ENGLISH ABSTRACT: Strategic thinking has evolved and different insights of strategy and the way that strategy works in organisations have developed over time. There is a view that strategy is something organisations posses. The strategy-as-practice approach, however, sees the field of strategy as something people do in organisations. The focus is thus on people, and doers of strategy in organisations, which leads to the question of who strategists are, what their role is in strategy work, and what strategy tools are deployed. The aim of this study was to review the existing body of knowledge in the strategy-as-practice domain and illustrate the findings of previous researchers, by virtue of an empirical study based on a financial services organisation in Namibia. The approach adopted in this research is an activity based view of strategy-as-practice in line with Jarzabkowski (2005) where the main focus is on practitioners, praxis/events and practices/process within the case study organisation. Praxis is defined by Jarzabkowski et al. (2007) with reference to Reckwitz (2002) and Sztompka (1991) as a stream of activity that interconnects the micro actions of individuals or groups with the wider institutions in which those actions are located and to which they contribute. The seven aspects of the biomatrix systems theory by Dostal, Cloete and Jaros (2004) are discussed and strategy-as-practice in the case study organisation is analysed according to the environment, ethos, aims, processes, structure, governance and mei (matter, energy & information). The ten schools of study as defined my Mintzberg, Ahstrand and Lampel (2005) is incorporated in this study in order to assess the presence of these schools of thought in the case study organisation. Evidence of the different forms of strategy as defined by Jarzabkowski (2005), namely procedural, integrative strategy and interactive strategy are also found in the case study organisation. Strategy-as-practice research done in the South African and Namibian context by researchers attached to the University of Stellenbosch is also reviewed in this research paper. SenseMaker™ Explorer software was used where respondents were required to do self-indexing on their narratives about strategy-as-practice in the case study organisation, to further support the findings of the template and thematic analysis. The SenseMaker™ software results gave the researcher more insight into respondents’ views about the implementation of strategy, strategic governance, the ethos of strategy-as-practice in the case study organisation and the strategy goals deployed in Old Mutual Namibia.

<p>Syftet med denna uppsats är att undersöka hur internkommunikationen utformas vid fientliga förvärv, ur det förvärvade företagets synvinkel. Vidare avser jag undersöka om uppfattningen angående internkommunikationens förfarande skiljer sig mellan olika nivåer i företaget, det vill säga om bilden som förmedlas av ledningen överensstämmer med den som ges av mellanchefer och medarbetare. För att besvara syftet kommer jag utföra en kvalitativ undersökning av Skandias internkommunikation beträffande sammanslagningen med Old Mutual. Jag kommer därför att genomföra intervjuer med tre personer från Skandias ledning, en mellanchef samt en medarbetare. Intervjuerna, och senare även analysen, grundar sig på en teoretisk bakgrund gällande förvärv i allmänhet, och fientliga övertaganden i synnerhet, där oron medarbetarna vanligtvis känner inför denna situation tas i beaktande. Vidare grundar sig denna studie på teorier angående internkommunikation, där Berk (1996) har varit huvudreferensen.</p><p>Resultaten tyder på att Skandia under hela förvärvsprocessen har använt sig av intranätet, epost, underlag med Frågor och Svar, personliga möten (inklusive videointervjuer) samt telefonmöten, för att informera sina chefer och medarbetare. Informationen har under hela processen bestått av uppdateringar angående förvärvets fortlöpande. Före övertagandet informerades de anställda om fördelarna med ett fortsatt självständigt Skandia och ledningen kommenterade även löpande via intranätet spekulationerna som förekom i media angående förvärvet. Kommunikationen efter förvärvet rörde i huvudsak vilka positiva effekter övertagandet skulle ha på bolagets verksamhet. Resultaten tyder på att Skandias medarbetare och chefer, både före och efter övertagandet, har fått den bild ledningen syftade till att skapa. Däremot skiljer sig de internkommunikationsansvarigas uppfattning angående kommunikationen före övertagandet med övriga respondenters, vilket kan bero på en vilja att legitimera Skandias nuvarande situation.</p>

