Master of Agribusiness / Department of Agricultural Economics / Michael R. Langemeier / This thesis was written for the purpose of looking at the feasibility of operating a prospective business; a farm and ranch in southern Idaho. For practical reasons, I looked at a specific farm consisting of 600 irrigated acres, which are irrigated via 5 center pivots. Attached to the farm is an additional 400 acres of pasture ground seeded to crested wheat. In conjunction with operating the farm, I examined the feasibility of leasing a 300 head commercial cow herd from a separate owner than the land owner. Summer pasture for the cows would be leased from a grazing association located in northern Nevada and winter feed would come from the farm pasture, crop aftermath located on the farm, and corn stalks from a neighboring farm. Crops looked at being produced were grain corn and alfalfa hay. Operating cost projections were made using current market values, while the price received for each commodity is based on ten-year historical prices. Historical prices were used to determine whether the business is viable in the long-run. Rent on the farm is based on a 60/40 percent crop share of which the land owner’s share is 40 percent. Lease payment for the cow herd is based on a 2/3, 1/3 calf crop split of which the cow owner’s share is 1/3 of the calf crop. After analyzing the operation’s financials the business is not feasible.

Thesis (MCom)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: Despite the high potential impact of advanced analytics on the performance of businesses around the world, its uptake and application in an integrated and strategically aligned manner has been limited. This problem is more pronounced with specific reference to optimization. Optimization methods lag behind other analytical methods such as data visualization and predictive models in terms of their level of adoption in organizations. This research suggests that part of the problem of limited application and integration lies in an overall inability of companies to develop and implement an effective advanced analytics strategy. The primary objective of this research is therefore to establish an approach for the development of an advanced analytics strategy for a company. Due to the absence of well described examples or published research on the subject it was necessary to generate insight and knowledge using a research approach that allowed for the development, testing, and improvement of a strategy over multiple cycles. Such a research approach presented itself in the form of action research. An initial advanced analytics strategy was developed for one of the subsidiary companies in a group of companies. The subsidiary company specializes in the importation, distribution, and marketing of industrial fasteners and has branches throughout South Africa. The strategy document was presented to the senior decision makers in the holding company for evaluation. The feedback from the evaluation was used to formulate changes to the initial strategy aimed at improving its alignment with the decision makers’ thinking on advanced analytics and increasing the probability of its implementation. The suggested changes from the first research cycle were used to define the second cycle strategy framework. The second cycle strategy framework included a strategy development process that consisted of three main steps: • Establishing business focus and relevance which included an assessment of the value creating potential of the business, identifying and prioritizing of value creating opportunities, and an assessment of key underlying decision processes, • Developing business relevant concept applications which included determining their potential value impact and creating a ranked pipeline of decision optimization applications. • Selecting concept applications and moving them into production. The strategy development process was informed by a number of different models, methods and frameworks. The most important model was a detailed valuation model of the company. The valuation model proved to be invaluable in identifying those aspects of the business where an improvement will result in the highest potential increase in shareholder value. The second cycle strategy framework will be used to develop an improved version of the advanced analytics strategy for the researched company. Moreover, the generic nature of the framework will allow for it to be used in the development of advanced analytics strategies for other companies. / AFRIKAANSE OPSOMMING: Ten spyte van die potensieel omvangryke impak van gevorderde analitiese tegnieke op die prestasie van besighede wˆereldwyd, is die toepassing en strategiese integrasie daarvan beperk. Hierdie probleem is nog meer sigbaar wanneer die aanwending van optimeringsmetodes oorweeg word. Die mate waarin optimeringsmetodes deur besighede aangewend word, is heelwat laer as ander analitiese metodes soos data visualisering en vooruitskattingsmodelle. Hierdie navorsing plaas ’n groot gedeelte van die probleem voor die deur van besighede se onvermo ¨e om effektiewe gevorderde analitiese strategie¨e te ontwikkel en te implementeer. Die primˆere doel van die navorsing is gevolglik om ’n benadering tot die ontwikkeling van ’n analitiese strategie vir ’n maatskappy voor te stel. In die lig van die afwesigheid van gepubliseerde voorbeelde of soortgelyke navorsing op hierdie onderwerp moes insig en kennis gevolglik bekom word deur die aanwending van ’n navorsingsbenadering wat die navorser in staat gestel het om ’n voorgestelde strategie te ontwikkel, te toets en te verbeter oor verskeie navorsingsiklusse. Die navorsingsbenadering wat gebruik is staan bekend as aksienavorsing. Die eerste gevorderde analitiese strategie is onwikkel vir een van die filiaalmaatskappye in ’n maatskappygroep. Die filiaalmaatskappy spesialiseer in die invoer, verspreiding, en bemarking van industri¨ele hegstukke en het takke regoor Suid Afrika. Die strategie dokument is voorgelˆe aan die senior besluitnemers van die houermaatskappy vir oorweging. Op grond van hul terugvoer is veranderings aan die strategie aangebring ten einde hul benadering tot gevorderde analitiese tegnieke te akkommodeer en om die waarskynlikheid van implementering daarvan te verhoog. Die voorgestelde veranderings is gebruik om ’n strategiese raamwerk vir die tweede navorsingsiklus te definieer. Hierdie raamwerk sluit ’n strategiese ontwikkelingsproses in wat bestaan uit drie hoofstappe: • Vestiging van besigheidsfokus en relevansie wat insluit ’n oorweging van die waardeskeppingsvermo ¨e van die maatskappy, identifisering en prioritisering van waardeskeppingsgeleenthede en die oorweging van die onderliggende besluitnemingsprosesse, • Ontwikkeling van besigheidsrelevante konsep oplossings wat insluit die bepaling van die potensi¨ele waarde impak en die skepping van ’n ranglys van besluitoptimeringsoplossings, en • Die verskuiwing van geselekteerde oplossings na ’n produksie omgewing. Die strategiese ontwikkelingsproses maak gebruik van verskeie modelle, metodes en raamwerke. Die belangrikste model was ’n gedetaileerde waardasiemodel van die maatskappy. Die waardasiemodel was instrumenteel in die idenfikasie van die aspekte van die maatskappy waar ’n verbetering die grootste bydrae kan maak tot die skepping van aandeelhouerswaarde. Die tweede siklus strategiese raamwerk sal aangewend word om ’n verbeterde analitiese strategie vir die nagevorsde maatskappy te ontwikkel. Die generiese aard van die raamwerk sal ’n gebruiker daarvan in staat stel om ’n gevorderde analitiese strategie vir ander maatskappye te ontwikkel.

