M.B.A. / Franchising systems in South Africa have experienced high and sustained growth over the last decade. The South African government has recognised and supports business format franchising as a low risk way of creating jobs, transferring skills and creating wealth. At the forefront of this growth, is the fast food franchising industry, which is made up of a mix of global brands and a significant few, highly successful, locally founded, franchised operations based on Portuguese or American cultures. The fast food industry in South Africa also consists of a number of successful "non franchised" Indian fast food operations, founded by South Africans of Indian descent. None of these entrepreneurs have taken the next logical step and developed their businesses into national franchises. This study sought to uncover the factors inhibiting the franchising of Indian fast food stores in South Africa and to determine whether there was a market for Indian fast foods amongst a sample of consumers. The findings were that the independent entrepreneurs lacked the skills and knowledge to enter franchising as the franchisor. In addition, there was a general mistrust of the franchising system and doubts as to whether there was sufficient broad appeal of Indian fast foods. The results of the consumer survey however suggested that Indian fast foods were popular across a cross section of the population. Consequently, the report recommended that existing Indian fast food entrepreneurs develop strategies to exploit the market opportunities presented and suggested that it is the entrepreneur who franchises first, that will gain first more advantage through pre-empting real estate and shaping customer preferences and tastes.

ABI has a sophisticated and effective distribution fleet which delivers canned and bottled non alcoholic beverages to 12000 wholesale and retail outlets in the Durban Metropole and to 46000 outlets nationally. Delivery is normally executed once per week, 48 hours after a separate order is taken by an account manager. In the more rural or "emerging market" areas traditional retail outlets such as supermarkets and superettes are scarce and reliance is made on spaza and house shops. Cash flow and storage space is limited. The sales and distribution calls are expensive, relative to the size order that the spaza would place. Spaza shop owners rely on distributors or collect from wholesalers. These outlets often run out of stock. Sales revenue is thus not maximized. Outlet development is marginal. The writer embarked on a research project to develop a sustainable and cost effective Sales and Distribution model in order to address these constraints in the Emerging Market territories of ABI Durban. Traditional theory turns to channel distribution as a means to effectively reaching an entire retail market. Levels are thus added to the distribution channel. The research however showed that service levels are sometimes compromised. The model that was developed returns ABI to DSD (direct service delivery) via specially designed vehicles and combines the function of "preseller" and "delivery merchandiser" on a dedicated route. Although a marginal increase in cost per case has been experienced, deliveries are direct to store, at least twice per week. Sales growth in these routes have been in excess of 85% while the total Umlazi area grows at 13%. Customer service levels, as surveyed, are exceptional. Although the model was specifically designed by ABI Durban for use in Durban, the concept has been adopted as a best practice and is being "rolled out" across the business. By the end of 2005, 10% of ABl's fleet nationally will function as MOTD (Merchandiser Order Taker Driver) routes. Additional vehicles have been ordered for delivery during the period July 2005 to September 2005 in order for this to be achieved. This model has assisted ABI in achieving its goal of maximizing DSD and lifting service levels to its customers (retailers). Revenue has increased significantly along with volume in these areas. Invariably MOTD acts as a significant barrier to competitor entry in those geographic areas where it is utilized. The Merchandiser Order Taker Driver (MOTD) model is successful and has potential for wider use, even in more developed markets. / Thesis (MBA)-University of KwaZulu-Natal, 2005.

Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: New economic activity is essential to create jobs that can absorb the surplus~ abour being created by, amongst other things, the increase in population rate, particular1y in developing countries like South Africa, and rationalisation and increased productivity characterising larger organisations nowadays. Entrepreneurship has been identified as one of the key sources and driving forces behind job creation and long-term economic growth, yet South Africa performs well below average in terms of entrepreneurial activity, particularly when compared to other developing countries. The weaknesses in the training and education system, lack of financial support, lack of research and development transfer and poor access to physical infrastructure were consistently identified in the various Global Entrepreneurship Monitor studies as accounting for the low entrepreneurial activity in South Africa. v-- The franchising business model has be/ldescribed in terms of Porter's value-chain analysis and shows that the franchisor prescribes to the franchisee a business model by providing procedures, guidelines, sharing, training and support for the execution of the primary and secondary activities within the franchisee's value chain. This is achieved through the tangible interrelationships that exist between franchisor and franchisee, which are characterised by the sharing and support of activities that are related within the two value chains and the intangible interrelationships involving the transfer of management know-how through training and mentoring. Considering the nature and the advantages of the franchise business model as described in terms of Porter's value-chain analysis, franchising can go a long way towards overcoming the lack of training and education and access to finance many entrepreneurs in South Africa are faced with. There is therefore evidence to suggest that franchising as a business model can reduce many of the risks associated with starting up a new business and contribute towards the improvement of the entrepreneurial status of South Africa. One of the main rationales behind purchasing a particular franchise is the confidence that the franchise will contribute to making the individual's business success more predictable. For this to become a reality requires that the franchisor provides an individual with a tried and test concept linked to a respectable and well-known brand within a structure that provides extensive initial and continuous support. However, although there are clear guidelines for the structure and conduct within the franchise business model, there are no all-encompassing rules regarding the extent to which all the aspects of a franchise business model have to be present for a particular franchise system to be considered good or bad. One franchise system may allow franchisees more leeway in some aspects of the business and have less formalised interrelationships within its value chain compared to another franchise system yet they may be equally successful systems depending on the extent to which their structure and the personal profile of the prospective franchisee complement each other. Therefore there are different management styles applied within different franchise systems and whether a particular franchise system will be successful for a particular franchisee depends upon the fit between the individual's personal profile, which encompasses the individual's skills, personality, entrepreneurial profile, risk profile, control profile, independence profile, work habits, ambitions, dreams, strengths and weaknesses and the franchise culture, functionality, structure, dynamic inter-relationships and regulation that prevails in the franchise network being considered. These factors, combined with others such as the current franchisor recruitment practices; abuse of the franchise concept and the balance of power considerations between franchisor and franchisee, emphasise the necessity for a prospective franchisee to take responsibility by performing his/her own thorough evaluation. The aim of this study was therefore the development of an analytical framework, which can be used by a prospective franchisee as a guideline for evaluating and deciding whether he/she is suited for franchising, whether a particular franchise opportunity is a sound and legitimate option and whether there is a fit between the personal profile of the individual and the profile of a particular franchise investment option being considered. By following the proposed analytical framework a prospective franchisee is able to develop a personal profile according to recommended guidelines and evaluate each potential franchise being considered / AFRIKAANSE OPSOMMING: Nuwe