by Fu Chi Pang, Wei Hong, Wilson. / Thesis (M.B.A.)--Chinese University of Hong Kong, 2000. / Includes bibliographical references (leaves 37-38). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / Chapter / Chapter I. --- BUSINESS OBJECTIVE --- p.1 / Chapter II. --- INTERNET INDUSTRY OVERVIEW --- p.2 / Development of the Internet Population --- p.2 / World Wide Web --- p.3 / Asia-Pacific Internet Growth Opportunities --- p.4 / Key Internet Business Opportunities --- p.6 / Advertising --- p.6 / E-commerce --- p.6 / Market Potential --- p.7 / Hong Kong --- p.8 / Chapter III. --- PRODUCT --- p.10 / Love Matching --- p.10 / Love Chat Room --- p.11 / Love Card --- p.11 / Love Web Page --- p.11 / Love Test --- p.12 / Love Horoscope --- p.12 / Love Weekend --- p.12 / Love Flower --- p.13 / Love Restaurant --- p.13 / Love Travel & Hotel --- p.13 / Love Wedding --- p.14 / Love Doctor --- p.14 / Chapter IV. --- COMPETITOR ANALYSIS --- p.15 / Uniqueness of ILove.com --- p.16 / Chapter V. --- MARKETING --- p.18 / Target Market --- p.18 / Launching Plan --- p.19 / Follow-up Plan --- p.20 / Chapter VI. --- "REVENUE, COST & RETURN" --- p.21 / Revenue --- p.21 / Short Term --- p.21 / Long Term --- p.22 / Cost --- p.23 / Equipment and Facility Costs --- p.24 / Human Resources and Office Rental Cost --- p.26 / Human Resources Expenditure --- p.26 / Office Rental Cost --- p.27 / Total Operating Cost --- p.28 / Advertising Cost --- p.28 / Return --- p.29 / Breakeven Analysis --- p.29 / Chapter VII. --- MISCELLANEOUS --- p.32 / Membership Registration --- p.32 / Payment Mechanism --- p.32 / APPENDIX --- p.34 / BIBLIOGRAPHY --- p.37 / ILOVE'S WEB SITE LAYOUT --- p.39

by Lee Sui Hung, Yeung Ying Ying, Angel. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 108-109). / ABSTRACT --- p.iii / TABLE OF CONTENTS --- p.iv / LIST OF ILLUSTRATIONS --- p.viii / LIST OF TABLES --- p.ix / Chapter / Chapter I. --- Introduction --- p.1 / Summary --- p.1 / Methodology --- p.2 / Chapter II. --- OVERVIEW OF HK MANUFACTURING COMPANIES INVOLVED IN CHINA PROPERTY MARKET --- p.4 / Rationale shift of business focus --- p.4 / Opportunities to Access to China Property Market --- p.5 / Optimistic View on China Property Market --- p.5 / Strategic Considerations --- p.8 / Company Profile --- p.8 / Habour Ring International Holdings --- p.9 / Luks International Co. Ltd --- p.10 / Chuang's China Investment Ltd --- p.11 / Shell Electronic Manufacturing (Holdings) Co. Ltd --- p.11 / Immediate Responses in Capital Market --- p.12 / Downturn of Property Market in China --- p.13 / Chapter III. --- INVESTING IN CHINA PROPERTY MARKET --- p.16 / Demand Side --- p.16 / Domestic Demand --- p.16 / Individual property purchase --- p.17 / Population growth --- p.17 / Improvement of living standard --- p.17 / Overseas Demand --- p.18 / Relatives at homeland --- p.18 / Expatriate demand --- p.19 / Vacation and investment demand --- p.19 / Supply Side --- p.19 / Government --- p.19 / Welfare House --- p.20 / Squeezed profit house --- p.20 / Commodity Premise --- p.20 / Multi-level and high-rise residential properties --- p.20 / Hotel-flat and villa --- p.20 / Foreign Investment --- p.21 / Secondary Market --- p.21 / Key Successful Factors in China Property Market --- p.21 / Macro Environment and Market Sentiment --- p.22 / Monetary policies --- p.22 / Regulatory and taxation policies --- p.23 / Project Analysis: Demand Potential --- p.24 / Property location --- p.24 / Transportation --- p.25 / Hard and software availability --- p.25 / Domestic demand potential --- p.25 / Economic dependency and overseas demand --- p.27 / Project Planning and Operations --- p.27 / Scale --- p.27 / Time span and cash flow position --- p.28 / Pre-sales and Cash Flow Position --- p.28 / Marketing Strategies --- p.29 / Company --- p.29 / Credibility --- p.29 / Other Business Performance --- p.29 / Experience and Expertise --- p.29 / Management Attitude --- p.30 / Chapter IV. --- EXTERNAL ANALYSIS OF ASIA COMMERCIAL: THE IDENTIFICATION OF INDUSTRY OPPORTUNITIES AND THREATS --- p.31 / Company Background --- p.31 / External Analysis: The Identification of Industry Opportunities and Threats --- p.32 / The Role of the Macro-environment --- p.32 / Hong Kong --- p.33 / The PRC --- p.34 / The technological environment --- p.35 / The social environment --- p.35 / The Five Forces Model --- p.36 / Watch manufacturing industry --- p.39 / Potential competitors: strong --- p.39 / Rivalry among established companies - strong --- p.40 / Competitive