Non profit organization do not focus on marketing strategy since its¡¦ purpose is not making profits; however, the numbers of non-profit organizations is increasing rapidly, it is more competitive among the organizations to share the resource such as volunteer workers, donation and service customers. Therefore, putting no efforts but just waiting for donation is no longer helpful to non-profit organizations, learning how to adapt marketing strategy to non-profit organization becomes inevitable to all the non-profit organizations. The purpose of the research is to learn marketing strategy from Eden Social Welfare Foundation. We use marketing mix to analyze its¡¦ new product ¡§Eden Oversea Working Holidays¡¨, and to see if it can help meet Eden¡¦s requirement to achieve its¡¦ goals and missions. Also, we put the case into some theories and models through literature review, try to find out the advantages and weaknesses of the product, and summarize the results in order to let other non-profit or profit organizations to refer to. The scope of the research includes recent situations of non-profit organizations in Taiwan, and most of the oversea volunteer work camps held by charity foundations. We try to analyze all its competitors and then give a brief introduction of Eden Social Welfare Foundation and the department which hold the activity ¡§Eden Oversea Working Holidays¡¨. We had an interview with manager from Public Welfare Center in Eden, and summarize the results and our findings as following: (1)On-line marketing and word of mouth is more proper if use on long-term strategy since it takes longer to see the efforts. (2) People nowadays are no longer satisfied with normal travel package. (3)It¡¦s feasible to adapt the concepts of after-sales in tour industry. (4) The best way to earn customer¡¦s trust is to let them see and join your service. (5)Inviting old customers to speak for your product not only make them feel successful but also cost less. In the end of the research, we gave some advices to Eden Social Welfare Foundation and people who want to continue the topic of research.

Abstract This study investigates the organization design and interactive marketing of the industry of system integration, using the fundamental organization management theory (organization design, organization reform, organization efficiency and organization study), knowledge management theory, marketing management theory, by utilizing individual case studies to discuss study types, through studying the encouragement system, organizational design, preservation of core competitiveness, marketing strategy of the staffs from the individual case companies, in order to verify the associated theories and actual operation conditions of the companies. The subject interviewed used to be the pioneer in the system integration business field, the corporate development record showed rise and fall, but was able to carry on business high peak through importing of new product with innovative designs. But while the organization expands, highly divided by business tier and separation of workload, the management felt the new organization design and organization management limited the overall development, the ability of the organization to respond became evidently sluggish to meet up with the fast pace ever changing market demand, and the expansion of the industry service category requirement. On top of that, due to the recent decline in market prosperity, this resulted in the decline of business net profit. The interviewees from the case study all have different background, helding various different positions in the business organization. The commonality among all the interviewees are that they all served a certain period of time in their current position, most of them even witnessed the stages of rise and fall of their company. I thank them for sharing of their valuable time and personal opinion that allows the result and discussion of this study to be of significant value. The result of this study showed the subject should adjust in the area of encouragement system, organization design, preservation of core competitiveness and marketing strategy, particularly in the area of 1. delegation of authority ¡B2. differentiation of competitive strategy ¡B3. organization trait is highly efficient but incapable of reaching the goal of innovation ¡B4. integration of organization study and marketing ¡B5. the scale of organization increase gradually while the business is stuck with the unnecessary and over elaborated formalities; the results found from the case study matches with the phenomenon found in the applied theories. Through the preliminary result of this study and the author¡¦s observation from the long term involvement, the cases have been identified as the total solution supplier of information equipments, skills and services, the management should particularly focus on the core fundamental nature of service and serve the clients. Organization design should focus on the preservation of core skills and experience, enhance system design in the area of delegation of authority and encourage innovation, in order to promote the overall competitiveness of the business. The application of relevant theories would be of significant consultation value to the business in this field.¡C

Thesis (M.B.A.)--University of Hong Kong, 1988.

Thesis (M.B.A.)--University of Hong Kong, 1982.

