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Strategic cost management is in its infancy. Researches and studies are still in an early exploratory stage and have not yet developed a consistent theory for strategic cost management. The thesis presents a comprehensive framework for strategic cost management. In particular the study attempts to contribute to filling the gap in the literature of strategic cost management. The suggested framework covers the concept, the objectives, the principles, the analysis fields & activities, the objects, the instruments and the key supports factors of strategic cost management to meet different challenges that the companies encounter from time to time and at different stages of development.

Floating offshore wind power is a relatively new technology that enables wind turbines to float above the sea level, tied by anchors at the seabed. The purpose of this work is to develop an economic model for the technology in order to calculate the total cost of a planned wind farm. Cost data are retrieved from reports and academic journals available online. Based on these data, a model in Microsoft Excel is developed which calculates the Levelized cost of energy (LCOE) for floating wind power plants as a function of several input values. As an addition to this model, financing offshore projects are described using literature study and by doing interviews with three major companies, currently investing in offshore wind. As a result, the model allows the user to calculate Capital expenditures, Operating expenditures and LCOE for projects at any given size and at any given site. The current LCOE for a large floating offshore wind farm is indicated to be in the range of 138-147 £/MWh. The outline from interviews was that today there is no shortage of capital for funding wind projects. However, in order to attract capital, the governmental regulatory of that market has to be suitable since it has a crucial impact on price risks of a project.

M. Tech. (Department of Accountancy, Faculty of Management Sciences), Vaal University of Technology. / The minibus taxi industry in South Africa is one of the biggest, fastest growing, and riskiest industries in the world. The minibus taxi industry contributes to the economy by creating over 600,000 jobs, providing fast and cheap transport and fighting poverty and unemployment. However, the recent COVID 19 pandemia restrictions has caused a sudden and movement of economic growth and competition has forced the minibus taxi industry to be competitive in all aspects. This has resulted in intense competition for minibus taxi owners. Minibus taxi owners are constantly in rivalry amongst themselves and with other public road transport providers. In early 1988, the minibus taxi industry started seeing an influx in the number of new minibus taxis and minibus owners. This influx created problems of competition within the industry and among minibus taxi owners. Due to the importance of this industry, this research study investigated whether minibus taxi owners in the Emfuleni Local Municipality apply selected management accounting principles in the management of their minibus taxi businesses. Selected management accounting principles in this study refers to cost volume profit analysis, cost structure, and budgeting. This research study followed a quantitative research design and a questionnaire was used to collect primary data from a census of 500 minibus taxi owners from the following five associations: Get Ahead Taxi Association (GATA), Vaal National Taxi Association (VNTA), Vanderbijlpark Taxi Association (VTA), Sharpeville to Vereeniging and Vanderbijlpark Taxi Association (SVVTA) and Civic Centre Taxi Association (CCTA) operating in the Emfuleni Local Municipality. Using descriptive statistical analysis to present the findings, the study used Statistical Package for Social Sciences Version 27. Findings obtained using an online questionnaire and printed questionnaire distributed revealed a lack of management accounting principles application among these minibus taxi owners. Furthermore, the minibus taxi owners do not apply cost volume profit analysis and most do not use budgets. However, it was found that some minibus taxi owners apply very basic cash budgeting through a pen-on-paper approach. It was also found that minibus taxi owners understand the application of cost structures. This research study recommends that minibus taxi owners should be offered training by skills sectors to apply the selected management accounting principles. The limitations of this research study included that the census was geogracial restrictions, level of education, and corona virus restrictions. Despite these limitations, the research study was able to fulfil its main objective by determining that majority of minibus taxi owners do not apply the selected management accounting principles.

