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van Scheers, Louise, and Khathutshelo Mercy Makhitha. "Are Small and Medium Enterprises (SMEs) Planning for Strategic Marketing in South Africa?" Foundations of Management 8, no. 1 (January 1, 2016): 243–50. http://dx.doi.org/10.1515/fman-2016-0019.
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Abstract Substantial evidence shows that strategic marketing planning leads to increased small business performance, yet most small business owners do not draw up a plan for their businesses. This paper presents the results of a secondary research survey on strategic marketing planning of SMEs in South Africa. They indicate that while the higher performing SMEs give a higher priority to marketing than to other business functions, they are still sales- or production-oriented. The higher performing SMEs are more aware of strategic planning tools. They compete with value-added products and good buyer-seller relationships. The findings suggest that broad, small business marketing principles to some extent contribute to the success of SMEs.
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Makhitha, K. M. "Do small craft businesses need strategic marketing to survive?" Investment Management and Financial Innovations 13, no. 2 (July 14, 2016): 399–404. http://dx.doi.org/10.21511/imfi.13(2-2).2016.15.
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The purpose of this paper was to determine if small craft producer businesses need strategic marketing to survive. Existing literature on strategic marketing and the craft industry in South Africa (SA) was used to answer the following question: do small craft businesses need strategic marketing to survive? Since craft producers lack access to the market, they face major challenges in marketing their products successfully. Secondary research was used to determine the need of strategic marketing by craft producers in SA. Strategic marketing is crucial since craft producers must research changes developments taking place in the market and to be able to develop an appropriate marketing strategy to sustain their businesses. This will enable craft producers to identify customers and to formulate an appropriate marketing strategy to reach their chosen target market. The research revealed it enables them to identify customers and to formulate an appropriate marketing strategy to reach their chosen target market. The study revealed that craft producers do need strategic marketing to survive in South Africa
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Sephapo, Catherine Mpolokeng, Johannes Arnoldus Wiid, and Michael Colin Cant. "The perception of sponsorship usefulness among South African small business owners." Corporate Ownership and Control 11, no. 4 (2014): 475–88. http://dx.doi.org/10.22495/cocv11i4c5p6.
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Sponsorship is a powerful marketing tool that organisations in South Africa are embracing. From the evaluation of the sponsorship growth over the years, the industry in South Africa has developed from a R63 million industry in 1985 to the value of just under R7 billion in 2011 (City Press, 2012). Small businesses in South Africa are faced with the challenge of effectively reaching target segments. These small businesses are restricted in terms of limited marketing budgets and therefore need alternative ways of improving their brands in the eyes of the consumer. Theoretically, sponsorship is considered to improve the brand image of an organisation and ultimately improve sales. However, the question that this study aims to answer is whether small business owners perceive sponsorship to be a useful tool that even they can utilise. The study made use of a quantitative approach whereby a web-based questionnaire was distributed to small business owners. The findings indicated that the general attitude towards sponsorship as a marketing tool is positive. The correlation between sponsor sincerity and sponsorship usefulness was found positive; however, average in strength. Although sponsorship is seen as a useful tool, 15.4% of the respondents indicated that they would not consider using this marketing tool. This response may provide an opportunity for further research to be conducted which may shed some light on the strategies small business owners perceive to be most effective for their unique circumstances
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Rambe, Patient. "Social media marketing and business competitiveness: evidence from South African tourism SMMEs." Problems and Perspectives in Management 15, no. 2 (September 1, 2017): 411–23. http://dx.doi.org/10.21511/ppm.15(2-2).2017.10.
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The increasing prominence of social media marketing in advancing the global reach and visibility of products and services is ideal for the South African tourism industry, which depends on local and international visitors for leveraging its business activities and competitiveness. However, what remains under-explored in tourism literature is the depth of integration of social media marketing into the competitive strategies of emerging tourism small, micro and medium enterprises (SMMEs). To address this grey area, this study explored the extent to which tourism SMMEs utilize social media technologies (SMTs) to extend their market share and the implications thereof for the competitiveness of their business operations. Drawing on a quantitative approach, a survey was conducted on 234 tourism SMMEs’ owner/managers in the Free State province of South Africa to establish the impact of social media marketing on the competitiveness of their businesses. Evidence suggests that tourism SMMEs employed social media marketing predominantly for online marketing of their products/services, promoting their products/services, attracting existing customers, and sometimes, for integrating it into their marketing strategies. Results of correlation analysis revealed that social media marketing is positively and significantly related to the competitiveness of tourism SMMEs. The recommendations for leveraging the integration of social media marketing into the competitive strategy of the small business are provided.
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Elliott, R., and C. Boshoff. "The utilisation of the Internet to market small tourism businesses." South African Journal of Business Management 36, no. 4 (December 30, 2005): 91–104. http://dx.doi.org/10.4102/sajbm.v36i4.646.
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The tourism sector has been identified as an industry that has the potential to make a substantial contribution to the growth of the South African economy. The majority of tourism ventures are, however, small businesses, which differ from their larger counterparts not only in terms of size, but also in regard to access to resources and marketing expertise. Not surprisingly, one of the issues identified as preventing this sector from reaching its full potential is access to markets. The Internet has been identified as tool which may assist small businesses in both their global and domestic marketing.The focus of this study was to identify the factors specific to the Internet (rather than the technology per se or organisational factors) driving the success of the use of the Internet for marketing purposes in small businesses operating in the tourism sector in South Africa. If these factors can be identified and their relative influence on Internet marketing success be determined, it will allow small tourism businesses utilise the capabilities of the Internet more effectively.The results indicate that having a product champion in the business, having a network of effective alliances, a high level of owner-manager involvement in the Internet marketing strategy as well as a clear owner-manager vision are important to the successful use of the Internet for the marketing of small tourism businesses in South Africa.
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Makhitha, K. M. "Challenges impacting on small independent retailers performance in Soweto, Johannesburg in South Africa." Investment Management and Financial Innovations 13, no. 3 (September 23, 2016): 258–66. http://dx.doi.org/10.21511/imfi.13(3-1).2016.12.
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This study investigated the challenges independent retailers in Soweto, Johannesburg in South Africa face. The empirical research using a survey method was conducted among independent retailers selling different types of goods. Due to inaccessibility of a database on independent retailers in SA, a convenience sampling method was adopted for the study. Existing literature was used to design a questionnaire targeted at independent retailers to investigate the challenges that impact on their business performance. The findings of the study revealed that competition is the major challenge that independent retailers face which is supported by existing research findings. Other challenges included costs of buying the products, high inventory costs and high rental costs. Furthermore, this study found that marketing related challenges are major challenges compared to finance related challenges. Independent retailers need to market the businesses appropriately in order to survive and do better than their competitors. Keywords: independent retailess, costs, buying, selling, goods. JEL Classification: L81, F1
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E T, Maziriri, and Chinomona E. "Modeling the Influence of Relationship Marketing, Green Marketing and Innovative Marketing on the Business Performance of Small, Medium and Micro Enterprises (SMMES)." Journal of Economics and Behavioral Studies 8, no. 3(J) (July 3, 2016): 127–39. http://dx.doi.org/10.22610/jebs.v8i3(j).1294.
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Small, Medium and Micro Enterprises (SMMEs) are considered as economic engines for many countries. In South Africa, the Small, Micro and Medium Enterprises (SMMEs) sector has been acknowledged as the driving force to foster economic growth and job creations. This paper aimed at examining how relationship marketing, green marketing and innovative marketing influence the business performance of Small, Medium and Micro Enterprises (SMMEs) in Southern Gauteng, South Africa. The study utilized a quantitative research paradigm. A structured questionnaire consisting of validated scales for relationship marketing, green marketing, innovative marketing and business performance was administered to a sample of 231 SMMEs managerial employees in the Southern Gauteng region of South Africa. Smart PLS was used to analyze the data and the results indicated that there are positive relationships between the posited research variables. Implications of the findings are discussed and limitations and future research directions are alluded to.
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Radipere, S., and L. Van Scheers. "Investigating whether a lack of marketing and managerial skills is the main cause of business failure in South Africa." South African Journal of Economic and Management Sciences 8, no. 4 (July 25, 2014): 402–11. http://dx.doi.org/10.4102/sajems.v8i4.1171.
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The literature reveals that 40 per cent of new business ventures fail in their first year, 60 per cent in their second year, and 90 per cent in their first 10 years of existence. The research problem of this study is suggested by this high rate of business failure. This study investigates whether lack of marketing and managerial skills in business owners contributes to the high rate of business failure in South Africa.It is evident from the results that small business owners lack certain managerial skills, including financial, marketing and human-resource management skills, needed to operate their businesses successfully. The findings confirm that small business owners are in need of support services such as training, counselling, and financial assistance. They also show that small businesses are constrained not only by financial factors but also specifically by non-financial factors such as lack of education, inadequate managerial skills, poor access to markets, lack of information and unreliable infrastructure. The analysis also indicates that the managerial skills possessed by the respondents do not correlate with those that they preferably should have to run a successful business.The study concludes that a lack of marketing and managerial skills has a negative impact on the success, viability and development of small businesses. The challenge is to improve the managerial skills of small business owners, since the small business sector is widely considered to be the ideal site for the solving of South Africa’s unemployment problems and the rejuvenation of its stagnating economy.