Thesis (MBA)--University of Stellenbosch, 2010.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: Business continuity planning can be defined as the process of developing advance arrangements and procedures that enable an organisation to respond to an event in such a manner that critical business functions will continue with the least interruption or essential change. This study project guides one through an investigation of a business continuity planning project in Media24, a large multi-national corporate based in South Africa. As with most South African companies, Media24 has not done sufficient planning in this regard till now. This study project will describe the methodology followed during this project as well as extracts from interviews conducted with numerous individuals at various management levels in this company. This study project can assist any medium to large South African enterprise who is considering a business continuity planning project. It endeavours to motivate and convince the reader of the unquestionable grounds for business continuity planning in any organisation. / AFRIKAANSE OPSOMMING: Gebeurlikheidsbeplanning kan gedefinieer word as die proses om gevorderde reëlings en prosesse in plek te stel om 'n organisasie te bemagtig om te kan reageer op 'n voorval op so 'n manier dat die kritieke besigheidsfunksies kan voortgaan met die kleinste moontlik steuring of onderbreking van hierdie funksies. Hierdie studieprojek lei mens deur die ondersoek van 'n gebeurlikheidsbeplanning-projek wat aangepak was deur Media24, 'n multinasionale firma gebaseer in Suid-Afrika. Soos met meeste Suid-Afrikaanse besighede, het Media24 nog nooit 'n voldoende inisiatief aangepak tot nou nie. Hierdie projek sal die metodologie beskryf wat gevolg is sowel as ekstrakte van vele onderhoude wat gehou is met individue uit verskillende bestuursvlakke in hierdie organisasie. Die doel van hierdie projek is om enige medium tot groot Suid-Afrikaanse organisasie te ondersteun wat gebeurlikheidsbeplanning oorweeg. Dit poog om die leser te motiveer en te oortuig van die onbetwisbare argument vir gebeurlikheidsbeplanning in enige organisasie.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: In undertaking this research on strategy at work, several key issues emerged and shaped its course. Firstly, it was essential to understand what strategy is about. Since the humble beginnings of strategic management in the world of business, there has been confusion about its definition and basic elements. The number of definitions, of varying usefulness, is almost as infinite as the number of authors in this field. This study therefore attempts to pinpoint the commonly agreed upon underlying elements of strategy. Secondly, the use of strategy and the benefits accruing to the corporate world were of interest. An investigation into the use of strategy and its effect on performance was carried out by means of a survey among German companies in the machine and plant manufacturing industry. Finally, data gathered were analysed to prove the existence of a relationship between the use of strategy and corporate performance. This task was done by means of non-empirical as well as empirical study. The non-empirical study was undertaken as a literature review, and set out to investigate the basic principles of strategy in order to establish a common definition regarding the elements of strategy. On the other hand, the empirical study took place in the form of a survey, collecting primary data on the matter. From the literature review it was concluded that strategy can be defined by means of five elements, namely plan, ploy, pattern, perspective and position. While the first three elements are related more to the 'how' of strategy, by asking in which form they can be seen, the latter two tell more about the 'what' of strategy, by clarifying the content. In addition to the elements of strategy, it was established that, for the purpose of this study, corporate performance can be described by using four indicators, namely growth, market share, return on equity and innovation. In the subsequent survey, companies were requested to respond to a questionnaire regarding these five elements, as well as the four indicators of their performance. Close analysis showed that companies did indeed utilise one or more elements of strategy. It is noteworthy that only two companies reported that they did not make use of strategy at all. More significant is the finding that there is a small positive relationship between the use of elements of strategy and performance. In summing up, it can be said that companies indeed utilise elements of strategy. Furthermore, it can be concluded that companies using more elements of strategy may do better than companies using fewer elements, since there is a small positive relationship between the number of elements used and performance. / AFRIKAANSE OPSOMMING: In hierdie navorsingsprojek oor Strategy at Work (Strategie in Werking) het verskeie sleutelaangeleenthede, wat die verloop daarvan gevorm het, opgeduik. Eerstens was dit noodsaaklik om begrip te hê waaroor strategie handel. Sedert die nederige ontstaan van strategiese bestuur in die sakewêreld, heers daar verwarring oor sy basiese elemente en 'n definisie daarvoor. Die aantal definisies - van afwisselende nuttigheid - is bykans so ontelbaar soos die hoeveelheid skrywers in hierdie veld. Derhalwe probeer hierdie studie die algemeen erkende en onderliggende elemente van strategie haarfyn aanwys. Tweedens was die aanwending van strategie en die voordele wat gevolglik vir die korporatiewe wêreld aangroei van belang. 