Thesis (MBA)--Stellenbosch University, 2011. / AFRIKAANSE OPSOMMING: Die besigheidsomgewing van die landbou industrie ondervind huidiglik baie veranderinge op makro sowel as teikenmarkomgewing met faktore wat nie noodwendig in die nabye toekoms gaan verbeter nie. Gebeure op die makro en teikenmarkomgewing het gelei tot meer onsekerheid en verhoogde mededinging binne die industie.
Die doel van hierdie studie is om 'n perspektief te gee van 'n volhoubare besigheidsmodel vir Denau Boerdery, 'n familebesigheid, primêr betrokke in die produksie van tafeldruiwe en sagtesitrus. Met 'n analise van die eksterne en interne omgewing waarbinne Denau Boerdery opereer poog hierdie studie om die besigheid strategies kompeterend te posisioneer vir die langtermyn.
Die navorsingsvraag van die studie is: Wat is die optimale besigheidsmodel vir Denau Boerdery om volhoubaar kompeterend geposisioneer te wees oor geslagte heen?
Die ondersoekvelde wat op hierdie probleem impakteer is die rigting waarin die globale sagtevrugtebedryf neig ten opsigte van produksie, verpakking, verkoeling, distribusie en die dinamika binne die bemarkingswêreld vir tafeldruiwe en sitrus.
'n Kombinasie van interpretivisme (interpretivism) en subjektivisme (subjectivism) is as navorsingsfilosofie in hierdie studie gebruik. 'n Induktiewe benadering is in hierdie studie gebruik. Die resultaat van die induktiewe benadering sal wees om 'n teoretiese model te formuleer. Die benadering van hierdie studie is om 'n gevallestudie te doen met Denau Boerdery as die onderwerp van die gevallestudie. Kwalitatiewe data is ingesamel deur relevante literatuur en semi-gestruktureerde onderhoude.
Vir die doel van hierdie studie is strategie gedefinieer as die kompeterende aksies en bestuursbenadering wat bestuurders gebruik om die besigheid te groei en om klante te trek en te bevredig. Hierdie kompeterende aksies en bestuursbenadering het ten doel om suksesvol mee te ding en operasionele aktiwiteite so uit te voer dat geteikende vlakke van organisatoriese prestasie bereik word. Waar tradisionele strategie gefokus het op die pas van bestaande hulpbronne op ontwikkelende geleenthede, probeer 'n dinamiese strategiese benadering om gapings vir organisasies sigbaar te maak tussen hulpbronne en aspirasies. Hierdie geidentifiseerde gapings skep die energie en motivering vir bestuur om aksie te mobiliseer wat die balans herstel.
Die studie toon dat strategiese argitektuur beskryf kan word as 'n hoëvlak bloudruk vir die ontwikkeling van nuwe funksionaliteite, die verkryging van nuwe vaardighede of die migrasie van bestaande vaardighede en 'n omvorming van die interaksie tussen besighede en kliënt. Die strategiese argitektuur is 'n organisasie se kern logika om waarde te skep op 'n volhoubare basis
en vorm daarom die grondslag van 'n organisasie se kompeterende potensiaal. Dit beïnvloed ook die huidige kompeterende optrede van 'n onderneming en kan daarom verduidelik hoekom 'n onderneming dalk nie kompeterend in huidige omstandighede is nie. Die strategiese argitektuur van 'n besigheid is nie dieselfde as die besigheidsmodel nie. Die strategiese argitektuur van 'n besigheid is 'n meer uitgebreide en omvattende strategiese beskrywing. Die besigheidsmodel is 'n integrale onderafdeling van die strategiese argitektuur.
Volgens die litratuurstudie bestaan die hoofkomponente van 'n strategiese argitektuur die analise en ontwikkeling van:
- beskrywings van kern aspirasie of 'n strategiese filosofie bestaande uit die missie, visie en organisasie waardes;
- die eksterne omgewing - 'n konteksanalise wat die kompetisie in die industrie asook verbruikersneigings en -patrone reflekteer;
- die interne omgewing - 'n konteks-analise bestaande uit 'n finansiële analise, interne waardeketting, kernvaardighede, produk posisioneringsanalise en strategiese kwessie-analise
-'‟n besigheidsmodel-beskrywing wat die volgende insluit:
o deelnemingstrategie
o hulpbronstrategie
o kompeterende strategie
o winsstrategie
- die scenarios en vooruitsigte;
- die strategie-uitvoeringspraktyke wat die volgende insluit:
o strategiese temas of fokusareas
o strategiese padkaart wat strategiese doelwitte verteenwoordig
o gebalanseerde telkaart wat strategiese metings verteenwoordig
- 'n strategiese innovasiesiklus wat insluit:
o besigheidsmodel-innovasie
o interne en eksterne begrip
o konvergerende en divergerende strategiese gesprekke.
Die studie beklemtoon die belangrikheid van die implimentering van 'n strategie. Gesofistikeerde beleggers het tot die gevolgtrekking gekom dat uitvoering van strategie selfs belangriker is as visie.
