Browsing by Author "Oosthuizen, H."
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- ItemBusiness strategy and marketing : the positioning versus resource-based dichotomy and the way forward(AOSIS, 2002) Oosthuizen, H.This paper explores the relationship that exists between business strategy and marketing strategy and how the latter may contribute towards the development of an integrated and systemic approach to organisation-wide strategy development. It finds that the two broad streams in strategy, namely positioning-based and resource-based have a reciprocal relationship and indeed complement each other. The link between business strategy and functional strategies, however, is unclear, particularly in the case of marketing strategy. This uncertainty is mainly attributable to the consideration that marketing strategy appears to be frozen within either a positioning or resource-based view. In this regard a conceptual framework has been proposed which combines the two business approaches into one integrated marketing mission approach. As such the marketing function performs a facilitating role in the formulation of overall organisational strategy in an integrative fashion.
- ItemDeveloping strategy - do we really need a new paradigm?(AOSIS, 2000) Oosthuizen, H.This article addresses the question of the present-day applicability of the traditional positioning approach to strategy development as being the most appropriate basis for a winning approach. The competence-based alternative is considered to be complementary to the positioning approach. Information was collected by conducting a literature search. The validity of the positioning approach is being disputed because it is claimed that the challenges and opportunities presented by today's deconstructing environmental conditions make any logical and deterministic type of strategy development impossible. However, the findings of this research suggest that the conventional positioning approach to strategy development still constitutes a basic and viable framework under present-day realities. Nevertheless, real-time techniques must be incorporated in order to create a more dynamic and entrepreneurial approach. Thus, it is not believed that a clear need exists to reject the conventional approach and that a cautious view of a possibly new paradigm should be adopted. Current literature suggests a very fragmented field and no clear alternative paradigm seems to emerge. Lessons gleamed from this study suggest that practitioners should guard against 'flitting from one new thing to the next', which are often not that original, and that academics, beyond their search for a new paradigm, should also investigate the empirical relevance of the adapted framework as postulated in this article.
- ItemThe development of an instructional design model as a strategic enabler for sustainable competitive advantage(AOSIS, 2010) Le Roux, L.; Oosthuizen, H.In a business environment of continuous change and in light of a defined need to fast track skills improvement in South Africa and Africa, training strategies and practices are under increasing pressure to develop a more productive and skilled workforce. Demands on training and the practices it employs increasingly focus on the alignment with strategic imperatives of organisations. This research presented an instructional design (ID) model positioned in the intersection between the positioning-based and resource-based theories and used a multi-disciplinary approach to extend the literature on ID models and offer measurable improvements in job-specific knowledge and productive behaviour as proxies for sustainable competitive advantage. The research confirmed the contribution of the ID model in this regard and described and substantiated the pivotal link between training and ID models and the application thereof in practice to aid organisations in the achievement and sustainability of competitive advantage. In this, the second article, the ID model will be subjected to empirical investigation and evaluated through the application thereof in a case organisation and a grounded conclusion provided. Hence, this article presents a brief overview of the first article, and focuses on the research methodology, research results, analysis and interpretation; conclusions and assessment of the research.
- ItemThe strategic positioning and configuration of national mapping organisations as enablers of economic and social growth in South Africa(AOSIS, 2008) Denner, M.; Oosthuizen, H.This paper explores the transferability and application of business-driven strategic thinking to that of a public sector context, namely national mapping organisations. These organisations exist throughout the world because the economies of the world require geospatial information to support economic and social growth. As such their strategic positioning within government is of prime importance. In South Africa, however, there is a paucity of knowledge in this regard and consequently triggered the research which forms the basis of this paper. A macro-environmental analysis suggests significant growth opportunities for the South African geospatial industry, fuelled by a micro-industry borne out of the 2010 Soccer World Cup event. A profile description of the characteristics of consequence, boundaries between the private and public the industry and expected changes reflect a large industry which is expanding at a rapid rate but is fragmented and displays a complex network-system of inter and intra-industry relationships. As such it is attracting increasing numbers of competitors but, as an industry, appears to be slow to adjust to technological advancement. An internal analysis of the value chain of the National Mapping Organisation (NMO), the single most important player in the local public sector geospatial industry, reveals significant value creation in its in- house activities. However, the external deconstructed operations, outbound logistics and procurement processes are not allowing the organisation to realise any benefits from efficiencies it may introduce. Key to achieving efficiencies lies in the human capital, which by all accounts, it is failing to retain. Future strategic thrusts for the NMO have been identified by constructing a SWOT model and by analysing its relative competitive strength. These thrusts were found to concentrate on actions and themes related to staff, communication, marketing, general management, production (cost and capacity) and product (quality and innovation). Interpreting and applying those themes on an interorganisational basis will enable the NMO to best position itself in the industry. In this regard sufficient related strategic fit is evident between the value chains of the NMO, The Satellite Application Centre (SAC) and Statistics South Africa (Stats SA), enabling the NMO to leverage on the sales, marketing and distribution activities of SAC and the financial leveraging capabilities of Stats SA. This paper has presented an example of how delivering an efficient and effective service delivery may be hampered through the inappropriate strategic configuration of South African public sector activities. It is therefore suggested that the government revisits the strategic positioning of public sector organisations engaged in the provision of geospatial information.
- ItemValue chain deconstruction in the United Kingdom retail life insurance industry and resulting strategic options for new entrants to the market(AOSIS, 2004) Dommisse, R. W.; Oosthuizen, H.Porter coined the term ‘value chain’ in 1985. Since then the concept has found general acceptance within the strategic planning realm. In order to explain changes occurring in industries affected by increased volatility, a thesis of the deconstruction of the value chain is gaining acceptance. This concept is investigated by means of a literature review. The theory is then tested in the turbulent United Kingdom (UK) retail life insurance industry to see if an application can be found. This industry is briefly analysed and the main environmental factors affecting it are investigated. These are a £27 billion per annum savings gap, under-performing equity markets, regulatory influences of depolarisation, stakeholder’s pensions and technological developments mainly as a result of the Internet. The conclusion reached is that the changes are creating at least partial deconstruction. Within this framework the strategic options for new entrants into the UK retail life insurance market are explored.