ekonomiese aktiwiteit is noodsaaklik om werk te skep wat die ooraanbod van arbeid kan absorbeer wat onder andere veroorsaak word deur die bevolkingsaanwas, veral in ontwikkelende lande soos Suid-Afrika, en rasionalisering en groter produktiwiteit wat deesdae groter organisasies kenmerk. Entrepreneurskap is ge'identifiseer as een van die sleutelbronne en dryfvere agter werkskepping en langtermyn ekonomiese groei. Tog presteer Suid-Afrika ver onder die gemiddelde in terme van entrepreneurskapsaktiwiteit, veral as dit vergelyk word met ander ontwikkelende lande. Die tekortkominge in die onderwys- en opleidingstelsel, gebrek aan finansiele ondersteuning, gebrek aan oordrag van navorsing- en ontwikkelingskundigheid en swak toegang tot fisiese infrastruktuur is konsekwent deur die Global Entrepreneurship Monitor ge'identifiseer as redes vir die lae vlak van entrepreneursaktiwiteit in Suid-Afrika. Die konsessie-sakemodel is in terme van Porter se waardekettinganalise beskryf en toon dat die konsessiegewer aan die konsessiehouer 'n sake model voorskryf deur prosedures, riglyne, deelname, opleiding en ondersteuning te voorsien vir die uitvoering van die primere en sekondere aktiwiteite binne die konsessiehouer se waardeketting. Dit word bereik deur die tasbare interverhoudings wat tussen die konsessiegewer en konsessiehouer bestaan, wat gekenmerk word deur die deelname aan en ondersteuning van aktiwiteite wat verwant is binne die twee waardekettings en die ontasbare interverhoudings wat betref die oordrag van bestuurskennis deur opleiding en mentorskap. As die aard en die voordele van die konsessie-sakemodel oorweeg word, soos beskryf in terme van Porter se waardeketting, kan die konsessiebedryf baie doen om die gebrek aan onderwys en opleiding en toegang tot finansiering wat baie entrepreneurs in Suid-Afrika ondervind, teen te werk. Daar is dus aanduiding dat konsessies as sakemodel baie van die risiko's kan verlaag wat verband hou met die totstandbring van 'n nuwe onderneming en kan bydra tot die verbetering van die entrepreneurstatus van Suid-Afrika. Een van die hoofbeweegredes agter die aankoop van 'n spesifieke konsessie is die vertroue dat die konsessie daartoe sal bydra om die individu se besigheid meer voorspelbaar te maak. Ten einde dit moontlik te maak, moet die konsessiegewer 'n individu voorsien van 'n beproefde konsep gekoppel aan 'n gerespekteerde en bekende handelsmerk binne 'n struktuur wat omvattende aanvanklike en deurlopende ondersteuning bied. Alhoewel daar duidelike riglyne is vir die struktuur en bedryf binne die konsessie-sakemodel, is daar geen allesomvattende re~ls betreffende die omvang waartoe al die aspekte van 'n konsessie-sakemodel teenwoordig moet wees ten einde te bepaal of 'n spesifieke konsessiestelsel goed of sleg is nie. Een konsessiestelsel mag konsessiehouers meer vryheid bied in terme van sekere aspekte van die besigheid en minder formele interverhoudings he binne sy waardeketting vergeleke met 'n ander konsessiestelsel, maar hulle mag ewe suksesvolle stelsels wees afhangend van die mate waarin hulle struktuur en die persoonlike profiel van die voomemende konsessiehouer mekaar komplementeer. Daar word dus verskillende bestuurstyle toegepas binne verskillende konsessiestelsels en of 'n spesifieke konsessiestelsel suksesvol sal wees vir 'n spesifieke konsessiehouer hang grootliks af van die passing tussen die individu se persoonlike profiel, wat insluit die individu se vaardighede, persoonlikheid, entrepreneursprofiel, risiko-profiel, kontrole-profiel, onafhanklikheidsprofiel, werkstyl, ambisies, drome, sterkpunte en swakpunte en die konsessie se kultuur, funksionaliteit, struktuur, dinamiese interverhoudings en regulering wat bestaan in die konsessienetwerk wat oorweeg word. Hierdie faktore, tesame met ander soos die huidige konsessiegewer se aanstellingspraktyke, misbruik van die konsessiekonsep en die magsbalans-oorwegings tussen die konsessiegewer en konsessiehouer, beklemtoon die noodsaaklikheid vir 'n voornemende konsessiehouer om verantwoordelikheid te neem deur sylhaar eie deeglike evaluering te doen. Die doel van hierdie studie is daarom die ontwikkeling van 'n analitiese raamwerk wat deur 'n voornemende konsessiehouer gebruik kan word as 'n riglyn vir die evaluering en besluitneming ten opsigte van sy/haar eie gepastheid vir die konsessiebedryf, of 'n spesifieke konsessiegeleentheid 'n grondige en wettige opsie is en of daar 'n passing is tussen die persoonlike profiel van die individu en die profiel van 'n spesifieke konsessiebelegging wat oorweeg word. Deur die voorgestelde analitiese raamwerk te volg, sal die voornemende konsessiehouer in staat wees om 'n persoonlike profiel te ontwikkel volgens aanbevole riglyn en elke potensiele konsessie wat oorweeg word, te evalueer.

Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: In the past decade, through the study of business acquisitions and through empirical research it has become evident that brands are amongst the most important assets of a company. Brands are the core of the consumer-driven economy and companies' sustainable business future is dependent on the success of their brands. Brands enable companies to establish and differentiate their company and its products. Additionally, brands provide the base or launching pad for new products and new business ventures. Brand leverage strategies are described as strategies that use established brands to influence the perceptions of new products. These brand leverage strategies include line extensions, vertical extensions, brand extensions and co-branding. Co-branding as a brand leverage strategy is investigated in this study. This study investigates the perceptions of brand practitioners towards co-branding within the retail industry of South Africa and identifies key aspects of co-branding strategies. The key factors in co-branding strategies are: the perceived fit (compatibility) between the brands; the different fOiTIls of co-branding; the considerations when choosing a partner and the general reasons for pursuing a co-branding strategy. This empirical study examines these key factors and conclusions are drawn from the data obtained. Data for this study was gathered by means of a questionnaire which was sent to retail branding practitioners. Subsequent to analysing the data conclusions were drawn with regards to the appropriate co-branding factors. The research results indicate that branding practitioners believe that the fit between two brands is an important consideration when evaluating co-branding strategies. Results also indicated that the fit between brand images is deemed to be a more important consideration than the fit of operational aspects when brand managers consider a co-branding strategy. Sales improvement and reaching out to new segments of the market are deemed to be appropriate reasons why retail brand practitioners pursue co-branding strategies. In comparison with improvement of sales, the improvement of brand image is deemed to be a less important reason for pursuing a co-branding strategy. Results further conclude that joint marketing is the preferred co-branding Conn and that retail managers prefer co-branding with companies in the FMCG sector. Results also suggest that retail brand practitioners place the biggest emphasis on the possibility of sales improvement when evaluating potential co-branding partners. Co-branding is deemed to be a viable alternative brand leverage strategy for retail brand managers. This study highlights the different aspects and considerations that brand mangers take into account when evaluating a possible co-branding strategy. / AFRIKAANSE OPSOMMING: In die afgelope dekade het die bestudering van besigheidswerwings (business acquisitions) en empiriese navorsing daarop gedui dat handelsmerke een van die belangrikste bates van ondememings is. Handelsmerke is die kern van die verbruiker gedrewe ekonomie en die volhoubare besigheids toekoms van maatskappye is afhanklik van die sukses van hierdie handelsmerke. Handelsmerke stel ondememings in staat om huI besigheid en hul produkte te vestig en te differensieer. Handelmerke dien ook as 'n basis vir die ontwikkeling van nuwe produkte en nuwe besigheidsgeleenthede. Handelsmerk hefboom (brand leverage) strategiee word beskryf as strategiee wat gevestigde handelmerke gebruik om die persepsies oor nuwe produkte te beinvloed. Hierdie handelsmerk hefboom (brand leverage) strategiee sluit lyn-uitbreiding, vertikale uitbreiding, handelsmerk uitbreiding en medehandelsmerking (co-branding) in. Hierdie studie ondersoek mede-handelsmerking as 'n handelsmerk hefboom strategie. Hierdie studie ondersoek die persepsies van handelsmerkingpraktisyns binne die Suid Afrikaanse kleinhandel industrie. Die persepsies van handelsmerkingpraktisyns teenoor mede-handelsmerking word ondersoek om die kern aspekte van medehandelsmerking strategiee te identifiseer. Die kern aspekte van mede-handelsmerking strategiee (co-branding strategies) is die waarneembare passing (fit) tussen handelsmerke, die verskillende medehandelsmerkingvorms, die oorwegende faktore tydens die keuse van 'n medehandelsmerksvennoot en die algemene redes vir die nastrewing van 'n medehandelsmerking strategie. Data vir hierdie navorsing is ingesamel deur middel van 'n vraelys wat aan kleinhandel handelsmerkpraktisyns (brand practitioners) gestuur is. Na die analise van die data is bepaalde gevolgtrekkings oor die toepaslike mede-handelsmerkfaktore gemaak. Die navorsings-resultate dui aan dat handelsmerkpraktisyns glo dat die passing (fit) tussen twee handeIsmerke 'n belangrike oorweging is wanneer mede-handelsmerking strategiee oorweeg word. Resultate dui ook aan dat die passing (fit) van die handelmerk beelde 'n belangriker oorweging is as die passing van operasionele aspekte. Verbetering in verkope en die uitreik na nuwe segmente in die mark word beskou as die geskikte redes waarom handelsmerkpraktisyns mede-handelsmerking strategiee volg. Wanneer mede-handelsmerking strategiee gevolg word, word die verbetering in verkope as 'n belangriker rede as die verbetering van die handelmerk beeld beskou. Resultate wys ook dat gesamentIike bemarking (joint marketing) die voorkeur medehandeismerkingvorm is. Die studie kom ook tot die gevolgtrekking dat maatskappye in die VBVG (Vinnig bewegende verbruikers goedere) sektor die voorkeur sektor is waarmee kleinhandelaars wil saamwerk. Resultate dui ook aan dat kleinhandel handelsmerkpraktisyns (brand practitioners) die grootste klem plaas op die moontlikheid van verkope toename wanneer potensieIe medehandelsmerkingsvennote oorweeg word. Mede-handelsmerking word beskou as 'n lewensvatbare altematiewe handelsmerk hefboom strategie (brand leverage strategy) vir kleinhandel handelsmerk bestuurders Hiedie studie bring na vore die verskillende aspekte en oorwegings wat handelsmerk bestuurders in ag neem wanneer moontlike mede-handelsmerking strategiee ontleed word.

