The aim of this diploma thesis is to prepare a business plan for an already existing social cashback web portal and to verify its viability. The thesis is divided into two parts. The theoretical part defines basic terms such as business and entrepreneurship, business plan and its components. In the practical part, you will find a concrete description of the business opportunity and analysis of the factors influencing its future development, including financial plan. Based on the results and the business plan, it is not recommended to continue the project due to the negative results of financial indicators and various methods of investment evaluation (net present value, internal rate of return).

Nowadays, people around the world are connected through social networks. This hyperconnectivity implies that companies need to think about the perceptions and opinions of consumers who were not directly targeted by a campaign. As a result, brand activism, an emerging phenomenon that describes companies taking a stand on polarizing sociopolitical issues, must be explored more thoroughly in relation to non-targeted markets. Therefore, this thesis examined perceptions of brand activism in non-targeted markets and the role of perceived authenticity in shaping consumer perceptions and attitudes toward these campaigns. Furthermore, due to an ethnocentric view of previous research conducted mainly in Anglo-Saxon and European markets, this study focused on a non-Western market, specifically Singapore. For this purpose, interviews were conducted with Singaporean exchange students to examine their perceptions of two brand activist campaigns launched in the US and Australia. It was also examined whether their purchase intentions and brand perceptions changed as a result of the campaigns. The results showed that a missing cultural context, poor communication by the companies, the politically and socially safe options taken by the brands in launching their campaigns, and the general belief that for-profit companies use activism as a calculated move to generate more sales, led to a lack of perceived authenticity in Singapore. It was also found that authenticity and brand attitude are perceived differently depending on geographic location and age group. Brand activism was perceived as more acceptable in Western countries and younger generations than in more conservative countries such as Singapore, and older generations. In addition, Western research on authenticity must be re-evaluated for non-Western markets and cannot be assumed to be universally applicable. Finally, the perception of brand activism led to neutral or slightly positive brand attitudes, suggesting that in Singapore, authenticity does not need to be assumed for activist campaigns to be successful.

Nearly 80 years earlier, Henry Ford advised during the 1930 depression that: "A man who stops advertising to save money is like a man who stops a clock to save time". The purposes of this case study was to determine whether legal firms have taken cognisance of these wise words and have refrained from cutting back on expenses, and more particularly its promotional budget expenses during a down turning economy. It was discovered that, like nearly 80 years ago, costs today is still an important issue when considering and exploreing promotional opportunities. Small legal organisations have in general indicated that cost effectiveness is an important factor to take into consideration when deciding which type of promotion to explore. A further prerequisite was that the promotion should be target market orientated and effective. Interestingly enough, more than 60% of the sample organisations have failed to analyse their target market before commencing with any type of promotion. This immediately raised the question whether costs have not been wasted on wrong promotional efforts, rather than costs being an issue when considering promotion? It was concluded that small legal organisations have failed to properly analyse their target market and hence was unaware of their client?s needs. Various types of promotion were undertaken by the organisation, but in many instances were ineffective and costly. Should organisations have properly analysed their target markets they would have been in a better position to select an effective and less costly type of promotion. Limited recommendations were made in an attempt to assist small legal organisations to firstly analyse their target market which will result in more cost effective marketing and will enable them to address the needs of their target market directly. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

Nearly 80 years earlier, Henry Ford advised during the 1930 depression that: "A man who stops advertising to save money is like a man who stops a clock to save time". The purposes of this case study was to determine whether legal firms have taken cognisance of these wise words and have refrained from cutting back on expenses, and more particularly its promotional budget expenses during a down turning economy. It was discovered that, like nearly 80 years ago, costs today is still an important issue when considering and exploreing promotional opportunities. Small legal organisations have in general indicated that cost effectiveness is an important factor to take into consideration when deciding which type of promotion to explore. A further prerequisite was that the promotion should be target market orientated and effective. Interestingly enough, more than 60% of the sample organisations have failed to analyse their target market before commencing with any type of promotion. This immediately raised the question whether costs have not been wasted on wrong promotional efforts, rather than costs being an issue when considering promotion? It was concluded that small legal organisations have failed to properly analyse their target market and hence was unaware of their client?s needs. Various types of promotion were undertaken by the organisation, but in many instances were ineffective and costly. Should organisations have properly analysed their target markets they would have been in a better position to select an effective and less costly type of promotion. Limited recommendations were made in an attempt to assist small legal organisations to firstly analyse their target market which will result in more cost effective marketing and will enable them to address the needs of their target market directly. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

