Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: OnTime is a passenger transport company that was established in 1999 when the insurance giant Sanlam decided to outsource its transport services for its top officials. This document examines the challenges that OnTime faces as it seeks to grow its market by acquiring business from more corporates in order to lessen its dependence on Sanlam. The chauffeur industry in Cape Town is characterised by a lack of regulation and, as a result, there is no official data that can be used to describe the size of the industry. The lack of regulation means competition among industry players favours the two big companies to the detriment of the smaller ones. Smaller companies are constantly experiencing dwindling profits because of the dominance of these two big companies. At the other extreme, there are many pirate operators who compete on price by undercutting everyone else. The industry as a whole is experiencing growth due to the increasing number of corporations and government departments which have outsourced their passenger transport services for their top officials. While this move to outsource the passenger transportation is supposed to create new opportunities for small companies to benefit from the new business being generated, it appears that the smaller passenger transport companies have not yet benefited from this extra business. The main reason is that smaller passenger companies have been created without adequate support systems or a steady client base to sustain them through their early growth phase. On the flip side, the two big passenger transport compames are experiencing increasing volumes of business from those very same big corporations which were supposed to be the lifeblood of smaller passenger transport firms. The main reason for the phenomenal business growth for the two passenger transport companies is the fact that they belong to groups of companies which are constantly growing through the acquisition of other companies. The passenger transport unit then provides the transport needs of the entire group. Moreover, these two big passenger transport service providers have fonned alliances with most of the major airlines, hotels, and guest houses in order to be in a position to capture any business that flows from these airlines and hospitality service providers. In an industry where customers are conscious of the type of vehicles they are driven in, it is not surprising that the two big passenger transport companies are able to offer a variety of vehicles from which customers can choose. This is in sharp contrast to the small passenger transport companies whose fleet size limits the options they can offer their customers when it comes to choosing the type of vehicles they would like to be driven in. The findings contained in this document will influence the recommendations for formulating a business strategy for OnTime. The main challenge for OnTime is to grow its business by implementing drastic changes.

Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: This business plan is a document focussing on creating a business which truly embrace the "New Economy", and by using technology, crafting a strategy which can ensure that the company become successful, and a market leader in the field of civil engineering. The plan focuses on two separate entities. Firstly, building a business by using current techniques in evaluating the industry, developing an initial strategy, and setting the tone for crafting a strategy in the future which will fulfil the goals and objectives of the company, thereby reaching it's initial vision. It use a combination of analysis, creativity, and learning to develop a market leader which has the main focus of being innovative, serving it's clients with service quality, becoming the leader in it's field. A key success factor interaction diagram was developed and combined with an industry value chain to change the operational process into a new market orientated process enabling the company to achieve it's goals. Secondly, the focus is to create wealth for its stakeholders. In that regard the current system in the engineering industry was challenged. New operational processes were developed which is in line with the company vision and mission. These processes was correlated with the financial structure and projections made to ensure that the crafting of the strategy will be done in a systematic way, but always focussing on the goals and objectives of the company. Finally, an implementation plan is developed which is a crucial action plan to ensure success in the future. / AFRIKAANSE OPSOMMING: Die doelwit van hierdie besigheidsplan is om die basis te lê om 'n suksesvolle markleier in die siviele ingenieurs bedryf te word. Dit is gebaseer op die beginsels van die "Nuwe Ekonomie". Tesame met daardie beginsels word tegnologie gebruik om 'n strategie te ontwikkel en te vorm soos wat die maatskappy groei. Die plan fokus op twee hoofdele. Eerstens, om 'n maatkappy van statuur te ontwikkel. Huidige analitiese tegnieke om die industrie te evalueer is gebruik om 'n basis strategie te ontwikkel. Hierdie basis strategie sal dan uitgebrei word soos wat die maatskappy ontwikkel deur te fokus op sy doelwitte en sy visie. Deur analise, kreatiwiteit en kundigheid te kombineer word gepoog om te fokus op innovering en kwaliteit wat die kwaliteite is wat benodig word om 'n mark leier te word. 'n Sleutel sukses faktor interaksie diagram is ontwikkel wat tesame met 'n industrie waarde ketting gebruik is om die huidige operasionele prosesse te verander in nuwe mark gerigte prosesse. Die stelsel is die fondasie wat gelê word om die maatskappy doelwitte te bereik. Tweedens, word daar gefokus om rykdom te skep vir die aandeelhouers asook die maatskappye wat deel vorm van die lCM netwerk. Die huidige stelsels in die industrie was ge-evalueer en afgebreek totdat nuwe stelsels ontwikkel is wat inpas in die visie en missie van die maatskappy. Dit is gekorreleer met 'n finansiële model en inkomste en uitgawe projeksies vir die toekoms. Die projeksies is gebaseer op 'n geleidelike ontwikkeling van die stelsels totdat daar na drie jaar 'n gevestigde wereldklas stelsel in plek is. Laastens word afgesluit met 'n aksie-plan wat noodsaaklik is vir effektiewe implimentering van die besigheidsplan.