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This study had two objectives. The first was to extend the strategy paradigm by examining the relationship between strategy type and performance objective. The second was to test the idea of a contingency relationship between strategy and performance. The central research question guiding this effort was: What performance results arise from following different strategies within a given context? The intention of this study was to show that firms within a given environmental context could follow different strategies and be successful provided the strategy was related to a specific performance objective. The implication of this argument is that organizational success is a product of both proper implementation of a selected strategy, and the correct choice of a performance objective. Strategy was operationalized using the Miles & Snow (1978) typology. The choice of a typology was made in order to compare theoretical “ideal types“ with methodological "ideal types." The empirical tests of the hypotheses demonstrated that each strategy type was related to different performance objectives. Analysis demonstrated that for firms which achieved a higher degree of coalignment with their environment, there was a positive and significant impact on performance for the Defender and Analyzer strategy types. This relationship was not supported for the Prospector strategy types, although the results were in the predicted direction. The primary contribution of this study was to demonstrate that the basic strategic management research paradigm needs to be extended to allow for consideration of multiple performance objectives when examining the relationship between strategy and performance. While there is no single appropriate strategy for any given context, there are limitations to strategy choice after an organization has determined its objectives. This study was the first to demonstrate a contingency relationship between strategy types and differing performance objectives within a single environmental context. Also, the present study was able to operationalize the Analyzer strategy type using secondary data. This is one of the first studies to have done so. / Ph. D.

Thesis (MBA)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: Mobile lifter (ML) is a product that is used to lift loads or materials ranging from 20–600 kilograms (kg), and to move the loads to anywhere within the factory up to a height of 2.3 metres (m). The ML is ideal for loads heavier than human comfort, dangerous to touch by hands, requiring repetitive moving and not heavy enough for a forklift. As the need for labour rises and manufactures want to increase productivity, the ML becomes the solution. Currently, there is no company that specialises in ML, and that provides good service to the customers. HELM intends filling that gap in the markets. HELM plans to acquire exclusive distribution rights with a European base supplier of MLs. HELM will become the distributor of MLs in Southern Africa. HELM will have its base or office in Cape Town (CT), but also secure subcontractors in three other provinces, namely Gauteng, KwaZulu- Natal (KZN), and the Eastern Cape (EC). HELM will sell products from its supplier partner and it will offer services and a maintenance plan to its clients at a competitive rate. The ML can be used in manufacturing, wholesale, the retail trade and motor trade, and transport and storage. The three sectors account for over 35 percent of South Africa’s gross domestic product. The manufacturing sector is the largest sector with many industries. The most attractive industries are the fast moving consumer goods, automotive, pharmaceutical and chemical manufacturing industries. Although the industry or market is fragmented, Gauteng has the largest target market with over 9000 registered manufacturing enterprise. It is followed by KwaZulu-Natal, then the Western Cape and finally the Eastern Cape. The ML industry is still in its infancy, and HELM Solutions intend to sell 25 units in the first year, 33 in the second and then 36 in the third year. The current distributors of MLs only have one point of service per distributor in South Africa and MLs are non-core products for them. HELM also intends differentiating itself from other distributors by being a solution provider to clients, and not a product distributor. HELM wants to understand the clients’ business, understand their needs, and provide them with solution that will also increase their profit. This should give HELM a competitive advantage and make it difficult for clients to substitute the HELM products and service. Franck Tshilombo is one of the three entrepreneurs who will be directly involved in the business. He will start as the only employee of the business. He has been working with MLs for the past four years. His experience ranges from selling and marketing to ordering, assembling, service and maintenance of MLs. Kevin French brings experience in the financial field of investments. He holds a B Com degree and is a CFA charter holder. He has 25 years combined experience in financial services at large corporates and smaller entrepreneurial start-ups. He owns an investment management business and two paint distribution businesses. His experience includes starting new businesses, takeovers and turnarounds in financial services, and construction and electrical engineering. Collin Ramukhubathi who has a mechanical engineering degree and is an MBA candidate, has 15 years working experience in general management in construction and the mining sector. HELM Solutions require funding for fixed assets and working capital. The fixed asset will be funded by shareholders in the form of assets worth R30 000 and cash of R15 000. The amount of external funding required is R154 000. The desired funding should be in the form of an overdraft loan, as not all the funds will be needed in the beginning. This funding will be used towards the monthly expenses for the period of three months and towards increases in sales within the first five months. The funds will be needed during sales growth as the cash conversion cycle of the business is long. The overdraft loan is based on the interest rate of 12 percent. Based on these estimates, the loan will be fully repaid within 11 months.

