M.Com. (Marketing Management) / The majority of resources in the distribution channels for the perishable market in South Africa, have mostly been directed towards the formal sector. Since macro statistics showed that the informal sector's growth rate is 5 % to the 0,5 % per annum for the formal sector, companies have started to allocate resources towards distribution channels in the informal sector. Distribution channels in the informal sector are mainly characterised by two factors: Firstly a lack of knowledge concerning distribution channel management and strategies by the perishable market and in particular the organisation that was selected as focus, namely Sacca, and secondly, a lack of workable systems and infrastructure. The purpose of this study is, firstly to determine the level of distribution channel management in the perishable market of Southern Africa. This will enable organisations to formulate a framework for a distribution channel strategy to develop the informal sector. Secondly, to determine the potential of such a distribution channel into the informal sector. The methodology used to meet the above mentioned objectives consisted of a literature survey that defined the study and set out the current state of knowledge on the subject. Secondly field visits were conducted with business leaders from Sacca and with leaders in the field of informal sector studies to collect specific information on selected issues. Personal observation followed with a comparative analysis of Sacca in the areas of channel management and strategies were carried out. The major findings of the study are, firstly that traditional channel management is still being practised by the majority of organisations. Organisations are not correctly positioned to create the necessary structure whereof responsibility is a part. Secondly trends can be identify to make it easier for the organisation to enter the market. Thirdly organisations have limited knowledge about the informal sector's structure, opportunities and threats. Lastly that the importance of a distribution channel strategy framework can never be overestimated.

Text in Afrikaans, abstract in Afrikaans and English / Die tradisionele Suid-Afrikaanse kontant-afhaal-groothandelaar het vir meer as twintig jaar in sy bestaande vorm oorleef maar vertoon tans tekens van 'n kragtige innoveringsproses. Aspekte soos kleiner verpakkings, kredietverlening, aflewering en bemarking aan die verbruiker wat teen die grondbeginsels van die tradisionele kontant-afhaal-groothandel indruis, is besig om pos te vat. Die impetus tot innovering is afkomstig van veranderings in die doelmark en spesifiek as gevolg van die insluiting van die spazawinkeldoelmark. Verhoogde groei in die kontant-afhaalgroothandelsektor kan deels toegeskryf word aan die opkoms van die spazawinkel maar ongelukkig is hierdie doelmark nog te klein en versplinter om die voortbestaan van die kontant-afhaal-groothandelaar te waarborg. Die navorsing toon dat die spazawinkel 'n belangrike, toekomstige doelmark van die kontant-afhaal-groothandelaar is. In die navorsing wat gedoen is, is menings van die kontant-afhaal-groothandelaars ingewin oor 'n verskeidenheid aspekte aangaande die plek en funksie van die kontant-afhaal-groothandelaar in die Suid-Afrikaanse distribusiekanaal. Van die bevindings was dat intratipe mededinging toegeneem het en dat dit die voortbestaan van die kleiner kontant-afhaal-groothandelaars bedreig. Die groot kleinhandel is ge'identifiseer as die kontant-afhaal-groothandelaar se grootste mededinger. Strawwe mededinging dwing die kontant-afhaal-groothandelaar om sy bemarkingsfunksies te verander en veranderings is reeds aan die verpakkings-, verkoopsverteenwoordigers-, krediet- en afleweringsfunksies aangebring. Gevolglik verrig die kontant-afhaal-groothandelaar al hoe meer kleinhandels- en aldiensgroothandelsfunksies. Daar is sprake van die ontwikkeling van 'n nuwe tipe kontantafhaal- groothandelaar wat eienskappe van die groot kleinhandel en die aldiensgroothandel besit. Sa.IJ).evattend kan gekonstateer word dat die kontant-afhaal-groothandelaar beslis 'n belangrike plek in die Suid-Afrikaanse distribusiekanaal het. Die voortbestaan van die kontant-afhaal-groothandelaar in die distribusiekanaal is grootliks afhanklik van sy vermoe om aanpassings aan sy bemarkingsfunksies te maak om tred te hou by veranderende doelmarkte. / The traditional South African cash and carry wholesaler survived for more than twenty years in its present form but shows signs of a strong innovative process. Aspects such as smaller packaging, credit, delivery and consumer marketing, which go against the principles of the traditional cash and carry wholesaler, are taking root. The impetus for innovation derives from changes in the target market, specifically as a result of the inclusion of the spaza shop target market. Increased ' growth in the cash and carry wholesale sector can partly be ascribed to the rise of the spaza shop, but this target market is unfortunately still too small and fragmented to guarantee the survival of the cash and carry wholesaler. The research shows that the spaza shop is an important future market of the cash and carry wholesaler. In the research undertaken the opinions of cash and carry wholesalers were gathered on various aspects of the role of the cash and carry wholesaler in the South African distribution channel. The main findings are that mutual competition has increased and this threatens the survival of the smaller cash and carry wholesalers. The large retailer was identified as the main competitor of the cash and carry wholesaler. Intensive competition forces the cash and carry wholesaler to modify its marketing functions. Modifications have already been made to the packaging, sales representative, credit and delivery functions. Consequently, the cash and carry wholesaler performs more functions typical of the large retailer and full-service wholesaler. There are indications that a new type of cash and carry wholesaler is developing with characteristics of both the large retailer and the full-service wholesaler. It can be concluded that the cash and carry wholesaler definitely performs an important role in the South African distribution channel. The existence of the cash and carry wholesaler in the distribution channel depends largely on its ability to adapt its marketing functions to keep abreast with changing target markets. / Business Management / D.Comm. (Sakebestuur)

