The research addresses the management dilemma of a decrease in the number of capital project investments, due to the current methods of capital budgeting (i.e. net present value analysis using discounted cash flows) being ineffective, because it does not effectively deal with uncertainty in the investment, and also does take management's flexibility into account. It has been determined that a strategic options framework can be used to provide a more meaningful assessment of future business opportunities under uncertainty. The options approach complements the conventional net present value criterion in evaluating risky investment. The options approach provides an immediate and important perspective on value creation because the options approach takes into consideration that management have the choice of deferring the investment to a later date when circumstances are more certain, and there is less risk involved, or the choice of completely abandoning the investment. / Thesis (MBA)-University of Natal, Durban, 2003.

The ability to grow market share in a saturated market is often difficult if that market is stable. In a country that has an economy that is not performing, growth of a company is often vital so as to allow the prosperity of a company. One such way to grow is for the company to form strategic alliances with other companies that are strong where the other company is week and in so doing stimulate a competitive advantage. In retail store outlets and location play an important role in competitive advantage by creating" new markets" , and if these new markets could increase the companies existing market share, then this results in a win - win situation for the company. Often moving into new markets involves risks as it is the unknown. By making a move to sell product in two pilot project Woolworths-Engen forecourt stores, Woolworths are moving into a market where they can sell a product group HMR's (home meal replacements) where currently they have no close competitors, thus capitalizing. This move is heralded However as this is a totally new format of selling, Woolworths need to ascertain if brand integrity will be affected and whether such a project is more than just a good idea. It was found the NPV's and IRR's ( the way Woolworths evaluate projects and project feasibility) from a Woolworths perspective were both extremely positive. From Engen's position, this initiative brought about a substantial increase in both petroleum and food store sales for the two pilot projects, comparable with those figures prior to the pilot projects launch. Woolworths as a company were very interested in the qualitative results conducted by an independent consultant, as they were concerned about maintaining brand integrity. This fear was not founded as the survey done by actual customers shopping the pilot project stores show that customer confidence over Woolworths brand integrity was not affected. Instead customers enjoyed the convenience. The strength of this Alliance is that both members have brought to the part aspects where the other member currently does not perform. Woolworths bring their good food and strong brand name linked with market dominance and Engen bring their immense outlet network, and prime locations. i.e. the strategic fit between these two corporates is extremely strong. All parties involved in this venture namely Woolworths, Engen Head Office and the petroleum station dealer benefit financially from this initiative. / Thesis (MBA)-University of Natal, Durban, 2003.

A qualitative exploratory research on knowledge management was conducted using Adcock Ingram Homecare as a case study. Adcock Ingram Homecare trades in the fast moving consumer goods industry, an industry where consumer insight, brand loyalty and innovation are key to ensure market growth and sustainable top line profitability. Knowledge management was seen in the light of providing the organisation with the competitive advantage of meeting and sustaining its growth and profitability targets especially in a rapidly evolving environment. Informal interviews, with five company personnel, provided great insight on the topic of research. First and foremost, the structure of the research was discussed, including the motivating reasons for conducting the study, its value to the organisation, the objectives of the study, how these objectives were met, the research methodology used and the limitations of the study. Literature on knowledge management was then review and accompanied with strategic management tools, it was used to develop a knowledge management model for Adcock Ingram Homecare. A critical analysis of Adcock Ingram Homecare's external and internal environment was first carried out. The company's present and future business strategies were assessed and the knowledge management model was aligned to that business strategy. The knowledge management model focussed on crafting a knowledge-based strategy along the following dimensions: governance, culture and behaviour, content management, technology, application, measurement and communication. A three-stage strategy horizon for Adcock Ingram Homecare's implementation of knowledge management was also developed. An implementation and measurement proposal of the strategy was made. The knowledge management model and strategy was evaluated in the context of the Adcock Ingram Homecare environment. Finally, recommendations were made to the company regarding the implementation of a knowledge management strategy. / Thesis (MBA)-University of Natal, Durban, 2003.