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Wiid, Johannes Arnoldus, Michael Colin Cant, and Lizna Holtzhausen. "SWOT analysis in the small business sector of South Africa: friend or foe?" Corporate Ownership and Control 13, no. 1 (2015): 446–53. http://dx.doi.org/10.22495/cocv13i1c4p3.
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SMEs in South Africa are faced with a number of challenges, particularly poor levels of implementation in terms of accurately monitoring and predicting dynamic change in the macro environment. Following a strategic approach in scanning the external environment for opportunities and threats and identifying an organisation’s strengths and weaknesses using a SWOT analysis has become scarce in most SMEs. This research study aimed to establish if SMEs in South Africa use a SWOT analysis as part of their strategic management plan as well as to investigate if SMEs in South Africa take the time to identify and evaluate their internal and external environments. A questionnaire was administered and judgement sampling was used to gather the responses of 104 SMEs. The research identified that respondents were aware of the factors in specific functional areas that could be helpful to achieve business goals. The research also showed that financial management and marketing management were regarded as the most important drivers for achieving organisational objectives. The challenge now is to improve the use of the SWOT analysis of SMEs as they are the lifeline of the South African economy.
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van Scheers, Louise, and Maite Mashego. "Determine small farmers’ managerial skill needs in the Tshwane area of Gauteng, South Africa." Investment Management and Financial Innovations 13, no. 2 (June 3, 2016): 87–91. http://dx.doi.org/10.21511/imfi.13(2).2016.09.
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It seems that most small farmers focus on technical skills rather than on conceptual skills, as technical skills are seen to contribute most to the performance of the small farm. The need for this research came from this perception and, therefore, the aim of this article is to determine the small farmers’ managerial skills level in the Tshwane area of Gauteng. A quantitative survey was conducted amongst 50 small farmers in the Tshwane area of Gauteng. The conducted research established that most small farmers focus on technical skills rather than on conceptual skills. Small farmers also indicated that they need training in marketing and financial management which are conceptual skills
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van Scheers, Louise, Johan Botha, and Jacques van Scheers. "Small and medium enterprise (SME) internet marketing challenges in the Tshwane area, South Africa." Journal of Governance and Regulation 4, no. 4 (2015): 590–95. http://dx.doi.org/10.22495/jgr_v4_i4_c5_p3.
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The aim of this paper is to establish Internet marketing challenges of SMEs in the Tshwane area. It seems that the benefits of Internet marketing seem to be ignored by most SMEs however but unfortunately, Internet marketing challenges prevent SME owners from using these tools effectively. A survey study method of research design has been selected for the research. The sample for the study comprised 200 SMEs in the Tshwane area. Internet marketing usage in SMEs and the impact thereof is viewed as an essential part of modern day organisational operations for SMEs to promote their business both domestically and globally. ‘Unauthorised access to sensitive or proprietary information and limited verification of authorship of messages’ is mentioned as the largest challenges. The conducted research recommends that Internet marketing can be cost effective if the SMEs make use of their social networks and use best practises that enable them to get their adverts or posts shared across social networks. The conducted research also recommends that SMEs with limited resources start with social media and YouTube as a marketing tool, as the learning curve is low and cost involved almost nil. This paper conclude that Tshwane SMEs are using both Internet marketing and traditional marketing to promote their businesses.
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Madzimure, Jeremiah, and Lebereko Phillip Tau. "CHALLENGES FACING SMALL TO MEDIUM ENTERPRISES IN METSIMAHOLO MUNICIPALITY, SOUTH AFRICA." EURASIAN JOURNAL OF SOCIAL SCIENCES 9, no. 1 (2021): 14–23. http://dx.doi.org/10.15604/ejss.2021.09.01.002.
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In South Africa, the failure rate of Small to Medium Enterprises (SMEs) amounts to 75% in an estimated interval of 42 months of operation. The purpose of this study is to determine the challenges facing SMEs in Metsimaholo municipality, Free State province of South Africa. Quantitative data was acquired from 102 Metsimaholo SME owners or their representatives, utilizing questionnaires which were completed, returned, and analyzed using Statistical Package for the Social Sciences (SPSS) version 26.0 software. It was then established that economic factors have realistic control on the sustainability of SMEs. In addition, further development of SMEs is restrained by competition from immigrant businesses, transportation of inventory, inadequate management skills, substandard marketing, miserable manipulation of financial activities and business, unreachable loans. Notwithstanding the afore-said outcome, SMEs must carefully look at obtaining business skills coaching and support, enlarge or vary the range of products, put back any profits made by a business into it in order to make it more successful. Cooperation amongst SMEs would be a strategy for them to challenge rivalry. Therefore, SMEs will bargain from transportation of goods bought in large quantities for a unit price that is lower than usual.
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Groenewald, A. C., J. J. Prinsloo, and T. G. Pelser. "Strategic Marketing Insights For Small Business Meat Retailers." International Business & Economics Research Journal (IBER) 13, no. 3 (April 28, 2014): 525. http://dx.doi.org/10.19030/iber.v13i3.8590.
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Branded meat of consistently high quality has earned a reputation worldwide as a means to increase beef consumption. The feedlot industry is the main beef producer in South Africa and falls in the category of Small Businesses. For these small business meat retailers to be successful in an industry subjected to fierce competition, it is necessary to be innovative in a market where high quality beef serves as just another commodity. This study explored the marketing efforts of meat producers in Middelburg, Mpumalanga, by drawing tangent planes between effective marketing and the knowledgeable consumer. The research approach that was used included both quantitative and qualitative research. The population consisted of consumers buying meat products at three different retailers in Middelburg, Mpumalanga. A sample of 612 was conveniently selected for the study. A total of 588 questionnaires were completed. The results of the study provide insights into the measures that influence brand equity for branded meat products. The importance to establish a link between brand variables and consumers perception regarding the importance of these variables is thus critical in the success of branded meat products. These marketing insights make a significant contribution to the competitive marketing strategies of small business meat retailers.
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Lebogang Sesale, Eunice, and Solly Matshonisa Seeletse. "Marketing fortification of business through crowdsourcing and social responsibility: focus on South African SMEs." Environmental Economics 8, no. 1 (April 7, 2017): 18–25. http://dx.doi.org/10.21511/ee.08(1).2017.02.
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This paper investigates networking and related activities for marketing performance of small and medium enterprises (SMEs) for the sustainable development and the preservation of the environment. These SMEs have limited business skills and knowledge, and don`t have any marketing funds. As a clearly growing trend aspect in business, networking approaches were blended to find approaches to help these SMEs to take their market niche. Thirty-seven (37) SMEs were used as a convenience sample to experiment with the concepts. They were investigated on what could optimize marketing results and what could offset marketing benefits. The paper finds out that networking provides effective marketing when is modeled under crowdsourcing. Options for crowdsourcing could also involve local organizations in the marketing networks. SMEs should document their activities for proper accountability and transparency. They should also use incentives to volunteers and crowdsourcing participants by giving them shares and be proactive in their approaches. Further, SME practitioners should require them to learn business skills.
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Gopaul, Melanie. "Adoption of e-marketing tools by small and medium enterprises (SMEs) – fad or future trend?" Corporate Ownership and Control 13, no. 1 (2015): 454–61. http://dx.doi.org/10.22495/cocv13i1c4p4.
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E-marketing is considered as one of the fastest growing fields in e-business, which has the potential to become a platform for SMEs to compete with larger enterprises even though they may not have adequate infrastructure and resources. Over the years SMEs have struggled to compete on some sort of equal footing with larger organisations and with the advent of technology and the growth in the use of e-marketing, the playing field is becoming more equal. The literature on the use of e-marketing tools by SMEs in South Africa, however, is limited. The purpose of this paper was therefore to investigate the extent to which South African SMEs utilise e-marketing tools. The author feels that the findings will be universally applicable to SMEs in most countries. Through providing a clearer understanding of e-marketing and its use, this paper may assist SMEs and entrepreneurs to improve their existing marketing strategies. The study followed a quantitative research approach, whereby a self-administered questionnaire was distributed to SME owners. The results indicate that SMEs utilise e-marketing tools moderately and that the utilisation will increase in the future.
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Kativhu, Simbarashe, Marizvikuru Mwale, and Joseph Francis. "Development of sustainable SMEs: conceptualized criteria for measuring the sustainability of youth-owned small retail businesses in selected rural areas of South Africa." Development Management 18, no. 1 (July 15, 2020): 40–52. http://dx.doi.org/10.21511/dm.18(1).2020.04.
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High failure rates among youth-owned small retail businesses has prompted the need for strengthening sustainability in the sector. The current paper sought to establish a framework for use in determining youth-owned small retail business sustainability. An exploratory mixed study approach was followed (qualitative and quantitative methods). Snowball and cluster sampling procedures were utilized to select respondents. Data were collected using semi-structured interview guides and close ended questionnaires. Qualitative data was analyzed using the Atlas.ti version 7 software network techniques, while the IBM SPSS version 25 techniques were utilized to generate quantitative results. Principal component analysis outcomes reflected that the framework for measuring youth-owned small retail business sustainability comprises 6 major components. The components included security measures (18.01%), outsourcing abilities (13.70%), marketing strategies (10.07%), risk management (8.54%), financial management (8.43%) and innovation (7.89%). The six pillars of the criteria were utilized to further develop time specific indices that were expressed in the following formula: R1 = ƒ (SM1, OA1, MS1, RM1, FM1, I1, S1) + e. Based on this formula, the sustainability of youth-owned small retail businesses can be assessed based on the six pillars on the right side of the equation and other subjective attributes at a particular time. The current study provided a framework that can be used by managers and practitioners to determine key sustainability building blocks of youth-owned small retail business at a particular time and track how they change over time.
