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The primary objective of the study was to determine the business success factors for the second-hand motor vehicle industry in the Vaal Triangle. This kind of study has never been conducted before within the Vaal Triangle and it is therefore intended to contribute to the body of knowledge within the field of entrepreneurship. A questionnaire was designed and distributed to dealerships within the Vaal Triangle region, and it was administered by the researcher. There are one hundred and twenty three (123) dealerships in the Vaal Triangle and fifty eight (58) participated in the study. The demographics of the study revealed that males dominate car dealerships as compared to females, and also that Whites and Indians are the dominating races. Most participants are relatively young, i.e. less than 35 years and also the majority of dealerships are less than 15 years old. Furthermore, the study found that participants preferred starting a business from their pockets rather than going to the bank or government institutions such as IDC or NEF for funding. There was no significant difference in opinion between males and females. There were, however, medium to large differences in opinion between owner, manager and sales executive on some of the entrepreneurial constructs, for example, customer services and SME characteristics. The study concluded that business success factors for the second-hand car industry in the Vaal Triangle region are (ranked from highest to lowest): Entrepreneurial competences, Marketing of the dealership, Dealership location, Product and Customer services, Characteristics of the Small Medium Enterprise and lastly, Resources and funding of the business. Based on the results of the analysis and discussions, practical recommendations are made which will assist in improving the knowledge in the field of entrepreneurship within the car industry. / MBA (Business Administration), North-West University, Potchefstroom Campus, 2015

The primary objective of the study was to determine the business success factors for the second-hand motor vehicle industry in the Vaal Triangle. This kind of study has never been conducted before within the Vaal Triangle and it is therefore intended to contribute to the body of knowledge within the field of entrepreneurship. A questionnaire was designed and distributed to dealerships within the Vaal Triangle region, and it was administered by the researcher. There are one hundred and twenty three (123) dealerships in the Vaal Triangle and fifty eight (58) participated in the study. The demographics of the study revealed that males dominate car dealerships as compared to females, and also that Whites and Indians are the dominating races. Most participants are relatively young, i.e. less than 35 years and also the majority of dealerships are less than 15 years old. Furthermore, the study found that participants preferred starting a business from their pockets rather than going to the bank or government institutions such as IDC or NEF for funding. There was no significant difference in opinion between males and females. There were, however, medium to large differences in opinion between owner, manager and sales executive on some of the entrepreneurial constructs, for example, customer services and SME characteristics. The study concluded that business success factors for the second-hand car industry in the Vaal Triangle region are (ranked from highest to lowest): Entrepreneurial competences, Marketing of the dealership, Dealership location, Product and Customer services, Characteristics of the Small Medium Enterprise and lastly, Resources and funding of the business. Based on the results of the analysis and discussions, practical recommendations are made which will assist in improving the knowledge in the field of entrepreneurship within the car industry. / MBA (Business Administration), North-West University, Potchefstroom Campus, 2015