M.Com. (Business Management) / In the field of supply chain, rival organisations compete on the basis of routes to market. The organisation that has the most cost competitive route to market is able to gain dominance and ultimately increase its profitability. Currently Clover is faced with the challenge where its retail customers want to take ownership of the delivery of perishable goods from the manufactures to their retail stores. Such a move would result in considerable loss of revenue to Clover. To retain this business Clover needs to prove to the retail customers that it has the most cost competitive routes to market and that it can deliver to market in the most economical and efficient manner that will benefit both Clover and its retail customers. The availability of appropriate information plays a key role in any activity along the supply chain. This research will focus on Point-of-Sale (POS) data, and how it can strengthen strategic collaborations between Clover and its retail customers in order to achieve cost competitive routes to markets. The research explores the supply chain strategies that can be utilised by the branded food and beverages group to collaborate with its retail customers. The impact of these supply chain strategies on routes to market is established and investigated. The role of information systems, mainly POS data, is highlighted to indicate how it can assist in attaining cost competitive routes to market. A qualitative research approach was adopted in order to solve the research problem with interviews being used as the primary data collection instrument. The data collected through the interviews was coded and analysed according to the themes, time, distance, volume and weight. The research analysed how these identified key themes impact on the cost competitive routes to markets. The research recommendation on how to attain cost competitive routes to market include, strategic collaboration with retailers along distribution channels, where feasible introduction of leaner and agile supply chains,

Text in Afrikaans, abstract in Afrikaans and English / Die tradisionele Suid-Afrikaanse kontant-afhaal-groothandelaar het vir meer as twintig jaar in sy bestaande vorm oorleef maar vertoon tans tekens van 'n kragtige innoveringsproses. Aspekte soos kleiner verpakkings, kredietverlening, aflewering en bemarking aan die verbruiker wat teen die grondbeginsels van die tradisionele kontant-afhaal-groothandel indruis, is besig om pos te vat. Die impetus tot innovering is afkomstig van veranderings in die doelmark en spesifiek as gevolg van die insluiting van die spazawinkeldoelmark. Verhoogde groei in die kontant-afhaalgroothandelsektor kan deels toegeskryf word aan die opkoms van die spazawinkel maar ongelukkig is hierdie doelmark nog te klein en versplinter om die voortbestaan van die kontant-afhaal-groothandelaar te waarborg. Die navorsing toon dat die spazawinkel 'n belangrike, toekomstige doelmark van die kontant-afhaal-groothandelaar is. In die navorsing wat gedoen is, is menings van die kontant-afhaal-groothandelaars ingewin oor 'n verskeidenheid aspekte aangaande die plek en funksie van die kontant-afhaal-groothandelaar in die Suid-Afrikaanse distribusiekanaal. Van die bevindings was dat intratipe mededinging toegeneem het en dat dit die voortbestaan van die kleiner kontant-afhaal-groothandelaars bedreig. Die groot kleinhandel is ge'identifiseer as die kontant-afhaal-groothandelaar se grootste mededinger. Strawwe mededinging dwing die kontant-afhaal-groothandelaar om sy bemarkingsfunksies te verander en veranderings is reeds aan die verpakkings-, verkoopsverteenwoordigers-, krediet- en afleweringsfunksies aangebring. Gevolglik verrig die kontant-afhaal-groothandelaar al hoe meer kleinhandels- en aldiensgroothandelsfunksies. Daar is sprake van die ontwikkeling van 'n nuwe tipe kontantafhaal- groothandelaar wat eienskappe van die groot kleinhandel en die aldiensgroothandel besit. Sa.IJ).evattend kan gekonstateer word dat die kontant-afhaal-groothandelaar beslis 'n belangrike plek in die Suid-Afrikaanse distribusiekanaal het. Die voortbestaan van die kontant-afhaal-groothandelaar in die distribusiekanaal is grootliks afhanklik van sy vermoe om aanpassings aan sy bemarkingsfunksies te maak om tred te hou by veranderende doelmarkte. / The traditional South African cash and carry wholesaler survived for more than twenty years in its present form but shows signs of a strong innovative process. Aspects such as smaller packaging, credit, delivery and consumer marketing, which go against the principles of the traditional cash and carry wholesaler, are taking root. The impetus for innovation derives from changes in the target market, specifically as a result of the inclusion of the spaza shop target market. Increased ' growth in the cash and carry wholesale sector can partly be ascribed to the rise of the spaza shop, but this target market is unfortunately still too small and fragmented to guarantee the survival of the cash and carry wholesaler. The research shows that the spaza shop is an important future market of the cash and carry wholesaler. In the research undertaken the opinions of cash and carry wholesalers were gathered on various aspects of the role of the cash and carry wholesaler in the South African distribution channel. The main findings are that mutual competition has increased and this threatens the survival of the smaller cash and carry wholesalers. The large retailer was identified as the main competitor of the cash and carry wholesaler. Intensive competition forces the cash and carry wholesaler to modify its marketing functions. Modifications have already been made to the packaging, sales representative, credit and delivery functions. Consequently, the cash and carry wholesaler performs more functions typical of the large retailer and full-service wholesaler. There are indications that a new type of cash and carry wholesaler is developing with characteristics of both the large retailer and the full-service wholesaler. It can be concluded that the cash and carry wholesaler definitely performs an important role in the South African distribution channel. The existence of the cash and carry wholesaler in the distribution channel depends largely on its ability to adapt its marketing functions to keep abreast with changing target markets. / Business Management / D.Comm. (Sakebestuur)

