by Tso Sek-kwong, Tony. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1991. / Bibliography: p. 91-93. / ABSTRACT --- p.i / TABLE OF CONTENT --- p.ii / PREFACE --- p.iii / Chapter 1. --- INTRODUCTION --- p.1 / Chapter 2. --- PURPOSE OF THE STUDY --- p.2 / Chapter 3. --- REVIEW ON INTERUNIT ISSUES --- p.3 / Chapter 3.1 --- DEPARTMENTATION --- p.3 / Chapter 3.2 --- INTERDEPENDENCE --- p.4 / Chapter 3.2.1 --- Types of Interdependence --- p.4 / Chapter 3.2.2 --- Measures of Interdependence --- p.6 / Chapter 3.3 --- COORDINATION AND CONFLICTS --- p.7 / Chapter 3.3.1 --- Reasons of Conflicts --- p.8 / Chapter 3.3.1.1 --- Goal interdependence --- p.8 / Chapter 3.3.1.2 --- Task interdependence --- p.9 / Chapter 3.3.1.3 --- Resources interdependence --- p.9 / Chapter 3.3.1.4 --- Awareness of interdependence --- p.9 / Chapter 3.3.1.5 --- Perception of interdependence --- p.10 / Chapter 3.3.1.6 --- Asymmetric power relationships --- p.10 / Chapter 3.3.2 --- Resolution of Conflicts --- p.11 / Chapter 3.3.2.1 --- Rules and programs --- p.11 / Chapter 3.3.2.2 --- Formal control --- p.11 / Chapter 3.3.2.3 --- Reduction of resources interdependence --- p.12 / Chapter 3.3.2.4 --- Communication --- p.12 / Chapter 3.3.2.5 --- Spatial-physical strategies --- p.12 / Chapter 3.3.2.6 --- Clarification of roles and responsibilities --- p.13 / Chapter 3.3.2.7 --- Modification of rewards and job designs --- p.13 / Chapter 3.3.2.8 --- Conflict-resolution styles --- p.13 / Chapter 3.3.2.9 --- Socialization and training --- p.14 / Chapter 3.3.2.10 --- Intermediates --- p.14 / Chapter 3.4 --- CONSEQUENCES OF CONFLICTS --- p.15 / Chapter 4. --- METHODOLOGY --- p.17 / Chapter 4.1 --- METHODS OF SURVEY AND ANALYSIS --- p.17 / Chapter 4.1 --- LIMITATIONS IN THE METHODOLOGY --- p.19 / Chapter 5. --- ORGANIZATION SETTING --- p.22 / Chapter 6. --- ANALYSIS OF THE AGGREGATE RESULTS --- p.26 / Chapter 6.1 --- DOMAIN UNCERTAINTY --- p.26 / Chapter 6.2 --- DEPARTMENTATION --- p.30 / Chapter 6.3 --- JOB RESPONSIBILITIES AND INTERDEPENDENCE --- p.31 / Chapter 6.3.1 --- Job Responsibilities of the Departments --- p.32 / Chapter 6.3.2 --- Type and Extent of Interdependence --- p.34 / Chapter 6.4 --- INTERDEPARTMENTAL PROBLEMS AND CONFLICTS --- p.38 / Chapter 6.4.1 --- Types of Problems and Conflicts --- p.38 / Chapter 6.4.2 --- Seriousness of Issues --- p.41 / Chapter 6.5 --- COORDINATION AND CONFLICT RESOLUTION --- p.44 / Chapter 6.6 --- OUTCOME OF THE INTERDEPARTMENTAL RELATIONSHIPS --- p.49 / Chapter 7. --- CONCLUSION AND RECOMMENDATION --- p.52 / Chapter 7.1 --- RECOMMENDATIONS FOR THE MARKETING DEPARTMENT --- p.53 / Chapter 7.2 --- RECOMMENDATIONS FOR THE ENGINEERED SYSTEMS DEPARTMENT --- p.56 / Chapter 7.3 --- RECOMMENDATIONS FOR THE SALES DEPARTMENTS --- p.57 / Chapter 8. --- DISCUSSION OF THE STUDY --- p.60 / APPENDIX 1 --- p.65 / APPENDIX 2 --- p.89 / APPENDIX 3 --- p.90 / BIBLIOGRAPHY --- p.91

by Nicholas T.H. Jim. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaf 48). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.ii / LIST OF ILLUSTRATIONS --- p.v / ACKNOWLEDGMENTS --- p.vi / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Company Background --- p.1 / Scope and Objectives --- p.2 / Methodologies --- p.4 / Chapter II. --- EVALUATION OF EXISTING POS SYSTEM --- p.5 / Definition of POS System --- p.5 / Performance of Existing POS System --- p.7 / Chapter III. --- CRITERIA FOR POS SYSTEM SELECTION --- p.12 / Bas i c Criteria --- p.12 / Price --- p.16 / Reputation of Supplier and its Principal --- p.16 / Techno logy of the POS System --- p.16 / Chapter IV. --- IDENTIFICATION AND EVALUATION OF POS SYSTEM --- p.18 / Identification of POS Systems --- p.18 / New Tech POS System --- p.18 / POS System --- p.22 / Remanco Vision System --- p.25 / Micros 8700 POS System --- p.28 / Chapter V. --- DECISION MAKING --- p.33 / Second Phase Evaluation --- p.33 / Final Decision Making --- p.37 / Cost and Benefit Analysis --- p.38 / Chapter VI. --- IMPLEMENTATION PLAN --- p.40 / Swopping of POS Systems --- p.40 / Price Negotiation Tactics --- p.42 / Installation of New POS System --- p.44 / Review Meetings with Supplier --- p.44 / Chapter VII. --- CONCLUSION --- p.45 / BIBLIOGRAPHY --- p.47

