Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: no abstract available / AFRIKAANSE OPSOMMING: geen opsomming

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: no abstract available / AFRIKAANSE OPSOMMING: geen opsomming

Thesis (MBA)--Stellenbosch University, 2000. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: Since 1994 the world has been opening up for South Africa, leading to the consequent issue of globalisation of trade. Not only have many of the old political orders gone but also so too have many of the old trade groupings. With the coming of globalisation the days of limited competition are over and the new business environment is far more open and dynamic. Since the world and its commercial activities are different, a different organisation needs to be created, the traditional ones simply do not survive the new circumstances. The resurgent interest in developing executive talent has been stimulated in recent years by various events and a lot of wishful thinking. It was not lost on corporate America that the leadership styles that had seemed so effective in the twenty or so years after World War II were inadequate in a later, convulsive era characterized by global competition, deregulation, economic upheaval, technological revolution, the end of the Cold War and other developments that ended the seemingly halcyon days. Wherever one looked, it seemed, there was a shortage of leaders who could navigate the storms, and company after company, legend after legend, stumbled, floundered, and sometimes died altogether. Many factors determined the success and failure of corporate struggles, only one of which was the quality of leadership. But it did seem that the inability of many companies to adapt was abetted by inadequate leadership, and it was at least plausible to assume that a different kind of leader was needed. Wisely or not, in times of crisis we want leaders to take charge, then we hold them perhaps more responsible for events, good and bad, than is actually merited. The massive dislocations of the last thirty years, driven by deregulation, globalisation, and competitive pressures, led to a widely perceived shortage of leaders who had the skills to handle change effectively. lscor embarked on a process of re-engineering (Project Apollo) towards the end of 1997, primarily to identify and redesign the core processes to enable Iscor to become a competitive player in the international markets. During the reengineering project various project teams worked on various core processes. Succession Planning referred to as Organisational Planning in this project, was one of the Human Resources (HR) core processes. The design was completed during 1998 and the implementation has now been in progress for a period of one year. The focus of this study project is to document the implementation of the model and the problems experienced while implementing a theoretical model as a case study. / AFRIKAANSE OPSOMMING: Die wêreld het vanaf 1994 oopgegaan vir Suid Afika wat daartoe gelei het dat Suid Afrika deel geword het van die wêreld handel. Die vorige politieke dispensasie en sekere handels blokke bestaan nie meer nie. Met die koms van wêreld handel is daar nie meer beperkte kompetisie nie en is die nuwe besigheidsomgewing baie meer oop en dinamies. Omdat die wêreld en die handelsomgewing verander het, moet 'n nuwe organisasie geskep word. Die tradisionele organisasie sal nie oorleef in die nuwe omstandighede nie. Die hernude belangstelling in die ontwikkeling van bestuurstalent is gestimuleer deur verskeie gebeure en 'n klomp denkbeeldige denke. Korporatiewe Amerika het besef dat die leierskapstyle wat so effektief was in die twintig of so jaar na die tweede wêreld oorlog, nie meer so relevant is in die huidige era wat gekenmerk word deur internasionale kompetisie, deregulasie, ekonomiese opbou, tegnologiese revolusie, die einde van die koue oorlog en ander ontwikkelings wat 'n einde gebring het aan die goeie ou dae. Waar 'n mens ook al kyk is daar 'n tekort aan leiers wat die pad kan vind deur die storms en organisasie na organisasie, legende na legende het gekwyn, gestruikel en partykeer heeltemal verdwyn. Daar is baie faktore wat die sukses of mislukking van organisasies bepaal, waarvan slegs een die kwaliteit van leierskap is. Dit wil egter voorkom of die onvermoë van organisasies om aan te pas tot 'n mate veroorsaak is deur onvoldoende leierskap en is dit logies om aan te neem dat 'n ander tipe leier nodig is. Wyslik of nie, in tye van krisisse wil ons hê dat leiers moet beheer neem en hou ons hulle somtyds vir meer verantwoordelik as wat regverdig is. Die massiewe hestruktuerings die afgelope dertig jaar wat gedryf is deur deregulasie, globalisering en kompeterende druk het gelei tot 'n wyd waargenome tekort aan leiers wat die vaardighede het om verandering effektief te hanteer. Iscor het teen die einde van 1997 begin met 'n proses van herstruktuering (Projek Apollo) ten einde die kern prosesse te identifiseer wat lscor in staat sal stel om kompeterend in die internasionale markte te wees. Gedurende hierdie herstruktuerings proses het daar verskeie spanne gewerk aan die verskillende kern prosesse. Opvolgbeplanning, wat bekend staan as Organsisasie Beplanning in hierdie projek, was een van menslike hulpbronne se kern prosesse. Die ontwerp was voltooi gedurende 1998 en die implementasie is nou in proses vir een jaar. Die fokus van hierdie studie projek is om die implementering van hierdie model asook die probleme wat ondervind word met die implementering van 'n teoretiese model te dokumenteer in 'n gevalle studie.