Thesis (MTech (Retail Business Management))--Cape Peninsula University of Technology, 2007 / As the retail industry remains persistently competitive, progressive retailers tend to adopt multi-channel retailing (MGR) to gain competitive advantage and to achieve other potential benefits. Many experts argue that MGR widens the retailer's target market and operations to satisfy the needs of a wide range of customers and, subsequently, eam the retailer potential benefits (Dawson, 2002:5; Berman & Thelen, 2004:148-149; Ghanesh, 2004:140; Sotgiu & Ancarani,2004:128). According to Dawson (2002:5), MGR is being used extensively by large retail outlets worldwide to complement their traditional operations, thereby providing the most convenient means for customers to shop while the outlets gain competitive advantage. However, the benefits of MGR are not achieved by retail small, micro and medium enterprises (SMMEs), OWing to the fact that there are low levels of MGR adoption in retail SMMEs. This therefore limits their market opportunities. The research reported here examines how MGR could become a growth strategy for retail SMMEs. The study necessitated an extensive literature review of retailing and multi-channel retailing, multi-channel strategy and the multi-channel customer. Both qualitative and quantitative data was collected through personal interviews and questionnaires, and from large and small retail outlets and their customers in the Gape Town region. The stUdy found that the large retail outlets studied are doing well with MGR, without having to build concrete multi-channel strategies to integrate their different channels. What contributes to that achievement is their ability to harmonise their channels to achieve channel inter-dependency. The study also revealed that there is not much difference between large and small retailers when it comes to the potential benefits of MGR; therefore size is not a major issue. The differences lie in the different sectors, and with different target markets and different product categories, as these require different mixes of channels. Moreover, retail transactions in an MGR environment are found to follow a cycle of steps within the overall process, in which a customer's visit to one channel often becomes just one step in the purchase process. The study provides a useful guide for retail SMMEs to successfully adopt MeR for their profitability and growth.

M.Comm. / The fertiliser and related activities of Sasol Fertilizers were consolidated during 2000 under the new name Sasol Agri. Sasol Fertilizers is a business unit of Sasol Agri, and is responsible for the manufacturing and marketing of quality fertiliser products for the group. Through its business units, Sasol Agri manufactures a full range of granular and liquid fertilisers, bulk-blend mixtures, ammoniated phosphates, sulphate of ammonia and nitrogenous products for the South African and export markets. This division was established in 1981 to use ammonia derived from the Sasol coal to oil refining process to produce fertiliser. Production commenced in 1983. Today Sasol Fertilizers is a dynamic producer and marketer of fertiliser products in both local and export markets. The Sasol Fertilizers factory is located in Secunda, about 150 kilometres expanded its investment in liquid fertilisers by acquiring the remaining 50% shareholding in the Delmas Fertiliser Group. This business has been identified as a growth area and additional resources have been allocated to product development and expansion in South Africa to service local demand.