Syftet med denna uppsats är att undersöka hur internkommunikationen utformas vid fientliga förvärv, ur det förvärvade företagets synvinkel. Vidare avser jag undersöka om uppfattningen angående internkommunikationens förfarande skiljer sig mellan olika nivåer i företaget, det vill säga om bilden som förmedlas av ledningen överensstämmer med den som ges av mellanchefer och medarbetare. För att besvara syftet kommer jag utföra en kvalitativ undersökning av Skandias internkommunikation beträffande sammanslagningen med Old Mutual. Jag kommer därför att genomföra intervjuer med tre personer från Skandias ledning, en mellanchef samt en medarbetare. Intervjuerna, och senare även analysen, grundar sig på en teoretisk bakgrund gällande förvärv i allmänhet, och fientliga övertaganden i synnerhet, där oron medarbetarna vanligtvis känner inför denna situation tas i beaktande. Vidare grundar sig denna studie på teorier angående internkommunikation, där Berk (1996) har varit huvudreferensen. Resultaten tyder på att Skandia under hela förvärvsprocessen har använt sig av intranätet, epost, underlag med Frågor och Svar, personliga möten (inklusive videointervjuer) samt telefonmöten, för att informera sina chefer och medarbetare. Informationen har under hela processen bestått av uppdateringar angående förvärvets fortlöpande. Före övertagandet informerades de anställda om fördelarna med ett fortsatt självständigt Skandia och ledningen kommenterade även löpande via intranätet spekulationerna som förekom i media angående förvärvet. Kommunikationen efter förvärvet rörde i huvudsak vilka positiva effekter övertagandet skulle ha på bolagets verksamhet. Resultaten tyder på att Skandias medarbetare och chefer, både före och efter övertagandet, har fått den bild ledningen syftade till att skapa. Däremot skiljer sig de internkommunikationsansvarigas uppfattning angående kommunikationen före övertagandet med övriga respondenters, vilket kan bero på en vilja att legitimera Skandias nuvarande situation.

Background: The Facilities Management Division (OMPFM) of Old Mutual Properties was created in 1998 when Old Mutual Properties (Pty) Ltd (OMP) was formed. Old Mutual Properties was previously a division within Old Mutual. Initially the Facilities Management division outsourced most of its services to Facilities Management service providers, and managed the contracts, while they sold their services, as Facilities Management Consultants, in the market. In May 2003 the Facilities Management division was restructured in order to become an active participant in the Facilities Management market. Objectives: The primary objective of this study is to analyse the Facilities Management Division, and the environment in which it now operates. This needs to be done in order to determine if its differentiation strategy that it has taken is suitable, and secondly in which ways it should differentiate itself in the market. Methods: A qualitative research methodology has been followed for this project, and it has been based on a case study of OMPFM and the Facilities Management industry in South Africa. In order to meet the objectives of this report all the relevant theory had to be identified and discussed, which could be used to analyse OMPFM and the external environment in which it operates. The theory was then applied to the case study and OMPFM was analysed in detail. Conclusion: Finally, we have included some recommendations, which we believe will firstly consolidate OMPFM's position within the market, and then differentiate it from its rivals. We believe that the recommendations highlighted would assist OMPFM in achieving their objectives and ultimate mission. / Thesis (MBA)-University of KwaZulu-Natal, Durban, 2003.

<p>Bakgrund: De svenska börsbolagen gör större vinster än någonsin tidigare, men har fått stor kritik för att vara för långsamma i sin vinstallokering. Företag med överkapitaliserade balansräkningar utan investeringsbehov är potentiella måltavlor för riskkapitalisternas affärsidé om finansiell effektivisering och en aggressivare kapitalstruktur. Debatten i media har skapat kritik kring dessa så kallade kortsiktiga och giriga bolagsplundrare som påstås förstöra finansiella värden och kreditvärdigheten i företagen. I tidigare fall har marknaden svarat positivt på riskkapitalisternas investeringar, något som har reflekterats i ett kraftigt ökande aktiepris. Skeptiker hävdar dock att spekulationer är anledningen till att marknadsvärdet drivs upp, inte fundamentala aspekter.</p><p>Syfte: Syftet med denna magisteruppsats är att fastställa en bild av fenomenet riskkapital och hur dess aktiva ägande inverkar på svenska börsbolags kreditbetyg, kapitalstruktur och värdering.</p><p>Metod: För att uppnå syftet med vår magisteruppsats har en kvalitativ ansats till-lämpats baserad på tre börsbolag där riskkapitalisters aktiva ägande spelat en betydande roll. Det empiriska materialet har insamlats genom personliga intervjuer med aktie- och kreditanalytiker, och studien förlitar sig även på markandsdata, artiklar och nyhetssändningar i media, samt respektive bolags kvartals- och årsrapporter.