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Relationship Marketing can be defined as an ongoing process of identifying and creating new value with individual customers, and then sharing that value over a lifetime of business association. The definition incorporates a number of key concepts such as long-term commitment, open and ongoing communication, trust and interdependence, collaboration and cooperation, as well as total organisational commitment. A wide range of models and strategies describe the processes and underlying constructs and clearly distinguishes between an organisational process and a behavioral process. The organisational approach focuses on the key organisational processes, technology, culture and values as well as corporate commitment needed to make this a success. The behavioral approach focuses on the key behavioral constructs needed for successful relationship management between buyer and seller, or manufacturer and retailer, for example ongoing communication, joint planning and performance evaluation, and trust and commitment. Customer satisfaction is highlighted as a key driver of the relationship management process and a number of cases clearly indicate that satisfied customers are needed for successful Relationship Marketing. It is not only about the wining and dining, but more about adding real value that will make customers commit their lifetime business. Relationship Marketing in a monopolistic market is discussed and the question is asked why any business should implement a relationship management process when that business is dominating the market. It is quite obvious that the benefits of a relationship marketing approach will drive customer value and satisfaction to higher levels and that the future lies in retaining customers and not recruiting new customers all the time. Even in monopolistic market situations organisations will try to increase or protect market share and developing long-term relationships with customers might just provide that competitive edge needed. Relationship Marketing is clearly not only about behavioral issues ,or on the other hand about organisational systems. It is an integrated approach incorporating all key organisational processes and systems which needs to be cemented in the corporate culture and values of the business. It is also an approach that advocate very specific behavioral constructs for example trust and commitment. - Any organisation that plans to incorporate a relationship marketing approach, needs to focus on the behavioral as well as organisational aspects of business. / AFRIKAANSE OPSOMMING: "Relationship Marketing" vertaal as verhoudingsbemarking word gedefinieer as 'n deurlopende proses van waarde toevoeging vir individuele kliente oor 'n lewenslange periode van besigheidassosiasie. Definisies van hierdie benadering beklemtoon 'n aantal belangrike konsepte soos onder andere langtermyn verbintenis, twee-rigting kommunikasie, vertroue en interafhanklikheid, en samewerking. 'n Aantal modelle en strategeë onderskei baie duidelik tussen 'n organisatoriese benadering en 'n gedragsbenadering tot verhoundingsbemarking. Die organisatoriese benadering beklemtoon die belangrikheid van stelsels, prosesse, waardes en kultuur, en implementering op totale organisatoriese vlak. Die gedragsbenadering definieer verskeie gedrags konsepte onderliggend aan 'n suksesvolle verhoudingsbemarking proses. Klientbevrediging as 'n sleutel suksesfaktor word bespreek en die stelling word gemaak dat ongelukkige kliente nie hulle lewenslange besigheid sal toevertrou aan 'n verskaffer wat nie hul behoeftes bevredig nie. Verhoudingsbemarking in 'n monopolistiese mark word bespreek en die voordele van hierdie benadering word uitgelig. Enige organisasie, ongeag die markaandeel, poog voortdurend om verder te groei en 'n verhoudings benadering kan daardie addisionele voordele bied. Ten slotte, word uitgewys dat verhoudingsbemarking beide 'n organisatoriese sowel as 'n gedragsbenadering insluit en enige maatskappy wat poog om hierdie konsep te implementeer, moet beide inag neem.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: "The national education leadership is unanimous that our system of education and training has major weaknesses and carries deadly baggage from our past. Large parts of our system are seriously dysfunctional. It will not be an exaggeration to say that there is a crisis at each level of the system" (The Natal Mercury, Tuesday 27 July 1999). The above heart-wrenching statement by Professor Kader Asmal, Minister of Education, echoes the sentiments and concerns of all stakeholders within the KwaZulu-Natal schooling fraternity. This study project proposes that the biggest reason for the present crisis in education in KwaZulu-Natal is that there is no formal, structured and focused strategic management process. The objective of the study project is to craft a strategic plan for the KwaZulu- Natal Department of Education and Culture (hereafter referred to as KZNDEC), thereby providing a catalyst to the department in realising the importance of strategic management, while illustrating the application of the strategic management process in the department. The first part of the study project is intended to set the scene. Chapter 2, firstly, provides an overview of strategic management, and, secondly, discusses the application of strategic management in the public sector. It emphasises that public organisations function in an environment where there is a lesser degree of market exposure and a greater degree of reliance on appropriations from authoritative bodies than with private sector organisations. This significant difference has necessitated two minor adaptations to the model, as designed in chapter 3. The model as proposed by Thompson and Strickland (1996: 4) was adapted to suit the needs of the KZNDEC. The second part of the study project is the practical application of the model, designed in chapter 3, to the KZNDEC. Given the seriousness of the situation, the widespread and complicated "cancerous" problems plaguing the department, and the expectations of stakeholders, chapter 7 proposes that the primary means of achieving its vision, and thereby meeting its new demands and challenges, is to reinvent the department by creating a high-performance organisation. The following strategies are proposed: • The recruitment, into key strategic positions in the department, of a team of high powered business-cultured individuals that are fully empowered and supported by the national and provincial Ministers of education; • The design and implementation of management structures, as proposed in Figure 3.3, to cost-effectively support the core activities of the department; • To create a performance driven culture underpinned by good work ethic and a strong value system; • Develop the professional quality of the teaching force by educators being well trained