structure --- p.40 / Demand conditions --- p.40 / Exit barriers --- p.41 / The bargaining power of buyers - strong --- p.42 / The bargaining power of suppliers - weak --- p.42 / The threat of substitute products - weak --- p.43 / Watch retail industry --- p.43 / Potential competitors ´ؤ weak --- p.43 / Cost advantages and economies of scale --- p.44 / Barriers to entry and competition --- p.44 / Rivalry among established companies ´ؤ semi strong --- p.44 / Competitive structure --- p.44 / Demand conditions --- p.44 / Exit barriers --- p.45 / The bargaining power of buyers - strong --- p.45 / The bargaining power of suppliers - weak --- p.45 / The threat of substitute products - weak --- p.46 / The PRC property market --- p.46 / Potential competitors - strong --- p.48 / Rivalry among established companies - strong --- p.48 / Competitive structure --- p.48 / Demand conditions --- p.49 / Exit barriers --- p.50 / The bargaining power of buyers - strong --- p.50 / The bargaining power of suppliers - weak --- p.50 / The threat of substitute products - strong --- p.50 / Summary --- p.51 / Chapter V. --- INTERNAL ANALYSIS OF ASIA COMMERCIAL: RESOURCES AND CAPABILITIES --- p.53 / Manufacturing --- p.55 / Physical --- p.55 / Switzerland --- p.55 / PRC --- p.55 / Hong Kong --- p.56 / Technological --- p.56 / Human --- p.56 / Brand Names --- p.56 / Marketing --- p.57 / Profitability --- p.57 / Summary --- p.60 / Production capability --- p.60 / Product market --- p.60 / Cost advantage --- p.61 / Management knowledge --- p.61 / Finance --- p.61 / Wholesale and Retail Business --- p.62 / Human --- p.62 / Government license --- p.63 / Finance --- p.63 / Macroenvironment --- p.63 / Brand Name Effect --- p.64 / Acquisition of Brand Name --- p.64 / Performance of Wholesale and Retail Business --- p.65 / Property Development --- p.66 / Macroenvironment --- p.66 / Demand --- p.66 / Location --- p.67 / Partners --- p.67 / Finance --- p.68 / Cost and Cash Flow --- p.68 / Property Sales Agent and Project Manager --- p.68 / Pre-sale Results --- p.69 / Financial Impact --- p.70 / Capital history --- p.73 / Share dilution --- p.73 / Reasons for Failure of Property Development --- p.74 / Demand --- p.74 / Property location --- p.74 / Domestic demand potential and overseas demand --- p.74 / Secondary property market and investment purpose --- p.75 / Project operation --- p.76 / Project scale? --- p.76 / Land concept of the management --- p.76 / Commitment by property expertise companies? --- p.77 / Easy access to finance? --- p.78 / Why Did Asia Commercial Fail? --- p.78 / Mismanagement --- p.78 / Management structure --- p.78 / Management was reluctant to change --- p.80 / Underestimated requirement of working capital and overestimated funding ability --- p.80 / Prior strategic commitments --- p.81 / Past glory obsessed future performance --- p.82 / Chapter VI. --- BUSINESS FOCUS --- p.83 / Differences between Businesses --- p.84 / Value Chain --- p.85 / Customers --- p.89 / Contacts with customers --- p.89 / Demand from customers --- p.90 / Competition --- p.92 / Mentalities and Talents --- p.95 / Strategies --- p.99 / Value-added Integration --- p.100 / Diversification --- p.102 / Changing Business Nature --- p.104 / Implications to Hong Kong Manufacturing Firms --- p.105 / BIBLOGRAPHY --- p.108

The use of enterprise resource planning (ERP) systems by small enterprises is proliferating. Traditionally used by large enterprises, ERP systems are now considered important enterprise management aids, which may contribute to the sustainability and growth of small enterprises. Although varying acceptance factors may impact on the acceptance of ERP systems, there is no consolidated list of ERP system acceptance factors specific to small enterprises. In this study, the strategic, business, technical and human factors that influence the acceptance of ERP systems in small manufacturing enterprises in South Africa is presented. These influencing factors may guide future initiatives aiming to ensure the acceptance of ERP systems by small manufacturing enterprise. A combined quantitative and qualitative data analysis approach was used as an analytical lens to interpret responses gathered from small manufacturing enterprises. Recommendations are made for future research on ERP system acceptance and adoption within the broader spectrum of small enterprises. / Information Systems / M. Sc. (Information Systems)

