Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Venture capital is a major source of funding for the entrepreneurial community and usually focuses on the early stage, more risk orientated business endeavours. This study explores and identifies the investment criteria used by South African venture capitalists in their venture screening and evaluation process and compares these criteria with the results obtained in similar studies abroad. By identifying the criteria that are deemed as important, venture capitalists can enhance their decision-making process and entrepreneurs can adjust their preparation for venture capital application to maximise their success rate. By alerting entrepreneurs of these criteria, some potentially flawed proposals can be corrected beforehand, hence enhancing the venture capital process for both the venture capitalist and the entrepreneur. By making use of a questionnaire, data was gathered from a population of 16 identified South African venture capitalists, of which 75% replied. The most important criteria was identified by evaluating the mean ratings assigned to them and was found to be, the entrepreneurs honesty and integrity, a good expected market acceptance and a high IRR. The data was further analysed using the Friedman two-way analysis of variance (ANOVA) by ranks test, the Sign test and factor analysis. It was found that the South African venture capitalists, just like their overseas counterparts, rate the entrepreneur and management team, as the most important category of criteria when evaluating new projects for investment. In addition, two lists of factors were identified by using factor analysis to reduce the criteria obtained from the questionnaire. / AFRIKAANSE OPSOMMING: Waagkapitaal is een van die belangrikste bronne van befondsing waarvan entrepreneurs gebruik kan maak. Dit fokus hoofsaaklik op besighede in 'n vroeë besigheid lewensiklus, waar hoër risiko aan die orde van die dag is. Hierdie studie identifiseer en analiseer die beleggings maatstawwe wat gebruik word vir waagkapitaal belegging besluitneming in Suid-Afrika en vergelyk die resultate met soortgelyke studies wat reeds in die buiteland uitgevoer is. Die besluitnemingsproses vir die waagkapitalis kan ook vergemaklik word deur die identifisering van die mees belangrikste maatstawwe en terselfdertyd kan entrepreneurs dit ook gebruik vir beter voorbereiding in hul aansoek om waagkapitaal. Deur entrepreneurs se aandag op die belangrike faktore te vestig kan potensiële swak voorleggings vroegtydig gekorrigeer word, wat 'n positiewe bydrae sal lewer tot die beleggingsproses vir beide die waagkapitalis en die entrepreneur. Daar is gebruik gemaak van 'n vraelys wat gestuur is aan 16 Suid-Afrikaanse waagkapitaal beleggers, 75% het die vraelys voltooi. Deur vergelyking van die gemiddelde waardes is vasgestel dat die belangrikste maatstawwe die entrepreneur se eerlikheid en integriteit, goeie verwagte aanvaarding en aanvraag na die produk en 'n hoë “IRR” is, daarna is die data geanaliseer deur middel van die “Friedman two-way analysis of variance (ANOVA) by ranks test”, die ”Sign test” en “factor analysis”. Daar is bevind dat die Suid-Afrikaanse waagkapitalis net soos sy oorsese eweknie, die entrepreneur en bestuurspan as die mees belangrikste afdeling van maatstawwe ag wanneer gekyk word na nuwe projekte vir beleggings. Daar is ook twee addisionele lyste van belangrike maatstawwe opgestel deur die aantal faktore te verminder deur faktor analise.

Thesis (MDF)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: The South African population involves huge numbers of young people. The majority of these young people are unemployed and unable to make a living as a result of the inability of the economy to absorb them into the labour market. Other young people attempt to make a living through entrepreneurship. However, the participation of young people in entrepreneurship is very low. Young people face many challenges associated with lack of funding and business development support services, technical skills and development. The problems facing the country substantially caused socio-economic challenges resulting in a shrinking economy. This translated into an inability of both the private sector and government to create and sustain jobs. The government of South Africa established the National Youth Development Agency (here called the Agency) with the mandate to reduce poverty by making sound investments. This facilitates opportunities for young people to acquire skills, promote creation of jobs or pursue meaningful self-employment opportunities through various enterprise development initiatives. The agency developed the Enterprise Development Finance Programme as an economic development approach. The agency provides access to financial and non-financial services to the previously disadvantaged youth in a sustainable manner that improves and promotes sustainable livelihoods for the low-income groups. The study evaluates the effectiveness of the EDFP. The public and private sector offers different programmes aiming at equipping aspiring and established entrepreneurs with skills, knowledge, and motivation to enable business development and growth in the country. However, the challenge is that many do not have entrepreneurial minds. Those who have entrepreneurship knowledge do not know about the programmes, or the programmes are not easily accessible particularly to people in the rural areas. In addition, these programmes are not co-ordinated and as result we are not in a position to tell immediately as to who is doing what and where. This also makes it difficult to identify gaps and to maximise the impact of the programmes. There is a need to audit all programmes aimed at improving the economic development of the country. The government of South Africa must instil a culture of entrepreneurship at all levels to promote and nurture entrepreneurship skills. Vigorous entrepreneurial activity and innovation is needed to alleviate high unemployment levels through a combination of improved quality education and skills development. Promotion and support of entrepreneurship should form an important component of policy options considered to increase economic growth for the long term. The Economic Development Finance programme provides SME and microfinance funding which is seen as an important strategy for economic growth. Education and skills development is an important tool that supports the culture of entrepreneurship, as it contributes to the success of businesses. The private and public institutions should intensify their involvements and consider both financial and non-financial support for youth enterprises and entrepreneurs equally. The support for entrepreneurship should be holistic and cover funding, technical training, training in business and financial management, and business linkages.