and thoroughly prepared in organisational, administrative, managerial and research skills in order to run schools like successful businesses; • Develop administrative competence that fully supports the core activities through rationalisation of the administrative functions at "centres of excellence" to overcome scarce skills and budgetary constraints; • The building of capacity through focused and intensive training and developmental programmes; • To restrict personnel costs to at most 85% oftotal costs; • Address the inequity in education provision through the implementation of the norms and minimum standards for the funding of public schools; • Fostering public-private partnerships with International Donor Agencies to assist by way of financial aid, skills transfer, and training and development; • Improve the public image of the department; and • A commitment to the concept of Ubuntu with emphasis on caring. The end result of the study project is a clearly defined, thorough and well thought-out strategic plan for the KZNDEC, which could be of immense benefit in assisting the department to compile their own strategy. There are a few thought-provoking strategies that are sensitive and radical, as good strategy should be. / AFRIKAANSE OPSOMMING: "Die leierskorps van nasionale onderwys is dit eens dat ons stelsel van onderwys en opleiding ernstige swakhede bevat en swaar dra aan dooie bagasie uit ons verlede. Groot gedeeltes van ons stelsel gaan mank aan ernstige gebreke. Dit sou geen oordrywing wees om te beweer dat daar 'n krisis bestaan op elke vlak van die stelsel" (Vry vertaal uit The Natal Mercury, Dinsdag 27 Julie 1999). Bogenoemde beklemmende verklaring deur Professor Kader Asmal, Minister van Onderwys, vervat die sentimente en besorghede van alle belanghebbendes binne KwaZulu-Natal se skoolgemeenskappe. Hierdie studieprojek huldig die standpunt dat die belangrikste rede vir die huidige krisis in die onderwys in KwaZulu-Natal is dat 'n formele, gestruktureerde en toegespitste strategiese bestuursproses ontbreek. Die doel met die studieprojek is om vir die KwaZulu- Natal Departement van Onderwys en Kultuur (hierna genoem KZNDOK), 'n strategiese plan te ontwerp om daardeur te poog om die Departement oor te haal om die belangrikheid van strategiese bestuur te besef, en terselfdertyd die toepassing daarvan in die Departement te illustreer. Die eerste gedeelte van die studieprojek het ten doel om die agtergrondsituasie te skep. Hoofstuk 2 verskaf eerstens 'n oorsig van strategiese bestuur en, tweedens, 'n bespreking van die toepassing van strategiese bestuur in die openbare sektor. Dit beklemtoon dat openbare organisasies binne 'n omgewing funksioneer waarin daar 'n geringer mate van markblootstelling voorkom en 'n groter mate van steun op gesagsliggame as wat die geval is met private organisasies. Hierdie betekenisvolle verskil het twee geringe aanpassings aan die model, soos ontwerp in hoofstuk 3, genoodsaak. Die model, soos voorgestel deur Thompson en Strickland (1996:4) is aangepas om by die behoeftes van die KZNDOK te pas. Die tweede deel van die studieprojek behels die praktiese toepassing van die model, ontwerp in hoofstuk 3, op die KZNDOK. Gegewe die erns van die situasie, die vertaktheid van die gekompliseerde "kankeragtige" probleme wat die Departement teister, en die verwagtinge van die belanghebbendes, doen hoofstuk 7 aan die hand dat die primêre wyse waarop die Departement sy visie kan vervul, en daardeur sy nuwe eise en uitdagings kan nakom, is om dit te herskep in 'n organisasie met hoë werkverrigting. Die volgende strategieë word voorgestel: • Die werwing, vir sleutel-strategiese poste in die Departement, van 'n span gesaghebbende individue wat besigheidsgeorienteerd is, ten volle bemagtig is en gesteun word deur die nasionale en provinsiale ministers van onderwys. • Die ontwerp en instelling van bestuurstrukture, soos voorgestel in Figuur 3.3., om die kernaktiwiteite van die Departement op kostedoeltreffende wyse te ondersteun. • Om 'n prestasiegedrewe kultuur te skep wat berus op 'n etos van goeie dienslewering en 'n sterk waardestelsel. • Ontwikkel die professionele kwaliteit van die onderrigkorps deur opvoeders wat goed opgelei en deeglik voorbereid is ten opsigte van organisatoriese, administratiewe, bestuurs- en navorsingsvaardighede ten einde skole soos suksesvolle besighede te bestuur. • Ontwikkel administratiewe bevoegdhede wat die kernaktiwiteite ten volle ondersteun, deur rasionalisering van die administratiewe funksies by uitnemende sentra om skaars vaardighede en begrotingsbeperkinge te bowe te kom. • Die bevordering van bekwaamheid deur toegespitste en intensiewe opleiding en ontwikkelingsprogramme. Om personeeluitgawe tot maksimum 85% van totale uitgawe te beperk. • Om die ongelykheid in onderwysvoorsiening te probeer uitskakel deur die instelling van norme en minimum standaarde ten opsigte van die befondsing van openbare skole. • Kweek openbare-private venootskappe met internasionale skenkeragente om ondersteuning te verleen by wyse van finansiele hulp, die oordra van vaardighede en opleiding en ontwikkeling. • Verbeter die openbare beeld van die Departement. • 'n Verbintenis tot die begrip Ubuntu met die klem op omgee. Die eindresultaat van die studieprojek is 'n duidelik uitgestipte, deeglike en weldeurdagte strategiese plan vir die KZNDOK, wat van enorme waarde kan wees om die Departement te ondersteun in die saamstel van sy eie strategie. 'n Paar uitdagende strategieë word voorgehou, wat sensitief en radikaal is, soos goeie strategie behoort te wees.