by So Ting Sau, Cecilia, Tay Ko Ki, Doris. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaves 47-49). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF TABLES --- p.v / ACKNOWLEDGEMENTS --- p.vi / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Statement of Problem --- p.1 / Background --- p.1 / Hypothesis --- p.2 / Scope of Study --- p.2 / Organization of the Project --- p.3 / Chapter II. --- LITERATURE REVIEW --- p.4 / Chapter III. --- RESEARCH METHODOLOGY --- p.7 / Introduction --- p.7 / Quantitative Survey --- p.7 / Sample Selection --- p.7 / Questionnaire Construction --- p.8 / "Scoring, Editing & Coding" --- p.12 / Limitations of the Survey --- p.13 / Qualitative In-depth Interviews --- p.14 / Sample Selection --- p.14 / Interview Schedule & Construction --- p.15 / Background of Selected Company - Wong's International (Holdings) Ltd --- p.15 / Background of Selected Company - Myer Jewelry Manufacturer Ltd --- p.16 / Limitations of Face-to-face Interviews --- p.17 / Chapter IV. --- RESEARCH FINDINGS & DISCUSSIONS --- p.19 / Quantitative Survey --- p.19 / Background Information --- p.19 / Type of Planning --- p.22 / Company Mission --- p.24 / Objectives Setting --- p.25 / Strategy Formulation & Implementation --- p.27 / Control --- p.30 / Contingency Planning --- p.30 / Findings of the Qualitative In-depth Interviews --- p.31 / Wong's International (Holdings) Ltd --- p.31 / History of the Group --- p.31 / Type of Planning --- p.32 / Objectives Setting --- p.33 / Strategy Formulation & Implementation --- p.34 / Control --- p.34 / Contingency Planning --- p.35 / Myer Jewelry Manufacturer Ltd --- p.35 / Type of Planning --- p.35 / Company Mission --- p.36 / Objectives Setting --- p.37 / Strategy Formulation & Implementation --- p.37 / Control --- p.38 / Contingency Planning --- p.39 / Summary --- p.39 / Chapter V. --- CONCLUSION & SUGGESTIONS --- p.40 / Summary of Findings --- p.40 / Implications --- p.41 / Suggestions for Future Research --- p.41 / APPENDIX --- p.43 / BIBLIOGRAPHY --- p.47

Thesis (M.B.A.)--University of Hong Kong, 1996. / Includes bibliographical references.

by Lau Chun Man, Yeung Kwok Ching. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1990. / Bibliography: leaves [86-91] / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF TABLES --- p.v / ACKNOWLEDGMENTS --- p.vi / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- BACKGROUND --- p.6 / The Origin Of Failure Prediction --- p.6 / Classical Works --- p.7 / Approaches In Quantitative Prediction Model --- p.8 / Approaches In Qualitative Prediction Model --- p.10 / Purpose Of The Researches --- p.12 / Practical Applications Of The Models --- p.13 / Problems In Prediction Models --- p.14 / Chapter III. --- PREVIOUS RESEARCH FINDINGS --- p.15 / Studies Of Different Researchers --- p.15 / Researches In Different Countries --- p.26 / Chapter IV. --- METHODOLOGY --- p.32 / Multiple Discriminant Analysis (MDA) --- p.32 / Sample Selection --- p.34 / Prediction Variables Selected --- p.39 / Validation Of The Model --- p.39 / Chapter V. --- PRESENTATION AND ANALYSIS OF THE RESULTS --- p.42 / Interpretation Of Computer Results On 1-Year Statement Prior Bankruptcy --- p.42 / Relative Importance Of The 11 Predictive Variables --- p.44 / Explanation Of Financial Distress In Terms Of The 3-Variables Function --- p.47 / Classification And Validation --- p.49 / Comparison Between The Discriminant Functions Generated From 1to 3 Year Statements Prior Bankruptcy --- p.51 / Chapter VI. --- LIMITATIONS AND RECOMMENDATIONS --- p.62 / Limitations --- p.62 / Recommendations --- p.66 / Chapter VII. --- CONCLUSION --- p.69 / APPENDIX / BIBLIOGRAPHY

by Choy Chung Shing. / Thesis (M.B.A.)--Chinese University of Hong Kong, 2000. / Includes bibliographical references (leaves 47-48). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.ii / HSBC - A BRIEF HISTORY --- p.1 / HSBC IN ASIAN FINANCIAL CRISIS --- p.4 / Asian On Fire --- p.5 / Impact of Asian Financial Crisis on HSBC --- p.8 / Re-engineering --- p.9 / First Action ´ؤ Re-branding --- p.9 / Second Action -Primary listing on NYSE --- p.10 / Third Action -Acquisition --- p.11 / STILL More Arrows in the Quiver ?? --- p.13 / MANAGING FOR VALUE --- p.14 / Corporate Strategy --- p.16 / Brandname Management Strategy --- p.17 / Expansion Strategy --- p.19 / CHALLENGES ON HOMETOWNS --- p.21 / Hongkong --- p.22 / Expansion Opportunities --- p.25 / Japan --- p.25 / Britain and Europe --- p.28 / Britain --- p.28 / Continental Europe --- p.29 / Beyond the hometowns --- p.32 / North America --- p.33 / Execution of Expansion Strategy --- p.34 / SURVIVING THE ASIAN FINANCIAL CRISIS --- p.37 / Aggressive Players --- p.37 / Retreating Players --- p.39 / MORE FRONTIER --- p.40 / The Internet --- p.40 / LESS THAN SURPRISE --- p.44 / Final word --- p.45 / BIBLOGRAPHY --- p.47

This project will be focusing on the business problem of integrating information systems within a M & A organization, in this case to a SAP platform. SAP is the platform the parent company uses to run its corporate business functions.

The purpose of this project is to try and establish a blueprint for integrating Enterprise Resource Planning (ERP) and Supply Chain Management (SCM). ERP and SCM have become popular in many industries because they help companies improve their Information Systems (IS) which helps support their operational goals. New technology is being used in resource planning and e-commerce and a stable supply chain helps corporations integrate many basic applications. This helps facilitate smooth supplier-customer interactions while minimizing transaction costs. This project is trying to provide a way in which to implement ERP systems properly into SCM. It should result in improved business performance and client satisfaction.

This project develops and analyzes a business plan for Media Benefits Corporation, a subsidiary of First Entertainment Credit Union. The business plan will address the recent trend to move certain services back to the credit union and make recommendations as to how Media Benefits Corporation should continue to exist. Issues concerning liability will also be addressed in the plan.