Navorsing toon dat twee woorde gereeld opduik waar deurbrake by uitvoering van strategie gemaak is naamlik: 'belyning' en 'fokus'.
Strukture word ontwerp om die uitvoering van die strategiese plan te dryf. Strukture maak dit vir mense moontlik om verwagtinge waaraan hulle moet voldoen op so 'n wyse te definieer dat dit altyd fokus om die kapasiteit van die sisteem te verbeter en sodoende die bestaande verbruikers gelukkig te hou en nuwe verbruikers te trek. Om dit te bereik definieer die organisasie baie duidelik wat van mense op alle verantwoordelikheidsvlakke verwag word om hierdie doel te bereik.
Volhoubaarheid van 'n besigheid beteken om besigheidsbedrywighede so uit te voer dat dit nie die vermoë van toekomstige geslagte om na hulself om te sien, benadeel nie. Vir hierdie studie is die term volhoubaarheid in 'n strategiese ekonomiese konteks gebruik en het nie op die natuurlike en sosiale aspekte gefokus nie.
Uit die literatuur kan korporatiewe bestuur soos volg gedefinieer word: dit is die gepaste samestelling van die raad van direkteure se strukture, prosesse en waardes om te voldoen aan die vinnig veranderende vraag van aandeelhouers en belangegroepe oor hul besigheid Die King III verslag poog om aan die spits van internasionale korporatiewe bestuur te bly. Die filosofie van die verslag handel oor leierskap, volhoubaarheid en korporatiewe eienaarskap.
Die onderwerp van studie in hierdie tesis is 'n gevallestudie van 'n familiebesigheid. Vir hierdie studie is 'n famliebesigheid soos volg definieer:
- ten minste 51 persent van die besigheid besit;
- ten minste twee familielede betrokke is by die bestuur van die besigheid; en
- die oorgee van bestuur en eienaarskap na die volgende generasie in die familie in die vooruitsig gestel word.
Uit die literatuur is dit duidelik dat in diepte kennis van 'n besigheid se eksterne en interne omgewing 'n voorvereiste vir bestuurders is om daarin te slaag om 'n strategie te formuleer en te belyn met die besigheid se situasie en omgewing om sodoende te bou op die mededingende voordeel en die besigheid se prestasie te verbeter.
Dit is duidelik dat Denau Boerdery in 'n baie mededingende omgewing besigheid doen. Faktore in Denau Boerdery se makro-omgewing wat nie ignoreer kan word in hul strategiese posisionering is die onsekerheid wat 'n gebrek aan 'n groenskrif vir grondhervorming te weeg bring, die wisselvallige wisselkoers, MIV/Vigs se gevolge en klimaatsverandering se potensiele negatiewe gevolge.
Faktore in die teikenmarkomgewing wat die grootste invloed op Denau Boerdery se strategiese posisionering kan uitoefen sluit in:
- nuwe geleenthede en markte as gevolg van globalisering,
- verandering in die koopkrag van supermarkte,
- meer gesofistikeerde verbruikers,
- intergrasie moontlikhede in die waardeketting, en
- verhoudinge met sleutel besluitnemers in die mark.
Denau Boerdery se interne analise toon dat die besigheid finansieel gesond is en oor 'n sterk balanstaat beskik. Denau Boerdery weeg goed op teen die meeste van die industrie se KSF'e, maar produksievolumes per hektaar kan verbeter. Voorwaardse integrasie van die besigheid deur as 'n produsente uitvoerder geposisioneer te wees pas in by huidige marktendense.
Denau Boerdery volg 'n gefokusde gedifferensieerde strategie en die waardeproposisie is in opsomming op die volgende elemente gebou:
- Effektiewe waardeketting na verbruikers.
- Die Hoekstra Superfruit Handelsmerk.
- Hoekstra Fruit Exporters se vermoë om druiwe vanaf November tot April te lewer.
- Persoonlike identifisering met die Hoekstra handelsmerk en die deurlopende ontwikkeling van die handelsmerk.
- Die lewering van 'n diens aan supermarkte om produkte op die regte tyd, in die gevraagde kwalitiet, in die ooreengekome hoeveelheid met die korrekte dokumentasie te voorsien.
- Goeie, direkte verhoudinge met sleutel besluitnemers in die mark.
- Voldoening aan alle internationale etiese en voedselveiligheidsakreditasies. / ENGLISH ABSTRACT: The business environment of the agricultural industry is currently experiencing many changes on macro level as well as in the target market environment, with factors that may not necessarily improve in the near future. Events in the macro- and target market environments lead to more uncertainty and increased competition within the industry.
The goal of this study is to give a perspective of a sustainable business model for Denau Farms, a family business involved mainly in the production of table grapes and soft citrus. With an analysis of the external and internal environments within which Denau Farms operates, this study aims to position the business for strategic competitiveness in the long term.
The research question of this study is: “What is the optimal business model for Denau Farms to be positioned in a sustainable and competitive way over a number of generations?”
The research fields that impact on this problem relates to the direction in which the global deciduous fruit industry tends regarding production, packaging, cooling, distribution and the dynamics within the marketing world of grapes and citrus.
