Factors influencing market orientation in SME computer retailers in Buffalo city metropolitan, South Africa
- Authors: Moyo, Hazel Nobandile
- Date: 2013
- Subjects: Marketing -- South Africa
- Language: English
- Type: Thesis , Masters , M Com
- Identifier: http://hdl.handle.net/10353/d1010689 , vital:26496
- Description: Despite the significant contribution to socio-economic development by SMEs (small and medium enterprises), their failure rate is very high in South Africa. Adoption and implementation of market orientation has been identified by various scholars as a means to mitigate SME failure in the highly competitive environments they operate in. This study investigated the factors influencing market orientation in SME computer retailers in King Williams Town and East London, South Africa. The objectives of the study were to investigate whether owner/manager involvement of had an influence on market orientation in SME computer retailers, to establish whether organisational systems and interdepartmental dynamics had an impact on the customer focused culture as well as investigate whether competitive intensity influenced the SME computer retailers to be market focused. Both primary and secondary data sources were used in this study. A quantitative research design was used in conducting this research. Simple random sampling, a probability sampling technique was used to select a sample of 104 from the sample frame of 141 registered SME computer retailers. The survey method, by way of a selfadministered questionnaire was used to collect primary data. The statistical Package for Social Sciences (SPSS) as statistical software was used to analyse data. The Chi-square test, Pearson correlation, the t-test, and descriptive statistics were used to analyse data. The findings of this research found that there are factors influencing market orientation in SME computer retailers, such as owner/manager involvement. Competitive intensity was found to influence SME computer retailers to be market focused. It was also found that organisational systems and interdepartmental dynamics did not impact on the customer focused culture. The findings of this research showed that SME owner/managers hold the key to shaping an organisation‟s values and culture orientation therefore in order to be market orientated, they need pass on a clear message to the lower levels of the organisation. The careful implementation of organisational systems and interdepartmental dynamics that encourage market orientation as well as constant matching and monitoring of competitors was recommended to enable SMEs to be market orientated and in turn improve their business performance and success.
- Full Text:
- Date Issued: 2013
- Authors: Moyo, Hazel Nobandile
- Date: 2013
- Subjects: Marketing -- South Africa
- Language: English
- Type: Thesis , Masters , M Com
- Identifier: http://hdl.handle.net/10353/d1010689 , vital:26496
- Description: Despite the significant contribution to socio-economic development by SMEs (small and medium enterprises), their failure rate is very high in South Africa. Adoption and implementation of market orientation has been identified by various scholars as a means to mitigate SME failure in the highly competitive environments they operate in. This study investigated the factors influencing market orientation in SME computer retailers in King Williams Town and East London, South Africa. The objectives of the study were to investigate whether owner/manager involvement of had an influence on market orientation in SME computer retailers, to establish whether organisational systems and interdepartmental dynamics had an impact on the customer focused culture as well as investigate whether competitive intensity influenced the SME computer retailers to be market focused. Both primary and secondary data sources were used in this study. A quantitative research design was used in conducting this research. Simple random sampling, a probability sampling technique was used to select a sample of 104 from the sample frame of 141 registered SME computer retailers. The survey method, by way of a selfadministered questionnaire was used to collect primary data. The statistical Package for Social Sciences (SPSS) as statistical software was used to analyse data. The Chi-square test, Pearson correlation, the t-test, and descriptive statistics were used to analyse data. The findings of this research found that there are factors influencing market orientation in SME computer retailers, such as owner/manager involvement. Competitive intensity was found to influence SME computer retailers to be market focused. It was also found that organisational systems and interdepartmental dynamics did not impact on the customer focused culture. The findings of this research showed that SME owner/managers hold the key to shaping an organisation‟s values and culture orientation therefore in order to be market orientated, they need pass on a clear message to the lower levels of the organisation. The careful implementation of organisational systems and interdepartmental dynamics that encourage market orientation as well as constant matching and monitoring of competitors was recommended to enable SMEs to be market orientated and in turn improve their business performance and success.
- Full Text:
- Date Issued: 2013
An investigation into how marketers cope with an environment of high complexity and turbulence, with special reference to the South African environment
- Authors: Mason, Roger Bruce
- Date: 2004
- Subjects: Marketing -- South Africa , Success in business -- South Africa , Industrial management -- South Africa , Organizational change -- South Africa , Chaotic behavior in systems , Complexity (Philosophy)
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:752 , http://hdl.handle.net/10962/d1003873 , Marketing -- South Africa , Success in business -- South Africa , Industrial management -- South Africa , Organizational change -- South Africa , Chaotic behavior in systems , Complexity (Philosophy)
- Description: This study investigated relationships between marketing success, the level of external environmental complexity and turbulence, and marketing mix tactics. The literature suggested that more successful companies in simple and stable environments use stabilising marketing tactics, while more successful companies in complex and turbulent environments use destabilising tactics, regardless of industry habits, management preferences or market sector. A marketing mix model for the different environments was developed using a chaos and complexity theory perspective. The study was exploratory, using a qualitative, case study technique. Data was collected via depth interviews and document analysis from four companies in the information technology (IT) and packaging industries. These industries were identified as, respectively, the most complex and turbulent, and the simplest and most stable, South African environments. Two companies from each industry were chosen to reflect more successful and less successful companies. The more successful company in the complex/turbulent environment was found to use destabilising tactics, as did the more successful company in the simple/stable environment. Therefore, contrary to expectations, it appears that destabilising tactics contribute more to success than stabilising tactics do, regardless of the environment. It was also found, contrary to expectations, that stabilising tactics were used by both the less successful companies. The research concluded that destabilising tactics are related to more success and stabilising tactics to less success. The lack of clear differentiation between the two industries may be because the whole South African environment is complex and turbulent, because the packaging industry is not sufficiently simple and stable to differentiate it from the IT industry or because packaging industry managers perceive their industry to be complex and turbulent and act accordingly. Despite these uncertainties, the research showed the marketing mix model to be reasonably accurate for the complex/turbulent environment, and therefore of potential value to South African companies. To overcome the equivocal findings, further research is recommended in different industries, in countries with different levels of complexity and turbulence and into specific marketing mix tactics. Research into managers’ perceptions of environmental complexity and turbulence and into co-evolution of marketing tactics and external environments would also be of value.
