Development and analysis of business models in the South African motor body repair sector
- Authors: Dube, P. , Muyengwa, G. , Battle, K.
- Date: 2012
- Subjects: Business models , Business plans , Auto-body repair shops
- Type: Article
- Identifier: uj:4976 , http://hdl.handle.net/10210/13077
- Description: Every enterprise makes use of a business model either explicitly or implicitly. A business model is an abstract of a business plan and is complimentary to the firm’s business strategy. It shows linkages within a business process as it transforms inputs into outputs, and how the enterprise creates and delivers value to its customers. Through a case study research two business models used by South African auto-body repairers were developed and analysed. One is for auto-body repair shops that are recognised by the South African Insurance Association, the panel system, and the other is not. The business models are presented as causal loop diagrams. Design parameters used to describe the architecture were content, structure, governance and complimentaries. These business models were used to explain low margins experienced in this sector. The business model helps small enterprise entrepreneurs, stakeholders in the automotive sector and policy makers to understand the logic of auto-body repair shops.
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Technological capability assessment : case studies of SMEs operating in the South African motor body repair sector.
- Authors: Muyengwa, G. , Dube, P. , Battle, K. , Mbohwa, Charles
- Date: 2013
- Subjects: Autobody repair industry - South Africa - Evaluation , Technological capability assessment
- Type: Article
- Identifier: uj:6170 , ISBN 978-3-942100-03-8 , http://hdl.handle.net/10210/13777
- Description: The paper reports on the technological capability assessment of small, medium and micro enterprises operating in the South African motor body repair sector. Multiple case studies were done on six motor body repair workshops. The study focussed on two technological capabilities, namely tactical and supplementary. Tactical capability focussed on the small enterprise’s ability to carry out auto-body repair and service of motor vehicles. Supplementary capability focussed on training, planning, information support and networking. The technological capability assessment was done through a model with five factors. The research established that most small enterprises understood their value addition activities. Five out of the six studied enterprises had no business strategy and this was found to have contributed to their poor tactical technological capability. All six workshops had weak supplementary technological capability. This was due to non-supportive infrastructure for training and networking. The paper proposes training and setting up of supply chain networks to enhance business growth and sustainability of these businesses.
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