Thesis (MBA (Business Management))--University of Stellenbosch, 2007. / ENGLISH ABSTRACT: The contact centre industry is a relatively new concept that hit the business world in this millennium. Many companies, realising the lower cost of operations through the use of a contact centre embraced this and made it part of their business strategy. Faced with a higher level of expectations from customers, the current set-up of Telecom Namibia's call centre as it is now called, needs to undergo a major shape-up in providing services beyond the traditional inbound services to its own customers. Like all other industries and businesses, the establishment of call centres can be attributed to technological advances in integrated telephone computer technology, the convenience factor for consumers, and substantial cost reductions achieved by telephone service delivery in contrast to face-to-face contact. This change is manifested by the fact that virtually every business worldwide has a home website with a "Contact Us" option, online services and various other means of providing client services beside the normal phone call service. This is why the name call centre as it is commonly called has now been changed to contact centre. Most companies invest heavily in the call centre with the expectation that the investment will result in higher productivity and efficiency. However, customer satisfaction with call centre service is "notoriously" low. This can be attributed to the fact that in most instances, customers' queries, especially on the online "Contact Us" option, get lost or are left unanswered. Establishing a contact centre requires not only financial and technological resources but most importantly, human resources. This can be an expensive proposition for most businesses, especially for small to medium enterprises. The rapid growth of call centres due to the higher expectation for efficient delivery of services comes at a cost which most companies cannot afford. This from a strategic standpoint provides a window of opportunity for Telecom Namibia to expand its business by providing contact centre service to businesses in Namibia and in the distant future to the rest of Africa. In order to achieve this however, it needs to develop a strategic blueprint that would serve as a guideline in implementing best known practices for an efficient contact centre. The blueprint should address amongst others: • Organisational structure • Human capacity and workforce management • Technology and support systems • Business processes • Marketing and sales • Financial implications This in effect involves analysing the value chain that would lead to a competitive advantage over rivals in the contact centre industry. Recommendation: The report aims to provide an analysis of what the company needs to do in order to prepare itself for the challenges that will lie ahead in extending this service to other companies and the challenges it will face from competitors providing the same service throughout the world. It is recommended that Telecom Namibia should reposition itself by expanding its business to the contact centre industry which should aim to achieve the following goals: • To meet customers' higher level of expectations of efficiency. • To uplift Telecom Namibia's contact centre to be one of the best in the world. • To meet the organisation's vision of being the provider of telecommunications services of world class standards. / AFRIKAANSE OPSOMMING: Die kontaksentrum nywerheid is 'n relatiewe nuwe begrip wat die sakewêreld in die millennium getref het. Met die besef dat die gebruik van 'n kontaksentrum die koste verbonde aan operasies aansienlik kan verlaag het baie maatskappye hierdie idee aanvaar en dit deel gemaak van hulle sakestrategie. Namate kliënte hoër verwagtinge begin openbaar, sal Telecom Namibia se huidge kontaksentrum, oftewel sy inbelsentrum soos dit nou bekendstaan, 'n grootskeepse reorganisasie moet ondergaan ten opsigte van die verskaffing van dienste buiten die tradisionele inkomende dienste aan sy eie kliënte. Soos alle ander nywerhede en sakeondernemings kan die daarstelling van inbelsentrums toegeskryf word aan tegnologiese vooruitgang ten opsigte van geintegreerde telefoonrekenaartegnologie, die gerieflikheidsfaktor vir verbruikers en aansienlike kostebesparings wat behaal word deur telefoondiensverskaffing in teenstelling met kontak van aangesig tot aangesig. Hierdie verandering word bewys deur die feit dat bykans elke sakeonderneming ter wêreld oor 'n webtuiste beskik wat 'n "Kontak ons" opsie, aanlyn dienste en verskeie ander opsies bied, afgesien van die normale telefoondiens. Daarom is die naam inbelsentrum, soos dit algemeen bekendstaan, nou verander na kontaksentrum. Die meeste maatskappye belê op groot skaal in die inbelsentrum met die verwagting dat die belegging sal uitloop op hoër produktiwiteit en doeltreffendheid. Kliëntebevrediging ten opsigte van die diens gelewer deur inbelsentrums is egter baie laag, so min as 54 persent. Dit kan toegeskryf word aan die feit dat kliënte se navrae, veral deur die aanlyn "kontak ons" opsie, in die meeste gevalle verlore gaan of onbeantwoord bly. Om 'n kontaksentrum te vestig verg nie slegs finansiële en tegnologiese hulpbronne nie maar ook menslike hulpbronne, wat waarskynlik die heel belangrikste is. Dit kan 'n duur opsie wees vir die meeste sakeondernemings, veral vir middelslag en klein besighede. Die vinnige groei van inbelsentrums as gevolg van die hoër verwagtings ten opsigte van doeltreffende lewering van dienste verg 'n prys wat die meeste maatskappye nie kan betaal nie. Gesien uit 'n strategiese oogpunt verskaf dit vir Telecom Namibia 'n geleentheid om sy besigheid uit te brei deur kontaksentrumdienste te lewer aan sakeondernemings in Namibie en in die verre toekoms aan die res van Afrika. Om egter hierdie doelwit te bereik moet 'n strategiese bloudruk ontwikkel word wat sal dien as 'n riglyn om die beste bekende praktyke te implimenteer vir 'n doeltreffende kontaksentrum. Die bloudruk behoort onder meer die volgende aan te spreek: • Organisatoriese struktuur • Menslike kapasiteit en personeelbestuur • Tegnologie en ondersteuningstelsels • Sakeprossesse • Bemarking en verkope • Finansiele implikasies Dit sal, uit die aard van die saak, beteken dat die waardeketting ontleed moet word wat sal lei tot 'n kompeterende voordeel oor mededingers in die kontaksentrumnywerheid. Aanbeveling: Hierdie verslag is daarop gemik om 'n ontleding te verskaf van wat die maatskappy moet doen ten einde hom self voor te berei vir die uitdagings wat sal voorlê ten opsigte van die uitbreiding van hierdie diens na ander maatskappye en die uitdagings wat dit te bowe sal moet kom van mededingers wat dieselfde dienste dwarsoor die wêreld bied. Daar word aanbeveel dat Telecom Namibia homself moet herposisioneer deur sy besigheid uit te brei na die kontaksentrumnywerheid wat die volgende doelwitte moet nastreef: • Om kliënte se hoër vlakke van verwagting ten opsigte van doeltreffendheid te bevredig. • Om Telecom Namibia se kontaksentrum te verhef tot een van die beste ter wereld. • Om die organisasie se visie te verwenslik om die verskaffer van telekommunikasiedienste met standaarde van wêreldgehalte te wees.