For the thinking of System Dynamics guidance the priority is the understanding and governing the Dynamic Complexity of management strategy in the enterprise operation, how to get over the maze of Dynamic Complexity in the field of strategy management has been becoming the necessary thinking, and also be required as the basic element of enterprise management for all remarkable entrepreneurs. Dynamic Complexity is existing in the nature (Marco Cycling), also embodying in each human being (Micro Cycling), which is changing in every mil-second, interacting and maintaining the cyclic operation in harmonic balance skillfully. As likely, the internal, external environment and conditions of the enterprise operation are also varing, inter-complementing, inter-restricting all the time so as to reciprocally create the constant rule of Causal Feedback. The philosophy concept and method of System Dynamics, System Thinking is completely furnishing a key to release the Dynamic Complexity, so the management strategy can be reviewed, integrated by this marco thinking to the fullness. General reviewing on the operation status of Small-Medium Enterprise (SME) in Taiwan are being become more strictly constricted by the marco economical environment and the owned resource of each self. The sustained years of enterprise operational life and the ratio of survived company numbers of SME are becoming lower-down year by year. Therefore, in the front of management the System Complexity has been more serious now, then how to find out a key to pass thru this maze is the focus of thinking in this thesys researching. By a Questionnaire Investigation in this study the Strategy Themes of SME in Taiwan have been selected by the management of bench-marking enterprises for which they are most concerning about, there-after the Strategy Themes of System Complexity on Strategy Map, Balanced Scorecard are infrastructed. The dynamic inter-relation of Strategy Themes are displayed in the four perspectives of Balanced Scorecard and Strategy Map, there-after the real example of an enterprise is substantially applied to illustrate KPI and target of Balanced Scorecard and the Action Plan in this study. The core of System Complexity for these Strategy Themes are guidied to study by the System Thinking of Causual Diagram, One General Diagram is arised and ten of Causual Diagram are constructed separately from it to present the inter-relative of these Strategy Themes connections, there-after ¡§Positive Loop¡¨ (Reinforcing Loop), Negative Loop (Balancing Loop), Time Delay in each Loop are reviewed and explained the presentation of its inter-relative and followed up the workable leverage solutions as per the experienced reality of business practice. The presentation in each Causual Diagram doesn¡¦t mean to only one implication exclusively, it is giving the management to have the non-linear, marco reviewing more widely on these Strategy Themes and it will be able to find out the solutions and settlement when they are facing or tired-up by the same or similar strategy concerns in the substantial of business operation. This will be the favorable way of the management to find out a key for getting over the maze of System Complexity. Keyword: System Dynamics, System Thinking, Dynamic Complexity, Balanced Scorecard, Strategy Map, Small-Medium Enterprise.

The landscape of banking has changed drastically over the past two decades. Client loyalty is key for banks to stay relevant and deliver sustainable growth. In that context the objective of this research is to identify the main factors that determine client loyalty of small to medium sized businesses to banks and to rank these according to importance. The purpose of the study is using management information systems to determine the client loyalty drivers in SMEs within the banking industry as well as ranking them according to the level of importance. The study defines and provides a broad overview of the different concepts. It further provides an overview of the banking industry and casual factors driving the need to focus on client loyalty. A high-level overview of SMEs are also covered The current problem statement has a look at the various areas of concern to the banking industry such as high level debt ratios, weak corporate demand, and more The research methodology; objectives; design; scope; significance and the limitations of the study are outlined. Obtaining high levels of client loyalty remains a challenge for banks; failing, places banks at risk and hampers their ability to grow. MIS is the main enabler in understanding client loyalty, tracking client behaviour and changing needs. For this purpose a questionnaire was employed to obtain a deeper understanding of what drives client loyalty. A secondary source of information incorporated into the study is recent surveys done by KPMG, Accenture, Ernest & Young, and others. The model currently used by banks is based on the net promoter system. Client satisfaction, and Relationship and Service Quality are factors that get measured and incorporated in the net promoter system. Other factors that showed relevance and impact on client loyalty are Product Quality, Skills/EQ and Corporate/brand image. The researcher aims to explain the effect and influence the aforementioned have on client loyalty as well as rank these in order of importance in small to medium-sized business banking clients in South Africa. Primary data has been used in this study complemented by secondary data. A quantitative method has been adopted for this study. The techniques employed are: Frequency, Reliability (including the mean, standard deviation & Cronbach’s Alpha coefficient) and the Spearman Rank Order Correlations. The sample consisted of SMEs in Johannesburg Central Region and 200 questionnaires were distributed to conveniently selected SMEs out of a total population of 550. Sixty one (61) SMEs responded resulting in a 31% response rate. The study evidenced that the factors listed are interlinked and have an influence on client loyalty. The study has also demonstrated that the link between customer loyalty and true sustainable organic growth is well established. Limitations of the study are discussed. The researcher also recommends that a management information system be employed; that the study be extended to include large and corporate business and that the framework be broadened to include trust, product/channel, skills/EQ and brand/image. / MBA, North-West University, Potchefstroom Campus, 2014