The concept of Operational decision making is not new, but in the context of Enterprise Resource Planning implementation as is the case at PFK Electronics (PTY) Ltd., it becomes part of what ERP process that makes organisations more competitive and profitable as Wallace and Kremzar (2001) comment, "Effective forecasting, planning, and scheduling is fundamental to productivity and ERP is a fundamental way to achieve it. Properly implementing ERP will give you a competitive advantage and help you run your business more effectively, efficiently and responsively." The Operational decision making process that forms part of the research question is a process known as Sales and Operational Planning process (SOP's). The research paper is looking at how Real Time Shop floor information can impact on the decision making process, as Wallace and Kremzar (2001 : 165) state that this is the most important element in making ERP systems work. The study looks at what information is required to make effective decisions in the SOP's process and how the respondents perceive information quality, its value and the impact on decision making in the SOP's process. The research sought to further investigate a diverse demographic population, the behavioural culture within the organisation and their perception on having this information in real time directly from the shop floor. Data was collected via a survey questionnaire and an interview process which also required the review of organisational documentation where available. The research aimed to investigate what information Operations (SOP's) need to make effective decisions to meet the organisational strategic objectives and to determine the best means of obtaining and communicating the information to managers. Developing this further the research was then broken down into three objectives: • To investigate 'what' information sales and operations managers need in order to make effective decisions that will have an impact on them meeting strategic performance objectives. • To evaluate 'how' real time shop floor information can improve the decision making process in Operations in meeting strategic objectives; by understanding the types and methods used in decision making and the significance of time on information. • To recommend suitable Information Communication Technology (ICT) systems to obtain and communicate information to managers effectively within operations. During this process time constraints were of a concern, which manifested in objective three not being able to be completed to the satisfaction of the researcher. However the research process, which included the survey and interviews of respondents, the researcher felt that respondents where honest and open in expressing their views which adds to the validity and reliability of the research. The results showed that there was a clear understanding of the topic amongst the respondents. It showed that the respondents had a good understanding of information and its importance in meeting strategic objectives by making better decisions. It became clear that ERP was generally working well but that timeliness of information was the biggest obstacle in meeting strategic objectives in balancing supply and demand. The research identified the information necessary for the SOP's process to be effective and it also showed the impact of having real time shop floor information available to the decision making process. It also showed that there would be other benefits as performance could also be improved by having real time performance indicators that are used to set the pace and common goal. The report also identified some cultural differences between PFK electronics culture and NUMSA unionised employees culture and the impact it has on relationships and communication. The report concludes with the research question being answered and with a recommendation that the single most important means of improving operational effectiveness is going to be to improve the quality of information used in decision making. The research has shown that getting this information in 'real time' or as close as possible to real time is the best means of improving the quality of information and its impact on management decisions. It is further recommended to investigate the implementation of systems such as Manufacturing Execution Systems to link the shop floor directly into the current ERP system and lastly to find a means of bridging the cultural differences between NUMSA unionised employees and PFK behavioural culture. / Graduate School of Business Leadership / M.B.A.