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: "Treat people as if they were what they ought to be, and you help them to become what they are capable of being" - Goethe as quoted in Melum (2002). The science of leadership is an area that changes over time as organisations and individuals change, grow and develop. The more complex the nature of leadership, the more difficult and challenging the identification of leadership potential and the subsequent development of leaders. The global environment further places its own demands on leadership requirements and the development of global competencies. Powerful and sophisticated talent management strategies and performance management initiatives have become extremely important in the competitive global talent market. To effectively integrate talent management into organisational strategy, line managers should embrace a talent mindset. Talent management should follow organisational values and should furthermore be supported by the desire of individuals in the organisation to embrace such values. In order to effectively execute talent management, organisations should clearly define their leadership requirements and the roles in which they require leadership accountability. The difference between managers and leaders should be clear in terms of the organisation's requirements and organisations must ensure that the basic conditions for leadership, according to Jaques & Clement (1991 : 47) are in place: • "A person must have the necessary competence to carry the role, including strongly valuing it. • A person must be free from any severely debilitating psychological characteristics that interfere with interpersonal characteristics. • Organisational conditions - structure and leadership practices - must be requisite. • Each person must be encouraged to use his own natural style". The most critical requirement for effective leadership is that the person who executes the leadership should value giving the leadership. Leadership, or talent development should aim at developing the leadership skills defined by the organisation. This development takes time and dedication. In order to ensure that the time and dedication spent on talent development is rewarded, the identification of such talent should be very well executed. Various definitions of talent exist and a number of factors, i.e. skills, knowledge, cognitive ability, potential, value systems and work preferences are considered in defining talent. Previous performance, future potential and individual aspiration should also be considered. Talent is mostly made up of a combination of abilities, individual motivation and opportunities offered. The definition of talent management is also very complex and is indicative of how the organisation sees talent management. Talent is normally managed and developed through talent pools and an alignment between competency models, performance objectives and people characteristics is used to fill talent pools. Effective and disciplined talent reviews should take place regularly to determine the progress made and whether individuals should still be included in the talent pool or not. The influences in the organisational environment calls for the understanding of human capability to manage complexity and knowledge of work levels in order to effectively execute talent pool management. Leadership development programmes should include the challenges and context of leadership, as well as the development of individual characteristics. A company cannot grow leaders unless an accurate development target is identified. The selection of this development target should be effective and only a few programmes could be identified that effectively support the identification of talent. Most companies use the competency approach, which has significant advantages, but also a number of disadvantages. These models are discussed in the research report. Talent management however does not terminate with the mere identification of potential and the intent to develop identified individuals. Leadership development places its own demands on organisations and the number of interventions that are required to effectively develop leadership talent. The efforts and resources awarded to talent development should however enhance organisational performance and the fact that organisations choose to ignore or discard the need for talent management could have detrimental effects on their sustainability. / AFRIKAANSE OPSOMMING: "Treat people as if they were what they ought to be, and you help them to become what they are capable of being" - Goethe as quoted in Melum (2002). Die wetenskap van leierskap is 'n veld wat gedurig verander soos organisasies en individue verander, groei en ontwikkel. Hoe meer kompleks die aard van die leierskap, hoe moeiliker en meer uitdagend is die identifisering van leierskapspotensiaal en die gevolglike ontwikkeling daarvan. Die internasionale omgewing plaas verdere eise op leierskapsbehoeftes en die ontwikkeling van globale bevoegdhede. Kragtige en gesofistikeerde talentbestuursstrategieë en prestasiebestuurinisiatiewe het uiters belangrik geraak in die kompeterende internasionale omgewing. Lynbestuur moet 'n talentbestuursingesteldheid ontwikkel ten einde talentbestuur effektief in organisasie-strategie te integreer. Talentbestuur moet noodwendig die waardes van die organisasie ondersteun en volg en moet ondersteun word deur die begeerte van individue in die organisasie om die waardes uit te leef. Ten einde talentbestuur effektief uit te voer, moet organisasies hulle leierskapsvereistes en die rolle waarin hulle leierskapsaanspreeklikheid vereis duidelik definieer. Die verskil tussen bestuurders en leiers moet ook duidelik wees met betrekking tot die organisasievereistes en daar moet verseker word dat die basiese vereistes vir leierskap soos geidentifiseer deur Jaques en Clement (1991 : 47) in plek is: • Persoon moet die nodige bevoegdhede hê om die rol op te neem en dit ook dienooreenkomstig waardeer. • 'n Persoon moet nie enige ernstige verswakkende sielkundige eienskappe hê wat indruis teen interpersoonlike eienskappe nie. • Organisatoriese toestande - struktuur en leierskapspraktyke - moet in plek wees. • Elke persoon moet aangemoedig word om sy eie natuurlike styl toe te pas". Die mees kritieke vereiste vir effektiewe leierskap is dat die persoon wat dit uitoefen, 'n waardering daarvoor moet hê. Leierskaps- of talentontwikkeling moet gemik wees op die ontwikkeling van leiereienskappe soos gedefinieer deur die organisasie. Diesulke ontwikkeling neem tyd en toewyding. Ten einde te verseker dat die tyd en toewyding wat aan leierskapsontwikkeling spandeer word die toepaslike opbrengs lewer, moet die identifisering van diesulke talent baie goed uitgevoer word. Verskeie definisies van talent bestaan en 'n aantal faktore soos vaardighede, kennis, kognitiewe vermoëns, potensiaal, waardestelsels en werksvoorkeure moet oorweeg word in die identifisering van talent. Vorige prestasie, toekomstige potensiaal en individuele aspirasies moet ook in ag geneem word. Talent bestaan hoofsaaklik uit 'n kombinasie van vaardighede, individuele motivering en geleenthede. Die definisie van talentbestuur is ook baie kompleks en is 'n aanduiding van hoe talentbestuur deur die organisasie beskou word. Talent word normaalweg bestuur en ontwikkel deur talentmassas en 'n groepering van bekwaamheidsmodelle, prestasiedoelwitte en menslike eienskappe word gebruik om diesulke talentmassas saam te stel. Effektiewe en gedissiplineerde talentoorsigte moet gereeld plaasvind om die vordering te monitor en te bepaal of individue steeds ingesluit moet word in die talent-massa , al dan nie. Die invloede van die organisatoriese omgewing vra ook vir 'n goeie begrip van menslike aanleg om kompleksiteit te hanteer en 'n kennis van die vlakke van werk ten einde effektiewe talentbestuur daar te stel. Leierskapsontwikkelings-programme moet die uitdagings en konteks van leierskap, sowel as die ontwikkeling van individuele eienskappe insluit. 