A combination of interpretivism and subjectivism is used as research philosophy in this study and an inductive approach was used. The result of the inductive approach will be to formulate a theory. The strategy is to do a case study with Denau Boerdery as the subject of the study. Qualitative data was collected through relevant literature and semi-structured interviews.
For the purpose of this study, strategy is defined as the competitive action and management approach that managers use to grow a business and to draw and satisfy client's needs. These competitive actions and managment approach aims to compete successfully and perform operational activities in such a way that targeted levels of organisational performance can be reached. Where traditional strategy focuses on fitting existing resources to developing opportunities, a strategic aim points out gaps between resources and aspirations.
The study shows that strategic architecture can be described as a high level blueprint for the development of new functionalities, the acquiring of new skills or the migration of current skills and the transformation of the interaction between businesses and clients. The strategic architecture is an organisation's core logic to create value on a sustainable basis and, therefore, forms the foundation of an organisation's competitive potential. It also influences the current competitive behaviour of an organisation and can, therefore, explain why an organisation is not currently competitive. The strategic architecture of a business is not the same as the business model. The strategic architecture of a business is more expanded and an extensive strategic description. The business model is only one subdivision of the strategic architecture.
According to the literature, the main components of a strategic architecture is the analysis and development of:
- descriptions of core aspirations of a strategic philosophy existing of the mission, vision and organisation's values;
- the external environment – a context analysis reflecting the competition in the industry as well as the consumer trends and patterns;
- the internal environment – a context analysis existing of a financial analysis, internal value chain, core skills, product positioning analysis and strategic issue analysis;
- a business model description including the following;
o participation strategy
o resource strategy
o competitive strategy
o profit strategy
- the scenarios and prospects;
- the strategy implementation practices consisting of the following;
o strategic themes of focus areas
o strategic roadmap representing strategic goals
o balanced scorecard representing strategic measures
- a strategic innovation cycle including;
o business model innovation
o internal and external understanding
o convergent and divergent strategic talks
The study accentuates the importance of implementing a strategy. Sophisticated investors have come to the conclusion that the execution of a strategy is even more important than vision.
Research shows that two words often surface where breakthroughs are made in the execution of a strategy, namely alignment and focus.
Structures are designed to drive the execution of the strategic plan. Structures make it possible for people to define the expectations they must adhere to in such a way that it always focuses on improving the capacity of the system in order to keep the current consumers happy and to draw new consumers. To achieve this goal, the organisation clearly defines what is expected of people on all levels of responsibility.
Sustainability of a company means to execute business activities in such a way that it doesn't disadvantage the ability of future generations to look after themselves. For this study, the term
sustainability is used in a strategic economic context and doesn't focus on the natural and social aspects.
From the literature, corporate management is defined as: the appropriate composition of the board of directors' structures, processes and values to comply with the fast changing demand of shareholders and interest groups about their business. The King III report aims to stay on the cutting edge of international corporate management. The philosophy of the report concerns leadership, sustainability and corporate ownership.
The subject of the study in this thesis is a case study of a family business.
For this study, a family business is defined as follows:
- at least 51 percent of the business is owned by the family;
- at least two family members are involved in the management of the business; and
- there is the prospect of handing over the management and ownership to the next generation in the family.
From the literature, it is clear that in-depth knowledge of a business' external and internal environment is a prerequisite for managers to be able to successfully formulate a strategy and to align it with the business situation and environment in order to build upon the competitive advantage and improve the business‟ achievement.
It is clear that Denau Farms is doing business in a very competitive environment. Factors in Denau Farms' macro environment that cannot be ignored for their strategic positioning is the uncertainty that a lack of a green paper for land reform brings about, the fluctuating exchange rate, the effects of HIV/Aids and climate change's potential negative effects.
Factors in the target market environment that can have the greatest influence on Denau Farms' strategic positioning include:
- new opportunities and markets that is a result of globalisation,
- changes in the buying power of supermarkets,
- more sophisticated consumers,
- integration possibilities in the value chain,
- relationships with key decision makers in the market.
Denau Farms' internal analysis shows that the business is financially sound and has a strong balance sheet. Denau Farms weigh up well against most of the industry's critical success factors (CSFs) but production volumes per hectare can improve. Forward integration of the business through being positioned as a producer-exporter fits in with current market trends.
Denau Farms follow a focused, differentiated strategy and the value proposition is built on the following elements:
- Effective value chain to consumers
- Access to the Hoekstra Superfruit trademark
- Hoekstra Fruit Exporters' ability to deliver grapes from November to April
- Own interest
- Good, direct relationships with key decision makers in the market
- Compliance to all international ethical and food safety accreditation
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/18201 |
| Date | 03 1900 |
| Creators | Naude, Stephanus Francois |
| Contributors | Ungerer, M., University of Stellenbosch. Faculty of Economic and Management Sciences. Graduate School of Business. |
| Publisher | Stellenbosch : Stellenbosch University |
| Source Sets | South African National ETD Portal |
| Language | en_ZA |
| Detected Language | Unknown |
| Type | Thesis |
| Rights | Stellenbosch University |
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