Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: This thesis has two objectives, namely: • The construction of a deduced model to evaluate the strategic management of a company. • The application of this deduced model to evaluate the strategic management of the South African Breweries Limited. In essence the model deduced that a company's overall strategic success would ultimately be embodied and reflected in the following aspects: • The company's ability to achieve its stated vision and mission. • The company's ability to add value to its shareholders. • The company's financial performance. • The company's diversification strategy. • The company's shareholding. • The company's ability to be flexible. • The company's strengths, weaknesses, opportunities and threats. The South African Breweries Limited strategic performance, based on the deduced model, essentially and by exception indicated the following for the period 1991 to 2001 (see Chapters 3 and 4 for detailed and quantified analysis): • SAB achieved its stated vision and mission long before its target date. • SAB's drive to add value and maintain its shareholders confidence has been relatively successful. • SAB's operational performance has been relatively successful with a very evident strategy of low cost / low margin, but high volume strategy. Asset utilisation was however not on par with the largest brewer in the world. • SAB's strategic intent to be viewed by its customer as best cost provider has been relatively successful in that its price increases has been less than 85% of the official CPI, whilst at the same time it was awarded international accolades for product quality. • SAB's financial performance compares favourably against Anheuser Busch's, but it performed dismally with regards to its debtors' collection period since 2000 with an all time high of 101 days in 2001. • SAB's diversification strategy has refocused on its core business of consumer beverage market since South Africa's re-admission to the world market in 1994. • The rumour of another large brewer obtaining a relative large shareholding in SAB with a potential future merger was countered by SAB themselves in 1999 I 2000. • Since South Africa's re-admission to the world market, SAB has been able to refocus on its core business very quickly and shed its non-core businesses whilst at the same time becoming a world player. SAB South Africa has however faltered slightly in not being able to counter the slight loss of market share to substitute products. • SAB's entrance to the world markets, especially the emerging markets, has not only presented opportunities, but also threats and risks related to emerging economies. • The Chief Executive, Mr G Mackay, indicated that the investments in the emerging markets require optimisation and productivity improvements in order to achieve similar successes to its South African beer business. In summary it is evident that SAB has undoubtedly been successful up to 2001, but that the real challenge and proof of sustainable success in a multi country economy remains to be seen. To ensure continual growth as well as reduce and hedge its risk associated with emerging markets, diversification into an established first world brewing company, brand and market seem to be a logical next step. / AFRIKAANSE OPSOMMING: Hierdie tesis het twee doelstellings: • Die samestelling van 'n afgeleide model om die strategiese bestuur van 'n maatskappy te evalueer. • Die toepassing van hierdie model om die strategiese bestuur van die South African Breweries te evalueer. In wese lei die model af dat 'n maatskappy se strategiese sukses uiteindelik weerspieël word op die volgende gebiede: • Die maatskappy se vermoë om sy bepaalde toekomsblik (visie) en doelstellings (missie) te bereik. • Die maatskappy se vermoë om sy aandeelhouers toegevoegde waarde te bied. • Die maatskappy se finansiële prestasie. • Die maatskappy se diversifikasie strategie. • Die maatskappy se aandelehouding. • Die maatskappy se vermoë om buigsaam te wees. • Die maatskappy se sterk punte, swakhede, geleenthede en bedreigings. Teen die agtergrond van die model het die South African Breweries se strategiese prestasie van 1991 tot 2001 die volgende getoon (sien hoofstukke 3 en 4 vir 'n gekwantifiseerde ontleding): • SAB het lank voor sy vasgestelde mikdatum sy voorafgestelde visie en missie bereik. • SAB se strewe om toegevoegde waarde te bied en sy aandeelhouers se vertroue te behou, was relatief suksesvol. • SAB se bedryfsprestasie was redelik suksesvol met 'n baie duidelike strategie van lae koste/winsgrens met hoë volumes. Die benutting van sy bates was egter nie op dieselfde vlak as by die wêreld se grootste brouer, Anheuser Busch, nie. • SAB se doelstelling om deur sy kliënte as 'n verskaffer van die beste waarde beskou te word, was redelik suksevol insoverre dat prysverhogings minder as 85% van die amptelike VPI was. Terselfdertyd is hy internasionaal lof toegeswaai vir die gehalte van sy produkte. • SAB se finansiële prestasie vergelyk gunstig met die van Anheuser Busch, maar hy het klaaglik misluk met skuldinvordering sedert 2000, met 'n hoogtepunt van 101 invorderings dae in 2001. • Sedert Suid-Afrika se terugkeer na die wêreldmark in 1994 is SAB se strategie