Thesis (Master's Degree in Technology: Entrepreneurship), Durban Institute of Technology, 2003. / Over the last decade computer technology has impacted tremendously on the survival and productivity of organisations. In today's technologically advanced business environment, much emphasis is being placed on obtaining a competitive advantage through the use of computers - a commodity that has become available to almost everyone in an organisation. Increasing global competition and pressing social needs have impacted with such vigo~ that even tertiary institutions are now facing major financial constraints, thus forcing them to investigate alternative sources of income to maintain sustainability. Through the use of computer technology - searching, retrieving, sorting, producing and organising data efficiently and accurately - the belief is that many departments at the M L Sultan Campus of the Durban Institute of Technology can be converted into income-generating units that can be self-sustaining. There are many departments at the M L Sultan Campus with the relevant infrastructure and person-power to establish business units. These departments vary in the services that they provide, thus relevant information systems need to be aligned to future business units within these departments. This study focuses on a) investigating the impact of information technology and its systems on businesses; b) ensuring that information technology and its systems is looked at a~ a cost effective resource for maintaining a competitive edge and promoting business value. The interaction of business processes, people and technology will ensure successful planning and implementation of strategies within the potential business units; and c) recommending to selected departments the expected fmdings whereby they could choose to adopt these recommendations to transform themselves into business units in order to maintain a competitive edge for financial sustainability. / M

The main aim of the study was to analyze the socio-economic variables effecting agritourism business using data from two rural communities of the Limpopo province, Nwa’metwa and Lenyenye. The results showed that there are significant socio-economic differences among agritourism and non-agritourism farmers. The socio-economic variables used are literacy, gender, age, land size and family size. Two multinomial models were used to model agritourism behavior. The two models, namely fully and partially registered agritourism farmers were estimated. Non-registered agritourism farmers were used as the reference group. These models denoted the relative probability of both fully and partially registered agritourism farmers to the probability of the non-registered agritourism farmers. The logarithm results implied that older farmers were less likely to prefer to operate business as a fully or partially registered agritourism farmer compared to the non-registered agritourism group. Farmers’ decisions in business operation were informed by their level of education, experience as well as social networks. / Agriculture, Animal Health and Human Ecology / M. Sc. (Agriculture)

Thesis (M.Tech.: Entrepreneurship)-Dept. of Entrepreneurial Studies, Durban Institute of Technology, 2003 ix, 90 leaves / The South African economy is unable to support the employment needs of the growing number of graduates. In an attempt to address these needs, the proposed study focuses on the development of an incubator system to nurture young entrepreneurs (graduates), until they are able to survive independently – usually in two to three years.

Submitted in fulfillment oof part of the requirements for the Masters ooff Business Administration, Durban University of Technology, Durban, South Africa, 2017. / Small businesses form the backbone of any nation’s economy, especially where unemployment is extremely high. South Africa is one of the many countries that struggle with low economic growth resulting in low employment. This study investigates the relationship between entrepreneurial orientation, business performance and competitive advantage. South Africa’s small business sector is under pressure as evidence exists that the failure rate is well above 70 percent, and to an extent, up to 90 percent depending on various conditions. This study was conducted in Durban, South Africa. The study sought to answer the two questions namely: a) Is there a significant relationship between entrepreneurial orientation and business performance? and b) Is there a mediating role of competitive advantage in the relationship between entrepreneurial orientation and business performance? These questions were targeted to small business owners or managers in Durban, South Africa. Therefore, 177 participants responded, and both questions were tested and yielded positive results. Data were collected by means of a questionnaire consisting of 24 items. Indeed, the finding was that there is a positive and significant relationship between entrepreneurial orientation and business performance, and that competitive advantage does mediate the relationship between business performance and entrepreneurial orientation. Finally, many studies examined in this study support the findings of this research pointing out that a strong positive relationship exists between business performance and entrepreneurial orientation. Similarly, there seems to be an agreement that there is some relationship between competitive advantage, entrepreneurial orientation and business performance. However, the literature reviewed did not clarify if competitive advantage does actually mediate the relationship between entrepreneurial orientation and business performance whilst this study found that mediation does exist between the entrepreneurial orientation and business performance link. Hence, small businesses need to learn more about this relationship so to take advantage of possible synergies that may arise from it. Further, both the government of South Africa and the private sector should keep supporting small businesses by making use of research studies like this one and many more which are based on theory and practice. / M