Introduction: Entrepreneurial fashion businesses are very important due to the employment, income, products and services they provide. The South African government has identified small, medium and micro enterprises (SMMEs) to address the economic challenges in this country. Entrepreneurship development is a means to economic development, which implies developing an entrepreneurial population. Aim: To acquire an integrated perspective on fashion entrepreneurs, their businesses and the technological environment in which they function, in order to understand the maintaining of a successful fashion business and to offer recommendations for the training and development of potential and existing fashion entrepreneurs. Method: A convenience sample of 100 fashion entrepreneurs in the Vaal Region was selected. A self-administered, structured questionnaire was compiled and used to gather the information. Section A focused on demographic background information, section B investigated entrepreneurial attributes, section C investigated the start-up and functioning of the business and section D concentrated on the technological environment. The instrument was tested for validity and reliability. Results: There were more female than male respondents, which corresponds with recent global statistics. The age distribution of these fashion entrepreneurs was quite balanced between younger, middle and older groups. Nearly three-quarters of the respondents were married, mostly with children aged older than 19 years. The majority of these fashion entrepreneurs had a tertiary qualification, but only a fifth had formal business training while negligibly few had formal training in business management or other business training. Six desirable entrepreneurial attributes were investigated and ranked in the following order: Leadership; Commitment and determination; Motivation to excel; Creativity, self-reliance and ability to adapt; Customer service; Tolerance of risk, ambiguity and uncertainty. All the attributes except the last one were scored quite high. They possessed most required entrepreneurial skills and knowledge, but lacked training in specific areas. Most ran their businesses as a sole career, employing one to four people and relied on the word-of-mouth advertising method. They used computers and information technology to a moderate extent and industrial equipment to a low extent.

A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Master of Management in Strategic Marketing January 2016 / While there has been significant research on loyalty programmes in the last two decades, little has been done on the youth market in South Africa. Using the social exchange and relationship marketing theories, the study examines the mediating influence of customer satisfaction, trust and commitment in the relationship between loyalty programmes and repeat purchase behaviour of South African youth. The methodology involved a self-administrated questionnaire adapted from previous studies. Data was collected from 263 South African youth who are loyalty programme members. The study tested six hypotheses using Structural Equation Modeling. The software used was SPSS 22 for descriptive statistics and IBM Amos 22. The findings indicate that all six hypotheses are supported. They also suggest the significance of customer satisfaction as a strong mediator of loyalty programmes and repeat purchase behaviour. Moreover, the study reveals that the mediating influence of customer commitment on loyalty programmes and repeat purchase behaviour is the weakest. The findings reveal that by building customer satisfaction and customer trust amongst the youth, marketers can positively impact on the success of loyalty programmes and repeat purchase behaviour. This study contributes to the literature on loyalty programmes amongst youth within a developing market context. It can assist marketers in developing sound loyalty programmes aimed at the youth market in South Africa. Limitations and future research directions are discussed. / MT2017

A dissertation submitted to the Faculty of Engineering and the Built Environment, University of the Witwatersrand, in fulfilment of the requirements for the degree of Master of Science in Building. / With changing supply and demand economic conditions which may be unfavourable, it is imperative that investors time redevelopment of a property asset in order to maximise profitability. When correlating the relationship between capital values and vacancy rates of super regional shopping in South Africa between the years 2003 – 2012 there is a positive correlation, meaning that investors are not adequately timing the redevelopment of super regional shopping centres in order to maximum profitability. This research utilizes multi-stage real options to time redevelopment of shopping centres in order to maximise profits, through the analysis of supply and demand economic variables; and the Black-Scholes Model. The research methodology of the study ensured that the research results utilized were thoroughly investigated and tested through reliability and validity testing measures; and that the data collected was harvested from credible and reputable databases such as the Investment Property Databank Limited, Statistics South Africa and the City of Johannesburg.

