The purpose of the study is to determine the effectiveness of the interventions used by the South African Breweries (SAB) KickStart Programme to establish and grow entrepreneurial small businesses among young South Africans. South Africa has an extremely high unemployment rate, low economic growth and a dismal Total (early-stage) Entrepreneurial Activity (TEA). With regard to established businesses (older than three-and-a-half years), the GEM report of 2005 ranked South Africa the lowest of all the countries surveyed. The SAB KickStart Programme comprises five phases: an awareness campaign, recruitment and training, a business plan competition for grants, success enhancement and national awards. The following interventions form part of the programme: the General Enterprising Tendency (GET) test; two-week live-in business management training; funding and mentoring; and a national competition for prize money. At every stage, adjudication is based on business plans and presentations. The evaluation of the effectiveness of an existing entrepreneurship programme, the SAB KickStart Programme, has several advantages, in so far as it determines whether the programme does indeed attain its objectives, and could help to improve the structuring of such programmes for future use by other corporations in South Africa. The population for the study comprised all the participants of the SAB KickStart Programme, from 2001 to 2006. A questionnaire was developed and a response rate of 28.5% was realised. Analysis of variance (ANOVA) was applied to the turnover and percentage profit figures of respondents to investigate the significance of the type of SAB KickStart support afforded. The results were confirmed by the Bonferroni multiple comparison of means test. The deduction is that funding and mentoring, after training, adds value to the programme. Eighty per cent of the SAB KickStarters were still operating their initial businesses, which they owned when they started on the programme, while a further six per cent had started another business, hence a "failure" rate of only 14 per cent. Many other meaningful findings emerged. In conclusion, it can be said that the SAB KickStart Programme adds value and advances entrepreneurship, and could possibly be applied by other large institutions in South Africa In conclusion, it can be said that the SAB KickStart programme adds value and advances entrepreneurship, and can be elevated to other large institutions in South Africa. / Business Management / D.Comm. (Business Management)

Le XIXe siècle est en France celui de la bière : production et consommation annuelles passent en l’espace de cent ans de moins de trois à plus de quinze millions d’hectolitres. Profitant de sa position de carrefour commercial et de la qualité de ses eaux, Lyon occupe une place à part dans ce marché de masse en construction. Remettant en question l’hermétisme de supposées frontières alimentaires, la ville se démarque en effet dès les dernières années de l’Ancien Régime par un notable recours à la boisson houblonnée et la fabrication d’un produit aux qualités organoleptiques bien particulières qu’elle exporte en direction d’un large quart Sud-est du pays. Savamment entretenue, cette position originale fait de la cité rhodanienne l’un des principaux centres de production de bière français de la première moitié du siècle. La donne change à compter du Second Empire. Aux évolutions des modes et pratiques alimentaires à l’égard des alcools s’ajoutent décloisonnement des marchés et avancées technologiques affectant de manière irrémédiable l’activité. Le secteur brassicole régional, très largement lyonnais, passe ainsi en quelques décennies d’une structure artisanale voyant coexister une myriade de petits établissements employant quelques individus et produisant chacun annuellement quelques centaines d’hectolitres à une dimension industrielle où un nombre réduit de grandes usines concentrent main-d’œuvre, capitaux et parts de marché. L’encadrement réglementaire lui-même, qu’il s’agisse de législation professionnelle ou de régulation de l’insalubrité, et les politiques fiscales, à l’échelle de la ville comme du pays, participent à cette transition. Alors que la redéfinition des logiques urbaines et commerciales impacte directement les pratiques des brasseurs en les forçant à revoir leurs procédés de fabrication et