The aim of this thesis is to identify and suggest strategies for Smiths Aftermarket to enable it to remain a viable business within a shrinking market, which is presented in a case study format. The thesis commences with a discussion of the literature and theoretical concepts relevant to the study, ranging from environmental analyses to the identification, evaluation and implementation of strategies. The theory section concludes with a discussion of the extended marketing mix. Smiths Aftermarket holds the major market share in both the aftermarket air-conditioning and replacement parts business and has many strengths on which it can draw. The evaluation of Smiths Aftermarket revealed that there are certain gaps which have to be closed; a declining gross margin and profitability, an over-reliance on Toyota as a customer, and a need to improve the service provision to the P&A outlets by Smiths Aftermarket and to the fitment centres via Pro-Fit. The evaluation showed that the aftermarket market is not declining as rapidly as expected. Based on the market share of Smiths Aftermarket and the growth rate and attractiveness of the aftermarket industry four possible strategies were identified, of which one was suitable and one was possible. The recommendations given at the end of this thesis are the culmination of the evaluation of Smiths Aftermarket, the identification of strategies and the evaluation of those strategies and are made from a short-term and a mid- to long-term perspective. The short-term recommendations are: Smiths Aftermarket re-evaluates whether or not it should purchase its competitor, Crispair; works closely with Pro-Fit to rectify existing problems; and focuses on its marketing mix to make it more coherent and to generate new business for growth. In the longer term Smiths Aftermarket will have to decide if it wants to remain in the aftermarket business or exit the aftermarket industry. What is clear from the study is that Smiths Aftermarket has to act now to stem the decline in profitability, which will deteriorate further if left unattended. / Thesis (MBA)-University of Natal, Durban, 2003.

A water supply tariff is a powerful water management tool that can be used to promote a number of economic, environmental and social-political objectives. In South Africa, increasing block tariffs are deemed to satisfy the domestic tariff regulations of the Water Services Act of 1997. The regulations require that the tariff supports the viability and sustainability of water supply services to the poor and discourages wasteful or inefficient water use. The application of increasing block tariff structures presents a number of problems. The main issue being the size and price of each block. Ramsey pricing proposes that consumer welfare is maximised when the mark-up in price above cost of a good is proportional to the price elasticity of demand of the good. This principle was applied in setting the block prices of an increasing block water tariff. The sizes of the blocks were based on the average water consumption of low, middle and high income consumers. The water demand characteristic of low, middle and high income households from a sample of domestic consumers in Durban were investigated. The water demand functions and price elasticity of demand for the three groups were estimated using econometric models. Two tariff structures based on Ramsey pricing principles were proposed and compared with the current increasing block tariff applied in Durban. The frequency distribution of demand of each of the three consumer groups were applied in a model to ensure the proposed tariffs met a certain revenue target. The water demand functions of each of the consumer groups were used to model how the proposed tariff structures impacted consumer surplus and water demand. The investigation found that increasing block tariffs designed with Ramsey pricing principles have a positive impact on social welfare, provide sufficient revenue for water service providers and support the conservation of water resources. / Thesis (MBA)-University of KwaZulu-Natal, Pietermaritzburg, 2003.

This study focuses on the strategic employee training and development initiatives of private sector employment as a means to develop employees in gaining a competitive advantage in the market. This study takes a theoretical and descriptive stance as it draws from the work of authors in the field of human resources and strategic training and development. There is a strong focus on human relations and the transformation of human resources in South Africa that brings to light practices of human resource management. Furthermore, the concepts training, education and development are defined and discussed as cornerstones to the employee growth process. Theories, techniques and models are used as a tool in highlighting the needs analysis and designing of training programmes in the South African private sector. Business strategy and its connection to training and development are expanded upon as this topic entails a strong future-oriented approach. Pick In Pay was chosen as a case study as it is a South African company. The company's training and development policies and procedures are discussed, unstructured interviews were conducted with Jackie Suhr who is the Senior Human Resource manager, Ravi Naidoo who is the Area manager at Durban North as well as staff members from Pick In Pay. The information gathered will be discussed to evaluate the effectiveness of the company's training and development initiatives as a means to empowering, developing and positively reenforcing their employees. / Thesis (MBA)-University of KwaZulu Natal, 2005.

