Upload
lungile-rosemary-khumalo
View
649
Download
1
Embed Size (px)
Citation preview
LUNGILE ROSEMARY KHUMALO - 20926250
OVERVIEW1.1 THEBE INTRODUCTION
1.3 CHANGES IN THE MACRO-ENVIRONMENT
1.6 SWOT ANALYSIS
2.4 DISTINCTIVE COMPETENCIES
3.1 PRACTICES UTILISED YEILDING SUPERIOR EFFICIENCY, QUALITY,
INNOVATION AND CUSTOMER RESPONSIVENESS
3.2 PRACTICES THAT RETARD SUPERIOR EFFICIENCY, QUALITY,
INNOVATION AND CUSTOMER RESPONSIVENESS
4.1 INDUSTRY ENVIRONMENT
5.6 TWO DISTINCTIVE COMPETENCIES AND POTENTIAL INDUSTRY12 May 2015 THEBE INVESTMENT CORPORATION 2
ABOUT THEBE?12 May 2015 THEBE INVESTMENT CORPORATION 3
INTRODUCTION
12 May 2015 THEBE INVESTMENT CORPORATION 4
SOLE SHAREHOLDERBATHO BATHO TRUST
ORIGINAL TRUSTEES NELSON MANDELA
(CHAIRMAN) WALTER SISULU REV. BEYERS NAUDE SIDDIK AHMED
NON-EXECUTIVE CHAIRMANENOS MABUZA
CEOVUSI KHANYILE
THOMAS NKOSIWALTER SISULUSUPPORTED BY
SHARED VISION
MAKE ECONOMIC SELF-SUFFICIENCY A REALITY FOR MAJORITY OF SOUTH AFRICANS
JULY 1992
R100 000 00
BOARD OF DIRECTORS
EXECUTIVE DIRECTORS
12 May 2015 THEBE INVESTMENT CORPORATION 5
Mr Vusi Khanyile Ms Refiloe Nkadimeng
NON-EXECUTIVE DIRECTORS
Mr Godfrey Gomwe Ms Gllian Nonhlanhla Jiyane Dr May Mkhize Ms Peta Mashinini Ms Rene Schutte
Rev Dr Molefe Tsele Dr Nomonde Mabuya Mr Dirk Ackerman Mr Alton Solomons Mr James Alderslade
Dr Yvonne Muthien Anthony Umson Andiswa Jekwa
12 May 2015 6
GROUP COMPANY SECRETARY
THEBE INVESTMENT CORPORATION
MANAGEMENT COMMITTEE
Mr Vusi Khanyile Ms Refiloe Nkadimeng Mr Jacques de Wet Ms Nonhlanhla Mabusela
Dr Pieter Kriel Mr Rapulane Mogototoane Mr Jerry Mabena Ms Zukie Siyotula
12 May 2015 THEBE INVESTMENT CORPORATION 7
12 May 2015 THEBE INVESTMENT CORPORATION 8
FOU
ND
ED IN
19
92
PIONEERING BLACK-OWNED COMPANY
DEV
ELO
PM
ENT
AN
D
INV
ESTI
NG
PROMOTES MUTUALLY BENEFICIAL PARTNERSHIPS
CR
EATI
NG
VA
LUE
FOR
ST
AK
EHO
LDER
S
ORIGINATION
EXECUTION
ACTIVE PARTNERSHIPS
INVESTMENT MANAGEMENT
Over 20 years Thebe has become South Africa’s most reputable, diversified investment management companies
through sustainable development, market transformation and empowerment.
