This study explores the effectiveness of the South African National Strategy for the development and promotion of small businesses in South Africa, where it first evaluates the effectiveness of the instructional framework created under the government’s National Strategy i.e. Centre for Small Business Promotion, Ntsika Enterprise Promotion Agency and Khula Enterprise Finance Limited for the attainment of the government’s National Strategy’s objectives of job creation, income generation and economic growth from an economic point of view. It also investigates the government’s National Strategy’s effectiveness with regard to services provision by both the financial service providers and non-financial service providers including the recipients of such services i.e. the SMMEs themselves from a business management perspective with regard to the success factors of functional areas of management. The study also evaluates some government departments which are not incorporated in the government’s National Strategy’s institutional framework and other business organizations all of which are engaged in small business development initiatives. The study further evaluates some parastatal organizations and provincial SMME desks in relation to the government’s National Strategy. Lastly the study evaluates the impact the government’s National Strategy has had on the small black economic empowerment mining companies as a sector, specifically if the government’s National Strategy has created an enabling environment for them to succeed in their small-scale mining operations. Job creation and growth of the small business sector will remain one of South Africa’s most urgent needs. Most severe social and economic ills result directly from inadequate progress in both these domains. Since the first democratic elections of 1994, an intensive process had been undertaken to address the urgent need for job creation and income generation, particularly among the majority black population. From these processes, policies were formulated, institutions created and funds allocated in the quest for these goals. While opinions may differ widely on the most effective measure to achieve steady progress, one factor has not been placed in doubt, namely that the richest source of job creation may come, not from the country’s big business sector, but from the small and medium enterprise sector. This reality is hardly unique to South Africa alone, but a proven fact in virtually every country developed and less developed alike. According to the study there seems to be a consensus that job creation ranks among the country’s most urgent priorities, along with AIDS, crime and education. High unemployment remains the obstacle to the country’s long-term social, economic and political stability. The government’s National Strategy was meant to address all these issues as it is a web that links many economic and social sectors of the country. Job creation in the all-important small business sector is not just an “industry” issue; it cuts across many different policy areas, from individual livelihoods, economic development, political empowerment, human resource development, market development and physical infrastructure. The government’s National Strategy, according to the study, is not perceived as a “strategy” as such, which would imply an integrated national plan linking all programmes at the national and regional level to achieve defined goals. It is however, seen as an array of independent, largely uncoordinated programmes, aimed at a common set of social and economic goals. A critical flaw in the government’s National Strategy, the study had also shown, is its failure to “segment its market”, namely to realistically differentiate its support among its two principal target groups - micro/survivalist enterprises and small/medium businesses - each with distinctly different needs. The government’s National Strategy also appears to have suffered from several internal contradictions especially with regard to the institutions created under its institutional framework. With regard to the implementation of the government’s National Strategy, the study has noted that the National Strategy seems to be leaderless and not effectively coordinated. The National Strategy also seems to have spawned an explosion of programmes and service providers, frequently duplicating other national and regional programmes. The Centre for Small Business Promotion within the DTI seems not to be playing the role it was intended to play while Ntsika’s centralised/standardised mode of operation makes adaptation of training to diverse local groups and needs very difficult and Khula’s programmes seem to have fallen short of their objectives, despite an effective and professional internal organization. Contrary to its design, provinces and municipalities do not play a major policy or operational role in the government’s National Strategy yet these are typically most informed and connected to local businesses and often have better understanding of the needs and success factors. With regard to the small black economic empowerment mining sector, the study has revealed that the government’s National Strategy has not been utilized effectively by this sector and because of this the government’s National Strategy has not played a pivotal role in creating an enabling environment for small-scale miners to fully succeed in their small-scale mining operations. / Thesis (PhD)--University of Pretoria, 2007. / Marketing Management / PhD / Unrestricted

The commercialization of hospitality established arguably the oldest profession. Historically small commercial hospitality establishments, known as inns in the western world, were of ill repute. Perhaps connected to their reputation, this category of accommodation facility has been seriously neglected as an area of academic inquiry, particularly from the perspective of the host. While there has been a huge growth in the interdisciplinary field of tourism studies in recent decades, little attention has been paid to the role of the host in the host-guest relationship at whatever level of analysis. This thesis seeks to redress the balance. Hospitality is a basic form of social bonding. This type of bonding, where a hierarchy between strangers is implicit (as with hosts and guests), may be termed ‘nexilitas’; nexilitas is a form of social bonding in liminal circumstances. To that extent it is comparable to ‘communitas’ which describes social bonding between equals in certain liminal circumstances. The difference is that nexilitas is a form of bonding between individuals in a complex power relationship. The host controls the hospitality space, but custom also empowers the guest with certain expectations, especially in the commercial context. The thesis identifies the various forms of hospitality – traditional ‘true’ or ‘pure’ hospitality, social hospitality, cultural hospitality and commercial hospitality – and discusses these critically in their historical and cross-cultural contexts, with emphasis on the perspective of the host. The passage of hospitality is then traced through the three phases of preliminality, liminality and post-liminality and discussed along the themes anticipation, arrival and accommodation and finally departure of the guest. While the historical and ethnographic review is mainly based on written histories and the experiences of other anthropologists as guests as well as ethnographers, the passage of hospitality draws on the multi-sited auto-anthropological experiences of the author, both as host and as ethnographer of contemporary South African hosts in small owner-managed commercial hospitality establishments.

