Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: The global wine market has faced varying challenges in the first decade of the 21st century; over production brought a power shift in favour of buyers which resulted in a decline in profit margins per bottle sold. The main gainer in these uncertain times has been the consumer. As more regions enhance their wine making skills and embrace superior technology, the wine quality has improved and competition intensified. The growing consumers' wine knowledge has altered quality expectations, placing an added pressure on new brands entering the market. The United States of America (USA, but hereafter referred to as US) remains a growing wine market, with a population size of 303 million people and an appetite for luxury goods and services it continues to be a popular export destination for other wine regions. The latter trend persist despite a cost of entry into the US market being regarded high as a result of the country's three tier system, which allows for further three segments of the value chain from the producer to add their mark-ups on an exported bottle of wine before it reaches the end consumer. The pricing system has proven to be insufficient a deterrent, particularly to the New World wine producers. Australia has remained the most successful producer of the New World wines in the export market for the past three decades; the same cannot be said for South Africa wine industry. While market and strategic orientation, industry plan and interorganisational collaboration are identified as key factors in the Australian success, the partnership between government bodies and wine industry bodies are credited for their unified approach to the US market. The South African government have programmes aimed at promoting the county's export of goods and services. The adequacy of such programmes remains in doubt, particularly in the eminent challenges in the global wine market. The study investigates the extent and nature of a partnership between government bodies and the South African wine industry with regard to effective promotion of the country's wines in the US market. A qualitative methodology is employed to ensure credibility and accuracy of the primary data. Five participants are selected for a discussion, including an exporting wine producer, wine cellars association, wine export council and two government agencies. The Vision 2020 strategy by the South African wine industry is reviewed, with the main focus on the US market and the role of the exporting country's government given the changing international trade regime. The study concludes that the US remains a critical market for South African wine producers despite the high cost of entry, global wine surplus and economic recession, and that success for the country's wines is partly dependent on a unified approach by the industry, attainable though partnerships with government agencies. While acknowledging the continuing government support, it makes recommendations on how to strengthen existing partnerships with regard to the US export market for South African wines. The study lacks generaliseability; however since it is meant to assist design effective export promotion programmes for South African wines in the US market, the absence of generaliseability is considered unproblematic. / AFRIKAANSE OPSOMMING: Die globale wynmark het in die eerste dekade van die 21ste eeu voor verskeie uitdagings te staan gekom. Dit sluit in oorproduksie wat tot 'n magskuif ten gunste van kopers gelei het en winsmarges per bottel wyn wat verkoop is laat daal het. Die grootste voordeeltrekker in hierdie onsekere tye is die verbruiker. Soos al meer streke hul wynproduksievaardighede versterk en die beste tegnologie benut, verbeter die gehalte van wyn en word mededinging strawwer. Soos verbruikers se kennis van wyn toeneem, verander hul verwagtinge ten opsigte van gehalte. Dit plaas bykomende druk op nuwe handelsmerke wat tot die mark toetree. Die wynmark in die Vereenigde State van Amerika (VSA) groei steeds. Met 'n bevolkingsgrootte van 303 miljoen mense en 'n aptyt vir luukse goedere en dienste bly die VSA 'n gewilde uitvoerbestemming vir ander wynstreke. Die tendens om wyn na die VSA uit te voer, bly sterk ondanks die hoë koste om tot die VSA-mark toe te tree. Dié hoë koste is die gevolg van die VSA se drie-vlak stelsel wat dit vir produsente moontlik maak om die waardeketting verder te segmenteer en hul prysverhoging by 'n bottel ingevoerde wyn te voeg voordat dit die eindverbruiker bereik. Hierdie prysbepalingstelsel blyk egter onvoldoende te wees as 'n afskrikmiddel, veral vir wynprodusente van die Nuwe Wêreld. Australië was die afgelope drie