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Gujral, Meenakshi, Monwabisi Rauzela, and Tinashe Chuchu. "An Application of the Marketing Mix and Online Marketing as a Business Strategy for SMME Cafes in South Africa." Journal of Economics and Behavioral Studies 8, no. 3(J) (July 3, 2016): 14–25. http://dx.doi.org/10.22610/jebs.v8i3(j).1285.
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The objective of the study was to examine the impact of marketing mix and online marketing on SMME cafes in South Africa as a marketing strategy. The study was an exploratory research design which sought to get new insights into the activities of how marketing strategies could be adopted into the SMME's in South Africa. Convenience sampling technique was used in selecting 5 small to medium cafes from Braamfontein, located in the Centre of Johannesburg, South Africa. Data was collected from both primary and secondary sources. Primary data was in form of focused group discussions and interviews to elicit information for the study, while the secondary data was culled from other related works, libraries as well as information from the internet. Qualitative research approach was adopted in analysis of the data. The study has proven that cafe owners or brand strategists do implement an integrated marketing strategy embracing both marketing mix and online marketing. The study also revealed that, online marketing was an effective platform to help communicate a desired message to the target audience. The study recommended for marketers to recognize the importance of embracing and employing an integrated marketing strategy. There is also the need for cafe owners to be effective in using integrated marketing strategy.
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Ladzani, Watson. "Benchmarking the South African Excellence Model against worldclass best practice business Excellence Models." Environmental Economics 7, no. 4 (December 9, 2016): 8–19. http://dx.doi.org/10.21511/ee.07(4).2016.01.
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This study benchmarks South African Excellence Model (SAEM) against selected similar models in developed economies. The primary research question is: Why are South African small and medium enterprises (SMEs) not performing well in comparison to similar businesses in developed economies? The objectives of the study are to compare SAEM against worldclass best practice business excellence models, measure and rate SMEs management performance criteria. Random sampling was used to select SMEs in the construction industry. The findings revealed SAEM as equally a good model as worldclass best practice models. Empirical results revealed low management performance scores in comparison with those of worldclass best practice. Recommendations included aggressive marketing of SAEM and introducing continuous performance management improvement strategies on poorly rated criteria. Keywords: benchmarking, business excellence models, developed economies, management performance, small and medium enterprises. JEL Classification: L26, O1, L25
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C. Cant, Michael, and Johannes A. Wiid. "The use of traditional marketing tools by SMEs in an emerging economy: a South African perspective." Problems and Perspectives in Management 14, no. 1 (March 2, 2016): 64–70. http://dx.doi.org/10.21511/ppm.14(1).2016.07.
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Small and medium enterprises (SMEs) play a vital role in all economies around the world, they are responsible for creating of jobs, alleviating of poverty, contributing to innovation and to the gross domestic product of a country. However, many of these businesses face challenges and often fail within a short period of time. The success of small businesses is not only having products and a market to sell them to but also effective marketing of these products to the targeted market. A vast array of studies have investigated SME marketing tool usage however few have looked to SMEs in emerging economies and specifically to the traditional marketing tools such firms employ. Therefore the focus of this study was to describe the usage of traditional marketing tools employed by SMEs from a South African perspective. This study followed a quantitative research methodology whereby a self-administered questionnaire was distributed to SME owners within the Gauteng province of South Africa. Results obtained from this research indicate that SME owners mostly make use of print media while broadcast media is used selectively. Results obtained within this study will be of value universally to SME owners as it can be seen that all SMEs irrespective of geographic location face similar challenges
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Elliott, R., and C. Boshoff. "The influence of the owner-manager of small tourism businesses on the success of internet marketing." South African Journal of Business Management 38, no. 3 (September 30, 2007): 15–28. http://dx.doi.org/10.4102/sajbm.v38i3.585.
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Small businesses have been identified as a catalyst for creating jobs and generally growing the economy. One industry that is characterised by the proliferation of small businesses is the tourism industry. Key to this industry reaching its full potential is, however, access to markets. The Internet is seen by many as having the potential to help small tourism businesses understand their markets better, extend their market reach and to serve their customers more effectively, irrespective of their geographical location. However, identifying the factors that influence the success of the use of the Internet for marketing purposes is proving elusive.The focus of this study is to identify those owner-manager factors that are present in a small tourism business which will influence the success with which the Internet can be used to market the business. These are distinct from the factors implicit in the technology per se. If these owner-manager factors can be identified and their relative influence on Internet marketing success is determined, it will allow small tourist businesses to access markets more readily.The results of this study indicate that the level of involvement of owner-managers, the owner-manager having an entrepreneurial orientation, the knowledge of owner-managers, the involvement in decision making of owner-managers and a marketing orientation are important to the successful use of the Internet for the marketing of small tourism businesses in South Africa.
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Chipp, Kerry, and Jabu Maphalala. "When elephants fight: South African washing powder wars." Emerald Emerging Markets Case Studies 9, no. 1 (January 25, 2019): 1–24. http://dx.doi.org/10.1108/eemcs-02-2018-0031.
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Learning outcomes An understanding of the competitive landscape and consumer dynamics of an emerging market, especially how a small local company learns to take on and deal with global players. Similarly, embeddedness within a market leads to increasing the competitiveness of local brands as they understand local consumers better than international ones. Local brands are also more likely to use home-based and innovative marketing strategies. Case overview/synopsis Bliss Chemicals, through their flagship brand, MAQ washing powder, captured market share from global multinationals during a price war. Nevertheless, their competitive landscape and their customer base are dynamic; the company cannot afford to rest on its laurels for long. The case provides insight into the marketing activities of both large and medium enterprises in an emerging market. It also demonstrates the type of marketing activation that engenders strong consumers’ response. Complexity academic level The case can be used in undergraduate, MBA and executive education courses on marketing, consumer behaviour, bottom of the pyramid or international marketing courses. It could also be used in business strategy courses on market entry, dealing with stronger competitors, price wars and doing business in Africa. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 8: Marketing
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Cant, M. C., and J. A. Wiid. "The Role and Importance of Marketing in South African Township SMMEs." Academic Journal of Interdisciplinary Studies 9, no. 5 (September 21, 2020): 90. http://dx.doi.org/10.36941/ajis-2020-0088.
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Small, Micro and Medium Entreprises (SMMEs) in South African townships, as in many countries worldwide, has a high failure rate. Effective use of marketing and other initiatives made available by the South African government, can help to decrease the number of failures. In order to assist SMMEs effectively, it is necessary to know how they approach marketing, what their training needs are and if they are aware of the initiatives available to assist them with various business functions. A survey was conducted in this regard with small business owners across South African townships. It can be concluded from the research that marketing plays a vital role in the growth and sustainability of a SMME. SMMEs that experienced a decline in growth in the previous year required more marketing training. The growth decline ratio is 1:1.08. It is furthermore clear from the marketing approach in relation to turnover ratios, that SMMEs that grew in turnover over the past three years are almost twice as active in performing marketing functions as the SMMEs that experienced a decline in turnover in the past three years. The need for marketing training was also pointed out as the most poignant training required by SMMEs. It can thus be deduced that the role and importance thereof cannot be overstated since the need expressed warrants the importance. The majority of respondents also indicated that they are not aware of any governmental programmes to assist SMMEs with their marketing.
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Lumb, Michael James, and Karel Marais. "The business management training needs of South African Biokineticists to ensure business sustainability." South African Journal of Sports Medicine 33, no. 1 (July 5, 2021): 1–5. http://dx.doi.org/10.17159/2078-516x/2021/v33i1a9220.
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Background: Business management training is essential for success in the modern era. Health and medical professionals are exposed to knowledge that allows them to treat pathologies. However, their training does not prepare them to manage their practices as businesses and in a sustainable, effective, and efficient manner.Objectives: To investigate the business management training needs of registered South African Biokineticists.
Methods: A quantitative and descriptive research design was used. Sixty-nine registered Biokineticists answered the emailed survey. The survey was sent out on two separate days, two weeks apart. Participants could only answer the survey once. The survey was sent out by the Biokinetics Association of South Africa (BASA). The sample in this study consisted of both male and female participants who graduated between the years of 1985-2019. The survey consisted of demographic questions about their study methods. It also included a 5-point Likert Scale where a score of 1 indicated an exceptionally low need and a score of 5 indicated a very high need for corresponding business processes. The business processes included accounting, business sustainability, corporate social responsibility, ethics, financial management, human resource management, leadership and managerial decision-making, marketing, operational management, and strategic management. A final open-ended question on what other business management training the participant needed was asked at the end of the survey.
Results: Combined high to very high needs (X≥4 on the Likert Scale) for the business management processes explored were: accounting: 28%, business sustainability: 33%, corporate social responsibility: 23%, ethics: 55%, financial management: 35%, human resource management: 29%, leadership and managerial decision-making: 43%, marketing: 41%, operational management: 39%, and strategic management: 33%. Seventy-one percent of the participants who took part in the study suggested that they needed other business management training needs, providing suggestions in the final question. Of the 71% of participants who answered this question, the most important requests identified included information technology (17%), tax- related management and knowledge (19%) and medical aid training for ICD-10 coding (13%). The other 51% of the participants that answered the final question provided suggestions that could be categorised into the areas of business already reported on in the Likert Scale. Sixty-nine out of a possible ±1600 registered Biokineticists who were BASA members completed the survey. This represents a response rate of about 4%.
