M.Comm. / The overall goal of this study is to provide a medium-sized South African airline with the theoretical framework and necessary research and analyses, in developing an integrated marketing approach in a deregulated environment. The objectives of the study are : to analyse the macro and market variables that could impact on the marketing efforts of a medium-sized South African airline. to assess a medium-sized South African airline's marketing efforts (in response to external variables) using existing theories and the airline's own set objectives. to link the marketing efforts of a medium-sized South African airline to internal variables, to be able to provide a truly "integrated" analysis of all marketing activities. to provide broad guidelines for future marketing activities undertook by a medium-sized South African airline.

A dissertation presented to the School of Economic and Business Sciences (SEBS) University of the Witwatersrand in fulfillment of the requirements for the Master of Commerce Degree (MCom) June 2017 / Based on the significant amount of entries and exits of low-cost airlines in the commercial airline industry within South Africa, this brought on the question of whether such business models are sustainable in an emerging market. Incidents such as the exits of 1time and Velvet Sky brought about a high degree of concern. Analysts have suggested that the main reasons for airlines departing are the global financial crisis in 2009 which led to a decrease in passenger numbers, decreasing market size, the volatility of the fuel price, route density on major routes, market size and currency risk. (1time Holdings, 2010; South African Airways, 2014; Comair Limited, 2014; Hedley, 2012). These factors are all external and indicate possible reasons for low-cost airline market exit. However, the business model of the airline is not considered as a possible reason for a low-cost airline’s exit from a market. Johnson, Christensen and Kagermann (2008) stated that the business model has four key components and, when these components are combined, they deliver value. These components are customer value proposition, profit formula, key resources, and key processes. Using the components provided by Johnson et al (2008) as a basis for the theoretical model, the study aimed to investigate key factors that enable or inhibit a disruptive innovation, such as a low-cost airline, in an emerging market like South Africa, and propose a conceptual model (that will be empirically tested in a subsequent study) for sustainability within the context of disruptive innovations, such as a low-cost airline, in a developing country setting. Five managers of leading low-cost airlines and airline consulting firms in South Africa were selected using judgmental sampling method and were requested to participate in separate individual in-depth interviews. The data from the interviews was analysed using the Glaserian coding method. Based on the data analysis, three themes were developed. These themes were: the business model, business model evaluation and external factors. From the themes, a conceptual model was developed. The model alleged that specific elements of the airline business model (the organisation, the product, costs and cash sources) have a possible influence on the competitive advantage of an airline while the competitive advantage of an airline has a possible contribution to its sustainability. / MT 2018

This dissertation reports on the factors that contributed to the successful entry strategy of 1time Airline, a low cost carrier, into the South African airline industry as well as its competitive strategies within this context. Research interviews were conducted in November 2005 and research material gathered until end January 2006. Key issues include an evaluation of 1time's business model in relation to other low cost entrants as well as against material sourced through interviews with 1time Airline management, employees and consumers of the airline's product. Porter's Generic Strategies and Five Forces model are used as a framework in evaluating the airline. It is found that Nohria, Joyce and Robertson's "4+2 Formula" is effectively implemented at the airline, but that further implementation of Game Theory in terms of alliances should be investigated for continued success and sustainability.

M.Comm. / The development of aviation in the 20th century presented a new mode of transportation within South Africa. Soon it was recognised that air transportation would play an important role in the development of South Africa, as the country was ideally suited to it due to favourable weather conditions and relatively long distances between larger community settlements. Air transportation also presented a new form of competition to an existing mode of transport - railways. The interest of the public in air transportation was soon recognised and control applied in various forms. These included legislation, regulations, conditions to licenses as well as contractual provisions of agreements. Two forms of control over air transport developed, namely: air navigational (or technical and operational) aspects; and economical / commercial aspects.