'n Organisasie kan nie leiers ontwikkel alvorens 'n spesifieke ontwikkelingsdoelwit geidentifiseer is nie. Die keuse van hierdie ontwikkelingsdoelwit moet effektief wees en slegs 'n paar programme kon geidentifiseer word wat die identifisering van talent effektief ondersteun. Meeste organisasies gebruik die bevoegdheidsbenadering, wat verskeie voordele, maar ook aansienlike nadele het. Hierdie programme en modelle word in die navorsingsverslag bespreek. Talentbestuur eindig egter nie met die identifikasie van potensiaal en die voorneme om geidentifiseerde individue te ontwikkel nie. Leierskapsontwikkeling plaas sy eie vereistes en druk op organisasies en die aantal intervensies wat vereis word om leierskap effektief te ontwikkel. Die moeite en hulpbronne wat aan talentontwikkeling toegesê word, behoort organisasie-prestasie te verbeter en die feit dat organisasies kies om die nodigheid van talentbestuur te ontken kan 'n nadelige uitwerking op toekomstige volhoubaarheid het.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Manufacturers can gain a competitive advantage through lower production cost, better quality, better efficiencies and being more flexible and dependable than its competitors. Lower production cost can be a result of first-time-right quality products and efficient production processes in terms of throughput. Low production cost is not a destination but a journey where the goalpost will always move as competitors will continuously come up with ideas to lower prices and margins have to be cut in order to stay competitive. This is where manufacturers must come up with initiatives to continuously drive its operational metrics to remain competitive. This research report will explain how Distell's biggest bottling plant, Green Park, successfully introduced Process Control to increase its quality operational metric and a Six Sigma project to reduce downtime to increase its efficiency operational metric to drive its operational costs down. Process Control was introduced as a TOM initiative with a subsequent reduction in rework due to poor quality (thousands) from R1 585 to R484. This contributed to 'first-time-right' production, better efficiencies and not tying up valuable production time with reworks. The Six Sigma principles were used on a production line to introduce initiatives to reduce changeovers and unplanned downtime to improve its GEE. This initiative has a projected benefit of R687 (thousands). The report also indicated that a 1% increase in Green Park's overall GEE will result in 1% saving of production hours resulting in a 1% saving of variable cost. This will result in an OEE of 63% that will save 226 hours and R410(thousands). / AFRIKAANSE OPSOMMING: Vervaardigers kan 'n kompeterende voorsprong verkry deur laer produksiekoste, beter gehalte en groter doeltreffendheid te bewerkstellig en deur meer buigbaar en betroubaar as hul teestanders te wees. Goeie gehalte produkte wat die eerste keer reg is en doeltreffende produksieprosesse vir verwerkingskapasiteit kan laer produksiekoste tot gevolg het. Lae produksiekoste is nie 'n bestemming nie, maar 'n reis waartydens die doelpale sal skuif met teestanders wat deurgaans met idees om pryse te verjaag, vorendag sal kom. Winsgrense sal moet verklein word om kompeterend te bly. Hier moet vervaardigers inisiatief aan die dag lê om hul operasionele meetbares te dryf om kompeterend te bly. Hierdie navorsingsverslag sal verduidelik hoe Distell se grootste botterings aanleg, Green Park, prosesbeheer (Process Control) suksesvol in werking gestel het om sy meetbares wat operasionele gehalte betref, te verhoog, en 'n Six Sigma-projek ingestel het om staantyd te verminder sodat sy meetbares wat operasionele doeltreffendheid betref, kan verhoog en sy operasionele koste sodoende besnoei word. Prosesbeheer is as algehele gehaltebestuursinisiatief ingestel met 'n gevolglike vermindering van herverwerking weens swak gehalte (duisende) van R1 585 na R484. Dit het bygedra tot groter doeltreffendheid met produksie wat uit die staanspoor reg is, en verhoed dat kosbare produksietyd op herverwerking gespandeer word. Die Six Sigma-beginsels is in 'n produksielyn gebruik om inisiatiewe in werking te stel om oorskakelings en onbeplande staantyd ter verbetering van die algehele toerustingsdoeltreffendheid (OEE), te verminder. Hierdie inisiatief hou 'n geprojekteerde voordeel van R687 (duisende) in. Die verslag dui verder aan dat 'n 1%-verhoging in Green Park se algehele OEE sal lei tot 'n 1% besparing in produksie-ure, wat 'n 1% besparing op veranderlike koste tot gevolg het. Dit sal tot 'n OEE van 63% lei, wat 226 uur en R410 (duisende) sal spaar.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Because Knowledge Management (KM) is seen as the process of formalizing activities relating to the creation and sharing of knowledge in an organization, it is often seen as a hindrance to innovation. Innovation is perceived as the domain of free-thinkers, who are not tied down by formal processes and paperwork, but who allow their imagination to roam free and can conceptualize exciting new ideas. Because of this, organizations which have a very formal KM system often argue that they cannot be innovative, while those organizations which see themselves as innovative are afraid to introduce a KM system, because they are afraid that they will lose some of their freedom. In reality, this view is not strictly correct. While a KM system does require some processes to be formalized, it does not necessarily have to mean the end of innovation. In fact, it can assist innovation in a number of ways. By making knowledge available to a larger part of the organization, more employees are empowered to become innovative. KM systems do this by making knowledge regarding processes, procedures, and products available to employees. In addition, KM systems can assist in ensuring collaboration between various employees in an organization, as well as between employees of different organizations. When these diverse people combine their knowledge, innovation can occur more easily than when a single individual attempts to innovate. KM Systems can also assist innovation by putting knowledge-seekers in contact with the relevant holders of knowledge. When new innovations are first brought into a company, a proper KM system can assist with the dissemination of information regarding these innovations. In this way innovations are