Thesis (MA) -- University of Stellenbosch, 2000. / ENGLISH ABSTRACT: The underlying problem that prompted this study was to determine whether a relationship existed between organisational culture and organisational performance within a South African organisation. The research problem, furthermore, not only focused on establishing a relationship between aspects of organisational culture and performance, but also on whether variations in the perception of organisational culture are related to organisational performance, i.e. whether the degree to which the organisational culture is widespread or shared among members of the organisation, is related to organisational performance. To answer this question, six hypotheses were formulated with the intention of subjecting them to statistical analysis. The Competence Process of Jay Hall (1996) was used to provide a theoretical framework in terms of which the relationship between the constituent dimensions of organisational culture and organisational performance may be explained. Based on the competence theory it is hypothesised that the dimensions of organisational culture or competence - collaboration, commitment, creativity and the supporting conditions thereof, are directly proportional to the potential for performance. The 40-item Organisational Competence Index (OCI), which forms part of the Organisation Culture Analysis (OCA), is designed to assess the conditions for competence within an organisation. The sampling process finally produced a sample of 988 respondents that completed the organisational culture questionnaires (OCls). The organisation was divided into 60 areas or business units that were stratified throughout the organisation. A stratified sampling technique was therefore used, and the above mentioned geographical subdivisions were used as strata. Because of the all-pervasive nature of accounting as the language of business, financially based indicators are universally adopted to measure organisational performance. Taking the various arguments and proposed measures into consideration, it was decided to use the following three objective performance criteria: 1) financial profits; 2) stock losses; and 3) labour turnover - (indicative of the voluntary survival rate). Commercial organisations ultimately have one important "bottom line", to create wealth for all associated with the organisation and therefore to be financially successful. Thus, the indicators of organisational performance that were used are all directly relevant and based on the so-called financial "bottom line" of the organisation. To determine the relationship between the average organisational culture scores and the performance indicators, the product moment correlation coefficients were computed between each area's average organisational culture dimension scores and the three indicators of performance. Commuting the coefficient of variation arrived at the variation in average culture dimension scores per area. To establish the relationship between the variation in average culture dimension scores and the performance indicators, the correlation coefficients were computed between the coefficient of variation and the performance measures. All of these relationships were found to be significant, at least at the 0.05 level. The findings and conclusions arrived at, may be summarised as follows: The first conclusion that can be drawn is that the business units in which the members experience collaboration and the supporting conditions thereof to a greater degree are likely to be more profitable, to experience fewer stock losses and lower labour turnover, compared to those business units where members experience the collaboration dimension to a lesser degree. The second conclusion that can be drawn is that the business units in which the members experience commitment and the supporting conditions thereof to a greater degree are likely to be more profitable, to experience fewer stock losses and lower labour turnover compared to those business units where members experience the commitment dimension to a lesser degree. The third conclusion that can be drawn is that the business units in which the members experience creativity and the supporting conditions thereof to a greater degree are likely to be more profitable, to experience fewer stock losses and lower labour turnover compared to those business units where members experience the creativity dimension to a lesser degree. The fourth conclusion that can be drawn is that the business units in which the members experience the dimensions of competence and the supporting conditions thereof to a lesser degree of variance are