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: This assignment attempts to create a framework on the model of the business plan which consultants can use when consulting small and micro enterprises. Business consultation has been put in perspective and the most important characteristics of it have been highlighted. The most important skills that a consultant need have been mentioned and the importance of interpersonal relationships in the consultant client relationship has been pointed out. The consultation process has been investigated and after that the different phases in the consultation process has been highlighted. The conclusion has been reached that the arising of conflict between the consultant and the owner/manager when consulting small and micro enterprises, is one of the biggest dangers. A detailed framework in the form of a business plan has been suggested which can be used to help small and micro enterprises to identify problems. / AFRIKAANSE OPSOMMING: Die werkstuk poog om aan die hand van die sakeplan 'n raamwerk daar te stel wat konsultante kan gebruik wanneer konsultasie by klein- en mikro-ondernemings gedoen word. Bestuurskonsultasie is in perspektief gestel en belangrike kenmerke daarvan is uitgelig. Die belangrikste vaardighede waaroor 'n konsultant moet beskik is aangehaal en die belangrikheid van interpersoonlike verhoudings in die konsultant en kliëntverhouding is uitgewys. Die konsultasieproses is ondersoek en daarna is die verskillende fases in die konsultasieproses toegelig. Die gevolgtrekking word gemaak dat die ontstaan van konflik tussen die konsultant en die eienaar/bestuurder tydens konsultasie by klein- en mikro-ondernemings, een van die grootste gevare is. 'n Omvattende raamwerk in die vorm van 'n sakeplan is voorgestel wat die konsultant kan gebruik om die klein- en mikro-onderneming te help om probleme te identifiseer.

Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: This study has reviewed the current literature and debates on the relevance of conventional strategy formulation given the turbulence in the business environment. Conventional strategy formulation is under attack as a result of the advancement of disruptive technologies such as the Internet. Many have gone further, and referred to this digitization of the business environment as a "new" economy. This study has reviewed a range of literature from academicians as well as practitioners on the relevance of strategy in an Internet environment. Many of the authors, while admitting that real-time fine-tuning of some of the analytical tools currently in use was warranted, still feel that most of the conventional concepts still apply. Businessesare still affected by the same competitive forces of rivalry, substitutes, new entrants and the bargaining powers of suppliers and buyers. Organisations must still look for distinctiveness for them to have a sustainable competitive edge over their rivals. This study has reviewed the impact of the Internet on industry structure, the value chain, and the implications for competitive advantage. The conclusion that can be gleaned from these reviews is that doing business on the Internet will not save businessesfrom failure if they are not applying the correct strategies. The convergence of views appears to be that there is nothing new about the "new" economy, but the technological platform created by the Internet presents major opportunities that can be used in a hybrid form of online practices such as online order processing with established models of brick and mortar such as warehousing. While the study did not intend to produce new or validate existing empirical insights, it is has recommended that the Internet must be used as an enabler and integrated within existing businessprocesses. / AFRIKAANSE OPSOMMING: Hierdie studie hersien die huidige literatuur en bespreek die toepaslikheid van die konvensionele strategieformulasie gegewe die onvoorspelbaarheid in die besigheidsomgewing. Konvensionelestrategieformulering is onder aanval as gevolg van die vordering van omverwerpende tegnologie soos die Internet. Verskeie menings gaan verder, met verwysing na die rekenarisering van die besigheidsomgewing as 'n "nuwe" ekonomie. Hierdie studie hersien 'n reeks van literatuur van akademeci, asook praktisyns oor die toepaslikheid van strategie in die Internet omgewing. Baie van die outeure, terwyl hulle erken dat intydse verfyning van sekere van die analitiese modelle("tools") tans in gebruik geldig is, is hulle terselfdertyd van mening dat die konvensionele konsepte steeds toepaslik is. Besighede word steeds beinvloed deur dieselfde kompeterende drywers van kompetisie, subtitusie, nuwe mark toetreders en die onderhandelingsmag van verskaffers en aankopers. Organisasies moet steeds op die uitkyk bly vir iets wat volhoubare kompeterende voordele inhou oor mededingers. Die gevolgtrekking van hierdie oorsigte is dat besighede nie suksesvol bedryf kan word op die Internet sonder die toepaslike strategie nie. Die herleiding van sieninge wil voorgee dat daar geen verandering is in die "nuwe" ekonomie, maar dat die tegnologiese platform geskep deur die Internet materiële geleenthede bied wat gebruik kan word as deel van intydse praktyke en bestelprosesse met bestaande basiese"briek and mortar" modelle, soos pakhuise. Terwyl die studie nie bedoel om nuwe empiriese insigte te genereer of te staaf nie, word dit aanbeveel dat die Internet gebruik moet word as deel van bemagting van huidige besigheidsmodelle.