'n Ondersoek na die aanwending van stategie en dié se uitwerking op prestasie is uitgevoer deur middel van 'n opname onder Duitse maatskappye in die masjien- en aanlegvervaardigingsnywerheid. Ten slotte is versamelde gegewens geanaliseer om die bestaan van 'n verband tussen die aanwending van strategie en korporatiewe prestasie te bewys. Hierdie taak is deur middel van nie-empiriese sowel as empiriese studie uitgevoer. Die nie-empiriese studie is as 'n literêre oorsig uitgevoer en het 'n ondersoek na die basiese beginsels van strategie behels - met die skep van 'n algemene definisie betreffende die elemente van strategie as oogmerk. Daarenteen het die empiriese studie die vorm aangeneem van 'n opname waartydens vername gegewens oor die aangeleentheid versamel is. Uit die literêre oorsig is die gevolgtrekking gemaak dat strategie deur middel van vyf elemente, naamlik plan, metode, patroon, perspektief en posisie, gedefinieer kan word. Waar eersvermelde drie elemente meer verband hou met die "hoe" van strategie deur te vra in watter vorm dit gesien kan word, gaan dit by die oorblywende twee meer oor die "wat" van strategie deur die inhoud te verhelder. Benewens die elemente van strategie is daar vasgestel dat vir die doel van hierdie studie korporatiewe prestasie beskryf kan word deur die aanwending van vier aanwysers, naamlik groei, markaandeel, rendement van ekwiteit en innovasie. In die daaropvolgende opname is maatskappye versoek om te reageer op 'n vraelys oor hierdie vyf elemente, asook die vier aanwysers rakende hulle prestasie. Noukeurige analise het getoon dat maatskappye inderdaad een of meer elemente van strategie aangewend het. Dit is meldenswaardig dat net twee maatskappye aangedui het dat hulle geensins van strategie gebruik gemaak het nie. En meer betekenisvol is die bevinding dat daar 'n geringe, positiewe verwantskap is tussen die aanwending van elemente van strategie en prestasie. Opsommenderwys kan aangevoer word dat maatskappye inderdaad elemente van stategie aanwend. Vervolgens kan die afleiding gemaak word dat maatskappye, wat meer elemente van strategie toepas, nog beter vaar as maatskappye wat minder elemente aanwend aangesien daar 'n klein, positiewe verband tussen die aantal elemente wat aangewend word en prestasie bestaan.

Thesis (MBA)--Stellenbosch University, 2005. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: A critical success factor for investment in high capital intensive business is to ensure that there is an integrated physical asset management plan in place that is integrated with the business strategy. The three fundamental aspects in modern physical asset management are to have a balanced performance measurement framework, self assessment system and benchmark review process in place to integrate, control and continuously improve the return on asset investment. There is a general lack of "hands-on" structured integration and performance management in the physical asset management environment. The result is ineffective assets with high life cycle costs that will have a negative effect on the business return on investment. A literature study was done on the most resent physical asset management models and business performance measurement systems to identify if the necessary methods and business systems exist to effectively manage the physical asset management function. A self assessment review and benchmark was done on Ticor South Africa and Kumba Resources centres to identify the gap in performance and what the main criteria is for improvement. The process was also used to identify the barriers that exist to effectively implement and integrate physical asset management with a link into business strategy. Achieving success in any strategy implementation requires a team effort among all stakeholders. A shared understanding and collaboration of all the role players is required. Very often physical asset management is not seen as core business, but as a cost centre that cannot be done without. This leads to sub optimisation and increased asset life cycle cost. It also promotes the tendency to make short-term financial decisions that do not have any longterm sustainability. A further downside to it is that if the function is seen as a service department it will only be reactive to business strategy and does not form part of the business strategy. This leads to a very reactive situation where the actions are driven by fixing what is wrong just to stay in business. A uniform performance measurement framework must be implemented across all business functions to align the entire organisation with the business goals. All functions have an effect on overall business performance, but they seldom have conflicting goals. Physical asset managers are sometimes not properly prepared and skilled to ensure that an effective and efficient physical asset management function is being maintained. Training and learning should be a major focus to ensure optimum use of employee