Thesis (MComm)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: One of the biggest problems facing businesses in the future will be the conservation of the environment. The purpose of this study is to determine how a company can implement a socially responsible ecological strategy successfully, and more specific the companies listed on the Johannesburg Stock Exchange. The study consists of two sections, namely an in-depth theoretical literature study into the implementation of a socially responsible ecological strategy and secondly an empirical study on the implementation of such a strategy. The focus is on the different stages in the strategic implementation process, namely the formulation and planning phases, the implementation phase and the exercising of control over the implementation process. An attempt is made to bring the strategy implementation process into relation with the implementation of a socially responsible ecological strategy which will ensure the successful implementation of the strategy. Aspects surrounding the environmental issues were also integrated in this study, namely green activism in South Africa, current legislation and the influence of the green consumer on the welfare of companies. The results indicated that almost two thirds (66,67 %) of the companies in this study are following a socially responsible ecological strategy. These companies who do follow a socially responsible ecological strategy are also more strategic orientated than companies who do not follow a socially responsible ecological strategy. Companies are well aware of the influence that the green consumer can have on their businesses, but green activism has not yet gathered momentum in South Africa to put companies under pressure ensuring to follow a socially responsible ecological strategy. / AFRIKAANSE OPSOMMING: Die bewaring van die omgewing is een van die grootste aktuele vraagstukke van die toekoms wat ondernemings in die gesig staar. Die doel van hierdie studie is om te bepaal hoe 'n sosiaal verantwoordelike ekologiese strategie suksesvol geïmplementeer kan word, met spesifieke verwysing na maatskappye genoteer op die Johannesburgse Aandelebeurs. Die studie bestaan uit twee gedeeltes, naamlik 'n indiepte teoretiese literatuurstudie na die implementering van 'n sosiaal verantwoordelike ekologiese strategie en tweedens 'n empiriese ondersoek na die implementering van sodanige strategie. Daar word gefokus op die verskillende stadia in die strategiese implementeringsproses, naamlik die formulerings- en beplanningsfase, die implementeringsfase en die uitoefening van doeltreffende beheer oor die implementeringsproses. Verder word gepoog om die strategie implementeringsproses in verband te bring met die implementering van 'n sosiaal verantwoordelike ekologiese strategie wat die suksesvolle implementering van die strategie sal verseker. Ondersoek is ook ingestel na faktore rondom die omgewingskwessie, naamlik groen aktivisme in Suid-Afrika, huidige wetgewing en die invloed van die groen verbruiker op die welvaart van die onderneming. Die resultate toon dat feitlik twee derdes (66,67 %) van die ondernemings in hierdie studie wel 'n sosiaal verantwoordelike ekologiese strategie volg. Hierdie ondernemings wat 'n sosiaal verantwoordelike ekologiese strategie volg is ook meer strategies georiënteerd as ondernemings wat nie 'n sosiaal verantwoordelike ekologiese strategie volg nie. Ondernemings besef die invloed van die groen verbruiker op die welvaart van hulondernemings, maar groen aktivisme het nog nie inslag gevind in Suid-Afrika om ondernemings onder druk te plaas om 'n sosiaal verantwoordelike ekologiese strategie te volg nie.

Thesis (MComm)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: It is generally accepted that profitable relationships with customers are increasingly important in determining the long-term success of the modem enterprise. Customer relationship management (CRM) is widely considered as an appropriate methodology for building strong and mutually beneficial relationships with customers and, therefore, the study established the definition and scope of CRM. Customer knowledge could be considered a cornerstone of any CRM strategy and the ability of the enterprise to create and leverage customer knowledge is viewed as a source of competitive advantage. The study aimed at establishing clarity on the methodologies and approaches to the organizational knowledge creation process. Finally, the integration of knowledge creation and leverage processes into the CRM strategy was considered. Scrutiny of the available literature revealed a comprehensive description of the concept of CRM. The various models of CRM presented in the study clearly illustrated the different focus areas and components of CRM. The most prominent characteristics of a CRM strategy were found to be an emphasis on strategy, the networking of key stakeholders, customer intimacy and the use of appropriate technology. The approaches to the creation of organizational knowledge were analysed and it was found that the conversion between tacit and explicit knowledge is key to the creation of organizational knowledge. The generally accepted principles for the leverage of knowledge were adapted for possible incorporation into a CRM strategy. The salient conclusion of this study was that a knowledge creation process could be used to build the enterprise's stock of customer knowledge. It was found that the principles of knowledge leverage could be applied to the customer knowledge base in order to build lasting and profitable customer relationships. Recommendations were offered for the improved leverage of a CRM strategy through the integration of knowledge creation, knowledge leverage and CRM methodologies and principles. Finally, suggestions were made for further academic research on the anatomy and implementation of CRM. / AFRIKAANSE OPSOMMING: Dit word algemeen aanvaar dat kliente verhoudingsbestuur 'n toenemende rol sal speel in die lang termyn sukses van die moderne onderneming. Kliente verhoudingsbestuur word wyd erken as 'n gepasde metodologie om sterk en wedersyds voordelige verhoudinge met kliente te bewerkstellig. Die studie het ten doel gehad om die definisie en omvang van kliente verhoudingsbestuur te bepaal. Kliente kennis is 'n hoeksteen van enige kliente verhoudingsbestuur strategie en die onderneming se vermoeë om kliente kennis te skep en te benut word gesien as 'n bron van kompeterende voordeel. Die studie het gepoog om duidelikheid te verkry oor die metodologieë en benaderings wat gevolg kan word in die ondernemingskennis skeppingsproses. Ten slotte is die oorvleueling tussen die kennis skeppingsproses en die kliente verhoudingsbestuur strategie ondersoek. Gebasseer op die studie van die relevante literatuur is 'n omvattende definisie van kliente verhoudingsbetuur blootgelê. Die onderskeie modelle van kliente verhoudingsbestuur wat ondersoek is in die studie, het die fokus en verskeie komponente van kliente verhoudingsbestuur uitgelig. Die mees prominente karakter eienskappe van die kliente verhoudingsbestuur strategie is aangedui as die fokus op ondernemings strategie, netwerke van belangegroepe, kliente intimiteit en die gebruik van toepaslike inligtingstegnologie. 'n Analise van die benaderings tot kenniskepping in die onderneming het uitgelig dat die oorgang van ontasbare kennis na tasbare kennis die kern uitmaak van ondernemingskennis skepping. Die algemeen aanvaarde beginsels tot die benutting van kennis is daarna aangepas vir die moontlike gebruik in die kliente verhoudingsbestuur strategie. Die belangrikste gevolgtrekking van hierdie studie was dat 'n kennis skeppingsproses gebruik kan word om die onderneming se kliente kennis uit te brei. Daar is ook gevind dat die beginsels van kennis benutting toegepas kan word op bestaande kliente kennis ten einde langtermyn winsgewende verhoudings met kliente te bewerkstellig. Aanbevelings is gemaak vir die verbeterde benutting van die kliente verhoudingsbestuur strategie deur middel van die integrasie van kennis skepping, kennis benutting en kliente verhoudingsbestuur metodologieë en -beginsels. Ten slotte is voorstelle gemaak vir verdere akademiese studies aangaande die struktuur en implementering van kliente vehoudingsbestuur.

