Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: The aim of this dissertation is to attempt to shed some light on the strategic issues and shortfalls that accompanied the OK Bazaars (1929) Ltd on its path from being the oldest and largest retailer in South Africa to becoming a spiralling loss-maker and being sold for a mere R1 at the end of what is probably the longest existing retail-trade history for a company this size in South Africa. Only a limited number of South African case studies exist in the field of Strategic Management and the writer will, in the latter part of the dissertation, condense the broad facts to a case study that will serve South African students in the field of Strategic Management. The study firstly follows a theoretical discussion on some Strategic Management theory, especially the two important concepts of vision and mission. This leads to the discussion of a model for Strategic Management or more specific, strategic analysis. The study then concludes with the application of the model on the OK Bazaars, which entails the essence of the report. The focus is on the company since the early seventies and thereafter up until its sale by The South African Breweries(SAB) in 1997. The period under discussion is fragmented into roughly the three decades, that is the seventies, the eighties and the years 1990 to 1997(the nineties). The writer at this stage wishes to emphasise that, due to a number of factors which will be discussed shortly, a broad analytical approach is followed on the seventies with a somewhat more detailed analysis being done on the eighties and, as far as is possible, a full-on analysis of the nineties. The reasons for this approach are as follows: • The 0K Bazaars in its pre-1997 form does not exist anymore and the people involved with the then-existing company are no longer available for comment. Almost no media-published material is available on the OK Bazaars during the seventies with only limited published material on the eighties. • Due to the SAB and Shoprite Holdings, the new owners of OK Bazaars, currently still being in a dispute as to the exact extent of the losses incurred by the OK just prior to the take-over and the nett asset value of the OK Bazaars at the time of the take-over, the situation surrounding the OK and its financial figures are very sensitive at present. As a result very little information is available from Shoprite with no information from SAB except the annual financial reports. By August 2000 there were still indications that the dispute was not yet resolved (De Vynck,2000). Due to the poor performance of OK Bazaars in the last years of its presence in the SAB stable, the annual financial reports of SAB also reflect the minimum information on the company (OK). It is however the aim of the writer to evaluate, with the somewhat limited information at hand, the company from a strategic management point of view and construct these facts to a practical case study for fellow students in this interesting field of management. / AFRIKAANSE OPSOMMING: Die doel van hierdie proefskrif is om te poog om die strategiese probleme en tekortkominge uit te lig wat bygedra het tot die ondergang van OK Bazaars (1929) Bpk, vanaf die stadium dat die OK die grootste kleinhandelaar in Suid-Afrika was totdat dit 'n onomkeerbare verliesmaker geword het en verkoop is vir 'n skamele R1 aan die einde van wat waarskynlik die langsbestaande kleinhandelsgeskiedenis vir 'n maatskappy van hierdie grootte in Suid Afrika is. Daar bestaan slegs 'n beperkte aantal Suid Afrikaanse gevallestudies in die veld van Strategiese Bestuur en die skrywer sal, in die laaste deel van die proefskrif, die breër feite tot 'n gevallestudie reduseer wat gebruik kan word deur Suid Afrikaanse studente in the veld van Strategiese Bestuur. Die studie begin met 'n bespreking van sekere teoretiese aspekte van Strategiese Bestuur, veral die twee belangrike onderwerpe van visie en missie. Dit lei tot die bespreking van 'n model vir Strategiese Bestuur, of meer spesifiek strategiese ontleding of analise. Die studie gaan dan voort met die toepassing van die model op die OK Bazaars, wat die kern van die verslag vorm. Die fokus is op die maatskappy sedert die vroeë sewentigerjare en daarna tot en met die verkoop daarvan deur die SAB in 1997. Die tydperk onder bespreking word rofweg opgedeel in die drie dekades, naamlik die sewentigerjare, die tagtigerjare en die jare 1990 tot 1997 (die negentigerjare). Die skrywer wil reeds op hierdie stadium beklemtoon dat, as gevolg van 'n paar faktore wat hierna bespreek sal word, 'n breë oorsigtelike benadering gevolg word ten opsigte van die sewentigerjare met 'n ietwat meer gedetailleerde ontleding wat ten opsigte van die tagtigerjare gedoen word en, sover as moontlik, 'n volwaardige ontleding van die negentigerjare. Die redes vir hierdie benadering is as volg: • Die OK Bazaars soos dit gelyk het voor 1997 bestaan nie meer nie, en die persone wat betrokke was by die maatskappy soos dit op daardie stadium daar uitgesien het, is nie meer beskikbaar vir kommentaar nie. • Daar is feitlik geen media-gepubliseerde materiaal omtrent OK Bazaars gedurende die