A total of 120 structured questionnaires were administered to analyse marketing channels used by smallholder crop farmers, at Abaqulusi Municipality, Vryheid and KwaZulu Natal Province, South Africa. Research methodology consisted of research design, sample frame, sampling procedure, data collection and data analysis which were used in the study. Descriptive statistics analysis was used, where frequencies and percentages of the variables were indicated. Variables which were measured included demographic socio-economic profile of survey household heads where age, marital status, educational level, occupation other than farming, land ownership, household size and gender of the household heads.The results show that the statistically significant variables (gender, household size) at 5% level positively affect smallholder crop farmers’ access to market information, expertise on grades and standards, availability of contractual agreements, existence of extensive social capital, availability of good market infrastructure, group participation and reliance on tradition. These findings suggest that an adjustment in each one of the significant variables can significantly influence the probability of participation in either formal or informal marketing, and hence their marketing channels. In the light of the foregoing research findings, several policy options were suggested. These include encouraging collective action, promotion of contract farming, ensuring the availability of market information to all farmers, encouraging value addition and investment in rural infrastructure.

Thesis (MScAgric)--Stellenbosch University, 2000. / ENGLISH ABSTARCT: The Law on the Marketing of Agricultural Produce (no 47 of 1996) introduced a new era in the marketing of deciduous fruit. Previously the producer was obliged by statute to deliver his deciduous fruit to Unifruco, the sole agent of the Deciduous Fruit Board, for exports to the overseas markets. In this era of statutory marketing control the producer could only take decisions about his product up to the point where it left the farm gate. In the deregulated marketing environment, the producer can now, however, control the marketing of his products until it reaches the end consumer abroad. The purpose of this thesis is to identify the factors, processes, opportunities and possible pitfalls with which the individual producer now has to contend, and to describe them qualitatively in order to enable him to decide how he will market his products in the environment of a deregulated market. In order to make a decision, the producer must have a vision and goals to achieve. The different facets in formulating these are discussed. The different decisionmaking phases that are employed interactively, to facilitate the making of a marketing decision, are investigated and clearly stated. These phases include the preparatory phase, the investigation of the distribution channel, as well as that of agents, the different marketing alternatives and eventually the actual taking of interactive marketing decisions. It has become quite clear, through the research done, that in future, the sustainability of every producer of deciduous fruit will be determined by his ability to make informed marketing decisions, and to adapt to the new marketing environment. / AFRIKAANSE OPSOMMMING: Die Wet op die Bemarking van Landbouprodukte (No 4 7 van 1996) het 'n nuwe era in die bemarking van sagtevrugte ingelei. In die verlede was die produsent statuter verplig om sy sagtevrugte aan Unifruco, alleenagent van die Sagtevrugteraad, te !ewer vir uitvoer na die buiteland. Die produsent het in die era van statutere bemarkingsbeheer dus slegs besluite ten opsigte van sy produk geneem tot waar dit die plaashek verlaat. In die gedereguleerde bemarkingsomgewing kan die produsent egter nou self besluite neem oor die bemarking van sy produk tot waar dit in die buiteland die hande van die eindverbruiker bereik. Die doel van die tesis is om die faktore, prosesse, geleenthede en moontlike slaggate waarmee die individuele produsent nou te kampe het, te identifiseer en kwalitatief te beskryften einde horn in staat te stel om te besluit hoe hy sy vrugte in die gedereguleerde bemarkingsomgewing kan bemark. Vir di.e neem van besluite is dit noodsaaklik dat 'n produsent 'n missie en doelstellings het. Die verskillende fasette by die opstel daarvan word bespreek. Die verskillende besluitnemingsfases wat interaktief aangewend word om die bemarkingsbesluit te neem, word ondersoek en uitgespel. Dit sluit in die voorbereidingsfase, die ondersoek van die distribusiekanaal, die ondersoek na agente, die verskillende bemarkingsalternatiewe en dan die neem van die interaktiewe bemarkingsbesluite. Uit die ondersoek is dit duidelik dat elke sagtevrugteprodusent se volhoubaarheid in die toekoms bepaal sal word deur sy vermoe om ingeligte bemarkingsbesluite te kan neem en dus by die nuwe sagtevrugtebemarkingsomgewing aan te pas.