Thesis (MBA)--Stellenbosch University, 2000. / Some digitised pages may appear cut off due to the condition of the original hard copy. / ENGLISH ABSTRACT: The NewCo Medical company (NewCo ) is a simulated manufacturing and marketing company. It manufactures plastic utility goods in the health and baby-care industries, and proceeds to market these goods globally. NewCo intends to raise money in order to fund its operations and marketing drive, since it is poised for huge and imminent growth. The business simulation intends to demonstrate the value and effectiveness of the business plan, and to encourage the reader to investigate the issues that pertain to the successful operation of a business, beyond its description in the business pIan. The reader is invited to analyse the business pIan and its proposed strategies, bearing in mind that the pIan has been developed and presented with a potential investor in mind. This exercise should create an awareness of the importance of a due diligence to be performed before any investment decision can be made. / AFRIKAANSE OPSOMMING: geen

Thesis (MComm)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: In light of the rising recognition that strategic management, especially in uncertain fastchanging environments, needs to be robust beyond time and space, this study has the objective to re-conceptualize the term "organizational fitness". Due to the preliminary and isolated nature of existing organizational fitness models, the decision was made to incorporate the considerable knowledge base of "dynamic capabilities" and "complexity thinking". The critical criteria for choosing these strategic management approaches were seen in their appreciation of change as a natural principle of life within the larger context of this currently fast evolving world. The study aims at establishing a sound understanding of the reference point, i.e. organizational fitness, as well as its hypothetical conceptual means, i.e. dynamic capabilities and complexity thinking. Furthermore, the relational aspects of these concepts were elaborated and converged into a synthesis of what could emerge to become a comprehensive and persistent approach towards organizational fitness and strategic management per se. In respect to the complexity of the chosen concepts, a sequential method of incorporation was adopted. In reviewing and analyzing existing literature on organizational fitness, a possible definition and a general anatomy for organizational fitness could be established. Subsequently, the components and rationale of dynamic capabilities were critically delineated. The insights derived were then inserted in a preliminary fitness model. Hereafter, complexity thinking was investigated and related to the dynamic capabilities framework. Motivated by the complementary nature of these concepts, two emerging techniques of complexity thinking were delineated, viz. the co-evolutionary space and fitness landscapes, with the aim of deepening as well as extending the earlier preliminary concept. This logical yet theoretical and normature study presents clear pointers concerning strategic enterprise robustness with which organizational fitness could be approached in the specific realm of this conceptual frame. In respect of its hypothetical and preliminary nature, the conclusions reached should be seen in their proper perspective. Moreover, further basic and applied research is seen as crucial to substantiate the conclusions and recommendations of this study. / AFRIKAANSE OPSOMMING: In lig van die toenemende besef dat strategiese bestuur, veral in toestande van vinnige verandering, dinamies en robuust moet wees onbegrens deur die konsepte van tyd en spasie, het hierdie studie die doelstelling om die begrip van organisatoriese fiksheid te herkonseptualiseer. Op grond van die voorlopige en geïsoleerde aard van huidige organisatoriese fiksheidsmodelle, is besluit om die nuwer strategiese bestuursbenaderinge van 'dinamiese vermoëns' en 'kompleksiteitsdenke' in die omvang van die studie te inkorporeer. Die kriteria vir die keuse van insluiting van die voorgenoemde strategiese benaderinge was hul toenemende potensiaal as onderliggende teorieë vir die verduideliking van verandering in die konteks van die toenemend snelle veranderende wereld. Die studie beoog om 'n deeglik-gefundeerde basis en vertrekpunt daar te stel, d.w.s. dinamiese vermoëns beskou as deel van kompleksiteitsdenke. Die interaktiewe en verhoudingsaspekte van die twee konsepte is intensief ontleed en 'n konvergensie is nagestreef ten einde 'n sintese van benadering daar te stel, wat die konsep van organisatoriese fiksheid en gepaardgaande strategiese bestuursimplikasies aandui. In die uitvoering van die ondersoek van kompleksiteitsteorie is 'n sekwensiële wyse van ondersoek gekies. Omvattende ontleding van bestaande internasionale literatuur het 'n voorlopige definisie en anatomiese dimensies van die konsep van organisatoriese fiksheid opgelewer. Daarna is die komponente en rasionaal van dinamiese vermoëns krities ontleed. Die resulterende insigte is voorts in die konsep van organisatoriese fiksheid geïnkorporeer. 'n Verdere stap was ontleding en relevansie-passing van kompleksiteitsdenke in verband tot dinamiese vermoëns. Twee ontluikende tegnieke van kompleksiteitsdenke is afgebaken, naamlik ko-evoluerende spasie en fiksheidslandskappe, met die doeI om die voorlopige konsep van organisatoriese fiksheid te verdiep en te verbreed. Hierdie logiese, teoretiese en normatiewe studie voorsien duidelike aanduidinge t.o.v. strategiese ondernemings-robuustheid, waarmee die konsep van organisatoriese fiksheid toepaslik benader kan word. In die lig van die hipotetiese en voorlopige aard van die studie, moet die gevolgtrekkings van die studie in sy begrensde konteks beskou word. Verder basiese en toegepaste navorsing word as noodsaaklik geag ten einde die gevolgtrekkings en aanbevelings van die studie te substansieer.

