The objectives of this research, were to investigate the characteristics and develop a profile of the game and hunting industries of KwaZulu-Natal, and to undertake a comparison between the game and hunting industries in KwaZulu-Natal and the Eastern Cape. The comparative part of this study was completed using results obtained from a study done in 2002 in the Eastern Cape (van Niekerk, 2002). The main farming activities in KwaZulu-Natal are large livestock production and sugar cane production. In recent years, private landowners in KwaZulu-Natal have undergone a transition from livestock production to game ranching due to the problems faced and the cost implications of the HIV epidemic, stock theft, difficulties faced with changes in the labour laws and the increasing number of land claims against farmers. Although the game and hunting industries are relatively young industries in KwaZulu-Natal they contribute significantly to the economy of the province. Not only is greater conservation of the biodiversity more effective in game ranching but it is also proving to yield great economic returns. The increase in game ranching in recent years is namely due to the monetary value placed on wildlife, the increased value in ecotourism and its value as an earner of foreign exchange, less dependency on unskilled labour than that of livestock farming and lower rates of animal loss through theft compared to that of livestock farming. In KwaZulu-Natal game numbers indicate that impala have the greatest population amongst the respondents, followed by nyala, blesbok, common reedbuck, kudu and blue wildebeest, whilst other game species occur in smaller numbers. Respondents in KwaZulu-Natal indicate that nyala is the largest economic earner for them followed by buffalo, whereas in the Eastern Cape (2002), kudu and springbok provide the greatest income for the province. In KwaZulu-Natal income generated from hunting is second to that of live game sales compared to the Eastern Cape (2002) where hunting is the most important form of game utilisation in terms of income generated. At the time of this study, respondents in KwaZulu-Natal reported an income of R 15 382 397 generated from live sales and R 13 561 459 from hunting. These respondents also indicated that the total value of game utilised annually was in excess of R 30 million. Although game utilisation is occurring on a sustainable basis, there is room for greater utilisation of some game species which, if undertaken correctly, can increase the revenue for the province significantly and also contribute positively to further sustainability of the game populations. KwaZulu-Natal’s competitive advantage is derived from the fact that there is an abundance of game on the ranches, quality trophy animals are available, the number of game species available for hunting and quality of service rendered to hunters by the professional hunters and ranch owners. This study has clearly shown that there is a need for further investigation into the game and hunting industries in KwaZulu-Natal.

Game ranch owners are spoilt by the high prices overseas hunters are prepared to pay, and tend to forget that in the long term it is the local market that may ensure the survival of the game industry. More effort should therefore be put into marketing hunting opportunities for the local hunter. This research focused on analysing the typical building blocks of marketing strategy applicable to service organizations. This was done to determine and evaluate the building blocks of marketing strategy applicable to game ranches in the Eastern Cape Province who are targeting local biltong hunters. A literature review was conducted to determine the ideal building blocks of marketing strategy for service organizations such as game ranches. Thereafter, a survey was conducted by means of a questionnaire to determine the ranchers' perceptions of marketing and evaluate their marketing strategies. Most of the respondents: had a fair idea of what marketing entails; were unaware of the thread that links customer expectations, satisfaction and loyalty; realized the importance of relationship marketing with external markets, but not with internal markets; perceived direct competition as their biggest threat, while other travel opportunities were seen as the most important substitute for hunting; mainly positioned themselves based on the features the ranch offered, and believed that the standard of service delivery and physical features of the ranch (the nature of the offering) were their important competitive advantages. The study proposes that the framework of building blocks of marketing strategy, designed by the researcher be used as a tool with which marketing strategies for game ranches in the Eastern Cape Province targeting local biltong hunters could be developed. Additional research on topics such as advertising and the various market opportunity strategies of diversification and product development, could lead to improvement and modification of this framework, making it an even more powerful tool in developing marketing strategies.

The diversity of wildlife resources and the highly-developed trophy hunting and game ranching industry make South Africa a sought-after destination for travelling hunters. Significant economic, social and ecological benefits result from the annual visits of 16 000 hunters. These benefits, in turn, accelerate industry competition. To maintain or increase the clientele base, hunting providers should continue to manage and improve their clients’ safari experiences. This research investigated visiting hunters’ South African safari experiences by measuring their perceptions of service quality, satisfaction and behavioural intention. The results of the research could assist hunting providers in identifying areas where service expectations are not met and understanding the impact of service quality and satisfaction on clients’ loyalty. The literature study contextualised the South African trophy hunting industry within the tourism environment, the realms of wildlife tourism, and the characteristics of hunting tourism. An overview of tourism services, service quality, customer satisfaction, and behavioural intention was also provided. The resulting conceptual model hypothesised relationships among the safari experience variables (service quality, satisfaction and behavioural intention). ii The empirical data were collected by means of a mail survey, using a self-administered questionnaire distributed to 2 000 foreign hunters who had participated in a South African hunting safari at least once between 2003 and 2007. Two hundred and thirty six completed questionnaires were returned, giving a response rate of 13.2%. The majority of the hunters were male, aged between 40 and 60 years, and from the United States of America and Europe. Hunters perceived the level of service quality delivery by hunting providers to be relatively high and were generally satisfied with their South African safaris. As a result, they were willing to return for another hunting experience and were very likely to speak positively about their experiences. By performing exploratory and confirmatory factor analyses, a three-factor (augmented services, core services and supporting services) service quality construct was identified and confirmed. Multiple regression analyses found that core services was the strongest predictor of overall satisfaction; overall satisfaction was significantly related to revisit intention; and revisit intention significantly predicted word-of-mouth intention. An empirical model was accordingly constructed to replace the original conceptual model. iii It is recommended that South African hunting safari providers should: {u10007A} use the suggested measuring instrument to monitor their performance of service quality delivery on a regular basis; {u10007A} train their employees to ensure that they are knowledgeable and well prepared for field guidance and to promote ethical hunting practices; {u10007A} ensure an abundance of game and a wilderness atmosphere in the hunting area; {u10007A} conduct focus group studies to further understand the factors that shape clients’ perceptions of the safari experience; and {u10007A} invest in developing long-term relationships with existing clients.