Thesis (MPH) -- University of Limpopo, 2010. / Small-scale enterprises and the informal sector constitute the fastest growing economic sectors and represent the most realistic form of employment creation. In Botswana, the number of informal businesses increased by 72% from 1999 to 2007, an important proportion involved in clothing manufacture. These businesses are vulnerable and prone to concern themselves with survival rather than improving health and safety and as such health risks remain high in their workplaces. The aim of this study was to assess the extent to which small-scale clothing industries in the Gaborone area of Botswana comply with occupational health and safety standards and to make recommendations for the improvement of employee health and safety and productivity. A quantitative cross-sectional survey of 36 small enterprises was conducted and data was collected using an inspection checklist adapted from the ILO's guidelines on Safety, Health and working Conditions inspections. Results showed that the enterprises employed between I – 8 persons with two-thirds (59.4%) employing 1 - 2 persons indicating that small businesses in clothing manufacture comprised mostly self-employed persons. Predominantly females (2 - 1 female to male ratio) were employed thus confirming the findings of the 2007 informal sector survey in Botswana which showed that 67.6% informal businesses were owned by females. However, females are most at risk from health problems inherent in clothing manufacture particularly as studies show that musculoskeletal disorders that cause long-term disabilities and absenteeism are more common among them than males. Work processes in small-scale clothing manufacture was found to be labour-intensive, involving long hours of standing particularly for workers designing, cutting and ironing, and sitting for machinists who do sewing. Work also involved lifting of heavy loads, was repetitive with sustained use of force and high-paced. Workers operated for 5 hours in the morning and 3-5 hours in the afternoon continuously with only a I-hour lunch break without short breaks to rest thus increasing fatigue, risk of injuries and musculoskeletal disorders. Workbenches and chairs were not appropriate for the nature and type of work, causing workers to adopt awkward postures. The businesses were generally complying with requirements for cleanliness and provision of sanitary conveniences but ventilation and lighting were inadequate. None of the workplaces provided localized lighting and in most cases windows were too small to provide natural lighting and ventilation for normal airflow. Most workplaces were not complying with electrical installation standards. 63.9% of the workplaces had entangled wire connections and live wire terminals in the work area living workers exposed to serious injuries electrocution and burns from possible fire. Emergency preparedness of the workplaces was also poor as non-had a first aid kit; only 8.3% had fire extinguishers and most had no emergency exit but only one door serving as entrance and exit. In addition workplaces were not complying with standards for the use of protective clothing and equipment and the maintenance and guarding of machines. Moreover, employers were not complying with their legal obligation to identify, remove or mitigate hazards in the workplace and did not train nor supervise employees in safe work procedures and use of workstations and machinery. This survey revealed that small-scale clothing manufacture enterprises in the Gaborone area of Botswana were in the most not complying with universal occupational health and safety standards leading to a precarious state of workplace health and safety conditions. These findings justify the need to implement such improvements as reorientation of the factories inspection system, redesign of workbenches and chairs, granting employees short breaks to rest and grouping of businesses into small regional committees to facilitate training in occupational health and safety procedures and their use, and the identification and implementation of simple solutions for workplace health and safety problems.

<p>This paper focuses on traditional clothing enterprise IT strategies. The purpose was to investigate the correlation between traditional clothing companies IT strategies and their brand. </p><p>In a market where the competition is high it has become more important that the company targets a customer segment. To reach their targeted customers the company builds their brand with different corporate strategies. This segmentation is necessary because of the high exposure to competition, and a well-established brand could be a prerequisite for profitability.  </p><p>In today’s market, IT has a major impact on the clothing business. This has led to the market becoming more global and made the competition tougher. Most apparel companies have chosen to implement IT in their organization, but these strategies differ. It is of importance that the IT strategy does not harm the brand, and it is also of importance that the choice of the IT strategy supports the main corporate strategy.  </p><p>The study was conducted using interviews with companies, analysis of websites, surveys and interviews of customers. The responses of these have been analyzed from a transaction marketing perspective.  </p><p>The data suggests that the strength of the brand has to be taken into account when selecting an IT strategy, the gap between identity and image ought to be small. Conveying a distinct position to the customers also has to be taken into account. When the brand is of an exclusive nature the involvement degree of the respondents tended to be high. It turned out that purchases in an exclusive shop were an experience in itself which customers are willing to pay for. This experience is something that cannot be created in an e-store. That is why one should refrain from supplementing with an online store if the corporate strategy is to position the brand as exclusive. If the brand is of low-cost nature the respondents tended to be less involved. These customers sense a lower risk in their purchases and therefore an online store can be preferable as a complement, since the corporate strategy is to position as a low-cost brand and where increased capacity is desirable. </p><p> </p> / <p> </p><p>Denna uppsats