om te diversifiseer weer gekonsentreer op sy kernbedryf, naamlik die verbruiker-drankmark. • Gerugte dat 'n ander brouer 'n relatiewe groot aandeelhouding in SAB wou bekom met die oog op 'n toekomstige samesmelting is in 1999/2000 deur SAB afgeweer. • Sedert Suid-Afrika se hertoelating tot die wereldmark het SAB homself baie vinnig weer toegespits op sy kernbedryf en ontslae geraak van nie-kern-sake. Terselfdertyd het hy 'n rolspeler op die wereldmark geword. SAB Suid-Afrika het egter nie heeltemal daarin geslaag om te keer dat hy 'n marginale markaandeel afstaan aan alternatiewe produkte nie. SAB se toetrede tot die wereldmark, veral opkomende markte, het nie net geleenthede gebied nie, maar ook verwante bedreigings en risiko's van ontwikkelende ekonomieë meegebring. • SAB se Hoof Uitvoerende Beampte, mnr. G. Mackay, sê dat SAB beleggings in opkomende markte verg optimalisering en groter produktiwiteit om soortgelyke sukses as in die Suid-Afrikaanse biermark te behaal. Opsommend is dit duidelik dat SAB tot in 2001 suksesvol was. Daar lê egter groot uitdagings voor en die bewys van sukses in 'n meerlandige ekonomie moet nog gelewer word. Om aanhoudende groei te verseker sowel as om die risiko's verbonde aan opkomende markte te verminder en daarteen te skerm, lyk aansluiting by of investering in 'n gevestigde brouer in die eerste wereld na 'n logiese volgende stap.

After careful review of all the relevant literature pertaining to motivation, performance management and compensation in the form of incentives, this thesis focuses primarily on determining whether a statistically significant relationship exists between individual needs and the choice of an incentive scheme option. The secondary aims of the research are to determine whether: A relationship exists between the job grade of an individual and the choice of an incentive scheme. A particular incentive scheme option is preferred by the employees in The South African Breweries (SAB). A particular preference exists, and if so, to make recommendations to SAB for consideration as alternatives to their existing incentive scheme options. After collation of the survey data from the respondents in the sample, the analysis and discussion of the results determined that no significant relationship exists between individual needs and the choice of an incentive scheme option. It was, however, determined that a significant relationship exists between the grade of the employees in SAB and their choice of an incentive scheme. 81% of all respondents indicated a desire for shares as an option in their Short Term Incentives (STI) which indicates a desire for shares in some form or another and may well indicate a level of confidence and commitment by the employees to the organisation. Although the research hypothesis was not proven, significant insights into remuneration within SAB was obtained, which has resulted in recommendations being made for further research into the option of shares in some form or another in the organisation. A further recommendation for SAB is to consider some form of share options for all employees in the organisation. As many other organisations that are performing at remarkable levels attest this performance to share ownership and the behaviour that emanates from it, it would be in the interests of SAB to further investigate the issue as it may improve performance, ownership and retention within the company.

A customer relationship management programme is a management tool that enables organisations to identify, satisfy and retain customers profitably by leveraging information technology. In addition to this the programme also links all the functional business units of the organisation together to operate as a single cohesive unit. This paper investigates whether or not SAB Miller should utilise a customer relationship management programme to provide off-trade retailers with world-class customer service. An important reason for this investigation is that the local beer market has experienced declining growth over the past few years. Furthermore SAB Miller which has had a monopoly in the South African beer market now faces increased competition in the premium segment of the beer market, which is experiencing growth and has good margins. In order to determine whether or not SAB Miller should institute a customer relationship management programme, a theoretical and empirical investigation was undertaken. The theoretical investigation provided a background to what components make up a customer relationship management programme and how these components are used to develop a customer relationship management strategic framework. Due to customer relationship management programmes not operating in isolation, the various key functions that support a customer relationship management programme were also introduced. Both the advantages and disadvantages of using such a programme were also introduced. The information technology aspects of the customer relationship management programme were also investigated. In terms of the empirical study it was determined that SAB Miller is not currently using a customer relationship management programme. The company, however, does make use of a tailored service package to segment their customers, to determine call frequencies by representatives, the financial needs of customers and what level of service to provide to customers. However, after conducting personal interviews with a sample of off-trade retailers in the Nelson Mandela Metropolitan Municipality, it was determined that SAB Miller and Namibian Breweries Ltd (Brandhouse) provided very similar levels of service in terms of key functions supported by a customer relationship management programme. Therefore, by introducing a customer relationship management programme, SAB Miller could enhance their service levels and profitability to off-trade retailers in the Nelson Mandela Metropolitan Municipality.