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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Managing transition from a small to a large business - the case of a drill rod manufacturer
- Authors: Muyengwa, G. , Dube, P.
- Date: 2013
- Subjects: Drill rod manufacturers , Transition management
- Type: Article
- Identifier: uj:4960 , http://hdl.handle.net/10210/13061
- Description: Transitioning from a small entrepreneurial company to a larger, “structured”, organisation presents both organisational and management challenges to the founding entrepreneur and stakeholders. Various theories have been put forward that have studied the behaviour of the entrepreneur. However the dynamics that evolve with the change process from the behaviour and decisions of the entrepreneurial founder and managerial structures that emerge have not been well researched. Through a case study research this paper reports a longitudinal study done over three years on a company that is into manufacturing of drilling rods. Theory of organisation transition and a framework for longitudinal researching of entrepreneurial organisations making transition into structured organisations was used. The change process was studied through a conceptual framework that has five informational factors. New management systems and structures were put in place; a new manufacturing strategy and business model were developed. The “verbal culture”, of small companies was replaced by written instructions and proper records keeping, the manufacturing process was documented and standardised through the implementation of Total Quality Management. This paper contributes to the understanding of how an entrepreneurial company transition to a structured one and strengthens our ability to assist entrepreneurs in achieving sustainable growth.
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