easily and quickly diffused in a company. The construction industry is typically a projects-based environment, where teams are created and disbanded on a continuous basis. Because of this project-orientated nature, a lot of innovation takes place because project teams are forever faced with new challenges. At the same time, the fact that teams are seldom maintained after the completion of a project, makes the use of a good KM system all the more relevant, to ensure that knowledge and learning is made available throughout the organization. The construction industry is also very fragmented and, in order to ensure collaboration between various role players, a good KM system should enable employees from different companies to work together across company borders. The role of management in ensuring the success of KM and innovation is vital. Management needs to be seen as providing the thrust for using the KM system, as well as for being innovative and ensuring that the organisation remains open to learning and new ideas. For innovations and KM to be effective in the construction industry, there are a number of prerequisites, not least of which is the culture of the organisation, which should be one of innovation, learning and openness to new ideas. / AFRIKAANSE OPSOMMING: Omdat Kennisbestuur (KB) gesien word as die proses van formalisering van aktiwiteite wat te doen het met die skep en deel van kennis in 'n organisasie, word dit dikwels gesien as 'n klip in die pad van innovasie. Innovasie word gesien as die area van vrye denkers, wat nie teruggehou word deur formele prosesse en papierwerk nie, maar wat hulle verbeelding vrye teuels gee en wat opwindende nuwe idees kan uitdink. As gevolg hiervan dink organisasies wat 'n baie formele KB stelsel het dikwels dat hulle nie kan innoveer nie, terwyl die organisasies wat hulleself sien as innoverend, dikwels versigtig is om 'n KB stelsel te implimenteer, omdat hulle bang is dat hulle 'n deel van hulle vryheid sal verloor. In werklikheid is dit nie reg nie. Terwyl 'n KB stelsel vereis dat sommige prosesse geformaliseer word, beteken dit nie noodwendig die einde van innovasie nie. Trouens, dit kan innovasie aanmoedig op verskeie maniere. Deur kennis meer beskikbaar te maak aan 'n groter deel van die organisasie, word meer werknemers in staat gestel om innoverend te wees. KB stelsels doen dit deur kennis aangaande prosesse, prosedures en produkte toeganklik te maak vir werknemers. KB stelsels kan ook help om samewerking te verseker, beide tussen werknemers van dieselfde organisasie en werknemers van verskillende organisasies. Wanneer die diverse mense hulle kennis saamvoeg, geskied innovasie makliker as wanneer een individu probeer om te innoveer. KB stelsels kan ook innovasie aanhelp deur die kennis soekers in verbinding te stel met die relevante houers van kennis. Wanneer nuwe innovasie die eerste keer in 'n maatskappy inkom, kan 'n ordentlike KB stelsel help met die verspreiding van die kennis aangaande die innovasie. Op die manier word innovasies maklik en vinnig opgeneem in 'n organisasie. Die konstruksie industrie is tipies 'n projek gebaseerde omgewing, waar spanne geskep en ontknoop word op 'n voortdurende basis. As gevolg van die projekgeorienteerdheid, gebeur 'n klomp innovasie, omdat projek spanne heeltyd nuwe uitdagings moet oorkom. Terselfdertyd maak die feit dat spanne selde bymekaar bly na afloop van 'n projek, die gebruik van 'n goeie KB stelsel nog meer relevant, om te verseker dat kennis en leer deur die organisasie beskikbaar is. Die konstruksie industrie is ook baie gefragmenteer, en om samewerking tussen die onderskeie rolspelers te verseker, behoort 'n goeie KB stelsel werknemers van verskillende maatskappye in staat te stel om saam te werk. Die rol van bestuur om te verseker dat KB en innovasie 'n sukses is, is uiters belangrik. Bestuur moet gesien word as toegewyd aan die gebruik van die KB stelsel, sowel as aan innovasie en om seker te maak dat die organisasie ontvanklik bly vir leer en nuwe idees. Vir innovasie en KB om effektief te wees in die konstruksie industrie, is daar 'n aantal voorvereistes, waarvan die kultuur van die organisasie een is. Die kultuur behoort een van innovasie, leer en openheid vir nuwe idees te wees.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: Customers procure solutions and services to streamline and improve their business functions. For services to be viable to a customer, it is required that the service provide more value to their business than the actual cost of procuring the service. This report aims to understand what the value is that the customers place in the services they require. From this understanding, a framework is produced that drives value in delivering site-based support services. The framework is built on four objectives that will deliver value to the customer. The objectives of a service are as follows: to be customer focused, to have effective resource management, to be proactive in nature and to be sustainable over the life of the service. The framework also defines a set of processes that conforms to, and drives the stated objectives. Although there are many such frameworks in existence, their focus is general in nature. This report will focus specifically on the delivery of site-based support services for automation solutions in a manufacturing industry. Site-based support services are expensive in nature because the solution provider provides dedicated and knowledge specific resources to customers. For this reason, the value expected by a customer is much higher than other forms of support services. This problem is investigated and a framework is produced through research of established Service Management frameworks. / AFRIKAANSE OPSOMMING: Kliente bekom oplossings en dienste om hul besigheidsfunksies te stroomlyn en te verbeter. Vir dienste om aantreklik vir 'n klient te wees, word dit vereis dat die voorsiende diens meer waarde tot hul besigheid toevoeg as wat die koste van die diens is. Hierdie verslag mik om te verstaan wat die waarde is wat kliente heg aan die dienste wat hulle vereis. 'n Raamwerk word gebou wat waarde toevoeg in op-perseel gelewerde dienste. Die raamwerk is gegrond op vier doelwitte wat vir kliente waarde lewer. Die doelwitte van 'n diens is om gefokus op die klient te wees, om hulpbronne effektief te kan hanteer, om proaktief van natuur te wees en om ondersteunbaar oor die lewe van die dienste wees. Die raamwerk beskryf 'n stel prosesse wat by diens doelwitte pas en die doelwitte dryf. Alhoewel daar baie ooreenstemmende raamwerke in bestaan is, is die fokus van die bestaande raamwerke algemeen van natuur. Hierdie verslag ondersoek spesifiek die lewering van op-perseel diens ondersteuning vir geoutomatiseerde oplossings in 'n vervaardigings nywerheid. Op-perseel gelewerde ondersteuningsdienste is duur van natuur omdat die diensverskaffer kliente voorsien van toegewyde, kennisryke hulpbronne. Om hierdie rede, vereis die klient meer waarde van op-perseel gelewerde dienste, as van ander diens forums. Deur navorsing van bekende diens besturings raamwerke is 'n nuwe raamwerk gebou wat fokus op die lewering van op-perseel dienste.