Made available in DSpace on 2016-06-02T19:51:27Z (GMT). No. of bitstreams: 1 DissLVDB.pdf: 1159653 bytes, checksum: dc3a84fd7edd7e22477398dbf4d02360 (MD5) Previous issue date: 2006-10-26 / Financiadora de Estudos e Projetos / This work, through a multi-case study, aimed to identify the success key-factors of the companies who operate the flowers electronic retail business. Such analysis adopts as a parameter the strategies of marketing-mix and logistic used by the sector in question. In this context, this work aimed to find out the performance targets prioritized by the companies and its stakeholders. The Identification of the flowers electronic retail success key-factors focus on elaborating recommendations to improve the performance of the flowers electronic retail companies as well as of companies which directly or indirectly relate to them. To do so, this work has basis on both the theoretical revision and the empirical analysis. The bibliographical revision approaches the theories related to the distribution channels, electronic commerce, marketing-mix, logistic, performance targets and success key-factors. The empirical analysis, through a multi case study with four flowers electronic retail companies, using an personal interview with a specialist in flowers trading and an author s observation, intended to verify the gap between the theory and practice in this type of enterprise. Finally, the elaboration of suggestions and recommendations to the retail companies is made based on the intersection of the two dissertation basis: the bibliographical revision and on the empirical analysis. / Este trabalho, através de um estudo multicaso, identifica os fatores-chave de sucesso das empresas que operam o varejo eletrônico de flores. A análise tem como parâmetro as estratégias de marketing-mix e de logística utilizadas pelo setor. Na seqüência, buscam-se os objetivos de desempenho priorizados pelas empresas e por seus stakeholders. A partir da identificação dos fatores-chave de sucesso do comércio eletrônico de flores, são feitas recomendações para a melhoria do desempenho tanto das empresas que operam esse formato de varejo como daquelas que, de maneira direta ou indireta, relacionam-se com essas companhias. Para tanto, o trabalho tem sustentação na revisão teórica e na análise empírica. A revisão bibliográfica aborda as teorias relacionadas aos canais de distribuição, comércio eletrônico, marketing-mix, logística, objetivos de desempenho e fatores-chave de sucesso. A análise empírica reúne um estudo multicaso com quatro empresas que operam o varejo eletrônico de flores, entrevista pessoal com um especialista em mercado de flores e uma observação participante do pesquisador. Buscou-se verificar a lacuna entre a teoria e o que realmente ocorre nesse tipo de empreendimento. Por fim, a elaboração de sugestões e recomendações às empresas varejistas é feita a partir da junção das duas bases da dissertação: revisão bibliográfica e análise empírica.

The subject of this thesis are two terms, start-ups and strategies blue oceans. The aim is therefore to realize characteristic development of the strategy and the concept of start-up and subsequent analysis of the key success factors of start-ups, in correspondence to the strategy. Output objective is to formulate recommendations on the business segment, investors. The above primary terms are initially defined and subsequently integrated in terms of the practical analysis selected start-ups, which is also based design of this work. The work was divided into two parts, theoretical and practical. The theoretical part identifies and traces the development of the strategic concept at the time, according to the primary authors of publications strategy. Then I present the designation start-up and subsequent key factors. Subsequent practical part is converted, through analysis and comparison, theoretical background in practice. This section presents the start-ups Crowdholding and Emuj and subsequently evaluated their key success factors. In another part I implements assessment of the factors of their success in terms of key aspects of the Blue Ocean strategy. Outputs are recommendations for potential investors in terms of controversy over business plans. The conclusion summarizes the theoretical and practical part of the thesis.

This master's thesis deals with strategic management. The aim of this work is to implement a strategic situational analysis of a particular company, using the methods described in the theoretical part. The thesis mainly focuses on the company's key successful factors which will be extrapolated from the strategic situational analysis. It is divided into two parts. The theoretical part presents basic concepts of strategic management, further methods used for strategic situational analysis and technique for evaluation and selection of the strategy. In practical part, described methods are applied to the selected company, in this case to the elementary school.