This study focused on the possible determinants of operational efficiency at the University of Venda, which was premised on the extent to which stakeholders are involved in the strategic planning of the institution. The aim of the study was to establish the stakeholders’ involvement in the strategic planning of the University of Venda. Structured questionnaires were used to collect data during August and October 2011. The study was conducted at the University of Venda, Vhembe District in the Limpopo Province. A non-probability sampling procedure was used to select respondents. The results revealed that whilst the stakeholders seem to be involved in the process of the strategic planning, the extent of stakeholders’ involvement has largely remained contentious. The results further indicate that not all stakeholders are involved in the strategic planning process at the University of Venda. Although stakeholders are invited to participate, the process of strategic planning is absolutely dominated by the management cadre, reducing the rest participants into the doldrums. Those who are directly affected by the strategic plan are least involved in the process of the planning. Because of the lack of involvement and communication regarding the strategic planning process, the findings reveal that the majority of stakeholders were de-motivated in that regard, culminating in their lack-lustre approach towards the implementation of the orchestrated plan. The resultant lack of buy-in by the affected stakeholders, essentially the internal stakeholders (staff members and the student community), eventually hamper the actualisation of the targeted goals of the strategic plans. These results suggest that the strategic plan review should be an on-going process in order to update and involve the university community of the strategic planning processes. Proper feedback and communication on strategic planning processes should be implemented. More importantly, the stakeholders’ involvement and consultation on the strategic planning should be galvanized, since most of the staff members and students seem to be unaware of the strategic planning process at the University of Venda, let alone its contents and aspirations. / Business Management / M. Tech.(Business Administration)

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: The changing political landscape, which culminated in the all-inclusive election of 1994, enfranchised the previously excluded majority voters and ushered into SA a government with a different agenda. This was an important landmark in the development of the SA business environment. Having pledged itself to improve the social and economic standards of the poor majority, the ANC-COSATU-SACP led government is committed to the elimination of barriers to enter any industry and stimulate the economy in order to improve employment opportunities. Until 1996 cement producers in SA co-operated under an official cartel that facilitated price-fixing and joint marketing and distribution. This study shows that during that period the industry recorded a healthy performance until 1996 when the cartel was dissolved. The industry performance suddenly plummeted in1996 and since then has remained on a downward trend. Analysis of the industry confirms that the industry has the characteristics of a monopoly. Three producers, namely PPC, Alpha and Lafarge, dominate the industry. The "big three" control almost 100 percent of the cement market with a cross ownership of assets which straddle the whole cement industry' in SA. Besides the assets along the cement value chain, the industry effectively has sole control of alternative cement materials businesses, namely ash and slag, and owns significant interests in aggregates and ready-mix concrete businesses too. The dissolution of the cartel in 1996 effectively disallowed price fixing, joint capacity planning and any other collusion as defined by the Competition Act of 1998. Subsequently, players are expected to fiercely compete in an industry that is an oligopoly. According to classical economics, co-operation is the effective conduct to survive in an oligopoly. Hence the contradiction between national expectations and structure of the industry creates a dilemma for asset owners. The principal barrier to entry into the SA cement industry emanates from the high capital investment requirements. This study shows that it is mainly the clinker manufacturing component of the value chain that requires very high investments. A group of small entrepreneurs, engaged in blending cement with ash or slag and selling the product in competition with equivalent products from traditional producers, has successfully entered the lower end of the industry. This is testimony to the fact that sections of the value chain have no barriers to entry. It is believed that as producers of clinker face high sunk costs they have reason to encourage more clinker content in their cement products. They may, therefore, stifle further development of alternative materials. The national imperative - to breakdown concentration of industries to allow for easy entry - seems to be in conflict with the profit motive that businesses to survive. This study therefore recommends an alternative strategy that could accommodate both views. An amenable strategy is for the industry to be redefined into three distinct subsectors with minimal cross-ownership of assets. The three sub-sectors are: 1. Clinker manufacturing: Clinker is a commodity that requires high investment costs. The sector should therefore be offered legal dispensation to operate as a monopoly but with enough regulation to ensure efficiency. It is recommended that players in this sector are allowed to co-operate for efficiency reasons and prices are strictly controlled by a regulator. The regulator must also ensure that the manufacturer is prohibited from owning interests in any other cement sub-sector, to eliminate industry control by a few. w Thus this sector must be rid of interests in aggregate, alternative materials and readymix businesses. 2. Cement manufacturing: A sub-sector for the manufacture of cement, clearly distinct from clinker production should be created. Processes for this sub-sector will commence with milling of clinker into cement and extend to marketing and distribution to end users. 