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: The organisation of the new decade is different from the traditional, local organisation of the past. The demands of globalisation bring a certain inconsistency to the workplace. This inconsistency is a result of rapid changes in the market (expectations from customers, a broader choice of products and availability of products via global markets) as well as the demands of the individual working in the organisation (educational levels, management styles and diversity). The result of these changes is that organisations also change in their approach to the market and individual employees. The organisation has different expectations from the employees than twenty years ago. According to Carter (1999: 24), the organisation needs individuals that offer: • flexibility and an understanding that work must change and develop and that this is not a whim of the organisation but a necessity of the market; • loyalty, reflected not in long term service, but in high-energy commitment while working in the organisation; • a willingness to learn not just task related skills but the interpersonal skills to deal with others, so that they are also able to contribute to the maximum of their potential; • an enterprising mind for the organisation and for themselves; and bring their personality to work. As a result of these expectations, employees need to change their approach to work, themselves and the organisation. All these changes on individual level need to be transferred to group level in order to be effective. For this process, the creation and development of energy is needed - individual, group and organisation-wide energy. The aim of this study is to explain the importance of the development of energy in the workplace as a key ingredient for the systems growth and survival of the organisation. In order to achieve the aim, existing sources of energy in organisations will be identified, and ways in which to develop energy in individuals will be discussed. / AFRIKAANSE OPSOMMING: Hedendaagse organisasies verskil van die tradisionele, plaaslike organisasie van die verlede. Globalisering vereis dat die werkplek aanhoudend moet aanpas by wêreldwye tendense. Die eksterne markte is dinamies en voortdurend aan die verander (in terme van kliënte se verwagtinge, groter keuses van produkte as gevolg van die beskikbaarheid van produkte van regoor die wêreld). Hierdie veranderinge bring mee dat individue binne die organisasie ook ander verwagtinge het (in terme van opvoedingsvlakke, bestuurstyle en diversiteit). Die gevolg is dat organisasies hul benadering ten opsigte van markte en werknemers moet verander. Die organisasie se verwagtinge van werknemers is dus ook verskillend van wat dit twintig jaar gelede was. Volgens Carter (1999: 24) benodig organisasies individue wat: • aanpasbaar is en verstaan dat werk moet verander en ontwikkel as gevolg van markvereistes en nie omdat die organisasie noodwendig 'n nuwe rigting wil inslaan nie; • lojaal is aan die organisasie, nie noodwendig deur langtermyn diensrekords nie maar deur 'n aanhoudende toewyding deur hoë-energie insette; • gewillig is om verskeie nuwe vaardighede aan te leer, wat taakverbande vaardighede sowel as interpersoonlike vaardighede insluit sodat die individu bydraes kan lewer volgens hul volle potensiaal; • enterpreneuries is tot die voordeel van die organisasie sowel as hulself; • en hul persoonlikhede werk toe bring. As gevolg van hierdie nuwe tipe verwagtinge, sal werknemers hul benadering tot werk, hulself asook die organisasie moet verander. Hierdie individuele veranderinge moet ook oorgedra word in groepsverband om sodoende effektief te wees. Hierdie proses benodige die oordra en ontwikkeling van individuele, groep en organisasie-wye energie. Die doel van hierdie navorsing is om die belangrikheid van die ontwikkeling van energie in die werkplek uit te wys. Dit, word geargumenteer, is 'n belangrike bestandeel vir stelselgroei en die oorlewing van die organisasie. Om hierdie doelwit te bereik gaan die bestaande bronne van energie binne organisasies geïdentifiseer word en daar gaan na maniere gekyk word om energie binne individue te ontwikkel.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: ABSTRACT: "People are our most valuable asset" is a cliché that no member of any senior management team would disagree with. Yet, the reality for many organisations is that their people remain under-valued, under-trained and under-utilised. The rate of change facing organisations has never been greater and organisations must absorb and manage change at a must faster rate than in the past. In order to implement a successful business strategy to face these challenges, organisations, large and small, must ensure that they have the right people and strategy in place to deliver the right people at the right time at the right cost. It has become clear over the last two to three years that a major problem is developing within the Human Resources management in Bank Windhoek. The opportunity to address this problem in an effective and objective way did not however present itself until late in 1999 when the then relatively new Managing Director tried to convince the Board Manpower Committee to appoint a senior Human Resources manager, a position, as will be seen in the forthcoming discussion, that has been absent for a number of years. The request was turned down with reasons that the size of the staff complement in the bank did not justify such a senior appointment. When the Managing Director was then approached for permission to do a study relating to the repositioning of Human Resources in Bank Windhoek, it was immediately granted. The goals for the study were multifarious. In the first place the actual state of affairs were to be determined, from a management perspective as well as from a client perspective. Secondly the aim was to determine what the ultimate Human Resources department should look like, in the process identifying the existing gaps. The next goal was to make recommendations to reengineer the department in order for it to start functioning effectively and to all the parties' content. The final goal was to implement systems to constantly monitor the Human Resources department's performance and make continuous adjustments to keep it on track. Bank Windhoek has come to a crossroad where certain decisions pertaining to its Human Resource management have to be made. This paper will endeavour to make facts clearer to facilitate the best decision-making and propose actions to be taken in this very important facet of the bank's overall strategy and management. / AFRIKAANSE OPSOMMING: "Mense is 'n maatskappy se waardevolste bate" is 'n uitdrukking waarmee alle bestuurders sal saamstem. Die werklikheid is egter dat personeel by die meerderheid organisasies onderwaardeer, onopgeleid en onder-benut is. Die spoed van verandering wat organisasies deesdae in die gesig staar was nog nooit meer intens as nou nie, en organisasies moet hierdie veranderinge absorbeer en bestuur teen 'n vinniger pas as ooit vantevore. Ten einde 'n suksesvolle besigheid-strategie te implementeer om sodoende hierdie uitdagings die hoof te kan bied, moet besighede, klein en groot, verseker dat hulle die regte personeel en strategieë in plek het om die regte mense op die regte plekke teen die ideale koste te kan plaas. Dit het oor die afgelope twee tot drie jaar duidelik geword dat 'n grootse probleem besig was om in die Menslike Hulpbronne bestuur van Bank Windhoek te ontstaan. Die geleentheid om hierdie probleem objektief en effektief aan te spreek het eers in die laaste helfte van 1999 ontstaan toe die nuwe Besturende Direkteur gepoog het om die Mannekrag Komitee te oortuig om 'n senior bestuurder Menslike Hulpbronne aan te stel. 