One of the major development problems in the southern African region and South Africa in particular relates to the phenomenon of high failure rates among Small Medium and Micro Enterprises (SMMEs). The important role of SMMEs in creating jobs and incomes is widely acknowledged. SMMEs are relatively inexpensive to establish and have the potential to generate economic growth in the southern African region. One major dilemma of this sector, however, is the short lifespans of SMMEs. Past research has focused on understanding failure of small businesses by mainly identifying factors of failure without subjecting them to step-wise causality testing. This research closes that gap and uses a retrospective study, coupled with the critical realist approach, to understand the causes of the high failure rates of SMMEs. The merit of this approach lies in the attention it gives to an historical understanding of past processes and how a determined effort could be initiated to change the current “historical reality” of the factors behind the failures, specifically in South Africa. A sample comprising 254 owner-managers of SMMEs from the Gauteng, Limpopo and Mpumalanga provinces in the Republic of South Africa as well as from Gaborone in Botswana was subjected to an interview between January 2007 and December 2007. Data were collected by means of a semi-structured research instrument which probed the failure of the interviewees’ businesses across a period spanning seven years between 2000 to 2006. The analysis of the data involved the use of both quantitative and qualitative research methodologies. The findings indicate that four explanatory factors were paramount: “monitoring and control” (factor 1); “experience and planning in finance and marketing” (factor 2); “income constraints” (factor 3), and “cash control” (factor 4). Based on the findings, the following recommendations, if implemented, may assist with lowering the high failure rates: First, the mindsets of the owners of the failed businesses were found to be a fundamental factor in the closure of the businesses. Radical programmes for changing these mindsets are therefore critical. Second, with the mindsets changed, venture skills training programmes could then be introduced involving learning and training. By so doing, it is hoped that the void left by low levels of education and business experiences in the SMME sector would be reduced. Finally, at the policy-making level, the required assistance should be tilted more towards government-corporate involvement, in assisting the SMME sector in the form of financial subsidies for start-up capital, small business-builder programmes, and business mentoring programmes, among others. / Thesis (PhD)--University of Pretoria, 2011. / Business Management / unrestricted

Economic development is a relatively new field of economics that started only thirty years ago. Many of the measurements applied in measuring the effectiveness of small businesses in South Africa are based on measuring growth, which is not always related to development. Using capital generation as one of the measurable parameters in economic development, a model was designed to measure the contribution of small business towards capital generation and, subsequently, development. The model considered the contribution of small businesses towards capital generation by measuring growth in assets, owners. incomes, employees. incomes and taxes paid. For these parameters to contribute to growth, additional capital needs to be generated by businesses. Job creation was also measured as an important parameter used to calculate employees. and owners. incomes. The model was tested with actual data gathered through personal interviews with businesses and analyses of the financial information of the businesses. The data were collected to cover a five-year operational period. The model contributed to an understanding of the ability of small businesses to support development in South Africa. The model was used to test the capital contributions of businesses of different age groups and sizes as well as within different manufacturing environments and locations in Gauteng and North West. Reducing the high failure rate of small businesses will play an important role in any future developmental interventions to increase the contributions of these small businesses. If the high failure rate is ignored and if only successful businesses are considered, it is seen that small businesses contribute to job creation. Small businesses, in general, increased employment below the total employment growth rate for the areas of the study, although the businesses which employed fewer than ten people outperformed the industry average. The data suggest that small businesses generally do contribute to capital generation. Small businesses, which employed fewer than 20 people, contributed positively to all aspects of capital contribution, compared to businesses which employed more than 20 people. These businesses performed positively only in tax contribution. It is positive that small businesses invest in, and increase, assets, but it is concerning that tax contribution growth outperforms all other capital generation parameters. Employees. incomes, and especially owners. incomes, showed a negative growth contribution to capital generation. There were definite trends in the data that businesses which employ the most assets, with large salary bills, large owners. payments and large tax contributions showed slower growth than did businesses employing smaller total capital contributions in these parameters. The motor industry, which showed phenomenal growth over the past few years, did not manage to increase the capital it used taking into account the effect of the consumer price index, excluding interest rates on mortgage bonds. This was also clear in the different regions which support the industry. The industry data can be used to study the different industries in more detail. Although more businesses contributed to growth in the four parameters, the net contributions in certain instances, or parameters, were negative. The results show that small business contributes both to economic development and to growth. It is also clear that the model can be used to analyse business contributions to development. It is unclear whether small business is the best way of stimulating development based on growth in capital contributions. The results and the analyses show that the model can be used as a successful management tool to stimulate development-related initiatives. / Thesis (Doctor of Business Administration)--University of Pretoria, 2006. / Graduate School of Management / unrestricted