by Wong Kung-Hin, Caleb. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaves 55-56). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.iii / LIST OF ILLUSTRATIONS --- p.iv / LIST OF TABLES --- p.v / ACKNOWLEDGEMENTS --- p.vi / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Quality--A Historical Perspective --- p.1 / Rise of Quality System Standards --- p.2 / ISO 9000 Series --- p.4 / Architecture of ISO 9000 Series of Standards --- p.5 / The Registration Process --- p.7 / Significance of ISO 9000 --- p.8 / Chapter II. --- METHODOLOGY --- p.13 / Purpose of the Paper --- p.13 / Literature Review --- p.14 / Chapter III. --- IMPLEMENTATION OF ISO 9002 --- p.16 / Company Profile --- p.16 / Selection of Standard --- p.18 / Overview of ISO 9002 --- p.19 / Process of Implementation --- p.20 / Selection of Registration Body --- p.26 / Hints to Successful Implementation --- p.27 / Cost and Benefit of Implementation --- p.33 / Limitation of ISO 9000 --- p.37 / Comparison of ISO 9000 and Malcolm Baldrige National Quality Award --- p.38 / Chapter IV. --- CONCLUSION --- p.43 / APPENDIX 1 History of QA Standards --- p.51 / APPENDIX 2 Adoption of ISO 9000 --- p.52 / APPENDIX 3 Asia Pacific Lens Plant Management Organization --- p.53 / APPENDIX 4 Asia Pacific Lens Plant Process Flow --- p.54 / BIBLIOGRAPHY --- p.55

張靜. / 論文(博士) -- 香港中文大學硏究院社會學學部, 1995. / 參考文献 : leaves 128-135. / Zhang Jing. / 諭文提要 --- p.1 / 導論：理論及問題 --- p.1 / Chapter 第一章： --- 職代會制度背景 --- p.12 / 起源 --- p.12 / 發展 --- p.16 / 小结 --- p.23 / Chapter 第二章： --- 參舆者和组織者 --- p.25 / 參與者 --- p.25 / 組織者 --- p.33 / Chapter (1) --- 代表資格審查 --- p.37 / Chapter (2) --- 提案控制 --- p.40 / Chapter (3) --- 表决控制 --- p.44 / 小结 --- p.49 / Chapter 第三章： --- 企業工會與職代會 --- p.50 / 權力來源 --- p.50 / 財政支持 --- p.53 / 自我角色認同 --- p.56 / 基層信息收集者 --- p.59 / 調和者 --- p.63 / 小結 --- p.66 / Chapter 第四章： --- 動力舆结構 --- p.67 / 群體利益與部門利益 --- p.67 / 消極的组織者 --- p.77 / 責任分擔 --- p.85 / 基層監督 --- p.92 / 小結 --- p.97 / Chapter 第五章： --- 職代會與利益協調 --- p.98 / 利益表達與滿足方式 --- p.98 / 利益衝突與平衡 --- p.106 / 干群矛盾 --- p.114 / 小結 --- p.119 / Chapter 第六章： --- 結論及討論 --- p.121 / 〔參考文獻〕 --- p.128 / 〔園表及附録〕 / 表〔1〕 職代會《條例》修改條文比较（一章）

by Xu Kai. / Thesis submitted in: December 1999. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2000. / Includes bibliographical references (leaves 134-135). / Abstracts in English and Chinese. / ABSTRACT (English) --- p.iii / ABSTRACT (Chinese) --- p.v / ACKNOWLEDEMENT --- p.vi / LIST OF FIGURES --- p.vii / LIST OF TABLES --- p.viii / Chapter Chapter I --- Introduction --- p.1 / Chapter 1. --- Prelude --- p.1 / Chapter 2. --- The Questions of Intra- and Inter-Organizational Dynamics --- p.5 / Chapter 3. --- Hybridization: A Historical Trajectory of Chinese Advertising Industry --- p.8 / Chapter 4. --- Competition and Professionalization: Two Challenges Facing State-Owned Ad Agencies --- p.14 / Chapter 5. --- The Basic Conceptual Framework and A Chapter Outline --- p.19 / Chapter Chapter II --- "Space, Spatial Partition and Situated Practices of A State-owned Ad Agency" --- p.22 / Chapter 1. --- "Strategic Practices, Locale, and Institutional Changes" --- p.22 / Chapter 2. --- Key Concepts and Their Linkages --- p.27 / Chapter