A prestudy by the author of the assistance available to small business owners in South Africa revealed that although much assistance is available, many small businesses still fail. The question that arose was whether small business owners are receiving the proper assistance in respect of the right functional areas of the business, for the appropriate duration, at the right stage of the business life cycle and by the right people. Taking all these issues into account, the main purpose of this study was to determine what types of business interventions have the greatest impact on the success of entrepreneurs and small and medium enterprise owners. The literature study includes the history of small business development in South Africa and the interventions that have taken place in this and other countries. It also provides a definition of a successful small business and the generic business needs of small business owners. The sample used in this study was drawn from the members of the Confederation of Employers of South Africa (Cofesa). The research findings of this study are reliable for the SME owners who are members of Cofesa. The Cofesa group is not representative with regards to demographics, location, economic sectors or qualifications of South African SMEs. The following are some of the findings of the study of successful small business owners: * They generally make use of assistance in the areas of finance, marketing and human resources. * Most of them make use of assistance on a continuous basis during all the stages of the business life cycle, suggesting the way forward for aspirant business owners who should start making use of assistance even before starting their businesses. * Consultants or business specialists are mainly used for assistance. * More than two-thirds of the business owners thought that their businesses were more successful after they had received assistance. * The assistance was neither the cause of failure nor was it the main cause of their success. Assistance is a contributing factor to success but not the main reason for it. The success of a SME will depend mainly on other factors such as type of product, product quality and marketing. Assistance, however, proves vital and should first be provided for the areas as identified by the respondents in this study (mainly finance, marketing and human resources). / Business Management / D. Com.

"Can you define 'plan' as 'a loose sequence of manifestly inadequate observations and conjectures, held together by panic, indecision, and ignorance'? If so, it was a very good plan." Jonathan Stroud, The Ring of Solomon Jonathan Stroud knew that a plan cannot stand alone and needs more. Every business needs a strategy. Academics in the field of strategic management have bewailed the field's disparate, ambiguous nature. The question arises: how can these concerns be compliant with the substantial success that strategic management experienced in the past? The weaknesses of strategic management seem to be its strengths. In their study, Nag, Hambrick and Chen (2007) suggest that strategic management acts as an intellectual dealer entity, which thrives by enabling the simultaneous pursuit of multiple research orientations by a variety of disciplinary and philosophical regimes. The Bain and Company Management Tools and Trends, (Rigby & Bilodeau 2011) indicated the importance of management tools and how these tools can enhance an organisation's ability to strategise for the future. Mankins and Steele (2005) identified factors resulting in a strategy-to-performance gap and made recommendations on how an organisation can minimise such gaps. Tait and Nienaber (2010) came to the conclusion that the use of management tools could reduce challenges of formulation, implementation and evaluation resulting in closing or minimising the strategy-to-performance gap. In view of the findings of these three above-mentioned studies, this study of SAEO aimed to explore (identify, describe and understand) what factors top, middle and frontline managers perceived to hinder strategy implementation at SAEO during the 2009/10-2010/11 financial years, resulting in a strategy-to-performance gap and to determine how these factors affect the organisation. This study was conducted as a qualitative case study that used empirical evidence from real people in a real-life organisation. Data was collected from a South African electronics organisation (henceforth referred to as SAEO) involving 14 managers at three different hierarchical levels (top, middle and frontline managers). They were required to answer semi-structured questions on to how these strategy-formulation-implementation-evaluation phases affect their working environment. The interviews were conducted at the premises of the organisation and permission was sought from the CEO who granted permission for the researcher to request the managers to participate. Information was used from previous authors and a replication study was conducted using the Mankins and Steele (2005) and Tait and Nienaber (2010) studies. The purpose of this study was to identify, describe and understand "what factors, if any, hinder strategy implementation" (Ehlers & Lazenby, 2004; Mankins & Steele, 2005; Tait & Nienaber, 2010). Ehlers and Lazenby (2004:117) and Mankins and Steele (2005:66) have indicated that strategy implementation is the most difficult part of the strategic management process. In the Mankins and Steele (2005) and Tait and Nienaber (2010) studies, although the order differed, the most prevalent performance factors contributing to the strategy-to-performance gap were identified as a lack of focus/conflicting priorities and no resources, inadequate skills and capabilities, unclear accountabilities for execution, insufficient rewards and consequences and poorly communicated strategies. The results of this SAEO study confirmed that ineffective communication, followed by inadequate monitoring; insufficient leadership and no approved strategy were the main reasons for the strategy-to-performance gap. It seemed as if SAEO had a bigger challenge in communicating its strategy to employees than was the case in the Mankins and Steele (2005) and the Tait and Nienaber (2010) studies. Although the biggest challenge at the four South African Life Insurers (Tait & Nienaber, 2010) was inadequate or unavailable resources, the challenge at SAEO was ineffective communication and it was evident that it should be addressed to close the strategy-to-performance gap. Both challenges are part of the strategy implementation phase although communication could be related to formulation, implementation and evaluation of strategy. Although the results (ranking of factors indicated to contribute to the strategy-to-performance phenomenon) of this study did not entirely concur with the studies of Mankins and Steele (2005) and Tait and Nienaber (2010), the important fact remains that without a formulated strategy on how to ensure survival and growth of an organisation, challenges such as ineffective communication and/or inadequate or unavailable resources which were found in the three studies (Mankins & Steele, 2005; Tait & Nienaber, 2010; and the SAEO study) will have a negative effect on an organisation's future growth and prosperity. It became evident from this (SAEO) study that every member of an organisation will be affected should a strategy-to-performance gap exist. Therefore it is crucial that each organisation timeously identify possible factors that can result in a strategy-to-performance gap and determine what can be done to close or narrow those performance gaps. Lear (2012) contends that even if an organisation has the most outstanding strategy, the strategy will mean nothing if it is not understood at all levels within the organisation. That includes all processes to be aligned to achieve the organisation's objectives. / Business Management / M. Tech. (Business Administration)