likely to be more profitable, to experience fewer stock losses and lower labour turnover compared to those business units where members experience the culture dimensions to a greater degree of variance. In more practical terms, it would seem that the dimensions of competence might well explain why some business units (possibly organisations) are more successful than others. / AFRIKAANSE OPSOMMING: Die onderliggende vraag wat tot hierdie studie gelei het, was om te bepaal of daar 'n verband bestaan tussen die organisatoriese kultuur en die organisasie prestasie van 'n Suid Afrikaanse maatskappy. Die navorsingsprobleem het verder nie net gefokus op die vestiging van 'n verband tussen aspekte van organisasie kultuur en prestasie nie, maar ook probeer om te bepaal of die variansie in die persepsie van organisasie kultuur ook verwant is aan prestasie. Om hierdie vrae te beantwoord is ses hipoteses geformuleer met die intensie om hulle statisties te toets. Die Bevoegdheidsproses van Hall (1996) is gebruik as die teoretiese raamwerk wat die verband tussen die samestellende dele van organisasie kultuur en organisasie prestasie verduidelik. Hierdie teorie veronderstel dat die dimensies van organisasie bevoegdheid - samewerking, toevertrouing, kreatiwiteit en die onderskeie ondersteunende kondisies van elk, direk proporsioneel is aan die potensiaal vir prestasie. Die 40-item Organisasie Bevoegdheidsindeks (OCI), wat deel vorm van die Organisasie Kultuur Analise (OCA), is ontwerp om die kondisies VIr bevoegdheid in die organisasie te meet. Die steekproef het bestaan uit 988 respondente wat die organisasie kultuur vraelyste (OCI) voltooi het. Die organisasie is verdeel in 60 areas of besigheidseenhede wat regdeur die organisasie gestratifiseer is. 'n Gestratifiseerde steekproef trekkingstegniek is dus gebruik. Finansieel gebaseerde indikatore word universeel gebruik om orgamsasie prestasie te meet. In die keuse van prestasie indikatore, is verskeie argumente en voorgestelde indikatore in ag geneem, en is daar besluit om die volgende objektiewe kriteria te gebruik: 1) finansiële winste, 2) voorraad verlieste en 3) arbeidsomset. Kommersiële organisasies het uiteindelik een hoof doel, om rykdom te skep vir sy aandeelhouers en dus om finansieel suksesvol te wees. Die indikatore van prestasie is dus so gekies dat hulle relevant is en op hierdie doelwit gebaseer is. Om die verband te bepaal tussen die organisasie kultuur-tellings en die prestasie indikatore, is die produk moment korrelasie koëffisiënt bereken tussen die gemiddelde organisatoriese kultuur-tellings vir elke area en die area se tellings op die drie prestasie indikatore. Die variansie in die gemiddelde kultuurmeting per area was bereken deur middel van die koëffisiënt van variansie. Die korrelasie koëffisiënt is bereken tussen hierdie meting, en die prestasiemeting vir elke area. Al hierdie verhoudings was ten minste op die 0.05 vlak betekenisvol. Die bevindinge en gevolgtrekkings van hierdie studie sluit die volgende in: Die eerste gevolgtrekking wat gemaak is, was dat die besigheidseenhede waar die werknemers die samewerkingsdimensie, en die ondersteunende kondisies daarvan, tot 'n groter mate ervaar het, meer wins gemaak het, laer vooraadverliese gely het en 'n laer arbeidsomset gehad het in vergelyking met die besigheidseenhede wat die samewerkingsdimesie tot 'n mindere mate ervaar het. Die tweede gevolgtrekking wat gemaak is, was dat die besigheidseenhede waar die werknemers toevertrouing, en die ondersteunende kondisies daarvan tot 'n groter mate ervaar het, meer wins gemaak het, laer vooraad verlieste gely het en 'n laer arbeidsomset gehad het in vergelyking met die besigheidseenhede wat die toevertrouingsdimensie tot 'n mindere mate ervaar het. Die derde gevolgtrekking wat gemaak is, is dat die besigheidseenhede waar die werknemers die kreatiwiteitsdimensie, en die ondersteunende kondisies daarvan, tot 'n groter mate ervaar het, het meer wins gemaak, laer vooraad verlieste gelyen 'n laer arbeidsomset gehad in vergelyking met die besigheidseenhede wat die kreatiwiteitsdimensie tot 'n mindere mate ervaar het. Die vierde gevolgtrekking wat gemaak is, was dat die besigheidseenhede waarby 'n kleiner mate van variansie in die kultuurmetings gevind is, het daardie besigheidseenhede meer profyt gemaak, laer vooraadverliese gelyen 'n laer arbeidsomset gehad in vergelyking met die besigheidseenhede waar daar 'n groter mate van variansie in die kultuurrnetings was. In meer praktiese terme wil dit voorkom of die dimensies van bevoegdheid tot 'n mate kan verduidelik hoekom sekere besigheidseenhede (moontlik organisasies) meer suksesvol is as ander.