Thesis (MBA)--Stellenbosch University, 2014. / In recent times, especially after the world economic crisis of 2009, strategy formulation and implementation have become more important than ever. However, the most important action resulting in success is the proper execution of the strategy. Bossidy and Charan (2002:57) argued that the most important reason for strategy failure is due to poor strategy execution. Management teams spend a lot of time formulating excellent strategies, but rarely spend time on strategising the execution of their strategy – this practice gap was the departure point for this study. The research study aimed to explore the perceptions of employees in a case organisation regarding the success or failure of strategy execution practices and their contribution towards the strategy. The author explored reasons for strategy failure, strategy drivers, remedies for strategy failure as well as some models and tools available to manage strategy. The author conducted a case study on an organisation by establishing execution failure or success by testing the perceptions of respondents with various statements concerning the most frequently identified strategy drivers. The author concludes with the case study results and recommendations to the case organisation.

Thesis (MBA)--Stellenbosch University, 2014. / Small and medium enterprises (SMEs) are an important and growing sector in all economies (Chang & Powell, 1998: 264). SMEs play a significant role in Swaziland‘s economy. TechnoServe assisted a number of start-up and existing SMEs to develop their business plans, thus improving the structure of these SMEs. Although there is limited information available, the trend has been for SMEs in Swaziland to continue to be mediocre performers, and some even resort to shutting down their businesses, thus affecting the economy of the country. TechnoServe is evaluating the performance of the small businesses that have participated in their programmes. The organisation would like to know whether the businesses were changing when there was a need for change. It would also like to know the type of business model innovation (radical or incremental) pursued by the SMEs that have participated in their programme, and further to determine whether there is a relationship between the changes in the business model and the performance of the businesses, which signals the growth of the SMEs. In this study, revenue is the measure of the performance of the business. For this study, the SMEs that have participated in the TechnoServe business planning competition were interviewed. During the interview, information was obtained on the changes that the SMEs had effected in each of the nine business elements that were used in the study. Scores were allocated and ultimately it was determined whether the SME had performed no innovation, incremental innovation or radical innovation. The increase in revenue, which signalled the growth of the SME, was also determined and statistical tools were used to determine the relationship between business model innovation and the growth of SMEs in Swaziland. The concept of business model innovation in the context of SMEs in Swaziland seems strange and determining whether SMEs in Swaziland innovate their business models seems new. Upon completing the interviews with the SMEs, it was discovered that five SMEs had not innovated their business models, eight SMEs had performed incremental innovation and two SMEs had innovated their business models radically. It is worth mentioning that those SMEs that were deemed to have not innovated their business models, had, however, innovated two of the nine elements that were used to determine whether SMEs had innovated their business models. It was discovered that innovating the value proposition and/or the channel increases the chances of SMEs increasing their customer base, in turn increasing their revenue streams. The innovation of the channel was another form of innovation that resulted in the SME that had performed it increasing shareholder value. The SME that had innovated the channel was able to sell the same product to other customer segments as well and not just to its existing segment, thus increasing market share and ultimately shareholder value. Innovating the channel has also resulted in other elements of the business model to be innovated as well. The introduction of a new channel resulted in the SME serving an additional customer segment and the cost structure changed. From this study, it was also discovered that there are links between the business model elements. Innovating one element caused the SMEs to innovate other business model elements. Innovation in the value proposition element of the business model resulted in a number of other elements being innovated as well. The reason why most of the SMEs innovated other elements was that they had innovated the value proposition. This created other opportunities for them, which is understandable given the systemic nature of business. The results of the 15 SMEs indicated that the SMEs that had innovated their business models experienced growth in revenue, which, in this study, is the indicator for the growth of the SMEs. The SMEs that did innovate their business models also experienced an increase in revenue, although this increase was smaller compared to the increase experienced by those SMEs that had innovated their business models. This means that revenue grows even if a business model is not innovated. These SMEs however, were found to have innovated certain elements of their business models incrementally. The change in the net profit for these SMEs was also considered. From the interviews, it was clear that 80 per cent of the SMEs that were considered to have not innovated their business models had experienced no changes in net profit. The rest of the SMEs interviewed, which were mostly SMEs that were considered to have innovated their business models, experienced an increase in net profit. This means that their increase in revenue was at a higher rate compared to the costs incurred by the businesses. Furthermore, regression analysis was done and the correlation coefficient (multiple R) is equal to 0.81, which is close to one. This means that 81 per cent of the variation in revenue changes is explained by the independent variable, which is business model innovation.

