MBA & MM Theses

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Subject: search.filters.subject.Strategy formulation

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Now showing 1 - 4 of 4
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    The Role of Marketing Managers in Strategy Formulation in B2C Companies in South Africa
    (2014-01-08) Hurwitz, Marc Gregory
    The purpose of this research was to investigate the roles and responsibilities of marketing managers in Business to Consumer (B2C) organisations in South Africa. Then to determine the strategy formulation process that they use, understand which of the marketing roles overlap with the strategy formulation process and which in turn determine the effect that marketing managers have on strategy formulation. The results of the research are intended to assist marketing managers to determine the potential scope of their role and how they can influence strategy formulation in their organisations. The literature review explains that marketing is a difficult concept to define and the scope may vary. The roles and responsibilities of marketing managers are identified from different literature sources and categorised. Strategy is defined and the strategy formulation process is presented in the literature review. The proposed roles and responsibilities of marketing managers are presented as well as the areas where marketing will most affect strategy formulation. Seventeen in-depth face-to-face interviews were conducted with the most senior marketing employee. For the purpose of this research, the most senior marketing employee will be referred to as the marketing manager regardless of designation. The data was analysed using the summative approach to data reduction as this was seen as the best way to test the propositions. The research found that the responsibilities of marketing managers are segmented into roles that are owned by marketing, or roles that are key but not owned. Marketing can have an instrumental part to play, marketing can have a supportive role, marketing can have a consultative role, marketing can have different levels of influence or marketing can have no role to play in each responsibility along the strategy formulation process. All marketing managers have some leadership, strategy, branding, advertising and customer related roles. Most marketing managers have full promotional management responsibility and manage contemporary issues and trends. Very few marketing managers are involved in pricing and distribution. Marketing managers have the biggest effect on the strategy formulation process in strategy implementation. Strategic frameworks present the biggest opportunities for marketing managers to increase their involvement in the strategy formulation process. In order for marketing managers to increase their authority and influence in the company, they must increase the scope of responsibilities in the marketing department, improve measurements and analytics, fully understand and react to contemporary issues and increase their involvement in the strategy formulation process.
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    STRATEGY FORMATION IN THE MOTION PICTURE INDUSTRY IN SOUTH AFRICA
    (2012-10-08) Eckard, Victor Edward
    Context The evolution and institutionalisation of technology, together with the significant changes in consumer trends has altered the motion picture industry structure significantly. The traditional static motion picture industry has transformed to become one of the most dynamic industries globally. There appears to be little published research on strategy formation processes within companies in the motion picture industry in South Africa. Statement of the problem This research report investigates the strategy formation processes of companies in the motion picture industry in South Africa and how the motion picture industry structure affects these processes. Method of Data Collection A mixed-method methodology was used to conduct the research. Qualitative results were obtained through 21 interviews, of which 20 were personal face-to-face interviews and 1 was telephonic. The respondents included senior level management of incumbent organisations throughout the motion picture industry value chain. Quantitative results were obtained from 4 different sources, after which the data was collated to form the statistical data used to complement the qualitative study. The key findings It was clear that organisations within the motion picture industry all implemented overarching intended strategies, but only some allowed for continuous emergent strategies to materialise and to affect the overarching strategies. Furthermore, it was found that there was no significant application of academic literature and strategy formation models within the motion picture industry in South Africa. It was also found that the underlying industry structures of each of the segments of the motion picture industry value chain had a significant impact on the organisations strategy formation processes. The statistical analysis proved the hypothesis that Box-Office performance significantly impacts on the performance of the motion pictures in the subsequent windows. It also confirmed that the current strategy formulation processes within the motion picture industry are adequate to a certain extent. The Key Message The motion picture industry in South Africa has many internal and external complexities that influence the incumbent organisations on a daily basis. These complexities create an extremely dynamic environment, which impacts significantly on the organisations to successfully formulate strategies that will assist them in sustaining a competitive advantage within the industry. It can be argued that the lack of strategic academic literature’s application within the industry is due to the dynamic environment, which makes it increasingly difficult for the incumbent organisations to apply strategy formation processes presented by the academic literature. However, the academic literature should not be disregarded in its entirety as it might assist strategists in identifying underlying industry changes more easily, which will provide the organisation with the opportunities to proactively respond to industry changes.
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    UBUNTU AND ITS INFLUENCE ON LEADERS IN STRATEGY FORMULATION AND IMPLEMENTATION IN SOUTH AFRICA
    (2012-01-20) Ngouessy-Guibinga, Gabriel Landry
    Ubuntu Management Philosophy is believed to be the concept South African and other African organisations should adopt in order to sustain competitive advantage in the global market. The aim of this research is to assess to what degree Ubuntu influences South African leaders when formulating and implementing strategy. The study - which used a thematic type of analysis - shows that in two of the largest organisations in South Africa, the values of Ubuntu have started to strongly influence the manner in which their leaders formulate and implement strategy. The analysis has also shown that leaders of these organisations would recommend Ubuntu values to all South African and African organisations, in order to facilitate stronger economic growth. The success of Afro-renaissance is very important to African business people and academics. These individuals have the duty to educate and raise awareness amongst Africans, wherever they may be, and to urge them to integrate the values with their organisations and career paths. This process will help build a continent of hard working, caring, honest, non-racist and incorruptible people, and will stimulate economic growth and facilitate the fairer distribution of wealth in Africa.
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    A PROCESS REVIEW LEADING TO THE ADOPTION OF THE
    (2011-06-08) PILANE, IKANENG E.
    The purpose of this study is to explore the processes followed in the formulation, from the initiation phase leading to the adoption of the Mpumalanga Provincial Growth and Development Strategy (PGDS). It seeks to explore the level of understanding of the processes of strategy formulation, the consultation of stakeholders and the extent to which organisational and institutional support structures were put into place for the purpose of supporting the implementation of the PGDS. The research involved the interrogation of all the distinctive elements that were followed in the formulation and the support mechanisms of the PGDS. The research explored through the integrated model key elements and processes that need to be followed in strategy development and also identified challenges and lessons, regarded as positives that can be learned for future review processes. The findings of the research indicated that effective management of strategy processes and supportive organisational and institutional frameworks are important factors to be considered, if successful strategy formulation is to be achieved. The influences of stakeholders and the importance of leadership structures have also emerged as important factors that need to be seriously considered.