sewentigerjare beskikbaar nie, terwyl slegs beperkte gepubliseerde materiaal omtrent die tagtigerjare beskikbaar is. • As gevolg van die feit dat SAB en Shoprite Holdings, die nuwe eienaars van OK Bazaars, tans steeds in a dispuut is insake die presiese omvang van die verliese aangegaan deur die OK net voor die oorname asook die netto batewaarde van OK op die stadium van die oorname, is die situasie rakende die OK en die finansiële resultate daarvan hoogs sensitief op die oomblik. Gevolglik is baie min inligting beskikbaar vanaf Shoprite, terwyl geen inligting vanaf die SAB kant buiten die statutêre jaarverslae beskikbaar is nie. Teen Augustus 2000 was daar steeds aanduidings dat die dispuut nie opgelos is (De Vynck,2000). As gevolg van die swak vertoning van die OK Bazaars in die laaste jare waartydens dit nog binne die SAB stal geval het, reflekteer die jaarlikse finansiële verslae van die SAB slegs die minimum inligting omtrent die maatskappy (OK). Dit is egter die doel van die skrywer om met die beperkte inligting beskikbaar, die maatskappy uit 'n strategiese bestuur-oogpunt te evalueer en hierdie feite dan saam te voeg ten einde 'n praktiese gevallestudie daar te stel vir mede studente in hierdie interessante veld van bestuur.

Submitted in fulfillment of the requirements of the degree of Doctor of Technology: Business Administration, Durban University of Technology, Durban, South Africa, 2015. / ABSTRACT Supply chain management, is the active management of supply chain activities to maximise customer value and achieve sustainable competitive advantage. It represents a conscious effort by the supply chain firms to develop and run supply chains in the most effective and efficient ways possible. Supply chain activities cover everything from product development, sourcing, production, and logistics, as well as the information systems needed to coordinate these activities. Currently, supply chain management has evolved into a complex system where there is a need for redesign and integration into the corporate strategy for strategic fit. The study focuses on: • establishing and analysing corporate strategies used by select FMCGs in KZN South Africa; • examining the challenges impacting on achieving competitive advantage; and • determining performance measures for ensuring consistency between customer satisfaction and the supply chain capabilities (strategic fit). The study followed an exploratory case study design and employed a descriptive, evaluative quantitative analysis method. The results showed that across supply chain companies, the ultimate goal of integration has still to be achieved. There is a lack of trust and companies operate in separate silos. A major recommendation is that supply companies should revisit their supply chain designs to synchronise with intra-intercompany integration built on achieving competitiveness and sustainable profitability through incremental continuous improvement and customer satisfaction. The study concluded that it is imperative that all the elements of McKinsey’s 7- s resource capability model stay interconnected as a web to ensure the successful implementation of integration for strategic fit and superior business performance / D

Research is presented for the degree of Masters of Management in Public and Development Management to the Faculty of Commerce, Law and Management of the University of the Witwatersrand , March 2016 / The study examines the GCIS strategic planning process of 2012/13-2016/17 Strategic Plan that failed the requirements of the National Treasury Frameworks (NTF). This is in accordance with the 2012/13 AGSA report (Department of Government Communication and Information System, 2013). Although the strategic plan covers the period of five years, the financial years discussed are from 2012/13-2015/16 because the 2016/17 has not been implemented. A qualitative research approach was followed in identifying challenges in the GCIS strategic planning process; the purpose of the study is to offer recommendations to the GCIS management on improvement of the planning process. The South African public sector introduced an outcome-based planning approach in 2009, and developed the long-term plan which is the National Development Plan: Vision 2030 (NDP). In addition, NTF were drawn up and implemented to support the outcome-based approach. This approach to planning shifted the focus of government from outputs to outcomes and to the impact of service delivery on the lives of South Africans. The GCIS was mandated to ensure that there was a constant flow of information between the government and its citizens. The GCIS is responsible for providing strategic leadership in government communications within national, provincial and local government. In order to do this, it embarks on two planning processes, one to develop the National Communication Strategy and the other to develop the strategic plans of the GCIS. The NCS, in particular, guides communication within the government-wide communication system (GWCS). This study was conducted to answer the primary research question: (1) To what extent does the GCIS meet its strategic planning process? The literature review