Thesis (MBA)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: With developed economies experiencing slow growth, multinational corporations (MNCs) in various industries are looking to tap into the enormous potential of emerging economies. By identifying emerging markets as future markets, MNCs can increase their market share and profits, and grow through a diversified strategy that focuses on unconventional markets and customers with unserved needs. However, MNCs entering these markets cannot succeed by simply transferring business models, products, and services developed for mature economies as the needs of the new consumers in emerging markets require innovative and non-traditional business models and approaches. The research question for this study is to investigate if and to what level MNCs have to adapt their business model when entering or expanding their operations to emerging markets. Therefore, research has been done on four MNCs across a diverse range of industries. For collecting data, the research made use of a qualitative case-study research approach and is based primarily on findings from four in-depth interviews with strategy or marketing experts from MNCs across industries. Further information was obtained through deep research on publicly available information about the company. The research aimed to identify similarities in the business model of successful pioneers and to analyse common principles that could be of use for other MNCs when planning to enter unknown emerging markets. The interviews were conducted personally, telephonically, and via email. In a next step, the interviews were transcribed and common themes were extracted and combined with findings from further research. For collecting and ordering the information, Osterwalder & Pigneur’s (2010) business model canvas was applied. Finally, the findings were grouped, formulated and compared to existing literature in order to identify similarities, common principles or differences for new output propositions. The primary finding of the research was that specific factors, such as the difference in market conditions and environments, as well as in consumer preferences and needs, strongly influence the design of business models. A key differentiating factor was the choice between keeping traditional business models with a focus on global and centralized systems, processes, brands and products or designing business models that are adjusted or innovated to meet local market conditions and consumer trends. Another key finding was that a balanced portfolio of brands is a critical factor of success in emerging markets. To reach different market segments in emerging markets, MNCs need to offer mainstream as well as premium brands, all based on a strong brand identity and brand values. The partnership with local business partners and key stakeholders was identified as fundamental to be able to react to local business environments. Furthermore, the integration of local suppliers and communities, as well as the adjustment of the value chain to the local environment, has been seen as a key factor to reduce costs while gaining acceptance and building close relationships with the local community. In order to overcome local challenges of institutional voids and lacking knowledge in emerging markets, the research has shown that a collaborative strategy with local partners is of high importance. The research showed that MNCs with global brands follow both approaches. While some MNCs maintain a traditional business model for all its markets, other MNCs design their business model based on standardized systems and processes to the local environment. In terms of the level of innovation, it can be said that none of the researched MNCs showed an extremely high level of innovation. Common principles and activities that could be identified in the business model design for emerging markets between all researched MNCs, are as follows: (1) balanced portfolio of strong brands, (2) strong partnerships with local key stakeholders, (3) loyal relationships with consumers, (4) an efficient and cost-effective value chain, and (5) collaborative partnerships or acquisitions as a critical market entry strategy.