leurs stratégies de formation, d’approvisionnement et de vente, c’est la progressive structuration d’une filière de la bière qui apparaît en filigrane. Il faut néanmoins se garder de voir ces entrepreneurs comme de simples victimes de mouvements qui leur échappent : plus que spectateurs d’une révolution protéiforme, ils s’en font les acteurs. L’étude prosopographique de 337 parcours considérés dans leurs dimensions individuelles et collectives atteste de la pluralité des destins : quand le modèle de la petite entreprise permet aux artisans les plus audacieux, qu’ils viennent d’un ailleurs professionnel ou géographique (sont notamment mises à jour les origines germaniques et alsaciennes de nombre d’entre eux), de valoriser leur travail et de satisfaire leurs ambitions, celui de l’industrie fait d’une poignée seulement de véritables brasseurs d’affaires. Ce seront les seuls à survivre, la plupart de leurs collègues et concurrents payant à terme les effets conjoints de la conjoncture économique, de la rationalisation du marché et des tragédies familiales. À l’orée du premier conflit mondial, seules six brasseries sont encore opérationnelles : ayant démontré sa précoce capacité d’adaptation en modifiant sa structure afin de donner aux établissements subsistants les moyens d’assimiler la modernisation productiviste, le monde brassicole rhodanien fait figure d’exception parmi les activités pré-industrielles, a fortiori parmi celles relevant du secteur agroalimentaire. / In France, the nineteenth century is the age of beer: in a hundred years, annual production and consumption grow from less than three to more than fifteen million hectolitres. Thanks to its advantageous commercial position and the quality of its waters, Lyon occupies a unique place in this developing mass-market. Calling presumed alimentary boundaries into question, the city distinguishes itself as soon as the end of the Ancien Régime through a wide use of the hoppy beverage and the making of a product with specific organoleptic qualities being exported to the southeast quarter of the country. Skilfully maintained, this original situation turns Lyon into one of the main French beer production centres of the first half of the century. Things change with the advent of the Second Empire. New drinking trends and habits, birth of a European then worldwide consumption market and substantial scientific and technical improvements combine themselves to change the activity into a definite way. Thus, the Rhône brewing sector, leaded by Lyon’s breweries and initially made of numerous and small short-lived handcraft production units selling locally only, becomes in a few decades an industry operating towards foreign markets and formed by a handful of big factories gathering workforce, capitals and market share. Regulatory framework itself (professional legislation or insalubrity control) and fiscal politics on national and municipal scales contribute also to the transition. Since they have to adapt their manufacturing and formation processes, as well as supplying and selling strategies, the redefinition of urban and commercial logics has a direct impact on brewers’ practices: in a wider sense, it is the organization of the beer sector which progressively reveals itself. However, it would be untrue to see these businessmen as powerless victims of an uncontrolled process. More than spectators, they are actors of a protean revolution. The prosopographical study of 337 careers considered in their individual and collective dimensions prove the plurality of fortunes: while the model of the small business allows audacious craftsmen whatever their professional and geographical origins (many of them come from Alsace and Germany) to succeed by highlighting their work and satisfying their ambitions, the industrial model is more selective. In the medium term, only a few businessmen will survive, their smaller colleagues and competitors suffering the joint effects of economic conjuncture, market rationalization and family tragedies. At the edge of World War One, six breweries are still in operation: having proven its early adaptation ability by modifying its structure in order to assimilate the productivist modernization, the Rhône brewing sector can be considered as an exception among the pre-industrial activities, a fortiori among those from the food-processing sector.