Study project (MBA)--University of Stellenbosch, 2002. / ENGLISH ABSTRACT: No effective programmed extension exists in the South African pome fruit industry. There is a lack of farmer response and involvement, a lack of coordinated dissemination of information and no systematic and scientific approach in the development of extension programmes for the industry. Particularly important is the lack of a systematic conceptualisation of problems and specifically the lack of identification of the most direct determinants of behaviour (the psychological field forces) and a lack of the systematic addressing of these human constraints. DOvel's revised extension programme model was used as basis for this study. It included the identification, prioritisation, conceptualisation and determination of perceived problems that need to be addressed in the extension programmes. The most important identified problems that needs attention in an extension programme are producers' knowledge relating to all aspects of strategic planning (ie knowledge of basic principles, what is attainable, the advantages and disadvantages and the practical implementation), knowledge relating to the practical implementation of irrigation, bitter pit control and practices to increase fruit size, and knowledge that relates to basic principles of marketing. / AFRIKAANSE OPSOMMING: Geen doelgerigte geprogrammeerde voorligting bestaan vir die Suid-Afrikaanse kernvrugindustrie nie. Daar is 'n tekort aan produsentebetrokkenheid, 'n tekort aan gekoordineerde verspreiding van inligting en daar is geen sistematiese en wetenskaplike benadering in die ontwikkeling van voorligtingsprogramme vir die industrie nie. Besonder belangrik is die afwesigheid van 'n sistematiese konseptualisering van probleme en meer spesifiek die tekort aan die identifisering van die meer direkte determinante van gedrag (die psigiese veldkragte) en die aanspreek van hierdie menslike beperkings. DOvel se hersiene model vir geprogrameerede voorligting het as basis gedien vir die studie. Die studie het ingesluit die identifisering, prioritisering, konseptualisering en bepaling van produsente se persepsie van aangespreek behoort te word. probleme wat binne voorligtingsprogramme Die belangrikste probleme wat in die studie geïdentifiseer is wat aandag moet geniet in voorligtingsprogramme is die produsente se kennis van alle aspekte van strategiese beplanning (kennis van basiese beginsels, kennis wat betrekking het op wat bereikbaar is met strategiese beplanning, die voor- en nadele daarvan asook die praktiese implementering van strategiese beplanning), kennis wat betrekking het op die praktiese implementering van besproeiing, bitterpit beheer en die verbetering van vruggroote asook die kennis wat betrekking het op die basiese beginsels van bemarking.

Thesis (MComm)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: Given the increased uncertainty and unpredictability prevalent in the business environment, there is heightened pressure for organizations to become radically innovative and to constantly reinvent themselves, and ultimately change the rules of the game in their industry. The concept of new business models is relatively new to business literature. However, its significance cannot be underestimated where operating in a turbulent competitive landscape has made the traditional way of doing business ineffective, and consequently has changed the nature of competitive advantage. Despite the obvious importance of creating new business models, there seems to be inadequate understanding and definition of the term "business model", thereby hindering the understanding of the nature of new business models and the approaches needed for creating new business models. This paper initially investigated the concept of "business model" and its core dimensions, which revealed that the term lacks an adequate and comprehensive definition. In response to this, a comprehensive working definition for the concept was formulated after an analysis of the various definitions proposed in the business literature. Since the key elements of a business model are important sources of competitive advantage, this definition has been used to illustrate how organizations can create new business models by manipulating the basic aspects of the business model. Approaches and techniques that enable organizations to create new business models and to become radically innovative have been selected from those put forward by Govindarajan and Gupta (2001) and Amit and Zott (2001). Finally, an analysis was made of the performance measurement tools for new business models. This revealed a lack of such an evaluation tool and this study has proposed a framework from which its dimensions can be used to expand and develop a measurement instrument for proposed business models and/or industries. / AFRIKAANSE OPSOMMING: Gegee die verhoogde onsekerheid en onvoorspelbaarheid wat teenwoordig is in die besigheidsomgewing, is daar meer druk op organisasies om radikaal innoverend te word, om hulself konstant te herontdek en uiteindelik om die reels van die spel in hulle bedryf te verander. Die konsep van nuwe besigheidsmodelle is relatief nuut in die besigheidsliteratuur, maar die belangrikheid van die konsep kan nie onderskat word nie, waar die tradisionele besigheidsbenaderings ondoeltrefferd geword het binne 'n fluktuerende mededingende omgewing. As gevolg hiervan, het die hele wese van mededingende voorsprong verander. Ten spyte van die duidelike behoefte aan die skep van nuwe besigheidsmodelle, blyk daar ook om onvoldoende begrip en definisie van die term "besigheidsmodel" te wees. Dit belemmer die begrip van die oorsprong van nuwe besigheidsmodelle en die benaderings benodig vir die skep van nuwe besigheidsmodelle. Hierdie skripsie het eerstens die konsep "besigheidsmodel" en