potential in meeting the functional goals. Ignored leadership is a recipe for poor performance and frustration. The degree to which a company's business functions and processes are aligned with customers' needs makes a significant impact on the bottom line. The key objectives for the physical asset management strategy should be drafted with customer "needs and wants" in mind. The objective must be to maximise long-term profitability of plant and equipment through utilisation of the allocated resources. The opportunities and improvement methods that are possible in the physical asset management environment are endless and the potential that exists can be missed by the likelihood of failure to implement it effectively. The lack of managerial support is in many cases the only cause of failure to link physical asset management with business strategy. Secondly, the weakness of some of the solutions offered and the lack of embedding the solutions that are generated also contribute to the failure of linking physical asset management with business strategy. "The secret of managing success is choosing the right direction despite the uncertainties and conjlicting stakeholder expectations, and taking the whole organisation with you." - John Woodhouse. / AFRIKAANSE OPSOMMING: 'n Kritiese faktor vir die suksesvolle belegging in kapitaal intensiewe besighede is om te verseker dat 'n geïntegreerde fisiese batebestuurplan in plek is wat met die besigheidstrategie integreer. Die drie fundamentele aspekte in moderne fisiese batebestuur is om 'n gebalanseerde prestasieraamwerk vir bestuur, self-evalueringstelsel en doelwit-bestuursproses in plek te hê, om dit te integreer, te beheer en deurlopend opbrengste op bate-belegging te verbeter. Daar is 'n algemene gebrek aan vaardighede om die gestruktureerde integrasie en prestasiebestuur in die fisiese batebestuursomgewing te verseker. Die resultaat is oneffektiewe bates met baie hoë lewensikluskoste wat die besigheid se opbrengs op kapitaal negatief sal beinvloed. 'n Literatuurstudie is gedoen om die nuutste fisiese batebestuurmodelle en prestasiebestuurstelsels te identifiseer en te analiseer. Die doel was om vas te stel of die nodige metodes en besigheidraamwerke bestaan waarmee die fisiese batebestuur funksie bestuur kan word. 'n Self-evaluering analise en doelwitmeting is gedoen op Ticor South Africa en Kumba Resources-sentra met die doel om die gapings in prestasie te identifiseer en kriteria vir verbetering te bepaal. In die proses is die hindernisse wat in die pad van effektiewe implementering en integrering van fisiese batebestuur met besigheidstrategie staan, geïdentifiseer. Spanwerk word benodig vir die suksesvolle implementering van besigheidstrategie. 'n Gedeelde verstandhouding en samewerking deur alle belanghebbendes word benodig. Fisiese batebestuur word gereeld uitgesonder as een van die nie-kern besigheidsfunksies en dat dit slegs 'n kostesentrum is waarmee nie weggedoen kan word nie. Dit lei tot die suboptimisering van die bate se lewensiklus-koste. Dit skep ook die tendens om slegs korttermyn finansiële besluite te neem, wat geen langtermyn volhoubaarheid het nie. 'n Verdere gevolg is dat die funksie slegs beskou kan word as 'n dienste-funksie en dat dit baie reaktief raak teenoor strategie verandering. Die funksie word ook nie deel van die besigheidstrategie nie. Dit lei tot 'n baie reaktiewe situasie waarin aksies en inisiatiewe slegs gedryf word deur die noodsaaklikste bates te herstel net om in besigheid te bly. 'n Uniforme prestasie-bestuursraamwerk moet geïmplementeer word regoor al die besigheidsfunksies om die totale organisasie se besigheidsdoelwitte in ooreenstemming te bring. Al die besigheidfunksies het 'n effek op oorhoofse besigheidprestasie, maar daar is baie selde doelwitte wat totaal in konflik met mekaar is. Fisiese batebestuurders is soms nie ten volle voorbereid of bevoeg om te verseker dat 'n effektiewe fisiese batebestuursfunksie onderhou word nie. Opleiding en mentorskap moet 'n fokuspunt wees om te verseker dat werknemerpotensiaal benut word in die bereiking van funksionele doelwitte. Leierskap wat agterweë bly is 'n resep vir lae prestasie en frustrasie. Die graad waartoe 'n besigheidfunksie en proses ooreenstem met sy kliente se behoeftes sal 'n beduidende impak op die netto prestasie van die besigheid hê. Die kern doelwitte van die fisiese batebestuurstrategie moet opgestel word deur die behoeftes van die kliente in ag te neem. Langtermyn winsgewendheid van aanlegtoerusting moet die doelwit wees tydens die allokasie van hulpbronne. Die geleenthede en verbeteringsmetodes beskikbaar in die fisiese batebestuuromgewing het oneindige potensiaal wat verlore kan gaan as nagelaat word om die funksie effektief te implementeer. Gebrek aan ondersteuning deur bestuur is in baie gevalle die rede hoekom die fisiese batebestuurfunksie nie geïntegreer is met die besigheidstrategie nie. Die swakpunte van sommige van die oplossings wat aangebied word en die onvermoë om oplossings te implementeer, dra by tot die mislukking om fisiese batebestuur met besigheidstrategie te verbind. "The secret of managing success is choosing the right direction despite the uncertainties and conflicting stakeholder expectations, and taking the whole organisation with you. " - John Woodhouse.

Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: There is a growing need for a framework that explains the important steps in creating and managing a small business in a very simplistic, flexible and holistic way. The aim of this research report is to design a framework which will guide the entrepreneur and small business owner in the set-up and management of a small business. The research report explores the logic of constructing the framework. It starts with the core business transactions which justify the existence of the business. For a better understanding of the interactions in the transactions, a system approach is followed. Dynamic complexities focus on causality and feedback to describe how entities influence each other. A growth loop is established with a balancing loop. On the basis of these interactions the framework is constructed with the product and the market on opposite sides. From the product there are growing actions in the form of marketing. From the market a condition is created which is measured in financial terms. These interactions are the core of the framework. A second level is added with strategic intent and external analysis to indicate direction and to measure the market's response. The research report continues to describe the development of a small business in terms of the three layers of the framework: transaction, basic business level and extended business level. The transaction indicates the core and the reason for the business's existence. It is a description of the value exchange process. The basic business level is the platform in which the business is operating. The extended business level is how the platform is used. For each of the entities indicated on the framework an existing business model is used to explain the area. The framework is, therefore, not presenting a new model, but only a new way of how existing business models are related to each other. The framework can be used in various ways. First it can be used to establish a startup business by building it step by step from the inner layer to the outer layer. Secondly it can be used to evaluate an existing business. Each part of the business can be evaluated and determine whether the necessary structures are in place. Thirdly it can be used for a turn-around on a struggling business. To do it means first . to evaluate the business and then use the framework to build the business structure. To assist in this process of evaluation and building a business structure, a set of worksheets are presented in the study to help an entrepreneur to think through every important step of the business. To test the above assumption that the framework can support the construction of a business structure, a small business was selected and evaluated. The evaluation was done in the format of an interview with the owners and the structure of the framework was followed. The study is concluded with recommendations on areas that need further research. The worksheet I guideline recommendation is that the worksheets and guidelines be developed with a specific aim in mind, for example design a new business or evaluate an existing business. The application recommendation is to explore the use of a rating system to do a quick evaluation of the business based on the entrepreneur's "gut feeling". The structural recommendations are first to explore strategic mapping to summarise the results of the design or evaluation into an existing model. The second recommendation is to investigate the development of the different entities in the framework in line with the business life cycle and thereby adding a depth dimension to the framework. / AFRIKAANSE OPSOMMING: Daar is 'n groeiende behoefte na 'n raamwerk wat die belangrike stappe om 'n klein besigheid te skep en te bestuur, in 'n baie simplistiese, buigsame en holistiese manier verduidelik. Die doel van die navorsingsverslag is om 'n raamwerk te ontwerp wat die entrepreneur sal lei in die opstel en bestuur van sy besigheid. Die navorsingsverslag gee aandag aan die logika hoe die raamwerk saamgestel word. Die raamwerk bestaan uit die kern besigheidstransaksie wat die bestaan van die besigheid regverdig. Om die interaksies in die transaksie beter te verstaan, word 'n stelselbenadering gebruik. Dinamiese kompleksiteite fokus op oorsake en die terugvoer hoe verskillende entiteite mekaar beinvloed. 'n Groeiende sirkelaksie en 'n uitbalanserende sirkelaksie word gevolg. Op grond van hierdie interaksies is die raamwerk geskep met die produk en die mark aan teenoorgestelde kante. Van die produk is daar 'n groeiende aksie na die mark in terme van bemarking. Van die mark is daar 'n terugvoeraksie na die produk in terme van finansiele maatstawwe. Hierdie inleraksies vorm die kern van die raamwerk. 'n Tweede vlak word bygevoeg in die vorm van strategies voorneme en eksterne analise om rigting aan te toon en die mark terugvoer te meet. Die navorsingsverslag gaan voort om die ontwikkeling van 'n klein besigheid te beskryf in terme van die drie vlakke: transaksie, kern besigheidvlak en uitgebreide besigheidvlak. Die transaksie toon die kern en die rede vir die besigheid se bestaan aan. Dit is die beskrywing van die waarde uitruilingsproses. Die kern besigheidsvlak is die platform waarop die besigheid funksioneer. Die uilgebreide besigheidsvlak is die manier hoe die besigheid die platform gebruik. Vir elk van die entileite wat in die raamwerk aangetoon word, word 'n bestaande besigheidsmodel gebruik om die detail te verduidelik. Die raamwerk moet daarom nie gesien word as 'n nuwe model nie, maar net as 'n manier hoe bestaande besigheidsmodelle in verhouding tot mekaar staan. Die raamwerk kan in verskeie maniere gebruik word. Eerstens kan dit gebruik word om 'n aanvangsbesigheid stap-vir-stap volgens die verskillende vlakke in die raamwerk te bou. Tweedens kan dit gebruik word om 'n beslaande besigheid te evalueer. Elke deel van die besigheid kan beoordeel word en so bepaal of die nodige strukture in plek is. Derdens kan dit gebruik word om 'n omkeer op 'n sukkelende besigheid te doen. Om dit te doen sal beteken om eerstens 'n evaluasie te doen op grond van die raamwerk en dan die nodige strukture te bou of herbou. Om die proses van bou en herbou te ondersteun stel die studie werksblaaie voor wat gebruik kan word. Die doel hiervan is om die entrepreneur se denke deur die belangrlkste stappe te lei. Om die bogenoemde aanvaarding te toets dat die raamwerk gebruik kan word om die bou van 'n besigheidstruktuur te ondersteun, was 'n klein besigheid geselekteer en ge-evalueer. Die evaluasie was gedoen in die vorm van 'n onderhoud met die eienaars en die struktuur van die raamwerk was gebruik. Die navorsingsverslag word afgesluit met aanbevelings oor areas wat verdere ondersoek nodig het. Die werksblaaie en riglyne aanbeveling is dat die werksblaaie en riglyne vir 'n spesifieke doel ontwerp word, byvoorbeeld die ontwerp van 'n nuwe winkel of die evaluasie van 'n bestaande winkel. Die aanwendingsaanbeveling is om 'n evalueeringstelsel te ontwikkel waar 'n evaluasie gegrond op 'n entrepreneur se aanvoeling kan plaasvind. Die struktuuraanbevelings is om eerstens strategiese kaartering te ondersoek om die resultate van die ontwerp of evaluasie in 'n bestaande model op te som. Die tweede aanbeveling is om die ontwikkeling van die verskikkelende entiteite van die raamwerk in Iyn met die besigheidslewensiklus te ondersoek en sodoende 'n diepte dimensie by die raamwerk te voeg.