Conclusion: Business management training needs exist for South African Biokineticists. By addressing these needs, it may lead to improvements in overall patient care, practice management and small business growth which in return can lead to the socioeconomic stimulation of the country.
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Manley, Leanne. "The use of traditional versus e-marketing in SMEs in a developing country: A comparative analysis." Journal of Governance and Regulation 4, no. 4 (2015): 202–12. http://dx.doi.org/10.22495/jgr_v4_i4_c1_p7.
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The revolution of the internet has changed the way many organisations conduct business in today’s market environment, and has specifically changed in the way companies market products to consumers. E-marketing allows a marketer to not only reach a broader target market than traditional methods, but substantially reduces marketing costs as well, which can mean the difference between success or failure in small medium enterprises (SMEs). Multiple studies have investigated traditional and e-marketing practices, however, few studies have focused on SME marketing practices and their use of e-marketing in developing economies. This article provides an insight into current marketing tools employed by SMEs in South Africa and provides a comparative analysis between traditional and e-marketing tool usage. A self-administered questionnaire was distributed to SME owners, whereby data was analysed by means of frequency occurrence. The main results stemming from the research indicate that SME owners have no preference in using either traditional or e-marketing tools, with majority preferring to use both. However, the majority of marketing tools being used and receiving the most effective rating according to SME owners is directed towards e-marketing tools. From the results obtained recommendations are made to policy-makers, SME managers, development agencies and business owners so as to establish an appropriate strategy to improve SME marketability within South Africa. The findings can be universally applied as studies have shown that there is a lot of similarity in the challenges faced by SMEs irrespective of where they come from.
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Duffett, Rodney, Tudor Edu, Norbert Haydam, Iliuta-Costel Negricea, and Rodica Zaharia. "A Multi-Dimensional Approach of Green Marketing Competitive Advantage: A Perspective of Small Medium and Micro Enterprises from Western Cape, South Africa." Sustainability 10, no. 10 (October 18, 2018): 3764. http://dx.doi.org/10.3390/su10103764.
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The study focuses on green competitive advantage from a multi-dimensional perspective, investigating the impact of green marketing tools and company descriptive variables on these dimensions. The data were collected from small, medium and micro enterprises (SMME) from Western Cape/South Africa, an area marked by long-term water consumption restrictions. A qualitative approach was considered for variable tailoring to the SMMEs’ peculiarities, followed by a quantitative study, employing a sample of 237 companies, for testing each competitive advantage dimension against the established green marketing tools and company descriptive variables using logistic regressions. Each competitiveness variable was explained by at least one green marketing tool. Donating money and/or allocating time for environmental purposes explained three dependent variables, while selling biodegradable/recycled/refurbished products had an inverse relationship with two of them. Business type and number of operational years had a significant impact on three dimensions. This study enriches the literature by using green competitive advantage dimensions and not a latent factor, analyzing the impact of company descriptive variables as explanatory variables and prompting green strategies for small and medium businesses. The model could be improved by tests in other geographic areas, including green distribution and price variables and other descriptive factors (turnover, responsible investment and internationalization).
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Dubihlela, Job, and Manilall Roy Dhurup. "Determinants Of, And Barriers To, Market Orientation And The Relationship With Business Performance Among SMES." Journal of Applied Business Research (JABR) 31, no. 5 (August 24, 2015): 1667. http://dx.doi.org/10.19030/jabr.v31i5.9381.
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Expansion, diversification, greater choice, market share, profits and increased competition are the overarching forces that drive organisations to embrace marketing concepts such as market orientation. Various researchers assert that market orientation is a vital marketing concept for the performance of businesses and for small and medium enterprises (SMEs) there are no exceptions. The study examines the relationship of the determinants and barriers to market orientation and the influence of market orientation on business performance among SMEs in a developing country. This cross-sectional study made of a quantitative survey design. The target population comprised 273 owners/managers of SMEs in the Vaal Triangle, South Africa. The results revealed that the determinants of market orientation exhibited a strong influence in market orientation. Market orientation in turn showed strong positive relationship with business performance. Barriers to market orientation showed strong negative relationship with market orientation. The study identified the constructs that foster or discourage market orientation, and the contribution that market orientation can have on business performance for SMEs. SMEs owner/mangers are encouraged to consider the market orientation constructs that positively influences the performance of their businesses.
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Mabaya, Edward, Morgann Ross, Raj Shrestha, and Amity Weiss. "Seven Sisters: wine and womanhood." Emerald Emerging Markets Case Studies 4, no. 8 (November 26, 2014): 1–12. http://dx.doi.org/10.1108/eemcs-04-2014-0082.
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Subject area The main topics covered by this case are marketing strategies in a saturated market, human resource management, small enterprise challenges and constraints and corporate strategy. Study level/applicability The intended audiences for this case are upper-level undergraduate and graduate students. Students getting their degrees in business, international labor relations, marketing or public policy/administration are the main targets for this case. Students also interested in in agriculture, international development and race relations will benefit from studying this case. Case overview The international wine market is highly competitive. Innovative strategies are needed for new wineries to stand out in this saturated market. Both the product quality and its life story are important to consumers. Seven Sisters is exploring two new markets – Nigeria and Sweden – to expand their international presence. Also explored are marketing strategies for deeper penetration of the domestic market in South Africa. The case study illustrates the challenges and opportunities facing a small, women-owned enterprise from an emerging economy that is exploring international markets. Expected learning outcomes The specific teaching objective of this case is to teach students the importance of marketing and corporate strategy in a highly saturated market, such as South Africa. Analyzing this case, students will be exposed to value chains, formulating corporate strategy and devising marketing strategy. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Dubihlela, Job, and M. Dhurup. "A Factorial Analysis Of The Barriers To Market Orientation Adoption Among Small And Medium Enterprises (SMEs) In A Developing Country." International Business & Economics Research Journal (IBER) 12, no. 11 (October 29, 2013): 1331. http://dx.doi.org/10.19030/iber.v12i11.8171.
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The purpose of the study was to examine the barriers of market orientation by SMEs in South Africa. Data were collected using the personal face-to-face interviews with the use of a structured questionnaire. A total of 350 SMES were selected randomly and visited within the various municipal areas in South Africa. Exploratory factor analysis was used to identify the dimensions using the principal component analysis. A four-factor structure emerged accounting for 62% of total variance. The reliability analysis, reflected coefficient values ranging from 0.743 to 0.893, indicating satisfactory internal consistency amongst variables within each dimension. By analysing the barriers, the adoption of market orientation among SMEs, managers, and marketers are presented with recommended strategies and implications on how to embrace market orientation for effective business performance. Marketing capacities of SMEs may be strengthened through the implementing of market orientation. SMEs are vital for socio-economic progress for developing economies. Effective implementation of market orientation can assist SMEs growth and development.
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Blake, Julian, Sonja Fourie, and Michael Goldman. "The relationship between sports sponsorships and corporate financial returns in South Africa." International Journal of Sports Marketing and Sponsorship 20, no. 1 (February 4, 2019): 2–25. http://dx.doi.org/10.1108/ijsms-12-2016-0088.