The humble beginnings of business incubators date back to the 1970s in the USA and United Kingdom, where abandoned industrial buildings were converted to rent out to small businesses. South Africa (SA) was first introduced to business incubation in the 1980s when the Small Business Development Corporation (SBDC) established a number of business ‘hives’ and provided business space to entrepreneurs to operate their businesses. In their most basic form, business incubators provide a safe and nurturing environment for entrepreneurs to establish their small businesses. While in incubation, the Small and Medium Enterprises (SMEs) are supported with a number of services which assist their growth and development until they are able to exit the incubator as sustainable and viable businesses. Global incubator models have matured significantly, and now include assisting with business idea generation, accelerating business start-ups and commercialisation processes, and identifying high-growth orientated SMEs to assist them with gaining market access. The establishment of business incubators was a government-driven initiative, and more than 33 SME incubators exist in SA. Most of the incubators are government-funded, and have focused on the establishment and growth of SMEs to act as a catalyst to promote economic development and alleviate socio-economic challenges such as unemployment and poverty. Despite these noble objectives, incubation in SA has not been fully utilised, and a high SME failure rate still prevails in the country. One of the reasons for SME failure may be ascribed to the lack of an enabling SME incubation environment in SA. When compared to other developing countries such as Brazil with as many as 400 incubators, it is clear that the SA incubation industry still needs further development. The purpose of this study therefore was to ascertain the best practices of global business incubators in both developed and developing countries, and how SA incubators could learn from these best practices to create a more conducive and enabling SME incubation environment. Background literature on business incubation with a specific focus on best practices in world incubators in both developed and developing countries, was reviewed. Some of the literature reviewed included Aernoudt (2004), Buys and Mbewana (2007) and Chandra (2009). From the literature review, four main best practice areas were identified, namely strategic focus, sources of funding, incubator services, and the role of government. The study followed a qualitative approach, and an interview schedule was developed to seek the perceptions of incubator managers on how the four identified best practices can be utilised to create an enabling SA incubation environment. A survey was conducted by interviewing 14 incubator managers (twelve government and two private) in SA. Data was collected over a six-month period, using face-to-face and telephonic interviews. Data was analysed using the content analysis, constant comparison, grounded theory and case study methods. The biographical profiles of the incubator managers and incubators were presented in case studies. An initial analysis was made to identify themes and sub themes within the four best practices explored, using the constant comparison method. Thereafter a provincial comparative analysis was made, as well as a comparison of government funded versus privately funded incubators. The findings suggested that there is a relatively high turnover in incubator management, and that they often do not have incubator management experience. A provincial comparison of SA incubators revealed that their strategic focuses are greatly influenced by the industry prevailing in the various provinces. All SA incubators provide pre- and post incubation services, but few are utilising virtual incubation. Most SA incubators are government-funded, and some use a hybrid funding model. It was evident that most SA incubators are aware of government policies and programmes available to assist them on local, provincial and national levels. A comparison of the best practices of two developing countries and three developed countries, as well as suggestions made by SA incubator managers indicated that SA has indeed followed best practices from both developing and developed countries, but there are areas of non-alignment which provide scope for improvement, to create a more conducive and enabling incubation environment. This study recommends that incubators should have an entrepreneurial focus, and reposition and align their strategic focus with government policies and instruments. SA incubators must pursue opportunities for virtual incubation as well as linkages with academic institutions, in order to offer value-added services such as research, development and commercialisation of the product ideas. Incubators in SA must pursue a hybrid funding model with a combination of government and private funding, and generate some or their own income. With regard to the role of government, it is recommended that the roll-out of more industry-specific incubators be privatised, and that an overseeing body for incubation be established.