'n Aanstelling wat ons in hierdie bespreking sal merk, afwesig was vir 'n hele aantal jare. Sy voorstel was summier afgeskiet aangesien, volgens die komitee, die aantal personeel in die bank nie 'n senior aanstelling regverdig het nie. Toe die Besturende Direkteur genader is om toestemming ten einde 'n ondersoek te doen oor die herposisionering van die Menslike Hulpbron afdeling in die bank, is dit dadelik toegestaan. Die doelwitte van hierdie ondersoek was velerlei. In die eerste plek was dit nodig om die ware toedrag van sake rakende die bestuur van Menslike Hulpbronne in die bank te bepaal, vanuit 'n bestuurs- sowel as 'n kliënte oogpunt. Tweedens was dit die doel om te bepaal hoe die ideale Menslike Hulpbronne afdeling daaruit moet sien. Gedurende hierdie proses is bestaande gapings dan geïdentifiseer. Derdens was dit nodig om aanbevelings te maak om die afdeling tot so 'n mate te herstruktureer om tot alle betrokke partye se voordeel te kan funksioneer. Verder was dit ook nodig om stelsels te implementeer om die Menslike Hulpbronne prestasie te kan evalueer asook om voortdurende aanpassings te maak om die afdeling op die regte spoor te kan hou. Bank Windhoek het by 'n kruispad gekom waar sekere besluite rondom Menslike Hulpbronne geneem moet word. Hierdie werkstuk sal poog om feite duideliker te stel rondom die beste besluitneming en voorgestelde aksies wat geïmplementeer moet word in hierdie belangrike aspek van die bank se oorhoofse strategie en bestuur.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: The lack of easy access to consistent, timely and reliable information is perceived to be one of the major barriers to investment on the African continent and the aim of this study is to provide the Africa Centre for Investment Analysis with a systems analysis, to enable it to populate their African Capital Markets Database with sufficient data to address this issue. The study aims to provide: • Program expertise to facilitate the automation of share price data capturing into a central database at the Centre • Systems analysis expertise to develop the necessary systems to capture and report the published company financial results of all listed companies in the African stock markets (excluding South Africa's JSE) • An evaluation of the existing products that ACIA offers, and an analysis of the effectiveness of the existing product mix • Recommendations on possible future changes and additions to the product portfolio to increase ACIA's profile in the market place • An analysis of the marketing environment that ACIA operates in, with recommendations about different marketing strategies that should be considered During this study, conversion programs has been written in the Visual Basic programming language to extract and update several years worth of share price data for the following countries. • Namibia • Swaziland • Zimbabwe • Botswana • Zambia • Nigeria • Malawi • Mauritius Kenya • Ghana • Tunisia • Egypt A total of 90000+ data points were created via this conversion process. It is envisaged that the data that has been loaded into the African Capital Markets Database will become one of the best research resources on African investment opportunities, and that the results of this study will have a wide impact on the continent in terms of attracting foreign capital investments, when researchers globally start to use this information. / AFRIKAANSE OPSOMMING: Die gebrek aan genoegsame, akkurate en vinning bekombare inligting word gesien as een van die hoof redes waarom daar 'n gebrek aan buitelandse investering in Afrika plaasvind. Die doel van hierdie studie is om 'n ontleding te maak van die stelsel behoeftes wat bestaan by die Afrika Sentrum vir Beleggings Ontleding, en om tergelykertyd ook die sentrum se Afrika Kapitaalmark Databasis met data te populeer, sodat die gebrek aan deursigtige en akurate inligtings probleem geadreseer kan word. Die studie beoog om die volgende kennis daar te stel: • Verskaffing van rekenaar programmerings kennis om die opdatering van aandeel prys data in die databasis te outomatiseer. • Om stelselontledings kennis te verskaf om die databasis verder uit te brei sodat die gepubliseerde state van genoteerded Afrika maatskappye ook in die stelsel gestoor kan word. (Suid Afrikaanse maatskappye word uitgesluit uit die databasis, omdat daar alreeds voldoende inligting oor die Johannesburgse Aandele beurs beskikbaar is) • Die evaluering van die bestaande produkte en dienste wat deur ACIA verskaf word, tesame met 'n analise om te bepaal of die bestaande reeks produkte en dienste aan die mark behoeftes van alle moontlike geinteresseerde partye voldoen. • Aanbevelings aangaande moontlike toekomstige veranderings en toevoegings tot die bestaande produkte en dienste om ACIA se dienste meer bekend te maak in die internasionale kapitaal markte. • 'n Ontleding van die marksegment waarin ACIA kompeteer, asook aanbevelings rondom moontlike bemarkings strategieë wat oorweeg behoort te word. Gedurende hierdie studie is verskeie data omskeppings programme geskryf om 'n groot hoeveelheid data punte in die databasis te laai. Die Visual Basic programmerings taal is vir hierdie doeleindes gebruik. Aandeel prys data van die volgende lande word databasis oorgeplaas. • Namibië • Swaziland • Zimbabwe • Botswana • Zambië • Nigerië • Malawi • Mauritius • Kenya • Ghana • Tunisië • Egipte Meer as 90 000 data punte is deur middel van hierdie proses in die Oracle databasis opgedateer. Die verwagting is dat die Afrika Kapitaalmark Databasis een van die toonaangewendste bronne van Afrika markaanwysers sal word. Hierdie studie het 'n geweldige groot bydrae gelewer om die databasis van 'n moontlikheid na 'n werklikheid te omskep. Die geloof, hoop en vertroue bestaan dat hierdie studie 'n wesentlike bydrae sal maak om meer direkte buitelandse belegging na Afrika aan te trek, sodra finansieële navorsers die data uit hierdie nuwe bron begin ontgin.