近年來，在世界各地金融公司所謂的「指數股票型基金」已經成為主流投資標的。指數股票型基金讓投資人能夠將其資金直接投資於國外股市，同時避免匯率問題。目前，台灣投資人藉由所謂的中國指數股票型基金來直接投資中國股市。 身為中國指數股票型基金的先驅者，台灣匯豐中華證券投資信託股份有限公司於2009年夏天創造了第一恆生跨境指數股票型基金。就像其他服務業，匯豐中華必須向投資人推銷該指數股票型基金以及其他金融產品。有鑑於行銷對於資產管理公司的成敗扮演著很重要角色，因此本研究以策略行銷分析為主要研究基礎。並且，藉由公司訪談和邱志聖（2006)的四個成本分析架構(4C Analysis)，來探討台灣匯豐中華證券投資信託股份有限公司在台灣的行銷活動。所謂的4C分析包含外顯單外效益成本、資訊搜尋成本、道德危機成本及專屬陷入成本。本研究為台灣匯豐中華提供服務、媒體廣告、品牌形象及行銷策略的改善之道。 關鍵字：策略行銷、四個成本分斯、外顯單外效益成本、資訊搜尋成本、道德危機成本及專屬陷入成本、指數股票型基金 / Since the early 2000's, Exchange Traded Funds (ETFs) have become a mainstream investment product in the portfolios of financial companies across the world. In recent years, ETFs have been created to allow investors to allocate their capital in the stock market of other countries while at the same time avoiding the currency exchange problem. Now, Taiwanese people can invest in the China stock market indexes via China ETFs. A pioneer in China ETFs, HSBC Global Asset Management Taiwan created the first Heng Seng cross border ETFs in the summer of 2009. As with any service-oriented business, HSBC Taiwan must advertise and promote these new investment products. In light of the fact that marketing plays a large role in the success of asset management companies, hence this thesis adopts strategic marketing analysis as the backbone of the research process. Utilizing professional interviews and Chiu's (2006) four cost (4C) analysis, this thesis examines HSBC Global Asset Management Taiwan's marketing activities via a constructively critical lens. These four costs include external unit costs, information search costs, moral hazard costs and firm-specific costs. This thesis focuses on providing solutions for enhanced customer service, media advertising, brand image as well as marketing strategies for HSBC Taiwan. Key Words: strategic marketing, four cost structure, information search costs, moral hazard costs, firm-specific costs, exchange-traded funds

There have been tremendous economic developments in all parts of the world including developing nations. One of the major drivers of these developments has been from the Small to Medium Enterprises (SMEs). These businesses have enabled many nations to create employment, resulting in an increase in the Gross Domestic Product (GDP). In as much as SMEs have well documented benefits, they also require many support, capital and business skills. This has led to the establishment of SME incubation centres where start-ups are hosted and trained to have the business skills. However, despite the incubation initiatives, SMEs still fail to grow and always have challenges. At times, the challenges are not finance related but lack of proper business strategies. This could be addressed by considering business models. This dissertation considers the initiatives that have been taking place on SMEs. A case study of SMEs in Namibia within the Khomas region is used. A mixed research approach was adopted. Specific research methods used were interviews and observations with questionnaires being used as the instruments to gather the required information. SMEs from the Bokamoso Entrepreneurial Centre in Windhoek were selected for the research population. One of the popular Business Model Canvas tools was used as a sample of a guide in data collection, where SMEs engaged were to indicate how they apply certain categories of the canvas. Results show that SMEs engaged do not have specific business models they are applying. However, there were many elements and understanding of the categories from the business model canvas. At the same time, SMEs mentioned incorporating technologies in their businesses and using ICTs to reach customers and make an effort to cut on the cost of bringing in stock. It was also clear that SMEs work independently and have long working hours when they are to meet specific orders. It was concluded that SMEs’ needs are different and that it may be difficult to use one business model. However, a mixture of a few business models could be combined to cater for the changing environment and address business needs. The Business Model Canvas could be applied for the Namibian SMEs but there is need to consider some other business models such as cutting out the middleman, business partnership models and bricks and clicks models. / Business Management / M. Com. (Business Management)

Strategic cost management is in its infancy. Researches and studies are still in an early exploratory stage and have not yet developed a consistent theory for strategic cost management. The thesis presents a comprehensive framework for strategic cost management. In particular the study attempts to contribute to filling the gap in the literature of strategic cost management. The suggested framework covers the concept, the objectives, the principles, the analysis fields & activities, the objects, the instruments and the key supports factors of strategic cost management to meet different challenges that the companies encounter from time to time and at different stages of development.