dekades die suksesvolste produsent van Nuwe Wêreld-wyne vir die uitvoermark. Dieselfde geld egter nie vir Suid-Afrika se wynbedryf nie. Hoewel strategiese en markoriëntasie, bedryfsplanne en interorganisatoriese samewerking as sleutelfaktore vir sukses in Australië geïdentifiseer is, kry die vennootskappe tussen dié land se regeringsliggame en wynbedryfsliggame die krediet vir hul verenigde benadering tot die VSA se mark. Die Suid-Afrikaanse regering het programme wat die land se uitvoer van goedere en dienste bevorder. Die gepastheid van sodanige programme bly onseker, veral in die lig van die groot uitdagings in die globale wynmark. Die studie ondersoek die omvang en aard van 'n vennootskap tussen regeringsliggame en die Suid-Afrikaanse wynbedryf ten opsigte van doeltreffende promosie van die land se wyne in die VSA-mark. 'n Kwalitatiewe metodologie word gebruik om die geloofwaardigheid en akkuraatheid van die primêre data te verseker. Vyf deelnemers is vir 'n bespreking gekies: 'n produsent wat wyn uitvoer, 'n wynkeldervereniging, wynuitvoerraad en twee regeringsliggame. Die Visie 2020-strategie deur die Suid-Afrikaanse wynbedryf word hersien en sterk klem word ook gelê op die VSA-mark en die rol van die uitvoerland se regering in die lig van die veranderende internasionale handelsregime. Die studie kom tot die gevolgtrekking dat die VSA 'n kritiese mark vir Suid-Afrikaanse wynprodusente bly ondanks die hoë koste van toetrede, die globale wynsurplus en die ekonomiese resessie, en dat sukses vir Suid-Afrika se wyn deels van 'n verenigde benadering tot die wynbedryf afhang wat deur vennootskappe met regeringsagentskappe moontlik gemaak kan word. Hoewel die verslag erkenning gee aan voortgesette regeringsondersteuning, word aanbevelings ook gedoen oor hoe om die bestaande vennootskappe ten opsigte van die VSA as uitvoermark vir Suid-Afrikaanse wyne te versterk. Hierdie studie het 'n gebrek aan veralgemeenbaarheid. Omdat dit egter daarop gerig is om doeltreffende promosieprogramme vir die uitvoer van Suid-Afrikaanse wyne na die VSA-mark te help ontwerp, word die afwesigheid van veralgemeenbaarheid as onbelangrik geag.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: The aim of this research report was to identify a set of strategic tools that can be transferred from the private health sector to the public health sector, to improve efficiency in the public health sector. To attain to this aim, this research report attempted to identify the selected best practices employed by successful private health providers, to determine the most effective modes to transfer these best practices, and to establish key success factors for the identified best practices. Interviews were conducted with opinion-leaders from the health industry in the Western Cape,and inputs gleaned from these individuals were useful in applying the strategic model to the public and private health sector in the Western Cape. Globally the public sector has already embarked on strategic management initiatives, through the implementation of the New Public Management-model. The introduction of NPM in a few selected countries aimed at achieving cost-efficiency, budget accountability and improved customer focus in service delivery. South Africa however still needs a unifying and all encompassing vision for public and development management to advance the ideals of Batho Pele. The use of evidence and the management of intellectual capital in the health care industry are recognised as important in decision-making. The health care trends of five selected countries (United Kingdom, United States of America, Greece, Canada, Slovakia) were researched , and demonstrated that countries face similar challenges (increasing resource demands, aging population, rapidly expanding technological possibilities, better-informed patients, rising expectations). It is recognised that business skills and knowledge, as well as investments in IT can be effective tools in moving an organisation from a reactive approach to a pro-active approach. Managers in the public sector need different competencies than managers in the private sector due to the differences between the two sectors, and thus there is a need to adapt management training. While there are examples of best practices in the South African government, there is still room for improvement. A stable political economy, political leadership, management skills of political office-bearers and the professionalism of civil servants will be decisive in this regard. The White Paper on the Transformation of the Public Service provides a framework for the development of strategies to promote continuous performance improvements in quantity, quality and