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: This study project investigates the impact of major factors that influenced the Australian wine industry over the past decade. The project starts of with an in-depth look at the history of the Australian wine industry whilst simultaneously comparing the plantings and growth in production within their industry from 1994 to 1997 to that of their operations when the industry started out in 1788. The thesis concentrates on the factors that characterized the global wine industry during the mid 1990's that were: • Wine trade would continue to grow in terms of volume in spite of a continuing fall in the quantities consumed worldwide. • Commitments undertaken by signatories to the GATT's Uruguay Round Agreements in Marrakech in 1994 would ensure that trade develops not just within trading blocs but amongst them too. • New World and Eastern-European exporters would threaten EU dominance of international markets. Furthermore, focus is placed on the driving forces within the current global wine industry with special emphasis on the new world countries showing growth in production and consumption in contrast to the old world countries predominantly. Taxation gets investigated from a consumer, producer and the Australian government's point of view as well as a comparative model between Australian wine consumption and consumption in the rest of the world during the pre-tax period as well as the post-tax period. Chapter 6 looks at Vision 2025 that the Australian wine industry developed due to a need identified to become globally competent by the industry themselves. Emphasis is placed on the whole issue of one industry turning a production-driven wine economy around into a market-driven industry with every participant within the industry "marketing" a set of strategic objectives that will ultimately benefit their whole industry. Chapter 7 looks at the Australian wine industry from an objective point of view whilst benchmarking the industry against the major global wine trends as well as against quality performances of the global role players. Emphasis is placed on the differences and similarities that Australia's wine booms have in common as well as the lessons that any upcoming wine producing country have to learn form Australia's wine boom such as: o Developnew market opportunities o Develop a long-term vision for sustainable growth o Invest in the latest technologies o Develophealthy relations with growers and marketers o Investment in product differentiation through promotions o Attract the necessary resources Finally, focus is placed on South Africa's Vision 2020 and how the local industry will benefit from the objectives been set out to be achieved. / AFRIKAANSE OPSOMMING: Hierdie studieprojek ondersoek die impak van verskeie invloedryke faktore wat 'n beduidende rol gespeel het in die Australiese wynbedryf die afgelope dekade. Die projek begin deur te kyk na 'n indiepte studie van die Australiese wynbedryf se geskiedenis terwyl daar gelyktydig vergelyking getref word tussen die aanplantings van die Australiese wynbedryf vanaf 1994 tot 1997 aan die eenkant teenoor die operasionele sy van dieselfde industrie met sy ontstaan in 1788. Die tesis konsentreer op die faktore wat die globale wynindustrie gekenmerk het tydens die middel 1990's. Hierdie faktore was onder andere: • Die wynhandel het aanhoudende groei getoon ten spyte van die wêreldwye tendens van 'n afname in wynverbruik. • Verpligtinge aangegaan deur ondergetekendes tot die GATTUruguay rondte van samesprekinge in Marrakech in 1994 het verseker dat wynhandel nie net binne handeisblokke plaasgevind het nie, maar ook tussen hierdie handelsblokke. • Die nuwewêreld produserende lande, asook die Oos-Europese lande het 'n beduidende bedreiging vir EU-beheerde markte begin word. Verder is fokus geplaas op die dryfkragte binne die globale wynindustrie met spesiale verwysing na die nuwewêreld produserende lande wat groei toon in die aanplantings van wingerde, die produksie van wyn asook die verbruik daarvan - in kontras met die ouwêreld produserende lande. Belasting word ondersoek vanaf n verbruiker, produsent en die Australiese regering se oogpunt af. n Vergelykende model word geskets waarin daar gekyk word na Australiese wynverbruik voor die belastingimplimentering asook daarna. Hoofstuk 6 kyk na Visie 2025 wat deur die Australiese wynbedryf ontwikkel is as gevolg van 'n behoefte wat geidentifiseer is om globaal mededingend te wees. Klem is geplaas op die proses van n wynindustrie wat ontwikkel het vanaf 'n produksie gedrewe industrie na 'n markgedrewe industrie met elke deelnemer in die industrie wat die strategiese doelwitte van Visie 2025 slaafs "bemark" met die wete dat hul hele industrie uiteindelik daarby sal baat. Hoofstuk 7 kyk na die Australiese wynindustrie vanaf 'n objektiewe oogpunt terwyl die industrie gemeet word teen globale wyntendense asook teen die kwaliteitsvertonings van die globale rolspelers. Fokus is geplaas op die verskille en ooreenkomste tussen Australië se twee wyn groeitydperke asook die lesse wat daaruit te leer is vir enige opkomende wynproduserende land. Hierdie lesse is: o Ontwikkel nuwe markte o Ontwikkel 'n langtermyn visie vir volgehoue groei o Investeer in die nuutste tegnologie o Ontwikkel gesonde verhoudings met kontrak wingerdplanters en bemarkers o Investeer in produkdifferensiasie deur promosies o Verkry die nodige hulpbronne Laastens is klem geplaas op Suid-Afrika se Visie 2020 en hoe die plaaslike industrie daarby sal baat indien die uiteengesette doelwitte behaal sou word.