analytics strategy.
The primary objective of this research is therefore to establish an approach for the development
of an advanced analytics strategy for a company. Due to the absence of well described examples
or published research on the subject it was necessary to generate insight and knowledge using
a research approach that allowed for the development, testing, and improvement of a strategy
over multiple cycles. Such a research approach presented itself in the form of action research.
An initial advanced analytics strategy was developed for one of the subsidiary companies in
a group of companies. The subsidiary company specializes in the importation, distribution,
and marketing of industrial fasteners and has branches throughout South Africa. The strategy
document was presented to the senior decision makers in the holding company for evaluation.
The feedback from the evaluation was used to formulate changes to the initial strategy aimed at
improving its alignment with the decision makers’ thinking on advanced analytics and increasing
the probability of its implementation. The suggested changes from the first research cycle
were used to define the second cycle strategy framework. The second cycle strategy framework
included a strategy development process that consisted of three main steps:
• Establishing business focus and relevance which included an assessment of the value creating
potential of the business, identifying and prioritizing of value creating opportunities,
and an assessment of key underlying decision processes,
• Developing business relevant concept applications which included determining their potential
value impact and creating a ranked pipeline of decision optimization applications.
• Selecting concept applications and moving them into production. The strategy development process was informed by a number of different models, methods and
frameworks. The most important model was a detailed valuation model of the company. The
valuation model proved to be invaluable in identifying those aspects of the business where an
improvement will result in the highest potential increase in shareholder value.
The second cycle strategy framework will be used to develop an improved version of the advanced
analytics strategy for the researched company. Moreover, the generic nature of the
framework will allow for it to be used in the development of advanced analytics strategies for
other companies. / AFRIKAANSE OPSOMMING: Ten spyte van die potensieel omvangryke impak van gevorderde analitiese tegnieke op die
prestasie van besighede wˆereldwyd, is die toepassing en strategiese integrasie daarvan beperk.
Hierdie probleem is nog meer sigbaar wanneer die aanwending van optimeringsmetodes oorweeg
word. Die mate waarin optimeringsmetodes deur besighede aangewend word, is heelwat laer as
ander analitiese metodes soos data visualisering en vooruitskattingsmodelle.
Hierdie navorsing plaas ’n groot gedeelte van die probleem voor die deur van besighede se onvermo
¨e om effektiewe gevorderde analitiese strategie¨e te ontwikkel en te implementeer. Die
primˆere doel van die navorsing is gevolglik om ’n benadering tot die ontwikkeling van ’n analitiese
strategie vir ’n maatskappy voor te stel. In die lig van die afwesigheid van gepubliseerde
voorbeelde of soortgelyke navorsing op hierdie onderwerp moes insig en kennis gevolglik bekom
word deur die aanwending van ’n navorsingsbenadering wat die navorser in staat gestel het om
’n voorgestelde strategie te ontwikkel, te toets en te verbeter oor verskeie navorsingsiklusse. Die
navorsingsbenadering wat gebruik is staan bekend as aksienavorsing.
Die eerste gevorderde analitiese strategie is onwikkel vir een van die filiaalmaatskappye in ’n
maatskappygroep. Die filiaalmaatskappy spesialiseer in die invoer, verspreiding, en bemarking
van industri¨ele hegstukke en het takke regoor Suid Afrika. Die strategie dokument is voorgelˆe aan
die senior besluitnemers van die houermaatskappy vir oorweging. Op grond van hul terugvoer is
veranderings aan die strategie aangebring ten einde hul benadering tot gevorderde analitiese tegnieke
te akkommodeer en om die waarskynlikheid van implementering daarvan te verhoog. Die
voorgestelde veranderings is gebruik om ’n strategiese raamwerk vir die tweede navorsingsiklus
te definieer. Hierdie raamwerk sluit ’n strategiese ontwikkelingsproses in wat bestaan uit drie
hoofstappe:
• Vestiging van besigheidsfokus en relevansie wat insluit ’n oorweging van die waardeskeppingsvermo
¨e van die maatskappy, identifisering en prioritisering van waardeskeppingsgeleenthede
en die oorweging van die onderliggende besluitnemingsprosesse,
• Ontwikkeling van besigheidsrelevante konsep oplossings wat insluit die bepaling van die
potensi¨ele waarde impak en die skepping van ’n ranglys van besluitoptimeringsoplossings,
en
• Die verskuiwing van geselekteerde oplossings na ’n produksie omgewing. Die strategiese ontwikkelingsproses maak gebruik van verskeie modelle, metodes en raamwerke.