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: Tobin's q value is widely used by financial analysts as a performance indicator ratio. The market value of a firm over the replacement cost of fixed assets and inventory serves as an indication of whether value is created by investing internally in the firm, or whether value is destroyed by investing in negative net present value projects. Where Tobin's q is greater than one (q > 1), the market value of the firm is greater than what it would cost to replace fixed assets and inventory. Therefore value is created. Firms that have a Tobin's q value of less than one are advised to pay dividends rather than invest in negative net present value projects. Over 200 different methods exist of calculating Tobin's q. By increasing the complexity of the algorithm to determine q, very little is achieved to improve the measurement quality. A strong link exists between excess market returns, free cash flow spending announcements and Tobin's q value for the firm. Firms with a high Tobin's q value should ensure that good investment possibilities are pursued. The use of internal funds to fund new investment is viewed in a positive light by the market and above average returns are generated. Firms with a high Tobin's q value and high free cash flow show lower returns. These lower returns happen as a result of the market recognising the firm's failure to capitalise on favourable internal investment opportunities. / AFRIKAANSE OPSOMMING: Tobin se q-waarde word wyd gebruik as prestasie aanwyser deur finansiele ontleders. Die markwaarde van 'n firma gedeel deur die vervangingskoste van vaste bates en voorraad, dien as 'n maatstaf om aan te dui of waarde geskep word deur intern in die firma te belê en of waarde vernietig word deur in projekte met 'n negatiewe netto teenswoordige waarde te belê. Waar Tobin se q-waarde groter is as een (q > 1) is die markwaarde van die firma groter as wat dit sal wees om die vaste bates en voorraad te vervang. Sodoende word waarde geskep. Firmas met 'n q-waarde van minder as een word aanbeveel om eeeder dividende uit te betaal as om die beskikbare fondse in projekte met 'n negatiewe netto teenswoordige waarde te investeer. Meer as 200 verskillende metodes bestaan om Tobin se q-waarde te bereken. Deur die kompleksiteit van die algoritme te vergroot om q te bereken, dra min by tot groter akkuraatheid van die meting. 'n Sterk verband bestaan tussen bo-gemiddelde markopbrengste, aankondigings oor die besteding van vrye kontantvloei en die Tobin q-waarde van die firma. Firmas met 'n hoë Tobin q-waarde moet verseker dat goeie investeringsgeleenthede aangegryp word. Die gebruik van interne fondse om nuwe investering te finansier word deur die mark in 'n positiewe lig beskou en bogemiddelde opbrengste word gelewer. Firmas met 'n hoë Tobin q-waarde en hoë vrye kontantvloei toon laer opbrengste. Hierdie laer opbrengste is as gevolg van die mark wat besef dat die firma nalaat om gunstige interne investeringsgeleenthede te gebruik.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: The Western Cape Education Department (WCED) is responsible for the provision of education to nearly a million learners in 2007/08 from grade R to grade 12. To fulfil its primary function, it employs thousands of educators and officials. Like any organisation, the WCED should be managed effectively to ensure that this main educational mission is carried out. Communication forms an integral part of this management process. This research report focuses on communication processes between two groups within the WCED, namely, officials at Head Office and officials working directly in the Educational Management and Development Centres (EMDCs). The aim was to determine the perceptions that the officials have about communication in the WCED and to make recommendations to the WCED to improve the situation, should such recommendations be needed. Chapter 1 gives a background of the organisation where the research was conducted. Chapter 2 focuses on the literature and gives a review of the different communication theories while applying these to the organisation being researched. Chapter 3 provides an explanation of the method of research and refers to the two groups that are compared, the questionnaire that was developed and administered as well as an explanation of how the statements were analysed. Chapter 4 categorises the responses of the two groups and each statement is analysed based on whether the groups agree or disagree with each other. Summaries of the findings, in four groupings, are presented. Chapter 5 places the focus on the conclusions that have been drawn from the analyses and makes recommendations to the WCED regarding how to improve communication. Several findings were made. There are a number of aspects that officials from both groups agree with, but also many issues that they disagree on. The main finding of the research is that both groups perceive the management of the WCED to be autocratic and that this seems to be one main root of problems related to communication in the department. / AFRIKAANSE OPSOMMING: Die Wes-Kaap Onderwysdepartement is verantwoordelik vir die voorsiening van opvoeding vir duisende leerders vanaf graad R to graad 12. Terwyl dit die primere funksie van die onderwysdepartment is, moet dit ook in gedagte gehou word dat dit duisende onderwysers en amptenare in diens het. Die Wes-Kaap Onderwysdepartement moet effektief bestuur word om te verseker dat die hoofdoel bereik word. Kommunikasie vorm 'n integrale deel van die bestuursproses. Die navorsingsverslag fokus op die kommunikasieprosesse tussen twee groepe binne die Wes-Kaap Onderwysdepartement, naamlik Hoofkantoor- en Distriksamptenare. Die doel was om die persepsies wat hierdie amptenare oor kommunikasie het, te bepaal, en om aanbevelings te maak aan die onderwysdepartment om die situasie wat bestaan, te verbeter. Hoofstuk 1 gee 'n agtergrond van die organisasie waar die navorsing gedoen was. Hoofstuk 2 fokus op die literatuur en gee 'n oorsig van die verskillende kommunikasieteoriee, terwyl hierdie toegepas word op die organisasie wat nagevors word. Hoofstuk 3 voorsien 'n verduideliking van die metodiek van navorsing en verwys na die twee groepe wat vergelyk word, die vraelys wat ontwikkel en geadministeer was, sowel as 'n verduideliking van hoe die stellings geanaliseer sal word. Hoofstuk 4 kategoriseer die terugvoering van die twee groepe en elke stelling word geanaliseer, gebaseer op of die groepe met mekaar saamstem of nie. Hoofstuk 5 plaas die fokus op die gevolgtrekkings wat gemaak word van die analise, terwyl daar ook aanbevelings aan die Wes-Kaap Onderwysdepartement gemaak word oor hoe om kommunikasie te verbeter. In die analise van die terugvoering van die amptenare wat op die vraelys gereageer het, word 'n aantal bevindinge gemaak. Daar is 'n aantal aspekte waaroor amptenare van beide groepe saamstem, maar ook aspekte waaroor hulle nie met mekaar saamstem nie. Die hoof bevinding van hierdie navorsing is dat amptenare die persepsie het dat die bestuur van die WKOD outokraties is en dat dit die oorsaak is van die probleme wat verband hou met kommunikasie in die departement.