12 May 2015 THEBE INVESTMENT CORPORATION 9
SANLAM PRIVATE EQUITY
9.8%
ABSA CAPITAL LIMITED
22.5%
BATHO BATHO TRUST
47.5%
UMHLOMULO EQUITY
PARTICIPATION
20.2%
THEBE SHAREHOLDING
THEBE DIVISIONS12 May 2015 THEBE INVESTMENT CORPORATION 10
THEBE SERVICES
THEBE POWER AND INFRASTRUCTURE
ASSOCIATES• SAFRIPOL• COMBINED MOTOR
HOLDINGS• ALTECH NETSTAR
GROUP• SHELL MARKETING
AND SHELL REFINING
• VODACOM SA
ASSOCIATES• THEBE REED EXHIBITIONS• COMPASS GROUP SA• CAPE POINT• SPARKS AND ELLIS• TOUR d’AFRIQUE• FIRST CAR ENTAL• JARDINO LLOYD
THOMPSON• EFFICIENT FINANCIAL
HOLDINGS• NASOU VIA AFRICA• KAYA FM
SUBSIDIARIESTHEBE UNICO, THEBE CONNECT, THEBE
TOURISM GROUP, THEBE STOCKBROKING, THEBE YA BOPHELO HEALTHCARE, THEBE
PROPERTY ASSET ANAGEMENT, THEBE ENERGY AND CLUB TRAVEL
SUBSIDIARIES• REATILE TIMRITE
ASSOCIATES• SENTULA
CONSTRUCTION MINING
SUBSIDIARIES• THEBE RENEWABLE ENERGY HOLDINGS
ASSOCIATES• MAINSTREAM
RENEWABLE POWER• PHINDADA HOUSING• ACCENTUATE LIMITED• HEADSTREAM WATER
SA
THEBE CORE BUSINESS
› Unique entrepreneurial company
› Profits + broader interests of the community
› Thebe investment portfolio spans tourism, mining resources, infrastructure, renewable energy, petrochemicals, telecommunications, financial services and healthcare
12 May 2015 THEBE INVESTMENT CORPORATION 11
VISION
Thebe is an African investment management company that makes sustainable investments for the benefit of the
community and other stakeholders.
12 May 2015 THEBE INVESTMENT CORPORATION 12
MISSION STATEMENT
“We strive to be a community-rooted company that actively manages and governs our investments to optimize stakeholder
value”.
12 May 2015 THEBE INVESTMENT CORPORATION 13
12 May 2015 THEBE INVESTMENT CORPORATION 14
THEBE VALUES
EQUALITY
INNOVATION
INTERGRITY
QUALITY
COMMUNITY
OBSERVATION -ALIGNMENTS
12 May 2015 THEBE INVESTMENT CORPORATION 15
Adheres to the TRIPLE BOTTOM LINE
Adopted the King III Report on Corporate Governance
Collaborative Partnerships with investee companies
Active Engagement of all Managers
Effectively Communicated
Substantial growth - direction and focus
Defines the business
Identified the product
Purpose
Addressed the needs of stakeholders
Philosophy of the organisation12 May 2015 THEBE INVESTMENT CORPORATION 16
1.3
CHANGES IN THE
MACRO-
ENVIRONMENT
12 May 2015 THEBE INVESTMENT CORPORATION 17
THEBE INVESTMENT
CORPORATION
POLITICAL
ECONOMIC
SOCIAL
TECHNOLOGY
ECONOMIC
LEGAL
12 May 2015 THEBE INVESTMENT CORPORATION 18
1.TECHNOLOGICAL CHANGES
12 May 2015 THEBE INVESTMENT CORPORATION 19
POSITIVE IMPACTSDISCOVERIES
INCREASED PRODUCTIVITY
E-COMMERCE
CRM – CONSUMER RELATIONSHIP MANAGEMENT
EFFECIENCY IN DISTRIBUTION
SCOPE FOR INTERGRATED MARKETING COMMUNICATION
OPPORTUNITY TO CHANGE BUSINESS MODELS
INNOVATION
12 May 2015 THEBE INVESTMENT CORPORATION 20
NEGATIVE IMPACTS
DEPENDENCY
SYSTEM COMPLEXITY
DISLOCATION OF WORKERS