equity of health service provision. The areas where improvements are necessary are customer and stakeholder satisfaction, processes, organisation results, leadership and people management. The comparison between the current strategic approach in the Western Cape and a model designed for the public sector revealed that some of the steps can be developed further, namely the assessment of the internal and external environments, the development of an effective implementation process, and the reassessment of the strategies and the strategic planning process. The comparison between the current strategic approach in the Western Cape and the global best practices framework established that there is not sufficient balance between the resource and position based views, the decision-making approach is "quite formal", implementation of strategy is not a carefully planned change management process, planning is regarded as the most important part of the strategic planning process, and evaluating strategy implementation involves more than mere financial measures. It was also established that the Western Cape Department of Health's strategic stance is offensive, that it can be regarded as a prospector, that managing multiple stakeholders is a challenge and that the competitive advantage of the department is its people. The industry analysis revealed that there is still a long way to go in terms of reliable information systems to support health services. The need for a strategic approach that can respond rapidly in a turbulent environment, and the re-look strategic processes to ensure delivery of quality health care through optimal use of resources were also established by the industry analysis. It was established that a gap exists in the public health sector in respect of the strategic planning processes, and that the private health sector portrays characteristics compatible with the global best practices framework. Modes for the successful transfer of best practices were explored, namely management consulting, commercialisation and management development. Two key success factors for the transfer of best practices were identified, namely the application of the Batho Pele principles, and the recruitment and retention of suitably qualified staff. From a global strategic management perspective, it was clear that there is a definite need for the public sector to change to private sector strategic approaches. A shift from a reactive to a pro-active approach is also advisable. The global trends in public health care demonstrate the importance of political leadership, competent management, business knowledge and skills, IT investment and the use of evidence in health. It is clear that the provision of public health care in South Africa faces similar challenges to those experienced by the five countries researched. The application of the global best practices framework confirmed that there are in fact best practices employed by the private sector that can be transferred to the public sector. Most of the best practices discussed in this research report are not employed in the public sector, or only on a limited scale. The use of these practices should be explored by the public sector. In order to equip managers in the public sector with the necessary strategic management tools, training and development opportunities must include modules on strategic management. / AFRIKAANSE OPSOMMING: Die doel van hierdie navorsingsverslag was om 'n stel strategiese benaderings te identifiseer wat van die privaat-gesondheidsektor na die openbare gesondheidsektor oorgedra kan word, om effektiwiteit in die publieke gesondheidsektor te verbeter. Ten einde hierdie doel te bereik, was daar gepoog om geselekteerde beste praktyke wat deur die privaat gesondheidsektor gebruik word te identifiseer, om te bepaal wat die mees effektiewe metodes sou wees om dit oor te dra, en om kritiese suksesfaktore vir die bepaalde beste praktyke te identifiseer. Onderhoude is gevoer met prominente leiers in die gesondheids-industrie in die Wes-Kaap, en hierdie insette was waardevol in die toepassing van die strategiese model op die publieke en privaat-gesondheidsektor in die Wes-Kaap. Op die internasionale front het die publieke sektor reeds strategiese bestuurs-inisiatiewe begin toepas, deur die implementering van die NPM-model. Die implementering van NPM in 'n paar geselekteerde lande was gemik op koste-effektiwiteit, begrotingsverantwoordbaarheid en verbeterde fokus op kliente in dienslewering. Suid Afrika het egter steeds die behoefte aan 'n oorkoepelende, verenigende visie vir publieke- en bestuursontwikkeling om uitvoering te gee aan die ideale van Batho Pele. Die gebruik van uitkomste en