Abstracts in English, Zulu and Southern Sotho / Integrated marketing communication (IMC) is widely regarded as an appropriate paradigm for the marketing and marketing communication programmes of many companies. However, most literature argues that IMC is far from being a well-established concept given its evolving state. One of the problems in its evolution is understanding how firms should design and execute IMC. This problem is corroborated by the attentiveness of studies to limited sectors and their concentration to a very limited research setting. Lack of integration of IMC research with the Nordic School research tradition and theoretical frameworks enhance the problem further. By addressing these issues, this study strives to understand the integration of marketing communications in the Ethiopian beer market. Utilising the interpretivist research paradigm, qualitative data collection methods such as focus group discussions and in-depth interviews with customers and the firm were undertaken. This methodology aimed to identify their perceptions regarding brand contacts and their integration based on the components and theory of IMC and the Nordic School. The key findings of this work are described in a model of customer integrated marketing communications (CIMC) that is derived from the empirical study. The model highlights planned, product, service, and unplanned brand contacts-in-use that originate from Habesha Breweries – the reviewed company – and the competitors, society, other customers, and physiological needs which influence its customers’ purchasing decisions. Extending from this are the other key findings on the planned, product and service brand contacts-in-use in the similarly derived model of firm integrated marketing communications (FIMC). The critical comparison of CIMC and FIMC in the brand contacts-in-use matrix reveals brand contacts-in-use where customers and the firm are ‘active – active’, ‘active – passive’, ‘passive – active’ or ‘passive – passive’. This informs strategic integration of marketing communication (SIMC) in its various contexts. The systematic integration of IMC with the Nordic School’s research tradition is the methodological contribution of this study. New insights are generated relating to physiological needs brand contacts-in-use such as social and non-social hedonic needs and sources of influence such as religious, political or cultural leaders or sport groups, and the incorporation of brand contacts-in-use that originate with competitors. These and the uniquely emerged concepts of brand origins-in-use, brand contacts-in-use, and integration-in-use offer new constructs for IMC. The practical contribution of this study lies in the application of IMC in the narrow sphere of the Ethiopian brewing industry, but more broadly, in applications across industries and geographical regions. In sum, the study offers methodological, theoretical, and practical contributions to the evolution of IMC and the broader discipline of marketing communications. / Ukuxhumana okuhlanganisiwe kokumaketha (UOM) kuthathwa kabanzi njengenguquko efanelekile ongumbandela wokumaketha kanye nezinhlelo zokuxhumana zokumaketha zezinkampani eziningi. Kodwa-ke, iningi lemibhalo lithi UOM ikude nokuba ngumqondo osungulwe kahle unikezwe isimo sawo sokuguquka. Enye yezinkinga ekuveleni kwezinye izinto ezintsha kwezinye ukuqonda ukuthi amafemu kufanele aklame futhi enze kanjani UOM. Le nkinga iqinisekiswa ukunakwa kwezifundo emikhakheni elinganiselwe futhi igxile esimweni sokucwaninga esilinganiselwe kakhulu. Inkinga yandiswa ukungabi bikho kokuhlanganiswa kocwaningo lo-UOM nesiko lokucwaninga