Introduction: Nowadays beverage companies must focus on maintaining healthy finishedgoods inventory stocks in order to be able to decrease inventory costs, meet customerrequirements and to obtain competitive advantage. However many beverage SMEdon’t have an accurate planning and forecasting to manufacturing inventories. Thereforethey often face the problem of optimization in inventory management due to several differentreasons. As a result, company loses its competitiveness. Thus, there is a need tocoordinate Inventory activities of beverage SMEs to improve inventories’ planning. The purpose of this study is to analyze how inventory management is organized in a small Chinese beverage company. Frame of reference: This research is based on the theoretical framework relates with InventoryManagement (IM) and Retailer-managed inventory (RMI), vendor-managed inventory(VMI) and Collaborative Planning, Forecasting and Replenishment (CPFR).Empirical Data were collected through personal interviews and organization documents. Methodology: The research strategy for this paper is a single case study. This strategy allows investigating topic in its real life context. The inductive approach is used for this research based on qualitative data. The major source of data collection was semi-structured interviews and the company's documents. For analyzing data categorization approach was applied. Conclusion: The study found that inventory management theories presented in scientificliteratures are used in practice. To achieve better inventory management for beverageSMEs, the authors summarize four importance parameters based on literatures and findings.The authors also provide some suggestions based on the importance parameters inthe conclusion to optimize the case company’s inventory management.

The landscape of banking has changed drastically over the past two decades. Client loyalty is key for banks to stay relevant and deliver sustainable growth. In that context the objective of this research is to identify the main factors that determine client loyalty of small to medium sized businesses to banks and to rank these according to importance. The purpose of the study is using management information systems to determine the client loyalty drivers in SMEs within the banking industry as well as ranking them according to the level of importance. The study defines and provides a broad overview of the different concepts. It further provides an overview of the banking industry and casual factors driving the need to focus on client loyalty. A high-level overview of SMEs are also covered The current problem statement has a look at the various areas of concern to the banking industry such as high level debt ratios, weak corporate demand, and more The research methodology; objectives; design; scope; significance and the limitations of the study are outlined. Obtaining high levels of client loyalty remains a challenge for banks; failing, places banks at risk and hampers their ability to grow. MIS is the main enabler in understanding client loyalty, tracking client behaviour and changing needs. For this purpose a questionnaire was employed to obtain a deeper understanding of what drives client loyalty. A secondary source of information incorporated into the study is recent surveys done by KPMG, Accenture, Ernest & Young, and others. The model currently used by banks is based on the net promoter system. Client satisfaction, and Relationship and Service Quality are factors that get measured and incorporated in the net promoter system. Other factors that showed relevance and impact on client loyalty are Product Quality, Skills/EQ and Corporate/brand image. The researcher aims to explain the effect and influence the aforementioned have on client loyalty as well as rank these in order of importance in small to medium-sized business banking clients in South Africa. Primary data has been used in this study complemented by secondary data. A quantitative method has been adopted for this study. The techniques employed are: Frequency, Reliability (including the mean, standard deviation & Cronbach’s Alpha coefficient) and the Spearman Rank Order Correlations. The sample consisted of SMEs in Johannesburg Central Region and 200 questionnaires were distributed to conveniently selected SMEs out of a total population of 550. Sixty one (61) SMEs responded resulting in a 31% response rate. The study evidenced that the factors listed are interlinked and have an influence on client loyalty. The study has also demonstrated that the link between customer loyalty and true sustainable organic growth is well established. Limitations of the study are discussed. The researcher also recommends that a management information system be employed; that the study be extended to include large and corporate business and that the framework be broadened to include trust, product/channel, skills/EQ and brand/image. / MBA, North-West University, Potchefstroom Campus, 2014