</p><p>Slutsats: Studien har gjorts over den tidsperiod som varit riskkapitalisternas inve-steringshorisont – explicit och implicit. Genom att analysera det aktiva ägarskapet i tre svenska börsbolag kan slutsatsen dras att det inverkat positivt i form av högre prestanda och marknadsvärdering. De finansiella förändringarna har, till skillnad från kritiken, styrkt kreditbetyget i fallen Lindex och Volvo. En analys av Skandia/Old Mutual visade dock en marginellt ökad kreditrisk. Slutsatsen visar härmed att riskkapitalisternas inverkan på svenska börsbolag är värdeförädlande utan att äventyra den finansiella statusen.</p> / <p>Background: The Swedish blue chip companies are performing better than ever, but have been strongly criticised for being too slow in their excess fund allocation. Companies with overcapitalised balance sheets and no investment needs are potential targets for activist funds’ business idea of more aggressive capital structures and financial restructuring. In media, this debate has raised criticism against these so called short-sighted, greedy asset-strippers that destroy company values and increase the companies’ risk of default. In prior cases where activist funds have taken actions, the market has responded positively through increasing the share price. However, sceptics argue that the higher share price is merely a response to a speculative reaction with no fundamental argument supporting the upgrade in market capitalisation.</p><p>Purpose: The purpose of this thesis is to establish a view of the phenomenon of activist funds and their impact on blue chip companies’, listed on the Stockholm Stock Exchange, credit rating, capital structure and valuation.</p><p>Method: To fulfil the purpose of our master thesis, a qualitative approach has been applied based on three cases involving the activities of activist funds. The empirical findings have been retrieved via personal communications with stock- and credit analysts, and the study also relies on articles and news coverage from media, stock market data and annual reports from each of the chosen companies respectively.</p><p>Conclusion: The study has regarded the period of time which has been the investment horizon of the activist funds – explicitly and implicitly. Analysing their active ownership, the conclusion can be drawn that these activist funds have clearly had a positive impact on each of the blue chip companies’ performance and intrinsic value respectively. The financial restructuring has - contrarily to the criticism – strengthened the credit ratings in the cases of Lindex and Volvo. In the Skandia/Old Mutual-case, a marginally higher default risk was detected. Thus, the study has concluded that activist funds indeed add significant shareholder value without jeopardising the companies’ financial statuses.</p>

Bakgrund: De svenska börsbolagen gör större vinster än någonsin tidigare, men har fått stor kritik för att vara för långsamma i sin vinstallokering. Företag med överkapitaliserade balansräkningar utan investeringsbehov är potentiella måltavlor för riskkapitalisternas affärsidé om finansiell effektivisering och en aggressivare kapitalstruktur. Debatten i media har skapat kritik kring dessa så kallade kortsiktiga och giriga bolagsplundrare som påstås förstöra finansiella värden och kreditvärdigheten i företagen. I tidigare fall har marknaden svarat positivt på riskkapitalisternas investeringar, något som har reflekterats i ett kraftigt ökande aktiepris. Skeptiker hävdar dock att spekulationer är anledningen till att marknadsvärdet drivs upp, inte fundamentala aspekter. Syfte: Syftet med denna magisteruppsats är att fastställa en bild av fenomenet riskkapital och hur dess aktiva ägande inverkar på svenska börsbolags kreditbetyg, kapitalstruktur och värdering. Metod: För att uppnå syftet med vår magisteruppsats har en kvalitativ ansats till-lämpats baserad på tre börsbolag där riskkapitalisters aktiva ägande spelat en betydande roll. Det empiriska materialet har insamlats genom personliga intervjuer med aktie- och kreditanalytiker, och studien förlitar sig även på markandsdata, artiklar och nyhetssändningar i media, samt respektive bolags kvartals- och årsrapporter. Slutsats: Studien har gjorts over den tidsperiod som varit riskkapitalisternas inve-steringshorisont – explicit och implicit. Genom att analysera det aktiva ägarskapet i tre svenska börsbolag kan slutsatsen dras att det inverkat positivt i form av högre prestanda och marknadsvärdering. De finansiella förändringarna har, till skillnad från kritiken, styrkt kreditbetyget i fallen Lindex och Volvo. En analys av Skandia/Old Mutual visade dock en marginellt ökad kreditrisk. Slutsatsen visar härmed att riskkapitalisternas inverkan på svenska börsbolag är värdeförädlande utan att äventyra den finansiella statusen. / Background: The Swedish blue chip companies are performing better than ever, but have been strongly criticised for being too slow in their excess fund allocation. Companies with overcapitalised balance sheets and no investment needs are potential targets for activist