focuses on strategic planning processes in general and within the public sector in particular. The strategic planning process of the South African public sector gives context to the GCIS strategic planning process. A qualitative research design is followed, with in-depth interviews with the GCIS management, government communicators, members of the oversight bodies and a journalist. The findings from the research illustrate that the GCIS strategic planning process is not effective and does not meet the requirements of the NTF. It is not institutionalised as a management tool to improve the performance of the organisation. The challenges with the GCIS strategic planning process were identified as follows: (1) inadequate application of research to inform the strategic planning process, leading to poor formulation of strategies; (2) failure to set appropriate performance indicators and targets for the organisation as well as within the GWCS; (3) misalignment between the strategic plan and the National Communication Strategy (NCS), causing poor implementation of both documents; (4) prolonged acting leadership within the GCIS, which has caused instability in the organisation and unclear strategic direction; and (5) the need to identify planning approaches that are suited to addressing the dynamic and fluid communications environment. The study concludes with recommendations for the improvement of the GCIS strategic planning process to produce a credible strategic plan to meet the NTF requirements. The implementation of such a plan could enhance the efficient functioning of a GWCS. / MT 2018

This research study put together was based on whether marketing media strategies have an effect on consumption.The purpose of this investigation would provide alternate methods of improving product advertising and client service in the consumer market, as well as influencing the advertising and marketing industry.Marketing media strategies provides a series of tactical actions, which are applied during strategy sales of the product and create awareness in the market amongst the consumer. This will provide an organization with an opportunity to concentrate on the scarce amount of resources and energies available,to apply the best approachfor utilizing these resources, to efficiently target the consumer market. The research approach utilised is the quantitative method, which involves a non-probability sampling technique and a descriptive research type. The research tool implemented is a questionnaire, which consists of two sections, a profile of the participant and the survey section. The survey section explores the perceptions of these participants relating to the awareness of the marketing media strategies and how consumers perceive brands and media consumption in the market currently. Questionnaires were selected based on a high response rate when distributed to respondents. It also provides a possibility of anonymity because the respondent’s names are not required on the completed questionnaires. This research tool wasdistributed in Gauteng and Kwa-Zulu Natal to random consumers,media and marketing strategists and people in different professions. The method in which the questionnaire was distributed provides an insight on how people in the market perceive advertising of brands and influences their consumption. A consumer’s insight on advertising would be based on a shopper influence compared to a professional individual who would create a strategic insight. Information in this study was collected from primary and secondary sources, which consist of books, internet sources and past dissertations. From the findings which were collected during this study, it concludes that marketing media strategies play an instrumental role in consumption. These strategies provide a foundation for brands that are advertising and competing in the market, by tactically targeting the consumer market. Consumers’ value advertising in the market, as it provides a guideline before a purchase decision is made. Advertising also serves as a direct method of communicating the emotional and functional benefits of brands and products. Individuals make purchase decisions, which would improve their lifestyle based on emotions; therefore marketing media strategies serve as an awareness mechanism in the market, and drive education to the consumer about the product. The outcome of this study will serve as a guideline for future marketing and media strategists. The key findings gathered during this study states marketing media strategies play a substantial role in brand life and consumption; it allows organizations to focus more on limited resources and energies available and to utilize these resources to their best ability to gain competitive advantage and drive sales in the market which contributes to a higher share of volume and market leadership. The main reasons for executing marketing media strategies in the market is based on developing relationships between the consumer and the brand, which is essentially to expand on repeat purchase from new acquisitions and current consume. / Thesis (M.Com.)-University of KwaZulu-Natal, Pietermaritzburg, 2012.