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: The polystyrene foam tray manufacturing industry started with a monopoly in 1954, and lasted for more than 29 years. During the last ten years the industry has grown extremely competitive, seeing many new players enter (and exit) and a reduction in industry profitability. This mini thesis attempts to analyze the polystyrene foam tray manufacturing industry in its current form and to quantify the external, new challenges it currently faces. It attempts to identify potential pitfalls for new entrants to the industry and to construct an ideal strategy suited best for the industry, based on an industry analysis. The polystyrene foam container industry background is discussed to determine its origins in South Africa. An industry and competitive analysis is done to assess the strategically relevant aspects of the industry's macro environment. A technique developed by Thompson and Strickland (1998: 68) is utilized. The scope of the macro environment in the mini-thesis was limited to the South African scenario. Ultimately, an ideal strategy, which would deal with all the relevant challenges of the industry, is proposed. The industry and competitive analysis revealed important dominant economic traits. Competition is concentrated in the country's economic hub, namely Gauteng, but regional manufacturing bases leads to extended market share in those areas. The product range spans over several hundred coloured, printed and laminated trays, but the fiercest competition across the board takes place in a few sizes white, commodity flat trays to the meat industry, which also forms the bulk of sales to the industry. The growth rate has been organic for the last few years, mainly due to the mature status of polystyrene foam tray products and the introduction of alternative (though more expensive) media. The external macro economic environment has also not been conducive to abnormally high growth (GDP in South Africa has drifted between 1% and 3% for the last few years). Five competitors exist, and two of these competitors have 80% of the market share, but are also the furthest away from the largest part of the market, namely Gauteng. Customers are divided into two groups, distributors and end users. Small competitors make extensive use of distributors (since they do not own their own distribution channels), while large competitors limit the use of distributors to limit the potential buying power of distributors. The barrier to entry for a new entrant wanting to acquire up to 5% of market share is around R 10m, which includes working capital. The industry profitability varies from losses to extreme profits in some years. This becomes a vicious circle, since the latter attracts new entrants, which in turn causes price wars. Rivalry amongst competitive sellers is excessive, specifically when new entrants appear on the scene. Price cutting, although a very blunt tool, is used almost exclusively to obtain a volume advantage. Substitute products do not really pose a threat in the South African economic situation where cost is all-important. No other packaging medium can compete with the wide range of applicability, low cost and strength of polystyrene foam. Where end-user markets are more affluent, substitute products may have a minor impact. The power of suppliers in the industry is limited, since there is a manufacturing over capacity in the country, and there are no switching costs when changing from one supplier to another. The power of buyers, specifically ones that buy in bulk (distributors and the like), is thus quite strong. The main drivers of change include excessive movement in market pricing, product innovation, technological changes, increasing globalisation of the industry and changing societal concerns. Movement in market pricing is by far the most important and has the greatest affect on industry profitability, since the complete product range is affected. The latter four drivers affect mostly branded and speciality product. Strategic group mapping, combined with an in-depth analysis of each competitor, revealed that the largest two players, Kohler Versapak and Atlantic Forming, are definitely in the strongest position from a financial point of view. Although drawbacks such a corporate red tape, shareholder pressure and geographic location exist for these competitors, sheer financial strength to survive price wars will give them an edge. With the current amount of competitors and over capacity in the market there is bound to be some consolidation in the manufacturing industry. It seems that one of the larger two players (Kohler Versapak or Atlantic Forming) may acquire one of the smaller manufacturers in a bid to stabilize market prices. The most important key success factor is the ability to produce polystyrene foam trays at the lowest possible cost. The absence of switching costs, price wars and a manufacturing over capacity are all causes of the preceding success factor. Other less important success factors are distribution related (being close to the market is an advantage) and technology related (being able to develop advanced branded and functional trays). In its current status, where there is a supply-demand imbalance, the industry does not seem attractive. Although negative external forces such as environmental pressure, are limited, growth potential is limited and competition is fierce. In summary none of the competitors have attempted to utilize other tools than pricecutting to protect market share. From a geographic location point of view, Airshield and Mainpack are positioned best, but do not possess the financial momentum to optimally utilise their location in terms of finished product distribution and raw material acquisition. Atlantic Forming and Kohler Versapak seem to have expanded their product ranges to low profit and unprofitable products, while the other competitors have stayed focused on a few high volume items. It seems that it may have been a better idea for the larger players to utilize existing resources on other profitable media rather than expanding its interests in polystyrene foam trays. / AFRIKAANSE OPSOMMING: Polistireen skuim houer vervaardiging het in 1954 met 'n monopolie begin wat vir 29 jaar staande gebly het. Gedurende die laaste tien jaar het die polistireen skuim industrie baie kompeterend geraak, met heelwat kompeterende maatskappye wat die mark betree het (en uitgetree het), en 'n gevolglike afname in industrie profyt gehad het. Hierdie minitesis poog om die polistireen skuim bakkie industrie te analiseer in sy huidige vorm en om die eksterne uitdagings wat tans bestaan, te identifiseer. Die tesis poog verder om potensiele probleme te identifiseer wat nuwe kompeterende maatskappye in die industrie mag teëkom, en dan om 'n ideale strategie saam te stel, gebasseer op 'n industrie analise. Die polistireen skuim houer industrie is bespreek, sodat die oorsprong van die industrie in Suid-Afrika bepaal kon word. 