Text in English / The goal of this research was to investigate the relationship between security risk management and business continuity management and to determine how these two methodologies are applied within United Nations Funds and Programmes. These United Nations (UN) agencies have been established to deliver humanitarian aid, economic and social development and reconstruction activities. The locations where these services are required are typically where security risks are also most prevalent. The staff of the UN, the International Red Cross and other humanitarian and development organisations have traditionally been treated as neutral parties and have not been targeted by belligerent groups. This study revealed that there has been an annual increase in security incidents against aid workers and employees of UN organisations. The changing security landscape worldwide and the increasing demand for aid and development services in especially fragile and post-conflict environments, require organisations working in these areas to maintain a high level of resilience. Their resilience can be strengthened by applying robust security risk and business continuity management methodologies. The study included an examination of the global risk environment as it pertains to UN agencies, as well as key risk management concepts such as risk management, operational risk management, security risk management, business continuity management and organisational resilience. For the purposes of this study, security risk management is defined as the systematic approach to assessing and acting on security risks, while ensuring the safety and security of the organisation's personnel and facilities and ensuring that organisational objectives are achieved. Business continuity is a management process that identifies potential threats to an organisation, it assesses the impact to business operations − should the threats materialise − and it furthermore assists in the development of strategies to continue operations in the event of a disruption. In addition to looking at these concepts individually, the relationship between security risk management and business continuity management was also reviewed. The specific objectives set out to achieve the goal of the study were the following:  Explore the perceptions of UN agencies about the link between security risk management and business continuity management.  Analyse the extent of integration between security risk management and business continuity management processes and oversight.  Make recommendations as to how security risk management and business continuity management can operate in an integrated manner with the goal of increasing the overall resilience of UN agencies. To answer the research questions a qualitative research approach was adopted. This enabled the researcher to collect data through interviewing participants and analysing their feedback. The research focused on UN Funds and Programmes as a sub-set of agencies within the UN family of organisations. Each one of these agencies has a specific mandate, such as providing assistance to refugees, promoting food security, poverty reduction, improving reproductive health and family planning services. They also operate in fragile states as well as in emergency and humanitarian crises situations where the security risks are often higher than in normal developing countries. Eight out of 12 UN Funds and Programmes agreed to participate in the study, including: United Nations Children's Fund; United Nations Relief and Works Agency for Palestine Refugees in the Near East; Office of the United Nations High Commissioner for Refugees; World Food Programme; United Nations Development Programme; United Nations Office on Drugs and Crime; United Nations Human Settlements Programme; and UN Women. Data were collected through conducting semi-structured telephone interviews with the security manager and/or business continuity manager serving in the headquarters of each participating organisation. Findings from the study indicated that security risk management within the UN system has evolved and that security has matured from a purely protective and defensive posture to following a risk management approach. The strength of the UN Security Management System lies in its Security Risk Management Model, which enables a thorough assessment of security risks and the implementation of commensurate mitigating security measures. In contrast to security risk management, the study revealed that business continuity as a management process is a fairly new initiative and has not yet been comprehensively adopted by all UN agencies. When combined, security risk management and business continuity management ensure the safety of staff, maximise the defence of the agencies’ reputation, minimise the impact of events on the agencies as well as their beneficiaries, protect the organisation’s assets, and very importantly, demonstrate effective governance. This can only be done through establishing an organisational risk management model by positioning security risk management and business continuity management within the UN agency’s organisational structure so that they can effectively work together and at the same time allow access to senior management. Good practices and apparent gaps were identified in how these two methodologies are implemented and five specific recommendations were made. The research confirmed the need for both security risk management and business continuity management and the role each function plays to enhance an organisation’s resilience. It also highlighted that while they are two separate management functions, both need to be implemented within a larger risk management framework and need to be closely aligned in order to be effective. The five recommendations are:  Incorporate security risk management and business continuity management functions and responsibilities into the larger agency-wide risk management governance framework.  Expand the scope of business continuity in those UN agencies where it currently sits in the domain of information technology or has not yet been comprehensively implemented across the organisation.  Establish a comprehensive crisis management framework spanning across the whole organisation from their headquarters to country offices.  