The rail industry in South Africa is represented by Spoornet, the only rail operator in this country. The rail industry in South Africa has undergone profound changes since the deregulation of the transport industry. Driving the changes that the rail industry now finds itself were the adoption of new technology, government legislation, difficult trading conditions, the strengthening of the rand and growing transport options available to rail customers. The rail transport industry must not only survive but also prosper in a radically different environment, to that in which it operated as a monopoly prior to 1990. As South African companies are becoming more export driven by catering to international markets, these companies are governed by stringent international practices in terms of the manufacturing of goods and services. As such it is imperative for South Africa's transport companies to render a seamless transport and logistics service in order to facilitate the expansion of these local companies into new global markets. This research aims to identify the factors that impact the level of service in the rail transport industry and to determine the actions necessary to improve the current levels of service. This research was undertaken amongst Spoornet's Import / Export customers nationally. It investigates service quality in the rail transport industry by utilising the Servqual methodology. The Servqual measuring instrument has been found to be a reliable measure of service quality. A sample of 50 customers was selected and previous research on the topic reviewed. The statistical analysis revealed that respondents indicated a high expectation of service and a low perception of service received. As a result, urgent attention must be focused on Spoornet's service delivery. / Thesis (MBA)-University of KwaZulu-Natal, 2004.

Exploratory research was conducted in an attempt to understand how three schools in the Midlands of KwaZulu-Natal market themselves. The marketing of schools is a relatively new concept both in South Africa and internationally. Not only is the marketing of schools vital, in that it allows schools to use their resources in the most efficient and effective way in satisfying the needs of the customer, but associated with this, is that it allows for a meaningful and relevant education. The schools chosen for this research were Cowan House, Epworth and Hilton College. These schools represent a wide cross-section of schools including a primary school, two senior schools, a monastic boys' boarding school and a monastic girls' school with day scholars and boarders. All of the schools had a marketing function within the school. All three schools applied the basic marketing concept. They were customer focused, were orientated towards achieving long term goals, tried to integrate activities within the school and strongly believed in societal aspects of marketing. Of particular interest was the strong focus on the customer by some of the schools. None of the schools had been exposed to the seven Ps of service marketing, and so did not structure their marketing mix based on the service marketing model. All the schools felt that their staff were a differentiating factor (people) and had impressive grounds and facilities (physical evidence). The major problem that all three schools experienced was developing a differentiated service that separated themselves from competitors within the market. They were not aware of the unique position that they occupied in the mind of the customer, although all the schools felt that they were unique. The result of this was that their marketing mix was not able to support and enhance the differentiated service and proposed market position. A possible reason for the schools not developing a unique position in the market is that they may not analyse the external environment in enough detail. This meant they were not able to capitalise on, or develop,unique internal strengths to satisfy needs that their customers considered important, valuable and were willing to pay for. It is recommended that a more structured approach to strategic marketing be used. This should allow the schools to implement each of the steps required in strategy formulation. If this is done effectively they will be able to match internal strengths with opportunities in the external environment and so develop a differentiated product that is required by the target market. The schools should also adopt a service marketing strategy as education is a service. Adopting the seven Ps of service marketing would allow the schools to implement a marketing mix that is suitable for a service institution. It is hoped that this dissertation will contribute to a better understanding of marketing of schools, allow them to be more focused in their strategy and ultimately result in a better education for their learners. / Thesis (M.B.A.)-University of KwaZulu-Natal, Pietermaritzburg, 2006.