LESS VALUE IN HUMAN WORKERS
12 May 2015 THEBE INVESTMENT CORPORATION 21
DE
VE
LO
PIN
G O
R
AC
QU
IRIN
G
TE
CH
NO
LO
GY
IN-HOUSE DEVELOPMENT
ALLIANCES
ACQUISITION
12 May 2015 THEBE INVESTMENT CORPORATION 22
12 May 2015 THEBE INVESTMENT CORPORATION 23
TECHNOLOGY AND PORTERS FIVE FORCES
BARRIERS TO ENTRY May reduce economies of scale – encouraging new entrants
Barriers may also rise – products becoming more complex and processes difficult to copy
SUBSTITUTES New products displacing the old Technology in other Markets may steal
customers from other markets
POWER OF BUYERS AND SUPPLIERS
Technology may free businesses from a single source of supply
INDUSTRY RIVALRY Rivalry is diminished if successfully patented and licenced
2. ECONOMIC INSTABILITY
12 May 2015 THEBE INVESTMENT CORPORATION 24
POSITIVE IMPACTSSTABLE EMPLOYMENT
DISPOSABLE INCOME
ECONOMIC INFLATION – MORE INVESTMENT AND EXPANSION OPPORTUNITIES
FOREIGN EXCHANGE RATES
STABLE ECONOMY = STABLE PROFITS
12 May 2015 THEBE INVESTMENT CORPORATION 25
NEGATIVE IMPACTSGLOBAL INEQUALITY
ECONOMIC RECESSION
LOWER EXPANSION OPPORTUNITIES
LOWER INVESTMENT OPPORTUNITIES
STAGNANT GROWTH
12 May 2015 THEBE INVESTMENT CORPORATION 26
1.6 SWOT ANALYSIS
12 May 2015 THEBE INVESTMENT CORPORATION 27
12 May 2015 THEBE INVESTMENT CORPORATION 28
THEBE INVESTMENT CORPORATION
STRENGTHS1. STRONG BRAND2. PRO-ACTIVE COMMUNITY SUPPORT
AND ENGAGEMENT3. MATURE INDUSTRY AND MARKET4. WOMEN EMPOWERMENT5. ADHERENCE TO BEE STANDARDS
WEAKNESSES1. ENVIRONMENTAL IMPACTS2. HIGH PRICES3. STRICT INVESTMENT SELECTION
CRITERIA
OPPORTUNITIES1. NEW TECHNOLOGIES2. GOVERNEMENT SUPPORT3. MORE FUTURE AFFILIATIONS4. IMPROVING ECONOMIC IMPACTS ON
LOCAL COMMUNITIES5. TRAINING AND SERVICES
OPPORTUNITY – STRENGTH STRATEGIES
1. DEVELOPMENT OF NEW TECHNOLOGIES
2. CONTINOUS EMPOWERMENT
OPPURTUNITY – WEAKNESS STRATEGIES
1. ADOPT ENVIRONMENTALIMPACTS ASSESSMENT
2. COMPETITIVE PRICING STRATEGY
THREATS1. ECONOMIC CHANGES2. NATURAL DISASTERS3. COMPETITION4. ENVIRONMENTAL AND ECONOMIC
REGULATIONS5. POLITICAL CHANGES
THREAT – STRENGTH STRATEGIES
1. BRAND MANAGEMENT 2. ACTIVE REGULATIONS
ADHERENCE
THREAT – WEAKNESSSTRATEGIES
1. DEVELOP NEW SELECTION CRITERIA
2. FOLLOWING ALL ENVIRONMENTAL REGULATIONS
12 May 2015 29
2.4 DISTINCTIVE
COMPETENCIES
12 May 2015 THEBE INVESTMENT CORPORATION 30
HIGH SKILLED EMPLOYEES
PRODUCTS AND SERVICE DESIGN
COMMITMENT TO CORPORATE GOVERNANCE
MUTUAL VALUE
DIVERSIFIED INVESTMENT BASE
EXCELLENT RISK MANAGEMENT SYSTEM
12 May 2015 THEBE INVESTMENT CORPORATION 31
COMMITMENT TO EMPLOYMENT EQUALITY
FLAT MANAGEMENT STRUCTURE
PROMOTION OF SOCIAL CHANGE
THEBE FOUNDATION
ABILITY TO SOURCE FUNDING BOTH LOCALLY AND INTERNATIONALLY
SUPPORTING MAJORITY COMMUNITY BASED SHAREHOLDER
12 May 2015 THEBE INVESTMENT CORPORATION 32
3.1 PRACTICES UTILISED YEILDING SUPERIOR
EFFICIENCY, QUALITY, INNOVATION AND
CUSTOMER RESPONSIVENESS