Thesis (MPhil)--Stellenbosch University, 2012. / ENGLISH ABSTRACT: Local government in South Africa has gone through the transitional phase to become developmental with a number of challenges, one of the most prominent of which has been the lack of adequate financial resources to carry out various service delivery obligations. The lack of financial resources was one of the important reasons that led to local authorities being reduced from 843 to 284 municipalities through the process of re-demarcation that resulted in the consolidation of most of the local authorities. Because of these long standing challenges of financial viability, the objective of the study was to investigate stakeholder involvement in strategic planning and management within the Ekurhuleni Metropolitan Council. It had become evident that existing financial constraints in municipalities in general and at Ekurhuleni in particular would remain for the foreseeable future, unless ways and means are found to improve the management of existing resources. The contention in this study is that the inclusion of stakeholders in strategic planning and management should be viewed as important to the Metro as it significantly lessens the doubt as to whether there is a common understanding of what is possible given the limited resource capacity to address many competing service delivery needs. The literature study undertaken showed that local government has learnt lessons from the private sector, and has adopted some of its strategic planning and management practices and adapted them to suit public service delivery needs. In South Africa the local government planning framework is called integrated development planning (IDP). The IDP approach entails the formulation of focused plans, based on developmental priorities. This approach assists in avoiding wasteful expenditure and perpetuating past spending patterns. Furthermore, the idea of adopting a more business-based approach does therefore not mean that the council is run like a company but rather that scarce resources are spent effectively and that all citizens have access to at least a minimum level of basic services. The IDP should be undertaken through participatory processes for effective urban management given the fact that private and public investments and municipal services delivery affect the well-being of all urban residents. Observation at the Ekurhuleni Metro revealed that while strategic planning and management does take place, it does not involve various stakeholders in the processes in a manner that is contemplated by the integrated development planning framework. The absence of a public participation strategy at the Metro meant that methods of engagement, consultation and communication with stakeholders are not clearly spelled out. So is the identification of various stakeholders in terms of the needs, the roles that they can play in the planning processes, allocation of resources to facilitate their participation and empowerment in various planning processes. It was the conclusion of the study that there is limited stakeholder involvement in strategic planning and management at the Ekurhuleni Metro. / AFRIKAANSE OPSOMMING: Plaaslike regering in Suid-Afrika het deur ‘n oorgangsfase na ‘n ontwikkelings orientasie gevorder maar het ook ‘n aantal uitdagings bygekry. Die prominentste een hiervan is die gebrek aan fondse om die verskillende dienslewering verpligtinge na te kom. Die gebrek aan finansiële bronne was een van die belangrike redes vir die reduksie van plaaslike owerhede van 843 na 284 munisipaliteit deur die proses van her-afbakening wat gelei het tot die konsolidasie van die meeste plaaslike owerhede. In die lig van die lang-durige aard van die uitdagings van finansiële lewensvatbaarheid, ondersoek hierdie studie belanghebber betrokkenheid in strategiese beplanning en bestuur binne die Ekurhuleni Metropolitaanse Raad. Dit het duidelik geword dat die bestaande finansiële beperkings in munisipaliteite in die algemeen, en in Ekurhuleni in die besonder, so sal bly in die voorsienbare toekoms, tensy meganismes gevind kan word waarmee die bestuur van die bestaande bronne verbeter kan word. Die studie voer aan dat die betrokkenheid van belanghebbers in strategiese beplanning en bestuur as belangrik geag behoort te word in die Metro aangesien dit die onsekerheid oor ‘n gedeelde verstaan van wat moontlik is met die beperkte bronne kapasiteit in die hantering van die baie kompeterende diens behoeftes, verminder. Die literatuurstudie poog om aan te toon dat plaaslike regerings lesse geleer het by die privaatsektor en sommige van die stategiese beplanning en bestuurspraktyke opgeneem en aangepas het by die publieke diensleweringsbehoeftes. In Suid-Afrika word die plaaslike regering beplanningsraamwerke, geïntegreerde ontwikkelingsplanne genoem (IDP). Die IDP benadering vereis die formulering van gefokusde planne, gebaseer op ontwikkelingsprioriteite. Hierdie benadering vermy verkwistende uitgawes en die voortsetting van uitgawepatrone van die verlede. Verder beteken die aanvaarding van ‘n besigheidsgeoriënteerde benadering nie dat die raad soos ‘n besigheid bestuur word nie maar eerder dat skaars bronne effektief bestuur word en dat alle burgers ten minste toegang tot minimum dienste het. Die IDP behoort deur deelnemende prosesse uitgevoer te word ten einde effektiewe stedelike bestuur te verseker, gegee die feit dat private en publieke beleggings en minisipale dienste die welsyn van alle stedelike inwoners affekteer. Waarnemings by die Ekurhuleni Metro bring aan die lig dat, terwyl strategiese beplanning en bestuur wel plaasvind, dit nie verskillende belanghebbers op die wyse betrek wat in die geïntegreede beplanningsraamwerk voorsien word nie. Die afwesigheid van publieke deelname in die Metro het beteken dat meganismes van deelname, konsultasie en kommunikasie met belanghebbers nie duidelik gemaak word nie. Dieselfde geld vir die identifikasie van verskillende belanghebbers in terme van belanghebberbehoeftes, die rol wat hulle kan speel in die beplanningsprosesse, die toewysing van bronne en die bemagtiging van belanghebbers om hul deelname te verseker. Dit is die slotsom van die studie dat daar beperkte belanghebber betrokkenheid in strategiese beplanning en bestuur in die Ekurhuleni Metro is.