die bestuur van intellektuele kapitaal in die gesondheidsindustrie word erken as belangrik vir besluitneming. Die neigings in gesondheidsorg van vyf gekose lande (Verenigde Koninkryke, Verenigde State van Amerika, Griekeland, Kanada en Siovakye) toon dat die uitdagings vir gesondheid ooreenstem (verhoogde vraag na hulpbronne, verouderende bevolking, vinnige ontwikkeling van tegnologie, beter ingeligte pasiente, hoër verwagtinge). Dit word aanvaar dat besigheidsvaardighede en -kennis, sowel as beleggings in inligtingstegnologie effektief aangewend kan word om 'n organisasie van 'n reaktiewe tot 'n pro-aktiewe benadering te beweeg. Bestuurders in die publieke sektor benodig vaardighede wat verskil van bestuurders in die privaatsektor weens verskille tussen die twee sektore; daar is dus 'n behoefte om bestuursopleiding aan te pas. Daar is wel voorbeelde van beste praktyke in die Suid-Afrikaanse regering, maar daar is steeds ruimte vir verbetering. 'n Stabiele politieke ekonomie, politieke leierskap, bestuursvaardighede van politieke ampsdraers en die professionaliteit van staatsamptenare sal deurslaggewend wees in hierdie verband. Die Wit Skrif oor Transformasie van die Openbare Sektor verskaf 'n raamwerk vir die ontwikkeling van strategiee om voortgesette verbeteringe in hoeveelheid, kwaliteit, en gelykheid in die voorsiening van gesondheidsorg te bevorder. Areas vir verbetering sluit in kliente en belanghebbende tevredenheid, prosesse, organisatoriese uitslae, leierskap en bestuur van mense. Die vergelyking van die huidige strategiese benadering in die Wes-Kaap met 'n model wat ontwikkel is vir die publieke sektor toon dat sommige van die stappe verder ontwikkel kan word, naamlik die evaluering van die interne en eksterne omgewing, die ontwikkeling van effektiewe implementeringsprosesse, en die herevaluering van die strategiee en die strategiese beplanningsprooes. Die vergelyking van die huidige strategiese benadering in die Wes-Kaap met die globale beste praktyke raamwerk toon dat daar nie genoeg balans is tussen die posisie- en hulpbrongebaseerde stand nie, dat besluitneming "nogal formeel" is, dat implementering van strategie nie 'n sorgvuldig beplande veranderingsbestuursproses is nie, en dat evaluering van implementering meer behels as slegs finansiele maatstawwe. Dit het ook aan die lig gekom dat die Wes-Kaap departement van gesondheid 'n offensiewe stand het, dat dit as 'n prospektor beskou kan word, en dat die bestuur van veelvuldige belangehebbendes 'n uitdaging is. Die analise van die industrie het getoon dat daar nog baie gedoen kan word in terme van betroubare inligtingstelsels om gesondheidsdienste te ondersteun. Die behoefte aan 'n strategiese benadering om vinnig te reageer in 'n turbulente omgewing, en die her-evaluering van strategiese prosesse om die lewering van kwaliteit gesondheidsdienste deur die optimale gebruik van hulpbronne te verseker, is ook bevind in die analise. Daar is ook bevind dat daar 'n gaping in die publieke gesondheidsektor is wat die strategiese beplanningsproses betref, en dat die privaat-gesondheidsektor kenmerke openbaar wat verenigbaar is met die globale beste praktyke raamwerk. Metodes vir die suksesvolle oordrag van beste praktyke, naamlik bestuurskonsultasie, kommersialisasie en bestuursontwikkeling word beskryf. Twee sleutelsuksesfaktore vir die oordrag van beste praktyke, naamlik die toepassing van die Batho Pele beginsels, en die werwing en behoud van toepaslik gekwalifiseerde personeel is identifiseer. Uit 'n globale strategiese bestuursperspektief was dit duidelik dat daar definitief 'n behoefte is vir die publieke sektor om privaatsektor strategiese benaderings aan te neem. 'n Beweging van 'n reaktiewe tot 'n pro-aktiewe benadering is beslis aan te beveel. Die globale neigings in publieke gesondheidsorg demonstreer die belangrikheid van politieke leierskap, bevoegde bestuur, besigheidskennis en -vaardighede, beleggings in inligtingstegnologie en die gebruik van uitkoms-gebaseerde bewyse. Dit is duidelik dat die voorsiening van publieke gesondheidsorg in Suid-Afrika ooreenstemmende uitdagings het met die vyf lande wat ondersoek is. Die toepassing van die globale beste praktyke raamwerk het bevestig dat daar wel beste praktyke gebruik word deur die privaatsektor, wat oorgedra kan word na die publieke sektor. Meeste van die beste praktyke hier bespreek word nie deur die publieke sektor gebruik nie, of slegs op 'n beperkte basis. Die gebruik van hierdie praktyke moet ondersoek word deur die publieke sektor. Om bestuurders in die publieke sektor toe te rus met die nodige strategiese bestuursvaardighede, moet opleidings- en ontwikkelingsgeleenthede modules insluit oor strategiese bestuur.

Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: The main objective of this study is to analyse and evaluate the alignment between the strategies and operational aspects of small business promotion initiatives of regional government with those of the private sector. Small business development had been identified by the post-apartheid government as one of the keys to addressing a number of social problems - growth, employment and (re)distribution of wealth. Despite efforts and investment from both government and the private sector, this sector had never performed as expected and South Africa usually ranks relatively poorly in terms of innovation, according to the published rankings. To provide context, a literature review briefly explores the importance, success and inhibiting factors of small business development in South Africa. From the data, it is : clear that the success of the Small, Medium and Micro Enterprise (SMME) sector in South Africa, as in most developing countries, is key to the achievement of socioeconomic goals which are linked directly to the structure and success of the larger economy. The factors inhibiting a more successful development of the SMME sector relate to (a) the influence of socia-political goals on the economic policies, (b) the invisibility of SMME track records because of the development of the informal sector and (c) lacking skills, both among entrepreneurs and regional/local government and agencies. A brief review of the SMME strategies and implementation by national and regional government highlights the major problem areas, being regional interpretation and implementation of what seems to be generally accepted as a fairly well-developed national SMME strategy. This appears to be due mostly to lacking co-ordination and capacity (skills and knowledge) at the regional and local levels of government. The description of the South African Breweries' KickStart programme as an example of private sector SMME development efforts highlights a few aspects that seem to ensure a greater degree of tangible, directly attributable success of SMMEs developing into a sustainable business, albeit in smaller numbers. These aspects relate to a mixture of training and mentoring that assists the entrepreneurs in becoming self-sufficient prior to the awarding of any substantial financial assistance. At a higher level, it is evident that the private sector develops a clear, simple national strategy and ensures regional execution thereof through clear guidelines and the alignment and linking thereof to local group and individual goals and performance measurement. The latter is perhaps the most evident contrast between the government and the private sector in this regard, as it had not been found discussed in relation to how government executes strategy, in any of the literature reviewed. The writer agrees with the general opinion of the private sector from the literature reviewed, in that government should playa less directly involved and interventionist role and recommended that it should focus on facilitation of the process through creating the· right environment. Typically this will take place through reviewing of legislation and administrative requirements that increases the cost and complexity of doing business. Some proposals include the consolidation of SMME development . . efforts under a single Public Private Partnership (PPP); to ensure alignment and to . draw on the energy, focus and skills of the private sector. The study concludes that close co-operation between the public and private sectors is vital for the improvement of SMME development and that government has a number of options to consider for stimulating a greater private sector effort, while at : the same time becoming less interventionist. / AFRIKAANSE OPSOMMING: Die hoofdoelwit van die studie is om te analiseer en evalueer op watter wyse die strategiee en bedryfsaspekte van die kleinsakeontwikkelingsinisiatiewe van plaaslike regering en die van die privaatsektor by mekaar inskakel. Kleinsakeontwikkeling is reeds in 1994 deur die nuwe regering as een van die sleutels tot die verwesenliking van verskeie sosio-ekonomiese doelwitte geidentifiseer. Die vernaamste hiervan is groei, indiensneming en die (her)verdeling van inkomste. Ten spyte van die insette en finansiele belegging van sowel die regering as die privaatsektor, het hierdie sektor nooit na verwagting gepresteer nie en Suid-Afrika Ie gewoonlik relatief laag op die gepubliseerde ranglyste wat innovasie betref. As agtergrond tot die studie, ondersoek die literatuurstudie kortliks die belangrikheid, sukses en beperkende faktore van kleinsakeontwikkeling in Suid-Afrika. Die data toon duidelik dat die sukses van hierdie sektor, soos in die meeste ontwikkelende lande, 'n sleutelfaktor is in die verwesenliking van sosio-ekonomiese doelwitte, wat weer direk verbind is met die struktuur en sukses van die ekonomie in sy geheel. Die faktore wat 'n meer suksesvolle ontwikkeling van die kleinsakesektor verhoed, is verwant aan (a) die uitwerking wat sosio-politieke doelwitte op ekonomiese beleid het; (b) die feit dat die prestasies van die sektor as gevolg van die ontwikkeling van die informele sektor nie sigbaar is nie; en (c) 'n gebrek aan vaardighede onder entrepreneurs sowel as plaaslike/streeksregering en -agentskappe. 