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Thesis (MBA)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: The terms business model and business model innovation have only gained prominence over the past two decades, whilst little of the research has been applied in a South African context. The main objective of this thesis was to ascertain the reasons for success of a local business through the research and application of the themes of business models, business model innovation and blue ocean strategy to a local organisation. The subject matter of the thesis was Van Loveren Family Wine Cellar, a family-owned South African wine farm that has seen significant success over the past 15 years in a highly competitive and fragmented local market. To complete this process, it was also necessary to gain an understanding of both the global and local wine industries, and how South Africa has grown within this environment. The format of the thesis is a case study, selected because of its relevance to gaining a rich understanding of the context of the research and the processes enacted, thereby facilitating the main objectives. The case study approach also provides a tool to aid in the education of business strategy students, allowing the principles to be applied to new scenarios. The findings of the study include that there has been a shift in both consumption and production of wine from the traditional Old World to the innovative New World. This shift is being driven by new consumers of wine who are less concerned with the mystique and legacy of Old World wine, instead demanding wines that fit their lifestyles through easy drinking taste profiles with an ease of selection. This phenomenon is present in South Africa, where growth in the market is seen at lower price points. New consumers who are selecting wines that compete with existing alcohol alternatives as gateway products are driving this demand. Van Loveren launched their Four Cousins Rosé in 2000, with exponential growth experienced between 2004 and 2008, driving the product to be one of South Africa’s best-selling brands. The findings of the study were that the Van Loveren Family Cellar had positioned itself, through business model innovation, to capture the growth in new wine drinkers. Van Loveren had built a business model that provided a framework within which strategy can take on competitors. Core to their success were the long-term relationships with key buyers and the collaborative partnerships that allowed Van Loveren to utilise external capabilities as part of their own business. The success was also based on the leap of faith to enter the market in a sweeter taste profile, through the development of a brand that resonated with consumers, and in packaging that provided an attractive price point. The combination of these decisions allowed Van Loveren to capture uncontested market and grow exponentially.

ENGLISH ABSTRACT: Strategic thinking has evolved and different insights of strategy and the way that strategy works in organisations have developed over time. There is a view that strategy is something organisations posses. The strategy-as-practice approach, however, sees the field of strategy as something people do in organisations. The focus is thus on people, and doers of strategy in organisations, which leads to the question of who strategists are, what their role is in strategy work, and what strategy tools are deployed. The aim of this study was to review the existing body of knowledge in the strategy-as-practice domain and illustrate the findings of previous researchers, by virtue of an empirical study based on a financial services organisation in Namibia. The approach adopted in this research is an activity based view of strategy-as-practice in line with Jarzabkowski (2005) where the main focus is on practitioners, praxis/events and practices/process within the case study organisation. Praxis is defined by Jarzabkowski et al. (2007) with reference to Reckwitz (2002) and Sztompka (1991) as a stream of activity that interconnects the micro actions of individuals or groups with the wider institutions in which those actions are located and to which they contribute. The seven aspects of the biomatrix systems theory by Dostal, Cloete and Jaros (2004) are discussed and strategy-as-practice in the case study organisation is analysed according to the environment, ethos, aims, processes, structure, governance and mei (matter, energy & information). The ten schools of study as defined my Mintzberg, Ahstrand and Lampel (2005) is incorporated in this study in order to assess the presence of these schools of thought in the case study organisation. Evidence of the different forms of strategy as defined by Jarzabkowski (2005), namely procedural, integrative strategy and interactive strategy are also found in the case study organisation. Strategy-as-practice research done in the South African and Namibian context by researchers attached to the University of Stellenbosch is also reviewed in this research paper. SenseMaker™ Explorer software was used where respondents were required to do self-indexing on their narratives about strategy-as-practice in the case study organisation, to further support the findings of the template and thematic analysis. The SenseMaker™ software results gave the researcher more insight into respondents’ views about the implementation of strategy, strategic governance, the ethos of strategy-as-practice in the case study organisation and the strategy goals deployed in Old Mutual Namibia.

published_or_final_version / Urban Planning and Environmental Management / Doctoral / Doctor of Philosophy

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / abstract / China Development Studies / Master / Master of Arts

<p> </p><p><strong>Introduction </strong></p><p>Some researchers believe that Business plans are critical to the development of a new business idea and thus a new venture. However, others are of the view that these documents are completely useless to the business planning process. With these conflicting views existing, and the occurrence of various factors, the process of deciding to write a business plan and actually writing one can be quite challenging for First – Time entrepreneurs (FTEs) without any influence from background, education and training. This can increase the levels of complexity experienced by many new entrepreneurs.</p><p><strong>Purpose</strong></p><p>The aim of this research study is to first investigate the task of writing a business plan experienced by FTEs, then compare the personal experiences and observations of the author to those of others who have participated in this process, and finally compare the collective results to relevant theories and the views and beliefs of experts in writing business plans or creating new ventures. Furthermore, the main aim is to identify exactly if the writing process can be considered less challenging for FTEs, given the inclusion of certain factors, and what is actually meant by the term “easy”.</p><p><strong>Method</strong></p><p>To do this, experiences and personal opinions and observations have been collected from the author and former FTEs through the use of self – observation and narrative research techniques coupled with a series of open and probing questions. These were then compared to a collection of relevant literature, and views and opinions of the experts working with the industry.</p><p><strong>Conclusions </strong></p><p><strong> </strong>With the inclusion of knowledge, literature and expert advice, the process <strong> </strong>of writing a business plan becomes easier for FTEs. What this means is that FTEs are more prepared to undertake the writing process due to the absence of uncertainties and increased insight, and as a result, they execute the process more efficiently and better informed as to what tends to occur. In this perspective, the writing process itself becomes “easy”</p>