leNordic School kanye nezinhlaka zethiyori. Ngokuxazulula lezi zinkinga, lolu cwaningo luzama ukuqonda ukuhlanganiswa kokuxhumana kokumaketha emakethe kabhiya yaseTopiya. Ukusetshenziswa kwepharadimu yocwaningo lomhumushi, izindlela zokuqoqwa kwedatha ezisezingeni elifanele njengenhlolokhono yamaqembu ejulile kanye nezingxoxo ezijulile namakhasimende kanye nefemu zenziwa. Le ndlela yayihlose ukukhomba imiqondo yabo maqondana noxhumano yomkhiqizo nokuhlanganiswa kwawo ngokususelwa ezingxenyeni nakuyithiyori UOM neNordic School. Okutholakele okubalulekile kulomsebenzi kuchazwe kuyimodeli yamakhasimende yezokuxhumana kwezentengiselwano ezihlanganisiwe (MXZ) ezisuselwa ocwaningweni lwezobuciko. Le modeli igqamisa okuhleliwe, umkhiqizo, insizakalo nokuxhumana komkhiqizo okungahleliwe okususelwa eHabesha Breweries - inkampani ebukeziwe - nabancintisana nabo, umphakathi, amanye amakhasimende, kanye nezidingo zomzimba ezithonya izinqumo zokuthenga zamakhasimende ayo. Ukwengeza kulokhu okunye okutholakele okubalulekile koxhumana nabo bohlobo lomkhiqizo ohlelekile, okusetshenziswayo kuyimodeli etholwe ngokufanayo yokuxhumana ngezimakethe kwefemu okuqinile okuhlanganisiwe kwezentengiso (FOHK). Ukuqhathanisa okubucayi kuyi MXZ ne-FOHK kumatriksi yokuxhumana kokusetshenziswayo okuveza ukuxhumana nabo abasebenza lapho amakhasimende kanye nefemu "bayasebenza - bakhuthele", "beyasebenza - bangenzi lutho", "bengaxakekile - besebenza" noma "besebenza - besebenza kahle”. Lokhu kwazisa ukuhlanganiswa kwamasu wokuxhumana kwezentengiso ezimeni ezahlukahlukene. Igalelo lezindlela zalolu cwaningo ukuhlanganiswa okuhlelekile kwe-OUM nesiko lokucwaninga leNordic School. Imininingwane emisha enziwayo iphathelene nezidingo zomzimba, njengezidingo zomphakathi nezingezona ezenhlalo, kanye nemithombo yethonya, njengabaholi bezenkolo, bezombusazwe noma bezamasiko noma amaqembu ezemidlalo, kanye nokufakwa koxhumana nabo bohlobo lokusetshenziswa okuvela kubancintisana nabo. Le mibono naleyo evela ngokukhethekile yemvelaphi yokusetshenziswa komkhiqizo ethile, ukuxhumana nokusetshenziswa kwemikhiqizo ethile, nokusetshenziswa kokuhlanganisiwe okuthile kwethula ukwakhiwa okusha kuyi- UOM. Umthelela osebenzayo walolu cwaningo usekusetshenzisweni kwe-UOM emkhakheni omncane wokwenza utshwala waseTopiya, kepha ngokubanzi, kuzicelo ezimbonini nasezifundeni zomhlaba. Ngamafuphi, lolu cwaningo lwethula izindlela, ithiyori, kanye negalelo elikhona ekuguqulweni ko-UOM kanye nendlela ebanzi yokuxhumana kwezokumaketha noma ezentengiselwano. / Puisano e kopaneng ya kgwebo (IMC) e nkuwa hohle e le mohlala o loketseng bakeng sa mananeo a kgwebo le puisano ya kgwebo ya dikhamphani tse ngata. Leha ho le jwalo, dingodilweng tse ngata di hlahisa taba ya hore IMC e hole le ho ba mohopolo o thehilweng hantle ho latela maemo a yona a fetohang. Bo bong ba mathata a ho iphetola ha yona ke ho utlwisisa hore na difeme di lokela ho rala le ho kenya IMC tshebetsong jwang. Bothata bona bo netefatswa ke ho ela hloko dithuto makaleng a fokolang le ho tsepamisa mohopolo maemong a fokolang haholo a dipatlisiso. Bothata bo eketswa ke kgaello ya kopano ya dipatlisiso tsa IMC le moetlo wa dipatlisiso wa Sekolo sa Nordic le meralo ya ditheori. Ka ho sebetsana le mathata ana, phuputso ena e leka ka matla ho utlwisisa kopano ya dikhokahano tsa kgwebo mmarakeng wa biri wa Ethiopia. Ka ho sebedisa mohlala wa dipatlisiso wa botoloki, mekgwa ya boleng ya pokello ya lesedi jwalo ka dipuisano tsa sehlopha tse tsepamisitsweng le dipuisano tse tebileng le bareki le feme di ile tsa etswa. Mokgwa ona o ikemiseditse ho kgetholla maikutlo a tsona mabapi le mabitso a matshwao le kopano ya