There are many divergent opinions on the nature of organisational culture and organisational climate and the relationship between these two constructs. This study was conducted to assess the level of change in organisational culture as measured by an externally administered survey, the organisational climate as measured by an internal survey, and the development in financial performance over the same period. The subject was Comair Ltd, a successful airline operating out of South Africa. The research was conducted in three sections; firstly the organisational culture was examined using the Denison Organisational Culture Survey as administered by Denison Consulting in the USA. The author compared a pre-existing survey from 2011 which contained 53 responses, and a newly commissioned survey in 2014 for which there were 24 responses. Secondly, the author compared the internally administered Comair Think Vision Climate Survey over a period of three years – 2012 to 2014. The response rate for the latest survey was 96% of all Comair employees. Lastly an analysis was conducted of the company’s key financial ratios over an extended period. Notwithstanding concerns regarding the practical significance of the Think Vision data, all three areas showed marked improvements. The financial performance of the company improved dramatically since 2012 and both the culture and the climate survey demonstrated increases. Of interest was the fact that both surveys independently indicated a move towards a more structured, mission oriented company. This development can be traced back to specific developments taking place in the company over the same period. / Dissertation (MBA)--University of Pretoria, 2014. / zkgibs2015 / Gordon Institute of Business Science (GIBS) / Unrestricted

No description available.

The teambuilding event refers to the structured attempt to improve or develop the effectiveness of a group of people who work together. It is a method used to improve productivity by getting subordinates to work together. It helps to generate teamwork so it enhances lateral and vertical communication where participants develop a sense of interpersonal trust and support. Group dynamics refer to the cause-and-result relationship which exists in a group and the study of its development. This research aims to interpret the group dynamics of a structured teambuilding event. A sample of 40 cabin controllers of a South African airline was used, who were divided in four separate groups. The teambuilding event was requested by the airline and participants were aged between 21-60 years old. The results of this introductory case study indicated that group dynamics can successfully be interpreted in a teambuilding event. / Industrial and Organisational Psychology / M.A. (Industrial Psychology)

The teambuilding event refers to the structured attempt to improve or develop the effectiveness of a group of people who work together. It is a method used to improve productivity by getting subordinates to work together. It helps to generate teamwork so it enhances lateral and vertical communication where participants develop a sense of interpersonal trust and support. Group dynamics refer to the cause-and-result relationship which exists in a group and the study of its development. This research aims to interpret the group dynamics of a structured teambuilding event. A sample of 40 cabin controllers of a South African airline was used, who were divided in four separate groups. The teambuilding event was requested by the airline and participants were aged between 21-60 years old. The results of this introductory case study indicated that group dynamics can successfully be interpreted in a teambuilding event. / Industrial and Organisational Psychology / M.A. (Industrial Psychology)