funds’ business idea of more aggressive capital structures and financial restructuring. In media, this debate has raised criticism against these so called short-sighted, greedy asset-strippers that destroy company values and increase the companies’ risk of default. In prior cases where activist funds have taken actions, the market has responded positively through increasing the share price. However, sceptics argue that the higher share price is merely a response to a speculative reaction with no fundamental argument supporting the upgrade in market capitalisation. Purpose: The purpose of this thesis is to establish a view of the phenomenon of activist funds and their impact on blue chip companies’, listed on the Stockholm Stock Exchange, credit rating, capital structure and valuation. Method: To fulfil the purpose of our master thesis, a qualitative approach has been applied based on three cases involving the activities of activist funds. The empirical findings have been retrieved via personal communications with stock- and credit analysts, and the study also relies on articles and news coverage from media, stock market data and annual reports from each of the chosen companies respectively. Conclusion: The study has regarded the period of time which has been the investment horizon of the activist funds – explicitly and implicitly. Analysing their active ownership, the conclusion can be drawn that these activist funds have clearly had a positive impact on each of the blue chip companies’ performance and intrinsic value respectively. The financial restructuring has - contrarily to the criticism – strengthened the credit ratings in the cases of Lindex and Volvo. In the Skandia/Old Mutual-case, a marginally higher default risk was detected. Thus, the study has concluded that activist funds indeed add significant shareholder value without jeopardising the companies’ financial statuses.

The aim of this research was to assess the recruitment and selection strategies used in the sales department of Old Mutual Group Schemes (OMGS) in the Eastern Cape. The company hopes to stem the high labour turn over in OMGS. After the Labour Relations Act 66 of 1995 (LRA) and Employment Equity Act 55 of 1998 (EEA) were promulgated, organisations in this country introduced new recruitment and selection policies. The challenge to most organisations is the implementation of these policies by managers. The requirements of these two legislations create problems for small companies because of the high costs involved especially in the implementation stages. The organisation incurs costs in the development of the new processes and the training of staff. Even after the new processes, labour turnover did not improve in OMGS. Senior management is trying any means possible to rectify the situation. The company policy was examined against the literature available and the recruitment and selection processes of different authors were investigated. The findings indicated that some steps in the recruitment and selection processes were not followed. It was recommended that the organisation use more recruitment sources to broaden the scope of accessing more suitable applicants.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Corporate Social Responsibility (CSR) is taking on a developmental stance in Third-World Countries. Old Mutual, through its partnership with the South African govemment, set up a trust to assist govemment in skills development at local, provincial and national level and small enterprises. Old Mutual's retired senior employees were taken on as consultants in Project iLima to share their experience and expertise with government employees. Literature on mentoring is reviewed, covering the definitions of mentoring, the different phases of mentoring and the competencies required for each phase for the mentor and mentee. Finally the benefits of mentoring are addressed. The method used to uncover the business system involved primary research and a synthesis process. Interviews were held with two iLima consultants, after which questionnaires were used to gather qualitative feedback from the iLima consultants and their clients. The feedback was synthesized until business objectives and activities were identified. The study project sheds light on iLima's business system. This is done through a method of synthesis, which seeks to get to the underlying meaning of the responses. Eight key business objectives are identified. These can be achieved through managing twenty-one business activities. The business model provides a compass or map from which business solutions can be aligned to business opportunities and problems. The model is a one-page representation of the entire business system that Project iLima ought to put under strong management, in the writer's view. The iLima business model may be summed up as follows: "Through the attractiveness of the iLima purpose and culture, a strong client engagement