handlar om traditionella klädföretags it-strategier och syftar till att undersöka samvariationen mellan traditionella klädföretags it-strategier och deras varumärke. </p><p>I en hårt konkurrensutsatt marknad blir det allt viktigare för företag att rikta sig mot ett specifikt kundsegment. För att nå sitt kundsegment bygger företaget upp sitt varumärke med olika företagsstrategier som skiljer företagen åt. Segmenteringen är nödvändig då konkurrensen ständigt ökar och ett väletablerat varumärke kan bli en förutsättning för att nå lönsamhet. </p><p>It har idag en stor påverkan på klädföretagen, Internet har förändrat kundens informationssökning, därav har företagens it-strategi blivit av stor betydelse. De flesta klädföretag har valt att implementera it i sin organisation men dessa strategier skiljer sig åt. </p><p>Det är viktigt att strategierna inte skadar företagets varumärke och att valet av it-strategi stödjer de huvudsakliga företagsstrategierna. </p><p>Undersökningen utfördes med hjälp av intervjuer med företag, analyser av hemsidor, enkätundersökningar och djupintervjuer med kunder. Svaren från dessa har sedan analyserats utifrån ett transaktionsmarknadsföringsperspektiv. </p><p>Data tydde på att styrka i varumärket är att ta hänsyn till vid val av it-strategi, gapet mellan identitet och image skall alltså inte vara stort. Det är därför viktigt att företagen har en klar och tydlig positionering som har förmedlats till kunderna. Är varumärket av exklusiv karaktär tenderade involveringsgraden hos respondenterna att vara högt, det visade sig att själva köpen i lyxbutiker är upplevelser som gärna betalas för. Dessa upplevelser är något som inte kan skapas i en e-butik. Därför bör man avstå från att komplettera med en e-butik när den traditionella strategin är att positionera varumärket som exklusivt. Är varumärket av lågpriskaraktär tenderade respondenterna att vara låginvolverade. Dessa kunder känner en lägre risk i sitt köp och därför kan en e-butik som komplement vara att föredra, då den traditionella strategin är att positionera varumärket som lågpris där ökad volym är önskvärt.</p><p> </p>

This paper focuses on traditional clothing enterprise IT strategies. The purpose was to investigate the correlation between traditional clothing companies IT strategies and their brand.  In a market where the competition is high it has become more important that the company targets a customer segment. To reach their targeted customers the company builds their brand with different corporate strategies. This segmentation is necessary because of the high exposure to competition, and a well-established brand could be a prerequisite for profitability.   In today’s market, IT has a major impact on the clothing business. This has led to the market becoming more global and made the competition tougher. Most apparel companies have chosen to implement IT in their organization, but these strategies differ. It is of importance that the IT strategy does not harm the brand, and it is also of importance that the choice of the IT strategy supports the main corporate strategy.   The study was conducted using interviews with companies, analysis of websites, surveys and interviews of customers. The responses of these have been analyzed from a transaction marketing perspective.   The data suggests that the strength of the brand has to be taken into account when selecting an IT strategy, the gap between identity and image ought to be small. Conveying a distinct position to the customers also has to be taken into account. When the brand is of an exclusive nature the involvement degree of the respondents tended to be high. It turned out that purchases in an exclusive shop were an experience in itself which customers are willing to pay for. This experience is something that cannot be created in an e-store. That is why one should refrain from supplementing with an online store if the corporate strategy is to position the brand as exclusive. If the brand is of low-cost nature the respondents tended to be less involved. These customers sense a lower risk in their purchases and therefore an online store can be preferable as a complement, since the corporate strategy is to position as a low-cost brand and where increased capacity is desirable. / Denna uppsats handlar om traditionella klädföretags it-strategier och syftar till att undersöka samvariationen mellan traditionella klädföretags it-strategier och deras varumärke.  I en hårt konkurrensutsatt marknad blir det allt viktigare för företag att rikta sig mot ett specifikt kundsegment. För att nå sitt kundsegment bygger företaget upp sitt varumärke med olika företagsstrategier som skiljer företagen åt. Segmenteringen är nödvändig då konkurrensen ständigt ökar och ett väletablerat varumärke kan bli en förutsättning för att nå lönsamhet.  It har idag en stor påverkan på klädföretagen, Internet har förändrat kundens informationssökning, därav har företagens it-strategi blivit av stor betydelse. De flesta klädföretag har valt att implementera it i sin organisation men dessa strategier skiljer sig åt.  Det är viktigt att strategierna inte skadar företagets varumärke och att valet av it-strategi stödjer de huvudsakliga företagsstrategierna.  Undersökningen utfördes med hjälp av intervjuer med företag, analyser av hemsidor, enkätundersökningar och djupintervjuer med kunder. Svaren från dessa har sedan analyserats utifrån ett transaktionsmarknadsföringsperspektiv.  Data tydde på att styrka i varumärket är att ta hänsyn till vid val av it-strategi, gapet mellan identitet och image skall alltså inte vara stort. Det är därför viktigt att företagen har en klar och tydlig positionering som har förmedlats till kunderna. Är varumärket av exklusiv karaktär tenderade involveringsgraden hos respondenterna att vara högt, det visade sig att själva köpen i lyxbutiker är upplevelser som gärna betalas för. Dessa upplevelser är något som inte kan skapas i en e-butik. Därför bör man avstå från att komplettera med en e-butik när den traditionella strategin är att positionera varumärket som exklusivt. Är varumärket av lågpriskaraktär tenderade respondenterna att vara låginvolverade. Dessa kunder känner en lägre risk i sitt köp och därför kan en e-butik som komplement vara att föredra, då den traditionella strategin är att positionera varumärket som lågpris där ökad volym är önskvärt.