Thesis (MBA)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: DRDGOLD is a mining company forming part of the declining South African gold industry. During the turn of the century, the opportunity to innovate the business model arose. Without proactive intent, DRDGOLD tapped into the opportunity and revised their business model with great success. The success is evident in the improvement of headline earnings from 2002 to 2012. To discuss the changes to the business model, the author conducted a literature review on business models and innovation. From the review, the author selected the Osterwalder Business Model Canvas as the most suitable framework to discuss the changes of the business model. The Osterwalder Business Model includes the business-centric approach and is thus favoured for this discussion. First, the business model was populated with the information to have a comprehensible business model, and secondly, the changes to the business model were identified. The information for the study was sourced from public company documentation, mainly annual reports, secondary sources like Datamonitor, and interviews with four members of the leadership team. The four interviewees were Niel Pretorius, chief executive officer (CEO), Kobus Dissel group financial manager, Charles Symons, chief operating officer (COO), and Craig Barnes, chief financial officer (CFO). The four members had a long-standing relationship with the company and were part of the change process that took place at the company. The period before the study made the business model innovation possible. Firstly, the long mining history around Johannesburg produced the mine dumps that formed the core resource of the operations. Secondly, the craze to buy anything that looks like gold during the end of the 1990s introduced DRDGOLD to the surface retreatment operations with the purchase of Crown. The environment of the operations started to change, not only the operating environment, but also the other stakeholders. The importance of the community grew, the dividend yield to the shareholder increased in importance, the engagement with the regulators changed to a proactive engagement, and the environment was managed for a long-term perspective. The risks and returns for DRDGOLD started to misalign. The risk of pursuing the underground operations further increased considerably and unintentionally drove the costs up. Within the context of South Africa, the returns of underground operations started to erode as unscheduled stoppages increased. These stoppages were caused by events outside the control of the company, for example power failures, seismic activities and labour unrest. DRDGOLD repositioned itself as a factory that has a high throughput in material on a 24/7-operation rooster. The yields are significantly lower than the underground operations, but the risk of the new setup is also reduced greatly. Seismic activity does not impact the operations anymore. The production time of the operations has increased with less unscheduled stoppages. DRDGOLD changed to have itself valued on the discounted cash flow (DCF) method. The company’s share price is now valued on the DCF method based on the operational revenues. This is contrary to the gold mining industry valuation of South African mines. These mines are mainly valued on the reserves statement multiplied by the commodity price. The share price of DRDGOLD is heavily leveraged on the spot price of gold and the exchange rate of the South African Rand (ZAR) to the United States Dollar (US$). Any movement in these two indicators will have a significant impact on the share price.

Thesis (MBA)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: The research found and understood that the ability of the case study organisation (company X) to understand sustainability issues and stakeholder interests lies in the firm‟s core purpose and strategy (i.e. the notion of incorporating sustainability into business decisions). The research also understood that at company X the three strategy propositions (value, profit, people) are achieved through the process of implementing the company‟s change initiatives for sustainability and in turn support the company to evolve towards a sustainable enterprise. The ability to make sustainability a fundamental aspect of its business decisions is what distinguishes company X such that it can successfully design, introduce and diffuse strategies, practices and cultural traits aligned with sustainable models The researcher further believes that change interventions or initiatives carried out at company X such as value delivery, workforce plan alignment and cash generation are expected to enhance responsibility and accountability of employees. At company X, individuals are informed and allowed a great deal of autonomy when it comes to generating ideas to tackle strategic initiatives. The sense of inclusiveness allows individuals in company X to change their identity and behaviour in line with ideal models of the sustainable enterprise.

Thesis (MBA)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: A sound strategic approach to the management of the Mine Technical Services (MTS) department at Styldrift is critical. There are numerous areas of influence that play a role in the success or failure of the department. All these influences have an impact on each other and these influences need to be carefully understood. Within the MTS department there are also several subdepartments that have to be staffed, equipped and managed very well in order to get the best interdependent relationship between departments as possible. It is only through this interdependent relationship that the department can function complementarily and excel in achieving its strategic goals. Mineral resources at a mine are managed through the services from the mine technical team. There are few strategic documents in the mineral resource management (MRM) field that provide a guideline to set up a department successfully. Departments throughout the country operate on different levels with different standards without the knowledge shared from the one section to the next. For the purpose of this assignment, some of the ground principles were investigated and documented to create a link between departments, mines and companies to enable the move towards operational excellence within the MTS. Through the application of relevant literature, research was conducted on the industry to determine best practices. The industry best practices are discussed and referenced to Styldrift Specific. The strategy and management philosophy were evaluated and are highlighted in this assignment. With the literature firmly understood and the required direction from the company placed in perspective, the strategy for the MTS department could be crafted to an extent that it can be executed. Each department was broken down to manageable elements to understand the functioning of the department. The fundamental OR requirements were evaluated and are stipulated in this paper. The MTS department was then dissected through the available theory to guide the process of crafting and executing the departmental strategy. The journey through to operational excellence and the fundamental guideline of crafting and executing a strategic plan for an MTS department to manage mineral resources become clearer as the chapters of the assignment are completed. The end goal of the project was to have a document that can guide staffing, equipping and management of the MTS department at Styldrift in order to ensure success for the project, mine and surrounding communities.