model and successful project delivery, Project iLima can build a strong ccnsulting brand and adopt a viable business strategy beyond its four year funding limit." The contribution this thesis makes to the business-modeling domain is to use a noncollaborative method to generate a systemic business model. The thesis demonstrates a simple synthesis process to generate the business model provided there is access to a sufficiently broad-based, but not necessarily deep, knowledge repository. Recommendations were made as to how Project iLima's management can introduce the business model as a management tool. It is recommended that a further study be done to test the acceptability and adoption of the model. In addition to the presentation of the iLima business model, CSR trends locally were explored. It appears from the trends covered that targeted skills development is still a fairly new phenomenon in South Africa. / AFRIKAANSE OPSOMMING: Korporatiewe Sosiale Verantwoordelikheid is aan die ontwikkel in Derdewereld lande. Ou Mutual het 'n trust in vennootskap met die regering gestig om die regering te help met die ontwikkeling van vaardighede op 'n lokale, provinsiale en nasionale vlak. Afgetrede senior werknemers van Ou Mutual is as konsultante aan boord gebring by die iLima Trust om hul ondervinding en kennis met regeringsamptenare te deel. Hierdie studie bespreek die besigheidsmodel van iLima. Die model identifiseer agt sleutel besigheidsdoelstellings wat bereik moet word deur die bestuur van een-en-twintig besigheidsaktiwiteite. Dit verskaf ook 'n kompas of riglyn waardeur besigheidsoplossings in lyn gebring kan word met besigheids-geleenthede of bedreigings. Die model is 'n voorstelling op een bladsy, van die hele besigheidstelsel wat iLima Trust onder effektiewe bestuur moet plaas. Die iLima se besigheidsverhaal kan as volg opgesom word: "Deur die aantreklikheid van die iLima doel en kultuur, 'n sterk kliente-verhoudingsmodel en suksesvolle projeklewering, hoop iLima Trust om 'n sterk konsultasie handelsmerk te bou en om 'n lewensvatbare besigheidstrategie te implementeer wat sal voortbestaan na die einde van die vier jaar van befondsing". Die metode waardeur die besigheidstelsel ondersoek is, het primere navorsing en 'n proses van sintese behels. Onderhoude is gevoer met twee iLima konsultante, waarna vraelyste gebruik is om kwalitatiewe terugvoering van die iLima konsultante en hul kliente te verkry. Die terugvoering is deur 'n proses van sintese geneem om besigheidsdoelstellings en aktiwiteite te identifiseer. Die bydrae van hierdie tesis tot besigheidsmodelering is om op 'n nie-kollaboratiewe wyse 'n sistemiese besigheidsmodel te genereer. Die tesis demonstreer 'n eenvoudige sinteseproses om die besigheidsmodel te genereer, gegewe toegang tot 'n wye, maar nie noodwendig diep, versameling van inligting. Aanbevelings is gemaak waardeur iLima se bestuur die besigheidsmodel kan bekendstel as 'n bestuurstegniek. Daar word ook aanbeveel dat 'n verdere studie onderneem word om die aanvaarbaarheid en aanneming van die model te toets. Bykomend tot die bespreking van die iLima se besigheidsmodel, is 'n ondersoek en bespreking van Korporatiewe Sosiale Verantwoordelikheids-tendense op 'n nasionale en internasionale vlak. Geteikende vaardigheidsontwikkeling is in die verband nog steeds 'n redelik nuwe verskynsel in Suid Afrika.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT:The financial services industry in South Africa, and indeed internationally, is facing enormous challenges in terms of defining and implementing effective business models to compete in the new economy. Dated paradigms, such as market share being the main driver of profitability and product-push sales models, are increasingly being challenged by a shifting balance of power towards the consumer. The consumer's purchasing power is being strengthened by the increasing commoditisation of financial products and the proliferation of channels through which products can be purchased. Competitive differentiation purely on the basis of price, product, place and promotion is thus becoming more difficult. Financial services companies have to reinvent their business models to account for the fast changing consumer landscape. The ownership and management of customer relationships and the lifetime value of customers are key factors influencing the revision of business strategies. This study serves as a case study of the strategies that Old Mutual has put in place and is now implementing to rise to the challenges of the new market. The requirement for market segmentation and value chain re-engineering is investigated in detail. These strategies are critically evaluated against the modern thinking of international business strategists. The specific subordinate focus points for the study comprise the following: i. Industry and competitive conditions ii. Key success factors for organisational transformation and customercentricity