12 May 2015 THEBE INVESTMENT CORPORATION 33
ACHIEVING SUPERIOR EFFICIENCY
FLEXIBILITY AND CUSTOMIZED SUBSIDIARIES
MARKETING ACTIVITIES
HUMAN RESOURCE STRATEGY
INFORMATION SYSTEMS
CLEAR GOALS
LONG-TERM RELATIONSHIPS WITH SUPPLIERS
12 May 2015 THEBE INVESTMENT CORPORATION 34
ACHIEVING SUPERIOR QUALITY
SUPERIOR PERFORMANCE AND SERVICE IN ALL ASPECTS OF BUSINESS
PROVIDING SUPPORT TO SUBSIDIARIES
FULFILLING RESPONSIBILITIES TO STAKEHOLDERS
FLAT ORGANISATIONAL STRUCTURE
12 May 2015 THEBE INVESTMENT CORPORATION 35
ACHIEVING SUPERIOR INNOVATION
CROSS FUNCTIONAL INTEGRATION
EXPERIENCE
CUTTING EDGE TECHNOLOGY
SUPERIOR COMMERCIALISATION
12 May 2015 THEBE INVESTMENT CORPORATION 36
CUSTOMER RESPONSIVENESS
› ACCEPTING OUR CORPORATE RESPONSIBILITIES TO THE NATION
› EMPHASIZING ENVIRONMENTAL FACTORS, SAFETY AND PROTECTION
› DEVELOPING A NEW VOICE FOR CORPORATE SOUTH AFRICA
› SHAPING EMPLOYEE ATTITUDES
› LEADERSHIP
12 May 2015 THEBE INVESTMENT CORPORATION 37
3.2 PRACTICES THAT
RETARD SUPERIOR EFFICIENCY, QUALITY,
INNOVATION AND CUSTOMER
RESPONSIVENESS12 May 2015 THEBE INVESTMENT CORPORATION 38
ACHIEVING SUPERIOR EFFECIENCY
Inadequate training programs for employees
ACHIEVING SUPERIOR QUALITY
Total Quality Management (TQM) insufficient
ACHIEVING SUPERIOR INNOVATION
UncertaintyPoor positioning strategy
ACHIEVING SUPERIOR CUSTOMER RESPONSIVENESS
Highly politicized – Black Capitalists
12 May 2015 THEBE INVESTMENT CORPORATION 39
4.1 INDUSTRY
ENVIRONMENT
12 May 2015 THEBE INVESTMENT CORPORATION 40
INDUSTRY ENVIRONMENT LIFE CYCLE
12 May 2015 THEBE INVESTMENT CORPORATION 41
Maturity
MATURE INDUSTRYLOW RISKS
POWER OF SUPPLIERS DECLINES
POWER OF BUYERS INCREASES – CAPACITY MATCHES / EXCEEDS DEMAND
THREATS OF SUBSTITUTES IS GROWING
RISE OF INTERNATIONAL COMPETITION
GREATER TECHNOLOGICAL MATURITY
12 May 2015 THEBE INVESTMENT CORPORATION 42
EVOLUTION OF MATURE INDUSTRIES
12 May 2015 THEBE INVESTMENT CORPORATION 43
STRATEGIES FOR THE MATURE
INDUSTRY
12 May 2015 THEBE INVESTMENT CORPORATION 44
QUALITATIVE DIFFERENTIATION
DEVELOPMENT OF UNIQUE PRODUCTS
› Brand Image
› Design
› Superior Technology
› Diversified distribution channels
12 May 2015 THEBE INVESTMENT CORPORATION 45
STRATEGIES FOR DETERRING
ENTRY OF RIVALS
PRODUCT PROLIFERATION
PRICE CUTTINGMAINTAINING
ACCESS CAPACITY
12 May 2015 THEBE INVESTMENT CORPORATION 46
Filling the Niches:
making it difficult for new
competitors to break into a
new industry
Sending a Signal:
to potential new entrants
contemplating entry that new
entry will be met with price
cuts
Warning of Retaliation:
by increasing output and
forcing down prices until
market entry would be
unprofitable to entrants
STRATEGIES FOR MANAGING INDUSTRY
RIVALRY
PRICE SIGNALLING
PRICE LEADERSHIP
CAPACITY CONTROL
NONPRICE COMPETITION
12 May 2015 THEBE INVESTMENT CORPORATION 47
Convey intentions:
Intent is to improve industry
profitability.