The objective of the current study is to explore and identify the Critical Success Factors (CSFs), which impact upon the effective implementation of Human Resource Development (HRD) initiatives in support of nationalisation, and to recommend a model for practical application and future research. Accordingly the study focused on identifying and analysing the various factors in the localisation of a workforce with regard to five broad categories, namely: national level factors, organisational (policies and practices related) factors, organisational (HR related) factors, individual level (expatriate and experienced staff related) factors and individual level (UAE national related) factors. The data for the study was collected using both qualitative and quantitative methods. Qualitative methods were used to develop an in-depth case study of the Emiratisation process in an oil and gas organisation, as well as for identifying the critical success factors to be included in the survey questionnaire for collecting the quantitative data. The results of the study indicated that the critical success factors identified in the study are part of a complicated reality and need to be managed to ensure success of the localisation of a workforce. The mean scores obtained on the various factors differed significantly across the organisations or sub groups of respondents used in the study. This indicates that the impact of various factors that facilitate or constrain the localisation efforts are highly contextual and organisation specific. The findings of the study revealed valuable insights that could enrich not only future research in the area, but also the practical application of HR tools and methods to support the localisation process. The current study also developed a model for practical application and future research in the area. The model identified the role of HR strategies and tools as critical for managing the CSFs and ensuring the success of the process of localisation. The model developed in the current study also emphasises the need to define the 'success' of localisation in much broader terms, by addressing complex issues such as, employee morale and motivation, expectations of all employees, including expatriates and so forth, rather than just focusing on the number of UAE nationals employed and their competencies. The current study also identified some of the limitations of the study and highlighted suggestions for future research.

企業面臨產業環境及國際化的挑戰，企業必須持續強化競爭優勢，但在企業需要快速累積內部優勢時，組織往往因內部知識傳承產生落差，導致無法有足夠的應變力及執行能力。而中階主管更是組織中承上啟下最重要的階層，但其訓練卻因行業差異性、管理問題與專業的相互交織，使得難度加大，因而造成企業中階主管的斷層嚴重，更使企業的經營更加艱鉅。 面對這樣的問題，司徒達賢教授建議企業可用內部實際個案發展與教學，訓練主管聽、說、想的能力，有利企業內部知識的傳承與中階主管的養成。故本研究以個案研究法、個案公司主管的深度訪談並結合教學方法、知識管理等理論內容，探討企業內部個案教學成功關鍵因素，並發展出企業內部中階主管之個案發展與教學之有效模式。 本研究認為： 一、 企業內部個案發展與教學成功關鍵因素包括： (一) 高階主管的認同。 (二) 先從簡單的個案開始，再到較複雜的個案。 (三) 授課講師對個案的了解程度。 (四) 學習者的投入。 二、 企業內部中階主管個案發展與教學之有效模式如下： (一) 先訂出各部門中階主管的必要技能與知識(要達成哪些訓練目的)。 (二) 依照訓練目的，挑選(或撰寫)適合的企業內部個案。 (三) 企業內部個案發展模式：個案雛型發表、個案與教學指引初稿、個案驗 證、個案教學。 (四) 企業內部個案教學模式：先講述基本的專業概念，再結合經典個案進行個 案教學討論。 / Facing the challenges from the dynamic industry environment and globalization, companies need to improve the organizational internal knowledge learning capability to enhance their competitive strength. However, the knowledge transferring and sharing might be ineffective if the middle management team (MMT) can not fully implement the company’s strategy or play the bridging role between top management teams and line staffs due to their busy routine jobs and different professional backgrounds. The ill-training and invalid succession in organizational internal knowledge of MMT makes the companies difficult to operate effectively and efficiently. To solve the above problem, Prof. Seetoo proposes a method, called “Corporate Internal Case Writing and Teaching”, to overcome the obstacle of the company knowledge sharing and transferring as well as to provide a systemic structure to create and accumulate the company valuable lessons for business practices. This study attempt to explore the key success factor of corporate case teaching for the MMT by conducting case study and in-depth interviews on the basis of knowledge management and case study method. The major conclusions of my research include: 一、 The key success factors of corporate internal case writing and teaching: (一) The recognition and support by top management team. (二) From the easier cases to the complex ones. (三) Fully understanding of the case background by the facilitators. (四) Fully preparation and dedication to cases by the attendances. 二、 The efficient mechanisms for the corporate case writing and teaching for the middle management team include: (一) Identifying the needed knowledge and skills for the middle management firstly. (二) Selecting the appropriate case based on the purpose of training. (三) Developing the model of case writing: the prototype of the case, the initial draft of the case and the teaching note, the verification of the case, and finally the case teaching. (四) Developing the model of case teaching: to start with the introduction to the basic professional concept, and then proceed with the discussion of typical cases.