iii. Market segmentation and value chain re-engineering iv. Customer relationship management (CRM) and the role of technology v. Product and channel dynamics vi. Organisational implications for Old Mutual It becomes evident from the case study that financial institutions such as Old Mutual must continue and even accelerate their transformation from product-centric to customer-centric enterprises. This transformation will enable them to address effectively the issues they face today: decreasing customer satisfaction, increased competition, and multiplying customer management costs. A valid approach to initiating customer-centricity is through the segmentation of the market - identifying customer segments that are distinct in terms of demographics, attitudes and behaviours. New value propositions can then be developed that fit the needs and wants of the segments. These propositions should encompass the total value delivery chain - brand, product, channel and service in such a manner that it makes economic sense. Companies need to assess existing propositions and marketing initiatives in the light of the segmentation exercise to determine whether there any opportunities to fill gaps, create new businesses or to terminate value destruction. The development of segment specific propositions must be underpinned by business processes and complimentary structures, controls and systems. This requires a fundamental alignment of the organisation to deliver customer focused value propositions. Entrenched interests in existing structures and an inward focus as opposed to an outward (market) focus are major obstacles in this alignment process. Intervention and leadership is required to affect the necessary transformation. Alignment is needed throughout the organisation for this type of transformation to succeed. Old Mutual is acutely aware of these obstacles and has committed to the new strategy at executive level. Many institutions are tempted to spend time and effort building CRM capabilities in the belief that these alone will deliver success. However, without a clear, compelling value proposition, the power of marketing is limited. Instead institutions must develop value propositions that give them an edge over product focused rivals. They can then use CRM tools to extract maximum value from their competitive advantage. An emphasis on relationships can indeed become part of their strategy, but first they must make sure that enough customers value the proposition sufficiently to make it profitable, and that they can deliver on that promise. Technology investments alone will therefore not allow a company to transform to a customer-centric enterprise. These investments must be coupled with commensurate investments in organizational restructuring, process improvements and definition of enterprise-wide metrics for establishing the present and potential value of each customer. It is for these reasons that Old Mutual is implementing CRM incrementally. With the development of a segmented approach to the market and the advance of technology, new and superfluous distribution channels are equally likely to appear. Institutions such as Old Mutual will have to manage the conflicts that arise with care. There is great risk in alienating or cannibalising existing channels prematurely. The issue is to decide when and how to creatively destroy a distribution model that is no longer appropriate. The alignment of channels and service to the market is as important, if not more so, than products in delivering the brand promise. It is critical that there is total alignment of brand, marketing, product, channel and service. Consumers are really purchasing branded solutions, not products. Old Mutual has superior brand recognition, but needs to focus the brand in particular segments and ensure delivery of the brand promise through every customer interaction. In the final analysis Old Mutual, like its peers, has recognised the imperative for total value chain re-engineering and organisational re-alignment along market segments where the brand has appeal. These institutional transformations will remain work-in-progress for some time and constant adaptability to market forces will become the modus operandi. / AFRIKAANSE OPSOMMING: Die finansiële dienste bedryf in Suid-Afrika en inderdaad, wereldwyd, staar groot uitdagings in die gesig in terme van die definisie en implementering van effektiewe besigheidsmodelle om in die nuwe ekonomie te kompeteer. Uitgedateerde paradigmas soos markaandeel as aanduider van winsgewindheid en produkgerigte verkoopsmodelle word al hoe meer bevraagteken deurdat verbruikers al hoe meer die hef in die hand het. Verbruikers se koopkrag word versterk deurdat finansiële produkte toenemend kommoditeite word en deur die toevloei van kanale waardeur die produkte gekoop kan word. Dit word spoedig moeiliker om op grond van prys, produk, plek en promosie te kompeteer. Finansiële dienste firmas moet hul