Informal pricing:
Formal price setting jointly by
companies is illegal.
Differentiation:
• Market development• Market penetration• Product development• Product proliferation
Market Signaling:
Collusion on timing of new investments is
illegal.
THE GAME THEORY
COMPANIES ARE VIEWED AS PLAYERS IN THE GAME THAT ARE SIMULTANEOUSLY
MAKING CHOICES ABOUT WHICH BUSINESS MODELS AND STRATEGIES TO PURSUE IN ORDER TO MAXIMIZE THEIR
PROFITABILITY
12 May 2015 THEBE INVESTMENT CORPORATION 48
PRINCIPLES THAT UNDERLIE THE GAME THEORY
1. LOOK FORWARD AND REASON BACK
2. KNOW THY RIVAL
3. FIND THE DOMINANT STRATEGY
4. STRATEGY SHAPES THE PAY-OFF STRUCTURE OF THE GAME
12 May 2015 THEBE INVESTMENT CORPORATION 49
5.6TWO DISTINCTIVE
COMPETENCIES AND POTENTIAL INDUSTRY
12 May 2015 THEBE INVESTMENT CORPORATION 50
DISTINCTIVE COMPETENCIES
1. PROMOTION OF SOCIAL CHANGE
2. DIVERSIFIED INVESTMENT BASE
12 May 2015 THEBE INVESTMENT CORPORATION 51
AGRICULTURE
12 May 2015 THEBE INVESTMENT CORPORATION 52
› SOURCE OF LIVELIHOOD
› CONTRIBUTION TO NATIONAL REVENUE
› SUPPLY OF FOOD
› SIGNIFICANCE TO THE INTERNATIONAL TRADE
› SOURCE OF RAW MATERIALS
› SIGNIFICANCE IN TRANSPORT
› GREAT EMPLOYMENT OPPORTUNITIES
› ECONOMIC DEVELOPMENT
12 May 2015 THEBE INVESTMENT CORPORATION 53
REFERENCIES
Itan, N. O’Connell, F. and Mason, K. 2014. A macro-environment approach to civil aviation strategic planning, Transport policy (Online), 33: 125 – 135. Available: http://www.Elsevier.com/ (Accessed 23 March 2015).
Sabol, A. Sander, M. and Fuckan, D. 2013. The concept of industry life cycle and development of business strategies, Active citizenship by knowledge innovation (Online), 635 – 642. Available: http://www.Elsevier.com/ (Accessed 23 March 2015).
Southall, R. 2010. The ANC & Black Capitalism in South Africa, Review of African political economy (Online), 31(100) : 313 – 328. Available: http://http://dx.doi.org/10.1080/0305624042000262310/ (Accessed 10 April 2015).
Strategy planning process (Online) . 2015. Available: http://www.tandfold.com/(Accessed 23 March 2015).
Thebe investment corporation (Online). 2015. Available: http://www.thebe.co.za/(Accessed 15 March 2015).
12 May 2015 THEBE INVESTMENT CORPORATION 54