The textile industry in Kenya was once an important sector in the country but due to theliberalisation of trade and the second hand industry’s impact, the industry has declined inrecent years. The increased competition from import has boosted the costs of raw material andoutrivaled the local textile production. Further, the government’s lack of investments in thecountry’s electric power supply has also contributed to the current situation. Consequently,the domestic textile entrepreneurs are today facing a complex and competitive marketplacebut despite these obstacles there are women that have managed to overcome the entrancebarriers.It is an unfavourable climate for being a woman entrepreneur in Kenya since the socioculturalnorms restrain women to work outside their homes and in some business sectors. Though, ourfindings have shown that the Kenyan women have the handicraft skills but lack access tofinancial resources as well as management skills to start-up businesses in the textile industry.Access to credit is regarded as one of the main obstacles to establish a firm. There are lendinginstitutes but the interest rate is high and the collateral requirements hard to fulfil. Moreover,there are micro-loan institutes but the loans are not sufficient to companies with growthpotential.The purpose of this study was to map-out key success factors for becoming a womanentrepreneur in the competitive textile marketplace in Nairobi, Kenya. We aimed tounderstand how some entrepreneurs have managed to overcome the obstacles women face intheir social- and cultural context and how mapping of their shared supportive variables canencourage other females to become entrepreneurial.Our results find that there is not one way to handle difficulties along the dynamic andcompetitive textile market in Kenya. The respondents come from different social- and culturalcontexts that in diverse ways have influenced their management ways. We have though beenable to map out shared factors that have been supportive when overcoming obstacles in theprocess of a business start-up; being a visionary and opportunity seeker, counterbalancemissing knowledge, effective use of limited resources, fighter instinct, find a niche in themarketplace, networking skill and manage employees and unsupportive surroundings.Textilindustrin i Kenya var en gång en betydelsefull sektor för landet men under de senareåren har dess relevans minskat på grund av ett ökande inflytande från frihandeln samt enväxande försäljning av andrahandskläder. Konkurrensen från import har lett till högreråvarukostnader som succesivt spelat ut den lokala textilproduktionen. Vidare har regeringenvarit sparsam med att investera i landets elförsörjning vilket också har bidragit till denrådande situationen. Följaktligen står den inhemska textilindustrins företagare idag inför enkomplex och konkurrensutsatt marknad, men trots många hinder finns det kvinnor som harlyckats övervinna inträdesbarriärerna.För kvinnliga entreprenörer i Kenya är företagsklimatet ogynnsamt då det föreliggersociokulturella normer vilka begränsar kvinnor att arbeta utanför hemmet och även inom vissabranscher. Vår studies resultat har visat att kenyanska kvinnor besitter ett hantverkskunnande,men saknar tillgång till finansiella resurser samt färdigheter för att starta och leda ett företag itextilindustrin. Tillgängligheten till ekonomiska medel har betraktas som ett av de störstahindren för att upprätta en verksamhet. Det finns utlåningsinstitut, men där är räntan hög ochkraven på kreditsäkerhet svåra att uppfylla. Det finns dessutom mikrolånsinstanser men lånensom ges där är inte tillräckliga för företag med tillväxtpotential.Intentionen med denna studie var att kartlägga viktiga framgångsfaktorer för att bli enkvinnlig företagare på den konkurrensutsatta textila marknaden i Nairobi, Kenya. Vårt syftevar att förstå hur vissa entreprenörer lyckats övervinna hinder som kvinnor möter i sinsociala- och kulturella kontext samt kartlägga gemensamma stödjande variabler som i sin turkan inspirera andra kvinnor till att bli företagare.Vårt resultat belyser att det finns flera sätt att hantera svårigheter på den dynamiska ochkonkurrensutsatta textila marknaden i Kenya. Respondenterna i denna rapport kommer frånolika sociala- och kulturella kontexter vilket på olika sätt har påverkat deras sätt att hanteraföretag. Vi har dock kunnat kartlägga gemensamma faktorer som har hjälpt att övervinnahindren i processen med att starta företag; vara en visionär och en möjlighetssökare, hanteraavsaknad av kunskap, effektivt använda begränsade resurser, ha en kämparinstinkt, hitta ennisch på marknaden, vara skicklig på att använda sitt nätverk och att hantera sina medarbetaresamt en icke stödjande omgivning. / Program: Textilekonomutbildningen