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: "Poverty is unnecessary. People are capable of getting themselves out of poverty. All they need is opportunities. They are not waiting for charity or handouts. Charity is good but it is not good enough. If you turn it into a business proposition, then it's very powerful, because it can run on its own steam" (Muhammed Yunus, Nobel Prize of Economics, 2006). It is widely acknowledged in current literature that business is one of the most powerful forces for change in the 21 st century. One of the major challenges is to harness this potential and to allocate it accurately to where it is most effective. Leaders globally are increasingly acknowledging that new business models are emerging that can effectively combine citizenship and profitability without unduly sacrificing returns to shareholders, but rather enhancing them. The term Corporate Social Responsibility (CSR) has been abandoned by most South African firms in favour of the term Corporate Social Investment. This has been done in order to divert attention from calls on business to redress the results of the country's historical contribution to the apartheid system. Businesses have responded strongly to the pressures of CSR. CSR in South Africa has become an inherent aspect of any organisation's overall business strategy. For South Africa to achieve their goals of reducing poverty, accelerating economic growth, and providing better services to their citizens there has to be a strong focus on encouraging large corporate involvement. This thesis discusses the Corporate Social Responsibility (CSR) programmes implemented by selected large companies operating in South Africa and the attempts they have made to close the poverty gap at the bottom of the pyramid. The second part of this thesis provides a closer and detailed discussion of South African Breweries enterprise development programmes, viz: Ukusa and Mahlasedi. The outcome of this thesis provides further evidence that poverty alleviation strategies can be effective and sustainable if they incorporate private sector approaches that promote entrepreneurial development within the target population in South Africa. It also emphasises that CSR programmes not only provide opportunity for the population at the bottom of the pyramid but directly influences the growth and sustainability of many businesses in South Africa. / AFRIKAANSE OPSOMMING: Dit word oral in huidige literatuur erken dat besigheid een van die sterkste kragte vir verandering in die 21 ste eeu is. Een van die grootste uitdagings is om hierdie potensiaal te benut en om dit akkuraat toe te wys na waar dit die doeltreffendste aangewend kan word. Leiers wêreldwyd erken toenemend dat nuwe besigheidsmodelle verskyn wat burgerskap en winsgewendheid doeltreffend kan kombineer sonder oormatige opoffering van winste aan aandeelhouers maar trouens eerder deur die verhoging daarvan. Die term Korporatiewe Maatskaplike Verantwoordelikheid (KMV) was deur die meeste Suid-Afrikaanse maatskappye ten gunste van die term Korporatiewe Maatskaplike belegging verruil. Dit is gedoen om aandag weg te lei van beroepe op ondememings om die gevolge van die land se historiese bydrae tot die apartheidstelsel reg te stel. Besighede het heftig gereageer op die druk van KMV. KMV in Suid-Afrika het 'n inherente aspek van enige organisasie se oorkoepelende besigheidstrategie geword. Vir Suid-Afrika om hierdie doelwitte van armoedevermindering, versnelde ekonomiese groei en beter diensverskaffing aan burgers te bereik, moet daar 'n sterk klem op die aanmoediging van korporatiewe betrokkenheid wees. Hierdie tesis bespreek die Korporatiewe Maatskaplike Verantwoordelikheidsprogramme (KMV-programme) wat deur geselekteerde groot Suid-Afrikaanse maatskappye geimplementeer is en die pogings wat hulle aangewend het om die armoede gaping aan die onderkant van die inkomstepiramide te vernou. Die tweede deel van hierdie tesis verskaf 'n fyner en breedvoeriger bespreking van die Suid-Afrikaanse Brouerye se Ondernemingsontwikkelingsprogramme, nl. Ukusa en Mahlasedi. Die uitkoms van hierdie tesis verskaf verdere bewyse dat armoedeverligtingstrategieë doeltreffend en volhoubaar kan wees indien dit privaat-sektor benaderings inkorporeer wat entrepreneurskaps ontwikkeling binne die teikenbevolking in Suid-Afrika bevorder. Dit beklemtoon ook dat KMV-programme geleenthede vir die deel van die bevolking aan die onderkant van die inkomstepiramide skep, en terselfdertyd die groei en volhoubaarheid van talle ondernemings in Suid-Afrika regstreeks beinvloed.