This study sets out to ascertain the impact that the marketing initiatives of a retail chain have on the inventory levels of the retail chain. The stock levels of a retail chain are the source of many frustrations. However, through developing an efficient and effective supply of inventory, a viable, competitive advantage is created for the firm. The bullwhip effect is the name given to the fluctuation in demand for specific products that is seen through the supply chain, the discoverer of this effect was J W Forrester. The primary objective of this study is to identify whether the movement of stock through the supply chain identifies with the bullwhip effect where the influences of the marketing initiatives are felt. The secondary objective is to discover what impact the different role players have on this phenomenon, i.e. the store managers, buyers and suppliers. The promotion process is utilised as a tool to drive the strategy of the Clicks organisation, but a side effect is the creation of the Bullwhip Effect. The main problem is that the demand for the item is increased for a specific period and then the demand is either reduced to levels lower than before the promotion or will revert to the same level as before. Sales and stock movement data was recorded and graphically displayed to determine whether the Bullwhip effect was created. This research has highlighted the following problems: (a) There is no direct communication between the role players. (b) Decisions are based on somewhat dubious information. (c) Large promotional orders are based on sales history. (d) There are no real measures in place to rectify any errors. (e) The measuring criteria and KPAs differ between the role players. Recommendations derived from this research include: (f) Increase communication between the category buyers and the store managers. (g) Rather than bulk ship stocks to the stores, introduce a staggered shipping approach. (h) Create a position for a specialist person who can deal with the overstocks. This person would be responsible for reallocating overstocks including returning the overstocks to the DCs. (i) Reduce the number of "lost leaders" and extensive advertising of these "lost leaders" and rather concentrate on more generic advertising. / Thesis (MBA)-University of KwaZulu-Natal, Pietermaritzburg, 2004.

No abstract available. / Thesis (M.A.)-University of KwaZulu-Natal, Pietermaritzburg, 2010.

The development of relationship marketing, which is oriented towards developing lasting relationships with clients, emerged in the 1990's. The concept suggests that by better understanding customers on an individual level and by delivering to them information, products and services targeted to their specific needs, marketers can develop a long-term relationship with them that translates into worthwhile profits. Thus, relationship marketing focuses on customer orientation, with high service emphasis and high customer contact. Relationship marketing uses improved information technology to regularly communicate with firm customers and to base product/service offerings on the customer's buying behaviour. Computer linkages, advertising, personal selling, sales promotion, sponsorships, publicity, special events and exhibitions aid communication among channel members and also create a relationship between buyer and seller. Whilst research has been conducted on a general aspect of relationship marketing, there appears to be no significant study on how communication efforts can promote relationship marketing in the cellular industry. It is the intention of this study to examine the way in which relationship marketing is currently being employed in the cellular industry and to assess how improved communication can result in the effective application thereof. The objectives of this study are to investigate whether the communication efforts of the cellular operating companies are satisfying customers, to establish if the communication tools used by the companies are effective in promoting relationship marketing and to explore whether existing customers will become advocates of the company. Ethical clearance was obtained from the Research Administration at the University of KwaZulu -Natal. All subjects were aware of the purpose of the study and the aims and objectives. All subjects signed and consented to be part of the study. The target population consists of existing cellular phone users from whom the researcher attempted to draw conclusions and make generalizations. In KwaZulu-Natal, 251 cellular phone users volunteered and participated in this study. Informed consent was required of each of the respondents. 53% were contract customers and 38% were prepaid customers. There were 94 males (38%) and 141 females (56%) in the sample. The overall response rate was 83.7%. The main results yielded from this study indicated that cellular phone users were satisfied with the communication efforts of their service providers. Therefore, the communication tools used by their service providers were effective in creating, maintaining and enhancing relationships with their customers. Also it was very evident that existing customers are advocates of their service provider and will continue to be so into the future. This study recommends that customers must understand and be informed of the future direction that their service provider will take. They must be informed of long and medium term plans, new developments and any fundamental changes that are going to take place. Since service is the nerve centre of any organization, service providers must improve on their service to customers. Service providers should conduct regular satisfaction surveys to get feedback from customers and monitor their attitudes towards them and assess the performance on their accounts. The fulfilment of these recommendations will promote and enhance relationship marketing in the cellular industry. / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2006.