besigheidsmodelle hersien om tred te hou met die snel veranderende verbruikersmark. Die besit en bestuur van kliënteverhoudings en die leeftydwaarde van kliënte is kernfaktore in die herformulering van sakestrategië. Hierdie gevallestudie ondersoek die strategië wat Ou Mutual in plek gesit het en tans implementeer ten einde die nuwe markuitdagings die hoof te bied. Die vereistes vir marksegmentasie en die hernuwing van die waardeketting word in diepte ondersoek. Hierdie strategië word krities ge-evalueer teenoor hedendaagse internationale sakestrateë. Die spesifieke fokuspunte van die gevallestudie behels die volgende: i. Bedryfs- en kompeterende toestande ii. Sleutelfaktore vir die sukses van organisasie-transformasie en kliëntgerigtheid iii. Marksegmentasie en waardekettinghernuwing iv. Kliënte-verhoudingsbestuur (CRM) en die rol van tegnologie v. Produk- en kanaaldinamika vi. Organisatoriese implikasies vir Ou Mutual Die gevallestudie dui aan dat finansiële instansies soos Ou Mutual moet voortgaan en selfs versnel met hul transformasie van produkgesentreerdheid tot kliëntgesentreerdheid. Hierdie transformasie sal hulle in staat stelom effektief aandag te verleen aan die hedendaagse uitdagings van afnemende kliënttevredenheid, toenemde kompetisie en snelgroeiende kliënte-bestuurskostes. 'n Geldige benadering tot die aanvang van kliëntgerigtheid is om die mark te segmenteer op grond van demografie en die benadering en optrede van kliënte. Nuwe waardeproposisies wat die behoeftes van die mark aanspreek kan op grond hiervan ontwikkel word. Hierdie proposisies behoort die hele waardeketting aan te spreek - bemarking/handelsmerk, produk, kanaal en diens op so 'n manier dat dit ekonomies sin maak. Firmas is genoop om bestaande proposisies en bemarkingsinitiatiewe te evalueer in die lig van segmentasie ten einde uit te vind of daar geleenthede is om leemtes te vul, nuwe besighede te skep of waardevernietiging te staak. Die ontwikkeling van segmentgerigte proposisies moet ondersteun word deur besigheidsprosesse en aanvullende strukture, beheer en stelsels. Dit vereis 'n fundamentele belyning van die organisasie ten einde kliëntgerigte proposisies te lewer. Gevestigde belange in bestaande strukture en 'n interne fokus in plaas van 'n markgerigte fokus, is groot struikelblokke vir die proses van belyning. Intervensie en leierskap is nodig om die nodige transformasie te bewerkstellig. Die hele organisasie moet belyn wees ten einde hierdie tipe transformasie te laat slaag. Ou Mutual is deeglik bewus van hierdie struikelblokke en is op uitvoerende bestuursvlak verbind tot die proses. Vele instansies staar die versoeking in die gesig om tyd en moeite spandeer ten einde kliënteverhoudingbestuurs-vermoëns (CRM) te ontwikkel met die vertroue dat dit genoegsaam is vir sukses. Sonder 'n duidelike en aangrypende waardeproposisie is die krag van bemarking egter beperk, ondanks al die voorafgenoemde ontwikkelings. Daarom moet instansies fokus op proposisies wat hulle sal bevoordeel relatief tot die kompetisie. Dan alleen kan kliënteverhoudingsbestuur (CRM) benut word om maksimum waarde uit die kompeterende voordeel te trek. 'n Fokus as verhoudingsbestuur kan inderdaad deel word van die strategie sodra daar genoeg winsgewende kliënte bestaan wat die proposisie aantreklik vind en hul verseker is dat hulle die belofte van die proposisie kan vervul. Investering in tegnologie alleenlik is dus nie genoeg om 'n firma te transformeer tot 'n kliëntgerigte organisasie nie. Sulke beleggings moet gekoppel wees aan soortgelyke beleggings in organisasievernuwing en prosesverbeterings en die definiëering van maatstawe vir die bepaling van huidige en potensiële kliëntwaarde. Dit is daarom dat Ou Mutual kliënteverhoudingsbestuur inkrementeel implimenteer. Met die ontwikkeling van 'n gesegmenteerde benadering tot die mark en die voortuitgang van tegnologie, is dit waarskynlik dat verskeie distribusiekanale oorbodig sal word. Instansies soos Ou Mutual sal die konflik wat ontstaan met sorg moet hanteer. Die risiko is groot om bestaande kanale te vroeg te vervreem of te kannibaliseer. Die uitdaging is om te besluit wanneer en hoe om oorbodige distribusiekanale kreatief te vernietig. Om verkoopskanale en diens markgerig te kry is net so belangrik, indien nie meer belangrik nie, as om produkte te ontwikkel wat die handelsmerk uitdra. Dit is krities dat daar deeglike belyning is van die handelsmerk en bemarking, produkte, kanale en diens. Kliënte koop handelsmerk-oplossings en nie produkte van handelsmerke nie. Ou Mutual het 'n uitstekende handelsmerk, maar moet dit fokus op spesifieke segmente en moet verseker dat die handelsmerk se belofte gestand gedoen word met elke interaksie met die kliënt. Op die keper beskou, erken Ou Mutual, soos sy eweknieë, die imperatief om die waardeketting en die organisasie te hernu ooreenkomstig die marksegmente waarin die handelsmerk hom beroep. Hierdie transformasies sal lank duur en die vermoë om aan te pas by markkragte sal die modus operandi word.