Assignment (MEcon)--University of Stellenbosch, 2001. / ENGLISH ABSTRACT: The field study reported here examined the importance of branding in the low cost retail industry. Two low cost retailers were identified, who sell boys grey school trousers. The one retailer sells the trousers with a brand name, while the other doesn't sell the grey school trousers with a brand name. Sales volumes of both retailers were drawn for a certain period and questionnaires were developed and sent to the different shops to be completed by the customers to determine how important brands were to them. The results of the research indicated that the retailer selling grey school trousers with a brand name sold more units than the retailer selling the grey school trousers without a brand name. Furthermore, the customers indicated that they would buy grey school trousers with a brand name rather than buying grey school trousers without a brand name, / AFRIKAANSE OPSOMMING: Die navorsing wat hier gerapporteer word, ondersoek die belangrikheid van handelsmerke in die lae-koste kleinhandel industrie. Twee lae-koste kleinhandelaars is geidentifiseer wat grys skool langbroeke vir seuns verkoop. Die een kleinhandelaar verkoop die grys skoollangbroek met 'n handelsnaam, terwyl die ander kleinhandelaar nie die broek met 'n handelsnaam verkoop nie. Verkoopsvolume data vir 'n sekere periode is van beide kleinhandelaars getrek en vraelyste is ontwikkel en na die winkels gestuur. Die klient moes die vraelys voltooi om te bepaal hoe belangrik handelsmerke vir die klient is. Die resultate van die studie het daarop gedui dat die kleinhandelaar wat die grys skool langbroek met die handelsmerk verkoop, meer eenhede verkoop het as die kleinhandelaar wat die grys skool langbroek sonder handelsmerk verkoop. Verder het die klient aangedui dat die grys skool langbroek met 'n handelsnaam eerder gekoop sal word as 'n grys skoollangbroek sonder handelsmerk.

Thesis (MTech (Business)) --Cape Peninsula University of Technology, 2009 / The Faculty of Business at the Cape Peninsula University of Technology conducts research in the niche area: “The Effective Management of SMMEs” as identified by the National Research Foundation of South Africa. The research contained within the ambit of this thesis, has as its objective to establish the current position of performance measures utilised daily in the business activities by fast food franchisees, to raise awareness of future performance drivers (i.e. the critical success factors or non-financials aspects), and to highlight the importance of measuring the key performance areas of both financials and non-financial indicators as significant contributors to sustainability and growth of an enterprise. The challenge managers is currently faced with pertain to the managing of businesses for results i.e. identifying the drivers of financial success, finding a balance to measure financial and non-financial performances, appraising and compensating people’s performance. Lacking such tools, businesses have encountered difficulties managing what they could not describe or measure, or that are exposed to the risk of failure. Financial accounting (historic information) does not provide details about factors that actually help grow market share and profits (the main drivers of future performance). The questions which should be asked, are: Are the managers of fast food franchisees able to identify critical information or articulate factors that are important to actually help grow market share and profits? What tools are utilized to measure and drive value in real-time? To what level is performance measured, and what is the role and purpose of the utilised measures in the fast food franchisees? Most importantly, to what extent are franchisees in the fast food industry equipped by franchisors through a franchise “package”? This remains problematic as the need to identify and understand information critical for decision making in the fast food industry becomes imperative for the growth and sustainability of the organization. To answer these questions, the performance measures actually used by franchisees, will be surveyed. The proposed study will involve the collection, compilation, and analysis of both financials and non-financials performance measures using survey data from fast food franchisees within the Cape Metropolis. Quantitative data will be collected through opened and closed ended questionnaires (distributed to owners/managers of outlets) to document the existing performance measures and resulting perceived benefits. The outcome of this thesis will help franchisees to identify critical success factors and raise awareness with franchisors on inadequacies in the franchise package, so as to contribute to the effective management of small businesses. Furthermore, the research will be of importance in empowering the fast food sector to take advantages of alternative performance measures, improve their business efficiencies and increase their capacity to grow and be sustainable.