M. Tech. Tourism and Hospitality Management / The objective of this research is to compile a comprehensive profile of the passengers of Airlink which is a South African domestic airline. The other objectives are to explore the marketing process and behavioural description of Airlink's customers.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: This qualitative study is anchored on Jim Collins' business bestseller entitled, "Good to Great: Why Some Companies Make the Leap ... & Others Don't". It draws on its main business paradigms and models designed to help firms to make the quantum leap from not only being "good", but to become "great" world class performers and brands if they follow his dictums and business advocacy in overcoming obstacles and archaic business thinking. I have chosen for this dissertation, South Africa's latest low~cost carrier (Lee), "I Time", which has just entered this lucrative but highly competitive aviation industry dominated by SAA and with a small market share fought over by Kulula, the very first Lee challenger. It is a 000- empirical case study as it is focused on 1 Time and with a solo interview drawn from Glenn Orsmond and augmented by research data glimpsed from the company and also the media and other sources. After the introduction and overview, from Chapter 3 onwards, in each of the chapters, my approach is to highlight the Collins key business models [and in some cases, interspersed with other models drawn from other business writers] that help companies to migrate from good to great covering such determinants as leadership, corporate culture, human asset, technology, competitive strategies and so on. This is then interwoven with the strategic thoughts of Glenn Orsmond, the CEO of "1 Time" low·cost budget carrier whom I managed to interview for this thesis and supplemented with my own research inputs and analysis. I conclude this study with highlights and recommendations as to how "I Time" can achieve this long-term objective, as it is a new entrant and challenger, hence riding the learning curve and competing with the traditional carrier, SAA as well as Kulula, the major Lee. The challenge now is for 1 Time to enter into the "Good" loop and then take drastic as well as incremental steps to migrate to "Great," the highest aspiration for companies that are prepared for long term survival built on a lasting set of strategies. Collins has termed good as the nemesis of great and thus entrepreneurs and CEOs need to have a deep understanding of the underlying principles and determinants in their great leap forward by thinking aloud that good is merely average. / AFRIKAANSE OPSOMMING: Die volgende kwalitatiewe studie is gebaseer op die topverkoper van Jim Collins getiteld. "Good to Great: Why some companies make the leap ... & others don't" USA: Harpers Business 2001. Die uitsprake en besigheidsbeginsels van Collins help besighede om die brug tussen "goed" en "onverbeterlik" te oorbrug. As die inhoud van bogenoemde uitsprake en besigheidverbeteringe en aanbevelings nagekom word, sal verouderde besigheiddenke en ander struikelblokke verwyder word sodat die volgende stelling van pas is. Ek het vir hierdie proefskrif "I Time", Suid-Afrika se nuutste lae koste vlug vrag draer gekies. "1 Time" het so pas hierdie winsgewende en hoogs kompeterende mark betree, wat tot dusver gedomineer is deur SAL, en 'n ander klein vlugvragdraer, naamlik Kulula, wat die eerste lae koste vlug vrag draer was. Die gevalle studie is nie gebaseer op absolute besigheidsteorie nie, maar fokus sIegs op " I Time", met 'n persoonlike onderhoud wat met Glenn Ormond gevoer is en uitgebrei is deur navorsings data wat aan my voorsien deur "1 Time" asook deur die media en ander bronne. Die benadering wat deurentyd gevolg word, vanaf hoofstuk 3, is Collins se sleutel besigheidsmodelle uit te lug en te koppel met [in sommige gevalle, ander besigheidsskrywers se modules] wat maatskappye help om te migreer van goed na uitsonderlik en determinante soos leierskap, korporatiewe kultuur, menslike hulpbronne, tegnologie, kompeterende strategie dek en so voorts. Dit is dan geinterweef in strategiese denke van Glen Orsmond, die Hoof Uitvoerende Beampte van "1 Time" lae-koste begroting draer waar ek die kans gehad het om 'n onderhoud te voer vir hierdie proefskrif ondersteun deur my eie navorsing en analise. Ek sluit die studie af met uitgeligte punte en aanbevelings hoe "1 Time" hulle langtermyn doelwitte kan bereik, siende dat hulle die mark as nuweling betree en bekend wil wees as die nuutste aanspraakmaker in die lae-koste vlugvrag draer industrie, sal hulle bereid moet wees om die lae kurwe te moet deurloop terwyl hulle kompeteer met SAL en Kulula, die huidige hoof kompetisie in die lae-koste draer bedryf, Die ommiddellike uitdaging vir "1 Time" is om die "Goeie" situasie te betree en dan met inkrimentele stappe te migreer na die "Onverbeterlike" vlak, die hoogste aspirasie vir maatskappye wat voorbereid is om hulle lang termyn bestaan wat op volgehoue besigheids strategie gebaseer is te behou. Collins bepaal dat die "Goeie" vlak die wraakgodin is van die "Onverbeterlike" vlak en dat CEO's en ondernemers moet waak om 'n diep verstandhouding van die grondbeginsels en beslissende faktore in hulle tog in hulle groot sprong voorentoe en dat die "goeie" vlak moet gesien word as 'n onaanvaarbare gemiddelde prestasie.