The aim of this study is to evaluate the strategic outsourcing of the laboratory at Blendcor. The organization and the relevant theory have been introduced in the introductory chapter. This also,formulated the problem statement and the objectives of the study. The structure of the study is summarized in this section. The second chapter builds the theory and the model to analyse the strategic problem at hand. This chapter start by defining the key success factors in the hope of identifying the organizational resources that excel on these, thus become core competences. In the light of this, a discrepancy is identified as a shortfall of company resources. This calls for the need of outsourcing the activity; the theory of contracting is thus discussed. The theoretical review closes off with the organizational culture, which is mostly affected by changes brought to the company by outsourcing. The strategy evaluation model is then developed. The third chapter takes advantage of the secondary data available, and a case study is formulated on these. The major portion is made from the company magazines and data from a consultant's study. However, observations were included to some extent. Chapter four evaluates the laboratory outsourcing strategy using the model developed in chapter two. The case study serves as a source of data. The theory from chapter two provides most of the tools used. The last chapter concludes by giving the possible solutions to the objectives of the study. The outsourcing of the laboratory is disapproved. The poor performance can be attributed to the inefficiencies in the value chain activities and poor organizational culture that does not support strategy implementation. It is thus suggested that turnaround-oriented strategies are implemented and cultural transformation is effected. / Thesis (MBA)- University of Natal, 2003.

In this dissertation, we will use the term corporate strategy to describe the processes and practises engaged in to develop a sense of purpose, a set of actions and management plans that add value to the membership of the organisation. We will discuss the role of the non-profit organisation in the business sector, and locate professional associations within the spectrum of social enterprises and non-profit organisations. We will use the language of business models and non-profit models and practises to analyse the direction of professional associations in the global arena, and hope to identify patterns or trends in how these associations are managed in relation to typical business models. We will identify a framework to assist in thinking through the case study under investigation. One such professional association in South Africa will be considered more closely, and critically evaluated against these models. It should become clear that professional associations without a good, clear strategy and structure for managing short-term and long-term goals, has no hope for achieving these goals. It is hoped that on conclusion of this project, a model for strategic planning and implementation in professional associations, and specific recommendations for change for the association under consideration will emerge. / Thesis (MBA)- University of Natal, Durban, 2003.

No abstract available. / Thesis (MBA.)-University of Natal, 2002.

It is the purpose of this research to provide a brief background to the South African Petroleum Industry and to focus in particular to Petronet with regards to finding an amicable solution to dispose the excess intermixture created, as a result of the Oil Industry reviewing the current blend rate at which intermixtures can be blended into pure products. The pipelines operated by Petronet are mainly multi-product pipelines i.e. many different refined petroleum products use the same pipeline at the same time and there is a level of co-mixing between each product which is termed intermixture. The primary method that Petronet disposes intermixture is on continuous process into pipeline deliveries to clients (commonly known as blending). This means that while a delivery to a client is being made, careful analysis and calculation are done to blend some intermixture into this delivery, making absolute certain that the end product to the client remain within the predetermined specification. Originally, Petronet was allowed to blend 0,5% diesel into petrol and 0,25% petrol into diesel, provided that in the case of petrol the FBP of 215°C was not exceeded and that the residue content did not exceed 2%. With Motorcar manufacturers now producing hi-tech cars that require high quality fuel to be compatible with the extended service intervals, Industry have revised the original blending rates of diesel into petrol from 0,5% to 0, 25%. This means that Petronet cannot blend more intermixture as it did in the past, as a result there will be an accumulation of excess intermixture. The impact of this revision has and is adversely affecting the nature in which Petronet operates. This research seeks to explore alternative methods in which Petronet can use to address the excess intermixture problems. Three solutions are identified namely: short, medium and long term solution. The short being the sale of excess intermixture, the medium being the re-processing of excess intermixture by refineries and the long term sustainable solution is for Petronet to invest in its own Refractionator unit. This unit would be the ultimate and the best solution as it allows Petronet to re-process the intermixture back to its base and this product can then be blended back at a much higher rate. / Thesis (MBA)-University of Natal, 2003.