ABC Consulting Services is a Consulting Engineering firm based in Pietermaritzburg. Primary and secondary research was conducted in an attempt to identify the key marketing issues that ABC Consulting Services faces in its internal and external environments. The primary research done on the company (micro factors) and its environment (macro factors) was in the form of qualitative descriptive research with the source of information coming from internal semi structured focus groups and questionnaires sent to selected individuals involved in the consulting engineering industry. The secondary research includes a study of the current state of the South African Consulting Engineering industry. The content analysis of the primary and secondary research resulted in the identification of six key threats in the macro environment and five main opportunities for the company to increase its current work. The key threats identified are the lack of engineering skills, the lack of skills in the client organisations, inexperienced firms in the market, tendering processes and slow payment from clients. With further unpacking of these issues, it was found that many of the issues are as a result of the lack of skills in client organisations. The opportunities identified include agricultural development for historically disadvantaged individuals, the relatively low value of the Rand making the company's services cheaper for internationally funded projects, increased infrastructure budgets as a result of the 2010 Soccer WorId Cup, agricultural development in Africa and an increase in floodline determination work. The internal resource analysis identified that that the company is very strong in terms of the quality of its human resources; however, it is under staffed for the current work load. Financially, the company is in a good position and the current environment should continue to yield very good returns in the short to medium term, however, the firm is inflexible in terms of financial commitments. The firms lack of formal marketing systems and their low client and contact bases in Government departments were identified as weaknesses. The company's facilities and processes are good and represent a strength, however there are some procedures such as quality management systems which need to be implemented. It is recommended that the company institute formal marketing procedures and market themselves to prospective clients by means of networking and doing presentations to selected prospective clients in order to inform them of the service that the company has to offer. The company should also do limited advertising in selected specialist magazines which deal with irrigation and the sugar industry. In order to establish themselves as leaders in sugarcane estate development, they should write and present papers at the annual SASTA conferences. To promote the profession, they should do presentations at high school level to encourage high school students to study engineering and at a University level; the company should offer their services to the local University for lecturing certain modules of suitable courses. This can be used as a platform for promoting the profession to the students to encourage them to stick to engineering as a career. To solve the staff shortage problem, the company should recruit two new engineers, one with approximately 3 years relevant experience and another with approximately 5 years relevant experience. / Thesis (M.B.A.)-University of KwaZulu-Natal, Pietermaritzburg, 2006.

The management of the Johannesburg Zoo is currently attempting to 'turnaround' the entity. Being a part of the team that assisted the Johannesburg Zoo to formulate its business plan in 2004, the researcher developed an affiliation to the zoo and was motivated to assist management with their efforts by conducting this study. The major problem identified for the Johannesburg Zoo was that of how to secure the support of current patrons and increase patronage particularly in respect of the increasing support of alternate entertainment offerings. The study employed structured open-ended questionnaires to collect data from selected patrons and employees of the zoo. The findings of the study, following the literature review and analysis of findings from the field, resulted in a number of conclusions. First, the researcher realized that the Johannesburg Zoo has experienced a 'decline and crisis' phase in previous years. Happily, the researcher also discovered that there were triggers for changes that encouraged the formulation of a recovery strategy. The researcher has used these very triggers to offer robust recommendations to revitalize the zoo in terms of the product offering, marketing, financial and operational initiatives. / Thesis (M.B.A.)-University of KwaZulu-Natal, Durban, 2006.