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: The pace of globalisation and the continuous advance in technology have created an ever-changing business environment, which is making it increasingly difficult for organisations to remain competitive. To the world community globalisation has been a gradual process, whereas its impact in South Africa was more pronounced and happened over a shorter period. This was due to the re-admission of South Africa to the international community after the 1994 elections. In addition, leaders in this new global economy are facing new, complex challenges associated with the everchanging business environment, and the depth and quality of the leadership that they provide are critical to the success of organisations. It was within this context that this research study was conceived. More specifically, the author became interested in the type of leadership behaviours, practices and characteristics that are essential to lead an organisation in the new global economy. During the last two decades, an increasing number of researchers began to report on a 'new' style of leadership based on innovation, continuous learning, constant renewal and entrepreneurship. This leadership style challenges traditional views on work among employees, creates a new vision and motivates workers to perform above expectation. These leaders have recognised the need for revitalisation and they bring about change within their organisations to meet the challenges of the current, ever-changing environment. This 'new' leadership style is transformational leadership, which has been extensively reported on. Literature abounds with studies on transformational leadership and its impact on organisational effectiveness. It is one of the most extensively researched leadership paradigms to date and is still evolving. This dissertation reviews the development of leadership theory and the paradigm shifts that have led to the development of transformational leadership theory. Furthermore, the author interviewed experienced leaders from Naspers to practically identify essential leadership requirements within a South African multinational organisation. The primary research findings indicate that there are parallels between essential leadership behaviours and characteristics, as identified by the present study, and transformational leadership behaviours and characteristics. The study indicates that some of the successes of the researched organisation could be attributed to the transformational leadership practices that it has employed. It can also be inferred that, should these characteristics and behaviours be nurtured in other leaders and organisations in general, these organisations could become more effective, competitive and growth-orientated in the current organisational landscape. / AFRIKAANSE OPSOMMING: Die tempo van globalisering en die volgehoue vordering in tegnologie, het 'n heeltydse veranderende besigheids omgewing teweeggebring, wat dit moeilik maak vir organisasies om kompeterend te bly. Die proses van globalisering was 'n geleidelike proses vir die wereld gemeenskap, maar die effek op Suid-Afrika was meer dramaties. Dit is as gevolg van Suid Afrika se hertoelating tot die wereld ekonomie, na die 1994 verkiesings. Die nuwe wereld ekonomie en veranderende besigheids omgewing stel oak addisionele vereistes en uitdagings aan leiers en die diepte en kwaliteit van hulle leierskap is krities tot die sukses van hul organisasie. Dit was binne die konteks wat die navorsing studie gebore was. Meer spesifiek, die skrywer was geinteresseerd in die tipe leierskap style, praktyke en eienskappe wat krities is om organisasies te lei in the nuwe wereld ekonomie. Gedurende die laaste twee dekades, het 'n groeiende hoeveelheid navorsers begin verslag doen oor 'n 'nuwe' leierskap styl, gebasseer op innovasie, volgehoue studie, konstante vernuwing en entrepreneurskap. Die leierskap styl daag die tradisionele siening van werknemers t.o.v. hulle werk uit, dit skep nuwe visies en motiveer werknemers om bo verwagting te presteer. Die tipe leiers het die nodigheid raak gesien vir vernuwing en hulle bring verandering binne organisasies aan om die uitdagings van die nuwe omgewing te bowe te kom. Die 'nuwe' leierskap styl is transformasie leierskap. Daar is al ekstensief verslag gedoen oor die styl en daar is 'n oorvloed van literatuur beskikbaar oor transformasie leierskap en die impak daarvan op die effektiwiteit van organisasies. Sover is dit een van die mees nagevorsde leierskap paradigmas. Die studie hersien die ontwikkeling van leierskap teorie en die verskuiwing in paradigmas wat gelei het tot die ontwikkeling van transformasie leierskap teorie. Die skrywer het ook onderhoude gevoer met ervare leiers van Naspers, om prakties uit te vind wat se leierskap benaderings en eienskappe nodig is binne Suid-Afrikaanse multi-nasionale organisasies. Die primere resultate van die studie het gewys dat daar ooreenkomste is tussen die leierskap benadering en eienskappe van die huidige studie en die van transformasie leierskap. Die studie wys ook dat die sukses van Naspers gedeeltelik toegestaan kan word aan die transformasie leierskap praktyke wat toegepas is binne die organisasie. Verder kan dit ook afgelei word dat as die praktyke en eienskappe toegepas word op ander leiers in ander oranisasies, kan hulle ook meer effektief, kompeterend en groei georienteerd wees in die huidige organisatoriese landskap.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Recent years have been witness to the co-existence of incredible advances in human well-being and healthcare development on the one hand and extreme deprivation and a significant drop in numerous health indicators on the other. Central among this paradox lies the key to accessible, comprehensive and dedicated healthcare - the health workforce and the numerous factors impacting on health professionals and health professional data. Key to health care human resource planning is a comprehensive understanding of the environment and demands that health professionals are faced with. This must be supported by knowledge of the profile of health professionals in a specific country and should lead to detailed health resource planning, based on benchmarks and analytical interpretation of the factors that both determine and influence the number of health professionals. This research report provides an abbreviated background to the local and international health sectors, profiles the current number and distribution of medical practitioners and selected medical specialists in the country and internationally, identifies the key factors for consideration in projecting the number of medical practitioners and medical specialists required for South Africa and proposes a framework for taking the process forward. The research showed that, while there are positive aspects to the South African health professional environment, the country faces dire regional disparities and does not compare favourably to many of its international peers in terms of health professional resources. The key aspects that influence health human resources were identified and it became clear that sustainable and comprehensive health resource planning is not a mere matter of ratios, but is indeed dependent on a number of critical success factors. It is