ona ho ipapisitswe le dikarolo le theori ya IMC le Sekolo sa Nordic. Diphetho tsa mantlha tsa mosebetsi ona di hlalositswe mohlaleng wa dipuisano tsa mebaraka e kopaneng ya bareki (CIMC) o fumanweng phuputsong ya nnete. Mohlala ona o totobatsa merero e rerilweng, sehlahiswa, tshebeletso le mabitso a letshwao a sa rerwang a sebediswang a tswang Femeng ya Thitelo ya Habesha - khamphani e hlahlojwang - le bahlodisani, setjhaba, bareki ba bang, le ditlhoko tsa mmele le ditsamaiso tsohle tsa ona tse susumetsang diqeto tsa bareki tsa ho reka. Ho tswa ho sena ke diphetho tse ding tsa bohlokwa ho merero e rerilweng, sehlahiswa, tshebeletso le mabitso a letshwao a sebediswang ka mokgwa o tshwanang o nkilweng wa dipuisano tsa mebaraka e kopaneng ya feme (FIMC). Papiso ya bohlokwa ya CIMC le FIMC ho mofuta wa mabitso a letswaho a sebediswang e senola mabitso a letshwao a sebediswang moo bareki le feme " ba sebetsang" - "ba sebetsang" - "ba sebetsang – ba sa sebetseng" , “ba sa sebetseng – ba sebetsang” kapa "ba sa sebetseng – ba sa sebetseng”. Sena se kgetholla kopano e hlophisitsweng ya puisano ya kgwebo (SIMC) maemong a yona a fapaneng. Tlatsetso ya mekgwa ya phuputso ena ke kopano e hlophisitsweng ya IMC le moetlo wa dipatlisiso wa Sekolo sa Nordic. Ditemohisiso tse ntjha dia hlahiswa tse amanang le ditlhoko tsa mmele le ditsamaiso tsohle tsa ona, jwalo ka ditlhoko tsa phedisano le tseo eseng tsa phedisano tse amanang le maikutlo a ho ithabisa, mehlodi ya tshusumetso, jwalo ka baetapele ba bodumedi, dipolotiki kapa setso kapa dihlopha tsa dipapadi, le ho kenyelletswa ha mabitso a letshwao le sebediswang a tswang ho bahlodisani. Tsena le mehopolo e ikgethang e hlahileng ya ditshimoloho tsa letshwao tse sebediswang, mabitso a letshwao a sebediswang, le kopano e sebediswang di fana ka mehopolo e metjha bakeng sa IMC. Tlatsetso e sebetsang ya phuputso ena e itshetlehile tshebedisong ya IMC karolong e patisaneng ya indasteri ya ho ritela ya Ethiopia, empa ka ho pharaletseng, ditshebedisong ho pholletsa le diindasteri le dibaka. Ka kakaretso, phuputso e fana ka ditlatsetso tsa mekgwa, theori le tshebetso ho ntshetsopele ya IMC le lekala le tsebo le pharalletseng la dipuisano tsa kgwebo. / Communication Science / D. Phil. (Communication Science)

The graduation thesis deals with the use of logistics in the brewery Pivovar Protivín a. s. The paper presents a view of the current situation of Czech breweries in the Czech Republic as well as in the world. It maps the trends of recent years in the brewing industry and shows how Czech breweries have faced up the economic crisis. The results of Pivovar Protivín are presented and compared with the results of Svijany brewery. The distribution of Protivín brewery products is analyzed. Based on the analysis, the time frame of beer delivery to customers is made. Further on, the questions of the packaging management in Protivín brewery are dealt with. Breweries are specific for complex and expensive reverse logistics of returnable packaging. The question whether producing beer in PET bottles would be appropriate for Protivín brewery is studied. Determining the level of services provided for brewery customers is examined. According to the results presented here, the greatest demands on services provided by breweries appeared to be those by the customers in gastronomy sphere. Based on the questionnaire investigation, the standards in providing brewing services were set together. Finally, I suggested possible improvements that should lead to cost savings, greater flexibility of operations and competitive advantages for the Protivín brewery as well as for the whole K Brewery Group.