Chapter III --- Methodology --- p.40 / Chapter 1. --- Case Study and Case Selection --- p.40 / Chapter 2. --- PrQcedure of Fieldwork --- p.42 / Chapter 3. --- Data and My Identities in Data Collection --- p.46 / Chapter 4. --- Validity of My Interpretation --- p.50 / Chapter Chapter IV --- Spatial Partitioning and Routine Practices at PAC --- p.53 / Chapter 1. --- Seaside Province and Phoenix City --- p.53 / Chapter 2. --- Physical Settings of PAC --- p.57 / Chapter 3. --- Professionalization of PAC in the Front Region --- p.68 / Chapter 4. --- The Transformation of Organizational Structure --- p.71 / Chapter 5. --- Routine and Non-routine Practices in the Back Region --- p.77 / Chapter 6. --- The Mixture of Two Systems in PAC --- p.93 / Chapter Chapter V --- Patrolling the Spatial Partition in Competition --- p.97 / Chapter 1. --- Bidding as A Critical Moment --- p.98 / Chapter 2. --- PAC's Preparation for Submitting A Bid --- p.99 / Chapter 3. --- PAC's Excellent Performances in Bidding --- p.110 / Chapter 4. --- Integration of the Two Paradigms of Organizational Management --- p.112 / Chapter Chapter VI --- Conclusion and Discussion: The Hybridization in A Transitional Society --- p.116 / Chapter 1. --- Organizational Dualism and Spatial Partitioning in PAC --- p.116 / Chapter 2. --- Social Practices in A Transitional Society: A Spatial Perspective --- p.121 / Chapter 3. --- Spatial Partitioning in Local Clients and International Ad Agencies --- p.125 / Chapter 4. --- Organizational Evolution in A Transitional Society --- p.128 / APPENDIX --- p.132 / BIBLIOGRAPHY --- p.134

by Lee Chi-Ho. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaf 85). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.ii / "LIST OF FIGURES, TABLES & APPENDIX" --- p.vi / Chapter PART I --- INTRODUCTION / Chapter 1. --- INTRODUCTION / Chapter 1.1 --- COMPANY BACKGROUND --- p.1 / Chapter 1.2 --- PROJECT OBJECTIVES --- p.3 / Chapter 1.3 --- SIGNIFICANCE OF THE STUDY --- p.4 / Chapter 1.4 --- SCOPE OF THE PROJECT --- p.4 / Chapter 1.5 --- ANALYTICAL FRAMEWORK --- p.5 / Chapter 1.6 --- RESEARCH METHOD --- p.6 / Chapter 1.61 --- Data Sources --- p.6 / Chapter 1.62 --- Research Limitations --- p.7 / Chapter PART II --- PROFILE REPORTS / Chapter 2. --- SERVICE PROFILE / Chapter 2.1 --- SERVICE SCOPE --- p.8 / Chapter 2.11 --- Retail Establishment --- p.8 / Chapter 2.12 --- Market Entry --- p.9 / Chapter 2.13 --- "Advertising, Promotional & Editorial Campaign" --- p.10 / Chapter 2.2 --- PRICING OF SERVICES --- p.12 / Chapter 2.21 --- Project-based Fee vs. Retainer Fee --- p.12 / Chapter 2.22 --- Ad-hoc Projects/Events --- p.13 / Chapter 2.23 --- Advertising & Media Placement --- p.13 / Chapter 2.3 --- MARKETING EXPENSES --- p.13 / Chapter 2.4 --- PROFIT POTENTIAL --- p.14 / Chapter 2.5 --- SERVICE STRENGTHS & WEAKNESSES --- p.15 / Chapter 3. --- MARKET PROFILE / Chapter 3.1 --- MARKET CHARACTERISTICS OF THE CONSULTING INDUSTRY --- p.16 / Chapter 3.11 --- The Consulting Industry --- p.16 / Chapter 3.12 --- The Marketing Consulting Business --- p.17 / Chapter 3.13 --- Implications to Small-scaled Marketing Consulting Firm --- p.18 / Chapter 3.2 --- MARKET TRENDS IN HONG KONG: THE NEED FOR MARKETING CONSULTING --- p.19 / Chapter 3.3 --- MARKET'S SPENDING HABITS --- p.20 / Chapter 3.4 --- MARKET OPPORTUNITIES AND THREATS --- p.20 / Chapter 3.41 --- Dependence on the Retail Environment --- p.20 / Chapter 3.42 --- Business Opportunities at the Higher-ended Consumer Brand Market --- p.21 / Chapter 4. --- COMPETITIVE PROFILE / Chapter 4.1 --- TMM'S RELATIVE STANDING --- p.23 / Chapter 4.2 --- TMM VS. ADVERTISING AGENCY --- p.24 / Chapter 4.21 --- Difference in Pricing Structure --- p.24 / Chapter 4.22 --- Competitive Strengths of TMM Over Advertising Agency --- p.25 / Chapter 4.3 --- THE THREAT OF SUBSTITUTION --- p.26 / Chapter 5. --- CLIENT PROFILE / Chapter 5.1 --- CLIENT PROFILE --- p.27 / Chapter 5.11 --- Hua Guang Hang --- p.27 / Chapter 5.12 --- Maas Corporation --- p.28 / Chapter 5.13 --- Maxly Limited --- p.29 / Chapter 5.2 --- SURVEY ON KEY CLIENTS --- p.30 / Chapter 5.3 --- RESEARCH OUTCOMES & ANALYSIS --- p.31 / Chapter 5.31 --- Reasons for Using TMM's Services --- p.31 / Chapter 5.32 --- The Evaluation of TMM's Performance --- p.32 / Chapter 5.33 --- Projects in which Clients are Highly Satisfied With --- p.33 / Chapter 6. --- COMPANY PROFILE / Chapter 6.1 --- ORGANIZATIONAL STRUCTURE --- p.36 / Chapter 6.2 --- MISSION STATEMENT --- p.36 / Chapter 6.3 --- ORGANIZATIONAL STRENGTHS --- p.37 / Chapter 6.4 --- FACTORS THAT HINDER THE ORGANIZATION FROM INCREASING POSITION IN THE MARKET --- p.38 / Chapter PART III --- KEY STRATEGIC ELEMENTS / Chapter 7. --- KEY STRATEGIC ISSUES --- p.40 / Chapter 8. --- TARGET MARKET IDENTIFICATION --- p.42 / Chapter 9. --- MARKETING OBJECTIVES / PROFIT FORECAST --- p.44 / Chapter 10. --- IMPERATIVES IN SETTING MARKETING STRATEGIES / Chapter 10.1 --- THE NEED FOR SERVICE MISSION --- p.46 / Chapter 10.2 --- THE NEED FOR QUANTIFIABLE MEASURES --- p.47 / Chapter PART IV --- STRATEGIES & TACTICS / Chapter 11. --- SERVICE OBJECTIVE & STRATEGY / Chapter 11.1 --- CONSOLIDATION OF CURRENT SERVICE OFFERINGS --- p.49 / Chapter 11.11 --- Strengthen the Financial Aspect of Retail Project --- p.49 / Chapter 11.12 --- Strengthen Relationship with Retail Renters --- p.50 / Chapter 11.13 --- Strengthen Connections with Various Distribution Modes that Foreign Brand Owner Could Consider --- p.51 / Chapter 11.2 --- CLIENT /ORGANIZATIONAL INVOLVEMENT IN SERVICE DESIGN --- p.52 / Chapter 11.3 --- DEVELOP NEW SERVICES OFFERINGS AND RELEVANT SKILLS --- p.52 / Chapter 12. --- PRICING OBJECTIVE & STRATEGY / Chapter 12.1 --- MAINTAINING EXISTING PRICING POLICY --- p.54 / Chapter 12.2 --- ESTABLISHING PRICING POLICY FOR NEW CLIENTS --- p.55 / Chapter 12.3 --- PRICING STRUCTURE BASED ON CLIENT VALUE --- p.55 / Chapter 13. --- COMMUNICATIONS OBJECTIVE & STRATEGY / Chapter 13.1 --- COMMUNICATIONS 一 A HOLISTIC VIEW --- p.56 / Chapter 13.2 --- COMMUNICATIONS WITHIN TMM --- p.56 / Chapter 13.21 --- "Documented Policies, Procedures, and Strategic Frameworks" --- p.56 / Chapter 13.22 --- Computerized Marketing Information System --- p.58 / Chapter 13.23 --- More Employee Participation --- p.59 / Chapter 13.3 --- COMMUNICATIONS WITH CURRENT CLIENTS --- p.59 / Chapter 13.4 --- COMMUNICATIONS WITH PROSPECTIVE CLIENTS --- p.60 / Chapter 13.41 --- Get Articles Published --- p.60 / Chapter 13.42 --- Reaching New Target Segments --- p.61 / Chapter 13.5 --- COMMUNICATIONS WITH ASSOCIATED CONSULTANTS AND COOPERATING PARTIES --- p.62 / Chapter 14. --- SALES OBJECTIVE & STRATEGY / Chapter 14.1 --- RESPONSIBILITY OF SELLING IN THE COMPANY --- p.63 / Chapter 14.2 --- CHIEF MOTIVATOR OF SALES --- p.63 / Chapter 15. --- CHANNEL OBJECTIVE & STRATEGY --- p.65 / Chapter 16. --- TACTICAL ACTION PLAN --- p.66 / Chapter 17. --- CONTROL & BUDGET / Chapter 17.1 --- CONTROL & MONITORING OF THE MARKETING SYSTEM --- p.68 / Chapter 17.2 --- PRELIMINARY BUDGET --- p.69 / Chapter PART V --- APPENDIX & BIBLIOGRAPHY / APPENDIX --- p.71 / BIBLIOGRAPHY --- p.85