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Purpose Sponsorship is a major contributor to income in the South African sports arena, and is a critical component allowing sports unions to remain financially viable and sustainable. Sports sponsoring companies, however, have long questioned the financial returns generated from these ventures. The purpose of this paper is to understand whether financial returns of companies with sports sponsorship in South Africa are significantly different to those without. This research was conducted on Johannesburg Stock Exchange (JSE) listed companies that sponsored sport consistently between 2000 and 2015 for a period of two years. A quantitative methodology was employed whereby share price, revenue and earnings growth were analysed, comparing firms that did not adopt strategies involving sports sponsorships to those that did. Design/methodology/approach A quantitative methodology was employed, whereby share price, revenue and earnings growth were analysed, comparing firms that did not adopt strategies involving sports sponsorships to those that did. South Africa is an emerging market and a member of the BRICS Forum ranked 14th in the sport sponsorship market globally (Sport Marketing Frontiers, 2011), becoming increasingly dominant in the global sports industry (Goldman, 2011). The population consisted of JSE-listed Main Board and alternative exchange companies that participated in any form of consistent sports sponsorship in the given time frame: 2000-2015, where the company’s share price, revenue and earnings per share (EPS) data for the period were available from the INET BFA database. The JSE is ranked 17th in terms of market capitalisation (over $1 trillion) in the world, being the largest stock exchange on the African continent with over $30bn being traded on average monthly. Multiple journals today publish research done on the JSE, for example the International Journal of Sports Marketing and Sponsorship, Investment Analysts Journal and the South African Journal of Accounting Research. This stock exchange is 125 years old and has over 400 listed companies of which 358 are domestic (Kruger et al., 2014). Findings Results show that companies involved in sports sponsorship during the period analysed did not experience enhanced share price or revenue growth in excess of those companies not involved in sports sponsorship. As a whole, sports sponsoring companies did however experience greater income growth (EPS) than those companies not involved in sports sponsorship. Enhanced revenue growth was found in the consumer services sector, indicating that sport sponsorship in this sector drives brand image and recall resulting in enhanced revenues. These results though indicate that a multitude of differing objectives may exist for companies engaging with sports sponsorship, with increased sales not the singular objective. In general it is concluded that sports sponsorship is considered to achieve a broad spectrum of outcomes that are likely to contribute to increased profitability. Research limitations/implications The relatively small size of 40 firms on the JSE in the South African sports sponsorship market is a limitation for this research. The purely quantitative approach limited the ability to gain the required level of insight into those sectors with small samples, which a qualitative study would reveal. SABMiller as example could not be analysed against its sector peers, given that it is one of the most prominent and consistent sports sponsors in South Africa across all major sporting codes. The telecommunications sector was represented entirely by companies that were involved in sports sponsorship and, hence, no in-depth comparison could be conducted within this sector. Vodacom, a major sponsor of sport in South Africa, could not be compared with its peers utilising purely financial and statistical methods. Cell C is one of the most prominent sponsors of rugby in South Africa, through its title sponsorship of the Cell C Sharks, and was not included in this study as it is not listed on the JSE. It is suggested that such companies should be included in a qualitative study approach. Practical implications The results of the Mann-Whitney U test for the consumer services and financial sectors confirm no significant difference in EPS growth for companies utilising consistent sports sponsorship as part of their marketing mix to those that do not. The consumer services sector has seen above-average revenue growth from sports sponsorship compared with its sector peers; however, the sector was unable to convert this increased revenue growth into increased profits, suggesting that the cost of sponsoring, as well as the operating costs associated with sports sponsorship, counteract any growth in revenue. Social implications The sample of sports-sponsoring companies experienced a larger annual mean EPS growth rate of 30.6 per cent compared to the remaining JSE Main Board companies which grew EPS annually at 27.4 per cent. The results of the Mann-Whitney U test confirm a significant difference in EPS growth for companies utilising consistent sports sponsorship as part of their marketing mix. From a practical interpretive perspective, this result reveals that those companies in South Africa involved in sports sponsorship consistently attain greater than market-related profit growth. This poses some interesting points for discussion, given that revenue growth was not statistically different, which suggests that many sponsors are utilising the sponsorships for purposes other than sales growths that result in a profitable outcome. The potential range of options is large but would likely comprise the creation of stronger supplier relationships, resulting in optimised business inputs. Sponsors might be utilising sponsorships to improve corporate social status, which assists them in creating regulatory compliance, in some instances. Additionally, these sponsorships may be utilised to maintain key client relationships that provide the highest levels of profitability, and whilst this might not grow revenue through new business acquisition, it may result in higher profitability as a result of a loyal and stable customer base. Originality/value Much of the available research focusses on the sponsorship of specific sporting events and the share price impact thereof at specific occasions like the announcement, renewal and termination. Where research is conducted across a multitude of sporting events and codes, this predominantly focusses on share price performance only, with varying and somewhat inconclusive results. There is little research focussing on wider, more comprehensive sets of sponsored events and sporting codes, and that seeks to provide an understanding of financial returns for sponsoring properties. In a study of more than 50 US-based corporations it was found that, as a group, corporations which consistently invested in sports sponsorships outperformed market averages, and that those with higher sponsorship spend achieved higher returns (Jensen and Hsu, 2011). The study utilised descriptive statistics. More analysis, utilising detailed statistical analysis, is required to better understand the effects of sponsorship on the wider set of variables analysed. In this case, a five-year compound annual growth rate was calculated for stock price appreciation, total revenue, net income and EPS, and analysed descriptively with only means and standard deviation. Measurement of such variables assists with an understanding of the materialized results of sponsorship as opposed to much of the work in this field, which analyses market reactions to sponsorship announcements.
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Mafukata, Mavhungu Abel. "Skills-based constraints and complexities affecting small-scale communal cattle farmer entrepreneurs in Vhembe District." International Journal of Research in Business and Social Science (2147-4478) 4, no. 3 (July 22, 2015): 11–27. http://dx.doi.org/10.20525/ijrbs.v4i3.19.
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This paper investigates constraints and complexities affecting entrepreneurial and Agri-business small-scale communal cattle farming success and sustainability in the Vhembe District of Limpopo Province, South Africa. The respondent entrepreneur farmers were randomly selected (n=55) amongst 183 other farmers for primary data collection. A semi-structured cross-language (English-Tshivenda) questionnaire was employed to gather the data. Key Informant Interviews (KIIs) and Focus Group Discussions (FGDs) were also employed. The results of this paper revealed that the entrepreneur farmers’ formal school educational levels and basic literacy skills in addition; subtraction; multiplication and division were reasonably higher while technological skills in farm risk management and production, and managerial competence in business financial skills; budgeting and marketing were low amongst the farmers. Government extension service could be employed to improve some of these deficient skills through skills training programmes for the farmers. Institutions of higher learning such as the University of Venda and Madzivhandila Agricultural College could be utilized for the trainings.
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Human, Christopher James, and Geoff Bick. "BOS Brands: challenges of internationalisation." Emerald Emerging Markets Case Studies 6, no. 4 (November 21, 2016): 1–32. http://dx.doi.org/10.1108/eemcs-05-2016-0061.
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Subject area This teaching case focuses on the field of marketing, particularly, the situation of building a global brand as small and medium-sized enterprises (SME) internationalizing from an emerging market. Study level/applicability It is recommended for postgraduate and post-experience students, for example, in MBA programmes and executive education courses. Case overview This teaching case focuses on the field of marketing, particularly, the situation of building a global brand as SME internationalizing from an emerging market. It is recommended for postgraduate and post-experience students, for example, in MBA programmes and executive education courses. BOS Brands provides an interesting case on the internationalisation experience of a Born Global firm, particularly from an emerging market context. This medium-sized South African business develops, distributes and markets Rooibos-based beverages in Southern Africa and Europe, with eyes on a broader global presence. The case provides insights into the strategic decisions required to successfully take a medium-sized business into competitive foreign markets without the capital and support enjoyed by many larger multinational corporations. Among other issues, BOS Brands provides fertile ground to explore the selection of target country and entry mode, overcoming cultural and physical distance, opportunity recognition and the roles of networks and innovation. Expected learning outcomes The expected learning outcomes are to: analyse the decision-making process of the internationalising SME in terms of internationalisation factors, timing and phases and evaluation of potential target countries and entry mode options and launch marketing approach; understand the complexities of marketing in a foreign cultural and business context (including cultural and physical distance); and develop alternative marketing strategies for an entrepreneurial SME to grow internationally given limited resources. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 8: Marketing.
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Smith, Marolee Beaumont. "BUSINESS MANAGEMENT DISTANCE EDUCATION RESEARCH ON YEAR MARK ASSESSMENT POLICY AT THE UNIVERSITY OF SOUTH AFRICA." Asian Association of Open Universities Journal 1, no. 1 (September 1, 2005): 20–37. http://dx.doi.org/10.1108/aaouj-01-01-2005-b003.
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The current tuition policy of the Department of Business Management at the University of South Africa encourages, but does not compel students to submit assignments under the semester system. A relatively small percentage of students submit the voluntary assignment, thereby forfeiting the benefit of the learning experience and assessment feedback from the respective lecturers. The Department of Business Management is concerned that this voluntary assignment assessment policy impacts negatively on the standard of learning and assessment within the Department. It hence decided to implement, on a trial basis for 2003 and 2004, a year-mark option assignment policy for two of its undergraduate semester courses. The aim was to assess whether such an option contributed towards the improvement of examination results and the enhancement of the learning experience of students registered for the relevant courses. This paper reports on the findings of the year-mark option assignment policy for the second year degree course MNX202-J (marketing management) and the third year degree course MNF301-5 (financial management) for the trial period 2003 to 2004. The findings are in the form of (1) statistics on the percentage number of students who submitted assignments, average marks obtained and examination results statistics during the trial period: (2) the results of an opinion survey questionnaire sent to students to obtain their feedback on the value of compulsory year-mark option assignments; and (3) feedback and comments from facilitators involved in the year-mark option exercise. Finally recommendations are made on the way forward for future assessment in the Department of Business Management.
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Cilliers, Orpha, and Johan Strydom. "Women Owners Of SMMEs: Finding Their Place In The Sun." International Business & Economics Research Journal (IBER) 15, no. 5 (September 1, 2016): 241–58. http://dx.doi.org/10.19030/iber.v15i5.9782.
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Women business ownership is cardinal for long-term economic growth. Research provides divergent reasons for the difference in the characteristics of SMMEs owned by women and those owned by men. In this study, a quantitative survey was conducted among 650 formal SMMEs in Soweto Township, South Africa, using questionnaires. A third of the respondents comprised women, who were characterised as generally being older (67.6% were over the age of 40), having a higher level of education (11.1% had three years or more of tertiary education) and being involved on a full-time basis in SMMEs (100%). When compared with their male counterparts, fewer young women were involved in business ownership, and a sizeable component of older women-owners/managers exists. No major difference regarding education was found between genders. Both gender groups started their businesses mainly because of unemployment. Far more women respondents than men located their businesses in small shopping centres. The results also showed that more women were in business for more than five years and that more women-owned businesses showed growth in income over the preceding year. These findings are aligned with national and international surveys which show that the gap between men and women business owners is narrowing. Finally, the results showed a need for support programmes focused on empowering both genders to succeed in all phases of the business life cycle, with a primary need for improved marketing skills. Business support programmes can be successful only if improved communication is established between programme developers and business owners.
