The Netherlands is South Africa's fifth most important market and therefore South Africa has to maintain this market potential. If South Africa can maintain a steady growth rate of between 3- 5% it would be a very sustainable growth rate for South Africa's economy. This leads to the main aim of the study, namely to develop a sustainable marketing strategy for Dutch tourists to South Africa. Only 0.64% of a Dutch population of 15 million visited South Africa in 2002 which is an indication that the market still has some growth potential. This study is important to gain a better understanding of the Dutch tourist market in order to develop an effective marketing strategy. In order to achieve the above-mentioned aim, 400 questionnaires were distributed randomly on different train routes in the Netherlands. The study indicated that: The main finding of the study is that South Africa should follow a Differentiated strategy to target the market segments. A differentiated marketing strategy is when a destination identifies more than one viable target market segment and prepares marketing mixes (product, price, place and promotion) for each segment. This study identified three different market segments for the purpose of maintaining the current market and to exploit a new market. The market was extended to market segment 1 and 2. Market segment 1: Young explorers- Age group 20-24 years (students) Market segment 2: Knowledge seekers- Age group 35-49 years (Non-profit workers) For maintaining the current market, segment 3 was identified Market segment 3: Ambitious travellers-Age group 25-34 years (Sales Personnel) 9 A sustainable marketing strategy is an ongoing strategy for the future and not one big campaign. It should consist of a series of actions or small marketing efforts that can maintain and extend the market for sustainability. 9 For sustainability always monitor the Dutch tourism demand (Dutch tourists' needs) and the supply (how many tourists South Africa can accommodate) on regular bases. A successful marketing strategy should indicate the direction in which all the marketing efforts are made, for instance to increase arrival figures and maintaining a sustainable growth rate of between 3-5% per year. / Thesis (M.Com. (Tourism Management))--North-West University, Potchefstroom Campus, 2004.

The Netherlands is South Africa's fifth most important market and therefore South Africa has to maintain this market potential. If South Africa can maintain a steady growth rate of between 3- 5% it would be a very sustainable growth rate for South Africa's economy. This leads to the main aim of the study, namely to develop a sustainable marketing strategy for Dutch tourists to South Africa. Only 0.64% of a Dutch population of 15 million visited South Africa in 2002 which is an indication that the market still has some growth potential. This study is important to gain a better understanding of the Dutch tourist market in order to develop an effective marketing strategy. In order to achieve the above-mentioned aim, 400 questionnaires were distributed randomly on different train routes in the Netherlands. The study indicated that: The main finding of the study is that South Africa should follow a Differentiated strategy to target the market segments. A differentiated marketing strategy is when a destination identifies more than one viable target market segment and prepares marketing mixes (product, price, place and promotion) for each segment. This study identified three different market segments for the purpose of maintaining the current market and to exploit a new market. The market was extended to market segment 1 and 2. Market segment 1: Young explorers- Age group 20-24 years (students) Market segment 2: Knowledge seekers- Age group 35-49 years (Non-profit workers) For maintaining the current market, segment 3 was identified Market segment 3: Ambitious travellers-Age group 25-34 years (Sales Personnel) 9 A sustainable marketing strategy is an ongoing strategy for the future and not one big campaign. It should consist of a series of actions or small marketing efforts that can maintain and extend the market for sustainability. 9 For sustainability always monitor the Dutch tourism demand (Dutch tourists' needs) and the supply (how many tourists South Africa can accommodate) on regular bases. A successful marketing strategy should indicate the direction in which all the marketing efforts are made, for instance to increase arrival figures and maintaining a sustainable growth rate of between 3-5% per year. / Thesis (M.Com. (Tourism Management))--North-West University, Potchefstroom Campus, 2004.

Thesis (doctoral)--Universiteit van Amsterdam. / Summary in French. Includes bibliographical references (p. [499]-533) and indexes.

Powering Kenya's agricultural economy, the Kenyan flower industry is prided as an example of successful African integration into global agricultural trade. Export markets are bifurcated due to a marked shift from the Dutch flower auctions and an increase in trade within 'direct markets' which includes supermarkets and florists. While flower production is dominated by a few vertically integrated, large scale flower farms (>100 ha), mid-scale (20-80 hectares) and small-scale (>0.25 hectares) flower farms which are the focus of the thesis, face a unique set of challenges in terms of navigating access to the more stable direct markets. The overall narrative is that even in a buyer-driven market, Kenyan cut flower producers at the mid and small scale have agency, and they exercise their bargaining power for favourable export access by diversification and differentiation in strategies and networks. Two meta-narratives framing the sector coalesce around the development angle which showcases contestations around labour and environmental abuses and the political economy angle focusing on governance structures and power relations of production. This thesis goes deeper than these meta narratives by introducing micro-level, relational perspectives using the GPN framework, and asks what strategies Kenyan mid and small scale cut flower producers employ to navigate the shifts in export markets as producers diversify from the Dutch auctions towards supermarkets. My findings identify diversification as the common factor in mid and small scale producers' strategies for securing a range of lucrative export markets. Producers' enhance their bargaining power to access diverse markets through adaptable production, relationally through collective action, and in the regulatory sphere by circumvention, compliance or contestation for more favourable 'rules of the game'. Going beyond labour and environmental analyses, the thesis uniquely analyses the knowledge economy originating from the cut flower sector as an undertheorized aspect of its development impact.