Develop the capacity to gather risk data across their agency and aggregate the data to view the full spectrum of risks, including security risks and business continuity risks in a holistic manner.  Integrate security risk management and business continuity management processes to enhance their effectiveness. This study contributes to the existing body of knowledge in the field of risk management by gathering relevant information from participating UN Funds and Programmes, comparing the information with other academic sources and drawing conclusions to answer the research questions. While it is expected that each organisation will have its own view on how to implement security risk management and business continuity management, the findings and recommendations as a result of the study present a series of practical recommendations on how the two functions can operate in an integrated manner in order to increase the overall resilience of these UN agencies. Other non-UN organisations working in similar high risk environments could also benefit from the outcomes of the study, as it would allow them to compare their own approaches to security risk management and business continuity management with the information presented in this study. / Security Risk Management / M. Tech. (Security Management)

Thesis (MComm (Business Management))--University of Stellenbosch, 2006. / The term business model is relatively recent. Though it appeared for the first time in the 1950s it rose to prominence and reached the mainstream only in the 1990s. Today the term is commonly used, but there is still no single dominant definition. Many different conceptualizations of business models exist. They all have various degrees of resemblance, or difference of some degree. From those business literatures, an intellectual root of the concept has been explored, offering a working definition, and the necessity for a company to renew its business models. To deliver information, products, and services in new ways, new business models address previously unrecognized or unmet needs, and appeal to customers precisely because they improve the quality of what is available to them, or reduce the cost, or both. Leading companies have discovered that to keep up with the rate of change in the marketplace, today’s key performance factors are different than they were in the past, hence the need for new business models and their strategic innovation. This thesis explores the role of business models in leveraging demand and supply chain dynamics in business ecosystems. Radical changes in the business environment have suggested limitations of traditional business models. New business environments are characterized not only by the rapid pace of change, but also the discontinuous nature of such change. New business environments, characterized by dynamically discontinuous change, requires a re-conceptualization of new competencies, new business models that break the rules of the game in the industry. The fact that a company should constantly attempt to develop new business models in its industry if it hopes to survive, has been examined, and how those new business models can leverage demand and supply chain dynamics in business ecosystems. The theoretical findings are illustrated by relevant case studies.

Thesis (MComm)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: Strategic innovation originated as a concept in academic literature in the 1990’s, and provides companies with the opportunity for substantial value creation. Previous research has shown how the learning or process aspects of a company foster strategic innovation capacity, or the ability of a company to systematically create strategic innovation initiatives. However, an understanding of the role of the content aspects or the drivers of strategic innovation – Strategy Processes, People, Culture and Resources – remains problematic. Despite a heightened awareness and interest by both scholars and practitioners in studying and better understanding strategic innovation, it is still regarded as an emerging field of inquiry. Additionally, limited research has been conducted on strategic innovation in a South African context. As such, a limited base of empirical research for strategic innovation exists. To address this lack of empirical research a literature review of strategic innovation was conducted, highlighting any research gaps; an empirical study was then executed. The literature review first investigated strategic innovation as a topic, identifying the antecedents to; the results of; and motivations for strategic innovation. Subsequently, a theoretical link between strategic innovation capacity and the drivers of strategic innovation was established. Lastly, each driver of strategic innovation was individually explored for the purpose of operationalising each driver for empirical analysis. The review of strategic innovation literature revealed a research gap that culminated in the following research question: How do the drivers of strategic innovation affect the strategic innovation capacity of selected banks? The empirical study consisted of a mixed-methodology design, conducted in two phases. First the sample was narrowed to include only the most appropriate banks, this being the most significant sector of the financial services sector in South Africa. The first phase of research consisted of semi-structured interviews conducted with the six most qualified individuals across the participating banks. This phase of research was used to refine the identified antecedent elements of the drivers of strategic innovation, and develop the sample for the second phase of research. The interviews were recorded, transcribed, and subjected to thematic analysis to generate findings. The findings of the qualitative phase show that the antecedent elements of the drivers in South African banks are consistent with the literature. Although no new South African specific elements were discovered, external factors for managerial consideration were noted. This emphasises that South African banks should adopt global best practices for their field, whilst taking into consideration the unique South African circumstances. The second phase of research made use of cross-sectional electronic questionnaires to gather interval data on the