According to Kotler and Armstrong (2004: 259), “a product‟s position is the way the product is defined by consumers on important attributes”. Knowledge of these attributes, and more specifically, which attributes “attract customers to stores is more important than ever” (Paulins and Geistfeld 2003: 371). Furthermore, it is important to note that the attributes which constitute consumers‟ perceptions of value may be of different importance to different groups of consumers (Ziethaml 1988: 14 cited in Sweeney and Soutar 2001: 204), hence justifying the need to study Generation Y independently. According to Sweeney (2006: 6), it is important to study this specific age cohort as “Millennials are very different from previous generations at the same age” and many of their key behaviours and preferences “are likely to remain part of their lifelong culture” and adult buying behaviour. Consequently, it is vital to satisfy and capture this market now in order to secure a committed clientele for the future. Yarrow and O‟Donnell (2009: 2) also describe Generation Y as “potentially one of the most powerful and influential generations ever” (Yarrow and O‟Donnell 2009: 2), as well as being known for its unprecedented purchasing power “of which two-thirds goes on clothing” (Ebenkamp 1999: 4). The research objectives for this study were: 1. To identify the most patronised stores according to a sample of male and female Generation Y consumers. 2. To determine the relative importance of the attributes that Generation Y consumers apply when choosing between clothing retailers. 3. To determine the relative importance of the attributes that Generation Y consumers apply when purchasing various garments and pieces of clothing. 4. To identify the determinant attributes that influence clothing store selection among Generation Y consumers. 5. To determine whether a significant difference exists between the attributes of the male and female Generation Y respondents with regard to clothing store selection. The study involved a two-stage triangulated research design, with a qualitative focus group stage preceding a quantitative survey stage. The data obtained from the focus groups was analysed and subsequently used to formulate and refine the survey to be used in stage two of the triangulation. Purposive quota sampling was utilised during stage two of the research, which resulted in 380 sufficiently completed questionnaires, the findings from which enabled the researcher to achieve the research objectives. The key findings of the study revealed that Mr Price, Edgars, Woolworths and Identity were the most frequently patronised by the UKZNP student respondents. The attributes found to be of the most importance with regard to influencing clothing store selection were: High Quality Merchandise, Value for Money, Uniqueness of Merchandise, Fashionable Merchandise, Store Cleanliness, Wide Selection of Merchandise and Low Prices. The clothing attributes which were identified as the most important to the sample of Generation Y respondents when choosing clothing to purchase, were: Good Fit, Comfort and Quality. The results of the Discriminant Analysis, combined with the mean importance ratings of the clothing store attributes, revealed three determinant attributes influencing clothing store selection among the Generation Y respondents, namely: Low Prices, Fashionable Merchandise and Uniqueness of Merchandise. Finally, an Independent Samples T-Test, as well as a Mann-Whitney U-Test, were run to determine whether a significant difference exists between the attributes of the male and female Generation Y respondents with regard to clothing store selection. The results revealed that female Generation Y respondents in this study place greater importance on the attributes of Convenient Location, Low Prices and Appealing Advertising, when choosing between clothing retailers, while the male Generation Y respondents perceived High Quality Merchandise as being more important and influential. Lastly, numerous recommendations were made regarding how to target and satisfy the Generation Y consumer market, with particular reference to each of the clothing retailers. / Thesis (M.Com.)-University of KwaZulu-Natal, Pietermaritzburg, 2011.

A new peat replacement product is being manufactured in South Africa. This product which is marketed under the brand name Fibregro is made from spent wattle bark originating from the tanning extract manufacturing process. Fibregro is currently being used in South Africa to dilute and in some instances replace local peat in mushroom and horticultural applications. In addition to its role as a peat replacement, Fibregro is in a position where it could also qualify to cany a Forest Stewardship Council (FSC) label. Once in full production it is estimated that the company will be able to produce more products than can be sold locally. As a result export opportunities need to be pursued. The United Kingdom (UK) was identified as a potential export destination on account of developments in this country in respect of the certification of forest products (especially FSC certification) and moves to reduce peat mining. A mail survey was undertaken amongst growing media producers in the UK to address two key issues relating to Fibregro, namely: • Whether Fibregro's peat free status could be exploited in the UK growing media and mushroom casing markets. • Whether enough advantages existed in the UK market to justify the extra effort and cost associated with qualifying Fibrego to carry an FSC label. Key findings arising from this survey indicate that a niche is developing in the UK growing media market for a good peat substitute. The addition of an FSC label will render the product unique in the growing media market in this country. A number of recommendations arise from this work. These are: • In order to penetrate the UK growing media market Fibrgro must be positioned as an effective peat reducing agent which is capable of extending the peat reduction levels beyond that of composts. • Fibregro distributors should be identified from amongst the larger growing media producers in the UK. • Potential use of Fibregro as a mushroom casing in the UK appears to be limited. • A combination of peat free and FSC labelling while capable of rendering Fibregro unique in the UK growing media market needs to be carefully considered on account of chain-of-custody requirements along the supply chain. / Thesis (M.B.A.) University of KwaZulu-Natal, Pietermaritzburg 2004.

