This study sought to establish the business strategies employed by Mobile Company X Zimbabwe (MCXZ) for it to survive the challenging economy. A qualitative research and a case-based approach involving MCXZ were used. Semi-structured interviews and secondary data were used to produce qualitative data and for triangulation of findings. Data was analysed and managed through qualitative coding and Atlas.ti program. The findings of the study showed that MCXZ employed growth business strategies through market penetration, product development, market development and strategic alliances. In addition, the study found that banking crisis, high competition, rapid technological changes, consumer preferences, shrinking markets and unfavourable government policies are the main threats in the challenging economy. However, MCXZ managed to survive and grow due to the integration of business strategies and the key success factors (KSF) in the industry. The KSF are organisational agility, research and development, quality and affordable mobile phones and effective after sales service and accessories. / Business Management / M. Com. (Business Management)

This study investigates the customer-based brand equity of the major cellphone network service providers (Vodacom, MTN and Cell C) amongst principal estate agents registered with the Estate Agency Affairs Board in Gauteng. Secondary research covered the marketing environment of the major service providers. An extensive study of literature on branding, brand management and brand equity measurement was undertaken. An empirical study was conducted. Telephone interviews were used for initial contact and screening. An invitation to participate in the survey, with a link to a questionnaire, was e-mailed to qualified respondents. Cell C users were excluded from the quantitative analysis. There were several significant findings: Vodacom and MTN users are alike in terms of personal and estate agency-related demographics. With the exception of age and gender, the sample fits the stated descriptors of individuals in the LSM seven to LSM ten groups. Cronbach‘s alpha coefficient confirmed a high level of reliability (0.870) for the summated measurement scale developed as an indicator variable of customer-based brand equity and Vodacom and MTN‘s rating on the summated scale did not differ at a statistically significant level. The service provider used proved to be an important driver of loyalty, but overall satisfaction with the cellphone service does not differ statistically significantly between Vodacom and MTN users. Vodacom has established a much more favourable positioning on the brand association statements evaluated. Factor analysis identified five brand association dimensions that should be considered for measurement of brand associations. Multiple regression analysis identified the brand as a product dimension as the best predictor of customer-based brand equity. Vodacom received more favourable brand performance ratings than MTN. Factor analysis identified six brand performance dimensions that should be considered for inclusion when measuring brand performance. Multiple regression analysis identified the easy to use and one-stop-service dimensions as the best predictors of customer-based brand equity. The customer-based brand equity of the user group is moderate (16 out of 25, or 64%). / Business Management / D. Com. (Business Management)

Information, communication and broadcasting convergence is changing the business landscape in South Africa, as organisations adopt new converged information, communication technology (ICT) products and services to satisfy the needs of customers. Simultaneously, major changes are taking place in the South African telecommunications business environment creating new marketing opportunities and threats for Telkom SA, the only fixed line telecommunication operator in South Africa. Some of the findings of the study are • the commodization of the fixed line telecommunication network • political and regulatory changes are reshaping the telecommunications landscape by allowing the entry of new competitors • new technological innovations in Information Communication Technology (ICT) and mobile communication is driving change • social and economic change is fueling the speed of environmental change poor economic climate is quickening the competitive pace amongst South African businesses forcing them to attain efficiencies and effectiveness for survival • organisations worldwide are competing for limited resources and markets and turning to ICT to achieve their objectives • customer needs are changing - demanding better and innovative communication products and services - providing opportunities to competitors • the Internet is reshaping traditional business models as businesses are seeking to establish competitive advantages through the Internet • the migration of the Internet to the mobile telephony sector These changes are creating new marketing opportunities and threats for South African fixed line telecommunication operators and are threatening the survival of fixed line telecommunication operators worldwide and in South Africa. Information Technology, broadcasting and telecommunication technology convergence, has created many new ICT products and services opportunities that telecommunication competitors are offering existing customers of the fixed line operators network indicating lethargy from their side. In order for the fixed line operators to survive they must apply innovation and revise their strategic planning models. / Business Management / DCOM (Business Management)