The 21st century is characterised by globalisation, turbulent change, an information explosion and an electronic revolution. The result is organisations with decentralised structures, increased employee empowerment and growth alliances. This changing landscape calls for a more holistic, collaborative outlook on leadership, placing the emphasis on relationships, context and transformation where leadership occurs at multiple levels in organisations. While organisations work towards future sustainability in response to the demands of this landscape, leaders are faced with their own personal transition within their roles. Leadership is a socially constructed process that is co-created amidst pressure from self-expectations, follower expectations and organisational requirements. Leadership as a boundary-keeping role that functions on the periphery between the organisation and the external environment, evokes anxiety. The researcher sought to explore, describe and analyse the lived leadership role experience of 21st century leaders as it plays out above and below the surface of consciousness. At the conscious level, the normative role refers to job description and content. At the unconscious level, the existential role deals with the role in the mind of the individual, while the phenomenal role relates to what others perceive and project onto the individual fulfilling the role. The level of congruence between these three roles and its consequent impact on the individual leadership experience were explored. Hermeneutic phenomenology, using the systems psychodynamic perspective as a theoretical framework, enabled the researcher to apply in-depth description and interpretation. A case study research approach was adopted where individual cases were analysed and then consolidated into a cross-case analysis of findings. The study revealed the underlying mental activity and irrational behaviour relating to anxiety, conflict and defences that manifest for 21st century leaders. By integrating the findings with both systems psychodynamic literature and leadership literature, nine themes emerged, namely anxiety, leadership identity, boundaries, authority, role, task, containment, valence and perceived performance. These themes culminated in a research hypothesis about the constant evolution of the leadership role in the context of the current business landscape. / Psychology / Ph. D. (Consulting Psychology)

Consider the following questions in the early stage of new product development. What should be the target market for proposed design concepts? Who will be the competitors and how fast are they moving forward in terms of performance improvements? Ultimately, is the current design concept and targeted launch date feasible and competitive? To answer these questions, there is a need to integrate the product benchmarking with the assessment of performance improvement so that analysts can have a risk measure for their R&D target setting practices. Consequently, this study presents how time series benchmarking analysis can be used to assist scheduling new product releases. Specifically, the proposed model attempts to estimate the "auspicious" time by which proposed design concepts will be available as competitive products by taking into account the rate of performance improvement expected in a target segment. The empirical illustration of commercial airplane development has shown that this new method provides valuable information such as dominating designs, distinct segments, and the potential rate of performance improvement, which can be utilized in the early stage of new product development. In particular, six dominant airplanes are identified with corresponding local RoCs and, inter alia, technological advancement toward long-range and wide-body airplanes represents very competitive segments of the market with rapid changes. The resulting individualized RoCs are able to estimate the arrivals of four different design concepts, which is consistent with what has happened