1. BACKGROUND Mhlathuze Water (MW) is a public sector water utility created in terms of Water Act 54 of 1954, MW has legislative mandate to provide support services to DWAF and other government institutions such as municipalities and Catchment Management Agencies (CMAs). The objective of the CMA is to manage and coordinate water resources management functions at local level. This includes the power to manage, monitor, conserve and protect water resources and to implement catchment management strategies (NWA, 1998). Because of shortage of water resources specialist skills such as water resources monitoring, water resources assessment, flood prevention, and resource protection to mention few, the Usuthu-Mhlathuze CMA will have to outsource some of the specialist functions to private and public institutions like Mhlathuze Water on a competitive basis (DWAF, 2003). 2. PURPOSE The primary purpose of the dissertation is to analyze and understand the needs of the Usuthu-Mhlathuze CMA as well as MW's competencies so as to develop positioning strategy for MW. To achieve the primary purpose of the dissertation the following research objectives have been identified: • Identification of the needs of the target CMA. • Identification ofMW's strengths and weaknesses to see ifMW can satisfy the needs of the target CMA. • Analysis of competitors' strengths and weaknesses to measure MW against competitors. The three analyses will provide a base essential for developing and recommending a positioning strategy to MW. 3. METHODOLOGY The customer needs analysis information of the Usuthu-Mhlathuze CMA was mainly sourced from the following documents: • Usuthu-Mhlathuze Situation assessment (Appendix 1). • Proposal to establish the Usuthu-Mhlathuze CMA (Appendix 2). • Legal review on CMAs (Appendix 3). • Australian documentation on catchment management institutions (Appendix 4). For the competitor analysis, a profile of most organizations m the water sector operating in the area of the CMA was sourced from MW's consultants panel for various disciplines (Appendix 5). The internal analysis was compiled using information from reports produced by MW in the last five years and was also informed MW's participation in various studies and projects in the catchment management area (Appendix 6). Strategic employees from various MW's departments were contacted with the view of authenticating the analysis findings. 4. FINDINGS AND CONCLUSION A number of areas of need for the imminent Usuthu to Mhlathuze CMA were identified. These included water quality management, flood management, construction and operation of waterworks, monitoring the performance of water users, monitoring the condition of water resources, alien vegetation management, education on water resource management, promotion of community participation, ensuring access to information regarding water resource management, development of a Catchment Management Strategy, provision of water to meet environmental needs, ensuring sustainable water sharing and efficient water use, and pursuing opportunities for productive use of alternative the water source. The competitor analysis (Appendix 7) provided the strengths and weaknesses of competitors likely to target the CMA as service providers. The likely major competitors of MW are: Scott Wilson, BKS, Jeffares and Green Consulting Engineers, Water Resource Planning and Conservation Consulting Engineers and Ninham Shand Consulting Engineers. Scott Wilson and DMM partnership have major strengths that MW would need to be aware of in developing a positioning strategy. The other competitors do not offer a suite of water resource management service. They are therefore not expected to be MW's major rivalries. 5. RECCOMENDATIONS MW should position itself as the low cost service provider because the imminent CMA will be very price sensitive. Apart from positioning itself as a low cost provider, MW should also position itself as a deliver good quality services. MW's strengths in terms of experience, expertise, knowledge and understating of the water resource dynamics demonstrate that MW can safely position itself as a deliver good quality services. MW is the only water resources management services provider that provides a suite of water resources management functions (Table 5.1, p. 49). The organization is also the only service provider that acts as an implementing agent that already provides water resource management services for DWAF (de facto CMA). Based on this, and the fact that MW is well known (DWAF, 2003), it is appropriate for MW to also position itself as leader in water resources management in the CMA area of operation (Thompson and Strickland, 2003). The most appropriate promotional tool that will solicit immediate response and cultivate lasting customer relationship for MW is direct marketing (Kotler, 2000). This means that MW must package their service offerings and go and sell them directly to the de fact CMA and later to the CMA. The benefits of using this tool is that the message will be specifically directed to the prospect specifically prepared to appeal to CMA and can be immediately changed depending on the response (Kotler, 2000). / Thesis (M.B.A.)-University of KwaZulu-Natal, Pietermaritzburg, 2004.

The market structure of the food retailing industry has evolved to one which is comprised of numerous types of outlets, each using different basic strategies for doing business. A field experiment was implemented in stores which were assumed to operate with strategically opposite marketing philosophies. Results demonstrate that when prices were either raised or lowered, the sales in the stores that use "low pricing" as a core strategy were affected more than the stores which use a strategy other than low price. A survey conducted in the test stores shows that the shopping profiles of the customers in both store types differ. Statistically significant differences between the two customer groups as to ideal store attributes desired, lifestyles (A.I.O.'s) and demographics were determined. The results yield important implications for theory, methodology and for managers in all levels of the distribution channel.