Die belangrikste model was ’n gedetaileerde waardasiemodel van die maatskappy. Die waardasiemodel
was instrumenteel in die idenfikasie van die aspekte van die maatskappy waar ’n
verbetering die grootste bydrae kan maak tot die skepping van aandeelhouerswaarde.
Die tweede siklus strategiese raamwerk sal aangewend word om ’n verbeterde analitiese strategie
vir die nagevorsde maatskappy te ontwikkel. Die generiese aard van die raamwerk sal ’n gebruiker
daarvan in staat stel om ’n gevorderde analitiese strategie vir ander maatskappye te ontwikkel.
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Development of a corporate strategy for the Quicksand GroupBotha, An-Marie 03 1900 (has links)
Thesis (MBA)--University of Stellenbosch, 2010.
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Elements of strategy @ work : a survey within the German machine and plant industryMarkowski, Alexander 03 1900 (has links)
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.
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Integrating physical asset management with business strategyKoegelenberg, Johannes Josias Albertus 12 1900 (has links)
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.
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A framework for determining a business strategy of a small businessVan Niekerk, Daniel 03 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: There is a growing need for a framework that explains the important steps in creating
and managing a small business in a very simplistic, flexible and holistic way. The
aim of this research report is to design a framework which will guide the entrepreneur
and small business owner in the set-up and management of a small business.
The research report explores the logic of constructing the framework. It starts with the
core business transactions which justify the existence of the business. For a better
understanding of the interactions in the transactions, a system approach is followed.
Dynamic complexities focus on causality and feedback to describe how entities
influence each other. A growth loop is established with a balancing loop. On the
basis of these interactions the framework is constructed with the product and the
market on opposite sides. From the product there are growing actions in the form of
marketing. From the market a condition is created which is measured in financial
terms. These interactions are the core of the framework. A second level is added with
strategic intent and external analysis to indicate direction and to measure the
market's response.
The research report continues to describe the development of a small business in
terms of the three layers of the framework: transaction, basic business level and
extended business level. The transaction indicates the core and the reason for the
business's existence. It is a description of the value exchange process. The basic
business level is the platform in which the business is operating. The extended
business level is how the platform is used. For each of the entities indicated on the
framework an existing business model is used to explain the area. The framework is,
therefore, not presenting a new model, but only a new way of how existing business
models are related to each other.
The framework can be used in various ways. First it can be used to establish a startup
business by building it step by step from the inner layer to the outer layer.
Secondly it can be used to evaluate an existing business. Each part of the business
can be evaluated and determine whether the necessary structures are in place.
Thirdly it can be used for a turn-around on a struggling business. To do it means first
.
to evaluate the business and then use the framework to build the business structure.
To assist in this process of evaluation and building a business structure, a set of
worksheets are presented in the study to help an entrepreneur to think through every
important step of the business.
To test the above assumption that the framework can support the construction of a
business structure, a small business was selected and evaluated. The evaluation
was done in the format of an interview with the owners and the structure of the
framework was followed.
The study is concluded with recommendations on areas that need further research.
The worksheet I guideline recommendation is that the worksheets and guidelines be
developed with a specific aim in mind, for example design a new business or
evaluate an existing business. The application recommendation is to explore the use
of a rating system to do a quick evaluation of the business based on the
entrepreneur's "gut feeling". The structural recommendations are first to explore
strategic mapping to summarise the results of the design or evaluation into an
existing model. The second recommendation is to investigate the development of the
different entities in the framework in line with the business life cycle and thereby
adding a depth dimension to the framework. / AFRIKAANSE OPSOMMING: Daar is 'n groeiende behoefte na 'n raamwerk wat die belangrike stappe om 'n klein
besigheid te skep en te bestuur, in 'n baie simplistiese, buigsame en holistiese
manier verduidelik. Die doel van die navorsingsverslag is om 'n raamwerk te ontwerp
wat die entrepreneur sal lei in die opstel en bestuur van sy besigheid.