The ABSA Klein Karoo National Arts Festival (KKNK) is one of the biggest and most popular Afrikaans arts festivals in South Africa, and since its modest beginnings in 1994, the festival has grown significantly with an estimated 85518 visitors attending the festival in 2010. The festival furthermore has a considerable economic impact on the host community of Oudtshoorn and the surrounding regions. The direct spending by festival visitors during the 2010 festival was estimated at R109.7 million, that consists of tickets bought at the festival, memorabilia, food, restaurants and beverages, transport, accommodation and entertainment. Benefits associated with these spending patterns include an increase in job opportunities for the residents, more entertainment opportunities, improvement of residents’ lifestyles and opportunities for expanding businesses to name but a few. However, the number of tickets bought for shows and productions at the KKNK has decreased drastically over the last six years, visitor numbers have decreased and this will result in a decrease in the total revenue and economic impact this festival has on the local community of Oudtshoorn. Therefore, the festival needs to be managed in a sustainable way through improving the entertainment offered at the festival. The festival guide and promotion material should be designed in such a way that they meet the needs of visitors and offers the necessary information services to create a unique festival experience for visitors. The specific services visitors need must be provided, such as shuttle services and security. The purpose of this research is to identify the key success factors (KSFs) in managing the visitors’ experience at the KKNK. To achieve this, a quantitative survey was done by distributing 500 questionnaires amongst the visitors to the festival in 2010 from the 1st to the 8th of April. A total of 443 completed questionnaires were received back. In Chapter 2, an analysis on the background and different theories of event tourism, special events, arts festivals, management and KSFs were investigated. Previous studies on the KSFs were also identified which rendered valuable and proved that different tourism operations including events and arts festivals have different KSFs. Furthermore, this analysis revealed that there exist different markets with their own individual needs and reasons for attending the arts festivals and therefore have their own expectations of what needs to be included in a unique festival experience. Chapter 3 consists of Article 1, and the main purpose of this article was to identify the various key success factors visitors to the KKNK see as important in satisfying their needs and providing a unique festival experience. A factor analysis was performed and identified the following KSFs: Safety and Personnel, Marketing and Accessibility, Venues, Accommodation and Ablutions, General aspects and Social impact, Parking and Restaurants and Shows and Stalls. The results indicated that professional staff, adequate safety and emergency services, clear indications, easy accessible venues, quality accommodation, affordable children activities, quality food providers and a variety of shows are important KSFs to provide visitors with an unforgettable festival experience. Chapter 4’s (Article 2) main purpose was to divide or segment visitors to the KKNK based on their travel motivation to attend the festival and their rating of the importance of the KSFs into separate markets. This purpose was achieved by performing a factor analysis on the travel motivations to identify the main travel motives for visitors to attend the KKNK, this was followed by a cluster analysis based on the travel motives where three clusters were identified namely Escapists, Festival Junkies and Culture seekers. The clusters festival organisers should focus their management skills and resources on are the Festival Junkies and Culture Seekers. After performing ANOVA and Chi–square tests the results showed statistically significant differences between the three clusters based on age, years attended the festival, length of stay, total spending, all the KSFs, gender and rock shows as visitors preferred type of show or production. The results therefore reveal that there are three different markets based on their travel motives who attend the KKNK, furthermore each of these three clusters has their own preferences, characteristics and ratings on which KSF will contribute in enhancing their festival experience. This was the first study of its kind in South Africa. Therefore, it contributes to the event management literature. Festival organisers can also use the results of this research to improve the KKNK’s sustainability and success by applying the KSFs and increase tickets sales for shows and productions, attract a younger market and attract visitors who spend more at the festival, by providing for the needs of specific markets and creating a unique festival experience for each visitor. / Thesis (M.Com. (Tourism))--North-West University, Potchefstroom Campus, 2012.