Dissertation submitted in compliance with the requirements for the Masters Degree in Technology: Business Administration, Durban University of Technology, 2013. / This study explores the factors that limit the long-term survival and development of micro and survivalist enterprises of a selected informal sector in Durban, KwaZulu-Natal (KZN). Micro and survivalist enterprises play an important role in the South African economy, but despite their significance, several studies have shown that these enterprises fail within their first five years. The high failure rate is partially attributed to lack of support from external sources of support as well as the enterprises’ own internal weaknesses. The study was descriptive, exploratory and quantitative in nature. Questionnaires were used to gather data. The questionnaires were personally distributed at the business sites of the respondents. The respondents consisted of 108 micro and survivalist enterprises of a selected informal sector in Durban, who were selected by means of a non-probability sampling method. The results obtained identified a number of limiting factors for the selected informal enterprises’ long-term survival and development. The limiting factors, that are internal to the businesses, included: poor planning, lack of networking, insufficient business experience, poor pricing knowledge, managerial and business knowledge incompetence and lack of literacy, education and training. Those that are external to the businesses comprised of inadequate knowledge in terms of the institutional and supportive environment. Few respondents knew about financial and non-financial services and access to training and development programmes provided by government, semi-government and other institutions. As a result, recommendations to increase awareness of the different incentives available to micro and survivalist enterprises have been set.

A prestudy by the author of the assistance available to small business owners in South Africa revealed that although much assistance is available, many small businesses still fail. The question that arose was whether small business owners are receiving the proper assistance in respect of the right functional areas of the business, for the appropriate duration, at the right stage of the business life cycle and by the right people. Taking all these issues into account, the main purpose of this study was to determine what types of business interventions have the greatest impact on the success of entrepreneurs and small and medium enterprise owners. The literature study includes the history of small business development in South Africa and the interventions that have taken place in this and other countries. It also provides a definition of a successful small business and the generic business needs of small business owners. The sample used in this study was drawn from the members of the Confederation of Employers of South Africa (Cofesa). The research findings of this study are reliable for the SME owners who are members of Cofesa. The Cofesa group is not representative with regards to demographics, location, economic sectors or qualifications of South African SMEs. The following are some of the findings of the study of successful small business owners: * They generally make use of assistance in the areas of finance, marketing and human resources. * Most of them make use of assistance on a continuous basis during all the stages of the business life cycle, suggesting the way forward for aspirant business owners who should start making use of assistance even before starting their businesses. * Consultants or business specialists are mainly used for assistance. * More than two-thirds of the business owners thought that their businesses were more successful after they had received assistance. * The assistance was neither the cause of failure nor was it the main cause of their success. Assistance is a contributing factor to success but not the main reason for it. The success of a SME will depend mainly on other factors such as type of product, product quality and marketing. Assistance, however, proves vital and should first be provided for the areas as identified by the respondents in this study (mainly finance, marketing and human resources). / Business Management / D. Com.