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Dos Santos, José, and Rodney Duffett. "Exploring social media usage as a communication channel among independent food retailer SMEs in South Africa." Small Business International Review 5, no. 2 (September 8, 2021): e392. http://dx.doi.org/10.26784/sbir.v5i2.392.
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Social media has facilitated interaction between businesses and consumers, and consequently, has seen rapid growth as a communication channel by a number of smaller retailers in South Africa. Hence, the primary research objective of this study is to explore social media usage as a marketing communication strategy by independent food retailer small to medium enterprises (SMEs). The study used a qualitative data collection strategy and in-depth interviews were conducted among eleven independent food retailer SMEs in South Africa. The study revealed that the level of social media activity by the respondent retailers was influenced by enabling factors such as cost effectiveness, accessibility, reach and relationship building, whereas perceived risk and resources such as time, knowledge and human resources were inhibiting factors. The research contributes to the available literature exploring social media usage as customer contact points for promotional purposes, as well as provides insight for further studies on the use of social media conduits by independent food retailer SMEs or similar businesses in a developing country.
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Cant, Michael Colin, Johannes Arnoldus Wiid, and Yu-Ting Hung. "The importance of branding for South African SMEs: an exploratory study." Corporate Ownership and Control 11, no. 1 (2013): 735–44. http://dx.doi.org/10.22495/cocv11i1c8art4.
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One of the most challenging micro-environmental variables that small and medium enterprises SMEs are faced with is marketing, and more particularly branding. The research study investigates the importance of branding to South African SMEs and determines whether SMEs comprehend the significance of branding in the business’ success. The objective of this paper is to determine how brand orientated SMEs are, their perceived brand distinctiveness and the barriers they are faced with. A questionnaire was conducted and judgement sampling was used to gather the responses of 43 SMEs. The research identified that SMEs are aware of the importance of branding; however some SMEs do not have to necessary resources available for it. The challenge now is to improve the skills and capabilities of SMEs to ensure effective branding, which ultimately influences their success, as they play a vital role in the South African economy
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Lisita, Inonge Theresa, Johannes Jurgens Prinsloo, and Theuns Pelser. "Strategic Marketing Communication: The Case For SMME Development." Journal of Business & Economics Research (JBER) 13, no. 1 (January 26, 2015): 27. http://dx.doi.org/10.19030/jber.v13i1.9077.
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Strategic marketing communication is imperative for the successful implementation of projects of developmental corporations. Business development in the North West Province, South Africa however, seems to be hampered by the lack of effective marketing communication from the NWDC regarding its support services and the lack of feedback from the registered SMMEs regarding their satisfaction with services rendered. This study was aimed at determining whether effective strategic marketing communication exists between the North West Development Corporation (NWDC) and all their registered Small, Medium and Micro Enterprises (SMMEs) in the North West Province. The study adopted qualitative and quantitative research approaches (mixed method). A non-probability, convenience sample of 82 participants were used from a population of 140 SMMEs. For the quantitative part of the study, semi-structured interviews were conducted by the researcher in order to gather information about the support services that the North West Development Corporation offers. SMMEs indicated uncertainty about being aware of the support services offered by NWDC. The findings of the study show that the marketing of the NWDC is not reaching the targeted audience at an acceptable level. The study can conclude that a significant number of the SMMEs do not have the required awareness of the NWDCs support services. It is recommended from the study that good strategic marketing communication will encourage organisational sustainability which will also be beneficial to future SMME entrepreneurs and the economic development of the region.
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van der Merwe, Michael D., Sara S. Grobbelaar, Isabel A. Meyer, Cornelius S. L. Schutte, and Konrad H. von Leipzig. "A Framework of Key Growth Factors for Small Enterprises Operating at the Base of the Pyramid." Sustainability 12, no. 22 (November 10, 2020): 9327. http://dx.doi.org/10.3390/su12229327.
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Enterprises operating at the Base of the Pyramid (BoP) find it difficult to simultaneously achieve economic (profitable growth) and social (poverty alleviation) outcomes. This study builds on a previously published systematic literature review that identified the key growth-promoting factors of the Small, Medium, and Micro Enterprises (SMMEs) operating in this space. A Grounded Theory Approach was followed to identify six core focus areas, which form the basis of a practical framework to evaluate SMMEs at the BoP, namely: Business modelling; business strategy; innovation; marketing; strategic alliances; and sustainable development. Expert screening interviews were conducted to evaluate the framework for credibility and confirmability. Thereafter, 57 for-profit South African enterprises were surveyed to empirically explore how SMMEs view and implement these framework components. The outcome of the study is a validated high growth-promoting BoP portfolio framework against which SMME owners can evaluate their enterprises to identify areas of growth and development.
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Beck, Shelley B., Ayanda P. Deliwe, and Elroy E. Smith. "Assessing SME Perceptions of Using Green Social Media Marketing." 11th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 11, no. 1 (December 9, 2020): 74. http://dx.doi.org/10.35609/gcbssproceeding.2020.11(74).
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The image of an enterprise in relation to the environment in which it operates is currently of increased importance (Liskova, Cudlinova, Partlova & Petr, 2016, p.64). An enterprise's brand image is a customer's perception of a brand and can help customers assemble information, discriminate brands, create positive feelings, and create a reason to purchase (Huang, Yang & Wang, 2014, p.263). Therefore, enterprises aim to create a strong positive image of their brand which can be generated through marketing programmes. Social media marketing is the application of marketing principles, tools and techniques to social media platforms to differentiate and position the brand better than competitors (Neti, 2011, p.3). Enterprises should therefore use social media to promote and communicate their green initiatives to their stakeholders because of the prominent benefits it offers. Conscious and careful use of social media is the most promising investment for furthering an enterprise's green marketing strategies and by implementing green projects as a CSR initiative SMEs can satisfy their stakeholders (Williams, Page & Petrosky, 2014, p.26). SMEs do not effectively and efficiently market their enterprises due to the lack of funding, insufficient cash flow and the need for technical assistance to market their enterprise (National Small Business Chamber, 2016). Social media is the most popular means of communication in society and provide a good solution as it allows enterprises to interact with their stakeholders through dialogue and engagement to identify and satisfy stakeholder expectations (Bibri, 2008, p.14). The implementation of marketing activities that communicate enterprises' social and environmental initiatives creates added value and enhances financial performance (Bibri, 2008, p.14). If SMEs promote their green initiatives in their marketing communications that are directed at their stakeholders, they could succeed in marketing their business effectively and as a result grow and survive in the long term. However, few SMEs in South Africa are aware that implementing green strategies can improve their profitability and their survival. Keywords: Green marketing; social media marketing; SME's
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Bick, Geoff, and Fezile Sidubi. "Mitchell’s Brewery: entrepreneurship challenges in the South African craft beer industry." Emerald Emerging Markets Case Studies 8, no. 4 (December 13, 2018): 1–35. http://dx.doi.org/10.1108/eemcs-06-2018-0101.
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Learning outcomes They are as follows: to identify strategic growth opportunities for SMEs in the South African craft beer industry; to understand the complexities associated with operating a craft beer SME in the South African alcohol sector and analyse the SME’s strategic decision-making process that happens as a result; to understand the challenges and identify opportunities for entrepreneurship and growth in an emerging economy and niche segment; to develop a differentiation strategy for a small player in a competitive market; and to impart industry-specific knowledge and insight on the craft brewing industry. Case overview/synopsis The case is centred on the challenges that Hein Swart, managing director of Mitchell’s Brewery, is facing in sustaining business operations amid heavy regulations and increasing competition from existing craft breweries. In addition, there is the entry of a different type of competitor into the South African market that did not exist previously. The case narrative broadly presents several industry themes that interact with each other and create the existing complexities. Complexity academic level This case is targeted at postgraduate business school students with some work experience who want to build their critical thinking, business management and strategic decision-making skills such as Masters of Business Administration (MBA) and Executive MBA academic programmes, and also delegates on Executive Education programmes. The case is expected to be used as a case study for courses in entrepreneurship and strategic management; however, it can also be applied in strategic marketing courses. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 3: Entrepreneurship
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Beneke, Justin, Simon Blampied, Nadine Dewar, and Linda Soriano. "The impact of market orientation and learning orientation on organisational performance." Journal of Research in Marketing and Entrepreneurship 18, no. 1 (July 11, 2016): 90–108. http://dx.doi.org/10.1108/jrme-06-2015-0033.
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Purpose This study aims to consider the impact of market orientation and learning orientation on organisational performance in the context of small- and medium-sized enterprises (SMEs) in Cape Town, South Africa. SMEs play a vital role in developing countries’ economies given their large contribution towards employment and the economic output (gross domestic product). However, many SMEs struggle to implement practices that are used to successful ends by their corporate counterparts. In view of this, this study sought to probe this issue within an emerging market context. Design/methodology/approach A survey of 162 enterprises, using partial least squares -structural equation modelling path modelling, was used to link the constructs of market orientation, learning orientation and organisational performance. Findings The results revealed a significant relationship between market orientation and organisational performance. However, in contrast to other studies in the developed world, this study found that learning orientation has neither a significant effect on organisational performance nor a moderating effect on the relationship between market orientation and organisational performance of SMEs. Practical implications The implications of these findings suggests that, inter alia, the organisation’s implicit marketing plans should be made explicit and shared with employees throughout the enterprise. Moreover, owners and senior managers should embrace a positive marketing philosophy and optimal organisational structure, as well as be willing to assume risks to achieve organisational objectives. However, further research is advocated to understand the nuances distinguishing developing and developed countries. Originality/value This is one of the first studies to consider the interrelationships between market orientation, learning orientation and organisational performance in the context of SMEs within an emerging market setting. To the best of the authors’ knowledge, this is pioneering research in the South African domain.
