Thesis (MBA)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: Mobile penetration in Ghana and the rest of Western Africa is reaching maturity. Mobile operators are looking for ways to complement their traditional revenue streams, as they cannot merely rely on voice and short message service (SMS) income anymore. Mobile value-added services are a good addition to the portfolio, bringing much needed services like transactional banking, commerce, information and entertainment, insurance, and health information services to mobile users that had difficult to no access to the above services until recently. South African mobile value-added services (VAS) companies that have a good relationship with market leading mobile providers, like MTN, have the opportunity to tap into the Ghanaian market as these services predominantly consist of mobile financial services products with limited functionality. Other specific services like agriculture, health, entertainment and insurance have been identified as mobile subscriber needs in the Ghanaian market. The benefit that South African mobile value-added companies have is that they already have developed similar well-functioning value-added services for the local market where comparisons with the Ghanaian market dynamics can be found. These companies can tailor them to the specific needs and requirements of the market in Ghana, saving them time and having the much-needed first mover advantage with regards to new or better mobile VAS in this market. Ghana is seen as the most stable country in the West African region and ease of doing business is good in comparison with neighbouring countries like Nigeria. Ghana is therefore a good entry point for South African mobile VAS companies in the West African market to truly scale their business model. The researcher chose to investigate the opportunities and best ways to enter this market by interviewing a project manager and managing director of a leading mobile value-added services company doing business in emerging economies, including Ghana. Questionnaires were also sent to employees working for various mobile VAS employers with extensive experience in the research and development of mobile VAS in these markets. The researcher derived information on the difficulty of doing business in Ghana; the current available VAS in the Ghanaian market; factors that hinder business growth in this market specifically; drivers of success; the importance of partnering with leading mobile operators like MTN to be successful; how the South African business model can be compatible; South African and other African trends that will most likely overflow to Ghana; together with the size data-enabled VAS which will form part of the portfolio of products that mobile VAS companies can offer and be market ready for in the near future. The findings of the researcher can be used as a starting framework to further investigate and determine specific market size and to conduct in-depth market analysis of the needs and requirements of mobile subscribers with regards to mobile VAS in Ghana with the vision of moving into the rest of Western Africa.

Thesis (M.B.A. (Rhodes Investec Business School)) - Rhodes University, 2008. / Submitted in partial fulfilment of the requirements for the degree Master of Business Administration in the Rhodes Investec Business School (RIBS)

The aim of this research is to evaluate the process and impact of outsourcing information technology (IT) services of Eastern Cape Treasury Department (ECTD) to State Information Technology Agency (SITA). This research study has been prompted by the fact that the South African Government through the National Department of Public Service and Administration has established SITA with a sole purpose of improving service delivery by all national, provincial and local government departments. The researcher’s concern is whether the relationship between SITA and these departments is working or not. The research paradigm adopted is a constructivist approach and the ontological position adopted assumed multiple realities. The research method used in this study is the evaluation research method. Key to the research procedure was the fact that four senior officials were interviewed using audio recording, where in two were each chosen from SITA and ECTD. The researcher used document analysis and interviews as a means of collecting data. Separate open-ended questions for SITA and ECTD were structured in such a way that it would be easy to extract themes describing the details of a particular question. The researcher made use of thematic analysis. The theory drive-code development process was key in the research analysis. ECTD outsourced to SITA the following IT services, namely, provision or maintenance of a private telecommunication network (PTN) or a value-added network (VAN); transversal information systems and its data-processing or associated services; training in IT/IS; application software development; maintenance services for IT software or infrastructure; data-processing or associated services for specific IT applications or systems such as website development; and IT support. The interviewed officials from ECTD contend that they used the SCM Guide and SITA ACT when pursuing IT outsourcing for projects such as those listed above. One of the key projects outsourced to SITA is the IFMS, which is a project programme of the National Treasury Department working closely with provinces (e.g. ECTD), National Department of Public Service and Administration (NDPSA) and SITA. The IFMS project has been implemented following the SCM guidelines. The key SCM Guide components are demand, acquisition, logistics, and disposal management. The engagement model used by SITA to guide them on the process of engaging in an IT outsourcing relationship has, according to the officials interviewed, been a success. SITA uses a standard contract wherein other specific contracts receive minor adjustments. The impact of IT outsourcing has shown increases in customer satisfaction improvement, transformation of government procurement and provisioning practices, appointment of Consultants, interpretation of the Preferential Procurement Policy, promotion of the consistent application of Best Practices, information systems security environment, and improving service delivery.