Thesis (Ph. D.)--University of Missouri-Columbia, 2001. / Typescript. Vita. Includes bibliographical references (leaves 193-200). Also available on the Internet.

Originally presented as the author's Thesis (doctoral)--University of Duisburg-Essen. / Title from e-book title screen (viewed July 28, 2008). Description based on print version record.

Thesis (Ph. D.)--University of Chicago, The Graduate School of Business, Aug. 2003. / Includes bibliographical references (p. 54-57). Also available on the Internet.

published_or_final_version / abstract / toc / Business / Master / Master of Philosophy

No description available.

In April 2006 the new brand positioning for Standard Bank was revealed to staff and the general public. The new brand positioning focused mainly on employees and customers and to a lesser extent operational efficiency. The study attempts to find what meanings the employees of Standard Bank made of this new brand positioning through a qualitative case study methodology. As part of the study, theoretical models and concepts covering the brand, brand positioning, living the brand, employee segmentation and the 3-phased approach to implement the programme were reviewed. A qualitative research study was conducted whereby one-on-one interviews were held with managerial and non-managerial employees at Standard Bank. The research is therefore a phenomenological investigation of the business problem statement, that is, the re-positioning of the brand from simpler to better, faster as well as inspired and motivated. The research findings were that the brand repositioning did not have a negative impact on employee perceptions. However, it was found that employees did not understand what the brand stands for and were having problems delivering on the new brand promise. To improve the level of understanding by the employees so that the new brand positioning can influence employee behaviour, the researcher recommended applying the 3- phased approach in implementing an effective "living the brand" programme. / Thesis (MBA)-University of KwaZulu-Natal, 2006.

An understanding of the key success factors of New Product Development Strategy remains obscure for many organisations in the dynamic telecommunications industry. As managers recognise the heightened importance of innovation to competitive success, they face an apparent paradox: the orderly and predictable decisions on which a business rests depend increasingly on the disorderly and unpredictable process of new product development. The objectives of this study were to evaluate the key success factors of a telecommunications solution provider's new product development strategy and to explore the relationship between these key factors. The company was studied from two levels. The strategic level focussed on the corporate strategy, the role of management, organisational structure and organisational culture; while the project level concentrated on the NPD process, the staff involved and the information needed for NPD success. The relationship between the two levels was also investigated in relation to the company's NPD strategy. The results of this study showed that there is a very close relationship between the factors and that problems with one factor affect another. Whilst much research has been conducted in each of these areas independently, very few researchers in the field integrate all the different factors. The findings revealed that the company under investigation had more problems at the strategic level than at the project level. The strategic issues were found to be the basis of problems identified at the project level. / Thesis (MBA)-University of Natal, 2002.

Product managers typically have job descriptions listing their duties and responsibilities. These itemized lists identify the requirements of the job and are used to measure the product managers' success. They provide the what of the job, but they don't always include the how. ( Gorchels, 2003, p1) The objectives of the research was: - To determine best practices for product managers to perform their roles in the pharmaceutical industry - To evaluate current beliefs and practices of product managers regarding their roles and responsibilities in the pharmaceutical industry. - To establish ways to improve poor practices and provide guidance to product managers in the pharmaceutical industry. The study was conducted amongst product managers in a leading pharmaceutical company. The findings indicated that there some problems were experienced in the company .It was also evident that while there were some good practices in the division, poor methods of practice were also being conducted by the product managers. Implementing the recommendations proposed may enable the product managers to successfully perform their relevant roles and effectively execute their responsibilities within the pharmaceutical industry. / Thesis (MBA)-University of Natal, 2003.

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