sy kerndimensies ondersoek, wat aan die lig gebring het dat die term ontbreek aan 'n voldoende en volledige definisie. Nadat die verskeie definisies in die besigheids-literatuur is, is 'n volledige gangbare definiesie vir die konsep geformuleer. Aangesien die sleutelelemente van 'n besigheidsmodel belangrike bronne van mededingende voorsprong bied, is die definisie gebruik om te illustreer hoe organisasies nuwe besigheidsmodelle kan skep deur die basiese aspekte van die besigheidsmodel te manipuleer. Benaderings en tegnieke wat organisasies in staat stel om nuwe besigheidsmodelle te skep en om radikaal innoverend te word, is geselekteer vanuit die voorgestel deur Govindarajan en Gupta (2001) en Amit en Zott (2001). Ten slotte, is 'n ontleding gedoen van die instrumente wat gebruik word om die prestasie van nuwe besigheidsmodelle te meet. Dit het aan die lig gebring dat daar nie so 'n evalueringsinstrument is nie, en hierdie studie het dus 'n raamwerk voorgestel waarvan die dimensies gebruik kan word om 'n meetinstrument vir voorgestelde besigheidsmodelle en/of industrieë uit te brei en ontwikkel.

Mini-study project (MBA)--University of Stellenbosch, 2003. / ENGLISH ABSTRACT: The differentiating factor of the twenty-first century will not be the size and scope of a company's resources, the global economy makes it possible for almost every organisation to gain access to any resources. It will also not be about possessing the intellectual capital, knowledge, and expertise but the ability to source it. To be the best a company can no longer afford to specialise in every aspect of its business, and purchasing everything that might become obsolete in a while is not an option. More and more companies outsouree some of their non-core activities, leveraging the investments others made by taking advantage of the outsourcing partner's skills, in order to concentrate on their core competencies. Continuing to perform an activity in-house, while not being the best in the world at it is to forfeit competitive advantage. By outsourcing to the best, the company can use the time saved to concentrate on its core competencies and probably save some money in the process. An organisation can further also only grow at the rate at which it can expand its capacity when it is carrying out all functions internal, possibly costing valuable market share. It is not merely a question of whether the benefits outweigh the costs of outsourcing but rather a question of whether outsourcing is the right strategy for one's specific situation and whether the outsourcing contracts can be designed, implemented and managed in such a way that the benefits do exceed the costs. Constant organisational change and -alteration is a given. Stable organisational structures are something of the past. Networks are formed according to the skills required for the job at hand and once the project is complete the network will disband. Activities are outsourced to the best candidates and coordinated or managed by a project manager or -coordinator. Prepared or not, the virtual revolution has arrived. Two of the main drivers of organisational change and the consequent emergence of the virtual organisation are (1) the changing market conditions - different customer requirements will have different skill needs, and demand will dictate the formation of the virtual organisation; and (2) the fast development of Information and Communication Technology - with the latter changing virtually every site with access into a surrogate office. With the latest technological developments, even the excuse of not having access is becoming a lame one. A virtual organisation's strategy involves a substantial amount of outsourced activities and sometimes even total outsourcing. Every outsourced activity in turn is handled as a project or a task of a project, making a virtual organisation a project-driven one. Running a virtual venture is therefore all about coordinating and managing outsourced projects, and a company's expertise in doing this will determine its success or failure. Sound project management principles and techniques, discussed in this dissertation, can be used to not only start up a virtual company, but also to run it. / AFRIKAANSE OPSOMMING: Die onderskeidingsfaktor van die een-en-twintigste eeu sal nie die grootte en die omvang van 'n maatskappy se hulpbronne wees nie, want die globale ekonomie maak dit vir bykans elke organisasie moontlik om toegang te verkry tot enige hulpbron. Dit sal ook nie gaan oor die besit van intellektuele kapitaal, kennis en kundigheid nie, maar die vermoë om dit te bekom. Om die beste te wees, sal 'n maatskappy nie langer kan bekostig om in elke aspek van sy besigheid te spesialiseer nie, en die aankoop van dit wat gou in onbruik kan raak is nie 'n opsie nie. AI hoe meer maatskappye kontrakteer van hul nie-kern aktiwiteite uit, en benut daardeur die beleggings wat ander maak deur voordeel te trek uit die uitgekontrakteerde vennoot se kundigheid, om sodoende te konsentreer op hul eie kern vaardighede. Om aan te hou om aktiwiteite intern uit te voer, sonder om die wêreld se beste daarin te wees, is om die kompeterende voorsprong te versaak. Deur uit te kontrakteer aan die beste, kan die maatskappy die gespaarde tyd gebruik om te konsentreer op sy kern vaardighede en waarskynlik geld spaar in die proses. Verder kan 'n organisasie wat al sy funksies intern uitvoer, ook slegs groei teen die tempo waarteen dit sy kapasiteit kan uitbrei, waarskynlik ten koste van waardevolle markaandeel. Dit gaan nie net oor die vraag of die voordele verbonde aan uitkontraktering opweeg teen die nadele daaraan verbonde nie, maar eerder of uitkontraktering die regte strategie vir die spesifieke situasie is en of uitkontraktering ooreenkomste so ontwerp, geïmplementeer en bestuur kan word