3. Alternative cement materials: In view of economic stimulation, the development of alternative materials to compete with clinker should be encouraged. This sub-sector should be charged with research and development of these materials, and be allowed to blend them for marketing and distribution to end users. There are many implications that emanate from the myriad of stakeholders. Besides local owners of cement assets in SA, international asset owners and entrepreneurs in SA form part of the stakeholders. Thus shrewd planners will be required to champion this idea. It is therefore recommended that a team of academics and business practitioners be commissioned to investigate this and take it further. / AFRIKAANSE OPSOMMING: Die veranderende politieke omgewing, wat uiteengeloop het op die 1994 verkiesing, het die meerderheid kiesers tesame met die nuwe regering in 'n nuwe bedeling ingelei. Dit was 'n belangrike baken in die ontwikkeling van die Suid Afrikaanse besigheidsomgewing. Die nuutgevonde ANC-COSATU-SACP regering het homself toegewy aan sy beloftes om die sosiale en ekonomiese standaarde van die arm meerderheid van die bevolking aan te spreek, en daarmee saam om toegang tot industrie te vergemaklik, die ekonomie te stimuleer en werksgeleenthede te bevorder. Tot 1996 het sement vervaardigers in SA onder 'n offisiele kartel geopereer. Die kartel het gesorg vir fasilitering van prysbepaling, en gesamentlike bemarking en distribusie. Hierdie studie dui aan dat die sement industrie floreer het tot 1996, waarna die kartel ontbind is. Sederdien het die industrie in duie gestort, en is steeds in 'n afwaartse tendens. 'n Analise van die sement industrie toon die karaktereienskappe van 'n monopolie. Drie vervaardigers, nl. PPC, Alpha en Lafarge, domineer die industrie. Die "groot drie" beheer byna 100 persent van die sement industrie, en het verdeelde besitting van alle bates. Daarbenewens beheer hulle ook gedeeltelik of ten volle alle alternatiewe sement materiale besighede en ander verwante belange. Die ontbinding van die kartel in 1996 het effektiewelik prysbepaling verbied, asook gesamentlike kapasiteitsbeplanning en enige ander sameswering soos bepaal deur die Wet op Kompetisie van 1998. Dit word dus van alle spelers in die industrie verwag om gelykmatig te kompeteer in 'n oligopoliese industrie. Dit het egter 'n dilemma veroorsaak rondom die eienaarskap van voorheen gedeelde bates. Kapitale investering is die primêre verhindering tot toegang tot die sement industrie. Hierdie studie toon dat dit hoofsaaklik die klinkersteen vervaardigings komponent is wat groot investering vereis. 'n Groep entrepreneurs het 'n produk ontwikkel deur sement met as te vermeng, en sodoende 'n laer kwaliteit steen te vervaardig waarmee hulle suksesvol in 'n sekere marksegment meeding. Dit is getuienis van die feit dat sekere dele van die waardeketting relatief maklik binnegedring kan word. Die huidige vervaardigers van klinker produkte is onwillig om alternatiewe podukte te vervaardig, aangesien hulle die hoë koste van hul toerusting en die dienooreenkomstige kapitale investing moet regverdig. Die regeringsvisie om groot industrie af te breek om sodoende toegang tot industrie te vergemaklik, blyk in teenstelling te wees met die winsgerigtheid van besigheid. Hierdie studie stel 'n alternatiewe strategie voor wat beide visies kan akkomodeer. Dit stel 'n strategie voor wat die industrie sal herdefinieer in drie sub-sektore met minimale deling van bates. Hierdie sub-sektore is: 1. Klinker vervaardiging: Klinker is 'n kommoditeit wat groot kapitale investering vereis. Hierdie sektor moet dus toegelaat word om binne perke as 'n monopolie te opereer, met genoegsame regulering om effektiwiteit te verseker. Dit word voorgestel dat spelers in hierdie sektor toegelaat moet word om te koopereer om optimale vlakke van produksiekoste te handhaaf, en dat pryse streng gekontroleer word deur 'n regulerende liggaam. Hierdie sektor moet ook verbied word om enige ander besigheids en finansiele belange te hou by enige ander sement industrie sektor. 2. Sement vervaardiging: 'n Subsektor vir die vervaardiging van sement, duidelik onderskei van klinker vervaardiging, moet geskep word. Prosesse vir hierdie subsektor sal begin met die maal van klinker en bemarking en distribusie insluit. 3. Alternatiewe sement materiale: Die ontwikkeling van alternatiewe produkte om te kompeteer met klinker moet aangemoedig word. Hierdie subsektor moet hul toewy aan navorsing en ontwikkeling, sowel as vervaardiging, bemarking en distribusie. Daar is baie implikasies wat voortspruit vanuit die magdom belanghebbenes. Bo en behalwe die plaaslike eienaars van sement bates in SA, vorm internasionale bateeienaars en entrepreneurs ook deel van die belanghebbenes. Dit word dus voorgestel dat 'n span bestaande uit akademici en besigheid aangestel word om hierdie voorstelle verder te ondersoek.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: It is normally very difficult for an entrepreneur to start a new business. One of the most difficult things is to raise capital from financial institutions or venture capitalists. This mini study project shows the importance of a well thought-through business plan. The business plan not only concentrates on the positives, but will also indicate the risks involved. This will show financial institutions that the entrepreneur is serious about his idea and positive about its chances for success. In the business plan a lot of emphasis are put on the importance of a successful marketing plan. The marketing plan will determine the success of a new business. It is however very important not to loose site of the importance of a very thorough financial and economic review. There will always be risks involved in starting a new business. Entrepreneurship is all about risk-taking by individuals willing to pioneer new paradigms. A successful business plan will however remove some of the risk and make it more attractive to financial institutions. / AFRIKAANSE OPSOMMING: Dit is normaalweg baie moeilik vir 'n entrepreneur on 'n nuwe besigheid te begin. Een van die struikelblokke is die verkryging van kapitaal by finansiële instansies. Hierdie mini werkstuk wys die belangrikheid van 'n wel deurdagte besigheidsplan. Die besigheidsplan konsentreer nie net op die positiewe punte nie, maar wys ook alle risiko's betrokke. Dit wys aan finansiële instansies dat die entrepreneur ernstig is oor sy idee en die kanse vir sukses. In die besigheidsplan word daar baie klem gelê op die belangrikheid van 'n suksesvolle bemarkingsplan. Die bemarkingsplan sal die sukses van die besigheid bepaal. Dit is egter baie belangrik om nie die belangrikheid van 'n volledige finansiële en ekonomiese ondersoek te vergeet nie. Daar sal altyd risiko's betrokke wees by die begin van 'n nuwe besigheid. Entrepeneurskap in essensie is die neem van risiko's deur individue wat bereid is om nuwe paradigmas te ontwikkel.

