Spelling suggestions: "subject:"arketing channels -- south africa"" "subject:"arketing channels -- south affrica""
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Riglyne vir die formulering van 'n vervoerkanaalstrategie vir die verkoelde bederfbare voedselbedryf binne die informele sakesektorLübbe, Hendrikus 10 February 2014 (has links)
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.
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Plek en funksie van die kontant-afhaal-groothandelaar in die Suid-Afrikaanse distribusiekanaalVan Scheers, Martha Louisa 06 1900 (has links)
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)
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The logistics collaboration requirements of a South African branded foods and beverages group with its retail customers25 March 2015 (has links)
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,
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Plek en funksie van die kontant-afhaal-groothandelaar in die Suid-Afrikaanse distribusiekanaalVan Scheers, Martha Louisa 06 1900 (has links)
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)
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Multi-channel retailing as a growth strategy for SMME retail businesses in South AfricaDakora, Edward Atta Naa January 2007 (has links)
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.
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Development of distribution channels using decision support toolsGroenewald, Johannes Cornelius. 14 August 2012 (has links)
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.
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Analysis of marketing channels used by smallholder crop farmers in Vryheid (Abaqulusi) Municipality, Kwazulu-NatalNtshangase, Muziwandile Gift January 2014 (has links)
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.
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Die neem van bemarkingsbesluite deur die individuele sagtevrugteprodusent in 'n gedereguleerde markomgewingKirsten, Johan Frederick 12 1900 (has links)
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.
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