dat die voordele die nadele oorskry. Voortdurende organisatoriese verandering en -wysiging is 'n gegewe. Stabiele organisatoriese strukture is iets van die verlede. Netwerke word gevorm volgens die vaardighede wat benodig word vir die werk op hande en sodra die projek voltooi is ontbind die netwerk. Aktiwiteite word uitgekontrakteer aan die beste kandidate en gekoordineer of bestuur deur 'n projekbestuurder of -koërdlneerder. Die virtuele revolusie het aangebreek, of ons nou gereed is daarvoor of nie. Twee hoof dryfvere agter organisatoriese verandering en die gevolglike totstandkoming van die virtuele organisasie, is (1) veranderende marktoestande - verskillende kliëntbehoeftes sal verskillende vaardighede vereis, en aanvraag sal die vorming van die virtuele organisasie dikteer; en (2) vinnige ontwikkeling van Informasie en Kommunikasie Tegnologie - met laasgenoemde wat bykans elke plek met web toegang verander na In surrogaat kantoor. Met die nuutste tegnologiese ontwikkeling sal selfs die verskoning van nie toegang hê nie In flou een word. Die strategie van In virtuele organisasie behels In aansienlike hoeveelheid uitgekontrakteerde aktiwiteite en soms selfs algehele uitkontraktering. Elke uitgekontrakteerde aktiwiteit word op sy beurt hanteer as In projek of In sub-taak van In projek, en dit maak van virtuele organisasie projek gedrewe organisasies. Die bestuur van In virtuele onderneming is dus gebaseer op die koordinering en bestuur van uitgekontrakteerde projekte, en In maatskappy se kundigheid hierin sal sy suksesse of mislukkings bepaal. Goeie projek bestuur beginsels en tegnieke, bespreek in hierdie verhandeling, kan gebruik word om nie net In virtuele maatskappy op die been te bring nie, maar ook om dit te bestuur.

Mini-study project (MBA)--University of Stellenbosch, 2003. / ENGLISH ABSTRACT: This report reviews the global and South African pharmaceutical and biotechnology industries and provides an overview of the changes taking place within these two industries. It highlights the impact this relationship will have on a developing South African biotechnology industry. Since the 1980s the pharmaceutical industry has experienced phenomenal growth in sales and profits. By the mid 1990s drug sales exceeded USD250 billion. Today the pharmaceutical industry is dominated by multi-national corporations with extensive R&D budgets, widespread use of trademarks and patents and complex commercial process technology. However they face threats from depleted product pipelines, patent expiry on billion dollar drug products, generic competition, increases in drug approval times, costs and price pressures. The entrepreneurial biotechnology industry promises to solve a number of the pharmaceutical industry's problems. In recent years biotechnology companies proved more effective in the development of new molecular entities. They promise individualised therapeutics, novel and more efficacious drug discovery and development of preventative treatments. However the decrease in equity financing after 2001 left almost 40% of biotechnology companies with less than 1 year of R&D funding. The industry experienced losses again in 2002 and the world is divided over the ethical, environmental and economic implications of biotechnological applications. The biotechnology and pharmaceutical industries have a symbiotic but antagonistic relationship. The change in this relationship will hugely affect South Africa's ideals of developing a biotechnology industry. Various diseases plague South Africa including HIV/AIDS, TB, obesity, diabetes, hypertension and infective diseases. These diseases will have a huge impact on South Africa's society. Yet only 10% of global R&D funding is committed to third world diseases and existing drugs and treatments are either not effective or too expensive for developing countries. It is in this situation that biotechnology and the development of a biotechnology industry could playa major role in alleviating South Africa's health burden. South Africa is already capable in first generation biotechnology, but third generation applications holds the most promise. Developing countries face various obstacles and challenges, but all boast well for South Africa. The government has committed R400 million (over a three year period) to utilize South Africa's biotechnology potential. Further, the country has highly skilled researchers, indigenous plant and animal species, a diverse population and a favorable exchange rate (low R&D costs). / AFRIKAANSE OPSOMMING: Die projek ondersoek beide die globale en Suid Afrikaanse farmaseutiese en biotegnologie industrieë. Verder word die veranderinge wat plaasvind in die industrieë onder die soeklig geplaas. Die projek beklemtoon die impak wat die verhouding sal hê op 'n ontwikkelende biotegnologie industrie in Suid Afrika. Die farmaseutiese industrie het sedert die 1980s dubbel syfer groei getoon in omsete en wins. Teen die middel 90's het verkope van farmaseutiese middels US$250 miljard wêreldwyd oorskry. Vandag word die farmaseutiese industrie oorheers deur multi-nasionale korporasies met omvattende navorsing en ontwikkelings begrotings, algemene gebruik van handelsmerkte, patente en komplekse proses-tegnologieë. Ten spyte hiervan word die industrie bedreig deur leë produksie-lyne, verval van patente, miljard dollar farmaseutiese produkte, generiese kompetisie, verlengde produk-goedkeurings periodes en prys-mededinging. Die biotegnologie industrie met sy innoveerende eienskappe beloof om verskeie van die farmaseutiese industrie se probleme op te los. Onlangs het biotegnologie maatskappye getoon dat hulle meer effektief is in die ontwikkeling van nuwe molekulêre eenhede. Biotegnologie beloof nuwe en meer effektiewe produk-ontwikkeling asook beter individuele terapieë en voorkomende behandelings. Die industrie staar finansiële krisisse in die gesig. Slegs 40% van biotegnologie maatskappye het voldoende navorsing en ontwikkelings-kapitaal tot 2004. Dit is hoofsaaklik as gevolg van 'n afname in eienaars-finansiering na 2001. Die industrie as 'n geheel het weereens 'n verlies gelei in 2002 en die wêreld is verdeeld oor die etiese, omgewings en ekonomiese implikasie van biotegnologiese toepassings. Die biotegnologie en farmaseutiese industrieë het 'n simbiotiese maar tog vyandige verhouding. 