In South Africa, the small business sector has been identified as a sector that is not performing optimally. In a turbulent environment, this type of small business profile is magnified. Therefore, it is important to examine mechanisms through which the performance of this sector can be enhanced. Dynamic capabilities have emerged as a strategic tool of the highest order in terms of firm management and strengthening these capabilities is a key concern for firms that operate in a turbulent environment. Dynamic capabilities are described as the processes required to reconfigure existing resources into new functional competencies. Therefore, this study investigated the strategic processes of small businesses and developed a new strategic model and theory to illustrate and elucidate intervention mechanisms and strategies to strengthen the dynamic capabilities of these small businesses. Methodology: The retail community pharmacy sector was chosen as a model sector for this study since it is a sector that comprises mainly of small businesses and it is currently experiencing environmental turbulence. The methodology followed an initial exploratory, qualitative approach followed by a formal, empirical, quantitative approach. The research questionnaire was derived after ensuring that content validity, criterion related validity, construct validity and reliability criteria were met. This questionnaire was administered to a sample of 477 out of a population of 2549 small businesses in the retail community pharmacy sector, using an unrestricted, simple, random, probability sampling approach. As a consequence of having received 130 completed questionnaires, the results obtained in this study were expressed at the 95% confidence level with a confidence interval of 0.08. Results and Discussion: From a gap analysis of the level of importance of dynamic capabilities and their extent of implementation, seven dynamic capabilities whose implementation can be enhanced by an alteration of the management importance perception of them, were extracted. These capabilities revolve around staff reward, well-being, empowerment and education and training, as well as the abilities of the small business leadership to sense the environment and opportunities while being sensitive to stakeholder needs. Through a consolidation of the results of the gap analysis, a model for the initiation and the sustaining of innovative resource reconfigurations was developed. Conclusion: For the management practice setting, this study�s findings suggest that the dynamic capabilities of small firms operating in a turbulent environment can be enhanced and strengthened by the employment of the model developed by this study. From a management education perspective, this study�s findings also suggest that the employment of specific and focussed management education that revolves around the seven identified processes will enable not only the initiating phase of the proposed model but will also provide a multiplier effect in the model since management capability is also part of the general resource base of the firm. This study thus proposes the use of these management practice and educational approaches to strengthen and enhance the dynamic capabilities of small businesses operating in a turbulent environment. / Graduate School of Business Leadership / D. BL.