Thesis (PhD (Business Management))--Stellenbosch University, 2008. / Please refer to full text to view abstract.

Thesis (MPhil)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: Evaluating small business development policies and programmes is a methodologically difficult task. A wide range of role players in the economy - government departments and agencies, corporations, international donors, and non-governmental organisations - invest resources of sizeable magnitude annually in promoting small business. This investment is often justified on the basis of the importance of small business in contributing to the attainment of a range of socio-economic objectives such as job creation, addressing economic inequity among various population groups, stimulating competition in the economy, and enhancing economic growth. With the increase in the magnitude of public investment in small business development, and increasing competition for the same resources from other worthwhile interventions, the pressure for public accountability and the need to demonstrate effectiveness of policies and programmes has increased. Programme sponsors are increasingly requiring that those receiving public funds for small business development projects should ensure effective monitoring and evaluation of their programmes in order to ensure that there is a sound information base to provide the necessary policy and programme feedback. The question, however, is to what extent small business policies and programmes are successful in ensuring the attainment of their objectives. To what degree can any changes at the level of the enterprise and its immediate environment be realistically attributed to the effectiveness of policies and programmes? Can ongoing investment In small business development be justified in the face of competing demands for the same resources from other worthwhile and perhaps more pressing causes? How efficient is a particular policy or programme in terms of its cost in relation to other policy or programme alternatives? These and more are questions facing evaluators of small business development policies and programmes. This thesis shows that the task facing these evaluators is not an easy one, due to methodological complexities encountered in attempting to answer these questions. / AFRIKAANSE OPSOMMING: Die evaluering van ontwikkelingsbeleidsrigtinge en -programme van kleinsakeondernemings is metodologies geen maklike taak nie. 'n Groot verskeidenheid rolspelers in die ekonomie, ingeslote regeringsdepartemente en -instansies, korporasies, internasionale skenkers en nie-regeringsorganisasies, belê jaarliks aansienlike hulpbronne in die bevordering van kleinsakeondernemings. Sodanige beleggings word dikwels geregverdig aan die hand van die belangrikheid van kleinsakeondernemings se bydrae tot die bereiking van verskeie sosio-ekonomiese doelwitte soos werkskepping, en om die kwessie van ekonomiese ongelykheid tussen onderskeie bevolkingsgroepe aan te roer, om mededinging binne die ekonomie aan te moedig en om ekonomiese groei te versterk. Die toename in die omvang van openbare beleggings in kleinsakeontwikkeling asook toenemende mededinging vir dieselfde hulpbronne deur ander verdienstelike partye gaan gepaard met toenemende druk vir openbare aanspreeklikheid en noodsaak doeltreffende beleidsrigtingr en -programme. Programborge vereis toenemend dat diegene wat openbare fondse vir kleinsakeontwikkelingsprojekte ontvang, die doeltreffende monitering en evaluering van hulle programme moet waarborg sodat daar 'n deeglike inligtingsbasis bestaan om die nodige beleids- en programterugvoer te verskaf. Die vraag is egter tot welke mate kleinsakebeleidsrigtinge en -programme daarin slaag om te verseker dat hul doelwitte bereik word. Tot watter mate kan enige veranderinge op ondernemingsvlak en sy onmiddellike omgewing, realisties gesproke, aan die doeltreffendheid van beleidsrigtinge en -programme toegeskryfword? Kan voortgesette beleggings in kleinsakeontwikkeling geregverdig word in die lig van mededinging vir dieselfde hulpbronne deur ander verdienstelike, en moontlik selfs meer dwingende, sake? Hoe doeltreffend is 'n bepaalde beleid of program in terme van sy koste, gesien in verhouding tot ander beleids- of programkeuses? Diegene, wat verantwoordelik is vir die beoordeling van kleinsakeontwikkelingsbeleidsrigtinge en - programme word deur hierdie en vele ander vrae gekonfronteer. Hierdie tesis toon aan dat sodanige beoordelaars, as gevolg van die metodologiese ingewikkeldhede waarvoor hulle te staan kom in die poging om hierdie vrae te beantwoord, geen maklike taak het me.