'n Verandering in die verhouding gaan Suid Afrika se ideale om 'n biotegnologie industrie te skep grootliks beïnvloed. Suid Afrika gaan gebuk onder verskeie siektes insluitende MIVNIGS, TB, vetsugtigheid, diabetes, hipertensie en infeksie siektes. Hierdie siektes het 'n groot impak op Suid Afrika se samelewing. Tog word slegs 10% van die globale navorsings en ontwikkelingsfondse aangewend om 'n oplossing te vind vir derdewêreld siektes. Verder is bestaande produkte en behandelings oneffektief of onbekostigbaar vir ontwikkelde lande. Dit is in sulke gevalle waar biotegnologie en die ontwikkeling van 'n biotegnologie industrie 'n groot rol kan speel in die verligting van Suid Afrika se gesondheids-las. Suid Afrika is vaardig in eerste-generasie biotegnologie, maar wêreld wyd hou derde generasie biotegnologie die meeste belofte in. Die tegnologie is tot op hede onderbenut in Suid Afrika. Ontwikkelende lande staar verskeie uitdagings in die gesig, maar Suid Afrika het talle sterk punte. Die regering het R400 miljoen (oor 'n drie jaar periode) beskikbaar gestel vir die ontwikkeling van Suid Afrika se biotegnologie potensiaal. Die land beskik ook oor navorsers van hoogstande gehalte, onbenutte inheemse plante en dier spesies, 'n diverse populasie en 'n gunstige wisselkoers (lae navorsings en ontwikkelings kostes).

Study project (MBA)--University of Stellenbosch, 2003. / ENGLISH ABSTRACT: This study examines the role of the board of directors of private and public companies. The focus is on "directing" (and not managing) - in view of the policy and strategic dimensions of boardroom activities. The second step focuses on the sustainability issue - the what and why of this important core governance value. A modem board is responsible for business strategy development and ensuring that a strategic planning process is in place, is used, and produces sound choices. The board must monitor the implementation of current strategic initiatives to assess whether they are on schedule, on budget, and producing effective results. Second King Report on Corporate Governance for South Africa (King II) has lately amended these responsibilities to include recommendations on minimum practices that should be adopted by corporations in relation to their corporate governance practices, as well as sustainability management and reporting. King II follows the worldwide trend of "triple-bottom-line", whose approach is recognising that the company has to consider stakeholders when formulating strategies. As part of building a case for the consideration of sustainability, cost savings could be the primary motivator (if nothing else) for making a business case for sustainable development. Businesses can reduce costs by making environmental improvements that deliver an immediate impact on the financial bottom line. They can also reduce financial, reputation and political risks by engaging with stakeholders. Understanding the concerns and interests of employees, customers, Non-governmental organisations (NGO's), politicians and business partners helps a company to manage environmental and social expectations better, resulting in reduced risk of civil action or brand assassination, improved access to capital and insurance, cost savings and reduced vulnerability to regulatory changes. Another view is that of avoiding a strategic disadvantage, where if firms do not respond to environmental opportunities, and their competitors do, they risk placing themselves at a competitive disadvantage. Governance, simply defined, is "the process of decision-making and the process by which decisions are implemented. If governance is about transparency and looking after shareholder value, and sustainability is about ensuring long-term success, then sustainability is the core part of governance. Managing this equilibrium is an integral aspect of good governance and a major challenge for any board. It will be achieved only where there is active engagement with all stakeholders and where proper attention is paid to health, safety and environmental issues - board of directors is accountable for addressing these challenges. The board should also ensure that its sustainability responsibilities are properly delegated and that strategies and policies are implemented through the effective use of a board representative for sustainability, a dedicated board committee for sustainability, and senior management. The consideration of sustainability issues by directors can reveal new opportunities for the company. Ignoring these opportunities could weaken its competitive position. In addition, if sustain ability issues are not considered, both the company and its directors may be held liable for failing to act with due diligence. The board must be aware of the corporation's liabilities caused by its sustainability obligations over the life cycle of its activities, products and services, and the necessary financial provision for such liabilities must be made and communicated to stakeholders. Directors must be aware of the sustainability threats, and take steps to safeguard the organisation - it is a matter of risk management. It is also a matter of investment, not cost. Like any investment, companies must find the resources and assess the paybacks. But there are many cases where the paybacks have been swift and substantial, and it has been shown that addressing these issues is more likely to help companies identify cost reductions than add to their costs. A number of leading South African companies, for example Anglo American, BlIP Billiton, Eskom, Sasol, and South African Breweries - have begun to drive the sustainability agenda within the local business community. Two case studies (Sasol and Nestle) of companies that are making sustainable development a core part of their governance role are presented. Recommendations naturally do not guarantee safety against failure, but a board can begin with changes that, taken together, will provide a better early-warning system against failure: 1. Reengineer the board. 