This investigation was undertaken to explore an incentive system to maximize performance in an automotive manufacturing environment. The unit under study was a motor manufacturing company in the Eastern Cape in South Africa. The approach to this investigation was to start with a quantitative analysis to identify if there was a relationship between the incentive reward and employee satisfaction. This was to be done by correlation analysis between the Job Descriptive Index (JDI) and the performance related incentive reward (PBR) of the abovementioned company. The data was then used to develop an interview guide, which was used in a focus group study, to evaluate the current incentive system as a motivator of performance. The analysis of the qualitative interview data was to be done through the use of thematic analysis. Using a percentage based estimation per production line, 150 workers were selected from the 2100 shop floor workers. The Job Descriptive Index (JDI) questionnaires were used to measure the satisfaction index of the workers. The performance data was gathered from the company's incentive statistics over the past year, 2004. All other related data was obtained though thematic analysis by the researcher, who was interested to get the insiders' view. From the emic perspective, more data could be obtained by the researcher by probing with follow-up questions. After both the quantitative and qualitative procedures were completed, the results of the study were found to be much the same as those described in the reviewed literature. The quantitative analysis did not prove a significant correlation between incentive reward and satisfaction; and employees were most satisfied with work, supervision and co-workers and less satisfied with pay and promotion. The qualitative procedure (thematic analysis) highlighted that the current reward system was not motivating performance, but rather demoralised employees, as it was used as a punitive measure to encourage work attendance. The current system also confirmed the error made by many organisations, where the organization purely concentrates on motivating employees with extrinsic rewards and little thought is given to intrinsic recognition.

Primarily, this research study was concerned with the evaluation of the brand campus concept implemented at then DaimlerChrysler South Africa in 2002, as a case study. Pretoria-based Mercedes-Benz South Africa (Pty) Ltd. (MBSA) is a subsidiary of global vehicle manufacturer Germany’s Daimler-Benz AG (DBAG). They are responsible for assembling, distributing and retailing, certain Mercedes-Benz and Mitsubishi vehicle brands, and spare parts. The landmark 1998 DaimlerChrysler global ‘merger of equals’ was preceded by the 1995 joint venture between Mercedes-Benz and Mitsubishi Motor Corporation. Consequently, three brands (Mercedes-Benz, Chrysler and Mitsubishi) were retailed and marketed under DaimlerChrysler South Africa (Pty) Ltd. (DCSA), positioned next to each other in the same showroom. This report identifies key challenges stemming from this approach, namely: brand strength dilution, more than 80 multi-franchised dealers and multi-branded showrooms, service capacity problems, old working environment and infrastructure, and perceived intra-brand competition. The research evidence suggests that these problems prompted then DCSA to launch the 2000 Dealer Network Strategy (DNS). In the grand scheme of things, the DNS intervention entailed partitioning the dealer network into five brand centres in five metro regions, and eighteen market centres in the rural areas. The brand campus concept was borne out of DNS and proved to be a masterstroke since, the primary focus was on streamlining the retail facilities for DCSA vehicle sales, service and spare parts for both the passenger and commercial vehicles. This study highlights key pillars of the brand campus concept, namely: profitability, brand focus, customer orientation and diversity. The challenge was to address seven major drivers of the brand campus concept, namely: after-sales vehicle support, vehicle service capacity, lead-times, spare parts availability, sales information propagation, behavior of sales personnel and the overall vehicle dealership appearance. Semi-structured interviews constituted part of the evaluation based on the perspectives of five customers, three dealer principals and two MBSA marketing executives. The research evidence, which also came from MBSA documentation and direct observation, shows that this innovative concept has been remarkably successful.