Faculty of Commerce, Law and Management (ETDs)

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    Effectiveness of cause-related marketing strategies within the fast-moving customer goods (FMCG) industry in South Africa
    (University of the Witwatersrand, Johannesburg, 2022) Moeti, Louwella
    It has become incumbent upon businesses to make a difference in society and their communities. To fill this requirement, many businesses associate themselves with a cause that makes a difference in society, resulting in cause-related marketing (CRM). This study sought to investigate the effectiveness of CRM strategies within the South African fast-moving consumer goods (FMCG) sector. More specifically, the study sought to examine the attributes that lead to the successful implementation of CRM in the South African FMCG sector, to determine the factors which lead to favourable responses towards CRM in the South African FMCG sector and to develop a framework for successful implementation of CRM in the South African FMCG sector. The research was conducted through a quantitative approach, where data collection was done through a web-based survey. The target sample size was 300 consumers aged 21 to 45, after which 150 responses were deemed useful. The sampling method adopted by the study were the convenience and snowballing sampling where every available subject was asked to complete the survey. The study established a strong and definite correlation between the type of product and customer support, duration of a partnership and customer support, donation amount and customer support, and the product's price and customer support. The study's findings offer knowledge and insights into the factors that drive effective CRM strategies within the South African FMCG sector. Based on the findings, it is recommended that companies be strategic on the type of product used in CRM initiatives; keep product price at a minimum; double the donation amount and support the same cause for longer.
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    The efficacy of strategic customer relationship management in South African Business-To-Business organisations
    (2021) Singh, Sasha
    In an era of digitalisation where emerging technologies are leading the digital economy, the need for strategically aligned CRM has become imperative for organisations operating in B2B sectors. However, strategic CRM, is not prevalent in current operational structures, and is still an immature discipline in emerging markets and specifically within a South African context. Strategically driven CRM should provide a direct correlation to an organisations digital information structures to ensure and positively increase business continuity. These capabilities are imperative, overall misalignment of strategic business imperatives endure a snowball effect to operational management frameworks. Cohesion of new and existing customer information is necessitated to ensure tailored individual human experiences through a holistic customer experience approach. These should benefit both the customer and the organisation resulting in end-to-end value creation. To enhance the credibility of arriving at a comprehensive understanding of the research question, a qualitative method geared towards strategic change initiatives was applied. Utilising the Gioia methodology approach, the data sets employed were gathered in the form of semi-structured interviews from a sample of 15 B2B industry experts across multiple disciplines to adequately assess and analyse the derived research propositions. The study found evidence that supports existing contemporary strategic CRM models available in isolation of variable factors, additional dimensions of customer knowledge led practice and customer centricity highlighted that a performance culture were evident. These were emphasised as relevant supporting pillars and key determinants for successful strategic CRM through organisational knowledge sharing and exchange criteria. This research considers the implications of customer knowledge management as a process workflow within a strategic CRM framework. Whilst reviewing applicable relational constructs specific to current and associated factors adapted to emerging markets by considering people led systems as dependent constructs