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
Strategic change and its impact on the organisational structure of Pennypinchers (PTY) Ltd.: a case study
- Authors: Kemp, Leona
- Date: 2003
- Subjects: Organizational change , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10877 , http://hdl.handle.net/10948/262 , Organizational change , Strategic planning
- Description: During the 1990’s many South African companies experienced the need to change and adapt. This was largely because of the environmental changes brought about by a new political regime. One of these changes was the exposure of South African companies to global competition. Because the South African business environment had remained relatively static during the 1980’s, many companies had no idea of how to manage change when it became necessary for economic survival. This inability led to the demise of many organisations. As change as a business concept covers a vast area, the main objective of this study was to isolate one area of change and examine it in a practical context. The chosen area was the relationship, if any, between strategy and organisational structure. The practical context chosen was an organisation, which had recently undergone strategic change. The research methodology for this study included the conducting of an intensive literature study, to determine the academic stance on the strategy/structure relationship. Various academic theories were examined to determine whether there was a relationship between the two concepts, and if so, what the relationship should be. This provided a background for the practical evaluation. Literary opinion showed consensus that there was indeed a relationship between the two; in fact the one was integral to the success of the other. That is, if an organisation chooses to consider adopting a change strategy, it should carefully consider its impact on organisational structure. To summarise, in a situation of change, structure should support strategy to ensure a successful transition. An empirical study was then conducted at Pennypinchers (Pty) Ltd , which had recently undertaken to implement a change strategy. The focus of the empirical study was the relationship between the chosen change strategy and organisational structure. The aim was to determine whether the strategy had an impact on organisational structure, and if so, whether the structure underwent During the 1990’s many South African companies experienced the need to change and adapt. This was largely because of the environmental changes brought about by a new political regime. One of these changes was the exposure of South African companies to global competition. Because the South African business environment had remained relatively static during the 1980’s, many companies had no idea of how to manage change when it became necessary for economic survival. This inability led to the demise of many organisations. As change as a business concept covers a vast area, the main objective of this study was to isolate one area of change and examine it in a practical context. The chosen area was the relationship, if any, between strategy and organisational structure. The practical context chosen was an organisation, which had recently undergone strategic change. The research methodology for this study included the conducting of an intensive literature study, to determine the academic stance on the strategy/structure relationship. Various academic theories were examined to determine whether there was a relationship between the two concepts, and if so, what the relationship should be. This provided a background for the practical evaluation. Literary opinion showed consensus that there was indeed a relationship between the two; in fact the one was integral to the success of the other. That is, if an organisation chooses to consider adopting a change strategy, it should carefully consider its impact on organisational structure. To summarise, in a situation of change, structure should support strategy to ensure a successful transition. An empirical study was then conducted at Pennypinchers (Pty) Ltd , which had recently undertaken to implement a change strategy. The focus of the empirical study was the relationship between the chosen change strategy and organisational structure. The aim was to determine whether the strategy had an impact on organisational structure, and if so, whether the structure underwent.
- Full Text:
- Date Issued: 2003
- Authors: Kemp, Leona
- Date: 2003
- Subjects: Organizational change , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10877 , http://hdl.handle.net/10948/262 , Organizational change , Strategic planning
- Description: During the 1990’s many South African companies experienced the need to change and adapt. This was largely because of the environmental changes brought about by a new political regime. One of these changes was the exposure of South African companies to global competition. Because the South African business environment had remained relatively static during the 1980’s, many companies had no idea of how to manage change when it became necessary for economic survival. This inability led to the demise of many organisations. As change as a business concept covers a vast area, the main objective of this study was to isolate one area of change and examine it in a practical context. The chosen area was the relationship, if any, between strategy and organisational structure. The practical context chosen was an organisation, which had recently undergone strategic change. The research methodology for this study included the conducting of an intensive literature study, to determine the academic stance on the strategy/structure relationship. Various academic theories were examined to determine whether there was a relationship between the two concepts, and if so, what the relationship should be. This provided a background for the practical evaluation. Literary opinion showed consensus that there was indeed a relationship between the two; in fact the one was integral to the success of the other. That is, if an organisation chooses to consider adopting a change strategy, it should carefully consider its impact on organisational structure. To summarise, in a situation of change, structure should support strategy to ensure a successful transition. An empirical study was then conducted at Pennypinchers (Pty) Ltd , which had recently undertaken to implement a change strategy. The focus of the empirical study was the relationship between the chosen change strategy and organisational structure. The aim was to determine whether the strategy had an impact on organisational structure, and if so, whether the structure underwent During the 1990’s many South African companies experienced the need to change and adapt. This was largely because of the environmental changes brought about by a new political regime. One of these changes was the exposure of South African companies to global competition. Because the South African business environment had remained relatively static during the 1980’s, many companies had no idea of how to manage change when it became necessary for economic survival. This inability led to the demise of many organisations. As change as a business concept covers a vast area, the main objective of this study was to isolate one area of change and examine it in a practical context. The chosen area was the relationship, if any, between strategy and organisational structure. The practical context chosen was an organisation, which had recently undergone strategic change. The research methodology for this study included the conducting of an intensive literature study, to determine the academic stance on the strategy/structure relationship. Various academic theories were examined to determine whether there was a relationship between the two concepts, and if so, what the relationship should be. This provided a background for the practical evaluation. Literary opinion showed consensus that there was indeed a relationship between the two; in fact the one was integral to the success of the other. That is, if an organisation chooses to consider adopting a change strategy, it should carefully consider its impact on organisational structure. To summarise, in a situation of change, structure should support strategy to ensure a successful transition. An empirical study was then conducted at Pennypinchers (Pty) Ltd , which had recently undertaken to implement a change strategy. The focus of the empirical study was the relationship between the chosen change strategy and organisational structure. The aim was to determine whether the strategy had an impact on organisational structure, and if so, whether the structure underwent.
- Full Text:
- Date Issued: 2003
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