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

The ABSA Klein Karoo National Arts Festival (KKNK) is one of the biggest and most popular Afrikaans arts festivals in South Africa, and since its modest beginnings in 1994, the festival has grown significantly with an estimated 85518 visitors attending the festival in 2010. The festival furthermore has a considerable economic impact on the host community of Oudtshoorn and the surrounding regions. The direct spending by festival visitors during the 2010 festival was estimated at R109.7 million, that consists of tickets bought at the festival, memorabilia, food, restaurants and beverages, transport, accommodation and entertainment. Benefits associated with these spending patterns include an increase in job opportunities for the residents, more entertainment opportunities, improvement of residents’ lifestyles and opportunities for expanding businesses to name but a few. However, the number of tickets bought for shows and productions at the KKNK has decreased drastically over the last six years, visitor numbers have decreased and this will result in a decrease in the total revenue and economic impact this festival has on the local community of Oudtshoorn. Therefore, the festival needs to be managed in a sustainable way through improving the entertainment offered at the festival. The festival guide and promotion material should be designed in such a way that they meet the needs of visitors and offers the necessary information services to create a unique festival experience for visitors. The specific services visitors need must be provided, such as shuttle services and security. The purpose of this research is to identify the key success factors (KSFs) in managing the visitors’ experience at the KKNK. To achieve this, a quantitative survey was done by distributing 500 questionnaires amongst the visitors to the festival in 2010 from the 1st to the 8th of April. A total of 443 completed questionnaires were received back. In Chapter 2, an analysis on the background and different theories of event tourism, special events, arts festivals, management and KSFs were investigated. Previous studies on the KSFs were also identified which rendered valuable and proved that different tourism operations including events and arts festivals have different KSFs. Furthermore, this analysis revealed that there exist different markets with their own individual needs and reasons for attending the arts festivals and therefore have their own expectations of what needs to be included in a unique festival experience. Chapter 3 consists of Article 1, and the main purpose of this article was to identify the various key success factors visitors to the KKNK see as important in satisfying their needs and providing a unique festival experience. A factor analysis was performed and identified the following KSFs: Safety and Personnel, Marketing and Accessibility, Venues, Accommodation and Ablutions, General aspects and Social impact, Parking and Restaurants and Shows and Stalls. The results indicated that professional staff, adequate safety and emergency services, clear indications, easy accessible venues, quality accommodation, affordable children activities, quality food providers and a variety of shows are important KSFs to provide visitors with an unforgettable festival experience. Chapter 4’s (Article 2) main purpose was to divide or segment visitors to the KKNK based on their travel motivation to attend the festival and their rating of the importance of the KSFs into separate markets. This purpose was achieved by performing a factor analysis on the travel motivations to identify the main travel motives for visitors to attend the KKNK, this was followed by a cluster analysis based on the travel motives where three clusters were identified namely Escapists, Festival Junkies and Culture seekers. The clusters festival organisers should focus their management skills and resources on are the Festival Junkies and Culture Seekers. After performing ANOVA and Chi–square tests the results showed statistically significant differences between the three clusters based on age, years attended the festival, length of stay, total spending, all the KSFs, gender and rock shows as visitors preferred type of show or production. The results therefore reveal that there are three different markets based on their travel motives who attend the KKNK, furthermore each of these three clusters has their own preferences, characteristics and ratings on which KSF will contribute in enhancing their festival experience. This was the first study of its kind in South Africa. Therefore, it contributes to the event management literature. Festival organisers can also use the results of this research to improve the KKNK’s sustainability and success by applying the KSFs and increase tickets sales for shows and productions, attract a younger market and attract visitors who spend more at the festival, by providing for the needs of specific markets and creating a unique festival experience for each visitor. / Thesis (M.Com. (Tourism))--North-West University, Potchefstroom Campus, 2012.

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