The generation of attractive innovations is one of the most important and complex tasks companies undertake, the process of open innovation is being used to support this endeavour. SMEs often face difficulties applying and commercialising external sources’ technologies for their own purposes due to liability of smallness and related lack of capability of co-ordination. In particular, small and medium-sized system integrators of electronic consumer products (SIs) are (1) highly dependent on close collaboration with external organisations, (2) have to cope with turbulent technology markets, and have to manage (3) the continuous shortening of innovation cycles. These factors necessitate small and mediumsized SIs of electronic consumer products to increase their dynamic capability to innovate, which subsequently forms the basis for the SIs’ sustainable competitiveness. The effective embedding of the Purchasing Organisation (PO) into the innovation outside-in process can potentially become a major driver in improving the overall innovation process and company performance. However, given academic research does not provide sufficient insight concerning relevant Enabling Factors (EFs) and related drivers. Therefore, academics allude to a demand for further research in the field of early purchasing involvement in the innovation process. In addition, purchasing practitioners point to the low maturity of Purchasing Organisations with regard to securing innovations. To explore relevant Enabling Factors for purchasing integration into the innovation process, the qualitative study design was based on an embedded case study inquiry with multiple units of analysis. Data collection and analysis was realised through a sequential qualitative  quantitative mixedmethod approach. For this reason, interviews were conducted with 7 purchasing experts from the medium-sized German television set manufacturer Loewe. To obtain insights as to the generalisability of the findings, a purposive selected sample of 11 purchasing experts from other SIs with high dependency on innovation suppliers were interviewed via webbased questionnaires. The study identified: EF1: External Interconnectedness EF2: Preferred Customer status Process EF3: Management Commitment to the PO EF4: External Interconnectedness EF5: Early Integration into Product Planning EF6: Degree of Professionalisation of the PO EF7: Innovation Management System and EF8: Open-minded Relations based on Trust as a relevant Enabling Factor. Furthermore, the study suggests direct relations between the EFs and 32 drivers that are formative to the related Enabling Factors. Based on the study findings, 14 strategic measures were defined via focus group interviews. In this way, the study contributes to given academic knowledge in the field of early purchasing involvement into new product development processes (NPD). With regard to such new product development processes, this study suggests integrating the PO, as a third element, into the R&D and marketing interface.

The thesis deals with business activities led by individuals or partners in companies and corporations, and franchise business. The theoretical part of the work is to describe and compare the different legal forms with respect to legal and economic aspects. Another aim is to describe the development of franchise business in the Czech Republic and to characterize the various terms associated with franchising. The aim of the practical part is to show the example of the Czech company, which is a gastronomic concept of restaurants Lokál, how a franchise system is created in the Czech Republic.

No description available.

SFAS No. 52, Foreign Currency Translation, was issued in December, 1981, replacing SFAS No. 8, Accounting For the Translation of Foreign Currency Transactions and Foreign Currency Financial Statements. SFAS No. 52 has shifted the impact of translation gains and losses from the income statement to the balance sheet. It was expected that SFAS No. 52 would eliminate the incentive for multinationals to engage in various hedging activities to reduce the effect of the translation process in reported earnings. It was also expected that multinationals would change their foreign exchange risk management practices. The major purpose of this study was to investigate the effect of SFAS No. 52 on foreign exchange risk management practices of U.S. based multinationals.

Thesis (M.Com. (Bussiness Managemet)) -- University of Limpopo, 2020 / SMEs play an important role in the economy as they contribute to job creation, poverty alleviation, innovation, economic growth and development. However, they tend to fail due to business challenges such as poor performance. One of the solutions to business failure is entrepreneurs’ level of self-efficacy towards normal and challenging business activities, which consequently leads to sustainable performance. The aim of this study was to investigate the relationship between entrepreneurial self-efficacy (ESE) and sustainable performance. A quantitative method was used and self-administered questionnaires were distributed for the purpose of data collection. The questionnaire covered three sections which are made of demographic information, entrepreneurial self-efficacy measures and sustainable performance. This study used non probability sampling where convenience sampling and snowball sampling methods were used to select the sample. Convenience and snowball sampling were used because a sample frame of SMEs in the study area does not exist. 320 questionnaires were issued to SME owners in Polokwane Municipality, Limpopo Province. A total of 180 questionnaires were returned. Descriptive statistics was undertaken to evaluate respondents against ESE and sustainable performance. The Statistical Package of Social Sciences (SPSS) software was used to analyse collected information for confirmation of accuracy and reliability of results. ANOVA and T-test samples were used to determine the significant difference between ESE and sustainable performance according to owners’ demographic characteristics. Correlation and regression were used to determine the relationship between ESE and sustainable performance. The Cronbach’s alpha was applied to measure reliability. Findings of the study revealed that ESE positively impacts the sustainable performance of SMEs. Recommendations were made for improvement on ESE and sustainable performance of SMEs.