'n Analise van die nasionale en plaaslike regering se kleinsakeontwikkelingstrategiee, -struktuur en -implementering wys die grootste probleemareas uit, naamlik plaaslike regering se interpretasie en implementering van wat op die oog af as 'n redelik goed ontwikkelde nasionale strategie beskou word. Hierdie gaping blyk te wyte te wees aan 'n gebrek aan koordinering en kapasiteit (vaardighede en kennis) op plaaslike regeringsvlak. Die beskrywing van die "KickStart"-program van die SAB, as voorbeeld van privaatsektorinisiatiewe, wys 'n paar faktore uit wat oenskynlik lei tot 'n groter mate van tasbare en direk verwante sukses en onderhoubare groei in klein ondernemings, alhoewel in kleiner getalle. Hierdie faktore hou verband met die vermenging van opleiding en mentorskap wat die entrepreneurs help om selfonderhoudend te wees voordat enige wesenlike finansiele bystand verleen word. Op 'n hoer vlak is dit duidelik dat die privaatsektor tipies 'n duidelike, eenvoudige nasionale strategie ontwikkel en die uitvoering daarvan verseker deur duidelike riglyne en deur dit met plaaslike groeps- en individuele doelwitte en prestasiemeting te verbind. Laasgenoemde is waarskynlik die mees wesenlike kontras tussen die regering en die privaatsektor, aangesien nie enige van die Iitteratuur verwys het na die wyse waarop die regering strategie implementeer nie. Die skrywer stem saam met die algemene opinie van die privaatsektor op grond van die literatuurstudie, naamlik dat die regering 'n minder direkte rol, in kleinsakeontwikkeling behoort te speel, en beveel aan dat die regering op die fasilitering van die proses behoort te fokus deur die skepping van 'n tegemoetkomende besigheidsomgewing, hoofsaaklik deur die hersiening van wetgewing en administratiewe regulasies wat die kompleksiteit en koste van besigheid beinvloed. Van die aanbevelings sluit in die konsolidering van kleinsakeontwikkeling in 'n enkele vennootskap tussen die publieke en privaatsektore, om te verseker dat daar 'n beter gesamentlike poging sal wees en om die energie, fokus en kennis van die privaatsektor beter te benut. Die slotsom is dat samewerking tussen die publieke en privaalsektore krities is vir die suksesvolle ontwikkeling van die kleinsakesektor en dat die regering 'n paar opsies tot sy beskikking het om 'n groter mate van betrokkenheid deur die privaatsektor te stimuleer, terwyl die regering self minder direk betrokke kan wees.

Thesis (MBA)--Stellenbosch University, 2012. / Railit Total Transportation (RTT) is a multinational corporation whose core business is to be a logistics and distribution partner to other multinational corporations. Many of RTT’s key clientele are in the healthcare and pharmaceutical industry, with various key relationships and networks being developed over many years of operation. RTT set the trend by becoming one of the first large South African companies to participate in and profit from the rest of the African continent at a time when it was not popular to do so. On a similar motivation, the current CEO of the RTT Group, Dr Iain Barton, believes that it is a strategic imperative to participate in the Base of the economic Pyramid (BoP), both for economic and developmental reasons. The BoP is not a new market, but recent interest in its potential profitability has being sparked in the business community by the works of management gurus such as the late C.K. Prahalad and the current sustainability champion Stuart Hart. This dissertation presents a case study that will analyse the phenomenon of developing a business model that targets the primary healthcare (PHC) needs of poor South Africans. This study will also extract lessons learnt from the case study in the context of existing BoP theory, primary healthcare in South Africa, and a similar initiative implemented in Kenya in the form of the Child and Family Wellness Clinics (CFW). The case study presents the reader with the pilot phase of RTT’s Unjani Clinic project, and contrasts the findings and lessons learnt from the two main pilot sites in Johannesburg’s Etwatwa and Wattville peri-urban BoP communities. This study also explores a smaller business model concept among Cape Town’s informal traders, also known as spaza shops. The data collection for the case study was undertaken in the qualitative research methodological format with a comprehensive set of interviews that aimed to triangulate the views of management, operational staff, community participants and patient participants. The strength of the case study findings is enhanced by the inclusion of comprehensive case study data, which includes verbatim transcripts of all interview participants and focus group participants. The database can be found at the end of this research report. Many lessons emerged that were both expected and unexpected, with three major themes coming to the fore: • The strategic funding of Unjani, within the dichotomy of profit and non-profit hybrid models • Challenges in achieving operational scale and efficiencies within the BoP • Marketing the value proposition to the BoP. RTT’s management has already begun to implement many of the lessons that have emerged. This includes the marketing mix that requires greater appreciation at a detailed ethnographic level of the dynamics of non-traditional BoP markets. The research report also provides other recommendations to stimulate demand in BoP markets as well as suggestions for the ideal funding and business partners to move this project forward. This research is unique in exploring the challenges of business model development specifically to service the healthcare needs of poor South Africans, and to contribute a small but significant part in the broader understanding of doing business in the South African BoP.

Thesis (MDF)--Stellenbosch University, 2014. / The aim of the study is to provide a framework for effective private sector participation in infrastructure development and finance, not to provide a rigid structure to guide the participation. Thus the framework is a flexible guide to guide the relationship with local governments. The study will be limited to the following aspects: - projects commissioned and managed by the local sphere of government in South Africa; - projects financed by funding outside of the national treasury budget allocations; and - infrastructure projects that may include physical infrastructure (roads), social infrastructure (clinic) and economic infrastructure (electrical substation). Even though the scope of the study may be limited, the study can provide critical insight in terms of private sector participation possibilities in infrastructure development in South Africa.