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Mbatha, Blessing. "Exploring the potential of electronic commerce tools in South African SME tourism service providers." Information Development 29, no. 1 (July 18, 2012): 10–23. http://dx.doi.org/10.1177/0266666912452270.
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The World Wide Web, together with other ICT enabling technologies, offers a platform for organizations to arrange their business processes, address their marketplaces, and partner with other enterprises. This paper reports on the diffusion and adoption of electronic commerce tools by small and medium enterprise (SME) tourism service providers in Pretoria, the capital of South Africa. In order to achieve the stated aim, the following research questions were addressed: What types of e-commerce tools have been adopted in the SMEs? What were the reasons for the adoption of e-commerce? What benefits do e-commerce tools provide to SMEs? What are the barriers that SMEs face with the adoption of e-commerce? What are the e-commerce training needs of SMEs service providers? Roger’s Diffusion of Innovations framework was found to be useful as the study sought to examine the diffusion and use of modern ICTs by SME tourism service providers. The study adopted a descriptive survey research design in which a systematic sampling technique is used. The data was analysed by using descriptive statistics. The results demonstrated that a variety of e-commerce tools have been adopted in the SMEs studied. E-commerce tools are also very effective in reaching new customers, increasing sales and improving marketing. It is therefore important that SMEs have access to relevant e-commerce tools in order to enjoy and reap the benefits of ICTs. SMEs should ensure that they offer their staff adequate varieties and levels of ICT competence.
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Pelser, Theuns, Anita Groenewald, and Hein Prinsloo. "Language And Gender Influence On The Consumers Choice Of Branded Meat Attributes." International Business & Economics Research Journal (IBER) 13, no. 2 (February 27, 2014): 259. http://dx.doi.org/10.19030/iber.v13i2.8440.
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The feedlot industry is the main beef producer in South Africa and falls in the category of Small Businesses. For these small business enterprises to be successful in an industry subjected to fierce competition, it is necessary to be innovative in a market where high quality beef serves as just another commodity. Previous research has shown that demographic factors can influence brand preferences. The objective of this study was to investigate the relationships between language and gender with brand attribute preference. Another objective was to identify opportunities that will differentiate and position branded meat products that will create consumer equity and build strong brand names. The case study approach was used and included quantitative and qualitative research. The population consisted of consumers buying meat products at the different retailers in Middelburg, Mpumalanga, under the brand names Kanhym Fresh Meat, Farm Inn Meat, and Franks Meat. A sample of 612 was conveniently selected for the study. A total of 588 questionnaires were completed. This study confirmed the interrelationship of the demographic variables gender and language that may affect consumers preferences. This means consumers will try different products with specific attributes. The results of this study identify opportunities of implementing strategies to maintain and enhance the competitiveness of branded meat retailers. It is finally recommended that brand retailers determine the demographic and psychographic profile of their target market for a specific product when producing or marketing products.
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Babb, Sarah, Tina Retief, and Geoff Bick. "Essay Gifts: gifting for greater good." Emerald Emerging Markets Case Studies 6, no. 4 (November 21, 2016): 1–32. http://dx.doi.org/10.1108/eemcs-03-2016-0031.
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Subject area The subject areas are marketing, entrepreneurship, strategy or organisational design, operating in emerging markets and social entrepreneurship. Study level/applicability The study is applicable to MBA students, masters-level students and students of executive education. Case overview The case outlines the context and current decisions and dilemma facing Essay Gifts, which is a successful enterprise based in Cape Town, South Africa, supplying a local market in corporate gifting since 2006. The emerging market is facing economic decline and rising unemployment sitting at 25 per cent and up to 48 per cent in the youth market. After seven years of operating from a home-based office, Beatrice has moved into an office block in an upcoming area in Cape Town as they anticipate bullish targets for the upcoming year. The decision facing her now is whether to also sign a lease for a vacant retail shop downstairs from her office to sell ready-made gifting solutions. To meet the social mission, Essay Gifts is using township-based suppliers to develop the products, and this is proving an often unreliable and inconsistent source of supply and the current orders may not even be met at this particularly busy end-of-year period. How does Beatrice scale the business and what business is she in after all? Is she an entrepreneur, striving to increase the size of her business and her revenue, or is she a social entrepreneur creating employment opportunities for others? Expected learning outcomes The paper enables to identify the determining features of a social enterprise and the dynamics involved in balancing the social and commercial missions; understand the complexities of entrepreneurial operations in emerging markets; identify scaling up and strategic growth strategy options for social enterprises and small and medium-sized enterprises; and distinguish entrepreneurial marketing strategies in contrast with traditional marketing strategies. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 3: Entrepreneurship.
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Zhang, X. "The Coronavirus Will Not Change the long-Term Upward Trend of China’s Economic Development." Finance: Theory and Practice 24, no. 5 (October 24, 2020): 15–23. http://dx.doi.org/10.26794/2587-5671-2020-24-5-15-23.
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The author investigates the impact of COVID‑19 and macro-policy adjustment on China’s economic development. The aim is to describe the situation and trend of China’s economic development before and after COVID‑19. The research method is the comparative data analysis. The study shows that in response to COVID‑19, the Chinese government, on the one hand, has accelerated its opening-up, taken the opportunity of fighting against the pandemic to provide medical assistance to and cooperate with other countries, and actively promoted the building of a community with a shared future for mankind and the process of globalization. On the basis of the Belt and Road Initiative and multilateral, regional, and subregional cooperation mechanisms such as the United Nations, Shanghai Cooperation Organization, BRICS (Brazil, Russia, India, China, South Africa), G20 (Group of 20), and APEC (Asia-Pacific Economic Cooperation), China and the Eurasian Economic Union began to cooperate more frequently and the trade relations between Japan, South Korea, and European developed countries became closer. Meanwhile, committed to building a global interconnection partnership, China actively participates in global economic governance and provides various public products. The Chinese government has proposed “Six Guarantees” on the basis of “Six Stability”. In order to achieve the purpose of stabilizing foreign trade and expanding imports, China has imposed various measures to accelerate the liberalization and facilitation of international trade and investment, such as implementing the new version of the “Foreign Investment Law”, establishing free trade zones, and promoting its experience and organizing international import expositions. Additionally, the Chinese government also implemented targeted fiscal and monetary policies, increased support for enterprises, especially small and medium-sized enterprises, and promoted the construction of “new infrastructure” and innovation of business model, which have formed the driving forces for the transformation of the economic development model in China from traditional business to cloud business, from traditional marketing to live streaming marketing, from traditional sales to online sales. The author concluded thatChina’s adjustment of macro policies in response to COVID‑19 was effective and played an important role in the resumption of production and life, stabilizing foreign trade activities, releasing domestic demand and promoting stable and sustained growth of the economy
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Chinomona, Richard. "Brand communication, brand image and brand trust as antecedents of brand loyalty in Gauteng Province of South Africa." African Journal of Economic and Management Studies 7, no. 1 (March 14, 2016): 124–39. http://dx.doi.org/10.1108/ajems-03-2013-0031.
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Purpose – The purpose of this paper is to examine the influence of brand communication, brand image and brand trust as potential antecedents of brand loyalty in a sample of consumers in Gauteng Province of South Africa. Design/methodology/approach – Data were collected from 151 respondents, an 89 per cent response rate, using anonymously completed questionnaires. Research scales were operationalized on the basis of previous work. Data were collected from 151 respondents, an 89 per cent response rate, using anonymously completed questionnaires. Research scales were operationalized on the basis of previous work. Proper modifications were made in order to fit the current research context and purpose. “Brand communication” measure used six-item scales while “Brand image” used eight-item scale measure. “Brand trust” and “brand loyalty” used a four-item scale measure. All the measurement items were measured on a five point Likert-type scales that was anchored by 1=strongly disagree to 5=strongly agree to express the degree of agreement. Findings – The four posited hypotheses were empirically tested. The results supported all the hypotheses in a significant way except one (H2). Important to note about the study findings is the fact that brand communication has a stronger effects on brand image than on brand trust. However, brand image strongly influences brand trust. Notably too, the relationship between brand trust and brand loyalty is robust. This finding indicates that brand communication can have a strong influence on brand trust and brand loyalty via brand image. Perhaps this could be due to the fact that customers are likely to trust and be more loyal to brands with good image and reputation. Research limitations/implications – Despite the usefulness of this study aforementioned, the research has its limitations. Most significantly, the sample size was small and limited to Gauteng Province of South Africa. The study can be strengthened by increasing the sample size and including participants in other geographical areas. Future studies can also attempt to compare the perceptions of customers on the current study antecedents of brand loyalty from non-durable/FMCG to other product/service categories groups. Practical implications – The findings of this empirical study are expected to have to provide fruitful implications to both practitioners and academicians. On the academic side, this study makes a significant contribution to the brand management literature by systematically exploring the impact of brand communication on brand image, brand trust and brand loyalty in South Africa. On the practitioners’ side, this study therefore submits that marketers ought to pay attention to both brand communication and brand image in order to build customer brand trust. By increasing the perceived level of brand image through effective brand communication, marketers will be able gain customer brand trust. Eventually, the customers will become loyal to a brand they perceive to trustworthy. In this regard, from a policy perspective, it is recommended that managers and business strategists ought to develop policies and strategies aimed at winning customers brand loyal or increasing customers’ brand trust since such an endeavour is likely to lead to customer retention and marketing cost reduction. There is growing evidence in the extent literature indication that loyal customers are likely to share their experience with brands with their peers through “word of mouth” (WOM) (Bennetta et al., 2005; Zehir et al., 2011; Russell-Bennett et al., 2013). At the same time, the society will tend to benefit from such information shared by their peers based on their brand experience. Originality/value – Overall, the current study findings provide tentative support to the proposition that brand communication, brand image and brand trust should be recognized as significant antecedents for gaining and sustaining brand loyalty in South Africa. This study therefore, stand to immensely contribute new knowledge to the existing body of brand management literature in Africa – a context that is often most neglected by some researchers in developing countries.