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: This thesis researches World Class Manufacturing Techniques (WCMT) and their applicability in a Non-Production Environment such as an inbound call centre in the financial services sector. These WCMT involve a set of innovative techniques and principles, which are applied by foremost manufacturing companies. These techniques however, are not sacred and one always needs to refer back to the objectives of World Class Manufacturing, namely to (a) Eliminate waste, (b) Improve quality, (c) Shorten lead times, (d) Reduce costs, and (e) Improve morale and seek other improvements. The importance lies in attaining the objectives in the context of the necessary manufacturing tasks. Companies applying these techniques demonstrate significant productivity gains, production synergies, reduced rework and more reliable on-time delivery. In the highly competitive global market, these offer a competitive advantage for such companies. A critical and essential element of a company's strategic vision is a clearly defined and healthy competitive advantage. It is imperative that a company's vision is clearly aligned to its business objectives and goals. The WCMT is a tool that aligns the business vision and strategic objectives to realize its competitive advantage. By aligning the vision to its competitive advantage, it is crucial that the company challenge its existing production processes and the way in which it operates. Existing production processes need to be continuously reviewed and adjusted where necessary to sustain the competitive advantage. This paper is a practical example of how a non-production organisation can apply these WCMT to sustain its competitive advantage. The WCMT such as Theory of Constraints (TOC), Just in Time (JIT) and Total Quality Management (TQM) are discussed and applied in the inbound call centre of a medical aid administration company. In a relatively short time span, some remarkable sustainable productivity improvements were achieved. This would imply that these WCMT could be applied in traditional non-production environments. / AFRIKAANSE OPSOMMING: Hierdie navorsings werkstuk ondersoek Wêreld Klas Vervaardigings Tegnieke (WCMT) en die moontlike toepassing daarvan in 'n nie-vervaardigings omgewing, soos 'n inbeldienssentrum in die finansiële dienste sektor. Hierdie WCMT omsluit 'n groep innoverende tegnieke wat huidiglik aangewend en toegepas word in die meeste vervaardigings ondernemings. Hierdie tegnieke is nie beperk nie en verwys altyd terug na die doelstellings van WCMT naamlik (a) Vermindering van afval, (b) Verbetering van kwaliteit, (c) Verkorting van wag periodes, (d) Verlaging van kostes, en (e) Verbeterende personeel moraal en die voortdurende soeke na ander verbeteringe. Die belangrikheid van WCMT lê in die bereiking van hierdie bogenoemde doelwitte binne die konteks van die noodsaaklike vervaardigings metodes. Ondernemings wat hierdie tegnieke toepas vind groot produksiekapasiteit verbeteringe, produksie sinergie, 'n verlaging in die oordoen van foutiewe werk en ondervind ook grotendeels meer gereelde op-tyd aflewering. In die hoogs kompeterende globale mark bied die WCMT die broodnodige mededingende voordeel aan hierdie ondernemings. Die kritieke en belangrike bestanddeel van 'n onderneming se strategie en visie is die onderneming se vermoë om 'n deeglike en gesonde mededingende voordeel bo sy mededingers te hê. Dit is van kardinale belang dat die onderneming se visie behoorlik in lyn is met die onderneming se strategiese doelwitte. Hierdie WCMT is 'n instrument wat die onderneming kan aanwend ten einde sy visie en strategiese doelwitte, asook sy kompeterende voordeel, te bereik. Dit is krities belangrik dat 'n onderneming se visie en sy kompeterende doelwitte gesinkroniseer en gelykgestel is en verder dat die onderneming ook sy huidige produksie prosesse herevalueer, asook die manier waarop die onderneming opereer. Huidige produksie prosesse moet voortdurend geherevalueer en aangepas word waar nodig, ten einde die onderneming se voortdurende kompeterende voordeel te behou. Hierdie navorsings stuk is 'n voorbeeld van die praktiese toepassing van WGMT en hoe hierdie tegnieke 'n onderneming behulpsaam kan wees ten einde sy kompeterende voordeel te behou. Die WGMT soos die Teorie van Beperkings (TOC), Net Betyds (JIT) en Totale Kwaliteit Beheer (TQM) word deeglik ondersoek en bespreek. Die navorser ondersoek voorts die moontlikheid om hierdie tegnieke toe te pas in 'n in beldienssentrum by 'n administrateur van mediese fondse. In 'n relatiewe kort periode het die navorser noemenswaardige en voortdurende produksie verbetering teweeg gebring deur die toepassing van WGMT. Die navorser het afgelei dat hierdie WGMT nie net beperk is tot die vervaardigings sektor nie, maar dat dit ook in die nie-vervaardigings sektor doeltreffend aangewend kan word.