Thesis (MBA)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: Providing basic access to water and sanitation is critical for poverty alleviation and stimulating economic growth, but at the same time it is putting a huge strain on South Africa’s existing economic infrastructure. Local governments allow their existing wastewater infrastructure to deteriorate to the extent that it no longer functions according to its design, and then apply for capital funding for refurbishment. Capital investment alone will not provide a sustainable solution to meet the increased demand on the ageing wastewater infrastructure, since local governments do not have the financial means and technical capacity to adequately maintain and operate their infrastructure. A paradigm shift is required to develop alternative and innovative business models to ensure a sustainable solution providing continued and consistent capacity as a basis for further expansion. Public-private partnerships (PPP) could provide a feasible solution towards building a sustainable technical capacity at local governments. Engaging the private sector must however not be aimed towards access to private sector finance, but rather the improvement in operational efficiency and increased level in service. Obtaining private sector finances will be the wrong focus for engaging in PPP undertakings in South Africa. Private operation must be combined with public financing. The design-build-operate (DBO) model with public financing would be highly viable. Such an arrangement will hold no financial risk to the private sector entity with revenue collection strictly remaining a local government function. The DBO method of delivery (with public funding) will be an effective way to realize cost savings, achieve efficiencies in construction and operation, utilize expertise, and most importantly, for skills transfers and capacity building at local government level. Ultimate sustainability will only be achieved once local government is able to raise the majority of its own funds for operation and maintenance through tariffs and other instruments, including some towards capital redemption. Grant funding must make provision for maintenance and operation of all capital funded projects. All shareholders must join forces in lobbying this concept at the highest political echelons because in terms of Section 154 of the Bill of Rights, national and provincial governments have a duty towards local governments to support and strengthen their capacity, to effectively perform their functions.

Thesis (MDF)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: The research on this topic was motivated by the concern about the state of disarray in the public hospitals infrastructure and that due to budget constrain across the globe, the governments can no longer afford to provide public health services alone without the assistance of the private sector. South African public healthcare system continues to function in a state of disarray. Public hospitals serve the vast majority of the South African population, but are underfunded and in most cases these hospitals have ailing infrastructure. The study will look at the mechanism to fund public hospitals. This study examines the role that the Industrial Development Corporation and the Development Bank of Southern Africa can play in addressing the gap that exists in funding public hospitals. It will attempt to answer the following questions of concern, how is public healthcare financed in South Africa, what are the major challenges in financing public hospitals, what is the current role played by the Industrial Development Corporation and the Development Bank of Southern Africa in funding the public hospitals and what are the other possible solutions to address these challenges. The findings indicate that, despite the government funding the public hospitals there is a shortfall of funds for hospitals to complete the project that they are engage in. Chris Hani Baragwanath Academic Hospital and other five cases of hospitals in KwaZulu Natal were looked at and confirmed that there is definitely a gap in funding public hospitals

published_or_final_version / abstract / Politics and Public Administration / Doctoral / Doctor of Philosophy

South Africa has one of the highest levels of inequality in the world, and the government has attempted to redress extensive material, social and political deprivation. It has been confronted by the tension between the need for rapid delivery of essential services and the aspiration for people-centred development. Limited resources and insufficient capacity have led the state to contract out service provision to the private sector. There has also been a shift toward self-sufficiency which has placed pressure on service users to manage their own development. 'Public-private Partnerships' have come to be a common feature of many development projects. These partnerships must be understood in relation to prevailing conditions within South Africa. Extensive poverty, social turbulence, an unaccountable state bureaucracy particularly in local government, and vested interests which do not support the goals of redistribution envisaged in the constitution all exist. Public-private partnerships are relatively new to South Africa. Four issues were raised about these relationships: Will they lead to the promotion of efficient and effective service delivery? Do they promote good governance? Is there a specific role for NGOs in public-private partnerships and finally what are the conditions for genuine participation by local communities within public-private partnerships? A study of public-private partnerships in the water sector, involved in the Community Water Supply and Sanitation Programme was undertaken. A variety of research methods, notably formal and semi-formal interviews and focus group discussions were employed to explore these relationships. Fieldwork was conducted between November 1998 and January 1999. The research involved familiarisation with new South African policy legislation which is set to alter the entire institutional environment. The study also drew upon international literature