The objective of this study was to develop turnaround strategies for the Calitzdorp Spa Tourism Resort (herein after referred to as Calitzdorp Spa) to stop the performance decline and put it back on the road of recovery again. The development of turnaround strategies are dependent on establishing the cause of the performance decline and to enable management to plan effective and optimal strategies for the tourism resort focused on the recovery response. An analysis of various sources on strategic management models were undertaken to find a theoretical framework for the development of a strategic management model that could be applied to a tourism resort. The following model for the strategic management of a tourism resort was consequently developed and consists of the following main components: • Mission, objectives and stakeholders; • Strategic position; • Strategic choice; and • Strategic implementation. A second model for the Turnaround Process of a tourism resort was proposed to assist management in guiding the resort to recovery, consisting of two main phases, namely: • Turnaround situation; and the • Turnaround response. The research methodology followed included: • a literature survey to define the important concepts of tourism, resorts, strategic management and turnaround strategies; • a questionnaire survey to determine customer satisfaction at the Calitzdorp Spa; • telephone interviews to determine the marketing and positioning strategies of the Calitzdorp Spa; and • a focus group discussion session to determine the current situation at the resort and to plan future management strategies of the Calitzdorp Spa. Specific conclusions were made and specific actions recommended based on the results obtained.

Chan, Eunice Shan. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2001. / Includes bibliographical references (leaves 108-119). / Abstracts in English and Chinese. / ABSTRACT --- p.i / CHINESE ABSTRACT --- p.ii / ACKNOWLEDGMENTS --- p.iii / TABLE OF CONTENTS --- p.iv / LIST OF TABLES --- p.v / LIST OF FIGURES --- p.vi / CHAPTERS / Chapter 1. --- INTRODUCTION --- p.1 / Chapter 2. --- LITERATURE REVIEW --- p.5 / Definitions of Turnaround --- p.5 / Causes of Firm Decline --- p.6 / Severity of the Situation --- p.8 / A Western Perspective on Turnaround Responses --- p.10 / Turnaround Success --- p.20 / Turnaround in the Non-U. S. Contexts --- p.21 / Chapter 3. --- THEORETICAL FRAMEWORK AND HYPOTHESES --- p.23 / Organizing Framework --- p.23 / Institutions and Their Impact on Turnaround --- p.26 / Institutional Environment in East Asia and the West --- p.32 / Hypotheses --- p.44 / Chapter 4. --- METHODOLOGY --- p.54 / Research Design --- p.54 / Quantitative Methods --- p.55 / Qualitative Methods --- p.62 / Chapter 5. --- RESULTS --- p.65 / Quantitative Results --- p.65 / Qualitative Evidence --- p.79 / Chapter 6. --- DISCUSSION AND CONCLUSION --- p.97 / Implications --- p.98 / Limitations and Future Research --- p.102 / Conclusion --- p.104 / REFERENCES --- p.108 / APPENDIX 1: INTERVIEW PROTOCOL --- p.120 / APPENDIX 2: ANALYSIS OF FIRMS WITH NON-ETHNIC CHINESE PRINCIPALS REMOVED --- p.121 / APPENDIX 3: ANALYSIS OF FIRMS WITH LOW Z-SCORES --- p.123 / APPENDIX 4: ANALYSIS OF FIRM SIZE --- p.126

M.Ing. / This report addresses an empirical study into the re-structuring of Transnet group of companies. The study is based on the outcome of the re-engineering process focusing on Spoornet as a member of Transnet. The departments partially studied are, the Infrastructure Maintenance department and Train Operations department with-in Spoornet. The objective of this study is to achieve a break-even point between maintenance and the business side so as to increase operational profit in Spoornet. Outsourcing is a management tool used to make more profit. It is also a way of getting rid of unwanted business units. This will help increase shareholder value and reduce operating costs so that management can focus on core business units. The results expected from outsourcing in this study are aligned with the business process engineering "BPR" results. From the BPR results the business units were classified as core and non-core business units. Non-core business units were discontinued while core business units were further classified into core department, which is the running of trains, and the non-core department as maintenance departments. The maintenance departments are fully represented on a functional level while they used to have a full representative on the corporate level before restructuring. Cutting-off these logistic support departments at a corporate level, can have an effect on maintenance being undermined due to lack of specialists input at a higher level in terms of systems engineering and maintenance. This can lead to system's lack of maintenance and an increase in systems failure, making the system un-reliable and unsafe for the passage of trains while on the other hand the business will be lost back to the competitors, who in this case is the road freight business. A case study is discussed in the dissertation where value added techniques such as the business turnaround process, outsourcing and Integrated Logistic Support "maintenance" were applied in this study.