An exploration of market growth and development stategies for franchising a selected fast food outlet
- Authors: Snyman, Dion Cedric
- Date: 2003
- Subjects: Market share , Food industry and trade -- South Africa -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10896 , http://hdl.handle.net/10948/128 , Market share , Food industry and trade -- South Africa -- Management
- Description: The advent of globalisation and the re-admittance of South Africa into the international market place have presented both opportunities and threats to local fast food outlets and franchises. These food outlets are faced with foreign competition and the need to adapt their strategies in order to cope with the continued onslaught of these highly efficient, foreign, service orientated organisations if they intend to survive. This research explored the strategies these fast food outlets should utilise to deal with their competition and to facilitate their market growth and organisational development which could lead to them being successfully franchised at a later stage. The study revealed that if any significant growth and organisational development was to be expected, the fast food outlet had to concentrate on customer satisfaction and retention through the innovative use of the 7P’s of the marketing mix in its strategy formulation process. Attention also needed to be given to the competitive forces in the external environment so that competitive strategies were in line with market developments. The triangulation method was applied in this study. In terms of this method, qualitative and quantitative research techniques are combined in order to improve the reliability and validity of the research findings. This method proved to be an effective research tool as the findings in the quantitative research were verified by the findings in the qualitative research. Franchising in South Africa, especially the Eastern Cape, where unemployment is highest, is important as it has the potential for job creation and economic empowerment of the disadvantaged communities. It is therefore essential that every endeavour be made to ensure the success of the emerging entrepreneurs through assisting them to develop strategies that will ensure sustainable development and growth.
- Full Text:
- Date Issued: 2003
- Authors: Snyman, Dion Cedric
- Date: 2003
- Subjects: Market share , Food industry and trade -- South Africa -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10896 , http://hdl.handle.net/10948/128 , Market share , Food industry and trade -- South Africa -- Management
- Description: The advent of globalisation and the re-admittance of South Africa into the international market place have presented both opportunities and threats to local fast food outlets and franchises. These food outlets are faced with foreign competition and the need to adapt their strategies in order to cope with the continued onslaught of these highly efficient, foreign, service orientated organisations if they intend to survive. This research explored the strategies these fast food outlets should utilise to deal with their competition and to facilitate their market growth and organisational development which could lead to them being successfully franchised at a later stage. The study revealed that if any significant growth and organisational development was to be expected, the fast food outlet had to concentrate on customer satisfaction and retention through the innovative use of the 7P’s of the marketing mix in its strategy formulation process. Attention also needed to be given to the competitive forces in the external environment so that competitive strategies were in line with market developments. The triangulation method was applied in this study. In terms of this method, qualitative and quantitative research techniques are combined in order to improve the reliability and validity of the research findings. This method proved to be an effective research tool as the findings in the quantitative research were verified by the findings in the qualitative research. Franchising in South Africa, especially the Eastern Cape, where unemployment is highest, is important as it has the potential for job creation and economic empowerment of the disadvantaged communities. It is therefore essential that every endeavour be made to ensure the success of the emerging entrepreneurs through assisting them to develop strategies that will ensure sustainable development and growth.
- Full Text:
- Date Issued: 2003
The development of a balanced scorecard for strategic planning in a frozen vegetable processing plant
- Authors: Du Plessis, Francois
- Date: 2001
- Subjects: Food industry and trade -- South Africa -- Management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10887 , http://hdl.handle.net/10948/52 , Food industry and trade -- South Africa -- Management , Strategic planning
- Description: This research investigated the development of a balanced scorecard for a frozen vegetable processing plant. The balanced scorecard can be utilised as a strategic management and performance measurement system. First, an overview of the balanced scorecard concept was presented. Its four perspectives, namely financial, customer, internal business process, and learning and growth were explained. Thereafter, the process of developing a balanced scorecard was outlined and the translation of a firm’s vision into measurable objectives and targets was discussed. Finally, the literature study evaluated the development of balanced scorecards by means of selected case studies. This included an analysis of the successes and failures of balanced scorecards in practice. The research methodology consisted of: (a) A literature study to determine a framework for developing a balanced scorecard. (b) Interviews and workshops to gather the primary data required to develop a balanced scorecard. The development of a balanced scorecard for a frozen vegetable processing plant using the findings from (a) and (b) above. The following recommendations were made: · Targets and action plans should be developed for the outstanding strategic objectives of the plant, and all key performance measurements should be formalised on key performance area documents. All role players should be involved in this process. · All employees must be exposed to, and understand the plant’s vision, mission statement and the purpose of the balanced scorecard. · All employees need to understand how their actions impact on other employees and the well-being of the plant. They must have set objectives and targets that can be measured. · To increase the chance of a successful scorecard implementation, regular feedback must be provided to all employees, and managers must hold people accountable for using the system.
- Full Text:
- Date Issued: 2001
- Authors: Du Plessis, Francois
- Date: 2001
- Subjects: Food industry and trade -- South Africa -- Management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10887 , http://hdl.handle.net/10948/52 , Food industry and trade -- South Africa -- Management , Strategic planning
- Description: This research investigated the development of a balanced scorecard for a frozen vegetable processing plant. The balanced scorecard can be utilised as a strategic management and performance measurement system. First, an overview of the balanced scorecard concept was presented. Its four perspectives, namely financial, customer, internal business process, and learning and growth were explained. Thereafter, the process of developing a balanced scorecard was outlined and the translation of a firm’s vision into measurable objectives and targets was discussed. Finally, the literature study evaluated the development of balanced scorecards by means of selected case studies. This included an analysis of the successes and failures of balanced scorecards in practice. The research methodology consisted of: (a) A literature study to determine a framework for developing a balanced scorecard. (b) Interviews and workshops to gather the primary data required to develop a balanced scorecard. The development of a balanced scorecard for a frozen vegetable processing plant using the findings from (a) and (b) above. The following recommendations were made: · Targets and action plans should be developed for the outstanding strategic objectives of the plant, and all key performance measurements should be formalised on key performance area documents. All role players should be involved in this process. · All employees must be exposed to, and understand the plant’s vision, mission statement and the purpose of the balanced scorecard. · All employees need to understand how their actions impact on other employees and the well-being of the plant. They must have set objectives and targets that can be measured. · To increase the chance of a successful scorecard implementation, regular feedback must be provided to all employees, and managers must hold people accountable for using the system.
- Full Text:
- Date Issued: 2001
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