drivers of strategic innovation and strategic innovation capacity. The questionnaire was developed from the findings of the first phase of research and distributed to 125 individuals, 53 completed responses were received, yielding a response rate of 42.4%. All the constructs were measured to be reliable using Cronbach’s alpha and the collected data were analysed using descriptive and inferential statistics. The findings of the quantitative phase indicate that the drivers of strategic innovation have a significant positive relationship with strategic innovation capacity. This finding underlines the important role managers can play in fostering a company’s ability to systematically create strategic innovation initiatives. The driver with the strongest relationship with strategic innovation capacity was shown to be Culture, emphasising the importance of creating an organisational culture geared towards innovation. The second strongest driver was Resources, followed by People, and lastly Strategy Processes which had the lowest significant positive relationship with strategic innovation capacity. The findings also showed that the inter-driver relationships were significantly positive, with Culture once again displaying the strongest correlation values. The most important contribution of this study is the empirical evaluation of the relationship between the drivers of strategic innovation and strategic innovation capacity in the South African banking context. The establishment of this relationship creates a solid platform upon which future studies may build through the highlighted areas for further study. The findings also provide management with a means to assess the levels of the drivers, as well as antecedents on which to focus when staging managerial interventions for their improvement. / AFRIKAANSE OPSOMMING: Strategiese innovering het ontstaan as 'n konsep in die akademiese literatuur in die 1990's, en bied maatskappye ’n geleentheid vir aansienlike waardeskepping. Vorige navorsing het getoon hoe die leer- of prosesaspekte van ’n maatskappy strategiese innoveringskapasiteit, of die vermoë van ’n maatskappy om stelselmatig innoveringsinisiatiewe te skep, bevorder. ’n Begrip van die rol van die dryfkragte agter strategiese innovering – Strategieprosesse, Mense, Kultuur en Hulpbronne – bly egter problematies. Ten spyte van groter belangstelling in die studie van strategiese innovering vanuit die akademie sowel as die praktyk, word dit steeds as ’n ontluikende navorsingsveld beskou. Verder is slegs beperkte navorsing oor strategiese innovering in ’n Suid-Afrikaanse konteks reeds gedoen. Daar bestaan dus ’n beperkte basis van empiriese navorsing vir strategiese innovering. Om hierdie gebrek aan navorsing aan te spreek, is ’n literatuuroorsig van strategiese innovering gedoen wat navorsingsleemtes uitgewys het; ’n empiriese studie is toe uitgevoer. Die literatuuroorsig het eerstens strategiese innovering ondersoek deur die voorgangers van; resultate van; en motiverings vir strategiese innovering te identifiseer. Vervolgens is ’n teoretiese skakel tussen strategiese innoveringskapasiteit en die dryfkragte agter strategiese innovering vasgestel. Laastens is elke dryfkrag individueel ondersoek met die doel om dit te operasionaliseer vir empiriese ontleding. Die literatuuroorsig het ’n navorsingsleemte onthul wat tot die volgende navorsingsvraag gelei het: Hoe beïnvloed die dryfkragte agter strategiese innovering die strategiese innoveringskapasiteit van die gekose banke? Die studie het bestaan uit ’n gemengdemetodologie-ontwerp wat in twee fases uitgevoer is. Die eerste fase het bestaan uit semi-gestruktureerde onderhoude met die ses mees gekwalifiseerde individue vanuit die deelnemende banke. Hierdie fase is gebruik om die geïdentifiseerde voorafgaande elemente van die dryfkragte agter strategiese innovering te verfyn, en om die steekproef vir die tweede fase te ontwikkel. Die onderhoude is opgeneem, getranskribeer en onderwerp aan tematiese ontleding om bevindinge te genereer. Die bevindinge van die kwalitatiewe fase wys dat die voorafgaande elemente van die dryfkragte in Suid-Afrikaanse banke strook met die literatuur. Alhoewel geen nuwe, spesifiek Suid- Afrikaanse elemente ontdek is nie, is eksterne faktore vir bestuursoorweging opgemerk. Dít beklemtoon dat Suid-Afrikaanse banke behoort te hou by die wêreldwye beste praktyke vir hulle veld, terwyl hulle steeds die unieke Suid-Afrikaanse omstandighede in ag moet neem. Die tweede fase het elektroniese deursnitvraelyste gebruik om intervaldata oor die dryfkragte agter strategiese innovering en strategiese innoveringskapasiteit in te samel. Die vraelys is ontwikkel uit die eerste fase se bevindinge en is versprei aan 125 individue; 53 volledige response is ontvang, ’n responskoers van 42.4%. Al die konstrukte is met Cronbach se alfa as betroubaar gemeet, en die ingesamelde data is ontleed met beskrywende en inferensiële statistiek. Die bevindinge van die kwantitatiewe fase dui daarop dat die dryfkragte agter strategiese innovering ’n beduidende positiewe verhouding het met strategiese innoveringskapasiteit. Hierdie bevinding onderstreep die belangrike rol wat bestuurders speel in ’n maatskappy se vermoë om stelselmatig strategiese innoveringsinisiatiewe te skep. Kultuur het na vore gekom as die dryfkrag met die sterkste verhouding met strategiese innoveringskapasiteit, wat die belangrikheid beklemtoon van die skep van ’n organisatoriese kultuur wat op innovering toegespits is. Die tweede sterkste dryfkrag was Hulpbronne, gevolg deur Mense, en laastens het Strategieprosesse die laagste beduidende positiewe verhouding met strategiese innoveringskapasiteit gehad. Die bevindinge het ook gewys dat die onderlinge verhoudings tussen die dryfkragte beduidend positief was, met Kultuur wat weereens die sterkste korrelasiewaardes toon. Die belangrikste bydrae van hierdie studie is die empiriese evaluering van die dryfkragte agter strategiese innovering en strategiese innoveringskapasiteit in die Suid-Afrikaanse bankwesekonteks. Die vasstelling van hierdie verhouding skep ’n platform waarop toekomstige studies kan bou. Die bevindinge bied aan bestuur ’n manier om dryfkragvlakke te assesseer, asook voorafgaande elemente om op te fokus wanneer bestuursintervensies gebruik word om hierdie vlakke te verbeter.