In an interview aired over the Public Broadcasting System in 1980 , aircraft manufacturer John K. Northrop made a stunning charge. Referring to the Air Force's 1949 cancellation of his Flying Wing aircraft, Mr. Northrop alleged that the cancellation was not the result of any valid concerns about the aircraft itself, but rather was a retaliation for his refusal to agree to an improper demand by the Air Force . Specifically, Mr. Northrop charged that then-Secretary of the Air Force Stuart Symington ordered him to merge his firm with Consolidated-Vultee Aircraft Corporation, and that when he refused, an 88 million dollar contract for the Flying Wings was cancelled. Mr. Northrop also admitted that in 1949 testimony before the House Armed Services Committee, he had perjured himself by denying that Mr . Symington had ever threatened or retaliated against Northrop Aircraft, Incorporated . This dissertation began as a study of ethics and decision- making in the military procurement process. However, in-depth research revealed no improprieties in the Air Force ' s Flying Wing acquisition program. Research techniques included careful study of voluminous Air Force records , most housed at Edwards Air Force Base, California, and at the Air Force Historical Research Center in Montgomery , Alabama . These documents, once secret but now declassified, showed that military decision- makers were never satisfied with the Northrop plane, and regularly made their position clear to Northrop . The author's document searches were augmented by a series of interviews held with as many of the surviving participants as possible: Senator Symington, who vehemently denied any impropriety; Gen. Curtis E . LeMay, then Commander of the Strategic Air Command (SAC), who readily admitted that he never wanted the Northrop plane and argued against it (and for the competing B-36 bomber) before a board of senior Air Force officers just before the cancellation; Gen. Lauris O. Norstad, the sole surviving member of that senior officer's board, who vigorously rejected any suggestion of improper behavior by Senator Symington in this or any other procurement decision. An interview with the current Chairman of the Board of Northrop corporation, Thomas V. Jones, generally supported Senator Symington, and clarified the stand of today's Northrop management . In addition, the author interviewed and corresponded with the two Air Force chief test pilots on the Flying Wing; both men gave valuable insights into the technical performance of the Northrop aircraft. If political manipulation was not the cause of the 1949 cancellation, what was? The research uncovered four factors that were involved . First was the substantial improvement in the competing B- 36, which made great strides in late 1948. Second was the assignment of General LeMay as SAC commander in October 1948; unlike his predecessor, General LeMay was a strong backer of the B-36, and was willing to give up other weapon systems (like the Flying Wings) to get more of the Consolidated-Vultee B-36s. Third was President Truman's cuts in the Fiscal Year 1950 defense budget, which caused the Air Force to not only defer the addition of eleven planned combat units, but also to eliminate eleven others (of a total of fifty-nine) already in existence. Finally, the shortcomings of the Flying Wing were certainly numerous and significant enough to argue against its production and procurement. After refuting a number of the allegations made in the 1980 broadcast, the dissertation concludes with some implicationsfor management . Chief among these is the need to maintain a marketing orientation, that is, the requirement to emphasize what the customer requires , rather than what the producer wants to build . The Flying Wing was Mr . Northrop ' s lifelong dream, and the author argues that its production was more related to what Mr . Northrop wanted to build than to what the Air Force needed to acquire .

Zugl.: Erlangen-Nürnberg, Universiẗat, Diss., 2008. / Literaturverz.

Thesis (M.B.A.)--University of Hong Kong, 1996. / Includes bibliographical references (leaf 53).

The thesis is focused on developing a proposal to increase the quality of production and its processes in the chosen company from wood processing industry with regard to the requirements of the market and marketing. The author first introduces and explains basic concepts, such as methods for management support, marketing and quality. Following is the analysis of existing processes in Dřevotvar cooperative in all of its premises and using the audit of quality management system processes. Then the author is dealing with optimization of main processes at this company. Based on the data obtained steps are being recommended as to the increase of quality of production and its processes.

No abstract available / Graduate School of Business Leadership / M.B.L.