Only a few middlemen linking chemical intermediate product supply to world tyre productions have managed to survive new direct business models. In fact, the only region, where the practice of using a middleman in the supply chain of tyre production, for a certain primary manufacturer, is in South Africa. Tyre producers in other world regions, similar in market complexity to South Africa, have experienced the elimination of the middleman. Hence the question of this research, why is the middleman in the supply chain of tyre production in South Africa still a better option than that of direct business models? To begin with, the thesis stated that the middleman in the supply chain of South African tyre producers delivers better value than that of the direct business model. To prove/disprove this thesis, the principle that value is a trade-off between what you get for what you give was the basis of this research (Zeithaml, 1998). Further, a model was developed, from secondary literature, to conceptualise this trade-off to provide evidence to prove/disprove that the middleman provides greater value than value from the direct business model. From this point, the research approach was to collect data through interviews to find out the most important aspect of value created by the middleman. Data collected were analysed, using the structure of the model as a guide, to find evidence of the trade-off. This analysis provided evidence that the relationship between the middleman and the tyre producers in South Africa and between the middleman and primary product supplier is the value that the direct business model cannot replace.

Thesis (MScAgric)--Stellenbosch University, 2000. / ENGLISH ABSTARCT: The Law on the Marketing of Agricultural Produce (no 47 of 1996) introduced a new era in the marketing of deciduous fruit. Previously the producer was obliged by statute to deliver his deciduous fruit to Unifruco, the sole agent of the Deciduous Fruit Board, for exports to the overseas markets. In this era of statutory marketing control the producer could only take decisions about his product up to the point where it left the farm gate. In the deregulated marketing environment, the producer can now, however, control the marketing of his products until it reaches the end consumer abroad. The purpose of this thesis is to identify the factors, processes, opportunities and possible pitfalls with which the individual producer now has to contend, and to describe them qualitatively in order to enable him to decide how he will market his products in the environment of a deregulated market. In order to make a decision, the producer must have a vision and goals to achieve. The different facets in formulating these are discussed. The different decisionmaking phases that are employed interactively, to facilitate the making of a marketing decision, are investigated and clearly stated. These phases include the preparatory phase, the investigation of the distribution channel, as well as that of agents, the different marketing alternatives and eventually the actual taking of interactive marketing decisions. It has become quite clear, through the research done, that in future, the sustainability of every producer of deciduous fruit will be determined by his ability to make informed marketing decisions, and to adapt to the new marketing environment. / AFRIKAANSE OPSOMMMING: Die Wet op die Bemarking van Landbouprodukte (No 4 7 van 1996) het 'n nuwe era in die bemarking van sagtevrugte ingelei. In die verlede was die produsent statuter verplig om sy sagtevrugte aan Unifruco, alleenagent van die Sagtevrugteraad, te !ewer vir uitvoer na die buiteland. Die produsent het in die era van statutere bemarkingsbeheer dus slegs besluite ten opsigte van sy produk geneem tot waar dit die plaashek verlaat. In die gedereguleerde bemarkingsomgewing kan die produsent egter nou self besluite neem oor die bemarking van sy produk tot waar dit in die buiteland die hande van die eindverbruiker bereik. Die doel van die tesis is om die faktore, prosesse, geleenthede en moontlike slaggate waarmee die individuele produsent nou te kampe het, te identifiseer en kwalitatief te beskryften einde horn in staat te stel om te besluit hoe hy sy vrugte in die gedereguleerde bemarkingsomgewing kan bemark. Vir di.e neem van besluite is dit noodsaaklik dat 'n produsent 'n missie en doelstellings het. Die verskillende fasette by die opstel daarvan word bespreek. Die verskillende besluitnemingsfases wat interaktief aangewend word om die bemarkingsbesluit te neem, word ondersoek en uitgespel. Dit sluit in die voorbereidingsfase, die ondersoek van die distribusiekanaal, die ondersoek na agente, die verskillende bemarkingsalternatiewe en dan die neem van die interaktiewe bemarkingsbesluite. Uit die ondersoek is dit duidelik dat elke sagtevrugteprodusent se volhoubaarheid in die toekoms bepaal sal word deur sy vermoe om ingeligte bemarkingsbesluite te kan neem en dus by die nuwe sagtevrugtebemarkingsomgewing aan te pas.