2. Monitoring and evaluation by the board. 3. Introduce a Sustainability Board Committee This work has illustrated that by having appropriate standards of governance the long-term performance is raised and total shareholder return is enhanced. / AFRIKAANSE OPSOMMING: Hierdie studie ondersoek die rol van die direksie van publieke en private maatskappye. Dit fokus op die "leiding" (en nie die bestuur) - in die lig van die beleid en strategie aspekte van die raadsaal aktiviteite. Die tweede deel fokus op die volhoubaarheid kwessie - die wat en waarom van hierdie belangrike bestuurswaarde. 'n Moderne direksie is verantwoordelik vir die ontwikkeling van die besigheidstrategie en die versekering dat 'n strategiese beplanningsproses in plek is, funksioneer en lei tot die regte besluite. Die direksie moet die implementering van die strategie monitor om te verseker dat die resultate beriek word, op skedule is en binne die begroting is. Die tweede King-verslag oor korporatiewe beheer in Suid-Afrika (King II) het die verantwoordelikhede verander deur aanbevelings in te sluit oor die minimum prosedures wat maatskaapye moet instel rakende korporatiewe beheer, asook volhoubaarheidsbestuur en verslagdoening. King (II) volg die wereld-wye tendens van "triple-bottom-line", wat beteken dat die maatskaapy sy verantwoordelikheid teenoor belanghebenes in ag neem tydens die formulering van strategie. Kostebesparings is waarskynilik die belangrikste motivering vir die inagneming van volhoubaarheid. Die maatskappy kan kostes bespaar deur omgewingsverbeterings aan te bring wat onmiddelik 'n effek op die netto wins sal he. Maatskappye kan ook finansiele-, reputasie- en politieke risiko verminder deur met die belanghebendes saam te werk. Deur die bekommernisse en belange van werknemers, kliente, nie-regerings organisasies, politiekusse en besigheidsvennote te verstaan, help 'n maatskappy om die omgewings en sosiale verwagtinge beter te bestuur. Dit sal lei tot die vermindering van die risiko vir siviele aksies, 'n verbetering in die toegang tot kapitaal en versekering, kostebesparings en 'n vermindering in die kwesbaarheid as gevolg van vernaderinge in regulasies. 'n Ander oorweging is die vermeiding van 'n strategiese nadeel. Deur nie te reageer op omgewings geleenthede nie, terwyl die kompitisie dit wel doen, kan lei tot 'n kompiterende nadeel. Korporatiewe beheer is die proses van besluitneming en die proses waardeur besluite geimplementeer word. Indien korporatiewe beheer gaan oor die deursigtigheid van besluite en die bevordering van aandeelhouerswelvaart, en volhoubaarheid gaan oor die versekering van lantermyn sukses, dan is volhoubaarheid die kern van korporatiewe beheer. Die handhawing van 'n balans tussen die twee aspekte is 'n integrale deel van korporatiewe beheer en 'n uitdaging vir die direksie. Dit sal slegs behaal word indien daar aktiewe deelname is van alle belanghebbendes en die nodige aandag gegee word aan gesondheids-, veiligheids- en omgewingsake. Die direksie is verantwoordelik vir hierdie uitdagings. Die direksie moet ook verseker dat die volhoubaarheids verantwoordelikhede behoorlik gedelegeer word en dat die strategie en beleid geimplementeer word deur die effektiewe gebruik van 'n direksie verteenwoordiger vir volhoubaarheid, 'n direksie komittee vir volhoubaarheid en senior bestuur. Die inagneming van volhoubaarheids aspekte deur direkteure kan lei tot nuwe geleenthede vir die maatskappy. Deur die geleenthede te ignoreer kan die maatskappy se kompeterende posisie beinvloed. Die maatskappy en sy direkteure kan ook verantwoordelik gehou word deur nie met die nodige sorg op te tree nie. Die direksie moet bewus wees van die maatskappy se verpligtinge, as gevolg van die volhoubaarheids verantwoordelikhede, oor die lewenstydperk van sy aktiwiteite, produkte en dienste en die nodige voorsiening maak vir die finansiele laste en dit kommunikeer aan alle belanghebbendes. Die direkteure moet ook bewus wees van dit wat volhoubaarheid kan bedreig en die nodige stappe neem om die maatskappy te beskerm - 'n kwessie van risikobestuur. Dit is ook eerder 'n belegging, as 'n koste. Soos met enige belegging, moet die maatskappy die nodige bronne vind en die opbrengs oorweeg. Daar is verskeie gevalle waar die opbrengs vinnig en wesenlik was en dit is bewys dat deur hierdie aspekte aan te spreek, dit lei tot koste besparings en nie tot additionele kostes nie. Verskeie Suid-Afrikaanse maatkappye, soos Anglo American, BBP Billiton, Eskom, Sasol en SAB het begin om die volhoubaarheidsproses uit te rol in die besigheidsgemeenskap. Twee studies (Sasol en Nestle) oor maatskappye wat volhoubaarheidsontwikkeling natreef as deel van hulle korporatiewe beheer, word aangebied. Aanbevelings is natuurlik nie 'n versekering teen ondergang nie, maar direksies kan begin met veranderinge wat tesame sal lei tot 'n vroee waarskuwing stelsel: 1. Hersamestelling van die direksie; 2. Monitering en evaluering van die direksie; 3. Samestelling van 'n Volhoubaarheids Kommitee Die studie het bewys dat, deur nodige standaarde en beheer, die langtermyn verdienstes verhoog en aandeelhouerswelvaart bevorder word.