Thesis (MBA (Business Management))--University of Stellenbosch, 2006. / ENGLISH ABSTRACT: "Strategy is when you are out of ammunition but keep on firing so that the enemy won't know". (Mintzberg, 2005, 13) Business Connexion (Pry) Ltd (BCX) is a leading black empowered ICT company with a proud 25-year track record. BeX is an integrator of competitive, innovative business solutions based on information and communications technology (ICT). Business Connexion runs mission-critical ICT systems for many JSE listed organisations and manages products, services and solutions for key public sector organisations, parastatal enterprises and a host of medium sized emergent companies. Nampak is the largest and most diverse packaging company in South Africa, with operations in Africa and Europe as well. Nampak Pty. Ltd. has experienced declining revenues over the last two years despite an upturn in the South African economy. This has resulted in them putting pressure on BCX and going out on a request for proposal (RFP) for the infrastructure outsourcing. This research report addresses how a company like BCX can align its strategy to that of an outsource client, Nampak Currently in an outsource environment the client will say that they see no value add from being outsourced. BCX will produce statistics to say that they are performing to service licence agreements (SLA). Between BCX and the Nampak there is misaligrunent. The outsource market is a maturing one and companies like BCX are struggling to maintain and grow their market share. Currently there are international players like HP trying to enter the African market. Globalisation is affecting the economy of South Africa. An organisation's strategy defines the sum of its choices about where it will compete, how it will create superior value for its customers, and how it will generate superior profits for itself. If you look at the strategies of the competitors they will invariably say and come to the same conclusions as Bex. This report hopes to show that strategy development is the search for ways to build a competitive advantage through distinctive capabilities. It is about finding new ways of doing things that provide an advantage over the competitors. The literature review indicates that everyone is a strategy consultant and that there is no one definition in defining and aligning this strategy! Methodologies do exist and where a company takes the advice of consultants they fmd themselves ending up with a synonym for the word strategy - expensive. The literarure review looks at some of the academics and consultants thinking on the subject since 1960. Interviews were conducted with key players within Group IT for Nampak and with some of the business executives of Nampak. The interviews were supplemented by information gathered by the author from working on the account for two years. This researeh report aims to use the experience of the people working on the account to derme the strategy with Nampak going forward. Currently BCX runs the Nampak account within the structures of a cluster and uses shared services to manage the account. The strategy is a reactive one and Nampak sces very little value add from BCX. Nampak sees BCX as a strategic supplier as opposed to a strategic partner. The conclusion of this report represents the "what" of the report. By continuing to carry on in the fashion BCX has, will result in them losing the outsource contract with Nampak. This is the reason that Nampak has gone out on a general request for proposals to the market. The "so what" of the report is that BCX will lose the Nampak account should it not change the way it handles this outsource business. BCX would be better off running the account as a stand alone business with its own executive who is empowered to make decisions. This fmding supports the work of Miller and Heiman who do consulting on how to handle large strategic accounts (Miller, 2004). The recommendations of this research report support the direction some of the executives at BCX would like to take, which is treat each large outsourced account as a stand alone business. BCX needs to position itself as a strategic supplier to Nampak and be more involved in the business. The "now what" is more fully explored in the recommendations part of this report. Companies think that by introducing a new product or service they will beat the competition. Whilst this is sometimes true, companies are better off focusing on delivering what they do to the client better. The recommendations focus on how BCX can deliver better value and strucntre themselves more efficiently. A good strategy in outsourcing means fully understanding your own and your customer's position so that like a good general you are in the right place with the right people at the right time. / AFRIKAANSE OPSOMMING: Business Connexion (pty) Ltd (BeX) is 'n voorstc swart-bemagtigde ICT-maatskappy met 'n trOlse rekord van 25 jaar. sex integreer mededingende, vemuwende sake-opJossings met inligtings- en kommunikasietegnoiogie (lCT) as grondsiag. Business Connexion bedryf missie-gerigte ICT-stelsels vir baie maatskappye wat op die JSE genoteer is en bestuur produkte, dienste en opJossings vir sleutelorganisasics in die openbarc sektor, semistaatsmstellings en 'n groat aaotal opkomende maatskappye van gemiddeJde groone. Nampak is die grootste en mees gediversifisecrde verpakkingsmaatskappy in Suid-Afrika, met takke in die res van Afrika en Europa. Nampak Pty. Ltd. het die afgelope twee jaar 'n afname in inkomste ondervind, ten spyte van 'n verbetering in die Suid-Afrikaanse ekonomie. As gevolg daarvan bet hulle druk op sex geplaas eo '0 algemene versoek in die mark gerig om voorleggings vir uitkontraktering van die infrastruktuur. Hierdie navorsingsvcrSlag dui aan hoe 'n maatskappy soos BeX sy strategie op eeo lyn kan bring met die van '0 uitkontrakteringsklient, Nampak. Tans sal die klient in 'n uitkontrakteringsomgewing se ciat bulle geeo waardetoevoeging sien in uitkontraktering nie. sex sal statistieke voorsien om te toon dat hulle presteer volgens dienslisensie-ooreenkomste. sex en Nampak is nie op een Jyn nie. Die uitkontrakteriogsmark is 'n ontwikkelende mark en maatskappye soos sex sukkel om bulle markaandeel te bebou en te vergroot. Daar is tans internasionale maatskappye soos HP wat probeer om die Afrika-mark binne te dring. Globalisering het 'n impak op die ekonomie van Suid-Afrika. 'n Organisasie se strategic defirueer die sam van sy keuses I.o.v. waar am te kompeteer, boe am uitstekende waarde aan kliente te bied, en boe om vir bomself uitstekende wins te genereer. As jy na die strategie van die kompetcsie kyk, jy sal sien dat bulle baie na aan die strategie van BeX is. Hierdie report wil wys dat strategie ontwikkeling is die besoeking van nuwe maniere om kompetitief te bly deur distinktiewe maniere. Dit is hoe u nuwe dinge doen, dat u kompetisie nie doen rue. Die literatuuroorsig dui aan dat almal strategiekonsultante is en dat daar geen enkele defirusie is wat hierdie strategie defmieer en belyn nie! Daar bestaan wei memdicke en waar 'n maatskappy die advies van konsultante aaovaar, vind hulle dat bulle eiodig met 'n sinoniem vir die woord strategic - duur. Die literatuuroorsig bekyk die gedagtes van akademici en konsullante oor hierdie ondelWerp sedert 1960. Onderhoude is gevoer met s!eutelro!spelers binne Groep IT vir Nampak en met sommlge van die uitvoerende sakebestuurders van Nampak. Die onderhoude is aangevul deur inligting ingewin deur die auteur, wat twee jaar lank op hierdie rekening gewerk het. Hierdie navorsingsverslag het ten docl om gebruilc te maak van die ondervinding van die mense wat op die rekening werk, om toekomstige strategic vir Nampak te dcfinieer. Bex bedryf tans die Nampak-rekening binne die strukture van 'n saamgroepering en gebruik gedeelde dienste om die rekening te bestuur. Die strategic is rcaktief en Nampak ondervind baie min waardetoevoeging van Bex. Nampak beskou BeX as 'n strategiese verskaffer cerder as 'n strategiese vennoot. Die gevolgtrekking van hierdie verslag verteenwoordig die "what" van die verslag. As BeX voortgaan soos tans, sal die gevolg wees dat hulle die uitkontrakteringskontrak met Nampak verloor. Oit is waarom Nampak algemene versoeke in die mark gerig het vir voorleggings. Die "so what" van die verslag is dat sex die Nampak-rekening sal verloor as hulle Die 'n verandering aanbring aan die wyse waarop hulle hierdie uitkontrakteringsbesigheid hanteer nie. sex sal beter vaar as bulle die rekening as 'n aparte besighcid bedryf, met sy eie uitvoerende bestuurder wat mab>tiging het om besluite te neern. Hierdie bevinding ondersteun die werk van Miller en Heiman, wat konsu!teer op hoe om groot strategiese rekeninge te hanteer (Miller, 2004). Die aanbeve!ings van hierdie navorsingsverslag ondersteun die rigring wat sommige van die uitvoerende bestuurders by sex wi! inslaan, naamlik om elke groot uitgekontrakteerde rekening te hanteer as 'n alleenstaande besighcid. sex moet homself posisioneer as 'n strategiese verskaffer vir Nampak en moet meer betrokke raak by die besigbeid. Die "now what" word meer volledig ondersoek in die aanbevelingsgedec!te van hierdic verslag. 'n Maatskappy dink dat as hulle 'n nuwe produk skep dat bulle die komperisie sal oorwin. Party keur is dir waar, maar meestal is dit beter om dinge beter to lever as die kompetisie. Die rekomendasies vir sex wys dat dit bcter is as hulle korrek restrukteer vir die klient. 'n Goeie strategie vir uitkontraktering beteken volle begrip van jou eie en jOll klient se posisie, sodat jy soos 'n goeie generaal op die regte tyd op die regte plek is met die rcgte mense.