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Marks, Jonathan. "Granadilla swimwear: finding opportunity in times of crisis." Emerald Emerging Markets Case Studies 10, no. 3 (July 22, 2020): 1–9. http://dx.doi.org/10.1108/eemcs-05-2020-0164.
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Learning outcomes The main learning outcomes that can develop from this case are as follows. These have been articulated for an approximately 90-min class discussion. Opportunity identification in times of crisis: at a macro-level, the case serves to illustrate the nature of identifying and exploiting opportunities in times of crisis. In particular, it shows how an agile small team and quickly respond to need and develop a sustainable and scalable business. Pivoting the business model: the case raises an interesting and important debate as regards what constitutes a “pivot”. While the classical interpretation would be a change in direction without a change in strategy, this case within the context of Covid-19 challenges this definition. Resource use and allocation: The case illustrates well how existing resources, networks and skills can be used in a very different business venture to alleviate immediate cash flow needs and potentially build another business venture. Case overview/synopsis This case study explores how two Cape Town-based entrepreneurs, Josh Meltz and Adam Duxbury, responded to the Covid-19 crisis and the subsequent lockdown in South Africa. The pair had built a successful swimwear brand – Granadilla Swimwear – and two other businesses: a function venue and a kombucha brand sold at a well-known food market. As the Covid-19 lockdown tool effect, the entrepreneurs saw not only declining revenue in their food and function venue business but were about to enter a six-month period of negative cash flow on their seasonal swimwear business. The entrepreneurs saw an opportunity to deliver food boxes of fresh fruit, vegetables, bread and other staples within the Cape Town metropolitan area. Their kombucha brand had a ready-made food processing and handling facility (including cold storage) and existing relationships with customers, suppliers and other vendors at the food market gave them ready access to a range of locally produced food products available immediately and on consignment. Meltz & Duxbury quickly launched an online shop and started marketing via Instagram. Within 48 h, they were delivering food boxes, with little risk and upfront capital investment. As the lockdown continued and other competitors entered the market, the team wondered at the longevity of the pivot and whether this was a business that would sustain itself or whether it was just a short-term fix for their immediate cash flow problems. Complexity academic level Undergraduate and postgraduate Supplementary materials Teaching Notes are available for educators only. Subject code CSS: 3 Entrepreneurship.
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Mohammed, Amna Abdullah, and Syed Zamberi Ahmad. "Café2Go: a struggle to build a local brand and stay ahead." Emerald Emerging Markets Case Studies 9, no. 2 (September 13, 2019): 1–18. http://dx.doi.org/10.1108/eemcs-02-2019-0023.
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Learning outcomes The learning outcomes are as follows: to enable the learners to understand advantages and disadvantages of franchises in the company; to understand the strength and weakness points of Café2Go, its underlying strategy and what makes the company a unique outlet; to acquire a better understanding on the key challenges or dilemmas that Café2Go faces and to provide recommendations to address such dilemmas; to evaluate innovative marketing plans that would aid in expanding Café2Go internationally; and to understand cause-effect analysis of project management and the reason for the increase in the operationalization cost on Café2Go. Case overview/synopsis This case study presents the story of Jassim Al-Bastaki who was once rejected as a franchisee and later managed to be a pioneering franchiser in the UAE. The case aims to highlight the new coffee products and distribution methods Al-Bastaki used to compete in the over-saturated coffee market in Dubai. Al-Bastaki distinguished the first Café2Go by offering camel products in a mobile truck. It was the first “café-on-wheels” in the UAE, and it marketed the slogan of “wherever you are”. This case study discusses the challenges the project faced while marketing the unpopular, salty drink camel milk and issuing the necessary licenses for the coffee truck. The case study also elaborates on the innovative strategies Al-Bastaki used to convince customers of the health benefits of camel milk, to serve camel milk in appealing forms such as milkshakes and to replace the banned mobile truck with kiosks, cubicles, mobile trolleys and free phone call services. The case study also aims to highlight the obstacles associated with the franchise model and to reveal how Al-Bastaki overcame such challenges, using the franchise model, to expand Café2Go beyond the UAE. What started as a mobile coffee truck in 2009, in Dubai, has changed into an expanding business in Qatar, Libya, Bahrain, Saudi Arabia, South Africa and Spain (Masudi, 2013). Complexity academic level The case study is relevant for undergraduate and post-graduate management degrees, and specifically business administration, entrepreneurship, small business management courses. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 3: Entrepreneurship
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Beneke, Justin, Ozayr Mathews, Travys Munthree, and Kavesan Pillay. "The role of package colour in influencing purchase intent of bottled water." Journal of Research in Marketing and Entrepreneurship 17, no. 2 (October 19, 2015): 165–92. http://dx.doi.org/10.1108/jrme-05-2015-0030.
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Purpose – The purpose of this paper, conducted within an emerging market context, was to investigate the influence of colour in packaging on the purchase intent of consumers for bottled water. Colour, whether in branding or packaging, has always been an important attribute in attracting the attention of consumers. For years, bottled water packaging has largely centred on the colours blue and white. The study looked into the effect of cold colours, warm colours and neutral colours on the purchase intent for bottled water. It also analysed the influence of the demographic variables of age group, gender, language and income group on colour preferences of the product. Design/methodology/approach – An experimental design was utilised for the purposes of this study. Data were collected by means of a mall intercept survey of South African consumers within suburban supermarket stores. Findings – The findings determined that while consumers appear somewhat indifferent between colours, there is a greater preference for neutral colours as opposed to cold and warm colours in bottled water packaging. It was also determined that income has a significant influence in colour preference for bottled water, with lower income groups preferring cold and warm colours and higher income groups preferring neutral colours. Research limitations/implications – This suggests that marketers of bottled water ought to pay close attention to these signals and optimise packaging accordingly. In particular, this study suggests that tailored coloured packaging can be used to target specific income groups in a more appropriate manner. This is particularly pertinent in an emerging market context, where income disparities are extremely prevalent. Small- and medium-sized enterprises (SMEs) and entrepreneurs can seize this opportunity to introduce niche products and stimulate innovation in a relatively stagnant marketplace. Originality/value – As discovered in the course of this research, few studies have been undertaken to examine the effect of colour in packaging in the context of emerging markets and, notably, sub Saharan Africa. As such, the authors believe this is a significant contribution to the knowledge base. It is hoped that the results of this study will assist marketers, SMEs and entrepreneurs in improving understanding of how colours differentiate a product, particularly in a commodity merchandise category such as bottled water, the knowledge of which may be leveraged to tailor the positioning in the market.
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LEKHANYA, Lawrence Mpele. "The Level of awareness of green marketing and its managerial implications amongst selected South African manufacturing Small, Medium and Micro Enterprises (SMMEs) in KwaZulu–Natal." Journal of Economics and Behavioral Studies 6, no. 8 (August 30, 2014): 625–35. http://dx.doi.org/10.22610/jebs.v6i8.523.
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The focus of this paper is to present an exploratory study on the level of awareness regarding green marketing and its managerial implications, among selected, South African Manufacturing Small, Medium and Micro Enterprises (SMMEs), in the province of KwaZulu–Natal (KZN). The concept of green marketing and thought provoking managerial implications are still an issue of concern in the South African manufacturing sector. The study aimed to explore the awareness levels about green marketing by selected South African manufacturing SMMEs in KZN, and the resulting managerial implications. Primary data was collected from 84 manufacturing SMMEs. This research was quantitative in nature and a questionnaire was used to collect data from SMMEs owners/managers in KZN. Findings of the research indicate that SMMEs in the study are aware of green marketing and its managerial implications. It further reveals that SMMEs’ owners/managers indicate that the South African Environmental Act and Consumer Protection Act are additional factors that influence their businesses operations. The paper will benefit SMMEs owners/managers, SMMEs marketing managers, and affiliated stakeholders, by introducing a new understanding of green marketing and how to cope with the demand of new green marketing strategies. Most work on the Green Zone has concentrated on green products, with little emphasis on green marketing and its implications. The findings are limited by the study’s exploratory, quantitative nature and small sample. Generalisation should be done with care and further research, with a large sample and consideration of other provinces, is therefore recommended.
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Petzer, D. J., and C. F. De Meyer. "Trials and tribulations: marketing in modern South Africa." European Business Review 25, no. 4 (June 21, 2013): 382–90. http://dx.doi.org/10.1108/ebr-02-2013-0016.
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