Social Work / (M.A.(Social Work)

The observation that similar firms faced with a similar situation and seemingly applying similar market strategies and achieving differing degrees of success sparked the study. The question that arose was whether the market strategies applied by these firms adhered to the principles of a sound market strategy put forward in the literature. The study found that the market strategy applied by the firms in question complied with the principles of market strategy, to varying degrees. The firms that adhered to these principles to a greater degree appeared to have been more successful than the others. It appeared that the latter firms neglected the principle "sustainable competitive advantage''. It was concluded that the adherence to the principles of a sound market strategy could lead to improved performance. / Business Management / D. Comm. (Business Management)

D.Phil. / The strategic change process that the South African Transport Services, South Africa's largest transport undertaking, had to undergo with its transformation into Transnet Limited in April 1990, was one of the most extensive any undertaking in South Africa had yet to go through. Central to the change process was the transformation of the company from an "undertaking of the State" to a commercialised/privatised entity. The process is characterised by three phases viz. deregulation, commercialisation and possible future privatisation. This discontinuous change process affects every aspect of the company, in particular the Human Resource processes thereof. Against this background an extensive theoretical conceptualisation of change management was devised from a modernist perspective. A model was developed describing the WHY, the WHAT, the HOW (process and micro-dynamics) and the WHO of the change process. Human Resource Management was identified as Human Resource Provision, Human Resource Maintenance, Human Resource Development, Labour Relations, Equal Opportunities/Affirmative Action and Social Investment. This dissertation is the result of an extensive diagnostic exercise on micro-level within Transnet to ascertain what the perceptions of Transnet employees are towards cardinal Human Resource variables. These variables were identified against the background of Human Resource theory and deemed as critical for the successful strategic change of Human Resources in Transnet. Against this background, problem areas could be identified, the readiness of employees to change could be scientifically measured and the overall "fit" of employees with the changing conditions could be ascertained. A test sample of 1 875 employees of all employee groups in Transnet (excluding the general group) was taken. The sample was spread out over ten regions of the country. The practical research was done in conjunction with the HSRC in September 1991 - roughly 18 months after Transnet was formed amidst an extensive process of commercialisation. An effective response of 60% was achieved. All statistical processing and analyses were done at the HSRC's computer centre in Pretoria. To make sense out of the mass of information, a factor analysis was done. Two main factors were identified in a second order analysis - one factor which was construed as broad Human Resource Management/Social Investment and a second as broad Labour Relations/Equal Opportunities. The main finding of the research was evidence of an entrenched Human Resource system and that a gap exists between aspects of Transnet's mission and the practical realisation thereof and perceptions of employees on the work floor. A participative culture has not yet been formed while additional problem areas were identified as the management style of the company, employees' motivation, discrimination, work organisation and individual relations, work security and upward mobility. An extensive strategic change model was conceptualised out of these findings so that problem areas could be addressed and managed effectively. Due to the diversity of Transnet's work force a second model, namely a typological model, was devised. The model was conceptualised after further statistical analysis (MANOVA/ANOVA) was done. Accordingly, further problem areas were identified around population group, language, region and occupation.

Submitted in fulfillment of the requirements for the degree Masters in Management Sciences (Marketing), Durban University of Technology, Durban, South Africa, 2016. / Small to medium enterprises (SMEs) are known to be important for the development of economies in developing countries. This is so because SMEs create jobs therefore reducing unemployment and alleviating poverty. The South African government has done a lot to help SMEs grow and become established businesses. They offer, among other things, financial assistance and expert advice in the field of marketing, technology and venturing into foreign markets (SEDA, 2014). However, it seems that it is difficult for SMEs to establish themselves in the different sectors such as the Manufacturing, Retail, Service, Financial and Agricultural sectors. They complain among other things, of financial constraints and the global economic crisis (NCR report 2011). Olawale and Garwe (2010) go on to say that, SMEs in South Africa have a high failure rate compared to other countries and only about 7% of new SMEs become fully established firms. The reason for this might be the inability of those firms to utilise marketing and in particular branding to market their firms. Branding is the process of stamping a product, which the marketer offers with some identifying name, mark or a combination of both (Sawant 2012). Thus branding creates individuality in the product or service offered facilitating it to be distinguished and recognised in the market from competitors. For this reason different aspects of branding especially brand dimensions will be explored to identify shortcoming of SMEs branding practices to assist them survive the dynamic business environment. The study involved SMEs in KwaZulu Natal in the manufacturing, retail, agriculture and financial services sectors. To address the research problem a combination of quantitative and qualitative approaches were used. Participants, more specifically those from the very small SME category, were selected and questionnaires were distributed to them. Those participants who responded to the questionnaire, in depth interviews were held with them. In both approaches a convenient samplings technique were used to select participants. The data will be analysed by using normal descriptive statistics and content analysis. The problem under investigation in this study is that SMEs in KZN may lack the ability to harness branding in support of their business survival. SMEs are limited financially when it comes to creating a brand. Randall (2000) says that companies face a number of challenges when it comes to creating a brand such as mature markets, brand proliferation, consumer revolt, management failure, fragmentation of media and retailer power. The contribution of the study is to help SMEs in KZN to understand branding and especially brand dimensions to assist them survive the dynamic business environment. The study found that SME owners have an understanding of brand creation and management. However, they agreed that more needs to be done when it comes to creating strong brands. SMEs express the brand dimension of sincerity and competence when branding their products. They face financial constraints, lack of creativity and competition as some of the challenges when it comes to creating brands. / M