Die navorsingsverslag gee aandag aan die logika hoe die raamwerk saamgestel
word. Die raamwerk bestaan uit die kern besigheidstransaksie wat die bestaan van
die besigheid regverdig. Om die interaksies in die transaksie beter te verstaan, word
'n stelselbenadering gebruik. Dinamiese kompleksiteite fokus op oorsake en die
terugvoer hoe verskillende entiteite mekaar beinvloed. 'n Groeiende sirkelaksie en 'n
uitbalanserende sirkelaksie word gevolg. Op grond van hierdie interaksies is die
raamwerk geskep met die produk en die mark aan teenoorgestelde kante. Van die
produk is daar 'n groeiende aksie na die mark in terme van bemarking. Van die mark
is daar 'n terugvoeraksie na die produk in terme van finansiele maatstawwe. Hierdie
inleraksies vorm die kern van die raamwerk. 'n Tweede vlak word bygevoeg in die
vorm van strategies voorneme en eksterne analise om rigting aan te toon en die
mark terugvoer te meet.
Die navorsingsverslag gaan voort om die ontwikkeling van 'n klein besigheid te
beskryf in terme van die drie vlakke: transaksie, kern besigheidvlak en uitgebreide
besigheidvlak. Die transaksie toon die kern en die rede vir die besigheid se bestaan
aan. Dit is die beskrywing van die waarde uitruilingsproses. Die kern besigheidsvlak
is die platform waarop die besigheid funksioneer. Die uilgebreide besigheidsvlak is
die manier hoe die besigheid die platform gebruik. Vir elk van die entileite wat in die
raamwerk aangetoon word, word 'n bestaande besigheidsmodel gebruik om die
detail te verduidelik. Die raamwerk moet daarom nie gesien word as 'n nuwe model
nie, maar net as 'n manier hoe bestaande besigheidsmodelle in verhouding tot
mekaar staan.
Die raamwerk kan in verskeie maniere gebruik word. Eerstens kan dit gebruik word
om 'n aanvangsbesigheid stap-vir-stap volgens die verskillende vlakke in die
raamwerk te bou. Tweedens kan dit gebruik word om 'n beslaande besigheid te
evalueer. Elke deel van die besigheid kan beoordeel word en so bepaal of die nodige
strukture in plek is. Derdens kan dit gebruik word om 'n omkeer op 'n sukkelende
besigheid te doen. Om dit te doen sal beteken om eerstens 'n evaluasie te doen op
grond van die raamwerk en dan die nodige strukture te bou of herbou. Om die
proses van bou en herbou te ondersteun stel die studie werksblaaie voor wat gebruik
kan word. Die doel hiervan is om die entrepreneur se denke deur die belangrlkste
stappe te lei.
Om die bogenoemde aanvaarding te toets dat die raamwerk gebruik kan word om
die bou van 'n besigheidstruktuur te ondersteun, was 'n klein besigheid geselekteer
en ge-evalueer. Die evaluasie was gedoen in die vorm van 'n onderhoud met die
eienaars en die struktuur van die raamwerk was gebruik.
Die navorsingsverslag word afgesluit met aanbevelings oor areas wat verdere
ondersoek nodig het. Die werksblaaie en riglyne aanbeveling is dat die werksblaaie
en riglyne vir 'n spesifieke doel ontwerp word, byvoorbeeld die ontwerp van 'n nuwe
winkel of die evaluasie van 'n bestaande winkel. Die aanwendingsaanbeveling is om
'n evalueeringstelsel te ontwikkel waar 'n evaluasie gegrond op 'n entrepreneur se
aanvoeling kan plaasvind. Die struktuuraanbevelings is om eerstens strategiese
kaartering te ondersoek om die resultate van die ontwerp of evaluasie in 'n bestaande
model op te som. Die tweede aanbeveling is om die ontwikkeling van die
verskikkelende entiteite van die raamwerk in Iyn met die besigheidslewensiklus te
ondersoek en sodoende 'n diepte dimensie by die raamwerk te voeg.
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