Thesis (MBA)--Universiteit van Stellenbosch, 1995. / ENGLISH ABSTRACT: Traditional financial ratios are used by different analysts to predict and evaluate various elements of a company. However, such ratios all suffer from the basic limitation of accrual-based accounting, hence the perception that cash flow ratios may be more suitable and possibly even more appropriate to evaluate companies. Most of these applications employ parametric statistical procedures of which the validity partly depends on the underlying distributional properties of the ratio involved. This study project is an evaluation of the underlying distributional properties of forty seven cash flow ratios based on the published annual results of 350 industrial companies, listed on the Johannesburg Stock Exchange for the period 1975 to 1993. As an initial test, the results of the ratios were subject to the null-hypothesis of normality as reflected by the p-values of the chi - square and Kolmogorov-Smirnov tests respectively . Secondly, the study project attempted to give an indication of the underlying distributional properties by comparing the average with the median of the various cash flow ratios. The first evaluation was done for each ratio. after the data was aggregated, for both the various divisions and over all the financial periods to evaluate what is referred to as the sector as a whole. The results of this evaluation clearly indicate that the underlying distributional properties are definitely not normally distributed. However, the lack of normality may be founded in either the lack of homogeneity between the various divisions. or due to the aggregation of the various financial periods . A second evaluation was done on the individual ratios for each financial period. Although the different years lead to slightly different results it is still apparent that the null-hypothesis of normality for the majority of ratios are being rejected, especially consistent results to this effect were found for the period 1988 to 1993. A third and final evaluation was done on all the different ratios for the individual divisions. Again the results for the different divisions vary, but once again it ;s apparent that the null-hypothesis of normality is being rejected for the vast majority of the ratios . In this regard the results of specifically divisions industrial holding (15), food (25), engineering (28) and electronics (29) are particularly consistent. The lack of normality in the sector analysis may indicate the presence of specific division relevant characteristics, while the results of the intertemporal evaluation indicate that the distributional properties approximate normality by aggregation over time . The analysis also proves beyond any doubt that irrespective of whether disaggregation is done over either financial periods or between the different divisions, ratios 02, 03, 06, 15, 16 and 17 are positive skewely distributed . Accordingly, ratios 13 and 27 are negative skewely distributed . If one has to advise a researcher or practitioner to whom an underlying normal distribution of a cash flow ratio is important, one would probably advise in the first instance to disaggregate over time, as a second app roach to disaggregate over divisions, but never to treat the industrial sector as a pooled sample. / AFRIKAANSE OPSOMMING: Tradisionele finansiele verhoudings word deur verskeie markontleders vir verskillende voorspellings aangewend . Aangesien die verhoudings almal onderworpe is aan die beperking van opgelope rekeningkundige waarde word kontantvloeiverhoudings voorgehou as 'n nuttiger en moontlik selfs doeltreffender metode om ondernemings te evalueer. In die meeste van die toepassings word parametriese statistiese prosedures gebruik, waarvan die geldigheid gedeeltelik berus op die onderliggende verdelingseienskappe van die verhoudings. Die werkstuk is 'n studie van die onderliggende verde' ingseienskappe van sewe-en-veertig kontantvloeiverhoudings S005 jaarliks vir die tydperke 1975 tot 1993 gepubliseer is in die finansie1e verslae van 350 maatskappye wat genoteer is in die nywerheidsektor van die Johannesburgse Effektebeurs. In die verband is die resultate van die verhoudings eerstens onderwerp aan die nulhipotese van normaliteit deur dit te evalueer aan die hand van die p-waarde van sowel die chi-kwadraat- as Kolmogorov-Smirnovtoetse. Vervolgens dui die werkstuk die onderliggende verdeling aan, deur die gemiddeld en mediaan van die kontantvloeiverhoudings te vergelyk. Vir die eerste evaluasie is alle verhoudings oar jie verskillende finansiele tydperke en van die verskillende afdelings saamgevoeg am die sektor in die geheel te eva1ueer. Vol gens die evaluasie is die onderliggende verde1ing van die verhoudings nie normaal nie. Oit mag moontlik logies verklaar word deur die heterogeniteit van die verskil1ende afde1ings, of weens die samevoeging van die resultate oar verskillende finansiele tydperke. Tweedens is die onderskeie finans;ele tydperke afsonder1ik ont1eed . A1 het die resultate van die onderskeie termyne effens verskil, is dit duidelik dat die nulhipotese van normaliteit by die oorgrotte meerderheid van verhoud ings beslis verwerp moet word. Dit is interessant dat in die resu1tate van spesifiek 1988 tot 1993 die hipotese absoluut konsekwent verwerp word. laastens is die verhoudings afsonderlik vir elk van die onderskeie afdelings ontleed. Weereens het die resultate van die onderskeie afdelings verskil, maar dit was oak weer duidelik dat die oor9rote meerderheid van verhoudings die nulhipotese van normaliteit verwerp . In die verband was veral die resultate van die afdelings nywerheids beherend (15), voedsel (25). ingenieurswese (28) en elektronika (29) merkwaardig konsekwent. Die gebrek aan normaliteit tussen die verskillende afdelings mag maontlik aantoon dat sekere eienskappe, eie aan die afdeling, die verdelingseienskappe beinvloed . Die resultate van die intertemporale studie toon beslis dat normaliteit benaderd word indien verhoudings oar tyd saamgevaeg word. Wat die ontleding ook bo alle twyfel bewys is dat die verhoudings 02, 03, 06, 15, 16 en 17 vir die sektor as 'n geheel, die intertemporale- en die kruissektorale-ontledings konsekwent onderliggend positief skeef verdee1 is. Verhoudings 13 en 27 is egter onderliggend negatief skeef verdeel. Aanbevelings rakende die onderliggende verdeling van kontantvloeiverhoudings is beslis om eerstens verskillende finansiele tydperke te onderskei en tweedens die verskillende afdelings. maar beslis om nie die nywerheidsektor as 'n geheel te evalueer nie.