The event tourism industry is one of the fastest growing tourism industries worldwide. One type of event that is growing immensely is festivals, especially music festivals such as the Cape Town International Jazz Festival. As a result of the fast growing pace of festivals, it has become crucial for a festival to sustain itself in the market place to stay competitive. The Cape Town International Jazz Festival (the Jazz Festival) is a fast growing music festival and hosts numerous well–known local and international jazz artists, as well as young up–and–coming artists. For this exciting Jazz Festival to keep growing, it needs to be sustainable. To achieve this, the organisers and managers of the Jazz Festival need to know what is important to the visitors of the Jazz Festival, so they can fulfil their needs. This in turn leads to satisfied visitors that will return to the Jazz Festival and keep the festival sustainable. Generally speaking, music festivals have a more professional management approach than other tourism events and thus are more likely to be more successful. Key Success Factors (KSFs) are a precondition for the success of any event and will influence the competitiveness of the event in the market place. It is imperative for organisers to identify the KSFs that are important to the visitors so as to provide them with a satisfactory experience. This will also assist in measuring the achievement of the event’s goals and objectives. The main purpose of this study was to determine the KSFs in managing the visitor experience at the Cape Town International Jazz Festival. To reach this goal, the study is divided into two articles. Research for both articles was conducted at the Cape Town International Jazz Festival through distributing 400 questionnaires randomly throughout the two days of the festival, which was held on 3 and 4 April 2010. Article 1 is titled: “Key aspects for efficient and effective management of the Cape Town International Jazz Festival: a visitor’s perspective”. The main purpose of this article was to identify the Key Success Factors in managing the Cape Town International Jazz Festival, to determine what visitors deemed as important when attending the Jazz Festival. A factor analysis was done to achieve this goal. Results indicated that Hospitality Factors, Quality Venues, Information Dissemination, Marketing and Sales, and Value and Quality are the KSFs that are of importance when managing the Jazz Festival. The results of this article provided festival managers with valuable information when organising an event such as the Cape Town International Jazz Festival. Article 2 is titled: “The importance of different Key Success Factors to different target markets of the Cape Town International Jazz Festival based on travel motives”. The main purpose of this article was to determine whether different target markets that are visiting the Jazz Festival, deemed different KSFs as important, depending on their travel motives. An analysis of variance (ANOVA) was done to determine if there were statistically significant differences between the three clusters and the KSFs that they deemed important. Results showed that the three clusters, namely, Escapists, Culture Seekers and Jazz Lovers, deemed different KSFs as important when they are visiting the Jazz Festival. The results of this article gave festival organisers and marketing managers insight as to which markets to focus scarce marketing resources on and which markets to keep growing, as they will sustain the festival in the long term. Therefore, this research revealed the KSFs that are of utmost importance when managing the Cape Town International Jazz Festival, and that these aspects differ for certain markets. Organisers therefore need to assess the KSFs to provide products that will satisfy the visitor in order for him/her to return each year and keep the festival competitive and sustainable. / Thesis (M.Com. (Tourism))--North-West University, Potchefstroom Campus, 2012.

The event tourism industry is one of the fastest growing tourism industries worldwide. One type of event that is growing immensely is festivals, especially music festivals such as the Cape Town International Jazz Festival. As a result of the fast growing pace of festivals, it has become crucial for a festival to sustain itself in the market place to stay competitive. The Cape Town International Jazz Festival (the Jazz Festival) is a fast growing music festival and hosts numerous well–known local and international jazz artists, as well as young up–and–coming artists. For this exciting Jazz Festival to keep growing, it needs to be sustainable. To achieve this, the organisers and managers of the Jazz Festival need to know what is important to the visitors of the Jazz Festival, so they can fulfil their needs. This in turn leads to satisfied visitors that will return to the Jazz Festival and keep the festival sustainable. Generally speaking, music festivals have a more professional management approach than other tourism events and thus are more likely to be more successful. Key Success Factors (KSFs) are a precondition for the success of any event and will influence the competitiveness of the event in the market place. It is imperative for organisers to identify the KSFs that are important to the visitors so as to provide them with a satisfactory experience. This will also assist in measuring the achievement of the event’s goals and objectives. The main purpose of this study was to determine the KSFs in managing the visitor experience at the Cape Town International Jazz Festival. To reach this goal, the study is divided into two articles. Research for both articles was conducted at the Cape Town International Jazz Festival through distributing 400 questionnaires randomly throughout the two days of the festival, which was held on 3 and 4 April 2010. Article 1 is titled: “Key aspects for efficient and effective management of the Cape Town International Jazz Festival: a visitor’s perspective”. The main purpose of this article was to identify the Key Success Factors in managing the Cape Town International Jazz Festival, to determine what visitors deemed as important when attending the Jazz Festival. A factor analysis was done to achieve this goal. Results indicated that Hospitality Factors, Quality Venues, Information Dissemination, Marketing and Sales, and Value and Quality are the KSFs that are of importance when managing the Jazz Festival. The results of this article provided festival managers with valuable information when organising an event such as the Cape Town International Jazz Festival. Article 2 is titled: “The importance of different Key Success Factors to different target markets of the Cape Town International Jazz Festival based on travel motives”. The main purpose of this article was to determine whether different target markets that are visiting the Jazz Festival, deemed different KSFs as important, depending on their travel motives. An analysis of variance (ANOVA) was done to determine if there were statistically significant differences between the three clusters and the KSFs that they deemed important. Results showed that the three clusters, namely, Escapists, Culture Seekers and Jazz Lovers, deemed different KSFs as important when they are visiting the Jazz Festival. The results of this article gave festival organisers and marketing managers insight as to which markets to focus scarce marketing resources on and which markets to keep growing, as they will sustain the festival in the long term. Therefore, this research revealed the KSFs that are of utmost importance when managing the Cape Town International Jazz Festival, and that these aspects differ for certain markets. Organisers therefore need to assess the KSFs to provide products that will satisfy the visitor in order for him/her to return each year and keep the festival competitive and sustainable. / Thesis (M.Com. (Tourism))--North-West University, Potchefstroom Campus, 2012.

My master’s thesis from marketing area is focused on marketing management of Red Bull Company, which is world leading energy drink producer. My work should improve marketing management of the firm and suggest new ways of marketing communication, the way of addressing consumers and non-consumers of Red Bull energy drink. The results of this master’s thesis will be suggested to the management of Red Bull Company for implementation into praxis.