since 2007 in commercial airplane industry. In addition, the case study of the Exascale supercomputer development is presented to demonstrate the predictive use of the new method. The results indicate that the current development target of 2020 might entail technical risks considering the rate of change emphasizing power efficiency observed in the past. It is forecasted that either a Cray-built hybrid system using Intel processors or an IBM-built Blue Gene architecture system using PowerPC processors will likely achieve the goal between early 2021 and late 2022. This indicates that the challenge to improve the power efficiency by a factor of 23 would require the maximum delay of 4 years to reach the Exascale supercomputer compared to the existing performance curve.

Thesis(M. Ed.) - Central University of Technology, Free State, 2008. / The existence and survival of an individual and/or organization, such as a Higher Education Institution (HEI), have always depended on the ability of this individual or organization to control the environment in which it exists. This person or organization should overcome certain threats and obstacles that may cross its path by means of simple, pre-constructed plans. The situation must thus be managed in order to ensure the continuation of the person or organization. In this study the focus is on the functional tasks of the middle management team in an HEI. Middle management is concerned with the near future and is therefore responsible for medium- and short-term planning, organizing functional areas, leading by means of departmental heads, and controlling the management activities of the middle managers’ own departments. This study wants to identify factors in the different functional areas of middle management that could hamper the productivity of this area, and thus the institution as a whole. A qualitative study, with questionnaires as data capturing tool, was employed. Various factors that may hamper proper functioning were identified in the study. Lack of intra- and inter-departmental communication, staff shortages due to the restructuring process, countless policies and procedures in place (to streamline the execution of duties) hamper more than assist staff members in the execution of their duties. It was found that the staff members seek a sense of security, as this will lead to improved productivity.

Da Gama Textiles, based in the Eastern Cape has seen its sales of Jacquard products being affected in recent years by cheaper imported products. A study was required to enable its senior management to develop a branding strategy for its Jacquard products. In addition, senior managers required information about how to take advantage of the 2010 World Cup. Data collection was conducted in July to September 2009, using two population groups. The first one was bed and breakfast managers in KwaZulu-Natal, with the second one being top ten Jacquard customers by volume in South Africa. Results showed that awareness levels for Da Gama’s Jacquard products are low, although more than half of respondents would be willing to receive literature from Da Gama in the future relating to Jacquard products. Among the top ten customers, loyalty levels were found to be high, however customers were not satisfied with Da Gama’s price levels and felt that designs and delivery lead times could be improved. A suggested branding strategy was drafted, targeting both population groups. A strategy to build brand awareness and brand loyalty levels was suggested for bed and breakfast managers, while a strategy to improve brand loyalty levels was suggested for the top ten customers. / Business Administration / M. Tech. (Business Administration)