in order to assess the influence of global changes upon the water sector in South Africa, and also to locate the forms of water service provision within broader theoretical contexts. The key organisations which were investigated, and those which played a role in the Community Water Supply and Sanitation Programme were: the Department of Water Affairs and Forestry; the Mvula Trust, a large national non government organisation (NGO); various water committees supported by the Mvula Trust; and the Build, Operate, Train and Transfer (BOTT) consortia, which are joint ventures between the Department of Water Affairs and Forestry (DWAF), private firms and the Mvula Trust. Turning first to the question of the efficiency and effectiveness of public-private partnerships in service delivery, the findings of this study reveal that there are gaps in service delivery in the water sector which are not being filled by public-private partnerships. Poor performance by project managers, cases of exploitation by project and training agents of community organisations, and insufficient accountability (especially on the BOTT projects) towards the water users, are widely in evidence. Key leadership and managerial functions within these ventures are missing. The findings of the study reinforce the need for the state to play an active role in managing and leading public-private partnerships. The second issue concerning the relationship between public-private partnerships and good governance, reflects confusion in state priorities. The Water Services Act stipulates the importance of local government managing water service provision. Yet public-private partnerships currently bypass this level of governance. Turning to the third issue of the role for NGOs in public-private partnerships, it could be argued that like other NGOs in South Africa Mvula has to deal with various contradictions. In many ways it operates as a parastatal, not as an NGO. Mvula is dependent on the state for funding, the recent funding crisis has highlighted the dangers of such reliance upon the state, and Mvula can be criticised for being short sighted and too trusting. It has also meant that Mvula has had to adopt DWAF's policy objectives which differ markedly from those of the Trust. At another level, though, Mvula's ability to introduce innovative approaches to water service delivery and to influence policy on water service delivery proves that there are ways in which state and non-state actors can engage in useful relationships. The debate about participation has also been woven into the discussion about public-private partnerships. The basis for public-private partnerships in South Africa has been that local communities would manage their own development processes. Radical participation has been entrenched both in the constitution of SA and in the goals of the RDP. Yet none of the actors (even the Mvula Trust) promote radical participation. At best a watered down version based on community consultation was applied, although in numerous projects participation was token. For the foreseeable future participation will remain a central element of service delivery. Service providers will have to allocate more resources and time toward supporting community organisations to manage their own development. This in tum will increase the costs of service delivery. In the long term these functions should be handed over to local government, in order that rural dwellers may concentrate on their livelihoods. The most critical project in the next ten to fifteen years will be to build strong local government. The biggest challenge will be to change the organisational mindset of these presently conservative and weak structures. A theme, which has underpinned this dissertation, has been the debate between efficiency and equity. Questions remain as to whether it was possible to reconcile these perhaps conflicting goals. In essence: was it possible for public-private partnerships to deliver basic services, both speedily and by redistributing resources to the poorest. This research has found that public-private partnerships in the water sector have failed to excel with either of these goals. The Mvula trust is concerned with the participation of the poorest, yet these projects are much slower than the services provided by the BOTT consortia. The BOTT consortia are able to undertake rapid service delivery although there is limited involvement by local communities, which in turn threatens the long-term sustainability of the BOTT projects. The lessons to be learnt from this case study are that privatisation and the contracting out of state services need to be accompanied by the simultaneous development of strong institutions. These include NGOs, CBOs, private contractors and local and national state institutions. / Thesis (M.A.)-University of Natal, Durban, 1999.

This thesis focuses on the development of credit to the private sector in the Central and Eastern European (CEE) countries. Although the speed of credit growth in these countries has recently slowed down as the consequence of the global financial crisis, the overall increase in credit to the private sector over the past decades has been immense. As a result, the thesis examines whether this substantial increase in credit is linked to the convergence of the CEE countries towards the equilibrium or whether it represents an excessive credit growth that could threaten the macroeconomic and financial stability in these countries. We estimate the equilibrium credit levels for 11 transition countries by applying a dynamic panel data model. Since in-sample approach may bias the estimation results we perform the estimates out-of-sample using a panel of selected developed EU countries as a benchmark. The difference between the actual and estimated credit-to-GDP ratios serves as a measure of private credit excessiveness. The results indicate a slightly excessive or close to the equilibrium credit-to-GDP ratios in Bulgaria, Estonia, and Latvia prior to the financial crisis. With regard to the significant decline in GDP during the crisis this measure of credit excessiveness in these countries have further increased.