Thesis (MPhil (Industrial Psychology))--University of Stellenbosch, 2006. / The impact of HIV/AIDS on small and medium enterprises (SMEs) is little known in South Africa. SMEs are arguably the largest employer, nationally, particularly in the Western Cape. Unfortunately, SMEs fall within the profile of businesses that have neither measured the prevalence and impact of HIV/AIDS on their businesses, nor devised a response to it. Realizing the risks and costs posed by HIV/AIDS in their business partners, chief executive officers of Western Cape corporate employers, signed a pledge to mentor SMEs. This paper focuses specifically on the mentorship programme of South African Breweries (SAB), which uses taverns and shebeens as a platform for education and awareness programmes in the fight against HIV/AIDS. This was a comparison study, which measured the Knowledge, Attitude and Practice (KAP) of trained and untrained tavern owners in four geographical areas to determine how business has responded to the epidemic. A quantitative research approach was used. The study revealed that the experimental group (trained tavern owners) displayed greater basic knowledge and understanding of HIV and AIDS, than the control group (untrained tavern owners). Some of the challenges facing workplace programmes were the involvement in programmes without enough information. The study concluded that without capacity building through methods such as instruction, coaching, providing experience, modeling, advising, training, information sharing and resources by corporates, the negative impact of HIV/AIDS in SMEs will not be mitigated. While the survey results suggest the need for greater involvement by corporates in mentoring programmes, further research on the role of the private sector in HIV/AIDS management is necessary.

The purpose of the study is to determine the effectiveness of the interventions used by the South African Breweries (SAB) KickStart Programme to establish and grow entrepreneurial small businesses among young South Africans. South Africa has an extremely high unemployment rate, low economic growth and a dismal Total (early-stage) Entrepreneurial Activity (TEA). With regard to established businesses (older than three-and-a-half years), the GEM report of 2005 ranked South Africa the lowest of all the countries surveyed. The SAB KickStart Programme comprises five phases: an awareness campaign, recruitment and training, a business plan competition for grants, success enhancement and national awards. The following interventions form part of the programme: the General Enterprising Tendency (GET) test; two-week live-in business management training; funding and mentoring; and a national competition for prize money. At every stage, adjudication is based on business plans and presentations. The evaluation of the effectiveness of an existing entrepreneurship programme, the SAB KickStart Programme, has several advantages, in so far as it determines whether the programme does indeed attain its objectives, and could help to improve the structuring of such programmes for future use by other corporations in South Africa. The population for the study comprised all the participants of the SAB KickStart Programme, from 2001 to 2006. A questionnaire was developed and a response rate of 28.5% was realised. Analysis of variance (ANOVA) was applied to the turnover and percentage profit figures of respondents to investigate the significance of the type of SAB KickStart support afforded. The results were confirmed by the Bonferroni multiple comparison of means test. The deduction is that funding and mentoring, after training, adds value to the programme. Eighty per cent of the SAB KickStarters were still operating their initial businesses, which they owned when they started on the programme, while a further six per cent had started another business, hence a "failure" rate of only 14 per cent. Many other meaningful findings emerged. In conclusion, it can be said that the SAB KickStart Programme adds value and advances entrepreneurship, and could possibly be applied by other large institutions in South Africa In conclusion, it can be said that the SAB KickStart programme adds value and advances entrepreneurship, and can be elevated to other large institutions in South Africa. / Business Management / D.Comm. (Business Management)

The purpose of the study is to determine the effectiveness of the interventions used by the South African Breweries (SAB) KickStart Programme to establish and grow entrepreneurial small businesses among young South Africans. South Africa has an extremely high unemployment rate, low economic growth and a dismal Total (early-stage) Entrepreneurial Activity (TEA). With regard to established businesses (older than three-and-a-half years), the GEM report of 2005 ranked South Africa the lowest of all the countries surveyed. The SAB KickStart Programme comprises five phases: an awareness campaign, recruitment and training, a business plan competition for grants, success enhancement and national awards. The following interventions form part of the programme: the General Enterprising Tendency (GET) test; two-week live-in business management training; funding and mentoring; and a national competition for prize money. At every stage, adjudication is based on business plans and presentations. The evaluation of the effectiveness of an existing entrepreneurship programme, the SAB KickStart Programme, has several advantages, in so far as it determines whether the programme does indeed attain its objectives, and could help to improve the structuring of such programmes for future use by other corporations in South Africa. The population for the study comprised all the participants of the SAB KickStart Programme, from 2001 to 2006. A questionnaire was developed and a response rate of 28.5% was realised. Analysis of variance (ANOVA) was applied to the turnover and percentage profit figures of respondents to investigate the significance of the type of SAB KickStart support afforded. The results were confirmed by the Bonferroni multiple comparison of means test. The deduction is that funding and mentoring, after training, adds value to the programme. Eighty per cent of the SAB KickStarters were still operating their initial businesses, which they owned when they started on the programme, while a further six per cent had started another business, hence a "failure" rate of only 14 per cent. Many other meaningful findings emerged. In conclusion, it can be said that the SAB KickStart Programme adds value and advances entrepreneurship, and could possibly be applied by other large institutions in South Africa In conclusion, it can be said that the SAB KickStart programme adds value and advances entrepreneurship, and can be elevated to other large institutions in South Africa. / Business Management / D.Comm. (Business Management)