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- Volume 1, Issue 1, 2005
International Retail and Marketing Review - Volume 1, Issue 1, 2005
Volume 1, Issue 1, 2005
Author M.C. CantSource: International Retail and Marketing Review 1 (2005)More Less
Marketing and retailing operate in an ever-changing business environment, with competition increasingly becoming more challenging and fierce. Retailers and other businesses are finding that no longer is it good enough to do only incrementally better than their competitors. The time has come for all businesses to expand their horizons and to seek new frontiers in the business world. This cannot be accomplished in isolation but with a collective approach by the business world and academia.
Source: International Retail and Marketing Review 1, pp 14 –27 (2005)More Less
The objective of this paper is to establish to what extent owners / managers of small businesses in a typical South African setting, experience selected problems or issues with a negative impact on the success of the small business. Problems encountered are numerous, and mostly related to, amongst others, environmental, financial, marketing, human resource, social or managerial issues. The aim is also to investigate whether these problem categories are related to the possession of management qualifications. An awareness of the impact of a wide variety of issues on business success, will enable SMEs to be fore warned and proactive in their decision-making to avoid the main causes for business failure. The results of this study will also enhance the development of management and entrepreneurial training syllabi to ensure coverage of those issues impacting negatively on business success. Starting a business is at best a risky venture but the chances of success are enhanced if the anticipated problems are understood and addressed prior to launching the business.
Source: International Retail and Marketing Review 1, pp 28 –43 (2005)More Less
The purpose of this study was to determine if generational theory can be used as a marketing segmentation tool in South Africa by empirically investigating whether the differences in personal values and psychographics of the two generations most active in the South African marketplace today, namely Boomers and Generation Xers, are large enough to indicate that these are heterogeneous groups.
The findings of the study indicate that there are only a few significant differences between Boomers and Xers with regard to their personal values and psychographics (activities, interests and opinions) regarding brands, advertising or shopping behaviour. The analysis further indicated significantly low associations between generational cohort / age and personal values or activities, interests and opinions regarding brands, advertising or shopping behaviour.
Generational theory is based on the premise that different generational cohorts have significant formative values that influence their psychographic profile and behaviour. The findings place a question mark over the applicability of generational theory in the South African marketplace and its usefulness as a marketing segmentation tool.
The characteristics and significant differences found between the groups indicated that generational theory should be applied with caution in a marketing context.
Author J.H. MartinsSource: International Retail and Marketing Review 1, pp 44 –58 (2005)More Less
The consumer market can be segmented in various ways. This article concentrates on the calculation of the size of the South African consumer market, segmented by geographical area and demographic characteristics of households. Geographical segmentation is shown by province while the size of the South African consumer market is shown by population group, income group, life stage and life plane. The determining factors in segmentation of households by life plane and life stage are the level of education and age of the head of the household. Six life planes and five life stages are distinguished. In the absence of national expenditure data by Living Standards Measure (LSM®) group, segmentation by LSM group is explained by means of expenditure data of households in Gauteng. Ten different LSM groups can be distinguished, depending on the amenities owned by the household, services used by them and where they live. Segmentation by type of outlet where consumers spend their money is explained in the article according to two major types of outlets namely, formal and informal outlets, each further subdivided into four groups.
A competitor analysis approach towards evaluating single-choice information technology service provision to the parastatal sector of South AfricaSource: International Retail and Marketing Review 1, pp 59 –68 (2005)More Less
Service provision agreements, which restrict users to single service suppliers, are bound to impact on the long-term survival of such service providers. This is particularly true if such a business strategy is not guided by sound management principles, necessary skills and a strong competitor focused culture. In the absence of these essential principles, user demand and preferences will gradually shift towards competitor suppliers. To investigate this theory, this article examines the importance of service users in the information technology (IT) parastatal industry of South Africa. The article presents a case study whereby the service performance of a single-choice information technology service provider in the parastatal industry of South Africa is measured against multi-choice private service providers without any provisional agreements. The outcome of the case study reveals that single-choice service provision options with provisional agreements have a limited chance of success if not supported by strong service user inputs and an active focus on competitor analysis to protect market share inherited by the single-choice service provider. In fact, poorly developed competitor analysis capability of single-choice service providers is likely to hinder its ability to match the service levels of private service providers, thereby creating frustration amongst service users who face increasing pressures to deliver greater outputs from within their organisations and from external customers through the use of IT services from service providers. Moreover, provisional strategies that disallow sound competition amongst service providers are bound to impact negatively on user preferences as well as information technology skills development opportunities which are required to improve service provision generally and long-term survival in particular.