- Full Text:
- Date Issued: 2004
- Authors: Mason, Roger Bruce
- Date: 2004
- Subjects: Marketing -- South Africa , Success in business -- South Africa , Industrial management -- South Africa , Organizational change -- South Africa , Chaotic behavior in systems , Complexity (Philosophy)
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:752 , http://hdl.handle.net/10962/d1003873 , Marketing -- South Africa , Success in business -- South Africa , Industrial management -- South Africa , Organizational change -- South Africa , Chaotic behavior in systems , Complexity (Philosophy)
- Description: This study investigated relationships between marketing success, the level of external environmental complexity and turbulence, and marketing mix tactics. The literature suggested that more successful companies in simple and stable environments use stabilising marketing tactics, while more successful companies in complex and turbulent environments use destabilising tactics, regardless of industry habits, management preferences or market sector. A marketing mix model for the different environments was developed using a chaos and complexity theory perspective. The study was exploratory, using a qualitative, case study technique. Data was collected via depth interviews and document analysis from four companies in the information technology (IT) and packaging industries. These industries were identified as, respectively, the most complex and turbulent, and the simplest and most stable, South African environments. Two companies from each industry were chosen to reflect more successful and less successful companies. The more successful company in the complex/turbulent environment was found to use destabilising tactics, as did the more successful company in the simple/stable environment. Therefore, contrary to expectations, it appears that destabilising tactics contribute more to success than stabilising tactics do, regardless of the environment. It was also found, contrary to expectations, that stabilising tactics were used by both the less successful companies. The research concluded that destabilising tactics are related to more success and stabilising tactics to less success. The lack of clear differentiation between the two industries may be because the whole South African environment is complex and turbulent, because the packaging industry is not sufficiently simple and stable to differentiate it from the IT industry or because packaging industry managers perceive their industry to be complex and turbulent and act accordingly. Despite these uncertainties, the research showed the marketing mix model to be reasonably accurate for the complex/turbulent environment, and therefore of potential value to South African companies. To overcome the equivocal findings, further research is recommended in different industries, in countries with different levels of complexity and turbulence and into specific marketing mix tactics. Research into managers’ perceptions of environmental complexity and turbulence and into co-evolution of marketing tactics and external environments would also be of value.
- Full Text:
- Date Issued: 2004
An investigation into the dimensions underlying the success and failure of new consumer products in South Africa
- Authors: Tucker, Alison
- Date: 1987
- Subjects: Consumer behavior -- South Africa , Consumer satisfaction , New products -- South Africa , Marketing -- South Africa
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:1190 , http://hdl.handle.net/10962/d1004448
- Description: From Introduction: While companies in their initial stages may well produce only one product, most established companies produce a number of products. Reference can therefore be made to their product mixes which serve as their source of revenues and profits. The product mix must be carefully planned. Inherent in such planning is the monitoring of the mix to determine whether or not it strikes a good balance in terms of factors such as sales growth, sales stability and profitability. The product mix must be optimal vis-a-vis the opportunities and threats present in the external environment at any point in time. Since the latter changes over time, so too should the product mix change in order to maintain the required balance between the environment and the product mix, as well as the required balance in terms of sales growth, sales stability and profitability.
- Full Text:
- Date Issued: 1987
- Authors: Tucker, Alison
- Date: 1987
- Subjects: Consumer behavior -- South Africa , Consumer satisfaction , New products -- South Africa , Marketing -- South Africa
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:1190 , http://hdl.handle.net/10962/d1004448
- Description: From Introduction: While companies in their initial stages may well produce only one product, most established companies produce a number of products. Reference can therefore be made to their product mixes which serve as their source of revenues and profits. The product mix must be carefully planned. Inherent in such planning is the monitoring of the mix to determine whether or not it strikes a good balance in terms of factors such as sales growth, sales stability and profitability. The product mix must be optimal vis-a-vis the opportunities and threats present in the external environment at any point in time. Since the latter changes over time, so too should the product mix change in order to maintain the required balance between the environment and the product mix, as well as the required balance in terms of sales growth, sales stability and profitability.
- Full Text:
- Date Issued: 1987
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