'n Industrie en kompeterende analise is gedoen om die strategies belangrike aspekte van die industrie se makro omgewing te bepaal. Vir die bogenoemde analise is 'n tegniek soos ontwikkel deur Thompson en Strickland (1998: 68) gebruik. Die omvang van die makro omgewing in hierdie minitesis is beperk tot die Suid- Afrikaanse omgewing. Die uiteindelike ideale strategie sal al die relevante uitdagings van die industrie aanspreek. Die industrie en kompeterende analise het belangrike dominante ekonomiese eienskappe blootgelê. Markgerigte kompetisie is gekonsentreerd in die land se ekonomiese enjin, naamlik Gauteng, maar streeks gebaseerde vervaardigings aanlegte lei gewoonlik tot 'n verbeterde mark aandeel in 'n spesifieke streek. Die produk reeks bestaan uit honderde gekleurde, gedrukte en gelamineerde houers, maar die grootste kompetisie vind plaas oor slegs 'n paar plat, wit vleis bakkies - wat ook die grootste volume verkope in die industrie beslaan. Die groei tempo was organies vir die laaste paar jaar, hoofsaaklik as gevolg van die volwasse stand van polistireen skuim produkte en die bekendstelling van alternatiewe produkte. Die eksterne makro ekonomiese omgewing het ook nie bygedra tot bogemiddelde groei nie (BBP in Suid-Afrika het tussen I% en 3% gewissel vir die laaste paar jaar). Vyf produseerders van polistireen skuim houers ding mee in die mark, en twee van hulle besit 80% van die totale mark aandeel, alhoewel hulle ook die verste vanaf grootste mark, naamlik Gauteng, is. Kliënte word in twee groepe verdeel, naamlik verspreiders en eind-gebruikers. Klein produseerders maak meestal gebruik van verspreiders omdat hulle nie oor hulle eie verspreidings kanale beskik nie. Groter produseerders beperk die gebruik van verspreiders om uiteindelik potensiële koopkrag van verspreiders te beperk. Vaste kapitaal, asook lopende kapitaal om ongeveer 5% van die mark te bekom, is ongeveer R10m. Die industrie profyt variëer tussen verliese tot oorgrote profyt in sommige jare. Hierdie variasie vorm 'n afbrekende sirkel, aangesien oorgrote profyt potensiële nuwe produseerders aantrek wat dan weer tot prys oorloë lei. Mededinging tussen kompeterende produseerders is oormatig sterk, spesifiek wanneer nuwe produseerders die mark betree. Alhoewel prys verlaging 'n redelike kru metode is om markaandeel te bekom, word dit amper uitsluitlik gebruik. Alternatiewe, duurder vervangings produkte is nie werklik 'n gevaar vir polistireen skuim produkte in Suid-Afrika nie, aangesien prys die belangrikste element is. Geen ander verpakkingsmedia kan meeding met die toepasbaarheid, lae koste en sterkte van polistireen skuim nie. Slegs in sekere wel-gestelde segmente van die mark kan alternatiewe produkte 'n minimale impak op die polistireen skuim mark toon. Die mag van verskaffers in die industrie is beperk, aangesien daar 'n geweldige oorkapasiteit in die land is en omdat daar geen oorskakelingskoste bestaan wanneer daar van een verskaffer tot 'n ander geskuif word nie. Die mag van kopers, en spesifiek die wat in grootmaat koop, is dus redelik sterk. Die hoofdrywers van verandering sluit in sterk beweging in mark pryse, produk innovasie, tegnologiese veranderinge, toenemende globalisering van die industrie en veranderende sosiale standaarde. Variëerende beweging van markpryse is by verre die belangrikste en het ook die grootste effek op industrie profyt, aangesien die hele produk reeks geraak word. Die laaste vier drywers affekteer meestal handelsmerk produkte en spesialiteits produkte. Strategiese groep kaarte, gekombineerd met 'n indiepte analise van elke produseerder, het aangedui dat die twee grootste kompeteerders, Kohler Versapak en Atlantic Forming, definitief in die sterkste posisie is vanaf 'n finansiële oogpunt gesien. Alhoewel negatiewe punte soos korporatiewe sloering, aandeelhouer druk en geografiese posisie teen die twee mededingers tel, sal blote finansiele mag om prys oorloë te deurstaan hulle die oorhand gee. Met die huidige hoeveelheid oorkapasiteit in die mark moet daar uiteraard konsolidasie in die vervaardigings industrie plaasvind. Dit is waarskynlik dat een van die groter spelers (Kohler Versapak of Atlantic Forming) van die kleiner mededingers mag bekom in 'n poging om die mark te stabiliseer. Die mees belangrike sleutel sukses faktor is die vermoë om polistireen skuim bakkies teen die laagste koste te vervaardig. Die afwesigheid van oorskakelingskoste, die aanwesigheid van prys oorloë en vervaardigings oorkapasiteit is almal oorsake van die genoemde sukses faktor. Ander minder belangrike sukses faktore is verspreidings verwante (om nabyaan die mark te wees is 'n voordeel) en tegnologie verwante (om handelmerk produkte en moderne funksionele produkte te kan ontwikkel) faktore. In die mark se huidige vorm is daar nie 'n vraag-aanbod balans nie, en lyk die industrie nie aantreklik nie. Alhoewel negatiewe eksterne kragte soos omgewings druk beperk is, is groei potensiaal ook beperk en kompetisie agressief. Opsommendergewys het geen van die mededingers ander metodes as prys verlaging probeer gebruik om mark aandeel te beskerm nie. Vanaf 'n geografiese oogpunt gesien, is Airshield en Mainpack die beste geposisioneer, maar hulle het nie die finansiële momentum om hulle posisie optimaal te benut in terme van klaar produk verspreiding en rou material aankope nie. Atlantic Forming en Kohler Versapak het hulle produk reeks uitgebrei na lae profit en verlies-lyende produkte, terwyl ander mededingers gefokus gebly het op 'n paar hoë volume items. Dit lyk asof dit beter sou gewees het vir die groter spelers om bestaande bronne te gebruik het op ander winsgewinde media as om verder uit te brei in polistireen skuim.