critical that health human resource planning in South Africa requires urgent and comprehensive attention. Failure to address this urgently will result in a health care system continuing to struggle to meet the health care needs of the population. A structured approach is possible, but requires dedication and careful planning. / AFRIKAANSE OPSOMMING: Die laaste paar jare is gekenmerk deur die kontras van indrukwekkende vooruitgang in lewenskwaliteit en gesondheidsorg aan die een kant en ekstreme tekortkominge en die verswakking van gesondheidstatistieke aan die ander. Sentraal tot hierdie paradoks is die sleutel tot toeganklike, omvattende en toegewyde gesondheidsorg - die gesondheidswerkers en die vele faktore wat gesondheidswerkers en - data beinvloed. Die kern van gesondheidsorg menslike hulpbronne beplanning is 'n omvattende begrip van die omgewing en vereistes waaraan gesondheidswerkers blootgestel word. Dit moet ondersteun word deur in diepte kennis van die gesondheidswerker profiel binne in 'n spesifieke land en behoort te lei tot gedetaileerde gesondheidsorg menslike hulpbronne beplanning, na aanleiding van toepaslike verwysingsraamwerke en 'n analitiese interpretasie van die faktore wat die aantal gesondheidswerkers beide bepaal en noodwendig beinvloed. Hierdie navorsingsverslag verskaf 'n sinoptiese agtergrondskets van die nasionale en internasionale gesondheidsektore, gevolg deur die profiel (getalle en verspreiding) van die algemene praktisyns en geselekteerde mediese spesialiste, beide in Suid Afrika en internasionaal. Dit identifiseer die belangrikste faktore vir oorweging in die projeksie van die aantal algmene praktisyns en mediese spesialiste benodig en sluit af met 'n voorgestelde raamwerk vir voortgesette omvattende beplanning. Die navorsing het getoon dat, alhoewel die Suid Afrikaanse gesondheidswerker omgewing deur positiewe aspekte gekenmerk word, die land steeds onderworpe is aan daadwerklike streeks ongelykhede en boonop nie besonder positief vertoon teenoor ander soortgelyke lande nie. Die kern kwessies wat gesondheidswerkers beinvloed is geidentifiseer en dit is duidelik dat onderhoudende en omvattende gesondheidsorg beplanning nie bloot die toepassing van ratios is nie, maar dat dit onderhewig is aan 'n groot verskeidenheid kritiese sukses faktore. Dit is van kritiese belang dat gesondheid menslike hulpbronne beplanning in SA daadwerklike aandag geniet. Die nalaat van hierdie verantwoordelikheid, sal lei tot 'n gesondheidsisteem wat nie in staat is om aan die behoeftes van die land te voldoen nie. 'n Gestruktureerde benadering is moontlik, maar verdien toewyding en beplanning.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Red Bull is probably one of the most interesting brands ever created. Since its launch in Austria in 1986 and the launch in South Africa in November 1997, Red Bull has caused a stir. Dietrich Mateschitz created Red Bull after visiting Thailand and seeing the taxi drivers drinking syrup called Kraling Daeng. He took this mixture to his home country and started to develop something more acceptable to the Western taste. The Red Bull brand was developed and built by firstly developing the taste, then designing the can and lastly designing the famous cartoons. Only thereafter the rollout started. Red Bull created a new drinks category called energy drinks. This research will take a close look at and discuss how Red Bull used the strategic marketing process to decide whether to enter the South African market, and from a marketing point of view, how the brand was and still is managed, focusing specifically on the first ten years since its launch in South Africa. Red Bull hit the South African shops in November 1997. This happened after a local distributor, THUMB Trading and later J Melnick & Company, did some analysis about the market. This industry, political, economic, social, technical and environmental analysis showed that the brand could be successful in the country. The volatile and ever changing exchange rate and import duties would however be the biggest external factors affecting the pricing in South Africa. Red Bull Head Office together with the local distributor investigated the market size and market potential, concluding that there was huge potential to launch the product in South Africa. The distributor at the time, THUMB Trading, was a consumer goods importer with good knowledge of the market. Their distribution and penetration into the retail market was solid although they lacked in the newly identified on-premise market. A new team was established to service this on-premise market, which was Red Bull 's focus when entering the market, supported by consumer sampling. The first phase, getting the silver and blue can into all the trendy and well-known on-premise outlets, was very successful but soon the next phase of rolling the brand out to the retail and convenience stores needed to commence. This coincided with even more consumer awareness programs across the country. The marketing activities soon followed, not in the traditional 4 Ps style of price, product, place and promotion, but something quite different. Red Bull introduced their methodology looking at the brand based on five pillars - media, sport and events sponsoring, consumer collecting, trade and retail promotions, and market research. These pillars each have their specific goals closely interacted to form an integrated marketing approach. Red Bull has unique brand events such as Boxcart and "Flugtag" (Flying day) to create the awareness and fun around the brand. These events are held in popular and spectacular locations, which attract tens of thousands of spectators to witness the brand at first hand. The Red Bull sponsored and supported athletes help to promote the functionality of the brand by helping athletes (and other consumers) with endurance, recovery, concentration and focus in time when they need it most. The marketing mix also consists of trade and retail promotions where Red Bull has developed specific point-of-sale items for the different channels. The category management and "global score" projects further enhance the Red Bull visibility, resulting in increased sales. Red Bull looks at the marketing spend on a monthly basis making sure it is progressing according to the budget. Any deviations found in the control process are carefully analysed and the adjustments are made accordingly. The local marketing team has to submit a revision at the end of each quarter making sure they stay on track according to the Annual Business Plan approved in December of the previous year. Monthly feedback is given to the country manager or Quarterback and Area Manager in the marketing and sales report on all development according to a predefined set of targets. The Red Bull sales and marketing efforts in South Africa are not only supported by local marketing efforts but also by Red Bull Head Office's international marketing strategies. These include Red Bull projects such as the channel crossing, the Jesus statue jump and world record speed skiing attempts to name but a few. The Red Bull companies with the well-known Red Bull Racing and Torro Rosso respectively competing in the Formula One Grand Prix series, Hangar 7 housing the Flying Bulls or the Red Bull Air Race, also contributes to keep the brand in consumers minds. Red Bull is truly a different brand with unique ways of doing business. The planning and thinking integrate not only the different pillars but also the head office projects, and Red Bull companies make the marketing effort something special to watch. This integrated marketing approach comprising of so many different angles sets new marketing standards, and also makes it easier to understand why the brand is so strong globally. The Red Bull success can be attributed to a small number of things, which include their people,the passion for the brand, a drive to succeed, and their detailed planning methodology. The way of doing is consistent throughout the world, speaking the same language with the same message everywhere - a unique brand with strong brand values, focus and strategies, which thinks as a number two to be the number one ...... "Red Bull gives you wiiings!" / AFRIKAANSE OPSOMMING: Red Bull is waarskynlik een van die mees interessante handelsname wat ooit geskep is. Sedert die bekendstelling in Oostenryk in 1986 en die bekendstelling in Suid-Afrika in November 1997, het Red Bull 'n beroering veroorsaak. Dietrich Mateschitz het Red Bull ontwerp nadat hy Thailand besoek het en daar gesien het dat taxi-bestuurders 'n stroop, genaamd Krating Daeng, drink. Mateschitz het hierdie mengsel na sy tuisland teruggeneem en begin om iets te ontwikkel wat meer aanvaarbaar vir die Westerse smaak sou wees. Die Red Bull handelsmerk is ontwikkel en uitgebou deur eerste die smaak te ontwikkel, daarna die blikkie te ontwerp en laastens die welbekende tekenprente. Slegs daarna het die bekendstelling begin. Hierdie navorsing sal in diepte kyk en bespreek hoe Red Bull die strategiese bemarkingsproses gebruik het in die besluit om die Suid-Afrikaanse mark binne te dring al dan nie en vanuit 'n bemarkingsoogpunt bespreek hoe die handelsmerk bestuur is en steeds bestuur word deur spesifiek te fokus op die eerste tien jaar vanaf bekendstelling in Suid-Afrika. Red Bull is in November 1997 in Suid-Afrikaanse winkels beskikbaar gestel. Dit het gebeur nadat 'n plaaslike verspreider, THUMB Trading, later bekend as J Melnick & Company, 'n markanalise gedoen het. Hierdie industrie, politieke, ekonomiese, sosiale, tegniese en omgewingsanalise het gewys dat die handelsnaam baie suksesvol in die land kon wees. Die onbestendige en ewig veranderende wisselkoers asook invoerbelasting sou egter die grootste eksterne faktore wees wat betref die prysbepaling vir die Suid-Afrikaanse mark. Red Bull hoofkantoor, tesame met die plaaslike verspreider het die markgrootte en markpotensiaal ondersoek en tot die gevolgtrekking gekom dat daar baie potensiaal is om die produk in Suid-Afrika vry te stel. Die verspreider, THUMB Trading, was 'n invoermaatskappy van verbruikersgoedere met 'n grondige kennis van die mark. Hul verspreiding en penetrering van die handelsmark was bestendig, alhoewel hulle tekortgeskiet het in die nuut geidentifiseerde "op-perseel"-mark. Red Bull wou spesifiek fokus op die "op-perseel"-mark asook verbruikersmonsters terwyl die mark betree word en daar is toe 'n span saamgestel wat hierdie "op-perseel"-mark sou diens. Die eerste fase, om die silwer-en-blou-blikkie in al die gewilde, toonaangewende "op-perseel" verkooppunte beskikbaar te stel, was baie suksesvol, maar kort daarna moes die volgende fase begin - om die produk in die kleinhandelafsetpunte en gerieflikheidswinkels te hê. Hierdie fase het saamgeval met selfs nog meer gebruikersbewusmakingsprogramme oral deur die land. Die bemarkingsaktiwiteite het kort daarna gevolg - nie in die tradisionele 4 P-styl van prys, produk, plek en promosie nie, maar iets heeltemal eiesoortig. Red Bull het hulle metodologie bekendgestel wat daarop berus dat hulle die bemarking van die handelsmerk op vyf pilare basseer: media, sport en geleentheidsborgskappe, verbruikersversameling, handel- en kleinhandel promosies, asook marknavorsing. Hierdie pilare het elk sy eie spesifieke doelwitte met noue wisselwerking tussen mekaar om uiteindelik 'n geintegreerde bemarkingsbenadering te vorm. Red Bull bied unieke okkasies, soos "Boxcart" en "Flugtag" (Vliegdag) aan om bewusmaking en pret rondom die handelsmerk te verhoog. Hierdie okkasies word in gewilde, skouspelagtige plekke aangebied wat tienduisende toeskouers teiken wat die handelsmerk eerstehands kan ervaar. Atlele wat deur Red Bull geborg en/of ondersteun word, help om die funksionaliteit van die handelsnaam te bevorder deur atlete, asook ander verbruikers, te help met hul uithouvermoë, herstel, konsentrasie en fokus op die tye wat hulle dit die nodigste het. Die bemarkingsaktiwiteite sluit ook in handels- en kleinhandelpromosies waar Red Bull spesifieke verkooppunt-items ontwikkel het vir die verskillende kanale. Die kategorie bestuur- en globale puntestandprojekte bevorder die Red Bull sigbaarheid wat weer lei tot verhoogde verkope. Red Bull kyk maandeliks na die bemarkingsbesteding om sodoende te verseker dat dit volgens die begroting verloop. Enige afwykings wat tydens die kontrole proses gevind word, word baie deeglik geanaliseer en aanpassings word gemaak. Die plaaslike bemarkingspan moet elke kwartaal 'n revisie indien om te verseker dat hulle op die regte spoor bly aangaande die Jaarlikse Besigheidsplan wat Desembermaand van die vorige jaar goedgekeur is. In die bemarkings- en verkoopsverslag word maandeliks terugvoer aan die landbestuurder en areabestuurder gegee rakende alle vordering op grond van 'n voorafgedefinieerde stel doelwitte. Die Red Bull verkoop- en bemarkingsprestasies in Suid-Afrika word nie net deur plaaslike bemarkingspogings ondersteun nie, maar ook deur Red Bull hoofkantoor se internasionale bemarkingstrategiee. Hierdie sluit projekte in soos die kanaaloorkruising, die Jesusbeeld-sprong en wereldrekord spoedskipogings, om maar net 'n paar te noem. Die Red Bull maatskappye, tesame met die welbekende Red Bull Racing en Torro Rosso wat afsonderlik deelneem aan die Formule Een Grand Prix-reeks, die Hangar-7 wat die Vlieende Bulle of die Red Bull Lugspan huisves, dra almal daartoe by om bewusmaking van hierdie handelsnaam by verbruikers te verhoog. Red Bull is verseker 'n andersoortige handelsnaam wat op 'n unieke manier besigheid doen. In die beplanning- en oorwegingsfase word nie net die verskillende pilare geintegreer nie, maar ook die projekte wat deur die hoofkantoor geloods word en die Red Bull maatskappye maak die bemarkingsprojek iets besonders om te sien. Hierdie geintegreerde bemarkingsbenadering wat uit soveel verskillende fasette bestaan, stel nuwe bemarkingstandaarde, maar maak dit ook makliker om te begryp waarom hierdie handelsnaam wereldwyd so sterk is. Die sukses van Red Bull kan toegeskryf word aan 'n paar dinge, wat insluit hul mense, die passie vir die handelsmerk, die deursettingsvermoe om suksesvol te wees, asook hul gedetaileerde beplanningsmetodologie. Die manier van doen is wereldwyd konsekwent, praat oral dieselfde taal met dieselfde boodskap - waarlik 'n unieke handelsnaam met sterk waardes, fokus en strategiee, wat dink soos 'n nommer twee om verseker die nommer een te wees. . .... "Red Bull gives you wiiings"!